ML19297F334
| ML19297F334 | |
| Person / Time | |
|---|---|
| Issue date: | 10/29/2019 |
| From: | NRC/OCM |
| To: | |
| Shared Package | |
| ML19297G088 | List: |
| References | |
| M191029 | |
| Download: ML19297F334 (49) | |
Text
COMMISSION MEETING ON TRANSFORMATION U.S. NUCLEAR REGULATORY COMMISSION October 29, 2019
NRCs TRANSFORMATION VISION & FOCUS AREAS Focus on our people MODERN, RISK-Innovate INFORMED REGULATOR Accept Risk Use technology
AGENDA
- Greg Bowman, Deputy Director, Division of Risk Assessment, Office of Nuclear Reactor Regulation
- Jennifer Golder, Deputy Director, Office of the Chief Human Capital Officer
- John Lubinski, Director, Office of Nuclear Material Safety and Safeguards
- David Nelson, Chief Information Officer
- Maureen Wylie, Chief Financial Officer
- Amy DAgostino, Human Performance Analyst, Office of Nuclear Regulatory Research
- Jonathan Greives, Chief, Projects Branch 4, Division of Reactor Projects, Region I 3
ACHIEVING OUR TRANSFORMATION VISION GREGORY BOWMAN, DEPUTY DIRECTOR DIVISION OF RISK ASSESSMENT OFFICE OF NUCLEAR REACTOR REGULATION
Whats a Jam?
Multi-day collaborative discussion in a virtual environment Everyone can participate and see whats happening as it unfolds Taps collective wisdom to uncover new insights Supports culture change to be more receptive to new 5 ideas; willing to speak up
JAM VIDEO 6
IMPRESSIONS FROM THE JAM
- I've really never felt more connected as an agency! - Patrice Reid, OCHCO
- It seems to me that the #jamchat is evidence and affirmation that the answers are in the room (at all levels of the organization). - Doug Dodson, RIV
- The Jam has helped knock down organizational barriers and power differentials (senior leadership and staff) in a very powerful way. - Amanda Marshall, NSIR 7
Overall Participation Statistics Users Posting by Office Detailed Participation Statistics by Office Or Topic 8
Illustration Purposes Only
BECOMING A MODERN, RISK-INFORMED REGULATOR FOCUS AREAS INITIATIVES Our People Accepting Risk Career Accepting Risk Technology Adoption Enhancement Agency Desired Culture Technology Signposts and Innovation Markers Innovation Process Simplification 9
THE WORLD AS WE HAVE CREATED IT IS A PROCESS OF OUR THINKING. IT CANNOT BE CHANGED WITHOUT CHANGING OUR THINKING.
ALBERT EINSTEIN
OUR PEOPLE JENNIFER GOLDER, DEPUTY CHIEF HUMAN CAPITAL OFFICER OFFICE OF THE CHIEF HUMAN CAPITAL OFFICER
IMPRESSIONS FROM THE JAM
- In my mind, engagement would include ways to motivate or foster an environment for staff to contribute more and garner interest. - Booma Venkataraman, NRR
- I can be stable with one Agency, but I can also bounce around and get experience in different fields - materials, inspection, enforcement, project management, licensing. -
Justin Vazquez, RI
- We need to develop employees that want to be fungible, employees who have an interest in moving from one skill set to another many times throughout their careers. -
Tammy Bloomer, RES
- Our recruitment techniques will be key and I think the new marketing campaign can be helpful. - Nanette Valliere, NRO 12
TALENT MANAGEMENT 13
SKILLS MARKETPLACE Innovation
- Enhancing workforce agility by connecting staff with Fungibility/Agility Training projects
