ML20209D877

Summarizes 990630 Public Meeting Conducted in Fort Calhoun, Ne Re Results of Completed Culture Survey,Plant Status, Facility Activities Re New NRC Oversight Process & License Renewal.Licensee Handout & Attendance List Encl

ML20209D877
Person / Time
Site:	Fort Calhoun
Issue date:	07/01/1999
From:	Marschall C NRC OFFICE OF INSPECTION & ENFORCEMENT (IE REGION IV)
To:	Gambhir S OMAHA PUBLIC POWER DISTRICT
References
NUDOCS 9907140063
Download: ML20209D877 (71)

Text

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UNITED STATES O

t NUCLEAR REGULATORY COMMISSION 4

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.j REGloN IV l

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611 RYAN PLAZA DRIVE, sulTE 400 i

ARLINGTON, TEXAS 76011-8064 l

l July 1,1999 l

S. K. Gambhir, Division Manager l

Nuclear Operations Omaha Public Power District Fort Calhoun Station FC-2-4 Adm.

P.O. Box 399 Hwy. 75 - North of Fort Calhoun Fort Calhoun, Nebraska 68023-0399

SUBJECT:

MEETING TO DISCUSS THE RESULTS OF THE CULTURE SURVEY, PLANT STATUS, LICENSE RENEWAL, AND VARIOUS OTHER TOPICS L

Dear Mr. Gambhir:

This refers to the public meeting conducted on June 30,1999, in the Fort Calhoun Station Visiting inspector Room, Fort Calhoun, Nebraska. Fort Calhoun managers shared information concerning the results of the recently completed culture survey, plant status, Fort Calhoun activities related to the new NRC oversight process, and license renewal. The discussion helped NRC managers understand Fort Calhoun's intended action in these areas. I have included a copy of the handout from the meeting as an enclosure to this letter.

l in accordance with Section 2.790 of the NRC's " Rules of Practice," Part 2, Title 10, Code of Federal Regulations, a copy of this letter will be placed in the NRC's Public Document Room.

Should you have any questions concerning this matter, I will be pleased to discuss them with you.

Sin erely, f

Charles S. Marschall, Chief Project Branch C Division of Reactor Projects Docket No.:

50-285 License No.: DPR-40

Enclosures:

1. Licensee Handout 2.. Attendance List 9907140063 990701 PDR ADOCK 05000285 p

PDR l

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Omaha Public Power District ' cc w/ enclosure:

Mark T. Frans, Manager Nuclear Licensing Omaha Public Power District -

Fort Calhoun Station FC-2-4 Adm.

P.O. Box 399 Hwy. 75 - North of Fort Calhoun Fort Calhoun, Nebraska 68023-0399 James W. Chase, Division Manager Nuclear Assessments Fort Calhoun Station P.O. Box 399 Fort Calhoun, Nebraska 68023 J. M. Solymossy, Manager - Fort Calhoun Station Omaha Public Power District Fort Calhoun Station FC-1-1 Plant P.O. Box 399 Hwy. 75 - North of Fort Calhoun Fort Calhoun, Nebraska 68023 Perry D. Robinson, Esq.

Winston & Strawn 1400 L. Street,' N.W.

Washington, D.C. 20005 3502 Chairman Washington County Board of Supervisors j

Blair, Nebraska 68008 Cheryl Rogers, Program Manager i

Public Health Assurance Consumer Service Section Nebraska Health and Human Services 301 Centennial Mall, South P.O. Box 95007 Lincoln, Nebraska 68509-5007 p

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Fr Omaha Public Power District.

i bec to DCD (IE40) l L

bec distrib. by RIV:

Regional Administrator DRS Branch Chiefs (3 copies)

DRP Director MIS System l.

DRS Director RIV File Branch Chief (DRP/B)

Branch Chief (DRP/TSS) l Project Engineer (DRP/B)

Resident inspector Chief, NRR/ DISP /PIPB Chief, OEDO/ROPMS

' B. Henderson, PAO C. Gordon l

T. Boyce, NRR/ DISP /PIPB Records Center, INPO

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C. Hackney, RSLO W. D. Travers, EDO (MS: 16E15)

Associate Dir. for Projects, NRR 4

Associate Dir. for Insp., and Tech. Assmt, NRR l

PPR Program Manager, NRR/lLPB (2 copies)

Chief, inspection Program Branch, NRR Chief, Regional Operations and Program Management Section, OEDO S. Richards, NRR Project Director (MS: 13D1).

