ML21167A062
| ML21167A062 | |
| Person / Time | |
|---|---|
| Issue date: | 06/22/2021 |
| From: | Margaret Doane NRC/EDO |
| To: | |
| Shared Package | |
| ML21050A177 | List: |
| References | |
| M210622B | |
| Download: ML21167A062 (51) | |
Text
Transformation at the NRC - Midyear Review Margie Doane Executive Director for Operations 1
Stephanie Morrow, Human Factors Engineer, Office of Nuclear Regulatory Research Candace de Messieres, Technical Assistant, Office of Nuclear Reactor Regulation Erin Carfang, Branch Chief, Region I AGENDA 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
People: Update on the Agency Desired Culture Efforts Stephanie Morrow, Ph.D.
Human Factors Engineer, Office of Nuclear Regulatory Research 3
Agency Culture How we interact with each other How we innovate and collaborate How we make decisions 4
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 2022 2020 Baseline Culture Culture 2021 Assessmen Assessment* Culture t Pulse Survey Ideal Culture 2020 2021 2022 2020 Federal Employee Viewpoint Survey (FEVS) 6
- Includes FEVS, OIG Safety Culture and Climate Survey, Organizational Culture Inventory, and Organizational Effectiveness Inventory
Measuring Progress 2020 Federal Employee Viewpoint Survey Employee Engagement Index = 78% +4%
Percent Change from 2020 FEVS Item Positive 2019 In my work unit, differences in performance are recognized in a meaningful way. 58% +14%
RECOGNITION Employees are recognized for providing high quality products and services. 78% +12%
In my organization, senior leaders generate high levels of motivation and LEADERSHIP 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%
7
Measuring Progress 2021 Culture Pulse Survey Slight increase in constructive behaviors Significant decrease in defensive behaviors Improvements in employee involvement, communication, and adaptability 8
(Source: Organizational Culture Inventory OCI and Organizational Effectiveness Inventory OEI)
Learning and Adapting Create safe Leadership at spaces to bring Connect the dots all levels whole selves to work 9
Sustaining Momentum 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 10
Team Lead Agency Culture Team Phase 1 Rotations Phase 2 Rotations Patrice Reid Candace Fanta Sacko Myla Ruffin Huda Guita Irani Amy Beasten Allyce Bolger (OEDO) Spore (NRR) (NSIR) (Region II) Akhavannik (ADM) (Region II) (Region IV)
(NRR)
Part-time Support Senior Executive Sponsors Stephanie Doris Lewis Alysia Bone Vonna Ordaz Scott Flanders David Pelton Morrow (OEDO) (OEDO) (SBCR) (OCIO) (Region III)
(RES) 11
Be riskSMART In All NRC Decisionmaking Candace de Messieres, Ph.D.
Technical Assistant Office of Nuclear Reactor Regulation 12
Provide common high-level framework, applicable to all disciplines (e.g., technical, legal, corporate)
Purpose Simple and plain English and Approach Enable NRC staff to consider risk systematically Not revisiting existing criteria, but increasing consistency, awareness, and usability of existing risk-informed approaches 13
Be clear about the problem 14
Risk-Informed Decisionmaking Starts with You 15
Security Bounding Time Legal review timeline given stakeholder feedback Refueling outage inspection 16
Progress
- Published NUREG, NUREG/KM-0016, "Be riskSMART: Guidance for Integrating Risk Insights into NRC Decisions"
- Launched NRC Training Becoming a more Modules risk-informed regulator is a
- Offices Implementing journey, but it is Objectives and Key worth it Results 17
We Are a Community of Practice 18
Be riskSMART Framework: A Reactor and Materials Regional Perspective Erin Carfang Branch Chief Region I 19
Being riskSMART in Reactor Safety
- Corrective action program
- Extent of condition concerns Breaker
- Consensus decision on importance Failures
- Review resources Should additional
- Subject matter experts re-directed to assist resources be
- Residents provided resources to thoroughly assess assigned to reviewing the breaker
- Maintenance was pulled forward significantly failures?
