ML030710345
| ML030710345 | |
| Person / Time | |
|---|---|
| Site: | Browns Ferry, Watts Bar, Sequoyah  |
| Issue date: | 04/25/2002 |
| From: | Tennessee Valley Authority |
| To: | Office of Nuclear Reactor Regulation |
| Byrdsong A T | |
| Shared Package | |
| ML030710346 | List: |
| References | |
| +adjud/ruledam200506, 50-259-CIVP, 50-260-CIVP, 50-296-CIVP, 50-327-CIVP, 50-328-CIVP, 50-390-CIVP, ASLBP 01-791-01-CIVP, RAS 5903, TVA-Licensee-62 | |
| Download: ML030710345 (121) | |
Text
Chapter 1 FY '96 VS. FY '97
SUMMARY
COMPARISON EXECUTIVE
SUMMARY
ORGANIZATION CHART 03 CD
OPERATI L6 SUPPORT EXECUTIVE
SUMMARY
FISCAL YEAR 1997 MAJOR CHALLENGES AND RELATED INITIATIVES:
"* Refine and focus corporate roles consistent with long-term goals, providing maximum value-add to sites.
"* Transition previously provided functions to engineering and sites without loss of effectiveness.
"* Establish.more-effective INPO-like evaluation processes to support sites' SALP, INPO, and accreditation performance.
"* Maintain major equipment strategic plans and provide effective integration into long-term TVAl4 planning processes.
"* Implement a cost-effective S/G Integrity Program to extend the useful life of existing generators while minimizing life cycle costs.
_v-.-Provide effective S/G support for back-to-backWBN and SON outages.
. o-,.- o t ta,
-s 0 Assess TVAN lite cycle management process relative to industry processes/initiatives; initiate changes as appropriate.
SCoordinate implementation of Severe Accident Management plan for sites consistent with industry guidelines and regulatory commitments.
Establish TVAN outage optimization strategic plans using industry best practices and overall TVA cost considerations.
--z'-Develop the capability in Performance Assessment to perform activity based cost (ABC) process analyses whie-n dedto support -TV-*W-N ongoing process improvement and standardization programs.
"* Implement program changes as a result of new regulatory guidelines on initial license examinations.
"* Provide technical support for major chemistry projects such as hydrogen water chemistry at BIN, secondary chemistry optimization at SQN/WBN, comprehensive raw water treatment program, and chemistry data management system implementation.
", Develop strategy, through the Southeast Compact Generators Group (SECGG), for the disposal of low-level radwaste.
"* Develop strategy and implement radiation injury claim management/minimization.
" -Adjust:and optimize ERMI operation to meet increased workload for three operational sites and increased repair demand for electronic dosimeters.
"* Develop long-term business strategy for ERMI.
C)
C:)
CD-Updated: 4/29/96 f
f*
'C IIIGIILIGIITS OF THE OPERATIONS PLAN:
ALL OPERATIONS SUPPORT
- Maintain and lrovide technical expertise to support site programs, processes, and problem resolution.
- Facilitate program/process benchmarking, optimization, and standardization.
- Facilitate and support INPO-like evaluations including increased discipline review and feedback 6n training effectiveness.
MAINTENANCE SUPPORT
- Support sites in implementation of process improvements and reengineering, such as EMPAC and new Work Order process.
- Support sites in implementation of iNPO guidelines for Minor/Toolpouch maintenance and expanded utilization of "Fix-It-Now" teams.
- Implement consolidated S/G organization to provide improved resource focus and integration, ensure qualified and dedicated expertise/services, and optimize cost-effective program implementation.
- Incorporate S/G Level III position into new SIG organization in addition to SIG Specialists.
"* OPERATIONS, OUTAGE & FIRE PROTECTION
- Establish and facilitate Fire Protection optimization plan based on industry best practices.
- PERFORMANCE ASSESSMENT,
- Support increasing demand for work utilization studies and reviews to support TVAN reengineering and process standardization efforts.
NUCLEAR TRAINING
- Increase cost-effectiveness of and-optimizo-r-tum-oua TVAN training investment through benchmarking, standardization, cooperation, and innovation.
- Incorporate General Fundamentals Examination materials in CD-ROM format into several disciplines.
- Support Program to develop/obtain multi-discipline System Descriptions for WBN and SQN (Phase I) and BFN (Phase II).
RADCITEM
- Finalize Radiological Control and Chemistry standardized procedures.
- Develop long-term strategic plan for Radiological Control and Chemistry program improvements.
- 6em\\
-'I..,
OPERATION-o SUPPORT EXECUTIVE
SUMMARY
FISCAL YEAR 1997 w
C C
C UpdAted: 4/29/96 0
Chapter 2 BUSINESS ALIGNMENT MATRIX CD 0\\
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TVAN BUSINESS ALIGNMENT MATRIX FISCAL YEAR (FY) 1997 GOALS, PERFORMANCE INDICATORS, AND TARGETS TVASTRATEGIC CRITICALSUCCESS TVAN PERFORMANCE ACTUAL TARGETJFORECAS1JJ OUTYEAR PROPOSAL COALS FACTOR OBJECTIVES INDICATORS 1995 1996 1996 1997 1998 1999 2000 2001 2002 2003 CUSTOMER DRIVEN/
GROWTII ORIENTED CD CD, FINANCIAL PERFORMANCE PLANT PERFORMANCE EFFICIENTLY MANAGE ALL ACTIVITIES TO REDUCE COSTS AND TO ACItlEVE TOP PERFORMANCE INCREASE ENERGY GENERATION ENHANCE AND SUSTAIN A NUCLEAR SAFETY FIRST CULTURE PRODUCTION EXPENSE 0 & M - (Milliaw)
Fuel - (MitlxaWh)
(Excludes BFNI and BLN)
BUDGET EXPENDITURES (Millions ofDollan) 0 & M - excluding fuel CAPITAL-excluding fuel Inventory change NET CAPACITY FACTOR (*.)
Fiscal Year-1994-1996 3 Year Avenge - 1997.2002 17.47 11.41 6 06 16.25 10.75 5.50 15.95 10.52 5.43 14.98 1085 4.13 14.89 10647 4.42 13.99 9.32 4.67 12.78 7.84 4.94 13.20 8.31 4.89 12.61 8.37 4.24 41 41-4 II 4-4-
4 4
4-269.0 811.1 80 374.3 318.7 83 372.5 318.7 83 443.0 150.9 428.2 135.8 83 383.9 122.2 84 340.5 110.0 86 347.1 88.0 86 II 44 II.
4 14 4
4 4
.L
.1.
NRC COMPLIANCE Level IV and V - Total N Level t.II.
and!I! -Total I Licensee Events Reports (LERs)
Due To Personnel Errors Total I Pint Events Due to Personnel Errors Which Cause Unplanned Power Reduction - Total N 65 0
14 0
56 0
22 9
56 0
22 9
46 0
39 7
30 0
38 3
30 0
27 2
30 0
20 0
30 0
20 0
347.1 88.0 12.22 8.00 4.22 347.1 88.0 I-86 30 0
20 0
86 30 0
20 0
""*I -'"~
(
REV. 0 I
i.......
C TVAN BUSINESS ALIGNMENT MATRIX FISCAL YEAR (FY) 1997 OA LS. PERFORMANCE INDICATORS, AND TARGETS TVA STRATEGIC CRITICAL SUCCESS TVAN PERFORMANCE ACTUAL TARGET FORECASI OUTYEAR PROPOSAL GOALS FACTOR OBJECTIVES INDICATORS 1995 1996 1996 1997 1998 1999 2000 2001 2002 2003 ENVIRONMENTALLI ENV!RORMENTAL PROTECT TIIE ENVIRONMENTAL COMPLIANCE RESPONSIBLE PERFORMANCE ENVIRONMENT Environmental Noncompliances-9 26 26
- 22 21 20 19 19 19 19 Total I Notices of Violations With Fines -
0 0
0 0
0 0
0 0
0 0
Total I RADWASTE GENERATED Cubic meters -PWR total 128 100 100 135 141 121 109 116 129 129 CubIc meters -DWR total 528 320 320 320 320 320 250 250 250 250 Fiscal Year-1994-1996 3 Year Average - 1997.2002 ATTRACT, RETAIN. AND DEVELOP NECESSARY QUALIFIED PERSONNEL SUCCESSION PLANNING Sutccession Candidate Readiness (*%)
SUCCESSION CANDIDATE DEVELOPMENT - IDP 11A)
NA NA 70 85 70 85 75 85 80 85 85 85 85 90 95 85 99 I
+
1 I
t t
WORK FORCE DIVERSITY
% of Diverity New Ilirs Inta Targeted Underrepresented Schedules 25 25 25 1
41 i
p i.
i i
i i
i I
PROTECT TIll HEALTH AND SAFETY OF EMPLOYEES LOST-TIME INJURY RATE InjMles/2f000 houri woiked RECORDABLE INJURY RATE InJurdeV200.000 hours0 days <br />0 hours <br />0 weeks <br />0 months <br /> worted COLLECTIVE RADIATION EXPOSURE Rem - PWR total Rem. BWR total 0.06 0.58 356 644 005 1
005 065 1
065 408 581 408 581 25 25 25 25 0 05 1 0 05 1 0.05 1 0.05 0.65 1 0.65 1 0.65 1 065 329 1 526 1459 236 512 J526 573 510 25 25 85 99 25 0.05 0.05 0.05 0.65 065 065 435 444 240 510 510 510
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WORK FORCE EMPLOYEE SENSITIVE C)
C)
PERSONNEL SAFETY
(
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TVAN BUSINESS ALIGNMENT MATRIX FISCAL YEAR (FY) 1997 GOALS, PERFORMANCE INDICATORS, AND TARGETS "TVA STRATEGIC CRITICAL SUCCESSjj TVAN PERFORMANCE j ACTUALI TARGET FORECAS']
OUTYEAR PROPOSAL GOALS FACTOR OBJECTIVES INDICATORS 1995 1996 1996 1997 1998 1999 2000 2001 2002 1 2003
Chapter 3 OPERATIONS PLAN 00 C:)
0 0
S,
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OPERATIONS SUPPORT OPERATIONS PLAN FISCAL YEAR 1997 Department: Operations SupportFICLYAR19 (DOLLARS IN THOUSANDS)
RESOURCE REQUIREMENTS.($dOO'S)
IIEADCOUNT LINE BUDG ET PROCESSI TVA PEIl SVS.
OTHER MArIJ TRAVE/j TOTAL NO CATEGORY ACTIVITY LABOR CONTRACTS CONTRACTS EQUIP.
OTHER COST IVA CONTR SIPPOIAT I
MANAGER 442 50 19 5
54 570 S
2 STEAM GENERATOR 520 36 5
29 590 S
3 MAINTENANCE SUPPORT 910 43 13 41 1,007 9
4 OPS & FIRE PROTECTION 460 19 5
16 500 4
5 ERMI 1.113 32 127 24 1,296 16 6
PERFASSESSMENT 424 4
7 22 457 5
7 TILAINING 638 3
13 23 677 6
8 RADCIIEM 652 12 10 32 706 6
St~~t~i~~t~b
~ I SITE RFIMBURSEMENTM (ERMI)
-1,296
-1,296 t*.....
........0.
. -0...~.0..0.
°....... *'*
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- W0
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- :**i'~:'::
i***:i~~~*':
I1lAqE O&M C)
OWCP 16 16 RESOURCE GRP WK AGREEMENTS 264 264
!*** !!; ;"::-ii**:.
TOTAL EXPENSE 5,1751 50 168
-185
.791
- 4,787
-... 56
- Full Time Equivalent (FTE) =11800 Manhours for TVA employees and 2000 Manhours for Contric cimployees
(
Chapter 4 INFORMATION SYSTEMS PLAN 0\\
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0 a'
DEI)ARTMI!NT. Operations Support ACTIVITY AREA managed Tasks - Projects modif REXS to accept other Dose Record devices Total. Projects under $100.000 Total Managed Taiks - Projects ContInuous Services:.
Application Baseline Support (73A)
Mainframe Processing Charges Workstation / Server Charges ADP Hardware/Software Maintenance (25KI231)
Other IT Labor (Non-IS)
Dedicated IS Site Support Dedicated Communication Circuit Charges Telephone Charges (741-1.74J)
Cellular Charges (23G/23N)
Pager Charges (23P)
Total Continuous Services On Demand Services:
IS professional Services (73A)
PC Maintenance (25K)
Moves/Adds/Changes Application Enhancements < $50K Tottal on Demand O erations Non-Prolect ADP ProcuremertiContracts; Contract Labor (25J)
Hardware (3IJ)
Software (26F)
Other Total Non.Project ADP Procurement)Contracts IS Service Provision: (FortS u*se onrv OPERATIONS r-'ORT INFORMATIONS SYSTEMS PlAN FISCAL YEAR 1997 S pendin C ate go ries 0 -1 I
Labor 2q SffwaLe Other T
156 15 289h 280
¥ 445 272 445 272 (7
Budget e
ourco~
I C I Sup r Lt C
Support EusIn Are a 8
- I I
I C
Support a
Nuclear Training -
I I
I I
I I
I N/A N/A 4
Accountabil~tY orciAndividual RadCon Flannigan RadCon Flannigan Nuclear Training J. S. Laymon Red Con Jim Flannigan InGlude Buu g 1717 For Your Organization Only TOTAL 717iTOTAL 13usine is Functlona C-odesy 5. Mkl / Custorrer Info 10 o= Tech Applns (Non Nuclear) 1. Administrative I Econ Dev 6 = Procurement I Malls 11 - Tech Appins (Arver Mgt)
Capita 2 = Employee Relations 7 = Records I Documents 12 = Work Mgt I Mailnt (Nuclear)
Capital 3.= Finance and Accounring 8 = Reg Comp I WA Police I Legal 13 = Work Mgt I MaWn (Non-Nuclear)
Support 4 = Information Technology 9 a Tech AppIns (Nuclear) rcd =
o the if t orporate Iniucear
) nformation eiceSCateo Support rhead and Other. lIfthe source Is Other. indicate the orgarizationatg
=
ept.uprvre
- (See attached detail list)
Support a
C N/A.
(
REX REQUESTED SUPPORT FY97 Jim Flanigan NOBLE GAS SUBMERSION DOSE CONVERSION DATA DOSIMETRY MONITORING PERIODS TO BE UP TO 385 DAYS COMPLETE V&V OF REXS OUAUTY RELATED MODULES fRESULTS CONVERSION DATA REXS CHEMISTRY INTERFACE MODIFY REXS TO pERMIT DEVICES OTHER THAN
.DS TO BE USED AS DOSE OF RECORD PRODUCE AD HOC REPORTS FOR REXS REMS DATA BASE AND DOSE DETAILVALUES FROM THE,,AAA DATA BASE. THE COlNERTED VALUES DO NOT MATCH AWAITING SITE INPUT ON HOW TO RESOLVE DIFFERENCES 0-8 CURRENTLY INTERFACED M4 READERS HAVE BEEN DISCONTINUED BY TE VENDOR EUMINATE CURRENT RESTRICTIONS ON 3 MONTH MONITORING PERIODS VERIFY AND DOCUMENT REG.ULATORY AND TECHNICAL BASIS OF ALL OUAUIY-RELATED DATA HANDUNG, C*PWERSCI REXS PHASE IF INCORRECTLY CONVERTED BIOASSAY RESULTS (I 70,855) IN THAT TTHE PARENT (DEMOGRAPHIC DATA) CAN NOT BE MATCH WITH CHILD (BIOASS&AY RESULTS). CHPEBSO30 REDUCE MANtJAL DATA ENTRY TO ELIMINATE DATA ERRORS AND DATA VERIFICATION ACTIVITIES SUPPORT THE USE OF ELECTRONIC DOSIMETERS. MAJOR REXS MODIFICATION AFFECTING PERSONNEL EXPOSURE DATA.
ACCESS CONTROL. AND EQUIPMENT SUBSYSTEMS SCAR CHSCA0002. CORRECT IDENTIFIED SUPERVISOR INABIUITY TO ACCESS AUDIT TRAIL DATA REQUESTED FY97 MAN.OURS ISSUE FOR NUCLEAR SITES DURING CLEAN-UP AND DATA VERIFICATION POSSIBLE IoCFRSo t VIOL.ATION POTENTIAL RADIATION INJURY CLAIM DEFENSE IMPACT REXg7BUD.XLSA
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4r27/96 I.°.
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ITI
-r m
C C
C>
OPERATIONS SUPPORT FINANCIAL PLAN FISCAL YEAR 1997 Department: Operatlons Support (DOLLARS INTItOUSANDS)
FY 1995 FY)196 FY 1996 FY 1991 FY ESTiMATE TOTA., B UDGET ACTUALS BUDGET FORECAST PROPOSAL FY 1998 FY 1999 FY 2000 FY 2001 FY 2002 FY 2 003 BASE M
rVsource OrnopSupport & OWCP 133 340 340 280 16 CoroateExpefue PerBP guidetinea 4,321 4,478 4620 4750 4888 SUtTOTALt 133 340 340 280 16 4321 4478
' 4,20 4750 4888 OTrrAGEOANr OUTAGE-UNIT 0 INSERTROWSAS NEEDED SUBTOTAL 0
0 0
0 0
0 0
.'0 0
0 SAT.ES.ENERAT, A ADMIN.- OTHER POWER EXI'NFh PROPERTY INS.
INJURIES & DAMAGES NRC ANNUAL FEES SUBTOTAL 0
0 0
0 0
0 0
0 0
0 rAEITIA r
NUC. PROD. CAPITAL 945 0
0 0
0 0
0 0
0 0
MATERIALS INVENTORY Flt!. INVENTORY CHIANGE
... SIUBTOTAL 945 0
0 0
0 0
0 0
0 0
i1I
- on 5786 5933 5933 4507 4442 EilYE LEX tENSEA_
627
.*.rA e
AOQO M TOTALEXPENSE '.
