ML25163A105

M250617: Slides - Briefing on Human Capital and Equal Employment Opportunity

ML25163A105
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Issue date:	06/17/2025
From:	NRC/OCM
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M25127A010	List: ML25163A105
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M250617
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Human Capital and Equal Employment Opportunity Commission Briefing J U N E 1 7, 2 0 2 5

Mirela Gavrilas Executive Director for Operations

Jennifer Golder Chief Human Capital Officer Office of the Chief Human Capital Officer (OCHCO)

1. Opening Remarks

2. Human Capital Management and Time to Hire

3. Enabling Mission Success: Project Management Initiative

4. Workforce Planning: Process, Capabilities, and Key Functions

5. Tracking Agency Staff Qualifications, Specialties and Experience

6. Modernizing Training: Meeting the Demands of Training for Current and Future Staff

7. Enabling Success Through Innovative and Timely Decision-making

Losses and Attrition Rate by Fiscal Year

• 291 separations include actual separations through 6/3/2025 and projected separations through 9/30/2025 10.8%

291*

210 7.6%

7.4%

9.4%

6.7%

6.8%

6.9%

5.9%

6.8%

251 199 181 188 199 178 218 5

• NRC assessment conducted in 2025

• OPM Merit Hiring Plan (MHP)

• NRC Time to Hire statistics:

6 Year Time to Hire 2023 159 days 2024 137 days 2025 Goal < 80 days

Caroline Carusone Deputy Director, Office of the Chief Information Officer

Agency Project Management Initiative

• Enhance organizational performance and accountability by uniting program and project management, workload management, and strategic workforce planning under a single, integrated framework

• Establish a governance framework for workload and project management

• Align work activities with budget priorities

• Data driven approach to allocate resources, provide targeted training, and support professional development 8

Workload and Project Management

• Initiative to gain understanding of the baseline workload and priority of agency activities

• Establish clear thresholds for project management activities within the NRC that necessitate specific levels of tracking and reporting for proactive management 9

Establishing Common Terminology and Expectations for Projects

• Alignment with budget

• Enables consistent project representation

• Common prioritization across the agency

• Facilitates enterprise-level insights

• Improves data standardization, quality, and integrity

• Strengthens governance and accountability 10

Standardized Project Management and Reporting

• Standardization on milestones

• Planned vs. Actual expenditures

• Transparency into major deliverables throughout course of project

• Identification of major contributors and pinch points

• Establishment of leading and lagging indicators 11

Matthew Meyer Senior Advisor, OCHCO

Strategic Workforce Planning Begins with Workforce Management

• Fundamental shift in how we manage our current workforce

• Enterprise workforce management system under development NRC Enterprise eXecution and Utilization System (NEXUS)

• Track and monitor processing times for staffing actions, measure bottlenecks in hiring or reassignments, and ensure accountability in workforce transactions

• Real-time insights into employee capabilities and capacity 13

Specialties - The Foundation for Matching Workforce to Workload

• Specialties define core technical and functional expertise

• Mapped to employees, positions, qualifications, vacancies, and projects

• Enables agency-wide talent matching regardless of location

• Drives consistency and precision in workforce planning 14

Forecasting Projects, Activities, and Specialties

• Plan projects and general workload groupings over a 5-year horizon

• Define assumptions (e.g., number of inspections, allegations)

• Use of minimum required data fields to build standardized project profiles

• Align projects to required specialties to assess gaps or surpluses

• Confidence ratings help prioritize and manage uncertainty 15 15

Aligning Forecasts with Budget Formulation and Prioritization

• Current and next two years use finalized budget data for workload planning

• Annual reevaluation process refines assumptions and timelines

• Priority rankings (Add, Shed, Defer) for all projects and activities

• Supports responsive reallocation for emergent priorities 16

Integrating Estimated and Actual Hours for Insightful Oversight

• Compare estimated vs. actual labor hours at the project and activity level

• Supervisors can monitor capacity, utilization, and progress in real-time

• New enterprise time codes for cross-cutting activities (e.g.,

training, hiring, performance management)

• Improved granularity supports future budget formulation and cost estimation 17

Enterprise Integration, Analytics, and Capabilities in NEXUS

• Uses data from authoritative systems across the agency

• Enables internal reporting, predictive analytics, and AI modeling

• Supports scenario analysis and quick access to performance insights

• Strong data governance and business process discipline ensure accountability 18

Angela Randall Senior Management Analyst, OCHCO

Implementation of a centralized qualification tracking program Establishment of a Governance Process 20

Tracking Agency Staff Qualifications

• Includes tracking each sign off in the qualification journal throughout the process

• Enables automated refresher training notifications and tracking

• Centralized data allows supervisors to effectively manage their staff workloads 21

Dr. Lauren Mitchell Organization: Office of Nuclear Reactor Regulation (NRR)

Degrees: Ph.D., Nuclear Engineering - MIT, B.S., Mechanical Engineering - Georgia Tech Specialties (Qualification Program): Nuclear Engineer:

