ML20151U299
| ML20151U299 | |
| Person / Time | |
|---|---|
| Issue date: | 04/13/1998 |
| From: | Diaz N NRC COMMISSION (OCM) |
| To: | Callan L NRC OFFICE OF THE EXECUTIVE DIRECTOR FOR OPERATIONS (EDO) |
| References | |
| SECY-98-065-C, SECY-98-65-C, NUDOCS 9809100349 | |
| Download: ML20151U299 (2) | |
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Ni s J. dim 4, / g3 /93 eooooooooooooooooooeoso, POLICY ISSUE (NEGATIVE CONSENT)
Aoril 2.1998 SECY-98-065 E.O.B:
The Commissioners FROM.
L Joseph Callan Executive Director for Operations
SUBJECT:
FY 1998 NRC EXCELLENCE PLAN PURPOSE-To provide a plan for implementing a proactive approach to improving regulatory effectiveness and efficiency with the goal of excellence and to respond to the January 14,1998, Staff Requirements - SECY-97-225 - Enhancing NRC Effectiveness and Efficiency.
BACKGROUND-In August 1995, the staffinitiated a Strategic Assessment and Rebaselining Project. This project was intended to take a new look at the NRC by conducting a reassessment of NRC activities in order to redefine the basic nature of the work of the agency and the means by which that work is accomplished, and to apply to these redefined actanties a rigorous screening process to produce (or rebaseline) a new set of assumptions, goals, and strategies for the NRC.
DSI-23, Enhancing Regulatory Excellence, was a key Direction Setting issue of this effort.
in October 1997 the staff submitted SECY-97-225, Enhancing NRC Effectiveness and Efficiency, which provided a discussion of how quickly and broadly the staff could proceed to phase in a comprehensive, systematic, agency-wide approach to program assessment and improvement pursuant to DSI-23. SECY-97-225 provided a basic framework for these activities and desenbed, in general,13 excellence strategies to initiate this effort. Twelve of these 13 strategies, most already ongoing, i Wolve initiatives to assess or improve specific aspects of the NRC's regulatory and administrative functions. One involved a new process, designed to function within the agency's planning, budgeting, and performance management process, to systematically identify areas for improvement. Further description of these actnnbes and details of the 13 excellence strategies are provided in the FY 1998 NRC Excellence Plan, attachment 1 of this paper. Attachment 2 provides a response to the January 14,1998, Staff Requirements -
SECY-97-225 - Enhancing NRC Effectiveness and Efficiency.
Contact Thomas O. Martin, OEDO NOTE: TO BE MADE PUBLICLY AVAII ABLE 415-7999 WHEN THE FINAL SRM IS MADE AVAIALBLE Ni i'\\
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COMMISSIONER DIAZ'S COMMENTS ON SECY-98-065: FY 1998 NRC EXCELLENCE I
PLAN I disapprove the FY 1998 NRC Excellence Plan.
The proposed Excellence Plan appears to be redundant to the present system because its strategies are being managed through the existing Planning, Budgeting, and Performance L
Management (PBPM) process, which is already monitored and controlled by the Executive 1
Council (EC) and the Program Review Committee (PRC). If the plan is redundant, it is i
intrinsically inefficient, which is contrary to the notion of excellence. The staff should therefore stop expending resources for further development of this plan.
However, should the majority of the Commission decide not to sunset this activity, future l
revisions of the plan should, at a minimum, establish and track the following fundamental elements for regulatory excellence.
The role and scope of activities of every section within the plan should be clearly defined, and the driving function for each activity should be its usefulness to the agency's mission.
Prioritization of activities should consider both safety / risk and resource implications.
Pending decision-making activities should be judged both in terms of their expected added value and the timeliness of their projected completion.
The plan should be simplified, especially where it deals with implementation.
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