Implementation Status Update 

August 2016 

(Issued August 8, 2016) 
Project Aim_Implementation status_070816_TG.docx 

Implementation Status Update 

Table of Contents 

1. Project Aim Implementation Timeline (Gantt Chart) ...........................................................................................

2. Overall Implementation Status ..........................................................................................................................

3. Implementation Project Information and Status ................................................................................................

Appendix A – Implementation of Re-Baselining Recommendations ....................................................................................

Status Definitions 

• Completed – action/milestone completed • In Process – action/milestone has started and is on track • In Process/Potential Issue – action/milestone has started, but the team is experiencing some challenges to co

• Off-Track – action/milestone may not meet the due date* 

• Blank – no activity or concerns
Project Aim_Implementation status Update 08-08-16_LC.docx 

Project Aim – August 2016 Status Update 
Project Aim_Implementation status Update 08-08-16_LC.docx 

Project Aim – August 2016 Status Update 

See the Overall Implementation Status on the next page for additional information on each Project 

Completed

53%

In Process

47%

IMPLEMENTATION STATUS OF PROJECT AIM 19 TASKS 

AS OF AUGUST 8, 2016
Project Aim_Implementation status Update 08-08-16_LC.docx 

Project Aim – August 2016 Status Update 

Overall Implementation Status 

# Status Task Description Office Start Date Due Date 1 Completed Overall Implementation Plan OEDO 06/08/15 08/25/15 Commission Paper (S2 In Process Project Aim Monthly Status Reporting OEDO 06/08/15 03/16/18 3 In Process Fees Transparency and Simplified 

Calculations 

OCFO 12/01/14 08/15/16 

4 In Process Staffing Ceiling for 2016 OEDO 06/08/15 10/11/16 5 Completed Common Prioritization and Re-baselining OEDO 07/08/15 04/06/16 Notation vote paper s

Second paper 3/18/16

6 Completed Benchmark Overhead OCFO 02/11/15 08/30/15 SECY paper submitte7 Completed NRC Assessment of the Risks IT Systems OCIO 07/08/15 01/29/16 Individual Offices are 8 Completed Strategic Workforce Plan OCHCO 06/08/15 02/08/16 Commission Assistan

Implementation in pro

9 Completed “One-Stop-Shop” for OCIO and ADM 

requests 

OCIO 07/08/15 04/08/16 NRC Announcement 

10 Completed Centers of Expertise (COE) OEDO 08/10/15 11/09/15 SECY paper submitte

Implementation in pro

11 In Process COR Process Standardization ADM 04/29/15 09/30/16 Implementation for al

9/30/16 

12 In Process Expand the use of Mobile IT Solutions OCIO 09/08/15 09/08/16 13 Completed Evaluate the Consolidation of the Regional 

Materials Program 

NMSS 11/08/15 06/27/16 Notation vote paper s

14 Completed Evaluate the Regional Corporate Support 

Functions 

OEDO 07/20/15 05/31/16 CA Note submitted 6

15 Completed Transitional Plan for the Merger of NRO 

and NRR 

OEDO 07/27/15 06/08/16 SECY paper submitt

16 In Process Identification of Mission Critical Positions OCHCO 11/30/15 08/09/16 The competency mod

currently in concurrenmission critical positio

17 In Process Planning for Developing Competency 

Models 

OCHCO 11/30/15 08/09/16 The plan for developi

agency occupations aCMPP developed as 

18 In Process Re-examine Leadership Model OCHCO 06/08/16 04/08/17 19 In Process Operating Reactor Licensing Process 

Improvements 

NRR 04/01/14 11/02/18 Process improvemen
Project Aim_Implementation status Update 08-08-16_LC.docx 

Project Aim – August 2016 Status Update 

Implementation Project Information and Status 

1. SRM-S15-0015-2-OEDO: Overall Implementation Plan – Commission Tasking - Completed 

Develop and submit an overall implementation plan to the Commission for the approved recommendations, includin

sequenced and assigned. This plan should focus on implementation timeframes and metrics and ensure that it is feapproved recommendation within the established schedule. Lead Office: OEDO 

Overall Implementation Plan - Action/Milestones 

Start 

Date 

End 

Date Status C

1 Request milestones and metrics from lead 

offices 

06/18/15 07/24/15 Completed 

2 Draft Overall implementation plan for steering 

committee review and feedback 

06/18/15 07/28/15 Completed 

3 Collect additional feedback and input to ensure 

satisfactory level of detail and consistency 

07/28/15 08/10/15 Completed 

4 Finalize SECY paper and overall implementation 

plan utilizing coordination and concurrence process 

08/11/15 08/14/15 Completed 

5 Submit a SECY paper (information) to the 

Commission with an Overall implementation plan

08/17/15 08/25/15 Completed SECY paper t

8/24/15 

Overall Implementation Plan - Outcome/Metrics of Tasking C

1 SECY Paper and Overall implementation plan submitted on time to Commission. C2 Milestones in plan are achievable 
Project Aim_Implementation status Update 08-08-16_LC.docx 

Project Aim – August 2016 Status Update 

2. SRM-S15-0015-3-OEDO: Project Aim Monthly Status Reports - Commission Tasking 

Provide periodic updates to the Commission and stakeholders on the status of implementation. Lead Office: OEDO 

Monthly Status Reports - Action/Milestones 

Start 

Date 

End 

Date Status C

1 Provide monthly status updates to the 

Commission (via CA Note) and stakeholders 

07/08/15 Ongoing In Process Monthly statu

http://www.nrc

performance/updates.html

Monthly Status Reports - Outcome/Metrics of Tasking C

1 Status reports are issued on time 2 Reports clearly and succinctly communicate actual progress and potential challenges 

3. SRM-S15-0015-18-OCFO: Fees Transparency and Simplified Calculations - Commission Tasking 

Simplify and improve the transparency of how NRC calculates and accounts for fees, and improve the timeliness of 

communicates fee changes. Lead Office: OCFO 

Fees Transparency and Simplified Calculations Action/Milestones 

Start 

Date 

End 

Date Status C

1 Fee Revenue benchmarking study 12/01/14 08/31/15 Completed 2 Public meeting on FY 2015 proposed Fee Rule 

and post meeting with industry stakeholders 

04/20/15 05/08/15 Completed 

3 Improve FY 2016 Fee Rule process to include 

more comprehensive work papers and regular training of staff in support of Fee Rule development 

07/01/15 11/30/15 Completed 
Project Aim_Implementation status Update 08-08-16_LC.docx 

Project Aim – August 2016 Status Update 

Fees Transparency and Simplified Calculations Action/Milestones 

Start 

Date 

End 

Date Status C

4 Explore possible revisions to the Budget 

Formulation process including Budget Guidance document for FY 2018 to better align with Fee Rule data requirements 

09/01/15 03/15/16 Completed 

5 Implement further improvements to work papers 

to provide greater clarity to stakeholders 

09/01/15 05/31/16 Completed Additional info

provided in thworkpapers to transparencyfollowing chan1. Under the Pdetermination fee team incluresources by up the prograindirect and thcomponents ocomputation. 2. Increased tcharts throug3. The Summprovided undeincluded revisand improved for clarity. 

6 Develop and implement the Fees Validation 

Report: 

• Understand previous methodology • Coordinate w/FAIMIS staff to create 

necessary reports 

• Create and perform analysis • Document process for annual validation 

10/01/14 09/30/16 In Process Fees Validatio

User acceptacompleted. Thongoing. 
Project Aim_Implementation status Update 08-08-16_LC.docx 

Project Aim – August 2016 Status Update 

Fees Transparency and Simplified Calculations Action/Milestones 

Start 

Date 

End 

Date Status C

7 

Revise documentation of Fee Rule development procedures to align with current practices 

09/01/15 07/31/16 Completed The documen

align with curthe fee procebe re-examinfee-rule devedetermine if awarranted. 

8 Perform analysis of Flat Fees alternative for 

Operating Reactors (Flat Fees is in use for Materials) 

01/01/16 08/15/16 In Process SECY paper w

analysis as a completed in 2018. 

9 Submit a Policy Paper to the Commission for 

the FY 2017 Fee Rule 

04/01/16 08/15/16 In Process 

10 Research automation improvements for Fee 

Rule document and supporting calculations 

09/01/15 07/31/16 Completed The research 

will be includerule SECY pa

11 Further develop License Fee Policy Team 

(LFPT) to support recommendations from the Project Aim Report: 

• Assign Team Leader to provide 

additional oversight 

• Implement training for 

program/corporate office staff 

• Training internal OCFO staff via a longterm rotation to ensure continuity of 

knowledge/expertise among the LFPT members and ensure proper execution of internal control activities 

08/10/15 09/30/16 In Process 

Fees Transparency and Simplified Calculations - Outcome/Metric of Tasking C

1 Increased transparency in Fee Rule 2 Improved understanding of fee calculations by licensees 3 Improved timeliness in communicating fee changes 
Project Aim_Implementation status Update 08-08-16_LC.docx 

Project Aim – August 2016 Status Update 

4. SRM-S15-0015-1-OEDO: Staffing Ceiling for 2016 

The staff should plan for an FTE ceiling of 3600 by the end of Fiscal Year 2016 so that the agency can begin the 

target for 2020. 

Lead Office: OEDO 

Staff Ceiling for 2016 - Action/Milestones 

Start 

Date 

End 

Date Status C

1 FY 2016 Hiring guidance issued to the offices N/A 06/15/15 Completed 2 FY 2016 Staffing Plan Call and guidance issued 

to the offices 

N/A 06/16/15 Completed 

3 Office FTE ceilings established to align with the 

3600 FTE target per Commission direction in SRM SECY-15-0015 

N/A 06/26/15 Completed 

4 OCHCO assists offices with staff plan 

development 

07/16/15 08/03/15 Completed 

5 Offices submit staffing plans, including cover 

memo that expresses how the office plans to address staff and supervisory overages to meet their allocated portion of the year-end FY 2016 FTE ceiling of 3600 

07/16/15 08/03/15 Completed 

6 OCHCO reviews and responds individually to 

each staffing plan submission by email and through meetings as necessary 

08/04/15 10/02/15 Completed 

7 OCHCO conducts an agency-wide review of FY 

2016 plans and provides a comprehensive assessment to the Human Capital Council (HCC) 

10/02/15 10/30/15 Completed 

8 OCHCO monitors FTE utilization by agency and 

by office (data shared with Project Aim team and offices and are incorporated into hiring plans as necessary) 

10/01/15 Monthly In Process FTE utilization 

below the origthe lower levefinal appropria

9 OCHCO provides status updates of FTE 

utilization projections to the Commission 

N/A Quarterly In Process 
Project Aim_Implementation status Update 08-08-16_LC.docx 

Project Aim – August 2016 Status Update 

Staff Ceiling for 2016 - Action/Milestones 

Start 

Date 

End 

Date Status C

10 OCHCO reports FTE utilization by agency and 

by office at the Quarterly Performance Review (QPR) meetings 

N/A Quarterly In Process 

11 OCHCO and OCFO certify that year-end 

utilization was at or below 3600 FTE and communicate to the Commission via CA Note 

N/A 10/11/16 The FTE utiliz

projected to bincludes the rout/buyout. 

