Implementation Status Update 

February 2016 
Project Aim_Implemetnation status_020816_TG.docx 

Project Aim – February 2016 Status Update

Implementation Status Update 

Introduction 

The Project Aim implementation status update has the following components: 

1. Implementation Timeline (Gantt Chart) 2. Overall Implementation Status 3. Implementation Project Information and Status 

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 com

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

• Blank – no activity or concerns
Project Aim_Implemetnation status_020816_TG.docx 

Project Aim – February 2016 Status Update
Project Aim_Implemetnation status_020816_TG.docx 

Project Aim – February 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 SECY pa2 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 In Process Common Prioritization and Re-baselining OEDO 07/08/15 04/06/16 Notation v

Second p

6 Completed Benchmark Overhead OCFO 02/11/15 08/30/15 SECY pa7 Completed NRC Assessment of the Risks IT Systems OCIO 07/08/15 01/29/15 Results to 8 In Process Strategic Workforce Plan OCHCO 06/08/15 02/08/16 9 In Process “One-Stop-Shop” for OCIO and ADM requests OCIO 07/08/15 04/08/16 

10 Completed Centers of Expertise (COE) OEDO 08/10/15 11/09/15 SECY pa11 In Process COR Process Standardization ADM 04/29/15 09/30/16 Implemen

completed 

12 In Process Expand the use of Mobile IT Solutions OCIO 09/08/15 09/08/16 Milestone 

in scope b

13 In Process Evaluate the Consolidation of the Regional 

Materials Program 

NMSS 11/08/15 05/09/16 

14 In Process Evaluate the Regional Corporate Support 

Functions 

OEDO 07/20/15 04/29/16 Scope an

evaluated 

15 In Process Transitional Plan for the Merger of NRO and 

NRR 

OEDO 07/27/15 06/08/16 

16 In Process Identification of Mission Critical Positions OCHCO 11/30/15 08/09/16 17 Planning for Developing Competency Models OCHCO 08/10/16 06/13/17 Start date 18 Re-examine Leadership Model OCHCO 07/08/16 04/08/17 19 In Process Operating Reactor Licensing Process 

Improvements 

NRR 04/01/14 03/16/18 
Project Aim_Implemetnation status_020816_TG.docx 

Project Aim – February 2016 Status Update

Implementation Project Information and Status 

1. SRM-S15-0015-2-OEDO: Overall Implementation Plan 

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

and assigned. This plan should focus on implementation timeframes and metrics and ensure that it is feasible to exerecommendation within the established schedule. Lead Office: OEDO 

Action/Milestones 

Start 

Date 

End 

Date Status Co

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 to 

8/24/15 

Next Steps 

Start 

Date

End 

Date Status Co

6 Monitor and track Implementation project 

milestones and update the Overall Implementation Plan as part of the monthly status reports to the Commission. 

8/26/15 Ongoing In Process 

Outcome/Metrics Co

1 SECY Paper and Overall implementation plan submitted on time to Commission. Co2 Milestones in plan are achievable 
Project Aim_Implemetnation status_020816_TG.docx 

Project Aim – February 2016 Status Update

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

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

Action/Milestones 

Start 

Date 

End 

Date Status Co

1 Provide monthly status updates to the 

Commission (via Commission Assistant (CA) Note) and stakeholders 

07/08/15 Ongoing In Process 

Outcome/Metrics Co

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 

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

fee changes. Lead Office: OCFO 

Action/Milestones 

Start 

Date 

End 

Date Status Co

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_Implemetnation status_020816_TG.docx 

Project Aim – February 2016 Status Update

Action/Milestones 

Start 

Date 

End 

Date Status Co

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 02/15/16 In Process 

5 Implement further improvements to work papers 

to provide greater clarity to stakeholders 

09/01/15 05/31/16 In Process 

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 07/31/16 In Process Fees Validation 

now in user acc

7 Revise documentation of Fee Rule development 

procedures to align with current practices 

09/01/15 07/31/16 In Process 

8 Perform analysis of Flat Fees alternative for 

Operating Reactors (Flat Fees is in use for Materials) 

01/01/16 09/30/16 In Process 

9 Submit a Policy Paper to the Commission for the 

FY 2017 Fee Rule 

04/01/16 08/15/16 
Project Aim_Implemetnation status_020816_TG.docx 

Project Aim – February 2016 Status Update

Next Steps

Start 

Date End Date Status Co

10 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 

11 • Research automation improvements for 

Fee Rule document and supporting calculations 

09/01/15 07/31/16 In Process 

Outcome/Metric Co

1 Increased transparency in Fee Rule 2 Improved understanding of fee calculations by licensees 3 Improved timeliness in communicating fee changes 
Project Aim_Implemetnation status_020816_TG.docx 

Project Aim – February 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 t

target for 2020. 