R. Wharton, NRR Project Manager (MS: 13E16) l l

l l

DOCUMENT NAME: S:\\DRP\\DRPDIR\\06' 30.drp -

To receive copy of document, Indicate in box: "C" = Copy without enclosures "E" = Copy with enclosures "N" - No copy C:DRP/C CSMarschallO#h 7/[ /99 OFFICIAL RECORD COPY N

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i 4

- Omaha Public Power District bec to DCD (I k

bec distrib. by RIV:

Regional Administrator DRS Branch Chiefs (3 copies)

DRP Director MIS System DRS Director RIV File Branch Chief (DRP/B)

Branch Chief (DRP/TSS)

Project Engineer (DRP/B)

. Resident Inspector Chief, NRR/ DISP /PIPB Chief, OEDO/ROPMS-B. Henderson, PAO C. Gordon T. Boyce, NRR/ DISP /PIPB Records Center, INPO C. Hackney, RSLO W. D. Travers, EDO (MS: 16E15)

Associate Dir. for Projects, NRR Associate Dir. for insp., and Tech. Assmt, NRR PPR Program Manager, NRR/lLPB (2 copies)

Chief, inspection Program Branch, NRR Chief, Regional Operations and Program Management Section, OEDO S. Richards, NRR Project Director (MS: 13D1)

R. Wharton, NRR Project Manager (MS: 13E16) l I

l DOCUMENT NAME: S:\\DRP\\DRPDIR\\06-30.drp To receive copy of document, indicate in box: "C" = Copy without enclosures "E" = Copy with enclosures *N* = No copy i

C:DRP/C l

CSMarschall CD 7/ l /99 -

OFFICIAL RECORD COPY i

14000C L

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Agenda

! u Welcome, Introductions &

Agenda Review I

- Gary Ga,:es i

4 m Synergy Survey

- Sudesh Gambhir & Gary Gates i

m Organization Changes &

CHOICE Program

- Suc.esh Gam 3hir J

O Agenda g m Plant Status

- Joe Solymossy i a New NRC Oversight Process

- Jim Chase i

a Fort Calhoun Station License Renewal

- Sudesh Gambhir i

m Closing Comments

- Gary Gates

.)

FCS Safety Culture Survey h

I m Presentation Outline N

3

- Process

- Results l

- Response a

<g l

J

i 5

3

?

Fort Calhoun Station t

FCS Safety Culture Survey Process Sudesh Gambhir l

l J

s J

Synergy Survey

~

Background &

Experience

m Cultural Assessments

- More than 50 site assessments since i

1993 36 sites including 43 plants

- Representative nuclear industry database i

O 6

Synergy's Scope Cultural Assessments I

m Xnclear Safety Culture m General Culture & Work p;

Environment (GC&WE) m Leadership, Management &

Supervisory Behaviors and j

Practices m Special Topics ofInterest i

7

Nuclear Safety Culture Model CULTURAL ASSESSMENTS 1

1 m Values and Priorities m Behaviors s

/

m Practices.

m Wil:ingness to Identify &

4 Pursue PotentialIssues or Concerns m Employee Concerns Program

?

6 8

J General Culture & Work

)

Environment Model Cultural Assessments

-a

'4, Values and Priorities i

Behaviors x,

Practices

~

i

' a Work Environment A

't I

j

Leadership, Management

~

& Supervisory Model Cu:tural Assessments

! m L.eadership Skills &

Performance-i u Business Management Skills &!Perfo'rmance-i m Personnel Management /

Development Skills &

Performance I

Synergy's Methodology Cultural Assessments 1

E 4

l m Obtain Employee Perceptions

~

- Survey Questionnaire

- EmployeeInterviews 3

3

( m Analysis &1 Presentation of Results

- Composite Site

- Individual Organizations a

9 11

9-Synergy's Methodology Cultural Assessments

! m Survey Questionnaire Response Scale I

1 = "Strongly Disagree" or l

" Inadequate" 2 = " Disagree" or "Less-than-h Adequate"

