Defense Nuclear 

Facilities Safety Board

March 11, 2024

FY 2025

Congressional

Budget Justification

FY 2023

Annual Performance 

Report 
FY 2025 Congressional Budget Justification – FY 2023 Annual Performance Report

Defense Nuclear Facilities Safety Board

Defense Nuclear Facilities Safety Board

FY 2025 Congressional Budget Justification and FY 2023 Annual Performance Report

Contents

FY 2025 REQUEST EXECUTIVE SUMMARY ......................................................................1

Operating Expense Summary...............................................................................................1

Personnel Summary..............................................................................................................2

FY 2025 BUDGET RESOURCE REQUEST SUMMARY......................................................3

FY 2025 Budget Request Justification Overview ................................................................4

PROPOSED APPROPRIATIONS LANGUAGE.....................................................................7

Salaries and Expenses...........................................................................................................7

FY 2023 ANNUAL PERFORMANCE REPORT......................................................................8

Overview ..............................................................................................................................8

Mission Statement ................................................................................................................8

Vision Statement...................................................................................................................8

Organizational Structure.......................................................................................................8

Strategic Goals, Objectives, and Performance Summary (FY 2023 APR) ..........................9

FY 2023 Performance Summary ........................................................................................10

FY 2023 Performance Detail..............................................................................................11

Other Information...............................................................................................................30

Major Management Priorities and Challenges...................................................................30

APPENDIX 1: ORGANIZATIONAL STRUCTURE.............................................................31

Organizational Chart...........................................................................................................32

APPENDIX 2: REPORT ON OUTSTANDING GOVERNMENT ACCOUNTABILITY OFFICE 

AND INSPECTOR GENERAL RECOMMENDATIONS ....................................................33

Good Accounting Obligation in Government Act..............................................................33

APPENDIX 3: GOVERNMENT PERFORMANCE AND RESULTS ACT (GPRA) 

MODERNIZATION ACT.........................................................................................................38

GPRA Strategic Planning Reporting Requirements...........................................................38
FY 2025 Congressional Budget Justification – FY 2023 Annual Performance Report

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FY 2025 REQUEST EXECUTIVE SUMMARY 

The mission of the Defense Nuclear Facilities Safety Board (“DNFSB” or “Board”), codified in 

42 U.S.C. § 2286a(a), is to provide independent analysis, advice, and recommendations to the Secretary 

of Energy to inform the Secretary, in the role of the Secretary as operator and regulator of the defense 

nuclear facilities of the Department of Energy, in providing adequate protection of public health and 

safety at such defense nuclear facilities, including with respect to the health and safety of employees and 

contractors at such facilities.

The Fiscal Year (FY) 2025 President’s Budget Request provides $47,210,000 and 128 full-time 

equivalents (FTEs) for the Defense Nuclear facilities Safety Board to carry out its mission in FY 2025. 

The Board’s foundation is built on the expertise of its Board members and its staff in support of the 

Board’s mission to conduct nuclear safety oversight, and approximately seventy percent of the Board’s 

annual budget is dedicated to salaries and benefits. In line with the President’s Management Agenda, 

DNFSB aims to attract, hire, develop, and empower talented individuals well-suited and prepared to 

carry out its mission. Consequently, the Board will continue to execute a staffing plan for FY 2025, 

focused on hiring and maintaining highly skilled engineers, scientists, and professionals to support the 

agency’s nuclear safety mission. 

Additionally, in FY 2025, the Board will continue its substantial effort through its Equal Employment 

Opportunity (EEO) program to recruit and hire a diverse workforce, including its highly specialized 

technical positions. Consistent with Executive Order 13985, the EEO program helps ensure that the 

Board promotes equal opportunity and is free from discrimination and harassment. This effort includes 

continuous focus on employee engagement and improved communications. These investments enable 

the staff to do mission-critical work more efficiently and effectively.

The Board’s FY 2025 request includes capabilities and improvements to cybersecurity, physical security, 

secure communications, information technology modernization, technical efficiencies, organizational 

effectiveness, and progress on diversity, equity, inclusion, and accessibility throughout the agency. This 

will help ensure the Board has the resources needed to execute its mission while complying with 

evolving requirements.

Operating Expense Summary
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FY 2023

Actual FY 2024 CR Level FY 2025 President’s Budget Request

Budget Authority $41 $41 $47

Obligations $40 $41 $47

Personnel Summary

FY 2023

Actual FY 2024 CR Level FY 2025 President’s Budget Request

Statutory Personnel 

(FTE) Ceiling 130 130 130

FTE Usage 116* 120 128

* FY 2023 Approved FTE Usage was 120

Numbers in millions
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FY 2025 BUDGET RESOURCE REQUEST SUMMARY

Budget Account 

FY 2023

Actual

FY 2024

CR Level

FY 2025

President’s 

Budget 

Request

SALARIES AND BENEFITS $27 $28 $31.5 

TRAVEL AND TRANSPORTATION $1 $1.3 $1.2 

OTHER SERVICES $6 $5.3 $6.3 

GOVERNMENT SERVICES $2 $1.8 $2.0 

RENT AND UTILITIES $3 $3.7 $3.2 

SUPPLIES, EQUIPMENT AND PRINTING SERVICES $1 $1.1 $2.7 

SECURITY, SUPPORT, MAINTENANCE OF FACILITIES $0.3 $0.2 $0.3 

TOTAL OBLIGATIONS 37,390,700 37,390,700 37,390,700 $40.1 $41.4 $47.2

NEW BUDGET AUTHORITY $41.4 $41.4 $47.2

UNOBLIGATED BALANCE - PREV. FY $6.7 $8.3 -

RECOVERY OF PRIOR YEAR OBLIGATIONS $0.3 $0.3 $0.3

TOTAL BUDGETARY RESOURCES $48.5 $50 $47.5

Numbers in millions. Numbers may not sum due to rounding.

Salaries and Benefits

$31.5M

67%

Travel and Transportation

$1.2M

2%

Other Services

$6.3M

13%

Government Services (IAA) 

$2.0M

4%

Rent and Utilities

$3.2M

7%

Supplies, Equipment and Printing Services

$2.7M

6%

Security, Support, Maintenance of 

Facilities

$0.3M

1%

FY 2025 TOTAL PROJECTED OBLIGATIONS = $47.2M
FY 2025 Congressional Budget Justification – FY 2023 Annual Performance Report

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FY 2025 Budget Request Justification Overview

Salaries and Benefits 

The FY 2025 request includes funding of $31.5 million to support the projected salary and benefit costs 

for 128 FTEs. The funding for salaries and benefits represents two-thirds of the Board’s FY 2025 

estimated obligations. In calculating the projected salary and benefits needs of the Board, the following 

Federal pay adjustment and benefits factors for executive branch employees are used:

• Civilian pay increase of 2 percent in January 2025

• Employee benefits of 30 percent of salaries 

(Note: Personnel benefit costs also include other costs (e.g., change of station, public transit subsidies)).

In establishing the Board, Congress sought to bring the best talent available to focus on health and safety 

oversight associated with the design, construction, operation, and decommissioning of DOE’s defense 

nuclear facilities. The recruitment and retention of scientific and technical staff with outstanding 

qualifications are the key components in the Board’s human capital strategy. The Board has assembled a 

small and highly talented technical staff with extensive backgrounds in science and engineering 

disciplines, such as nuclear-chemical processing, conduct of operations, general nuclear safety analysis, 

conventional and nuclear explosive technology and safety, storage of nuclear materials, nuclear 

criticality safety, and radioactive waste management. Most of the technical staff have technical master’s 

degrees, and many hold doctoral degrees. Many of the Board’s technical staff members possess 

practical nuclear experience gained from duty in the U.S. Navy’s nuclear propulsion program, the 

nuclear weapons field, or the civilian nuclear power industry. To accomplish the Board’s highly 

technical mission, it is of paramount importance that the Board receives funds to meet the salary and 

benefit requirements of the staff.

The Board maintains a cadre of 15 resident inspectors that provides a cost-effective means for the Board 

to closely monitor DOE activities and to identify health and safety concerns promptly by conducting 

first-hand assessments of nuclear safety management at five priority sites. Resident inspectors regularly 

interact with the public, union members, congressional staff members, and public officials from Federal, 

state, and local agencies. Other technical staff may be temporarily assigned to sites for a period of 

weeks or months to augment Resident Inspectors and/or as a development opportunity.

