ML20059L584
| ML20059L584 | |
| Person / Time | |
|---|---|
| Issue date: | 10/29/1993 |
| From: | Selin I, The Chairman NRC COMMISSION (OCM) |
| To: | Gore A PRESIDENT OF U.S. & EXECUTIVE OFFICES |
| References | |
| NUDOCS 9311170172 | |
| Download: ML20059L584 (21) | |
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October 29, 1993 CHAIRMAN j
i The Vice President United States Senate Washington, D.C.
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Dear Mr. Vice President:
l On behalf of the Nuclear Regulatory Commission, I want to compliment your task force on the Report of the National Performance Review.
The_ report and its recommendations e
provide many bold yet achievable measures that can: reshape and improve government.
We are pleased to be able to report that the NRC already had underway some of the recommendations in the National Performance Review and that we are in the process of imple-l menting more of them.
I have enclosed for your information
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an article on the NPR that I prepared and circulated to all NRC employees and a detailed discussion of ongoing NRC l
activities related to the NPR Report.
sincerely, l
w Ivan Selin
Enclosures:
As stated 150030 9311170172 931029 i
PDR COMMS NRCC CORRESPONDENCE PDR e
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Ask tho Chtllrman x
Ask the Chairman A Letter to Emp oyees Concerning t7e Vice Presic'ent's Stucy In this column I usually wait for an employee to ask a question before I try to answerit, but this month it is obvious that the question on the minds of many at NRC is how we match up with the recommendations of the recently released report of Vice President Al Gorr.'
In short, I think that the answer is, pretty well, but with quite a bit of qualification.
This study,in my opinion,is an extraordinary effort to get to the bottorn of what it takes to make our government work better.
For those ofyou unfamiliar with the repon and the work that led up toit,let me give you a little background. Lst Spring, hesident Clinton asked Vice President Gore to head the intensive six-month National Perforrnance Review, with a goal of doing just what the report title says - creating a governtnent that works better, with secondary emphasis on costing less. The Vice President gathered experienced Federal workers and organized thern into teams to examine Federal agencies and common issues, such as personnel, procurement, and budget policies. The chaner of the National Perforrnance Review was to focus on how govemment should work, not what it should do. The Gore Repon spells out the Review's findings and recornmendations, and its first page ends with the pirdiction: "Ifimplemented, these recommendations will revolutionize the way the federal government does business. They will reduce waste, eliminate obsolete functions, improve services to taxpayers and create a smaller but more productive government." It is to be followed up with more detailed back-up material, analyses, and case studies.
Better, more effective govemment, is the goal of the study. In fact, the cost-savings recomrnendations of the Report are clearly a concession to the current tight-budget atmosphere and are less central than the steps designed to help us I
serve the public better.
Funberrnore, the work appears to me to be remarkably devoid of panisan ideas. It does not argue for Bigger Govemrnent nor for Smaller Government,just for Better Government, doing a betterjob on its current missions.
Of course, it also contains some challenging recommendations, and it depends in very great pan on Congress' sharing the authors' point of view,without giving Congress much of a reason or a blueprint for changing its ways. Nevenheless, I find the breadth, ambition, and common sense of the repon quite impressive, and I think that we cenainly should see how we measure up.
The repon states that it is based on four principles:
1.
Cut red tape, which means moving frorn prescriptive to perfonnance-based managernent.
2.
Put the customer first; in our case, the custorner is both the general public and the regulated comrnunity.
3.
Empower employees to get results.
Continued on Page 4
' From Red Tape to Results, Creating a Government That Works Bener and Costs Less; Report of the Nationa!
Performance Review.
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September 1993 KMC e
Ask the Chairman Ask the Chairman Continued from Page 3 i
4.
Cut back to basies, which means abandon the obsolete, climinate duplication, cut costs, and collect more rnoney, which for us means user fees.
I believe we are already doing rather well in implementing these principles, especially 1,2, and 4, but there is more we can do in each of these areas.
lets take a look at each of them - and what we are doing - in a little more detail.
The Repon's first chapter, Cutting Red Tape, deals mainly with streamlining the budget and procurement process, decentralizing personnel pol % ecorienting the inspector general function, climinating regulatory overkill, and ernpowering State and locC governments. As an excepted agency, NRC already is able to make many ofits own recruitment, hiring, and cornpensation decisions. However, we will be reviewing intemal personnel policies and directives to determine what further modifications may be needed. The Report also suggests that the function of the Inspector General be broadened beyond finding waste, fraud, and abuse to include making positive suggestions on improving managernent control systems. In this regard, we have already asked the IG for, and received, several management reviews ad audits.