Staff Ceiling for 2016 - Outcome/Metric of Tasking C

1 FTE utilization FY16 is no greater than 3600 2 Vacancy approvals are aligned with FTE projections (Agencywide FTE utilization is 

projected below ceiling) 

3 FTE utilization decreases each quarter with projected FTE at or below 3600 FTE total 

burn for FY16 (indicator) 

5. SRM-S15-0015-15-OEDO, SRM-S15-0015-16-OEDO and SRM-S15-0015-17-OEDO: Common Prioritization and 

Commission Tasking - Completed Develop a common prioritization process with a supporting add/shed procedure that integrates all work activities ac

external mandates. Integrated into this effort, conduct a one-time assessment that results in the Commission receivapproval, a comprehensive list of activities that can be shed, de-prioritized, or performed with a less intense resourc

Lead Office: OEDO 

Common Prioritization Process and One-Time Re-baselining Assessment - Action/Milestones 

Start 

Date 

End 

Date Status C

1 Develop and submit a SECY Paper 

(Information) to the Commission with a plan of action on common prioritization and rebaselining 

07/08/15 08/25/15 Completed 

2 Conduct a public comment period and hold a 

public meeting. 

08/17/15 09/15/15 Completed 
Project Aim_Implementation status Update 08-08-16_LC.docx 

Project Aim – August 2016 Status Update 

Common Prioritization Process and One-Time Re-baselining Assessment - Action/Milestones 

Start 

Date 

End 

Date Status C

3 Solicit ideas from staff on priorities and 

efficiencies 

08/17/15 09/15/15 Completed 

4 Identify known changes in workload through 

2020. Business lines divide products into sub-Products with meaningful distinction in priority and potential cost savings. Offices examine their work product for relative priority to the extent practical and include insights from internal and external stakeholders. 

09/16/15 10/13/15 Completed 

5 Business Lines develop prioritized list of work at 

the budget “Product” and “sub-Product” level as appropriate 

10/07/15 10/29/15 Completed 

6 Integrate prioritized business lines work into 

Agency-wide common prioritized list of work 

10/28/15 11/19/15 Completed 

7 Steering Committee approval of common 

prioritization 

11/18/15 11/30/15 Completed 

8 Finalize the common prioritization list and 

methodology, and revised add/shed procedure. Provide the revised add/shed procedure, including the common prioritization summary via a CA Note. 

12/01/15 12/08/15 Completed 

9 Evaluate last quartile for work to be shed, deprioritized, or performed with fewer resources. 

Develop additional sub-products as necessary to achieve meaningful results. 

12/09/15 12/15/16 Completed 

10 Finalize one-time re-baselining assessment with 

a comprehensive list of activities that can be shed, de-prioritized, or performed with fewer resources. Submit a Vote Paper to the Commission 

12/16/15 01/31/16 Completed 

11 Provide the Commission known changes in 

workload and longer-term efficiencies. 

02/02/16 04/06/16 Completed Staff complete

to the Commi
Project Aim_Implementation status Update 08-08-16_LC.docx 

Project Aim – August 2016 Status Update 

Common Prioritization Process and One-Time Re-baselining Assessment - Action/Milestones 

Start 

Date 

End 

Date Status C

12 Perform table top assessment of the revised 

add/shed procedure and common prioritization list. Identify any necessary changes for the products to be sustainable. 

02/02/16 04/06/16 Completed 

 Common Prioritization Process and One-Time Re-baselining Assessment - Outcome/Metrics of Tasking C

1 Revise the Integrated Agency Add/Shed procedure by 12/8/2015 C2 Produce a comprehensive and integrated Common Prioritization list by 12/8/2015 C3 Produce a Notation Vote paper with recommended actions to shed, de-prioritized, or 

performed with less intense resources by January 31, 2016 

C

4 The Common Prioritization is consistent with results of SRM-S15-0015-14-OCFO: 

Benchmark Overhead 

C

5 The Business Lines agree that the Integrated Agency Add/Shed Process procedure is 

effective 

C

6 The Common Prioritization list reflects the input of responsible line managers and staff, 

including subject matter experts for the various budget Products 

C

7 Common Prioritization identifies all FY17 work at the budget Product level (or subProduct level where appropriate) in order of priority based on relationship to the NRC 

mission, principles of good regulation, and values 

C

8 Re-baselining identifies activities that are no longer required (i.e., not in the new baseline) 

and these activities are recommended for cancellation where Commission approval is required 

C

Implementation of Commission Approved Re-Baselining Recommendations - Action/Milestones 

Start Date

End Date Status C

1 Longer-Term Efficiencies 3/18/16 10/31/20 In Process One of the 16 

2a Implementation of “C-List” Items to be completed 

in 6 months 

4/13/16 10/13/16 In Process 66 of the 141 

75 items are i

2b Implementation of “C-List” Items to be completed 

in 12 months 

4/13/16 4/13/17 In Process All five items 

2c Implementation of “C-List” Items to be completed 

in 18 months 

4/13/16 10/13/17 In Process All four items 
Project Aim_Implementation status Update 08-08-16_LC.docx 

Project Aim – August 2016 Status Update 

3 Updating the Add/Shed/Defer Procedure 4/1/16 6/30/16 In Process The procedur

incorporate lethe pilot use o

 (See “Appendix A - Implementation of Re-Baseling Recommendations” for additional detailed information) 

6. SRM-S15-0015-14-OCFO: Benchmark Overhead – Commission Tasking - Completed 

Benchmark with other agencies and seek external validation from a third party to clearly define and justify overhead variable components of Corporate Support. Carrying out this activity should involve both properly defining "corporareducing unnecessary agency overhead. Lead Office: OCFO 

Benchmark Overhead - Action/Milestones 

Start 

Date 

End 

Date Status C

1 Overhead Study/Benchmark conducted by EY 02/11/15 04/30/15 Completed 2 Review recommendations from EY report 05/01/15 05/15/15 Completed 3 Develop proposed budget realignment to 

Commission 

05/15/15 07/20/15 Completed 

4 Assess EY cost reduction recommendations. 07/01/15 08/14/15 Completed 

5 Provide a SECY Paper (Information) to the 

Commission with results of budget realignment and review of EY cost reduction recommendations 

08/14/15 08/30/15 Completed SECY Paper 

Benchmark Overhead - Outcome/Metric of Tasking C

1 Overhead Assessment Report by EY C2 Report to House and Senate Committee on Appropriations – “Reducing Corporate 

Support and Improving the Efficiency of the Commission’s Internal Processes” 

C

3 Budget realignment proposal C4 EY Cost Reduction Recommendation Template responses (OEDO) C5 Information paper to Commission on results of review of cost reduction recommendations 

and budget realignment 

C
Project Aim_Implementation status Update 08-08-16_LC.docx 

Project Aim – August 2016 Status Update 

7. OEDO-15-00454-OCIO: NRC Assessment Process of the Risks to IT Systems – OEDO Tasking - Completed 

Re-examine the processes and practices associated with the NRC’s assessment of the risks to its information syste

Federal Information Security Management Act (FISMA). Lead Office: Office of the Chief Information Officer (OCIO) 

NRC Assessment Process of the Risks to IT Systems - Action/Milestones 

Start 

Date 

End 

Date Status C

1 Project Planning - Determine schedule and 

resources for project, including stakeholder buy-in activities. 

06/24/15 07/24/15 Completed 

2 Study Areas Identification - Identify and 

document areas under FISMA to be researched and studied 

07/08/15 07/31/15 Completed 

3 Solicit Agencies Participation - Identify and 

document agencies that are willing to participate in research activities 

07/08/15 07/31/15 Completed 

4 Create Summary FISMA Best Practice report - 

Research, interview, document FISMA best practices report and possible quick wins already in place. 

07/31/15 09/09/15 Completed 

5 Internal and External Stakeholders review - 

Solicit feedback and concurrence on draft summary report from internal and external stakeholders 

09/10/15 09/30/15 Completed 

6 Conduct an Efficiency Analysis Review - 

Research results for possible efficiencies and develop high level process improvement recommendations, cost-efficiencies and any possible improvements based on FISMA Best Practices 

09/30/15 10/10/15 Completed 

7 Submit a memorandum to OEDO with a report 

and recommendations. 

10/10/15 11/16/15 Completed 

8 Develop an implementation plan for the 

approved recommendations 

11/16/15 12/31/15 Completed 
Project Aim_Implementation status Update 08-08-16_LC.docx 

Project Aim – August 2016 Status Update 

Implementation of NRC Assessment Process of the Risks to IT Systems - Implementation 

Start 

Date 

End 

Date Status C

1 Detailed Implementation plans were received 

for each recommendation. OEDO ticketed for tracking to closure. 

01/04/16 01/29/16 Completed OEDO tickets 

Office implemrecommendat

Outcome/Metric of Tasking C

1 Deliver summary FISMA Best Practice report and efficiency recommendations to 

OEDO on time 

Completed 

2 Approved recommendations are implemented effectively OEDO ticket w

metric 

8. SRM-S15-0015-5-OCHCO: Strategic Workforce Plan – Commission Tasking - Completed 

Develop a Strategic Workforce Plan (SWP) that maps the current workforce to the projected future state of the agenneeds. Specifically, the SWP should include strategies for managing and minimizing staffing overages, skill gaps, athe right number of staff and contractors in the right place at the right time, despite workload uncertainties. 