/

3 = " Generally Agree" or

" Adequate"

(

L = "Strongly Agree" or "Very Good"

[

5.= " Fully Agree" or " Excellent" L

12

FCS Comprehensive Cultural Assessment Scope 5 m FCS Survey Questionnaire:

- Administered in March 1999

- Included all three SYNERGY cultural models and four special topics of i

i interest 1

~

- 38 multiple choice. questions with 223 subparts

- Six opportunities for write-in comments i' m FCS Interviews:

- Conducted in April 1999

- Representative cross-section of i

employees

- 40 employees interviewed 13

FCS Cultural Assessment Survey Administration And

Response

g u AdministeredbyOPPD

?

- All employees and contractors afforded the opportunityto participate

- Forms sealediand: mailed;directlyto an independent data: processor 3 m 592 Responses

- 84% site-wide employee response rate

- More than 950 write-in comments g a Response Was Sufficient to Support Analyses for the FCS Site and for Almos: All FCS Organizations 84% of employees:provided 9

organizational affiliation 14

4 FCS Cultural Survey l

.a k

Results:

W g

Gary Gates

?

V 4

L

FCS Site Results Integrated NSC Performance Indicator s

j i

i 3

i a Survey Results

- " Adequate to Good" (3.41)

'4

- RelativelySteady 1998-1999 (+6%)

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16 l

FCS Site Results Six Individual Areas ofInauirv, r

Estimated Area ofInquiry

-Metric Change

'98M'99 g Willingness 3.71

+6%

7 Management Influence 3.22

+8%

Employee Concerns Program 3.07

+5%

Performance -Ident./ Resol.

3.59

+8%

Personal Satisfaction 2.85

+2%

1 f

Overall Assessment of the NSC 3.68

+6%

8 e,._ :

FCS Results Nuclear Safety Culture

)

Model 1

! u Xuclear Safety Culture Composite Indicator 1

- FCS Site Composite 5

3.58 2

- Division-Level Organizations j

3.56 to 3.68:

- Department-Level Organizations j

?

2.97 to 4.09 i

(3.30 to 3.99)

- Employee Categories 3

f 3.54 to 3.67

- Employee Positions 3.52 to 3.91

^

- Years of Service is 3.55 to 3.95

l-Analysis of Safety Conscious Work Environment Potential for a Chilled Working Environment

m Personal Experience With Peers a

! m PersonalExperience in Work Group and-With Immediate

~

Supervision and Management i

' m Perception of the Environment Beyond Local Work Group and i

Own Personal Experience i

19

r.

~

~

Results Potential for a Chilled Working Environment j

With respect to the environment at.FCS for raising potential nuclear safety issues or quality concerns,... :

- The vast majority of employees are i

very comfortable.with respect to the openness and receptivity of their peers (95%) and their innnediate supervision (94%).

?

- Openness and receptivity of management is rated somewhat lower (88%).

- Employees perceive the FCS site work

?

environment to be somewhat less open and receptive than their own immediate work environment (90% positive).

l :.

20

O e

Results Potential for a Chilled Working Environment With respect to the environment at FCS for raising issues other than potential nuclear safety issues or quality concerns, employees perceive openness and j

receptivity to be noticeably lower.

1 Openness and receptivity is rated as:

~

85% positive within one's-own Work 3

Group.

82% positive-within one's Functional

~

Organization.

- 77% positive on a site-wide basis.

1 i

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Analysis of Safety Conscious l

Work Environment Individual Willingness to Take Appropriate Action e

3 m Personal Willingness to Identify a Potential Nuclear Safety Issue or Concern By:

informing: supervisor documenting the. problem in a Condition Report (CR) a If Not Fully satisfied by.the Response'of g

Supervision, Personal Willingness To:

continue to pursue the issue

- escal. ate the issue up the management chain i

1 s

22

Results Individual Willingness to Take Appropriate Action j

If they identified a potential nuclear safetyissue or concern:

- The vast msjority.of' employees-would take action to inform:their supervisor s

3 (98%).

- Most employees:would write a Condition R.eport (87%):

g The vast majority of employees would push for resolution and not drop an issue (96%).

- The vast majority of employees would g

escalate a concern to management, if they were not satisfied with their supervisor's response (93%).