General (ADM-504 App A), Construction Inspection (IMC 1245 App C15), Data Analytics Experience: NuScale Standard Design Approval, Hermes 2 CP (Lead Technical Reviewer), Extended Power Uprate (Oconee), TerraPower, License Renewal - Turkey Point Marcus Lee Organization: Region III - Division of Fuel Facility Inspection Degrees: M.S., Chemical Engineering - University of Michigan, B.S., Chemistry - University of Illinois Urbana-Champaign Specialties (Qualification Program): Fuel Facility Inspector (IMC-1247 App C1), Chemical Engineering (IMC-1246 C01)

Experience: TRISO-X, Louisiana Energy Services (Lead Project Manager), SHINE NPUF (Lead Project Manager)

Priya Desai Organization: Office of the Executive Director for Operations (OEDO)

Degrees: M.P.P., Public Policy - Georgetown University, B.A.,

Political Science - University of Maryland Specialties (Qualification Program): Project Manager Licensing (ADM-504 App F), Quality Assurance (IMC-1245 App C1)

Experience: TerraPower (Lead Project Manager), Browns Ferry Restart, Palisades Restart Samuel Ortega Organization: Office of Nuclear Material Safety and Safeguards (NMSS)

Degrees: M.S., Fire Protection Engineering - University of Maryland, B.S., Civil Engineering - Florida State University Specialties (Qualification Program): Fire Protection (IMC-1245 App D3)

Experience: NuScale Standard Design Approval, TRISO-X Employee 1 Employee 2 Employee 3 Employee 4 22

Jeff Griffis Chief, Learning Innovation and Support Branch, OCHCO Modernizing Training: Meeting the Demands of Training for Current and Future Staff

• Staff and supervisors should actively identify when qualification requirements are redundant or unnecessary

• Processes for granting waivers for training requirements are outlined in each qualification program

• Policy reminder sent in recent agency announcement 24

Test-Out Exams:

• Already implemented for 23 online qualification courses (blue courses)

• Can save up to 70 hours8.101852e-4 days <br />0.0194 hours <br />1.157407e-4 weeks <br />2.6635e-5 months <br /> of training time per course

• Will be implemented for all mandatory refresher training (green courses )

E-110 Power Plant Engineering E-110H Power Plant Engineering for HP Inspectors F-101S Nuclear Criticality Safety F-102S Health Physics Practices for Fuel Facilities F-201S Fuel Cycle Processes F-204S Uranium Enrichment F-206S Fire Protection F-220S ISFSI H-115S Characterization & Planning for Decom.

H-117S Introductory Health Physics H-120S MARSAME H-121S MARSSIM H-122S Fundamental Health Physics H-130S Env Monitoring & Air Sampling for RAM H-202S Radwaste Management H-301S Health Physics Statistics H-308S Transportation of Radioactive Material H-311S Respiratory Protection H-312S Internal Dosimetry H-317S Medical Uses of Radiation R-100 Reactor Concepts R-104P Westinghouse Overview R-104B GE BWR Overview H-107 Introduction to Emergency Preparedness H-203 Emergency Preparedness Technology P-303 Intro to Accident Consequence Analysis R-106, Research and Test Reactor Technology S-119 Introduction to Cyber Security Inspection Post Fire Safe Shutdown Determination (PFSSD)

Classified Information Awareness Refresher PII and the Privacy Act Refresher Cybersecurity Awareness Refresher NRC Records Management Refresher Defensive Counterintelligence Refresher Insider Threat Program Refresher Continuity of Operations Refresher Prohibited Securities Refresher No Fear Act Refresher

• Yellow Courses - Test Out Exams being added 25

Time to Competency As capable at Basic qualification as traditional inspectors at Full qualification Time to Basic Qualification 1-2 months faster to Basic Qualification for Resident Inspectors Flexibility in training Just what they need, when they need it Administrative Burden Electronic signature, tracking, and dashboards 26

• Resident Inspector CBQ pilot completed

• New qualification pathway for Resident Inspectors - IMC 1245 Appendix C-17

• Future of CBQ: CBQ Framework being applied to other qualification programs, including ADM-504 and AAQP Reduced Time to Competency Job Performance vs. Training Completion Experience in the Field 27

28

Mohammed Shuaibi Deputy Regional Administrator, Region III Enabling Success Through Innovative and Timely Decision-making

Palisades Restart Activities

• Received application to restart a reactor after transitioning to decommissioning

• First of its kind activity world-wide

• Cross organizational effort to develop licensing framework

• Cross organizational support for inspection

• Benchmarked for Crane Clean Energy Center restart work

• Successful implementation providing confidence in process 4%

31%

50%

4%

11%

Cross Agency Support for Inspection Activities Region I Region II Region III Region IV HQ 30

Medical Device Licensing Licensee identified Gamma Knife beyond service interval Cross agency expertise to explore options for continued use Timely approval of licensing action, within 12 days from initial contact with licensee No delays in treatment of patients 31

Operator Licensing Examinations

• Schedules showed significant peaks for all 4 NRC Regions

• Limited flexibility in rescheduling

• NRC shifted to nation-wide resourcing

• Agency-wide resources utilized to levelize peak demands

• Approach has been very successful

• Exams have provided timely licensing of operators to meet industry needs 32 32

Tiered Inservice Inspection Proficiency Program Two-tiered framework

• General

• Advanced

• Faster inspector readiness

• Tailored training

• Easier/cost effective training

• More flexibility and agility

• Cross agency collaboration 33

Thank you Questions?

34