ML20151P262
| ML20151P262 | |
| Person / Time | |
|---|---|
| Issue date: | 07/01/1988 |
| From: | Zech L NRC COMMISSION (OCM) |
| To: | Weiss P GENERAL SERVICES ADMINISTRATION |
| References | |
| NUDOCS 8808090296 | |
| Download: ML20151P262 (12) | |
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- V i NUCLEAR REGULATORY COMMISSION ,0 3 .k).A,..
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- July 1, 1988 h CHAIRMAN /
Mr. Paul T. Weiss, Associate Administrator for Administration General Services Administration Washington, DC 20405
Dear Mr. Weiss:
It is my sincere pleasure to nominate Mr. John M. Montgomery, Mr. Michael L.
Springer, and Mr. Edward L. Halman for the 1980 Excellence in Administration Award. The dedication and initiative of these individuals are characteristic of their fine performance and truly make them outstanding candidates for this award.
Enclosed please find the nomination form, narrative and biography for each nominee.
Sincerely, W. ,
Lando W. Zec , Jr.
Enclosures:
As stated b
8808090296 880701 PDR COMMS NRCC CORRESPONDENCE PDC
t 1988 EXCELLENCE IN ADMINISTRATION AWARD NOMINATION FORM U.S. Nuclear Regulatory Commission Nominating Department / Agency Nominee's Name John M. Montennery .
O'Pf ty Regional Administrator (SES)
Title and Grade Organization Region IV Office Telephone Number FTS 728-8226
,s.
Proposed Award Citation in aDDreciation of your notetuding enntr<hiit<nn ,,
Consolidation of the U.S. Nuclear Reculatory Commission into One White Flint North.
Savings Achieved or Anticipated Due to Nominee's Contributions (include an explanation of the method used to compute savings)
One Billion over a 30 vene caried in raduc=d rent and other ef ficiencias _
i Contact for Further information Name and Telephone Number _ Prtrici a A Ra t h5nn. Chief 492-7400 Title Trainina. Se.nefits and Enclovee Assistance Instructions: Complete this sheet and attach accornplishment and biography sheets for submission. The onginal and five copies shoulC be sent to:
Paul T. Weiss Associate Administrator for Administration General Services Administration Washington, DC 20405
John Montgomery 1988 Excellence in Administration Awards (GSA)
Narrative The consolidation of the U.S. Nuclear Regulatory Comission into two buildings in North Bethesda has required an extended effort covering three years to complete the design, construction, and the move into the first building. It will require an additional two years of effort to build, finish, and occupy the second building. Overall direction and management for this consolidation effort was provided by John M. Montgomery, who, supported by a small project office staff, was assigned the responsibility to ensure the successful completion of this project.
The total project cost will approximate $140 million and is expected to save the government over $1 billion over a 30-year period in reduced rent and other efficiencies. It has served as the first successful example of a government-wide GSA initiative to consolidate government agencies in the suburbs in substantially reduced office space. To achieve reduced space utilization has required the extensive use of open systems modular furniture and substantial reduction in the size of individual offices. An additional complicating factor was the need to design an open systems environment tailored to a unique high technology agency in a building which was already designed and built for conventional office space. This provided a significant additional challenge in which neither GSA, NRC, nor any other federal agency had prior experience. Mr. Montgomery and his staff found it necessary to lead and coordinate construction supervision, design, contracting, public interface, employee counseling, budget, telecomunication, furniture and wall installation, union negotiation, parking acquisition and administration, employee education and numerous other tasks never fully anticipated by either GSA or NRC top management. It became apparent very early that the NRC was pioneering a major new kind of building project.
The Office of Consolidation, under the overall supervision of John Montgomery, took the initiative, treated the GSA imposed space reduction requirement as an opportunity, and created a program to provide NRC with the highest quality, most functional, and most attractive office spacc possible. Numerous innova-tions, such as building-wide CCTY; extensive computer networking capability; 1 maximum light exposure to working spaces; extensive provisions for vending 1
areas, microwaves, coffee stations, employee lounges, and a personal working l space for every NRC employee; and the use of movable metal partitions as interior walls were developed, fought for, and included in the project.
Additionally, the Office of Consolidation, in cooperai, ion with Montgomery County officials, developed a unique traffic mitigation program which sets a new standard for an employer's efforts to reduce the traffic problems in the North Bethesda area. An extensive and delicate set of negotiations were required to successfully reach this goal.
