Implementation Status Update

April 2016

(Issued April 8, 2016)
Project Aim_Implemetnation status_040816_JM.docx Page 1

Project Aim – April 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 complete the action/milestone*

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

• Blank – no activity or concerns
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Project Aim – April 2016 Status Update

TBD TBD
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Project Aim – April 2016 Status Update

Overall Implementation Status

# Status Task Description Office Start Date Due Date Comments

1 Completed Overall Implementation Plan OEDO 06/08/15 08/25/15 SECY paper submitted 8/24/15

2 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 submitted 1/31/16 

Second paper by 3/18/16

6 Completed Benchmark Overhead OCFO 02/11/15 08/30/15 SECY paper submitted 8/30/15

7 Completed NRC Assessment of the Risks IT Systems OCIO 07/08/15 01/29/15 Results to be tracked internally

8 Completed Strategic Workforce Plan OCHCO 06/08/15 02/08/16 CA Note Submitted 2/8/16

9 Completed “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 paper submitted 11/09/15

11 In Process COR Process Standardization ADM 04/29/15 09/30/16 Implementation for all Offices to be 

completed by 9/30/16

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

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 05/31/16 Scope and due date change being 

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 TBD TBD Start date dependent on item 16

18 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
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Project Aim – April 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 how they will be sequenced 

and assigned. This plan should focus on implementation timeframes and metrics and ensure that it is feasible to execute each approved 

recommendation within the established schedule.

Lead Office: OEDO

Action/Milestones

Start 

Date

End

Date Status Comments

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 the Commission 

8/24/15

Next Steps

Start 

Date

End

Date Status Comments

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 Comments

1 SECY Paper and Overall implementation plan submitted on time to Commission. Completed

2 Milestones in plan are achievable
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Project Aim – April 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 Comments

1 Provide monthly status updates to the 

Commission (via Commission Assistant (CA) 

Note) and stakeholders

07/08/15 Ongoing In Process

Outcome/Metrics Comments

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 when the NRC communicates 

fee changes.

Lead Office: OCFO 

Action/Milestones

Start 

Date

End

Date Status Comments

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
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Project Aim – April 2016 Status Update

Action/Milestones

Start 

Date

End

Date Status Comments

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 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 Report developed, 

now in user acceptance testing.

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 08/15/16 In Process

9 Submit a Policy Paper to the Commission for the 

FY 2017 Fee Rule

04/01/16 08/15/16
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Project Aim – April 2016 Status Update

Next Steps

Start 

Date End Date Status Comments

10 Research automation improvements for Fee 

Rule document and supporting calculations

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

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

Outcome/Metric Comments

1 Increased transparency in Fee Rule

2 Improved understanding of fee calculations by licensees

3 Improved timeliness in communicating fee changes
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Project Aim – April 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 beginthe transition to the eventual

target for 2020.

Lead Office: OEDO

Action/Milestones

Start 

Date

End

Date Status Comments

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 to be well below the 

original target as well as the lower 

level associated with the final 

appropriation.

9 OCHCO provides status updates of FTE 

utilization projections to the Commission

N/A Quarterly In Process
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Project Aim – April 2016 Status Update

Action/Milestones

Start 

Date

End

Date Status Comments

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 Comments

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 Re-baselining

Develop a common prioritization process with a supporting add/shed procedure that integrates all work activities across the agency and includes 

external mandates. Integrated into this effort, conduct a one-time assessment that results in the Commission receiving, for its review and 

approval, a comprehensive list of activities that can be shed, de-prioritized, or performed with a less intense resource commitment. 

Lead Office: OEDO

Action/Milestones

Start 

Date

End 

Date Status Comments

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
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Project Aim – April 2016 Status Update

Action/Milestones

Start 

Date

End 

Date Status Comments

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 and the following 

milestone reflect accelerated 

schedule and plan to send two 

products to the Commission.
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Project Aim – April 2016 Status Update

Action/Milestones

Start 

Date

End 

Date Status Comments

11 Provide the Commission known changes in 

workload and longer-term efficiencies.

02/02/16 04/06/16 Completed Staff completed and sent the paper 

to the Commission on 03/18/16.

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

Outcome/Metric Comments

1 Revise the Integrated Agency Add/Shed procedure by 12/8/2015 Completed

2 Produce a comprehensive and integrated Common Prioritization list by 12/8/2015 Completed

3 Produce a Notation Vote paper with recommended actions to shed, de-prioritized, or 

performed with less intense resources by January 31, 2016

Completed

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

Benchmark Overhead

Completed

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

effective

Completed

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

including subject matter experts for the various budget Products

Completed

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

Completed

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

Completed
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Project Aim – April 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 as well as identify the 

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

reducing unnecessary agency overhead.

