ML20203M486
| ML20203M486 | |
| Person / Time | |
|---|---|
| Issue date: | 02/02/1998 |
| From: | NRC |
| To: | |
| Shared Package | |
| ML20203M475 | List: |
| References | |
| PROC-980202, NUDOCS 9803060423 | |
| Download: ML20203M486 (106) | |
Text
{{#Wiki_filter:--_ - __ -- - GOVERNMENT PERFORMANCE AND RESULTS ACT PERFORVIANCE PLAN O FY 1999 U.S. Nuclear Regulatory Commission p*'* ""*% e ,. + +v + )
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c.s.No kara m aaws em rr am:. :. .n . r n etcm TABLE OF CONT 5.NIS . t Page INTRODUCTION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 L B ACKGRO UND . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 NRC'S STRATEGIC PLAN . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 FY 1999 PERFORMANCE GOALS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5 Nuclear Reactor Safety . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 Nuclear Materials Safety . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . B Nuclear Wast e Safety . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10 Cotr. mon Defense and Security and International Involvement . . . . . , . . . . . , . . . . . . . . 12 Protecting the Environment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .......... 14 Public Confidence . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16 ( Excellence . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17 g m Support Activities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19 b 6 APPENDIX I - FY 1999 PROGRAM OUTPUTS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23 k e Nuclear Reactor Safety . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23M Nuclear Materials Safety . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33M Nuclear Waste Safety . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4fd$ Common Defense and Security and International Involvement . . . . . . . . . . . . . . . . . 45M Protecting the Environment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
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e.s. maner agenen, osamesma ir:= n*=enn ass ame.amew. I INTRODUCTION , The Nuclear Regulatory Commission's (NRC) strategic plan [NUREG-1614, Vol.1, September 1997) establishes a strategic framework that will guide future decision-making and will help the NRC continue to meet its responalility for protectag public health and safety, promoting the common defense and security, and protecting the environment. This performance plan complements the agency's strategic plan by setting annual goals with measurable target levels of performance for FY 1999, as the Government Performance and Results Act. $$
=Zf- RC Within six months after the close of FY 1999, the NRC will submit to the President and the Congress a report on program performance for FY 1999. This performance report will review the success of the agency in achieving the performance goals established for FY 1999. Wher e those goals have been achieved, the urtJwlying assumptions and strategies will be examined to ensure that continued applicability is warranted in the future. If any of the FY 1999 portrmance goals are not met, the agency will conduct a thorough analysis of why it flid not meet .ne goal and the actions necessary to meet the goal in the future. One result of this analysis will be the dwe4n of plans and schedules for achieving the established performmce goal. If the analysis should indicate that the performance goal is impractical or infeasible, the perforrnance report will document why that is the case and wha; action is recommended Together, the strategic plan, the FY 1999 performance plan, and the FY 1999 annual performance report form the basis for " managing for results," a concept to which the NRC is firmly committed.
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v.s.umheravde-yr + ama g rrim ...;_ ---n-BACKGROUND , like many organimions, both public and private, the NRC is facing a rapidly changing environment as it prepares to enter the 21st century. Restructuring and economic deregulation of the electric utility industry are introduciag new complexities to the NRC regulatory environment. Public interest in the safe operation of nuclear power plants and facilities, use of nuclear materials, and management of nuclear waste remains high.
- Technology and other societal trends are changing the characteristics of the NRC workforce and the way that the NRC does its work.
All of these and many other changing conditions suggest that the NRC's future holds many challenges and opportunities, some already known to us, but others we cannot anticipate today. To respond effectively to these challenges, we have established a clear strategic direction that will enable the NRC to carry out its mission and achieve the results expected by its primary customers, the collective interests of the American public. The Commission believes that this mission must be the foundation for making decisions about what activities the agency should perform. Thus, the Commission's programmatic decisions will not be fee-driven but will be g based on their contributions to public health and safety. ( . s
us.nuama anonc=ena iriso n.a = n. nacsa n. \ NRC'S STRATEGIC PLAN . This section summarizes the key elements of the NRC's strategic plan as a prelude to discussing the agency's FY 1999 performance goals and the sigsficant agency program outputs which support those gonb. The full text of the NRC's strategic plan is available from the U.S. Government Printing OfBce [NUREG-1614, Vol.1, September 1997) or it can be viewed and downloaded from the NRC's home page on the Internet [http//www.nrc. gov]. Our Mission The Atomic Energy Act of 1954 and the Energy Reorganization Act of 1974, as amended, establish NRC's basic rpa*ary mission
- NRC's mission is to regulate the Nation's civilian use ofbyproduct, source, and special
, nuclear materials to ensure adequate protection ofthe public health andsafety, to promote the common defense andsecurity, and toprotect the environment.
Our Vision in implementation ofits mission, Nuclear Regulatory Commission actions enable the
, Nation to sqfely andepiciently use nuclear materials. NRC's actions should be such that the public, those it reguhtes, and other stakeholders in the nationd and international nuclear community haw the utmost respectfor andconfidence in the NRC. '
Our Goals-The NRC has_ developed general goals consistent with its mission. These goals are supported by performance goals that represent outcomes that are planned to be achieved over the period covered by the NRC's strategic plan (FY 1997 - FY 2002). The safe and secure use of nuclear materials for civilian purposes is the responsibility ofNRC and Agreement State licensees, and the regulatory overright oflicensees is the responsibility ofNRC and the Agreement States. Thus, to achieve these goals requires the collective efforts of the NRC, the Agreement States, and theirlicensees. The NRC will conduct an efficient regulatory program which allows the Nation to safely use nuclear materials for civilian purposes by working to achieve the following general goals: a Prewns radation-relateddeaths or illnesses due to civilian nuclear reactors a Prennt radation-relateddeaths or tilnesses due to civilian use ofsource, byproduct, and specialnuclear materials a Ensure treatment, storage, anddisposalofwastesproduced by civilian use ofnuclear materialin ways that do not adwrsely afect this orfuture generations ave s .
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- Prennt the loss or theft ofspecialnuclear materials regulated by the NRC, and support U.S.
nationalinterests in the safe use ofnuclear materials and in non-proliferation
- Protect the environment in connection with cMilan use ofsource, byproduct, and.pecial nuclear materials through the implementation of the Atomic Energy Act and the National DtvironmentalPolicyAct
- Provide thepublic, those w regulate, and other stakeholders in the nationaland intemational commumty, with clear andaccurate information about, and a meaningful role in NRC 's regulatoryprogram so that there will be repectfor and confidence in that Program
- Carry out the NRC regulatoryprogram eficiently and efectinly W55$ $5
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u ww em- nun n Im r..L n im :..;- o.,s swamoner Annan [ FY 1999 PERFO.RMANCE GOALS , Strategic Arenas l The NRC's strategic plan is organized into strategic arenas. To facilitate the correlation between i this performance plan and the strategic plan, this section is organized into the same seven strategic arenas plus a section addressing support activities: e NuclearReactorSafety e NuclearMaterialsSafety e Nuclear Waste Safety e Common Defense amiSecurity andInternationalInmtwment
- Protecting the Environment e Public Conpdence e Excellence e SupportActivities For each strategic arena that follows we reiterate the general goal from the strategic plan, provide a briefintroduction to the arena, delineate the performance goals for measuring results in FY 1999 toward meeting our general goals, and describe the significant agency program outputs f(
in FY 1999 which support the attainment of the goals. In reviewing the following performance goa's, one must be aware that the safe and secure use of nuclear materials for civthan purposes is the responsibility ofNRC and Agreement State licensees, and the regulatory oversight of licensees is the responsibility ofNRC and the Agreement States. Thus, to achieve these goals requires the collective efforts of the NRC, the Agreement States, and their licensees. The W{FYN,'WM~capBE@TfRt$ FY 1999 performance goals and their associated FY 1999 target levels as shown in this plan are IImisB3]ii d66dslii consistent with the fundinF reguested by the NRC for FY 1999. A summary of the NRC's FY 1999 niiniEEfR66iiiifn re,sourc,efm4ig, request is shown in Appendix II. For a more detailed discussion of NRC %Wmuie, requirements see U.S. Nuclear Regulatory Commission, Budget Estimates, Fiscal Year 1999 (Sepsaki 1997MW)TQy&fGiiii% Mif$lli). [Wiiafiiuni is an IT :::D'-i Bas.] O
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nnew a,s mwa sm. e.s. m mm a e. m.,c sm.,n Nuclear Reactor Safety , General Goal: Prevent radiation-related deaths or iBoesses due to civulan nuclear reactors. (GoalI) A mqior part of our mission is to ensure that our licensees design, construct, operate, and decommission civilian reactor facilities safely. The Atomic Energy Act of 1954, as amended, and the Energy Reoiganization Act of 1974, as amended, provide the foundation for raping the nation's commercial nuclear power industry. NRC regulates the M6M commercial nuclear power reactors which are licensed to operate and another NH that are undergoing decommissioning'. Reactor safety encompasses all NRC esorts to ensure that civilian nuclear reactor facilities are operated in a manner that provides adequate protection of public health and safety. These eforts include reactor A I *aming. iaWion, performance assessment, identi6 cation and resolution of safety issues, reactor regulatory rM, regulation development, independent assessment of reactor operational events and experience, investigations of alleged wrongdom' g by licensees,
. applicants, contractors, or vendors, and imposition of enforcement sanctions for violations of NRC requirements.
The FIULFORMANCE GOALS for measuring results in FY 1999 toward meeting the general goal cre:
- Zero civilian nuclear teactor accidents. (GoalI.A)
As used in this context, a " nuclear reactor accident" is as de6ned in the NRC Severe Accident Policy Statement (50FR32138, August 8,1995), that is, those accidents in
-which substantial damage is done to the reactor core, whether or not there are serious ossite consequences. The pe formance indicator is the number of wvere reactor -
accidents annually. The FY 1999 target is zero. The data to support this indicator are collected through reports from industry pursuant to 10 CFR Parts 50.72 and 50.73, and would be further described in the USNRC annual Abnormal Occurrence Report to Congress 8 These 6gures reDect the ...vvid .lmi- v247P"65ili Haddam Neck, Big Rock Point, and Maine Yankee, MisETissiffiBiii nuclear power $liiiliW"p'iinEMii Mi(~cperstlBiiWssMRlR68tiWNiiE6i[WdeiGilbdiBAssRFiq[rir DiiGRiilabisnaiia05iiliiaWreq~diniarm~6iissilitsiinit! s
v.s.nu n a m oamm u a nam n.pmane o.s n i m nen m ann nas umde assersame Malatain low frequency of events which could lead to a severe accident. (Goal I.A.1)
*Ihe pevfonnance indicator is the annual number of events from the population of plants that could result in a 1/1,000 (10) or greater probability of occurrence of a severe accident. The FY 1999 target is for no more than one such event to occur in the United States. 'Ihe data to support this indicator are currently developed through the Accident 2
Sequence Precursor program and resected in the annual report, " Precursors to Potential Severe Core Damage Accidents."
- Zero deaths due to radiation or radioactivity releases from civillas nuclear reactors.
(GoalI.B) This measure addres - actual deaths due to acute radiation exposure. The performance indicator is the nunn ofdeaths annually. The FY 1999 target is zero. The data to support this indicator are currently collected through reports from industry pursuant to 10 CFR Parts 20, 50.72, and 50.73, and would be further described in the USNRC annual Abnormal Occurrence Report to Congress Zero significant radiation exposures due to civilian u d nr reactors. (Goall.B.1) As used in this context, "significant radiation exposures" are those exposures that meet L O the NRC criteria for reporting abnormal occurrences to the Congress (see Appemlix lEV, d p Item I.A, "dfl). This goal encompasses both workers and tise general population. The performance indicator is the number of significant radiation exposures annually. The FY 1999 target is zero. The data to support this indicator are currently collected through reports from industry pursuant to 10 CFR Parts 20, 50.72, and 50.73, and would be further described in the USNRC annual Abnormal Occurrence Report to Congnus. The most significant PROGRAM otnwrs h:FY 1999 which support the general goal and the related performance goals for this arena are shown in Appendix I. 2 The Accident Sequence Precursor (ASP) program involves the systematic review and evaluation ofoperational events or conditiorrs that have occurred at licensed U.S. commercial power reactors. The ASP program identifies and categorizes precursors that could lead to accident sequences with a potential to cause severe damage to a reactor's core. nee 7
- oms v.s. N.,6.r ano.uw, cm rrsm:-;,66 n ,6e um samr n im nosn enaa Nuclear Materials Safety -
General Goal: Prevent radiation-related deaths or illnesses due to civilian use of source, byproduct, and special nuclear materials. (Goal II) The nuclear materials program encompasses over 20,000 speci6c and more than 100,000 general licenses which are regulated by the NRC and the existing 30 Agreement States'. These materials range from very low-risk smoke detectors to relatively high-risk irradiator.. The Atomic Energy Act of 1954, as amended, and the Energy Reorganization Act of 1974, as amended, provide the foundation for regulating the nation's civilian uses of nuclear materials. Nuclear materials safety encompasses ah NRC efforts to ensure that all NRC-regulated aspects of nuclear fuel cycle facilities, and nuclear materid activities are handled in a manner thM providw adequate protection of public health and safety. These efforts 'mclude licensing, inspection, and related regulatory activities for fuel cycle facilities and nuclear materials users, transportation of nuclear materials, and uranium recovery. The NATIONWIDE PERFORMANCE GOALS for measuring results inTY 1999 toward meeting the General Goal are:
- Zere rHiation-related deaths due to civilian use of source, byproduct, and special nuclear materials. (GoalII.A)
This goal pertains to non-reactor uses of nuclear materials. Reactors are covered in General Goal I. This measure addresses actual deaths due to acute radiation exposure. The performance indicator is the number of radiation-related deaths per year. The W 1999 target is zero. The data to support this indicator are currently collected in the Nuclear Material Events Database (see Appendix III, page M69). 8 An Agreement State is a State that has signed an agreement with the NRC allowing the < State to regulate the use of radioactive material, other than uhe in reactor facilities, within the O V State. Ase s l
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- No increase in the number of significant radiation exposures due to loss or use of source, byproduct, and special nuclear materials. (Goal II.A.1)
The performance indicator is the number of radiation exposures (excluding those canead by medical misadministrations) at or above the level for reporting abnormal occurrences to the Congress (see Appendix lNY, Item I.A, liifDj). The W 1999 target is that the five-year average (W 1995-1999) will not exceed 2 per year. The data to support this indicator are currently collected in the Nucicar Material Events Database (see Appendix III, page 68). No inuense in the number oflosses oflicensed material as reported to Congress aanually. (Goal II.A.I.a) The performance indicator is the five-year average number oflosses oflicensed material reported to Congress annually (see Appendix $(V, Item I.C.1, iii@EM). The W 1999 target is that the five-year average (FY 1995-1999) will not exceed 2 per year. The data to support this ir.dicator are currently collected in the Nuclear Material Events Database (see Appendix III, page 7368). No accidental crit'cality involving licensed material (Goal II.A.I.b) l The performance indicator is the number of occurrences of accidental criticality annually (see Appendix XIIV, Item I.D.1, bTsiiM). The W 1999 target is zero. The - data to support this indicator are currently collected in the Nuclear Material Events Database (see Appendix III, page h68). No increase in the number of misadministration events which cause significant radiaMan exposures. (GoalII.A.2) The performance indicator is the number of misadministration events which cause radiation exposures at or above the level for reporting abnormal occurrences to the Congress (see Appendix lIIV, Item I.A, p 'ij@j). The W 1999 target is that the five-year average (W 1995-1999) will not exceed 6 per year. The data to support this indicator are currently collected in the Nuclear Material Events Database (see Appendix III, pa8e D68). The most significant PROGRAM OITTPITTS in W 1999 which support this general goal and the related performance goals for this arena are shown in Appendix I. Act a
n im a,,s u a.* u wwn acm numry=sov n .:. : n,, i l Nuclear Waste Safety . 1 l General Goal: Ensure treatment, storage, and disposal of wastes produced by civulan use of nuclear material in ways that do not adversely affect this or future i generations.(GoalIH) , Nuclear waste is a byproduct of the use of radioactive materials. High-level radioactive waste ! results primarily &om the fuel used by reactors to produce energy. I.4w-level radioactive waste results &om reactor operations, medical, academic, industrial, and other commercial uses, and - ! generally contains relatively limited concentrations of radioactivity. ! The NRC's high-level waste regulatory activities are mandated by the Nuclear Waste Policy Act of 1982, the Nuclear Waste Policy Amendments Act of 1987, and the Energy Policy Act of 1992. l' The Nuclear Waste Policy Act specifies a detailed approach for the long-range undertaking of j bigh-level waste disposal, with the Department of Ene gy (DOE) having operational
- responsibility and the NRC having regulatory responsibility. The Nuclear Waste Policy i Amendments Act directs DOE to characterize only one candidate site, the Yucca Mountain site in
, the State ofNevada. Likewise, NRC's activities are focused on Yucca Mountain. The Low-Level Radioactive Waste Policy Act of 1980, amended in 1985, made States , responsible for providing for the disposal of commercial low-level waste generated within their
/ i borders. The Act encouraged States to enter into compacts that would allow several States to i\
3 dispose ofwaste at a regional disposal facility. Most of the States have entered into compacts, and several States are proceeding with plans to construct and operate as many as 12 new dispc cal facilities. However, to date, no new disposal facilities have been opened. In fact, the Midwest Compact has voted to cease development of a regional disposal facility in Ohio and the Southeast Compact recently called for the State ofNorth Carolina to scale back rpending on development ofits regional disposal facility. The PERFORMANCE GOALS for measurina, results toward meeting the general goal are:
- No significant accidental releases of radioactive material from storage and transportation of high-level waste (including spent fuel) or low-level waste.