Another major effort was the difficult task of informing, eliciting participation in counselling, and hearing the concerns of NRC employees l
anxious over this major change to their working lives. Continuous outreach efforts at all levels were conducted, multiple tours were conducted and led by the Office of Consolidation, and a video tape graphically describing the new environment was produced and was used to ease employee transition to the new environment. As a result of Mr. Montgomery's dynamic leadership, the consolidation into One White Flint North building was completed during the first half of 1988.
BIOGRAPHY JOHN M. MONTGOMERY John M -aaf gomery has been Deputy Administrator of Regio 7 IV of the Nuclear P*a. y Commission since October 1987. Region IV is responsible for NRC . ' activities in the states of Arkansas, Colorado, Idaho, Ka nsas , -
Montana, Nebraska, New Mexico, North Dakota, Oklahoma, South Da,
, Utah, and Wyoming.
Dr. . '
.y, who is originally from Madera, California, is a graduate o'. ; . University of California, Davis, where he received his bachelor of science degree in zoology. He received a master's degree in industria! and organizational psychology at the University of New Haven and his doctorate in business administration at George Washington University.
He joined NRC in 1978, with assignments in the Office of Standards Development and, later, in the Office of Policy Evaluation. Other NRC assignments included service on the Regulatory Reform Task Force, the Performance Review Board and the Executive Resources Board. At the time of his appointment as Deputy Region IV Administrator, he was Executive Assistant to Chairman Lando W. Zech, Jr., and Director of the NRC Office of Consolidation. ,
Before coming to NRC, Dr. Montgomery worked on the corporate staff of United Technologies Corporation in Hartford, Connecticut, and served in the U.S. Coast Guard with assignments in electronics operation and maintenance, search and rescue, and intelligence.
Dr. Montgomery, his wife, Nancy, and their two sons reside in Arlington, Texas.
1 1988 EXCELLENCE IN ADMINISTRATION AWARD NOMINATION FORM U.S. Nuclear Requlatory Commission Nominating Department / Agency Nominee's Name Michael L. Springer (SES)
D ector ,.
Title and Grade Organization Office of Consolidation Office Telephone Number 492-1685 Proposed Award Citation In appreciation of vour outstanding contributinn to tha Consolidatien of the U.S. Nuclear Regulatory Comission into One ifhite Flint North.
Savings Achieved or Anticipated Due to Nominee's Contributions (include an explanation of the method used to comrute savings)
One Billion over a 30 vnar narind in rnai,cna , ent w etge. ef fi,_5 3g ,
I.
i Contact for Further Information Name and Telephone Number Patricia A. Rathbun 492-7400 Title Chief, Trainina, Benefits and Emoloven Assistanea Instructions: Complete this sheet and attach accomplishment and biography sheets for submission. The original and five copies should be sent to:
Paul T. Weiss Associate Administrator for Administration General Services Administration Washington, DC 20405
Michael Springer 1988 Excellence in Adniinistration Awards (GSA)
Narrative The consolidation of the U.S. Nuclear Regulatory Cassion into two buildings in North Bethesda has required an extended effort covering three years to complete the design, construction, and the move into the first building. It will require an additional two years of effort to build, finish, and occupy the second building. Michael L. Springer served as director of a small project office which was assigned the responsibility to ensure the successful conipletion of this project.
The total project cost will approximate $140 million and is expected to save the government over $1 billion over a 30-year period in reduced rent and other efficiencies. It has served as the first successful example of a government-wide GSA initiative to consolidate government agencies in the suburbs in substantially reduced office space. To achieve reduced space utilization has required the extensive use of open systems modular furniture and substantial reduction in the size of individual offices. An additional complicating factor was the need to design an open systems environment tailored to a unique high technology agency in a building which was already designed and built for conventional office space. This provided a significant additional challenge in which neither GSA, NRC, nor any other federal agency had prior experience. Mr. Springer and his staff found it necessary to lead and coordinate construction supervision, design, contracting, public interface, employee counseling, budget, telecommunication, furniture and wall insta11etion, union negotiation, parking acquisition and administration, employee education and numerous other tasks never fully anticipated by either GSA or NRC top management. It became apparent very early that the NRC was pioneering a major new kind of building project.
