| A | B | C | D | F | G | H | I | J | K | L | M | N | O | P | Q | R | S | T | U | V | W | X | Y | Z | AA | AB | AC | AD | AE | AF | AG | AH | AI | AJ | AK | AL | AM | AN | AO | AP | AQ | AR | AS | AT | AU | AV | AW | AX | AY | AZ | BA | BB | BC | BD | BE | BF | BG | BH | BI | BJ | BK | BL | BM | BN | |
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1 | ACCESS CI - ACO PY4 Quarterly Schedule: Project Period 04-01-2022 to 10-31-2027 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
2 | MILESTONES | KPI Name | Description | Collection Methodology - Ensure it is Repeatable | Target/Success | Reasoning for Target | What we will do to reach the milestone? | How will we measure success? | Outcomes & Expected Results | TARGETS Project Year 4 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||
3 | Q1 4/1 - 6/30/25 | Q2 7/1 - 9/30/25 | Q3 10/1 - 12/31/25 | Q4 1/1 - 3/31/26 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
4 | WBS 1: Communications & Outreach | Prioritize website work based on feedback sources | Percentage of Website Feedback Items Addressed (%) | Measures the proportion of prioritized website feedback items resolved each quarter to ensure ACCESS’s web presence aligns with stakeholder and NSF expectations. | Data from focus groups done in PY3 | 75% of items from focus groups reviewed to decide which will move to Phased Websites Updates | Web edits/changes are multi-layer and complex which often means one edit reveals multiple other areas of work. This has been recognized in the edits made thus far which is why the goal is 75% completion | Web leads meet weekly to organize work, leads meet bi-weekly with larger group of web team for feedback and implementation plan. | Check % completed against the list of items we have to cover | Completion of 75% of items on feedback list. | X | X | X | X | |||||||||||||||||||||||||||||||||||||||||||||||||||
5 | Phased Website Updates | Completion Rate of Planned Website Updates (%) | Outcome of planning/scheduling of website work based on feedback. This would ensure a coordinated approach to website update implementation. | From weekly, biweekly web meetings and feedback from focus groups. | 100% of planned website updates to be completed | Strategically select which items from the feedback list moves to implementation based on priority and additional NSF priorities and goals. | Completion of web work | Check against implementation items to see that they are all completed | Phased website updates as required | X | X | X | |||||||||||||||||||||||||||||||||||||||||||||||||||||
6 | ACCESS Advance Newsletter | Ongoing Review of Metrics and Build Best Practices to ensure alignment of content with audience(%) | Ensuring frequent review of metrics and data points associated to newsletter as a benchmark for newsletter success (are we providing news that our audience wants to read? what is the engagement?) | Metrics (Constant Contact) reviewed after newsletter deployment | 100% (1x month) review of metrics post-newsletter deployment to review trends, recommendations to teams on adjustments/changes as required | Newsletter is sent out monthly which matches data review | Review of data | Have we reviewed the data monthly? | Team reviews data and makes recommendations as needed | X | X | X | X | ||||||||||||||||||||||||||||||||||||||||||||||||||||
7 | Inside ACCESS Newsletter | Ongoing Review of Metrics and Build Best Practices to ensure alignment of content with audience(%) | Ensuring frequent review of metrics and data points assosicated to newsletter as a benchmark for newsletter success (are we providing news that our audience wants to read? what is the engagement?) | Metrics (Constant Contact) reviewed after newsletter deployment | 100% (1x month) review of metrics post-newsletter deployment to review trends, recommendations to teams on adjustments/changes as required | Newsletter is sent out monthly which matches data review | Review of data | Have we reviewed the data monthly? | Team reviews data and makes recommendations as needed | X | X | X | X | ||||||||||||||||||||||||||||||||||||||||||||||||||||
8 | PEARC ‘25 | Conference Presence and Engagement Metrics | Measures ACCESS’s visibility and engagement at PEARC ’25 through booth activity (scanned badges), QR code for survey feedback post-event. | Badge scans, # of new individuals added to ACCESS email list, QR code survey | Scan more individuals(#) from year prior | Hard to measure engagement so the team leverages foot traffic for metrics | Create an engaging booth presence, have teams that are well versed in ACCESS content positioned at the booth, ensure appropriate scanning of badges | Scan the badges | New audiences added to our newsletter (ACCESS Advance) | X | |||||||||||||||||||||||||||||||||||||||||||||||||||||||