(Goal III.A)- The performance indicator is the number of accidental releases of radioactive material that meet the NRC criteria for reporting abnormal occurrences to the Congress (see Attachment V, Items I.B.1 and I.B.2). The FY 1999 target is zero. The data to support this indicator are currently collected in the Nuclear Material Events Database (see Appendix III, page M66). O
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v.s. Nuse aans na, em n i m :. ;- :omk n s m ..:. : nan N & wmu w Establish the regulatory framework for high-level waste disposal, consistent with current national policy, as required by law after the legislatively-required standar11 is issued. (GoalIII.B) The performance ladicator is conforming 10 CFR Part 60 to the legislatively required environmental standard. The FY 1999 target is to issue a fmal rule within one year (estimated 7/1/99) after promulgation of the standard.
- No offsite release of radioactivity beyond regulatory limits from low-level waste disposal sites. (GoalIII.C)
This goal includes :ites regulated by the Agreement States but excludes sites under EPA Superfund authority. The performance indicator is the number of offsite releases per year in excess of 10 CFR Part 20.1301 public dose limits. The FY 1999 target is zero. The data to support this indicator are curretitly collecteil in the Nuclear Material Events Database (see Appendix III, page M68). The most signi6 cant PROGRAM OtrTPtrrs in FY 1999 which support the general goal and the related performance goals for this arena are shown in Appendix 1. v noe n
o n ses, w a.m as.m rr:= a-a e,e, me c o m w s e w sm m m e ni n l Common Defense and Security and International Involvement j i [ General Goal: Prevent the loss or theft of special nuclear materials regulated by the NRC, and support U.S. national interests la the safe use of nuclear 1
- materials and la non-proliferation. (Goal IV)
I ~ '!he NRC perfonns international activities, some of which support the agency's domestic mission , ! and many ofwhich support broader U.S. national interests. These activities include intemational
- policy and priority formulation, export hnport licensing for nuclear materials and equipment, l treaty implementation, international information exchange activities, and international safety and
! safeguards assistance. Our domestic safeguards responsibility involves the control of and ! accounting for nuclear materials, the protection of nuclear materials to prevent theft or diversion, i and contingency piar.s for responding to threatening situations. The primary foundation for these activities includes the Atomic Energy Act of 1954, as amended, and the Energy Reorganization !- Act of 1974, as amended, the Nuclear Non-Proliferation Act of 1978, executive orders, and i treaties and conventions, The PERFORMANCE GOALS for measuring results in FY 1999 toward meeting the general goal l are: l
- Zere loss or theft of special nuclear materials regulated by the NRC. (Goal IV.A)
This goahvas written within the context of the safeguards program which is to prevent i theft or diversion of formula quantities of strategic special nuclear material. The safety j consequences of the other losses of material are considered under General Goal 2. The
- performance indicator is the number oflosses or thefts annually which meet the NRC -
i criteria for reporting abnormal occurrences to the Congress (see Appendix RlV, Item l I.C.1, page 75). The FY 1999 target is zero thefts or losses. The data to support this
- indicator are cunently collected in the Nuclear Material Events Database (see Appendix I III, Page M68).
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- No substantiated case of attempted theft or diversion of formula quantitles of strategic special nuclear material. (Goal IV.A.1) l The performance indicator is the number of substantiated cases of attempted theAs or l diversions annually (see Appendix lnV, Item I.C.2, Si@iiijh. The FY 1999 target is zero. The data to support this indicator are currently collected in the Nuclear Material Events Database (see Appendix III, page M68).
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- No substantiated breakdown of physical security or material contml (i.e., access control, containment, or accountability systems) that significantly weakened the protection against theft or divenion of formula quantities of strategic special nuclear material. (GoalIV.A.2)
The performance indicator is the number of substantiated breakdowns of physical security or material control annually (see Appendix $1V, Item I.C.4, iiii%. The FY 1999 target is zero. The data to support this indicator are currently collected in the Nuclear Material Events Database (see Appendix III, page M68). Strengthen international nuclear safety and safeguards by participating in international safety and safeguards exchange activities, by providing assistance through international agreements, and by supporting U.S. non-pmliferation interests. (GoalIV.B) The performance indicator is the completion of the significant program outputs which are discussed in Appendix I, pages 46-49. The FY 1999 target is to complete those outputs which are scheduled for FY 1999. The most significant PROGRAM OUTPttrs in FY 1999 which support the general goal and the related performance goals for this strategic arena are shown in Appendix I. 6 a Age IJ
nso n,p o.m v.s. umher ass. hwy c em. m er sas e n sm . ..:- :n. Protecting the Environment . General Goal: Protect the environment in connection with civilian use of source, ioyproduct, and special nuclear materials through the implementation of the Atomic Energy Act and the National Environmental Policy Act. (Goal V) The NRC recognizes a continuing obligation to conduct its civilian licensing and related regulatory functions in a manner which is both responsive to environmental concerns and consistent with the Commission's responsibility as an independent regulatory agency for protecting the radiological health and safety of the public. The Atomic Energy Act of 1954, as amended, the National Environmental Policy Act, and other environmental legislation provide the statutory authority for the NRC's activities in protecting the environment. Protection of the envircament from potential hazards associated with the civilian use of source, l byproduct, and special nuclear materials involves actions to mitigate environmental impacts both during licensed activities and afterward. Prior to authorizing licensed activities, the NRC ensures l that potential environmental impacts of such activities are assessed consistent with the requirements of the National Envirwomtal Policy Act as implemented by applicable NRC regulations. Under NRC regulations, iwmaissioning involves safely removing a facility from service and reducing residual radioactivity to a level that permits the property to be released for p unrestricted use. This action is taken by a licensee before termination of the license. In some V cases, nonlicensed facilities may also be required to reduce or stabilize contamination before sites are released. l The PERFORMANCE GOALS for measuring results in FY 1999 toward meeting the general goal are:
- Zero offsite releases from operating facilities of radioactive material that have the potential to cause adverse impact on the environment. (Goal V.A)
The performance indicator is the number of offsite releases annually which meet the NRC criteria for reporting abnormal occurrences to the Congress (see Appendix IIIV, Item I.B.1, SiiMS). The FY 1999 target is zero. The data to support this indicator are currently collected in the Nuclear Material Events Database (see Appendix III, page M68). 1
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- No increase in the number of offsite releases from operating facilities of rai' : active material that eaceed 10 CFR Part 20 limits. (Goal V.A.1)
The pedermance indicator is the number of offsite releases per year in excess of 10 CFR Part 20 limits. The FY 1999 target is that the five-year average (FY 1995-1999) will not exceed three. The data to support this indicator are currently collected in the Nuclear Material Events Database (see Appendix III, page #68). Environmental impacts have been identified through the NEPA process befort regulatory action is takta. (Goal V.B) The pedermance indicator is the number of environmental impacts identified by external sources each year and substantiated which were not identified as part of the NRC's NEPA process. The FY 1999 target is zero.
- No sites will be released until satisfacterily remediated in accordance with NRC release criteria. (Goal V.C)
The performance indicator is the number of sites identiSed each year that were previously released as having mot NRC release criteria, but subsequently have been determined to have not met the applicable release criteria. The FY 1999 target is zero. The most significant PROGRAM OUTPUTS in FY 1999 which support the general goal and the related perfonnance goals for this strategic arena are shown in Appendix I. h v is
rnm n+ man as v.s. na-a,s.s , cm n,as,c=am.n irim n,n, m. ! Public Confidence , i l Genemi Goal: Provide the public, those we regulate, and other stakeholders lo the ! national and international community, with clear and accurate i infonnation about, and a meaningful role in NRC's regulatory pmgram so that there will be respect for and confidence in that program. (Goal l VD < Building and maintaining public trust is critical to carrying out our mission and achieving our j vision. To be an effective steward for nuclear safety, our actions must be such that the public, those we regulate, and other stakeholden in the national and international community have respect for and confidence in the NRC. Realizing the importance of this issue, the NRC addressed it as part ofits Strategic Assessment and Rah =Aiag: Direction Setting Issue 14 - Public Commu.nication Initiatives. In its final decision on DSI 14, the Commise:on noted that the NRC should place a priority on early i4.:ntification of public conc:rns and methods for public interaction in making regulatory decin,ns tha: cre likely to generate substantial public interest or concern. The PERFORMANCE GOAL for measuring ,tsults in W 1999 toward meeting the general goal is:
- Implement the Agency's plan to improve how it informs and involves the public, those we regulate, and other stakeholders in NRC's regulatory program. (Goal
\ VI.A) -
The NRC Executive Council has established a coordinating group which is develop' mg a plan to implement the Commission's Snal decision on DSI 14. That plan will include performance goals and measures to assess the effectiveness of the program, consideration of the experience of the private sector and other public agencies, and consideration of the comments received on DSI 14. The plan is scheduled to be provided to the Conunission by D-amhar 31,1997. The performance indicators for this goal are the milestones in the plan. The W 1999 targets are the milestones which are due to be completed in W 1999. The most significant PROGRAM OUTPUTS in W 1999 which support the general goal and the related performance goals for this strategic arena are shown in Appendix 1. my u
c.s.Nukaranesnasc a s rram:..; :a k y e m ...: :n su arm ( Excellence , General Goal: Carry out the NRC regulatory program emciently and effectively. (Goal VII) Striving for regulatory excellence in all NRC functions is both desirable and necessary to maintain an effective and efficient regulatory framework in today's changing environment. The NRC can improve its internal performance by ensuring that its people and processes function with a goal of excellence. - As used in this context, excellence includes both regulatory effectiveness and efficiency, and applies to all NRC functions. Regulatory effectiveness denotes a regulatory framework for ensuring public health and safety that is clear, coherent, logical, consistent, reliable, and technically sound. Efficiency connotes a regulatory framework which is cost effective for both the NRC and its licensees. As stated in the NRC's Principles of Good Regulation, the American taxpayer, the rate-paying corsumer, and licensees are all entitled to the best possible management and administration of regulatory activities. Where several effective alternatives are available, the option which minimizes the use of rese rces should be adopted. The PERFORMANCE GOALS for measuring results in FY 1999 toward meeting the general goal are: (
- Implement the agency's plan for regulatory excellence. (Goal VII.A)
The EDO has the lead responsibility for developing a plan for enhancing excellence throughout the Agency. The plan is scheduled to be provided to the Commission by December 31,1997. The performance indicators for this goal are the milestones in the i plan. The FY 1999 taisets are the milestones which are due to be completed in FY 1999. O V
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rrim nejhn ,omsk a s. n.d ass esny c m m. ammanne erim men ns. Evaluate and implement needed improvements for five major NRC processes' by Jaly 1,1999. (Goal VII.B) The performance indicator for this goal is the completion of evaluations for and the implementation ofimprovements fcr major NRC processes. The FY 1999 target is to complete evaluations of and implement improvements for Sve such processes by July 1,1999. The most significant PROGRAM OUTPUTS which support the general goal and the related performance goals for this strategic arena are shown in Appendix I. W M E M W act W K M n e Cvo .: ;on T.ye on C..: :. NRC$ Effectiveness and liEfficiency is Lius f M fui .4n.: ;v . ie i:. Co--- :-; o. T;-i y re J " =e- 04 ;J..de of n ; NRC y _. bd.4 ;ded fv.
