ML20058L979

Informs Commission of Region V Realignment Study Group Evaluation of Efficiencies Achievable in Operation of Region IV & V Ofcs

ML20058L979
Person / Time
Issue date:	09/03/1993
From:	Taylor J NRC OFFICE OF THE EXECUTIVE DIRECTOR FOR OPERATIONS (EDO)
To:
References
SECY-93-252, NUDOCS 9309090458
Download: ML20058L979 (151)

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{{#Wiki_filter:. RELEldED TO THE DR l Q/A3h3 &l Schc>svNA,I I I .................d....... ca ir \\...../ POLICY ISSUEi (Notation Vote) September 3, 1993 SECY-93-252 fat: The Commission Ergm: James M. Taylor Executive Director for Operations Sub.iect! SUPPLEMENT TO THE REGION V REALIGNMENT STUDY Puroose To inform the Commission of the Region V Realignment Study Group's evaluation of the efficiencies achievable in operation of the Region IV and V offices. The study was requested as a result of the Region V Realignment Study, a Comission meeting on the Realignment Study, and the Chairman's meeting with the Region V employees. [ fs_qtatgild: During the Chaiman's meeting with the Region V employees, several initiatives to save FTE's, without closing the Region, were presented that warranted further consideration. The EDO in his memorandum, " Evaluation of Efficiencies Achievable in Operation of the Region IV and V Offices," requested the Regional Administrators to conduct an evaluation to det+rmine the most efficient means of carrying out their assigned missions. The Region V Realignment Study Group, augmented with representatives from NRR and NHSS, was requested to evaluate the efficiencies submitted by the Regional Administrators. The attached report is a supplement to the original report presentleg the views of the Study Group. ~F.OTE: TO BE MADE PUBL~CLY AVAILABLE 9/23/93 PER THE COMMISSION CONTACTS: J. Milhoan, RIV (817) 850-8225 B. Faulkenberry, RV (510) 975-0338 mee m gotnDH% uj o

The Commissioners Discussion: Option 0 presents an alternative that retains both Regions and strives to optimize regional functions. The original Realignment Study evaluated Options I through 4 which all involved some transfer of mission from Region V or consolidation of the regions. Option 0 retains all existing missions within Regions IV and V. Option 0 offers a combination of advantages not available in any of the options in the original study. It allows for significant FTE savings (23 FTE) while minimizing the disruption to Region IV and V employees. Although Option 0 saves less FTE than Option 1 (39 FTE) or Option 3 (33 FTE), the savings are substantial considering the Option retains existing missions albeit with some reduced capabilities. Option 0 also retains a significant presence on the West coast. Di stribut ';an: We plan to distribute the study (not this paper) to the Region IV and V employees, other Regions, selected Congressional members, and the public document rooms. Recommendation: Although I previously recommended Option 3, Option 0 is an acceptable alternative in my view. Coordination: OGC has no legal objection to the recommendation. -l f s M. T or ecutive Director for Operations

Enclosure:

Report on Evaluation of Efficiencies Achievable in Operation of Region IV and V Offices i

3 Commissioners' comments or consent should be provided directly to the Office of the Secretary by COB Tuesday, September 21, 1993. Commission Staff Office comments, if any, should be submitted to the Commissioners NLT Tuesday, September 14, 1993, with an information copy to the Office of the Secretary. If the paper is of such a nature that it requires additional review and comment, the Commissioners and the Secretariat should be apprised of when comments may be expected. DISTRIBUTION: Commissioners OGC OCAA OIG REGIONS IV & V EDO SECY

REPORT ON EVALUATION OF EFFICIENCIES ACHIEVABLE IN OPERATION OF THE REGION IV AND REGION V OFFICES September 2,1993 (This is a Supplement to the June 10,1993, Region V Realignment Study Report)

TABLE OF CONTENTS EA.D.E I. EXECUTIVE

SUMMARY

1 II. INTRODUCTION 9 III. SUGGESTED EFFICIENCY EVALUATIONS AND RECOMMENDATIONS - REGION V 13 IV. SUGGESTED EFFICIENCY EVALUATIONS AND RECOMMENDATIONS - REGION IV 34 V. RESOURCE ANALYSES....................... 50 VI. REGIONAL EMPLOYEE INPUT.................... 54 VII. CONCLUSIONS.......................... 55 APPENDICES 59 1. EDO MEMORANDUM 0F JULY 28, 1993 .............61 2. FY-95 BUDGET BASELINE ORGANIZATION - REGION V ......65 3. FY-95 PROPOSED OPTION 0 ORGANIZATION - REGION V..... 69 4. FY-95 BUDGET BASELINE ORGANIZATION - REGION IV...... 73 5. FY-95 PROPOSED OPTION 0 ORGANIZATION - REGION IV..... 77 6.

SUMMARY

FTE AND OTHER COST ANALYSES 81 7. SUGGESTED EFFICIENCY EVALUATIONS - REGION V .......87 8. SUGGESTED EFFICIENCY EVALUATIONS - REGION IV....... 115 9. REGION V EMPLOYEE SUBMISSIONS 131 10. REGION IV EMPLOYEE SUBMISSIONS.............. 137

11. SUGGESTED EFFICIENCIES NOT RECOMMENDED FOR IMPLEMENTATION WITHIN EITHER REGION IV OR REGION V..

145 12. EXAMPLES OF FLEXIBILITY FOR REGION V 157

13. NRR VIEWS ON REGIONAL STAFFING FLEXIBILITY........

163

1. EXECUTIVE

SUMMARY

As a result of the Region V Realignment Study, the Executive Director for Operations requested the Region IV and V Regional Administrators to conduct an evaluation of their respective operations, including obtaining employee input, to determine the most efficient means of carrying out their assigned functions with a special focus on FTE savings. The Executive Director for Operations also established a Study Group to review Regional Administrator evaluations and develop an additional proposal to supplement the June 10, 1993 Realignment Study. This additional proposal will be referred to as Option 0. In developing this proposal the Study Group was requested to take into account: Overall impact on mission accomplishment FTE savings, cost savings / increases associated with travel, a transportation, relocation, and administrative support Interfaces with licensees, public, media, State and local-governments, Federal agencies, and internal interfaces Incident / emergency response = Employee impacts, both short-and long-term 1

Degree to which regional performance standards will be changed The Study Group received a total of 16 suggestions for improving efficiencies within Regions IV and V. One of the suggestions, the elimination of the Deputy Regional Administrator position in Region V, had already been acted upon by the ED0 prior to the initiation of the Region V Realignment Study. The Study Group evaluated the remaining 15 suggestions. These suggestions were developed by the regions after a number of meetings between individual regional office management and staff personnel within the individual regional offices, and after discussions between regional management and senior management representatives from NRC Headquarters program offices. As summarized in Table 1 of the Executive Summary, the Study Group determined that 11 of the 16 suggestions could be implemented in Region V for an annual savings of 9.8 FTE, and that four of the 16 suggested actions could be implemented in Region IV for an annual savings of 2.3 FTE, for a total savings of 12.1 FTE within both regions. The reasons for the FTE savings difference between Region IV and V are (1) the workload in Region IV remains at nearly a constant level in the power reactor area, (2) the management structure in Region IV had been flattened previously, and (3) the administrative staff in Region IV had also been previously reduced. The Study Group further determined that an additional 4.2 and 6.7 FTE could be eliminated in Regions V and IV respectively, by each adopting two additional suggestions and performing some administrative functions contractually. Performing these administrative functions contractually would result in an 2

added cost to the government over performing these functions with NRC employees. However, if FTE savings are worth this added total cost,. exercising this option would increase the total FTE savings to 23.0 and would give management increased flexibility in terms of FTE utilization and the ability to adjust levels of support to meet workload fluctuations. The Study Group determined, as summarized in Appendix 11, that three of the 16 suggested actions were not appropriate for implementation in Regions IV and V at this time because of their generic nature, and that they should be referred to the Optimization of Regional Organization and Functions Study Group for their evaluation. Implementation of the 11 suggested efficiency actions within Region V would result in the elimination of five management / supervisory positions, (net reduction of 4 FTE), 2.3 FTE of direct labor, and the elimination of 3.5 FTE of NRC employee provided administrative support services. If FTE savings are worth additional contract dollar costs, the two other suggested efficiency actions would provide an additional 4.2 FTE savings by utilizing contract labor to provide some administrative support services. The combination of these reductions would result in: a reduction in management / supervisory oversight of licensees' and Region V office activities from that currently being provided; a reduction in direct labor and consolidation of activities to be consistent with workload; and a reduction in the level of administrative support currently being provided to the Region V staff. These reductions in Region V staff would bring Region V overhead to direct and supervisor to staff ratios more in line with the three large regional offices. 3

i The elimination of the five management / supervisory positions (one SES and four GG-15) in Region V would have some impact. This impact would involve a reduced capability by Region V to participate in agency counterpart and other internal meetings at the levels requested, a reduction in flexibility for providing adequate levels of management for Region V office coverage, a reduction in management / supervisory depth for responding to events and manning emergency response teams, a more limited ability to support unfunded headquarters requests and such activities as DETs and IITs, and some reduction in the amount of time Division Directors can devote to management of Division activities since they would act as the Regional Administrator during his/her absence. The Region V Regional Administrator believes these impacts are manageable but would require NRC management to provide some flexibility to Region V in such things as emergency response, level of participation in meetings, levels of office coverage, and frequency in assignment to special tasks. Further discussion of the management flexibility that would need to be provided to Region V is provided in Appendix 12. A net total of 14 Region V positions would be eliminated by the implementation of the 13 suggested efficiency actions. However, only 11 employees would need to be reassigned as a result of job abolishment. Further, prior to implementation, it is reasonable to assume that several employees who would be impacted may leave the agency or be reassigned within the Region. The implementation of these actions, along with the associated reduction in FTE, as described in Table 2 of the Executive Summary, would result in reducing the Region V FY-95 Budget Baseline Organization shown in Appendix 2, 4

by 14.0 FTE to obtain the organization shown in Appendix 3 as Option 0, assuming the 4.2 FTE of administrative services are provided by contract. The organization which would result if the 4.2 FTE of administrative services were not contracted out is shown in Appendix 3 Option O(a). Implementation of the four suggested actions within Region IV would result in the elimination of one management / supervisory position, the reduction of 0.3 FTE of inspection effort, and the elimination of 1 FTE of NRC employee provided administrative support services. If FTE savings are worth additional contract dollar costs, an additional 6.7 FTE savings could be obtained by contracting for some administrative services, for a total FTE savings of 9.0 The elimination of two GG-15 supervisory positions (1 FTE savings and 1 position reallocated) in Region IV would have some moderate impact. The region's flexibility to support unfunded headquarters requests, provide support to team inspections, DETs, IITs, technical and cross-training, and counterpart functions would be reduced. The ability to cross-train managers, an important strength of this region, would be reduced. The contracting of the 0.3 FTE for the HP mobile van should have minimal impact. Using audit sampling for travel vouchers instead of a 100% review should result in a 0.5 FTE savings, and should have minimal impact. The elimination of 0.5 FTE for the personnel function should be partially offset by workload reduction, but may result in some delay in services during peak periods and the need for some headquarters support during such times. 5

If the additional 5 FTE of administrative services and 1.7 FTE of computer programmer services identified were contracted out, some uncertainty exists as to the impact on performance. It would be essential. to carefully select the contractor, to scope the contract and to closely monitor the contract work in order to minimize impact on performance. A net total of 9 Region IV positions would be eliminated by the implementation of the 6 suggested efficiency actions. Approximately 9 employees may need to be reassigned as a result of job abolishment. Further, prior to implementation, it is reasonable to assume that several employees who would be 4 impacted may leave the agency or be reassigned within the Region. The implementation of these actions, along with the associated reduction in FTE, as described in Table 2 of the Executive Summary, would result in taking the Region IV FY-95 Budget Baseline Organization as shown in Appendix 4 and reducing it in size by 9 FTE, to obtain the organization as shown in Appendix 5 as Option 0, assuming the 6.7 FTE of Administrative Services is provided by contract. The organization which would result if the 6.7 FTE of Administrative Services were not contracted out is shown in Appendix 5 as Option O(a). Appendix 7 presents the categories of annual recurring savings and one-time costs. The net recurring savings for both Regions IV and V are estimated at $951,000. One-time costs are estimated at between $1.6 and $2.1 million. Savings would be realized after 1.7 to 2.2 years with an estimated cumulative dollar savings ranging from $1.7 to $2.2 million after five years. 6

TABLE 1

SUMMARY

OF SUGGESTED EFFTCIENCY ACTIONS Actions Not Involvina Admin. Contractual Sucoort, Region V Region IV FTE Savinas FTE Savinas 1. Consolidate the Enforcement Officer / Allegation Coordinator 1.0 Functions with the Regional Counsel Function 2. Reduce the State Liaison Function to Match Existing Workload 0.5 3. Consolidate / Flatten Management Structure in DRSP/DRS 1.0 1.0 4. Combine the Operating Licensing Section and the Reactor 1.0 Safety Section within DRSP into One Branch 5. Adjust for PWR efficiencies 0.5 6. Consolidate Work Activities Currently Being Performed by 1.0 Two Management Analysts and One Program Analyst 7. Reduce Travel and Word Processing Service, Realign 1.9 0.5 Other Duties 8. Consolidate Three DRSS Branches Into Two Branches 1.0 9. Reduce Level of Personnel Services 0.6 0.5 10. Eliminate Deputy Regional Administrator Position in Region V* 1.0 l 11. Accomplish the HP Mobile Lab (Van) Function by alternate 0.3 0.3 means SUB-TOTAL = 9.8 2.3 Actions Involvina Admin. Contract Support 12. Contract Administrative Services e.g., Word Processing, 3.7 5.0 Mail, Reproduction, Filing, Telecommunications and Receptionist Services 13. Have Data Entry Contractors Perform Computer Programmer Activities 0.5 L2 SUB-TOTAL = 4.2 6.7 GRAND TOTAL 14.0 9.0 This is an efficiency action that would be implemented in all relevant options. The o decision by the ED0 had been made to eliminate this position prior to the initiation of the Region V Realignment Study. 7

Table 2

SUMMARY

FTE ANALYSIS-0PTION O REGION V FY-95 BASELINE

• FY-95 OPTION 0 FTE SAVINGS NRR FTE 29 28.2 0.8 NMSS FTE 8

8 0 OTHER DIRECT 6 4.5 1.5 i OVERHEAD 45 34.3 (34.5)t 11.7-(8.5)t TOTAL REGION V 89 75.0 (79.2) 14.0 (9.8) 0VERHEAD RATIO 51.7% 45.7% REGION IV FY-95 BASELINE

• FY-95 OPTION O FTE SAVINGS NRR FTE 47 46.7 0.3 NMSS FTE 16 16 0

OTHER DIRECT 6 6 0 OVERHEAD SE 46.8 (53.5) 8.1 (2.0) TOTAL REGION IV 125 115.5 (122.2) 9.0 (2.3) OVERHEAD RATIO 44.8% 40.5% BOTH REGIONS 214 190.5 (201.4) 23.0 (12.1)

• NOTE:

The FY-95 Baseline is the same baseline used in the original study. The FY-95 budget submission reduced Regions IV and V one additional FTE. This additional FTE reduction is not reflected in the above numbers. t NOTE: Parenthetical values represent the total and respective FTE savings that would result if contracts were not used to provide administrative services. 8

II. INTRODUCTION 1 A. Study Group Charter During the evaluation of the Region V Realignment Study, The Chairman ~ requested that the status quo of Regions IV and V be evaluated,.as. Option 0, with the focus of the evaluation being directed toward determining what changes can be made within the two Regions to improve the efficiency of how they conduct their assigned functions. On July 28, 1993, the Executive Director for Operations (ED0) issued a memorandum (Appendix 1) which requested the Region IV and Region V Regional Administrators to conduct an evaluation of their respective regional operations and determine the most efficient means of carrying out their assigned functions, with special focus on FTE savings. In his memorandum the ED0 stated that the two Regional Administrators should strive to optimize managerial layering, span of control, level of effort, and organizational interfaces, as well as eliminate overlap in functions and identify functions which should be cut back, transferred to other organizations, or eliminated. l In developing recommendations, the EDO suggested that employee input be obtained and that the following items be taken into account. Overall impact on mission accomplishment 9

FTE savings, cost savings / increases associated with travel, transportation, relocation, and administrative support Interfaces with licensees, public, media, state and local governments, Federal agencies, and internal NRC interfaces Incident / emergency response Employee impacts, both short-term and long-term j i Degree to which regional performance standards will be changed l The EDO directed the Region IV and Region V Regional Administrators, after they completed their evaluations, to convene the Study Group, and have the Study Group review the evaluations and develop a final proposal as a supplement to the June 10, 1993 Realignment Study. B. Study Group Members Paul E. Bird, Director, Office of Personnel E. William Brach, Deputy Director, Industrial and Medical Nuclear Safety, NMSS Bobby H. Faulkenberry, Regional Administrator, Region V Anthony T. Gody, Sr., Acting Director, Program Management, Policy Development, and Analysis Staff, NRR Ben B. Hayes, Director, Office of Investigations 10

i James L. Hilhoan, Regional Administrator, Region IV James Turdici, Assistant to the Financial Officer, OEDO C. Anoroach Used in Conductino the Evaluations Upon receipt of the EDO memorandum of July 28, 1993, the Region IV and Region V Regional Administrators independently met with their respective staffs, furnished them a copy of the EDO memorandum, explained to them the reason and purpose of the study, and encouraged them to submit any ideas or suggestions they might have regarding more efficient ways for j the Regions to carry out their assigned work functions. j Subsequent to the above, the Division Directors within each of the i Regions worked with their respective staffs and developed ideas as to possible changes that could be made to make regional operations more efficient. These ideas were in-turn discussed with the Regicnal Administrator by the individual Division Director. i During the week of August 2,1993, regional Division Directors from both j l Regions IV and V traveled to Headquarters and met with senior representatives of various Program Offices including NRR, NMSS, OP, Administration, and State Programs. At these meetings the regional Division Directors discussed their ideas with the Program Office representatives and also solicited their ideas and suggestions for efficiencies. 11

Upon their return to the Regions the regional Division Directors met with their respective Regional Administrator and further developed the i ideas and suggestions that had been obtained to date. The Regional Administrators then identified those suggestions which they endorsed based on FTE savings and ability to meet the mission, and integrated all of the suggestions into a package for their respective region to be presented to the Study Group. During the week of August 16, 1993, the Region IV and V Regional Administrators met with the full Study Group. At this meeting the Regional Administrators presented to the Study Group the individual ideas and suggestions that had been developed and indicated those suggestions which they endorsed. After full discussion of these ideas and suggestions, along with other ideas and suggestions obtained from members of the Study Group, the Study Group, through consensus, determined those ideas and suggestions which should be recommended for implementation within Regions IV and V. These recommendations are described in the Suggested Efficiency Evaluations and Recommendations Section of this Report. 12 =

Ill. SUGGESTED EFFICIENCY EVALVATIONS AND RECOMMENDATIONS REGION V A. Summary Of Suoaested Efficiencies Beino Recommended By The Study Group For implementation In Reaion V The Study Group evaluated 15 suggestions

• and determined that: (1) 10 of the suggestions should be implemented within Region V and made an integral part of Option 0 (see Table 1), (2) two other suggestions should be implemented assuming that reduction of FTE in the administrative support area and increased management flexibility are worth more than the expenditure of contract dollars; and, (3) three of i

the suggestions should be referred to the Optimization of Region Organization and Functions Study Group for their evaluation since they are generic in nature and applicable to all five regions (see Appendix 11). I Summaries of these suggestions are provided below. More detailed evaluations of each of the 12 suggestions evaluated and recommended for implementation within Region V, by the Study Group, plus the suggestion for elimination of the Region V Deputy Regional Administrator, are provided in Appendix 7.