23

~

~

~

FCS Xuc~ ear Safety Culture Major Conclusions a Based on the NSC Integrated Performance Indicator, the Site-wide Nuclear Safety Culture (NSC) at FCS Is Currently Perceived to Be in:the." Adequate to Good" Range and Relatively Steady.

s

.' s The Current Perception of the NSC Varies for Specific FCS; Organizations:.

With the exception of.the. Emergency Planning organization, all organizational ~ ratings of the

.,j NSC are noticeably better than " adequate" Some organizational ratings are "very good" Ratings within a few organizations indicate the need for additional management attention.

4-24

L.

l FCS Xuclear Safety Culture Major Conclusions (Cont'd.)

j u Ratings of the Safety Conscious Work Environment Were Generally in the " Good i

to Very Good" Range.

- Rating trends within a few organizations g

indicate the need for additional management attention.-

I m Several Suggestions for Improvement in.

j Areas ofRelative Weakness Have Been Provided Herein. Improvements in the y

3 Following Areas Should Have a Positive

)

Effect on the NSC:

Employee confidence in the Employee Concerns Program Effectiveness of the Condition Reporting system Effectiveness of formal self-assessments Receptivity to assessment / oversight groups

'l Responsiveness to Emergency Planning 25 organization issues l

p u i FCS Nuclear Safety Culture Major Conclusions (Cont'd.)

s 1

Based upon. SYNERGY's. experience.and the: collective evaluation of both the NSC and the GCWE, it is unlikely that the FCS j

NSC will: improve significantly over the next.12-18! months absent improvement in the GCWE.

O h

4 FCS Xuclear Safety Culmre Additional Noteworthy Results 1

Thevast majority of FCS personnel belisve that:

1

- Nuclear safetyis:the first'and over-riding priority at'FCS':(96% positive) and that j

behaviors & practices are consistent with this priority (93% positive).

- Expectations'andTstandards for nuclear safety performance are adequately ii communicatedL(96% positive) i

- FCS is operated, maintained, and modified in accordance with licensing and design basis-requirements (98%

g positive) 27

4 FCS Xuclear Safety Culture Additional Noteworthy Results (Cont'd.)

i E

f The Vast Majority of FCS: Personnel:

1 m Have not experienced a negative reaction from supervision-(94%), management.

(94%), or their peers-(9.6%) for having i

?

raised an issue or concern relatedito:

I nuclear safety.

m Do not perceive a lack:ofprior i

responsiveness by supervision-(95%), by management (92%), or by theLCR. process (92%) to be barriers currently affecting their willingness to identify and pursue S

resolution of a potential NS issue.

I i

l

r.

4 FCS Nuclear Safety Culture Additional Noteworthy l

Results (Cont'd.)

l

% The Vast Majority of FCS Personnel:

l. m Do not perceive the prospect of adversely l

affecting schedule / missing goals:(95%), or increasing workload for themselves or

'j others (90%) to'be barriers currently affecting their willingness to identify and i

pursue resolution of a potential NS issue.

a Perceive that their' work group-strives to i

improve performance (95%) and identifies its own. problems'(94%).

a Believe that their peers are generally quality consciousness & pay attention to

{

details (96%), are self-critical and have l

questioning attitudes (93%).

29

O FCS GCWE/LMS Additional Noteworthy Results j

Relative Areas of Strength Worker confidence in their ability to.do theirjob well:(based.upon their y

qualifications, experience and training Results orientation within individual Work Groups Focus on continuous improvement within i

individual Work Groups Teamwork within individual Work Groups Affect ofimmediate supervision on the general work. environment-Industrial Safety

l Fort Calhoun Station FCS Safety Culture Survey

Response

Gary Gates i

l

.c.

i FCS Response to Survey Results 3

=

i m Survey Results are:a Snapshot of our Culture After Several Years ofChange

- Inwoducedinewecorrectivetac : ion program:in; September 1995

- Downsized by ~50 people in 1996 h

0l

- Corrective Actions:resulting from events in 1997J j

- Uncertainty of a competitive environment x

- Uncertain about FCS Future 1

1 I

4 FCS Response to Survey Results h a New Plant Manager on loan fromINPO

.' s Creation of a Second Assistant > Plant Manager.

