ML20128J023
| ML20128J023 | |
| Person / Time | |
|---|---|
| Issue date: | 09/19/1996 |
| From: | Mcneil M NRC |
| To: | NRC |
| References | |
| DSI-22-00001, DSI-22-1, NUDOCS 9610100159 | |
| Download: ML20128J023 (1) | |
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From: Michael McNeil To: strategic Date: 9/19/96 7:24am
Subject:
strategic plan I know this is not exactly what NRC seems to be pursuing in its efforts to reorient itself strategically, but somewhere in this NRC management needs to !
look at a fundamental question: l In research in particular, since this is the area with which I am most ;
familiar, cannot NRC restructure its administrative practices and management l' culture to permit more rapid and efficient deployment of its resources to secure objectives which RES management has identified and committed to?
It is easy to point fingers at particular managers, but that is not the .
point. I worked for NIST and the research arms of DOE and the Navy. I am i convinced that, on average, they respond to challenges more nimbly and i efficiently than we. Some of their managers are losers, too; but the SYSTEMS are set up to make things happen better and I think it would be useful for NRC to understand why RES seems less able to deal with challenges than OP 98/0NR or DOE /BES. NRC management seems to place great reliance on Navy Jersonnel.
Have they ever thought of asking somebody like retired VADM "Smoce" Wilson '
l (ONR Director when I was in Panama City) to look at RES, compare it to ONR.
and make comments on the managerial / administrative differences? )
I know that some of the reasons are obvious. NRC delays do not lead to unavailability of high-visibility new systems, or to casualties. But I still think it ought to be possible to ask: cannot we do better, even without these pressures? ^
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