9 | SC ‘25 ACCESS Booth | SC ’25 Booth Engagement and Partnership Outcomes | Measures ACCESS’s visibility and engagement at SC ’25 through booth activity (scanned badges), QR code for survey feedback post-event. | Booth engagement data (badge scans, contact forms, post-event debriefs); tracking of follow-up meetings scheduled post-event. | Scan more individuals (#) from year prior | Hard to measure engagement so the team leverages foot traffic for metrics | Create an engaging booth presence, have teams that are well versed in ACCESS content positioned at the booth, ensure appropriate scanning of badges | Scan the badges | New audiences added to our newsletter (ACCESS Advance) | X | |||||||||||||||||||||||||||||||||||||||||||||||||||||||
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13 | X | WBS 3: Evaluation | Finalize PY4 Staff, RP, and Community Surveys | Survey Instrument Completion and Approval Rate (%) | Develop and finalize the PY4 Staff, RP, and Community surveys by incorporating critical feedback from previous years and ensuring questions are tailored to the correct stakeholder groups. For the Community Survey in particular, reassess who the “user” truly is to ensure the instrument reaches the appropriate audience and reduces unnecessary burden. Survey length, clarity, and accessibility will be reviewed to improve response quality and reduce attrition. | Survey drafts, revisions, and stakeholder feedback will be maintained in a version-controlled repository. All comments, tracked changes, and approval checkpoints will be documented. A standardized review workflow will be used across all three surveys, including: Draft creation, Internal ACO review, Cross-team stakeholder review, pilot testing with a small sample, EC approval Completion will be measured by the date of final approval and archived documentation of all review stages. | Draft surveys narrowed and completed by the end of 2025, with finalized versions distributed to all relevant stakeholders for review by year-end and fully approved ahead of the planned PY4 survey launch. | This target ensures the surveys are finalized well in advance of the PY4 launch window, allowing sufficient time for review, revisions, and approvals while avoiding bottlenecks that have occurred in past cycles. It is achievable because the timeline aligns with established planning rhythms and leverages prior survey instruments as a baseline. | Coordinate survey drafting and revisions across ACO, Evaluation, and relevant WBS teams. Incorporate lessons learned from prior survey cycles, including question clarity, respondent burden, and appropriate targeting of stakeholder groups. Conduct pilot testing with small user samples to ensure question functionality and comprehension. Finalize updates and route surveys for EC approval, documenting all decisions. | Documented final survey approval date; version control evidence; note delays impacting the planned survey launch timeline. | All PY4 surveys finalized and approved on time; improved clarity and alignment with NSF evaluation expectations. | X | |||||||||||||||||||||||||||||||||||||||||||||||||||||
14 | Launch PY4 Surveys | Meet Survey Draft and Launch goals to ensure data is in the Quarterly report | Launch the PY4 Staff, RP, and Community surveys in alignment with the finalized instruments to ensure timely data collection for evaluation and NSF reporting. This includes implementing improvements identified in prior survey cycles, ensuring the surveys are delivered to the appropriate stakeholder groups, and maintaining clarity, accessibility, and appropriate survey length to maximize participation and data quality. | Survey launch and response data will be captured through a centralized evaluation platform. All launch dates, reminder schedules, and distribution lists will be documented and archived. | Launch all PY4 surveys between mid and end of January 2026 Close all surveys between mid and end of February 2026 Complete survey analysis and include all required evaluation findings in the NSF Annual Report | The launch and closure windows align with the ACCESS annual reporting cycle and allow sufficient time for review, analysis, and integration of findings into the NSF Annual Report. This timing also supports a balanced workload across teams and helps ensure strong participation rates before periods of reduced stakeholder engagement. | Launch surveys according to the established schedule; coordinate with Communications to implement targeted outreach and reminder campaigns; monitor response rates in real time; troubleshoot access or technical issues; and provide clear instructions and support to respondents throughout the survey window. | Survey dashboard analytics, including response rates and completion rates Demographic and stakeholder group participation balance Minimal reported technical issues or access barriers All surveys launched and closed within the planned timeframes | Strong participation across all key stakeholder groups and complete, reliable evaluation data suitable for NSF reporting. The timely survey launch and analysis will support data-informed decision-making and ensure relevant insights are included in the Annual Report. | X | |||||||||||||||||||||||||||||||||||||||||||||||||||||||