Position

' s Movement ofkey senior managers to different roles and responsibilities F!

Recreation of the Division Manager position for Nuclear Operations 1

Creation of the Division Manger position'for Nuclear Support

}

New Division Manager position for Nuclear s

Assessments New Operations Manager, Supervisor Operations, and Supervisor Operations-Standards New Licensing Manger, Training Manger, and Financial Manager a

Reorganization ofNuclear Engineering to improve coordination in support of plant operations and j

maintenance o'

l l

4 FCS Response to Survey Results E

$ m During the past year, a number of actions were initiated to improve performance,

{

including; The Choice program which concentrates on s

improvements.in; Critical Self-Assessments, Human Performance, Event-Free Operations, SuccessfulInitiatives, Corrective Actions, and i

Excellent MaterialLCondition Increased emphasis and. training.on root cause 5

analysis methods 3

Leadership and coaching training:for managers and supervisors r

360 degree feedback for supervisors and managers to improve their-performance s

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l i

l

FCS Response to Survey Results i

/

m Survey toki

us many things 4

x 3

- Discussed: earlier in results section

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h't s

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x e

Effectiveness of the Condition Reporting System Additional management attention appears to be warranted:to ensure that the CR system continues to improve in:

x

. Prioritizingidentifiedproblems;

. Performing effective root cause assessments; and

. Providing increasedfocus on the timely and 3

effective resolution ofthose identified problems that are determined to be more important.

. Timely initiation of CRs by all work groups.

i 36

A Organizational

~

Receptivity to Oversight Groups E

Additional management attention appears to be warranted:to understand the

,i underlying reasonsfor theperceived

\\

i weakness in organizational receptivity to internal oversight: groups and;to ensure that receptivity; continues vs. outside agencies (NRC, INPO) to improve,

=

f particularly within the System Engineering, Mechanical Maintenance, and Plant Operations organizations.

i 1

1

Effectiveness of Formal Self-Assessments 1

It appears that additionalimanagement=

attention is warranted to ensure that the key objective ofoversight and self-l assessment activities -- i.e., the timely and effective correction ofidentifiedproblems 1

8

- is achieved.

It also appears that the currentfocus of c

~

t self-assessment activities does notplace sufficient emphasis on the identification of opportunities to improveperformance or productivity, as opposed to the emphasis placed upon identifyingproblems.

i.

)

~

Confidence in the Employee Concerns Program E

It appears that additional management i

attention is warranted to improve the general visibility ofthe ECP, y

particularly within the Plant organizations. : Additional attention is 1

also warranted toprovide increased visibility ofmanagement's support of the ECP as an acceptable alternative i

pathfor the resolution ofpotential nuclear safety concerns.

h.

Specific " Priority" Organizations s

The assessment-identified.several

~

organizations with consistently low cultural ratings compared to the site mean.

F 2

Additionalmanagement attention is warranted to. evaluate the underlying causes of the assessment results in

?

these "higherpriority" organizations and to define and implement remidial actions, as appropriate.

Action Completed After Receipt of Survey

$ m Two Hour Presentation Made To Managers, Supervisors and Cross-Section of Other People i

- Copies of thefollowing documents wee distributed to.

managers andLsupervisors-and are availab:.e 1:o anyone by request 2

a Executive summary of GCWE m Executive summary ofNuclear Safety Culture y

m Attacament "E"

- Division Managers have been cirectec to prepare an action: plan t.

?or aciressing survey results

Summary of Major Points FCS Xuclear Safety Culture j m The Nuclear Safety Culture at FCS Is Rated As " Adequate to Good" and As Relatively Steady m FCS Personnel Are Very Willing to

}

Identify PotentialNuclear Safety Issu~es or Concerns-m Opportunities for Further Improvement of the Nuclear Safety Culture.Have BeenIdentified and Suggestions Are Being Evaluated.

'? m Improvement in the E SC Is Linked to Improvement in the GCWE.

k..

~

~

Summary of Major Points FCS General Culture & Work Environment s

1 m The GCWE at FCS Is Rated As

" Nominally Adequate" and As

('

Relatively Steady..

! u Ratings of the GCWE and of LMS Skills & Performance Were l'

Generally Very Consistent.