. L- :eo y i of Om NRC'e y .o fui s re .' vu m : me ne ..idoien. tdn. wo. dmJ include: evaluating the reactor inspection program to determine ifit achieves its intended goals in an efficient and effective manner; evaluating the program for licensing support and regulatory oversight of operating rectors to determine ifit achieves its intended goals in an efficient and effective manner; evaluating the anh=-:+1+nt of safety decision making through use of PRA insights; improving information systems supporting finnsi management; and improving information systems t norting document a.nd records management. The NRC plan for regulatory excellen. M ;;; L developed t d en iL Com.o; lvn ie. yon te de i f-m d y.ym. I na: pianfiliil will includ sgific milestones and schedules for process
[ evaluations The performance plan will be L ==r .:.d to be consistent with that plan. wa j
rrIm Muumaan uw saoper m .esn h Support Activities - Effective management ofNRC's four core resources--people, funds,m' formation, and facilities - is critical to achieving our mission and goals. The following PERFORMANCE GOALS for FY 1999 support all of the agency's general goals: Provide support necessary for the NRC to achieve its general goals. (Goal VIII.A) The performance indicators for this goal are the achievement of the goals shown below. (VIII.A.1-4) Create and sustain a competent, motivated, ethical, and culturally diverse work force. (Goal VIII.A.1) There are four performance indicators for this goal: The first indicator is the percent of required core capabilities attained (through hiring and/or contracting) as compared to the core capabilities needed as identified by offices / regions in the Human Resources Action Plan. The FY 1999 target for this indicator will be determined in FY 1998. The second indicator for this goalis the percent ofline managers and employees who perceive NRC employees as motivated. This will be determined by a survey ofNRC employees. During FY 1998, we will develop and pre-test the survey instrument. We will then execute the survey to establish a baseline. Finally, we will establish a target for improvement in FY 1999. Quit rates (workforce losses other than for retirement) will also serve as an indicator for this goal. The FY 1999 target will be not more than 7%. The third indicator is the percent ofline managers arid employees who perceive NRC workforcc as ethical. This will be determined by a survey ofNRC employees. During FY 1998, we will develop and pre-test the survey instrument. We will then execute the survey to establish a baseline. Finally, we will establish a target for improvement in FY 1999. In addition, the number of disciplinary actions taken for unethical conduct will serve as an indicator. The FY 1999 taget for this indicator will be determined following development of baseline data in FY 1998. The fourth indicator is the percent of employees who perceive NRC is supporting cultural diversity. This will be determined by a survey ofNRC's employees. Dunng FY 1998, we will develop and pre-test the survey instrument. We will then execute the survey to establish a baseline. Finally, we will establish a target for improvement in FY 1999. Ensure that accurate information is available as needed to achieve the agency's strategic goals. (Goal VIII.A.2) nen
me answeis== o=* c.s. noe.r assem., c mn.h. masenAnwee rr im n,enamen ns. i 9 There are four perforsmance indicators for this goal: 4 The first indicator is the level of satisfaction with the accuracy and availability of information in NRC's primary systems, as measured by surveys. Primary systems are those identi6ed by business area focus groups as the primary source of data /yiM,g for core business processes. In W 1998 as a prelude to using this
- indicator in W 1999, we will validate the list of primary systems, decide on the j population to survey (managers in business areas, users of systems), develop and pre-
! test the survey instrument, execute the survey to establish a ha= ale, and establish a i target for improvement in W 1999. We will acquire the services of an industry i leader in IT performance measuremer.t who will provide standard survey instruments 4 and bedsark our user satisfaction with that of users in other government agencies
- and in the private sector.
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The Snal indicator for this got.1 is the percent of high level data entities in the agency's primary systems that are entered once for all systems to access High level l data entities are the people, places, events, and things about which the NRC maintains information. There are about 100 of these (for example, licensees, employees, reportable events, reactors). In W 1998 as a prelude to using this indicator in W 1999, we will validate the list of primary systems, identify data en+ities in the primary systems, determine the criteria for systems meeting the measure (single database and controlled replication), calculate the baseline of compliant systems, and establish a target for improvement in W 1999. Obtain sufficient financial resources, and allocate and ase them appropriately to achieve the agency's strategic goals. (Goal VHI.A.3) As used in this context, using financial resources appropriately includes ==ading resources in accordance with applicable laws, and gaining maximum utility from available resources (i.e., Snancial efficiency). There are four performance indicators for this goal: The Srst indicator is the level of unobligated carryover (excluding reimbursable work) at the end of the 6 scal year. The W 1999 target is to limit unobligated carryover to approximately Sve percent of the W 1999 budget. Such a target will - ern.ourage fian=M efBeiency while allowing reasonable protection against uncertainties in the planning and budget estimating processes. The data to support this indicator are currently collected in the agency accounting system. A second indicator is the number of months ofunliquidated funding authority at the end of the fiscal year. Unliquidated funding authority (UFA) is equal to current year unobligated funding plus unliquidated obligations (excluding reimbursable work). The number of months of funding available is equal to UFA divided by the average amen
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ass e . rrim w = ns. monthly expenditure rate. The W 1999 target is Sve months. The data to support 41: indicator are currently collected in the agency ec~=>ating system. The third indicator for this goal is the number of critical programmatic needs which were not met due to inadequate funding or full-time equivalent staff authorirmion. The FY 1999 target is zero. The data to support this indicator will come from the analysis of the actual accomplishments as compared to the planned achievements for FY 1999 as himaa'ed in the FY 1999 ennual performance report. If any of the
~ FY 1999 goals fail to be met due to lack of sufHeient resources this perfornam goal will not have been met.
The Snal indicator for this goal is the timely pub.% tion of the proposed license fee rule. The FY 1999 target is March 31,1999.
- Provide a physical wont environment and somcient tools which enable au NRC employees to accomplish the agency mission. (Goal VIII.A.4)
There are two performance indicators for this goal: The Srst indicator is the number of reported incidents (including injuries, altercations, thefts, and security infractions) during the Escal year. The FY 1999 target is 125. The Sve year average for FY 1992-1996 is 127 per year. The data to support this
\ indicator are cu:Tently collected and analyzed by the OfBces of Administration and Human Resources.
The second indicator is the level of satisfaction with NRC facilities and equipment as measured by an employee survey. The survey will measure such things as whether employees view facilities to be clean' and comfortable, and employees' views on the adequacy of equipment to do thejob. In FY 1998 as a prelude to using this indicator
- in FY 1999, we will develop and pre-test the survey instrument, execute the survey to establish a h==a%, and establish a target for improvement in FY 1999.
The most significant PROGRAM OtrTPUTS which underpin support activities are shown in Appendix 1.
- Aer 22
v.s. maa a,pana, r+ w, n im . ..:- - - n., n im .n ._ o ,.a cu a a m,> APPENDIX I FY 1999 PROGRAM OUTPUTS (MEANS & STRATEGIES) : The most significant program outputs (planned accomplishments) in FY 1999 which support the general goals and the related performance goals delineated in this plan are shown below. For a ' more detailed discussion of FY 1999 program outputs (planned accomplishments) see U.S. Nuclear Regulatory Commission, Budget Estimates, Fiscal Year 1999 (Septtrse- 1997 h0RBQ:-n6Y 9hlGninilDM $MDfRuts iijii uni ia an lT 1999 :l-i 2A] 4 J i a
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p.s. muheranseenycmmmehm 4pseasi rrme wn=ew am, rrimnw omosoras amendasummes) am nerm amarme, f Programs Output: ReactorIJeensing Reactor licensing ensures that operating facilities maintain adequate levels of protection of public heakh and safety in the daily operation and throughout the life cycle of the plant. This safety oversight includes assurances that facilities are adequately designed, p operly constructed, correctly maintained and safely operated, and that trained and quali6ed operating and technical support personnel can prevent or cope with accidents and other threats to public health and safety. Licensing actions are issues that require NRC review and approval before they can be implemented by licensees. These issues include (1) amendments oflicenses, (2) issuing orders
- to impose requirements on licensees or license modifications resulting from changes in ownership, (3) reliefs from in service testing or inspection requirements, (4) exemptions from the regulations, and (5) notices of enforcement discretion Output Measure: Licensing actions completed per year.
W 1999 Target: 1,500 actions, including conversions to lieT50H standard technical specifications. Responsible Organisation: OfBce ofNuclear Reactor Regulation Output Measure: Size of!kaaelag action inventory. W 1999 Target: 1500 actions orless. L Responsible Organisation: OfEce ofNuclear Reactor Regulation Output Measure: Age oflicensing actioninventory. , W 1999 Tagets: 80% ofinventory 1 year old or less; 95% 2 years old or less; all actions 3 years old orless. Responsible Organization: OfHce ofNuclear ReactorRegulation Other licensing tasks include (1) responding to petitions from interested parties requesting action pursuant to 10 CFR Part 2.206, or (2) evaluating information s & aived from individual licensees in response to requests for information (e.g., generic letters and 'oulletins) or as required by regulation or license conditions as part of the NRC's responsibility for reviewing the safety of the operating licensed f=4ta= (e.g., Snal safety evaluation report updates,10 CFR Part 50.59 reports, and changes to quahty assurance safeguards, and emergency preparedness plans.)' Output Measure: Other licensing tasks completed per year W 1999 Target: 600 Responsible Oganizations: OfHce ofNuclear Reactor Regulation /Rejons The NRC must license all personnel authorized to operate reactors. Initial examinations are - administered by the NRC to ensure that operating plants are staffed by qualified personnel. NRC also examines candidates for new operator licenses on generic fundamentals to measure the candidates' ksceige of reactor theory, plant components, and thermodynamics. Output Measure: Number of operator examinations administered neas s _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
Nl m.m.a c r ap e ,- ., tr.s. m a , a ,,e m rr #w r-. - nm, W 1999 Target: Meet licensee demand estimated at 400 Initial operator licensing examinations and 400 generic Amdamentals' examinations. Responsible Organisat6en: 05ce of Nuclear Reactor Regulation / Regions Regulatory ilmprovements 65versight includes tie drei+,Ta: of of5ce-level licensing policy for operating reactors and overall program mana7mnent and planning. Ongoing efforts to develop and standardine procedures and guidance for licensing activities will continue anJ will take. Into account new reactor oversight program initiatives and lessens learned from ongoing reviews. W effectiveness and implementation oflicensing activities for operating reactors will be evaluated on nn ongoing basis. Output Measure: Milestones for Implementing DSI l1, NRR action plans, and nk.T.r.'dag. W 1999 Target: Implement the plans' milestones that are due in FY 1999 . Responsible Organisation: OfBee ofNuclear Reactor Regulation Program Output ReacterInspection h Reactor taw on activityjiiijiEiis
! designed to ensure that nuclear power plants are operated in accordance with NRC regulations and other requirements as necessary to protect public health and safety, h primaru Nus of this activity is on plant operatiens, maintenance, engineering, and plant support; and i sudes efforts by residents, region-based, and headquarters inspectors.
Output Measure: Number of plants for which core' inspection program ~is completed during Om fiscalyear. FY 1999 Tasset: All operating power reactors. Responsible Organlaation: OfHee of Nuclear Reactor Regulation / Regions biliiilWTaisiid EMisiiGiifociiiiFeiniiGiiisiW Iense.rutiili1 tseeR IBuliidem.oitiEElBiiR DeWinniuliiiittiisaini%iiiiaMilimisililii Program Output: Reactor Performance Assessaent A [g . .-ym y f 7,--w li-d--A- se,; ;. i.,y fvl;o ;. 4'ReacforPerhn.nanas y- ..m g.,
..y . m .. ~ . ..m ...p - ., . m. i e... i.um.me.vi . the NiiiiiiiEDidjinilj5MjiiiFiliiilllisiit"jliIclEstisisdih lisitweisisiiiiiiiid s W core inspection program is defmed in Inspection Manual Chapter 2515 and !@h the inspection procedures contair'ed in Appendix A to IMC 2515.
v.s. No asar asemiswr cess wJee 4yenasi vrsm Ma a m rrim m omnes tmu oswa Weedser acesser aq% isiiiiie~niis6sEitl6KiiWresoluti6iInf s~afetiM6ificaiitWeInfiiisd 65aditi66i'spiicilflitiladMdual blasts br generic io the nuclear pmser industryJt enables NRC to conduct a systematic assessment officensee performance (SALP) through the collection and assessment ofinspection data on each power reactor site in areas of operation, maintenance, engineering, and plant . support. This activity also provides for the review and integration of agency observations and I findings on the safety performance of operating fat.ilities, r sactor perfonnance assessment also provides for the integration oflessons leamed, oveisignt oJN implementation of corrective actions, and development of mechanisms to provide for a systematic reexarrdnation of reactor oversight activities. 1 O.in; L. ..; Awege d..e te cyn+1cie iedene uf.IlegeGvis. l
!".' 1999-Teigei. 130 deye. ;
Rien..e?.li Gigeei! Gen; Oh vfNuclw Rs.civi Rsgul.Gwaiyvis ' Output Measure: Timeliness of S ALPS conducted and reports issued FY 1999 Target: All SALP cycles in accordance with Management Directive 8.6 requirements (18 24 months) and all SALP reports issued and meetings with licensees held within 60 days of the end of the SALP cycle. Responsible Organiza1,n: Office of Nuclear Reactor Regulation / Regions Output Measure: Plant performance reviews. FY 1999 Target: Conduct at least two resiews. Responsible Organtration: Office of Nuclear Reactor Regulation / Regions Output Measure: Senior management meetings. FY 1999 Tariet: . Conduct twc semiannual meetings. Responsible Organization: Office of Nuclear Reactor Regulation / Regions REGUl* TORY-EFFEGI'IVENESS Program Output: Independent Performance Evaluations (Reactors) This ecdsyfiiiiigiiuliiincludes incident and accident investigation, and operational experience evaluetion to ensure that safety-significam operational events involving nuclear reactors are investigated in a timely, systematic, and technically sound manner and that information is obtained on the causes of the events so that NRC can take corrective actions that are timely and effective. This activity also includes maintenance of the NRC's incident response capability to ensure that it is prepared to respond to any radiological emergency at NRC licensed facilities. The NRC will review nuclear power reactor licensee event reports (LERs), NRC inspection reports, and U.S. Industry reports. It will also screen foreign reactor reports and foreign O radiological event reports for applicability to the U.S. nuclear program. On the basis of this V comprehensive and systematic review of both U.S. and foreign event data sources, significant operating events associated with either plant specific or generic safety issues are identified and av n
l 4peari v.s.u=6 ,a.phwyc am. j rrtwher omoso rahaw dseawsw rr sw wn n nm 4 m.n-m ,se, l selected for fbrther in-depth evaluation to assess the root causes of the identified deficiencies, the ! safety signi6cance and generic implications of the deficiencies, and the adeo't cy of corrective
- actions implemented and/or planned. The NRC will perform in-depth tom } evaluations of i
selected components, systems, system interactions, and human performa w; and will continue to l' lasue case studies, special studies, engineering evaluations, and technical reviews. Results, findings, and recommendations to prevent recurrence will be widely disseminated to the staff, the nuclear industry, and the public in a timely manner. In addition, reactor events that are considered to be significant firom the standpoint of public health and safety will be reported to the Commission with recommendations that they be considered as "abrermal occurrences." On an , annual basis, abnormal occurrences will be reported to the Congress and the public. G Output Measure: Timeliness of ficensee event report reviews.
, FY 1999 Targete 99 percent oflicensee event reports will be reviewed within I month of receipt. The review of alllicensee event reports
- will be completed within 3 months of receipt. (The number of licensee event reports is expected to be approximately 1,500 annually but fluctuates depending on the actual number of
; problems which occur at nuclear power plants.)