The Office of Consolidation, under the direction of Michael 5 fnger, took the initiative, treated the GSA imposed space reduction requirement as an opportunity, and created a program to provide NRC with the highest quality, I wast functional, and most attractive office space possible. Numerous innovations, such as building-wide CCTV; extensive computer networking capability; maximum light exposure to working spaces; extensive provisions for vending areas, microwaves, coffee stations, employee lounges, and a personal working space for every NRC employee; and the use of movable metal partitions as interior walls were developed, fought for, and included in the project.
Additionally, the Office of Consolidation, in cooperation with Montgomery County officials, developed a unique traffic mitigation program which sets a new standard for an employer's efforts to reduce the traffic problems in the North Bethesda area. An extensive and delicate set of negotiations were required to successfully reach this goal.
Another major effort was the difficult task of infoming, eliciting participation in counselling, and hearing the concerns of NRC employta anxious over this major change to their working lives. Continuous outreach l efforts at all levels were conducted, multiple tours were conducted and led by the Office of Consolidation, and a video tape graphically describing the new environment was produced and was used to ease employee transition to the new environment. As a result of Mr. Springer's dynamic leadership, the consolidation into One White Flint North building was completed during the l
l first half of 1988.
L_____ _.__._ _.__~..__._.______.__._.
BIOGRAPHY Michael Louis Springer Michael L. Springer is Director of the Office of Consolidation, U. S. Nuclear Regulatory Commission.
Mr. Springer joined the Federal government in 1964 as a management analyst with the Office of the Secretary of Health, Education, and Welfare. His early training included experience as a budget analyst and Financial Management Officer of the National Libraryr of Medicine from 1969 to 1971.
In 1971, Mr. Springer was appointed Deputy Director, Management and Organization Division, U. S. Environmental Protection Agency. He served as Director, Management Information and Data Systems Division, U. S.
Environmental Protection Agency from 1973 to 1975.
Mr. Springer was selected in 1975 for participation in the Federal Executive Development Program sponsored jointly by the Office of Management and Budget and the Civil Service Consnission. As part of his development, he worked for four months at the newly created Congressional Budget Office where he deve-loped that organization's first budget appropriation request. Later in the program, he served for nine months as Acting Deputy Director, Division of Prevention, National Institute on Alcohol Abuse and Alcoholism, and for six months as Acting Director, Occupational Health and Safety, U. S. Environmental Protection Agency.
Mr. Springer joined the staff of the Office of Management ard Budget in the Executive Office of the President in 1977 and in 1978 became a Senior Manage-ment Associate in the Management Improvement and Evaluation Division. While at OMB from 1977 until 1980, Mr. Springer worked on implementation planning for the new Departments of Energy and Education and coordinated, for OMB, the reorganization of the Executive Office of the President. He led a task force for the administrative inplementation of the Federal Emergency Management Agency, assisting John Macy in obteining space and administrative support for the new agency, and was involved in various other reorganization intiatives of the President. In 1981 and 1982, during the Reagan administration, Mr.
Springer was the OMB staff lead on elimination of wasteful spending on Government publications and participated in implementation activities of the President's Council on Integrity and Efficiency and the President's Council on Management Improvement. He also served in 1980 and 1981 as OMB staff co-ordinator for the First and Second Bilateral Meetings on Public Administration between the United States a'1d the Republic of Mexico.
Mr. Springer moved to the U. S. Nuclear Regulatory Comission in 1982 as Deputy Director of the Office of Administration. In late 1985, he began putting together a small team to plan for the consolidation of the NRC at White Flint in North Bethesda. In July 1986, the team was redesignated the Office of Consolidation reporting directly to the Executive Director for Operations. John Montgomery, Executive Assistant to NRC Chairman Lando Zech, was put in charge of the overall consolidation effort and Mr. Springer was named Staff Director of the new office.
2-In April 1988, Mr. Springer was appointed Director, Office of Consolidation and is currcntly involved in planning for construction and occupancy of a second building at White Flint to complete the consolidation of the headquarters staff of the NRC.
Born in Sarasota, Florida, Mr. Springer attended Millsaps College in Jackson, Mississippi, received a B.A. in Government from George Washington Uni"?rsity, and an M.P.A. from The American University. He lives in Montgomery Lounty, Maryland with his wife (Afife) and three children.