- Procedures were updated to reflect safety related equipment
- Knowledge transfer sessions conducted
- Operating experience shared between residents 20 20
Being riskSMART in Materials Safety
- Reliable source of medical supplies Irradiator
- Source installation License Amendment
- Training
- Regional engagement within agency and with licensee Key considerations
- Collaborative internal discussions needed for a
- License amendment approved first-of-a-kind license a
- Operating experience incorporated to inspect racks for mendment damage
- Inspectors coordinate site visit with implementation
- Knowledge transfer session
- Regional Risk Informed Decision-Making newsletter article 21
Be riskSMART Framework: A Corporate Perspective Tammie Williams Senior Space Management Specialist Office of Administration 22
Being riskSMART in Corporate Support
- Collective Bargaining Agreement (CBA) compliance
- Potential schedule delays TWFN
- Unbudgeted rent Restack
- Experienced movers/technicians to move and store Project property/equipment
- Virtual communications utilized, increased communications How to meet TWFN
- Collaboration between impacted Offices, ADM, and OCIO Restack
- First time utilization of virtual turnover tour with GSA timeline during
- Substantial completion end September; decommissioning COVID-19 October; Floor turnover to GSA Nov PHE
- Reduced NRC rent/property costs
- Case study example in NUREG/KM-0016 23
Being riskSMART in Corporate Support Be riskSMART: Diagnostic Tool 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 24
Technology: NRC Enterprise IT Roadmap and Data Strategy Nicholas Buggs Senior Enterprise Architect Office of the Chief Information Officer 25
Strategic Investments and IT Modernization as Mission-Enablers Process Culture Workforce Telework Changes to the IT architecture 26 26
From Desire for Change to Strategic Alignment Innovation Collaborative Planning Transformation Strategic Thinking 27 27
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 28
IT Roadmap Business Priorities 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 Expanded Use of Modern IT Solutions to Collect and Communicate Information from/to External Stakeholders Optimized Workplace Design to Support a Hybrid Working Environment 29 29
IT Roadmap as a Living Framework Fact-of-Life Changes Emergent Requests Issues and Risks The IT Roadmap will enable agility while providing a common strategic thread to support decision-making.
30 30
Leveraging Data as a Strategic Asset The Data Strategy will describe the agencys overarching goals for the enterprise management and use of Data Strategy data and the key strategies needed to achieve them.
Inform the Leverage modern Improve our ability to Enhance our data culture evolution of our capabilities collect actionable business processes information from external stakeholders 31 31
Data Strategy Goals Promote the Secure Promote the Collection, Management and Control of Transformation, and Use of Agency Data Data Data Strategy Promote the Continual Data Promote the Use of Data-Management Maturity of Driven Insights Agency Staff and Processes 32 32
Data Strategy Inputs Systems & Tools Data Assets Findings Observations Recommendations
- Expanding data integration Data Strategy
- Establishing data standards
- Improving data literacy Data Maturity 33 33
Leveraging What Works Data Strategy 34
Supporting the Transformation Journey 35 35
Innovation: Transformation of the Rulemaking Process June Cai Branch Chief, Office of Nuclear Materials Safety and Safeguards 36
Focus:
Enhance quality and timeliness of rulemaking products Further strengthen staff and stakeholder engagement
Background
Approach:
Staff initiated Holistic, integrated Leveraged Center of Expertise strength and diversity 37
Results 38
Results 39
Results 40
Navigation Tool The Rulemaking Process Public Web Site 41
Decision Tools The Rulemaking Process Public Web Site 42
Engagement Tool The Rulemaking Process Public Web Site 43
Project Management Tools The Rulemaking Process Public Web Site 44
Writing Tools The Rulemaking Process Public Web Site 45
Review &
Concurrence Tools The Rulemaking Process Public Web Site 46
Outreach Tools The Rulemaking Process Public Web Site 47
Tailored approaches to meet regulatory and schedule needs Adaptability to new tools and processes Impacts Enhanced communications with stakeholders Strengthened organizational capability 48
Theres always room for innovation Grassroots, amplified by management support It takes a village (or a Center of Expertise)
Reflections Focus on progress, not perfection Create a safe environment for taking informed risks and applying creativity 49
How to Find Us The Rulemaking Process Public Web Site 50
Acronyms ADM, Office of Administration GSA, General Services Administration IT, Information Technology NRR, Office of Nuclear Reactor Regulation NSIR, Office of Nuclear Security and Incident Response OCIO, Office of the Chief Information Officer OEDO, Office of the Executive Director for Operations RES, Office of Nuclear Regulatory Research SBCR, Office of Small Business and Civil Rights 51