ML16161A084
| ML16161A084 | |
| Person / Time | |
|---|---|
| Issue date: | 06/08/2016 |
| From: | Mccree V NRC/EDO |
| To: | |
| References | |
| Download: ML16161A084 (4) | |
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OFFICIAL USE ONLY - SENSITIVE INTERNAL INFORMATION OFFICIAL USE ONLY - SENSITIVE INTERNAL INFORMATION 06/08/2016 2016 AGENCY ACTION PLAN: FOSTERING A GREATER CLIMATE OF TRUST AT THE NRC Fostering a climate of trust is an important attribute of a high-performing organization. It involves building relationships in an environment where people feel free to speak out knowing that they will be heard, understood, and respected. When everyone experiences and exhibits trust in the workplace, they are more likely to make well-informed decisions, be innovative, and fully embrace the organizations vision, mission, and values.
Based on recent survey data, we have identified the following goals to help us achieve a greater climate of trust:
- 1. Strengthen the positive environment for raising concerns
- 2. Promote a culture of fairness, empowerment, and respect across the agency
- 3. Establish clear expectations and accountability for U.S. Nuclear Regulatory Commission (NRC) leaders The Action Plan contains six action items, each of which will contribute towards achieving all three goals.
The agencys success at attaining all of these goals rests on the collective contribution of every individual in the organization - from our senior leaders, managers and supervisors to our front-line employees. By establishing this agency action plan, the NRC is emphasizing the belief that achieving the mission is everyones responsibility and everyone has a role in fostering a greater climate of trust.
OFFICIAL USE ONLY - SENSITIVE INTERNAL INFORMATION OFFICIAL USE ONLY - SENSITIVE INTERNAL INFORMATION 06/08/2016 ACTION RESPONSIBLE PERSON(S)
TIMELINE MEASUREMENT GOAL #1: Strengthen the positive environment for raising concerns GOAL #2: Promote a culture of fairness, empowerment, and respect across the agency GOAL #3: Establish clear expectations and accountability for NRC leaders What action will be needed?
Who will do this?
When will action be completed?
How will success be measured?
- 1.
Develop a clear, shared understanding using multiple mechanisms (e.g., training, facilitated dialogues, etc.) of the following key concepts and what they mean in implementation space within NRC.
Environment for Raising Concerns Collaboration Empowerment Consensus The Office of the Chief Human Capital Officer (OCHCO) in partnership with The Office of Enforcement (OE),
The Office of the Executive Director for Operations (OEDO) and The Office of Small Business and Civil Rights (SBCR) 1st Quarter (QTR) Fiscal Year (FY) 17 Shared understanding of key concepts across the agency as measured through surveys or other assessment mechanisms.
OFFICIAL USE ONLY - SENSITIVE INTERNAL INFORMATION OFFICIAL USE ONLY - SENSITIVE INTERNAL INFORMATION 06/08/2016
- 2.
Evaluate whether and how the existing following initiatives support the NRCs cultural framework, and decide to maintain, sunset, or revise as appropriate.
Behavior Matters Open Collaborative Working Environment/Team Player Award Safety Culture Traits OCHCO in partnership with OE, OEDO and SBCR 2nd QTR FY17 Completion of evaluation and disposition appropriate actions based on the evaluation to include a plan of actions for next steps.
- 3.
Continue to develop/enhance activities that address concerns of retaliation and chilling effect for raising concerns, as well as support continuous improvement of the following:
Open Door Policy Non-Concurrence Process Differing Professional Opinion Program OE in partnership with OCHCO, SBCR, and support from The Office of the General Counsel and OEDO.
3rd QTR FY17 Improved feedback and responses from assessments and surveys. Includes timely feedback from process participants (75% positive feedback), future Safety Climate Survey (SCCS), (e.g.,
reduced concerns of retaliation), and 75% positive feedback from training and outreach.
- 4.
Develop/enhance activities to cultivate respect and inclusion, including:
Diversity Dialogue Project Advisory Committees/Employee Resource Groups Executive Sponsor Program Participation in Special Emphasis Programs Educational diversity and inclusion events SBCR Diversity Management Inclusion Council (DMIC)
Diversity Management Advisory Committee (DMAC)
Executive Sponsor Program (ESP) 3rd QTR FY17 Year to year comparisons of Federal Employee Viewpoint Survey (FEVS)/SCCS survey data and other indicators.
OFFICIAL USE ONLY - SENSITIVE INTERNAL INFORMATION OFFICIAL USE ONLY - SENSITIVE INTERNAL INFORMATION 06/08/2016 Note: This plan is considered a living document and, as such, will be revised and updated, as appropriate
- 5.
All levels of management and staff take steps to promote fairness, empowerment and respect including:
Small Acts of Inclusion Five Inclusive Habits (FOCSE)
Item to be incorporated into Office/Regional Plans SBCR DMIC/DMAC/ESP 3rd QTR FY17 By activities reported in the Quarterly Comprehensive Diversity Management Plan reports.
Increased FOCSE/FEVS.
- 6.
Establish and communicate a clear agency leadership vision in which leadership is expected and demonstrated at all levels and there is shared mutual accountability.
OEDO with support from OCHCO 4th QTR FY16 Develop, share and finalize the agency leadership vision.
1st QTR FY17 Create and implement a communication plan.
FY17 Solicit feedback to ensure leadership vision is understood and embraced at all levels of the agency