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.~~n. - .-a 1988 EXCELLENCE IN AL MINISTRATION AWARD NOMINATION FORM Ncmnating Dcpartment/ Agency Nuclear Regulatory Corrif ssion/ ARM N:m. nee's Name Edward L. Hr.iman Director, Division of Contracts (SES)
T.:.e and Grade Organization Of fice of Adr.linistration and Resources Management C" ce Telephone Number 492-4347 _
P':p'., sed Award Citation Excellence in Procurement of Reactor Simulators for
_ Training NRC Employees Savings Achieved or Anticipated Due to Nominee's Contributions (include an explanation of the method used to compute savings)
- - . .. Si Contact for Further Information .
Name and Telephone Number William G. Mcdonald - 492-4303 m, Director, Office of Administration and Resources Management
- ~+2r . .
Instructions: Complete this sheet and attach accomplishment and biography sheets for submission. The o6ginal and five copies should be sent to: .
~
.7 Paul T. Weiss Asiate Administrator for Administration 4...- .
General Services Administration +A Ae 't Washington, DC 20405 %"V
l l
l l
i Edward L. Halman, in conce t with Kenneth A. Raglin, was instrumental in l the procurement of full-scope, pressurized water reactor control room f simulators for the NRC Technical Training Center (TTC). These simulators replicate the major control equipment for the nuclear power plants of their respective designs and can accurately duplicate plant operational responses during nonnal and accident conditions. The TTC provides training for NRC personnel responsible for the licensing and inspection programs which assure that nuclear power reactor facilities are designed, constructed, and operated safely in accordance with applicable rules and regulations. The ,
center is located in Chattanooga, Tennessee, in a modern office complex and j includes three simulators, five classrooms, engineering models of nuclear power plants, and various high-technology training aids.
Prior to these procurements, pressurized water reactor simulator training for NRC was provided by leasing vendor or utility-owned simulators at various locations throughout the U.S. The NRC was faced with increasing hourly costs for simulator usage, increased simulator training needs requiring additional simulator time, relegation to the less desirable evening and night shifts for simulator training, and inability to get an adequate quantity of simulator time on any shift. The solution to these problems involved the procurement and relocation of two simulators to the TTC, placing them under NRC control. These procurements allow unrestricted milability of training time for the NRC staff for less cost than leasing a fixed number of far fewer hours on vendor or utility-owned simulators at other locations. The increased PWR simulator availability provided by these procurements has improved the responsiveness of reactor technology training programs to NRC needs, both for ongoing programs and for newly identified needs. Recent examples include special training for emergency operating procedure inspection teams and additional training courses for operator licensing examiners in response to a changing industry environment.
Additional benefits of these procurements have been achieved by integrating simulator operations into classroom courses. This allows immediate reinforcement of key concepts in an environment which is ideal for retention. NRC simulator training can now be scheduled whenever needed and during narmal working hours. Most previously leased simulator time was scheduled for the convenience of the contractor and on night shift, which is not a time conducive to effective training. The result of the increased simulator availability is a better-trained, more competent technical staff which is better able to perfonn the NRC mission of protecting the health and safety of the public.
These simulator procurements were highly unusual and complex, requiring a great deal of initiative, perseverance, and creative thinking. The projects involved locating existing, operational simulators that could be procured; evaluating their suitability for NRC training; having the simulator modeling upgraded to meet NRC specifications; and arranging payment tenns to meet existing budget limitations. Extensive and difficult negotiations with Westinghouse Electric Corporation resulted in a cost reduction of the Westinghouse simulator hardware by $2.2 million and resulted in the acquisition of 6 weeks of interim simulator training at
2-approximately half the hourly comercial rate, for an additional savings of 1
$75,000. Negotiations with Power Safety International for the Babcock and l Wilcox (B&W) simulator were equally complex and successful, with a cost )
reduction of $500,000 from their initial proposal. The total costs of procuring these simulators were $1.25 for the Westinghouse siaulator and
$940,000 for the B&W simulator. These costs compare extrenar y favorably ;
I with the estimated $10 to $12 million cost for each simuluor of similar capt.bility and usefulness if procured new from a simulator manufacturer.
