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# Strategic  Plan: Fiscal Year 2000 – Fiscal Year 2005 Appendix (NUREG-1614, Volume 2, Part  2)

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        - Publication Information
        - Message form The Chairman

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        - NUREG-1614, Volume 2, Part 1 (PDF - 9.09 MB)

## Publication Information

**Manuscript Completed**: February 2000****Date Published****: February 2000

Office of the Chief Financial OfficerU.S. Nuclear Regulatory CommissionWashington, DC 20555

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## Message form The Chairman

I am pleased to transmit the U.S. Nuclear Regulatory Commission's Strategic Plan for Fiscal Years 2000 to 2005. This plan describes how we intend to accomplish our mission. In particular, it discusses our core principles and strategies and sets out both performance goals and measures to gauge our performance.

The mission of the Nuclear Regulatory Commission is to ensure adequate protection of public health and safety, promote the common defense and security, and protect the environment by regulating the Nation's civilian uses of nuclear fuels and materials. In undertaking this mission, we oversee nuclear power plants, non-power reactors, nuclear fuel cycle facilities, waste disposal, and the industrial and medical uses of nuclear materials.

Our highest priority is safety, and our performance goals focus our attention on the achievement of this priority. The Commission also recognizes, however, that to be a successful regulator we must consider the effects of our decisions on the public and the industries we regulate. Therefore, to accomplish our mission in the coming years, our performance goals also include making our activities and decisions more effective and efficient, reducing unnecessary regulatory burden, and enhancing public confidence.

The accomplishment of our Strategic Plan will present some special challenges because the Nuclear Regulatory Commission must chart its path to the future in a time of significant change. The electricity-generation sector of our economy is now undergoing economic deregulation, resulting in significant restructuring in the nuclear industry. We must adapt, as appropriate, to the fact that there are changing financial pressures on our licensees--pressures to cut costs, coupled with pressures to achieve improved operating performance. Moreover, our regulatory system is subject to significant change as we seek to make greater use of risk-informed and performance-based regulatory approaches. A focus on our mission and our performance goals serves as a guide through this turbulent period.

In developing this Strategic Plan, we benefited from input from the public, those we regulate, and those vitally interested in the effectiveness of regulation. The result, however, is our own, and we shall implement it in the public interest.

The Plan should be a living document to accommodate and adapt to this dynamic period of change. Accordingly, we shall revise and update this Plan as necessary to reflect change, as well as to respond to future evaluations of our performance.

Richard A. Meserve Chairman U.S. Nuclear Regulatory Commission

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