ML20255A113
| ML20255A113 | |
| Person / Time | |
|---|---|
| Issue date: | 09/11/2020 |
| From: | NRC/SECY |
| To: | |
| Shared Package | |
| ML20253A225 | List: |
| References | |
| Download: ML20255A113 (40) | |
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1 Margie Doane Executive Director for Operations TRANSFORMATION AT THE NRC
Amy DAgostino, Human Performance Analyst, Office of Nuclear Regulatory Research 2
Patrice Reid, Organizational Development Psychologist, Office of the Chief Human Capital Officer Nader Mamish, Director, Office of International Programs Reed Anzalone, Nuclear Engineer, Office of Nuclear Reactor Regulation Jonathan Greives, Branch Chief, Region I AGENDA
BE RISKSMART MODERN, RISK-INFORMED REGULATOR INNOVATE FOCUS ON OUR PEOPLE USE TECHNOLOGY 3
Agency Desired Culture Innovate NRC 2.0 Signposts
& Markers Technology Adoption Employee Journey Career Enhancement Process Simplification Be riskSMART
ORGANIZATIONAL HEALTH
- Alignment
- Execution
- Renewal 4
Amy DAgostino, Ph.D.
Human Performance Analyst, Office of Nuclear Regulatory Research PROGRAMMATIC ASPECTS AND RECENT SUCCESSES OF THE INNOVATE NRC 2.0 PROGRAM 5
InnovateNRC 2.0 Initiative
STAGE 1 INNOVATE NRC 1.0 STAGE 2 RESEARCH AND LESSONS LEARNED STAGE 3 INNOVATE NRC 2.0 6
Rewards &
Recognition Innovation Platform New Tools Integrated Community 7
Audible version of NRC Information Digest ADAMS Quickview Application Single Federal Register Notice for 4 Exemptions 8
Winner Picture Peter Lien, RES/DSA Nicholas Hansing, NRR/DEX Isaac AnchondoLopez, RIV/DRS Janet Staub, RIV/DRMA 9
Agile Teams Licensee Information Early Alignment for Consolidation Commission Papers C
A H
N E
L G
E L
S 3
Joe Gillespie, OGC Winner Picture
NEXT STEPS 10
CREATING A CULTURE THAT ENABLES THE AGENCY TO ACHIEVE ITS TRANSFORMATION VISION OVERVIEW OF THE RESULTS AND IMPLEMENTATION PLAN Patrice Reid, Ph.D.
Organizational Development Psychologist, Office of the Chief Human Capital Officer 11 Agency Desired Culture Initiative
12
- Create a positive working environment
- Encourage new ideas for organizational improvement
- Enhance adaptability and receptivity to change FOSTERING OUR DESIRED CULTURE
13 EXAMINING THE NRC HOLISTICALLY CLIMATE refers to attitudes and feelings about the work environment.
CULTURE reflects deeper beliefs, assumptions, and norms.
Both climate and culture tell our story.
14 ASSESSING NRC CULTURE (Source: OCI-Ideal and OCI-Current).
We should strengthen norms for Constructive thinking and behavior styles.
Practice more Constructive behaviors.
We should minimize excessive use of Defensive thinking and behavior styles.
Practice less Defensive behaviors.
CLIMATE SURVEYS SHOW COMMON THEMES 2019 Federal Employee Viewpoint Survey Upward Trends Emerging Risks
- Reward Innovation
- Workforce Motivation
- Opportunity to Improve Skills
- Employee Engagement
- Pay Satisfaction
- Quality of Hire 2020 OIG Safety Culture & Climate Survey Upward Trends Emerging Risks
- Individual Work Experience
- Human Capital - attraction and retention of talent
- Management - clear sense of direction; decisions consistent with mission
- NRC Objectives & Strategic Plans - understanding of the mission, goals, and objectives of the NRC as a whole 15
16 AGENCY CULTURE IMPROVEMENT STRATEGY The agency strategy includes behavior changes and process changes to shift toward our ideal culture and achieve our desired outcomes.
Make quality and timely decisions Be adaptable and receptive to change Maintain an engaged workforce Behavior Changes Process Changes Outcomes
17 CULTURE SHIFTS Coaching and Empowering Sharing different viewpoints Seeking innovative approaches Accountability Communication Recognition Process Changes Behavior Changes Showing mutual support Bringing our whole selves to work Employee Development Management of goals &
priorities
18 MEASURING PROGRESS Agency performance indicators Critical behaviors Milestones Employee surveys reducing the gap between our current and ideal culture SUCCESS =
19 SUSTAINING CHANGE Empower staff to create touch-points and share feedback.
Champions & Change Agents Promote progress in offices/regions to facilitate shared learning.
