Information 

Technology/

Information 

Management

Strategic Plan

Fiscal Years 2012–2016
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Information Technology/Information Management Strategic Plan Fiscal Years 2012—2016 1

Message from the Chief Information Officer

I am pleased to issue the U.S. Nuclear Regulatory Commission’s (NRC’s) 

Information Technology/Information Management ((IT/IM) Strategic Plan for fiscal 

years 2012–2016. The mission of the NRC’s IT/IM program is to—

Manage information and employ information technology to enhance 

information access and strengthen agency performance.

By accomplishing the IT/IM mission, we will support the NRC mission to— 

License and regulate the Nation’s civilian use of byproduct, source, and 

special nuclear materials in order to protect public health and safety, promote 

the common defense and security, and protect the environment.

The six outcome goals we have chosen, together with their associated measures 

and strategies, provide the foundation for directing and assessing the performance 

of the NRC’s IT/IM program over the next 5 years. The plan covers all of the 

NRC’s IT/IM resources agencywide, including our networks, computers, and telecommunications devices; our 

information and records management; our cyber security operations; and all of our applications, ranging from 

mission-essential systems, such as those supporting licensing and emergency response, to systems required for 

support functions such as payroll, personnel, and accounting.

This new edition of the NRC’s IT/IM Strategic Plan fully supports the Office of Management and Budget’s 25point 

plan to reform Federal IT, especially in improving IT governance and IT program management. These two areas 

are critical to ensure that IT investments are properly aligned with agency priorities and provide value, capitalizing 

on cost-reduction opportunities and mitigating IT risk. 

The most important goal of the NRC’s IT/IM program is effective information access—enabling both the NRC staff 

and the public to quickly and easily obtain the information they need. This goal reflects the NRC’s commitment 

to openness and is essential for effective agency operations. The remaining IT/IM goals, covering IT business 

solutions, IT infrastructure, information and IT security, IT/IM service delivery, and IT/IM skills, all, in one way 

or another, support the primary goal of effective information access and, in addition, help strengthen agency 

performance.

The environmental assessment that preceded the development of this plan highlighted the progress the agency 

has made in such areas as mobile computing, Web-based applications, and IT security, but it also emphasized 

the challenges we face over the next 5 years with tighter budgets, rapidly changing security threats, and an 

ever-increasing reliance on technology to accomplish our mission. The assessment also identified some key 

opportunities, such as system modernization, further improvements in mobile computing, and more effective use of 

social media and advanced Web technologies, that can help us achieve our goals.

I want to emphasize the importance of performance measurement and accountability in accomplishing the goals 

of this plan. This strategic plan is not a document to lay aside on the shelf. It is a starting point for our staff to 

collaboratively set targets, plan the best way to achieve them, and monitor results. In keeping with the Government 

Performance and Results Modernization Act of 2010, I have committed to conducting quarterly reviews to monitor 

progress on our goals and strategies, making course corrections as needed. The NRC will report performance for 

the key IT/IM measures in this plan to Congress, beginning with the results for fiscal year 2013.

These are exciting and challenging times, as we face continued budget constraints and strive to “do more with 

less” across the Government. However, we have major opportunities to enhance the business of Government 

and develop a more open and transparent Government through technology. I greatly appreciate the suggestions 

and comments received from the participants in the IT/IM strategic planning process, and I rely on continued 

partnership with my fellow executives, managers, and staff across the agency to face these challenges and make 

the necessary improvements a reality.

Darren B. Ash
2 United States Nuclear Regulatory Commission
Information Technology/Information Management Strategic Plan Fiscal Years 2012—2016 3

Contents

Introduction. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4

IT/IM Mission, Vision, and Strategic Goals. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5

Strategies, Measures, and Key Activities for Each Goal. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5

Goal 1—Effective Information Access. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6

Goal 2—Effective IT Business Solutions. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8

Goal 3—Effective IT Infrastructure. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10

Goal 4—Secure Information and Information Technology. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12

Goal 5—Service Delivery Excellence. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14

Goal 6—Effective IT/IM Skills. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16

APPENDIX A Relationship to the U.S. Nuclear Regulatory Commission Strategic Plan. . . . . . . . 17

APPENDIX B Planning Approach. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20

APPENDIX C Information Technology Business Solutions. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22

APPENDIX D Acronyms. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23
4 United States Nuclear Regulatory Commission

Introduction

The U.S. Nuclear Regulatory Commission’s (NRC’s) Information Technology/Information Management (IT/IM) 

Strategic Plan, Fiscal Years 2012–2016, was prepared under the requirements of the Paperwork Reduction Act and 

the Clinger-Cohen Act of 1996. This document serves as the NRC’s strategic information resources management 

plan in accordance with Section 3506(b)(2) of the Paperwork Reduction Act.