15 | External Evaluator Annual Report | Evaluator Report Submission Timeliness and Acceptance | Develop and complete the External Evaluator’s Annual Report summarizing program performance, survey results, outcomes, and recommendations. | All drafts, revisions, datasets, and supporting materials shared with the evaluator will be stored in an ACO-managed, version-controlled repository. Milestones—including data delivery, internal review checkpoints, and EC approval—will be logged with timestamps. Submission confirmation and NSF feedback will be archived for reference and continuous improvement. | The External Evaluator’s Annual Report will be finalized and submitted according to the 2026 reporting timeline currently being established between Amit and Lisa, with mid-2026 as the working goal. | This target is achievable because preparatory work (survey finalization, analysis, and internal reviews) is sequenced earlier in the year, enabling the evaluator to synthesize findings and deliver a high-quality report within the expected window. | Provide the evaluator with finalized survey data, documentation, and contextual project materials; conduct internal reviews of draft sections; offer structured, timely feedback; and support the evaluator in preparing the final document for NSF submission. | Date of submission vs. NSF deadline; acceptance status; number of revisions requested; EC acknowledgement of report. | Comprehensive, timely, and NSF-aligned annual evaluation report that supports data-informed decision-making and demonstrates program impact. | X | |||||||||||||||||||||||||||||||||||||||||||||||||||||||
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17 | WBS 4: Project Office | Quarterly Meetings (Virtual) | Quarterly Meetings (Virtual) KPI | Quarterly virtual meetings provide a structured mechanism for program-wide coordination, governance oversight, and NSF compliance. These meetings enable ACO and ACCESS leadership to review progress, address emerging issues, and ensure alignment across teams. Consistent execution of these meetings supports transparency, timely decision-making, and effective project management. | All quarterly meeting activities will be tracked through Jira, including scheduling, agenda preparation, attendance records, dissemination of meeting notes, and completion of follow-up actions. Jira tickets will be created for: Meeting preparation, Meeting execution, Post-meeting documentation, Follow-up actions Each ticket will include timestamps, responsible owners, attachments (agendas, notes), and completion verification, ensuring a consistent and reproducible tracking method. | Quarterly virtual meetings completed according to the predefined ACCESS schedule Post-meeting notes distributed to ACCESS teams within 1 week Follow-up items consolidated and presented to the EC within 3 weeks | These timeframes support timely communication and decision-making while maintaining a manageable workload for ACO and ACCESS teams. They align with ACCESS governance expectations, enable rapid response to emerging issues, and ensure documentation is prepared while discussions are still fresh and actionable. The targets are achievable because they match existing ACO workflows and past meeting cadence. | ACO will coordinate the planning, execution, and documentation of all Quarterly Meetings (Virtual), including scheduling, agenda development, facilitation, detailed note-taking, and tracking of follow-up items. ACO will ensure all materials and outcomes are communicated to relevant stakeholders. | Completion of meetings according to schedule Timeliness of notes distribution and follow-up documentation Quality of feedback received from participants Percentage of follow-up items completed on time | Quarterly virtual meetings are executed consistently and documented thoroughly, reinforcing strong project management practices, enabling cross-team coordination, and supporting NSF compliance through clear records of decisions, actions, and progress. | X | X | |||||||||||||||||||||||||||||||||||||||||||||||||||||