Lead Office: OCFO

Action/Milestones

Start 

Date

End 

Date Status Comments

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 submitted 8/30/15

Outcome/Metric Comments

1 Overhead Assessment Report by EY Completed

2 Report to House and Senate Committee on Appropriations – “Reducing Corporate 

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

Completed

3 Budget realignment proposal Completed

4 EY Cost Reduction Recommendation Template responses (OEDO) Completed

5 Information paper to Commission on results of review of cost reduction recommendations 

and budget realignment 

Completed
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Project Aim – April 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 systems in accordance with the 

Federal Information Security Management Act (FISMA). 

Lead Office: Office of the Chief Information Officer (OCIO)

Action/Milestones

Start 

Date

End 

Date Status Comments

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
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Project Aim – April 2016 Status Update

Action/Milestones

Start 

Date

End 

Date Status Comments

8 Develop an implementation plan for the

approved recommendations

11/16/15 12/31/15 Completed

Next Steps

Start 

Date

End 

Date Status Comments

1 Detailed Implementation plans were received 

for each recommendation. OEDO ticketed for 

tracking to closure. 

01/04/16 01/29/16 Completed OEDO tickets issued to track the 

implementation of the 

recommendations

Outcome/Metric Comments

1 Deliver summary FISMA Best Practice report and efficiency recommendations to 

OEDO on time

Completed

2 Approved recommendations are implemented effectively OEDO ticket will track this 

metric
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Project Aim – April 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 agency workforce and workload 

needs. Specifically, the SWP should include strategies for managing and minimizing staffing overages, skill gaps, and include the need to have

the 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 Comments

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 Completed

Outcome/Metric Comments

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
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Project Aim – April 2016 Status Update

Outcome/Metric Comments

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

gaps, surpluses and critical, at risk skills and competencies

Completed

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” solution for OCIO and ADM 

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 Comments

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
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Project Aim – April 2016 Status Update

Action/Milestones

Start 

Date

End 

Date Status Comments

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

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

Outcome/Metric Comments

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.

Completed

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.

Completed
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Project Aim – April 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 will lead to greater 

effectiveness, efficiency, and agility in accomplishing the agency's mission. 

Lead Office: OEDO

Action/Milestones

Start 

Date

End 

Date Status Comments

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 submitted 11/09/15
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Project Aim – April 2016 Status Update

Next Steps

Start 

Date End Date Status Comments

11 Implement resulting SRM See 

Comment

See 

Comment

In Process Implementation to be tracked via 

the OEDO ticket system.

Outcome/Metric Comments

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.

Metric tracked as part of the ticket 

listed in Item #11
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Project Aim – April 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 processes, and improve quality and 

process time. 

Lead office: ADM

Action/Milestones

Start 

Date

End 

Date Status Comments

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 Comments

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
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Project Aim – April 2016 Status Update

Next Steps

Start 

Date

End 

Date Status Comments

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 In Process

13 Conduct Familiarization Sessions on Updated 

Documents/Responsibilities (ADM/OCFO)

10/01/15 04/01/16 Completed

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
Project Aim_Implemetnation status_040816_JM.docx Page 22

Project Aim – April 2016 Status Update

Next Steps

Start 

Date

End 

Date Status Comments

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

Outcome/Metric Comments

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 Comments

1 Decommission the BlackBerry environment 09/30/15 05/02/16 In Process

2 Support agency-funded smartphones and tablets 10/01/15 05/02/16 In Process

3 Extend mobility functionality (provide network file 

access, SharePoint file access, and intranet 

access)

12/01/15 06/30/16 In Process

4 Launch the Mobility Governance Group 10/01/15 09/08/16 In Process
Project Aim_Implemetnation status_040816_JM.docx Page 23

Project Aim – April 2016 Status Update

Action/Milestones

Start 

Date

End 

Date Status Comments

5 Support licensing Management and App 

deployment to mobile device (Commercial apps 

only): Enterprise apps and Office-funded 

(specific) apps

02/01/16 3/31/16 Completed

Outcome/Metric Comments

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.

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.

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

NRC mobile workforce by March 31, 2016.