All of us at NRC can be pleased with the fact that over the past several years we have done a lot to eliminate regulatory overkill. I'm pleased to note that our guiding principles have been that all regulatory burdens must be justified and that our regulatory process rnust be efDcient. To this end, we've adopted a one-step licensing process, we've developed a technical specification improvement program, wc*re examining the way we prioritize license change requests, and through our Regulatory Review Group we've taken a comprehensive look at changes in regulations and practices on the rea ctor side that would give licensees rnore flexibility in plant operation, reducing operating costs while maintaining a comparable level of safety. We have not done as much yet to extend thir effort to the rnaterials side.
With regard to ernpowering State and local govemments, the NRC Agreement State program has been an exemplary rnodel of a State and Federal relationship. To the extent that the law allows, NRC has relinquished certain regulatory authority to twenty-nine States to permit State regulation of byproduct, sortce, and special nuclear materials. In addition, several States have agreernents with us for perforrning low level radioactive waste inspections and limited inspections at reactor sites in accordance with the Boiler and Pressure Vessel Code of the American Society of Mechanical Engineers. We have also taken steps to improve inter-agency coordination of regulations by entering into Memoranda of Understanding with the Environmental Protection Agency and the Food and Drug Administration.
1 Chapter Two, Purring the Curtomer First, encourages agencies to view the individuals and organizations with whorn they regularly interact as custorners,just as private business would. Although many of the topics addressed in this chapter are not specifically related to a regulatory agency,I believe we are nevertheless in tune with the spirit of the Chapter and that we have come closer to achiesing the objectives of this Chapter than many others in the report. The Corntnissioners have repeatedly stressed how critical it is to the future of nuclear energy that we act and make our decisions in an open atmosphere that will engender public confidence in our actions. The NRC has conducted a Regulatory Impact Survey of reactor licensees to determine utility views on the effect of the large number of NRC regulatory initiatives and requirements imposed after the accident at Three Mile Island. As a result of this cornprehensive survey, the NRC made a number of changes in its organization and regulatory practice. We intend to extend this to the materials side, and also to systematically integrate consideration of regulatory irnpact on licensees
- operations into the regulatory prograrn.
In attempts to put the customer first, we have been taking steps to ensure that we are responsive to the public at large by condocting a number of workshops in a wide variety ofregulatory areas, including A greement State ' compatibility,"
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september 1993 NRA C 4
Ask the Chairman Ask the Chairman 2.206 petitions, whistle-blower protection, the design-basis threat, and the enhanced participatory rdemaking effon on decornmissioning. %e resuhs of these public workshops have been very positive, and we should continue to do more.
De third Chapter, Empo wering Employces to GetResults, is the area in which I see our progress as the least impressive.
One of the specific steps cited is Enhancing the Quality of Worklife, and the Repon says that the President will soon issue an executive order requiring compressed / flexible time, pan-time, and job-sharing schedules. Many of you know that we have had programs in these areas for quite some time. We also help pay for commuting costs for those who use mass transit and will soon have exemplary child development and physical fitness /weilness centers on site. Rat's the very bright side.
On the other side, this Chapter also talks about decentralizing decisionrnaking power, holding ernployees/ top management accountable for results, and giving Federal workers the tools they need to do theirjobs. Frankly I'd like to see us do rnore in these areas. We need to eliminate unnecessary layers of rnanagement and consolidate the many small subunits throughout the a gency that are inefficient and too narrowly focused. Too rauch effon goes into reviewing work generated by others. By making this change, our agency will not only become more efficient, but our employees should derive greaterjob satisfaction by being more di. ectly responsible for their work product. I rnight add that Equal i
Employment Opponunity is another area that needs a lot more work as well.
As a former businessrnan, I am panicularly interested in one other section of this Chapter, Gite the Federal Workers the Tools They Needro Do TheirJobs. We do very well with making training available to people, and we are currently stressing financial rnanagement training, but, despite the great expansion of computer resources in the past several years, I know that our information technology systems still don't meet the needs of the users. We will find ways to do betier in this area.
I Sorne of our licensees might take issue with one pan of the final Chapter of the Repon, Curring Back to Basles. Rat j
pan is entitled Collecting More. Here are quite a few of our licensee who would like to see us collect less! As you know, in accordance with existing statutes, NRC collects 100 percent ofits budget in license fees. His Chapter also addresses such topics as Eliminating What We Don *r Need - we're restructuring RegionsIV and V, closing the Uranium i
Field Recovery Office in Denver and looking at centralization of certain functions at Headquaners that now are the responsibility of the Regions; Investing in Greater Productivity - we're trying with the expansion of our computer systerns, but we have a long way to go; and Reengineering Programs To Cut Costs - we have some managers eager to expand to electronic governrnent to make such processes as filing applications and exchanging information faster and easier.
Since the issuance of the Gore Repon, the President has issued several Executive Orders aimed at implementing some of the Repon's findings. Each of these orders requests that independent regulatory commissions and agencies comply with its provisions. One deals with customer senice standards; our implementation of the spirit of this one will be different than other agencies because our true custorners are all the people of the Nation, whose heahh and safety we are charged to protect. ne second calls for the climination of half of each agency's intema! regulations over the next three years, and the third calls for streamlining the executive branch Federal work force. Specifically that order calls for cutting the Federal work force by 12 percent by fiscal year 1999, reducing the percentage of managers and supervisors, and reducing overcontrol and micrornanagement. nese orders are all steps in the right direction, and we will do our best to comply with them.