Lead Office: Office of the Chief Human Capital Officer (OCHCO) 

Strategic Workforce Plan - Action/Milestones 

Start 

Date 

End 

Date Status C

1 Develop Project Plan 06/08/15 08/07/15 Completed 2 Analyze current-state agency workforce based 

on FY 2016 staffing plans to identify current position gaps and surpluses, understand supplemental workforce requirements, and identify current competency gaps 

08/04/15 10/30/15 Completed 

3 Develop future-state agency workforce by 

identifying mission/programmatic changes and the impact they may have on agency staffing needs and how resources may evolve over time 

08/17/15 11/30/15 Completed 

4 Compare current-state workforce to future-state 

agency workforce to identify gaps and surpluses 

10/30/15 11/30/15 Completed 

5 Identify critical, at risk positions/competencies 10/30/15 12/15/15 Completed 
Project Aim_Implementation status Update 08-08-16_LC.docx 

Project Aim – August 2016 Status Update 

Strategic Workforce Plan - Action/Milestones 

Start 

Date 

End 

Date Status C

6 Develop strategies to alleviate gaps and 

surpluses 

11/15/15 01/06/16 Completed 

7 Prepare and submit final report to the 

Commission via CA Note 

01/06/16 02/08/16 Completed 

Strategic Workforce Plan - Outcome/Metric of Tasking C

1 The agency has defined and implemented a strategic workforce planning process that is 

repeatable and compares the current agency workforce to a desired future-state workforce 

C

2 The workforce planning process has resulted in identification of position/competency 

gaps, surpluses and critical, at risk skills and competencies 

C

3 Strategies have been identified to alleviate workforce gaps and surpluses C4 The agency has identified best practices and lessons learned in order to continuously 

monitor and revise the agency workforce planning process 

C

9. OEDO-15-00452-OCIO: One-Stop-Shop for OCIO and ADM Requests – OEDO Tasking -Completed 

Eliminate multiple request systems and paper forms by developing and implementing a streamlined “One-Stop-ShoADM requests for services and support. Lead Offices: Office of the Chief Information Officer (OCIO) and Office of Administration (ADM) 

One-Stop Shop for OCIO and ADM Requests - Action/Milestones 

Start 

Date 

End 

Date Status C

1 Conduct meetings with stakeholders to determine 

existing services. Identify service owners and determine methods to combine OCIO and ADM services into one area for all NRC customers. 

07/20/15 07/30/15 Completed 

2 Develop a plan of action to prioritize and rebaseline, to include guidance and criteria. 

Identify services to be converted and assess those services that currently have metrics for baselining. 

07/23/15 08/31/15 Completed 
Project Aim_Implementation status Update 08-08-16_LC.docx 

Project Aim – August 2016 Status Update 

One-Stop Shop for OCIO and ADM Requests - Action/Milestones 

Start 

Date 

End 

Date Status C

3 Meet with each service owner that has services 

and walk through the plan of action, review documentation gathered in previous meetings, clarify approval process and identify roadblocks moving forward including Remedy Licenses, costs, training, etc. 

08/10/15 11/30/15 Completed 

4 Initial service(s) are developed 

- Service (s) that currently use email for the request will be developed first. - Develop reporting specifications for each 

service. 

- Train staff on Remedy/Kinetic 

08/10/15 3/25/16 Completed 

5 Current services are developed in the new NRC 

Service Catalog system. Create processes for updating and managing new services. 

08/10/15 03/10/16 Completed 

Implementation of One-Stop Shop for OCIO and ADM Requests

6 Provide demos of the new NRC Service Catalog 

in the Exhibit Area in TWFN 

03/14/16 03/18/16 Completed 

7 Issue Network Announcement announcing OneStop-Shop rollout (email OEDO with 

announcement to close task) 

02/19/16 04/08/16 Completed The NRC Ser

accessible via Intranet Home 

One-Stop Shop for OCIO and ADM Requests - Outcome/Metric of Tasking C

1 Both OCIO & ADM current web pages, will point to the new NRC Service Catalog. The 

revised NRC Intranet home page (NRC@Work) will be released about 1 month later. The team will utilize the new homepage as an opportunity to create a prominent entry point for ADM/OCIO service requests. 

C

2 Baseline metrics to show number requests submitted via Self-Service now, measure 

the increase of requests via Self-Service after the new NRC Service Catalog goes live. 

A survey instrument will be made available to NRC staff for them to provide their input regarding their level of satisfaction in using the new NRC Service Catalog. 

(Follow-up 

months 

3 ADM and OCIO services will be incorporated into the new NRC Service Catalog. Co
Project Aim_Implementation status Update 08-08-16_LC.docx 

Project Aim – August 2016 Status Update 

One-Stop Shop for OCIO and ADM Requests - Outcome/Metric of Tasking C

A process for users to request updates of the NRC Service Catalog will be made available to allow new or improved services to be added and made available to NRC staff. 

10. SRM-S15-0015-9-OEDO: Centers of Expertise – Commission Tasking - Completed 

Evaluate the effectiveness of existing NRC Centers of Expertise (COE) and determine whether expansion of COEs 

effectiveness, efficiency, and agility in accomplishing the agency's mission. Lead Office: OEDO 

Centers of Expertise - Action/Milestones 

Start 

Date 

End 

Date Status C

1 Kickoff Meeting with Multiple Business lines 07/20/15 07/20/15 Completed 2 Establish team members (NRR, NRO, NMSS, 

RES, NSIR, OE, OI, OCHCO, Regions) 

07/20/15 07/22/15 Completed 

3 Develop Project Plan 07/10/15 07/24/15 Completed 4 Meet with team members to identify and 

evaluate the effectiveness of the existing COEs

August 

2015 

August 

2015 

Completed 

5 Meet with team members to discuss the 

definition of COEs for Agency-wide use, identify and evaluate candidate COEs, and pilot the implementation guidance 

August 

2015 

August 

2015 

Completed 

6 Draft SECY Paper for team member review August 

2015 

October 

2015 

Completed 

7 Brief Office Director on SECY Paper content 

and approach 

Sept. 

2015 

Sept. 

2015 

Completed 

8 Brief Commission Assistants on staff’s 

approach for SECY Paper 

Sept. 

2015 

Sept. 

2015 

Completed 

9 Obtain SECY Paper office concurrence Sept. 

2015 

October 

2015 

Completed 
Project Aim_Implementation status Update 08-08-16_LC.docx 

Project Aim – August 2016 Status Update 

Centers of Expertise - Action/Milestones 

Start 

Date 

End 

Date Status C

10 Submit a SECY Paper (Vote) to the 

Commission that addresses: 1) which COEs the staff recommends, 2) what efficiencies should be expected from the establishment of these COEs, 3) how these centers would avoid the "stove-piping”, and 4) how the agency would avoid organizational complexity and confusion with the creation of additional COEs. 

Nov. 

2015 

Nov. 

2015 

Completed SECY paper s

Centers of Expertise - Outcome/Metric of Tasking C

1 SECY paper that addresses: 1) which COEs the staff recommends, 2) what efficiencies 

should be expected from the establishment of these COEs, 3) how these centers would avoid the "stove-piping”, 4) how the agency would avoid organizational complexity and confusion with the creation of additional COEs, and 5) use lessons learned from TABS, NMSS/FSME merger, and existing COEs. 

C

2 Develop agency level guidance that has broad support from management and staff for 

the implementation of COEs in order to: create a systematic approach for identifying and evaluating COEs that incorporates lessons learned from earlier COEs, increase effectiveness, efficiency, and consistency in supporting the agency’s mission, ensure that critical skills are maintained and grown in support of the needs of the agency, and increase agility to support the agency’s mission through improved workload distribution. 

C

Implementation of Centers of Expertise of Commission Approved Recommendations - Action/Milestones 

Start 

Date End Date Status C

1 Develop agency guidance 

on identifying, evaluating, and implementing COEs 

2/22/16 4/28/16 Completed Issued OEDO 

“Guidance foEvaluating anCenter of Ex

2 Implement COEs for allegations, external 

hazards evaluations, and technical specifications 

2/22/16 12/31/16 In Process The Allegatio

implemented 

3 Implement COE for rulemaking 2/22/16 12/31/17 In Process 
Project Aim_Implementation status Update 08-08-16_LC.docx 

Project Aim – August 2016 Status Update 

11. OEDO-15-00450-ADM: Contracting Officer’s Representative (COR) Process Standardization Initiative (CPSI) 

Evaluate and improve the acquisition process to clarify the roles and responsibilities of the COR, standardize proceand process time. Lead office: ADM 

CPSI - Action/Milestones 

Start 

Date 

End 

Date Status C

1 Conduct a high-level review of current program 

office processes and business needs, an analysis of these processes to better define expectations of the offices as it relates to the agency’s fiduciary responsibilities, data needs, inputs and outputs, and identify potential solutions to systemic COR issues/concerns throughout the process. 

04/29/15 07/29/15 Completed 

2 Prioritize solution options and develop draft 

recommendations for COR responsibilities and issue solutions. 

08/01/15 09/01/15 Completed 

3 Conduct informational briefings on 

recommendations to Offices/Partners. 

09/01/15 09/25/15 Completed 

Implementation of Centers of Expertise of Commission Approved Recommendations - Action/Milestones

Start 

Date End Date Status C

4 One year self-assessment for COEs for 

allegations, external hazards evaluations, and technical specifications 

n/a 12/31/17 

5 One year self-assessment for COE for 

rulemaking 

n/a 12/31/18 
Project Aim_Implementation status Update 08-08-16_LC.docx 

Project Aim – August 2016 Status Update 

CPSI - Action/Milestones 

Start 

Date 

End 

Date Status C

4 Finalize solutions and issue Memorandum to 

OEDO with COR Process Standardization Initiative (CPSI) Recommendations Report to OEDO. 

09/04/15 10/01/15 Completed 

Implementation of CPSI Recommendations 

Start 

Date

End 

Date Status C

5 Meet with targeted larger Offices to discuss 

implementation and specific areas that require changes based on the CPSI recommendations and Project Aim task 

10/28/15 12/11/15 Completed 

6 Develop a timeline for Office process 

improvement and alignment reviews 

11/24/15 12/11/15 Completed 

7 Conduct process improvement and alignment 

work sessions with larger Offices to formulate the implementation of the CPSI recommendations and Project Aim task 

11/09/15 03/31/16 Completed 

8 Develop and Finalize Common Acquisition and 

Financial Reports (Develop, confirm and implement reports) (ARWG) 

10/01/15 03/31/16 Completed 

9 Develop and Finalize Supervisor Handbook 

(ADM/OCHCO) 

10/01/15 03/31/16 Completed 

10 Develop a Change Management Plan for 

BFS/SPS (Include communication that BFS/SPS is the system of record, historical data reliability/data integrity issues have been resolved, communicate release schedule and fixes/enhancements, etc.) (OCFO) 

10/01/15 04/01/16 Completed 

11 Develop COR Companion* (Collection of key 

COR documents) (ADM/OCFO) 

10/01/15 04/01/16 Completed 

12 Include COR Related Information in OCHCO 

Guidance for FY17 Performance Plans (ADM/OCHCO) 

10/01/15 07/30/16 Completed 

13 Conduct Familiarization Sessions on Updated 

Documents/Responsibilities (ADM/OCFO) 

10/01/15 04/01/16 Completed 
Project Aim_Implementation status Update 08-08-16_LC.docx 

Project Aim – August 2016 Status Update 

Implementation of CPSI Recommendations 

Start 

Date

End 

Date Status C

14 Prioritize, Assign, and Execute Short Term 

Solutions[Formulation (OCFO); Acquisition (ADM); Funds Execution / Monitoring (ADM/OCFO); Payment (OCFO); Closeout (ADM/OCFO)] 