C:) REDUCTION NEEDED TO MEET TARGET C
Generation:
C)
Unit I N)*
Unit 2 N)
Unit 3 Total Generation lTotal Production C(sts(mills/kWh) 6864 0
6273 C
C C
C a
a
(
0 0
I.
3Z1 1,221 0
0 1,878 a
a 2,520 0
0 I
I ___________
A.
I __________
A. __________
)
0 0
C C
Budget categories are i'xpense. Capital, Support, and Fuel Expense. Budget categories should be grouped together.
HO00 6273 ql-tU 4787 4458'
-3 0
II 0
z 0
0 C-
"2
-> ;
.j '
Li,
- 0 3i 4'
3
-i 0
C, C)
- 0.
0 0
0 0~
0 b
Is
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'C z
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000 19 CA
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C Chapter 6
.-WORK FORCE ACTION PLAN/
AT-RISK DESTAFFING C)
C)
C)
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OPERATIONS SUPPORT AT-RISK STAFFING/FINANCIAL PLAN FISCAL YEAR 1997-CURRENT YEAR
)ept:Operations Support OCT NOV DEC JAN FEB MAR APR MAY JUNE JuL AUG SEP 1996 1996 1996 1997 1997 1997 1997 1997 1997 1997 1997 1997 (H.E.ADCOUNT)
'VAN Destinffiu Employees at Risk 14
-1 Employees planned for TVA Services 144 14 14 14 14 (BUDGET$ IN THOUSANDS)
IVAN Destaffille Employees at Risk
-O&M
-Capital
-Support C
Total Budget-Early Outs 0
0 0
0 0
0 0
0 0
0 0
0 0
Employees planned for TVA Services o
-O&M
-x s,
-Capital 01
-Support 107 108 107 108 107 108 107 108 107 108 107 108 Total IBudget-Transfers to TVA Services 107 108 107 108 107 108 107 108 107 108 107 108 Toti )etalig1ndgt:~
10 10 17 ;~~::.108
"'10~c7 108.
10760.~17 108 107 10
-ng d
e";
-:;::0 -8
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OPERATIONS SUPPORT AT-RISK STAFFING/FINANCIAL PLAN FISCAL YEAR 1997 Dept: Operations Support F
FY 199S FY 1996 FY 1996 FY 1997 FY 1998 FY 1999 FY 2000 FY 2001 FY 2002 FY 2003 ACTUAL APPROVED FORECAST PROPOSED ESTIMATE ESTIMATE ESTIMATE ESTIMATE ESTIMATE ESTIMATE (HU EADCOUNTn Employees at Risk Employees planned for TVA Services 0
0 0
14 4
2 0
0 0
0 S.....,.
~Note:
AInn~al/loury iEuploynieni col..ins should shio Jieadcou tn. at of Thca! Yea'-end ro IT!
s 71ý1 on,1 (B UDGET $ IN THOUSANDS)
VAH.i..DtlnlL Employees at Risk
-O&M
-Capital
.Support TtlBddEryqtis0 0
0 0
0 0
0 0
0 0
Totnl lludset-.,arly.Outs-0 Employees planned tor TVA Services 0
-O&M 198 0
-Capital Support 0
0 0
1,289 332 0
0 0
0 Total Midget-Transfers to TVA Services 0
0 0
1,289 332 198 0
0 0
0
......""
2 Ing it gt 33 190
Chapter 7 EDUCATION AND TRAINING PLAN DC
C EXHIBIT 2A FY 1997 EDUCATION and TRAINING PLAN
SUMMARY
($ooo's)
PROVIDER COST SITE:Corn - Ops.Sunport DEPT: Nuclear Trn' LA.BOuR Direct Indirect 619 Total 619 TRAVEL Direct Indirect 19 Total 19 CONTRACTS MATERIALS 13 EQUIPMENT OTHER 4
TOTALS 655 w
C)
C) co C
Site:Corp Dept:Ops Support Reason for Training Required by Law/
TVAU Core Requisite "Regulatory/Compliance Training Other Training (examples: NRC, EPA, Executive Order, (examples: Dollars & Decisions, (examples: Personal Certifications required in various fields, Diversity Awareness, Developing Excellence, College Courses, TOTALS Trainin Category etc.)
Leaders, etc.)
Semitars/Conferences, etc.)
Business (examples: Business Planning, Supervisory Skills Courses, 1JIVIAIDS Awareness, Dollars
& Decis;onsetc.)
23,504 18,276 41780 "Technical (examples: Mahintienance, Craft Training, Professional Certifications HIVIAIDS Certification,efc.)
33,880 3,078 36958 Individual/Professional Development (examples: College'Courses, Individual/
Personal lmprovenehnt, Seninars!
Conferences, etc.).
23,807 149,035 172842 V
~
Information i echnouioy Training (examples: Microsoft Word, CAD, Piping Support Software, Power Builder, Application Development Training, etc.)
TOTALS w
0 CO 11,705 7,300 19005 33880 62094 174611 f
270585 EXHIBI*" 2B FY97 EDUCATION and TRAINING PLAN
SUMMARY
($000's)
PARTICIPANT C
(
(VUVNCR TVAUrrVAN CORE e: Corp - O Support Dept: Ops Support Roll-up (2) Course I Course/A*l"v
/Yue..rltsla Cate or Number PRIORITY #1 Ltiti IefL~erilRD082 Barrier Analyslsflumsn Error Avddance MD Awareness IIRD702 Understanding
-iffer--nceS IIRD703 ercneS
! US020 TVA 's flnances" Dotlara And Dedsio ns IUS 2 coacing Skills IIRDOS7 Sure.u son In A Nu.de v-o-nmet hI"D TVA Personnel Pdldes & Procedures SMD Conflict Resolutton/Fattlfl C'on e 1ED PRIORITY 92 "IVA fnCes:Tbe Current Pidur BUVSOieo_.-S "TVA:
A New Business Era (Video)
IIUJS024 Pursuina Ehronmenil Qualit At VA V CPP706 001 Customer Drwtvn Performance (VidLe oT10230 r oundations Of Le er.shi IIRD.83 IUnderatasidltt Our usiness l,,iatUioshO a Sa Teate Diel cment IRD707 Develo n Leaders: Sceln ThleExa e
_TBED S
r aes Eecutiv
]
Role Modeln VARIOUS Executive sA=ssmecnf VARIOUS PRIORITY 3 Individual Develo mea Plant"InI IRD708 Total uallt At IVA deo TQT022 00O Strate cTeam Devel ent IIRD707 UnderstA...ln.g Our Eudness Reatldwshlps IUS0IO EDUCATION AND TRAINING PLAN FISCAL YEAR 1997 (s) Est.
(6) Elective (7)1le'dve (3) Course (4) Number of Employees Total Costs Course Trawl DuratIon FSCALYEAR 1997 Training Objecas es (S)
Expenses (S)
(liS) ot 02 03 (044 IHousa I I A 12 all em (all eral 8
3 3
4 22 96 S3,918 14 7
- 1 24C S9,633 16 1
2 3
7 178 S7.376 1
6 2
1 192
$9.710 16 3
3 1
176
$8,760 16 21 2
2 s
4,190 4
5 6
76 S3.178 312 2
S3,021--===---=
1 1
4 8 S2.800
-2C 1
120 63 VARIES*..
VARIES...
1 10 4
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PARTICIPANT Toa~l (8) Rteaon I
- Est, Porloty far "fanlg Training
$3,918 P2 S9,633 n
$8,760 P1 S4,190 L2 23,015 P2 S3,078 P2
$302 !
_2 P2
___L,800 P2]._.
S6.360 P2
[P2 2VAUELE~iVE ORO~hE TRIMNIN SIOULD) IBE ENTERED ON Till! OIIIER I3LANK~ FORMS PROVIDED.
Buin s 'Ian Tous~tsI 43 1 6,8 9I$
88 9 III 7
.2 TVAU Cart Category!
Reason I Priority code for training sctivily I'1 RequIhed by IAw/RegL* atomrYCmnPIIsn't P2 TVACoreTrklnlfnlg P3 professional Development Training Category CI Business C2 Technical C3 Indivadu*Profesoonal Developmenlt C4 Information TedcnologyTraining I. Non-Supervisory 2 - rront-Line Super~isors 3 - Mid-Senlof Lne Managers 4 -Executives (10)TVAU (1I)
(9)Tranlng Core Number cf Category Category nIployezz (1-4) -
FY4 91998 C3 14 1
9 1
3
.C2 3
S 3
_3
- L _._-
9___
C3 3
C'3 1,-3 7_.._
0 C*
0 C0) 0O (12)
Number of employees FY 1"99 I,
EXHIIBIT 5b Corp - Ops StipportTVAUITVAN-Confrihmtion Sheet A TCp N Corpl-UOPs up E DUCATION AND TRAINING PLANIIP
'~
FISCAL YEAR 1997 (OTA
()s. (6) Elective (7E1301ve Total (8) Reasoni (1OYIVAU Cole (12) umero C(Sss Esavel
'st.
priority fo (9)T lflS Cr Nun0b&a RNunyetC (3) Course (4) ?4umbet of EmployecS Total CSoatsnss(S lC) 14 (2) C orseif D urationt FISCALYEM R
1997 ItalAil1 O(all Fees ()
(all~
e (rA) *TolxfB rus C4tgr Cue Iy zpOei 3poes (l)C O M ~ e1 A d ~
t~ ft~ u ~ 7 ~ o IS t~uam bU
( Ies) 01 2
0 3 0 4 Ilowrs S 46 S
127 0
(o l e e !
o l e p )
E p n e S P 12 9 )
C C 4 Z1 4
9 8FY 1 9 Numbe 256
$10.40 51,000 P28
()C s/
cli)/
u Tii ng leoy64 1256 51020
$465 110.300 P2 C4 1716 2rl i A o s 2
12 0
$ 5 8 0 0 5 2 0 0 S 4 9 0 3C 16 2 2
2 2
6 128 35,800151,500
$C 310 cpCTIFadIn Mtn&SIo 17 9
T1 11 S565 1 TVAU Core C sletor2 y Re s lI priority -ode ror training Iactivity CQC t ncl w nlD vco ~ "
e ui e P2 Reglaor Comlinc C 3 2.Fron-lineSttpPr45Of pllCqured y A lC n rmnTc
,,g TrainingTeila P3 Profes sional Dev elopmeI~nt AC3jevd l/TJCtfllD elP eft3M dSOO Us N4l8r
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EXIIIBIT 6 Site: Corp - Ops Support Departneflnt fRoll-Up i
(2) Optional
_ I_ Cou rs eIAct iviTra nin Ca o
Course Con f/Senina r/Worksilop Number GET Initial FFD Continuing TruiIn Tuition Reimbursement ND dyCurr'ent Trainln.B__._
Seminrs /Wor-sho0_P "professional Devlpmn ctiit Bsed C~ost T an i ACCREDITED, TECHNICAL, OTHER gDUCATION AND TRAINING PLAN FISCAL YEAR 1997 (7)
T (8) Reason)
Travel Est.
Priority for Expenses (S)
Training Training (alt em I)
Expense (S) (P1 -P3) s3,016 P1 S5,400 P1I
_.__..-,-=
$2,449 P
$10.176 P3 S6,500 E _3_..
$1,095-----
1`I
___2,400
,L_,_
S27.325 L3
$1I4,000.___. L3_7,310 f
-3 s2,o~~o s$,1_.
0_ P3__
PARTICIPANT (10)
- 9) Training Numberof Category Employees (Cl-.C4)
PY 1998 C2 7
C2 35 C2 53 Cl 2
F3 2
C2 9
C2 C2 I
CIC3 8
CI,C3 1
C3 9
CJL-(11)
Numberof Employees FY 1999 35 53 2
9 9
18 12:S Flusness Plan Totals:
118
- 07.
42U01 TraiingCateoryTVAU Core Category:
0
--L Reason I Prfority code for training tctlvlty CA Pt Required by Law /Regulatory Compliance P2 TVA Cort Training P3 professional Development Tr]lrdnln Category Cl Tlusiness C2 Technical C3 Individus]ProfessionAl Development C4 Information Technology Training I -Non.SupervisorY 2 - Front-L.1re Super[visors 3 -Mid-Senior Line Managers 4 - Executives
(
(
co 0 m
(5) Est.
(6)
Costs Course Otjects Fees ($)
$3,016
$ 5,40..
- 0.
$2,449 S9,216 5S960
_$6,500 S1.050
$1,095
$1,200_ $1,200__
S2.000 s 13.560._ S9.75_0_E
$3.600_ S2,500_.
(4)
',3) Course ]Number of Duration ]Employees 0 Irs 1997 161 1
55 645 2.59
'2_..
. 4 1...
321 40*
Total Training Ifours 3201 22.5 24 32 360 8..
_. 0
4 0.
I BI 000133
(
4, Headcount 4 Escalation (Cost of living) Rate 4 Benefit Rate (Salary policy) 4 Overtime Rate* Percent of ST Hours Percent of ST Dollars 4 Unit StartUP and outage schedules
(
OPERATIONS SUPPORT Fiscal yearj, 997 Key planning Assumptions 563.%(b 1ad1 ny 3.7%0/ (ob! I i and 12 only) 23.9%
0 0
see schedule C
03 0
0 C:
CD
.C.
lj FECEI r ADD 960305 154 y,
E iO F
E 2.ReCrEIVED e
CWL&ý,
ennessee
/*
March 8, 1996 r96-J Engg & Technical Services Those listed on page 2 TA Nuclear TVA NUCLEAR (TVAN)
FISCAL YEARS (FYs) 1997-2001 BUSINESS PLANNING TARGETS The results of the targets we established for FYs 1997-2001 at the February 14 and February 21, 1996 TVAN Strategic Planning sessions are attached.
We agreed the O&M targets and mills/kWh cost were to be based on a cumulative annual 5% savings off of FY 1997 base O&M at Browns Ferry and Sequoyah, a cumulative annual 1% savings off of FY 1997 base O&M at Watts Bar, and a cumulative annual 4% savings in FY 1997 outage O&M per day cost at each site.
This was to be applicable as long as it was fair and equitable as possible among the plants.
The Central office targets were to be based on a cumulative annual 5% savings applied to FY 1996 Business Plan FYs 1997-2001 dollars which already contained a real 10% reduction.
The other targets were not to be changed.
The final Capital targets will be issued after the TVA Capital Review Team completes its reviews and the results are approved by the TVA Executive Committee.
This case did not prove to be equitable among the plants.
Higher first year base O&M targets for FY 1997 were established in the FY 1996 Business Plan for Browns Ferry and Watts Bar.
This was due to FY 1997 being the first full year of operations for Browns Ferry Unit 3 and Watts Bar Unit 1. This skewed the results.
Therefore, in the interest of equity, modifications to our assumptions were made as shown below:
The cumulative annual 5% and 1% savings reductions for BFN and WBN, respectively, were applied to the FY 1996 Business Plan FY 1998 base O&M targets beginning in FY 1998.
The cumulative annual 5% savings reduction rate for SQN was reduced to 4% beginning in FY 1998.
The results of these changes established targets that met our objective of becoming the best in the industry while proving to be more equitable among the plants.
As we revisit these targets in FY 1997, additional attention should be given to the improvement of the base O&M ratio of WBN to SQN for years 1999-2001.
BI 000135
Those listed Page 2 In addition to the attached targets, I expect each of you to establish site specific goals to shorten refueling outages and capture the additional cost savings.
Estimated savings (days and dollars) are shown with the assumptions for your use in establishing these goals.
Also, an additional 10% reduction to the Central Office attached target for FY 1997 will be required to support the TVA goal of no rate increase for that year.
These targets will move TVAN to becoming the best in the nation.
We must communicate these targets to all levels of employees.
TVAN must embrace these stretch targets into business plans, identify performance gaps, reco ze opportunities, and establish action plans.
Pr'se
'iTV. u Iar and Chief cl r Nficer LP 6A-C r
R.
J.
L. George, BR 5C-C P.
L.
Reynolds, LP 3B-C N. C. Kazanas, OSA 1A-BLN J.
A. Scalice, ADM lV-WBN R.
D. Machon, PAB IE-BFN K.
Maciejewski, LP 3B-C K. D. Stinson, LP 3B-C T.
J.
- 0. J.
- Zeringue, ADM 1V-WBN WRH:JRW:LAS Attachments cc (Attachments):
J.
(
Com poundIn 11Browns Ferry FY 96 P
()&NJ Dollars - Base 130.8 Outage 19.7 Tlotal Non-fuel 150.5 NfillslkWh - rotalw Fe Sequoyall O&M Dollars - Base 121.0 Outage 17 Total Non-fuel 138.9 Mills/kWh - Total wl Fuel 13.49 Watts Bar 0&M IDollars - Base 94.1 Outage 7.5 Total Non-fuel 101.6 Nfills/kWh - Total wl Fuel 16.97 Central Office O&NI Dollars - O&M.
11.5 Support" 33.0 Reserves 20.4 BFNI & BLN 5.7 Total 70.6 T
AN
- ':::::'~:!*:'"i:~
gBoundary P
Y 00 FY 1997 Reuc-o I?1998 Reductionl FY 1999 ReductionlF 20 Reduction F201Reduction rron rron tront Targets FY96 BP FY 96 IlP Targets FY96 DP IFY 96 BPI Targets FY96 BP FY 96 BP Targets FY96 BP FY 96 lIP Txrgets FYý96 B11 124.3 65 121.7 115.6 6.11 127.11 109.8 17.3 115.5 104.3 11.2 115.5 99.1 16.4 18.9 08 18.2 14.9 3.3 26.1 20.2 5.9 17.9 13.8 4a.
