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{{#Wiki_filter:Transformation at the NRCDan Dorman, Team LeaderTransformation Team 1
{{#Wiki_filter:Transformation at the NRC Dan Dorman, Team Leader Transformation Team 1
 
Why Transform?
Why Transform?
2 Why Transform at the NRC?"The nuclear industry has indicated plans to introduce new and novel technologies- Because the use of such new nuclear technologies would challenge our current regulatory framework, we must not only innovate, but also identify and implement transformative change
2
."---Victor McCree, Executive Director for Operations 1/25/18 -Formation of Transformation Team 3
 
Why Transform at the NRC?
The nuclear industry has indicated plans to introduce new and novel technologies Because the use of such new nuclear technologies would challenge our current regulatory framework, we must not only innovate, but also identify and implement transformative change.
              --- Victor McCree, Executive Director for Operations 1/25/18 - Formation of Transformation Team 3
 
What is Transformation?
What is Transformation?
*Continuing to ensure safety and security of the operation of civilian nuclear applications
* Continuing to ensure Innovation safety and security of the operation of civilian nuclear applications
*Significantly different ways to regulate
* Significantly different ways to regulate
*Further enhancements in our effectiveness, efficiency, and agility I n no v a t i o n 4
* Further enhancements in our effectiveness, efficiency, and agility 4
 
What the Transformation Initiative is Not
What the Transformation Initiative is Not
*An alteration of NRC's mission to ensure adequate protection
* An alteration of NRCs mission to ensure adequate protection Incremental Change or
*Innovation  
* Innovation -              Transformation?
-Incremental changes or better ways of doing what we are currently doing*A short-lived effort 5Incremental Change or Transformation?
Incremental changes or better ways of doing what we are currently doing
* A short-lived effort 5
 
What is the Tasking?
What is the Tasking?
*Harvest transformation ideas and strategies from inside and outside the agency to successfully implement transformationand sustain a transformative organizational culture.
* Harvest transformation ideas and strategies from inside and outside the agency to successfully implement transformation and sustain a transformative organizational culture.
*Develop and recommend specific area(s) to initiate transformation within the NRC.
* Develop and recommend specific area(s) to initiate transformation within the NRC.
*Develop a strategy and communications plan(s) for the specific area(s) recommended to foster transformation in NRC's culture.
* Develop a strategy and communications plan(s) for the specific area(s) recommended to foster transformation in NRCs culture.
*Develop a Commission paper that describes the merits of transformation, with recommended approaches and estimated schedules/resources.
* Develop a Commission paper that describes the merits of transformation, with recommended approaches and estimated schedules/resources.
6 TimelineJanuary*Transformation Team Stood UpFebruaryMarch*Outreach to Internal and External Stakeholders
6
*RIC Session  
 
*Develop Commission PaperAprilMay*Complete Commission Paper
Timeline
*Final Briefings 7
* Transformation Team Stood Up January
* Outreach to Internal and External Stakeholders
* RIC Session February
* Develop Commission Paper March
* Complete Commission Paper
* Final Briefings April May 7
 
Specific Areas for Consideration
Specific Areas for Consideration
*Digital instrumentation and controls
* Digital instrumentation and controls
*Advanced fuel technology
* Advanced fuel technology
*Advanced reactor applications
* Advanced reactor applications
*New and emerging materials and manufacturing methods
* New and emerging materials and manufacturing methods
*Big data 8 9Outreach EffortsRIC Session
* Big data 8
-March 13 -completedInternalADM, RES, NSIR, NRR/DLP, OIP, OCA, NRR/DORL, OEDO, OCAA, OPA, SECY, SBCR, OI, NRR/DMPS, NRR/DE, OGC, NRR/DRA,NRR/DIRS,NRR/DSS, OCFO, OCIO, NRO/DEI, NMSS/DUWP, NMSS/DRM, NMSS/DSFM, OCHCO, RI, RII, RIII, RIV, NMSS/FSCE, OE, ACRS, NMSS/MSST, NRO/DCIP, NRO/DNRL, NRO/DSEA,NRO/DSRA, ASLBP,NMSScompletedExternalNuScale, William Ostendorff, GSA, DOD, NEI, DIUx
 