18 | Quarterly Meetings (In-person) | Quarterly Meetings (In-person) KPI | Quarterly in person meetings provide a structured mechanism for program-wide coordination, governance oversight, and NSF compliance. These meetings enable ACO and ACCESS leadership to review progress, address emerging issues, and ensure alignment across teams. Consistent execution of these meetings supports transparency, timely decision-making, and effective project management. | All quarterly meeting activities will be tracked through Jira, including scheduling, agenda preparation, attendance records, dissemination of meeting notes, and completion of follow-up actions. Jira tickets will be created for: Meeting preparation, Meeting execution, Post-meeting documentation, Follow-up actions Each ticket will include timestamps, responsible owners, attachments (agendas, notes), and completion verification, ensuring a consistent and reproducible tracking method. | Quarterly in person meetings completed according to the predefined ACCESS schedule Post-meeting notes distributed to ACCESS teams within 1 week Follow-up items consolidated and presented to the EC within 3 weeks | These timeframes support timely communication and decision-making while maintaining a manageable workload for ACO and ACCESS teams. They align with ACCESS governance expectations, enable rapid response to emerging issues, and ensure documentation is prepared while discussions are still fresh and actionable. The targets are achievable because they match existing ACO workflows and past meeting cadence. | ACO will coordinate the planning, execution, and documentation of all Quarterly Meetings (in person), including scheduling, agenda development, facilitation, detailed note-taking, and tracking of follow-up items. ACO will ensure all materials and outcomes are communicated to relevant stakeholders. | Completion of meetings according to schedule Timeliness of notes distribution and follow-up documentation Quality of feedback received from participants Percentage of follow-up items completed on time | Quarterly in person meetings are executed consistently and documented thoroughly, reinforcing strong project management practices, enabling cross-team coordination, and supporting NSF compliance through clear records of decisions, actions, and progress. | X | |||||||||||||||||||||||||||||||||||||||||||||||||||||||
19 | Quarterly Risk Review | Quarterly Risk Review KPI | Ensure that risks are well documented and move through appropriate reporting channels. | All risks will be tracked through the Risk Reigstrar via Jira. | Monthly EC and ACO reminders to review risks (in risk register) via Jira will be sent out. If risks are triggered, move them appropriately through the tracking systems and keep thorough documentation of the work flow. To maintain transparency quarterly reports on risks will be provided EC and NSF. | Levagring a tracking system through Jira allows the ACO to maintain detailed information on the risk register and any triggered risks. Monthly reminder emails ensure frequent and regular review of our risk register. | ACO will coordinate planning, execution, and documentation of Quarterly Risk Review activities across stakeholders. | Completion rates, timeliness, feedback quality, and measurable progress indicators. | Successful completion of Quarterly Risk Review demonstrates strengthened project management and NSF compliance. | X | X | X | |||||||||||||||||||||||||||||||||||||||||||||||||||||
20 | Monitoring Change Requests | Monitoring Change Requests KPI | Ensure that changes to the PEP are well documented and move through appropriate reporting channels | All risks will be tracked through the Change Requests via Jira. | Monthly EC and ACO reminders to review/ submit change requests. If changes are triggered, move them appropriatly through the tracking systems and keep thorough documentation of the work flow. To maintain transparency, quarterly reports on risks will be provided EC and NSF. | Levagring a tracking system through Jira allows the ACO to maintain detailed information on the change requests and any triggered changes. Monthly reminder emails ensure frequent and regular review of our risk register. | ACO will coordinate planning, execution, and documentation of Monitoring Change Requests activities across stakeholders. | Completion rates, timeliness, feedback quality, and measurable progress indicators. | Successful completion of Monitoring Change Requests demonstrates strengthened project management and NSF compliance. | X | X | X | |||||||||||||||||||||||||||||||||||||||||||||||||||||