Lead Office: OEDO 

Action/Milestones 

Start 

Date 

End 

Date Status Co

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 Projected burn 

original target 

level associ

app

9 OCHCO provides status updates of FTE 

utilization projections to the Commission 

N/A Quarterly In Process 
Project Aim_Implemetnation status_020816_TG.docx 

Project Aim – February 2016 Status Update

Action/Milestones 

Start 

Date 

End 

Date Status Co

10 OCHCO reports FTE utilization by agency and 

by office at the Quarterly Performance Review meetings 

N/A Quarterly

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 

Outcome/Metric Co

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 

Develop a common prioritization process with a supporting add/shed procedure that integrates all work activities acro

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

Lead Office: OEDO 

Action/Milestones 

Start 

Date 

End 

Date Status Co

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_Implemetnation status_020816_TG.docx 

Project Aim – February 2016 Status Update

Action/Milestones 

Start 

Date 

End 

Date Status Co

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 Commission Assistant (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 less resources. Submit a Vote Paper to the Commission 

12/16/15 01/31/16 Completed Changes to this 

milestone refleschedule and pproducts to the 
Project Aim_Implemetnation status_020816_TG.docx 

Project Aim – February 2016 Status Update

Action/Milestones 

Start 

Date 

End 

Date Status Co

11 Provide the Commission known changes in 

workload and longer-term efficiencies. 

02/02/16 04/06/16 In Process Staff working to 

paper by 3/18/1

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 In Process 

Outcome/Metric Co

1 Revise the Integrated Agency Add/Shed procedure by 12/8/2015 Co2 Produce a comprehensive and integrated Common Prioritization list by 12/8/2015 Co3 Produce a Notation Vote paper with recommended actions to shed, de-prioritized, or 

performed with less intense resources by January 31, 2016 

Co

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

Benchmark Overhead 

Co

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

effective 

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

including subject matter experts for the various budget Products 

Co

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 

Co

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 

Co
Project Aim_Implemetnation status_020816_TG.docx 

Project Aim – February 2016 Status Update

6. SRM-S15-0015-14-OCFO: Benchmark Overhead 

Benchmark with other agencies and seek external validation from a third party to clearly define and justify overhead a

variable components of Corporate Support. Carrying out this activity should involve both properly defining "corporate 

reducing unnecessary agency overhead. Lead Office: OCFO 

Action/Milestones 

Start 

Date 

End 

Date Status Co

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 su

Outcome/Metric Co

1 Overhead Assessment Report by EY Co2 Report to House and Senate Committee on Appropriations – “Reducing Corporate 

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

Co

3 Budget realignment proposal Co4 EY Cost Reduction Recommendation Template responses (OEDO) Co5 Information paper to Commission on results of review of cost reduction recommendations 

and budget realignment 

Co
Project Aim_Implemetnation status_020816_TG.docx 

Project Aim – February 2016 Status Update

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

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

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

Action/Milestones 

Start 

Date 

End 

Date Status Co

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 
Project Aim_Implemetnation status_020816_TG.docx 

Project Aim – February 2016 Status Update

Action/Milestones 

Start 

Date 

End 

Date Status Co

8 Develop an implementation plan for the 

approved recommendations 

11/16/15 12/31/15 Completed 

Next Steps 

Start 

Date 

End 

Date Status Co

1 Detailed Implementation plans were received 

for each recommendation. OEDO ticketed for tracking to closure. 

01/04/16 01/29/16 Completed 

Outcome/Metric Co

1 Deliver summary FISMA Best Practice report and efficiency recommendations to 

OEDO on time 

Com

2 Approved recommendations are implemented effectively 
Project Aim_Implemetnation status_020816_TG.docx 

Project Aim – February 2016 Status Update

8. SRM-S15-0015-5-OCHCO: Strategic Workforce Plan 

Develop a Strategic Workforce Plan (SWP) that maps the current workforce to the projected future state of the agencneeds. Specifically, the SWP should include strategies for managing and minimizing staffing overages, skill gaps, anthe 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) 