The DNFSB workforce supports the agency’s unique mission within the Federal government, providing 

safety oversight of defense nuclear facilities to protect public health and safety. Safe operations at 

nuclear facilities are a key aspect of the continued viability of the nation’s strategic deterrent. Without

effective operational safety, there is great risk of interruption to the operations that sustain the nuclear 

weapon programs that are foundational to our national security. This directly supports President Biden’s 

National Security Strategy issued on October 12, 2022, where he highlighted the ongoing need to

“ensure our nuclear deterrent remains responsive to the threats we face,” and further stated “we are 

modernizing the nuclear Triad, nuclear command, control, and communications, and our nuclear 

weapons infrastructure, as well as strengthening our extended deterrence commitments to our Allies.” 
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In recent years, the DOE, in particular the National Nuclear Security Administration (NNSA), has seen 

budget increases to support the modernization of the strategic deterrent. This has translated into more

programs that require enhanced and ongoing oversight to ensure safety. Simply put, DNFSB’s oversight 

requirements are increasing and need to be properly resourced to protect public health and safety. Some 

of these programs include plutonium pit production at Los Alamos National Laboratory and the 

Savannah River Site (SRS), tritium extraction at SRS, uranium production at the Y-12 National Security 

Complex, and weapons assembly and disassembly at Pantex. In addition to the strategic deterrent direct 

support, DNFSB provides safety oversight of defense nuclear facilities that handle radiological waste 

that dates back to the Manhattan Project and the Cold War, along with waste streams that are a result of 

sustainment and modernization efforts. This includes tank waste cleanup projects at Hanford and 

Savannah River Site and transuranic waste management at the Waste Isolation Pilot Plant.

In addition to the modernization programs planned or underway, there are significant risks associated 

with the old and failing infrastructure at defense nuclear facilities. According to NNSA in May 2021, 

about 60 percent of its facilities are greater than 40 years old and more than 50 percent are in poor 

condition. The safety oversight DNFSB provides helps DOE better understand the potential impact of 

these defense nuclear facilities on public health and safety so they can take action to reduce safety risks.

Travel 

The Board requests $1.1 million to support the official travel of Board members and staff. Operational

travel to the various DOE defense nuclear facilities located throughout the United States is necessary for 

Board members and staff to conduct first-hand safety assessments of operations and associated health 

and safety issues. To fulfill its mission, the Board assigns technical staff teams to near-continuous 

monitoring of major startup, testing, restart, or other activities at various DOE sites.

Travel funds are also used to pay for expenses associated with public hearings and meetings at or near 

DOE sites, where any interested persons or groups may present comments, technical information, or 

data concerning health and safety issues under the Board’s purview.

Transportation of Things 

The Board has included $100,000 in its FY 2025 Budget Request for the shipment of household goods 

for employees relocating to/from the Washington, D.C. area and/or becoming Resident Inspectors at 

DOE facilities.

Rental Payments to U.S. General Services Administration (GSA)

The Board requests funds totaling $3.1 million to reimburse the GSA for projected office rental costs 

based on the rent estimate received from GSA. This overhead expense represents approximately eight 

percent of the Board’s FY 2025 estimated obligations. The Board entered a 10-year lease in March 2016 

for its headquarters in Washington, D.C.
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Communications and Utilities 

The Budget Request includes $134,000 for projected communications support costs. This amount 

includes information technology, cybersecurity, and wireless communication. Funds in this account will 

be used for voice over internet protocol telephone service, smartphone services, Internet access charges 

(both at the Board’s headquarters and its alternate continuity of operations (COOP) location), postage 

and overnight delivery costs, and special messenger services. The physical COOP space is located at a 

DOE facility, and all costs necessary for maintaining the readiness of the alternate location are included 

under this OC. The COOP location includes the agency back-up servers providing cybersecurity 

redundancy in the case of a ransomware or other cyber-attack. 

Printing and Reproduction 

The Budget Request includes $20,500 for reimbursing the U.S. Government Publishing Office for 

publication of required legal notices in the Federal Register.

Advisory and Assistance Services 

The Budget Request includes $410,000 for training of the Board’s engineers and scientists, as well as 

technical service contracts.

Other Services 

The Budget Request includes $6.3 million to fund a wide range of recurring information technology and 

administrative support needs of the Board in FY 2025 in areas such as physical and cybersecurity, 

information technology (IT), administrative support, recruiting, and training of the Board’s professional 

and administrative staff, including members of the Senior Executive Service. 

This amount includes expenses to support information technology and cybersecurity enhancements. The 

funding is necessary to sustain network administration, system, and user monitoring, and securing cloudbased assets and services. The Board has entered into a memorandum of understanding to partner with 

the Cybersecurity and Infrastructure Security Agency in order to enhance the prevention, detection, 

assessment, and remediation of cyber incidents. 

This amount also supports the agency’s work to advance equity. It includes contract support for the 

agency’s revitalized special emphasis, anti-discrimination, and EEO program. This contract support 

provides programming for awareness and participation in the agency mission by people who have been 

historically underserved, underrepresented, marginalized, or affected by inequality.

Government Services 

The Budget Request includes $1.6 million for reimbursable support agreements with other Federal 

agencies. The Board uses cross-servicing arrangements for physical security, accounting and payroll 

processing services, health unit, employee background investigations for security clearances, and 

Employee Assistance Program services.
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Additionally, the Board requests authorization to expend funds for official reception and representation 

functions; not to exceed $1,000.

Operation and Maintenance of Facilities 

The Board requests $30,000 for maintaining/updating the Board’s facilities (e.g., heating, ventilation, 

and air conditioning maintenance; building alterations; and plumbing repairs outside the scope of the 

building lease).

Operation and Maintenance of Equipment 

The Board requests $280,000 for maintaining and repairing Board equipment (e.g., IT systems, copier 

maintenance agreements, repair of office equipment) and for storage of household goods associated with 

a permanent change of station.

Supplies and Materials 

The Board requests $365,500 for continued access to numerous technical standards databases, legal 

research services, IT system components, and general office supplies and materials. The additional 

funding is needed to subscribe to technical publications and also to procure IT system components such 

as graphic cards, computer cables, keyboards, switches, and laptop batteries for operation. 

Acquisition of Assets 

The Board requests $2.3 million in acquisition of assets. This amount includes IT equipment and 

software supporting the Board’s operations, such as major enhancements to existing software systems, 

and replacement of end-of-life office equipment. The acquisition of these assets is necessary to ensure 

continued operations through modernization and enhanced cybersecurity. 

PROPOSED APPROPRIATIONS LANGUAGE

Salaries and Expenses

For expenses necessary for the Defense Nuclear Facilities Safety Board in carrying out activities 

authorized by the Atomic Energy Act of 1954, as amended by Public Law 100-456, section 1441, 

$47,210,000, to remain available until September 30, 2026, of which not to exceed $1,000 shall be 

available for official reception and representation expenses. 
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FY 2023 ANNUAL PERFORMANCE REPORT 

Overview

The Defense Nuclear Facilities Safety Board (Board) approved a Strategic Plan for FY 2022-2026 that 

established strategic goals and objectives for the agency. The Board’s FY 2023 Annual Performance 

Plan (APP) was executed in alignment with these goals and objectives. The FY 2023 APP focused on a 

mixture of qualitative and quantitative measures. The FY 2023 Annual Performance Report (APR) 

presents agency outcomes described in narrative fashion after each strategic objective. Data is included 

where relevant and appropriate. 

Mission Statement

The mission of the Board shall be to provide independent analysis, advice, and recommendations to the 

Secretary of Energy to inform the Secretary, in the role of the Secretary as operator and regulator of the 

defense nuclear facilities of the Department of Energy, in providing adequate protection of public health 

and safety at such defense nuclear facilities, including with respect to the health and safety of employees 

and contractors at such facilities.

Vision Statement

To secure a safe future for the American people through proven technical excellence and transparency 

that inspires public confidence as the defense nuclear enterprise evolves. 

Organizational Structure

The Defense Nuclear Facilities Safety Board is an independent organization within the executive branch 

of the United States Government. The Board, when fully staffed, is comprised of up to five 

Presidentially appointed, Senate-confirmed Board Members. 

The Office of the Executive Director of Operations was established in FY 2021 and oversees the 

Agency’s administrative and technical operations, provides direct Board support, manages 

congressional, public, and intergovernmental affairs, and leads the Agency’s EEO program, among other 

duties. The Office of the Technical Director supports the Board by providing expertise relating to the 

design, construction, operation, and eventual decommissioning of defense nuclear facilities. The Office 

of the General Manager supports the Board by providing expertise in the fields of human resources, 

budget and finance, information technology (including cybersecurity), physical security, contracting, and 

records management. The Office of the General Counsel manages the agency’s compliance with all 

legal requirements and provides direct legal support to the Board, as well as to the agency’s other 

offices.
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Strategic Goals, Objectives, and Performance Summary (FY 2023 APR)

The Board’s Strategic Plan for FY 2022–2026 sets forth a broad vision of how the Board will fulfill its 

statutory mission to “provide independent analysis, advice, and recommendations to the Secretary of 

Energy to inform the Secretary, in the role of the Secretary as operator and regulator of the defense 

nuclear facilities of the Department of Energy, in providing adequate protection of public health and 

safety at such defense nuclear facilities, including with respect to the health and safety of employees and 

contractors at such facilities.” The FY 2023 APR is aligned with the strategic goals and objectives 

defined in the Board’s Strategic Plan for FY 2022–2026.