19.0 13.2 5 8 143.21 7.3 139.9 130.5 9.4 153.2 130.1 23.1 133.4 118.1 15.3 134 5 112.3
- 22. 2 15.16 12.75 16.84 13.23 15 81 12.39 15.96 12.11 115.0 6.1 115.8 110.4 5.4 125.1 105.9 192 118.2 101.7 165 118.2 97.6 20.6 17.21 0.71 27.5 25.4 2.1 23.2 20.6 2.6 13.1 240 19.0 5.0 132.1 6.8 143.3 135.8 7.5 14839 26.5 2
1.8 L114 8
18..
3 1l6635.6 11.601 14.6 12.20 158 11.57 14.73 93.2 0.9 81.1 80.3 0.8 84Tl7.6 i
T]8~i4
[
~
7.2 03 17.9 17.2 0.7 15.0 13.9 1.1 0.0 0.0 0.0 16.1 12.8 3.3 100.4 1
90
- 9.
96
.3 6.3 80.1 78.7 1.41 96.2 90.7 5.5 2
9.0 97.5 1.5 [
99.6 93.~A ~
1~~2~ ~. 4 2
17.62 1.31~
15.31 17.51 15.48 17.88 1489 15.22
.42 J.2 4.31 10.9 0.6 11.5 10.4 1.1 11.5 9.9 1.6 10.1 8.2 1.9 10.1 7.8 2.3 31.4 1.7 31.1 28.1 3.0 28.1 24.1 4.01 25.4 20.7 4.7 25.4 19.7 5.7 19.4 1.0 28.7 25.9 2.8 0
0 0
0 0
0 0
0 5.7 67.41 3.2 71.3 64.3 7.0 39.61 34.0 5.6i 35.5, 28.9
- 6. 6 L
305.5 8,2.
f0 O&N! Dollars - Base 1
416.5 399.7 168 389.9 370.6 19.3 37641 329.2 47.2 349.3 313.6 35.7 349.3 302.1 47.2 Outage 45.1 43.3 1.8 63.6
.57.5 6.1 64.3 54.7 9 6 33.3 26.8 6.5 59.1 45.0 14 1 Total Non-fruel 461.6 443.0 18.6 453.5 428.1 25.4 440.7 383.9 56.8 382 6 340.5 42.1 408.4 347.1 61.3 Mills/kWh-Non-fuelc) 11.33 10.87 11.10 10.46 10.75 9.31 8.86 7.83 9.83 8.30 Total wI/ Fuel C
16.98 15.01 17.03 1:i14.87 16 92 13.*1 15.30 12.73 16.22 13.15 Less Benefits 0
1566 17 14 16.06 Ii13.65 16.32 U."
15.27 :.:.
,8 16.07...........
12.17 TVA3 Yr Avg 15.97 15.2 15.67 14.31 15.68 1..45 15.22
.12,75 14.99 127 MillIkhl -Industry Med top qtrl @ 6,
'131 12.37.11.67 1.01 10.38 Med top qtrl @ 41t 1 3 I31.
- 2..
0 12.11 3
11.65 M e d t o p q t r l (@ 2 %
.... :.'-.,1 3 " 3 5 M1,
T'ota-lCetral 011ccSupport
[
461 43.71 2.3 41.61
- 37.
4.1 37.51 24.1
ý 13.4 33.81 20.7 13.1 33.8 19.7 14.1 Cenintrl O11ice O&M has S6 illion fees in FY 1997 (INPO, NEI, F1F1MA EIMA, AEMA)
AlIocAtion to Capital stops at the end of FY 1998.
Page 1 of 6 ADMINISTRATIVE(
ONFIDENTIAL TVAN FY 1997 Targets March 8, 1996
(
318196
C M
o&ovn Ferryl FO&NIlDollars-Base Outage Total Non-fuel Ntills/kWIh-Non-fuel Total w/ Fuel Less Benefilts TVA 3 Yr Avg Mill/ffkh -Industry Med top qrl @
to6%
Med top ctlrl @ 4%
Med top qlrl @ 2%
FY 1917 Red (rem FY 96? P Targets FY96 UP 1308 124.3 65 19.7 18.9 08 1505 143.2 7.3 9 67, 16.08 1642 16.62 9.18
.14,48 1$!*l*81 12163 Sequoyah O&M Dollars-Base 121.0 1150 6.1 Outage 17.9 17.2 0.7 Total Non-fuel 138.9 132A1 6 8 Mills/kWh - Non-fuel 8 13 7.73 Total w/ Fuel 13.49 :0 Less Brno.11s 23 838 X103
.TVA 3,r Av_
1437 M2.73 hlills/&Wl
-Industry Med top qlir @ 6%
1.61 Med top qtrl @ 4%
13 Med top cirl @2 2%3 X
3 W illis 1121tr O&M Dollars - Base 94 1 93.2 0.9 Outage 7.5 7.2 0.3 Total Non.fuel 101 6 1004 1.2 MsllsrkWVl - Nun-fuel 13 42 13.26 Total w/ Fuel 1697 I$-1 Less Benefits 18 43 7..9 TVA 3 Yr Avg 1 96 15.81 hllsIk\\Vh -Industry Med top qtrl @ 6%.:
1 Med top qtrl@ 4%/.
1$1o Med top clirl @ 2%
2633 ______3 TVAN O&M Dollars - Base Outage Total Non-fuel Malls/kWh-Non-fuel Total w/ Fuel Less Beinerits TVA 3 Yr Ave hfi ls/kV~h -Industry Med t op qtrl @ 6%
Med top qirl @ 4%
hid top itrl na 2%
4165 45.1 461.6 11.33 1698 15.66 1597 399.7 43 3 443.0 1087 13 74 1-<46 3:13,1I
..!iiil4 17 168ll 1.8 186 ADMINISTRATIVEL(
,NFIDENTIAL TVAN FY 1997 Targets March 8, 1996 FY 1998 1Y 1991 Red front Red Iro!
FY 96 0P Targets FY*6 UP F'Y 9 UP I Targets "Y96 UP 121.7 115.6 6.1 127.1 109 8 17 3 18.2 14.9 3.3 2651 202 59 139.9 1305 9.4 15321 130.1 23.1 861 1516 15.70 1586 8.03 "14,38 110 1*,60 13.36 115.8 1104 27.5 254 143.3 1358 873 823 456 1:220 1507 12,76 14.46 1..37 1190 81.1 17.9 99.0 12.10 17.51 19.17 17.25 389 9 63 6 453.5 11.10 17.03 1606 15.67 803 17.2 97 5
!1.91 14,25
- at15, 1
370.6 57.5 428.1 10.46 1 487 165*'
14312;a 54 2.1 7.5 08 0.7 1.5 19.3 6.1 254 9 63 16 84 1659 16 23 125.1 23 2 1483 8 87 15.18 14.98 14 64 84.6 150 99 6 11 87 17.88 18.16 17.30 3764 643 440.7 10.75 16.92 1632 1565 192 26 21.8 FY 2000 Red trains VY 0 BP Targets I'/E91 UP 1155 1043 11.2 17.9 13.8 4.1 1334 118.1 153 8.11 7.18 1581 1
1562 iil32 1597 It 11 84 1282 154 133.6 7.74 1473 14 55 1486 101.7 13 1 1148 6558
- ...,10.59
- 128.
16 2.3 188 818 13.12 13:10 1059 20.6 126.5 7.49 12.10 ti:ii;'22~s 1212 79.5 139 93.3 1.07 329.2 54.7 383.9 931 13,62 35.7 65 42.1 FV 2001 Red freon FY 96 UP 115.5 19.0 1345 819 1596 1576 1599 1182 24 0 142.2 851 1552 1527 1493 80.1 16 I 962 I
45 17.62 17.77 1635 3493 59.1 4084 9 83 1622 16 07 1499 "largcts 99.1 132 112.3 6 84 9.99 12.20
"?"12,5 97 5 19.0 1166 6 90 1*34 11471 1124
- 1.20 77 9 12 8 90.7 1070
'14.15 13.39 13.42 302.1 450 347.1 830
. 12,17
..: 12.27 2.065 13,09 164 58 22 2 206 50 256 2.2 33 55 47.2 14.1 613 Page 2 of 6 w
CA3 cxo 318196 5.1 1.1 63 47.2 96 56 8 80 1 78.7 00 00 80 2 787 844 821 2522 122 11555 110i 1653 1:69 L iS t 349.3 33.3 382 6 886 1530 1527 1522 313.6 26 8 340.5 7 83
- 1.
.I 01 "13,35 1.4 00 1.4 6.62.
l 1
1 Id
(
Capa1ity lac997 FY99 FY 1999.: F-0
- . FY200I FY 1996 Business Plan 82.3 83.6 83.9 88.4 85.0 Increase 0.1 0.2 0.5 0.6 0.6 Final Target 82.4 83.8 84.4 89.0 85.6 Geneir'tion Targets Generation results after above capability factor improvements and updated operating results.
Get.etatio x`***!*!*:!?.*.!i:**:;:i~
- i::.bWY.`997::!:.*.*9 i*
FYIP.S WY1999.
FY!:* ::2000:!: WY :'2001..iil FY 1996 Business Plan 40.23 40.84 41.01 43.2 41.54 Increase 0.02 0.09 0.22 0.28 0.26 Final Target 40.25 40.93 41.23 43.48 41.80 Capital Targets TVAN has proposed to Knoxville, a 1997 request for $150.9 million based on a review of individual projects. Beyond 1997, TVANs proposed targets will be based on an annual percentage reduclion of the $150.9 million level as shown below.
Capital Dollars;-F1.:..:*:....FYt997:. FY.:1998-... 1fY I FY 1996 Business Plan 194.2 150.4 Reduction NA 10%
Revised Target 150.9 135.81 1
Note: Allocation to Capital stops at the end of FY 1998 1999!, FY:2000!i. FY 2001r..
1388 111.9 111.9 10%
10%
20%
22.23 110.01 88 Page 3 of 6 ADMINISTRA'Tr CONFIDENTIAL TVAN FY 1997 Targets Capacity Factor Targets As a result of reviewing INPO year 2000 goals, it was agreed that capability factor increases were needed for SQN and WBN.
SQN & Watts Bar capability factors were increased from 86% to 87%. Capability loss factors for SQN & WBN decreased from 5.6% to 3.0%. The resulting change in capacity factors associated with capability factor changes are shown below.
(:D 0
0 CO 318196
SADMINISTRAFIVE(vE bNFIDENTIAL TVAN FY 1997 Targets Other Targcts Chemistry Index: Browns Ferry 1.05, Sequoyah 1.06, Watts Bar 1.00 Radiation Exposure: New goals were set at 106 for Sequoyah; 120 for Watts Bar; and no change for Browns Ferry.
NRC Compliance: No Change Environmental Compliance: No change in targets at this time. The total goal for TVAN will stay the same as (he previous business plan. T. McGrath will investigate the basis for distribution among the sites.
Hadwaste Generated: No Change Succession Planning: No change in numeric goals. P. Reynolds will investigate narrowing the scope of positions included in the indicator calculation to senior level and other critical positions.
Work Force Diversity: No Change Lost Time Injury Rate: No Change Recordable Injury Rate: No Change 0
0 Page 4 of 6 3/8/96
(
ADMINISTRATIVE(
ONFIDENTIAL
(
TVAN FY 1997 Targets Assumptions for Base $'s, Outage $'s, and Outage (lays Targets are based on the following:
- Browns Ferry has 5% imnprovement applied to FY 1997 base dollars
- Browns Ferry has a 5% compounded annual improvement applied beginning with the FY 1998 base dollars of $121.7n from the FY 1996 Business Plan
- Sequoyah has a 5% improvement applied to FY 1997 base dollars
- Sequoyah has a 4% compounded annual improvement applied beginning FY 1998 to base dollars of $115.0mn resulting from the above calculation
- Watts Bar has a 1% improvement applied to FY 1997 base dollars
- Watts Bar has a 1% compounded annual improvement applied beginning with the FY 1998 base dollars of S81.1m from the FY 1996 Business Plan
- Central office assumes a 5% compounded improvement off FY 1996 Bus Plan Targets (more aggressive)
- Refueling outage dollars assume a 4% compounded improvement on FY 1997 outage cost ner day. Watts Bar begins compounding on the FY 1998 outage cost per (lay (first refueling outage, not FY 1997 maintenance outage). The Watts Bar FY 1997 maintenance outage was reduced by 4%
- Fuel cost improvements assume a 1.5 mills/kWh improvement for FY97, 1.83 for FY98, 2.16 for FY99, & 2.5 in FY00 & 01. The FY 1996 assumptions already included an unidentified savings of.33 for FY98,.66 for FY99, & 1.0 for FY00 & 01 on the fuel costs and has been incorporated in the above savings
- The mill calculation for 'Less Benefits' and TVA 3 Yr Avg have central office costs spread to sites.with 2/5 for BFN and SQN, and 1/5 for WBN. The dollars are reduced by 11.7% to exclude benefits for industry comparisons
, Browns Ferry Unit 1 layup cost of S5.5 million in FY 1997 is excluded from mill rate calculation An additional study was performed with revised generation ranges including 28/35 day refueling outages for BWRs and 35/40 (lay refueling outages for PWRs.
The first refueling outages on BFN3 and WBN maintained original outage lengths. It also included reduced capability loss factors for SQN and WBN. Based on shorter refueling outages, costs were reduced on a dollar per (lay basis The industry comparisons for each site are based on 1992-1994 median top quartile data, improved at a compounded rate of 2%, 4%, and 6% rate and are for multiunit sites for BFN & SQN and single unit sites for WBN The TVAN industry comparison is based on the above data weighted 4/5 multi unit and 1/5 single unit The TVA 3 Yr Avg data for WBN in FY 1997 includes only the 2 years of operation. The TVA 3 Yr Avg data for BFN in FY 1997 includes 3 years data for unit 2 and 2 years data for unit 3 w
C3 C:)
0
__Page 5 of 6 3/8/96
(
ADMINISTRATIVE(
ONFIDENTIAL TVAN FY 1997 Targets Assumptions for Base $'s, Outage $'s, and Outage (lays Refueling Outage Stretch Goals This table assumes the outage cost reduction will achieve 5so% of tie per day savings due to certain outage fixed costs (i.e. contracts)
I FY 1997 Outage Savings FY 1998 Outage Savings flavs (5 0OO's'I FY 1999 Outage Savings Days ($ 000's)
FY 2000 Outage Saving Days S 000's FY 2001 Outage Savings Days (S 000's)
Original 62 51 72 51 51 Outage in hly 305 293 281 270 259 Revised 62 28 49 51 29 23p r
- 3 I2246 Original 50 77 65 43 65 Outage S/day 344 330 317 304 292 Revised 40 67 43 41 58 Original 30 510 42 0
42 Outage S/day 344 330 317 304 Revised 30 50 40 0
35 1ni...
,,,.:.'..:..::.....,.....0 7...,
Original 142 178 179 94 158 I Revised 132 145 132 92 122 Imrvmn'~1) 1718
- 3*.08:..47.07 2.34
$6i 6,9
~~~~~~~~D y
I'S......
00"0's")
.. " :'...... '8+
"::*:" :'......+ ":
Im ib e n n. ::::i:0yeiO +::+ ; 1 : Ii:!i!:.. 3:!+i!i:5* i *(.+,
. !+!*:*i!:17 !+i:1
- 4 ]"
,,,,ie!n ti:i::+:+2 i~:3.,,
.,,,,+ ~i++ii!ii. 6 !~i~li1 1 :++.,,,,,
0 0
0 Page 6 of 6 BFN SQN WBN 3/8/96 I
ADMINISTRATIVELY CONFIDENTIAL A13 960311 002 March 11, 1996 Those listed FISCAL YEAR (FY) 1997 BUDGET As stated in William R. Hamm's FY 1997 Budget memorandum dated March 11,
- 1996, I am forwarding to you the attached information regarding your TVA Nuclear headcount.
This information indicates current headcount, including a detailed breakdown and FY 1997 targets from the FY 1996-1997 Business Plan.
Please review this information and submit revised targets for FY 1997 headcount to me by March 15.
If there are any questions, please contact Sarah Roach at Chattanooga extension 7071.
Phillip General Nuclear LP 3B-C L. We lds Manager Human Resources R.
J.
P. Maciejewski, LP 3B-C I.J.9._/cGra-.h_,LP_ 3B:
-1 J.
A. Scalice, ADM 1V-WBN K. W. Singer, LP 3B-C K.
D. Stinson, LP 3B-C Vice President, Technical Services, LP 3B-C PLR:JSS Attachment cc (Attachment):
J.
