ML21167A062

M210622B: Slides - NRC Staff - Transformation at the NRC - Midyear Review

ML21167A062
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Issue date:	06/22/2021
From:	Margaret Doane NRC/EDO
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M210622B
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Transformation at the NRC - Midyear Review Margie Doane Executive Director for Operations 1

Candace de Messieres, Technical Assistant, Office of Nuclear Reactor Regulation Erin Carfang, Branch Chief, Region I Tammie Williams, Senior Space Management Specialist, Office of Administration Nicholas Buggs, Senior Enterprise Architect, Office of the Chief Information Officer June Cai, Branch Chief, Office of Nuclear Materials Safety and Safeguards 2

Stephanie Morrow, Human Factors Engineer, Office of Nuclear Regulatory Research AGENDA

3 People: Update on the Agency Desired Culture Efforts Stephanie Morrow, Ph.D.

Human Factors Engineer, Office of Nuclear Regulatory Research

Agency Culture 4

How we interact with each other How we innovate and collaborate How we make decisions

Accomplishments Engaged staff in culture change 200+ staff in change agent network Increased recognition NEW award category Enhanced communications 1600+ attendance at quarterly EDO Town Halls Shared good practices 60+ #CultureSuccess stories 5

Measuring Progress 6

2020 Baseline Culture Assessment*

2021 Culture Pulse Survey 2022 Culture Assessmen t

Ideal Culture 2020 2021 2022 2020 Federal Employee Viewpoint Survey (FEVS)

• Includes FEVS, OIG Safety Culture and Climate Survey, Organizational Culture Inventory, and Organizational Effectiveness Inventory

Measuring Progress 7

2020 FEVS Item Percent Positive Change from 2019 RECOGNITION In my work unit, differences in performance are recognized in a meaningful way.

58%

+14%

Employees are recognized for providing high quality products and services.

78%

+12%

LEADERSHIP In my organization, senior leaders generate high levels of motivation and commitment in the workforce.

62%

+11%

INNOVATION I feel encouraged to come up with new and better ways of doing things.

76%

+8%

COMMUNICATION

How satisfied are you with the information you receive from management on what's going on in your organization?

72%

+7%

2020 Federal Employee Viewpoint Survey Employee Engagement Index = 78% +4%

Employee Engagement Index = 78% +4%

Measuring Progress 8

2021 Culture Pulse Survey Significant decrease in defensive behaviors Slight increase in constructive behaviors Improvements in employee involvement, communication, and adaptability (Source: Organizational Culture Inventory OCI and Organizational Effectiveness Inventory OEI)

Learning and Adapting 9

Leadership at all levels Create safe spaces to bring whole selves to work Connect the dots

Sustaining Momentum 10 Align employee development programs and plans with the NRC leadership model to address culture gaps Role-model constructive behaviors with leaders and in teams to reinforce the behaviors we want to see in our desired culture Include leadership model behaviors in performance plans to make behavior expectations clear and ensure accountability

Agency Culture Team 11 Vonna Ordaz (SBCR)

David Pelton (Region III)

Scott Flanders (OCIO)

Senior Executive Sponsors Candace Spore (NRR)

Fanta Sacko (NSIR)

Myla Ruffin (Region II)

Phase 1 Rotations Huda Akhavannik (NRR)

Guita Irani (ADM)

Amy Beasten (Region II)

Allyce Bolger (Region IV)

Phase 2 Rotations Patrice Reid (OEDO)

Team Lead Stephanie Morrow (RES)

Doris Lewis (OEDO)

Alysia Bone (OEDO)

Part-time Support

12 Be riskSMART In All NRC Decisionmaking Candace de Messieres, Ph.D.

Technical Assistant Office of Nuclear Reactor Regulation

Purpose and Approach Provide common high-level framework, applicable to all disciplines (e.g., technical, legal, corporate)

Simple and plain English Not revisiting existing criteria, but increasing consistency, awareness, and usability of existing risk-informed approaches 13 Enable NRC staff to consider risk systematically

14 Be clear about the problem

Risk-Informed Decisionmaking Starts with You 15

16 Legal review timeline given stakeholder feedback Refueling outage inspection Security Bounding Time

17 Becoming a more risk-informed regulator is a journey, but it is worth it Progress

• Published NUREG, NUREG/KM-0016, "Be riskSMART: Guidance for Integrating Risk Insights into NRC Decisions"

• Launched NRC Training Modules

• Offices Implementing Objectives and Key Results

18 We Are a Community of Practice

Be riskSMART Framework: A Reactor and Materials Regional Perspective Erin Carfang Branch Chief Region I 19

20 Being riskSMART in Reactor Safety

• Corrective action program

• Extent of condition concerns

• Consensus decision on importance

• Review resources

• Subject matter experts re-directed to assist

• Residents provided resources to thoroughly assess

• Maintenance was pulled forward significantly

• Procedures were updated to reflect safety related equipment

• Knowledge transfer sessions conducted

• Operating experience shared between residents 20 Should additional resources be assigned to reviewing the breaker failures?