Action/Milestones 

Start 

Date 

End 

Date Status Co

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 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 In Process CA note be

d

Outcome/Metric Co

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 

Completed 

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

gaps, surpluses and critical, at risk skills and competencies 

Completed 
Project Aim_Implemetnation status_020816_TG.docx 

Project Aim – February 2016 Status Update

Outcome/Metric Co

3 Strategies have been identified to alleviate workforce gaps and surpluses Completed 4 The agency has identified best practices and lessons learned in order to continuously 

monitor and revise the agency workforce planning process 

Completed 

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

Eliminate multiple request systems and paper forms by developing and implementing a streamlined “One-Stop-Shop

requests for services and support. Lead Offices: Office of the Chief Information Officer (OCIO) and Office of Administration (ADM) 

Action/Milestones 

Start 

Date 

End 

Date Status Co

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 

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 02/12/16 In Process/ 

Potential 

Issue 

Date adjusted f2/12/16 due to development tiend date unaffe
Project Aim_Implemetnation status_020816_TG.docx 

Project Aim – February 2016 Status Update

Action/Milestones 

Start 

Date 

End 

Date Status Co

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 

6 Provide demos of the new NRC Service Catalog 

in the Exhibit Area in TWFN 

03/14/16 03/18/16 

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

announcement to close task) 

02/19/16 04/08/16 

Outcome/Metric Co

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. 

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. 

3 ADM and OCIO services will be incorporated into the new NRC Service Catalog. 

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. 
Project Aim_Implemetnation status_020816_TG.docx 

Project Aim – February 2016 Status Update

10. SRM-S15-0015-9-OEDO: Centers of Expertise 

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

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

Action/Milestones 

Start 

Date 

End 

Date Status Co

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 

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 su
Project Aim_Implemetnation status_020816_TG.docx 

Project Aim – February 2016 Status Update

Next Steps 

Start 

Date End Date Status Co

11 Implement resulting SRM Dec. 

2015 

June 

2016 

12 Evaluate effectiveness of newly established 

COEs (12 months after implementation) 

August 

2016 

August 

2017 

13 Develop agency level guidance for the 

implementation of COEs 

August 

2016 

Dec. 

2016 

Outcome/Metric Co

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. 

Completed 

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. 
Project Aim_Implemetnation status_020816_TG.docx 

Project Aim – February 2016 Status Update

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

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

Action/Milestones 

Start 

Date 

End 

Date Status Co

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 

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 

Next Steps 

Start 

Date

End 

Date Status Co

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 
Project Aim_Implemetnation status_020816_TG.docx 

Project Aim – February 2016 Status Update

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 In Process 

8 Develop and Finalize Common Acquisition and 

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

10/01/15 03/31/16 In Process 

9 Develop and Finalize Supervisor Handbook 

(ADM/OCHCO) 

10/01/15 03/31/16 In Process 

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 In Process 

11 Develop COR Companion* (Collection of key 

COR documents) (ADM/OCFO) 

10/01/15 04/01/16 In Process 

12 Include COR Related Information in OCHCO 

Guidance for FY17 Performance Plans (ADM/OCHCO) 

10/01/15 07/30/16 In Process 

13 Conduct Familiarization Sessions on Updated 

Documents/Responsibilities (ADM/OCFO) 

10/01/15 04/01/16 In Process 

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 In Process 

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

Designation (ADM) 

10/01/15 04/01/16 In Process 

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 In Process 
Project Aim_Implemetnation status_020816_TG.docx 

Project Aim – February 2016 Status Update

Outcome/Metric Co

1 Approval of CPSI Charter Completed 2 Defined COR Roles & Responsibilities Completed 3 Recommended Standardization of COR-Related Activities Completed 4 Recommended Procedural Efficiencies Completed 5 Targeted Offices have documented and streamlined acquisition and financial processes 

with reduced process time and improved quality 

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 

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

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

Action/Milestones 

Start 

Date 

End 

Date Status Co

1 Decommission the BlackBerry environment 09/30/15 05/02/16 Off Track Procurement o

devices is in pracquisition actiadditional time BlackBerry supuntil new devicNew end date tchange to proje

2 Support agency-funded smartphones and tablets 10/01/15 05/02/16 Off Track See item #1 3 Extend mobility functionality (provide network file 

access, SharePoint file access, and intranet access) 

12/01/15 06/30/16 Off Track Agency’s autho

vendor’s FedRAextended into Qconsiderations6/30/16, no chadate. 
Project Aim_Implemetnation status_020816_TG.docx 