• NOTE: One other suggestion, the elimination of the Region V Deputy Regional Administrator position had already been acted upon by the EDO prior to initiation of the Region V Realignment Study. The Director of NRR disagrees with the decision to eliminate the Deputy Regional Administer in Region V.

His views are reflected in Appendix 13. 13

l J 1. Consolidate the Enforcement Officer /Alleaation Coordinator Functions with the Reaional Counsel Function - Savings 1 FTE The current workload within Region V requires only about 0.5 FTE of work effort for the performance of duties currently assigned to the Enforcement Coordinator, including allegation coordination duties. Also, the Study Group believes that the level of Regional Counsel services can be reduced from 1.0 FTE to 0.5 FTE without l significant impact on Region V performance. The consolidation of these duties would be accomplished by having the Regional Counsel perform his duties, plus-those duties currently assigned to the Enforcement Coordinator. This is considered to be a reasonable approach and one that would result in minimal impact on Region V performance, since the Regional Counsel, for several years, has acted as back-up to the l Enforcement Coordinator and has developed a good working knowledge of the Enforcement program. There is some concern that this consolidation of duties could affect the ability of the Regional Counsel to provide legal advice and counsel on enforcement actions and allegations, since he/she would have substantive involvement in the development of all enforcement actions and allegations reviews. However, since OGC attorneys in NRC Headquarters will continue to perform back-up l legal reviews of all escalated enforcement actions, both OGC and 14 l L . ~.

the Region V Regional Administrator consider this.to be a minor l l concern. There may be some employee impact associated with implementation of this action in that the individual currently occupying the Enforcement Officer position may have to be reassigned elsewhere in the agency. 2. Rgduce the State Liaison Function to Match Existino Workload - Savings 0.5 FTE The Region V State Liaison Officer is currently assigned full-time in the performance of State Liaison activities. However, the current total State Liaison workload within Region V, especially with the recent permanent shutdown of three power reactor facilities, requires only about 0.5 FTE of work effort. Because of this reduced workload, 0.5 FTE of additional work involving Regional Advisory Committee (RAC) and emergency preparedness inspection activity can be consolidated with the State Liaison Officer function. This consolidation of work activity would result in a net savings of 0.5 FTE. Implementation of this action would not impact mission accomplishment, since it only involves a more efficient assignment of work activities. 15

4 i R There would be no employee impact associated with the implementation of this action. However, the person currently l 4 occupying the State Liaison position would have-to update his i training to become qualified to assume the defined co-lateral duties. i 3. Flatten Manaaement Structure in the Division of Reactor Safety and Proiects (DRSP) - Savings 1 FTE i i Currently the Division of Reactor Safety and Projects has three levels of supervision including the Division and Deputy Division Director level, the Branch Chief level, and the Section Chief level. This action would eliminate one level of supervision by l i eliminating the Section Chief level and establishing four Branch Chief positions. This would eliminate two supervisory GG-15 positions, a savings of 2 FTE. However, one of these FTE would be needed to fund a full-time Technical Assistant position to assist in the performance of some of the duties currently being performed ) j by existing management. This would result in a net savings of 1 1 FTE. Since there would be an elimination of one level _ of management within the division there would be some reduction in flexibility of management office coverage, some reduction in 1 J management / supervisory oversight of licensees and Region V office activities, some reduction in the region's ability to provide 16 4 n.m.- -.,,+..,.. . m. w 3v-,--wy-,

regional management level representation at all couderpart meetings and other internal meetings, and some reduction in the depth of Region V management availability for incident / emergency response purposes. However, with the reduced workload in Region V, and based upon Region IV's favorable experience of reducing one layer of management in their reactor divisions, and Region V's favorable experience in the Division of Radiation Safety and Safeguards, the Region V Administrator believes this action can be implemented within Region V without significant impact on mission accomplishment. Implementation of this action would have some employee impact. Two position (s) would be affected. Two of six employees currently occupying the position (s) or performing work identified with the function being impacted may have to be reassigned elsewhere in the l agency. l 4. Combine The Ooerator Licensino Section And Reactor Safety Section Within The Division Of Reactor Safety And Proiects Into One Branch - Savings 1 FTE 1 With the permanent shutdown of Rancho Seco, Trojan, and San Onofre Unit 1, the workload within the Operator Licensing Section and the Reactor Safety Section has been significantly reduced. By FY 1995 the total number of staff within these two sections will be l l 17 i

reduced to nine individuals (4.0 operator licensing personnel and five reactor safety inspectors.) 4 4 With this reduction in workload and number of personnel, the Study Group believes the two sections can be consolidated into one branch without significant impact on mission accomplishment. However, with one less GG-15 supervisor, this would further reduce 1 Region V's current level of management oversight of licensee activities, and further reduce the region's ability to participate at a management level in all counterpart and other internal meetings. 1 Implementation of this action would have some employee impact. One position would be affected. One of two employees currently occupying the position (s) or performing work identified with the function being impacted may have to be reassigned elsewhere in the agency. 5. Ad.iust for PWR Efficiencies - Savings 0.5 FTE Region V has one position that is filled by an individual who is cross certified as both a BWR and PWR examiner. Region V has for the past three years been able to achieve greater efficiency in administering the PWR Operator Examinations than was budgeted, largely because Region V has PWRs from only two vendors, 18

I CE and Westinghouse. This efficiency is enhanced by thel similarity of these two vendors.. As a result of this efficiency, ) the PWR functions of this cross certified examiner can be eliminated. This individual is cross-qualified as an inspector and would be assigned additional inspection responsibilities. 6. Consolidate Work Activities Current 1v Beina Performed By Two Manaaement Analysts and One Proaram Analyst - Savings 1 FTE ' This action involves the consolidation of duties currently assigned to two management analysts and one program analyst, i within the Division of Resource Management and Administration (DRMA). The consolidation of these duties is justified because of' the reduced workload resulting from the recent permanent shutdown - i of three Region V power reactor facilities. l Implementation of this action would result in minimal impact on regional performance and/or mission accomplishment because.it involves the consolidation of work activities due to a reduced workload. The only anticipated impact is that it may take slightly longer to fulfill ad hoc requests for data or computer j support. Implementation of this action would have some employee impact. l One position would be affected. One of three employees currently occupying the position (s) or performing work identified with the l 19 l ,emn -,,.4 .m. ,s- -S m 4, e. ,,w, - + -, - -

a i i function being impacted may have to be reassigned elsewhere in the i i agency. f i 7. Reduce Amount of Travel and Word Processina Services and Realian Other Miscellaneous Duties - Savings 1.9 FTE Within Region V the travel support function currently makes i individual travel reservations with the contract travel agency for the staff. Also, the travel support function currently provides l the travel expense vouchers in final form for the staff once the employee provides the travel expense data and associated receipts to the travel clerk. In addition, Region V currently audits 100% j of all travel vouchers. Implementation of this efficiency action would reduce these services and might in some cases require individual employees to make their own travel reservations and i prepare in final form their own travel expense vouchers. This reduction in staff would also require reducing voucher auditing to a sample audit program. This change would be consistent with how travel services are currently provided in NRC Headquarters and some of the other Regional Offices. Reduced word processing workload as a result of smaller staff size and technological advances make the elimination of one word processing position possible. Consolidation of 0.5 FTE of responsibilities of the Computer Programmer Analyst with the current work assigned to the Management and Resource Analyst would 20

also be possible as a result of reduced workload. These activities which would be reassigned include license fees, contractor oversight and management information reports. With elimination of the above described services a net savings of 1.9 FTE could be realized. The implementation of these actions would have some impact on the Region V staff in that the technical staff might be required in some cases to become more involved in making their own travel arrangements and in submitting their own travel claim vouchers. Auditing travel vouchers would provide reasonable, rather than 100%, assurance of their accuracy. Also, there may be periods of time when travel services are provided in a less timely manner due to absences of the assigned individual and due to the lack of assigned back-up support. Some employee impact would result in the implementation of this action in that the two employees currently assigned to perform these functions may need to be reassigned elsewhere in the agency. 21

. =. 8. Consolidate Three Division of Radiation Safety And Safeauards j (DRSS) Branches into Two Branches - Savings 1 FTE l This action involves the consolidation of work activities within the Division of Radiation' Safety and Safeguards (DRSS). This ) consolidation of work activities is justified because of the reduced workload within the division resulting from the recent permanent shutdown of three Region V power reactors and the recent termination of a number of materials licenses. The Study Group believes that with this reduced workload the three branches within the division could be consolidated into two branches. This would-result in the elimination of one GG-15 supervisory position,-with an associated savings of 1 FTE. The implementation of this action would not cause a-significant impact on mission accomplishment since the action is cased on a reduction in workload. However, the action would result in.some impact on management oversight of division work activities, on flexibility in office coverage by Region V managers, and on the ability of Region V to provide regional management representation at all counterpart meetings and other internal agency meetings. Implementation of this action would have some employee impact. One position would be affected. One of three employees currently occupying the position (s) or performing work identified with the 22

function being impacted may have to be reassigned elsewhere in the agency. 9. Reduce the l.evel of Personnel Services - Savings 0.6 FTE Currently Region V has 1.9 FTE dedicated to providing Personnel services. Workload and assignments are shared by three staff members (two of whom are part time, the third also has the travel service responsibilities addressed under item 7 above.) Elimination of this third position will reduce the level of support for personnel services to 1.3 FTE. One-half of the 0.6 FTE workload reduction is involved in training coordination, the remaining 0.3 FTE involves general personnel assistant activities. The training coordination function would be assigned to the DRMA secretary. Reduced workload as a result of a smaller regional staff size and significantly reduced recruitment activities would result in the 0.3 FTE reduction of general assistant activity. This reduction may result in some delays in processing personnel actions and/or responding to staff inquiries. There would be some employee impact associated with implementation of this action in that the individual currently occupying the Personnel Assistant position may have to be reassigned elsewhere in the agency. Note, however, that this same individual is addressed under item 7 above. 23

10. Eliminate the Deputy Reoional Administrator Position - Savings 1.0 FTE i l The decision to eliminate the Region-V Deputy Regional i i Administrator position had been made by the EDO prior to I initiation of the Region V Realignment Study. The' functions of the Deputy Regional Administrator will be consolidated with the I Division Directors for their respective areas. Inasmuch as the j decision to eliminate this position has been implemented, no consideration was given by the Study Group to this efficiency. J li 11. Accomolish the HP Mobile Lab (Van) Function by Alternate Mean_1 - Savings 0.3 FTE a i The Region V HP Mobile Lab (Van) Program currently uses NRC Region 1 j V personnel and equipment to analyze solid, liquid, and gaseous i samples, obtained at licensee sites, to provide independent verification that licensee performed analyses are accurate and are ) providing the proper values. To perform this program Region V J must maintain a mobile lab with properly calibrated analytical equipment, and must maintain on board an individual properly trained and qualified to perform the analysis of samples obtained at licensee sites. There are a number of University, Industrial, and DOE facilities, some of which are local, who have the proper analytical equipment 24

and qualified analysts, and who can adequately perform the type of analyses currently being performed by Region V personnel. Also, l one of the large regions could perform these analyses for Region V. In consideration of the above, the Study Group believes that the current Region V HP Mobile Lab (Van) sample analysis program could be performed under contract, or by another region. This would alleviate the need for Region V to maintain a mobile lab facility and a qualified analyst. Implementation of this action would result in the savings of 0.3 FTE, plus the cost of maintaining the mobile lab facility. The additional savings associated with contracting this function is estimated at $32.6k per year. No employee impact would result from implementation of this action since the work activity associated with this program is currently being performed as a part time activity. 12. Contract Out Administrative Su Et g rvices Such As Word Processina. Mail. Reproduction. 1inc. And Receptionist Services - Savings 3.7 FTE Within Region V, administrative services involving word processing, mail receipt and distribution, reproduction, filing, and receptionist activities are currently being performed by NRC full-time permanent employees. Once the reduced word processing 25 - ~

resources discussed under item 7 above are eliminated, the remaining services involve an annual expenditure of 3.7 FTE. The Region V Regional Administrator believes these administrative services could be performed with contract labor without significant impact on mission accomplishment. This action, if implemented, would result in an annual savings of 3.7 FTE. The estimated annual contract cost for performance of these activities is estimated as $197,000. I Certain of the above identified administrative services such as mail receipt and distribution, and word processing are currently being performed in a satisfactory manner, with contract labor, at NRC Headquarters. Internal NRC interfaces would be modified in that other NRC technical and administrative staff could not deal directly with contract employees in providing job assignments, but rather all such communications would channel through the contract manager. Implementation of this action would have some employee impact. Three employees currently occupying the position (s) or performing I work identified may have to be reassigned elsewhere in the agency. i 26 i i i

I 13. Have Data Entry Contractors Perform Computer Proorammer Activities - Savings 0.5 FTE Within Region V, contract labor is currently being used for various Computer data entry work activities. The scope of this contract could be expanded to include pulling " canned reports" and performing ad hoc queries. Decreased data entry workload resulting from smaller staff and fewer facilities should make absorption of additional responsibilities possible without any increase in the current contractual level of effort. Since contract labor has been successfully used for a number of years at both NRC Headquarters and the Regional Offices, for performance of computer data entry and retrieval activities, the Study Group believes this action could be implemented without any significant impact on mission accomplishment. Implementation of this action would not result in any employee impact since the remaining 0.5 FTE of responsibilities would be reassigned to other staff as addressed under item 7 above and the employee currently occupying the position that would be eliminated has announced her intent to retire. The 12 actions as summarized above, plus the action involving the elimination of the Deputy Regional Administrator position, could be implemented on an individual basis or could be implemented in a collective manner. If all 13 actions are implemented, including those involving contract support for 27

administrative support services, a total annual savings of 14.0 FTE and $853k within Region V could be realized after the payback of the one-time cost. The implementation of the 13 actions would collectively result in the elimination of five management / supervisory positions (net reduction of 4 FTE), 2.3 FTE of direct labor, and the elimination of 7.7 FTE of NRC employee provided administrative support services. However, 4.2 person ~ years of.the 7.7 FTE reduction in NRC employee provided administrative support services would be provided with contract labor. This net reduction in management / supervisory and administrative support would result in a reduction in management / supervisory oversight of licensees and Region V office activities from that level which is currently being provided, and would reduce the level of administrative support currently being provided to the Region V staff. However, these reductions in Region V staff would bring Region V more in line with the overhead ratios at other regional offices by reducing the Region V percent overhead to total staff ratio

• from 51.7% (FY-95 baseline) to 45.7% (0ption 0). The current average percent ratio for the three large regions is 37.5%. Also, the Region V ratio of non-supervisory staff.to -

supervisory staff would be increased from 3.9 (FY-95 baseline) to 5.3 (Option 0). The current average ratio for the three large regions is approximately 5.0.

• Ratio were developed using current organization charts for Regions I, 11 and III and proposed organization charts for Regions IV and V.

Overhead is defined as all managers and supervisors at the Section Chief level and above plus all secretarial and administrative support. Supervisors are all Section Chiefs and above, non-supervisors are all other staff. The ratios and percentages are intended to provide reasonably accurate comparisons. 28

l It should be recognized that a number of the administrative support positions proposed to be eliminated were only added to the Region V overhead allocation in FY-93 as a result of an overhead study conducted by the Office of the i Controller. These budget activities and hnalyses took place well in advance of the beginning of the fiscal year and clearly preceded the workload reductions associated with plant closures. Nevertheless, staffing of these positions has only recently occurred. Thus, impacts on services provided will not be substantial in that the staff has not yet become reliant on this increased support. The elimination of the five management / supervisory positions (one SES and four GG-15) would have some impact on mission accomplishment. This impact would involve a reduced capability by Region V to participate in agency counterpart and other internal meetings, a reduction in flexibility for providing adequate levels of management for Region V office coverage, a reduction in management / supervisory depth for responding to events and manning emergency response teams, and some reduction in the amount of time Division Directors can devote to management of Division activities since they would act as the Regional Administrator during his/her absence. The Region V Regional Administrator believes these impacts are manageable but will require NRC management to provide flexibility to Region V in such things as emergency response, level of participation in meetings, levels of office coverage, and frequency in assignment to special tasks. Further discussion of the management flexibility that would need to be provided to Region 'V is provided in Appendix 12. 29

l A net total of 14 Region V positions would be eliminated by the implementation of the 13 suggested efficiency actions. However, only 11 employees may need to be reassigned as a result of job abolishment. Further, prior to implementation, it is reasonable to assume that several employees who would be impacted may leave the agency or be reassigned within the Region. B. Summary Of Suaaested Efficiencies Not Recommended For Imolementation In Either Reaion V Or Reaion IV The three suggested efficiencies described below were evaluated by the Study Group. However, the Study Group, for the reasons stated, does not recommend that these actions be implemented in either Region V or Region IV as part of Option 0. 1 I 1. Eliminate the Reaional Counsel Position within Reaion V i A suggestion was received which advocates the elimination of the Region V Regional Counsel position which would have OGC provide the required level of legal counsel service to the region with no increase in their current level of staffing. The Study Group evaluated this suggestion and determined that since some level of legal counsel service was required in Region V, it could best be provided by reducing the level of effort of the Region V Regional Counsel from 1 FTE to 0.5 FTE and the 30 kr 4

Enforcement Officer / Allegation Coordinator from 1 FTE to 0.5 FTE and combining the function for a net savings of 1.0 FTE. Since the total elimination of the Regional Counsel function within a regional office is a generic issue affecting all five regional offices, the Study Group recommends this suggestion be referred to the Optimization of Regional Organization and Functions Study Group for their evaluation. 2. Consolidate The Public Affairs Function With The State liaison Officer Function A suggestion was received which advocates the consolidation of the Public Affairs function with the State Liaison Officer function. This suggestion was based upon the belief that, at least in Region V, each of these two functions could be performed with 50% of the allocated resource. The Study Group determined, with input from the Deputy Director, Office of State Programs and the Region V Regional Administrator, that due to the decreased workload in Region V, the level of effort of the State liaison Officer could be reduced from 1 FTE to 0.5 FTE without significant impact on mission accomplishment. However, input from the Director, Office of Public Affairs and the i Region V Regional Administrator, indicates that the current level of effort of the Region V Public Affairs Officer could not be 31 4 1,. 1

significantly reduced without significant impact on the Region V Public Affairs program. In consideration of the above, the Study Group recommends that within Region V the State Liaison Officer function be reduced to a level of effort of 0.5 FTE to match the existing workload, and consolidate other work activities such as RAC and emergency j preparedness inspection activities with the current work performed by the State Liaison Officer. This recommended action has been previously addressed in this report. Since the question of whether the level of effort of the Public Affairs function could or should be reduced within a regional office is a generic issue affecting all five regional offices, the Study Group recommends this question be referred to the Optimization of Regional Organizatica and Functions Study Group for their evaluation. 3. Realian Reaional Boundaries A suggestion with supporting data was received which advocates the transfer of materials and State Agreements programs to Region V from Region IV for the states of Utah, Idaho, Montana, and North Dakota. It was advocated that this transfer would help balance the materials and State Agreements workload between Regions IV and V. Since the thrust of this suggestion appears to be more toward 32

the realignment of regional boundaries and redistribution of workload between Regions IV and V, the Study Group recommends that this suggestion be referred to the Optimization of Regional Organization and Functions Study Group for their evaluation. C. Summary Of Suaaested Efficiencies Recommended For Imolementation In Reaion IV But Not Recommended For Imolementation In Reaion V l There are no efficiencies recommended for implementation in Region IV that are not being recommended for Region V. i I 33

