Peter Dessaules U S Department of Energy Brian

Peter Dessaules, U. S. Department of Energy Brian Horn, Nuclear Regulatory Commission Programmatic Lessons Learned and Path Forward

Overview § Day-to-Day operational challenges § Reports/Backlog Issues § Path forward § Lessons Learned § Specific Actions § Anticipated Regulatory Landscape 2

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

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 4

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

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

Backlog Issues: Reconciliation of NRC Facilities § Reconciliation of NRC facilities include: • Comparison of reported information to NMMSS vs. the detailed material balance report – • Approximately 350 facilities – – – • • • Detailed material balance info is kept at site-specific databases 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

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

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

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

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!

Lessons Learned: Performance Drivers Operational Staffing User Training Software and Infrastructure Roles and Responsibilities Transparency and Accountability 12

Specific Actions Staffing § Brought on board additional resources to eliminate the backlog § MC&A experience § Document classification § Administrative § More focused priority-driven tasking § Specific backlog issues 13

Specific Actions Software and Infrastructure § 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) 14

Specific Actions Roles and Responsibilities § 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 15

Specific Actions Training § 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 16

Anticipated Regulatory Landscape § NRC rule change implemented January 1, 2009 § No current plans for NRC rule changes § Potential for new foreign obligation codes 17

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