- Responsible Organizationt Office for Analysis and Evaluation of Operational Data i l The NRC conducts incident response activities to ensure that (1) it is prepared to carry out its 4
role in a radiological emergency at NRC-licensed nuclear reactors, (2) liwnsee responses are consistent with licensee responsibilities, and (3) NRC responses are coordinated with other Federal response activities and State and local government activities. To ensure that a reliable and high-quality incident response program is maintained, the NRC will (1) maintain and
; implement the NRC incident respoma program in preparation for actual operaticnal events within -
the industry; (2) operate the NRC Operations Center 24 hours a day with engineers / scientists capable of receiving event reports and recognizing and communicating problems and emergencies t 'o management; (3) coordinate efforts to maintain the functionality of the Federal Radiological l Emergency Response Plan, the Federal Response Plan, and agioements between the NRC and other State, Federal, and international organizations and countries on responses to nuclear events; i (4) conduct a State outreach program to improve the States' understanding of how the NRC, as the Lead Federal Agency, win coordinate the Federal response to a seve e accident at a nuclear facility; and (5) maintain the NRC Operations Center and regional functional procedures,
- response tools, and training.
Output Measure: Two corsolidated output measures will be used for evaluating the i effectiveness of NRC's incident response capability. The first output f measure deals with the readiness of the NRC to respond and the second output measure deals with the actual response. Because the J effectiveness of NRC's readiness and response is not measurable by a single parameter, but by a combination of secondary measurable parameters, consolidated output measures were established. avem
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- -
noe="seu n sm_nany omme, w a na 2 a' c j Muhu nnuwade l l , Consolidated Output Measure #1: Readiness I 1-NRC MR be pcpared no rapond to en ennt at en dans by condnuaRy siq0im the C;::^' 2 Center with h4gMy qualpod : ! C;::^'^= Oplcers, by hadng en adequatey seqqe" d and annined ! incMest rayonse organlaation, and by heWg an p -
- 2 center :
i and en emergency tolerommunications system that is emileMe , underaReircumsteneau, l l ! This readiness output measure is based on the following secondary i output measures:
- Continuously staff' Operations Center with Alghly qualMed i Operations Officers.
! #lghly gual@ed = Training' + Experience' l
- Each critical response organization position shall have at least two fully qualified idividuals available for response (i.e., on the call list) at all times. ,
l
- At least 90% of the response organization (HQ and Regions) will ;
j be trained in tecordance with the training plan. ; !
- The NRC will be able to respond 100% of the time flrom the
- Headquarters Operations Center et firom a back-up theility.
i
- At least one ETS circuit will be available 100% of the time under j all circumstances. As a goal, the seven essential communications
! functions will be available 99% of the time for each operating NPP, i j
- The NRC will exercise with each NPP utility and State every
- 3 years.
\ \ 1
- The NRC will conduct State outreach with each NPP Goal = State 1 i every 3 years.
1 Training requirements suggested for the HOOs: 1) 100% of HOOs will have completed Tier 1 training, which includes PWR and BWR Series required for initial qualification + Fuel ' Cycle Safety Course + NMSS L4ctures + demonstrated competency on HOO equipment.
- 2) 100% requallfleation, Requalification program would require annual demonstration of i competency on HOO equipment and PWR and BWR refresher training every two years. 3) At ]
, least 50% of HOOs will have completed two Tier 2 training counes such as B&W/CE cross i training, MOV course, EDO course (courses highly relevant to their responsibilities). I ' Experience. Emphasis will be placed on recruiting Operations Officers with experience at a 4 . nuclear power plant (e.g., former Resident Inspectors) her se
._-.==a--. . . . . - - . _ - . - _ _ - . - _ . - _ - - - - . - - - - . - _ . . - , -
4, aw i v.s. u .a . a ,.i ,r - rr om nm ounaa m.au ed ammm> rr om . ..:. -nm m As== svai ; Consolidated Output Measure #2: Response Upon notificadon ofan emergency, the NRC Milprongely determine the ypropriate response, rqldy stqff the Operadons Center 4th a crideal conplement ofresponders, conduct en independent assessment ofplant con &tions andpotendet dose consequences, and effeedvely communicate Mth the licensee, State, and Federal responders and the media. This response output measure is based on the following secondary output measures:
- A decision regarding NRC's response will be made in less than 30 minutes following NRC notification of an emergency.
- Greater than 95% of all notifications will be made in accordance with procedures.
All critical positions will be staffed within one hour following NRC notification of an event.
- The assessments completed by the Reactor Safety Team and the Protective Measures Tean will be technically accurate 100% of the time and will be effectively communicated to the Executive Team, the licensee and the State.
Responsible Organization: Office for Analysis and Evaluation of Operational Das Program Output: Reactor Technical Training Under this ecd itypdisiii, technical training is provided for formal NRC staff qualification in support of the reactor program The NRC will continuo to maintain the Techniul Training Center (TTC) and manage the technical training program for NRC staff. Curriculum areas in support of the reactor program will be maintained in reactor technology, probabilistic risk assessment, engineering support, radiation protection, security and safeguards, and regulatory skills. The reactor technical training program will continue to include approximately 60 reactor technology courses and 85 courses in specialized technical training areas. A spectrum of reactor technology training will be provided for the General Electric, Westinghouse, Combustion Engineering, and Babcock and %9eox reactor designs to meet the agency's needs with the highest priority including an integrated series of classroom and simulator courses for NRC staff. O .
srs. u m"a m c== sea, m an l py,gp mesaw nos rr tw menem cemen taham adsemisme) maara ,se, i Initial reactor technology training and refresher training will be provided each year to NRC , inspectors, reactor operator license examiners, and other staffin formal quali6 cation or ; developmmW programs. In addit on, technical training will be available for NRC technical managers. Training of headquarters and regional reactor inspectors, operator license examiners, and headquarters operations ofBeers on vendor speci6c emergency operating procedures will continue M4or cuniculum adjustments to best satisflythe highest priority regional and program ofBoe training needs will continue. Output Measures Numbers and types of courses offered. . W 1999 Target: Numbers and types of courses scheduled mec 90% of the cumulative needs identified by ofHoes and regions in vsniannual ; needs surveys. Responsible d>tgNHon: OfBce for Analysis and Evaluation of Operational Data i
~
Program Output Reactor Enforcement Actless Enforcement actions are used as a deterrent to emphasize the importance of compliance with requirements and to encourage prompt identification and comprehensive correction of violations. l The basic enforcement sanctions are notiers of violations, civil monetary penalties, and various 1 enforcement orders. The nature and extent of the enforcement action taken by the NRC reDects the seriousness of the violation involved and are not intended to establish any type of quota ( system. Output Measure: Timeliness in completing enforcement actions. , W 1999 Target: Ninety percent of reactor enforcement cases will average 90 days or less. One hundred percent of reactor enforcement cases will average 120 days or less. Responsible Organization: Of5ce ofEnforcement Program Output ReactorInvestigations The NRC investiptes allegations of wrongdoing by NRC reactor licensees and others within its ; regulatoryjurisdiction. All findings and conclusions that result from investigations are sent to the appropriate program ofHee, the OfBce of Enforcement, and to the .. f.. ice of the General Counsel for review of the issues involved and a determination as to whether enforcement action is warranted. Investigations that substantiate criminal violations concerning NRC licensees and 1 others within the NRC's regulatoryjurisdiction are referred to the U.S. Department ofJustice. In ; addition to managing its own caseload, the NRC works closely with other investigative agencies and organizations to ensure the timely exchange ofinformation of mutual interest,
)
Output Measure: Timeliness in completing investigations. W 1999 Target: Reduce average completion time by 5 % (Baseline: 12 months). Reduce percentage of cases within active inventory over 12 months to 12%.
- . - Responsible Organization: Office ofInvestigations
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4,smer i v.s.med rav.a.wy c was nusehuman c tak uameamamma> n sm =:- - nas meds.,a ragno i { Program Oetput Reactor and Plant Perforniance Research 4 h NRC conducts reactor and plant perfonnance research to provide an in-depth examination and understanding of operating experience and plant transients experienced by the nuclear industry, including evaluations of overall plant risk; understand and picd.de a technical basis for acceptance of operator / control system designs c-:MMr.g effects on human and total systems perfonnance; gain an understanding of ways to prevent and mitigate the consequences of severe core damage or coro-melt accidents in nuclear power reactors; and, manage the development of revised reactor-related regulations, policy statements, and regulatory guides that irerporate research results and lessons learned from operating experience NRC conducts numerous programs of cooperative research with both international and domestic organizations. Output Measure: Milestones in the 'Ihermal-Hydraulic Fivo Ye .r Plan. W 1999 Target: Implement those milestones in the plan as indicated in the W 1999 budget. Responsible Organlaation: Office of Nuclear Regulatory Research Output Measure: Completion ofrulemakings. W 1999 Target: Complete those rulemakings scheduled for completion in W 1999 in the semi-annual Rulemaking Activity Plan. Responsible Orgamination: Office of Nuclear Reactor Regulation Output Measure: Regulatory guidance on environmental qualification of advanced I&C equipment to protect against smoke and the threat to advanced 1&C in safety critical systems due to lightning. W 1999 Target: Complete draft regulatory guide on lightning. Responsible Organlaation: Office of Nuclear Regulatory Research Output Measure: Provide regulatory basis and review guidance for assessing industry standards applicable to software, W 1999 Target: Complete regulatory review guidance. Responsible Organlaation: Office of Nuclear Regulatory Research Output Measure: Milestones in the PRA Implementation Plan. W 1999 Target: Implement those milestones which are due in i Y 1999. Responsible Organtastion: Office of Nuclear Regulatory Research Output Measure: Assessment of the effect of high burn up fuel on sou ce terms. W 1999 Target: Cm..yb MiGG assessment. Responsible Organlaation: Office of Nuclear Regulatory Research m e,at \
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v_. f r Output Measure: DsyskvTa: of Accident Sequence Precursor models. W 1999 Target Oomplete Diiilisiidevelopment. Responsible Orgamination: OfBee of Nuclear Regulatory Resuarch i j Program Output Reactor Materials and Componcat Behavior Research l j ! Aging affects virtually all active and passive components in a nuclear reactor system. It stems j from exposure to reactor operating temperatures, irradiation environments, the water coolant t (both piimary and secondary systems), cyclic operation (fatigue), and general wear. However, the speci6c aging-related degradation mechanis.as of components can be difBcuh to identify, and , j their effects may be difBcult to quantify. Thus, research is needed to provide the data and analysis tools necessary to identify, quantify, manage and regulate the effects of aging in nuclear : j power plants. Also, reactor safety issues that affect more than one operating plan (Generic Safety Issues) are prioritized, analyzed, and resolved. 4 Output Measure: Analyses to support revision of 10 CFR Part 50.61 and determination of the need for a revision to Regulatory Guide i
- 1.154.
W 1999 Target: Complete analyses Responsible Organization: OfBce of Nuclear Regulatory Research l l } Output Measure: Report on aging effects on the environmental qualification of 1 j electrical connectors. l W 1999 Target: Complete testing and publish final report, i Responsible Orgarlaation: OfBee of Nuclear Regulatory Research
- Output Measure: Regulatory guidec on leak before-break piping evaluations.
W 1999 Target: Complete regulatory guides. 3 Responsible Organization: OfBce of Nuclear Regulatory Research Output Measure: Evaluations of 1/10 scale model tests of a prestressed concrete
- and a reinforced concrete containment.
W 1999 Tartet: Publish reports. . Responsible Organization: OfBee of Nuclear Regulatory Research ! Output Measure: Generic safetyissues resolved. W 1999 Target: Resolve those issues scheduled in the Generic Issue Management Control System for resolution in FY 1999. Responalble Organization: OfBee of Nuclear Regulatory Research 4 P 4 ! l t { na
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1 General Goal: Prevent radiation-related deaths or illnesses due to civilian use of i source, byproduct, and special nuclear materials (Goal II) i
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#=d= mwe* we j Program Output: Fool Facilities IJcensing and laspection [$ihi$ <
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- The NRC licenses all commercial nucisar fuel facilities involved in the proccasing and fabilcatbn
! of uranium ore into reactor fuel as part of the agency's nuclear fbel cycle safety and safeguards j mission. Detailed health, safety, safeguards, and arrvtw.w.al licensing reviews and inspectkms
- of ficenses programs, procedures, operations, and facilities are conducted to ensure safe ;
L operations. Each fbel fhcility must have a license that specifies the materials the licensee may i possess, sets restrictions on how the materials may be used, and establishes additional licenwe *
- responsibilities (such as worker protection, .. .tw". at controls, and Anancial assurance), as i
appropriate. i NRC conducts routine on-site inspections of mehr fbel cycle licensees' risk significant operations
- - to affian licensees are operating safely and are safeguarding special nuclear material. Safety inspections focus on risks involving nuclear criticality and release of hazardous radioactive and toxic (chemical) materials.
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p Output Measurv: Timeliness of safety related licensing actions'
- W 1999 Target: Initiate 80% of safety related actions within 45 days of receipt.
I Responsible Organisation: Office of Nuclear Material Safety and Safegt.ards i l Ontput Measure: Timeliness of safety-related inspections'.
- W 1999 Target: Complete 90% of the safety related inspections scheduled in l the Fuel Cycle Master Inspection Plan on time.
Responsible Organlaation: Office of Nuclear Material Safety and Safeguards / Regions ! Output Measurv: Recertification review for USEC. W 1999 Target: Complete review and issue decision for the two OBPasiiiiiii IIME Ei[~pliiiiii Responsible Organization: Office of Nuclear Material Safety and Safeguards j Program Output: Nuclear Material Usen Licensing and Inspection ! This activityiii5"gisii includes efforts to ensure that licensees adequately protect the public heahh and safety, worker safety, and the environment when radioactive material is used in various ', situations under normal operations and abnormal events. These efforts include licensing,
- inspection, and the regulatory oversight and development for the safe use of radioactive material, i and other efforts pertaining to nuclear material users.
1 i 8
; Safeguards reviews are related to goal IV.A
' Safeguards inspections are related to goal IV.A neos
. _ _ - _ - . . _ _ _ . . _ . . _ _ _ - - _ . _ _ _ . _ _ _ _ _ _ _ _ . . _ _ . _ _ _ . _ _ _ ~
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mm msweesee 3 Output Measure: Timeliness of reviews of applications for new matedals. licenses, license amendments, license renewals, and sealed sources and device designs . W 1999 Target: Complete 80% of the reviews for new applications, and amendments, within 90 days. Complete 80% of the reviews for license renewals and sealed source and device reviews within 180 days. Responsible Orgaansation: OfBoe ofNuclear Material Safety and Safeguards / Regions Output Measure: Timeliness of safety inspections of materials licensees. W 1999 Target: . Complete core inspections with less than 10% overdue as denned in Inspection Manual Chapter 2800. ' Responsible Organlaation: Office of Nuclear Material Safety and Safeguards / Regions i Output Measure: Timeliness oflicensee event reports reviews. l W 1999 Target: Reviewanhofer 95% of material licensee events reported to NRC within Ave working days- WTshir~tiie~eIPEish MNaffiliftdigis$ Responsible Orgamination: OfBee of Nuclear Material Safety and Safeguards / Regions Output Measure: 'ineliness of allegation reviews. W 1999 Target: Complete 80% of the allegation reviews in NMSS within the timeliness requirements of Management Directive 8.8. Responsible Organisation: OfEce of Nuclear Material Safety and Safeguards / Regions Program Output: Medical Ovenight This act6 encompasses a major rewrite of the Commission's regulations on medical use of 5yproduct materials. This activity is being carried out pursuant to Commission direction as a very high priority rulemaking and includes numerous opportunities for public input and close consultation with the Commission's Advisory Committee on Medical Uses ofIsotopes (ACMUI) and professional medical organizations and sc,cieties. The goal is a risk informed, more performance-based regulation that will permit more effective use of both NRC and licensee resources,
. Output Measure: Completion of10 CFR Part 35 Rulemaking.