IV. SUGGESTED EFFICIENCY EVALUATIONS AND RECOMMENDATIONS REGION IV The Study Group evaluated 15 suggestions and determined that: (1) four of these suggestions should be implemented within Region IV and made an integral part of Option 0; (2) if FTE savings are worth more than additional contract dollar costs, two additional suggestions could be implemented; and, (3) three of these suggestions should be referred to the Optimization of Regional Organization and Functions Study Group for their evaluation since they are generic in nature and applicable to all five regions; and, (4) six of the suggestions, although applicable to Region V, are not applicable to Region IV. Summaries of these suggestions are provided below. A more detailed evaluation of each of the six suggestions evaluated and recommended for implementation within Region IV, by the Study Group, is provided in Appendix 8. i l A. Summary Of Suaaested Efficiencies Beina Recommended By The Study Group For Implementation In Reaion IV 1. Consolidate Manaaement Structure In Division Of Reactor Safety (DRS) - Savings 1 FTE Due to the reduction in Region-based inspectors in recent years, the Study Group believes that the region could be adequately managed with a further consolidation of sections in the Reactor Safety Division. The present FY-95 baseline has one supervisor for every three inspectors. By consolidating the four current 1 34

'l sections into two branches, there would be one supervisor for each six to seven reactor inspectors. With this consolidation, there would be an impact on management oversight and on flexibility in office coverage by managers. With the retention of a Technical Assistant, this impact would be lessened. There would be a reduction in the ability to provide regional supervisory representation at counterpart meetings and other internal meetings. Also, there would be a reduction in the current level of management oversight of individual licensees. With respect to incident / emergency response, there would be a reduction in the depth of management availability in responding to reactor events. However, this reduction should not adversely impact regional response. With respect to change in regional performance standards, there would be less supervisory time available for each employee. However, the proposed span of control appears workable. Two individuals at the GG-15 level may have to be reassigned. One of the two positions would be eliminated, the other position would i be reallocated to direct inspection activity, resulting in a 1 FTE net savings. 35

2. Ad.iust for PWR efficiencies - No savings The PWR efficiencies realized in Region V because of having only two vendor types, CE and Westinghouse, does not apply in Region IV. 3. Reduce Amount Of Travel Service And Realian Other Miscellaneous Duties - Savings.5 FTE In the reduced DRMA organization the DRMA secretary would be j expected to serve as back-up for travel and. cashier. With regard j to the travel area, a reduction in resources could be achieved by reducing the amount of auditing of travel vouchers. Region IV currently audits 100 percent of all travel vouchers as compared to 10 percent sampling audits performed in Headquarters. If Region IV were to adopt a sample travel audit policy approximately.5 FTE l savings could be achieved. The Study Group believes this is a viable option. Although 100 percent auditing of travel vouchers is preferable because it improves the accuracy of travel voucher payments and heads off potential problems arising from third party post-audits' the Study Group considers this level of service to be inconsistent with current FTE constraints. 36 m w-m-w g-r r ,ays y e -, - +a -m-- en-7 --ye

There would be some employee impact associated with implementation of this action, in that one employee may have to be reassigned elsewhere in the agency. A part-time travel clerk position would be eliminated to achieve the FTE savings. 4. Reduce Level Of Personnel Services - Savings 0.5 FTE The Study Group recommends reducing the level of personnel srrvices in Region IV by eliminating 0.5 FTE of the Personnel j Assistant position. Region IV presently has 3.0 FTE devoted to the personnel area. With a reduction in staffing and with a significant reduction in recruitment the corresponding workload would also be reduced. With a reduction in level of service the personnel function still could be accomplished although at a reduced level. A reduced level of service is anticipated in that response times for requested services may increase. Back-up support from Headquarters may be necessary during peak periods such as providing awards and handling performance appraisals in October. Implementation of this action may result in one employee having to be reassigned elsewhere in the agency since the full time position would be eliminated. 37

5. Accomolish the HP Mobile Lab (Van) Function by Alternate Means - Savings 0.3 FTE The Region IV HP Mobile Lab (Van) Program currently uses NRC Region IV personnel and equipment to analyze solid, liquid, and gaseous samples, obtained at licensee sites, to provide j independent verification that licensee performed analyses are j accurate and are providing the proper values. To perform this program Region IV must maintain a mobile lab with properly calibrated analytical equipment, and must maintain on board an individual properly trained and qualified to perform the analysis of samples obtained at licensee sites. There are a number of University, Industrial, and 00E facilities, who have the proper analytical equipment and qualified analysts, I and who can adequately perform the type of analyses currently being performed by Region IV personnel. l In consideration of the above, the Study Group believes that the I current Region IV HP Mobile Lab (Van) sample analysis program could be performed under contract or by another region, which l would alleviate the need for Region IV to maintain a mobile lab facility and a qualified analyst. Implementation of this action would result in the savings of 0.3 FTE, plus the cost of maintaining the mobile lab facility. The additional savings 38 1

associated with the contracting of this function is estimated to be $27.9k per year. No employee impact would result from implementation of this action since the work is currently being handled as a part-time activity. 6. Contract Out Administrative Support Services Such As Word Processino. Mail. Reoroduction. Filina. Telecommunications. And Receptionist Services - Savings 5.0 FTE Within Region IV, administrative services involving word processing, mail receipt and distribution, reproduction, filing, telecommunications, and receptionist activities are currently being performed by NRC employees, involving an annual expenditure of 5.0 FTE, not including overtime which approaches 1.0 additional FTE level of effort (two mailroom employees, one receptionist, one telecommunications employee and one equivalent FTE of secretarial service performing file room functions and word processing functions). The Study Group believes these administrative services could be performed with contract labor without significant impact on mission accomplishment. This action if implemented would result in an annual savings of 5.0 FTE, with an estimated added expenditure of $140.9k. Certain of the above identified administrative services such as mail receipt and distribution and word processing are currently 39 _ _ _ _ _ - - - - - - ~ ~ ~ ~

l l l being performed in a satisfactory manner, with contract labor, at NRC Headquarters. Internal NRC interfaces would be modified in that other NRC technical and administrative staff could not deal directly with contract employees in providing job assignments, but rather all such communications would channel through the contract manager. There would probably also be a small expense for remodeling the current office space to create a separate space for the contractor support personnel to be grouped together to function as an administrative services center. With respect to regional performance standards, if the contract could be written to provide a sufficient degree of flexibility in use of the contract support staff to duplicate the flexibility of the current Federal employees who are cross-trained in multiple areas, the impact should be minimal regarding day-to-day administrative support. However, the degree to which administrative support would be affected over the long-term is more of a concern. In the long-term, the " corporate" knowledge of how to perform these administrative functions would be lost. If there was a contractor failure, the region could not function in the short-term without the mail room services. Thus immediate back-up would be required from another region or from Headquarters where knowledgeable personnel exist. 40 i

= Implementation of this action would result in employee impact in that the four current employees involved in the performance of the identified duties may have to be reassigned elsewhere in the agency. 1 7. Contract Out Computer Proaram Analyst Work - Savings 1.7 FTE Within Region IV, the computer programming support function is performed by a Computer Programmer Analyst and an Office Automation Assistant involving an annual expenditure of 1.7 FTE. The Study Group believes that these functions could be contracted-out without a significant impact on mission accomplishment. This action if implemented would result in an annual FTE savings of 1.7 FTE with an estimated added expenditure of $20.7k. Implementation of this action would result in impact on two employees in that their jobs would be eliminated and they may have to be reassigned. The requirements for special reports in order to perform analyses and for reprogramming of regional tracking systems to support data requirements placed upon the region would continue to exist. A contractor would have to obtain in a timely manner the necessary specialized knowledge necessary to support requirements in our computer systems. 41

The seven actions as summarized above could be implemented on an individual basis or could be implemented in a collective manner. If all seven actions are implemented, including those involving contract support for administrative i services, a total annual savings of 9.0 FTE within Region IV could be 1 realized, resulting in an estimated annual dollar savings of $98k. I The implementation of the four actions would collectively result in a reduction of two management / supervisory personnel (net reduction of 1 FTE), administrative support staff (1 FTE), and direct inspection personnel (.3 FTE). However, an additional 6.7 FTE of administrative support would be saved if replaced with contractor personnel, for a total of 9.0 FTE. The net i result of the use of contractor personnel and reduction of administrative support could reduce the level of administrative support currently oeing provided to the Region IV staff. The reduction of management / supervisory personnel and realignment of functions would bring Region IV in line with other regional offices with respect to Region IV percent overhead to total staff ratio

• of 40.5% (Option 0) from 44.8% (FY-95 baseline ratio).

The current average percent overhead ratio for the three large regions is 37.5%. Also, the Region IV ratio of non-supervisory staff to supervisor staff would be increased from 4.01 (FY-95 baseline) to 4.53 (0ption 0). The current average staff to supervisor ratio for the three large regions is approximately 5.0. " Ratios were developed using current organization charts fo'r Regions I, 11 and 111 and proposed organization charts for Regions IV and V. Overhead is defined as all managers and supervisors at the Section Chief level and above plus all secretarial and administrative support. Supervisors are all Section Chiefs and above, non-supervisors are all other staff. The ratios and percentages are intended to provide a reasonable estimate. 42

The elimination of two supervisory positions (GG-15) would have some impact on ) mission accomplishment. This impact would involve less supervisory oversight I of licensees, region-based inspectors, and less emergency response l flexibility. The Region IV Regional Administrator believes that the impact is manageable. l l A net total of nine Region IV positions would be. eliminated by.the implementation of. the six suggested efficiency actions. Approximately 9 employees may need to be reassigned as a result of job abolishment. Further, prior to implementation, it is reasonable to assume that several employees who would be impacted may leave the agency or be reassigned within the Region. B. Summary Of Suaaested Efficiencies Not Recommended For Imolementation In Either Reaion IV Or Reaion V l The three suggested efficiencies identified below were evaluated by the l Study Group. However, the Study Group does not recommend that these actions be implemented in either Region IV or Region V as part of Option 0. 1. Eliminate the Reaional Counsel Position 2. Reduce the Level of Effort of the Public Affairs Officer i 3. Realian Reaional Boundaries 43

As previously stated in this report, under the Region V discussion, the Study Group recommends the above identified suggestions be referred to the Optimization of Regional Organization and Functions Study Group for their evaluation, since they are either generic in nature and involve all five regions, or they involve the realignment of regional j boundaries. C. Summary Of Suaaested Efficiencies Recommended For Imolementation In Reaion V But Not Recommended for Imolementation in Reaion IV 1. Combine Enforcement Officer With Reaional Counsel Function The Study Group did not recommend adoption of this efficiency ) i option for Region IV due to the present workload of the Enforcement Officer and Allegation coordinator. Data as of August 16, 1993 from the Enforcement Action Tracking System indicates that to date in FY-93, Region IV held 33 Enforcement Conferences as compared to 21 conferences for Region V. In addition, Region IV has handled 21 proposed civil penalties as compared to seven for Region V. More importantly with respect to workload, the Region IV Enforcement Officer drafts all escalated enforcement cases as opposed to Region V where the cases are l drafted in the Divisions. The Region IV Allegation Coordinator has handled 92 allegations to date in FY-93 compared to 58 in I Region V. In addition to these duties, the Allegations Coordinator also assists the Enforcement Officer and acts as back-44

up Emergency Response Coordinator. Given Region IV's enforcement i and allegation caseload, these individuals are fully occupied and in fact work a regular amount of overtime (approximately 10%) to fulfill their responsibilities. 2. Reduce State Liaison Function To Match Current Workload The Study Group does not recommend adoption of this efficiency option for Region IV due to the present workload of the State Liaison Officer. Region IV has 14 states, nine agreement and five non-agreement states as opposed to Region V which has seven states, five agreement and two non-agreement. Regional State Liaison Officer (RSLO) primary duties are to maintain a working relationship with, and knowledge of state activities. The RSLO in Region IV specifically handles the following duties: Regional representative to the EPA / Mexico Hazardous Waste Work Group, Regional OSHA contact, FEMA RAC (regularly a FEMA RAC emergency exercise observer, certified FEMA exercise observer), backup to the State Agreements Officer, Training Officer (chair for certification board), participation in Region IV emergency exercises as Government Liaison Officer, coordination of State Out Reach Program with Region IV DRSS and AE0D. The RSLO also accompanies the Regional Administrator to 45 i

press conferences and SALP meetings, maintains contact with and attends Low Level Radioactive Waste compact meetings for Region IV. 3. Combine Two Sections Into One In Reactor Safety Branch With Only One GG-15 Supervisor This action was not applicable to Region IV since the region does not have a Reactor Safety Branch. However, the consolidation of-sections in the Division of Reactor Safety was considered as part of Region IV action item number 1. 4. Reduce Amount Of Proaram Analysis Service Provided To Technical Divisions Region IV's DRMA staff as shown for Option 0 contains only two management analysts, which is equal to the number of management analysts in Region V, despite a larger workload. The Study Group-does not recommend reducing the program analysis function below this number due to the extra flexibility and oversight responsibilities which would be required of the remaining DRMA staff if functions are contracted. 5. Consolidate Functions Within DRSS In Region IV the functions within DRSS are already consolidated. 46

6. Eliminate the Position of the Deputy Reaional Administrator While the workload in Region V has decreased to the extent that the position of Deputy Regional Administrator could be eliminated, a corresponding decrease in workload has not oct.trred i.. degion IV. Although the Fort St. Vrain plant is being decommissioned, Comanche Peak Unit 2 received a full power operating license. Thus, the number of power reactor operating units remained the same. While the Region IV Regional Administrator agrees that Region IV could accomplish its basic mission without the Deputy Regional Administrator position, Region IV's ability to support the broader agency mission would be effected since Division Director availability to support other agency activities such as Diagnostic Evaluation Team Inspections or IITs would be significantly reduced due to SES Division Directors having to back-up the Regional Administrator in interfaces with licensee Senior Management, Agency Senior Management, States, other Federal agencies and the media. The elimination of the Deputy Regional Administrator position would weaken the region's ability to provide the expected senior level experience and expertise to any significant plant event or incident. 47

With respect to performance standards, a significant level of regional management review and direction is accomplished by the ) Deputy Regional Administrator. The ability of the region to meet existing office coverage requirements, provide SES level participants in agency level special assignments, allow the Regional Administrator the flexibility to personally serve on higher level agency committees, and meet his/her extensive travel requirements would be negatively affected. The level of senior management attention to specific plant issues and direct senior level observation and evaluation of Region IV plants would decrease. The offices of NRR, NMSS and AE0D would not recommend the elimination of this position. 7. Combine Division of Reactor Safety and Division of Reactor-Pro.iects In its proposed FY-95 organization (Appendix 3), Region V shows a combined Division of Reactor Safety and Reactor Projects with a total of 33 persons. In its proposed reorganization structure Region V was able to achieve a flattened organization which eliminates a layer of management. The proposed Region V reorganization is now in line with the present management structure of Region IV's Divisions of Reactor Safety and Reactor Projects. To combine these divisions in Region IV Would necessitate a Branch Chief /Section Chief organizational structure which introduces undesired management layering. Without a Branch Chief /Section Chief Structure the span of control may be too great 48

due to the size of the combined division and the diversity of functions required to be performed by the combined division. The only overhead savings would be to eliminate the Deputy Division I Director in the combined division, but the Study Group believes such senior management presence is necessary to properly oversee I reactor safety responsibilities and to maintain a high state of emergency response readiness. In addition, reduction of a senior level manager in a combined division reduces Region IV's-1 capability to support the broader agency mission since Division Director availability to support other-agency activities such as a Diagnostic Evaluation Team Inspections and IITs (in the past year Region IV Division Directors have led both a DET and an IIT). A combined division does not provide for independent analysis of a licensee performance desired by the Region IV Regional Administrator. 4 4 49

V. RESOURCE ANALYSES The methodologies used to compute FTE costs and savings are the same, with some minor exceptions, as those used in the June 10, 1993 Study report. The exceptions are (1) representative salaries and benefits were used instead of Regional average salaries and benefits (2) separate locality pay adjustments were not necessary as this was included in the representative salaries and benefits (3) no transfer of equipment or travel costs were appropriate. The amount of recurring and one-time costs are summarized in Appendix 6. FTE savings were divided into two categories; those associated with position savings and those associated with contracting out functions and are included in Appendix 6. There were no non-regional FTE savings identified. The long-term FTE savings also use the same assumption as in the original study that savings would be realized by October 1995. i Computation of contractual FTE net savings involved using representative j salaries, benefits and overtime for those individuals performing the function as compared to estimated contractual costs for similar functions. Estimates for the contracts were provided by Division of Contracts and Property l Management and projecting costs based on existing contracts. There are four separate contractual arrangements that would need to be negotiated. These functions are described as suggested efficiency actions 11, 12, and 13 in Table 1. Two separate contracts would be involved in contracting out action item 12. One would be necessary for administrative support services and one for telecommunications. The estimated savings or costs by efficiency action are as follows: 50 l

Reaion IV Recion V Contract HP van activities 5 27,880 $ 32,624 Contract Administrative Services = Administrative Support ($140,893) ($74,946)

• Computer Programmer

($ 20,702) $ 4,202 Subtotal ($161,595) ($70,744) Total ($133,715) ($38,121) l 1 l Contracting out these functions, while saving 11.5 FTEs would require an additional $171.7k per year over the cost for NRC employees to perform these functions. The cost / savings calculations take credit for $900k of salaries and benefits associated with the 11.5 FTE of effort that would be performed by contract, i.e., the $900k is used to partially offset the contract costs. If the agency chooses to use these 11.5 FTEs for other agency requirements, the associated salaries and benefits would be unbudgeted. It is estimated that 40 samples per year for Region V and 80 samples per year for Region IV would need to be submitted to a laboratory to satisfy current program requirements for HP van activities. It is estimated that each sample would cost $300 to be evaluated. The existing costs to perform this mission today involve a partial FTE and associated costs to maintain the van and calibrate the equipment. Contracting the HP van activities would save approximately $60k annually. Even greater savings could be achieved by sending the samples to another Region for evaluation. It is estimated that 60 l hours per year of additional work would be necessary to support both Regions and this workload may be able to be absorbed by a Region without a 51 l

corresponding increase in FTE. Rt.gion IV was preparing to spend $38,000 to buy a new van and computer syscem which will be avoided if the activities are contracted out or assumed by another region. The Administrative Support contract would require 3.7 workyears of contract effort to offset 3.7 FTE savings for Region V. Due to significant overtime used in Region IV, 5.5 work ears worth of contract effort are required to f replace the 5 FTE savings for Region IV. Recurring administrative savings include a decrease in rent as well as adr r. ~ strative supplies. Space requirements to accommodate contractor personnel were also considered. Region IV currently nas sufficient space to accommodate 30 additional personnel. A reduction to their building contract would result in a possible savings of $57,600 assuming the building owner would be willing to reacquire the space with a one-time building renovation 1 cost estimate of $35,000. The rent savings in Region V is estimated at $24,000. The savings for administrative supplies and contracts were computed at $5,300 per FTE savings for both Regions IV and V which is consistent with the June 10 Study. Relocation one-time costs for the Regions is a combination of relocation costs and severance pay. There is no NRC cost for retirements or those opting to leave the agency that are not authorized severance pay. Region IV relocation costs are estimated at $33,840 and are based on paying severance pay for four employees. It is projected that most Region IV employees would opt to retire rather than relocating to another NRC location. The movement of URF0 employees was not included as part of this study. The same methodology used 52

to determine Region V relocation costs for the June 10 study was applied to this study. Positions that are already vacated were also taken into consideration. It is estimated that between $1.5 and $2.0 ui llion would be t needed to relocate and provide severance pay to Region V employees. The FY-95 baseline used in this study was the same as in the June 10, 1993 Study. Subsequently, the FY-95 budget has been finalized and each Region was reduced one additional direct FTE due to a combination of workload adjustments ) in the materials and reactor areas. This FTE reduction was not reflected in the FY-95 baseline budget used in this study. In the event the decision is to take none of the efficiency actions described in this report, both Regions' FY-95 baseline budgets would be reduced by 1 FTE. With implementation of the efficiency actions contained in this study, however, the 1 FTE reduction per region would need to be reconsidered. l i l 53

i i: 1 i VI. REGIONAL EMPLOYEE INPUT l As requested by the EDO in his memorandum of July 28, 1993, the Regional i Administrators from Regions IV and V met with their respective staff, t I furnished them a copy of the EDO memorandum, and encouraged them to submit any ideas or suggestions they may have regarding more efficient ways for the regions to carry out their assigned work functions. I As a result of the above, two submittals were received from Region V employees, and four submittals were received from Region IV employees. Copies 1 j of these submittals are provided in Appendices 9 and 10 of this report. ? b Regional management, within each regional office, has contacted each of the t employees who submitted suggestions and has provided feedback to each employee 'l on their suggestions. 1 5 i i ) ) i a I 4 i I i 54 i i i 1 i i