As I said above, we have a lot to do, but overall we don't do badly. Re NRC may not be perfect, but it is one of the j
best-run Federal agencies, and we can all take pride in that. And in that same spirit, we can kok at the goals of the Gore j
Report, and look at ways we can make a good agency even better.
Doyou have a questionfor the Chairman 7 Sendit, signed or unsigned to Ask the Chairman, MailStop 16G15, USNRC, Washington. DC 20555. A 5
Septemter 1993 NRA C
SLRNIARY OF ONGOING 15tC ACTIVITIES 2
RELATED TO THE KATIONAL PERFORMANCE REVIEW REPORT Relevant recommendations in the following chapters of the NPR Report have been addressed by the NRC.
Chapter 1 CUTTING RED TAPE o
Decentralizing Personnel Policy o
Streamlining Procurement o
Eliminating Regulatory Overkill o
Reorienting the Inspectors General o
Empower State and Local Governments Chapter 2 PUTTING CUSTOMERS FIRST o
Giving Customers a Voice--and a Choice o
Making Service Organizations Compete Chapter 3 EMPOWERING EMPLOYEES TO GET RESULTS o
Decentralizing Decommissioning Plan o
Hold All Federal Employees Accountable for Results o
Give Federal Workers the Tools They Need to do Their Jobs o
Enhance the Quality of Worklife o
Form a Labor-Management Partnership o
Expert Leadership CHAPTER 4 CUTTING BACK TO BASICS o
Eliminate What We Don't Need o
Collecting More o
Reengineer Programs to Cut Cost NRC ACTIVITIES REULTED TO THE NATIONAL PERFORMANCE REVIEW
NRC has developed a practice over the past years of periodically assessing its programs. NRC identified numerous initiatives that were ongoing or planned which supported the theme of the National Performance Review (NPR). These and other NRC policies which relate to the NPR Report recommendations are described below.
CHAPTER 1 -- CUTTING RED TAPE I.
Decentralizing Personnel Policy NPR ACTION: The Office of Personnel Management (OPM) will deregulate personnel policy by phasing out the 10,000 page Federal Personnel Manual and all agency implementing directives.
NPR Action: Agencies should be allowed to design their own performance management and reward systems, with the objective of improving the performance of individuals and organizations.
NRC: As an excepted agency, NRC is exempt from some OPM regulations, but has traditionally followed the broad policies of the Federal Personnel Manual. The agency uses its excepted status in recruitment, hiring, and compensation to support the personnel needs of its mission.
Like competitive service agencies, NRC is bound by veterans' preference, leave administration, performance management, and retirement 4
statutes, and follows OPM guidance in these areas.
t The agency has decentralized the delivery of many personnel services, making them more responsive to managers' needs.
The agency will be reviewing its internal personnel policies and directives to determine what modifications are needed.
II.
Streamlining Procurement NPR Action: Simplify the procurement process by rewriting Federal regulations -- shifting from rigid rules to guiding principles.
NPR Action: The General Services Administration (GSA) will delegate significantly more authority to federal agencies to purchase information technology, including hardware, software, and services.
NPR Action: GSA will simplify the procurement pr: cess by allowing agencies to buy where they want and by testing a fully
" electronic marketplace."
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NPR Action: Allow agencies to make purchases under $100,000 through simplified purchase procedures.
NPR Action: Rely more on the commercial marketplace.
NRC:
Initiative: Reinventing the Procurement System The NRC plans to establish a "reinvention laboratory" directed toward improving the procurement system at this agency. -The NRC will be seeking OMB approval to independently manage its i
total procurement function in accordance with the dictates and objectives of current laws without oversight of agencies such as GSA. With this authority, the agency will be able to make independent business judgments consistent with the goals and
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objectives of the agency. This will allow for more efficiency l
by tailoring procurement strategies, time frames, and source selections to mission needs and circumstances.
I STATUS:
The NRC has reviewed existing statutes, developed a list of procurement steps that are clearly required by statute, and contacted the Gore Task Force to determine what other agencies are planning reinvention laboratories. Discussions have been held with the following agencies that are planning reinvention laboratories: the National Aeronautics and Space i
Administration and the Departments of Labor, State, Commerce, and Interior. On October 6, 1993, NRC sent a letter to GSA requesting an exemption from all Federal Information Resources Management Regulations for a period of two years.
In addition, discussions have been held with OMB, SBA, and DOL regarding possible exemptions to regulatory requirements. By December l
15, 1993, the NRC plans to select the test case procurements and implement the process.
