ML20265A051
| ML20265A051 | |
| Person / Time | |
|---|---|
| Issue date: | 09/22/2020 |
| From: | NRC/EDO |
| To: | |
| C P Roque-Cruz, 301-415-1455 | |
| References | |
| Download: ML20265A051 (23) | |
Text
Development of NRCS Strategic Plan for Fiscal Years 2022 Through 2026 Public Meeting September 22, 2020
Opening Remarks Catherine Haney ASSISTANT FOR OPERATIONS 2
Agenda 3
Overview of NRC Strategic Plan
- The FYs 2018-2022 Strategic Plan presents the mission and vision for the agency along with the goals, objectives and strategies the NRC is striving to achieve.
- The Strategic Plan includes information on the external factors, evaluations, research, and planned program reviews.
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Structure of NRCs 2018-2022 Strategic Plan 5
Development Process
- The next Strategic Plan covers FYs 2022 through 2026.
- The Strategic Plan is developed in accordance with:
- Government Performance and Results Act Modernization Act of 2010 (GPRAMA)
- Office of Management and Budget (OMB) Circular No. A-11, Preparation, Submission, and Execution of the Budget
- Foundations for Evidence-Based Policymaking Act of 2018 (Evidence Act) - New 6
Development Process
- Conduct outreach to stakeholders
- Review and update the Strategic Plan framework
- Develop the draft Strategic Plan
- Issue draft plan by Federal Register notice for 30-day public comment period
- Analyze and address comments to develop final plan
- Submit final Strategic Plan to Congress and the President by February 2022 7
New items for FYs 2022-2026 Strategic Plan
- Strategic Objective Themes
- Reflects the objectives major purpose and outcome by topical categorization.
- Agency strategic plans are now required to include:
- The Capacity Assessment will help agencies to assess their ability and infrastructure to carry out evidence building activities.
- The Learning agenda describes the activities agencies will undertake to answer important short-and-long term strategic and operational questions important to achieving the agencys mission.
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NRC Transformation Journey 9
Why we need to get on this journey?
keep pace with be prepared to re-evaluate the way we the highly dynamic, regulate an industry conduct our business to interconnected that is innovative and optimize processes and environment has new technologies procedures in order to better serve the American public 10 10
TRANSFORMATION BACKGROUND 11
Becoming a modern, risk-informed regulator
- We will make sound decisions while accepting well-managed risks in decisionmaking.
How will we know
- We will use technology to work smarter, including when weve truly using data analytics to highlight areas for regulatory become a modern, attention and improvement.
risk-informed
- We will be innovators who make timely decisions that take into account different viewpoints and fully regulator? explored options.
- We will maintain an engaged and highly skilled workforce now and in the future.
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Becoming a modern, risk-informed regulator FUTURES INITIATIVES THE FOCUS AREAS Aligning our behaviors and mindsets with our transformation vision.
Our People Be riskSMART Identifying and communicating how the agencys human capital programs are assessed and how they support current and Technology future workforce needs.
Innovation Clarify career paths to support retention and drive engagement and career development.
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Becoming a modern, risk-informed regulator FUTURES INITIATIVES THE FOCUS AREAS BE RISKSMART Developing and implementing a Our People framework that will give staff confidence in accepting risk in our decision-making without compromising the NRCs mission.
Be riskSMART Technology PRECESS SIMPLIFICATION Enhancing the efficiency and effectiveness of agency work processes, Innovation such as document production and concurrence.
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Becoming a modern, risk-informed regulator FUTURES INITIATIVES THE FOCUS AREAS TECHNOLOGY ADOPTION Our People Enhancing adoption and training for IT services to ensure the services have maximum impact on day-to-day Be riskSMART agency work Technology Innovation 15 15
Becoming a modern, risk-informed regulator FUTURES INITIATIVES THE FOCUS AREAS INNOVATE NRC 2.0 Designing and implementing a best-in-Our People class program to help create a culture that supports an innovative mindset.
Be riskSMART SIGNPOSTS & MARKERS Technology Determining which external factors will have the greatest effect on the agency's future mission portfolio and developing an approach to measure and track Innovation indicators to support strategic decision-making.
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FUTURES SNAPSHOTS Transformation Highlights from the Futures Initiatives to Date 17 17
Open Discussion 18
NRCs Goals, Objectives and Strategies
- What goals, objectives, or strategies within the NRCs current strategic plan should be added, enhanced, or modified in the FYs 2022-2026 Strategic Plan?
- What contributing activities should be considered to support the safety and security goals, objectives, strategies?
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External Factors and Activities
- What external factors, opportunities and challenges should be considered during the development of the FYs 2022-2026 Strategic Plan?
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Strategic Direction
- What do you believe is the highest priority question(s)
(short- or long-term) for the NRC?
- What improvements can the NRC make in regard to evidence building (e.g., data, analysis, evaluations) to inform strategy, policymaking, program decisions, and regulations?
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Overarching
- Do you have any specific recommendations or improvements to consider in the development of the FYs 2022-2026 Strategic Plan?
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Concluding Remarks 23