VII. CONCLUSIONS The Study Group has concluded that the suggested efficiencies identified in Table 1 of the Executive Summary, are reasonable actions which could result in an annual savings of 12.1 FTE (9.8_FTE in Region V and 2.3 FTE in Region IV) from the FY-95 Baseline Budget without administrative services being provided by contract. The Study Group further determined that an additional 10.9 FTE (4.2 FTE in Region V and 6.7 in Region IV) could be saved by contracting for some administrative functions. Performing these administrative functions contractually would result in added dollar costs of approximately $232.4k per year. However, if FTE savings are worth more than the additional dollar costs, exercising this option would increase the total FTE savings to 23,0 FTE and would give management increased flexibility in terms of FTE utilization and the ability to adjust levels of support to meet workload fluctuations. These savings would result in a reduction in the level of management oversight and administrative support within both Regions, more so in Region V than in Region IV since RIV had previously flattened its management structure and reduced its administrative staffing. The overhead to direct and supervisor to staff ratios in both Regions are currently higher than in the three large Regions. These staff reductions would bring Regions IV and V more in line with the large Regions. Four of the suggested efficiencies for implementation in Regions IV and V, as mentioned above, involve the substitution of contract labor for NRC provided administrative support services, for a net savings of 10.9 FTE. The Study Group believes the services being identified for contract support by Regions 55

IV and V are acceptable services for such support. These services are similar to the types of services currently being provided by contract labor in NRC Headquarters. The Study Group believes that with a proper selection process, a good statement of work, and close monitoring of the contractor's performance, the services identified could be effectively implemented with contract labor based upon the experience gained at NRC Headquarters in travel, mail, NUDOCS, Security, and word processing. Furthermore, the Study Group considers contracting this work to be reasonable. In conclusion, the Study Group believes that a minimum of 12.1 FTE can be saved from the FY-95 Baseline Budgets for Regions IV and V. If the contracting of administrative services option is adopted, that savings is increased to 23.0 FTE, with a net recurring savings of $951k after one time costs. While the one time costs would be between $1.6 and $2.1 million, the 1 savings over five years would range between $1.7 and $2.2 million. In the case of Region IV, the Regional Administrator believes that the mission impact of adopting these efficiencies is relatively minor. There would be some small decrease in flexibility in management depth and support services for regional activities which he believes can be absorbed. There would be no change in regional performance standards, although it may be more difficult to exceed fully satisfactory standards. The current Region IV Operating Plan commitments, as agreed to by the relevant program offices, would continue to be met. However, it is his belief that any significant unanticipated workload addition that might occur under an implemented Option 0 would require l additional resources or result in mission impact and the need to modify performance standards. 56 l , _. ~ -. -. -. - - -

In the case of Region V, the Regional Administrator also believes that the mission impact of adopting these efficiencies is relatively minor. The net reduction in management / supervisory and administrative support personnel would result in a reduction in management / supervisory oversight of licensees and Region V office and program support activities from the level currently being provided, and would reduce the level of administrative support currently being provided to the Region V staff. The Regional Administrator believes these reductions are justified to bring Region V levels more in line with the three large regions. The type of impact on program support activities would include a reduced capability of Region V to participate in agency counterpart and other internal meetings, a reduction in management / supervisory depth for responding to events and manning Emergency Response Teams, a more limited ability to support special assignments such as participation on DETs and IITs, and some reduction in the amount of time Division Directors can devote to management of Division activities since they would act as the Regional Administrator during his/her absence. The Region V Regional Administrator believes these impacts are manageable. There should be no significant change in the regional performance standard, and the current Region V Operating Plan commitments, as agreed to by the relevant Program Offices, would continue to be met. 57

APPENDICES 59

APPENDIX 1 EDO MEMORANDUM OF JULY 28,1993 1 61 l ..-i-e---pw+ .,tw.-, + - g w-9 , -,.e,-, e,,7<.*- y-e v-s..+r g 9 et

p uag / .It UNITED STATES [ } NUCLEAR REGULATORY COMMISSION g y WASHINo70N, D.C. 200354001 / \\ July 28,1993 MEMORANDUH FOR: James L. Milhoan, Regional Administrator, RIV Bobby Faulkenberry, Regional Administrator, RV FROM: James M. Taylor Executive Director for Operations

SUBJECT:

EVALUATION OF EFFICIENCIES ACHIEVABLE IN OPERATION 0F THE REGION IV AND REGION Y OFFICES As a result of the Region V Realignment Study, you are requested to conduct an evaluation of your respective regional operations to determine the most efficient means of carrying out your assigned functions with.special focus on FTE savings. In conducting your evaluations you should strive to optimize managerial layering, span of control, level of effort, and organizational interfaces, as well as eliminate overlap in functions and identify functions which should be cut back, transferred to other organizations, or eliminated. coordinate with all the NRC offices that may be impacted by yourMake certain you recommendations. staff comments they should be attached to the report.Obtain input f In arriving at your recommendations you should take into account: Overall impact on mission accomplishment FTE savings, cost savings / increases associated with travel, transportation, relocation, administrative support Interfaces with licensees public, media, state and local governments. Federal agenc,ies, and internal NRC interfaces Incident / emergency response Employee impacts, both short term and long term Degree to which regional perforzance standards will be changed. After you before conv(ening the reconstituted study group (Faulkenberry

Hayes, Bird, Turdici, Gody, Brach) meet with me on August 17, 1993 for a prog,ress evaluation.

After our meeting, the study group should be convened starting August 18, 1993 and they (the group) should review your evaluations and develop a final recommended approach. be documented in a supplement to the JuneThis final recommended approach should 10, 1993, study report for submittal to me no later than September 2,1993. 63

.. =_. J. Milhoan/8. Faulkenberry July 28,1993 If you have any questions regarding the conduct of your evaluation and submittal of your report, please contact Jim Sniezek or me. -/ WO s M. Th or xecutive Director for Operations cc: J. Sniazak, DEDR J. Turdici, OEDO T. Murley, NRR R. Bernero NHSS E. Jordan, AE00 P. Norry, ADM B. Hayes, 01 P. Bird, OP R. Scroggins, OC T. Martin, RI S. Ebneter, RII J. Martin, RIII A. Gody, NRR B. Brach, NHSS, j 64

_,,u .e u m,. gg w APPENDIX 2 FY-95 BUDGET BASELINE ORGANIZATION REGION V 65

Ar5*a*"2 REGION V FY-95 BUDGET BASELINE t Regonal Admuvstrator (SES) 2 Secretanes Dept #y RegorW Admastrator (GG-10)(GG-7) (SES) ~~ Erdarcement Omcer RegerW Counset (GG-15) (GG-15) e of Fekt Orc e ePut$c Aftas Ofce e '.(GG _15, 2 GG-14. 2 GG-13. GG-7) I' 8 s- - _ _ _ _-15) (GG i__ _______________s t s l I I ORSP ORMA ORSS Dwector (SES) Drector (GG15) Drects (SES) [' j Deputy Drector (SES) Secretary (GG4) Dep. Drector (CG-15) 2 Secretares PersonnelOfer 6(GG-14) 2 Secretarles (GG4)(GG-7) (GG4)(GG-7) 1 Pers Asst (GG4) 1 Pers Asst 7 (GG-9) l ~ Tectt AsstITeam Leader I I State Agreementinsp. ~ State Unrson Oscr I (GG15) Branch Ch.f Branch Chaef (GG14) (GG 14) Admnst atw Support Resource Mgrnt [ m N (GG-13) (GG-14) g Branch Cheef Branch Chief Branch Chief Branch Chief Branch Chief .I l Reactor Safety Reactor Progects (GG 15) (GG-15) (GG-15) (GG 15) (GG-15) 2 Word Proc. ~ ~ 2 Mgmt ArWysts Rad Protecten Safeguards. EP. Materals g g (GGF)(GG4) (GG-12)(GG-13) NorWemer Reactors I I I I Seci.on Ch.ee Socion Ch.ee Secion Ch.e Secion Ch ee '""'*^8* 7 ' ' " " ' * - I D Op Licensrig Reactor Safety Protects 1 Prgects 2 3 inspectors (GG-14) 2 Inspectors (GG-14) 2 Inspectors (GG-14) r (GG-15) (GG-15) (GG-15) (GG 15) 3 inspectors (GG13) 3 Inspectors (GG 13) 3 inspectors (GG 13) 1 Ret Asst 1 Prog Analyst inspector (GG-13)* 1 Lk Rev (GG 14) (GG4) (GG-13) 2 Op. Esant 2 Engra 2 SRrs (GG-14) 2 SRrs (GG-14) 1 Osc. Sn 1 TM N (GG-14) (GG-14) WNP-2Oabio Canyon PVISONGS ggg_gy (GG-7) 1 Op Esant 2 Engrs

• 3 Ris (GG-13) 5 Ris (GG-13) 3 (GG-13)

(GG-13) 1 Pro l Insp. (GG 13) 1 Prol insp. (GG14) 1 Op Uc Asst. Eng Res. Clevers (10 FTE) Res. Gerks (10 FTE) 1 M*'I Clerk 1 Resource Analyst M9) (GG-13) (GG4) (GG 5) (GG4) (GG13) j p ,,g. ORA =6 I W DRSP=36 Other Staff Mi'I Esplanatiort DRSS = 27 01 = 6 - Resident Program Staffed at N+1 DRMA = 20 PA = 1 5 . "These direct labor FTE are budgeted as overhead, but historicaey have been used as direct labor positions. 4 Total = 89 Total = 7 ^. 4

p e,mue +m w h -aeaw_,,.,mm_.mm_,u._,m,,mm_a# is_uma_mm_,m__,,____ ,,,4,wy \\ i i 1 i l i i i 68

l l i 4 ) j l 1 l l APPENDIX 3 FY-95 PROPOSED OPTION O ORGANIZATIONS t REGION V l I l l 1 69 1 I L

Apper=$= 3 REGION V FY OPTION O i Regional Administrator (SES) 2 Secretanes Regonal CounseW Erdartemert (GG-15) j (GG-10)(GG-7) e Of Feld Orc e ePut*c Altans Ofer e F~3 e '(GG-15,2 GG-14. 2 GG 13. GG-7)J L __ (GG 15) L J l l I I DRSP DRMA DRSS Director (SES) Director (GG-15) Director (SES) i Deputy Director (SES) Secretary (GG-8) Dep. Director (GG-15) 2 Secretaries 2 Secretaries (GG-8)(GG-7) (GG-8) (GG-7) j (GG-15)* ~~ Team Leader l l sene W ~~ Emergency Response Tectnca Assstant ) Coordrator m14) j M15) Support Sves. PersonnelOfer. 6(GG-14) l Contract Mgr. (GG-13) Personnel Asst. 7(GG-9) onc, pier" l I I I Branch Chet Branch chef Sanch Chef S m ich Ctwei l l j Reactor Samy Protects 1 Propcts 2 Resource Mgrnt. (GG-15) (GG-15) (GG-15) (GG.14) i NRR Programe NWSS Programs 2 Erys (GG 14) 2 SRrs (GG 14) 2 SRrs (GG-14)

• 2 Engrs (GG-13)

WNP-2Oablo Canyon PVlSONGS enget Anwyst (GG13) 5 Rrs (GG 13) 3 8"P"*"8 M,18) 3 Inspectors (GG-14) Engr (GG-13) 3 Rrs (GG-13) 1 Pw( Insp (GG-14) pg j 2 5 Op Emant. (GG-14) 1 Pvt ( insp (GG 13) ~ asset W 4 2 % M13) gg g g"I ] 10Op Le Asst (GG-9) Res Clerks (10FTE) Res Dertes(10FTE) (Go 12) I N j (GG-5) (GG4) Trevet ones (0S7) i """ -~ ] 10G13) Pwth. Age:W ~ % W (G4') Region V Stoff 1 ORA = 4 1 Tiene direct labor FTE are budgeted as overhood, but well be stoffed to provide a critical camewacceis DRSP = 33.5 l mese in the Engirieering W and to provide..--.. J eumcient technical assistance ' 80*'l DRSS = 25.2 in view of the flattened DRSP organizahorn. DRMA = 12.3 4 j "The State Uesoon Officer wtB opend approximately 50% time ori NRR inspections-N 8"e* *** Total = 75 rm t i ~

ArP*"d'* 3N REGION V FY OPTION 0(a) Regional Administrator (SES) 2 Secretanes Regional Counsey (GG-10)(GG-7) Enforcenent (GG 15) e 01 Feld Ofc. s ePubbe Anans Orcr s '.(.GG _15. 2 GG-14. 2 GG-13, GG-7) s'._ _ _(GG _15) F i__ i _____.s I I I DRSP DRMA DRSS Director (SES) Director (GG-15) Director (SES) Deputy Director (SES) Secretary (GG-8) Dep. Director (GG-15) 2 Secretaries 2 Secretaries (GG-8)(GG-7) (GG-8) (GG-7) Technical Assistant Team Leader l state q=ence Ernergency Response (GG 15)* (GG 15) Branch Chief I Coordinator (GG-14) Resource Mgmt. m e,goa.,4r* l l l (GG.14) u eranch chef Branch Chief Branch chef l l N Reactor Sa'ety Prgects 1 Projects 2 Personnel Ofer. 6 (GG.14) (GG 15) (GG-15) (GG-15) Personnel Asst. 7(GG-9) (GG-15) (GG-15) NRR Programs NMSS Programs 2 Enges (GG-14) 2 SRrs (GG 14) 2 SRrs (GG-14) yugr4 annsyst tuts)l 2 Engrs (GG-13) WNP-2Oablo Canyon PVISONGS 4

1. I 3 W*'* N1'I

• Engr. (GG-13) 3 Rrs (GG-13) 5 Rrs (GG 13) 2 5 Op Enam. (GG-14) 1 Pec( insp. (GG-13)

~ 1 Prq Insp (GG 14) 43 0 NI3I 3 W N13I 1 O Op Lic. Asst. (GC-9) Rest Clerks (10 FTE) Res. Oerks (10 FTE) 1

• N (GG-idI M5)

(GG-5) -_j tre es cies too.7) l 1 Lic, Asst (GG-9) I --jne wu an vsetoo.usl -1 s c-an..r-m.i l i _-jPwch NenUPeop Mgmt (GG9)l d *d"*' '*** ****** IC'G'"3 l

• RegionVStaff ORA = 4 7hese direct labor FTE are budgeted as overhead, but will be staffed to prov6de a cruncal dC*"**'s asa man l DRSP = 33.5 mase in the Engineering Section and to provide management sufficient technical assistance DRSS = 25.2 in view of the flattened DRSP organtration.

--{C"58'"^**fGG-'ll DRMA = 16.5 "The State Walson Officer wi8 spend approutmately 50% time on NRR inspectione. Total = 79.2 -j2ose. Asmcas3l

a I i i i 1 I 1 1 i i i i APPENDIX 4 4 4 d FY-95 BUDGET BASELINE ORGANIZATION l REGION IV 1 4 i I .l + 73

^ne"" d REGION IV FY-95 BASELINE Regirnal Admiristrata (SES) Deputy Regional Admedstrata 3 Secretartes (SES) (GG7)(GG9)(GG10) Reg = mal Counsel Ensorcemer4 Oks (GG 15) (GG-15) Aseparma Card (GG14) State Agreement Ofer State Danse Ocr (GG14) (GG14) r------------------i

----------i e

00 F ekt Olc e ePutAc AraesOfcr e '(GG 15,2 GG 14. 3 GG i e

n. _ _ _ _ _ _ _ _ _ _ _ _ _-13, GG-7) It- _ _ _(GG-15)

_____a ______e DRP DRMA DRSS ORS Deects (SES) Deeds (GG-15) Deector(SES) Dreds (SES) Dep De (SES) Secretary (GGa) Dep. Der (GG15) Dep De. (GG-15) 2 Sec (GG4)(GG-7) 3 Sec (GG4)(GGT)(GG4) 3 Sec. (GG4)(2 GG7) See Chef (GG-15) Sec CNef(GG-15) Sec. Chef (GG-14) Sec Chief (GG-11) Emer Resp. Cooro. (GG-14) Te Asst (GG15) Picgect A Praed B Resource Mgd Aden ugmt Em Resp Asd M7) Team Leader (GG-15) N I I Resource Analyst (GG-12) ] {Tetecomrn Tech (GG4) U1 Prq Engr (GG-14) Prq Enge (GG14) Mgrrt Anaa d(GG-12) Olc Sves Asst (GG4) Sectuzionef (GG15) See Chef (GG-15) ~~ Sec. Cher (GG 15) See Chef (GG15) 2 SRf's (GG-14) 2 SRrs (GG-14) r Nutw m Nut Sectumi Operations Sec Marit See Wod CreewS Tenas Comancrie PkEt Calhoun Camp Pro Ana%t (GG-11) 2 Orc. Swcs Oerks (GG 5) 3 Rrs (GG-13) - 3 Rf's (GG-13) Budget /rm Asst (GG9) Lt. Tech (GG-7) I I y y Res CM 6 FTE (GG-5) Res CM 6 FTE (GG-5) Purcts Agent (GG 9) Recessurwst (GG-5) 2 Sr Rad spec. (CG-14) St. Red Spec. (GG-14) 3 Reae EnDr. (GG14) l3 Reac insp (GG-14)l Purch Assast. 6 FTE (GG7) 3 Rad Spec (GG-13) Sr. Uc Rev. (GG-14) LIC A"I IGG 7) Sec CNet(GG 15) Sec Chef (GG15) Travel CM (GGl 6) St Heath Phys. (GG-14) 3 Uc. Rev. (GG-13) proved C Pigeet D Travel CM 6 FTE (GG 6) Oc. Asst (GG-9) Sec W(GG15) Sec CNet(GG15) l l Ofc Asst.7 FTE (GG7) Plant Support Sec Engr. Sec. Prq Erigt (GG14) Prq Engr. (GG-14) Sectawi Quet (GG-15] SectoriChef(GG 15) i I 2 SRrs (GG-14) 2 SRrs (GG-14) CNef(GG14 FIP Secten Fuel CycteOecomnt. l3 Reac. Insp (GG 14)l 2 Reac. hsp (GG-14) Cooperever Bend ArkansasANatertord l l 1 Rese. Insp (GG-13) 2 Rfs (GG13) 3 Rrs (GG13) j 3 Sr. Rad Spec. (GG-14) 3 Rad. Spec. (GG-13) Bes CM 6 FTE (GGS) Res CM 6 FTE (GG 5) Pers. Mgrrt S (GG-1 RM Sm WM FWm W pq II St. S 14) Region IV Staff Phys Sec Spec. (GG.13) I ORA = 10 I% **58 (GGill DRP = 35 4 Other Staff DRS = 24 DRSS = 35 Of = 7 DRMA = 20 9 PA = 1 Esplanatiort -02esiderit Prograrn Staffed at N+1 Total = 125.3 Total = 8

1 APPENDIX 5 FY-95 PROPOSED OPTION O ORGANIZATIONS 1 i l REGION IV 77 ~.

• P'"d* 5 REGION IV FY-95 OPTION O Regional Admirustrator (SES)