10/01/15 04/01/16 Completed 

15 Finalize Criteria for COR Level 1, 2, and 3 

Designation (ADM) 

10/01/15 04/01/16 Completed 

16 Offices submit implementation plan to Project 

Aim Steering Committee with specific activities and when they will be executed 

02/03/16 04/01/16 Completed Offices submi

Presented finCommittee on implementatiocompletion da

CPSI - Outcome/Metric of Tasking C

1 Approval of CPSI Charter C2 Defined COR Roles & Responsibilities C3 Recommended Standardization of COR-Related Activities C4 Recommended Procedural Efficiencies C5 Targeted Offices have documented and streamlined acquisition and financial processes 

with reduced process time and improved quality 

C

6 COR roles and responsibilities are consistent and aligned 7 Consistent use of agency acquisition and financial systems with reductions in the 

number of Office specific customized applications 
Project Aim_Implementation status Update 08-08-16_LC.docx 

12. OEDO-15-00451-OCIO: Expand the Use of Mobile IT Solutions – OEDO Tasking 

Improve efficiency of processes by expanding the use of mobile information technology solutions across the agencyLead Office: OCIO 

Expand Use of Mobile IT Solutions - Action/Milestones 

Start 

Date 

End 

Date Status C

1 Decommission the BlackBerry environment 09/30/15 05/09/16 Completed 2 Support agency-funded smartphones and tablets 10/01/15 05/09/16 Completed 3 Extend mobility functionality (provide network file 

access, SharePoint file access, and intranet access) 

12/01/15 09/30/16 In Process The deployme

mobility functipast the targedate by less t

4 Launch the Mobility Governance Group 10/01/15 09/08/16 In Process 5 Support licensing Management and App 

deployment to mobile device (Commercial apps only): Enterprise apps and Office-funded (specific) apps 

02/01/16 03/31/16 Completed 

6 Identify a secure, cloud file sharing solution for 

exchanging files with mobile users and key external stakeholders 

3/31/16 6/21/16 Completed 

Expand Use of Mobile IT Solutions - Outcome/Metric of Tasking Co

1 Replace the NRC’s BlackBerry Service with agency-funded Apple and Android 

smartphones and tablets by May 9, 2016. Current OCIO resources support Bring Your Own Device (BYOD) and a reduction in agency-funded devices. 

C

2 Provide NRC mobile users, (i.e., those using an agency-funded device or BYOD), with 

access to agency data stored on network drives, SharePoint, and the intranet bySeptember 30, 2016. 

Date updated 09/30/16. See Action 3 of thi

3 Support the deployment of agency-funded commercial mobile apps (applications) to the 

NRC mobile workforce by March 31, 2016. 

C
Project Aim_Implementation status Update 08-08-16_LC.docx 

Project Aim – August 2016 Status Update 

13. SRM-S15-0015-11-NMSS and SRM-S15-0015-12-NMSS: Evaluate Consolidation of Regional Materials Progra

Completed Evaluate further consolidation of the regional materials program to determine whether further consolidation would bevaluation includes assessing the pros and cons of further consolidation of the regional materials program. If the evfurther consolidation, the staff should provide a specific plan to the Commission, for its review and approval prior to consolidation.Lead Office: NMSS 

Evaluate Consolidation of Regional Materials Program - Action/Milestones 

Start 

Date End Date Status 

1 Complete Stakeholder Outreach - The project 

team will seek input from internal and external stakeholders, including current materials program staff, and staff who were directly affected and/or involved in the 2014 FSME/NMSS Office merge, 2006 FSME Office creation, 2006 RI/RII materials program consolidation, and the 1995 Region IV/V consolidation to obtain perspectives, opinions, and information 

Sep. 

2015 

Dec. 2015 Completed 

2 Complete Analysis- The project team will collect 

and evaluate data through surveys, interviews, assessments, trend analysis, etc. to gain an understanding of the past, current, and future state of the Materials Program. 

Sep. 

2015 

Dec. 2015 Completed 

3 Complete Evaluation of Input- The input will be 

evaluated to develop and consider options for achieving the goal of enhanced organizational agility, coordination, effectiveness, and efficiency. Will also coordinate with NTEU. 

Dec. 

2015 

Jan. 2016 Completed 

4 Complete Development of Strategy and 

Recommendations- The evaluated input will be used to provide pros and cons and a specific recommendation to the Commission. Will also coordinate with NTEU. 

Jan. 

2016 

Mar. 2016 Completed 
Project Aim_Implementation status Update 08-08-16_LC.docx 

Project Aim – August 2016 Status Update 

Evaluate Consolidation of Regional Materials Program - Action/Milestones 

Start 

Date End Date Status 

5 Submit SECY Paper (Vote) to the CommissionThe project team will complete and submit a 

SECY Paper to the Commission, assessing the pros and cons of further consolidation of the materials program. If consolidation is recommended, the project team will include a high-level implementation plan for Commission review and approval. 

Feb. 

2016 

06/27/16 Completed Notation 

6/27/16

requirem

S

Evaluate Consolidation of Regional Materials Program - Outcome/Metric of Tasking 

1 Produce a SECY Paper with Pros and Cons of Consolidation, along with a Recommendation 

and high level implementation plan (if consolidation is recommended) 

2 The primary stakeholders were engaged and informed with the identified pros and cons, and 

associated recommendation regarding consolidation of the materials program 

3 The primary stakeholders were engaged and informed on a high-level implementation plan (if 

consolidation is recommended). 

4 The future version of the materials program is as efficient, effective, and agile as possible. 

14. SRM-S15-0015-13-OEDO: Evaluate Consolidation of Regional Corporate Support Functions – Commission T

Evaluate the corporate support functions in the regions to ensure they are appropriately resourced and identify if an

through standardization or centralization of specific functions. Lead Office: OEDO 

Evaluations of Regional Corporate Support Functions - Action/Milestones Start Date End Date Status C

1 Develop Project Plan 07/20/15 07/24/15 Completed 2 Meet with designated points of contact 

(POCs), NTEU, and regional corporate support staffs respectively 

07/27/15 (ongoing) Completed 

3 Conduct OEDO and OCFO briefings to reach 

alignment on plan 

09/14/15 10/15/15 Completed 
Project Aim_Implementation status Update 08-08-16_LC.docx 

Project Aim – August 2016 Status Update 

Evaluations of Regional Corporate Support Functions - Action/Milestones Start Date End Date Status C

4 Refine Project Plan and submit to Regional 

POCs for their input 

10/19/15 10/21/15 Completed 

5 Submit revised Project Plan to OEDO Project 

Aim Lead for Approval 

10/19/15 10/21/15 Completed 

6 Visit with Region II DRMA – Conduct informal 

information sessions with DRMA functional leads and staff 

10/19/15 10/21/15 Completed 

7 Visit with Region III DRMA – Conduct informal 

information sessions with DRMA functional leads and staff 

11/04/15 11/06/15 Completed 

8 Visit with Region I DRMA – Conduct informal 

information sessions with DRMA functional leads and staff 

12/01/15 12/03/15 Completed 

9 Visit with Region IV DRMA – Conduct informal 

information sessions with DRMA functional leads and staff 

12/08/15 12/10/15 Completed 

10 Identify Union Steward to represent Regional 

Bargaining Unit staff at Working Group Sessions for continuity and transparency 

10/22/15 10/30/15 Completed 

11 Consolidate Data and share with working 

group 

01/11/2016 01/29/16 Completed 

12 Identify agencies with similar organizational 

structures (i.e....HQ and regional offices) to benchmark 

02/01/2016 04/01/16 Completed 

13 Schedule meetings with Corporate Office 

Directors to gain programmatic perspective 

02/01/2016 04/01/16 Completed 

14 Commence working group meetings with 

designated points of contact (POCs), NTEU, and regional corporate support staffs respectively on a weekly basis (once per week) 

02/10/2016 05/04/16 Completed 

15 Conduct three-day project work session at HQ 03/01/16 03/03/16 Completed 16 Develop draft recommendations 02/26/16 04/12/16 Completed 17 Meet with Project Aim Steering Committee to 

report on progress and milestones. Respond to any inquiries/questions. 

04/19/16 04/22/16 Completed 
Project Aim_Implementation status Update 08-08-16_LC.docx 

Project Aim – August 2016 Status Update 

Evaluations of Regional Corporate Support Functions - Action/Milestones Start Date End Date Status C

18 Finalize recommendations with working group 

and develop SECY paper 

04/25/16 04/29/16 Completed 

19 Concurrent review of paper by RA/DRA and 

Corporate Office OD/DOD 

05/01/16 05/11/16 Completed 

20 OEDO review of CA note 05/12/16 06/03/16 Completed 21 Finalize CA note and submit to SECY 05/26/16 06/06/16 Completed CA Note su

Evaluations of Regional Corporate Support Functions - Outcome/Metric of Tasking C

1 Leverage the lessons learned from TABS and the efficiencies already gained by 

headquarters corporate support offices to identify any savings that can be gained through the centralization and/or standardization of regional corporate support functions. 

C

15. SRM-S15-0015-10-OEDO: Transitional Plan for the Merger of NRR and NRO – Commission Tasking 

Develop a transitional plan that describes the approach to conduct a merger of NRO and NRR that takes into accou

detrimental impact to the ongoing and projected work of each organization. Lead Office: OEDO 

Transitional Plan for the Merger of NRR and NRO - Action/Milestones 

Start 

Date 

End 

Date Status C

1 Develop business case for potential NRR/NRO 

merger which will include a description of projected efficiencies as well as challenges* 

07/27/15 12/04/15 Completed 

2 Draft SECY Paper 12/07/15 04/01/16 Completed 3 Finalize and issue SECY Paper (Vote) to the 

Commission 

04/06/16 06/08/16 Completed SECY paper 

* Engagement with NTEU, NRO and NRR Office Directors, and Project Aim Steering Committee is expecte

activity 

Transitional Plan for the Merger of NRR and NRO - Outcome/Metric of Tasking C
Project Aim_Implementation status Update 08-08-16_LC.docx 

Project Aim – August 2016 Status Update 

1 Clear, concise business case that the Commission and implementation team can utilize 

with minimal changes. 

C

2 Transparent communication with stakeholders (including staff and NTEU) with regard to 

future plans. 

C

3 Plan to conduct merger as reflected in the final Commission Paper is responsive to SRM 

direction. 

