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![Page 1: Peter Dessaules, U.S. Department of Energy Brian Horn, Nuclear Regulatory Commission Programmatic Lessons Learned and Path Forward.](https://reader034.fdocuments.in/reader034/viewer/2022050714/56649ce35503460f949af294/html5/thumbnails/1.jpg)
Peter Dessaules, U.S. Department of Energy
Brian Horn, Nuclear Regulatory Commission
Programmatic Lessons Learned and Path Forward
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Overview
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Day-to-Day operational challenges Reports/Backlog Issues
Path forward Lessons Learned Specific Actions
Anticipated Regulatory Landscape
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Day-to-Day Operational Challenges(Backlog Issues)
Backlog is defined and measured by the following metrics:
• Daily Processing (Transactions, Inventory, and MBR)– Hundreds of thousands of records per year
• Monthly Closing– Essential to overcoming the backlog issue
• Reconciliation of NRC Facilities– Approximately 350 facilities per year
• Report Generation and Distribution– Approximately 12,000 reports per year
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Backlog Issues: Daily Processing
Daily processing encompasses:• Transaction, inventory, and material balance data/records
• Represents the DNA of the entire NMMSS system
• Accuracy, completeness, and currency of records is vital
• Error correction
Daily Processing backlog has been eliminated
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Backlog Issues: Monthly Closing
Monthly closing encompasses:• Officially closes the reporting period • Requires all facility data submitted• Once closed, it can only be changed as part of the next reporting period
Monthly closing consists of:• Ensure there are no record/data errors• Reconcile records for affected sites (varies from month to month)
September is by far the most complicated month• End of Government Fiscal Year• Vital input to multiple end of the year reports, e.g., Financial Reports• All DOE facilities need to be reconciled• September is historically closed in the November through January
timeframe
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Backlog Issues: Monthly Closing STATUS
Period Goal Actual Delay (Days)
Sept 08 Oct 23 Feb 19 119
Oct 08 Nov 23 Mar 5 102
Nov 08 Dec 23 Apr 3 101
Dec 08 Jan 23 Apr 16 83
Jan 09 Feb 23 May 4 70
Feb 09 Mar 23 May 8 46
Mar 09 Apr 23
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Backlog Issues: Reconciliation of NRC Facilities
Reconciliation of NRC facilities include:• Comparison of reported information to NMMSS vs. the
detailed material balance report– Detailed material balance info is kept at site-specific databases
• Approximately 350 facilities– Represents a 100% increase over 2008– Reconciliation takes place at least once a year– Some facilities report twice a year
• Continuing disconnect and needed error correction • 115 inventories submitted since Sept. 08• 76 inventories reconciled since Sept. 08
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Backlog Issues:Report Generation and Distribution
Report generation and distribution encompasses: • Financial Reports• International Reports• Customized and facility-specific report for NRC Offices• Customized and Program-specific report for DOE line
management• Site-specific reports• Special Regulatory/External requests, e.g.,
– IG– GAO– Health studies
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Backlog Issues:Report Generation and Distribution (Cont’d)
Report generation and distribution includes: • Many reports requires unique data processing
• Specialized algorithms
• Specific format
• Varying rules between NRC and DOE
• Large volume of differing types of reports– Upwards of 12,000 reports per year
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Backlog Issues:Report Generation and Distribution (STATUS)
Represents the most challenging and urgent issue Backlog goes back to September 2008 Varying degrees of current backlog
• Financial reports are completed thru the end of February 2009
• International reports are completed thru the end of February 2009
• Backlog of site reports go back to September 2008– Current plan is to prepare reports for the most recently closed month and
work backwards– Starting to transmit reports reflecting end of February 2009 records
Please provide us feedback on your priorities
during breakout sessions
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Lessons Learned
Many decades of operational experience NMMSS performance is dependent on several
interlinked factors:• Data that is accurate, complete, and current• Right skill mix and staff expertise• Robust infrastructure including software and automated
processing capabilities• Clarity in expectations and communication• Accountability
Applicable to all of us within the NMMSS Community!
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Lessons Learned:Performance Drivers
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Operational Staffing
Roles and Responsibilities
UserTraining
Software andInfrastructure
Transparency and Accountability
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Specific ActionsStaffing
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Brought on board additional resources to eliminate the backlog MC&A experience Document classification Administrative
More focused priority-driven tasking Specific backlog issues
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Specific ActionsSoftware and Infrastructure
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Data Preparation Software to be made available to both DOE sites and NRC licensees
Improved Electronic Communications Infrastructure Key drivers are to:
Minimize error rates More efficiently prepare reports for data submittal Achieve cost and time savings for both data input and data
processing New software (SAMS 6.0) is currently being Beta tested
Projected release date by the end of CY-09 (maybe sooner based on comments)
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Specific Actions
Roles and Responsibilities
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Clarify and effectively communicate roles and responsibilities
Improve timeliness and responsiveness to stakeholders Ensure currency of information and materials Improved communication
Website E-Newsletter 1-800 Call center
Transparent Performance—Web Based Report Card
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Specific ActionsTraining
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Make the training more targeted, specific, and cost-effective Reach out to a broader audience Leverage web-based delivery
Pressing training topics include: Data preparation and report submittal DOE and NRC reporting requirements Beginner and Advanced users
Jim Crabtree is NMMSS training coordinator
Resources have been allocated for three (3) NMMSS training courses this calendar year
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Anticipated Regulatory Landscape
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NRC rule change implemented January 1, 2009
No current plans for NRC rule changes
Potential for new foreign obligation codes
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Summary
We recognize the enormity of operational challenges facing all of us
We understand the factors that influence our collective performance
We have made significant improvements but have a lot to do
We have management support, engagement, and scrutiny We have made specific commitments for results