R. Haemsch, DSP IA-SQN J.
D. Moss, PAB 2P-BFN S.
J. Wallace, ADM IR-WBN S.
FY 1997 HEADCOUNT REVIEW (Excluding Non-Nuclear Matrixed)
Current Business Plan FY 1997 Revised FY 1997 3/11/1996 Target Target Central Office Ops Support 48 59 BI 000144
3/12/96 ORGCODE ORGANIZATION 05 OPS STAFF 05 OPS STAFF 05 OPS STAFF 05 OPS STAFF 05 OPS STAFF 05 OPS STAFF 05 OPS STAFF 05 OPS STAFF 05 OPS STAFF 05 OPS STAFF 05 OPS STAFF 05 OPS STAFF 05 OPS STAFF DEPARTMENT c610000000 NUCLEAR OPERATIONS C611000000 OPERATIONS SUPPORT C611001000 PERFORMANCE ASSESSMENT C611002000 OPERATIONS AND FIRE PR C611002020 FIRE PROTECTION C611010000 NUCLEAR TRAINING C611100000 MAINTENANCE & TECH SUP C611102000 TECHNICAL SUPPORT C611103000 MAINTENANCE SUPPORT C611201000 RAD CONTROL C611202000 CHEM & ENVIR PROT MGRS SPECIALISTS 1
9 1
1 5
3 5
7 3
4 30 9
30
'3 I qtgp2
~c l vfr vrP1Yr cIo C2) 0
.31 41, SALARY TRADES POLICY
& LABOR TOTAL 3
9 9
7 it 2'!
ni 2 2 5
2 1
7 5
6 8
5 5
48 48 C-')
c-')
4ý. I Co~
NUCLEAR HUMAN RESOURCES SUPPORT SYSTEMS TVA NUCLEAR POWER STAFFING BY MANAGEMENT/SALARY POLICY/TRADES AND LABOR INFORMATION AS OF MARCH 11, 1996 C
PAGE 5
-cq,
FY 1997 HEADCOUNT REVIEW (Excluding Non-Nuclear Matrixed)
Current Business Plan FY 1997 Revised FY 1997 3/11/1996 Target Target Central Office NETS 98 110 ISO 91 101 ERMI 20 21 NIPS 18 23 Total Billable 227 255 3/1 I
&it*A r
?"I oP Bi 000146 OL m
VV4 -f I "V
FY 1997 HEADCOUNT REVIEW (Excluding Non-Nuclear Matrixed)
Current Business Plan FY 1997 Revised FY 1997 3/11/1996 Target Target Central Office 48 59 2
Ops Support 485_*2 2 >Sr'JP
-Do, s. 4-c-I-u_.cLf,_ L P
BI 000147
FY 1997 HEADCOUNT REVIEW (Excluding Non-Nuclear Matrixed)
Current Business Plan FY 1997 Revised FY 1997 3/11/1996 Target Target Central Office NETS 98 110 ISO 91 101 ERMI 20 21 20 NIPS 18 23 Total Billable 227 255 W C<s SS E.sA BI 000148
-ý,C)m
- b.
J c; e &,,,
C,ý_ 14 ýA OL I &.-- ý
ý,"l C,
ý, 4j
.ýYv
C
(
NUMBER OF EMPLOYEES TY P E PSIION AT 3/8/96 AVG. SALARY
$ WIThIOUT FRINGES AVG. SALARY S WITI I FRINGES*
FY 1996 TOTAL
$ WITII FRINGESt Managers & Specialists Administrative Clerical 226 27 46 35 Engineering, Tctlinical, Professional ESTIMATEI) FY 1996 LABOR 334
$77,271 37,935 27,241 55 873
$6_4,958.
$98,132 48,177 34,595 7, 9U7
$.82,495
$22,177,832 1,300,779 1,591,370 2,483,495
$27,553,47.6
$1.2 Million
$28.8 Million ESTIMATED EXECUTIVE COMPENSATION TOTAL ESTIMATED COMPENSATION
- Includes 2.5% Leave Accrual Factor
- Salary Policy Benefit Rate. 23.9%
- Excludes FY 1997 Escalation of"3.8%
0 0
C)
-- )
A \\RIi(;I ; \\% 1 (,T FY 1996 LABOR COST PER EMPLOYEE IN TVAN CENTRAL OFFICE WITH AND WITHOUT FRINGES (FRINGE BENEFITS)
(Excluding TVAS, NETS and ISO) 16 Mir 06
C Aim Salary Inflation Rate
,\\ierape Inflated Salary Total D~ollars:
O&M Dollars Support Dollars I oMal Central 'argctk "Targets l~e, Fi-ed Fees' lnIlarN Excluding Fees' 62'A L.abor Dollar%
Ai ernge I acdeouut 65% Labor 1)ollarq AMerige lleadcounit 70% Labor Dollars Aie rage I lentlcmil 75% Labor Dollars Aierage Ileadcount 80% 1,hlor Dollars Ai erage Ileadcotnt 85% Labor D)IlirR ANeragc Ileadcotit FY 96 BPi 115 46 0 57.5 F'Y 1997 ied'ction Final Targets I
- 3. 8%{
0.0856 98 39 I 48.9 6.0.I 42.9 266 311 27ý9 326 30.0 351 32.2 376 34.3 401 36.5 426 FY96 HP 1.7 69 8.6 FY 96 BH' 115 41 6 53.1 FY 1998 Final Targets 3.7 O/
00888 88 35.3 44.1 6.0 38.1 23.6 266 24.8 279 26.7 301 28.6 322 30.5 344 32.4 365 rront FY96 BP 27 63 9.0 FY 1999 I leductioni FY 96 HPI 49.0 Final Targets 3.7%
0.0921 34.0 60 28 0 17.4 189 18.2 198 196 213 21.0 228 22.4 243 23 8 258 rrom FY96 BI' 15,0 FY 2000 Reductioni Final from FY 96 BP Targets FY96 1HP
,,. t*1/
43.9 0.0956 6.0 22.9 14.2 1,19 149 156 16.0 167 17.2 180 18.3 191 19.5 204 15.0 Assutmptions;
A% crge Central Ofrice Salary for FIY 1996 (phi, frhinges) - $82.5k x inflation per ycnr Reduction compoundced 5% per year from FY 1996 B1usiness Plan pius 10%n dditional in FY 1997 mid FY 1998 v 1 71A*ftl V
FISCAL YEAR 1997 CEN I RAIL OFFICE TARGEIS (Dollars in Millions)
O&AI and Support Labor Percent orTotal D)ollar Targets C
FY 96 BPI 43.9 FY 2001 in rro t FY96 HP 164I I argels 3.9 04 0.0993 27.5 6.01 21.5 13.3 134 140 141 15.1 152 16.1 162 17.2 173 183
- 198, 0
0 0
01 0
C SUPPORT Staff Performance Assessment Nuclear Training Operations and Fire Protection Nuclear Maintenance Rad Chemistry Mgr.
Chemistry Radiological Control I.1RMI Subtotal Support "I OTAL SUPPORT C
CENTRAL OFFICE OPERATIONS SUPPORT FY 1997 PRELIMINARY ESTIMATES (I)OLLARS IN THOUSANDS)
FY96 REI)UCTION FY97 POTENTIALI BUS PLAN 17%
TARGET REDUCTION POTENTIAL AREAS FOR REDUCTION Reductions to Achieve 17% Reduction:
$250
$43
$208
$43 Miscelleanous reduction across the board
$432
$73
$359
$73 Reduce I position
$849
$144
$704
$30 Completion or(Nuclear Training) Task Standardization Project
$20 Completion or(Nuclear Training) Lesson Plan/Procedures Electronic Conversion Q ýj Chemistry Secondary Optimization
$30 Computer Base Training Modules
$20 Software for Computer Base Training Modules
$17 Miscelleanous reduction across the board
$600
$102
$498
$82 Reduce 1 Vacant position
_.$20- -Prepay Fees in FY96 (EPRI)
$2,126
$361
$1,765
$256 Reduce 3 positions
$7-7-" Prepay Fees in FY96 (EPRI,Nuclear Industry Check)
$10 Reduce pool vehicle
$8 Reduce Telecommunication cost
$10 Reduce supply and materials
$26
$4
$22
$4 Reduce supply and materials
$701
$119
$582
$27 Chemistry Secondary Optimization Plan
$92 Reduce I position
$488
$83
$405
$83 Reduce I position
$252
$43
$209
$413 Agrcsivc Blillouts ofIERMI Service,
$5,724
$973
$4,7507
$5,724
$973
$4,750 03 C:)
01 0x
(N O&M Operations Support Staff Workers Compensation Chemistry Subtotal O&M TOTAL O&M FY96 IREDUCTION
-FY97 POTENTIAL I BUS PLAN 11% "
TARGET REDUCTION POTENTIAL AREAS VFOlt REDUCTION Reductions to Achieve 17% Reduction:
$40
$7
$33
$14 Reduce Worker's Compensation
- Reduce Resource Group Work Agreements
$333
$57
$276
$49
$373
$63
$310
$373
$63 S310 CENTRAL OFFICE OPERATIONS SUPPORT FY 1997 PRELIMINARY ESTIMATES (DOLLARS IN TIIOUSANDS)
Go 0
0 0
(
OQlGAIMIZATIQN Engineering & Technical Services Site Support Fees Sultotnai E&TS Nuclear Operations Vice President Process Improvement & rQ Operations Support Subtotal Nuclear Operations Nuclear Projects Site Support Subtotal Nuclear Projects lluman Resources Business Services TVAN President Subtotal C
(
FISCAL YEAR 1997 CENTRAL OFFICE O&M AND SUPPORT TARGETS (Dollars in Millions)
Sfj~tJ/.*-*
15% REDUCTION FY96 FY97 BUS PLAN REI)UCTION TARGET 23.3 3.5 19.8 (11.2)
(1.7)
(9.5) 56 0.8 4.8 17.7 2.6 15.1 0.2 0.2 2.0 0.3 1.7 6.1 0.9 5.2 8.3 1.2 7.1 7.1 1.1 60 11.2 1.7 9.5 18.3 2.8 15.5 5.7 0.9 4.8 2.8 0.4 2.4 1.8 0.3 1.5
$54.6
$8.2
$46.4
[a] Fixed Fee adjustment:
$5.6mn Fees results in 19%
reduction for E&TS 17% REI)UCTION FY97 REI)UCTION TARGET
'4.0 19 3 (1.9)
(9.3) 56 2.1 15.6 0.2 0.3 1.7 1.0 5.1 1.3 7.0 1.2 5.9 1.9 93 3.1 15.2 1.0 4.7 0.5 2.3 0.3 1.5
$8.3
$46.3 03 C)
[al 15% Target includes a reduction of 15% to $5.6m fixed fees (AI:MA, '1 FIMA, FF.MA, INPO, NFI) 17% laiget excludes a ieductht)o to fixed fees 01 M0
FISCAL YEAR 1997 NUCLEAR OPERATIONS TARGETS (Excluding Process Improvement & Total Quality)
(Dollars in Millions)
O&M and Support Dollar Targets FY 1997 FY 1998 FY 1999 FY 2000 FY 2001 Final Final Final Final Final Targets Targets Targets Targets Targets Annual Salary Inflation Rate 3.8%
3.7%
3.7%
3.8%
3.9%
Total Central Office Average Inflated Salary 0.0856 0.0888 0.0921 0.0956 0.0993 Total Central OfficeDollars:
O&M Dollars 9.8 8.8 Support Dollars 39.1 35.3 Total Central Office Targets 48,9 44.1 34,0 28,9 27.5 Total Central Office Percent Reduction 17.0%
9.8%
22.9%
15.0%
4.8%
Nuclear Operations Total Dollars 5.3 4.8 3.7 3.1 2.9 Nuclear Operations Dollar Reduction 0.5 1.1 0.6 0.2 Central Office Targets Less Fixed Fees*
5.6 5.6 5.6 5.6 5.6 Dollars Available Excluding Fees*
43.3 38.5 28.4 23.3 21.9 Total Central Office Percent Reduction w/Fees 17.0%
11.1%
26.2%
18.0%
6.0%
Nuclear Operations Total Dollars co 5.3 4.7 3.5 2.9 2.7 Nuclear Operations Dollar Reduction 0
0.6 1.2 0.6 0.2 0
Assumplionsi
- Assumes Central Office has fixed fees (INPO, NEI, FEMA, TEMA, AEMA) which cannot be reduced Average Central Office Salary for FY 1996 (plus fringes) = $82.5k x inflation per year Reduction compounded 5% per year from FY 1996 Business Plan plus 10% additional in FY 1997 and FY 1998 27 MWr 96 A w97NUCOP
,V.4 pFlR
cLe
CL
g2 r1T oee-CvýxLAs BI 000155
L75 960507 800 RECEIVED May 7, 1996 MAY 9 1996 OHAIR.X"I.
T. J. McGrath, LP 3B-C i.Y.EAR SAFMlY K-EVW BOCf CONSEQUENCES OF PROPOSED FY97 HEADCOUNT REDUCTION IN CORPORATE CHEMISTRY AND ENVIRONMENTAL Per your direction on April 23, 1996, I reviewed with the site Chemistry Managers and Environmental Managers the tasks that would have to be transferred to the sites as a result of the proposed FY97 headcount reduction in the Corporate Chemistry and Environmental Organization.
The following is a summary of feedback from the sites of functions that they would have significant difficulty in accepting and carrying out:
BFN Chemistry
"* Chemistry data management (CDM) system coordination and implementation is a major role that would not be adequately fulfilled. This function could not be picked up satisfactorily by a site representative and standardization and implementation would suffer.
"* Lead Engineer/Chemist dedicated support for assessment in ardas such as radioactive effluents, ODCM, QA/QC, data trending, and overall program performance. Past attempts to use multi-site teams has not provided the frequency or in-depth assessments needed.
"* Off-site laboratory services coordination and performance.
"* Multi-site contract development. The site has limited expertise and time to develop procurement technical specifications and coordinate vendor proposal evaluation.
BFN Environmental
- Loss of active corporate presence will impact TVAN's ability to participate in the discussion/decisions being made at the TVA corporate level regarding environmental policy and procedures. Without a place at the table staffed by someone whose primary function is environmental, TVA will abdicate the role of spokesperson for TVAN's interest to FH&P. This has already impacted the sites in such areas as environmental auditing and reportable environmental events (REEs).
BI 000156
T. J. McGrath Page 2 May 7, 1996
"* TVA's representation on outside groups such as EPRI and EEI will no longer have a contact person in TVAN. This will further reduce the TVAN voice in industry matters which have a direct impact on site functions.
Corporate coordinated functions such as site assessments are particularly useful to the sites, and provide an opportunity to interact that would not occur without corporate leadership and direct support.
SQN Chemistry
"* Multi-site contract management such as CDM, raw water partnering agreement, makeup water partnering contract and off-site laboratory services such as Central Laboratory, WARL, NUCON, and Calgon could be adversely affected. The coordination role and implementation support function could not be as adequately addressed by a site representative.
"* Secondary chemistry optimization program support to assist in completing implementation of Phase 1 recommendations and completing the Phase II studies will be very difficult to achieve in a timely and complete manner due to the required level of effort needed.
SQN Environmental
"* Participation in TVA wide Environmental Implementation Committee (EIC) activities and policies, reportable environmental events (REEs) decisions could not be fulfilled at the site level. This would result in TVAN not being represented on key environmental issues.
"* Corporate coordinated functions such as site assessments are particularly useful to the sites and provide an opportunity to interact that would not occur without corporate leadership and direct support.
WBN Chemistry
- Lead Engineer/Chemist dedicated support in site specific expertise for areas requiring attention such as PASS, QA/QC, development of specialized training modules, weekly observations, conducting special tests to resolve specific problems such as closed cooling control, and overall program health could not be adequately absorbed by the current site staff due to the level of focused effort required.
BI 000157
T. J. McGrath Page 3 May 7, 1996 WBN Environmental Participation in TVA wide Environmental Implementation Committee (EIC) activities and policies, reportable environmental events (REEs) decisions could not be fulfilled at the site level. This would result in TVAN not being represented on key environmental issues.
Please contact me at 7826-C should you have any questions or comments.
Manager, Chemistry and Environmental Protection BR 5D-C ROG:SME cc: D. J. Bodine, OPS 2B-SQN J. B. Brellenthin, PMA 1E-BFN S. G. Bugg, POB 2D-BFN J. M. Corey, POB 2H-BFN J. W. Cox, MOB 2U-WBN C. E. Kent, POB 2C-SQN J. D. Osborne, SBT 3A-SQN G. L. Rich, OPS 2B-SQN J. W. Sabados, POB 2D-BFN V. J. Shanks, MOB 2U-WBN D. J. Voeller, MOB 1F-WBN RIMS, CST 13B-C c:\\RadChem\\Ron\\FY97HC.doC BI 000158
Current RADCHEM Organization RADCON/Radwaste Staff FY96 Budget; $488 K Chemisty/Env Manager P G I
I
°................
............... I..................
r:................
..........I ERM&I IProgram Manager' Program Specialist:
Program Specialist Manager (Chemistry/Env) I (Chemislry/Env)
(Chemistry/Env)
PG-10 H
PG-8 PG-7 PG-7 (20)
(3)
(vacant)
J.............................. J I.............................. J 0 does not include secretary Functional Areas
"* Programmatic Issues
"* Standardization
"* Industry Benchmarking
"* Technical Support
"* INPO Evaluations (new)
"* Training Oversight (new)
Major Accountabilities
"* TVAN RADCON program and project management
"* Multi-site contract administration
"* Exposure management (ALARA) support
"* Dedicated site liasion
"* Multi-site software administration (REXS, RADMAN, etc.)
"* Disposal Site/Storage Interface
"* Rad Materials Shipment Manual Owner
"* Radwaste Support
"* Southeast Compact Interface
"* Radiation litigation minimization
"* Radiological assessments
"* Radiation protection technical assistance
". Exposure Records and Records System
"* Internal dosimetry support
. Site outagelstartup support
"* External dosimetry support
"* Maintenance of'rVAN STDs
"* Byproduct Material License Support
"* Radiological Assessment Review Committee Support
"* NSRB Support
(
03 UO C:)
0:1 Note: bolded items are those that require increased attention for FY97/98 ry97bpl I
I
(
(
Manager (V.ACANT I.......................
I......
~
ERM&l all~~
Manager
~~(18)
.I
=
SChemlstry/Env Manager 1
°°..................
°.I.....................*
°.
Program Manager.
Program Specialist:
Program Specialisti i (Chemistry/Env) I I (Chemlstry/Env) i!
(Chemlstry/Env)
(3)
(vacant)
- does not include secretary Major Accountabilities
- TVAN RADCON program and project management
- Multi-site contract administration
- Exposure mitnagement (ALARA) support
- Dedicated site liasion
- Multi-site software administration (REXS, RADMAN, etc.)