C

16. SRM-S15-0015-6-OCHCO: Identification of Mission Critical Positions – Commission Tasking 

Based on agency priorities developed in SRM-S15-0015-5-OCHCO, develop a plan to identify mission critical and/oconsidered most important to determine skill gaps and surpluses. Lead Office: OCHCO Timeline: Start: 2/9/16 - Completion: 8/9/16 

Identification of Mission Critical Positions - Action/Milestones 

Start 

Date 

End 

Date Status C

1 (Short Term) Develop project plan to address 

immediate gaps and surpluses identified in the SWP (aligns with SWP milestones) 

11/30/15 02/19/16 Completed The Strategic 

(SWP) impletaken on this SWP implem

2 (Long Term) Develop project plan for positional 

needs assessments of critical and/or safetyrelated positions identified in the SWP (aligns with SWP milestones) 

12/15/15 08/09/16 In Process Completed th

and Reliabilitand Health PDecommissiohave access models throusoftware syson self-assesand building Developmensystem. 

3 Submit project plans to the Commission via CA 

Note 

08/02/16 08/09/16 In Process 
Project Aim_Implementation status Update 08-08-16_LC.docx 

Project Aim – August 2016 Status Update 

Implementation of Identification of Mission Critical Positions

Start 

Date

End 

Date Status C

4 Implement Short Term action plan 01/06/16 2/8/16 Completed See Item #1 5 Implement Long Term action plan 08/09/16 TBD** The end dat

the outcome Currently the includes devcompetency Developing for additionathe process 

**TBD - dependent on number of critical positions identified. Resource constraints will determine how many might occur simultaneously. The process developed through the pilot activity employs a rapid job task analysis process, reducing the time to complete a model from 9 months to about 90 days. The draft project plan includes completing up to three models simultaneously. 

Identification of Mission Critical Positions - Outcome/Metric of Tasking 

Short Term 

1 Project plan for addressing short-term alignment of overages to gaps will be developed and 

communicated. 

n/a com

2 Development of a process to provide a best-fit alignment recommendation within 30 days of 

notification that an overage or a mission need exists (post-implementation outcome). 

n/a com

Long Term 

3 Project plan to complete needs assessments for each critical position supporting the agency’s 

mission/safety-related work will be developed and communicated. 

The drafreviinclucomwhiconcapp
Project Aim_Implementation status Update 08-08-16_LC.docx 

Project Aim – August 2016 Status Update 

Identification of Mission Critical Positions - Outcome/Metric of Tasking 4 An approved competency model will be established for each position having a completed Training 

Needs Assessment (post-implementation outcome). 

Comwill seveCombe ddev

17. SRM-S15-0015-7-OCHCO: Planning for Developing Competency Models – Commission Tasking 

Based on outcome of SRM-S15-0015-6-OCHCO, determine timeline for developing competency models for other afunctions. Lead Office: OCHCO 

Planning for Developing Competency Models - Action/Milestones 

Start 

Date End Date Status 

1 Develop project plan for positional needs 

assessments and development of competency models for other agency occupations and functions identified in the SWP 

11/30/15 08/09/16 In Process Cur

con

2 Submit project plan to the Commission via CA 

Note* 

11/30/15 08/09/16 In Process Cur

con

Planning for Developing Competency Models - Outcome/Metric of Tasking 

1 Project plan to complete needs assessments for other agency occupations supporting the agency’s 

mission will be developed and communicated. 

2 An approved competency model will be established for each position having a completed Training 

Needs Assessment (post-implementation outcome). 
Project Aim_Implementation status Update 08-08-16_LC.docx 

Project Aim – August 2016 Status Update 

18. SRM-S15-0015-8-OCHCO: Re-Examine Leadership Model – Commission Tasking 

Re-examine the concept of the need and value of establishing a separate leadership model that builds on the agensupports agility, to include empowering employees by promoting personal responsibility and accountability along wi

innovation, and informed risk-taking in all of our activities. Lead Office: OCHCO

Re-Examine Leadership Model - Action/Milestones 

Start 

Date 

End 

Date Status 

1 Perform an assessment and develop a report 

on the value and benefit to having an explicit organizational leadership philosophy for NRC. The report will contain a proposed high level plan forthe development and implementation of the organizational leadership philosophy.

June 

2016 

Aug. 

2016 

In Process A pr

is curevifrom provon t

2 Review the status/outcome of other relevant 

agency activities (e.g., surveys) to determine whether these initiatives indicate a need to further address staff empowerment and decision-making. 

Sept. 

2016 

Nov. 

2016 

3 Solicit input from Office Directors (ODs) and 

Regional Administrators (RAs) on the valueadded from the adoption of a separate leadership model. 

Nov. 

2016 

Dec. 

2016 

4 Conduct a thorough needs assessment of this 

effort to further complement the feedback received from ODs and RAs. 

Dec. 

2016 

Feb. 

2017 

5 Develop and issue a Memorandum to the 

Commission with findings from the needs assessment, ODs and RAs in the form of a proposed model that would underscore its incremental value to the NRC Cultural Framework (i.e., Organizational Values, Principles of Good Regulation, Behaviors that Matter, etc.). 

February 

2017 

April 

2017 
Project Aim_Implementation status Update 08-08-16_LC.docx 

Project Aim – August 2016 Status Update 

Re-Examine Leadership Model - Outcome/Metric of Tasking 

1 Produce a plan of action that provides step-by-step guidance needed to re-examine the concept of 

a separate leadership model for the agency. 

2 Examine the FEVS and Safety Culture Climate Survey results to establish need for future 

development of this recommendation. Low(er) scores may be indicative of the need to further explore this initiative. 

3 If there is an established need to pursue this initiative, feedback from the ODs and RAs will provide 

additional insight on how this leadership model should look. 

4 A data-driven needs assessment will indicate where specific gaps lie, between our current and 

desired state, as well as the value-added from the adoption. 

5 Produce a final report that will comprise the findings and final recommendations by April 2017. 

19. SRM-S15-0015-19-NRR: Operating Reactor Licensing Process Improvements – Commission Tasking 

Improve licensing through phased initiatives, including conducting a business process improvement review of the o

process and make associated improvements to enhance the predictability, timeliness, and efficiency of the reviewsmeasuring the effectiveness and quality of the reviews. The review includes identifying lessons learned on how the it was resolved. 

Lead Office: NRR 

Operating Reactor Licensing Process Improvements - Action/Milestones 

Start 

Date 

End 

Date Status 

1 Effect resource reallocations necessary to reduce 

the operating reactor-licensing backlog and improve performance timeliness. 

April 

2014 

May 

2015 

Completed 

2 Establish additional metrics to drive improved 

performance. 

Sept. 

2014 

Nov. 

2014 

Completed 
Project Aim_Implementation status Update 08-08-16_LC.docx 

Project Aim – August 2016 Status Update 

Operating Reactor Licensing Process Improvements - Action/Milestones

Start 

Date

End 

Date Status 

3 Initiate and implement efforts to enhance 

effectiveness and efficiency in the operating reactor program, including the operating reactor licensing process, by convening targeted efficiency groups focused on different aspects of the operating reactor program, as well as ongoing implementation of process improvements. 

Nov. 

2014 

9/30/16 In Process • Per

1-yitem

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• Wo

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• The 

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• LIC 

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Project Aim_Implementation status Update 08-08-16_LC.docx 

Project Aim – August 2016 Status Update 

Operating Reactor Licensing Process Improvements - Action/Milestones

Start 

Date

End 

Date Status 

4 Provide BPI Project Plan In Accordance With 

Project Aim guidance. 

6/01/17 7/05/17 Discu

proceincorproginitiachallNRRre-bacloseimpaImpro

5 Identify Staff to participate in BPI effort, establish 

charter and expectations, and initiate Discovery. 

10/02/17 10/20/17 

6 Conduct BPI and Receive Management 

Approval. 

10/23/17 3/16/18 

7 Phased Implementation of Revised Process and 

Monitoring against expectations and metrics established by the BPI Team. 

3/19/18 9/28/18 

8 Issue a closeout Memorandum to the 

Commission summarizing the findings, recommendations, and process improvements that have been implemented. 

9/28/18 11/02/18 

Operating Reactor Licensing Process Improvements - Outcome/Metric of Tasking 

1 Additional resources working on operating reactor-licensing actions to reduce the backlog and 

improve performance timeliness. 

2 Implementation of two additional metrics to drive performance and assess progress. 3 Streamlined guidance and enhanced processes within the operating reactor program as well as a 

thoroughly informed advanced discovery phase for the formal BPI review. 

4 NRR Approved BPI Project Plan that had been aligned with EDO and Project Aim. 5 Project Team identified, BPI Lead (Black Belt) has enhanced understanding of regulatory 

requirements and causality analysis of the backlog and steps taken to rectify. 

6 Streamlined, well-documented and enhanced “To-Be” process that had received NRR 

Management Approval. 
Project Aim_Implementation status Update 08-08-16_LC.docx 

Project Aim – August 2016 Status Update 

7 Initial implemented and assessed enhanced process, measured against the metrics established by 

the team during the BPI. The enhancements will be phased in with careful monitoring to ensure effective implementation and outcome. 
Project Aim_Implementation status Update 08-08-16_LC.docx 

Project Aim – August 2016 Status Update 

Appendix A- Implementation of Re-Baselining Recommendations 

Status of the Implementation of the “C-List” Items 

44% 56%

Re-Baselining Implementation Status as of 

August 8, 2016

COMPLETEDTotal: $18M66 of 150 items69 FTE

ONGOING Total: $31M84 of 150 items116 FTE 
Project Aim_Implementation status Update 08-08-16_LC.docx 

Project Aim – August 2016 Status Update 

Item 

Number 

Proposed Shed, De-prioritization, Reduced Resource Proposed 

Item $k 

Propos

Item FT

1 Stop work to develop a risk-informed loss of coolant accident rulemaking. The 

staff provided a draft final 10 CFR 50.46(a) rule to the Commission in December 2010. Following the Fukushima-Daiichi accident, the Commission approved the staff’s withdrawal of the rulemaking. The staff committed to providing an updated plan for the 50.46(a) final rulemaking 8 months after the Commission’s deliberation on the Risk Management Regulatory Framework (RMRF) Paper. 

$0 1.5 

2 Eliminate rulemaking efforts related to 10 CFR Part 21, “Reporting of Defects 

and Noncompliance.” After extensive work on this rule, staff has concluded that there is not a basis for revising the rule itself, and that necessary changes can be achieved through clarification of the regulatory guidance for the rule. 

$0 1 

3 This item eliminates efforts to rulemaking to revise 10 CFR Part 50, Appendix I, 

"Numerical Guides for Design Objectives and Limiting Conditions for Operation to Meet the Criterion "As Low as is Reasonably Achievable" for Radioactive Material in Light-Water-Cooled Nuclear Power Reactor Effluents." 