I Depury Regeonal Admirustrator 3 Secretanes (SES) (GG 7)(GG.9)(GG 10) Regional Counsel . Erdurcemert Ocr (GG-15) (GG 15) Allegahons Coord (GG-14) State Agreement Otcr State Liarson Oct (GG-14) (GG 14) 7......, p........., s Of Farid Orc s ePutAc ARars Ocr s 1 8 8 L..__15) (GG-15) (GG _.J L_..--....J DRP DRMA DRSS DRS Director (SES) Dwector (GG15) Drector (SES) Dwector (SES) Dep. Der. (SES) Secreay (GG4) Dep. Dr. (GG15) Dep Dr. (GG-15) 3 Sec. (GG4)(GG 7)(GG4) 2 Sec. (GG-8)(GG-7) 2 Sec, (GG-8)(GG-7) Tech Support (GG-15) Prof. Assi-(GG-7) y Protect A Branch Cruet (GG-15) Support Sws RPO (GG-14) Emer. Resp. Coord (GG-14) ] Team Leader (GG15)l Brarch Cruet (GG-15) Protect B Cormact Mgr pus (GG 12) Emer. Resp Asst. (GG-7) { Tech. Asst (GG-15)l l l (GG-13) 5 APO (GG-9) Preg Engr. tGG 14) Prq Engr. (GG 14) 8 I Branch (GG15[ 2 SRrs (GG-14) 2 SRrs (GG-14) CONTRACTED FUNCTIONS Br Quet(GG14) Branch Quet (GG-15) Branch Quet (GG 15) WotCreek/S Texas Comanche Pk JFL Caeioun Buildog Mgnt Resource Mgmt y i I 3 Rrs (GG 13) 3 Rrs (GG-13) Word Processmg I Ree Clerk 6 FTE (GG-S) Res Chwh 6 FTE (GG 5) Med Swa 2 Sr. Red Spec (GG-14) Sr. Red. Spec (GG-4,' D6strabuttore 3 Rad. Spec. (GG-13) St. Uc. Rev. (Go-14) 6 Reec. Engr. (GG 14) 6 Reac. Insp (GG-14) Sr. Health FM (GG-14) a uc, Re. (GG 13) Uc Asst (GG-7) 1 Peet Irap (GG.13) Bretch CNet(GG15) Branch Quet (GG 15) Receprion (,.jc Aset. (GG.g) Prged C Project O g,9 Prog Engr (GG-14) Prog Engr (GG14) T ations I '8 2 SRrs (GG-14) 2 SRrs (GG-14) Computer Support A. ansasNVaterford I I d Cooper /Rher Bend 2 Rrs (GG 13) 3 Rrs (GG-13) 3 Sr. Red. Spec (GG14) 3 Rect Spec. (GG 13) N Oerk 6 FTE (GG-5) Res Clevt 6 FTE (GG.5) j Resource Analyst (GG 13)l t 7 Red. Spec. [GG 13) Fus4 Fac insp. (GG 13) j EP Anasyst (QG 14) Region N Staff j 2 Mgmt Ana yst (GG-13)(GG-12)l Sr. Ptys. Sec. Spec (GG-14) s Phys Sec. Spec. (GG-13) ORA = 10 ]1.1 Traves cert (GG-7XGG4)l DRP = 35A 22 -l16 Purch. JProp (GG-9)(GG4)l ) DRMA = 14.2 lCastuerrAcct Asst (GG4)l ]OcSvts Asst (GG4)l Total = 116.3 l t I i

^5'5*"** 5N REGION IV FY-95 OPTION O(a) negieast Admenhtruee ($ES) s a sneetaeses popuey mes enas Adewmemee ~ (GG T)(GG SMGG-10) (SES) Regiomas Co nees ~ Entercement ovet (GG-ist (GG-18) Allegalone Ceesd (GG-14) sim. Age mne orce. stme Liessen oece. (GG44) (Go 14) y-----.., y-----..-., 3 Oi Fleid oit g Pwbac Aff eles Ofer. g I (GG IS) Il (GG-15) I L..-..J L.-......J DRP DaMA Dass ons Director (GG-181 Directw (sEst turectw (SEs) Director ($ES) se etsey(GG41 Dep. Der. (GGas) oop oir. gGG.te) Dep. Otr. ($ES) 3 see. (GG4xGG-7)(GG41 3 set (GG4W2 GG F) 2 Sec.(GG4)(GG-7) Tech. Support (GG-15) Proj. Asst (GG-7) 03 '] Team Leadu (M46) i C3 Branch CNef (GG46) ~~ Stanch Chief (GG-15) Dranch CNet Reglemal Pertennet Cfr. (GG-14) Branch Chief Emer. Resp Ceeed. (GG44) I g Project A Prefect B PeeMgmL Pefsennet Mget. Sp (GG-12) Adm MgmL Emer. NessA Aest (GG-7) Tech. Asst. (GG-19) g g (GG-14) .6 Pets. Aset (GG-F) (GG41) Pre $ Engt. (GG-14) Pre) Enge. (GG-14) Beanch Chief (GG-15) ~~ Branch Chlet (GG-16) Telecom TecfL (GG-B) NMI NetL Branch Chief (GG-16) Dranch CNet (GG48) 2 sRra (GG44) 2 sRre(GG-14) Mget An W (GG 12) l Operstone MaintEnght Wolf Creetts, fosse Comanche patsFL Cefhoun g g .e.;,"'ll" Ram) .e.,""Cao) la - -

• ia ni i P=-"*

i=* l>~a. - w

• =P-<=-w s Rad Spot (GG-13) se. Lee, Ree. (GG-14)

$ Rese Engt. NG44) e Reec, mop. (GG-14) Beanch CNet (GG 18) ~- Eranch CNet (GG-1$) Computet Prog Analyst (GG-11) 2 Ole. suce. CI (GG4) sr. 04eanh Phys. (GG-14) 3 Ue. Rev. (GG-13) LIE A880 (GG 3) 1 R**L ineP. (GG-13) L88 A** IGG *3 P, eject c Pretas o .j a dgee rdence aset (GG-3) l ]necepuenist (GG4) l g Prog Enge. (GG44) Pv4 East (GG44) seanch Cw As) " C* FW M FueWierDuoma ]Pweit Ageet (GG-s) l j Lth. TwlL (GG-7) l 2 smre (GG-M 2 sare (GG-tal Ceepeintsvu send Aeteneentweesere i I }.e pw.it Agone gog,7g l 3 ar. nest spot (GG-14) a med. spee. (GG-t3) 2 Ree (GG 13) a are(GGas) net Cseet.e Fte (GG4) ne. Ca.rt s ris (GG4) 1.7 nait spee. (GG-13) Feel Fet Onep. (GG-13) EP Aaagse(GG44) ]Ymes Ci et (GG4) l sr. Phys see spee. (GG-14) Regiori IV Staff '*YS ses spes (was) .j.I trov.s tics (GG4) l ORA = 10 ORP = 35.4 {F ore. As.t (GG-7) l DRS = 23 DRSS = 341 DRMA = 19.9 Totaf = 123

am .~ 4 APPENDIX 6

SUMMARY

FTE AND OTHER COST ANALYSIS 81

APPENDIX 6 i l )

SUMMARY

FTE AND OTHER COST ANALYSES-OPTION O ANNUAL RECURRING SAVINGS l j FTE Savings (non-Contract) ] Region V 9.5 FTE's $793,283 Region IV 2.0 FTE's $126,408 i FTE Savings (Contract) Region V 4.5 FTE's ($38,121) Region IV 7.0 FTE's ($133,715) Administrative Cost Savings Region V $98,200 Region IV $105,300 SUBTOTAL NET RECURRING SAVINGS Region V $853,363 Region IV $97,993 NET RECURRING SAVINGS $951,000 ONE-TIME COSTS l Relocation Region V $1,545,500 $2,026,000 j Region IV $33,840 Administrative costs Region V Region IV $35,000 TOTAL ONE-TIME COSTS $1,614,000 $2,061,000 YEARS TO REAllZE SAVINGS 1.7 2.2 SAVINGS ACHIEVED AFTER 5 YEARS $2,190.000 $1.743,000 j 83 {

APPENDIX 6 Contract Analysis. 1-Contract HP van activities Region IV Region V .3 FTE .3 FTE FTE savings $21,350 $24,937 Vehicle savings $30,530 $19,687 Total savings $51,880 $44,624 1 Totalcosts $24,000 $12,000 Net Savings $27,880 $32.624 2-Administrative Support Region IV Region V 5 FTE's+0T 3.7 FTE's FTE savings $143,760 $122,054 i Overtime savings $28,584 $0 l i Total savings $172,344 $122,054 Totalcosts $313,237 $197,000 i Net Costs ($140,893) - ($74,946) 3-Computer Programmer Region IV Region V - 1.7 FTE .5 FTE J FTE savings $79,298 $26,070 Overtime savings Total savings $79,298 $26,070 Totalcosts $100,000 $21,868 Net Savings (Costs) ($20,702) $4.202 84

i APPENDIX 6 ' ADMINISTRATIVE COST SAVINGS Region IV Region V Rent $57,600 $24,000 Administrative costs $47,700 $74,200 Total $105,300 $98,200 RELOCATION COSTS Region IV Region V LOW HIGH

1. FTE EFFECTED 24*

21 21

1. FTE MOVING 0

14-17

1. FTE RETIRING 7

3-2

1. FTE SEVERANCE PAY.

4 4 2 Employees in Apartments $0 $52,000 $52,000 Home owners not using Relocation $0 $611,000 $300,800 Home owners using Relocation $0 ' $838,500 $1,651,200 Severance Pay $33,840 $44,000 $22,000 Total $33,840 $1,545,500 $2,026,000

• Includes URFO FTE which are not computed for relocation costs 85

w,- e---s - w - --u.' e a,maaom..- .am>.--e- -,3 -4pm+-Jas n mi-m,A H-ea s ii,,, e e,a-- i<L* a a egu A un'= = --~S+ l i APPENDIX 7 EFFICIENCY ACTION EVALUATIONS REGION V 87

RV-1 REGION V l EFFICIENCY ACTION EVALUATION Description of efficiency action - Consolidate the Enforcement Officer / Allegation Coordinator functions with Regional Counsel function. State how efficiency will be achieved (e.g., elimination, function transfer, etc) and basis for suggested action - l Combine Enforcement Officer / Allegation Coordinator and Regional Counsel functions in 1 position and eliminate 1 FTE based on workload. This would be achieved by having the current Regional Counsel pick up the duties of_ the Enforcement Officer / Allegation Coordinator. The current Enforcement Officer / Allegation Coordinator would be reassigned. Amount and type of savings (FTE, $, etc.) expected to be achieved and the basis for the savings estimate - 1 FTE saved by combining functions. Discussion of impact on mission accomplishment - Could affect the objectivity of Regional Counsel's legal advice and counsel on enforcement actions and allegations, as he/she would have substantive involvement in the development of all enforcement actions and allegations reviews, and thus would have more of an investment in the technical staff's approach. Would lessen the time available to Regional Counsel to identify legal issues and to keep abreast of legal developments, as he/she would spend much more time than is now the case on the significant volume of administrative details associated with enforcement and allegations. Currently, Regional Counsel acts as the backup Enforcement Officer / Allegation Coordinator. May result in delays in the issuance of inspection reports and enforcement packages during Regional Counsel's vacations, sick leave, and out of town business. 89 s

RV-1 Discussion of impact on interfaces with licensees, public, media, state and local governments, federal. agencies, internal NRC interfaces - The interface requirements of 2 individuals will be met by one. This may result in some periods when responses will be less timely due to absences (vacation, travel, etc.) of the assigned individual. However, with proper management control this impact can be minimized. Discussion of impact on incident / emergency response - Essentially no impact. Discussion of employee impact (short-term and long-term) - The individual currently occupying the Enforcement Officer / Allegation Coordinator position would have to be reassigned. Define the degree to which regional performance standards will be changed - There would be essentially no change to regional performance standards other than possible time delays in working enforcement and allegation actions when the assigned individual is absent due to vacation, etc. This impact can be minimized with proper management control. Headquarters Office / Program and/or Regional Office affected: OE, OGC, and Region V will be affected. The Region V Regional Administrator, Lawrence Chandler and Joe Scinto (0GC), and Jim Lieberman, Director, OE, support this action. 0GC notes, however, that there is the possibility of a slight increase in the burden on OGC because of the need to provide additional review of enforcement actions and to provide services in other areas (e.g., personnel, ethics, etc.) because of Regional Counsel's reduced availability. 90

l RV-2 REGION V ITEM FOR EFFICIENCY CONSIDERATION Description of efficiency action - l Reduce the State Liaison Officer function. Have one individual perform the State Liaison function and other direct functions as co-lateral duties. State how efficiency will be achieved (e.g., elimination, function transfer, l a etc) and basis for suggested action - Reduce State Liaison function from 1 FTE to 0.5 FTE because of a reduction in workload. Have the State Liaison Officer perform the 0.5 FTE State liaison activity and perform 0.5 FTE direct activities involving RAC and Emergency Preparedness inspections. Amount and type of savings (FTE, $, etc.) expected to be achieved and the = basis for the savings estimate - { i By having the individual perform co-lateral functiems a net savings of 0.5 FTE could be obtained. Net savings 0.5 FTE. Discussion of impact on mission accomplishment - There would be reduction in the amount of State Liaison activity currently being conducted in the Region V area. The reduction will have no significant impact on the mission. Most of the reduced activities would not be necessary because of the reduction of operating reactors in the region. The additional reduction in liaison activities would bring the Region V activity closer to the level expended per licensee in the larger regions. Discussion of impact on interfaces with licensees, public, media, state and local governments, federal agencies, internal NRC interfaces - I There would be no significant impact because the co-lateral duties would bring the State Liaison Officer into contact with the same issues and people normally involved with the State Liaison function. Discussion of impact on incident / emergency response - a There is no impact on incident / emergency response. 91

RV-2 Discussion of employee impact (short-term and long-term) - The person currently occupying the State Liaison position would have to update his training to assume co-lateral duties. Define the degree to which regional performance standards will be changed - There would be a reduction in the current level of State Liaison activities. However, the reduced level would be more consistent with that level provided by the larger regions per licensee. Headquarters Office / Program and/or Regional Office affected: - Office of States Programs and Region V. l Shelley Schwartz, Deputy Director, State Programs supports this action in l that he believes an effective approach would be to reduce the State Liaison l Officer's FTE to meet the workload and then assign the State Liaison Officer other closely aligned direct budgeted duties. The Region V Regional Administrator supports this action. J 92

RV-3 REGION V ITEM FOR EFFICIENCY CONSIDERATION i Description of efficiency action - l l Flatten Management Structure in the Division of Reactor Safety and Projects. State how efficiency will be achieved (e.g., elimination, function transfer, etc) and basis for suggested action - Eliminate Reactor Safety and Reactor. Projects Branch thief positions and convert Section Chief positions to Branch Chief positions. t Amount and type of savings (FTE, $, etc.) expected to be achieved and the basis for the savings estimate - This action will have a net result of eliminating 1 GG-15 position. The second FTE will be used to fund the technical assistant and the team leader as full time positions. Net Savings 1 FTE. Discussion of impact on mission accomplishment - Because of reduced work load there should be no significant reduction in mission accomplishment. There will be a reduction of one level of management oversight and some reduction in flexibility of management office coverage. Region IV implemented a similar action several years ago and-they have experienced no significant negative impact on mission accomplishment. Discussion of impact on interfaces with licensees, public, media, state and l t local governments, federal agencies, internal NRC interfaces - There will be some reduction in ability to provide regional representation at counterpart meetings and other internal meetings. Also, there will be some reduction in the current level of management oversight of individual licensees. However, with the reduced workload in Region V the amount of oversight available will be consistent with that provided in the larger Regions. 1 l l 93

l RV-3 Discussion of impact on incident / emergency response - There will be some reduction in depth of management availability in responding to events at the Base Team or Site Team. While this will not impact the Region's ability to muster a "First Response", it will lower the threshold for seeking outside response assistance to supplement any extended response. To some extent this impact can be mitigated by: (1) the full time technical assistant and the team leader being trained.as assistant reactor safety managers and (2) the 01 staff being trained to l fill plotter, communicator or other incident response positions, thus adding depth to the organization so that managers that respond can fill the management positions. l Discussion of employee impact (short-term and long-ters) - l Two of the six individuals occupying the GG-15 supervisory positions in DRSP would have to be reassigned. j Define the degree to which regional performance standards will be changed - There should be only a minimal change in regional performance standards. j This will result from having one less level of management review and l oversight of work products. Work product quality and timeliness, however, 1 i will still be maintained at an acceptable level. Headquarters Office / Program and/or Regional Office affected: - NRR and Region V will be affected. Based upon the Region IV experience, along with the reduced workload in Region V, both NRR and the Region V Regional Administrator support this action. i l 94 l

l RV-4 REGION V ITEM FOR EFFICIENCY CONSIDERATION Description of efficiency action - Combine Operator Licensing Section and Reactor Safety Section, within the Division of Reactor Safety and Projects, into one operational group entitled a Branch. State how efficiency will be achieved (e.g., elimination, function transfer, etc) and basis for suggested action - l Because of the reduced number of power reactor licensees and the associated reduction in workload, combine the two current functions (Sections) with separate GG-15 supervisors into one Branch with one GG-15 supervisor. Amount and type of savings (FTE, $, etc.) expected to be achieved and the basis for the savings estimate - Eliminate 1 GG-15 position. Net savings 1 FTE. Discussion of impact on mission accomplishment - Because of reduced workload the combination of 2 groups into I will have no significant impact on mission accomplishment. There will be a moderate impact on management oversight and on flexibility in office coverage by managers. Discussion of impact on interfaces with licensees, public, media, state and local governments, federal agencies, internal NRC interfaces - There will be some reduction in ability to provide regional representation at counterpart meetings and other internal meetings. Also, there will be some reduction in the current level of management oversight of individual licensees. However, with the reduced workload in Region V the amount of oversight available will be consistent wjth that provided in the larger Regions. 95

RV-4 Discussion of impact on incident / emergency response - There will be some reduction in depth of management availability in responding to events at the Base Team or Site Team. While this will not impact the Region's ability to muster a "First Response", it will lower the threshold for seeking outside response assistance to supplement any extended response. To some extent this impact can be mitigated by 01 staff being trained to fill plotter, communicator, or other incident response positions, thus adding depth to the organization so that managers that respond can fill management positions. Discussion of employee impact (short-term and long-term) - One of the two individuals occupying the GG-15 positions being consolidated would have to be reassigned. Define the degree to which regional performance standards will be changed - There should be only minimal change in regional performance standards. This will result from having one less level of management review and oversight of work products. Work product quality and timeliness, however, will still be maintained at an acceptable level. 1 Headquarters Office / Program and/or Regional Office affected: NRR and Region V will be affected. Based upon reduced workload in Region V, both NRR, 01 and the Region V Regional Administrator support this action. l 4 96

i RV-5 REGION V ITEM FOR EFFICIENCY CONSIDERATION i 4 Description of efficiency action - Adjust PWR examiner resources to reflect ' efficiencies achieved. State how efficiency will be achieved (e.g., elimination, function transfer, j etc) and basis for suggested action - i Reduce by 0.5 FTE the PWR examiner resources due to efficiencies achieved l because Region V has only two PWR vendor types, Combustion Engineering and Westinghouse, and these two technologies are closely related. j Amount and type of savings (FTE, $, etc.) expected to be achieved and the basis for the savings estimate - i Reduce Region V PWR operator examiner resources by 0.5 FTE because of efficiencies described above. Net savings 0.5 FTE i i i i Discussion of impact on mission accomplishment - There will be no impact on mission accomplishment. i i Discussion of impact on interfaces with licensees, public, media, state and 3 local governments, federal agencies, internal NRC interfaces - l There will be no reduction in interfaces with outside organizations. Discussion of impact on incident / emergency response -- There would be no significant reduction in response capability. There are other PWR examiners that can adequately perform this function. f Discussion of employee impact (short-term and long-term) - a j The cross-qualified examiner / inspector would be assigned additional inspection responsibility. 97