Board

Office of the 

Executive Director 

of Operations

Office of the 

Technical Director

Office of the 

General 

Manager

Office of the 

General Counsel
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FY 2023 Performance Summary

Goal 1—Provide proactive and independent safety oversight of the defense nuclear complex.

Strategic Objective 1.1—Complete timely, high-quality safety reviews that identify and analyze safety 

issues and best practices, and search for similar challenges complex-wide.

Strategic Objective 1.2—Develop and issue advice and recommendations designed to ensure safety 

and employ best practices within the defense nuclear complex.

Strategic Objective 1.3—Provide robust field oversight of facilities and projects across the defense 

nuclear complex.

Goal 2—Enhance transparency of ongoing Agency initiatives and the state of safety within the defense 

nuclear complex.

Strategic Objective 2.1—Proactively sustain sound working relationships with relevant government 

and non-governmental entities. 

Strategic Objective 2.2—Improve timely dissemination of information about the Board’s priorities and 

conclusions regarding the state of safety at defense nuclear facilities.

Goal 3—Develop and maintain an outstanding workforce to achieve the agency’s mission.

Strategic Objective 3.1—Cultivate an agile workforce with the skills necessary to meet the mission.

Strategic Objective 3.2—Use professional development and training to accomplish the mission 

efficiently and effectively.

Strategic Objective 3.3—Ensure the agency recruits from a diverse, qualified group of potential 

applicants to secure and maintain a high-performing workforce drawn from all segments of U.S. 

society.

Goal 4—Maximize the agency’s performance by pursuing excellence in our culture and operations.

Strategic Objective 4.1—Pursue efficiency through continuous improvement of internal policies and 

procedures through testing and evaluation.

Strategic Objective 4.2—Establish and maintain a culture that encourages teamwork and innovation 

across the agency in accordance with core values.

Strategic Objective 4.3—Strengthen operational performance by modernizing agency’s processes and 

associated infrastructure. 

Strategic Objective 4.4—Conduct ongoing communications to reinforce the commitment of all 

employees to diversity, equity, inclusion, and accessibility.

Fully Met Partially Met Not Met
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FY 2023 Performance Detail

STRATEGIC GOAL 1: Provide proactive and independent safety oversight of the defense 

nuclear complex.

Strategic Objective 1.1: Complete timely, high-quality safety reviews that identify and analyze 

safety issues and best practices, and search for similar challenges complex wide.

Performance Goal 1.1.1: Prioritize and execute reviews to maximize impact on safety.

Performance Measure 1.1.1: Progress on the Board’s principal areas of nuclear safety oversight.

Performance Target 1.1.1: 

• Advance aging infrastructure safety oversight efforts by completing at least one principal 

review in this area.

• Integrate aging infrastructure observations or findings into at least three staff reviews or 

Board-level engagements with Department of Energy senior leadership to further emphasize 

the effort.

Discussion: Performance Measure 1.1.1 is fully met for FY 2023.

The DNFSB continued a principal review, Implementation of Aging Management Programs for Safety 

Systems and Supporting Infrastructure in FY2023. The primary objective of the review is to evaluate 

the implementation of aging management programs at defense nuclear facilities located at Pantex Plant, 

Los Alamos National Laboratory (LANL), Y-12 National Security Complex, Savannah River Site (SRS), 

and Hanford Site. The staff specifically evaluated the accuracy and consistency of data and assessments 

related to aging management concerns, the process of prioritizing, planning, and executing investments 

related to aging safety-related systems and supporting infrastructure, and the identification and 

management of the safety risk of aging systems in the interim. The staff held an introductory meeting 

with Department of Energy (DOE) staff, completed their information and document requests, developed

agendas, and completed some site interactions. The review is expected to conclude in FY 2024, 

following the remaining site interactions and further staff analysis.

Additionally, the staff completed a comprehensive report on the management of aging infrastructure at 

DOE in FY 2023 titled DOE Management of Aging Infrastructure at Sites with Defense Nuclear 

Facilities. The report provides the results of the staff’s analysis of National Nuclear Security 

Administration and DOE Office of Environmental Management program offices’ requirements and 

practices related to the management of real property infrastructure associated with DOE’s defense 

nuclear facilities. This report is currently undergoing review. 

The Board periodically meets with Department of Energy senior leadership, and during these 

periodic meetings, Board members engaged on the topic of aging infrastructure. Specifically, the Board 

met with the Deputy Secretary of Energy on November 9, 2022, and discussed concerns with NNSA’s 

aging infrastructure, including the Department’s implementation plan (IP) for Recommendation 2020-1, 

Nuclear Safety Requirements. The Board met with the Secretary of Energy on September 22, 2023, and 
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part of the discussion focused on Recommendation 2020-1 IP, including items related to the aging 

infrastructure sub-recommendation benchmarking report. Finally, Board members gave speeches on 

aging infrastructure at the Waste Management Symposia on March 1, 2023, and at the DOE Nuclear & 

Facility Safety Programs Workshop on September 12, 2023. The staff assisted with all these efforts, 

either providing read-aheads or assisting with the speeches.

Performance Goal 1.1.2: Conduct cross-cutting as well as site specific reviews, identifying safety 

concerns and best practices in work products.

Performance Measure 1.1.2: Completion of high priority reviews while demonstrating flexibility to 

address emerging issues.

Performance Target 1.1.2 

• Complete eight safety reviews focused on DOE Environmental Management defense nuclear 

facilities.

• Complete eight safety reviews focused on National Nuclear Security Administration defense 

nuclear facilities.

• Document all emerging issues that require the addition of a staff review resulting in a 

workplan adjustment.

• Complete 3 cross-cutting safety reviews that have broad applicability across the DOE 

defense nuclear complex, or at minimum affect more than one defense nuclear site.

• Complete 4 safety reviews focused on defense nuclear complex projects, including new 

facilities and major modifications.

• Ensure 90% of products (e.g., recommendations, staff reports, Board letters) that represent 

completion of a review are completed within specified timeliness metrics.

Discussion: Performance Measure 1.1.2 is partially met for FY 2023.

During FY 2023, DNFSB completed 11 safety reviews focused on DOE Environmental 

Management (DOE-EM) defense nuclear facilities, 15 safety reviews focused on National Nuclear 

Security Administration (NNSA) defense nuclear facilities, six cross-cutting safety reviews, and four 

safety reviews focused on defense nuclear projects. The full list of these safety reviews is provided in 

the tables below; the reviews are documented in internal and external staff reports, Board 

correspondence, and group weekly reports. In addition, all emerging issues that require the addition of a 

staff review resulting in a work plan adjustment were documented in the quarterly Work Plan briefings 

to the Board and were generally also included in group weekly reports. Finally, 86 percent of products 

(e.g., Recommendations, staff reports, Board letters) that represent completion of a review were 

completed within specified timeliness metrics. While this is less than the 90 percent associated with the 
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target, the percentage of timely products improved each quarter in FY2023. In summary, DNFSB fully 

met 5 of the 6 performance targets associated with Performance Measure 1.1.2.

