ML18095A594
| ML18095A594 | |
| Person / Time | |
|---|---|
| Issue date: | 04/11/2018 |
| From: | Dan Dorman NRC/EDO/DEDMRT |
| To: | |
| Lawrence Burkhart | |
| Shared Package | |
| ML18095A906 | List: |
| References | |
| Download: ML18095A594 (11) | |
Text
Transformation at the NRC Dan Dorman, Team Leader Transformation Team 1
Why Transform?
2
Why Transform at the NRC?
The nuclear industry has indicated plans to introduce new and novel technologies Because the use of such new nuclear technologies would challenge our current regulatory framework, we must not only innovate, but also identify and implement transformative change.
--- Victor McCree, Executive Director for Operations 1/25/18 - Formation of Transformation Team 3
What is Transformation?
- Continuing to ensure safety and security of the operation of civilian nuclear applications
- Significantly different ways to regulate
- Further enhancements in our effectiveness, efficiency, and agility I n n o v a t i o n 4
What the Transformation Initiative is Not
- An alteration of NRCs mission to ensure adequate protection
- Innovation -
Incremental changes or better ways of doing what we are currently doing
- A short-lived effort 5
Incremental Change or Transformation?
What is the Tasking?
- Harvest transformation ideas and strategies from inside and outside the agency to successfully implement transformation and sustain a transformative organizational culture.
- Develop and recommend specific area(s) to initiate transformation within the NRC.
- Develop a strategy and communications plan(s) for the specific area(s) recommended to foster transformation in NRCs culture.
- Develop a Commission paper that describes the merits of transformation, with recommended approaches and estimated schedules/resources.
6
Timeline January
- Transformation Team Stood Up February March
- Outreach to Internal and External Stakeholders
- RIC Session
- Develop Commission Paper April May
- Complete Commission Paper
- Final Briefings 7
Specific Areas for Consideration
- Digital instrumentation and controls
- Advanced fuel technology
- Advanced reactor applications
- New and emerging materials and manufacturing methods
- Big data 8
9 Outreach Efforts RIC Session - March 13 - completed Internal ADM, RES, NSIR, NRR/DLP, OIP, OCA, NRR/DORL, OEDO, OCAA, OPA, SECY, SBCR, OI, NRR/DMPS, NRR/DE, OGC, NRR/DRA, NRR/DIRS, NRR/DSS, OCFO, OCIO, NRO/DEI, NMSS/DUWP, NMSS/DRM, NMSS/DSFM, OCHCO, RI, RII, RIII, RIV, NMSS/FSCE, OE, ACRS, NMSS/MSST, NRO/DCIP, NRO/DNRL, NRO/DSEA, NRO/DSRA, ASLBP, NMSS completed External NuScale, William Ostendorff, GSA, DOD, NEI, DIUx-Chris Kirchhoff, Dominion, Oklo, DOE, EPRI, Rock Creek Tech, Lockheed Martin, Technology Resources, GE Hitachi, Westinghouse, Curtis-Wright/Scientech, NewClear Day, OAS/CRCPD, UCS, DOE ARPA-E, US Army, Air Force, FERC, Framatome, NASA, FDA, NIA, ACMUI, FAA, Naval Reactors, Apollo Fusion - Mike Cassidy, TerraPower, Terrestrial Energy, NEA international regulators (Finland, Japan, France, UK), DOT completed
10 Themes Systematic Expansion of Risk-Informed Licensing
- Incentives for safety improvements
- Systems/integrated approach to risk
- Application of operating experience
- Leveraging existing reviews Additional flexibility for licensees to make facility changes Timely resolutions to challenges associated with new technology Performance based reviews and incremental/early approvals
- Digital Instrumentation and Controls
- Transition to Accident Tolerant Fuels
- Advanced Reactor Licensing Culture
- Advance Innovation Forums as Agency Process
- Leadership Model for Vision and Communication
- Staff rotations to organizations doing transformative work
- Incentives for advancing new ideas
- Organizational focus
- Measurement of existing culture and trending of effectiveness
11 Next Steps
- Alignment on recommended changes to regulatory framework/culture
- Issuance of SECY Paper - May 2018