RV-5 Define the degree to which regional performance standards will be changed - Regional performance standard will not be degraded and quality of examinations will be maintained. Headquarters Office / Program and/or Regional Office affected: This will have no effect on a Headquarters / Program Office. 98

Fi REGION V RV-6 ITEM FOR EFFICIENCY CONSIDERATION Description of efficiency action Reduction of program analysis provided to technical divisions. State how efficiency will be achieved (e.g., elimination, function transfer, etc) and basis for suggested action ~ Combine duties and responsibilities currently assigned to the 2 management analysts and 1 program analyst into 2 positions. This consolidation of effort would be consistent with the reduced workload and corresponding reduced size of the technical staff and management. Further, the third position was only established in FY-93 following an increase in overhead allocation from the Office of the Controller. Amount and type of savings (FTE, $, etc.) expected to be achieved and the basis for the savings estimate 1 FTE savings would result. Currently there are 3 positions which would be consolidated into 2 positions. Net saving 1 FTE. Discussion of impact on mission accomplishment There will be negligible impact on actual mission accomplishment as a result of reduced workload. Participation in all technical support counterpart activities (e.g. MIPS/ IFS, etc.) may be difficult, but 4 should be manageable. l Discussion of impact on interfaces with licensees, public, media, state and local governments, federal agencies, internal NRC interfaces There would be no impact on external or internal interfaces. Discussion of impact on incident / emergency response None. 99 erh e* % r *r tw

l RV-6 Discussion of employee impact (short-term and long-term) One of the three currently assigned employees would be impacted. Define the degree to which regional performance standards will be changed j There will be minimal impact on regional performance since reduced workload should permit reassignment of all critical functions. Response time on special projects may be somewhat delayed. Headquarters Office / Program affected: None other than Region V. The Region V Regional Administrator supports this action. l 100

1 d 1 REGION V RV-7 ITEM FOR EFFICIENCY CONSIDERATION i Description of efficiency action Reduce the levels of service in the travel and word processing areas. Consolidate responsibilities related to licensee fee and management l information reporting with other Region V staff positions. 1 i State how efficiency will be achieved (e.g., elimination, function transfer, etc) and basis for suggested action ] Eliminate three positions involved in the performance of these assignments. One position is assigned full time word processing, j Reduced workload makes this savings straight forward. The second position is 40% committed to travel services (mostly voucher i preparation and/or auditing). This savings will be possible-by no longer providing voucher preparation service and reducing the percentage of vouchers audited and assigning voucher auditing to the 1 full time travel clerk and/or accounting assistant. Corresponding 4 workload reductions and increased use of the Travel Management Center l (TMC) should make this possible. The third position is the Computer 1 Programmer Analyst. Data entry and retrieval duties of this position are addressed under a separate action. The remaining l responsibilities which include contractor oversight, license fee { management and some management information reporting will be j consolidated with the Management and Resource Analyst positions. This consolidation is possible due to decreased workload. 4 j Amount and type of savings (FTE, $, etc.) expected to be achieved and the i basis for the savings estimate i 1.9 FTE savings will be achieved. 1 FTE savings from word processing, 0.4 FTE savings from travel and 0.5 FTE savings from consolidation of management information, license fee and contractor i oversight duties. Discussion of impact on mission accomplishment No direct impact on mission accomplishment is anticipated; however, it is anticipated that reduced services may increase response times for requested services and increase the administrative burden on the technical staff. Careful management to ensure continuous coverage for travel services will be required. I 101 i

RV-7 Discussion of impact on interfaces with licensees, public, media, state and local governments, federal agencies, internal NRC interfaces Reduced depth in the travel area may result in periods when services are provided in a less timely manner due to absences of the assigned individual. This impact can be minimized with proper management control. l Discussion of impact on incident / emergency response l In the event of an emergency, deployment of a site team in a timely manner requires short turn around for travel arrangements. Management controls will have to be established to ensure that arrangements can be readily made even in the absence of the assigned individual. Discussion of employee impact (short-term and long-term) Two employees would be impacted by job abolishment or reassignment. The incumbent of the third affected position has announced her intent to retire. Define the degree to which regional performance standards will be changed The reduced level of services provided in the travel area may result in the need for longer lead times in order to make travel arrangements and/or delays in processing vouchers and claims. It is expected that this will result in some negative staff reaction. Headquarters Office / Program affected: Region V is the only organization affected. The Region V Regional Administrator supports this action. 102

RV-8 REGION V ITEM FOR EFFICIENCY CONSIDERATION Description of efficiency action - = Consolidate the current three branches within DRSS into two branches. Savings 1 FTE State how efficiency will be achieved (e.g., elimination, function transfer, = etc) and basis for suggested action - Because of the reduced workload within the Division resulting from the recent permanent shutdown of three Region V power reactor facilities and the recent termination of a number of materials licenses, the current three branches can be consolidated into two branches, thereby eliminating the need for one GG-15 supervisory position. l Amount and type of savings (FTE, $, etc.) expected to be achieved and the = basis for the savings estimate - Eliminate 1 GG-15 position. Net savings 1 FTE. Discussion of impact on mission accomplishment - Because of reduced workload the combination of 3 Branches into 2 will have no significant impact on mission accomplishment. There will be a moderate impact on management oversight and on flexibility in office coverage by managers. The grouping of NRR and NMSS programs into individual organizational units have advantages, for example, a more integrated oversight of specialty activities (rad. protection, emergency preparedness and security) at power reactors will occur. Discussion of impact on interfaces with licensees, public, media, state and local governments, federal agencies, internal NRC interfaces - There will be some reduction in ability to provide regional representation at counterpart meetings and other internal meetings. Also, there will be some reduction in the current level of management oversight of individual licensees. However, with the reduced workload in Region V the amount of oversight available will be consistent with that provided in the' larger Regions. 103 1 4 y ,e

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RV-8

• Discussion of impact on incident / emergency response -

There will be some reduction in depth of management availability in responding to events at the Base Team or Site Team. While this will not impact the Region's ability to muster a "First Response", it will lower the threshold for seeking outside response assistance to supplement any extended response. Discussion of employee impact (short-term and long-term) - One of the current DRSS GG-15 Branch Chiefs would have to be reassigned. Define the degree to which regional performance standards will be changed - Notwithstanding the reduced workload, the reduction from five management positions to four in DRSS will cause a reduction in program implementation oversight. However, the resultant supervisor / staff ratio would be consistent with that of the larger regions. l Headquarters Office / Program and/or Regional Office affected: - NRR and Region V will be affected. Based upon reduced workload in Region l V, both NRR and the Region V Regional Administrator support this action. j l 4 104 I l. I i .. ~

l RV-9 REGION V i ITEM FOR EFFICIENCY CONSIDERATION Description of efficiency action - Reduce the level of personnel assistant service and coverage and consolidate the training function with the DRMA secretary responsibilities. State how efficiency will be achieved (e.g., elimination, function transfer, = i etc) and basis for suggested action - The position which is 60% committed to providing personnel services will be eliminated. (The remaining 40% of responsibilities are addressed in the action to reduce travel services above.) Amount and type of savings (FTE, $, etc.) expected to be achieved and the basis for the savings estimate - 0.6 FTE savings will be achieved by reducing the level of service / coverage in terms of general assistant activities and consolidating training coordination with the DRMA secretary. Discussion of impact on mission accomplishment - Overall impacts on mission accomplishment should be negligible as a result of reduced workload in terms of staff size and recruitment activity. Some delays in providing services and responding to inquiries as a result of diminished coverage are likely. Discussion of impact on interfaces with licensees, public, media, state and local governments, federal agencies, internal NRC interfaces - Some time delays in terms of internal NRC interfaces may be experienced as a result of reduced coverage. l 1 l Discussion of impact on incident / emergency response - = None Discussion of employee impact (short-term and long-term) - = l One employee will be impacted as a result of job abolishment or reassignment. 105 t i l

RV-9

• Define the degree to which regional performance standards will be changed -

The principal impact in terms of regional performance will be reduced coverage to respond to employee and management inquiries. Reduced workload should make job accomplishment acceptable; however, timeliness will have to be carefully managed. Headquarters Office / Program affected: The Office of Personnel and Region V are affected by this action. The OP Office Director and Region V Regional Administrator support the action. l l i I i 106

i i l l i i l RV-10 REGION V ITEM FOR EFFICIENCY CONSIDERATION i Description of efficiency action - l Eliminate Region V, Deputy Regional Administrator. This efficiency action is not a result of the Option "0" Study, but has already been approved by the EDO. Nevertheless, it is addressed in this report since it represents an action that varies from the FY-95 baseline 1 i organization. The action involves elimination of the Deputy Regional Administrator position and consolidation of the functions with the Division Directors for their respective areas. The emergency response functions 1 will be consolidated with the Directors of DRSP and DRSS for their i respective areas. i 1 State how efficiency will be achieved (e.g., elimination, function transfer, etc) and basis for suggested action - Not evaluated by Study Group. l l 4 j Amount and type of savings (FTE, $, etc.) expected to be achieved and the basis for the savings estimate - a Not evaluated by Study Group. l Discussion of impact on mission accomplishment - i l Not evaluated by Study Group. I i 1 Discussion of impact on interfaces with licensees, public, media, state and ^ 3 local governments, federal agencies, internal NRC interfaces - 1 ] Not evaluated by Study Group. Discussion of impact on incident / emergency response - Not evaluated by Study Group. i Discussion of employee impact (short-term and long-term) - Not evaluated by Study Group. 4 I i 107 4 s ~.

RV-10 l Define the degree to which regional performance standards will be changed - Not evaluated by Study Group Headquarters Office / Program and/or Regional Office affected: - = Not evaluated by Study Group. The Office of NRR disagrees with the decision to eliminate the Deputy Regional Administrator, Region V because it would weaken the Region's ability to provide the expected senior level manager experience and expertise to respond to a significant plant event or incident. l 108

RV-ll REGION V ITEM FOR EFFICIENCY CONSIDERATION Description of efficiency action Accomplish the RV mobile lab (van) function by alternate means. Discontinue the use of the van and have independent verification samples analyzed by a contractor or one of the large regions. State how efficiency will be achieved (e.g., elimination, function transfer, etc) and basis for suggested action Region V proposes to modify the method with which it will administer the independent measurements portion of the routine reactor inspection program. Region V proposes to eliminate the region's current capabilities for performing the on-site (van) analyses of samples and have the samples analyzed by a contractor or one of the large regions. Region V will continue to perform the on-site verification of obtaining and splitting the sample by the licensee, will continue to review the results of the analysis, resolve any discrepancies and issue the inspection reports. Amount and type of savings ('FTE, $, etc.) expected to be achieved and the basis for the savings estimate Reduction of 0.3 FTE for support of the Mobile Lab equipment and performance of sample analyses. In addition, a monetary savings associated with the maintenance of the lab equipment, estimated to be approximately $19,000 annually, would be realized. Costs would be incurred for the analyses of the samples. Region V received an estimate of $185 per sample from a local vendor for the analyses. It is estimated that the number of samples to be analyzed for RV annually would be 40. This would amount to $8000 per year. It is also possible that one of the larger regions could perform this service for Region V. It is estimated that it would take about 30 minutes to analyze a sample or approximately 20 staff-hours per year. Region V also contacted Headquarters (for RESL data), Livermore, Lawrence Berkeley Labs and TMA Norcal to determine the estimated costs for analysis of samples. ) 109

RV-11 Discussion of impact on mission accomplishment There would be a negligible impact on the agency's mission. There would be some reduced ability to quantify the short-lived radionuclides in routine samples due to the decay associated with the transportation time of samples from the licensee to the analysis location. Methods to compensate for this could include having licensees analyze samples spiked with known quantities of the short-lived radionuclides. Discussion of impact on interfaces with licensees, public, media, state and local governments, federal agencies, internal NRC interfaces The impact on interfaces would be negligible. Discussion of impact on incident / emergency response There would be a time delay in the ability of the agency to place a mobile laboratory at the site should the necessity arise during an emergency. However, this could be compensated by utilizing DOE response capabilities located at Hanford, Livermore and Las Vegas. Discussion of employee impact (short-term and long-term) There would be no employee impact as this is currently being performed as a part time duty. Define the degree to which regional performance standards will be changed Regional performance standards will not be degraded. Only the analyses of samples would be transferred from the region. Performance of the verification of the sample split, resolution of discrepancies and issuance of the inspection report would continue to be performed by the region. Headquarters Office / Program affected: NRR and Region V. Frank Congel, Director DRSS/NRR agrees that this action could be implemented with negligible impact on the agency's mission.,Further, he believes that the analytical services could be supplied by the large regions. The RV Regional Administrator supports this action. 110

REGION V RV-12 ITEM FOR EFFICIENCY CONSIDERATION Description of efficiency action Contract out word processing, mail services, reproduction, filing and receptionist services. State how efficiency will be achieved (e.g., elimination, function transfer, etc) and basis for suggested action The staff positions responsible for performing the functions identified above would be eliminated. Ongoing services would be provided by contractor support. Amount and type of savings (FTE, $, etc.) expected to be achieved and the basis for the savings estimate 3.7 FTE savings (1 word processing, 1 mail / reproduction, I receptionist,.7 filing). The Division of Contracts estimates the dollar costs to contract out these services at a level of effort of 3.7 full time contractors would be approximately $197,000. Discussion of impact on mission accomplishment Given that the identified administrative services would still be available locally (they would simply be provided by contractors) no significant mission impacts are expected. Managers and technical staff may experience a slight reduction in the level of service in view of the fact that there will be less flexibility for DRMA support on any activities outside the scope of the Statement of Work. Discussion of impact on interfaces with licensees, public, media, state and local governments, federal agencies, internal NRC interfaces An NRC Support Services Project Manager will need to be established and staffed to provide for internal NRC interface and coordination with contractor staff. No impacts on external interfaces are anticipated. 111

RV-12 Discussion of impact on incident / emergency response The staff positions proposed to be eliminated are generally assigned console operator, communicator and runner roles during exercises and/or incidents. These responsibilities would have to be covered in the contract or assigned to a different segment of the staff. i Discussion of employee impact (short-term and long-term) Three current employees would be impacted in terms of job abolishment or reassignment. (A fourth employee would have been impacted,- but has recently resigned.) It is anticipated that one of these three could be absorbed in the remaining organization with reasonable retraining. Define the degree to which regional performance standards will be changed Providing that the Statement of Work is properly scoped and requires the contractor to have sufficient depth in terms of trained personnel to ensure adequate coverage, there should be minimal effect on regional performance of these services. All staff interactions will have to be channeled through the Project Manager. It should be recognized that in relying on contractors, contractual problems may result in disruption of service (s). In addition, backup to DRSP and DRSS secretaries will no longer be available from DRMA staff. Temporary service contractors will be relied on for this type of coverage. l Headquarters Office / Program affected: l The Office of Administration and Region V are affected. The Region V Regional Administrator and the Office of Administration support this action. l 1 l j 112 l

l 1 l l REGION V RV-13 ITEM FOR EFFICIENCY CONSIDERATION Description of efficiency action i Contract out data entry and retrieval activities currently performed l by the Computer Programmer Analyst. l State how efficiency will be achieved (e.g., elimination, function transfer, etc) and basis for suggested action Expand the scope of responsibilities of the data entry contractors to ) include pulling " canned reports" and performing ad hoc queries. Decreased data entry workload resulting from smaller staff and fewer facilities should make absorption of additional responsibilities possible without any increase in the current contractual level of effort. Services currently provided by Region V which would be contracted are estimated at 0.5 FTE. Amount and type of savings (FTE, $, etc.) expected to be achieved and the basis for the savings estimate 0.5 FTE savings from contracting the data entry and retrieval activities performed by the Computer Programmer Analyst. As noted above, due to reduced workload, in fact no additional contractual effort should be required. Nevertheless, the one-half man year worth of effort under the current contract costs approximately $22,000. Net saving 0.5 FTE. Discussion of impact on mission accomplishment l There will be negligible impact on mission accomplishment due to the reduced workload in the Region; however some increased time may be experienced for receipt of ad hoc management information from agency data bases maintained on HQ mainframe systems. I Discussion of impact on interfaces with licensees, public, media, state and l local governments, federal agencies, internal NRC interfaces No impact on external interfaces. Internal interfaces would be reassigned. Discussion of impact on incident / emergency response None. 113

RV-13 Discussion of employee impact (short-term and long-ters) = No significant impact since incumbent of affected position just announced retirement. Define the degree to which regional performance standards will be changed l There will be minimal impact on regional performance since duties will be contracted for and available locally. Headquarters Office / Program affected: None other than the Region V Office. The Region V Regional Administrator supports this action. 1 1 i 114

1 j 1 i l i i i i i i APPENDIX 8' f i EFFICIENCY ACTIONS EVALUATIONS 1 REGION IV 3 l i i i J I i j i f I

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I d el k 115 { . =..