$50 2 

4 This item involves delaying conforming changes to the Independent Spent Fuel 

Storage Installation (ISFSI) and Monitored Retrievable Storage (MRS) licensing requirements. The specific objectives of this rule change was to update the ISFSI security requirements to improve the consistency and clarification of the security requirements for both types of ISFSI licensees (i.e., general and specific); make generically applicable requirements similar to those imposed on 

ISFSI licensees by the post September 11, 2001, security orders; and use a riskinformed, performance-based structure in ISFSI and MRS security regulations. This rulemaking would also address Issue 11 of PRM 72-6 requesting that the NRC require hardened on-site storage at all nuclear power plants and awayfrom-reactor dry cask storage sites; and that all nuclear industry interim on-site or off-site dry cask storage installations or ISFSIs be fortified against terrorist attack. 

$300 1 

5 This item would terminate the current rulemaking activity to change 10 CFR Part 

20, "Standards for Protection Against Radiation," to align it with the most recent methodology and terminology for dose assessment contained in international recommendations. 

$10 1 

7 Eliminate subscriptions for the delivery of hard copy daily newspapers for all 

offices reporting to the Executive Director of Operations. Retain funding for the electronic Yellow Book subscription. 

$27 0 

8 Reduce IT staff support within the Office of the Chief Information Officer (OCIO). $0 1 
Project Aim_Implementation status Update 08-08-16_LC.docx 

Project Aim – August 2016 Status Update 

Item 

Number 

Proposed Shed, De-prioritization, Reduced Resource Proposed 

Item $k 

Propos

Item FT

9 The Business Advisory Center (BAC) was established after the consolidation of 

contracting functions in the Office of Administration (ADM). It provides service related to acquisition planning, requisition package development, Strategic Sourcing Group paper support, and education and outreach activities to offices. This item reduces the size of the BAC. 

$0 5 

10 Reduce scope of the Integrated Response Program activities by eliminating the 

Contingency Response Tools (CRTs) 

$700 2 

11 Reduction in contract support for the Mitigation of Beyond Design Basis Events 

Rulemaking (MBDBE). Specifically, this item eliminates contract support for 

specific emergency preparedness (EP) related Tier 1, 2, and 3 items. 

$50 0 

12 Reduction in resources for travel for conference and non-critical events $300 0 13 The staff currently pays a contractor to perform a 100 percent review of all 

completed staff travel vouchers. This item reflects an efficiency initiative to change from 100 percent review of travel vouchers to a sample review based on relative risk. 

$100 0 

14 This item includes four process changes designed to reduce the contracting cost 

for agency financial management systems. They are: (1) Migrate the agency's Financial Accounting and Integrated Management Information System (FAIMIS) 

to a FEDRAMP-certified data center; (2) Reduce the number of licenses available for access to FAIMIS; and (3) Reduce FAIMIS Help Desk hours of operation to 8am - 5pm (3 hour reduction); and (4) reduce the number of licenses available for access to the agency's Budget Formulation System (BFS). 

$475 0 

15 This item reflects resource reductions in Performance Management and financial 

reporting biennial reviews. 

$60 3 

16 This item reduces service hours for telephone operators. The NRC’s contracted 

telephone operators currently answer the phones between 7:00 a.m. and 9:00 p.m. on weekdays. Operators handle an average of 2 per cent of calls per week between 7:00 a.m. and 7:30 a.m., and 3 per cent of calls per week between 5:30 p.m. and 9:00 p.m. This would reduce service hours to 7:30 a.m. - 5:30 p.m. on weekdays, allowing the operators to answer 95 percent of calls received per week. 

$300 0 

17 Reduce air card and mobile device pool provided to staff to allow mobile work. $720 0 18 This item reflects a reduction in the number of certified Contracting Officers 

available to execute and administer contracts, assist with development of 

$0 3 
Project Aim_Implementation status Update 08-08-16_LC.docx 

Project Aim – August 2016 Status Update 

Item 

Number 

Proposed Shed, De-prioritization, Reduced Resource Proposed 

Item $k 

Propos

Item FT

requisition packages, and support the Strategic Sourcing Group review requirements 

19 Completion of the evaluation of potential spent fuel pool vulnerabilities to 

postulated security threats. 

$65 0 

20 Eliminates contract support intended to cover emergency preparedness (EP) 

specific guidance documents associated with the Decommissioning Transition Rulemaking. 

$75 0 

21 This item reflects a reduction in the resources devoted to maintaining expertise 

in deep geological repository analysis and would reduce some international coordination activities in this area. 

$0 1 

22 Stop staff rulemaking support activities related to enhancing the current 

regulatory framework (10 CFR Part 72) to address extended dry cask storage of spent nuclear fuel for very long timeframes (nominally 120 to 300 years). These 

activities included consideration of both very long term storage periods and transportation following extended storage, collectively referred to as very long term extended storage and transportation (EST). 

$0 1 

23 This item reduces the Office of Nuclear Materials Safety and Safeguards 

(NMSS) staff work on information technology support. This change captures an updated assessment of the effort required to perform the function. 

$0 2 

24 This item includes reductions in: (1) contract funding for in-house Print Shop 

equipment lease and maintenance; (2) funding for Government Printing Office services; (3) the purchase of paper; and (4) lower priority graphics projects. This item reflects savings that have resulted from more strategic sourcing of these services. 

$415 0 

25 Reduction of resources allocated to support recruitment and outreach due to 

reductions in external hiring. 

$0 1 

26 Reduce contract expenditures for the Document Processing Center based on a 

recent re-competition of the Document Processing Center support contract. 

$652 0 

27 The agency hosts a number of foreign assignees. The number on board at any 

one time, and the offices that they are assigned to, varies. The foreign assignee program benefits the NRC through exposure to the work of our international counterparts. It benefits the assignees and their national programs as they learn the NRC's approach to nuclear safety. This item caps the number of Foreign Assignees assigned to the Office of Nuclear Reactor Regulation (NRR) to three 

in any year. This item also ends development and distribution of Internal NRR International Newsletter. 

$0 0.6 
Project Aim_Implementation status Update 08-08-16_LC.docx 

Project Aim – August 2016 Status Update 

Item 

Number 

Proposed Shed, De-prioritization, Reduced Resource Proposed 

Item $k 

Propos

Item FT

28 Reduce international outreach and cooperation activities such as participation in 

information exchanges, workshops, conferences, international forums, International Atomic Energy Agency (IAEA) Missions, technical meetings, 

working groups, bilateral and multilateral cooperation, and reviews of international technical documents. 

$0 3.6 

29 Reduction in international technical cooperation in the area of new reactors and 

new reactor programs. Staff regularly meets with and provides varying levels of 

support to international partners interested in developing effective regulatory structures for potential power reactors. This item would reduce the capacity to respond to emerging requests for this type of cooperation. 

$0 1 

30 This item eliminates efforts to support rulemaking to revise 10 CFR Part 50, 

Appendix I. (This item reflects additional resources associated with Item 3 above.) 

$0 0.5 

31 This item involves delaying conforming changes to the ISFSI and MRS licensing 

requirements. The specific objectives of this rule change was to update the ISFSI security requirements to improve the consistency and clarification of the security requirements for both types of ISFSI licensees (i.e., general and specific); make generically applicable requirements similar to those imposed on 

ISFSI licensees by the post September 11, 2001, security orders; and use a riskinformed, performance-based structure in ISFSI and MRS security regulations. This rulemaking would also address Issue 11 of PRM 72-6 requesting that the NRC require hardened on-site storage at all nuclear power plants and awayfrom-reactor dry cask storage sites; and that all nuclear industry interim on-site or off-site dry cask storage installations or ISFSIs be fortified against terrorist attack. (This item reflects additional resources associated with Item 4 above.) 

$0 0.8 

32 Efficiencies associated with completing the Commission-directed lessons 

learned for Force-on-Force (FOF) and reduce periodicity of FOF information paper (required by SRM-SECY-14-0088) from an annual to triennial basis. 

$0 1 

33 Stop the development of a generic Standard Expert Elicitation Methodology. 

Work in this area was initiated as the result of questions about staff's use of expert elicitation. 

$141 0.5 

34 This item would eliminate the SECY Information papers on Risk Informed 

Activities and on Accident Sequence Precursors (ASP)/Standardized Plant 

Analysis Risk (SPAR). In addition, it would simplify internal processes and procedures associated with developing the statutorily mandated Abnormal Occurrence (AO) Report. 

$0 1 
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35 Eliminate the biweekly memo to the Commission and the semiannual update 

SECY paper on the status of Japan lessons-learned activities. 

$0 1 

36 This item eliminates the Reactor Oversight Process (ROP) Industry Trends 

Program (ITP). The ITP was intended to provide a basis for assessing whether adoption of the ROP let to a degradation in overall operating reactor safety or not. For the 15 years of the ROP, the ITP has demonstrated that overall industry safety performance has improved. 

$535 0.5 

37 Materials licensees are currently renewed every 10 years. Also, each Region 

currently must maintain an independent capability to assess bankruptcy filings made by Materials licensees. This item includes two process changes that 

would reduce work in the Regions. The first is to move to a standardized 15 year license term in lieu of the 10 year term. The second would be to centralize bankruptcy reviews in headquarters. 

$0 4 

38 Reduce activities in the development of the Revised Fuel Cycle Oversight 

Process (RFCOP). These include the development of a quantitative Significance Determination Process (SDP) and a reduction of the scope of the RFCOP pilot. 

$0 0.5 

39 Eliminates funding for the NRC Minority Serving Institutions Program (MSIP). 

The MSIP is a valuable tool for increasing the diversity and number of graduates with degrees of interest to NRC and the regulated industry. It has objectives that overlap with the Integrated University Program, with a focus on minority serving institutions. 

$648 0 

40 The agency established an internal requirement to review regulatory guides 

(RGs) every five years and to update them as necessary. The staff assigned the project management lead for this work to RES. As part of Re-baselining, staff concluded that the entire RG update review process and frequency should be reevaluated as a "longer-term" action that could not be performed immediately. This item represents a slightly lower assignment of resources for the project 

management of the RG update process pending completion of the longer-term efficiency review and re-engineering of the process and program. This item also eliminates a knowledge management check list used in reviewing RGs. 

$0 1 

41 Reduce NRC participation in federal interagency exercises from 6 per year to 4 

per year. NRC would continue to hold 4 exercises per year with licensees. 

$0 1 

42 Reduce the pipeline of Headquarters Operations Officers (HOOs) in training to 

one. The HOOs provide 24hr/day staffing of the Headquarters Operations Center. There are currently two and a half pipeline positions to ensure that qualified replacements exist when a HOO vacancy develops. 

$0 1.5 
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43 Eliminates funds designated specifically for minor modifications of the 

Operations Center. Also eliminates contingency funds designated for any incidental supply needs identified during actual events. 

$180 0 

44 Eliminate contract funding for public outreach on Revision 2 of NUREG-0654, a 

jointly sponsored document with the Federal Emergency Management Agency (FEMA). 