The NRC used the logic model1 approach to establish its IT/IM goals and strategies and align them with the 

broader NRC Strategic Plan. Appendix A provides more information on this alignment. 

The planning process emphasized the following:

•	 beginning with leadership’s determination of the underlying outcomes and results expected of IT/IM programs 

and activities

•	 facilitating a series of stakeholder sessions on the changes required to meet each strategic goal

•	 using stakeholder input and broader Federal IT priorities to establish strategies for change

•	 including performance measures at the goal and strategy levels to ensure results-driven planning

•	 connecting resources, budgets, and employees with goals and strategies in a structured manner

•	 providing common definitions and language to assist managers and employees in understanding the 

connection between their activities and the plan’s goals and strategies

Appendix B provides more information on the planning process.

The next sections discuss the following:

•	 the NRC IT/IM mission, which describes the overall purpose of the IT/IM program

•	 the IT/IM vision, which describes the desired result of all goals and strategies

•	 the six goals with their respective outcome measures, the strategies describing the changes needed to achieve 

each goal, and key activities to implement the strategies

1 W.K. Kellogg Foundation/Mosaica, “Using the Logic Model for Program Planning,” 

http://www.lri.lsc.gov/pdf/other/TIG_Conf._Materials/EMcKay_Logic_Model_Intro_LSC.pdf (accessed April 18, 2011).
Information Technology/Information Management Strategic Plan Fiscal Years 2012—2016 5

IT/IM Mission, Vision, and Strategic Goals

Mission

Manage information and employ information technology to enhance information access and strengthen agency 

performance.

Vision

Getting the right information to the right people at the right time.

Strategic Goals

Goal 1—Effective Information Access

NRC staff and stakeholders can quickly and easily access the information they need.

Goal 2—Effective IT Business Solutions

The NRC’s IT business solutions are easy to use, are cost effective, and strengthen agency performance.

Goal 3—Effective IT Infrastructure

The NRC’s IT infrastructure is available, cost effective, and responsive to agency business needs.

Goal 4—Secure Information and Information Technology

The NRC’s information and information technology are protected against threats to their integrity, confidentiality, 

and availability.

Goal 5—Service Delivery Excellence

IT/IM services are readily accessible and effectively delivered to enhance individual and organizational 

performance.

Goal 6—Effective IT/IM Skills

The NRC workforce has the skills to effectively manage, deliver, and use IT/IM capabilities.

Strategies, Measures, and Key Activities for Each Goal 

The following pages lay out the strategies, measures, and key activities for each strategic goal. Each year during 

the budget process, the NRC will allocate resources for implementing the activities and set the performance targets 

for each measure. A subset of the measures will be included in the NRC’s annual budget transmitted to Congress.
6 United States Nuclear Regulatory Commission

Goal 1—Effective Information Access 

NRC staff and stakeholders can quickly and easily access the information 

they need.

Strategies Strategy Measures

1. Improve search 

capabilities.

•	 Public’s score for search effectiveness based on a question from the American 

Customer Satisfaction Index (ACSI) survey for Federal Web sites 

•	 Staff’s score for search effectiveness based on a question from the IT/IM Employee 

Survey

•	 Percent of identified content sources searchable—

 with a single search engine

 through the Agencywide Documents Access and Management System 

(ADAMS) catalog

2. Increase 

transparency.

•	 Number of timeliness targets met for key information dissemination channels 

•	 Public’s score for transparency on the ACSI

3. Improve internal 

information 

discovery and 

usability.

•	 Score on a standardized set of questions administered to a representative sample 

of employees measuring their ability to navigate to and use the most commonly 

accessed NRC content, services, and applications

•	 Staff’s score for the effectiveness of the Intranet in helping them obtain and use the 

information they need to do their jobs

4. Increase efficiency 

and effectiveness 

of content 

dissemination 

technology.

•	 Number of publishing platforms and user interfaces for NRC public documents

5. Improve the 

completeness 

and accuracy of 

NRC records and 

information.