RIV-1 REGION IV ITEM FOR EFFICIENCY CONSIDERATION Description of efficiency action - = Reduce sections in DRS from current number of 4 to 2 branches and reassign inspection staff to support combination of Maintenance and Engineering Sections into one branch, and Plan Support and Operation into the second branch. Reduce DRS administrative support by 1 secretary. State how efficiency will be achieved (e.g., elimination, function transfer, etc) and basis for suggested action - Because of the reduced number of inspectors in DRS in the FY-95 budget, eliminate the current DRS four Section alignment and reassign inspection staff within two DRS branches. Reduce DRS administrative support by one secretary who would be reassigned to other Region IV administrative duties. Amount and type of savings / costs (FTE, $, etc.) expected and the basis for the savings / costs estimate - Eliminate 1 GG-15 position. Reassign 1 GG-15 to direct inspection activities. Reassign 1 GG-7 position to administrative duties within Region IV outside DRS. Discussion of impact on mission accomplishment - No significant impact on mission accomplishment. There would be a moderate impact on management oversight and on flexibility in office coverage by managers. Discussion of impact on interfaces with licensees, public, media, state and local governments, federal agencies, internal NRC interfaces - There would be some reduction in ability to provide regional representation at counterpart meetings and other internal meetings. Also, there would be some reduction in the current level of management oversight of individual licensees. 9 Discussion of impact on incident / emergency response - There would be a reduction in depth of management availability in responding to events at the Base Team or Site Team. 117

l RIV-1 Discussion of employee impact (short-term and long-term) - Two individuals occupying DRS Section Chief GG-15 positions would have to be reassigned. One individual occupying an existing secretary GG-7 position would have to be reassigned within the region. Define the degree to which regional performance standards will be changed There should be only minimal change in regional performance standards. This would result from having one less level of management review and oversight of work products. Headquarters Office / Program and/or Regional Office affected - Region IV would be affected, i m t 118 l 'I

i RIV-2 REGION IV i ITEM FOR EFFICIENCY CONSIDERATION Description of efficiency action - Reduce the level of service in the travel area, reassign training j coordination to DRMA secretary and rely upon HQ OP for back up personnel processing. i State how efficiency will be achieved (e.g., elimination, function transfer, etc) and basis for suggested action - In Region IV the.5 FTE devoted to training coordination can not be reassigned to the DRMA secretary in other than a back-up role. Even if all functions contemplated for contracting out are actually contracted out, the DRMA secretary would be required to perform secretarial support to 15.20 FTE without backup. In addition, in such a reduced organization the secretary would be expected to serve as backup for travel and cashier. Personnel processing constitutes.5 FTE of the Personnel Assistant position (the other.5 FTE of the Personnel Assistant position is dedicated to training coordination). This function is already performed without on-staff backup so relying on HQ backup would not save FTE. In regard to the travel area, the only reduction to the current 1.6 FTE would have to be gained through reduction of travel services provided to the Region IV staff. We currently make travel arrangements (including travel authorization preparation) and audit travel vouchers for approximately 1,800 trips per year. The only area in which travel services could be reduced would be in auditing. Region IV currently audits 100 percent of all travel vouchers as compared to 10 percent sampling audits performed in HQ. If Region IV were to adopt a 10 percent sample audit policy we could save approximately.5 FTE. Amount and type of savings / costs (FTE, $, etc.) expected and the basis for the savings / costs estimate - .5 FTE could be saved by reducing the extent of travel voucher auditing. Discussion of impact on mission accomplishment - Believed to be none. 119

RIV-2 Discussion of impact on interfaces with licensees, public, media, state and = 1 local governments, federal agencies, internal NRC interfaces - N/A i Discussion of impact on incident / emergency response - None Discussion of employee impact (short-term and long-term) - A.5 FTE would eliminate the part time travel clerk position that assists in performing the travel arrangement and travel voucher function. i Define the degree to which regional performance standards will be changed Region IV experience has shown that 100 percent auditing of travel vouchers has improved the overall travel function by heading off problems. It brings consistency to travel claims. To reduce the degree of auditing would reduce the overall performance of the service. Headquarters Office / Program and/or Regional Office affected - = Region IV i l 0 120

i l l l RIV-3 REGION IV ITEM FOR EFFICIENCY CONSIDERATION Description of efficiency action - Reduce personnel services. State how efficiency will be achieved (e.g., elimination, function transfer, etc) and basis for suggested action - Eliminate.5 FTE of the Personnel Assistant position. Region IV currently-has 3.0 FTE devoted to the personnel function. With a reduction in staffing levels and therefore a continuing reduction in recruitment, the overall workload will be reduced. The aspects of the training function carried by the assistant (.5 FTE) can be picked up by the Personnel Officer and Personnel Specialist due to reduced work load in other personnel areas. Amount and type of savings / costs (FTE, $, etc.) expected and the basis for the savings / costs estimate - .5 FTE Discussion of impact on mission accomplishment - N/A Discussion of impact on interfaces with licensees, public, media, state and local governments, federal agencies, internal NRC interfaces - N/A l Discussion of impact on incident / emergency response - N/A Discussion of employee impact (short-term and long-term) - One employee would have to be reassigned, since the full time position would be abolished and replaced by a part-time position. l 121 l ..pMg,,,p.gfge-y.. ,..q_gy wf p-e +we 9e m Mdr-

l RIV-3 Define the degree to which regional performance standards will be changed Response times during periods of high activity would be reduced. Overtime would be increased to meet deadlines. Headquarters Office / Program and/or Regional Office affected - HQ may have to provide back-up during periods of absence on the part of remaining personnelists. l i 1 i 1 l l 122 l l

i RIV-4 REGION IV ITEM FOR EFFICIENCY CONSIDERATION Description of efficiency action - Accomplish the RV mobile lab (van) function by alternative means. Discontinue the use of the van and have independent verification samples analyzed by a contractor or one of the large regions. 1 State how efficiency will be achieved (e.g., elimination, function transfer, etc) and basis for suggested action - Region IV proposes to modify the method with which it will administer the independent measurements portion of the routine reactor inspection program. Region IV proposes to eliminate the region's current capabilities for performing the on-site (van) analyses of samples and have the samples analyzed by a contractor or one of the large regions. Region IV will continue to perform the on-site verification of obtaining and splitting the sample by the licensee, will continue to review the results of the analysis, resolve any discrepancies and issue the inspection reports. j Amount and type of savings / costs (FTE, $, etc.) expected and the basis for the savings / costs estimate - The 0.3 FTE budgeted for this program in Region IV would be saved. J (Additionally, over $24,000.00 in needed equipment upgrades would be saved, in addition to the need to replace the vehicle for the mobile lab.) Discussion of impact on mission accomplishment - There would be no significant impact on mission accomplishment. The mobile lab would be available (on call) for reactive inspections and to support NRC emergency response activities. Discussion of impact on interfaces with licensees, public, media, state and local governments, federal agencies, internal NRC interfaces - Impact would be negligible. Discussion of impact on incident / emergency response - The impact would result from the time delay inherent in having the van based in a different region. However, the DOE Federal Emergency Radiological Monitoring and Assessment Center (FERMAC) capability could offset this impact. 123

RIV-4 Discussion of employee impact (short-term and long-term) - No employee impact would be felt, as Region IV has not yet replaced the recently retired staff member responsible for this program. Define the degree to which regional performance standards will be changed Regional performance standards would remain unchanged. This program historically has not provided significant safety / performance insights. Headquarters Office / Program and/or Regional Office affected - l NRR and Region IV. NRR (Frank Congel) has agreed with this. proposal in concept. The Region IV Regional Administrator supports this option. I l l l 1 124 l

I RIV-5 REGION IV ITEM FOR EFFICIENCY CONSIDERATION Description of efficiency action - Contract out: (1) word processing, (2) mail services, distribution 1 (reproduction), (3) filing, (4) telecommunications, and (5) receptionist services. State how efficiency will be achieved (e.g., elimination, function transfer, etc) and basis for suggested action - The staff positions responsible for performing the five functions identified above would be eliminated. Services would be provided by contractors. Amount and type of savings / costs (FTE, $, etc.) expected and the basis for the savings / costs estimate - 5.0 FTE savings would be gained: two mailroom/ distribution / reproduction; one telecommunications; one receptionist; Region IV eliminated its filing positions and its word processing positions as part of earlier staff reductions. These functions are performed via "part time" efforts (plus overtime efforts not counted towards FTE savings) on the part of several clerical employees. The part time efforts or the part of several employees adds up to approximately 1 FTE for filing and word processing. If the majority of the clerical staff were to be eliminated by implementing this option, the capability to perform the word processing and filing functions would be lost and would have to be regained by contractor support. Based on our analysis of "part time" contributions plus overtime efforts our estimate is that to perform the four clerical functions via contractor support would require a level of effort equal to 5.5 (1.0 word processing, 2.0 mail services; 1.5 filing (1.0 main file room and.5 materials file room]; 1.0 receptionist.) Using figures provided to RV by the Division of Contractors, the estimate of dollar costs for this contractor support would be $292,836 ($53,243 per contractor year of effort.) In addition, the cost of a full service and maintenance agreement for the AT&T telephone switch and related phones and hardware is estimated to be $20,400 per year. The contract costs in the clerical areas would appear to be substantially greater than the current salary expenses. For example, the 3 FTE involved in the mail services and receptionist functions are two GG-5's and one GG-3. Using Step 5 of each grade for calculation purposes would equate to a total of $58,119 in salary for the three employees as compared to $159,729 for three contract support FTE (2.7 times the expense). The expense of 125

RIV-5 employee benefits would partially reduce the difference. The contract cost in the telecommunications area would also appear to be substantially higher since the annual salary of the incumbent of the position is $21,128 per year but only about 1/2 of his efforts are devoted j to telecommunications (the remainder is in general building operations and serving as back up to the mail and reception functions). 1 Discussion of impact on mission accomplishment - Dependent upon flexibility and success of contract. Discussion of impact on interfaces with licensees, public, media, state and local governments, federal agencies, internal NRC interfaces - i Internal NRC interfaces would be modified in that other NRC technical and administrative staff could not deal directly with contract employees in providing job assignments, but rather all communications would channel through the project officer. There might be an expense for remodeling the current office space to create a separate space for the contractor support personnel to be grouped together to function as an administrative services center. Discussion of impact on incident / emergency response - Clerical functions necessary for incident response could be handled through contract employees if the contract so stipulates. Discussion of employee impact (short-term and long-term) - Four current employees would be directly impacted by job abolishment or reassignment. In the specific instances involved, none of the four could i relocate to HQ or to another Region even if offered an assignment. Define the degree to which regional performance standards will be changed If the contract is written to provide the same degree of flexibility in the i use of the contractor support staff as we derive from the statement in all our position descriptions that says " performs other duties as assigned," the impact should be minimal regarding day to day administrative support. However, the degree to which administrative support will be affected over the long-term is more of a concern. j 126

1 RIV-5 In the long-term, the " corporate" knowledge of how to perform these 1 functions will be lost. Employees currently in the DRMA ranks serving as management analysts or as technicians have worked their way up through the ranks and have performed many of these functions in doing so, i Consequently, when an employee in the clerical ranks leaves the Region, i knowledge still exists to perform the function on an "as needed" basis and to train replacements. Once this function has been performed solely by contractor employees for an extended period of time, this capability will be lost. Additionally we currently have the ability to use rotational assignments of clerical employees to familiarize those employees with the technician functions so that a knowledgeable applicant pool is available upon turnover in the technician ranks. This knowledgeable applicant pool i will be lost. The degree to which these factors could impact DRMA support capability is difficult to determine. 4 In regard to the applicant pool, knowledgeable contract employees could perhaps be available for hire. The loss of corporate knowledge is of greater concern. For the file, word processing, and reception functions, the concern is lessened because the region can perform in the short-term without these functions should a contractor fail to perform. The training of temporary or other contractor personnel in these areas can be accomplished in a matter of two or three days to produce at least a basic ability to perform the function. The mail room function, however, takes several months of training to successfully perform the full range of duties. If there were to be a contractor failure, the Region could not even function in the short-term without the mail room services. Thus immediate back up would be required from another region or from HQ where knowledgeable personnel exist. 4 Headquarters Office / Program and/or Regional Office affected - = Headquarters employees may have to be relied upon to fill vacancies for interim periods in the technician or analyst positions and in the mail room positions should the contract fail. 127

RIV-6 REGION IV ITEM FOR EFFICIENCY CONSIDERATION Description of efficiency action - Eliminate computer support function by eliminating the Computer Programmer Analyst position and Office Automation Assistant. l State how efficiency will be achieved (e.g., elimination, function transfer, a etc) and basis for suggested action - Contract out Computer Programmer Analyst and Office Automation Assistant function. Amount and type of savings / costs (FTE, $, etc.) expected and the basis for the = savings / costs estimate _- 1.7 FTE could be saved (1.0 Computer Programmer Analyst, GG-ll and.7 Office Automation Assistant, GG-8). The Division of Contracts and Property Management has advised that this function could be contracted out and contractor effort would be required. Contract services are more expensive than employee salaries and benefits. An estimate for cost of such contractor effort based on a current contract would be approximately $100,000 per year. l l Discussion of impact on mission accomplishment - i The impact on the mission accomplishment should be negligible but is dependent upon the flexibility and success of the contract. l Discussion of impact on interfaces with licensees, public, media, state and l local governments, federal agencies, internal NRC interfaces - l External interfaces are a minimum, with NIH and outside repair personnel I being the primary external contacts. Internal interfaces involve problem solving with the various computer systems controlled by HQ's personnel. At times, these could impact other regional personnel to a great extent. Discussion of impact on incident / emergency response - None 128

k RIV-6 Discussion of employee impact (short-term and long-term) - = Employee impact would mean eliminating the two positions. The employee filling the Computer Programmer Analyst position is presently eligible for early retirement, but she would take a reduction in her retirement pay and she does not desire to take this reduction. However, since the position would be abolished, the individual would be terminated under discontinued service retirement. The employee filling the Office Automation Assistant position is not eligible for discontinued service retirement and could not accept a i reassignment to HQ or another region. However, she will be eligible for optional retirement in August of 1994 with a minimum retirement annuity 1 under FERS. She does not wish to take retirement under such conditions. However, since the position would be abolished, the individual would be terminated under the appropriate retirement authority. Define the degree to which regional performance standards will be changed - The requirements for special reports in order to perform analyses and for reprogramming of regional tracking systems to support data requirements placed upon the region will continue to exist. A contractor would have to obtain in a timely manner all of the l specialized knowledge necessary to support our requirements in our maze of computer systems. This affects the reports regarding utilization of l FTE, and financial and technical analysis. Headquarters Office / Program and/or Regional Office affected - The Regional Office may be affected in our timely response to requested actions by other program offices. l l f I 129 l l .. u _.___:.. ;c r.

'M A a -e e -.aswm m >- aa e4s.ou, ,e,,+a y s, APPENDIX 9 REGION V EMPLOYEE SUBMISSIONS L l 1 l 131

1 JULY 29, 1993 NOTE TO: KEN PERKINS FROM: DAVE CORPORANDY

SUBJECT:

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From: Louis C. Carson (LCCI) To: RAS 1, JHR1 Date: Thursday, July 22, 1993 11:17 am

Subject:

OPTION O PROPOSAL FOR DRSS/FRPB REGARDLESS OF THE N+1 PROGRAM, AND THE THOUGHT THAT NRR IS CONSIDERING THAT CURRENT RESIDENT INSPECTORS PERFORM RAD. CONTROLS INSPECTIONS. I PROPOSE THAT DRSS/FRPB FTEs ( 0 OPTION)BE ALLOCATED AS FOLLOWS: 1 FTE IN RICHLAND, WA TO HANDLE WNP-2, SIEMEN, TROJAN, AND ANY OTHER RAD l EVENT (IE. NMSS) THAT COULD OCCUR IN THE NW(OR,WA,&AL). 1 FTE AT PVNGS 1,2,3; UNIV AZ 1 FTE AT SONGS 1,2,3; G.A., & ROCKWELL 1 FTE AT RV TO HANDLE DC, RS, GE, & DECOMISSIONING FACILITIES RAD CON INSPECTORS WILL AUGMENT OTHER REACTIVE INSPECTIONS AROUND THE REGION, IF HQ DOES NOT PROVIDE HELP. THIS PROPOSAL SAVES: FTE, TRAVEL 5, DIE, & THE MISSION. l 136

1 l r i APPENDIX 10 i REGION IV EMPLOYEE SUBMISSIONS t l l 137-i r.,

OR EfC UNITED STATES NUCLEAR REGULATORY COMMISSION REGION IV f 611 RYAN PLAZA DRIVE, SulTE 400 AR LINGTON, TE XAS 760118064 l MEMORANDUM FOR: Samuel J. Collins, Director, Division of Reactor Safety, RIV FROM: George L. Constable, Chief, Plant Support Section, DRS, RIV

SUBJECT:

Evaluation Of Efficiencies Achievable In Operation Of The Region IV and Region V Offices (RN 0118). On hearing about the efficiencies of operation that Region Y has proposed, I became concerned because the organizational structure proposed by Region V was strikingly similar to the organization that existed in Region IV in the early 1980's. Region IV's organizational structure was changed significantly due to perceived management failures during the mid 1980's. I would not like to i see us go back to an organizational structure that could be so easily overloaded. I believe the major cause cf that management failure to be a workload issue. It is very difficult for regional managers to say no to program office expectations when resources are strained. It is easy to reduce FTE in the name of efficiency, but it is hard to measure i the loss of depth in NRC management oversight when werk load changes, and it is impossible to foresee how this lack of depth will impact decisions when the agency is challenged with an exigency. If challenged, a smaller organization could get in trouble. An important part of the root cause of the Region IV management failures has j been resolved in that the depth, in terms of numbers of managers and supervisors has improved; however, the fundamental issue of how to properly set priorities for NRC's heavy work load remains a matter of shared judgement and is a daily challenge. We must retain the depth to make these judgments. I am concerned because, at present, we seem barely able to keep up with the work load. As you know, the inspection staff is concerned about the way we schedule inspections because they feel that they often do not have enough time to properly prepare. Also, the core inspection procedures assigned to my section (64704 - Fire Protection and 40500 - Self Assessment) have not, in my view, been budgeted the amount of inspection hours to enable the staff to draw the conclusions necessary to support the SALP process. Continued management oversight is needed if we are to improve scheduling and properly evaluate the amount of inspection effort needed. 139

> 1 1 I think it would be a mistake to significantly reduce our staffing, because of the direct impact it would have on our mission and our ability to respond to l emerging safety issues. George L. Constable, Chief Plant Support Section Division of Reactor Safety Region IV l l 1 i l l l 140 l l +w y. r- -,, - ~, -e., ,.-,.,-e ,e, -. +. -,. e v.., -e+ u.-+ w e e, ~ w,-... - ~,. - - -,, w

July 28,1993 1 NOTE TO S. Collins i FROM: J. Pellet j

SUBJECT:

RIV EFFICIENCIES Below are some off-the-cuff suggestions where we could probably save resources by being more efficient, with a brief discussion of pros and cons as I see them. We could save 5 FTE and still accomplish our normal mission. However, I believe such an organization would make it very difficult to meet event like the Cooper response this weekend, much less something more serious, without interrupting normal activities at other sites. I do not understand how RV can meet their emergency response obligations with the staffing levels I've seen for the future -- I am not sure we can. Administrative Travel claim processing could be done in headquarters. When added to the workload already there, our claims would be more efficiently handled. The only drawback would be slower payment. This should not be burdensome since NRC Diner's Club cards are available and do not require payment until after NRC pays the traveller. The same could be considered for major purchasing efforts. This could save up to 1 FTE. SINET/MIPS technical support could be placed under existing resource management or information management, if it is created. This function fits well in an information management organization, with the possibility of increased support from interaction with other information specialists. This could save up to 2 FTE. Reactor Proarams The region could eliminate the team leader position or combine it with the DRS Technical Assistant. We do not use a team leader full time and could borrow one from HQ or other regions. This could save 1 FTE. ) N+1 resident for good performers could be eliminated. We handled event at all performers with 2 people for -15 years adequately. Since we have 3 dual unit sites, this could save 1-2 FTE. j 1 Since DRS is down to -14 inspectors for FY94, we could eliminate one Section Chief position. This could save 1 FTE. l With the growth in DRSS due to the incorporation of URF0, DRSS activities related to power reactors (EP, HP, security) could move to DRS. Increased efficiency should save 1-2 FTE. The role of a full time allegation coordinator in a small region with no construction or startup activities may be unnecessary. Stable operating workload should be estimable and could result in this function being combined. The same could be said for the Regional Counsel. This could save 1 FTE. 141

a pR MOO UNITED STATES / g NUCLEAR REGULATORY COMMISSION [ j REGION IV f 611 RY AN PLAZA DRIVE, SUITE 400 o, AR LINGTON, TEXAS 760118064 g, - 61993 MEMORANDUM FOR: Blaine Murray, Chief Facilities Inspection Programs Section FROM: Wes Holley, Radiation Specialist Facilities Inspection Programs Section

SUBJECT:

UTILIZATION OF THE MOBILE LABORATORY FOR DECOMMISSIONING ACTIVITIES In response to Mr. Milhoan's RN 0118. " Evaluation of Efficiencies Achievable in Operation of the Regions IV & V Offices," I would like to present my views that might possibly save some FTEs from being eliminated. As you know, I have been involved with decommissioning activities for the past few years. During these activities, the Commission has contracted with Dak Ridge Institute of Science and Education (0 RISE) to perform the final confirmatory surveys after the licensees have completed their final surveys. We, also, engage ORISE to perform various surveys which includes analyses of soil, water. air, vegetation, scoping and preliminary surveys, and other related tasks. In the last few years, we have expended approximately S150.000 for ORISE's activities concerning the decommissioning of Pathfinder the research reactors at the Universities of Texas and Kansas, and preliminary survey at the Kerr-McGee Cushing site. In the next few years, we will contract to ORISE a lot of work for the decommissioning activities of Ft. St. Vrain, Cushing, Fansteel, and the Brigham Young University research reactor. If the merging of Regions IV and V becomes a reality, more work will be contracted with ORISE which may include a power reactor decommissioning. I have become more familiar with the capabilities of the mobile laboratory, since I have joined your section, and I believe that the region could do with the mobile laboratory the activities that we are contracting to ORISE. There are several advantages for the region doing this work, but the most important are the more efficient use of the mobile laboratory and the saving of a FTE or more. This utilization of the mobile laboratory should be considered by Region-IV. ~,Q Wes Holley, Radiation Specialist Facilities Inspection Programs Section 142

l i i Caro Bartley ISSUES: } ANALYSIS: i FTE SAVINGS, COST SAVINGS / INCREASES ASSOCIATED WITH TRAVEL, j TRANSPORTATION, RELOCATION, ADMINISTRATIVE SUPPORT i 1. To establish a travel office capable of in-house airline ticketing, etc. This could be initiated by negotiating with American Airlines to utilize their Sabre system to book flights, hotels and rental cars; thus, j consolidating travel plans into one place, accessible to all NRC travel offices. 2. Use more contractors in order to save OT payment. (A contractor i could be used at the reception area or to perform administrative j support duties, such as typing, filing, etc.) i 3. The number of section chiefs should be in direct proportion to the number of inspectors. j !NTERFACES WITH LICENSEES, PUBLIC, MEDIA, STATE AND LOCAL - l GOVERNMENTS, FEDERAL AGENCIES, AND INTERNAL NRC INTERFACES. i 1 i l INCIDENT / EMERGENCY RESPONSE i i } 1 EMPLOYEE IMPACTS, BOTH SHORT TERM AND LONG TERM i 4 i DEGREE TO WHICH REGIONAL PERFORMANCE STANDARDS WILL BE CHANGED. t I j 143 i I --.1

t APPENDIX 11 EFFICIENCY ACTION EVALUATIONS FOR THOSE SUGGESTIONS NOT RECOMMENDED FOR IMPLEMENTATION WITHIN EITHER REGION IV OR REGION V AS PART OF OPTION O l