Table 1 - Safety Reviews of DOE-EM Defense Nuclear Facilities

Review Title Site

SRS Accelerated Basin De-inventory SRS

Fire Protection Inspection: Testing, Maintenance, and Combustibles 

at Idaho National Laboratory 

INL

Generator Site Technical Review Process Allegation WIPP

Building 235-F Deactivation SRS

Building 324 Remediation (Radiological Control – Conduct of 

Operations)

Hanford

Engineered Controls for Hanford 242-A Evaporator Hanford

SRS Board Visit SRS

Savannah River National Laboratory Safety Basis (Rev. 2) Review SRS

FY23 Tank and Pipeline Integrity Hanford

Hanford Waste Treatment and Immobilization Plant-Direct Feed to 

Low Activity Waste Integration of Safety Bases 

Hanford

Flammable Waste at Idaho National Laboratory INL

Table 2 – Safety Reviews of NNSA Defense Nuclear Facilities

Review Title Site

Savannah River Tritium Enterprise Safety Issues SRS

FY23 NES Evaluation Oversight - NESSs, OSRs, NESMSs, and 

NCEs

Pantex

PF-4 Fire Suppression System – Seismic Testing of Fittings LANL

Updated Sitewide Atmospheric Dispersion Analysis LANL

Review of LANL PF-4 LPF for DOE-STD-3009-2014 DSA LANL

LANL PF-4 Interim Seismic Risk Evaluation LANL

LANL On-site Transportation Potential Recommendation LANL

LANL PF-4 Safety Systems LANL

Review of EP&R at SNL SNL

LLNL Recovery Glovebox Line - Building 332 DSA/TSR Review LLNL

Welding Program Review Pantex

Recent NNSA Responses to Reporting Requirements LANL

Evaluation of Pantex Planned Improvements Pantex

LANL Public Hearing LANL

SRS Tritium Safety Management Programs SRS
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Table 3 – Cross-cutting Safety Reviews

Review Title

DOE Safety Software Central Registry

FY23 DOE-STD-1066, Fire Protection

Emergency Exercise Observations

Review of Annual Criticality Safety Metrics

Quality of Field Office Review and Approval of DSAs

Safety of TRU Waste Storage and Processing

Table 4 - Safety Reviews of Defense Nuclear Complex Projects

Review Title Site

Uranium Processing Facility Equipment Procurement and 

Installation Review

Y-12

SRPPF Classification of Major Systems for Facility Worker 

Protection

SRS

Integrated Waste Treatment Unit (IWTU) Readiness Activities INL

Building 2026 Readiness Activities Review OREM

Strategic Objective 1.2: Develop and issue advice and recommendations designed to ensure safety 

and employ best practices within the defense nuclear complex.

Performance Goal 1.2.1: Provide objective, timely, technically accurate, and compelling information 

to the Department of Energy.

Performance Measure 1.2.1: Identification and inclusion of both site-specific and complex-wide 

safety concerns in products developed through routine oversight and reviews.

Performance Target 1.2.1: 

• Provide at least 15 pieces of written correspondence relevant to safety (e.g., 

Recommendations, staff reports, or letters) to the Board for consideration for delivery to the 

Secretary of Energy. 

• Ensure at least 3 of the reports contain complex-wide or cross-cutting safety issues.

Discussion: Performance Measure 1.2.1 is fully met for FY 2023.

During FY 2023, the staff provided a total of 18 letters with staff reports or technical content to 

the Board, each of which provided a detailed basis for identified safety issues. These reports are listed 

in Table 5. Of the reports provided to the Board, four contained complex-wide or cross-cutting safety 

issues, as noted in the table below. 
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Table 5 – Written Correspondence Relevant to Safety Provided to the Board in FY2023

Review/Topic Product Cross-cutting

Savannah River Tritium 

Enterprise Safety Issues

Letter with reporting requirement no

SRPPF Facility Worker 

Protection

Letter with reporting requirement 

and attachment

no

Seismic Safety at LANL PF-4 Advice Letter no

LANL On-site Transportation 

Potential Recommendation

Draft Recommendation yes

DOE Safety Software Central 

Registry

Advice Letter yes

Engineered Controls for Hanford 

242-A Evaporator

Letter with reporting requirement no

Accident Conditions at LANL 

Plutonium Facility

Letter with reporting requirement 

and attachment

no

SRNL Safety Basis Review Letter with Reporting 

Requirement and staff report 

no

Adequate Protection and 

Oversight Effectiveness at SRS

Advice Letter no

WTP-DFLAW Integration of 

Safety Bases Review

Letter with reporting requirement 

and staff report

no

Welding Program Review Advice letter with staff report no

Flammable Waste at Idaho 

National Laboratory 

Letter with reporting requirement 

and staff report

no

Recent NNSA Examples of 

Partially- Addressed Board 

Concerns

Advice Letter yes

Evaluation of Pantex Planned 

Improvements

Advice letter with staff report no

DOE Safety Standards Reviews Advice Letter yes

Conduct of Operations at SNL 

Technical Area V 

Advice letter with staff report no

LANL PF-400 Equivalency for 

HEPA Filter Deluge System 

Letter with reporting requirement 

and enclosure

no

Reactive Materials Hazards at Y12 Letter with reporting requirement 

and staff report 

no

Performance Goal 1.2.2: Ensure the Department of Energy has enhanced awareness of site-specific 

and complex-wide safety issues.

Performance Measure 1.2.2: Encouragement provided to the Department of Energy to share best 

practices as well as safety concerns.
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Performance Target 1.2.2: Provide to the Board 3 written staff reports that contain best 

practices for consideration for delivery to the Secretary of Energy within the timelines specified 

in internal procedures.

Discussion: Performance Measure 1.2.2 is fully met for FY 2023.

During FY 2023, the staff provided five staff reports and letters with technical content that 

contain best practices that the Board communicated to DOE. These best practices are noted in Table 6. 

Table 6 - Written Correspondence which contain Best Practices

Review Topic Product Summary of Best Practice

Savannah River Tritium 

Enterprise Safety Issues

Letter with reporting 

requirement

NNSA, in coordination with its management 

and operating contractor, has initiated several 

efforts to reduce risk and improve safety of 

the tritium facilities in terms of physical 

facility changes, analytical changes, and

improvements to safety management 

programs such as emergency preparedness 

and response.

Seismic Safety at LANL 

PF-4 

Advice Letter The Board considers LANL’s approach in 

assessing the seismic risk for PF-4 as a best 

practice that DOE should consider applying at 

other defense nuclear facilities.

Engineered Controls for 

Hanford 242-A 

Evaporator

Letter with reporting 

requirement

The Board is encouraged by the revised path 

forward for the design and installation of 

several engineered controls to replace the 

administrative controls that had been 

discussed during DOE’s October 2022 

briefing to the Board. If carried to 

completion, this path forward will address the 

Board’s safety concerns.

WTP-DFLAW Integration 

of Safety Bases Review

Letter with reporting 

requirement and staff 

report

The contractor plans to elevate the waste 

characteristics administrative control to a 

Specific Administrative Control. 

Recent NNSA Examples 

of Partially- Addressed 

Board Concerns

Advice Letter NNSA’s briefing on the safety posture at the 

Pantex Plant thoroughly addressed initiatives 

to sustain the positive trajectory of 

operational safety performance. 
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Strategic Objective 1.3: Provide robust field oversight of facilities and projects across the defense 

nuclear complex.

Performance Goal 1.3.1: Identify site-specific safety challenges and analyze for commonalities across 

the complex.

Performance Measure 1.3.1: Oversight presence sustained at an appropriate level.

Performance Target 1.3.1: 

• Ensure on average, Resident Inspector positions are covered 80% of the time, including 

through permanent, detail, and temporary coverage.

• Resident Inspectors will be substantially trained within 12 months of onboarding.

Discussion: Performance Measure 1.3.1 is fully met for FY 2023.

During FY2023, the 14 core Resident Inspector positions had permanent coverage 83% of the 

time. This percentage is even higher when temporary coverage provided by the Pantex cognizant 

engineer is added. Furthermore, the agency planned to overhire at Pantex and Hanford during FY 2023 

and those two Resident Inspector positions were filled in December 2022 and February 2023, 

respectively. Since Field Operations was created in 2021, the number of Resident Inspectors has 

doubled, increasing from 7 to 14. During FY 2023, Field Operations hired four new Resident Inspectors 

– three for Pantex (one awaiting security clearance) and one for Hanford. This represents a 36 percent 

increase in staffing in 12 months. This is also the first time the Board has had two permanent Resident 

Inspectors at Pantex since 2020.

Since the Field Operations Group was created, 11 new Resident Inspectors have been trained. 

During FY 2023, nine new Resident Inspectors were in various stages of their first-year training. Five 

resident inspectors hired in late 2021 and 2022 completed their first-year training on time, often months 

ahead of schedule. The four Resident Inspectors still within their first year are on track to complete their 

training in FY 2024. 

Performance Goal 1.3.2: Provide timely information to the Board, acting quickly on emerging issues.

Performance Measure 1.3.2: Field experience is shared throughout the Board.

Performance Target 1.3.2: 

• Analyze at least 5 site-specific challenges for commonalities across the complex. 

• Develop and issue weekly Resident Inspector and monthly Cognizant Engineer 

reports 95% of the time.

Discussion: Performance Measure 1.3.2 is fully met for FY 2023.
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The Resident Inspectors conducted seven focus area reviews in FY 2023 looking for 

commonalities across the complex. Topics included contract performance fees, control of equipment 

status, fire barriers, fire system inspections and testing, operator aids, procedure compliance, and safety 

system assessments. The results of these reviews were briefed with the Board, shared across the agency 

in the Field Operations monthly report, and discussed with DOE – EM and NNSA personnel. 

Resident Inspectors developed and issued weekly reports 100% of the time.

Performance Measure 1.3.3: Allegations about safety issues are reviewed and addressed as 

appropriate.

Performance Target 1.3.3: 

• Develop and implement a safety allegations operating procedure for the agency.