! m Opportunities for Further-Improvement of the GCWE and of

~

LMS Skills.& Performance Have i

Been Identified. Suggestions Are

}

Being Evaluated.

N.-

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FCS Organization Vce PrescerW Reporbng Responsibility s'

I W. G. Gates 4

Vce Presdent J

SRO,8,SRMT.MS, W3A 27Y I

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I S.K.Gambhr M. A Tesar J. W. Chase R. L Phelps Omson Manager Dmsion Manager DMsen Manager DMsion Manager Nudear Operatons Nudear Support Services Nudear Assessrnents Nudear Engineenng SRO, PE, 6-SRMT, MS, MBA, 26Y 14RMT,26Y SRO,6-SRMT, MBA,33Y SRO, 3PE's, MS. 30Y R L Andrews Manager USA Inihatrwes SRO. PE, 27Y 5

'4 169 person-years nuclear related experience 5 SRO's 4 I-SRMT

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734 person-years nuclear experien in the Nuclear Management Group shown on this and the following pages.

Key SRO - Senior Reactor Operator License or Equivalent i

PE - Professional Engineer's License I-SRMT - INPO Senior Management Course

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MS - Master of Science Degree 1

MBA Master Business Administration MA - Master of Arts Degree Y - Years Nuclear Experience

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MS - Master of Science Degree MBA Master Business Administration MA - Master of Arts Degree Y - Years Nuclear Ergerience IL -INPO Loanee Assignment S.A. - Special Assignment

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J. W. Chase Division Manager Nuclear Assessments SRO,1-SRMT, MBA,33Y I

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J. M. Chambertain R. G. Haug D. R. Trausch D. E. Spires Acting Manager Nuclear Corporate Health Physicist Manager Manager Process Computing Services NRRPT,17Y NSRG QNOC 13Y SRO, PE,18Y SRO, MS,18Y 2

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o CHOICE Program i C - Critical Self Assessments

' H - Human Performance is e

Exemplary

& O - Operations are Event Free I

- Initiatives inHigh Visibility Areas Have Strong

'5 Performance C - Corrective Actions are Broad

& Lasting e

I E - Excellence in Materiel Condition

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O Plant Status Material Condition

m Station Equ.ipment Improvements

'] m Predictive Maintenance Program m Maintenance Rule Program i m Steam Generators m Other Equipment i

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4 Plant Status Switchyard Modification i m Purpose of Switchyard

Modification a : Major Switchyard Work Completed and Equipment l

Energized.

m Goals : Met After 1/21/99 Fast

?

Transfer m Follow-On Work and Voltage

Monitoring i

4 Plant Status Switchyard Modification E;

Before 1995

.Present 3 - 345 kV transmission lines 3 - 345 kV transmission lines and for generation outlet E

2 - 345/161kV -

'?

autotransformers will provide for generation outlet a

h 3 - 161 kV transmission lines 1 - 161 kV transmission line and provided station service 2 - 345/161 kV Power autotransformers (same as above) will provide station service power i

Fast Transfer Scheme covered ange loss of source to FCS 4160 V Busses s

1

et Plant Status 1999 Refueling Outage

j u Outage Goals & Objectives l

Outage Goals Measure of Success a

Loss of Shutdown Cooling 0

a Loss of Spent Fuel Pool Cooling 0

t

$ a Reactivity Control Events 0

a Unplanned Safety System Actuations 0

0 a

Violations of Containment Integrity / Closure 0

i a

Lost Time Accidents 0

s RecordableInjuries 0

m ALARA Cumulative Dose 155 Rem e

a Contaminations

< or = 35 a

Human Performance LERs 2

Due to RFO Work 0

m Outage Duration 42 days a

Scope Growth

<15%

Plant Status 1999 Refueling Outage 3

$ m 1999 RFO Planning Summary

- Scliecule information

- Major work to be accomplished s

s,

- Success:ill cui: age considerations

[

3

Plant Status INPO Accreditation of i

Op's Training Program 5 m Preparations began in June 1998

~

i m Program Compared for Other Accreditation Efforts g m Delta's Resolved by End of September 1998 m March 1999 Board Went Extremely Well

New NRC Oversight FCS Project Status E

.z m Implementation of Revised j

Reactor Oversight Process (RROP) at FCS Continues to Progress Well a Several Internal Enhancements

?

