ML23215A020

NRC-2022-000184 - Resp 3 - Interim, Agency Records Subject to the Request Are Enclosed

ML23215A020
Person / Time
Issue date:	07/21/2023
From:	NRC/OCIO
To:
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ML23215A018	List: ML23215A019 ML23215A020
References
NRC-2022-000184
Download: ML23215A020 (1)

Text

Note to requester: The attachments are immediately following this email message. Portions of this record are redacted under FOIA Exemotion B5 Deliberative Process Privileae.

From: Harrington, Holly Sent: Fri, 23 Jul 2021 20:30:10 +0000 To: Castelveter, David

Subject:

FW: Draft Memos - CLOSE HOLD Attachments: EDO Memo V8.docx, Re-Entry Memo on Telework v2.docxJ'-(_ b_

) (_5 _

) _ _ _ ___.

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) --------,I As usual, I'm left scratching my head and saying huh?

1. Telework Schedules* may be approved as follows:

a. 2-3 telework days AND 2 in-person days per week may be approved by supervisor (may include one regularly scheduled day off, i.e., 9-day work schedule) What?

b. 4-5 telework days per week must be approved by supervisor and Office Director/Regional Administrator, so long as the requirement for 4 in-person days per pay period is satisfied (may include two regularly scheduled days off, i.e.,

four 10-hour days per week) What?

c. Full-time telework schedules of any kind, and exceptions to the requirement for 4 in-person days per pay period (includes work schedules consisting of 8, 9, or 10 work days) must be approved by the Office Director/Regional AND Chief Human Capital Officer - based on what criteria?

Holly From: Lamary, M ary <Mary.Lamary@nrc.gov>

Sent: Friday, July 23, 2021 4:21 PM To: Castelveter, David <David.Castelveter@nrc.gov>; Moore, Scott <Scott.Moore@nrc.gov>; Martin, Jody <Jody.Martin@nrc.gov>; Dacus, Eugene <Eugene.Dacus@nrc.gov>; Decker, David

<David.Decker@nrc.gov>; Harrington, Holly <Holly.Harrington @nrc.gov>; Johnson, Cherish

<Cherish.Johnson@nrc.gov>; Ficks, Ben <Ben.Ficks@nrc.gov>; Zobler, Marian

<Marian.Zobler@nrc.gov>; Clark, Brooke <Brooke.Clark@nrc.gov>; Ammon, Bernice

<Bernice.Ammon@nrc.gov>; Mamish, Nader <Nader.Mamish@nrc.gov>; Skeen, David

<David.Skeen@nrc.gov>; Vietti-Cook, Annette <Annette.Vietti-Cook@nrc.gov>; Hawkens, Roy

<Roy.Hawkens@nre.gov>

Subject:

FW: Draft Memos - CLOSE HOLD Good afternoon, Please see attached for review and comment. Sorry for quick turnaround.

My apologies for the oversight, didn't realize these offices were not included in the master Office Director distribution.

Mary From: Lamary, Mary Sent: Thursday, July 22, 20218:24 AM To: Feitel, Robert <Robert.Feitel@nrc.gov>

Cc: O'Connell, Edward <Edward.O'Connell@nrc.gov>; Bartley, Malion <Malion.Bartley@nrc.gov>

Subject:

FW: Draft Memos - CLOSE HOLD Good Morning, I apologize for not including you on the distribution yesterday; I didn' t realize OIG was not included in the distribution.

Please see the attached materials, and feel free to reach out directly to me if you have questions on the materials. We currently do not have an approved plan from 0MB so we have redacted the proposed re-entry date, pending their approval.