• Establish a database of safety allegations that allows searching and reporting by topic, 

date, and location.

Discussion: Performance Target 1.3.3 is fully met for FY 2023. 

In the first quarter of FY 2023, OGC issued a new operating procedure that specifies that 

procedures for the intake, evaluation, and disposition of safety allegations received from DOE 

employees, contractor employees, and other members of the public. Pursuant to the safety allegations 

operating procedure, the allegations coordinator within OGC created a searchable electronic database 

containing information related to each safety allegation. 

Since issuance of the safety allegations operating procedure, the agency has successfully 

processed six safety allegations.
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STRATEGIC GOAL 2: Enhance transparency of ongoing agency initiatives and the state of 

safety within the defense nuclear complex.

Strategic Objective 2.1: Proactively sustain sound working relationships with relevant 

government and non-governmental entities.

Performance Goal 2.1.1: Maintain effective communications with the Department of Energy at all 

organizational levels.

Performance Measure 2.1.1: Periodic engagement at the Board and senior staff level with relevant 

senior DOE officials.

Performance Target 2.1.1: 

• Hold meetings with the Departmental Representative at least 45 times a year and 

provide summaries of information to the Board.

• Hold meetings with headquarters DOE, Environmental Management, and National 

Nuclear Security Administration staff at least 55 times combined and provide 

summaries of information to the Board.

• Hold at least 2 meetings with the Board and the Secretary and/or Deputy Secretary of 

Energy, and 3 meetings with the Board and each of the NNSA Administrator and 

Assistant Secretary (or equivalent) for Environmental Management on high priority 

nuclear safety topics.

Discussion: Performance Measure 2.1.1 is fully met for FY 2023.

During FY 2023, DNFSB staff engaged at the senior staff level with the Department of Energy. 

The Technical Director and Deputy Technical Director generally held weekly standing meetings with the 

Departmental Representative and the results of those meetings were reported to the Board at the 

following Tech Tuesday gatherings. Additionally, technical staff leadership held bi-weekly and periodic 

meetings with senior staff from the Office of Environmental Management, Office of Environment, 

Health, Safety, and Security, Office of Enterprise Assessments, and the National Nuclear Security 

Administration. Technical staff leadership provided summaries to the Board normally within a week. 

In FY 2023, the Board held one meeting with the Deputy Secretary of Energy on November 9, 

2022, and one meeting with the Secretary of Energy on September 22, 2023. Furthermore, the Board 

had two meetings with Secretary of Energy’s Senior Advisor on Environmental Management and one 

meeting with the NNSA Administrator. 

Performance Goal 2.1.2: Maintain effective communications with Congress.

Performance Measure 2.1.2: Periodic briefings conducted to relevant congressional Members and 

committees.
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Performance Target 2.1.2: Conduct outreach to congressional Members and committees on a 

quarterly basis on topics of interest relevant to the congressional Members and committees with 

an offer to provide briefings.

Discussion: Performance Measure 2.1.2 is fully met for FY 2023

During FY 2023, DNFSB reached out quarterly or more regularly to offer briefings to key 

congressional stakeholders. Staff hosted eight briefings with congressional staff and committees. These 

briefings were to the staffs of the House and Senate Armed Services Committees, the House and Senate 

Appropriations Committees and the Senate Committee on Homeland Security & Governmental Affairs.

Performance Goal 2.1.3: Maintain effective communications with relevant state, local, and Tribal 

governments.

Performance Measure 2.1.3: Periodic outreach conducted to the public, advocacy groups, and nonfederal government entities.

Performance Target 2.1.3: 

• Conduct outreach at least annually to relevant state, local, and Tribal governments.

• Promote advocacy group and public stakeholder awareness of nuclear safety 

oversight by broadcasting information via the agency website and social media 

channels.

Discussion: Performance Measure 2.1.3 is fully met for FY 2023.

DNFSB conducted outreach and met with interest groups during FY 2023. DNFSB conducted at 

least nine interactions with public groups. These included Board Member and staff discussions with the 

Hanford Advisory Board, SRS Watch, Citizens for Nuclear Technology Awareness, Los Alamos Study 

Group, Nuclear Watch New Mexico, Concerned Citizens for Nuclear Safety, Honor our Pueblo 

Existence, Tewa Women United, Nevada Environmental Management Site-Specific Advisory Board, and 

the Oak Ridge Environmental Peace Alliance to hear about their safety concerns and inform them of 

Board activities and issues. The DNFSB staff also gave a briefing to the Radioactive and Hazardous 

Materials Committee of the New Mexico State Legislature about Board safety concerns at Los Alamos 

National Laboratory, Sandia National Laboratories, and the Waste Isolation Pilot Plant. DNFSB staff 

met with staff from the Nuclear Regulatory Commission Office of the Inspector General (OIG) during 

OIG staff site visits. DNFSB staff also responded to inquiries related to activities at various DOE sites. 

Additionally, DNFSB did a live broadcast of the November 16, 2022 hearing. The archived video of the 

hearing is available for viewers to watch on the DNFSB website. 

Strategic Objective 2.2: Improve timely dissemination of information about the Board’s 

priorities and conclusions regarding the state of safety at defense nuclear facilities.

Performance Goal 2.2.1: Improve transparency through timely posting of the agency’s 

communications and public engagement.
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Performance Measure 2.2.1: Timely publication of weekly / monthly / annual reports.

Performance Target 2.2.1: 

• Publish reports to Congress to the Board’s public website within one week of 

transmission to Congress.

• Publish Resident Inspector weekly reports and Cognizant Engineer monthly reports to 

the Board’s public website within 4 weeks of finalization 90% of the time.

Discussion: Performance Measure 2.2.1 is fully met for FY 2023. 

Reports to Congress were published to the Board’s public website within one week 100 percent 

of the time. Resident Inspector weekly reports and Cognizant Engineer monthly reports were published 

to the Board’s public website within four weeks 100 percent of the time. 

Performance Goal 2.2.2: Ensure that the Board’s work products are made available to Congress 

through proactive outreach.

Performance Measure 2.2.2: Routine conduct of business meetings, public hearings, or Board visits.

Performance Target 2.2.2: Collaboration among staff from all offices ensure Board public 

meetings, public hearings, or Board member site visits are conducted at least 3 times a year.

Discussion: Performance Measure 2.2.2 is fully met for FY 2023.

DNFSB Board Members held a public hearing at the Los Alamos National Laboratory during the 

first quarter of the fiscal year. They also visited several sites this year including: Nevada National 

Security Site; Savannah River Site; Idaho National Laboratory; Y-12 National Security Complex/Oak 

Ridge National Laboratory; Hanford; Pantex; Lawrence Livermore National Laboratory; and Waste 

Isolation Pilot Plant.

Performance Measure 2.2.3: Timely notification to interested parties of press releases, public hearings, 

meetings, reports, and recommendations.

Performance Target 2.2.3: 

• Provide proactive notification to Congress provided for press releases, public 

hearings, public meetings, and recommendations.

• Post notification of Board public hearings, public meetings, external briefings, and 

correspondence to the Board’s public website within one week of final clearance.

Discussion: Performance Measure 2.2.3 is fully met for FY 2023. 

DNFSB issued five press releases in FY 2023 and held one public hearing. DNFSB notified 

Congress prior to internet publication of press releases and in advance of the public hearing. Further, 

DNFSB posted notification of the public hearing, external briefings and correspondence to the Board’s 
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public website. Some correspondence was not posted within one week of final clearance, but corrective 

measures have already been enacted to ensure this metric is achieved in the future. 
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STRATEGIC GOAL 3: Develop and maintain an outstanding workforce to achieve the 

agency’s mission.

Strategic Objective 3.1: Cultivate an agile workforce with the skills necessary to meet the mission.

Performance Goal 3.1.1: Establish a multi-year, forward-looking staffing plan to inform budget 

requests.

Performance Measure 3.1.1: Human Capital Plan that includes succession planning, workforce 

development, and career pathing, and values diverse talents.

Performance Target 3.1.1: 

• Incorporate cross-agency input into a draft Human Capital Plan, including a 

workforce analysis, and provide to the Board for final review.

Discussion: Performance Measure 3.1.1 is fully met for FY 2023. 

DNFSB’s Division of Human Resources (DHR) developed a detailed proposed Agency Human 

Capital Plan (HCP) incorporating cross-agency input and provided the draft HCP to the Board for its 

consideration. The HCP includes strategies on succession planning, workforce development, career 

pathing, and valuing diverse talents applicable to each office. 

Performance Goal 3.1.2: Hire well-qualified, motivated individuals to fill vacant positions and to 

enable effective succession planning.

Performance Measure 3.1.2: Workforce planning and hiring that supports the Human Capital Plan, 

budget development, and Board direction.