21 | Quarterly Financial Review | Quarterly Financial Review KPI | Review financial information monthly and consolidate information on a quarterly basis for the quarterly report | Detailed documentation and tracking within ACO repository on financials and regular updates during ACO weekly team meeting on status of financials; regular review of progress metrics. | Financial reports and forecasting will be completed on a 1x (monthly) basis and presented during the ACO team meetings. The monthly reports will be collocated and incorporated into Quarterly reports for review by NSF. | Providing monthly financials to the team will allow for more financial transparency. Additionally developing these monthly reports will ensure ease of developing appropriate information for NSF Quarterly reports | ACO will coordinate planning, execution, and documentation of Quarterly Financial Review activities across stakeholders. | Completion rates, timeliness, feedback quality, and measurable progress indicators. | Successful completion of Quarterly Financial Review demonstrates strengthened project management and NSF compliance. | X | X | X | |||||||||||||||||||||||||||||||||||||||||||||||||||||
22 | Submit NSF Interim Progress Report | Submit NSF Interim Progress Report KPI | Complete and submit NSF ACO Quarterly Report on due date. | Information will be combined for the Quarterly reports from weekly ACO Agenda Meeting Notes, and individual ACO Team member contribution directly into report | 100% completion of Quarterly report on due date including T-1 month reminder email and Document link for Quarterly report inputs which includes creation of Quarterly Report template and assign sections. Additional reminders will include regular follow ups until completion due date. PM and team will review final content, provide edits and ensure sections are completed to a satisfactory level | Ensures 100% completion rate of report by due date | ACO will coordinate planning, execution, and documentation of information that will be critical to complete the quarterly report. | Completion rates, timeliness, feedback quality, and measurable progress indicators. | Successful completion of Submit NSF Quarterly Report demonstrates strengthened project management and NSF compliance. | X | X | ||||||||||||||||||||||||||||||||||||||||||||||||||||||
23 | Submit NSF Annual Report | Submit NSF Annual Report KPI | Complete and submit NSF Annual Report | Information will be combined for the previous years Quarterly reports from weekly ACO Agenda Meeting Notes, and individual ACO Team member contribution directly into report | 100% completion of Quarterly report on due date including T-1 month reminder email (which will include all prior Quarterly reports) and Document link for Quarterly report inputs which includes creation of Quarterly Report template and assign sections. Additional reminders will include regular follow ups until completion due date. PM and team will review final content, provide edits and ensure sections are completed to a satisfactory level | Ensures 100% completion rate of report by due date | ACO will coordinate planning, execution, and documentation of Submit NSF Annual Report activities across stakeholders. | Completion rates, timeliness, feedback quality, and measurable progress indicators. | Successful completion of Submit NSF Annual Report demonstrates strengthened project management and NSF compliance. | X | |||||||||||||||||||||||||||||||||||||||||||||||||||||||
24 | NSF Annual Review | NSF Annual Review KPI | Complete NSF Annual Review | Information will be combined for the previous years Quarterly reports from weekly ACO Agenda Meeting Notes, and individual ACO Team member contribution directly into report. Powerpoint and Jira will be used. | Creation of template for powerpoint used during review, assign sections to stakeholders, coordinating editing and completion of Project Management section, documentation of NSF recommendations, assist in creating report and responses for NSF Recommendations | Ensures 100% completion of presentation by presentation date | ACO will coordinate planning, execution, and documentation of NSF Annual Review activities across stakeholders. | Completion rates, timeliness, feedback quality, and measurable progress indicators. | Successful completion of NSF Annual Review demonstrates strengthened project management and NSF compliance. | X | |||||||||||||||||||||||||||||||||||||||||||||||||||||||
25 | PEARC ‘25 | PEARC ‘25 KPI | Support with logistics related to ACCESS being represented at PEARC '25 | Regular team meetings to understand needs for preparation | Complete Request to purchase for Comms team, assist with travel plans for those within the ACO, support with ACCESS booth assembly and on-site booth support, support comms with billing/purchasing | Ensures 100% support of internal teams to prepare for event | ACO will coordinate planning, execution, and documentation of PEARC ‘25 activities across stakeholders. | Completion rates, timeliness, feedback quality, and measurable progress indicators. | Successful completion of PEARC ‘25 demonstrates strengthened project management and NSF compliance. | X | |||||||||||||||||||||||||||||||||||||||||||||||||||||||
