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?
re-evaluate the way we conduct our business to optimize processes and procedures in order to better serve the American public keep pace with the highly dynamic, interconnected environment be prepared to regulate an industry that is innovative and has new technologies 10 10
TRANSFORMATION BACKGROUND 11
How will we know when weve truly become a modern, risk-informed regulator?
We will make sound decisions while accepting well-managed risks in decisionmaking.
We will use technology to work smarter, including using data analytics to highlight areas for regulatory attention and improvement.
We will be innovators who make timely decisions that take into account different viewpoints and fully explored options.
We will maintain an engaged and highly skilled workforce now and in the future.
Becoming a modern, risk-informed regulator 12 12
Becoming a modern, risk-informed regulator THE FOCUS AREAS FUTURES INITIATIVES Aligning our behaviors and mindsets with our transformation vision.
Identifying and communicating how the agencys human capital programs are assessed and how they support current and future workforce needs.
Our People Be riskSMART Technology Innovation Clarify career paths to support retention and drive engagement and career development.
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THE FOCUS AREAS Developing and implementing a framework that will give staff confidence in accepting risk in our decision-making without compromising the NRCs mission.
BE RISKSMART Enhancing the efficiency and effectiveness of agency work processes, such as document production and concurrence.
PRECESS SIMPLIFICATION Our People Be riskSMART Technology Innovation FUTURES INITIATIVES 14 Becoming a modern, risk-informed regulator 14
THE FOCUS AREAS Enhancing adoption and training for IT services to ensure the services have maximum impact on day-to-day agency work TECHNOLOGY ADOPTION Our People Be riskSMART Technology Innovation FUTURES INITIATIVES 15 Becoming a modern, risk-informed regulator 15
THE FOCUS AREAS Designing and implementing a best-in-class program to help create a culture that supports an innovative mindset.
INNOVATE NRC 2.0 Determining which external factors will have the greatest effect on the agency's future mission portfolio and developing an approach to measure and track indicators to support strategic decision-making.
SIGNPOSTS & MARKERS Our People Be riskSMART Technology Innovation FUTURES INITIATIVES 16 Becoming a modern, risk-informed regulator 16
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