Performance Target 3.1.2: 

• Increase staffing to at least 95% of the staffing level approved by the Board in the 

staffing plan by July 1, 2023.

• Establish an internal staffing plan for FY 2024 through FY 2025 that is aligned to 

planned budgets and the Human Capital Plan.

Discussion: Performance Measure 3.1.2 is fully met for FY 2023 

DNFSB successfully reached 118 staff in FY 2023 which was over 98 percent of the staffing 

level approved by the Board. A draft staffing plan with projections through 2025 was presented to and 

adopted by the Board for FY 2023. This staffing plan aligned to the agency strategic goals and the 

priorities of the Board.

Strategic Objective 3.2: Use professional development and training to accomplish the mission 

efficiently and effectively.

Performance Goal 3.2.1: Establish career path options and encourage professional development 

tailored to employee goals.
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Performance Measure 3.2.1: Training and development identified and development plans established 

for employees.

Performance Target 3.2.1: Ensure at least 90% of DNFSB employees have established or 

updated their individual development plan by July 31, 2023.

Discussion: Performance Measure 3.2.1 is fully met for FY 2023. 

In FY 2022, individual development plans were mandatory for all DNFSB staff, including new 

hires. Over 90 percent of staff had development plans in place by the deadline.

Performance Goal 3.2.2: Provide new employees at all levels with resources needed to have an impact 

as soon as practicable upon entering the workforce.

Performance Measure 3.2.2: Developmental opportunities for senior executives, supervisors, and 

staff.

Performance Target 3.2.2: 

• Establish a core training curriculum for first-time federal supervisors and an 

introductory executive development curriculum for employees who entered the 

Senior Executive Service within the past 3 years.

• Advertise at least 2 opportunities for staff development (e.g., long-term details).

• Capture EEO data related to employees selected to long-term detail opportunities.

Discussion: Performance Measure 3.2.2 is partially met for FY 2023. 

DNFSB efforts for training and development for career pathing continue to progress. No 

curriculum was developed for new supervisors, but a core curriculum and training portal for the DNFSB 

staff is under development with a curriculum aligned to OPM recommended supervisor training. 

The agency shares SES Rotation opportunities published by OPM on a bi-weekly basis with the 

Executive Staff. The advertisements include detail opportunities as well as vacancies across the 

government. This list will facilitate interagency executive mobility, help DNFSB implement its Talent 

Management & Succession Management Programs to improve talent development, mission delivery, 

and collaboration. Other staff development opportunities such as Senior Executive Service Candidate 

Development Programs were shared with the staff.

No methodology has been established to capture EEO data for detail opportunities. DNFSB is in 

the process of determining the best way to capture this data in future years. 

DNFSB is working to broaden recruiting efforts and enhance current methodology for 

underrepresented groups and reporting demographics of new employees, including Schedule A 

initiatives during the application process. 
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Strategic Objective 3.3: Ensure the agency recruits from a diverse, qualified group of potential 

applicants to secure and maintain a high-performing workforce drawn from all segments of U.S. 

society.

Performance Goal 3.3.1: Establish, broaden, and/or strengthen relationships with organizations to be 

able to provide recruitment opportunities for women and other underrepresented minorities.

Performance Measure 3.3.1: Diversity recruitment efforts enhanced through community 

organizations, institutions, or other groups.

Performance Target 3.3.1: Establish recruiting relationships (e.g., attend associated career 

fairs, share position openings) with at least 3 organizations that serve women and other 

underrepresented minorities.

Discussion: Performance Measure 3.3.1 is fully met for FY 2023. 

In FY 2021, DNFSB added two Historically Black Colleges and Universities (HBCUs) to the 

standardized university recruiting platform and advertised DNFSB job opportunities in a Diversity, 

Equity, Inclusion, and Accessibility journal. This is in addition to using the university recruiting system 

at nine HBCUs. DNFSB continues to maintain its recruiting partnerships to foster diversity in its 

workforce.

Performance Goal 3.3.2: Improve outreach and recruitment activities to enhance outreach to diverse 

audiences.

Performance Measure 3.3.2: Enhance efforts to increase representation of persons with disabilities or 

targeted disabilities.

Performance Target 3.3.2: Establish recruiting relationships (e.g., attend associated career 

fairs, share job openings) with at least 3 organizations that serve those with disabilities.

Discussion: Performance Measure 3.3.2 is fully met for FY 2023. 

In 2023, DNFSB drafted a Schedule A hiring authority operating procedure and conducted 

training for all hiring managers to increase awareness and use of hiring pipelines for persons with 

disabilities. 
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STRATEGIC GOAL 4: Maximize the agency’s performance by pursuing excellence in our 

culture and operations.

Strategic Objective 4.1: Pursue efficiency through continuous improvement of internal policies 

and procedures through testing and evaluation.

Performance Goal 4.1.1: Establish policy statements that lead to mission outcomes consistent with 

strategic goals and objectives.

Performance Measure 4.1.1: Policy statements and procedures revised to reflect the agency’s strategic 

plan and policy statements for selected management practices developed.

Performance Target 4.1.1: 

• Develop and issue 2 new policy statements.

• Initiate an update of the Board Procedures.

Discussion: Performance Target 4.1.1 is not met for FY 2023. 

Although the Board has been without quorum since October 2023 and cannot revise policy 

statements according to statute, the Board continues the drafting of revised policy statements, as well as 

an update to the Board Procedures.

Performance Goal 4.1.2: Ensure that the Board’s procedures are consistent with strategic goals and 

objectives.

Performance Measure 4.1.2: Directives and procedures aligned to Board policy statements and other 

higher-level guidance.

Performance Target 4.1.2: 

• Complete the update to the Operating Procedure on the Directives Program by March 

1, 2023.

• Update at least five directives or five operating procedures.

Discussion: Performance Measure 4.1.2 is partially met for FY 2023.

DNFSB staff updated three Operating Procedures, as well as one Notice during FY 2023. Staff 

work continues on several directives and supplementary documents which will be updated in the coming 

year. 

Strategic Objective 4.2: Establish and maintain a culture that encourages teamwork and 

innovation across the agency in accordance with core values.

Performance Goal 4.2.1: Institutionalize core values in all phases of employee experience.
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Performance Measure 4.2.1: Core values are promoted in onboarding, training, and performance 

processes.

Performance Target 4.2.1: 

• Ensure all new employees are trained on agency’s core values during onboarding.

• Incorporate the agency’s core values into all annual training materials by linking the 

training content to the values.

• Emphasize agency core values at 2 or more all-staff gatherings (e.g., All Hands or 

EDO Update) to advance awareness and implementation of the agency’s core values.

Discussion: Performance Measure 4.2.1 is fully met for FY 2023. 

DNFSB’s core values are integrated into the two-day new employee orientation. For current 

employees, the core values are reiterated during scheduled All Hands and further emphasized in emails 

from agency leadership. The performance process integrates DNFSB’s strategic goals and core values 

(integrity, respect, excellence, and independence) into all employee performance plans. All employee 

and executive performance plans have a mandatory mission-critical element that links to one or more 

strategic goals. Therefore, all Agency performance ratings, and ultimately the distribution of 

performance awards, reflect the employee’s individual contributions toward DNFSB’s overall 

performance and compliance with the Agency’s core values.

Performance Goal 4.2.2: Foster open discussions across the agency on important technical and nontechnical topics.

Performance Measure 4.2.2: Periodic open forums to discuss agency and related issues that may 

impact mission or staff.

Performance Target 4.2.2: Hold at least four two-way all staff gatherings where at least three 

Board Members and one Office Director are present to solicit input from agency staff on 

important Board matters.

Discussion: Performance Measure 4.2.2 is fully met for FY 2023. 

DNFSB held six all hands discussions led by Board Members and/or Office Directors. 

Additionally, Office Directors host weekly or biweekly open forums with their respective components to 

discuss office operations and related issues that may impact mission or staff.

Strategic Objective 4.3: Strengthen operational performance by modernizing the agency’s 

processes and associated infrastructure.

Performance Goal 4.3.1: Improve efficiency through increased information accessibility and common 

platforms, where possible.

Performance Measure 4.3.1: Up-to-date platforms, systems, and software with interoperability, where 

possible.
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Performance Target 4.3.1: 

• Ensure agency compliance with Presidential memorandum M-22-09, Moving the U.S. 

Government Toward Zero Trust Cybersecurity Principles, by executing required tasks 

outlined in Appendix B of the memorandum by established deadlines or meeting 

General Manager approved deadlines. 

• Initiate implementation of the selected enterprise resource planning system and 

integrate with existing DNFSB business activities.

