ML20137L679
| ML20137L679 | |
| Person / Time | |
|---|---|
| Issue date: | 03/27/1997 |
| From: | Hoyle J NRC OFFICE OF THE SECRETARY (SECY) |
| To: | Callan L, Galante A, Scroggins R NRC, NRC OFFICE OF THE EXECUTIVE DIRECTOR FOR OPERATIONS (EDO) |
| Shared Package | |
| ML20137L664 | List: |
| References | |
| COMSECY-96-067, COMSECY-96-67, DSI-23, SECY-96-067-C, SECY-96-67-C, NUDOCS 9704070284 | |
| Download: ML20137L679 (3) | |
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t UNITED STATES NUCLEAR REGULATORY COMMISSION .
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- i WASHINGTON, D C. 20555 0001 *
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- SECRETARY '
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j- MEMORANDUM TO: L. Joseph Callan j Executive Director for Operations ;
I j Anthony J. Galante
- Chief Information Officer l 1
Ronald M. Scrogg' ins s
Acti Chief Financial Officer John M
C. Hoy 44 _
e, Secretary i
FROM: [
STAFF REQUIREMENTS - COMSECY-96-067- l
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SUBJECT:
ENHANCING REGULATORY EXCELLENCE, (DSI-23)
! i I The Commission believes that striving for regulatory excellence ,
in all NRC functions is both desirable and necessary to maintain [
an effective and efficient regulatory framework in today's j i changing environment. Recent events have shown that we could be l 4 more proactive in identifying potential problem areas and 4
responding appropriately. Other DSIs have focused on critical areas that involve how the regulatory process can be' improved.
This DSI should emphasize how the NRC can implement strategies
-designed to improve its own internal performance, that is, for-the NRC to be proactive in making our own people and' processes l Therefor 2, while the function with a goal of excellence.
! Commission supports taking a proactive approach as described
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under Option 2r including the des.gnation of an agency-wide senior management review group, the Commission would broaden the approach beyond the proposed initial focus of Option'2 and i
request.the staff to make recommendations on how broadly and how 1 quickly it can realistically phase in a comprehensive, L
systematic, agency-wide approach to program assessment and improvement. l i
j For this purpose, the staff should make recommendations and develop an implementation plan that includes, but is not l necessarily limited to, the following: 1) identified goals with !
milestones and clear criteria for judging success; 2) measures to engage the~ work force at the grassroots level and to stimulate management and employee communications in problem solving; 3) methods to effect improvements that address elements involving a manageable but broad range of NRC regulatory areas; 4) potential methods to effect improvements to the NRC's processes and l management and support functions so as to enhance the efficiency
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9704070284 970403 '
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l and performance of the NRC staff; 5) recommendations as to a I realistic, phased-in approach and schedule for the program l
assessment and improvement; and 6) resource requirements for the staff's recommended approach.
The recommendations and plan for initiating this more proactive approach to improving regulatory effectiveness with a goal of excellence should be forwarded to the Commission for approval.
The Executive Council (EC) should oversee the development of the recommendations, plan and , ultimately, the program assessment and performance improvement but with lead responsibility vested with the DEDO for Regulatory Effectiveness, Program Oversight, Investigations and Enforcement.
(EDO/EC) (SECY Suspense: Recommendations: 9/30/97 Plan: 12/31/97) i The performance goals that are established in the area of enhancing regulatory excellence should include timeliness goals for completing ruleasking, updating codes and standards, and completing regulatory guidarce documentc. For example, the staff might consider goals of (a) completing rulemaking within one year of the publication of the initial proposed rule, (b) initiating actions to_ update codes and standards (e .g. by publishing l proposed endorsing Regulatory Guides or prcposed rules) within l
one year of the publication of the new codes or standards by the standard-setting body, (c) completing Regulatory Guides I supporting rules by the time of issuance of the final rule, and (d) completing other Regulatory Guides within one year of publication of the initial draft Regulatory Guide for comment.
Based on past experience in rulemaking and the preparation of regulatory guidance, the staff should consider, and make recommendations on, reasonable goals that will result in improvements in NRC's timeliness in these areas.
l The EC should factor in public comtants, <opecially those relating to the need to develop baselini and indicators for regulatory performance, the need to provide for stakeholder participation including NRC employees, the need to focus on quality and consistency, the need to strive for a risk-informed, and, where appropriate, more performance-based regulatory approach, and the need to effectively use and enhance NRC staff skills and knowledge as a key means of attaining the Commission's goals. l The EC's initiatives need not be "in addition to the current l
l routine and periodic office-directed self-assessment improvement
' e#. forts, as described on page 11 cf the paper, but instead could replace some of those efforts. The Commission envisions the EC first evaluating the effectiveness of those office-level efforts and then encouraging the continuation and timely completion of i
those that appear effective and eliminating, or revising, those that are not.
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cc: Chairman Jackson Commissioner Rogers Commissioner Dicus i Commissioner Diaz Commissioner McGaffigan OGC OCA i OIG e
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