ML20059A866
| ML20059A866 | |
| Person / Time | |
|---|---|
| Issue date: | 10/20/1993 |
| From: | Taylor J NRC OFFICE OF THE EXECUTIVE DIRECTOR FOR OPERATIONS (EDO) |
| To: | |
| References | |
| SECY-93-291, NUDOCS 9310270173 | |
| Download: ML20059A866 (3) | |
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POLICY ISSUE October 20, 1993 SECY-93-291 (Informat on) i FOR:
The Commissioners FROM:
James M. Taylor Executive Director for Operations
SUBJECT:
STATUS REPORT ON INTEGRATED SCHEDULES PURPOSE:
To inform the Commission of the number of licensees participating in the integrated schedules program and the lessons learned since the final policy statement became effective on November 23, 1992.
SUMMARY
No new licensee has been added to those already participating under previous integrated scheduling programs. One licensee indicated an intent to adopt the program and implemented an internal program but subsequently declined to make a formal submittal.
Another licensee is in the process of revising its proposed program on the basis of initial comments from the staff.
There has been no change in the programs of those licensees currently participating under other scheduling programs such as the integrated safety assessment program (ISAP).
DISCUSSION:
Status of Participants On Se'ptember 23, 1992, the NRC published the Integrated Schedules Policy Statement in the Federal Register (57 FR 43886).
The effective date of the action was November 23, 1992.
Contact:
NOTE:
TO BE MADE PUBLICLY AVAILABLE Dave Wigginton, NRR 504-1301 IN 10 WORKING DAYS FROM THE DATE OF THIS PAPER b?
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The Commissioners The statement included a number of notable provisions that were intended to afford a means for licensees to effectively schedule licensing actions, plant modifications, and identified safety reviews. The program is voluntary.
Licensees under other integrated scheduling programs, such as ISAP, would be allowed to continue those programs or to convert to the new integrated schedules program.
For some, this arrangement could mean removing any license condition specifically related to the former programs.
The final statement established three levels of scheduling, identified the categories of actions or information in each category, and provided the means by which the licensee could revise the schedules in each level. The statement also contained the NRC review actions for each level. To adopt the program, licensees would prepare a plan for identifying and defining those activities to be scheduled, a process for prioritizing and a process for scheduling the individual activities, and provisions for maintaining and updating implementation schedules.
The staff's acceptance of the plan would constitute acceptance of the licensee to participate in the integrated scheduling program.
Since the issuance of the final statement, only two licensees have formally expressed an interest in adopting the program.
There are the Carolina Power &
Light Company (CP&L), licensee for the Brunswick, H. B. Robinson, and Shearon Harris plants, and the Public Service Electric & Gas Company (PSE&G), licensee for the Hope Creek and Salem plants. Other licensees have expressed an interest but have made no formal submittal to the NRC.
CP&L began the adoption of the program as part of the corporate improvements initiative for the operation and licensing of the Robinson and Harris plants.
This initiative was a result of ongoing CP&L activities to strengthen and correct deficiencies at the Brunswick plant. The staff and licensee agreed that closer attention must be given to the Brunswick plant. That facility was already under intense NRC and licensee scrutiny with a detailed program in excess of those afforded by the integrated schedule program.
However, by letter dated June 1,1993, CP&L withdrew from the formal program for Robinson and Harris, citing the greatest benefits as being derived from the process of developing and enhancing the schedules. As a result of developing the Robinson program, the licensee felt that schedules were manageable and that a f ormal submittal to the NRC for review was not necessary because no major adjustments to regulatory commitments were currently contemplated.
The Harris program also was to be developed but not submitted to the NRC. However, CP&L has acknowledged the benefit of maintaining the schedule as a living, internal document. Although the licensee does not plan to make formal submittals of Gant integrated schedules programs, they have committed to brief the NRC periodically.
PSE&G is in the process of revising its program plan after the staff reviewed and commented on the first submittal.
The original plan was submitted by letter dated February 26, 1993.
Of all the licensees under such former integrated scheduling programs as ISAP, none have formally proposed changes to their program plans since the final
.e The Commissioners policy statement became effective. The staff has discussed the program attributes with licensees, but none feel compelled to change the process that is working.
In addition, none of these licensees have proposed removing the license conditions at this time.
Lessons learned to Date The integrated schedules program is viable for licensees who need the ability to reschedule their efforts as best meets the needs of the liccnsee, NRC, and the public.
From the little feedback we have received from licensees, the greatest benefit is gained from the development of the schedules and the licensee's process for maintaining the schedules once identified. With the number of licensing actions becoming manageable for most licensees, the need to reschedule has lessened.
The.e are few cost savings to be realized by adopting a formal program with the NPC, and licensees are electing to concentrate their efforts where the savings are immediate and real.
Notwithstanding the above, the staff will continue to promote the integrated schedules program for licensees where the benefits to the licensee and the NRC are to be gained.
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Jam M. Taylo Executive Director for Operations DISTRIBUTION:
Congnissioners OGC OCAA OIG OPA OCA OPP REGIONAL OFFICES EDO SECY r
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