Regards, Mary From: Lamary, Mary <Mary.Lamary@nrc.gov>

Sent: Wednesday, July 21, 20215:41 PM To: OEDO ODs/DODs/RAs <OEDOODsDODsRAs@nrc.gov>

Cc: Miotla, Sherri <Sherri.Miotla@nrc.gov>; Roberts, Darrell <Darrell.Roberts@nrc.gov>; Corbett, James

<James.Corbett@nrc.gov>; Giessner, Jack <John.Giessner@nrc.gov>; Castelveter, David

<David.Castelveter@nrc.gov>; Woods, Mary <Mary.Woods@nrc.gov>; Lombard, Mark

<Mark.Lombard@nrc.gov>; Scott, Cathy <Catherine.Scott@nrc.gov>

Subject:

Draft Memos - CLOSE HOLD Good afternoon As noted in today's call, attached please find two draft memos. We ask that you review t he documents for "show stoppers" only. Undlerstand these are meant t o provide the guidance and paramet ers around the re-entry implementation. We are aware there are many variables and case-by-case situations that will need input from subject matter experts; however, it is not possible to describe each one in t hese documents.

We are finalizing the chart that will be a sort of decision tree for "I want this schedule, who/what is approval process", which I am confident will be a useful tool but is not needed for your review of t he messaging in the memo. Also, as a reminder, we will be conducting the training/listening sessions to provide assistance to you.

Please remember your review and feedback is due by COB tomorrow.

Regards,

Mary DRAFT - - DO NOT SHARE (b)(5)

(b)(5)

MEMORANDUM TO: All NRC FROM: Mary A. Lamary Chief Human Capital Officer

SUBJECT:

Guidance for Post Re-Entry Telework

Purpose:

As we prepare for our re-entry to NRC facilities, we are anticipating a greater use of telework agencywide than we experienced prior to COVID-19 pandemic. The NRC will return to its new hybrid work environment, and we expect that little or no mitigation will be needed for operations within our buildings. This memo and the attached guidance set forth a framework that will ensure we take a balanced approach to telework.

Background:

As a reminder, the expanded work schedule flexibilities and emergency telework agreements that were provided during mandatory and maximum telework will no longer apply. Therefore, work schedules and parameters outlined in Management Directive 10.42, Work Schedules and Premium Pay, as well as Articles 6 and 7 of the Collective Bargaining Agreement (CSA), will apply. In some cases, employees will need to complete new telework agreements and/or work schedule requests. In addition, supervisors will no longer have the discretion to approve up to 10 hours1.157407e-4 days <br />0.00278 hours <br />1.653439e-5 weeks <br />3.805e-6 months <br /> excused absence (EXCUS) per week, per full-time employee, if the employee is unable to complete a full tour of duty. Supervisors will continue to have the discretion to provide EXCUS for vaccinations and/or recovery and the amount of excused absence outlined in Management Directive 10.62, Leave Administration. Finally, the provisions of law and regulation governing Weather and Safety Leave will apply.

Discussion:

When we implement our Re-Entry Plan, we will be in a mixed work environment, or a lnybrid workplace, which will combine teleworking and in-person work environments. A hybrid approach endeavors to provide a balance of productive work environments, and support work-life balance, with more relaxed working conditions. While the hybrid work environment has benefits, there are also disadvantages. For example, employees who do not work in the office may feel as though they do not have the same opportunities and experiences as those who are in the office. They may also experience feelings of disconnect, disengagement, and isolation.

Those working in the office may feel as though additional assignments or responsibilities are disproportionately placed on them because they are physically present in the workplace.

Additionally, recent studies have indicated innovation, creativity, and teamwork may be negatively impacted. It is important that managers and supervisors adhere to the provisions of law and regulation which specifically require that teleworkers and non-teleworkers are treated the same for purposes of (A) periodic appraisals of job performance of employees; (B) training, rewarding, reassigning, promoting, reducing in grade, retaining, and removing employees; (C) work requirements; or (D) other acts involving managerial discretion.

The COVID-19 pandemic has changed the way we work and communicate. The resulting increase in the use of technology has provided advantages in digital communication and

telecommuting, including the ability to have face-to-face communications, using online video and audio tools. However, in-person communications can shape outcomes, culture, and staff engagement in ways virtual technology cannot. For example, non-verbal communication and body language are best observed in person.

In addition, we have seen that some of our important work is best done in person. For example, there is no suitable remote substitute for on-site inspection oversight at nuclear plants and other licensees by our resident and traveling inspection and examiner staff. These on-site efforts are essential to providing the public reasonable assurance that licensed activities are being conducted safely and consistent with applicable requirements. In addition, many training, coaching, and mentoring activities that support the development of the next generation of fully qualified staff are best accomplished in person.