Discussion: Performance Measure 4.3.1 is fully met for FY 2023 

During the performance period, the DNFSB continued to make significant progress with 

improving the security of the DNFSB’s IT Infrastructure and systems. The agency is on schedule to 

meet the requirements of the Executive Order. DNFSB identified and selected an enterprise resource 

planning system as well as an automated human resource system that will manage the day-to-day 

DNFSB business activities and streamline human resources functions. The agency is on-target for its 

transition schedule for the enterprise resource planning.

Performance Goal 4.3.2: Be responsive to user needs and/or support requests across all agency 

functions.

Performance Measure 4.3.2: Knowledge transfer programs and information management that support 

archiving and retrieving information essential to mission and mission support.

Performance Target 4.3.2: 

• Implement a new agency electronic records management capability, including 

transitioning current agency records into new system. 

• Ensure 100% of agency’s website top level page content meets accessibility standards 

for people with disabilities. Ensure that 75% of all other content less than five years 

old meets accessibility standards.

Discussion: Performance Measure 4.3.2 is fully met for FY 2023. 

DNFSB staff identified and initiated the procurement of a centralized agency records 

management system that will be compliant with National Archives and Records Administration (NARA)

and Freedom of Information Act (FOIA) requirements. The agency leveraged the expertise of NARA to 

examine its record holdings and prepare for transition to an all-electronic system. The agency is on 

schedule for conducting its planned transition. The agency is on track to upgrade its web content to a 

higher version supporting automatic accessibility tools.

Strategic Objective 4.4: Conduct ongoing communications to reinforce the commitment of all 

employees to diversity, equity, inclusion, and accessibility.
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Performance Goal 4.4.1: Communicate the Board’s commitment to diversity, equity, inclusion, and 

accessibility, and EEO.

Performance Measure 4.4.1: All agency employees are informed of the Board’s commitment to 

diversity, equity, inclusion, and accessibility, and EEO.

Performance Target 4.4.1: Hold at least five special emphasis events attended by at least 80% 

of federal agency employees.

Discussion: Performance Measure 4.4.1 is fully met for FY 2023. 

DNFSB held nine special emphasis events in FY 2023. These events are widely attended and 

appreciated by participants. The events are also recorded for agency employees to view if they missed 

an event. 

Performance Goal 4.4.2: Implement training for employees to ensure a consistent understanding of the 

agency’s commitment to diversity, equity, inclusion, and accessibility.

Performance Measure 4.4.2: Develop and implement practices that demonstrate diversity, equity, 

inclusion, and accessibility commitment from managers and senior leaders.

Performance Target 4.4.2: Develop and implement training on new EEO Directive and 

Operating Procedure for all managers and supervisors.

Discussion: Performance Measure 4.4.2 is partially met for FY 2023. 

DNFSB will establish and lead a Diversity, Equity, and Inclusion Advisory Council (DEI-AC) 

with representation from all agency components to plan and promote leadership engagement on DEI 

issues.
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Other Information

Major Management Priorities and Challenges 

In fiscal year 2024, the Board will continue to ensure that it is staffed appropriately to focus on its 

nuclear safety oversight mission in light of changes at Defense Nuclear Facilities and changes within the 

Department of Energy’s approach to nuclear safety. The Board plans to hold public hearings to 

determine best practices for managing aging infrastructure to assist DOE with this challenge going 

forward. The Board will build upon the work it accomplishes in FY 2024 by finalizing a comprehensive 

human capital strategy to establish a workforce of the future that is inclusive, agile, and engaged, with 

the right skills to enable excellence in mission delivery. The Board will continue to increase its pipeline 

of highly specialized technical experts and promote diversity, equity, inclusion, and accessibility. 

The Board will continue a multi-year effort to achieve a best in government information technology and 

cybersecurity infrastructure that meets government-wide standards and defeats evolving cybersecurity 

threats. The multi-faceted approach will accomplish compliance with new requirements from the 

President and Congress, be compatible with a modern decentralized workforce, and provide flexibility 

and resilience in mission delivery.
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APPENDIX 1: ORGANIZATIONAL STRUCTURE

The five-member Board1leads the agency in accomplishing its mission and determines actions 

regarding the safety aspects of the design, construction, operation, and decommissioning of the 

Department of Energy’s (DOE) defense nuclear facilities. 

CHAIR VICE CHAIR

Ms. Joyce L. Connery

Term Expiring October 18, 2024

Mr. Thomas A. Summers

Term Expiring October 18, 2025

1 There are currently three vacancies on the Board.
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Organizational Chart

The Board is statutorily capped at 130 Federal FTEs and is currently arranged in four offices under the 

five-member board. The Office of the Executive Director of Operations (OEDO) oversees the agency’s 

administrative and technical operations, provides direct Board support, directs external affairs, and leads 

the agency’s EEO program, among other duties. Most of the agency FTEs are assigned to the Office of 

the Technical Director (OTD), which carries out the nuclear safety mission of the Board. The Office of 

the General Manager is responsible for the major administrative functions of the agency, such as human 

resources, information technology, and finance. The Office of General Counsel manages the agency’s 

compliance with all legal requirements and provides direct legal support to the Board, as well as to the 

agency’s other offices. 

Board

Office of the 

Executive Director 

of Operations

Office of the 

General Manager

Office of the 

Technical Director

Office of the 

General Counsel
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APPENDIX 2: REPORT ON OUTSTANDING GOVERNMENT 

ACCOUNTABILITY OFFICE AND INSPECTOR GENERAL 

RECOMMENDATIONS

Good Accounting Obligation in Government Act 

The Good Accounting Obligation in Government Act ("GAO-IG Act" or "Act"), P.L. 115-414, requires 

each federal agency, in its annual budget justification, to include a report on: (1) each public 

recommendation of the Government Accountability Office (GAO) that is designated by the GAO as 

"open" or "closed, unimplemented" for one year or more preceding the date on which the annual budget 

justification is submitted; (2) each public recommendation for corrective action from the agency's Office 

of the Inspector General (OIG) for which no final action has been taken and which was published not 

less than one year before the date on which the annual budget justification is submitted.

DNFSB takes all OIG and GAO reports and recommendations seriously and has an excellent record of 

implementing and closing out recommendations. DNFSB has no OIG recommendations with which it 

disagreed and is working on implementing all open recommendations. DNFSB currently has 34 open 

OIG recommendations that were issued prior to March 2023. DNFSB has no current open GAO 

recommendations.

The following chart provides the implementation status for more than one year (i.e., all open 

recommendations except for those issued after March 11, 2023), as required by the Act.

OIG and GAO Recommendation Summary

Auditor Open Closed/Unimplemented Total

GAO 0 N/A 0

OIG 34 32 66
34

Report No. Issuance Date Recommendation Timeline of 

Implementation

DNFSB-20-A-04 January 27, 2020 With the involvement of the Office of the Technical Director, develop and implement an Excepted 

Service recruitment strategy and update guidance to reflect this strategy. 4th Quarter, FY 2024

DNFSB-20-A-04 January 27, 2020 Develop and implement a step-by-step hiring process metric with periodic reporting requirements. 4th Quarter, FY 2024

DNFSB-20-A-04 January 27, 2020

Update and finalize policies and procedures relative to determining the technical qualifications of the 

Office of the Technical Director (OTD) applicants. This should include examples of experiences such 

as military and teaching, and their applicability to OTD positions.

4th Quarter, FY 2024

DNFSB-20-A-04 January 27, 2020 Develop and issue hiring-process guidance and provide training to DNFSB staff involved with the 

hiring process. 4th Quarter, FY 2024

DNFSB-20-A-04 January 27, 2020

Conduct analyses to determine; (1) the optimal SES span-of-control that promotes agency efficiency 

and effectiveness; and (2) the impact on agency activities when detailing employees to vacant SES 

positions.

4th Quarter, FY 2024

DNFSB-20-A-04 January 27, 2020 Develop and implement an action plan to mitigate negative effects shown by the SES analyses. 4th Quarter, FY 2024

DNFSB-20-A-05 March 31, 2020

Using the results of recommendations one (1) and two (2) above: Implement an automated solution to 

help maintain an up-to-date, complete, accurate, and readily available Agency-wide view of the 

security configurations for all its GSS components; Cybersecurity Team exports metrics and 

vulnerability reports and sends them to the CISO and CIO’s Office monthly for review. Develop a 

centralized dashboard that Cybersecurity Team and the CISO can populate for real-time assessments 

of compliance and security policies. Collaborate with DNFSB Cybersecurity Team Support to 

establish performance metrics in service level agreements to measure, report on, and monitor the risks 

related to contractor systems and services being monitored by Cybersecurity Team. Establish 

performance metrics to more effectively manage and optimize all domains of the DNFSB information 

security program. Implement a centralized view of risk across the organization.