Project Aim – February 2016 Status Update

Action/Milestones 

Start 

Date 

End 

Date Status Co

4 Launch the Mobility Governance Group 10/01/15 09/08/16 Off Track Additional activ

PMC Workgrouwill delay the laend date to 6/3project end dat

5 Support licensing Management and App 

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

02/01/16 n/a Suspended Action suspend

decision in the Implementation 

6 Begin drafting App Development Policy 04/01/16 n/a Suspended Action suspend

decision in the Implementation 

7 Start work to identify a secure, cloud file sharing 

solution for exchanging files with mobile users and key external stakeholders 

03/31/16 n/a Suspended Action suspend

decision in the Implementation 

8 Extend Citrix capabilities (limited) to mobile 

devices: Published apps and Published desktop 

01/04/16 n/a Suspended Action suspend

decision in the Implementation 

9 Provide backup capabilities for mobile data 06/01/16 n/a Suspended Action suspend

decision in the Implementation 

10 Support a mobile loaner service 06/01/16 n/a Suspended Action suspend

decision in the Implementation 

11 Send email to OEDO documenting the 

completion of each Mobility IT solution expansion 

09/08/16 n/a Suspended Action suspend

decision in the Implementation 
Project Aim_Implemetnation status_020816_TG.docx 

Project Aim – February 2016 Status Update

Outcome/Metric Com

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

smartphones and tablets by May 2, 2016. Current OCIO resources support Bring Your Own Device (BYOD) and a reduction in agency-funded devices. 

Adjusted date dchanges in mile

2 Provide NRC mobile users, provided an agency-funded device or using BYOD, with 

access to agency data stored on network drives, SharePoint, and the intranet by May 2, 2016. 

Adjusted date dchanges in mile

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

NRC mobile workforce by March 31, 2016. 

N/A 

4 Provide draft NRC policy and guidance for agency-developed mobile apps by August 31, 

2016. 

N/A 

5 Support NRC staff and key external stakeholder access to a secure cloud-based file 

sharing solution by September 30, 2016. 

N/A 

6 Provide the NRC mobile workforce, as appropriate, access to Citrix published desktop 

and published applications by June 30, 2016. 

N/A 

7 Provide the NRC mobile workforce (those with agency-funded mobile devices) with file 

backup capabilities for files residing on a mobile device by September 30, 2016. 

N/A 

8 Provide the NRC mobile workforce with a loaner service that offers laptops, tablets, and 

smartphones by September 30, 2016. 

N/A 
Project Aim_Implemetnation status_020816_TG.docx 

Project Aim – February 2016 Status Update

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

Evaluate further consolidation of the regional materials program to determine whether further consolidation would be evaluation includes assessing the pros and cons of further consolidation of the regional materials program. If the evaconsolidation, the staff should provide a specific plan to the Commission, for its review and approval prior to impleme

Lead Office: NMSS 

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 Complete 

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 Complete 

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 

Feb. 2016 In Process 
Project Aim_Implemetnation status_020816_TG.docx 

Project Aim – February 2016 Status Update

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 

05/09/16 In Process 

Outcome/Metric 

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

and high level implementation plan (if consolidation is recommended) by May 9, 2016 

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 

Evaluate the corporate support functions in the regions to ensure they are appropriately resourced and identify if any through standardization or centralization of specific functions. Lead Office: OEDO 

Action/Milestones Start Date End Date Status Co

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) In Process 
Project Aim_Implemetnation status_020816_TG.docx 

Project Aim – February 2016 Status Update

Action/Milestones Start Date End Date Status Co

3 Conduct OEDO and OCFO briefings to reach 

alignment on plan 

09/14/15 10/15/ 15 Completed 

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 01/29/2016 In Process Revised proj

to a change approach 

12 Identify agencies with similar organizational 

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

02/01/2016 04/29/2016 In Process Revised proj

to a change approach 

13 Commence working group meetings with 

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

02/01/2016 05/18/2016 In Process Revised proj

to a change approach 

14 Schedule meetings with Corporate Office 

Directors to gain programmatic perspective 

02/01/2016 04/01/2016 In Process Revised proj

to a change approach 
Project Aim_Implemetnation status_020816_TG.docx 

Project Aim – February 2016 Status Update

Action/Milestones Start Date End Date Status Co

15 Develop a survey instrument, based on 

working group discussions, to gather information from Regional Division Directors, DRAs, and RAs 