W 1999 Target: Final 10 CFR Part 35 Rule to the Commission Responsible Orgamlastlos: OfBce ofNuclear Material Safety and Safeguards Program Output: Uranium Recovery Licensing and Inspection This acti6 encompasses detailed health, safety and environmental reviews and inspections of ficensee procedures and facilities to provide reasonable assurance of safe _ - __ = = = =
c.s. m n,w cm w tZIm Nw nu vrIm Mr., oom, que u ea snownsas; Neeener Nawruin aqfny ^C operations; and the development of NRC regulatory guidance to implement the Emironmental Protection Agency standards for regulating mill tailingsi^and Moris io 'asppdrt DOEfeisiiiisiGiii i luitivities isocBedlwith~abinduced sanius' sial shesj Output Measure: Licensing Backlog. W 1999 Target: Complete redews such that the licensing backlog (de6ned as applications over six months old) does not exceed 25% total pending during the year, Responsible Organization: Office of Nuclear Material Safety and Safeguards Output Measure: Safety inspections of uranium recovery facilities. W 1999 Target: Complete approximately 40 inspections. Responsible Organization: Office of Nuclear Material Safety and SafeguardsWegion IV D3ifit Missidi Miisluf'Gisiiuis iiiEWeitificisidiissiM' WY1999 Tiiieti CompletitbiFrisiew'of two plans; RsponsibleOriistiltsial DiriciofNuclear.MaterialSafet9;iddSifessaida/Risidiisl O 1
p N dunumommetah==amaa,msw rrDwamen ami Program Output:" ;4._:.I16.' " X@iisissISiitiiPE56Tm7NUilJiiiiaWE4 Perforusance Evaluation Program (IMPEP) The NRC, with Agreement State panicipation, conducts periodic IMPEP reviews of Agreement State and NRC regional ofBoe programs for adoquacy to ensure public health and safety and compatibility of Agreemerit State programs with NRC programs. Output Measure: Number ofIntegrated Materials Perfonnance Evaluation Program (IMPEP) reviews of Agreement States and NRC Regional Offices completed. FY 1999 Targett Complete 10 Agreement State IMPEP reviews, and 2 NRC regionalIMPEP reviews. Responsible Organisation: OfBoe of State Programs / OfBee ofNuclear Material Safety and Safeguards Progresa Output Independent Perforinance Evaluatione (L... ' ':)
'!his activityptograNi includes incident and accident investigation to ensure that significant events involving radiological material are investigated in a timely, systematic, and technically sound manner and that infonnation is obtained on the causes of the events so that NRC can take corrective actions that are timely and effective. This activity also includes maintenance of the NRC's incident response capability to ensure that it is prepared to respond to any radiological emergency at NRC-licensed facilities or Agreement State-licensed facilities or involving NRC-licensed or Agreement State-licensed material.
The NRC will review radiological event repons, NRC inspection repons, and U.S. industry repons. On the basis of this comprehensive and systematic review of radiological event data sources, significant events are identified and selected for funher in-depth evaluation to assess the root causes of the identified deficiencies, the safety significance and generic implications of the de6ciencies, and the adequacy of corrective actions implemented and/or planned. The NRC will continue to issue case studies, special studies, and technical reviews Results, findings, and recommendations to prevent recurrence will be widely disseminated to the staff, the radiological industry, and the public in a timely manner, in addition, radiological events that are considered to be significant from the standpoint of public health and safety will be reported to the Commission with recommendations that they be considered as " abnormal occurrences." On an annual basis, abnormal occurrences will be reported to the Congress and the public. Mrn
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- Timeliness of radiological event report reviews. ,
i FY 1999 Target: 99 percent of radiological event reports reported through the i i NRC Operations Center or discussed in Preliminary i Notifications will be reviewed within I month of receipt. De , review of all licensee event reports will be completed within . i 3 months of receipt. (The number of roports is expected to be approximately 500 annually.) Responsible Orgamlastion: OfBoe for Analysis and Evaluation of Operational Dats i ne NRC conducts incident response activities to ensure that (1) it is prepared to carry out its l ) role in a radiological emergency at NRC-licensed or Agreemest State-licensed facilities or i involvir.g NRC-licensed or Agreement State licensed material, (2) licensee responses are consistent with licensee responsibilities, and (3) NRC responses are coordinated with other , 4 Federal response activities and State and locai government activities. To ensure that a reliable i and high-quality incident response program is maintained, the NRC will (1) maintain and ! implement the NRC incideat response program in preparation for actual events within the j industry; (2) operate the NRC Operations Center 24 hours a day with engineera/ scientists capable of receiving event reports and recognizing and communicating probicms and emergencies to i management; (3) coordinate efforts to maintain the functionality of the Federal Radiological
- Emergency Response Plan, the Federal Response Plan, and agreements between the NRC and ,
i other State, Federal, and international organizations and countries on responses to rtdiological i emergencies; (4) conduct a State outreach program to improve the States' understWing of how the NRC, as the Lead Federal Agency, will coordinate the Federal response to a radiological l emergency; and (5) maintain the NRC Operations Center and regional fbactional prccedures,
- response tools, and training. >
Output Measure: Two consolidated output measures will be used for evaluating the effectiveness of NRC's incident response capability. The first output measure deals with the readiness of the NRC to respond and the second output measure deals with the actual response. Because the effectiveness of NRC's readine;s and response is not measurable by e l' single parameter, but by a combination of secondary measurable parameters, consolidated output measures were established. i Consolidated Output Measure #1: Readiness NRC udll beprepared to respond to en event at aR times by i continually stafing the Operations Center udth h!gkly quellfled i CV- Oficers, by hasing an adequately stqfed and trained incident response organization, and by has4ng an operutions center i and an emergency telecommunications system that is available under allcircumstances, f 1 This readiness output measure is based on the following secondary output measures: 1 4 nee #
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- Continuously staff Operations Center with h/ghly qual (fled Operations Officers.
- Each critical response organization position shall have at least two fully qualified individuals available for response (i.e., on the call list) at all times.
- At least 90% of the response organization (HQ and Regions) will be trained in accordance with the training plan.
- The NRC wili be able to respond 100% of the time from the Headquarters Operations Center or from a back-up facility.
Consolidated Output Measure #2: Response Upon notification ofan emergency, the NRC willpronpely determine the appropriate rayonse, rapidly staff the Operations Center with a critical complement ofresponden, conduct an independent assessment ofradiological conditions andpotential dose conseque:.ces, and effectively communicate with the licenser, State, and Federal rayonders and the media. This response output measure is based on the following secondary' output measures:
- A decision regarding NRC's response will be made in less than 30 minutes following NRC notification of an emergency.
- Greater than 95% of all notificaticns will be made in accordance with procedures.
- All critical positions will be staffed within one hour following NRC notification of an event.
- The assessments completed by the Fuel Cycle Safety Team and the Protective Measures Team will be technically accurate 100% of the time and will be effectively conununicated to the Executive Team, the licensee and the State.
Responsible Organization: Office for Analysis and Evaluation of Operational Data O
p.a. messer agnien, censumise 4pseer1 nm,___ -nu rrson nomeras amt 4 mm.a.ormenee sgne Program Output: Materials Research and Regulaties Development . i This, activityM.
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' . - i_ - ^ _.;.:., aw development of regulations and regulatory guidance specs 6c to the siting and design of structures and components of non-reactor fbel cycle facilities;liKthe development of rules and regulatory guidance associated with materials licensees; and to -
addressE materials radiation protection issues. In support of this effort, mismaking activities are reviewed and updated semiannually in the NRC's rulemaking activity plan. The NRC will also continue to update its rule base, in accordance with the National Performance Review, to streamline, revise, or eliminate regulatory requirements that have a large economic impact, without significantly reducing safety. O.;,_: f.L__. .. M.3 d.im y.Jm..l ..d .'. .-;.L ly.:.im J.y k *
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W :;;; T...e;. C....y .d A ..Ly.. .. e A.. . .i;m. .f ,. ;;.mi.. 1_, _2' "; O. - ' ::. 0" of!'---i_ E .- ' . .-ci E1_ '. Output Measure: Completion of materials-related rulernakings. FY 1999 Target: Complete those rulemakings scheduled for completion in FY 1999 in the semi-annual Rulemaking Activity Plan. Responsible Organisation: C,ffice of Nuclear Material Safety and Safeguards Program Output: Materials Techsleal Training Materials technical training is provided for formal NRC staff qualification in support of the nuclear materials and fbel cycle programs. Training is also provided in support of the Agreement ; State program. 'Ihe NRC will continue to maintain the Technical Training Center (TTC) and : manage the materials technical training program for NRC and Agreement State staff. Curriculum , areas will be maintained in probabilistic risk assessment, radiation protection, fuel cycle > technology, security and safeguards, sad regulatory skills. The materials technical training curriculum will continue to include approximately 17 conroes ranging in duration from 3 days to 5 weeks. Initial materials tecMal training and reftesher training will be provided each year to NRC materials inspectots and license reviewers in formal qualification or development programs and Agreement State personnel. In addition, materials technical training will be available for NRC technical managers. Major curriculum adjustments to best antisfy the highest priority regional and program ofBce training needs will continue. Development and technical training for the NRC staff emphasizes nuclear materials safety and the - fbel cycle program Training is also made available to Agreement State inspectors. Curriculum areas will be maintained in probabilistic risk assessment, radiation protection, fuel cycle technology, security and safeguards, and regulatory skills. New courses will be developed and existing courses will be modified to meet new or changing needs. her el
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- C Output Measures Numbers and types of courses offered.
W 1999 Target: Numbers and types of courses scheduled met 90% of the cumulative needs identined by omces and regions in semiannual ' needs surveys. ! Responsible Organisaties: Omce for Analysis N Evaluation of Operational Data j ,
- Program Output: Materials Enforcement Actions !
The NRC's enforcement program is used as a deterrent to emphasize the importance of 1 compliance with requirements and to encourage prompt identification and comprehensive i correction of violations. The basic enforcement sanctions are notices ofviolations, civil monetary l penalties, and various enforcement orders. The nature and extent of the enforcement action taken by the NRC ro6ect the seriousness of the violation involved and are not intended to establish any type of quota rystem. 8 Output Measure Timeliness in completing enforcement actions. ! W 1999 Target Ninety percent of materials enforcement cases will average 90 , days or less. One hundred percent of reactor enforcement 1 , cases will average 120 days orless. J Responsible Organisation: Office ofEnforcement I Program Output: Materials Investigations - The NRC investigates allegations of wrongdoing by NRC materials licenrees and others within its regulatoryjurisdiction. All Andings and conclusions that result firom investigations are sent to the appropriate program omce, to the Omce of Enforcement, and to the Omce of the General Counsel for review of the issues involved and a detennination as to whether enforcement action is warranted. Investigations that substantiate criminal violations are referred to the U.S. Department ofJustice. Output Measure: Timeliness in completing investigations. W 1999 Target: Reduce average completion time by 5% (Baseline: 12 months. Reduce percentage of cases within active inventory over 12 months to 12%. Responsible Organization: OfBee ofInvestigations o . __ . _ _ . _ __ __._ _ _ . ~ ~ _ . . . - _ . - _ _ _ . . _ _ _ _ _ _ _ _ _
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Output Measure: Non-spent fuel transport container design review completions. FY 1999 Target: Complete 95 design reviews,
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Output Measure: Spent fuel container and installation design review completions. W 1999 Target Complete 50 design reviews. Responsible Organlaation: Office of Nuclear Material Safety and Safeguards Output Measure: Safety inspections of dry storage and transport package licensees, applicants, designers, vendors, and fabricators. W 1999 Target Complete 20 inspections. Responsible Organlaation: Office of Nuclear Material Safety and Safeguards / Regions Output Measure: Reviews of use..,', suppliers', and fabricators quality assurance programs for the fabrication and use of transportation Packagings. FY 1999 Target Complete 35 quality assurance reviews. Responsible Organlaation: Office of Nuclear Material Safety and Safeguards v
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'Ihe activityiiriigrani includes revising the regulatory framework as required under the Energy Policy Act. NRC will continue to provide assistance to EPA, as requested to contribute to the development of reasonable and implementable high. level waste standards. The Energy Policy Act requires the NRC to develop these implementing regulations within 1 year after promulgation of the final EPA standards.
The NRC will conduct a review of the Department of Energy's (DOE) viability asassment (VA) for the Yucca Mountain HLW site. This will enable the NRC to provide feedback to DOE on concerns important to preparing a license application related to the total system performance x assessment, reterence repository and waste package designs, plans for additional testing and analyses for the licensing application, descriptions of performance confirmation testing, and neem
ke 6I v.s. M a a,e.nea ,e m men mean m 4 amen *o mm ewn, , n., w- m , agmr T technical inramation supporting cost esdmates of site characterization, repository construction and operation. i Another activity will be to conduct observation audits of DOE's quality assurance (QA) program j to evaluate both the effectiveness of DOE's auditing as well as the overall implementation of the program. Observation audits will primarily co.ns!st of both QA and technical staff and will be focueed to support speciAc technical areas within the key technical issues.
- The NRC will develop a standard review plan (SRP) which will be used as guidance for the i staff's review of the draA license application. The SRP will address the acceptable outline of the .
license application as well as review plans for the key technical issues. l
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- Responsible Organization
- Office of Nuclear Material Safety and Safeguards Output Measure: Review of DOE's viability assessment for the Yucca Mountain
, HLW site. W 1999 Target: Complete review and provide recommended response to the Commission.