•	 Number of records classes with retention schedules that are automatically 

populated in ADAMS Records Manager when an eligible document is declared 

an official agency record as part of a business process

6. Efficiently provide 

ongoing information 

services for staff and 

the public.

•	 Percent of service-level targets met
Information Technology/Information Management Strategic Plan Fiscal Years 2012—2016 7

Outcome Measures

•	 Public’s Score for Information Access: NRC score on the annual ACSI for Federal Web sites

•	 Staff’s Score for Information Access: Average score on the Federal Employee Viewpoint Survey or 

IT/IM Employee Survey for employees’ ability to find and obtain the information they need to do their jobs

Key Activities

•	 Implement an internal enterprise search to encompass most information in a single search.

•	 Implement an internal catalog-based search to improve the relevance of search results.

•	 Employ new Web-based technologies to strengthen user engagement at the public Web site. 

•	 Maintain timely dissemination of key public information, such as public documents and public meeting notices.

•	 Publish datasets of high value to the public.

•	 Employ new technologies and best practices to improve public-facing information services.

•	 Provide an internal user interface that improves the staff’s ability to find NRC content, services, and applications.

•	 Develop and execute a plan to improve the management and utility of the agency’s intranet and internal 

collaboration tools.

•	 Implement a single publishing platform for NRC content in the Digital Document Management System, the 

Electronic Hearing Docket (EHD) and the Publicly Available Records System (PARS).

•	 Implement a single public Web user interface to facilitate access to documents in PARS and EHD.

•	 Implement a content management system to improve the efficiency of content publication on the agency’s public 

Web site.

•	 Modernize records and information management (RIM) processes to make information capture and 

categorization more complete and transparent. 

•	 Develop new file plans, records categorization, and retention schedules for use in records capture.

•	 Improve the staff’s knowledge of RIM related to NRC work products. 

•	 Incorporate RIM policies in the NRC’s capital planning and investment control process and in the agency’s IT 

project management methodology (PMM).

•	 Deliver basic information services.

•	 Respond to Federal mandates related to information management. 

•	 Maintain vendor support for content management systems such as ADAMS and NRC Web sites.

•	 Seek efficiencies in information service operations and make improvements.
8 United States Nuclear Regulatory Commission

Goal 2—Effective IT Business Solutions

The NRC’s IT business solutions1 are easy to use, are cost effective, and 

strengthen agency performance.

Strategies Strategy Measures

1. Strengthen 

enterprisewide 

planning and 

standards.

•	 Percent of IT investments approved through the agency’s IT capital planning and 

investment control process that conform to agency’s investment planning and 

submittal requirements

2. Strengthen planning 

for NRC business 

area processes and 

their supporting IT.

•	 Percent of IT projects that are part of an approved business area plan

3. Strengthen project 

selection, execution, 

and control.

•	 Governance effectiveness score based on a survey of the participants

•	 Average postimplementation evaluation score for completed projects

4. Efficiently provide 

ongoing IT business 

solution services.

•	 Percent of service-level targets met

1 See Appendix C
Information Technology/Information Management Strategic Plan Fiscal Years 2012—2016 9

Outcome Measures

•	 IT Investment Management Score: Average score on a scale of 1 to 10 for NRC IT investments 

reported to the Office of Management and Budget

•	 Staff’s Score for IT Business Solutions: Average score for two questions on the Federal Employee 

Viewpoint Survey or IT/IM Employee Survey regarding the effectiveness of IT business solutions

Key Activities

•	 Update IT system inventory information and improve information quality.

•	 Provide IT architecture requirements and guidance.

•	 Annually update the agency enterprise architecture transition plan.

•	 Provide enterprisewide IT contracts that facilitate acquisition of IT resources that conform to agency standards, 

architecture, and guidance.

•	 Establish a governance framework for IT business area planning.

•	 Assess the current planning state of each NRC business area and establish baseline metrics that can be used for 

measuring and influencing improvements.

•	 Develop business area plans that include a sequence of IT projects to be submitted to the agency’s IT capital 

planning process. 

•	 Standardize agencywide processes and associated IT solutions for support functions such as financial 

management, human resources management, and administrative services.

•	 Partner with procurement officials to ensure that IT purchases conform to agency policies and standards.

•	 Revise the NRC’s investment management measure criteria to motivate improvements in key areas.

•	 Complete postimplementation evaluations for each project within 1 year from the start of production operations.