- Beneficial to staff for Skills Marketplace expanding skillsets Knowledge Management Community Building
- Utilizes existing OPM platform Experiential Learning 14
INNOVATIONS IN RECRUITING
- Update Recruitment Messages Select
- Focus on Future Skills
- Engage early
- Tiger Team Approach
- Offers out Early
- Attend RIC Attract Onboard 15
ACCEPTING RISK IN DECISION-MAKING JOHN LUBINSKI, DIRECTOR OFFICE OF NUCLEAR MATERIAL SAFETY AND SAFEGUARDS
IMPRESSIONS FROM THE JAM
- Most decisions involve a mix of technical, policy, resource, and other considerations, and all decisions need to fit within a legal framework. - Susan Vrahoretis, OGC
- Should the question not be so much "how to risk-inform?" (since I think we already do that for the most part) as "how far should we increase our risk tolerance? or how to weigh risk tolerance vs #1 on the risk triplet" (which I think we may say we do accept the risk, but when something doesnt work out like we want, we are not able to accept the risk). - Michelle Burgess, NMSS
- Theres a ton of risk-informed material out thereMaybe were doing too much -
can we use baby steps and put together one underlying agency definition which can work across the board for all offices? - Jeff Circle, NRR 17
OUR CURRENT STATE
- Variability in understanding risk and using risk tools
- Different tolerances for accepting risk
- Inconsistency across and within Offices and programs
- Disparity with technical, legal, and corporate decision-making 18
OUR DESIRED STATE
- Aligned with being a modern, risk-informed regulator
- Shared understanding of risk and acceptance of risk
- Consistently applied to technical, legal, and corporate decisions 19
- Develop common language for risk and acceptance
- Connect current initiatives to the vision of being a modern, risk-informed regulator
- Identify and communicate tools and guidance
- Establish meaningful metrics for accepting risk 20
BEST PRACTICE: EXTERNAL PERSPECTIVE ON RISK FROM COSO 21 Figure: Focus on Decision-Making Source: Committee of Sponsoring Organizations of the Treadway Commission (COSO)
BEST PRACTICE: RISK TRIPLET 22
WHAT DOES ACCEPTING RISK MEAN?
- Accepting that we use risk insights in decision-making, including radiological risk, enterprise risk, litigative risk, etc.
- Accepting appropriate levels of risk in the decisions we make
- Accepting risk personally in adapting our behaviors around decision-making 23
ACCEPTING RISK IN RULEMAKING
- Evaluating and implementing process changes that are risk-informed:
- Determine if a regulatory basis is needed
- Streamlining the concurrence process
- Rigorously applying regulatory analysis to all regulatory products 24
TECHNOLOGY DAVID NELSON, CHIEF INFORMATION OFFICER OFFICE OF THE CHIEF INFORMATION OFFICER
JAM QUOTES / PICTURES
- We need to develop staff in technology competency and motivate the staff to seek IT solutions for any of their repetitive work. - Jinsuo Nie, RES
- How can we better utilize the data/information/IT systems we have to simplify/get access to the information needed to make good decisions? - Andrea Kock, NMSS 26
TRANSFORMATION INITIATIVE
- How is NRC using technology to work smarter?
- How is NRC leveraging data analytics to improve decision-making?