6 In addition to the above, the following two NRC initiatives which relate to streamlining procurement are discussed under Chapter 4, "Reengineer Programs to Cut Costs."
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Alternative Approach to Small Federal Information Processing Resource Acquisitions C
Improving the NRC Commercial Acquisition Process through the Use of Business Process Reengineering 3
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Reorienting the Inspectors General NPR Action: Broaden the focus of the Inspectors General from i
strict compliance auditing to evaluating management control systems.
NRC: The NPR report recomends that IGs broaden the focus of their work from strict compliance auditing to evaluating management control systems. While some audits, such as the financial statement audits required by the CFO Act, are necessary and compliance oriented, the Comission agrees there is a danger of oyer doing this type of work. As a result, the NRC IG has adopted a planning policy whereby the majority of its audit work will consist of performance evaluations involving expr.nsive, high risk, safety related activities.
Moreover, the IG's work will be aimed at helping agency managers not ely improve the efficiency and effectiveness of their operations through the establishment of sound management controls, but will also assess the agency's capacity for achieving stated performance goals and objectives.
For example, on-going work in the information management area is looking at efficiency and effectiveness issues as well as the agency's capacity to achieve stated performance goals and objectives. Similarly, in reviewing NRC's oversight of safety-related parts used in comercial nuclear reactors, the IG is evaluating the effectiveness of NRC's inspection process for ensuring that suppliers and licensees have established effective management control systems to prevent the use of substandard parts. Finally, the IG has issue <1 a report which requires the use of performance measures to assess the agency's i
capacity to oversee one of its more important safety areas -
medical misadministrations.
IV.
Eliminating Regulatory Overkill NPR Action: The President should issue a directive requiring all Federal agencies to review internal government regulations over the next two years, with a goal of eliminating 50 percent of those regulations.
NPR Action:
Establish a process by which agencies can more widely obtain waivers from regulations.
NRC: While NRC has done an extensive review of its regulations that apply to its licensees, it has not yet comenced a review of its internal regulations and management directives. The agency will undertake such a review shortly.
Although not covered by the NPR report, the NRC is looking at ways to reduce the regulatory burden on licensees while maintaining adequate public health and safety. The NRC 4
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believes that by streamlining its regulations, improved safety and lower costs can be achieved.
The Executive Director for Operations established a Regulatory l
Review Group which conducted a review of power reactor regulations and related processes, programs, and practices with special attention placed on the feasibility of substituting i
performance-based requirements and guidance for prescriptive requirements and guidance.
Streamlining NRC Regulations 1.
High Cost / Low Safety Significant Licensing Issues NRC prioritizes its reviews of proposed license changes based on their safety significance. Consequently, proposed changes with low safety significance may not receive timely review even though the cost to utilities may be high. NRC is considering options to expedite review of these proposed changes so that unnecessary costs do not adversely affect other safety
'l programs. The primary benefit will be that licensees will be able to make cost effective changes to their operations more rapidly with a net expected increase in safety.
I STATUS:
The Cost Beneficial Licensing Actions (CBLAs) task force has been meeting with licensees and other NRC task forces on l
regulatory requirements marginal to safety since May 1993.
It has been investigating how CBLAs are being handled in NRR and how licensees' proposed changes in general may be more efficiently handled. The goal is to ensure that the proposed changes will be properly prioritized and scheduled. A report with recommendations, including possible future organizational or process changes, will be submitted to the NRR Office i
Director during the fall of 1993.
2.
Review Operating Nuclear Power Plant Regulations and Regulatory Processes to Eliminate Unnecessary Barriers to the Implementation of Cost Effective Practices by Utilities The task is to identify those regulations and practices where changes would provide more flexibility for utilities to reduce costs in plant operation while maintaining a comparable level of safety.
Potential savings in the annual operating cost for a nuclear power plant are estimated to be 1% to 3%. The savings will be seen by the public through the rate setting process in each state.
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I This issue is contained in the Regulatory Review Group (RRG)
Report which was issued on August 20, 1993. A Commission f
meeting to discuss the RRG findings will be scheduled in January 1994.
3.
Elimination of Regulatory Requirements that are Marginal to the Safe Operation of Licensed Nuclear Power Plants, Fuel Cycle and Medical Facilities l
The NRC has adopted as a fundamental principle that all i
regulatory burdens must be justified and its regulatory process must be efficient. The initiative to review burdensome l
regulations involves seeking public comment on regulatory requirements that provide marginal safety benefit yet impose a significant cost or regulatory burden. Decreasing the prescriptiveness of regulations will allow licensees to determine how to meet performance requirements which will stimulate self-initiative and result in a positive impact on safety.
