ML20037B727
| ML20037B727 | |
| Person / Time | |
|---|---|
| Issue date: | 10/15/1980 |
| From: | Dircks W NRC OFFICE OF THE EXECUTIVE DIRECTOR FOR OPERATIONS (EDO) |
| To: | Harold Denton, Minogue R, Stello V NRC OFFICE OF INSPECTION & ENFORCEMENT (IE), Office of Nuclear Reactor Regulation, NRC OFFICE OF STANDARDS DEVELOPMENT |
| Shared Package | |
| ML19295F938 | List: |
| References | |
| FOIA-81-381, TASK-OS, TASK-RS-220-5 NUDOCS 8011120527 | |
| Download: ML20037B727 (3) | |
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NUOLEAR REGULAiOhY CO d'alSSION L ek
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HEM 0PJJiDUM FOR:
H. R. Denton, Director, NRR V. Stello, Director. IE R. B. Minogue, Director, SD H. K. Shapar. Executive Legal Director
,T. A. Hurley, Acting Director, RES 1
FROM:
W. J. Dircks, Executive Director for Operations
SUBJECT:
STEERING GROUP TO COORDINATE DEGRADED CORE COOLING AND RELATED RULES As a result of discussions I have had with the Chairman and with some of you, I have decided to establish a steering group. The purpose of this group will be to provide a better mechanism for coordination of related licensing and research activities of the rulemaking actions associated with siting, mir.imum engineered safety features, degraded core con. ling, and emergency planning.
i Taken as a group, these rulemaking actions are very broad in scope and could 1
have a profound effect on the way accidents are considered during safety reviews for nuclear power reactors.
Several offices are dealing with individual issues that should provide direction to the rulemaking and, conversely, the ongoing rulemaking itself could impact the scheduling of and approaches to research pro-grams and licensing issues.
Because of this interaction, the key is to identify and control the sequence or flow of work; that is, what leads and what follows (e.g., should the licensing action on a particular issue for a particular plant lead and thus represent an input to the rulemaking or should that particular issue be resolved in the rulemaking process?). Once this key has been identified, assignments can be made to the cognizant office for action on a specific schedule to mesh with other activities.
A steering group composed of the senior line managers of the individual efforts' of the offices involved appears to be the most effective way of assuring tight coordination of this multi-faceted activity. Such a steering group provides an organized forum for these line ranagers to interact on these interdependent issues such that the definition and control of interfaces not only among the rules themselves but more broadly in terms of NRC-related actions can be effected.
Recognizing that the final objective is to assure well-th' ught-out rules that o
provide adequate safety within the overall framework of the regulations I am assigning chairmanship of the steering group to the Office of Standards Development, and that ')ffice is to provide.the staff support (an Executive Secretary) to the steering groep.
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- Reflecting discussions over the last.several days, the following persons that you have nominated and I confirm will make up the steering group:
I Guy Arlotto, SD, Chairman Denny Ross,!!RR Dan liuller, fiRR Craig Roberts, SD Eob Bernero, RES (Murley to nominate from Reactor Safety Research) RES Ed Jordan, IE Guy Cunningham, ELD Manny thdeiros, SD, Executive Secretary As I stated earlier, this is a comprehensive rulemaking that can have a profound effect on our r.egulatory process; therefore, it must receive the priority and the necessary resources to get it done well and on schedule.
It is expected that no more than 10% of their time will be required of the steering group members. The total effort of the individual offices is expected to be considerably more because the steering group will not actually do the work but will identify work tasks to be done by the responsible line organization. Each office director shall assure that the steering group cenbers prepare for and attend meetings as one of their highest priority duties and that the effort receives the necessary support to move these rule-makings forward on schedule and in a coherent manner.
1.' hen problems or delays are identified in this process, I want to be informed imr.2diately. k'e must make sure this process works.
The charter of the task force is enclosed.
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W. J. Dircks Executive Director for Operations rnclosure:
Charter cc w/ enc 1:
Steering Group e
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BCLOSURE_
. Charter of Steering Group to Coordinate j
Degraded Core Cooling and Related Rules I
1.
Identify ongoing work in various offices that relates to the rules being coordinated by this group.
2.
Scope each of the rulemakings by identifying best approaches to issues to be covered, thus prescribing interfaces.
Inter-faces should be' chosen after due consideration to minimize the need for future rework of rules or other positions previously
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put in place.
3.
Identify those issues that should be dealt with by licensing action and those that should be dealt with in the rulemaking process.
4.
Identify individual tasks that must be accomplished, and designate the proper office for scheduled actions.
5.
Identify specific information needs from ongoing research 'neces-sary to support the various rulemaking actions, resources needed and schedule for' accomplishing.
6.
Develop an integrated plan of action for the combined rulemakings to assure individual pieces of information and research inputs mesh with the rulemaking schedule to the' extent practicable.
7.
Coordinate rulemaking actions so that other necessary actions such as individual licensing actions are not stifled, problems a're surfaced early, research needs are. identified so that they can be properly budgeted for, and overlaps of and gaps between the rules are limited to the extent practicable.
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