26 | SC ‘25 ACCESS Booth | SC ‘25 ACCESS Booth KPI | Support with logistics related to ACCESS being represented at SC '25 | Regular team meetings to understand needs for preparation | Complete Request to purchase for Comms team, assist with travel plans for those within the ACO, support with ACCESS booth assembly and on-site booth support, support comms with billing/purchasing | ACO will coordinate planning, execution, and documentation of SC ‘25 ACCESS Booth activities across stakeholders. | Completion rates, timeliness, feedback quality, and measurable progress indicators. | Successful completion of SC ‘25 ACCESS Booth demonstrates strengthened project management and NSF compliance. | X | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||
27 | ACO / ACCESS Tool | ACO / ACCESS Tool KPI | The ACO provides many valuable tools. It is important to have proper documentation of the tools and ensure other ACCESS awards/teams are aware of tools that are available to them. Adoption of these tools to reduced duplication of efforts across teams is important. | Tool repository on confluence, sharing tool repository during EC meetings | ACO will identify number of tools, and which tools are being used by which teams (audit), documentation of ACO tools (purchased and created) and who is using what, sharing and promotion of tools to broader ACCESS groups, presentation of tools and database at Quarterly meetings, survey to collect information on tool implementation on other teams after presentation | In PY5 it is difficult to get a high adoption rate for new tools across ACCESS teams, the main target/success here is increasing visibility and providing exposure to the tools that ACO has leveraged. | ACO will coordinate planning, execution, and documentation of ACO / ACCESS Tool activities across stakeholders. ACO will present at Feb 2026 Quarterly meeting on tools library | After the Feb 2026 quarterly meeting (around April), ACO will conduct a survey to guage adoption of the ACO tools that were presented. | Giving high visibility of ACO tool library and sharing best practices so teams are aware of what is available. | X | |||||||||||||||||||||||||||||||||||||||||||||||||||||||
28 | ACO Off-boarding Process | ACO Off-boarding Process KPI | Develop and complete an offboarding process if you are leaving the ACO team. | Documented offboarding process will live in Confluence. | Utilize the offboarding on an as needed basis, Add section on Lesson's Learned, Add section on tools and where they have been transferred. 100% of individuals who offboard should go through offboarding process | The offboarding process has already been completed and just needs to be refined given feedback. | Leverage offboarding process for any ACO team member who leaves the project team. | Ensure offboarding process is used by the ACO | Offboarding process is completed for every individual leaving ACO project team. | x | x | x | x | ||||||||||||||||||||||||||||||||||||||||||||||||||||
29 | In-Boarding or Retention | In-Boarding or Retention KPI | Finalizing details of in-boarding process for ACO and present to ACO teams | Finalize the current draft in Confluence, develop presentation for ACO team | Share in-boarding information with ACO team by early 2026 | The current in-boarding process is in draft form and needs to be cleaned up/shared with ACO team members to see if ACO would like to implement this process | Finish in-boarding draft, present to ACO on weekly meeting | Completion rates, timeliness, feedback quality, and measurable progress indicators. | Completion of the inboarding process to the ACO Team with a decision on next steps (do we implement?) | X | |||||||||||||||||||||||||||||||||||||||||||||||||||||||
30 | Continue to build educational library for ACO | Continue to build educational library for ACO KPI | Collection of journal/documentation/articles that are interesting and important to share with the broader teams | Develop a confluence repository of information, weekly ACO meetings | Continue to utilize the educational library and gather information to see if the information in library is valuable and if the team reads the articles, ask team on weekly ACO meetings how they are leveraging the library | Gaining feedback from the team weekly will help ensure that the educational library is providing value | Add to agenda for weekly ACO meeting | Guage feedback from team during weekly team meeting | Collect feedback and adjust how the educational library is used and leveraged based on the teams input. | X | X | X | |||||||||||||||||||||||||||||||||||||||||||||||||||||