Industry estimates are that modifications to l
requirements in an area such as quality assurance could save at least $1 billion a year.
l STATUS:
4 The NRC has approved some of Virginia Power's requests to eliminate regulations considered marginal to safety. Virginia Power has reported that it will realize considerable savings (about $11.2 million) with NRC's approval to end a control room design program, about $2 million on Regulatory Guide 1.97 variable P250 isolation, about $190,000 per year with the elimination of an auxiliary feedwater pump inspection, about
$170,000 per year with the elimination of an inside recirculation spray pump inspection at Surry, about $750,000 by revising the type A test schedule at North Anna 2, and about
$200,000 with the cancellation of the 1993 emergency planning i
j annual drill at North Anna.
4.
Revision of the Guidelines for Preparing Regulatory Analyses NRC conducts regulatory analyses to ensure that the NRC's decisions which impose burdens on licensees are based on adequate cost / benefit information. The ultimate objective of this regulatory process is to ensure that all regulatory burdens are needed, justified, and minimal to achieve the regulatory objectives. The revision to the guidelines will address consideration of the NRC safety goal, improved quantification of benefits, and interest / discount rates.
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STATUS:
The NRC has revised the guidelines for preparing regulatory analyses which will go through the full rulemaking cycle, i.e.,
public coment, office review, Advisory Committee on Reactor Safeguards and Committee to Review Generic Requirements review.
They were sent out for public comment in September 1993. The expected completion date for the rulemaking cycle is December 1994.
5.
Review Options for Changes in the Regulation of Medical Radiation Protection NRC regulates by-product radioactive materials by authority of the Atomic Energy Act. States regulate other radioactive material not covered in the Atomic Energy Act.
Recent events have raised questions of whether Federal and State regulations provide an adequate margin of protection of public health and the rights of those who may be put at risk by radiation treatment. Therefore, the NRC is conducting a review of options for the regulatory control of medical uses of nuclear material s.
NRC and the Congress will have a basis for assessing whether to maintain the current regulatory regime for medical uses of radioactive materials or to make legislative or regulatory changes. These changes may improve inter-agency coordination of regulations to reduce unnecessary regulation and red tape.
STATUS:
The Office of Policy Planning completed its review of options for changes in the regulation of medical radiation protection and forwarded it to the Commission on September 3, 1993. On September 16, 1993, the NRC provided Congress with a preliminary report on the issues involved in assessing whether to maintain the current regulatory regime for medical uses of radioactive materials or to make legislative or regulatory changes.
6.
Technical Specifications Improvement Program (TSIP)
The nuclear industry and the NRC studied the question of whether improvements were needed to the existing nuclear power plant operating guidelines (called Technical Specifications).
Two studies concluded that many improvements were needed in the scope and content of technical specifications. The development of improved Standard Technical Specifications (STS) was undertaken to enhance safety by making the technical specifications clearer, easier to use, and more 7
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focused on safety. Four Nuclear Steam Supply System (NSSS) vendor owners' groups completed improved STS. A licensee that converts to the improved STS will reduce its reporting and record keeping burden because many reporting requirements of the current technical specifications are not required in the improved STS.
STATUS:
In September 1992, Revision 0 of the Improved STS was issued for trial implementation.
In 1993, volunteer " lead plants' representing the major nuclear steam supply system (NSSS)
Owners' Groups began implementing the improved STS. This effort will continue through 1995.
Implementation of and improvements to the new STS will continue in accordance with the Comission's Final Policy Statement on Technical Specification Improvements for Nuclear Power Reactors.
NPR ACTION:
Improve inter-agency coordination of regulations to reduce unnecessary regulation and red tape.
NRC: The NRC has Memoranda of Understanding with the Environmental Protection Agency and the Food and Drug Administration.
EPA _ Interface: The NRC and the EPA share responsibilities for reguiating radionuclides in the environment under a variety of Federal statutes. The importance of the interface between the agencies has grown considerably within the last five years as nuclear activities regulated by NRC have increasingly come under dual regulation by both EPA and NRC.
STATUS:
On March 16, 1992, NRC and EPA signed a Memorandum of Understanding (MOU) that provides a basic framework and guidelines for improving cooperation between the agencies in protecting public health and safety and the environment on issues related to radionuclides in the environment.
Specific efforts are underway to resolve program issues involving regulation of high-level waste, low level waste, radioactive and hazardous mixed waste, air emissions of radionuclides, uranium mill tailings, groundwater protection, drinking water, medical waste, and decomissioning.
In addition, as a general matter, the agencies are currently exploring ways to harmonize risk goals and to develop mutually agreeable apprcaches to risk assessment.
4 FDA Interface:
I STATUS: On August 26, 1993, NRC and the U. S. Department of Health and Human Services, Food and Drug Administration (FDA) signed a Memorandum of Understanding (M00). Under this MOU, the NRC and FDA will coordinate existing NRC and FDA regulatory programs for medical devices, drugs, and biological products utilizing byproduct, source, and special' nuclear material.