With these important factors in mind, the NRC has developed a work environment framework that is a mixture of virtual and in-person staff. This framework will expand telework opportunities beyond those available prior to COVID-19 but will still require some time in the office to allow for activities that are best performed in person. As always, the NRC's priority is to ensure the safety of our workforce, and our Workplace Safety Implementation Plan has been developed in accordance with guidance from the Centers for Disease Control and Prevention, and approved by Office of Management and Budget.

Implementing Direction:

The following direction applies to each NRC facility upon implementation of our Re-Entry Plan.

1. Eligibility for fixed or project-based telework schedules applies to all positions, including positions that previously were determined not to be appropriate for fixed telework, but that have been modified to be performed remotely, at least in part, such as administrative assistants, resident inspectors, and supervisors, at the discretion of Office Directors and Regional Administrators.

2 . While full-time telework is generally not an option, exceptions will be considered case-by-case, based on demonstrated needs in support of the agency's mission (e.g ., lack of other qualified candidates, retention of a critical skill, organizational and budgetary impact, etc.).

3. Unless approved for full-time or nearly full-time telework, a minimum of 4 full work days (or equivalent of 32 hours3.703704e-4 days <br />0.00889 hours <br />5.291005e-5 weeks <br />1.2176e-5 months <br />) in-person will be required per pay period in order to facilitate activities that are better done in person. For employees on part-time schedules, this requirement is pro-rated . NOTE: "Or equivalent" means this requirement may be satisfied in increments over the course of multiple partial in-person days.

4 . Employees whose duty station is a region or headquarters location, may be required to come to the office to attend meetings or participate in work-related activities, as determined by their immediate supervisor, which may require the cancelation or adjustment of a scheduled telework day. NOTE: In the event such a meeting falls on a day on which the employee would otherwise be scheduled to telework, telework is adjusted or cancelled for that day and may, with prior supervisor approval, be rescheduled for another day in the pay period.

5. Employees whose duty station is a region or headquarters location, should normally be in the office for performance reviews (mid-year and end-of-year). NOTE: In the event such a meeting falls on a day on which the employee would otherwise be scheduled to telework, telework is adjusted or cancelled for that day and may, with prior supervisor approval, be rescheduled for another day in the pay period.

6. Supervisors should ensure telework and in-person schedules for their staff provide for adequate program coverage and necessary in-person interactions. Supervisorrs shall ensure appropriate in-office presence Monday through Friday.

7. In order to ensure the hybrid environment, teleworkers and non-teleworkers are treated the same, e.g., simulates the in-person environment for purposes of work requirements, as closely as possible, all employees shall maximize the use of technology, to include the use of cameras, video conferencing, etc., during meetings and calls in support of engagement and effective communication.

8. All employees must adhere to Office and Region direction and guidance (e.g.,

Management Directive and Handbook 10.42, NRC/NTEU CBA, Articles 6, 7 and 28, etc.)

related to work assignments, including work schedules, work schedule adjustments, and premium pay work.

9. For those new hires who entered on duty during mandatory or maximum telework (or during the COVID 19 pandemic), they are expected to be in the local commuting area of their assigned duty station, and on a regular work schedule on the full re-entry date, unless approved for full-time remote telework.

10. Telework Schedules* may be approved as follows:

a. 2-3 telework days AND 2 in-person days per week may be approved by supervisor (may include one regularly scheduled day off, i.e., 9-day work schedule)

b. 4-5 telework days per week must be approved by supervisor and Office Director/Regional Administrator, so long as the requirement for 4 in-person days per pay period is satisfied (may include two regularly scheduled days off, i.e.,

four 10-hour days per week)

c. Full-time telework schedules of any kind, and exceptions to the requirement for 4 in-person days per pay period (includes work schedules consisting of 8, 9, or 1O work days) must be approved by the Office Director/Regional AND Chief Human Capital Officer

• Given the wide number of variables in work schedules, more detailed guidance, including required work hours, work schedule approvals, part-time schedules, and delegations of authority to approve telework schedules can be found in the enclosed table.