31 | Assist Governance and Evaluation groups implement and maintain RACI matrices | Assist Governance and Evaluation groups implement and maintain RACI matrices KPI | Provide support as needed to Governance & Eval stakeholders. Bring the RACI into Confluence and format them. | Confluence | Move RACI documentation to Confluence so EC can leverage as needed. | Allows for visibility across EC | Move documentation to Confluence for easy visibility | Ensure the documentation is moved to confluence and shared with EC | RACI documentation is accessible to relevant individuals | X | X | X | |||||||||||||||||||||||||||||||||||||||||||||||||||||
32 | Tracking Tasks and Award Deliverables | Tracking Tasks and Award Deliverables KPI | Milestone task tracker (milestones from the PEP) and task tracker for EC and ACO (tracks task from Quarterly meetings) | Milestone task tracker and task tracker for EC and ACO | Manage trackers and ensure it is 100% up to date for accurate, timeline information | This information is critical in ensuring we teams are completing tasks in a timely fashion and output from Quarterly meetings is being reviewed and completed | Ensure tracker is up to date | Ensure 100% timely updates of tracker | Ability to have clear visibility into tasks that are overdue/need completion or attention | X | X | X | |||||||||||||||||||||||||||||||||||||||||||||||||||||
33 | Preparation for End of Award Management | Preparation for End of Award Management KPI | Maintain Lessons Learned document. Work with ACO team members from PY4-PY5 to identify what work needs to happen to support end of award. | Create a page in confluence to track lessons learned, action items needed for preparation of end of award. | Develop page to begin tracking lessons learned, incorporate planning into weekly ACO meetings starting Q4 2025 | This ensures enough time to gather relevant information and track lessons learned so a thorough plan can be developed in PY5 | Team will work on lessons learned and developing documentation repositories for information that will prepare us for end of award management | Ensure the documentation is developed and engaging conversation around end of award management are being completed | Success preparation for end of award management | X | X | ||||||||||||||||||||||||||||||||||||||||||||||||||||||
34 | Supporting Standing Committees and Working Groups | Supporting Standing Committees and Working Groups KPI | Ensure Governance has tools that are needed. Support Governance with RACI. Support Governance with ensuring reports are appropriately delivered to EC | Regular touchpoints with Governance on needs, RACI documentation in Confluence | Weekly touchpoint with Governance on ACO weekly call to see where support is needed | This will be an ongoing support item and needs will change week to week, regular touchpoints ensure Governance is supported appropriately | Frequent touchpoints | Dialogue with governance to ensure appropriate support is being provided. | RACI documentation completed, reports shared with EC | X | X | X | |||||||||||||||||||||||||||||||||||||||||||||||||||||
35 | Supporting the Executive Council | Supporting the Executive Council KPI | Provide note taking, agenda creating, documentation maintenance, task tracking and assisting in coordination of quarterly meetings | Confluence, weekly calls with EC | 100% completion of meeting notes, reminders, agenda creation and any other prep work pre/post EC meetings | Ensuring EC meetings run smoothly is critical to the success of the program - it provides an appropriate space for decision making and strategic discussions | Attend weekly EC meetings, note taking, action list creation and other relevant updates | Ensuring that these items are being done weekly. | Successful EC meetings that are run smoothly, efficiently and effectively. | X | X | X | |||||||||||||||||||||||||||||||||||||||||||||||||||||
36 | Supporting the External Advisory Board | Supporting the External Advisory Board KPI | Support EAB Specialist on as needed basis, particularly with note taking | Note taking, documentation, follow ups documented via confluence/JIRA | Support EAB Specialist with notes, to do's, follow up items and on as needed basis collate items to send to EC | Providing support to EAB Specialist on as needed basis | Regular touchpoints with EAB Specialist | Frequent feedback from EAB Specialist to ensure that support is being provided as needed | Successful support of the EAB Specialist | X | X | X | |||||||||||||||||||||||||||||||||||||||||||||||||||||
