ML19268C845
| ML19268C845 | |
| Person / Time | |
|---|---|
| Site: | Crane  |
| Issue date: | 01/23/1980 |
| From: | Mattson R Office of Nuclear Reactor Regulation |
| To: | Office of Nuclear Reactor Regulation |
| Shared Package | |
| ML19239A281 | List: |
| References | |
| FOIA-81-405, RTR-NUREG-0660, RTR-NUREG-660 NUDOCS 8003040645 | |
| Download: ML19268C845 (5) | |
Text
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REGU.ATORY DOMT FlE COPY g 2 3 G30 NEHORAt:DUM FOR: TMI Action Plan Task Managers FR03:
Roger J. Mattscn TMI Action Steering Group
SUBJECT:
FUTURE ACTIVITIES (NUREG-0660)
The Steering Group appreciates the considerable effort p'ut into Draf t 2 of the Action Plan by the Task Managers. The.res"Me will be a considerably improvad.Ar_ tion Plan.
The report freni the Special Inquiry Group (Rosovin) will be available sometime in the afternoon of January 24. Arrange to pick up yot;r copy in Room P-1102. Please prepare a written analysis that cescribes what the Rogovin report contains relative to,your section of the Action Plan.
Identify Rogovin recoreandations, explicit or implicit, that are either supportive of, in conflict with, or go beyond your tasks. Recocraend whether and how your section of the Action Plan should be modified.
Deliver your analysis to your Chapter head by c.c.b. January 29, Copies of the THI Action Plan (Draf t 2) are expected to be available January 30. We have cogimittad tn issuing the third draf t of the Action Plan by February 24. This third draft should:
(1) account for the staff response (due to Comission by February 6) to the F.ogovin report; (2) clearly identify the lead NRC staff office in the description of each task; (3) include consideration of industry coments on the Action Plan (copies have been furnished to you);
(4) not have redundancies or inconsistencies among the various tasks.
Tu achieve this, task managers are requested to review the entire Actton Plan to locate and ferret out any remaining redundancies or inconsistencies.
Where appropriate, include cross-references to related tasks.
Please prepare a marked-up draf t of your tasks taking into account the above. The Steering Group will review these drafts with you on February 11 and 12. We hope to get through Chapters I and II on February 11 and Chapters III and IV on February 12. Bring ten xerox copies to the meeting.
We will start at 8:30 a.m. on each day.
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TM1 Action Plan Task Managers 2
A criticina of the first draft of the action Plan has been the perception that it is cerely a collecticn of individual, unrelated, specific' tasks, and is not a " plan."
In some instances, that criticisa is valia, but for most sections of the plan, the collection of tasks is in f act a compre-hensive, coordinated plan to resolve an identifiable problem. Our problem has been that the uutline we adopted for each section did not re:dily provide for a coherent presentation of how all the actions in that section tie together. We believe that such a presentation would add significantly to the understanding of the plan and could serve to provide a basis for our conclusion that the actions are both necessary and sufficient.
Accoraingly, we request that each Task Manager prepare a narrative over-view that contains:
(1) a statement of 'the problem" and how it relates to TRI-2; (2) how the individual actions tie together and " resolve" the problem; (3) a discussion of planning, timing, and phasing considerations; and (4) a judcyantal conclusion as to the necessity and sufficiency of the group of actions. An example overview is attached. Please bring ten copies of your draf t to the February 11/12 meetings.
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C. ' RQqer-J. Mattson ycv t
TMI Act. fan: Steering Group l
Enclosure:
Overview of Sections III.A and III.B - Emergency Preparedness i
cc: Steering Group Members Technical Support Staff Off1ce Directors A. Kenneke, OPE Distribution:
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- r. Tong other firdinct, various reports state that:
Ger:: <cy plarning had a low priority in the :iRC; the role of the NRC. as ill-efined; and coorJinatien and interaction among the NRC, Federal agencies, the utility, and State and local em.erancy organizations was insufficient to ensure an adequate level of preparedness.
The President's Commission was disturbed by its findings of a highly uneven quality of emergency plans, by the problems created by multiple jurisdicition in radiation emergencies, and by an almost total lack of detailed plans in the local communities around Three Mile Island.
Among its recommendations, the President's Commission f avored the contralization of emergency planning and response in a single agency at the Federal level, with close coordination between it and State and local agencies.
The President, in a statement made December 7, 1979, assigned the Federal Emergency Management Agency (FEMA) lead responsibility f or improving the state of emergency preparedness of State and local governu nts affected by nuclear facilities.
The NRC has responded to the call for change with the actions given in this section of the Action Plan. These actions include improvements to upgrade emergency preparedness of both licensees and affected State and local agencies and of the NRC.
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T M e acticos include the upgrading of facilities and equip ent, promulgation of regulatory re'luirements, and, in conjunction v.ith the FEMA, the development of cerformance ar,d acccptance criteria ano eventual review and approval of upgraded plans of licensees and concurrences in upgraded plans of State and local agencies.
Longar term actions with FEMA involve tht testing of the state of preparedness for nuclear plant sites by integrated emergency drills and exercises involving licensees, State and local, and Federal agencies.
In the actions just described, the NRC is working with the FEMA to assure an orderly transier of the responsibility for review and concurrence in emergency preparedness of State and local agencies, a responsibility formerly of the NRC but now assigned the FEMA by the President's message of December 9, 1979. A Memorandum of Understanding between the agencies, which was effective January 14, 1980, provides for this transfer of functions and coordination of the near-term efforts described above and, in the longer term, use of the FEMA's concurrence review of State and local plans in the NRC's licensing process for nuclear facilities.
Near-term actions for upgrading the status of emergency planning and preparedness within the NRC itself includes the development of an expression of the "NRC role" as a basis for defining agency emergency organization and functions.
Definition of the role of the NRC will also define the extent tc which the agency must be able to monitor and evaluate an emergency situation
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..:, :i i:ily cc :dat:d.itn toe int.tallaticn of deaicated tele;ne.e "t..;-lin:s" i t.:een tne nuclear power plant s1tes and the NRC's Operations Center in Bethesda, Maryland.
The physical facilities and equipment of the !EC's 0;; rations Center are beir.g upgraded.
Current work under the action plan includes inprovu..ents in the procedures for staffing and running center operaticns, and periodic emergency drills to test the practicality of facilities, equipment and procedures and the functioning of the staff unJer simulated emargency situations.
Longer term actions for improving NRC's emergency preparedness program include stutty and definition of other comr,unications 2nd information needed by the NRC to fulfill its function of a:suring protection of public health and safety.
These actions include the conceptual study of the
" nuclear data link" included in the plan.
The sum of the actions in this Section to improve emergency preparedness at and around nuclear power plants will significantly improve the emergency response capability of the NRC, licensees, and state and local governments.
This improvement is judged to be both necessary and sufficient to account for and respond to the needed areas for improvement in emergency preparedness revealed by the TMI-2 accident.
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