Under the terms of the MOU, the two agencies agree to establish day-to-day contacts for exchange of information, assist each other in the investigation of incidents or complaints involving products of mutual regulatory concern; provide technical assistance to the other agency with respect to investigations; share information concerning new technology and methods under development or review; offer each other the opportunity to comment on regulations, policies, and communications to manufacturers, operators, licensees, or patients; and allow participation by the other agency in advisory committees which advise on issues related to the MOU.
NPR ACTION: Reduce the burden of congressionally mandated reports.
NRC: At the request of the Senate Government Affairs Committee, the NRC reviewed reports to Congress to determine 4
which ones might be eliminated. The NRC provided its recommendations to Congress on October 1, 1993.
V.
Empower State and Local Governments NRC:
Agreement States Program l
2 Section 274b. of the Atomic Energy Act of 1954, as amended, allows the NRC to enter into agreements with the states and relinquish to the states the regulatory authority over byproduct, sourca and special nuclear materials in less +.han critical quantities. Twenty-nine states have entered into these agreements.
National Association of Regulatory Utility Commissioners The NRC has established a continuing dialogue with the National Association of Regulatory Utility Commissioners (NARUC) on issues associated with nuclear power plant safety and economics (i.e. economic performance incentive programs and plant license renewal) and spent nuclear fuel storage and disposal.
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Cooperation with the States Section 2741. of the Atomic Energy Act of 1954, as amended, allows the NRC to enter into agreements with the states "to perform inspections or other functions on a cooperative basis as the Comission deems appropriate." The NRC has 2741.
agreements with the State of Illinois and the Comonwealth of Pennsylvania for performing low-level radioactive waste (LLW) inspections and is presently negotiating a similar agreement with the State of New Jersey.
In addition, the NRC has an l
agreement with Illinois for American Society of Mechanical Engineers Boiler and Pressure Vessel Code (ASME Code) inspections.
The NRC also has agreements with the States of Oregon and Illinois which allow for state resident inspectors at nuclear power plants in those states and allows states to observe NRC inspections of nuclear power plants under the Comission's policy on " Cooperation With States at Commercial Nuclear Power Plants and Other Nuclear Production or Utilization Facilities."
CHAPTER 2 -- PUTTING CUSTOMERS FIRST I.
Giving Customers A Voice - And A Choice NPR Action: The President should issue a directive requiring all Federal agencies that deliver services to the public to l
identify and survey customers, and provide customer service equal to the best in business.
NRC: The NRC is already surveying its licensees and will l
continue to obtain feedback from the industry on the impact of l
NRC regulatory programs and activities.
In 1989, the NRC conducted a Regulatory Impact Survey of reactor licensees to l
determine utility views on the effect of the large number of NRC regulatory initiatives and requirements imposed after the accident at Three Mile Island Unit 2.
As a result of an earlier survey in 1981, the NRC made a number of changes in its organization and regulatory practices.
1 In late 1992, NRC surveyed nine fuel cycle and major materials licensees to determine their perceptions of the effectiveness and cost of NRC regulations on the safety and safeguards effectiveness of their facilities. The results were presented to the Comission in SECY 93-130, " Regulatory Impact Survey for Fuel Cycle and Materials Licensees," May 13, 1993.
Based on the survey, the staff is developing a plan for Comission j
l review to systematically integrate consideration of regulatory 1
impact on licensees' operations into the regulatory program.
The staff also intends to survey additional materials licensees on this subject in 1994.
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In response to the Commission's desire to provide for the early and comprehensive input from affected interests on important
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public health and safety issues, the NRC has initiated enhanced participatory rulemaking to establish the radiological criteria for the decommissioning of NRC-licensed facilities.
Public workshops have been held throughout the country to encourage the broadest range of public participation. The proposed rule resulting from this process is due in the spring of 1994.
I The NRC is also reviewing its 10 CFR 2.206 process, which involves citizen petitions for action against licensees, to determine if we can enhance the effectiveness and credibility 3
of the process. Another review is being conducted to see how the agency can be more responsive to the concerns raised by Whistleblowers.
In addition, the NRC has held numerous public workshops to keep the public apprised of NRC activities in a wide variety of regulatory areas, including Agreement State " compatibility",
the design basis threat, citizen petitions for action against licensees, and Whistle-blower protection. We will continue to conduct such workshops.
II.
Making Service Organizations Compete NPR Action: By the end of 1994, the Federal Accounting Standards Advisory Board will issue a set of cost accounting standards for all Federal activities. These standards will provide a method for identifying the true unit cost of all government activities.
NRC: The NRC is developing a plan for evaluating and recommending the use of cost center concepts to improve NRC financial management, including identification of the true cost of programs and activities, to support license fee allocation.
CHAPTER 3 -- EMPOWERING EMPLOYEES TO GET RESULTS I.
Decentralizing Decisionmaking Power NPR Action: Over the next five years, the executive branch j
will decentralize decisionmaking and increase the average span of a manager's control.
NRC: The NRC's Executive Director for Operations (EDO) has requested that certain headquarters offices undertake an organizational review covering such areas as overlap of functions and organizational structure.