- How is NRC building capacity and identifying opportunities for technology to enable process simplification? 27
IT MODERNIZATION TO SUPPORT TRANSFORMATION 28
ONGOING TRANSFORMATIONAL ACTIVITIES 29
FROM CONCEPT TO REALITY 30
FUTURE TRANSFORMATIONAL EFFORTS 31
SYSTEMS AND DATA DRIVE EFFICIENCY AND INNOVATION MAUREEN E. WYLIE, CHIEF FINANCIAL OFFICER OFFICE OF THE CHIEF FINANCIAL OFFICER
ETS2 US BANK Data ECP Act LOCATER Broler CIR WBL/GL IPAC WBL EDMS GTAS FAIMIS STAQS PAM Reactor Systems EPM CACs Program CARS ASAP FedPASS SAM BFS HRMS IPP WTTS E- HRMS FPPS TMS billing 33
USING INNOVATION TO BUILD NEW SYSTEMS Notable Changes
- Full life-cycle financial management 34
- Oracle based - Best in Class
BFS - SPEND PLAN AND STAFFING DASHBOARDS Dashboards:
- Easy access to data
- Improved visibility
- Information at a Glance
- Reduced administrative 35
EDMS Notable Changes
- Interfaced systems integrates work-CACS HRMS RRPS planning, staff assignments and time charging (Improved Internal Controls)
- Standardized data structure
- Creates, administers CACs and EPIDS
- Create and update work assignments
- Labor Hour Reporting IMPLEMENT STANDARDIZED DATA ELEMENTS AND AUTHORITATIVE DATA SOURCES 36
IMPROVED INVOICES
- Defined billing period
- Umbrella code for each licensing action
- NRC employee and contractor performing work
- Total charges LISTEN TO STAKEHOLDERS AND INCREASE TRANSPARENCY 37
MAKE INNOVATIVE CHANGES Future Innovations Coming Soon
- Tableau AGENCY CONTRACT SUPPORT AND TRAVEL EXECUTION
- Robotic Process Automation Agency Contract Support & Travel (CST)
Budget vs. Execution ($K)
FY 2017 - FY 2019
- Fee Billing Engine $500,000
$400,000
$300,000
$200,000 Enhancements $100,000
$0 FY FY FY FY 2017 2018 2019 2020
- FAIMIS Acquisition Module CBJ IMPN 388,381 353,265 356,205 361,076 347,662 330,754 343,814 Obligated 356,166 362,827 333,309 Expended 152,868 146,202 138,946 39 BUILDING FOUNDATIONS TO MOVE FORWARD
INNOVATION AMY DAGOSTINO, HUMAN PERFORMANCE ANALYST OFFICE OF NUCLEAR REGULATORY RESEARCH
JAM QUOTE
- I think we need to spend more energy, attention and resources on sharing success stories of transformation and innovation and lessons learned for risk taking at NRC. I also think we need to spend more energy, attention, and resources on rewarding breakthroughs. - Ben Ficks, OCFO 41
HOW WE WORK IS AS IMPORTANT AS WHAT WE DO Innovation Transformation Finding new & Culture Change Vision better ways to work Encourages, expects A modern while maintaining & supports staff
& risk-informed the highest safety finding better ways regulator standards to work HOW DOES INNOVATION SUPPORT THE VISION?
42
NRC INNOVATION JOURNEY InnovateNRC 1.0 Evolving our Approach InnovateNRC 2.0 2017 2019 2020 43
NEW APPROACHES TECHNOLOGY BUILT FOR INNOVATION 44 CLEAR PATHS TO IMPLEMENTATION
Welcome to View Challenges Submit Ideas View Successes 45
VIDEO ACRONYMS
- ASAP Automated Standard Application for Payments
- BFS Budget Formulation System
- CAC Cost Activity Code
- CACs Cost Activity Code System
- CARS Central Accounting Reporting System
- CBJ Congressional Budget Justification
- CIR Central Information Repository
- DAB Data Act Broker
- E-billing Electronic Billing
- ECP Electronic Check Processing
- EDMS Electronic Data Management System
- EOY End of Year 47
- EPID Enterprise Project Identifier
- EPM Enterprise Project Management
- ETS2 E-Gov Travel Service 2
- FAIMIS Financial Accounting and Integrated Management Information System
- FPPS Federal Personnel and Payroll System
- FTE Full Time Equivalent
- FY Fiscal Year
- GTAS Governmentwide Treasury Account Symbol
- HRMS Human Resources Management System
- IPAC Intra-Governmental Payment and Collection
- IPP Invoice Processing Platform
- IT/IM Information Technology and Information Management 48
- OPM Office of Personnel Management
- PAM Payment Automation Manager
- RIC Regulatory Information Conference
- RRPS Replacement Reactor Program System
- SAM Shared Accounting Module
- STAQS Strategic Acquisition System
- TMS Talent Management System
- WBL/GL Web Based Licensing/General Licensing
- WTTS Workforce Tracking and Transformation System 49