- Responsible Organization: Office ofNuclear Material Safety and Safeguards Output Measure: Observations of DOE's quality assurance audits- lNiiTel lisliiiisalMTeliisilidshol%@lisilishii65lcialisissis]
W 1999 Target: Conduct 8 observations. Responsible Organlaation: Office of Nuclear Material Safety and Safeguards l Output Measure: Development of the standard review plan (SRP) for the HLW
- l. repositorylicense application.
l W 1999 Target: CemykiBsili post-closure SRP based upon acceptance i criteria for the key technical issues. 2 Responsible Organization: Office of Nuclear Material Safety and Safeguards DivelWissRisselia60 Kiwtiriiia sikineaaw~orDOEvsaTsiiBEEisarar ~ stateirent Riipon'alblioiiis5Giiiiii! bflicsRNuclMistorial SifsyR I 1 4
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REGULATORY +ROGRAMS Program Output: Regulation ofIAw-Level Waste The classification of nuclear waste depends on its origin, level of radioactivity, and potential hazard. Low level waste, which results from reactor operations and many commercial, medical, and industrial processes, typically contains a small amount of radioactivity dispersed in a large amount of material and poses little potential hazard. However, because it is radioactive, disposing ofit requires special handling to avoid the health and environmental hazards associated with radiation. To adequately protect against these hazards, the NRC regulates the management, storage, and disposal oflow-level radioactive waste. The NRC sets basic standards for conduct oflicensed activities at fuel cycle facilities through rulemaking, augmented by regulatory guidance documents that specify acceptable approaches for meeting the standards set forth in the rules A specific activity related to rulemaking will be the development of the Branch Technical Position on LLW Disposal Facility Performance Assessment. The NRC and Agreement States, who through agreements with the NRC have accepted responsibility for licensing of radioactive materials within their State, oversee licensees' management and disposal of radioactive waste products. The NRC 1 ill provide assistance to the States, as requested, in resolving specific technical issues concetWg LLW sterre and disposal. Outpat Measure: Assistance to the States in resoh ing speQs t.r .mical issues concerning LLW storage and disposal. FY 1999 Target: Provide assistance to States as requested. Responsible Organization: Office of Nuclear Material Safety and Safeguards Output Measure: Maintenance of the regulatory framework for low level waste disposal. FY 1999 Target: Complete Branch Technical Position on Low-Level Waste p) v Disposal Facility Performance Assessment. Responsible Organization: OfIice of Nuclear Material Safety and Safeguards hVA
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F.a. #minar aguissy commed,e 4yneri nom m nm n om n w m oman m,au and ana,n,a co w es, ar ame: - smo a 3 [ 'the NRC will conduct reviews of new and amended safeguards plans each year for nuclear fbel cycle theilities as part of the agency's nuclear fbel cycle safety and safeguards mission. In j addition, safeguards k+cdons are conducted to ensure that licensees comply with NRC requirements pertaining to the control and accounting ofnuclear material, the protection of nuclest material to prevent then or diversion, contingency plans for responding to threatening . situations, and trained armed response personnel. To verify operational safety and asses licensee performance, the NRC will conduct a program of ariated safety and safeguards inspections that relies on resident inspectors to provide onsite presence and focus on daily operation, and on headquarters and re#< mal inspectors to provide ] specialized technical expertise in areas such as radiological / chemical safety, chemical processing, material control and accounting, training, quality assurance, surveillance / maintenance, emergency planning, conAguration control, and management control.
- Output Measure
- Timeliness of safeguards related licensing action completions.
FY 1999 Target: Initiate 80% of safeguards related licensing actions within 45 days ofreceipt. Responsible Organisation: OfBoe ofNuclear Material Safety and Safeguards Output Measure: Timeliness of safeguards inspections. FY 1999 Target: Complete 90% of the safeguards iaW. tons scheduled in the p Fuel Cycle Master Inspection Plan on time. Responsible Organisation: Office of Nuclear Material Safety and Safeguards / Regions '
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e t. ' 3 Program Output: Participation la International Safety and Safeguards Exchange Activities C T The NRC participates in a wide range of mutually beneficial programs involving information exchange with counterparts in the international commurN. NRC currently participates in ave a
l Agyssar i F.s. #esdner asydesry rm rrtwnuous osse rassaueatarmeden rrsw sweremmeass casuses Sq$ase and assesty sad Answeemssef Asesessmear 1 ! MN arrangements with the regulatory authorities of the following countries or areas: Argentina, i ! M Belgium, Brazil, C=^ China, the Czech Republic, Egypt, Finland, France, Germany,
. i j Grooce, Hungary, Indonesia, Israel, Italy, Japan, Kmkatan, the Republic of Korea, IJtheania, 4 Mexico, ne Netherlands, Peru, The Phillippines, Russia, the Slovak Republic, Slovenia, South AfHea, Spain, Sweden, Switzerland, Ukraine, the United Kingdom, and Taiwan. These arrangements provide communications channels that ensure the prompt reciprocal notl6 cation of 4
power reactor safety problems that could affect both U.S. and foreign plants. They encourage the identi6 cation of possible precursor events warranting fbrther investigation. They represent (
- the building blocks for bilateral cooperation in nuclear safety, physical security, materials control j and accounting, waste management, environmental protection, and other areas to which the j parties agree. Finally, they establish the means through which NRC provides health and safety
, information and assistance to other countries attempting to develop or improve their regulatory l org:nizations and their overall nuclear safety cultures. In addition to its extensive program of
- bilateral cooperstion with other countries, the NRC also works closely in the area of nuclear
, safety with intemational organizations such as the International Atomic Energy Agency (IAEA) ; in Vienna, and the Nuclear Energy Agency (NEA) of the Organization for Et nomic Cooperation and Development (OECD)in Paris. 3 Output Measure: Coordinate NRC participation in exchanges of views at high ! level meetings focused on intemational nuclear regulatory i policy formulation and on developing approaches for the safe and secure use of nuclear material for peaceful purposes. . W 1999 Target: Coordinate one meeting of the International Nuclear Regulators Association and one IAEA General Conference.
- Responsible Organizations bmce ofInternational Programs Output Measure
- Negotiation / renewal of bilateral exchange arrangements l between NRC and appropriate foreign counterparts to ensure 1 that an offective framework for NRC's international exchanges is in place.
' W 1999 Target: Negotiate / renew 5 arrangements. Responsible Organization: Office ofInternationalPrograms ; ) Output Measure: Support the U.S. Mission to UN Systems Organizations in Vienna, Austria in carrying out exchange activities involving i i the IAEA. W 1999 Target: Maintain nuclear safety attacM position. {' Responsible Organization: Office ofInternational Programs Output Measurt: Analysis of reports submitted to the Incident Reporting System Gointly operated by the Nuclear Energy Agency and the International Atomic Energy Agency) by other nations to 1 l, -
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- na, m w n sm oow , o.a n meau ear see,n,0 r- p,j, , and 3, ,ey d lawnumsant Ases#sement extract safety lessons applicable to domestic nuclear power plants.
W 1999 Target: 90 percent of the reports submitted to the incident reporting system will be reviewed within 1 month of receipt. The review of all reports will be completed within 3 months of receipt. (The number of reports is expected to be approximately 50 annually but fluctuates depending on the actual numbar of problems that occur at nuclear power plants throughout the , world.) Responsible Organization: Office for Analysis and Evaluation of Operational Dats Output Measure: Perform technical information exchange visits on physical protection procedures and practices in foreign countries possessing or receiving U.S. origin nuclear material or equipment. W 1999 Target: Perform three visits to maintain the schedule for visiting such countries on a maximum five year interval. l Responsible Organization: Office of Nuclear Material Safety and Safeguards l Program Output: A:sistance to Foreign Regulate:s The NRC provides a carefully selected range of safety and safeguards assinance to develop and strengthen foreign nuclear regulatory authorities, especially those in the New Independent States of the former Soviet Union (FSU), and countries of Central and Eastern Europe (CEE). This assistance includes helping them to strengthen their regulatory organizations, training foreign inspectors, and working together in the areas ofoperational safety and risk reduction. In providing this assistance, we work closely with the Departments of State, Energy and Defense, and the Agency for International Development (AID), Presently, funding for the assistance to the FSU and CEE, other than FTEs, is provided by AID. Output Measure: Provide on-th iob training for assignees from other countries. W 1999 Target: Provide training for 10 foreign assignees. Responsible Organization: Office ofInternational Programs /Other Agency Offices Output Measure: Delivery, installation and testing of the analytical almulators for the Russian Federal Authority on Nuclear and Radiation Safety (GAN), and the Nuclear Regulatory Authority (NRA) of the Ministry for Environmental Protection and Nuclear Safety (MEPNS) of Ukraine. W 1999 Target: Delivery, installation, and testing of the analytical simulators. Responsible Organization: Office for Analysis and Evaluation of Operational Data Per st
Sye.Ar i v.s. m aosdm.,y r-n mrv.m onenom o ea w a> rrim n.s ,na e - s ,p .n . w s, m . w i. ,, n s..w Output Measure: Technical assistance to the Russian Federal Authority on s Nuclear and Radiation Safety (GAN) on a variety of technical issues related to protection, control, accounting for, and physical protection of nuclear material. W 1999 Taget: Provide a carefully selected range of support needed by GAN for development of an effective regulatory program. l Responsible Organization: Omce of Nuclear Material Safety and Safeguards Output Measure: Technical assistance to the Nuclear Regulatory Authority (NRA) of the Ministry for Environmental Protection and Nuclear Safety (MEPNS) of Ukraine on a variety of technical
- it. sues related to protection, control, and accounting for nuclear material.
FY 1999 Target: Provide a carefully selected range of support needed by MEPNS for development of an effective regulatory program. Responsible Organization: Office of Nuclear Material Safety and Safeguards Output Measure: Training and technical assistance to the Russian Federal Authority on Nuclear and Radiation Safety (GAN) on a variety of analytical tools to support their independent regulatory activities. FY 1999 Taget: Complete Level 2 PRA for Kalinin Unit 1 Responsible Oganization: Office of Nuclear Regulatory Research Program Output: Import / Export Licensing Reviews Under the Atomic Energy Act of 1954, as amended, the NRC is responsible for licensing the export and import of nuclear-related materials and equipment to ensure these items are used for 4 peaceful purposes. This authority extends to nuclear reactors and other fuel cycle facilities and equipment, to source and special nuclear material, to byproduct materials, and to certain other commodities, including radioactive waste. The NRC obtains the views and recomnwndations of other governmental agencies and departments in its prelicensing reviews, and, in tum, provides its . views and recommendations to 'he Departme::ts of Energy and Commerce on nuclear related e export authorizations under theirjurisdiction. Output Measure: Issuance ofNRC licenses. FY 1999 Target: Complete reviews for, and issue as appropriate, approximately 100 NRC import / export authorizations (NRC licenses or amendments). Responsible Oganization: Office ofInternational Programs / Office of Nuclear Material Safety and Safeguards O V a .n
U.S.#esinarAssulawye m 4pendal vr sm. . : : nn, rra m . - o mono <ueou e m a Comann Drfraer and $reerey and lanermamoaat leoni,ement O Output Measure: Timeliness of staff reviews of Executive Branch proposed Part 810 licenses, Subsequent Arrangements, and Section 123 Agreements for Cooperation. FY 1999 Taget Complete the staff reviews within 60 days. Responsible Organhation: Office ofinternational Programs / Office of Nuclear Material Safety and Safeguards i i wu
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4 , ari I v.s. mush,avaammy consee. nson onnenran =wsemass.) nimh ensus ,am e Aussa ,e,ane I The NRC's decommissioning activities involve safely removing a facility from service and l reducing residual radioactivity to a level that permits the property to be released. This action is 1
- . to be taken by a licensee before termination of the license. In some cases, non-licensed facilities l
- l. may also be required to reduce or stabilhe cotamination before sites are released. This activity i j comprises NRC's integrated requirements for the decontamination and decommissioning of hih and sites associated with NRC-licensed activities, including the technical interface with the Environmental Protection Agency to resolve issues of mutual interest.
l L Output Measure: Cleanup problem materials and fuel facility sites listed in the l Site Decommiseloning Management Plan (SDMP). l FY 1999 Target: Remove thrn sites firom the SDMP list after satisfactory j cleanup. , Responsible Organization: Of5cc ofNuclear Material Safety and Safeguards / Regions O.er.; L .... R e :. of .:-..i s . y . 6 i s --Jer y; .. TT 1;;; T ..a. C. @e A ... - of i. y:-.. G X O -- ;--;i. OL v'Le i-; V :.: 0.'.;y -.d ';.' -J y . 4 I I
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- Decommissioning Research and Regulation Development 3
This activity supports development of a performance assessment capability to assess the , i movement of radionuclides in the environment and consequent dose to the public from NRC I licensed facilities. Topics of concem within the context of performance assessment include
- i. source term, engird barriers, flow and transport processes, pathway analysis, and calculation ofdoses. It also supports development of rules and regulatory guidence to address decommissioningissues-
! Output Messun: 4 SIGHT, a computer code for predicting long term j performance of engineered barriers. 1 FY 1999 Target: Complete validation and testing of 4 SIGHT egainst Seld data.= l Responsible Organization: Office of Nuclear Regulatory Research Output Measure: SANDIA Environmental Decision Support System (SEDSS), a
- decisions tool being developed jointly by NRC, DOE, and EPA to address common problems in evaluating sites contaminated i with toxic chemicals or radionuclides.
! FY 1999 Target: Complete moddication of SEDSS to allow multi-dimensional ! groundwater pathways. Responsible Organization: Office ofNuclear Regulatory Research Output Measum: Completion of deccmmissioning-related rulemakings. 1 i
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vvvusta v.ss.(u v.a YEAA.staJ 1 i 6 , Program Output: High quality, culturally diverse applicant pool. l Output Measure: Client satisfaction, determined by survey; gap analysis of applicant demographics. FY 1999 Targets: TBD (Baseline to be established by FY 1998 survey data.); no more than 25% under representation as compared to availability. Responsible Organization: Office ofHuman Resources _ Program Output: Replacement Hiring. Output Measures: Number of replacement hiring vacancies for which staffing support is provided.
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= _-R_ w _ ma2m5 -- mp$a Mmm@dgslq$v%&y%IE,l m ,$$ht e ea d WB $ 4 d y s Prvram Output: Information Technology Architecture A key CIO responsibility under the Information Technology Management Reform Act (ITMRA) is " developing, maintaining, and facilitating the implementation of a sound and integrated IT architecture" An IT architecture structures IT assets in a consistent, rigorous manner that connects the agency's IT capabilities with the larger need of the agency. Planned outputs are agen:ywide architectures for systems, data, snd technology that, taken together, meet the requirements of the Act. The development of these architectures involve, a systematic assessment of the way information technology is being used to support the agency's mission and development of strategies to improve information delivery to the agency's key business areas.