Completed
Project Aim_Implemetnation status_040816_JM.docx Page 24

Project Aim – April 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 more efficient. The 

evaluation includes assessing the pros and cons of further consolidation of the regional materials program. If the evaluation recommends further 

consolidation, the staff should provide a specific plan to the Commission, for its review and approval prior to implementation of any consolidation.

Lead Office: NMSS

Action/Milestones

Start 

Date End Date Status Comments

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 Date has changed from Feb. 2016 

to Mar. 2016 to allow for the 

finalization of rating of options and 

identification of specific 

recommendations. End date 

unaffected.
Project Aim_Implemetnation status_040816_JM.docx Page 25

Project Aim – April 2016 Status Update

Action/Milestones

Start 

Date End Date Status Comments

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 Comments

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 savings can be reached 

through standardization or centralization of specific functions.

Lead Office: OEDO

Action/Milestones Start Date End Date Status Comments

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

3 Conduct OEDO and OCFO briefings to reach 

alignment on plan

09/14/15 10/15/15 Completed
Project Aim_Implemetnation status_040816_JM.docx Page 26

Project Aim – April 2016 Status Update

Action/Milestones Start Date End Date Status Comments

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 In Process

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 In Process
Project Aim_Implemetnation status_040816_JM.docx Page 27

Project Aim – April 2016 Status Update

Action/Milestones Start Date End Date Status Comments

17 Meet with Project Aim Steering Committee to 

report on progress and milestones. Respond 

to any inquiries/questions.

04/19/16 04/22/16

18 Finalize recommendations with working group

and develop SECY informational paper

04/25/16 04/29/16

19 Concurrent review of informational paper by 

RA/DRA and Corporate Office OD/DOD

05/01/16 05/11/16

20 OEDO review of notation vote paper 05/12/16 05/25/16

21 Finalize notation vote paper and submit to 

SECY

05/26/16 05/31/16

Outcome/Metric Comments

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

Develop a transitional plan that describes the approach to conduct a merger of NRO and NRR that takes into account the need to avoid any 

detrimental impact to the ongoing and projected work of each organization. 

Lead Office: OEDO

Action/Milestones

Start 

Date

End 

Date Status Comments

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 Project team presented outline of 

SECY paper to the Steering 

Committee. 
Project Aim_Implemetnation status_040816_JM.docx Page 28

Project Aim – April 2016 Status Update

Action/Milestones

Start 

Date

End 

Date Status Comments

3 Finalize and issue SECY Paper (Vote) to the 

Commission 

04/06/16 06/08/16 In Process

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

activity

Outcome/Metric Comments

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.

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 safety-related positions 

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 Comments

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 Workforce Plan 

(SWP) implementation team has 

taken on this work as part of the 

SWP implementation

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
Project Aim_Implemetnation status_040816_JM.docx Page 29

Project Aim – April 2016 Status Update

Action/Milestones

Start 

Date

End 

Date Status Comments

3 Submit project plans to the Commission via CA 

Note

08/02/16 08/09/16

Next Steps

Start 

Date

End

Date Status Comments

4 Implement Short Term action plan 01/06/16 2/8/16 Completed See Item #1 comments

5 Implement Long Term action plan 08/09/16 TBD** End date dependent on the 

outcome of Item #2

**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.

Outcome/Metric Comments

Short Term

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

communicated.

n/a (see milestone 1 

comments)

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 (see milestone 1 

comments)

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).
Project Aim_Implemetnation status_040816_JM.docx Page 30

Project Aim – April 2016 Status Update

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 agency occupations and 

functions. 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 Comments

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.

Outcome/Metric Comments

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_Implemetnation status_040816_JM.docx Page 31

Project Aim – April 2016 Status Update

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’s existing culture and 

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

innovation, and informed risk-taking in all of our activities.

Lead Office: OCHCO

Action/Milestones

Start 

Date

End 

Date Status Comments

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 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
Project Aim_Implemetnation status_040816_JM.docx Page 32

Project Aim – April 2016 Status Update

Action/Milestones

Start 

Date

End 

Date Status Comments

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 Comments

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_040816_JM.docx Page 33

Project Aim – April 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 operating reactor licensing 

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

measuring the effectiveness and quality of the reviews. The review includes identifying lessons learned on how the backlog originated and how it 

was resolved.

Lead Office: NRR

Action/Milestones

Start 

Date

End 

Date Status Comments

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 Initiative groups are all 

progressing toward 

completion. No issues 

have been identified to 

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_040816_JM.docx Page 34

Project Aim – April 2016 Status Update

Next Steps

Start 

Date

End 

Date Status Comments

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

Outcome/Metric Comments

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.