37 | Supporting the Resource Provider Forum | Supporting the Resource Provider Forum KPI | Support RP Event Specialist on as needed basis: helping to bring suggestions back to the EC and place anything that will be addressed in JIRA and monitor to completion and report back. | Note taking, documentation, follow ups documented via confluence/JIRA | Support RP Specialist with notes, to do's, follow up items and on as needed basis colate items to send to EC | Providing support to RP Specialist on as needed basis | Regular touchpoints with RP Specialist | Frequent feedback from RP Specialist to ensure that support is being provided as needed | Successful support of the RP Specialist | X | X | X | |||||||||||||||||||||||||||||||||||||||||||||||||||||
38 | WBS 5: Governance | EC Meetings | Executive Council Meeting Execution and Action Completion (%) | Ensures regular Executive Council (EC) meetings occur as scheduled with full participation and documented outcomes, supporting ACCESS governance and decision-making. | EC meeting calendar, attendance records, and decision/action logs maintained in ACO repository. | ≥ 90% of planned meetings have quorum representation, 100% of decisions documented within 48 hours, EC meeting notes are minutes/notes within 2 meeting time frame. | Ensures appropriate number of meetings and timeliness on decisions/notes, historically we have been able to achieve this. | Maintain consistent EC meeting cadence; distribute agendas and materials one week prior; capture minutes and decisions promptly; track follow-ups. | Meeting occurrence vs. plan; timeliness of documentation; closure rate of EC action items. | Improved governance transparency, timely decisions, and effective oversight of ACCESS operations. | X | X | X | X | |||||||||||||||||||||||||||||||||||||||||||||||||||
39 | EAB Virtual Meetings | EAB Virtual Meeting Execution and Engagement (%) | Measures the successful execution and engagement quality of virtual External Advisory Board (EAB) meetings to gather expert feedback and recommendations on ACCESS progress. | Attendance logs, agenda distribution records, and recommendation summaries archived by ACO. | ≥ 75% EAB participation rate; 100% recommendations logged and reviewed by EC within 1 month of receiving report from EAB | Ensures appropriate number of meetings and timeliness on decisions/notes, historically we have been able to achieve this. | Schedule EAB virtual sessions in alignment with project milestones; circulate materials early; record recommendations and assign EC follow-up owners. | Participation rate; timeliness of EC review of EAB recommendations; percentage of actions addressed. | High-quality advisory input integrated into program strategy; strengthened accountability to external stakeholders. | X | X | X | |||||||||||||||||||||||||||||||||||||||||||||||||||||
40 | EAB In-person Meeting | EAB In-person Participation and Recommendation Adoption (%) | Evaluates the planning and execution of in-person EAB meetings, including attendance, feedback quality, and adoption of recommendations by the EC. | EAB meeting attendance logs, feedback surveys, and recommendation tracking matrix maintained by ACO. | ≥ 75% EAB participation rate; 100% recommendations logged and reviewed by EC within 1 month of receiving report from EAB, ≥ 90% of actionable recommendations addressed within 3 months, | Ensures appropriate number of meetings and timeliness on decisions/notes, historically we have been able to achieve this. | Plan meeting logistics; coordinate presentations from WBS leads; collect structured feedback; report outcomes to EC and NSF. | Participation metrics; completion rate of recommendation follow-ups; post-meeting satisfaction surveys. | Improved external oversight, validation of ACCESS progress, and strengthened NSF and stakeholder confidence. | X | |||||||||||||||||||||||||||||||||||||||||||||||||||||||
41 | Standing Committee/Working Group (SC/WG) EC Check-in | SC/WG Update Submission and EC Review (%) | Tracks timely submission and EC review of quarterly SC/WG updates to ensure cross-functional alignment and accountability. | Quarterly SC/WG reports collected and logged in ACO repository; EC review and acknowledgment recorded. | 100% of SC/WG provide updates at each quarterly meeting; SC/WG provides updates on interim basis as needed, Interim reports are reviewed (non-Quarterly meetings) are reviewed within 2 meetings by EC | Ensures timeliness in information, historically we have been able to achieve this. | Issue standardized WG update templates; schedule quarterly deadlines; consolidate reports for EC review; log decisions and next steps. | On-time submission rate; EC review completion; documentation of follow-up actions. | Consistent visibility into WG progress; improved coordination and governance responsiveness. | X | X | X | X | ||||||||||||||||||||||||||||||||||||||||||||||||||||
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