Output Measure: Development of Systems Architecture W 1999 Target: Complete evaluation of the cost and quality of the automation in 2 NRC business areas Responsible Organization: OfBcc of the ChiefInformation OfBeer. Output Measure: Development ofData Architecture. W 1999 Target: Complete development of a high-level model of the data that supports 2 NRC business areas. Responsible Organization: Office of the ChiefInformation Officer. Output Measure: Development ofTechnology Architecture. noee _ 1
wi as.miarmeaswrc==ew-rrswpm.w oneen rm =edasense,o aw =4.siew rr:= ww= nm . W 1999 Target: Update the Technical Reference Model to provide standards for irnplementation of 32 bit operating systems coquired for the Agency Document Access and Management System (ADAMS). Responsible Organisatism: Office of the Chiefinformation Officer. Program Output: Computer Security The NRC's computer security program provides administrative, technical, and physical security ma.=wes for the protection of the agency's infonnation, automated information systems, and information technology infrastructure. This includes special safeguards to protect classified information, unclassified safeguards information, and sene.ive unclassi6ed information that is processed, stored, or produced on all types of automated information systems. Output Measure: Raise awareness ofpotential threats to the security ofMRC information and prevent computer virus attacks through computer security awareness training W 1999 Target: Provide (1) Annual computer security awareness training for NRC headquarters and regional employees; (2) computer security awareness b iefing: "or small groups at NRC headquarters and regions as .wluested; and (3) new employee computer security awareness training on a weeldy basis as required. Responsible Organization: Office of the ChiefInformation Officer.- Program Output: IT Knowledge and Skills Ensures that agency staff have the appropriate IT knowledge and skills to apply information technology to accomplish the agency's goals. . Output Measure: IT skilllevels of OCIO staff. W 1999 Tartet: Implement a training and development program for OCIO staff to address skill gaps identi6ed through a skills assessment. Responsible Organization: Office of the Chiefinformation Officer / Office ofHuman Resources Output Measure: Number of NRC senior managers who have been trained to effectively manage information resources in order to realize improved return on agency IT investments. W 1999 Target: By the end of FY 1999, all NRC senior executives wili 2. ave completed the basic IT training fc,r managers. Responsible Organization: Office of the Chiefinformation Officer / Office ofHuman Resources no ru I
cA maker aushwr es==M= A raeri ntw Mwnmuena .rrim nunum assem tusen amtammes) sanu m Program Output: Systesas Development anf, Integration Provides development and maintenance support for NRC's application systems, including corrections to systems to avoid problems associatad with the turn of the centwy, To ensure that NRC gets a good return on its major systems investments, NRC has implemented an IT Capital Planning and I:rs..st Control (CPIC) Process The first two systems identi6ed for the CPIC pudolio are a maior Agency Document Access and Ms ..st Systera (ADAMS), and a Rasctor Programs System. These systems are diaaianad further in Aapaadix x V. l Output Measure: All systems meeting the criteria for inclusion in NRC's IT l Capital Planning and Investment Control (CPIC) process will L develop performance measures and targets. ! FY 1999 Target: Prevent any significant deviations (as dermed in the Information Technology Ms; w.st Reform Act of1996) from the system targets. Responsible Organization: Directors of Offices sponsoring prok. cts in the NRC's IT Capital Planning and Investment control Portfolio. Output Measure: Renovation and Installation ofcorrected mission-critical and business-essential systems to handle dates from January 1,2000 and beyond. FY 1999 Target: By December 31,1998, all maintained application systems that are identified as mission-critical or >=*=s: w. del will have had their computer source code renovated so they will be able to process dates beyond Janury 1,2000. Responsible Organization: Office of the ChiefInformation Officer Program Output: Technology Infrastructure Provides cost-effective, reliable, comprehensive, integrated, and easy-to-use ti:e== >=Wt ia==, networking, and connectivity services. Operater the Ct mer Support Center (CSC) help desk
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Acquires, installs, mai*iac, and removes personal computers used by NRC staff. Output Measure:- Nunker of resident inspector sites with a direct connection to the agencywide network. FY 1999 Target: Eighty percent of resident sites will have a direct connection to the agencywide neevork for access to agencywide applications and network resources. Responsible Organization: Office of the ChiefInfoa rtion Officer Output Measure: Replacement of agency PCS with Pentium-class systems for users who need them to use ADAMS and RPS. Ave d5
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s . w, , s,.m,-,,m, .m .m nm AT1n41MULAYEL415 4%15# eJ %J R E UR E Program Output: Develop NRC's At ' Mudget Submissions to OMB and Congress . Output Measure: Timeliness and Quality of Budget. FY 1999 Targets: FY 2000 Budget Request to Congress 2/99; FY 2001 Budget Request to OMB 9/99. Responsible Organization: Office of the ChiefFinancial Officer //Il Agency Offices Program Output: Prepare NRC's Annual Financial Statement. Output Measure: Tuneliness and Quality of Statement. FY 1999 Target: FY 1998 Statement Published by 3/99; unqualified opinion.
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\.J Program Output: Collect amounts due NRC.
Output Measure: Actual vs. projected fee collections. W 1999 Target: Within 2% ofprojected collections. Output Measure: Accounts receivable past due (end of FY). W 1999 Target: Not more than $$ million. Responsible Organization: Office of the ChiefFinancial Officer Program Output: Pay bills. 4 Output Measure: % paid on time. FY 1999 Target: 94 % Output Measure: % paid by electronic funds transfer. W 1999 Target: 100 % Responsibb Organization: Office of the Chief Financial Officer w: wam uman s,pwp amsnpangxwwyyst g n {g Q M % # mk % mme-- ~. #....m.m
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. , _ , _. -. n .- ,-- n ,,6 2 x Program Output: Rental of Space and Facilities Management Output Measurts: Number of square feet of office space rented and managed annually; OWFN restack project milestones.
FY 1999 Targets: Manage 676,000 square feet of rented office space; complete floors 15,13, 6, and 14 in the OWFN restack project. Responsible Organization: Office of Administration Program Output: Security Output Measures: Number of personnel investigations / reinvestigations completed per year; number of random drug tests completed per year. FY 1999 Targets: Conduct approximately 590 investigations / reinvestigations; complete 900 random drug tests. Responsible Organization: Office of Administration v AW8 #
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- Outpet Measures
- Number ofitems of supplies issued per year; number of vehicles managed; number of furniture maintenance calls responded to annually; number of equipment items for which accountability is maintained annually; number of pieces of a
outgoing mail processed annually; number ofCommission i
=-:e'- 55 annually for which logistical support services are provided.
W 1999 Targets: Issue and manage an estimated 550 types ofsupply items; , manage 23 vehicles; respond to an estimated 180 furniture maintenax:e calls; maintain accoumability for all NRC equipment, currently estimated at 30,000 items ofproperty; i process approximately 600,000 pieces of outgoing mail l annually; provide logistical support services for all Commission meetings. 4 Responsible Organizatioh: Office ofAdministration j Program Output: Acquisition of Goods and Services Ou:put Measure: The level of client office satisfaction, as measured by a survey.
- FY 1999 Target
- In FY 1998 as a prelude to using this measure, we will develop
~ ' and pre-test the survey instrument, execute the survey to s establish a baseline, and establish a target for improvement in FY 1999.
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U.S. Nasiser asgulesry (wh 4 pes &ril Fr im 7.J - Mas 77im aeass= _t._.'n Jewiemear FWs Mas APPENDIX II , FY 1999 RESOURCES REQUIRED TO IMPLEMENT THIS PLAN Funding and Stamng A summary of the NRC's FY 1999 funding request is shown below by program The FY 1999 performance goals and their associated FY 1999 target levels as shown in this plan are consistent with the funding requested by the NRC for FY 1999. For a more detaswl discussion ofNRC funding requirements see U.S. Nuclear Regulatory Commission, Budget Estimates, Fiscal Year 1999 (SsptsuM 1997NUREdift96lNiGhiil:1QWj#ki). Qu's isju cia is;; Y:::: :e n a i
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Funding (Obligations) and Full-Time Equivalents by T...... .5EiitdjiEXEeffii . FY 1997 FY 1998 FY 1999 7........sfriiijiif S Estimatchiiiid Estimate Request SK FTE SK FTE SK FTE i 217,907 h65e 224,52c b798 ees;939 t95e s nc..:etehr KiiiEis iry P.v3.udyAliid }3pp , 111368 ((ijid EidI 1113 22 E44d N ns .:sto.,rn:....esgasiri ic4,217 368 99;e+ ses 99;958 ses WirIIIiiSin6 Ml3D III MM2 INI E5As E84 x . .: 14c.cac 985 isc 343 95+ :54,::: ess
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Ansear it v.s. Nusw nee newy es==dmise ir am amams amkeo Iaenaarar su non n s w ...:. : non Regulations . The NRC has not identi6ed any economically significant rules as defined in Section 3(f)(1) of Executive Order 12866, " Regulatory Planning and Review" (September 30,1993), that are intended to be proposed or promulgated during fiscal year 1999. Proposed Iagislation The NRC has not identified any legislation the enactment of which is necessary for the agency to achieve its performance goals for FY 1999. e 4 0 S J ( U
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The primary source ofinformation about an operational event is the licensee event report (LER) submitted to NRC in accordance with 10 CFR 50.73. Other data NRC uses include immediate notifications to the NRC operations Center in compliance with 10 CFR 50.72; monthly operating reports submitted to NRC in accordance with plant technical specifications; the data base of component failures in systems managed by the In:titute of Nuclear Power Operations (INPO); reports of defects and noncompliance in accordance with 10 CFR Part 21; NRC inspection reports, and allegations. Reactor licensee event reports are stored in the Sequence Coding and
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- APPENDIX IV REQUESTS FOR WAIVERS OF ADMINISTRATIVE REQUIREMENTS TO PROVIDE MANAGERIAL FLEXIBILITY The NRC has not identified any waivers of administrative procedures which are required to cchieve its stated FY 1999 performance goals. Certain of the performance indicators require the use of mtveys which may require OMB clearance in accordance with existing procedures.
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wnsmmse resansene = waruasshe mm ww saw mm APPENDIX)]VI l APPLYING INFORMATION TECHNOLOGY TO NRC's MISSION Plann' , for Information Technology's support for NRC's mission has been integrated into NRC's Strategic Plan and Performance Plan. This addendum to the Performance Plan addiesses the Information Technology and Information Management strategies found elsewhere for the ! render wishing to understand NRC's strategy for '...r,6/,r.ii the ofBeiency and effectiveness of agency operations through the effective use ofinformation technology. This addendum also pieu.ee informadoa for those wishing to assess NRC's compliance with the Information i Tecimology planning and control provisions of the Clinger Cohen Act. NRC's Information Ooal is to " ensure that accurate infoimatwa is available as needed to achieve the agency's strategic goals" In meeting this son), NRC has the responsibility to ensure that agency information resource investments are ccA efP. .ive, well managed, fully integrated and provide direct and measurable benents to agercy programs. Our strategy for accomplishing this goal condets of four parts: a management strategy, an inhastructure strategy, an applications strategy, and an information management strategy, Management Strategy A key element in meeting our information goal is to ensure that the agency's information resources manesement organization is structured and aligned to support the agency's mission and ~ strategic goals. Under NRC's senior management reorganization announced in January,1997, the CIO reports directly to the Chairman and serves on the agency's Executive Council with the
- Chief Financial Officer and the Executive Director for Oper*.uons. In addition, the CIO organization liiisWM ioorganized to align systems development teams with major NRC business areas. This is discussed further under our applications strategy.
A second elen.ont of our IRhhnanagement strategy is the establishment of a comprehensive
&amework ofinformation technology policies, architectures, and standards to ensure that IT investments are fbily integrated, and to improve the quality, integrity, and accessbility of information. The Clinger Cohen Act formalized the requirement for architectural work already begun at NRC, The IT architecture has three components:
I e - Symems architecture. NRC has developed an Enterprise Model that presents an integrated view of how IT systems relate to the agency's business areas (e.g., licensing, inspection, rulemaking) By understanding these functional relationships, we can use the model to = develop a target sysicas architecture. This architecture will be used to support strategic systems planning, identify opportunities for proce3s re-engineering and integration, guide systems development, and support IT investment decision-making i
v.s.. sas.v rrtw wnmann me a ase m wyvi Am6 der infamenen Tuansleer a, Nacuanam. Data architecture. A data archliccture is a high level model of the data that supports NRC's businen areas. The most important use of the data architecture is to reduce data redundam and prornote data sharing, thereby decreasing costs and improving data quality. Developmns of NRC's data architecture is part of a broader OCIO data administration prograra that will include establishing data naming and format standards, and assigning responsibilities for maintaining data, in partnership with NRC offices, o Technology architecture. NRC's technologyarchitecture provides the agency wide standards that guide the acquisition ofIT to ensure equipment, software, network and communications . services compatibility. It will specify a target IT environment for all new IT investments. It
- will help enable compatibility and inter-operability among databases and systems throur hout the agency. As part of this prosess, a standard desktop configuration will be establish '
which will allow tailoring for individual needs within prescribed guidelines to ensure compatibility, inter-operability, and overall network idr.grity. A third element of our management strategy is to use performance-bar,ed management and effective capital planning and investment control (CPIC) practices to ensure that the a6ency achieves a demonstrable return on its IT investments and significant improvements in the agency's performance ofits mission. NRC established a prototype CPIC process for the FY 1999 budget cycle and used it to evaluate three major programs, the Office of Nuclear Reactor Regulation's Reactor Progam System (RPS), the Agency Documents Access and Management System (ADAMS), and our PC modernization program (PC Refreshl The Agency's budget submission is structured to implement these programs. Cultivation of appropriate IT skills and knowledge is another key element of our strategy. One element of this is to ensure that agency program managers have the skills they need to use IT to improve agency business processes and work effectively with OCIO staff to plan and implement I successful IT applications. Another element is to ensure that the agency's IT staff has the necessary technical skills Initiatives are underway in both of these areas and are reflected in our
. performance plan.