$100 0 

45 Decrease the number of NRC administered Generic Fundamentals Written 

Examinations for licensed reactor operators from 4 times per year to 2 times per year. This exam is given early in the training of reactor operators and senior 

reactor operators, and the change will not affect the Written or Practical exams performed immediately prior to obtaining a license. 

$200 0 

46 Eliminate the informal NRC staff review of individual reactor operator applicants' 

appeals on the validity of examination items. 

$0 0.5 

47 Delay the development of new guidance for review of operating reactor license 

amendments related to cyber security plans. 

$0 0.2 

48 This item reflects a reduction in the number of low priority Reactor Oversight 

Process (ROP) and Significance Determination Process (SDP) changes that will be supported within the program office. 

$0 2 

49 Reduce scope of Inspection Procedure 71151, "Performance Indicator 

Verification." Only half of licensee performance indicators would be inspected each year instead of 100% 

$0 0.5 

50 Stop the development of technical basis for a potential change to 10 CFR 50 

Appendix G, "Fracture Toughness Testing." 

$505 0.8 

51 The Office of Research (RES) provides general support to the Operating Reactor 

Business line, including the development of licensing and inspection guidance and data to resolve gaps and support the resolution of fire protection issues. This item would slow down some routine research activities in this area. 

$200 0 

52 Eliminate additional research on the development of all aspects of fire 

probabilistic risk assessment (PRA) including international fire safety research. 

NOTE: This item excludes research for those activities that relate to High-Energy Arc Faults testing. 

$75 0.5 

53 Slow down analytical enhancements of Fuel Analysis Codes used for 

confirmatory analysis and technical basis development 

$60 0 
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54 Slow down analytical enhancements of Neutronics and Criticality Safety Analysis 

Codes, specifically the Purdue Advanced Reactor Core Simulator (PARCS), used for confirmatory analysis and technical basis development 

$50 0 

55 Slow down analytical enhancements of Offsite Consequence Analysis Codes 

used for confirmatory analysis and technical basis development. Specifically the 

MELCOR Accident Consequence Code System (MACCS). 

$60 0 

56 Slow down analytical enhancements of Radiation Protection Analysis Codes 

used for confirmatory analysis and technical basis development 

$70 0 

57 Slow down analytical enhancements of Severe Accident Analysis Codes used 

for confirmatory analysis and technical basis development. 

$75 0 

58 Slow down analytical enhancements of Thermal Hydraulic Analysis Codes used 

for confirmatory analysis and technical basis development for power reactors. This includes the TRAC/RELAP Advanced Computational Engine (TRACE) code. 

$94 0 

59 The staff has performed independent research in the area of fire PRA. 

Independent fire PRA research has been important to the advancement of fire safety. This item terminates current activities in the area of testing, data analysis, and computational model development efforts that verify, validate, add realism, and address gaps in risk-informed fire models 

$935 0.5 

60 Staff has devoted resources over the years to maintain awareness of emerging 

welding issues and techniques. This has included research activities that seek to independently develop the technical basis for emerging welding repair techniques and mitigation strategies. This item eliminates the technical basis development aspect of these staff activities. 

$300 1 

61 The staff has performed independent research on the incorporation of digital 

systems into nuclear power plant PRAs as part of the effort to improve the internal processes and the tools and standards available in the area of digital instrumentation and control (I&C). This item eliminates the development of new methods, models and tools in this area. 

$735 1 

62 Eliminate the effort to develop methods, models, tools and data to evaluate 

environmental transport of radiological releases from severe accidents to aquatic systems. 

$256 0.5 

63 Reduce the rate of updating the Standardized Plant Analysis Risk (SPAR) 

models 

$300 0 
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64 Stop development of technical bases to support regulatory guidance for 

incorporating digital instrumentation and control (I&C) systems into nuclear power plant PRAs. 

$100 0.5 

65 The staff has a large number of completed and on-going work activities 

associated with seismic evaluations. This item eliminates a seven year old 

request to assemble and document information on pre-2008 earthquakes. 

$0 0.5 

66 Reduce the number of operating experience based system and component 

studies, reduce the frequency in updating risk-informed regulatory guidance, and reduce the rate for reviewing ASP analyses. This covers work that is contracted out of RES, not similar activities performed by staff. 

$300 0 

67 Reduction of resources allocated to support hiring within the MD 10.78 Nuclear 

Safety Professional Development Program (NSPDP) 

$0 4 

68 In addition to reviewing Design Certification applications under 10 CFR Part 52, 

the Office of New Reactors continues to receive requests to review Topical Reports that support Design Certifications that are not under active review. This includes new Topical Reports for issued Design Certifications. This item would reduce resources for these reviews. 

$35 1 

69 Reduced support for non-essential activities & cross utilization of staff at the 

division/office level within the Office of New Reactors. 

$0 1 

70 The staff participates in various code committees and subcommittees. The 

principle purpose of this participation is to engage on codes that are either referenced in our regulations or guidance, or are being developed in anticipation of such usage. Staff do also participate in other code work where staff insights add value to the subcommittee or where staff involvement could ultimately improve unrelated staff products. This item involves restricting staff involvement 

in code work not immediately tied to agency use or reference. 

$0 1 

71 This item reduces resources based on a changing updates of the Standard 

Review Plan, NUREG 800, to a 10 year frequency rather than the current 5 year frequency. 

$0 2 

72 The staff utilizes interim staff guidance (ISG) documents to address emergent 

issues or to document changes in approach effecting existing requirements. This item eliminates the resources within the New Reactors Business Line that have been utilized to develop and issue ISGs. 

$0 1.5 

73 Reduction in staff efforts to update the Materials standard review plan and 

procedures (NUREG - 1556) and other licensing guidance/procedures. 

$0 1 
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74 This item reflects a reduction of Material program headquarters support for 

issues such as licensee safety culture, procedure updates, and ancillary activities supporting the inspection program. 

$0 1.5 

75 Reduce Agreement State travel and training funds. $125 0 76 Reduction in contract support to the Decommissioning Licensing Actions Product 

in the area of new guidance development. Staff resources would continue to be available to address subjects such as Commission direction for regulatory changes and Interim Staff Guidance for radon compliance. 

$50 0 

77 Reduce the development of new fuel facility licensing guidance and increase the 

time between periodic updates of existing guidance. 

$0 2 

78 This item reflects a reduction of staff resources for space, design work and 

construction management. 

$0 1 

79 This item reflects a reduction in the number and type of general office supplies 

procured and stocked for staff use. Basic needs will be met, but fewer options will be provided. 

$100 0 

80 Reduction of resources allocated for the Distinguished and Meritorious Awards 

Ceremony. The ceremony will continue to be held in the NRC Auditorium, 

similar to the way it was done in 2015. The smaller venue limits the ability of the agency to fully leverage the opportunity to celebrate, and promote, outstanding performance. 

$75 0 

81 Reduction of resources allocated to support in engagement programs like public 

service recognition week, national engineering week, bring your child to work day, external awards, employee suggestion program. These programs provide 

an opportunity to promote the agency and our mission as well as to de-mystify the many uses of radiation in modern society. 

$0 0.5 

82 Reduce Technical Library subscriptions and librarian services. $433 1 83 Reduce staff support for Freedom of Information Act/Privacy Act (FOIA/PA) 

activities. 

$0 1 

84 This item reflects a small staff reduction in Information Technology (IT) support. $0 0.3 85 Eliminate the Business Process Re-engineering (BPR) function within OCIO. $0 6.5 
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86 Eliminates all contract support for digital enhancement of incident response tools 

used by Reactor Safety Team. Digital enhancement has been used for difficult to read schematics, figures, and graphs. 

$150 0 

87 Stop NRC support for interagency Nuclear Threat Awareness Seminar (R1125). 

Reduce level of effort on intelligence assessment activities that involve reading daily news articles and doing broad searches of raw intelligence information. 

$35 1.5 

88 Eliminate contractor support for public meetings and workshops on Emergency 

Preparedness (EP) specific activities such as updates to Regulatory Guides, Decommissioning Transition rulemaking, and revision of NUREG-7002. 

$95 0 

89 Decrease the frequency of schedule change letters, project manager change 

letters, daily notes and press releases related to power reactor license renewal reviews. 

$0 1 

90 Decrease the amount of paper correspondence by communicating both internally 

and with applicants via email. Email correspondence could include items like acceptance review letters, requests for additional information, and meeting summaries. 

$0 2.5 

91 Staff has planned to issue three Regulatory Information Summaries regarding 

power reactor license renewal issues. This item ends that work. 

$0 1.8 

92 The Advisory Committee on Reactor Safeguards (ACRS) provides important 

advice to the Commission consistent with established legal, regulatory, and Commission requirements. On occasion, ACRS members self-initiate reviews of NRC staff work products. This item would reduce the number of self-initiated 

reviews of NRC staff products. 

$0 1 

93 Staff has assessed input from stakeholders regarding areas where recent staff 

reviews have departed from legal minimums and prudent norms. This item reflects staff's assessments of where staff can improve implementation of the processes associated with technical review of Operating Reactor licensing actions. Examples include eliminating the review of topics beyond scope of an 

action, eliminating requests for generic topical report material in a plant specific review, eliminating re-review of material reviewed in the approval of a topical report, implementing strict adherence to the Standard Review Plan identified acceptance standards, and by ensuring consistent staff review teams. 

$0 2 

94 The 10 CFR 2.206 process for petitions that staff amend a license is an 

important process. Staff reviewed the process to find ways to allow faster decisions on petitions, and to do so with fewer resources spent on activities not directly tied to the decision making on the petitions themselves. One area that 

$0 0.2 
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was identified was the current procedural requirement to hold a public meeting with a petitioner even when the petition itself contains sufficient information for the staff to accept the petition for consideration. This item would revise the procedural guidance on the 10 CFR 2.206 process to clarify the evaluation criteria and allow the Petition Review Board to make an initial decision to accept the petition without a petitioner presentation, when appropriate. 

95 Eliminate licensing commitment audits, reviews of Updated Final Safety Analysis 

Reports (UFSAR) updates (10 CFR 50.71(e) review), and 10 CFR 50.59 biennial UFSAR reviews. Revise public meeting guidance. Reduce repetitive ACRS reviews on topics such as MELLLA+, license renewal supplements, 10CFR50.55a, and power uprates. 

$30 2.6 

96 Implementing the agency's licensing processes for interacting internally and with 

licensees has developed over time. Some licensing groups within the agency have experimented with the use of new tools, typically electronic communications in lieu of memoranda or letters. These newer methods have often proven much more efficient, without any loss in the ability to identify and retain official agency records. This item involves the broader adoption of email rather than memoranda for internal and external communication on routine licensing activities such as requests for additional information, draft safety evaluations, and biweekly Federal Register notices. 

$0 1.8 

97 Reduce staff participation in code/standards committee activities (ASME, ANS, 

IEEE, ISA) and reduce time and expense associated with travel to meetings. 