-Chris Kirchhoff, Dominion, Oklo, DOE, EPRI, Rock Creek Tech, Lockheed Martin, Technology Resources,GE Hitachi, Westinghouse, Curtis
Outreach Efforts Internal ADM, RES, NSIR, NRR/DLP, OIP, OCA, NRR/DORL, OEDO,               completed OCAA, OPA, SECY, SBCR, OI, NRR/DMPS, NRR/DE, OGC, NRR/DRA, NRR/DIRS, NRR/DSS, OCFO, OCIO, NRO/DEI, NMSS/DUWP, NMSS/DRM, NMSS/DSFM, OCHCO, RI, RII, RIII, RIV, NMSS/FSCE, OE, ACRS, NMSS/MSST, NRO/DCIP, NRO/DNRL, NRO/DSEA, NRO/DSRA, ASLBP, NMSS External NuScale, William Ostendorff, GSA, DOD, NEI, DIUx-Chris           completed Kirchhoff, Dominion, Oklo, DOE, EPRI, Rock Creek Tech, Lockheed Martin, Technology Resources, GE Hitachi, Westinghouse, Curtis-Wright/Scientech, NewClear Day, OAS/CRCPD, UCS, DOE ARPA-E, US Army, Air Force, FERC, Framatome, NASA, FDA, NIA, ACMUI, FAA, Naval Reactors, Apollo Fusion - Mike Cassidy, TerraPower, Terrestrial Energy, NEA international regulators (Finland, Japan, France, UK), DOT RIC Session - March 13 - completed                                        9
-Wright/Scientech , NewClearDay ,OAS/CRCPD, UCS, DOE ARPA
 
-E, US Army, Air Force, FERC, Framatome, NASA, FDA, NIA, ACMUI, FAA, Naval Reactors, Apollo Fusion  
Themes
-Mike Cassidy, TerraPower, Terrestrial Energy, NEA international regulators (Finland, Japan, France, UK), DOTcompleted 10Themes*Systematic Expansion of Risk
* Systematic Expansion of Risk-Informed Licensing
-Informed Licensing
  - Incentives for safety improvements
-Incentives for safety improvements
  - Systems/integrated approach to risk
-Systems/integrated approach to risk
  - Application of operating experience
-Application of operating experience
  - Leveraging existing reviews
-Leveraging existing reviews
* Additional flexibility for licensees to make facility changes
*Additional flexibility for licensees to make facility changes
* Timely resolutions to challenges associated with new technology
*Timely resolutions to challenges associated with new technology
* Performance based reviews and incremental/early approvals
*Performance based reviews and incremental/early approvals
  - Digital Instrumentation and Controls
-Digital Instrumentation and Controls
  - Transition to Accident Tolerant Fuels
-Transition to Accident Tolerant Fuels
  - Advanced Reactor Licensing
-Advanced Reactor Licensing
* Culture
*Culture-Advance Innovation Forums as Agency Process
  - Advance Innovation Forums as Agency Process
-Leadership Model for Vision and Communication
  - Leadership Model for Vision and Communication
-Staff rotations to organizations doing transformative work
  - Staff rotations to organizations doing transformative work
-Incentives for advancing new ideas
  - Incentives for advancing new ideas
-Organizational focus
  - Organizational focus
-Measurement of existing culture and trending of effectiveness 11Next Steps
  - Measurement of existing culture and trending of effectiveness 10
*Alignment on recommended changes to regulatory framework/culture
 
*Issuance of SECY Paper  
Next Steps
-May 2018}}
* Alignment on recommended changes to regulatory framework/culture
* Issuance of SECY Paper - May 2018 11}}

Latest revision as of 11:48, 21 October 2019

Transformation at the NRC Slides
ML18095A594
Person / Time
Issue date: 04/11/2018
From: Dan Dorman
NRC/EDO/DEDMRT
To:
Lawrence Burkhart
Shared Package
ML18095A906 List:
References
Download: ML18095A594 (11)
v • d • e


Text

Transformation at the NRC Dan Dorman, Team Leader Transformation Team 1

Why Transform?