•	 Institutionalize and communicate lessons learned from postimplementation reviews.

•	 Deliver basic IT applications infrastructure services, such as database administration services and enterprise 

contracts for systems development and maintenance.

•	 Respond to Federal mandates related to the applications infrastructure and IT investment governance.

•	 Maintain vendor support for IT applications infrastructure hardware, software, and operating systems. 

•	 Seek efficiencies in IT business solution service operations and make improvements.
10 United States Nuclear Regulatory Commission

Goal 3—Effective IT Infrastructure

The NRC’s IT infrastructure is available, cost effective, and responsive to agency 

business needs.

Strategies Strategy Measures

1. Expand tools 

and services for 

“working from 

anywhere.” 

•	 Staff’s score for availability of the IT tools and support services needed to work 

effectively, regardless of physical location

•	 Percent of NRC staff whose office-defined mobile device requirements are met 

•	 Increase in the number of user-identified high-priority functions made available for 

access on mobile devices

2. Expand tools 

and services for 

“working with 

anyone.”

•	 Staff’s score for the availability of IT tools and support services needed to meet and 

collaborate effectively both internally and with external stakeholders

•	 Increase in the annual number of virtual public meetings held, including both Web 

streaming and Web conferencing

3. Streamline the signon process.•	 Percent of NRC-controlled systems requiring access controls that use the NRC LAN 

account or NRC Personal Identity Verification (PIV) card as the means to control 

user access

4. Strengthen 

business continuity 

capabilities.

•	 Number of high-priority applications that have been successfully tested for their 

ability to perform the required functions after a disruptive event

5. Efficiently 

provide ongoing 

infrastructure 

services.

•	 Percent of service-level targets met

•	 Percent of identified infrastructure components that are supported by the current 

vendor
Information Technology/Information Management Strategic Plan Fiscal Years 2012—2016 11

Outcome Measures

•	 Availability: Availability of key network services 

•	 Staff’s Score for IT Infrastructure: Average score on the Federal Employee Viewpoint Survey or IT/IM 

Employee Survey regarding whether the agency provides the IT infrastructure the staff needs to work effectively

Key Activities

•	 Develop and implement an agencywide mobile computing strategy, including devices (Government-supplied 

and personal), infrastructure, applications, and security. 

•	 Expand mobile and remote access to agency applications. 

•	 Implement a communications plan to encourage application sponsors to make their applications useful on 

portable devices using enterprise contracts and standards. 

•	 Enhance mobile device capabilities and support to the staff.

•	 Expand awareness of virtual meeting capabilities.

•	 Expand NRC’s official presence on social media based on business value. 

•	 Expand capabilities and support to facilitate information sharing, collaborative development of work products, 

and use of collaboration Web sites, both internally and with external stakeholders.

•	 Provide and support an agencywide sign-on infrastructure so that new and existing applications will not need a 

separate user identification and password and can accept an NRC badge (PIV card) for access.

•	 Implement policies to ensure that new systems or major enhancements use the agency’s sign-on infrastructure.

•	 Validate the list of high-priority applications. 

•	 Test and strengthen contingency plans. 

•	 Support the agency disaster recovery program by identifying and meeting requirements related to high-priority 

applications.

•	 Deliver basic infrastructure services.

•	 Respond to Federal mandates related to the IT infrastructure.

•	 Maintain vendor support for infrastructure hardware, software, and operating systems. 

•	 Extend all relevant infrastructure services to the NRC’s new building and make infrastructure changes necessary 

to consolidate existing offices.

•	 Provide information to help program managers (PMs) and the Information Technology Business Council better 

estimate infrastructure costs. 

•	 Seek efficiencies in IT infrastructure service operations and make improvements.
12 United States Nuclear Regulatory Commission

Goal 4—Secure Information and Information Technology

The NRC’s information and information technology are protected against threats 

to their integrity, confidentiality, and availability.

Strategies Strategy Measures

1. Implement 

information security 

policies that balance 

security risk with 

operational mission 

needs.

•	 Percent of operational technologies for which a risk-informed configuration standard 

has been issued according to the configuration standard development plan

•	 Percent of policy updates for which either a revision or a plan for updating the 

policy is issued within agreed-upon timeframe

2. Reduce information 

security risks 

resulting from 

human actions.

•	 Percent of network users who were susceptible to simulated malware e-mails

•	 Percent reduction in the number of information security infractions, both cyber and 

nonelectronic

3. Reduce IT system 

security risks.

