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

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

3. 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

4. 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

5. 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

6. Backlog Issues: Monthly Closing STATUS PeriodGoalActualDelay (Days) Sept 08Oct 23Feb 19119 Oct 08Nov 23Mar 5102 Nov 08Dec 23Apr 3101 Dec 08Jan 23Apr 1683 Jan 09Feb 23May 470 Feb 09Mar 23May 846 Mar 09Apr 23

7. 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

8. 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

9. 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

10. 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

11. 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!

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

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

14. Specific Actions Software and Infrastructure 14  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)

15. Specific Actions Roles and Responsibilities 15  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

16. Specific Actions Training 16  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

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

18. 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