- Disposal Site/Storage Interface
- Rad Materials Shipment Manual Owner
- Radwaste Support
- Southeast Compact Interface
- Radiation litigation minimization
- Radiological assessments
"* Radiation protection technical assistance
"* Exposure Records and Records System
"* Internal dosimetry support
"* Site outage/startup support
"* External dosimetry support
"* Maintenance of TVAN STDs
"* Byproduct Material License Support
"* Radiological Assessment Review Committee Support fy97bp2
( I Current RADCHEM Organization RADCON/Radwaste Staff FY96 Budget; $488 K ($1532 K Radchem)
Functional Areas
"* Programmatic Issues
"* Standardization
"* Industry Benchmarking
"* Technical Support
"* INPO Evaluations (new)
"* Training Oversight (new) w 03 C
Note: bolded items are those that require increased attention for FY97/98 I
(thousands of dollars with % change in N/A - Not Applicable (The FY 2000 Budget $ 914 K does not include cost of inflation, is based on reducing 1996 budget cost by 40%, and represents 1996 dollars)
BI 000161 AD CON CI{EM/ENV RAD/CEM[ENV FY 1996 488 1031 N/A FY 1997 405 (-17%)
858 (-17%)
1263 (-17%)
FY 1998 N/A N/A FY 1999 N/A N/A FY 2000 N/A N/A 914 (-40%)
FY 2001 N/A N/A 0,9, parenthesis)
(
(1 FY 1996 Chemistry & Environmental Organization Ileadcount-6 Budget$1031K PG-1 1 Manager PG-8 Prog. Manager Functional Areas:
- Programmatic
- Technical Expertise/Support
-Benclunarking
-Standardization
-Evaluation & Assessments
-Training & Monitoring 0 C) 0, N)
PG-8 Prog. Manager PG-8 Prog. Manager PG-8 Prog. Manager (VACANT)
.I.....-.... I..
PG-7 Prog. Manager Major Responsibilities:
TVAN Chemistry & Environmental Program & Project Management Provide guidance on compliance with new and revised regulations Maintenance of TVAN Environmental Compliance Manual Partcipate in TVAN Environmental Task Teams Represent & Participate in TVAN Environmental Implementation Committee (EIC)
Maintain and provide technical expertise to all sites Provide technical and operational support to site Chemistry & Environmental Provide technical review for off-site Technical Specifications and Off-Site Dose Calculational Manual (ODCM)
Provide long-term data trending evaluations and recommendations Provide support for long-term strategic plans (5-year improvement plan)
Support Emergency Planning (CECC) during emergency drills & exercises Develop, implement, manage multi-site contracts Manage implementation of new Chemistry Data Management System at all sites Manage implementation of comprehensive raw water chemical treatment program at all sites Support hydrogen water chemistry project implementation at BFN Support process improvements, standardization, QITs & peer team evaluations Chair and facilitate Chemistry & Environs Managers' quarterly meetings Manage/participate in team self assessments Assist sites in preparation of INPO & regulatory evaluations and responses Perform detailed programmatic performance evaluations Plant tours/walkdowns management observations Industry benchmnrking and industry best practices recommendations Serve on site curriculum review committee (CRC) & provide specialized training Assist sites with developmeqt, implementation, & trending of reprtable environmental events & Regulatory interface Outage/shutdown/startup support" (7
FY 1997 Radcon/Chemistry & Environmental Organization Functional Areas (Headcount-8)
-Programmatic Budget $ 1263K
-Technical Expertise/Support PG-SR..
Benchmarking
- Standardization Radchem Manager
-tnadzto R h M a
'Evaluation & Assessments
' Training & Monitoring
......... I....
1.............
I.........
]..................
PG-9 PG-9 PG-8 PG-8 PG-8 PG-8 PG-7 Lead Specialist Lead Specialist Prog. Managerl Prog. Manager Prog. Manager Prog. Manager Prog. Manager RadlChem/Env Rad'Chem/Env Rad/Chem/Env RadlChem/Env RadtChem/Env Rad/Chem/Env RadlChem/Env Major Responsibilities:
- TVAN Chemistry & Environmental Program & Project Management
-TVAN Radcon program and project management
'Provide guidance on Chemistry & Environ compliance with new and revised regulations
'Multi-site contract administration-Radcon contracts
-Maintenance of TVAN Environmental Compliance Manual
'Exposure management (ALARA) support
-Participate in TVAn Enviromrncntal Task Teams & Represent TVAN in Einviron Implementation Committee
-Dedicated Radcon liaison
- Maintain and provide Chemistry/Environ technical expertise to all sites
'Radcon software admin (REXs,RADMAN ece)
-Provide technical and operational support to site Chemistry & Environmental
'Disposal SIte/Storage interface
'Provide technical review for off-site Tech. Spec. and Off-Site Dose Calculational Manual (ODCM)
'Rad materials shipment manual owner
'Provide long-term Chemistry data trending evaluations and recommendations
'Radwaste support
'Provide support for Chemistry/Environ long-term strategic plans (5-year imprbvemcnt plan)
'Southeast compact interface
'Support Emergency Planning (CECC) during emergency drills & exercises
'radiation litigation minimization
-IDevelop, implement, manage Chemistry multi-site contracts
-Radiological assessments
'Manage implementation of new Chemistry Data Management System at all sites
-Radiation protection technical assistance
'Manage implementation of comprehensive raw water chemical treatment program at all sites
'Exposure records and records system Support hydrogen water chemistry project implementation at BFN
'Internal dosimetry support O
'Support Chemistry/Environ process improvements, standardization, QITs & peer team evaluations
'External dosimetry support CO
'Chair and facilitate Chemistry & Environs Managers' quarterly meetings
'Site Outage/startup Radcon support
'Manage/participate in Chemistry/Environ team self assessments in preparation of INPO & regulatory evaluations.Maintcnance of TVAN Radcon Standards 0"
and responses
.'Perrorm Chemistry/Environ detailed programmatic performance evaluations
'Byproduct material license support
'Plant tours/walkdowns Chemistry/Environ management observations
'RARC Radcon support
'Industry Chemistry/Environ bcnchmarking and industry best practices recommendations
'NSRB Radcon support
'Serve on site Chemistry curriculum review committee (CRC) & provide specialized training
'Assist sites with development, implementation, & trending of reportable environmental events
'Outage/shutdown/startup Chemistry support
'Provide Chemsitry/Environ NSRI3 support
(
FY 1998 Radcon/Chemistry & Environmental Organization (Ileadcount-8)
Budget $ 1263 K I
PG SR 1Radchem Manager
.................. I.................... t PG-9 i Lead Specialist Rad/Chem/EnvI
°.................... I.................
PG-9 ILead SpecialistI I RadlChe.m/Env.
l I
1.............................. I.............
.............. I.........
I PG-8 PG-8 PG-8 PG-8 1 Prog. Manager i Prog. Manager Prog. Manager Prog. Manager I..Rad.Chem/Env I Rad/Cheml.Env Rad/Chem/Env Rad/Chem/Env
...... I......
PG-7 Prog. Manager Rad/Chem/Env Functional Areas:
-Programmatic
-Technical Expertise/Support
- Benchimarking
-Standardization
-Evaluation & Assessments
-Training & Monitoring Transition Plan:
Identify impact of reduced headcount and get Sites concurrence via interface agreement Prepare transition plan for FY 1999 to reduce headcount by one position O
0 0
C)
(
(
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FY 1999 Radcon/Chemistry & Environmental Organization (Ileadcount-7)
B ud get $ 9 14K..
PG SR Radchem ManagerI
...................... L.I....................
PG-9 Lead Specialist' Rad/Chern/Env1
...I PG-9 Lead Specialist i Rad/Chem/eEnv PG-8 Prog. Manager Rad/Chem/Env b :-...~....
L PG-8 Prog. Manager i Rad/Cherm/Envl PG-8 Prog. Manager Rad/Chem/Env PG-7 Prog. Manager Rad/Cherm/Env Functional Areas:
°Programmatic
-Technical Expertise/Support
- Benchmarking
-Standardization
-Evaluation & Assessments
-Training & Monitoring Transition Plan:
Identify impact of reduced headcount and get Sites concurrence via interface agreement w
CU
- 0)
- 0)
On
/
(
(
(
FY 2000 Radcon/Chemistry & Environmental Organization Hcadcount-7 Budget S 914 K P.....................
.. s.
Radchem Manager I
PG-9 I Lead Specialist I Rad/chem/Env
- ......,o...................
,.o....................
PG-9 PG-8 PG-8 Lead Specialist Prog. Manageri Prog. Manager Rad/chem/Env Rad/CherrlEnv i Rad/Chem/Env I
............................... I..............
PG-8 Prog. Manager Rad/Chem/Env S........ °..........................
PG-7 Prog. Manageri.
Rad/Chem/Env S......................,............................
Functional Areas:
- Programmatic
- Teclchical Expertise/Support
- B enclunarkin g
-Standardization
-Evaluation & Assessments
-Training & Monitoring 03 CD C)
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FY 2001 Radcon/Chemistry & Environmental Organization (Ileadcount-7)
B u d get $ 9 14 K PG SRI Radchem Manageri PG-9 Lead Specialist Rad/Chem/Envl i PG-9 PG-8 i Lead Specialist Prog. Manager Rad/Chem/Env Rad/Chem/Env
~.....
.1 PG-8 Prog. Manager i Rad/CherrVEnv i PG-8 Prog. Manager Rad/Cherm/Env P.........
I.........
Prog. Manager Rad/Chem/Env Functional Areas:
-Programmatic
- Technical Expertise/Support
.Benchmnarking
-Standardization
-Evaluation & Assessments
-Training 4 w
00 C)
CO
"-4 I
FY 1997 Transition Plan Rad/Chem/Env Organization
"* Combined PDs for the two Lead Specialists RadlChem/Env positions and for the four Program Managers, Rad/Chem/Env positions
"* Post the vacant positions, interview and select personnel
"* Revise interface agreement with the sites and get concurrence from sites on activities that can be transferred to sites or deleted as a result of head count reduction
"* Plan for FY 1999 headcount reduction of one and get concurrence from sites on activities that can' be transferred to sites or deleted as a result of head count reduction' 0
0 0
co
FY97 Impacts on Site & Corporate Chemistry & Environmental Due to Headcount Reduction by two in Corporate Chemistry & Environmental Organization Following items will be impacted:
Management and implementation ofcomprehensive raw water treatment at all sites Management of implementation of the new chemistry data management (CDM) system Support of CECC emergency planning drills & exercises Development and implementation of multi-site contracts Development, implementation & trending of environmental reportable events SQN secondary chemistry optimization program implementation support Closed cooling water chemistry control optimization at BFN and WBN Development and implementation support of Chemistry Layup program at all sites Support for hydrogen water chemistry project implementation at BFN Units 2 & 3 Represent and Participate in TVAN Environmental Implementation Committee (EIC)
Participation in TVAN Environmental Task Teams 0
C)
C) co
(
(
FY 1997 Impacts on Site & Corporate Radcon Due to Headcount Reduction by one in Corporate Radcon Organization Following items will be impacted:
"* Multi-site software administration (REXs, RADMAN)
"* Disposal site/storage interface
"* Southeast compact interface
"* Radiation litigation minimization
"* Exposure records and records system C:D C:D
"-4 0:
(
()
(),
FY 1999 Impacts on Site & Corporate Chemistry & Environmental Due to Headcount Reduction in Chemistry Corporate Chemistry & Environmental Organization Following items will be impacted:
"* Lead plant concept support and site visits
"* Support of major projects such as hydrogen water chemistry, depleted zinc injection, chemistry instrumentation upgrade project etc
"* Reduced number of plant tours/walkdowns management observations Outage startup/shutdown support
"* CRC training meetings
"* Industry benchmarking crJ Q
"CD4 11
ERM&I Organizational Restructuring FY 97 Headcount: 16 Net Headcount Reduction 4 FY 97 Budget: $1,300K General Overview:
Eliminate all PG schedule positions except position of Manager, ERM&I SC-4 will be senior technical positions (see organization chart)
Assumptions:
At risk notices will be issued as soon as possible.
Simultaneous with at risk notices, new organization will be released to ERM&I staff and revised positions will be posted.
Changes in pay will be consist with other TVAN changes. If red circling of pay is used for salary policy jobs in other changes, such as engineering study, red circling will be used in ERM&I changes.
Positions at Risk: (Total of 12)
Supervisor, Instrument Services, PG-7 Program Manager, PG-8 Radiochemistry Specialist, PG-7 Health Physicist, SC-4 Chemist, SC-4 (Wet Chemistry)
Chemist, SC-4 (Research, Nuclear Spectroscopy & Counting)
Chemist, SC-4 (Routine Counting Lab Operations)
Health Physics Technician, SE-6 (Dosimetry)
Health Physics Technician, SE-6 (ERM&I Support)
Radiochem Lab Analyst, SE-6 ( Total of three positions)
Revised Positions Health Physicist, SC-4 (Technical Support: Data Base Systems, Instrument Services and Radiation Protection - Combines Technical Responsibilities of Supervisor, Instrument Services, Program Manager, and Current Health Physicist)
Chemist, SC-4 (Chemical Separations - Technical Responsibilities of Radiochemical Specialist and Technical Responsibilities for Environmental Lab Analyses)
Chemist, SC-4 (Nuclear Spectroscopy and Counting Lab Operations)
Chemist, SC-3 (Chemical Separations)
Bi 000172
Page 2 of 2 Revised Positions Continued Chemist, SC-3 (Nuclear Spectroscopy and Counting Lab Operations)
Radiochem Lab Analyst, SE-5 (Total of three positions)
Engineering Associate, SE-5 (Environmental)
Positions Not Changed:
Manager, ERM&I (To be reviewed after organization changes are complete.)
Secretary, SB-4 Engineering Associate, SE-6 (Total of four positions)
Analytical Chemist, SC-3 (Lab Quality Control)
Major Concerns:
Union (EA) agreement with reduction of RLA positions and reduction of two SC-4 chemists to SC-3.
Pay changes for salary policy positions need to be consist with other TVAN organizations.
BI 000173
C
(.
Manager, PG-1O Secretary, SB-4 Health Physicist, SC-4 Data Base Operation and Instrument Services (4) Eng. Assoc. (Instr.), SE-6 9
0 0
Chem Separations Chemist, SC-3 (2) Lab Analyst, SE-5 Eng. Assoc., SE-5 Chemist, SC-4 Radiochemistry Lab QC Chemist, SC-3 Resulting Budget Total Equals $1,296 Chemist, SC-4 Nuclear Spectroscopy Chemist, SC-3 Lab Analyst, SE-5 ERM&I Restructured Organization i
I
ERM&I 1997 Business Plan Key Objectives
"* Produce FY 1997 Operating Budget Funded Fully By Site Reimbursement
"* Operate Within Site Available Funds for FY 1997 and FY 1998
"* Position ERM&I Operating Expenses to Be Less Than the Cost of Equivalent Vendor Services
"* Lower ERM&I Baseline Costs to Competitively Support External Business
"* Implement External Sells to Lower Overall ERM&I W
Cost to TVAN Including WARL Facility Cost
(
C ERM&I FY 1997 Business Plan Organization and Budget
- Organizational Restructuring Will Reduce ERM&I Headcount to 16 With a Resulting Labor Cost of
$1,098K 0 ERM&I FY 1997 Budget Requirements: $1 Decreasing to $1,281 K
,338K With Full Implementation Proposed Restructuring (FY 1996 Budget of
$1,636K) 0 Site FY 1997 Budget Targets Would Provide $1,389K
($24K Additional Reimbursements Are Expected From Services for Other TVA Organizations)
After Full Restructuring ERM&I Budget Requirements Would Comply With Site Budget FY 1998 Targets Through C
03 C)
CD
(
ERM&I Interim Organization Effective By FY1997 S
Manager, PG-10 Combination of Instrument Section Supervisor and Program Wager Eliminates Vacant Position and Health Physicist SC-4 Resulting FY 1997 budget $1,338.1K Projected TVA Reimbursements equal $1,412.9 Program Manager, PG-8 Instrument Services Data Base Tech Support (4) Eng. Assoc. (Instr.), SE-6 HP Tech, SE-6
(
Secretary, SB-4 I
1 I
Rad Lab 00 0
0
-4D
.4.
Chem Separations Radiochem Specialist, PG7 Chemist, SC-4 (2) RLA, SE-6 & HP Tech, SE-6 Lab QC Chemist, SC-3 Counting Lab (2) Chemist, SC-4 RLA, SE-6
)
C
(
I,,,Manager, PG-?
I Resulting Budget Total Equals $1,281 I
Secretary, SB-4 Health Physicist, SC-4 Instrument Services I Chemist, SC-4 Radiochemistry I
Chemist, SC-4 Nuclear Spectroscopy Eng. Assoc. (Instr.), SE-6 I
Chem Separations Chemist, SC-3 (2) Lab Analyst, SE-5 Eng. Assoc., SE-5 Lab QC Chemist, SC-3 Chemist, SC-3 Lab Analyst, SE-5 ERM&I Restructured Organization Effective No Later Than Jan. 1, 1997 I
(4)
I 00 OD Co I
I ii i I H
I
OP SUPPORT ERMSJ FY 1997 1-I.