4th Quarter, FY 2024

DNFSB-20-A-05 March 31, 2020

Management should re-enforce requirements for performing DNFSB’s change control procedures in 

accordance with the agency’s Configuration Management Plan by defining consequences for not 

following these procedures and conducting remedial training as necessary.

4th Quarter, FY 2024

DNFSB-20-A-05 March 31, 2020 Continue efforts to meet milestones of the DNFSB ICAM Strategy necessary for fully transitioning to 

DNFSB’s “to-be” ICAM architecture. 4th Quarter, FY 2024

DNFSB-20-A-05 March 31, 2020

Based on the results of DNFSB’s supply chain risk assessment included in the recommendation for 

the Identify function above, update DNFSB’s contingency planning policies and procedures to address 

ICT supply chain risk.

4th Quarter, FY 2024

DNFSB-21-A-04 March 25, 2021 Define an ISA in accordance with the Federal Enterprise Architecture Framework. 4th Quarter, FY 2024
35

Report No. Issuance Date Recommendation Timeline of 

Implementation

DNFSB-21-A-04 March 25, 2021

Use the fully defined ISA to: a) Assess enterprise, business process, and information system level 

risks; b) Formally define enterprise, business process, and information system level risk tolerance and 

appetite levels necessary for prioritizing and guiding risk management decisions; c) Conduct an 

organization wide security and privacy risk assessment; and, d) Conduct a supply chain risk 

assessment.

4th Quarter, FY 2025

DNFSB-21-A-04 March 25, 2021

Using the results of recommendations in bullets one (1) and two (2) above: a) Collaborate with the 

DNFSB’s Cybersecurity Team to establish performance metrics in service level agreements to 

measure, report on, and monitor the risks related to contractor systems and services being monitored 

by IT Operations; b) Utilize guidance from the National Institute of Standards in Technology (NIST) 

Special Publication (SP) 800-55 (Rev. 1) – Performance Measurement Guide for Information Security 

to establish performance metrics to more effectively manage and optimize all domains of the DNFSB 

information security program; c) Implement a centralized view of risk across the organization; and, d) 

Implement formal procedures for prioritizing and tracking POA&M to remediate vulnerabilities.

4th Quarter, FY 2025

DNFSB-21-A-04 March 25, 2021

Finalize the implementation of a centralized automated solution for monitoring authorized and 

unauthorized software and hardware connected to the agency’s network in near real time. Continue 

ongoing efforts to apply the Track-It!, ForeScout and KACE solutions.

4th Quarter, FY 2024

DNFSB-21-A-04 March 25, 2021

Implement a technical capability to restrict new employees and contractors from being granted access 

to the DNFSB’s systems and information until a non-disclosure agreement is signed and uploaded to 

a centralized tracking system.

4th Quarter, FY 2025

DNFSB-21-A-04 March 25, 2021

Implement automated mechanisms (e.g., machine-based, or user based enforcement) to support the 

management of privileged accounts, including for the automatic removal/disabling of temporary, 

emergency, and inactive accounts, as appropriate.

4th Quarter, FY 2025

DNFSB-21-A-04 March 25, 2021 Continue efforts to develop and implement role-based privacy training. 4th Quarter, FY 2024

DNFSB-21-A-04 March 25, 2021 Conduct the agency’s annual breach response plan exercise for FY 2021. 4th Quarter, FY 2024

DNFSB-21-A-04 March 25, 2021

Based on the results of the DNFSB’s supply chain risk assessment included in the recommendation 

for the Identify function above, update the DNFSB’s contingency planning policies and

procedures to address ICT supply chain risk.

4th Quarter, FY 2024

DNFSB-22-A-04 December 17, 2021

Update the ISA and use the updated ISA to: Assess enterprise, business process, and information 

system level risks; Update enterprise, business process, and information system level risk tolerance 

and appetite levels necessary for prioritizing and guiding risk management decisions.

4th Quarter, FY 2025
36

Report No. Issuance Date Recommendation Timeline of 

Implementation

DNFSB-22-A-04 December 17, 2021

Using the results of recommendations one above [update the ISA and use the updated ISA to assess 

risks]: Utilizing guidance from the National Institute of Standards in Technology (NIST) Special 

Publication (SP) 800-55 (Rev. 1) – Performance Measurement Guide for Information Security to 

establish performance metrics to manage and optimize all domains of the DNFSB information 

security program more effectively; Implement a centralized view of risk across the organization; 

Implement formal procedures for prioritizing, and tracking POA&Ms to remediate vulnerabilities. 

4th Quarter, FY 2025

DNFSB-22-A-04 December 17, 2021

Update the Risk Management Framework to reflect the current roles, responsibilities, policies, and 

procedures of the current DNFSB environment, to include: Defining a frequency for conducting Risk 

Assessments to periodically assess agency risks to integrate results of the assessment to improve 

upon mission and business processes.

4th Quarter, FY 2024

DNFSB-22-A-04 December 17, 2021

Define a Supply Chain Risk Management strategy to drive the development and implementation of 

policies and procedures for: a. How supply chain risks are to be managed across the agency; b. How 

monitoring of external providers [assure] compliance with defined cybersecurity and supply chain 

requirements; c. How counterfeit components are prevented from entering the DNFSB supply chain.

4th Quarter, FY 2025

DNFSB-22-A-04 December 17, 2021

Implement automated mechanisms (e.g., machine-based, or user based enforcement) to support the 

management of privileged accounts, including for the automatic removal/disabling of temporary, 

emergency, and inactive accounts, as appropriate.

4th Quarter, FY 2025

DNFSB-22-A-04 December 17, 2021 Continue efforts to implement data loss prevention functionality for the Microsoft Office 365 

environment. 4th Quarter, FY 2025

DNFSB-22-A-04 December 17, 2021

Update agency strategic planning documents to include clear milestones for implementing strong 

authentication, the Federal ICAM architecture and OMB M-19-17, and phase 2 of DHS's Continuous 

Diagnostics and Mitigation (CDM) program.

4th Quarter, FY 2025

DNFSB-22-A-04 December 17, 2021 Conduct the agency’s annual breach response plan exercise for FY 2021. 4th Quarter, FY 2024

DNFSB-22-A-04 December 17, 2021 Continue efforts to develop and implement role-based privacy training for users with significant 

privacy or data protection related duties. 4th Quarter, FY 2024

DNFSB-22-A-04 December 17, 2021 Allocate and train staff with significant incident response responsibilities. 4th Quarter, FY 2024

DNFSB-22-A-04 December 17, 2021 Develop and track metrics related to the performance of contingency planning and recovery related 

activities. 4th Quarter, FY 2024

DNFSB-22-A-04 December 17, 2021 Conduct a business impact assessment within every two years to assess mission essential functions 

and incorporate the results into strategy and mitigation planning activities.

4th Quarter, FY 2024

DNFSB-22-A-04 December 17, 2021 Implement role-based training for individuals with significant contingency planning and disaster 

recovery related responsibilities.

4th Quarter, FY 2024
37

Report No. Issuance Date Recommendation Timeline of 

Implementation

DNFSB-22-A-07 September 29, 2022 Implement a process to ensure a security control assessment for the DNFSB GSS is completed and 

documented on an annual basis. 4th Quarter, FY 2024

DNFSB-22-A-07 September 29, 2022

Create procedures for vulnerability and compliance management based on risk and level of effort 

involved to mitigate confirmed vulnerabilities case-by-case such as: a) Prioritizing mitigation in 

accordance with all requirements specified by CISA BOD 22-01 -Reducing the Significant Risk of 

Known Exploited Vulnerabilities and Emergency Directives, as applicable. b.) Opening plans of 

action and milestones to track critical and high vulnerabilities that cannot be addressed within 30 

days. c.) Preparing risk-based decisions in unusual circumstances when there is a technical or cost 

limitation making mitigation of a critical or high vulnerability infeasible with documented, effective 

compensating controls coupled with a clear timeframe for planned remediation.

4th Quarter, FY 2025
38

APPENDIX 3: GOVERNMENT PERFORMANCE AND RESULTS ACT 

(GPRA) MODERNIZATION ACT

GPRA Strategic Planning Reporting Requirements

The GPRA Modernization Act of 2010 requires each agency to make available on its website a strategic 

plan establishing general strategic goals and objectives for a period of not less than four years. The 

Defense Nuclear Facilities Safety Board’s (Board) Strategic Plan for Fiscal Years (FY) 2022–2026 

(approved May 2022) is available on the Internet at www.dnfsb.gov. In addition, agencies are required 

to develop an Annual Performance Report (APR) that provides information on the agency’s progress 

achieving the goals and objectives described in the Strategic Plan and Annual Performance Plan (APP). 

DNFSB will also complete the FY 2025 Annual Performance Plan later this year, and it will be available 

on the Board’s website upon completion.