Closing:

It is critical that, as we work in a hybrid work environment, we not lose sight of our safety and security mission and the important strides we have taken, and want to continue to take, towards innovation, transformation, and diversity. Furthermore, it is incumbent upon all of us to ensure the entire NRC workforce, regardless of their work location, is included, embraced, engaged, and feels valued.

The entire NRC senior leadership remain grateful to you for your resilience and commitment to working effectively during the COVID-19 pandemic. Your efforts have demonstrated that we can expand our teleworking opportunities while still accomplishing our important safety and security mission. All staff, supervisors, and executives are encouraged to find creative solutions that will allow expanded use of telework, and the appropriate level of in-person interactions, to ensure we maintain a robust safety culture, an engaged staff, and a continued shared commitment to our mission .

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Draft - Pre-D,,dsional (b)(5) 4

Note to requester: The attachments are immediately following t his email message. Portions of this record are redacted under FOIA Exemption B5, Deliberative Process Privilege.

From: Castelveter, David Sent: Mon, 12 Apr 202116:08:05 +0000 To: Marsh, Molly

Subject:

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Ci1'.avtc;i.casteLveter@V\,rc.eov WWW.V\-YC,E;\Q\I Stay Connected to the NRC f ~ I ** in 9't From: Lamary, Mary <Mary.Lamary@nrc.gov>

Sent: Thursday, April 8, 2021 04:19 PM To: Moore, Scott <Scott.Moore@nrc.gov>; Martin, Jody <Jody.Martin@nrc.gov>; Dacus, Eugene

<Eugene.Dacus@nrc.gov>; Decker, David <David.Decker@nrc.gov>; Castelveter, David

<David.Castelveter@nrc.gov>; Harrington, Holly <Holly.Harrington@nrc.gov>; Johnson, Cherish

<Cherish.Johnson@nrc.gov>; Ficks, Ben <Ben.Ficks@nrc.gov>; Zobler, Marian

<Marian.Zobler@nrc.gov>; Clar k, Brooke <Brooke.Clark@nrc.gov>; Ammon, Bernice

<Bernice.Ammon@nrc.gov>; Mamish, Nader <Nader.Mamish@nrc.gov>; Skeen, David

<David .Skeen@nrc.gov>; Vietti-Cook, Annette <Annette.Vietti-Cook@nrc.gov>; Hawkens, Roy

<Roy. Hawkens@nre.gov>

Cc: Roberts, Ashley <Ashley.Roberts@nrc.gov>

Subject:

FW: CLOSE HOLD - Draft Phase 3 Guidance Please see the message below; we invite your comments as well.

Thank you, Mary From: Lamary, Mary <Mary.Lamary@nrc.gov>

Sent: Thursday, April 8, 2021 3:07 PM To: OEDO ODs/DODs/RAs <OEDOODsDODsRAs@nrc.gov>

Subject:

CLOSE HOLD - Draft Phase 3 Guidance

Good afternoon, Attached please find the proposed guidance for the first six months of Phase 3 in the NRC's COVID-19 Re-occupancy Plan. The guidance has been developed based on a variety of inputs, including the recent Office/Region post assessment briefs, lessons learned, research, and NRC senior leadership.

We are providing these materials and requesting your review and comments. As you conduct your review, please bear in mind the guidance covers the first 6-month period, following our movement to Phase 3. This may not apply to each location simultaneously. As we implement, we anticipate an iterative process that will be informed by our experience as locations enter Phase 3.

Please provide your comments to Ashley Roberts, no later than Friday, April 23 . OCHOC will collect and aggregate the comments for OEDO's review and consideration, and final drafting of the guidance.

PLEASE DO NOT SHARE THIS DOCUMENT AS IT IS A DRAFT WORK IN PROGRESS DOCUMENT. PRIOR TO ISSUANCE, IT WILL BE SHARED WITH THE UNION.

Thank you in advance and please do not hesitate to contact Ashley or myself if you have any questions .

Regards, Mary

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