Staff will streamline meeting attendance rosters, use remote conferencing/correspondence for committee work (such as Code Case review) and institute more selective meeting attendance guidelines (designated staff attend fewer meetings per year). 

$0 0.5 

98 Eliminate the self-imposed requirement for staff to create an Official Agency 

Record and an ADAMS package for each office level task tracking closure. This requires administrative support from two divisions to close a task. The revised guidance will permit closure in the task tracking system based on completing the requested action. 

$0 0.2 

99 Reduce licensing project manager duties of lower priority such as multiple site 

visits and the number briefing packages requested for non-Commissioners. Eliminate the first of 2 NRR technical staff reviews of revised Standard Review Plan sections. 

$0 1.4 
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100 Reduce contractor resources used in reviewing NTTF Mitigation Strategies 

implementation and development of associated safety evaluations. 

$250 0 

101 Create efficiencies in the Enforcement Process. Examples include increasing 

the use of virtual and modified panels, reducing the review of unsubstantiated OI cases and reducing Fitness For Duty (FFD) case processing. The Office of Enforcement would also decrease its support for the following: (1) the review of 2.206 petitions, rulemaking, & policy revisions; (2) the development of prerecorded video training; (3) domestic outreach activities with other federal agencies; (4) would undertake less frequent updates of Management Directives; and (5) would eliminate duplication of back end FOIA reviews for discrimination cases. 

$0 2 

102 The internal development and concurrence processes for staff generated 

Generic Communications has grown in an effort to improve coordination between offices and programs. This item streamlines the current processes. This item also involves ending the development of grid status reports. 

$0 1.1 

103 Create efficiencies in the Reactor Oversight Process inspection report writing 

process and Significance Determination Process. 

$0 8.2 

104 Stop Reactor Oversight Process mid-cycle performance assessments, while 

continuing the other performance assessment provisions of the Reactor Oversight Process (ROP). 

$0 4 

105 Reduce inspection resources for research and test reactors by combining 

inspection trips and streamlining the inspection report review process 

$0 0.5 

106 The staff has notified licensees of Force-on-Force (FOF) inspections with 

advance notification letters that facilitated pre-exercise coordination and allowed additional familiarization time for the plant security staff with the equipment required by the NRC for the FOF interaction. A specific "M-200" blank has been 

the standard for FOF exercises. This item eliminates the development and issuance of notification letters, eliminates the use of "M-200" blanks in favor of "UTM" ammunition, and reduce the pre-exercise support for FOF. 

$450 0.1 

107 Security Risk Analyst support to cyber security inspections has been provided. 

This item would eliminate that support. 

$0 0.2 

108 This item covers a reduction in Region II construction inspection resources that 

is expected to result from a restructuring initiative that is just getting underway. This item does not meet the criteria and guidance established for re-baselining in that the end-state of the improvement initiative is not clearly defined. However, the item is included because of the widespread belief within the staff that the 

$0 4 
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completion of Watts Bar 2 construction activities provide an opportunity to restructure the Region II construction program in a manner that gains this level of efficiency. 

109 This item reflects efficiency gains to reduce staff level of effort in transportation 

package design certification reviews. Efficiency gains will be made through scope changes in the review process including (1) minimizing the level of documentations for reviews that support use of a package in the U.S. which has already been approved by a foreign Competent Authority; (2) improving 

coordination with DOT on revalidation requests; and (3) implementing enhancements in risk guidelines to more efficiently utilize technical review and confirmatory evaluations for transport package approvals. 

$0 0.5 

110 Revise revising Inspection Manual Chapter (IMC) 2800 to allow for the addition 

of more flexibility and common-sense extensions to the inspection of materials licensees. 

$0 1.5 

111 This item reflects the efficiency to be gained by revising IMC 2561, 

"Decommissioning Power Reactor Inspection Program" to utilize a more riskinformed allocation of inspection hours. 

$0 1.5 

112 Eliminate in-person (live) counterintelligence (CI) briefing for foreign travelers. 

The in-person briefing for routine travel overseas will be replaced by using existing CI online training as a refresher prior to travel. 

$20 1 

113 NMSS staff will no longer review the annual updates to the Integrated Safety 

Analysis (ISA) Summary and facility change updates that are prepared by the licenses under the change authority provisions in 10 CFR 70.72. 

$0 1 

114 NMSS staff will no longer review changes to licensee's material control and 

accounting (MC&A) programs that were made without prior NRC approval as allowed by 10 CFR 70.32. 

$0 1 

115 Reduce the frequency of the Fuel Cycle Information Exchange (FCIX) meeting 

from Annual to Bi-annual, and reduce the frequency of Cumulative Effects of Regulations (CER) meetings from quarterly to semi-annually. 

$0 0.5 

116 NSIR staff will no longer perform an annual review of licensee changes to fuel 

cycle facility physical security programs that do not require prior Commission 

approval under provisions in 10 CFR 70.32. 

$0 0.5 

117 This item covers two efficiency initiatives in the implementation of the Fuel Cycle 

inspection program. They are the streamlining of the implementation of plant 

modification inspections and the modifying the public meeting format to webinars 

$0 1 
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for Licensee Performance Reviews (LPRs) at sites that have historically had very low to no public attendance. 

118 This item covers an efficiency initiative in the implementation of the Fuel Cycle 

Inspection program. The existing guidance for determining whether to initiate a reactive inspection for operational events has a fairly low threshold from a riskinformed perspective. This item would revise the guidance to make the threshold more risk-informed, resulting in the need to plan for fewer reactive inspections. 

$0 0.5 

119 This item reflects a reduction in the program management and oversight of 

NRC's property management custodians. The NRC tracks approximately 10,500 property items (with a total value of over $44 million), and manages over 12,000 

new transactions effecting chain-of-custody and agency balances each year. 

$0 1 

120 The agency has worked to decrease the backlog of research and test reactor 

license renewals over an extended period of time. This has included adding additional resources to the area and also revising procedures and processes. This item reduces staffing associated with license renewal to reflect current work load and in anticipation of reduced need for renewals in the future. 

$240 1.5 

121 Reduced scope and efficiencies in reviews for NTTF Recommendation 2.1 Spent 

Fuel Pool (SFP) evaluations, Seismic Probabilistic Risk Assessments (SPRAs), Flood Hazard Letter reviews and Integrated Assessments. 

$500 2.5 

122 The Office of Investigations (OI) performs investigations when there is a specific 

indication of wrongdoing. Reduce OI assistance to NRC staff where the staff has requested OI's expertise in a matter of regulatory concern, but which does not involve a specific indication of wrongdoing. 

$0 1 

123 Reduce Reactor Oversight Process resources based on historical IP 95001, IMC 

2515 Appendix C, and Temporary Instruction expenditures 

$0 8 

124 Reduction of license renewal inspection resources to match changing workload $0 0.6 125 Reduce Reactor Oversight Process resources based on historical Inspection 

Procedure 95003 expenditures 

$0 1.5 

126 Reduce sampling size for operating reactor baseline inspection procedures. $0 0.9 127 Eliminate RES support for NTTF Recommendations 3, 5.2, and 6. $442 0 
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128 Reduce administrative support consistent with other re-baselining staff 

reductions. There has been a substantial reduction in the number of administrative assistants in the agency over the last several years. 

$0 4 

129 Reduction in travel tied to other re-baselining reductions such as fewer 

rulemaking activities, fewer external training courses, fewer site visits by Project Managers, and further curtailing staff participation in conferences, seminars, and increased use of technology for meetings between the Regions and Headquarters. 

$368 0 

130 Reduce the AP1000 examiners in Regions 1, 3, and 4. These examiners were 

placed in the Regions that will not host AP1000s in the near future to allow flexibility in managing exams across the Regions and in anticipation of additional new reactor construction. 

$0 1.9 

131 Reduction in Scope for administrative and technical support for development of 

Construction Inspection Program Documents, reflecting the maturity of these documents. 

$0 1 

132 Reduction in scope: Consolidate Construction Experience in NRR under the 

existing Operating Experience/Construction Experience Center of Excellence. 

$0 2 

133 Elimination of resources for Qualification/Training activities for future Operating 

Rx residents assigned to Vogtle and Summer AP-1000s. Resources will ultimately be needed to staff these positions, but the need will not be in the immediate future. 

$0 4 

134 Reduction of resources designated to support New Reactor Business Line 

enforcement activities. 

$0 1 

135 Reduction in resources for Vendor Inspection Program from realized efficiencies. $0 5 136 Staff has developed training, and anticipated additional training needs, for a 

variety of new and emerging reactor designs and types. This item reduces 

resources for developing and delivering this range of training. 

$76 1 

137 Stop staff research activities related to very long term dry cask storage of spent 

nuclear fuel (nominally 120 to 300 years). This research was focused on the identification of potential technical issues and aging mechanisms which may come into effect after spent fuel had been in storage for greater than 120 years. 

$50 1 

138 Reduce NMSS lower priority Tribal liaison and training activities and identify 

process efficiencies in this area. 

$70 1 
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139 This item reduces NMSS staff work on web content management and records 

management functions. This change captures an updated assessment of the effort required to perform the function. 

$0 1 

140 This item eliminates contract support for completion of the environmental 

reviews in support of decommissioning licensing actions such as support to Jefferson Proving Ground (JPG) and United Nuclear Corporation (UNC) mine spoils action. The uncertainty of having to conduct this work in the next 18 to 21 months is very high. 

$250 0 

141 Reduction to Waste Incidental to Reprocessing Travel $25 0 142 Reduction to Waste Incidental to Reprocessing Mission Related Training $15 0 143 This item eliminates the Office of Research (RES) user need to support updates 

to the Multi-Agency Radiation Survey and Site Investigation Manual (MARSSIM) and other codes used by the Decommissioning and Low Level Waste program. The user need also provides a vehicle for RES to provide expert support if and 

when requested. 

$150 1 

144 Reduce travel to support Generic Homeland Security (GHLS) Activities. $40 0 145 Reduction in Mixed Oxide Fuel Fabrication Facility (MFFF) construction 

inspections. 

$0 1 

146 Reduction in resources for physical security of the Regional Office to reflect 

efficiencies and fact of life changes in anticipated contract costs. The efficiency involves more closely modeling the physical security at this location to the other four Regions. 

$522 0 

147 Reduce contract funding for network and telecommunications. $1,317 0 148 Reduce contract funding for office automation and user support services. $633 0 149 Reduce the number of supervisors commensurate with the other reductions in 

re-baselining and as a continuing process to increase the ratio of staff to supervisors by office and across the agency. 

$0 19 

150 Reductions in IT support service commensurate with the other reductions in rebaselining. $569 0 151 Reductions in training commensurate with the other reductions in re-baselining. $97 0 
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