•	 Percent of IT projects and operational systems that have a current authority to 

operate from the designated approving authority

•	 Percent of operational applications and general support systems that met the NRC’s 

annual risk management activities requirements in accordance with guidance from 

the Chief Information Officer

4. Reduce operational 

cyber security risks.

•	 Reduction in the number of repeat findings in network penetration testing

•	 Percent of controls implemented according to the agency’s Consensus Audit 

Guideline Plan
Information Technology/Information Management Strategic Plan Fiscal Years 2012—2016 13

Outcome Measures

•	 Security Incidents: Number of IT security incidents reported to the Department of Homeland Security that 

significantly affect the NRC’s access to information or IT services.

•	 Cyber Security Program Effectiveness: Rating of the NRC’s cyber security program effectiveness 

based on the Inspector General’s annual Federal Information Security Management Act audit.

Key Activities

•	 Implement the Federal Government’s controlled unclassified information program.

•	 Review and update the NRC information security policy, standards, guidelines, training, and contract language, 

as needed, to reflect Federal information security and NRC operational mission requirements.

•	 Partner with procurement officials to incorporate current information security requirements in NRC IT contracts.

•	 Coordinate and communicate information security policy changes with affected NRC organizations.

•	 Determine exceptions to cyber security policies by weighing risks versus business needs.

•	 Provide information security awareness training and role-based training that address the current threat 

environment. 

•	 Conduct social engineering tests and provide real-time security training to affected employees.

•	 Monitor information security infraction and incident trends and take actions to address issues.

•	 Automate and maintain a system authorization process to help reduce cost and complexity.

•	 Automate and maintain the Plan of Actions and Milestones (POA&M) process to effectively manage remediation 

of system-level vulnerabilities.

•	 Develop an enterprise risk management plan in accordance with National Institute of Standards and Technology 

Special Publication 800 39, “Managing Information Security Risk.”

•	 Develop and maintain a plan for identifying and monitoring common controls agencywide.

•	 Streamline the agency’s continuous monitoring process to minimize manual reviews.

•	 Conduct independent penetration testing.

•	 Mitigate risks identified in POA&Ms of IT infrastructure systems. 

•	 Implement the critical controls from the Federally accepted consensus audit guidelines.

•	 Provide a centralized repository of information for cyber security incident management.

•	 Identify and implement better tools and processes to detect, mitigate, and contain damage from cyber security 

incidents.

•	 Assess requirements and fill IT security capability gaps to support endpoint situational awareness.

•	 Implement a secure means of communicating sensitive information with key external stakeholders.
14 United States Nuclear Regulatory Commission

Goal 5—Service Delivery Excellence

IT/IM services are readily accessible and effectively delivered to enhance 

individual and organizational performance.

Strategies Strategy Measures

1. Adjust IT/IM services 

and service levels 

based on customer 

feedback and 

resource constraints.

•	 Number of service areas with at least one service level established

2. Improve the service 

request and service 

delivery process.

•	 Number of requests that come through the new service delivery channel framework

3. Improve efficiency of 

service delivery.

•	 Cost of identified IT/IM services

4. Increase awareness 

and enhance 

communication of IT/

IM services.

•	 Staff’s score for IT/IM communications based on a question on the IT/IM Employee 

Survey
Information Technology/Information Management Strategic Plan Fiscal Years 2012—2016 15

Outcome Measures

•	 Service-Level Targets Met: Percent of service-level targets met

•	 Staff’s Score for IT/IM Services: Average score on the Federal Employee Viewpoint Survey or 

IT/IM Employee Survey regarding whether the agency provides the IT/IM support services the staff needs to 

work effectively

Key Activities

•	 Complete gap analysis for IT/IM services and service levels and make necessary adjustments.

•	 Identify and address needs of offices without dedicated IT staff.

•	 Periodically review performance with customers and make adjustments to the services, service levels, or service 

level agreements, as appropriate.

•	 Adjust services and service levels in response to resource constraints.

•	 Design a conceptual IT/IM service delivery channel framework.

•	 Implement a detailed IT/IM service delivery channel operational architecture.

•	 Develop a project services workload management framework.

•	 Establish the baseline cost of identified IT/IM services.

•	 Develop cost-analysis framework and approach for IT/IM services and pilot the selected approach on two 

services.

•	 Compare cost data for the first two services against industry and government benchmarks.