Breaker Failures

Being riskSMART in Materials Safety 21

• Reliable source of medical supplies

• Source installation

• Training

• Regional engagement within agency and with licensee

• Collaborative internal discussions

• License amendment approved

• Operating experience incorporated to inspect racks for damage

• Inspectors coordinate site visit with implementation

• Knowledge transfer session

• Regional Risk Informed Decision-Making newsletter article Irradiator License Amendment Key considerations needed for a first-of-a-kind license a mendment

Be riskSMART Framework: A Corporate Perspective Tammie Williams Senior Space Management Specialist Office of Administration 22

Being riskSMART in Corporate Support 23

• Collective Bargaining Agreement (CBA) compliance

• Potential schedule delays

• Unbudgeted rent

• Experienced movers/technicians to move and store property/equipment

• Virtual communications utilized, increased communications

• Collaboration between impacted Offices, ADM, and OCIO

• First time utilization of virtual turnover tour with GSA

• Substantial completion end September; decommissioning October; Floor turnover to GSA Nov

• Reduced NRC rent/property costs

• Case study example in NUREG/KM-0016 TWFN Restack Project How to meet TWFN Restack timeline during COVID-19 PHE

The most successful aspects of the project were staff driven Key interdependence on other initiatives (i.e.,

culture, speed of trust, leadership behaviors, etc.) for the success of Be riskSMART Be riskSMART: Diagnostic Tool 24 Being riskSMART in Corporate Support

25 Technology: NRC Enterprise IT Roadmap and Data Strategy Nicholas Buggs Senior Enterprise Architect Office of the Chief Information Officer

26 Strategic Investments and IT Modernization as Mission-Enablers Process Culture Workforce Telework Changes to the IT architecture 26

27 From Desire for Change to Strategic Alignment Innovation Transformation Strategic Thinking Collaborative Planning 27

28 IT Roadmap as a Strategic Planning Tool that aids in the identification and selection of key strategies and initiatives to support the continual operation and improvement of the agencys IT portfolio 28

29 IT Roadmap Business Priorities Optimized Agency Business Processes and Modernized Workflow and Workload Management Solutions Optimized Agency Business Processes and Modernized Workflow and Workload Management Solutions Improved Staff Ability to Access and Analyze System Data as well as Documents within Agency Repositories Improved Staff Ability to Access and Analyze System Data as well as Documents within Agency Repositories Expanded Use of Modern IT Solutions to Collect and Communicate Information from/to External Stakeholders Expanded Use of Modern IT Solutions to Collect and Communicate Information from/to External Stakeholders Optimized Workplace Design to Support a Hybrid Working Environment Optimized Workplace Design to Support a Hybrid Working Environment 29

30 IT Roadmap as a Living Framework Issues and Risks Emergent Requests Fact-of-Life Changes The IT Roadmap will enable agility while providing a common strategic thread to support decision-making.

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31 Leveraging Data as a Strategic Asset Data Strategy Enhance our data culture Inform the evolution of our business processes Leverage modern capabilities Improve our ability to collect actionable information from external stakeholders The Data Strategy will describe the agencys overarching goals for the enterprise management and use of data and the key strategies needed to achieve them.

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32 Data Strategy Goals Data Strategy Promote the Secure Management and Control of Agency Data Promote the Collection, Transformation, and Use of Data Promote the Continual Data Management Maturity of Agency Staff and Processes Promote the Use of Data-Driven Insights 32

33 33 Data Strategy Inputs Data Strategy Systems & Tools Data Assets Data Maturity Findings Observations Recommendations

• Expanding data integration

• Establishing data standards

• Improving data literacy

Leveraging What Works Data Strategy 34

35 Supporting the Transformation Journey 35

36 Innovation: Transformation of the Rulemaking Process June Cai Branch Chief, Office of Nuclear Materials Safety and Safeguards

=

Background===

37 Enhance quality and timeliness of rulemaking products Further strengthen staff and stakeholder engagement Staff initiated Holistic, integrated Leveraged Center of Expertise strength and diversity Focus:

Approach:

38 Results

39 Results

40 Results

41 Navigation Tool The Rulemaking Process Public Web Site

42 Decision Tools The Rulemaking Process Public Web Site

43 Engagement Tool The Rulemaking Process Public Web Site

44 Project Management Tools The Rulemaking Process Public Web Site

45 Writing Tools The Rulemaking Process Public Web Site

46 Review &

Concurrence Tools The Rulemaking Process Public Web Site

47 Outreach Tools The Rulemaking Process Public Web Site

48 Impacts Tailored approaches to meet regulatory and schedule needs Adaptability to new tools and processes Enhanced communications with stakeholders Strengthened organizational capability

Reflections 49 Theres always room for innovation Grassroots, amplified by management support It takes a village (or a Center of Expertise)

Focus on progress, not perfection Create a safe environment for taking informed risks and applying creativity

How to Find Us 50 The Rulemaking Process Public Web Site

NRR, Office of Nuclear Reactor Regulation ADM, Office of Administration RES, Office of Nuclear Regulatory Research OEDO, Office of the Executive Director for Operations SBCR, Office of Small Business and Civil Rights 51 NSIR, Office of Nuclear Security and Incident Response Acronyms OCIO, Office of the Chief Information Officer GSA, General Services Administration IT, Information Technology