SECY-25-0031, Enclosure 2 - Summary of Outreach Activities and Mission Implementation Guidance Execution Strategy
| ML25106A354 | |
| Person / Time | |
|---|---|
| Issue date: | 05/02/2025 |
| From: | Mirela Gavrilas NRC/EDO |
| To: | Commissioners NRC/OCM |
| Shared Package | |
| ML25106A351 | List: |
| References | |
| SECY-25-0031 | |
| Download: ML25106A354 (5) | |
Text
Enclosure 2
SUMMARY
OF OUTREACH ACTIVITIES AND MISSION IMPLEMENTATION GUIDANCE EXECUTION STRATEGY The Accelerating Deployment of Versatile, Advanced Nuclear for Clean Energy Act of 2024 (ADVANCE Act) Team has used various tools to engage the NRC staff and external stakeholders and to promote transparency during the development of the mission statement implementation guidance. The ADVANCE Act Team engaged with the NRC staff through agencywide messages and Town Halls. Moreover, the ADVANCE Act Team invited staff to contribute by providing input on best practices and functional areas, as well as success stories.
Additionally, the ADVANCE Act Team received input from external stakeholders related to the guidance during a public meeting on March 13, 2025 (Agencywide Documents Access and Management System (ADAMS) Accession No. ML25084A138).
Below is a summary of the internal and external engagements:
Date Type of Engagement Scope of Engagement ADAMS Accession No.
February 5, 2025 EDO Town Hall Provide an overview of the new mission statement and the plan for developing the guidance.
N/A February 2025 -
March 2025 SharePoint Feedback Opportunity Engage the staff through the ADVANCE Act project page on SharePoint to seek input on the working lists of best practices and functional areas, as well as success stories.
N/A March 4, 2025 ADVANCE Act Commission Meeting Provide an overview of the actions the NRC is taking in response to the ADVANCE Act and how the actions are being informed by feedback from internal and external stakeholders.
ML25031A074 March 13, 2025 Public Meeting Provide an overview of the actions underway at the NRC to develop mission statement implementation guidance and obtain feedback from external stakeholders.
ML25084A138 April 24, 2025 Mission Statement Implementation Guidance Town Hall Provide an overview of the draft mission statement implementation guidance to obtain feedback from staff.
N/A
E2-2 Below is a summary of the internal and external feedback categorized by themes:
ID Source Theme Comment Disposition 1
Public Meeting Timeliness Comments on balancing timeliness and effectiveness.
Revisions incorporated under Element II in the Timeliness section to address feedback on efficiency, timeliness, and effectiveness.
2 Public Meeting Differing Views Questions regarding how risk will be used to inform decision-making on differing views and guide their resolution.
Revisions incorporated under Element III in the Project Management section to address questions on differing views and guiding their resolution.
3 Public Meeting Benefit to Society and the Environment Suggestions on considering the benefits to society.
Revisions incorporated under Element IV to address feedback on benefits to society.
4 Public Meeting Licensing Recommendations for improving preapplication engagement activities.
Revisions incorporated under Element II in the Focus on Great Service Among Ourselves and with External Stakeholders section and the Best Practices for Licensing Activities appendix to address feedback on preapplication engagement activities.
5 Public Meeting Examples of Success Stories Examples of successful activities in meeting the mission, along with recommendations to enhance efficiency, such as eliminating certain reporting requirements (e.g., retrospective review of administrative requirements).
Revisions incorporated throughout the guidance to incorporate feedback on success stories (in the boxes with examples of successful activities in meeting the mission).
6 Public Meeting Oversight Appendix Feedback on the use of risk insights to guide inspection activities.
Revisions incorporated under the Best Practices for Oversight Activities appendix to address feedback on oversight activities.
7 Public Meeting External Engagement Suggestions on external engagement.
Consideration of the Breakthrough Institutes report on improving the NRCs external engagement to enhance ADVANCE Act-related public meetings.
Revisions incorporated under Element II in the Focus on Great Service Among Ourselves and with External Stakeholders section and the Best Practices for External Engagements appendix to address feedback on improving the NRCs external engagement.
