ML20207G563
| ML20207G563 | |
| Person / Time | |
|---|---|
| Issue date: | 06/09/1999 |
| From: | Vietticook A NRC OFFICE OF THE SECRETARY (SECY) |
| To: | Funches J, Galante A, Travers W NRC OFFICE OF THE CONTROLLER, NRC OFFICE OF THE EXECUTIVE DIRECTOR FOR OPERATIONS (EDO) |
| References | |
| REF-10CFR9.7 M990504B, NUDOCS 9906110224 | |
| Download: ML20207G563 (2) | |
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REFER TO: M9905048 June 9, 1999 SECRETARY MEMORANDUM TO:
Wdliam D. Travers Executive Director for Operations Jesse L. Funches Chief Financial Officer Anthony J. Galante Chief Information Officer i
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FROM:
Annette Vietti-Cook, Secretar
SUBJECT:
STAFF REQUIREMENTS - MEETING ON PLANNING, BUDGETING AND PERFORMANCE MANAGEMENT PROCESS (PBPM) AND INSTITUTIONAllZING CHANGE,2:00 P.M.,
TUESDAY, MAY 4,1999, COMMISSIONERS' CONFERENCE ROOM, ONE WHITE FLINT NORTH, ROCKVILLE, MARYLAND (OPEN TO PUBLIC ATTENDANCE)
The Commission was briefed by the NRC Executive Council, the NRC staff, and representatives from Arthur Andersen on the Planning, Budgeting and Performance Management Process (PBPM) and institutionalizing change. The Commission complimented the staff for the progress that has been made in planning the work in the Nuclear Reactor Safety arena and HLW Program A number of steps were noted in moving forward to implement the PBPM process agency-wide:
1.
The staff should clarify the meaning and intent of the five outcome goals discussed (maintain safety, reduce unnecessary regulatory burden, increase public confidence, increase internal efficiency and effectiveness, and enhance our ability to make sound, realistic decisions that are timely and predictable).
2.
Each statutory office (Office of Research, Office of Nuclear Reactor Regulation, Office of Nuclear Materials Safety and Safeguards) and the Offices of the Chief Financial Officer and the Chief Information Officer should brief the Commission annually on their ongoing programs, performance, and plans.
3.
Care should be given to recognize that the Commission structure, per se, creates some complexities in managing which must be considered in implementing the Arthur Andersen recommendations.
4.
The staff should develop a plan to evaluate the appropriateness of implementing the I
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so major Arthur Andersen recommendations for use agency-wide. The plan should address the tasks, schedule for completion, and the roles and responsibilities of the Offices, EC, and Commission in the process.
(CFO/EDO/CIO)
(SECY Suspense:
8/27/99) 5.
The staff should expedite the update of the reactor arena of the strategic plan.
(CFO/EDO/CIO)
(SECY Suspense:
7/30/99) 6.
The final Strategic Plan should be available for OMB review by March 2000. The staff should' provide the Commission with a schedule for the update of the other arenas (nuclea: material safety, nuclear waste safety, international activities) and completion of the Strategic Plan.
(CFO/EDO/CIO)
(SECY Suspense:
6/15/99) 7.
The staff should also develop a paper that describes the vision for the Office of Nuclear Regulatory Research, its role, how it complements the front line regulatory activities involving licensing, inspection, and oversight, how it independently examines evolving technology and anticipated issues, the extent to which a center of excellence is being maintained for regulatory tools, and how these activities flow from the Strategic Plan.
(CFO/EDO/CIO)
(SECY Suspense:
6/15/99) cc:
Chairman Jackson Commissioner Dicus Commissioner Diaz Commissioner McGaffigan Commissioner Merrifield OGC CFO CIO OCA OlG OPA Office Directors, Regions, ACRS, ACNW, ASLBP (via E-Mail)
)