Recommendations are due to the EDO by the end of October 1993.
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In addition, the NRC has evaluated operational efficiencies achievable through consolidation of our Region IV (Arlington, Texas) and V (Walnut Creek, California) offices, and developed a proposal to reduce supervisory levels. A follow-on study of operational efficiencies at the other three regions is in the planning stages.
II.
Hold All Federal Employees Accountable for Results NPR Action: All agencies will begin developing and using measurable objectives and reporting results.
NRC: The Chief Financial Officers Act requires agencies to provide for systematic measurement of performance and to report 4
annually on that performance as part of the audited financial statement. The NRC reported on 18 of 19 performance measures in its first audited financial statement for FY 1992. Per l
Commission direction, the staff has also developed standards 5
and implementing methods for the performance measures.
Additional measures were requested for high-level waste and 4
state programs and will be forwarded to the Commission shortly.
All inclusive performance measures for all agency activities still need to be developed consistent with the Government Performance Results Act of 1993.
III.
Give Federal Workers the Tools They Need To Do Their Jobs NPR Action: The Federal government will upgrade information technology training for all_ employees.
NRC: The Office of Information Resources Management, in conjunction with the Office of Personnel, is training the NRC r
staff in the effective use of workstation equipment and i
software at the Information Technology Services Training Laboratory.
NPR Action: The executive branch will create a coherent financial management system, clarify responsibilities, and raise the standards for financial officers.
NRC: The NRC is currently in the process of upgrading its financial management system. A financial management training course is now being offered.
j NPR Action: The administration will develop a strategic plan for using information technology throughout the Federal government.
i NRC: The NRC has developed an Information Technology Strategic Plan.
This strategic plan is the basis for the agency's i
Information Technology Program Guidance and activities in NRC's 1
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Five Year Plan. The Strategic Plan and the Information l
Technology portions of the NRC Five Year Plan will be submitted to OMB to satisfy information technology planning requirements in OMB Circular A-130.
NPR Action: Eliminate narrow restrictions on employee training to help develop a multiskilled workforce.
NPR Action: The Administration will grant agencies the flexibility to finance training needs.
NRC: Training is a high priority at NRC, and funding has not been a restriction. Statutory restrictions on training are few and provide sufficient flexibility to serve NRC needs.
Further decentralization of procurement authority within the agency will speed the process of, and increase flexibility in, the selection of learning institutions or contractor course providers.
IV.
Enhance the Quality of Worklife NPR Action: The Federal government will update and expand family-friendly workplace options.
NRC: The NRC currently participates in compressed work schedules, flexitime, part-time employment, job sharing, leave donation, and has a work-at-home policy in place for circumstances of incapacitation or personal hardship. The NRC l
will also have an on-site child care center and a physical i
fitness facility in its new headquarters office in Rockville, MD.
l NPR Action: The President should issue a directive committing i
the administration to greater equal opportunity and diversity in the Federal workforce.
{
NRC: The NRC has an active EE0 program geared to hiring, developing and retaining a diverse workforce. The NRC has an active recruitment program focused on attracting a highly l
qualified applicant pool representative of the racial, ethnic, and gender mix of the U. S. workforce population.
EE0 advisory committees have regular and active dialogue with NRC management on issues related to recruitment, training, and career i
advancement. These discussions include semi-annual EE0 briefings to the full Commission.
Emphasis has been placed 'on individual development plans, rotational assignments, mentoring, and supervisory and SES candidate development programs. All of these initiatives are in place to support the training and development activities that can broaden career advancement opportunities for the entire staff, with special emphasis on women and minorities, bringing about diversity in the workforce.
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I
V.
Form a Labor-Management Partnership NPR Action: The President should issue a directive that establishes labor-management partnership as an executive branch goal and establishes a National Partnership Council to help implement it.
NPR Action: The National Partnership Council will propose the statutory changes needed to make labor-management partnership a reality.
NRC: The agency endeavors to work with the union in the implementation of personnel policies and practices, and improvements in the working conditions of its employees, and in the resolution of specific issues and problems arising in the workplace. The agency and the union have established a joint Labor Management Relations Committee, which meets every six months to exchange views on general items of interest.
VI.
Expert Leadership NPR Action: Every Federal department and agency will designate a chief operating officer.
NRC: The Executive Director for Operations is the NRC senior official responsible for the day-to-day operations of the Commission, including his assignment as Chief Financial Officer.
1 CHAPTER 4 -- CUTTING BACK TO BASICS I.
Eliminate What We Don't Need NPR Action: Within 18 months, the President's Management Council will submit to Congress a report closing and consolidating Federal civilian facilities.
NRC: The NRC has already taken initiative in this area by deciding to close the Uranium Recovery Fuel Operations Office (URFO) in Denver, Colorado, in the summer of 1994. The Commission has also decided to consolidate Regions IV and V.