•	 Repeat the process for the rest of the identified IT/IM services.

•	 Sustain the IT/IM services cost model and link to IT/IM priority workload management and governance.

•	 Foster a partnering and collaborative environment for service providers across the Office of Information Services 

organization.

•	 Develop and use a consistent strategic framework for IT/IM communications.

•	 Measure and publish performance against validated service levels or service level agreements.

•	 Implement independent recommendations for enhanced IT/IM communications.

•	 Update and execute communications plans for IT/IM services.
16 United States Nuclear Regulatory Commission

Goal 6—Effective IT/IM Skills

The NRC workforce has the skills to effectively manage, deliver, and use IT/IM 

capabilities.

Outcome Measure

•	 IT/IM Competency: Average supervisor evaluation of staff competency in selected IT/IM skill areas.

Strategies Strategy Measures Key Activities

1. Institute competencybased training and 

qualification for key 

IT/IM roles.

•	 Percent of employees 

in identified roles 

that have completed 

their qualifications 

programs

•	 Establish a governance structure to oversee training 

for IT/IM professionals and identify high priority roles, 

such as IT PMs and information system 

security officers.

•	 Develop and implement a qualifications program for 

each role.

2. Improve employee 

training for new IT 

capabilities.

•	 Training evaluation 

scores for new IT 

capabilities

•	 In partnership with NRC Human Resource (HR) staff, 

review and update the PMM and the criteria used in 

project control reviews to improve the planning and 

development of training associated with major new 

IT capabilities.

•	 In partnership with HR, periodically communicate the 

agency’s IT training guidance and best practices to 

IT PMs.

3. Improve recruitment 

of IT/IM talent.

•	 Number of staff 

recruited and selected 

from recruitment events 

attended

•	 Participate in internal and external events for targeted 

recruitment.

•	 Recruit participants for the Student Career Experience 

Program from IT job shadow day.
Information Technology/Information Management Strategic Plan Fiscal Years 2012—2016 17

APPENDIX A

Relationship to the U.S. Nuclear Regulatory Commission Strategic Plan

This appendix shows the relationship between specific strategies, means, and activities for the goals and 

organizational excellence objectives in the U.S. Nuclear Regulatory Commission’s (NRC’s) Strategic Plan for fiscal 

years (FYs) 2008–2013 and the six information technology/information management (IT/IM) strategic goals.

The U.S. Nuclear Regulatory Commission Strategic Plan

Mission

License and regulate the Nation’s civilian use of byproduct, source, and special nuclear materials to ensure 

adequate protection of public health and safety, promote the common defense and security, and protect 

the environment.

Strategic Goals 

Safety: Ensure adequate protection of public health and safety and the environment. 

Security: Ensure adequate protection in the secure use and management of radioactive materials.

Strategic Outcomes

Safety:

•	 Prevent the occurrence of any nuclear reactor accidents. 

•	 Prevent the occurrence of any inadvertent criticality events.

•	 Prevent the occurrence of any acute radiation exposures resulting in fatalities. 

•	 Prevent the occurrence of any releases of radioactive materials that result in significant radiation exposures. 

•	 Prevent the occurrence of any releases of radioactive materials that cause significant adverse environmental 

impacts.

Security:

•	 Prevent any instances where licensed radioactive materials are used domestically in a manner hostile to the 

United States.

Organizational Excellence Objectives

Openness: The NRC appropriately informs and involves stakeholders in the regulatory process.

Effectiveness: NRC actions are of high quality, efficient, timely, and realistic, to enable the safe and beneficial uses 

of radioactive materials.

Operational Excellence: NRC operations use effective business methods and solutions to achieve excellence in 

accomplishing the agency’s mission.

(The full text of the plan may be found at: http://www.nrc.gov/reading-rm/doc-collections/nuregs/staff/sr1614/

v4/index.html) 
18 United States Nuclear Regulatory Commission

Linkage to NRC Strategic Plan

The numeric entries under each IT/IM goal indicate an associated IT/IM strategy that supports the corresponding 

element of the NRC Strategic Plan.