145

1 REGION V ITEM FOR EFFICIENCY CONSIDERATION Description of efficiency action - Eliminate Regional Counsel position. State how efficiency will be achieved (e.g., elimination, function transfer, etc) and basis for suggested action - Eliminate regional position and have Headquarters OGC perform support activity with no increase in FTE. Amount and type of savings (FTE, 9, etc.) expected to be achieved and the basis for the savings estimate - 1 FTE Discussion of impact on mission accomplishment - Regional staff would need to consult with OGC instead of Regional Counsel on all legal issues, including those involving enforcement, employee conduct, F0IA, personnel, third party discovery requests, and contracts. Due to technical staff's lack of familiarity with OGC organization and personnel, requests for legal advice initially could be misdirected or be unnecessarily delayed, or take more time to focus on important legal issues. IG Report OlG-89A-13 reviewed the Regional Counsel program. The Report noted that: All the NRC staff we interviewed stated that the Regional Counsel function was important and provided very useful services,... [ including] a decline in travel to the Regions by OGC attorneys. One such area mentioned was for hearings. The Regional Counsel can usually prepare witnesses for testimony so that the Hearings attorneys do not have to travel to the Regions for witness preparation. The Regional Counsel can also line up meetings and research information that is needed from the Region that OGC staff attorneys would otherwise have to travel to the Region to obtain. Another benefit mentioned was that Regional Counsel can identify legal problems that the regional staff may not recognize, such as in the area of conflict of interest. It was also stated that the Regional Counsel provides a regional perspective and is a good legal intermediary between the Regional Offices and OGC. The IG concluded that " Regional Counsels provide a valuable, and in the eyes of some Regional Administrators, indispensable service to the Regional 147

J Administrators and regional staff." In addition to the above, Regional Counsel provides legal advice and counsel as a participant in Enforcement Boards, Enforcement Conferences, Allegation Review Boards and in connection with Severity Level IV and V enforcement actions. Discussion of impact on interfaces with licensees, public, media, state and local governments, federal agencies, internal NRC interfaces - 1 Essentially no impact. Discussion of impact on incident / emergency response - No impact. Discussion of employee impact (short-term and long-term) - The Region V Regional Counsel position would be eliminated and the person 4 currently occupying this position would have to be relocated to Headquarters or another Region. Define the degree to which regional performance standards will be changed - Since there would be no local presence of Legal Counsel, routine activities would not be reviewed for legal concerns and routine legal involvement in j personnel actions, enforcement actions, and other activities would not occur. Headquarters Office / Program and/or Regional Office affected: - = OGC and Region V are affected. Lawrence Chandler (0GC) believes there would not be one full FTE of savings with this option in that OGC would have to add some amount of FTE to pick up the workload, and that certain functions could not, as a practical matter, be routinely performed, for example, attendance at Enforcement Boards, Enforcement Conferences and Allegation Review Boards, review of Severity Level IV and V enforcement actions, and early involvement in personnel actions and routine ethics matters. The travel involved, the diversion of attorneys from other obligations and need to assure timely actions would limit OGC's ability to provide such services except in the more significant matters. He believes that if Option 0 is selected, the preferred option in this case is to combine the Regional Enforcement Officer / Allegation Coordinator position with the Regional Counsel position for a net savings of one full FTE. The Region V Regional Administrator agrees with Mr. Chandler's evaluation. i 148 i 1

Reason This Action is Not Beina Recommended by the Study Group for implementation as Part of Option 0 The Study Group evaluated this suggestion and determined that since some level of legal counsel service was required in Region V, it could best be provided by reducing the level of effort of the Region V Regional Counsel from 1 FTE to 0.5 FTE and consolidating the Enforcement Officer / Allegation Coordinator functions with the Regional Counsel function for a net savings of 0.5 FTE. Since the total elimination of the Regional Counsel function within a regional office is a generic type issue affecting all five regional offices, the Study Group recommends this suggestion be referred to the Optimization of Regional Organization and Functions Study Group for their evaluation. 1 l 149

(--. 4 2 REGION V j ITEM FOR EFFICIENCY CONSIDERATION Description of efficiency action - Combine Public Affairs Officer and State Liaison Officer functions in one individual. State how efficiency will be achieved (e.g., elimination, function transfer, etc) and basis for suggested action - Reduce State Liaison function from 1 FTE to 0.5 FTE because of lack of workload. Have the Public Affairs Officer perform the 0.5 FTE State liaison activity which would in turn reduce the amount of time available for Public Affairs activities by 50%. Amount and type of savings (FTE, $, etc.) expected to be achieved and the basis for the savings estimate - By having the Public Affairs individual perform both functions a net savings of 1 FTE could be obtained. Discussion of impact on mission accomplishment - There would be reduction in the amount of Public Affairs activity currently being conducted in the Region V area. There would be essentially no impact on the State Liaison mission in that current workload only requires about 0.5 FTE. Discussion of impact on interfaces with licensees, public, media, state and local governments, federal agencies, internal NRC interfaces - There would be impact on interfaces with licensees, public, and the media in that current Public Affairs activities would be reduced by about 50%. Discussion of impact on incident / emergency response - There would be some impact on emergency response in that during an emergency the assigned individual would have to cover Public, Affairs activities and some other individual would have to be assigned the State liaison function. This impact could be minimized with proper management controls. 150

Discussion of employee impact (short-term and long-term) - The person currently occupying the State Liaison position would have to be reassigned. Define the degree to which regional performance standards will be changed - i There would be some reduction in Public Affairs activities since this overall activity would be reduced by 50%. Public Affairs Officer would have to be trained and become proficient in the State Liaison Program. j Headquarters Office / Program and/or Regional Office affected: - Office of States Programs, Office of Public Affairs, and Region V. Joe Fouchard, Director, Public Affairs, believes the Public Affairs Officer in Region V is currently being fully utilized and he is against reducing the amount of Public Affairs coverage on the West Coast. Mr. Fouchard also believes that it would be extremely difficult for the Public Affairs i Officer to have a dual responsibility such as State Liaison work. The Region V Regional Administrator believes the State Liaison function should be reduced by 0.5 FTE because of reduced workload. However, he does not believe this function should be performed by the Public Affairs Officer. He believes it would be more appropriate to realize a 0.5 FTE ) savings by having the State Liaison Officer assigned 0.5 FTE of inspection j workload. Shelley Schwartz, Deputy Director, State Programs, does not believe that the Public Affairs Officer would be effective in the performance of State liaison activities. Mr. Schwartz believes a more effective approach would be to reduce the State Liaison Officer's FTE to meet the workload and then assign the State Liaison Officer sufficient inspection activities to fully utilize his time. Reason This Action is Not Beina Recommended by the Study Groun for Implementation as Part of 00 tion 0 The Study Group determined, with input from the Deputy Director, Office of State Programs and the Region V Regional Administrator, that due to the decreased workload in Region V, the level of effort of the State Liaison Officer could be reduced from 1 FTE to 0.5 FTE without significant impact on mission accomplishment. However, input from the Director, Office of Public Affairs and the Region V Regional Administrator, indicates that the current level of effort of the Region V Public Affairs Officer could not be significantly reduced without significant impact on the Region V Public Affairs program. 151

In consideration of the above, the Study Group recommends that within Region V the State Liaison Officer function be reduced to a level of effort of 0,5 FTE to match the existing workload, and consolidate other work activities such as RAC and emergency preparedness inspection activities with the current work performed by the State Liaison Officer. This recommended action has been previously addressed in this report. Since the question of whether the level of effort of the Public Affairs function could or should be reduced within a regional office is a generic issue affecting all five regional. offices, the Study Group recommends this question be referred to the Optimization of Regional Organization and Functions Study Group for their evaluation. 152

3 REGION V ITEM FOR EFFICIENCY CONSIDERATION Description of efficiency action - = Realignment of Materials and State Agreements programs to more effectively use current staff and possibly reduce one supervisory staff. State how efficiency will be achieved (e.g., elimination, function transfer, etc) and basis for suggested action - Reassign Utah and Idaho (Option A), or Utah, Idaho, Montana and North Dakota (0ption B) to Region V from Region IV. Status Ouo 00 tion A Ootion B HRC Materials licensees Region IV 720 620 520 Region V 245 345 445 Agreement States Region IV 9 8 7 Region V 5 6 7 Amount and type of savings (FTE, $, etc.) expected to be achieved and the basis for the savings estimate - 00 tion A) - The additional 100 licensees in Region V would improve Region V efficiency by increasing the workload to a level which is more consistent with the larger regions. Additionally, airline connections to the Salt Lake City / Boise regions are better from Region V than Region IV. This would decrease travel time and thereby increase available inspection time. This increased inspection time is estimated at I to 3 hours per trip depending on location. Further, trained materials inspection staff is already available in Region V. This option may alleviate the cost of relocating Region V staff elsewhere in the agency but would necessitate the transfer of the associated Region IV technical staff to Region V. An additional advantage to this realignment is that since Utah is an Agreement State, it would change the number of Agreement States in Region IV and Region V to 8 and 6, respectively, allowing for a more improved, efficient oversight with the more balanced workload. (Note: However, the efficiency gained by reducing the Region V RSLO budgeted level of effort, 0.5 FTE would have to be revisited for both regions.) Option B) - There is a little, but not significant, advantage in accessibility to Montana and North Dakota from Region V. There is already trained inspection staff available in Region V and Region V could absorb all four states without an increase in management but would necessitate the transfer of the associated Region IV technical staff to Region V. The 153 i

E i additional 200 licenses in Region V would result in a licensee /FTE ratio that is more consistent with the larger regions and a workload close to Region IV. In addition, this option would result in 1 FTE savings. The corresponding reduction in materials licenses in Region IV would allow for the reduction in NMSS sections from 3 to 2 thereby eliminating one GG-15 Section Chief. The Agreement State brv % ' under this option would be seven in Region IV and seven in Region V a. < eg for improved performance with a balanced workload. Discussion of impact on mission accomplishment - There may be a little, but not sigr nt, improvement in the efficiency of the materials program implementt ,ecause of the closer proximity of Riqion V. i Oversight of the Agreement States would become more consistent and efficient because of an equalization of the workload between the regions with the same regional resource distribution. Discussion of impact on interfaces wi+h licensees, public, media, state and local governments, federal agencies, 3rnal NRC interfaces - There would be no impact except that the states would have to get used to a new region. Discussion of impact on incident / emergency response - There would be a slight improvement because of the closer proximity to Region V. Discussion of employee impact (short-term and long-term) - These options may alleviate the necessity of two to five Region V staff relocations. However, the impact of transfer and relocation of staff is shifted to Region IV and would have to be determined. Define the degree to which regional performance standards will be changed - There should be an increase in Region V management and support staff efficiencies. Headquarters Office / Program and/or Regional Office affected: - NMSS, OSP, Region IV, Region V. 154 1

Bill Brach of NMSS stated, after discussion with Bob Bernero, that NMSS feels that this is a matter worthy of evaluation but offered that realignment of regional boundaries be referred to the Regional Optimization Review. Any realignment of the States would also need to address the inspection of uranium recovery licensees which is centralized in region IV (i.e., URF0 program activities). They feel that the materials program in the four subject states can be successfully implemented from either region. Shelley Schwartz of OSP stated that equalizing the Agreement States workload between the regions has a distinct advantage. Reason This Action is Not Beino Recommended by the Study Group for Imolementation as Part of Ootion 0 Since the thrust of this suggestion appears to be more toward the realignment of regional boundaries and redistribution of workload between Regions IV and V, the Study Group recommends that this suggestion be referred to the Optimization of Regional Organization and Functions Study Group for their evaluation. l F 155 l

.=-.. =.. - _ ~.. - - RIV/RV REALIGNMENT OPTIONS / Alaska OPTION A OPTION B 9 9 ( // 2 e WA MT ND i } ID ( ~ y UT CURRENT RV C w r E 4 J H I h awall 4 T O Guam 1 O T RV FY 95 Chairman's Handout Option 0 Option O(A) Option O(B) MATERIALS PROGRAM RI RII RIII RIV RV Materials licenses 2415 900 2444 720 245 245 345 445 Lic:nses/FTE 62 38 63 27 22 49 53 56 Lic:nses/ Inspector 109 54 104 53 35 65 77 81 Supsrvisors/ inspectors 0.32 0.27 0.28 0.41 0.62 0.25 0.22 0.20 Licenses / Supervisor 340 200 370 129 56 260 348 401

l l l I l l APPENDIX 12 EXAMPLES OF MANAGEMENT FLEXIBILITY FOR REGION V i l 157

APPENDIX 12 l Examples of Management Flexibility for Region V The Region V Administrator believes that the 13 efficiency actions could be implemented in Region V in a manner that would continue to meet the current Region V Operating Plan comitments. Further, he believes that the impact of implementing the 13 efficiency actions is manageable, but would require NRC management to provide some flexibility. Examples of the types of flexibility that would be necessary are discussed below: a. Emergency Response (1) The Region V organization under Option 0 would have adequate depth to muster and dispatch a "first team" response. However, in a prolonged event, backup from another region or headquarters to fill the second shift and any supplemental positions would be necessary. This backup would include the Director of Site Operations position, in the event of a Federal Response Plan activation. This backup function should be institutionalized by AE0D and NRC management. A backup region should be identified and a plan for familiarization of at least key potential responders should be developed and implemented. As a further backup measure, Region V would maintain a roster of NRC managers with prior Region V experience that could be called upon in 159

an emergency, e.g., Jack Martin, Roy Zimerman, Al Chaffee, Ed Butcher. To assure the continuation of the ability to provide a "first team" response, Region V would periodically review its ability to staff the response organization to assure there are adequate numbers of the right people. (2) The NRC's Emergency Response Plan requires that, in the case of a radiological emergency at a licensed nuclear facility where the Federal government responds (e.g., DOE, FEMA, HHS, etc.) a Director of Site Operations (DS0) will be appointed. According to the plan, the candidates for DSO are the Regional Administrators and Deputy Regional Administrators or Headquarter's managers. In Region V, the Regional Administrator plans to consolidate this deputy function with the Director of the Division of Reactor Safety _ and Projects for power reactors, and with the Director of the Division of Radiation Safety and Safeguards for fuel cycle facilities and materials to provide flexibility in the event of an emergency that results in a Federal response. Further flexibility would be provided by familiarization of the backup regions' Regional Administrator and Deputy Regional Administrator. In addition, Jack Martin has excellent familiarity with Region V sites and could provide backup to'the DSO positions. 4 5 NRC management should recognize the Regional Administrator's proposal to provide flexibility in filling the DSO position in the event of a Federal response. 160

AE00 should incorporate the above discussed flexibility actions in their planning. The NRC management should recognize that the resource impacts of site familiarization which would primarily be travel cost and some management time have not yet been developed for the backup region. b. Participation In DETs/IITs And Other Special Efforts l l The Region V organization under Option 0 would provide limited opportunity for SES managers to participate in DETs/IITs or other special efforts out of the region. For a Region V SES manager to participate in such activities, to assure adequate office coverage, it would be necessary to rotate an SES manager from headquarters or another region to Region V. NRC management should recognize the need for maintaining SES coverage and the developmental opportunity to rotate SES managers to Region V when putting Region V SES managers on special assignments. c. Level of Representation By Region V At Headquarters And Counterpart Meetings The number of managers and SES in Region V is reduced untier Option 0. Program offices occasionally request regional management representation at 1 a specified level to attend meetings on given subjects. Region V's ability to respond to such requests at the specified level would occasionally not be possible. In those situations, Region V would participate at a level that is appropriate to the Option 0 Region V organization, eg. there would I be situations where a Branch Chief would attend instead of an SES manager. 161

NRC management should recognize that Region V's ability to participate in meetings would be limited and at times would not be at the management level j requested, but would be at a level that is appropriate to the Region V Option 0 reorganization. d. Frequency Of Conducting Press Conferences The Option 0 reduces the Region V staff and managers available to meet the i commitments of the current Region V Operating Plan. Region V reactor sites j has decreased to four. Based on the current day-to-day working relationship with the press in Region V and the experience in conducting press conferences over the past year and a half, Region V would conduct press conferences semi-annually i rather than quarterly and achieve adequate press coverage of the region. NRC management should accept Region V's proposal to conduct press conferences on a semi-annual basis. 162

4 APPENDIX 13 I NRR VIEW ON REGIONAL STAFFING FLEXIBILITY 1 i l \\ l 163 i l l 1 L

i puco S UNITED STATES 5 ~' NUCLEAR REGULATORY COMMISSION ( * * " *,[ WASHINGTON, D.C. 2056MKC1 September 1, 1993 MEMORANDUM FOR: James H. Sniezek Deputy Executive Director for Nuclear Reactor Regulation, ) Regional Operations and Research FROM: Thomas E. Hurley, Director Office of Nuclear Reactor Regulation

SUBJECT:

REGIONAL STAFFING FLEXIBILITY This memo is to provide NRR views on the proposal to eliminate the Deputy Regional Administrator (RA) position in Region V. For several reasons, including my own experience as a Regional Administrator for four years, I believe the elimination of the Deputy Regional Administrator position would have a negative impact on the reactor safety program. If it were'important to reduce the SES positions in Region V, I would suggest considering the Deputy Director of DRP rather than Deputy RA position. I. Looking a few years beyond the current circumstances and individuals involved, the proposal to eliminate the Deputy RA position would create a Region that would not be a full participant in vital NRC safety activities (DET, IIT, counterpart meetings and task forces). The draft proposal to cobble together an ad hoc arrangement to handle emergency responses will not, in my judgment, be viable over time and is an extreme response to a problem that can and should be avoided altogether. I believe NRC would wind up utilizing more senior management resources over time to compensate for what I believe would become to be seen as a Region somewhat outside the mainstream of NRC activities. 2. When I need to communicate with a Region on a safety or policy issue, it is very important for me to talk with an RA or Deputy RA to get the broad perspective I'm seeking. This is not to say that Division Directors are not capable people (on the contrary, they are the future leaders of NRC), but they do not have the same broad perspective today that a Deputy RA has. Ask any Division Director who has stepped up to a Deputy RA position. 3. We should view a Deputy RA position as a means for developing candidates for an RA or other position in NRC. In summary, I believe the gain in eliminating this one position of Deputy RA would be strongly outweighed by the negative impact over time on NRR's program and indeed on NRC's interests. E Thomas E. Murley, Directo Office of Nuclear Reactor Regulation 165 -}}