1 Ai-'IUvC'Jr,.m.A.uur
1
1-t "I I BUDGET BY OBJECT GROUPINGS I
Amount SALARIES AND BENEFITS LABOR I OBJ IIA(LABOR)
M88 IOBJ I2AIBENEFITSI 20913 O_ J 11E EOVERTIMEI 3170 OBJ I1II[BONUS)
Soo OB 08 11 AIP)
',,,,00 TOTAL SALARIES AND BENEFITS PERSONAL SERVICE CONTRACTS 0 BJ 2(7 Soo TOTAL PERSONAL SERVICE CONTRACTS
$00 I
SERVICE CONTRACTS OBJECT 25 25.I SEMINARS)TRAINING
_50 25Z7 Mintaertwe of lab egulmernt Servce CwrI"icts for Ug Sdr3a'*on System
$100 TOTALe SERVICrd CaOtNRatSn for I0 Sercel M&T NRC Ucense Fees S150
.TOTAL SERVICE CONTRA*CTS
$no 0 MATERIALS AND EQUIPMENT OBJECT Lab Cevcal & Supes S
___00._
Ire5Tmn Repar Parts
_'7__00
_SUBTOTAL
$;12.00
_OBJECT 31
___00__
OBJECT 70 Mst els fommWA Po~w~er 3
SI_____
ITOTAL MATERIALS AND EQUIPMENT
$127 0 OTHER OBJECT 21 -TRAV17 OBJECT 7"o - TVA VEHICLES - POOL AND ASSIGNED
$70 OBJECT 73 - REQUIRED STAFF TVA UNIVERSITY COURSES
$00 OIJECT 2O L - MAL. FED EX. UPS
$20 OBJECT 74HIJ - TELEPHONES, PAGERS, CELLULAR PHONES, LONG DISTANCE
$00*
OBJECT 74H1J - FAX MACHINE PHONE LINE, LONG DISTANCE*$00 TOTAl. OTHER
$2&.
IGRAND TOTAL
$1,335" INCOME I Re-r.,trsem.,,
TVAN
$1,3890 64 meRe mf TVA Ow$240_____
1Rembrsert, romVoAtides s4, ITOTAL INCOME
$1,4130 BI 000179 P.g. I I1 IA*PPROVED, HEADCOUNT 17 i
ýAm.
ERM&I FY 1997 Business Plan Cost Competitive With Vendor Services o Cost Evaluation Based on Three Service Areas:
Radiological Environmental Monitoring, Radcon Instrument Repair and Calibration and Radioanalytical Services
- Comparing the Total Cost for the Three Areas,.
ERM&I Costs Are Lower By $255K With Completion of Restructuring
° In Direct Comparison With Specific Vendor Costs, ERM&I Costs Are Lower for RADCON Instrument Services and Radiological Environmental Monitoring
- Utilization of Full Capacity Through External 0,
Business Would Make ERM&I Cost Equal or Lower CD for Radioanalytical Services
C Cost Coc ison ERM Restructured vs Vendor
$1,000 Function/Service ERM&I Direct Cost ERM&I Cost+ ERM&I Orvh Vendor Cost Difference REMP Conduct (a) 281 303 372 (69)
Instr. Services (b) 348 385 589 (d)
(204)
Radioanal. Serv. (c) 368 406 389 17 (a) ERM&I cost for REMP excludes $109.6K for fixed cost.
(257)
(b) ERM&! cost excludes $77K for fixed cost of parts and batteries.
(c) Radloanal. serv. Includes analysis services for 10 CFR 61, rad Effluent & RADCON Samples (d) Vendor cost were Increased by $137K to cover additional cost for ED services included in ERM&I cost.
C 00 w
CD
ERM&l FY 1997 Business Plan Potential for Income From External Business 0 Reduced Operational Budget Resulting From Restructuring Will Improve Competitive Position for External Business
- External Business Provides Dollars to TVAN Through Reduced Cost for Equivalent Level of ERM&I Services and Net Profits
- Full Capacity Utilization in 10 CFR 61 Analyses Could Produce an AnnUal Return of $1OOK to $170K
- The Potential Overall Return From External Business
-W Could Be $400K to $600K Per Year. (Additional OCo Income Potential Exists In Instrument Services)
(co rQ
ERM&I External Business Objective: Long Term Financial Viability
- FY 1997 Organizational Restructuring Provides Minimized Baseline Operating Budget
- Full Utilization of ERM&! Capabilities Provides Opportunity for External Business
° External Business Provides Only Option to Meet Future TVAN Budget Targets and Cover Total ERM&I Cost
- Begin External Business Marketing Now
° Successful Aggressive Pursuit of External Business W
Could Provide Overall Cost Recovery by FY 2001 0
0o W,
ERM&I Total Cost vs Total Revenue]
2,000 1,800 1,600 1.400 1,200 1,000 800 600 400 19g78 g199 2000 2001
(
C C.
STVA Funding SExternal Business STotal Income 4
ERM&I Budget Total Cost 03 0 0 CO 4ý:-
200 0
1997
(
(FY96 - $1,636)
Reimbursement From TVAN Sites:
$1,577K
$1,432K 0 Reimbursement From TVAN Corporate REP: $19.2K 0 Reimbursement From Other TVA Organizations: $24K
° Reimbursement From TVAN Sites for Increased REMP Support: $68K
- Reimbursement Required From Non-TVA Customers:
$33.8K ERM&I FY 1997 BUSINESS PLAN
(
co w
0 0
0, 0 FY 1997 ERM&I Budget Requirements:
C C*
ERM&I FY 1997 REIMBURSEMENTS FROM TVAN SITES
- BFN $499.OK - Same as FY 1996
- SQN $466.5K - Same as FY 1996
° WBN $466.5K - Increase of 18.25% over FY 1996 due to workload increase.
Funding Requests Were Reviewed With Sites With operation status, service requirements for WBN are equivalent to SQN
- Increased Instrument Repair Full Year of Radiological Effluent Analyses 0
Full Load for 10 CFR 61 Analyses RADCON Program Will Implement Contamination Characterization Surveys
ERM&I FY 1997 REIMBURSEMENTS FROM TVAN SITES
Services include calibration and maintenance of REMP air sampling equipment and conduct of the annual REMP land use-surveys.
- Level of funding will be,$68K: Land use survey $1OK per site, Services for air samplers $13K each BFN &
SQN and $12K WBN CDC° Funds paid to Resource Group through work j "agreements will be reimbursed to ERM&l.
ERM&I FY 1997 REIMBURSEMENT FROM TVAN CORPORATE REP Total Annual Reimbursement: $19.2K
- Maintain and Operate the REP Mobile Gamma Screening Van - $7.2K
- Calibration and Maintenance of Portable Survey Instruments for Corporate REP - $6K
- Preparation and Handling of TLD Badges Provided to TEMA- $6K co wo
ERM&I FY 1997 REIMBURSEMENT FROM OTHER TVA ORGANIZATIONS Total Annual Reimbursements: $24K Reimbursements for Instrument Calibration and Repair Services Inspection Services Organization - $12K TVA Safety - $12K Same As FY 1996 w
C:)
Co 0D
Basis for ERM&i FY 1997 2001Strategic Business Plan
- Site Rad-Chem Managers consider ERM&I the first choice for the provider of support services
- Improvement must be made in total ERM&I cost compared to vendor cost
- Plan for the contingency to cover WARL facility charges in total ERM&I costbasis
- Sells of ERM&I services to non-TVA customers is the only option that will allow ERM&I to remain the provider of choice for TVAN and meet the cost goals
- Success of non-TVA sells during FY 1997 will be used as the indicator of potential for the required level of non-TVA income C-030 CD CD CD 0
C
BI 000191 ERIM&I FY 1996 vs FY 1997 Budget Comparison FY 1996 FY 1997 Headcount: Approved (Budget) 20 (20) 20 (19)
Budget by Object Groupings Salaries and Benefits
$1,410
$1,396 Personal Services Contracts 0
0 Service Contracts 34 15 Materials and Equipment 168 137 Other 26 29 Total S1,638 S1,577 Reimbursement Income
$1,386 S1,577 Budget Required from Operations Support
$252 0
llmocan. XLi 3
1 1APPROVED HEACCOUNT 20(B q1tb.sed ow 12 SMd -- I)
JUOGET BY OBJECT GROPGSFI 7
REI SALARIES AND BENEFITS TOT 1A (BALERITS)
ARSEErS0 2680 PERONALI SERVIC COToCT 08 OJECT 27 TOTAL PERSCNAL SERVICE CONTRACTS Soo0 SERVICE CONTRACTS
_OsJECT 25 25H SEMINAJISiTRAINING ISO50 25Z KtenW"c Of lab soubn.mr 0o100
- 1.
00 0
Soo 0
TOTAL SERVICE CONTRACTS
$I5 0 L.b Ch"s&
Swaoo BS~lnn"M R~oar P.13s 0___
SUB TOTAL S1200 0_____
lrý TA Po~St~l170 OTHER
_OBJECT 21 -TR.AVEL.
1200 0
OBJECT 720 OVA VEHIC.ES -POOL ARC ASSIGGNED 170T 0
2BEC 73 EUR SAF TVA UNIVERSITY COURSES S00 0
$10 0
O2BJECT T4H/J.TELEPHONES PAGERS CIEUULAR PHONES LONG DISTANCE 'SO a
JOBJECT 7AHIJ.FAX MtACHINE PHONE LINE LONG DISTANCE Soo a
TOTAL OTHER 022900 GCRAND TOTAL s I S0 INCOME RkombWn~fls TAN 010922 lRe.
Nlew,~
TVA CthW
$240 TOTAL INCOME 010770 BI 000192 Pý I
(CD N
D CD, CA3
OPS/FP/OUT Financial Plan CATEGORY FY96 FY 97 Salaries/Benefits Delta FY 96 Service Contracts Training Other Delta FY 96 Materials Supplies Delta FY 96 Other Travel Delta FY 96 TOTAL Delta FY 96 Head Count 545 10 15 9
16 600 5.67 460(Note 1) 85 10 15 9
0 16 0
510 90(Note 1) 4(Note 1) 378 (Note 1 and 2) 167 9
0 (Note 3) 9 0
13 3
408 192(Note 1) 3(Note 1 and 4)
NOTES:
1 - Does not include secretarial position (cost is 34K) 2 - Assumes FP duties are reduced to the point that Nuclear engineering can absorb (82K) 3 - Assumes sites will fund ORAMVI/SENTINEL Users group after FY 97 4 - Need to look at the sites providing one of the two operation's positions including funding as a developmental position for FY 98 and beyond BI 000194 FY 98-2001
inN-18-i996 16:04 FROM TUA-DCRM-SQN JAiN-18-1956 14:27 FROM TULR Malnt & Tech 5upp PURPOSE:
BASIS:
TO 97517350 P.02 5847z522 P.02 TO Revision: 0 01/17/96 SQN/'WBN SIG DEPARTMENT INTERFACE AGREEMENT SQN, WBN and'SIG DEPARTMENT To ensure long-term safe and cost-effective management of SQN and WBN programmatic SIG issues and implementation of $1G outage activities.
See attached white paper on S/G support for SQN and WBN sites.
TRANSITION PLAN:
01/23/96 01/30/96 S/G Implementation Organization established to support SQN Ul C7 outage. SQN site, ISO, Corporate and WBN organizations provide resources to support S/G outage implementation organization.
Responsibilities for SQN U2C7 S/G outage coordination, budget, planning, technical issues, contractor control and support and implementation of SIG outage activities will be transitioned to the SIG department.
S/G Implementation Organization assume responsibilities for WBN SIG programmatic support, evaluation of SStG start-up.chemistry.
preparation for a forced SIG leaker outage and planning for WBN U1C1 outage. WBN transition D. James, from WEN Technical Support to SIG Department.
06117196 Implement SON/WBN S/G Department programmatic organization (see attached functional organization chart). Complete all HR&D budget issues to staff and functionally implement organization to support SIG programmatic issues at WBN and SON sites.
FUNCTIONAL RESPONSIBILITIES:
-Site V.P. Funcion.s:
Direct management of all SIG programmatic and implementation activities.
Maintain budget to support department staffing and headcount approval for SIG Department.
Budget and headcount allocations will be divided 1/3 WEN and 213 SQN Current FY '96 funding will be supported by budget and headcount transfers from Corporate, WBN, and SQN.
BI 000195
JAN-18-1996 16:05 FROM TUA-DCRM-SQN TO 97517350 P.03 JN-18-1i56 14:28 FFCf TVA Maint & Tech Supp TO 58438529 P.03 Revision: 0 "01(17/196 SQN/WBN S/G DEPARTMENT INTERFACE AGREEMENT SQN, WBN and S/G DEPARTMENT Site V.P.
(unctions; (continued)
Provide onsite facilities for SIG Department.
Support cross utilization of site SIG specialist and RadCon S/G specialist at sister TVA PWR sites.
Programmatic responsibility for SQN and WBN S/Gs.
7 Expertise In SIG maintenance, repairs and testing.
Primary representative on NEI S/G Working Group, EPRI TAG and other industry groups associated with S/G issues.
Develops long-term strategic technical and economic plans that will provide TVA with reliable, safe, and cost-effective SIG operation.
Chairman of a common TVA/W SIG task team for SQN and WBN sites.
° Maintain and manage contractor supplied services for SIG repair, maintenance, and testing.
Qualify SIG testing, repairs, and maintenance processes to be used at SQN and WBN.
Maintain SIG tube testing, plugging, repair, material properties, and degradation data bases for SQN and WBN S/Gs.
Plans, coordinates, and implements S/G outage activities as described in S/G outage implementation organization chart.
Maintains all procedures required to implement SIG outage activities.
& Maintains budget for O&M expenditures associated with SIG maintenance, repairs, and testing.
BI 000196
J9N-18-1996 16:05 FROM TUA-DCRPI-SON "JAN-18-1596 14:23 FROM TUR Maint & Tech Supp TO TO 97517350 55438329 P. 04 P.O4 Revision: 0.
.01/17/96 SGNfWBN SIG DEPARTMENT INTERFACE AGREEMENT SON, WBN and SIG DEPARTMENT SGDenartmenptEFunctigns_. (continued)
Maintains programmatic responsibility for research and development 17 programs with Technology Advancemrents organization.
Supports capital pro]ects associated with SIG preservation and life extension.
Maintains site awareness of site SIG status through meetings and reports.
Communicate industry experience and issues to site managem'rit.
MNaitenanse &-MODS ePeargment Function_s:
Support SIG implementation specialist by providing budget and headcount to implement $IG outage activities.
Purchase and maintain S/G maintenance equipment.
Provide-craft support for SIG outage activities and part icipate in the SIG outage implementation organization.
Provide support for pre-outage planning and scheduling activities..
Support cross-utilization of site S/G specialist at TVA sister PWR site (Ioan to SIG department) during planning and Implementation 6f SIG butage.
activities.
_Technic~al Stooort Dertment Functions:
Transfer headcount at SQN to S/G Department (1) and Maintenýnce MODS (1)
WBN Technical Support transfer (1) headcount to Maintenance & MODS.
Transfer technical, programmatic, and outage implementation responsibilities to S/G Department.
1*
.1
.s.
"1Bi 000197 K
°
JeN-18-1996 16:06 FROM TUA-DCRM-SQIT JAN-18-196S 14:28 FROI TYR Maint & Tech Supp TO 58438529 P.05 Revision: 0 01/17/96 S/G DEPARTMENT INTERFACE AGREEMENT SQN, WBN and S/G DEPARTMENT D
urmntn (continued)
° Transfer budget for SIG headcount and O&M projects to S/G Department and Maintenance & MODS.
Maintain cognizance of SIG status through meetings and reports issued by S/G Department.
Radielion Contr1 Department Functions:
- SQN RadCon provide Jim Lyon to S/G Department for training and
.coordination of S/G nozzle dam installation/removal and SIG manway removal/installation for SON and WBN sites and SIG support activities for outages.
WBN and SQN RadCon provide ALARA and RadCon coverage for outages as outlined in SIG implementation organization chart and participate in preoutage teams for outage planning, qualification of SIG maintenance, testing, and repair processes.
Participate in meetings to share industry and TVA experiences for the purpose of S/G implementation process improvement.
- Support cross-utilization of RadCon SIG expertise at sister PWR site during outage implementation activities.
Cororate Mpin tenan
& Technigal Suport Deartmen Funjions.
Transfer all S/G programmatic responsibilities to SQN/WBN S/G Department including budget and headcount.
Transfer D. Goetcheus, D. Hughes, and vacant SIG specialist position to SQNfWBN SIG Department effective 1/23/96.
Provide S/G implementation organization support as identified for SQN U2C7 outage. Carry straight-time pay in Corporate payroll and overtime to be funded by sites.
B! 000198 TO 97517350 P.05
JAN-18-i996 16:06 FROM TUA-DCRM-SQM TO 97517350 P.06
- JPN-18-1956 14:29 FRODl TVR Main% & Tech Supp TO 5843652`9 P.es Revision: 0 01117/96 SIG DEPARTMENT INTERFACE AGREEMENT SON, WBN and SIG DEPARTMENT Corp.ra. Mainten a ce. Tgchnicg JSuoo.. De atmn Fnc ions-: (continued)
Provide requested support for future SQN and WBN outages on an as-required basis.
Include $/G Department input in primary and secondary system chemistry decisions that potentially affect SQN and WBN SIG tube degradation.
"* Participate in TVA/W SIG task team meetings and projects.
Support SIG R&D efforts by funding and supporting TVA Technology
-Advancements department programs supporting the EPRI SIG Management Project, technology transfer and specially funded SGMP projects.
BI 000199
JPTN-i8-1996 16: 06 FROM TUA-DCRM-SON
-rU-i.L-z*=
14:29 FROfl T1R r&aint
& Tech 5upp TO 97517350 P.07 Z58438 25 P.07 Revision: 0 01/17/96 SIG DEPARTMENT INTERFACE AGREEMENT SQN, WBN and SIG DEPARTMENT The following signatures represent approval and concurrence of the formation of a cross-utilized SIG Department and the functions as defined herein.
D. F. Goetcheus M. A. Cooper D. A. Kulisek R. R. Rausch C. E. Kent J. S. Baumstark R. J. Beecken J. W. Cox R. T. Purcell
- 0. J. Zeringue R. J. Adney J. A. Scalice 81 000200
U2C7 Steam Generator Implementation Functional Team i
( / I ca I
I to
_n
- U Cl 3
LA 01 I
LB 63
_j
-n 11]
0 Th1smullf-dfidpIna tsani of TVA' N I olowcos had been fatrrAd to faCH11418 COMMA108VOM end coogrinatlen of 11forts to plan and ImOdmani U2C7 ste"I Genotator yvalk.