Goals and Selected Strategies, Means, and 

Activities in the NRC FY 2008–2013 Strategic 

Plan

IT/IM Goals with Relevant Strategies

Information 

Access

IT Business 

Solutions

IT InfrastructureSecure 

Info and IT

Service 

Delivery 

Excellence

IT/IM 

Skills

SAFETY GOAL

Continue to oversee the safe operation 

of existing plants while preparing for and 

managing the review of applications for new 

power reactors. (Strategy 2)

1, 2, 5, 6 3, 4 5

Effectively respond to events at NRC-licensed 

facilities and other events of national interest, 

including maintaining and enhancing the NRC’s 

critical incident response and communication 

capabilities. (Strategy 9)

5 1, 5

SECURITY GOAL

Use relevant intelligence information and security 

assessments to maintain realistic and effective 

security requirements and mitigation measures. 

(Strategy 1) 

1, 4

Control the handling and storage of sensitive 

security information and the communication of 

information to licensees and Federal, State, and 

local partners. (Strategy 4) 

2, 3

Enhance the programs for control of the security 

of radioactive sources and strategic special 

nuclear material commensurate with their risk, 

including enhancements required by the Energy 

Policy Act of 2005. (Strategy 7)

3 3

Collaborate with the U.S. Department of 

Energy, U.S. Department of Homeland Security, 

and other agencies and State governments 

to develop and implement a national registry 

of radioactive sources. Improve the controls 

on high-risk radioactive materials, including 

enhancements required by the Energy Policy Act 

of 2005 and recommended by the Task Force 

on Radiation Source Protection and Security, 

to prevent their harmful use. (Means supporting 

Strategies 1, 4, 6, and 7) 

3 3

Identify and develop key information technology 

investments, including secure electronic 

document and records management capabilities, 

that will enhance the storage, handling, and 

communication of sensitive security information 

both within and external to the agency. (Means 

supporting Strategy 4)

3 3
Information Technology/Information Management Strategic Plan Fiscal Years 2012—2016 19

Goals and Selected Strategies, Means, and 

Activities in the NRC FY 2008–2013 Strategic 

Plan

IT/IM Goals with Relevant Strategies

Information 

Access

IT Business 

Solutions

IT InfrastructureSecure 

Info and IT

Service 

Delivery 

Excellence

IT/IM 

Skills

OPENNESS (Organizational Excellence Objective)

Enhance the awareness of the NRC’s 

independent role in protecting public health 

and safety, the environment, and the common 

defense and security. (Strategy 1)

3, 4, 5, 6

Provide accurate and timely information to the 

public about NRC’s mission, regulatory activities, 

and performance and about the uses of, and risks 

associated with, radioactive materials. (Strategy 2)

3, 4, 5, 6 5

Provide for fair, timely, and meaningful stakeholder 

involvement in NRC decisionmaking without 

disclosing classified, safeguards, proprietary, and 

sensitive unclassified information. (Strategy 3)

3, 4, 5, 6 2, 3

EFFECTIVENESS (Organizational Excellence Objective)

Continue to improve the NRC’s regulatory and 

communication programs. (Strategy 7)

2, 3

Achieve efficiencies in the licensing process 

that enable the safe and secure use of nuclear 

material. (Strategy 8)

2, 3

OPERATIONAL EXCELLENCE (Organizational Excellence Objective)

Improve support services to make them more 

efficient and make it easier to accomplish 

agency goals. (Strategy 3)

1, 2, 3, 4

Manage information and employ information 

technology to improve the productivity, 

effectiveness, and efficiency of agency 

programs and enhance the availability and 

usefulness of information to all users inside and 

outside the agency. (Strategy 4)

All All All All All All

Use innovative strategies to recruit, develop, and 

retain a high-quality, diverse workforce. 

(Strategy 5)

1, 2

Sustain a learning environment that provides 

continuing improvement in performance through 

knowledge management, performance feedback, 

training, coaching, and mentoring. (Strategy 7)

1, 2

Provide accurate, timely, and useful financial 

information to agency managers for effective 

decisionmaking. (Strategy 9)

2, 3
20 United States Nuclear Regulatory Commission

APPENDIX B

Planning Approach

To develop this plan, the U.S. Nuclear Regulatory Commission (NRC) used a proven methodology, based on the 

logic model, that resulted in measurable goals and strategies intended to drive performance improvement over the 

next several years. 

The pyramid in Figure 1 depicts the outcomes of the planning process in the top half and the relationship to other 

plans in the bottom half. 