04/04/2016 04/15/2016 Revised proj

to a change approach 

16 Consolidate survey feedback and provide 

results to working group 

04/18/2016 04/22/2016 Revised proj

to a change approach 

17 Meet with project AIM Steering Committee to 

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

04/19/2016 05/03/2016 Revised proj

to a change approach 

18 Finalize recommendations with working group 05/09/2016 05/18/2016 Revised proj

to a change approach 

19 Develop Informational paper documenting 

results of review/evaluation and any recommendations 

05/19/2016 05/24/2016 Revised proj

to a change approach 

20 Concurrent review of informational paper by 

RA/DRA and Corporate Office OD/DOD 

05/25/2016 06/08/2016 Revised proj

to a change approach 

21 OEDO review of informational paper 06/13/2016 06/24/2016 Revised proj

to a change approach 

22 Finalize informational paper and OEDO 

submits memorandum to SECY 

06/27/2016 06/30/2016 Revised proj

to a change approach 

Outcome/Metric Co

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. 

15. SRM-S15-0015-10-OEDO: Transitional Plan for the Merger of NRR and NRO 
Project Aim_Implemetnation status_020816_TG.docx 

Project Aim – February 2016 Status Update

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

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

Action/Milestones 

Start 

Date 

End 

Date Status Co

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 Steering Com

comments on transitional pla

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

Commission 

04/06/16 06/08/16 

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

activity 

Outcome/Metric Co

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

with minimal changes. 

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

future plans. 

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

direction. 
Project Aim_Implemetnation status_020816_TG.docx 

Project Aim – February 2016 Status Update

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

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

Action/Milestones 

Start 

Date 

End 

Date Status Co

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 In Process Finishing up s

inputs from SWdraft report. Rdue date 2/19/date unchange

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 

3 Submit project plans to the Commission via CA 

Note 

08/02/16 08/09/16 

Next Steps

Start 

Date

End 

Date Status 

4 Implement Short Term action plan 01/06/16 TBD*5 Implement Long Term action plan 08/09/16 TBD***TBD – dependent on number of immediate gaps and surpluses identified. Baseline assumption is that one team working on needs assessments of critical gaps and one team working on competencies/skills of identified overages would complete a reasonable review in 3 weeks.**TBD- dependent on number of critical positions identified. Baseline assumption, informed by the recent MC 1245 needs assessment, is nine months for each positional assessment to be conducted. Resource constraints will determine how many might occur simultaneously.
Project Aim_Implemetnation status_020816_TG.docx 

Project Aim – February 2016 Status Update

Outcome/Metric 

Short Term 

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

communicated. 

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). 

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. 

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

Needs Assessment (post-implementation outcome). 

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

Based on outcome of SRM-S15-0015-6-OCHCO, determine timeline for developing competency models for other agfunctions. Note Timeline Start: To Be Determined (SECY will adjust depending on SRM-S15-0015-6-OCHCO) Lead Office: OCHCO 

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 

TBD* TBD* 

2 Submit project plan to the Commission via CA 

Note* 

TBD* TBD* 

* SECY will adjust depending on SRM-S15-0015-6-OCHCO outcomes. 
Project Aim_Implemetnation status_020816_TG.docx 

Project Aim – February 2016 Status Update

Outcome/Metric 

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). 

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

Re-examine the concept of the need and value of establishing a separate leadership model that builds on the agency

supports agility, to include empowering employees by promoting personal responsibility and accountability along with 

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

Action/Milestones 

Start 

Date 

End 

Date Status 

1 Develop a detailed plan of action for 

demonstrating the value of a separate leadership philosophy, taking into consideration the possibility of it being an outgrowth from other offices’ recommendations or agency activities. 

June 

2016 

Aug. 

2016 

2 Review the status/outcome of other relevant 

agency activities (e.g., surveys) to determine whether or not these initiatives indicate the 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 
Project Aim_Implemetnation status_020816_TG.docx 

Project Aim – February 2016 Status Update

Action/Milestones 

Start 

Date 

End 

Date Status 

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 

Outcome/Metric 

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. 
Project Aim_Implemetnation status_020816_TG.docx 

Project Aim – February 2016 Status Update

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

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

process and make associated improvements to enhance the predictability, timeliness, and efficiency of the reviews, w

measuring the effectiveness and quality of the reviews. The review includes identifying lessons learned on how the bwas resolved. 

Lead Office: NRR 

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 

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 Initiat

progrcompbeing will be integrLIC 1updathave date. 

4 Provide BPI Project Plan In Accordance With 

Project Aim guidance. 

6/01/17 7/05/17 

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 
Project Aim_Implemetnation status_020816_TG.docx 

Project Aim – February 2016 Status Update

Outcome/Metric 

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. 

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. 

Next Steps

Start 

Date

End 

Date Status 

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