ITInfrastructure Strategy NRC will use its information technology architecture and capital planning process to more closely align planning for the IT infrastructure with the business needs of the Agency. Upgrades of the IT infrastructure will be driven by specific business application needs. NRC is implementing two infrastructure projects, Next Generation Network and PC Refresh, which are both directly driven by the business needs of Agency programs. Our personal computer and network infrastructure must be upgraded to meet office demands for interactive access to applications and data. Without up to-date workstations and upgraded network services to provide high speed network connectivity at headquarters, between headquarters and regional offices, and to resident sites, the agency will not be able to effectively implement critical systems such as the Office of Nuclear Reactor Regulation's Reactor Program System (RPS). RPS will require frequent and sometimes p lengthy interactive access to the network from the regions and rer: dent inspector sites.12ss than ( adequate network services would r,everely impact the implementation of the system, the generation and transmission ofinspection report information, and tric receipt ofinspection planning and licensing status information to be provided by it. Vie have linked our plans to
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- so that IT investments win be made 'just in time' to meet business noods. '
IT Applications Stretegy . A key element of the applications strategy is to realign epplic. dons ihnding and management to ensure 8 scal responsibility and a stronger focus on business needs. NRC has changed its systems dec i ta r fb approach so that applications dredsgr.ere wiu no longer be centrally , ibnded by the . _ )RMerganization. To ensure that IT investments are driven by business needs, systems win now be ibnded by the program omoes who will ultimately decide to embark upon or continue an IT investment based on the omoe's business need and retum on investment. ' OCIO win continue to geAde the support for programmatic IT initiatives, including identl6 cation oflT options, process redesign, integration, standards, systems architecture, and systems development services. OCIO will also continue to ihnd enterprise wide infrastructure l and systems used by the entire agency, where it is clear that they are not directly supporting , programs for which other ofBoos have primary responsibility. The Omce of the CIO liG:l reorgenizel its applications development staff to strengthen coordination ber;. . OCIO and the ofBee requesting the application and to ensure that applications will be integrated, where appropriate, with applications in other parts of the agency. The staff of the Applications Development Division wiu consist of teams tied to speci6c agency business areas. This wiu allow OCIO staff to become nr. ore familiar with both the business areas and the IT applications that support them. Using this more targeted approach, OCIO can better align IT/IM resources with egency and program ofEce priorities. The CIO also will ensure that major application dredspnent projects have an appropriate project management structure with clear accountability for the success of the project. The need for sponsor omce leadership and stamng will be stressed along with appropriate technical stafBng. This strategy will be implemented through the CPIC process, executive IT training, and CIO t approval ofproject stafHng. : To the extent possible, NRC will no longer custom-build administrative systems. Instead, OClO will seek out 'best of breed" commercial systems or systerns built by other agencies for our routine applications. For NRC's business problems which may require a more tailored solution, OClO will try to utilize as much off-the-shelf software as possible, and isolate the custom-built portion to minimize overall system maintenance costs. 1he Omce of the CIO will promote the use of business process redesign to assist NRC to improve information delivery for major business areas. As part of the capital planning process, the agency will ensure that processes have been benchmarked against best practices and set +1 where appropriate, before new applications development projects are approved. Information about NRC major application systems and their relationship to NRC's strategic goals is provided in Attachment 1, " Major IT Systems Support for NRC Strategic Plan." ne as
(1.1No.herhemisnye m 4#, arW n t w .t.1- : ress ' 4m,#,*w seni.es T a dar, = Nacs asmains i Information Management Strategy i NRC will also realign its information management (IM) strategy to provide architectural vision for how information should be created, captured, used, and retized in the Agency. NRC's aging document management system, NUDOCS, has been overwhelmed by the exponential growth in the amount ofinformation it must manage. Its limited functionality does not adequately support the staffs need to search 'or, retrieve, and protect the agency's documents. The ADAMS project will provide a document management system that will support programmatic applications and avoid duplicative investment by other offices. ADAMS will have the capability to make appropriate information directly available to the public. increasing public confidence and trust in the agency's stewardship of the public's information, and over time, decreasing the cost to the agency of providing infonnation to the public. Additionally, ADAMS will capture and store information, increasing our ability to deliver information consistently, promptly, and comprehensively. We believe ADAMS will be a key component of our basic systems infrastructure. Detailed information on IT and IM goals, measures, and major outputs for FY 1999 follows in Attachment 2. "IT Goals, Strategies, and Performance Measures in NRC's Strategic Plan and Performance Plan." O 4
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e Attachment 1. : Major IT Systems Support for NRC Strategic Man strategic Arene orGoal ' Reactors Mstorials Weste J : Erwiron- !Interi Exce6 ; Pulso . Supp M eno - cons. ment nonenst 1
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Reechor D Program system Uoenho P and inopoetion ON4.ine System Nuclear L L L L L L L L Documents system (NUDOCS) Federal L Financia! System A0ency D D D D D D D D Document Access and Management system (ADAMS) Emergency P P P P P P P P Telecomm1 FTS 2000 Follow <m Human P Resources System integrated P Resource
!,'r a;+- M System Status codes: L = Legacy, D = Under Development, P = Planned r
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v.s. m.sa ses.knen r e-wm rr sm . . - : mn Am.*M An%r I .: ^ - r. Ment u Nact news.e ( NRC's Major IT Investment Portfolio . NRC's prototype Capital Planning and Investment Control (CPIC) process used the following criteria to identify a Major IT Investment: ' 1
- Lifecycle investment cost of $10 million or more or e High risk or
- Critical importance to NRC mission or
- Significant role in the administration of agency programs, fmances, property or other resources in its first year of operation, the prototype CPIC process focused on major applications which would require incremental funding in the FY 1999 budget. Three such investments were identified: Reactor Programs System (RPS), Agency Documenti Access and Management System (ADAMS), and the PC Refresh microcomputer acquisition. Analysis of the PC Refresh microcomputer acquisition concluded that it should not bejustified as an independent program, but that the requirements for PCS should be included in thejustification of programmatic systems which require updated PCS. Consequently, PC Refresh will not be reponed as an independent O major system. As planning progresses on proposed out year projects, it is likely that new investments may be added to NRC's major systems portfolio.
NRC's Major Systems P rifolio Reactor Program System The Reactor Program System (RPS) will provide reactor inspection and !icensing information that can be used to improve NRC's ability to better monitor plant performance characteristics, effectively compare plant performance and better identify early causes for concern RPS will collect information once, at the source, and integrate information for both inspections and licensing in one location. RPS will replace ten legacy systems and proside a higher level of efficiency at a reduced long term cost, igencywide Document { Access and Management System The Agencywide Documenti Access and Management System (ADAMS) will be a core document management system that will provide the capability for the staff to collaborate on and track progress of documents in preparetion, store a'l new documents electronically in one location, capture documents as they are created, and allow staff searches of the new electronic document collection and the index database ofNRC's historical document
,") collection at their workstations. ADAMS is designed to be acceptable to the National Archives and Records Administration as NRC's official electronic record keeping system.
ADAMS deployment will support programmatic needs for improved document management
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AsMm w>mmen mean w Narv 4 = rrim ww swn. 1 systems in the offices of Nuclear Reactor Regulation (the RPS project) and in the Nuclear Material Safety and Safeguards (Licensing and Insm!on On-Line project). Depidym of ADAMS will retire the Nua.Jear Documents (NUDOCS) system. Potential Major Systems in the Preliminary Planning Phase: Planned systems are tentatively categorized as potentially major systems. As more detailed ! Information is developed in the planning process, we will assess whether they actually meet the criteria for major systems. Consistent with OMB Circular A ll guidance, these systems will be - reported in the Capital Asset Plan when acquisition planning "... has progressed to the point where the agency is ready to commit to achievement of speci6c goals for the completion of the acquisition." Noelear Materials Licensing and Inspection Online System NRC's Office of Nuclear Material Safety and Safeguards is in the process of re-engineering its Materials Licensing business process to achieve substantial improvements in speed, efficiency, and cost. The new process will require redesigned IT support systems. Emer5eney Telecommunications and Post FTS2000 Fonow on NRC will evaluate opportunities to integrate emergency telecommunications, communications for resident inspectors, and other long-distance services into a more cost-effective consolidated telecommunications vehicle in conjunction with planning for transition to post FTS2000 telecommunications services. Integrated Resoorte Management System NRC is evaluating re:luirements for a replacement to its current Financial Management System. The new Commercially Available Off The Shelf system (STARFIRE) will integrate disparate systems, improve NRC's fee billing process, and integrate performance data into the Resource Management System. Human Resources System NRC is evaluating the replacement of expensive and high-risk custom-coded human resource systems with a Commercially Available Off The Shelf system. Human resource system planning is being closely coordinated with the Resource Management System project. ne es _ __- _ _ _ _ - _ _ _ .- _ _ . _ __.~. . _ _ . _ _ . ._. _ _ . _ _ .._._ _ . _ - -
v.s. m w em ' ww rriw r..A _..: nos 4awrew s w re nseem,w #ar m Major Legacy Systems: . The following legacy systems will not require incremental funding and will be retired in the near ibture. Federal Fistocial System (FFS) NRC's use of Treasury's FFS system will be replaced by the planned new Integrated MTL-~;. Management System as stated earlier. Nuclear Documents System (NUDOCS) NUDOCS is NRC's legacy document management system. NUDOCS provides indexed access to abstracts of key documents and a limited number of full-text documents. NUDOCS will be replaced by the new comprehensive Agency Dommenti Access and Management System (ADAMS) as stated earlier, her 91
CLvmxmm ""WJ" n Attachment 2. IT Goals, Strategies, . and Performance Measures O NRC's Strategic Plan and Performance Plan in O
v.s. m a m e - wm g18W erehrasenw Mme 4satWar ht " r-W se Nac's Assadas The Support Goal General Goal: Provide support necessary for the NRC to achieve its general goals. (Goal VIII.A) ne performance indicators for this goal are the achievenent of the goals shown below. (VIII.A.14) Create and sustain a competent, motivated, ethical, and culturally diverse work force. (Goal VIII.A.1) Ensure that accurate information is available as needed to achieve the agency's strategic goals. (Goal VIII.A.2) Obtain sufficient financial resources, and allocate and use them appropriately to achieve , the agency's strategic goals. (Goal VIII.A.3) l
- Provide a physical work environment and sufBeient tools wh!ch enable all NRC employees to accomplish the agency mission. (Goal VIII.AA) l O
m and.w men.sihm rm = #acushe,s v.s. m am c rr rm h nm, ea., l The Information Goal . Ensure that accurate leformation is available as nesdod to achieve the agency's strategic goals. (Ooal VIII.A.2) , I Poeforunance ladicaton for the information goal: Plaanleg and Architecture: 1 Percest of high-level data entitles in the agency's primary systems that are estered once for au systems to access. High level data entities are the people, pla :es, events, and
. things about which the NRC maintains information. There are about 100 of these (for
- example, licensees, employees, reportable events, reactors). In W 1998 as a prelude to using this indicator in W 1999, we will validate the list of primary systems, identify data entities in the primar systems, determine the criteria for systems meeting the measure (single database and controlled replication), calculate the baseline of compliant systems, and establish a target for improvement in W 1999.
. IT Infrastructure: Availability of the automated information delivery infrastructure (e.g., networks, hardware and software, e mail, etc.) as measured by the number of hours in which file services, network infrastructure, application services, and Intemet services are available for staff use. In W 1998 as a prelude to usirg this indicator in W 1999, we will develop and , pro test specific measures, perform the measurement, assess its reliability, establish a hanaline, and establish a target for improvement in W 1999. Information Systems: 14 vel of satisfaction with the accuracy and avaHability ofinformation la NRC's piimary systems, as measured by surveys. Primary systems are those identified by business area focus groups as the primary source of data / processing for core business processes In W 1998 as a prelude to using this indicator in W 1999, we will validate the list of primary systems, decide on the population to survey (managers m business areas, users of systems), develop and pre-test the survey instrument, execute the survey to establish a baseline, and establish a target for improvement in W 1999. We will acquire the services of an industry leader in IT perfom:ance measurement who will provide standard survey instruments and benchmark our user sgsfaction with that ofusers in other government agencies and in the private sector. L Age at
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wn AsstNer AMarusades Teeheelser se Nac's Asdasies v.s.rr1999wArrforuissee w c Mas - Program Outputs Related to the Planning and Architecture Performance Indicator Perforenance Indicator: Percent of high level data entities in the agency's primary systems that are entered once for all systems to access.
- Output Measure: Development of Systems Architecture FY 1999 Tarset: Complete evaluation of the cost and quality of the automation in 2 NRC business areas.
- Output Measure: Development ofData Architecture FY 1999 Target: Complete development of a high level model of the data that supports 2 NRC business areas.
- Output Measure: Develc,pment of Technology Architecture FY 1999 Target: Update the Technical Reference Model to provide standards for implementation ofii 32fbit operating systems required for the Agency Documents Access and Management System (ADAMS).
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F.s. Nasiser asselawy em 4pseerW FYIMF A 1- : Mas M;.4 le/sneense Tee &asiner at NaC4 aAssies Program Outputs Related to the IT Infrastructure Performance Indicator Performance Indicator Level of user satisfaction with the availability of the automated information delivery infrastructure (e.g., networks, hardware and software, ii: mad lPOS, &c.).
- Output Measure: Number ofresident inspector sites with a direct connection to the agencywide network.
FY 1999 Target: Eighty percent of resident sites will have a direct connection to the agencywide applications and network resoure s.
- Output Measure: Replacement of agency Woodisiip~usiiTPefhvith Pentium-class systems for users who need them to use ADAMS and RPS.
FY 1999 Target: By the end of FY 1999, approximately 93% of systems will be PsiitlisiselasiiN..i m..
. Output Measure: Raise awareness of potential threats to the security ofNRC information and prevent computer virus attacks through computer security awareners training.
r^ FY 1999 Target: Provide (1) "aAnnual computer security awr.reness training for NRC headquaners and regional employees; (2) computer security awareness briefings for small groups at NRC headquarters and regions as
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- Output Measure: All systerns meeting the criteria for inclusion in NRC's IT Capital Planning and Investment Control (CPIC) process will develop performance measures and targets.
FY 1999 Target: Prevent any significant deviations (as defined in the Clinger Cohen Act) Ri996?from the system targets.
. Output Measure: Renovation and installation of corrected mission-critical and business-essential systems to handle dates from January 1, 2000 and beyond.
FY 1999 Target: By Mirch)C999,b...kr 31,1^^ , .11 maintained application systems that are identified as mission-critical or business-essential will Wrifui641 ve Ld 0.e i w...yvier woiw eude ser.v1..d so they will be able to process dates beyond January 1,2000. I O . s t
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- Output Measure: Prepare for transition to electronic recordkeeping by developing a comprehensive records disposition schedule needed to gain National Archives and Records Administration (NARA) approval for the new agency document management system as an official electronic recordkeeping system.
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- Output Measure: IT skillievels ofOCIO staff.
FY 1999 Target: Implement a training and development program for OCIO staff to address skill gaps identified through a skills assessment.
- Output Measure: Number of NRC senior managers who have been trained to effectively manage information resources in order to realize improved return on agency IT investments.
FY 1999 Target: By the end of FY 1999, all NRC senior executives will have completed the basic IT training for manage.rs. t
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4pseaw W U.L Nestseraswelowy em Amdsdes Murmanise redes &arr = #act atomise Fr Jose h Mas The Public Confidence Goal General Goal: Provide the public, those we regulate, and other stakeholders in the national and laternational community, with clear and accurate Information about, and a meaningful role in NRC's regulatory program so that there will be nspect for and conndence la that program. (Goal VI) The PERFORMANCE GOAL for measuring results in FY 1999 toward meeting the general goal is: Implement the Agency's plan to improve Low it informs and involves the public, those we regulate, and other stakeholders in NRC's regulatory program. (Goal VI.A) i __ = noe far
Ei=T* *,nE " mw re.,Yd Program Outputs for the Public Confidence Performance Goal (Thefollowing are currentprogram ouques which have a signylcant bearing on the goal. Additionalprogram ouputsfor FY1999 will be incorporatedin the performanceplan q/ter Approval ofthepublic communicadon plan in FY1998.]
- Output Measure: Documents electronically distributed by Office of Public Affairs (OPA) through the Intemet per year.
FY 1999 Target: 1,000 e Output Measure: Number per year and timeliness of OPA responses to electronic mail, telephone, and facsimile, queries. FY 1999 Target: 400 Electronic mail responses and 10,000 telephone and facsimile responses within 5 working days of receipt of query, e Output Measure: Medikn time to process Freedom ofInformation Act requests. FY 1999 Target: 30 working-days. e Output Measure: Response time for queries handled by the NRC Public Document Room
% FY 1999 Target: Reach an average response time for written requests of 2.5 working b days; and answer 85% of onsite and phone requests by the close of business the following working day.
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