Recentralization of the Operator Licensing Function Currently, the Regional Administrator for each of'the five regions is responsible for administering the operator licensing 3
program.
In response to claims that the regionalization of the operator licensing function has resulted in inconsistency in the development and administration of operator licensing examinations, the NRC is commencing a study to assess the size and scope of the problem as they affect examination 14 0
consistency, quality and efficiency, as well as whether the problems are the result of decentralization. The study will a
also assess the pros and cons of recentralization.
i STATUS:
On June 1,1993, the staff awarded the recentralization study contract to ICF, Incorporated, a management analysis firm. The contractor has completed the work on the study, and it is under staff review. A paper containing the recommendations of the recentralization study will be sent to the Comission on November 30, 1993.
II.
Collecting More j
i NPR Action: Allow all agencies greater freedom in setting fees for services and in how the revenues from these fees may be l
used.
j NRC:
In accordance with the existing statutes, the NRC i
collects 100% of its budget in license fees. The current process for fee assessment is being reevaluated in accordance with the Energy Policy Act of 1992.
NPR Action:
Eliminate restrictions that prevent Federal agencies from using private collection agencies to collect i
debt.
NRC: The NRC currently uses private collection agencies to i
collect debt.
III.
Reengineer Programs to Cut Costs NPR Action: Support the rapid development of a nationwide system to deliver government benefits electronically.
NPR Action:
Federal agencies will expand their use of electronic government.
NRC: Currently, a high percentage of NRC employees are on electronic funds transfer for wages. The NRC is considering further expansion of electronic transfer of payment and collections which would be consistent with proposed Department of the Treasury rules.
The NRC has added the capability to process information through Internet at selected locations within the agency. More widespread use of this service is expected in order to facilitate the exchange of information with other government agencies, contractors, and the regulated industry.
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Alternative Approach to Small Federal Information Processing (FIP) Resource Acquisitions The NRC plans to establish a "reinvention laboratory" and request waivers from regulations or changes to statutes to simplify procedur*s for Federal information processing resource acquisitions. This initiative may be merged with " Reinventing the Procurement System."
Three options were proposed for this reinvention initiative to simplify and shorten the process for small FIP resource acquisitions:
(1) further use of blanket purchase agreements, (2) implementation of the government credit card program, and (3) establishment of a single, open scope " buyer" contract.
All of these options recommended that Federal Information Resources Management Regulations (FIRMR) requirements be waived, and the competition level be raised. The NRC generally cannot proceed with this initiative until these requirements are addressed.
Progress is being made on NRC implementation of the government-wide credit card program for small purchases. The Office of Administration initiated a program, under which selected program and procurement individuals will be allowed to use a government bank card to make purchases in the same way that a consumer does. Also, consolidated " baseline" requirements analysis documents will be developed to meet FIRMR requirements for most small FIP purchases. These actions will make some improvements in reducing the paperwork burden and increase the speed of small FIP resource acquisitions.
Improving the NRC Comercial Acquisition Process through the j
Use of Business Process Reengineering i
The NRC has initiated an assessment of its procedures and automated systems that support the contracting process. The agency plans to use a " business process reengineering" (BPR) approach to analyze internal acquisition procedures, constraints of Federal laws and regulations, processing practices, and supporting automation to determine if there are efficiencies we can adapt to improve the current commercial acquisition process.
Based on the proposed government-wide changes in the Federal contracting process outlined in the National Performarice Review Report, NRC will closely follow the NPR initiatives related to the procurement process, particularly the suggested increases
~
in the threshold of purchases that must be reviewed by the General Services Administration.
NPR Action: Agencies will make greater use of negotiated rule making.
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NRC: The NRC has recently completed a series of regional workshops as part of an enhanced participatory rulemaking to establish the radiological criteria for the cleanup and decommissioning of NRC-licensed facilities. The workshops were designed to obtain early advice and recommendations on the critical issues involved in such a rulemaking from a broad spectrum of affected interests including state, local, and tribal governments and organizations, citizens groups, and industry before the NRC staff develops a draft proposed rule for Commission review. The workshops were very well-received and have been viewed positively by all interests as an effective method for involving the public in the government decisionmaking process. The workshops provided the NRC staff valuable information for developing the draft proposed rule.
With the completion of the workshops, the NRC staff is now evaluating the workshop comments in preparation for the development of a draft proposed rule on site cleanup criteria for decommissioning NRC-licensed facilities.
An important component of this rulemaking from the perspective of the National Performance Review is the cooperative efforts between the NRC and the Environmental Protection Agency (EPA) in the development of the cleanup standards. The EPA also has regulatory responsibilities in the area of site cleanup standards, and the NRC and the EPA have been working cooperatively on the development of the standards, including the development of a commonly acceptable technical basis and approach for the standards. The objective of NRC and EPA cooperation in this area is to use public resources efficiently to establish effective and consistent standards for the protection of the public at all decommissioned sites.
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