ML19296C504
| ML19296C504 | |
| Person / Time | |
|---|---|
| Issue date: | 01/24/1980 |
| From: | Ahearne J NRC COMMISSION (OCM) |
| To: | Gilinsky V, Hendrie J, Kennedy R NRC COMMISSION (OCM) |
| References | |
| NUDOCS 8002260386 | |
| Download: ML19296C504 (4) | |
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January 24, 1550 CHA R.* *ATJ MEMORANDUM FOR:
Those on Attached Lis f
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FROM:
John Ahearne
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SUBJECT:
ROLE OF THE EXECUTIVE' DIRECTOR _ FOR OPERATIONS
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0ver the past few months the Commissioners have developed an agreeci
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upon description of the role of the Executive Director for Operations.
This document describes how the current :ommission believes the Executive Director should function under the exist'ng statutes.
It describes the re:;ponsibilities and the. authorities we balieve the Executive Director has and the role the Executive Director should have with respect to the major NRC offices.
This description has been approved unanimously.
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9 8002200 3 Tr C,
e Executive Director The Executive Director is the chief officer of the staff and acts as the Commission's agent in directing and coordinating staff activities, under the general supervision of the Chairman, in the day-to-day running of the agency. The ED will:
Receive directions from the Commission, by memoranda from the Secretary.
-. Receive directions from the Chairman, acting pursuant to i
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ICommission decisions or in accordance with the Chairman's function as chief executive officer of the agency.
Receive requests for information from individual Commissioners, by memoranda.
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The ED.'s responsible for and has authority to perform the following
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functions:
1.
Plan and direct the agency's operational activities and develop and execute the agency budget, consistent with Comission policies and guidance.
Require office directors to develop proposed office policies, objectives, and milestones.
Review and bring significant questions of policy to the attention of the Comission for its resolution.
Upch such resolution, the ED would direct the office directors to carry out Commission approved policies and meet approved objectives.
Recomend to the Commissioners a budget (with alternatives)
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consistent with the Commission's planning and programming guidance.
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Keep agency business on track:
Track performance of offices in carrying out Commission F
policies and objectives and milestones.
Follow petitions, rulemakings, hearings, Commissioner informa-tion requests.
Oversee allocation of agency staff resources among offices.
Identify resource problems and direct reallocation of staff and funds where necessary to achieve Commission objectives.
3.
Inform the Commission:
Bring to the Co=issioners' attention important developments and agency business in a timely manner, and make regular progress reports on approved objectives and programs.
Identify items that require additional guidance from the Com=issica necessary to ensure Co mission's policies are implemented.
4.
Make administrative decisions:
Supervisory and routine personnel decisions:
hiring, firing, promotion, salary, and training of agency sta.ff apart. from major office heads.
g Budget control and execution to implement Congressional and
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Commission decisions.
Chair the Executive Resources Board and direct its subconnittees.
Resolve EE0 and grievance matters.
Ensure adequate support services for the agency in the areas of transportation, supply, communications, contractural matters, office space, etc.
Other matters as appropriate.
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5.
Advise on majcr staff appointments:
Advise and assist the Commission in'the selection and perfonnance evaluation of major office heads (the five major program office directors, and the ELD) and such other staff officers
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as the Comission may specify.
Review and approve, after consultation with the Chairman, recommendations of the program office directors for selection of deputy office directors, division directors, and equivalent E
rank senior officers and recommendations for ED-level office directors.
6.
Represent the Commission:
[t Among other functions, serve as final review ar.d signatory for responses to State and Federal officials whera major new policy questions are not involved (with selected exceptions,
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such as responses to the President and Chai: men of oversight committees).
7.
Control quality of NRC staff input to the agency decisionmaking process; review all major items coming to the Commission:
Ensure that papers and briefings to the Commission are clear, succinct, complete and timely.
Ensure that issues affecting several offices are suitably coordinated and that all major views are presented to the Commission.
The ED need not resolve these interoffice positions, but rather ensure that they are presented clearly and promptly.
' D.STRIEUTIO:: LIST:
l Comissioner Gili. ky' 1Comissioner Kennedy Comissioner Hendrie Comissioner Bradford v The Secretary Executive Director for Operations
-.0ffice Directors EDO Staff Offices Commission Staff Offices
' Regional. Directors
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