E2-3 ID Source Theme Comment Disposition 8
Staff Engagement Functional Areas Suggestions on the working lists of the best practices and functional areas (i.e.,
appendices).
Revisions incorporated throughout the guidance and appendices to address feedback on the best practices and functional areas.
9 Staff Engagement Accountability Questions on developing mechanisms to hold staff accountable for embracing and implementing the guidance.
Revisions incorporated under Element III in the Performance Management section and under Element IV in the Leaders at All Levels section to address questions on accountability.
10 Staff Engagement Advanced Technologies Feedback on the use of advanced technologies, including artificial intelligence and other tools, which can save agency resources.
Revisions incorporated in the following to address feedback on advanced technologies:
Element I in the Credibility section, Element II in the Timeliness section, Element III in the Performance Management section, Element IV in the Setting Ambitious Organizational Goals section, Best Practices for All NRC Employees appendix, and Best Practices for Mission Support Activities appendix.
11 Staff Engagement Best Practices Recommendations for improving the Best Practices on Licensing, Oversight, Technical Experts, Legal Advisors, and External Engagements.
Revisions incorporated under the following appendices to address feedback on best practices:
Best Practices on Licensing Activities, Best Practices on Oversight Activities, and Best Practices on Technical Experts.
No revisions were made to the best practices under Legal Advisors and External Engagements in the appendices in response to this feedback because that feedback will be considered as part of agency efforts to continue to seek efficiencies in agency activities and to enhance engagement with external stakeholders.
E2-4 ID Source Theme Comment Disposition 12 Staff Engagement Customer Service Mixed comments on the term customer service.
Revisions incorporated under Element II in the Focus on Great Service Among Ourselves and with External Stakeholders section to address feedback on customer service.
13 Staff Engagement Goal Driven Suggestions on consideration that, even with a goal-driven mindset, necessary information should still be part of the decision-making process.
Revisions incorporated under Element II in the Goal Driven section to address feedback on a goal-driven mindset.
14 Staff Engagement Performance Management Suggestions on how to incorporate the use of enterprise risk management within performance management.
Revisions incorporated under Element III in the Performance Management section to address feedback on enterprise risk management and performance management.
15 Staff Engagement Risk-Informed Decision-Making Recommendations for the use of risk in decision-making.
Revisions incorporated under Element I in the Risk-Informed Decision-Making section and the following appendices to address feedback on risk-informed decision-making:
Best Practices for All NRC Employees and Best Practices for Licensing Activities.
E2-5 Mission Implementation Guidance Execution Strategy To effectively execute the mission statement, the staff will implement the following strategy:
Updates to Management Directives, Office Instructions, and Procedures. A top-down review will be conducted across the agency to translate the key aspects of the new mission statement into other applicable agency guidance documents.
Development of Performance Indicators. Meaningful metrics, also referred to as performance indicators, will be established at the agency, program, office, and individual level, as appropriate, to drive progress, improve timeliness, and manage resource use.
The staff will develop lagging and leading performance indicators. The lagging performance indicators will be tied directly to the performance of the agency on a specific program. Leading performance indicators will be used to identify trends and promote agility to pivot staff resources based on mission needs.
Organizational Performance Management. Enterprise risk management will be used to ensure that the agency adopts a coordinated approach to addressing performance challenges. The staff will also share information regarding agency performance externally to increase accountability across the agency.
Individual Performance Management. The agency will take action to communicate expectations to staff and use the performance management system (e.g., performance plans, appraisals, and awards) to encourage efficiency and drive forward-thinking behaviors.
The ADVANCE Act Team will continue to support the successful implementation of the mission statement and guidance across the agency. The ADVANCE Act Team will use an all-supervisors meeting to communicate the best practices for mission implementation, the use and formulation of meaningful metrics, and performance management. Following the all-supervisors meeting, a Town Hall meeting will be scheduled with the NRC staff to discuss how the mission statement and guidance will be used and how they impact their roles and responsibilities.