-4 tn C
0 Ln co b
U oadcretzlial suppoort a peoloct Irdrkinu sy-Vern a Cantraotot dolari & stope grwvth HAD CON and Sift(
ALARA Forsman D..11tights C cjnv U Hydas D.JIMes pr4parations optac,1111jr(ocedute quiliffeadon a Ploceduto prepat"tron 9 Tocluzed exp*1416 0 Stitt cooMnitats
. C2wm clearing
.1101214 ifirm Sluda's lancino If. Colhfan'
- Oats WnegdmoAt
- Uan Ftirn changes S. 111A Manways llgrAbc,[43 pdfigiffitlong Suppoll Eqtfpm4n I J. flarchlatatit Q Vlabber' a GUR land$
0 Site lost
-Ana(
Is RosXtIn
" ECT f9geddultv
" Arwlylls oversim
" aualiffmallon teat n-AlAods J. Lyon S. Halviy T. Gals [an S. GedNham' S. Howstd, ALARA: J. Stsmay' RsdCon: J. Smith*
@ AtAPA Plinjilng a Myp Notils donts Chomicol c1denrov Eavifonmdntal 9 ChOM1311Y 00 C)
C)
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__x
- 0. btawrof oDedicated juppoll (gquired dudiig outgav 43111%
all 0111491 (69010 dedkotcj pftaulns ouppoft n:1101:36
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-n
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WDNIQ,'l (2) she ]nil I cmtrijil(AspicisKil sif a W&CI owsgv p Imming skc amml Shill mu go supcrviwc SG ECT I.Avd I III stxlalill sm rmsmm (1) ral
?G1
- mf4astri 310 cd U p vIdwtallt;c'l data durbideviscu ONO akell"U riph sftacv;ýcj
-Walits JAU b4U r" a 310 nu Trl&m % ctr h ind
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& letling elromoliconxchiannerpat6c 0 2 P lU Q D A jus Mi,-A forv 9skelp"irlowt
- "5flcm'bm9fECTMttho.h D'Ahby bwoll"wnt Sul" Actamm to Mfq :U&bxds SM outi-ag lupcn6w Oilitc f1mullAs & prwcdvtcj
'b'Wim In ouligs 6vrl=fnb1t0d accavi"y lith fcpjh mlwcwAct afrAlas 03 c) 0 SONIWON S/G PROGRAMMATIC ORGANIZATION
C
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SIG Programmatic Organization 11 m
C) 0ý
)liL%94%rNO C
I-f I.D 0) i kf 31 u
c4 T
70
--I 0
-4 0
-4 I;.
r -u 0
t
(
cCD
- CILRT/ LLRT
- RESOLUTION OF OUT OF NORMAL
- LONG-TERM I IIEAT I:XCII.ANGERS PROBLEMS ECONOMIC MODELS VALVES
° OVERVIEW OF EFFECTII'ENESS
- SUPPORT S/G D XTA BASE PUMPS
- INDUSTRY INVOLVEN[ENT DEGRADATION !ISTORY, S NRDUSTR OVEVEMNTPLUGGING AND INSPEC lION
- MOTORS o NPRDS OVERVIEW HISTORY
- TRANSI'ORNI:RS
- M & TE PROGRAM OVERVIEW
- SUPPORTS SITE PIP
- EXPIERTISE IN TECI INICAL &
CONTRACTS
. SYSTEMS & COMPONENTS MAN-NGEMENT AREAS OF
. SIC DAMAGE PROGRESSION EXTERTISE MECI IANICAL, ELEC1 RICAL, AND MODELS
-LONG-TERM COMPONENT I&C MAINTENANCE SI RATEGIC PLANS
- IGA COORDINATION
- PROGRAM ISSUES/SPECIAL
- FACILITATE CONSISTENCY BET\\EEN PROBLFMS SITE
- RESOLUTION OF EQUIPMEN'I
- SELF ASSESSMENT SUPPORT MA ISSUES
- EQUIPMENT OVERVIEW
. INDUS1 RY INVOVIFMENT
. NEW~' "ECI INOI.OGY C-)
C2)
C) 4N S
- MAINTE COORDI I 'M PRO4
"* LONG-TERM SIG S III XTEGIC PLAN
"* SIG CORROSION EXPERTISE SIG NAINTE-NANCE, REPAIR.
AND I E'SI ING EXPERTISE
"* ALM ERNATIVE REPAIR CRITERIA
"* INDUSTRY INVOLVEMENT
"* NEW TECI INOLOGY (I)
- INTENANCE PROGRAM PECIALIST NANCE RULE
-RESOL NATION PROBL!
GRAM OVERVIEW PRL
- OVERVI
- ERVIEW MANAC MODI!
- FACILr sm.,
- SUPPOt M.ANA(
- S/G REI T/G PROGRAM SPECLA.IST (oINC MAnLA11CY)
I
"* LONG-1 ERNI T/G S I RAI' EGIC PLANS
"* T/G MAINTENANCE & REPAIR EXPERI ISE
"* INDUSTRY INVOLVEMENT (i) rriow OF OUT OF NORMAL EMS JEW OF En-EECTIVENESS ISE IN TEClINICAL&
EMENT AREAS OF ICA'! ION ACTIVITIES rWl E CONSISTENCY BETWEEN RT SE RVICE CONIrRACT EErI!Tr ILACEMEN'l 1'
\\
K, )
9/2 l,9s stiIi 5 I
MAINTENANCE &
ORGANIZATION AND Y SITE SUPPORT
,CCOUNTABILITIES
(
C C
Maintenance & Technical Support FY97 through FY2001 Budget Projections FY96 FY97 FY98 FY99 FY2000 FY2001I Mech., Elect., & I&C Salaries (20 people)
$1575k (13 people)
$1,061.4k (9 people)
$744.6k (9 people)
(9 people)
(9 people)
Benefits
$375k
$253.7k
$178 Ok Salaries + Benefits (*)
$1951k
$1,315.Ik
$922.6k
$956.7k
$992. lk
$1,028.8k Training
$5k
$5k
$4k Other Services
$85k
$37.5k
$37.5k Supplies & Materials
$22k
$15k
$12k Travel obj.21
$39k
$32.8k
$28 6k TVA vehicle obj. 72
$24k
$14k
$10k TOTAL
$2,126k
$1,419.4k
$1,015k
$1,049k
$1,085k
$1,12 1k Reduction of 18.8%
Reduction of 28.6%
Flat line Flat line Flat line 3 S/G people re-aligned Salaries + Benefits
$335.3k 3 positions transferred Salaries + Benefits to Corp. Engineering &
$329.3k I secretarial position stiuplused 4 positions surplused Salaries + Bencfits
$392.5k Assumptions: Travel FY97 in valley travel
=$3k
(*)
FY97 16 out ofvalley trips (13 @ $1200, 3 @ $1400)
= $19 8k c
FY97 TOTAL= $32.8k SFY98 12 trips out of valley + in valley travel
$28 6k C)
C)
Fees each year $2k for NIC, $35k for NMAC, and $0.5k for Maint. Professional participation.
rF, 0
(31 FY97 reduction = $329.3k divided by $1419.4k + $329.3k = 18.8%
S;laries & Benefits include 3.7% cost or living scalation
I
--I DRAFT Page 1 of 2 COST COMPARISON Proposed Steam Generator (SIG) Organization and Existing Organization Current SIG Related Organization and Costs (Obj. 10 & 11)
2 Mgr SG Specialist Corporate Total 3/8 Mgr 2 SG Specialist ISO Level III Support SQN Total 1/8 Mgr I SG Specialist ISO Level III Support SQN Total Total Obj. 11 & 12 Costs for Current SG Management Structure 337.2 K 299.9 K 150.4 K TOTAL 787.5 K BI 000206 143.7 K 193.5 337.2 K 30.1 K 159.8 K 1100K 299.9 K 12.4 K 87.9 K 150.36K Corporate SQN WBN I
-. -2z-
DRAFT Page 2 of 2 COST COMPARISON Proposed Steam Generator (SIG) Organization and Existing Organization
- Proposed S/G Organization and Costs (Obj. 10 & 11)
I Mgr 143.7 K 3 SG Specialist 370.2 K 1 ECT Level III Support Corporate 513.9 K 2 Site SG Specialist 176.8 K 690.7 K Cost Comparison (Obj. 10 & 11)
Current SG Organization costs 787.5 K Propos6d SG Organization costs 690.7 K Cost Savings/Year =
96.8 K BI 000207
Administratively Confidential CORPORATE NUCLEAR TRAINING REORGANIZATION Objectives:
Input:
0 0
0 Focus on training effectiveness versus process Cost effective site support Incorporate Industry Best Practices
"* Ike Zeringue and Site Vice Presidents - no value add seen for current organization
"* Industry Benchmarking:
NEI FP&L, CP&L, Southern (no corporate training)
VEPCO reengineering study Duke
"* INPO - need operating experience versus training technologists
"* Site Training Managers
"* Others (PLR, Conway)
Recommendation:
0 Corporate training organization similar fo VEPCO except sites do not report to corporate and professional development remains in HR 0 Lead site approach to technical training/accredited training program (same as VEPCO)
Primary Responsibilities for Corporate:
"* Evaluation/self-assessment lead focus on effectiveness coordinate with INPO-type assessments
"* Accreditation Lead interface with INPO Academy representative
"* Standardization champion/oversight
"* Lead for industry issues
"* Corporate training administration
"* TVAU interface for technical training
"* Projects, where cost effective (e.g., CBT)
B1 000208
Plan:
Select NT Services Manager by December 1, 1996
- With new manager, develop transition plan to fully implement by April 1, 1997 cntr.bk BI 000209
I COMPARISON OF CORPORATE TRAINING POSITIONS I
DUKE POWER COMPANY Manager, Nuclear Training Services Training Process Specialist Training Business Integrator Training Coordinator Operations Program Specialist Maintenance Program Specialist RP/Chem/GET Program Specialist Engineering Program Specialist Non-accredited Program Specialist Supervisor, Nuclear Training Training Coordinator VIRGINIA POWER C_ L E A r
TVA NUCLEAR Manager, Nuclear Training Supervisor, Program Evaluation and Accreditation Coordinator, Training Support Administrative Support (2)
Computer Based Training Specialists (2)
Management-Supervisory Training Specialists (2)
B1 000210 DUKE POWER COMPANY Nuclear Training Manager Curriculum Control Manager Automated Training Records Manager Operations Training Programs Manager Maintenance Training Programs Manager Technical Training Programs Manager Secretary (shared)
f COMPARISON OF CORPORATE TRAINING POSITIONS I
DUKE POWER COMPANY Manager, Nuclear Training Services Training Process Specialist Training Business Integrator Training Coordinator Operations Program Specialist Maintenance Program Specialist RP/Chem/GET Program Specialist Engineering Program Specialist Non-accredited Program Specialist Supervisor, Nuclear Training Training Coordinator VIRGINIA POWER I
Pro 100 Se 9 TVA NUCLEAR erfvIC e S Nuclear Training Manager S= *e cL t 4-.,', -,-
.pe...ti
.ns Trainin. g Pr. gr.r.
,,n Manager, Nuclear Training Supervisor, Program Evaluation and Accreditation Coordinator, Training Support Administrative Support (2)
Computer Based Training Specialists (2)
Management-Supervisory Training Specialists (2)
BI 000211 TVA NUCLEAR I
I MaintcnaRG9 T-Fairnirg PrcG@Fms masng,ýr_
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T CV N rCLEAe oRv% t TVAN NUCLEAR TRAINING "Division of Responsibilities TRAINING PEER GROUP FUNCTIONS:
"Determine TVAN training policy Serve as the successor group to the former Training Programs Executive Council (TPEC)
Communicate frequently and convene monthly to consider and act collectively on matters of mutual interest, benefit, or concern Promote standardization and innovation in both training and work practices
"* Develop TVAN training program requirements Define TVAN training program requirements consistent with the U.S. Code of Federal Regulations (NRC,OSHA), the National Academy for Nuclear Training (INPO), and applicable TVAN Quality Assurance (QA) Program requirements In accordance with SPP-2.1, develop and promulgate such Standard Program and Process (SPP) and Standard Department Procedure (SOP) guidance as necessary to effect the above referenced training program requirementsa l.~eo-*.,r' o*
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Site Training Managers shall serve as "Site Sponsors" for their respective sites and _\\
the Nuclear Training Mahager shall serve as the "Primary Sponsor" for SPP/ SPsO
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- e :
- SITE TRAINING DEPARTMENTS:
0 Implement site-based accredited and regulated training programs Meet accreditation objectives and regulatory requirements Provide operations, maintenance, and technical training Provide operations and maintenance supervisory training Provide general employee training (GET), fitness for duty (FFD), independent qualified reviewer (IQR); Unreviewed Safety Question Determination (USQD 50.59) training; and, Maintenance Planner training Manage site training personnel ocesses, and facilities Serve as the "Site Sponsor" or SPP/SDPs in accordance with SPP-2.1 Implement TVAN training program standards and process instructions Develop and manage by approved site business plans and budgets Direct site training personnel Facilitate Curriculum Review Committees (CRCs) led by plant management Maintain a certifiable plant-referenced control room simulator Maintain the site training center Evaluate, monitor, and trend training effectiveness Interface with constituent and support groups Participate in the administration of joint training programs with union representatives Provide site representation to industry and regulatory groups on training implementation issues Maintain effective counterpart communication on site, at other TVAN sites, and at corporate Provide direct line functions and support during plant outages Nurture cost-effective service from site and corporate support groups Incorporate best practices and technological advances Implement "lessons-learned" and best practices from other TVAN sites, education, business, and industry Implement cost-effective technology-based training techniques BI 000212
CORPORATE FUNCTIONS:
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Lead the TVAN Technical Training Program Maintain TVAN credibility with regulatory and accreditation agencies through oversight of and programmatic guidance to training programs Ensure training effectiveness through monitoring of training and work activities and proactive performance consulting Champion standardization and innovation Serve as TVAN "Academy Representative" to the National Academy for Nuclear Training Develop and manage by approved corporate business plans and budgets Provide TVAN representation to industry and regulatory groups on programmatic training issues Participate in the administration of joint training programs with union representatives Provide program guidance to TVAN Site Training Departments Serve as the "Primary Sponsor" for SPP/SDPs in accordance with SPP-2.1 (6*k.,, oss3,,d 6t Pjae r Maintain directly implementable training program standards and process instructions
+e_.xi,)
Assist with correction of identified problems and share lessons-learned across sites
- ra ftieie ift the seloctivn a;nd perform'-nce e-;1"aion of Site T-rai;Inin Managerz Sponsor independent training effectiveness evaluations Support evaluations and inspections by NRC and INPO Evaluate and guide incorporation.of best practices and technological advances Research, evaluate, and develop cost-effective strategies for technology-based training initiatives Provide strategic direction for implementation of future industry training initiatives Transfer "lessons-learned" among TVAN site training departments Identify and transfer best practices from education, government, business, and industry Provide centralized technical support to site training departments as warranted L.
Sponsor the Nuclear Employee Training System (NETS) data base Identify, acquire, and maintain selected TVAN generic training materials Provide constructive feedback to other WVAN organizations that impact training Robert P. Greenman, Browns Ferry Training Manager and Lead Peer Bruce W. O'Brien, Watts Bar Training Manager Date:
Richard F. Driscoll, Sequoyah Training Manager Lawrence B. Durham, Nuclear Training Manager BI 000213 0,,
TVAN NUCLEAR TRAINING I'
Division of Responsibilities FY q 6D CORPORATE FUNCTIONS:
0 Lead the TVAN Technical Training Program Define training program requirements to satisfy the U.S. Code of Federal Regulations (NRC)
Maintain training program accreditation via the National Academy for Nuclear Training Develop and manage by approved corporate business plans and budgets Provide TVAN representation to industry and regulatory groups on programmatic training issues Participate in the administration of joint training programs with union representatives a
Provide program direction to TVAN Site Training Departments Maintain directly implementable training program standards and process instructions Assist with correction of identified problems and share lessons-leamed with.other sites Participate in the selection and performance evaluation of site training managers Sponsor independent training effectiveness evaluations Support evaluations and inspections by NRC and INPO a
Sponsor the WVAN Training Programs Executive Council (TPEC)
Maintain and implement Management Directive 3.7 [to become STD-1.31 Provide Executive Secretary support Evaluate and guide incorporation of best practices and technological advances Research, evaluate, and develop cost-effective strategies for technology-based training initiatives Provide strategic direction for implementation of future industry training initiatives Transfer "lessons-leamed" among WVAN site training departments Identify and transfer best practices from education, government, business, and industry Provide centralized technical support to site training departments as warranted Sponsor the Nuclear Employee Training System (NETS) data base Identify, acquire, and maintain selected TVAN generic training materials Provide constructive feedback to other TVAN organizations that impact training SITE TRAINING DEPARTMENTS:
Implement site-based accredited and regulated training programs Meet accreditation objectives and regulatory requirements Provide operations, maintenance, and technical training Provide operations and maintenance supervisory training Provide general employee training (GET), fitness for duty (FFD), independent qualified reviewer (IQR);
Unreviewed Safety Question Determination (USQD 50.59) training; and, Maintenance Planner training Manage site training personnel, processes, and facilities Implement TVAN training program standards and process instructions Develop and manage by approved site business plans and budgets Direct site training personnel Sponsor Curriculum Review Committees (CRCs) per Management Directive 3.8 [to become STD 1.31 Maintain a certifiable plant-referenced control room simulator Maintain the site training center Evaluate, monitor, and trend training effectiveness Interface with constituent and support groups Participate in the administration of joint training programs with union representatives Provide site representation to industry and regulatory groups on training implementation issues Maintain effective counterpart communication on site, at other TVAN sites, and at corporate Provide direct line functions and support during plant outages Nurture cost-effective service from site and corporate support groups Incorporate best practices and technological advances Implement "lessons-leamed" and best practices from other WVAN sites, education, business, and industry Implement cost-effective technology-based training techniques B31 000214 C. T. Dexter, M. D. Shepherd, W. W. Thompson, BFN Training Dept. Manager SQN Training Dept. Manager WBN Training Dept. Manager Nuclear Training Manager
- 1.