Imolemented During: June to Support the Revised Process l

New NRC Oversight Alignment with CXS E

m Both FCS & CNS want the NRC

~

Process to be' Successful i.

m FCS & CNS: Teams Seated During: Development of New Interface Process to Ensure

}

Continuity e

i

New NRC Oversight FCS Preparation Actions E

3

' m Completed Management Training m Completed Oversight Group j

Training

m Review of Region

lV inspection Plan m Alignment of Surveillance / Audit

}

Matrix to the FCS Cornerstones and Performance Indicators

\\

m Initial Upgrade of QA Inspection

?

Modules-

' m Monitoring of Regulatory Costs

New NRC Oversight FCS Preparation Actions

! m Development of the FCS Performance Indicator Collection and Submittal Procedure

' s Revision of the I CS Self-Assessment! Guide, FCSG-4 i

m Condition Report SDP Monitoring m Green Band Performance Indicator Monitoring

=

New Oversight Process Tasks in Planning / Progress

! m Industry Participation:and Leadership i

- Pilot PlantiEvaluation Panel

m FCS Specific Actions

- NRC Baseline: Inspection I

Preparations:

- Cornerstone and Cross Cutting

{

Element Evaluation

- Strategic Area Performance Evaluation Implementation Plan i

Documentation

- Program Basis Document Development

9

)

FCS License Renewal

! m Improved FCS Performance Indicates Favorable Trend I m Board approval June:17, 1999 and Sent Letter of j

Intent to NRC i mRequests For Proposal to I

Com alete Scoping Study Out l

for Bids m Scoping Study will. Last From July Through December of This Year

=

FCS License Renewal

! m If Apalication Developed, it Will be Finished by End of l

2002 and Submitted (Con-j tingent on Final OPPD Approval L

s Allow 2 Years for NRC to j

Review / Approve Application.

Should Have License Renewal by 2004 j m If License Renewal Certain, Work Will Begin on Technical Specification Upgrade

=

Closing

?

Remarks by Gary Gates a

q e

I l

)

4

's' 9

l OMAHA PUBLIC POWER DISTRICT FORT CALHOUN STATION MEETING ATTENDANCE LIST

SUBJECT:

FCS / NRC Public Meetina Datej 6/30/99 Name Title /

Telephone (Please Print)

Organization Extension 4,w (b O?PD 1)RN&

6 (, I r Meh Olemens O/'fp - Ba > - Main f 6923 Los 1% m &

t> PPD-B"CP kW):nbf Y.7 D/a W Aac U wsteyt.

ossu-MW ig! L ce i3 T m d a m ese,s opph RP 7 nri d w lI Id r0 tost Cheit e ~ uM A%c ronoms A4 U /

a vo rewz L,a L_,. A at uurs g

M A Ak F/tA W s oPPh 6537 Toe Ga s oen C /'Pb 7233 j

S3 bLebroaen DAWA 7 f 2 d=

\\1 2,[/ L bh

$b 410 3

$ 1-1 A_Y 5 2 v> Y '

O//b d 90s Dw, A h ru opp n fo7 2 i br/M M c [v 44r o oM M 9 /o

'I$w n Ms., h O PPO lo 6Y/ t

[w i%ro!/u d

-6/A&MT NlC sosco szvy G DS(tk 10 S % & M H DPfc btM G, A lL(4 Gn!M C l'/' D 17IO

/fler I $ D12 /

O P PD 6rl'I R.%.3 %=i u__

o 900 4Gi%

b6L 9/<iles o TPD 733z

/Jo su crfs 636 7 JeH &,/Acc oppm uss

/

OMAHA PUBLIC POWER DISTRICT 4

FORT CALHOUN STATION MEETING ATTENDANCE LIST

SUBJECT:

FCS / NRC Public Meetino Datej 6/30/99 Name Title /

Telephone (Please Print)

Organization Extension ck %AukR.6 m WPP O 45W Mme J'oes OP Ab 3'/Y9

'Jw ku X21 w DPPD 92 ST R, L. Jaworsk i 8

Of'/ D ' :(

( 833 j

(G. k. hW 94h Wf0 6 f/ ]

/

.