2

Why Transform at the NRC?

The nuclear industry has indicated plans to introduce new and novel technologies Because the use of such new nuclear technologies would challenge our current regulatory framework, we must not only innovate, but also identify and implement transformative change.

--- Victor McCree, Executive Director for Operations 1/25/18 - Formation of Transformation Team 3

What is Transformation?

  • Continuing to ensure Innovation safety and security of the operation of civilian nuclear applications
  • Significantly different ways to regulate
  • Further enhancements in our effectiveness, efficiency, and agility 4

What the Transformation Initiative is Not

  • An alteration of NRCs mission to ensure adequate protection Incremental Change or
  • Innovation - Transformation?

Incremental changes or better ways of doing what we are currently doing

  • A short-lived effort 5

What is the Tasking?

  • Harvest transformation ideas and strategies from inside and outside the agency to successfully implement transformation and sustain a transformative organizational culture.
  • Develop and recommend specific area(s) to initiate transformation within the NRC.
  • Develop a strategy and communications plan(s) for the specific area(s) recommended to foster transformation in NRCs culture.
  • Develop a Commission paper that describes the merits of transformation, with recommended approaches and estimated schedules/resources.

6

Timeline

  • Transformation Team Stood Up January
  • Outreach to Internal and External Stakeholders
  • RIC Session February
  • Develop Commission Paper March
  • Complete Commission Paper
  • Final Briefings April May 7

Specific Areas for Consideration

  • Digital instrumentation and controls
  • Advanced fuel technology
  • Advanced reactor applications
  • New and emerging materials and manufacturing methods
  • Big data 8

Outreach Efforts Internal ADM, RES, NSIR, NRR/DLP, OIP, OCA, NRR/DORL, OEDO, completed OCAA, OPA, SECY, SBCR, OI, NRR/DMPS, NRR/DE, OGC, NRR/DRA, NRR/DIRS, NRR/DSS, OCFO, OCIO, NRO/DEI, NMSS/DUWP, NMSS/DRM, NMSS/DSFM, OCHCO, RI, RII, RIII, RIV, NMSS/FSCE, OE, ACRS, NMSS/MSST, NRO/DCIP, NRO/DNRL, NRO/DSEA, NRO/DSRA, ASLBP, NMSS External NuScale, William Ostendorff, GSA, DOD, NEI, DIUx-Chris completed Kirchhoff, Dominion, Oklo, DOE, EPRI, Rock Creek Tech, Lockheed Martin, Technology Resources, GE Hitachi, Westinghouse, Curtis-Wright/Scientech, NewClear Day, OAS/CRCPD, UCS, DOE ARPA-E, US Army, Air Force, FERC, Framatome, NASA, FDA, NIA, ACMUI, FAA, Naval Reactors, Apollo Fusion - Mike Cassidy, TerraPower, Terrestrial Energy, NEA international regulators (Finland, Japan, France, UK), DOT RIC Session - March 13 - completed 9

Themes

  • Systematic Expansion of Risk-Informed Licensing

- Incentives for safety improvements

- Systems/integrated approach to risk

- Application of operating experience

- Leveraging existing reviews

  • Additional flexibility for licensees to make facility changes
  • Timely resolutions to challenges associated with new technology
  • Performance based reviews and incremental/early approvals

- Digital Instrumentation and Controls

- Transition to Accident Tolerant Fuels

- Advanced Reactor Licensing

  • Culture

- Advance Innovation Forums as Agency Process

- Leadership Model for Vision and Communication

- Staff rotations to organizations doing transformative work

- Incentives for advancing new ideas

- Organizational focus

- Measurement of existing culture and trending of effectiveness 10

Next Steps

  • Alignment on recommended changes to regulatory framework/culture
  • Issuance of SECY Paper - May 2018 11
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