In addition to reducing the original proposed costs for each of these projects, an innovative plan for creative financing was required to successfully complete these projects. The NRC training budget could not support even these reduced total costs for either of the simulators in any single fiscal year. Primarily through the efforts of Mr. Halman, these contracts were negotiated to provide payment over a number of years at no increase in cost to the government. This could not have been accomplished without his direct management involvement because of the highly unusual nature of the tertns and conditions of these procurements.
The long-tenn financial impact of the procurement of these two simulators is to allow virtually unlimited availability of Westinghouse and B&W simulator training time for NRC personnel at an essentially constant price during the long-tenn payment plan. Leasing' agreements with industry simulator owners are typically billed at an hourly rate which has historically escalated at about 5% per year. After title to the simulators passes to the NRC at the end of the respective payment plans, actual costs to NRC will be reduced to maintenance and building lease costs. These costs amount to only about half of the existing cost for simulator training.
The programatic impact of these successful efforts is the ability to provide more effective and responsive operational training to meet the changing NRC training needs. This will enable the NRC to better respond to nuclear r;wer plant problems and events, and new industry and NRC initiatives to enhance the safety of nuclear power in the U.S. and worldwide.
. - - - - . - . , -- - ,,. .--, - . - - - - - - - = , , . - - , . - < , ,,---
, '$ EDWARD L. HALMAN, DIRECTOR l DIVISION OF CORTRACTS AND PROPERTY MANAGEMENT, ADM 0FFICE OF ADMINISTRATION AND RESOURCES MANAGEMENT U.S. NUCLEAR REGUI/. TORY COMMISSION Education Morris Brown College (B.A., Magna Cum Laude, Valedictorian, 1965); Ford Foundation Foreign Af fairs Scholars Program; Graduate School, University of Chicago, 1966; George Washington University (M.A., 1987) Federal Executive Institute, Charlottesville, Va.,
1977.
Career Achievements Mr. Halman's Federal career began when he joined the Atomic Energy Commission as a Management Intern. His accomplishments led to his selection as NRC's first procurement chief, a position in which he has served with distinction.
Mr. Halman's managerial skills have enabled him to provide outstanding contractual support to the Agency's administrative and technical programs, even while his overall staffing levels were being reduced. Through his efficient management structure and innovative procurement techniques, he has been able to reduce the processing time for procurement actions by as auch as 50 percent, thus greatly facilitating the accomplishment of the Agency's vital health and safety mission. He initiated a procurement milestone schedule which enables his staff to track all contract actions and monitor their progress. This system, keying on essential steps in the procurement cycle, makes potential bottlenecks easy to spot so they can be minimized or avoided altogether.
Working closely with Agency program offices, he devised a system of advance procurement planning which allows a systematic, orderly approach to the Agency's procurement needs.
His ef forts have won enthusiastic cooperation from all levels of NRC management. His aggressive contract management techniques have led to cost savings that last year amounted to over 1.6 million dollars. He was also instrumental in establishing the NRC Contract Review Board, which ensures that Agency contractual projects do not duplicate other ongoing work. He serves as a member of the Senior Contract Review Board, an organization of senior agency officials which reviews all contractual actions of over 500,000 dollars.
In April 1985 he was designated as the NRC Competition Advocate. In this capacity, he has statutory responsibility for challenging barriers to, and ensuring promotion of, full and open competition in the acquisition of supplies and services by the Agency. His personal efforts have raised the awareness of senior staff to the cost-savings and enhanced quality of the goods and services to be achieved through competition. These efforts are well recognized and endorsed by senior management as competitive procurements increased from 62 to 67 percent from FY 1985 to FY 1986. These program accomplishments and associated initiatives are reported to Congress on an annual basis.
In May 1988, Mr. Halman was selected for the new position of Director, Division of Contracts and Property Management where, in addition to his previous responsibilities for the agency's total procurement operations, he manages all agency facilities and other l property.
l l Honors and Awards Received l
l 1988 Recipient, Presidential Rank Meritorious Service Award l 1987 Recipient, NRC's Equal Employment Opportunity Award i 1982 Recipient, Howard University Award for Assistance to Small and Minority Businesses l
1 1978 NRC Nominee for William A. Jump Memorial Award for Noteworthy Service in Public Administration 1980-1988 Recipient, Several SES Bonus Awards for Outstanding Performance
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