Share Success Stories Facilitate discussions and share improvement updates with management and staff.
Two-way Dialogues Provide support and alignment for success.
Transformation Initiative Teams Facilitate forums for leaders to reflect on how they are role-modeling constructive behaviors.
Senior Management Team Check-ins
(From L-R): Patrice Reid (OCHCO); Anthony de Jesus (OCIO); Candace Spore (NRR);
Gladys Figueroa-Toledo (OE); Haimanot Yilma (OIP); Stephanie Morrow (RES); and Melana Singletary (RII).
Executive Sponsors (From L-R): Vonna Ordaz (SBCR); Scott Flanders (OCIO); and David Pelton (RIII).
20 OUR TEAM
- Director, Office of International Programs 21 USING DATA AND KEY INDICATORS TO INFORM THE AGENCYS STRATEGIC DECISIONMAKING Signposts and Markers Initiative
WHATS THE OBJECTIVE?
Enable the agency to proactively address change DATA KNOWLEDGE ACTION 22
WHY ARE WE DOING THIS?
- Our external environment is changing in such a way that directly affects us.
- Effectively preparing for the future is contingent upon our awareness of where we may be heading.
23
FOUR FUTURES SCENARIOS 24
Identify key indicators 1
Develop dashboard 2
HOW ARE WE GETTING THERE?
Integrate indicators in decision making 3
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Data Sources 16 Categories 11 NRR 11 NMSS 4
OCHCO 3
OCA 1
OCFO 3
RSLOs 2
RES 21 Innovation 3
OIP INDICATOR ANALYTICS 39 Indicators 23 Power Demand 26 0
5 10 EIA EIA & FRED IAEA IEA News reports News reports, Agreement States News/ Legislative Actions NRC NRC, News reports NRC/News/Public Filing OCHCO Dashboard World Nuclear
- OF INDICATORS
27 DASHBOARD LIVE DEMO Jonathan Greives, Branch Chief, Region I
HOW DOES THIS GET US TO OUR VISION FOR THE FUTURE?
Collecting and communicating indicators of our external environment will enhance future decisions to ensure they are aligned with where our workload may be headed.
28 Our vision for the future can (and should) change as our external environment changes.
OUR TEAM 29 (From L-R): Nader Mamish (OIP); Mohamed Shams (NRR); Jonathan Greives (Region I); Susan Vrahoretis (OGC): Jen Holzman (OIP)
(From L-R): Steve Ruffin (OEDO); Alexa Sieracki (NMSS); Jason Paige (NRR); Carly Nelson-Wilson (OCFO)
USING DATA ANALYTICS TO IMPROVE THE NUCLEAR REACTOR SAFETY PROGRAM Reed Anzalone Nuclear Engineer, Office of Nuclear Reactor Regulation 30
Data Better decisions More agility Improved efficiency 31 Better Communication Better Understanding
THE NRC HAS MADE GREAT PROGRESS IN DATA ANALYTICS AND VISUALIZATION SINCE THE FUTURES JAM 32 RPS Financial OpE Data Warehouse
DATA IS A TOP PRIORITY FOR THE REACTOR SAFETY PROGRAM
- Developing tools to:
Monitor and manage new and operating reactor licensing performance and workload Help with budget analysis Assess reactor oversight data
- EMBARK Venture Studio is spearheading and coordinating the development of these tools 33
MISSION ANALYTICS PORTAL 34
- MAP is not a single dashboard, but a growing collection of data analytics tools
- First phase focused on licensing workload management, with some tools to demonstrate accountability in resource execution
- MAP is supported by the data warehouse
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OPERATING EXPERIENCE DASHBOARDS 36
- One-stop access to tools that allow trending and searching of operating experience data
- Consolidates several disparate operating experience data sources, including findings, scram data, generic communications, and data from INPOs IRIS database
- Future plans include incorporation of risk information and a broader array of information sources
37
OPERATION RANGO 38
- Started with the goal of democratizing the reactor oversight process data on the public website to make it more accessible to the public and the staff
- Provides a snapshot of the current fleet status and ability to trend and compare over time
- Developed by NRC staff
- Live Demo
39 BACKUP SLIDE
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