Nuclear Training can meet FY '97 fiscal targets (-25%) without any headcount reduction.
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Nuclear Training can reduce one headcount in mid-FY '98 providing TVAU meets its scheduled implementation of a TVA-wide training recordkeeping system that will assure that TVAN regulatory requirements can continue to be met in a QA-acceptable manner.
- 3.
To transfer responsibilities for maintenance and technical training to the respective corporate program managers would present an ill-advised risk to accreditation, regulatory, and standardization obligations. Therefore, no further staff reductions should be made in the present Nuclear Training corporate group during the planning period (through 2001).
- 4)
Consolidation of Nuclear Training and Continuous Learning and Development into an "organizational learning" group would allow for immediate staff reduction of four positions in FY '97 and another two in FY '98 (bringing the current total of 16 positions to 10). Another one or twb position reductions might be achieved by 2001 depending on the results of the merger.
- 5.
Since the CL&D budget contains the money to fund the on-site degree program, phasing out that program (and, possibly reducing the RH&R contract amount) would provide for substantial additional fiscal reductions.
NOTE: While Donna Curry was consulted about such possibilities, she has not even been shown this proposal much less agreed with it.
BI 000215
(
HC Sal & Ben 6731 673 673 673 Other 46 31 31 31 Total 704 704 704 704 Target $
704 704 704 704 FY 1998 Opt Opt Opt Opt A
B C
D 7.5+
6.5 77-.5 658 658 698 618 28 28 28 68 686 686 726 686 686 686 686 686 FY 1999 Opt Opt Opt Opt A
B C
D 8*
6 76-1 641 641 724 544 30 30 30 30 671 671 754 574 528 528 528 528 FY 2000 Opt Opt Opt Opt A
B C
D 8*
6 75-1 665 665 760 466 30 30 30 30 695 695 790 496 450 450 450 450 FY 2001 Opt Opt Opt Opt A
B C
D 8*
6 7
4 690 690 819 483 30 30 30 30 720 720 849 513 427
-4Z71 4R7 427
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- CONSIDER SITE FUNDING OF (2) ADDITIONAL POSITIONS 1(FY97) 1 (FY98) c)
0 C)
C:)
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FY 1997 Opt Opt Opt Opt A
B C
D 7 + 1*
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(I NUCLEAR TRAINING FY 1997 - 2001 FORECAST 7
7 7
Potential Strategies Strategy A:
9 Maintain current staffing and operational methodology. Reduce funding devoted to training material development and reduce NETS/NETP position when TVAU training recordkeeping system is on-line and reliable (estimated to be mid-year FY '98).
Associated risks: with respect to accredited training programs, minimal; however, sites "on their own' with respect to NRC exam devel=me*nt and relate ts; and, not paying more attention to the a vantages inherent in technology-based training is cost-ineffective.
Start with current staff; combine responsibilities for maintenance and technical training into one position and establish a separate position for technology-based training (including GET/FFD); replace NETS/NETP administrator with operations test specialist in second half of FY '98 to )
develop and assure security of initial NRC exams for all three sites.
-T 1-Associated risks: with respect to accredited training programs, greater than A or B; sites "on their own" with respect to NRC exam development and related security requirements until last half of FY '98.
Strategy B and reduce one position in FY '99 and another in FY '00 as training duties outside the operations training discipline are assimilated into the Maintenance and Technical program departments.
Associated risks: considerable because attention to maintenance and technical training programs on only a collateral duty basis could result in probation or loss of accreditation and/or NRC NOVs.
Merge Continuous Learning & Development (CL&D) into the Nuclear Training organization. Reduce total staff from the current 15 (8 + 7) to
,b,,LA 11 in FY '97 and 9 in FY '99.
Associated risks: would depend on configuration of duties and personnel.
Merge both CL&D and Nuclear Training (including site training departments) into TVAU with chargeback to TVAN for training services.
Associated risks: actually, this option has the potential to both lower costs and increase management involvement in training since the purchasing of all training services would force better planning and help focus on the investment aspects of training; evaluation by management would then be seen clearly as return on investment.
Abolish the corporate Nuclear Training group and assign responsibilities for accredited and regulatory training programs to the respective discipline-based groups in Operations Support and recordkeeping to TVAU (or, perhaps, to CL&D within TVAN).
Associated risks: loss of continuity, standardization, knowledge of and experience with INPO and NRC; overall coordination of sites' training programs; Academy probation; NRC Notices of Violation.
BI 000217 Maintain current staffing and operational methodology. Reduce funding devoted to training material development and reduce NETS/NETP position when TVAU training recordkeeping system is on-line and reliable (estimated to be mid-year FY '98). Add one position in FY '97 to develop NRC initial exams and another in FY '98 to coordinate development and implementation of technology-based training. (Consider site funding of additional positions.)
Associated risks: minimal; company put into better competitive posture Strategy B:
Strategy C:
Strategy F:
Strategy G:
NUCLEAR TRAINING Business Planning Assumptions for FY '97 through FY '01 1
The National Academy for Nuclear Training (INPO) will continue to increase the level of training standards required to maintain accreditation of operations, maintenance, and technical training programs. Recovery costs of being placed on probation (not to mention of losing accreditation) will also continue to rise.
- 2.
The Nuclear Regulatory Commission (NRC) will continue its traditional role as licensing agent for nuclear power plant operators but will increasingly shift the responsibility to utilities for the development and administration of initial licensing examinations. The monitoring and enforcement of the "Training Rule" (10 CFR 50.120) will increase. NRC inspections will increase in number and the resultant findings and Notices of Violation will be issued at a lower level.
Plant operational problems could be traced back to training programs and fines could be levied for inadequate training in any discipline.
- 3.
Competitive pressures will reduce operating budgets across the industry thus limiting the willingness of utility training organizations to exchange peer evaluators and to share resources at a time when such cooperation is needed more than ever.
- 4.
The opportunities for utilizing technology to develop and deliver training will increase as equipment prices decrease; 'networked employees" increase; electronic performance support systems (EPSS) are introduced; use of computer based training (CBT) and distance learning increase; the Internet is used for training; and, individuals become more responsible for acquiring and maintaining knowledge and skills required to perform their jobs to increasingly higher standards. The classical role of the instructor will diminish accordingly.
- 5.
The role of the trainer is changing from one of stand-up lecturer to a human performance technologist capable of internal consulting; organizational development; teaching line managers and supervisors how to train; helping line managers find solutions to performance problems; facilitating problem-solving and process improvement teams; knowing information technology sufficiently to author interactive multimedia training programs; and, brokering training to be delivered by both internal and external suppliers.
- 6.
The role and scope of TVA University will continue to expand. As that occurs, separate training recordkeeping systems will become unnecessary and the
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J integration of technical and non-technical training will be easier to schedule and manage in a more cost-effective manner. Sharing of training resources across organizations will become the norm rather than the exception.
- 7.
Increased recognition that "good training is good business" will cause
. 7,management across TVA to view training and education costs as investments crucial to the survival and continued improvement of our operations.
- 8.
Shifts in the TVA workforce age distribution and the demographic characteristics of replacement workers will impact the amount and character of training needed.
BI 000218
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PERFORIMANCE ASSESS-MENT BUDGET ASSUJMING SITE CHARGEBACKS FOR WORK UTILIZATION STUDIES Headcount Obj 12 - Salaries Obj 12 - Benefits Obj 112 - Labor Premium & Other (ALP)
Obj 21 - Travel Obj 25 - Other Services (Training &
Seminars)
Obj 26 - Eqpt &
Supplies Obj 72 - Other Eqpt Use (Vehicles)
FY '96 5
April 12,1996 FY'97 FY'98 5 *
"4* 71 FY '99 4 *
-177 FY'00 FY'01 4 *
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"ion
,,,44 1;71
- 79.
40;
.y 42 43 45 0
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3-1 Cov,-
3 3
3 3
13 16 13 1
13 4
4'f O'o c'
6 7
7 7
7 7
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5 (3 6
6 6
6 Total 436 307 244 252 260 268 1570 Notes*
4.-----..LL L_870 iu',c.we,.,)
D3ý.70%1infiati n assumed in FY 1997-FY 20 1r.
22.55%1 leý've accrual assumed for FY 1997 only.7 Two of t se positions' salary and benefit s s'&m o be funded by site chargebacks.
B1 000220 Xtý" L-5
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Travel (Object 21)
S13K for travel to the sites. This amount budgeted for FY 1996. Through six months, PA has 0 variance for this part of Object 21.
$ 1.4K for travel ass6ciated with Industrial Engineering utility Conference.
"$2K for travel associated with Activity Based Cost Learnin_/Seminar (loction undetermined) to support process improvement work TotalFY 1997 t,'1-el$16.4K Equipment and Su*
lies (Obect 26 Office Supplies (based on $1K charges for six months of FY 1996)
$2,000 Replace cases on two existing lap top computers (cracking now)
$700 Diskettes
$120 Mouse
$50 Norelco 597 Professional Recorders (2)
$600 (replace current recorders in poor condition)
Laptop Computer Paper
$50 Laptop Computer with Modem for field-component communication:
$3,500 Redesign/Process Improvement field work MircoSoft Office reference books (2)
$ 120 Total
$7,140 Other Services (Training/Seminars) (Object 25)
IF Utility Conference Fee
$ 545 TVAU Training 0
Computer User Training
$ 665 ABC Seminar/Training
$2,500 L
Total
$3,710 BI 000221
Other ujprent Use (Vehicles) (Ob;ect 72)
"Based on FY 1996 budget of $5K and a mid-year variance of+$1K, FY 1997 Object 72 needs to be budgeted at $6K.
ead~count FY 1997 FY 1998 FY 1999 FY 2000 FY 2001 Notes: (1) 5(0) 4(1)(2) 4(1) 4(1) 4(1)
Salary and Benefits for 1 SC-4 and 1 SC-3 is assumed to be covered by equal chargebacks to BFN, SQN, WBN..
(2)
Reduction of I employee in PA beginning in FY 1998. Reduction to be taken in Process Improvement/Redesign Work (site baseline, savings, cycle time evaluations).
BI 000222
PERFORMANCE ASSESSMENT BUDGET ASSUMING SITE CHARGEBACKS FOR WORK UTILIZATION STUDIES ($1000)
April 8,1996 Headcount Salaries Benefits Travel Other Total FY'96 FY'97 FY'98 FY'99 FY'00 FY'01 5
5
- 4
- 4
- 4*
4
- 329 219 171 177 184 190 79 52 40 42 43 45 13 13 13 14 14 14 15 15 15 15 15 15 436 299 239 248 256 264 Notes:
3.7% annual inflation and 2.5% leave accrual assumed for FY 1997. 3.7% annual inflation only assumed FY 1998 through FY 2001.
- Two of these positions (one SC-4 and one SC-3) to be funded by site chargeback.
BI 000223
WBN - BEECKEN/CARNES/KNIGHT MEETING ON APRIL 9,1996 REGARDING SITE BUDGETING FOR WORK UTIUZATION STUDIES Rob Beecken (M&M Manaqer)
Will put in FY 1997 budget review process (will get visibility) - Refer to attachments.
Yes, must have service/no choice.
Site Budget - Doesn't make sense for site to control evaluation of their own people.
Jim Cames (Mods Manager)
Contractor Evaluation Factors:
Safety Quality Schedule Adherence Work Sampling Results }
Key - uhard" data; other factors either not major or not "hard."
Site Budgeting/Control - People will know when evaluations will be done before he does. Was that way with Bechtel at FPL when he was there - will not work.
Has seen a lot of different work sampling - TVAN is the best - must have to manage (FPL changed their process to TVAN's process several years ago).
BI 000224
PROPOSED WORK UTILIZATION STUDY SITE CHARGEBACKS IN FY 1997 S. Babb's and S. Pemberton's total TVAN function is performance of Work Utilization Studies at BFN, SQN, and WBN.
Total FY 1997 expenses to perform this function are shown below:
$120,830
$40,277
$40,277
$40,276 Benefits 28,880 9,627 9,627 9,626 Total
$149,710
$49,904
$49,904
$49,902 BI 000225
PROPOSED SITE CHARGEBACKS FOR WORK UTILIZATION STUDIES ($1000)
PERFORMANCE ASSESSMENT ($1000)
April 8, 1996 FY'97 FY'98 121 125 FY'99 FY'00 FY'01 130 135 140 Benefits 29 Total 150 30 31 155 161 32 34 167 174 3.7% annual inflation and 2.5% leave accrual assumed in FY 1997. 3.7% annual inflation only assumed FY 1998 through FY 2001.
BI 000226 Salaries Notes:
PERFORMANCE ASSESSMENT (PA) BUSINESS PLANNING FY 1997 THROUGH FY 2001
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FUNCTIONS Function 1
2 3
FY 1996 Work Sampling - Corporate Funded Cycle Time, Cost, Manpower Baselining and Cost Savings for Site Process Redesign and Standardization Organizational Evaluations.
Function competes for resources with functions 1 and 2 (which fully utilize PA resources). Function only performed at direction of "WVAN Senior Management.
Example: ERMI Evaluation FY 1997 Work Sampling (Begin Implementation of Some Special Evaluations) - Site Funded*
Cycle Time, Cost, Manpower Baselining and.,
Cost Savings for Site
/
Process Redesign and Standardization Organizational Evaluations.
Function competes for resources with functions 1 and 2 (which fully utilize PA resources). Function only performed at direction of TVAN Senior Management.
Example: ERMI Evaluation FY 2001 Work Sampling (Some Special Evaluations Implemented) - Site Funded
--Cyicle Time, Cost, Manpower Baselining and Cost Savings for Site Process Redesign and SStandardization Organizational Evaluations.
Function competes for resources with functions 1 and 2 (which fully utilize PA resources). Function only performed at direction of TVAN Senior Management.
Example: ERMI Evaluation If site chargeback arrangements cannot be secured with site VPs for FY 1997, this will be accomplished for FY 1998.
BASIS Work Samplinq
"* Two Work Sampling experts site funded beginning in FY 1997
"* Function managed in Corporate - Independence, serve sites best
"* Without near monthly results, no meaningful way to achieve
- contractor accountability
- site-to-site comparison/competition which are major advantages of a single contract for all sites
"* Senior Management expects sites to know results monthly
"* Forty percent contract incentives based on work sampling results a
In lieu of some monthly sampling, begin special craft work problem evaluations Site Process Redesign, Standardization Two Industrial Engineers plus major portion of PA Manager's time PA Industrial Engineering expertise needed at present level to develop factual data for highest priority process redesigns through FY 2001 PA expertise, independence needed for this function past FY 2001 for continuous process improvement Only highest priority process redesigns evaluated by PA since process redesign workload over this period at BFN, SQN exceeds PA resource capability BI 000227
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!V 4OO
(1) tV 100Q7 Fy 1998 FY 1999 FY 2000 r__
I I
199 F
19,9.......
Personnel Salaries(2)
Benefits(2)
Travel
- Services, Supplies, Equipment 5
325K 79K 13K 15K 5
(2 Work Sampling positions funded by BFN SQN, WBN chargeback) 218K 64K 13K 15K 5
(2 Work Sampling positions funded by BFN SQN, WBN chargeback) 226K 66K 13K 15K 5
(2 Work Sampling positions funded by BFN SQN, WBN chargeback) 234K 69K 13K 15K 5
(2 Work Sampling funded by BFN SQN, WBN chargeback) 243K 71K 13K 15K FY 2001 5
(2 Work Sampling funded by BFN SQN, WBN chargeback) 252K 74K 13K 15K Total 432K 31 OK 320K 331 K 342K 354K Reduction from 28%
Flat Line Flat Line Flat Line Flat Line FY 1996 (2) 3.7% annual inflation assumed.
P PERFORMANCE ASSESSMENT (PA) FY 1997 THROUGH FY 2001 BUDGET PROJECTIONS C)
C)
C) 00 (1) Based on BFN, SQN, WBN agreement for Work Sampling chargeback starting in FY 1997.
If cannot be negotiated for FY 1997, chargeback would begin in FY 1998.
RISKS OF SITE-BASED FUNDING FOR WORK SAMPLING VERSUS CONTINUING "WVAN'S POSITION THAT THIS FUNCTION/EXPERTISE IS ESSENTIAL FOR FUTURE TVAN SUCCESS With TVAN Site-Based Funding:
"* TVAN Corporate commitment to a standard work sampling process and its implementation for all sites not assured for FY 1997-FY 2001
"* Fails to acknowledge the value/need to TVAN of this function and the two implementing experts, both of which are recognized industry-wide
"* Provides reduced assurance that this industry recognized expertise (two individuals) will remain within TVA FY 1997-FY 2001 (multi-site contract period)
With Continued TVAN Corporate Funding:
"* Establishes that this tool and expertise are an essential part of TVAN future success
"* Would assure standard methods and application of these methods for all three sites resulting in a valid basis for site-to-site comparison and competition Would provide increased assurance that the recognized expertise to perform this function will be available within WVAN Recommendations:
"* Recognize that this function is essential for future WVAN success and establish that it will be used by all sites
"* Continue Corporate funding of work sampling all sites from FY 1997 through FY 2001
"* The Performance Assessment Manager is prepared to discuss this recommendation with Senior TVAN Management BI 000229