Figure 1

Planning pyramid

To begin the information technology/information management (IT/IM) strategic planning process, the NRC’s Chief 

Information Officer (CIO), together with other IT/IM senior executives, agreed upon the IT/IM program mission 

(based on language adopted from the NRC Strategic Plan), vision, and six measurable goals. These measurable 

outcomes were designed to provide 3- to 5 year indicators of success for all IT/IM employees and internal and 

external users of NRC information. 

The six goals established by the IT/IM senior leadership were then used individually as the desired result for a 

series of strategic environmental assessments. These sessions, each with a specifically chosen group of NRC IT/

IM internal stakeholders, used the goals to drive a structured, facilitated process to derive a comprehensive list of 

internal and external issues, in both present and expected future operating environments. 

The results of the environmental assessment were used as input for the development of strategies, strategy 

measures, and key activities. Strategies are defined as changes the agency must make to accomplish the goals. 

Strategy measures monitor the progress made on the strategies and serve as leading performance indicators for 

the goal measures. Key activities are the projects or initiatives the agency will undertake to implement 

each strategy.

As shown in the bottom half of the pyramid, the agreed-upon activities will be used to drive the agency’s IT/IM 

Roadmap (a more tactical plan for setting technology direction), the IT/IM budget, and the annual operating plans 

for the major IT/IM organizations.

The NRC IT/IM Strategic Plan was developed in close conjunction with the new Governmentwide plan to 

reform Federal IT management. This plan and related Governmentwide guidance underscore the governance 

and management concerns that are an issue for both NRC and all Federal technology investments. Congress, 

the Government Accountability Office, and the Office of Management and Budget have repeatedly pointed 

to IT investments that often cost more, take longer, and deliver less than promised. With a large portion of 

Federal discretionary funding invested in IT and IM, the Federal CIO has made a 25 point, 18 month plan a 

Governmentwide priority.
Information Technology/Information Management Strategic Plan Fiscal Years 2012—2016 21

This strategic plan follows the Federal CIO’s guidance by achieving the following:

•	 The Information Technology Business Council has been strengthened, as have the use of enhanced data 

and increased early transparency into poorly performing projects. Stronger agencywide IT governance will 

focus on rapid course correction and timely decisions to change scope before poorly performing investments 

consume additional resources.

•	 The use of cloud computing will be increased to improve the return on IT investments and decrease the total 

cost of ownership. New software solutions will favor software as a service model that requires no additional 

NRC footprint. 

•	 Strengthened governance and funding models will ensure centralized planning, lower cost per user, and 

leveraging of expertise from the Office of Information Services and the CIO in all agency IT acquisitions and 

IM investments. 

•	 Stronger performance measures will be developed and used to accurately gauge IT performance, and the 

performance review process will be improved. These changes will allow for a much faster response to project 

impediments or requirement changes.
22 United States Nuclear Regulatory Commission

APPENDIX C

Information Technology Business Solutions

To categorize its information technology (IT) business solutions (referred to here as IT investments), the U.S. Nuclear 

Regulatory Commission (NRC) uses the Office of Management and Budget (OMB) segment architecture approach. 

This provides a framework and vocabulary common across the Federal Government. As shown in Figure 2 below, 

the segments are organized into three groups: core mission areas; business services, and enterprise services. As 

illustrated in the figure, enterprise services support both core mission areas and business services. These categories 

support analysis of IT investments to ensure optimal use of resources.

Figure 2

NRC segments

The Federal IT Dashboard is a Website enabling Federal agencies, industry, the general public, and other stakeholders to view details of Federal IT investments. Information on specific NRC investments can be found within the 

NRC Porfolio on this Website. Select the “Investments” tab to view the list of investments.
Information Technology/Information Management Strategic Plan Fiscal Years 2012—2016 23

APPENDIX D

Acronyms

Acronym Definition 

ADAMS Agencywide Documents Access and Management System

ACSI American Customer Satisfaction Index

C&A certification and accreditation

CIO chief information officer

DDMS Digital Data Management System

ECM enterprise content management

EHD Electronic Hearing Docket

FY fiscal year

HR human resources

HSPD-12 Homeland Security Presidential Directive 12

ID identification

IM information management

ISSO information systems security officer

IT information technology

ITSAC Information Technology Senior Advisory Council 

NRC U.S. Nuclear Regulatory Commission

PARS Publicly Available Records System

PIV personal identity verification 

PM program manager

PMM project management methodology

POA&M plan of action and milestones

RIM records and information management
24 United States Nuclear Regulatory Commission

NUREG-1908, Vol. 2

December 2011