ML20211B853

Informs That Info Requested in Re Task Interface Agreements,Only Available for Recent Times as NRC Not Collecting Such Data Before Late 1997.Info of Total Inventory & Age of Inventory Encl

ML20211B853
Person / Time
Issue date:	08/18/1999
From:	Adensam E NRC (Affiliation Not Assigned)
To:	Shirley Rohrer AFFILIATION NOT ASSIGNED
References
NUDOCS 9908250108
Download: ML20211B853 (4)

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• August 18, 1999 W #

Shannon Marie Rohrer 1462 Scenic Ave.

Berkeley, CA 94708

Dear Ms. Rohrer:

Your inquiry to us of July 29,1999, requesting information on Task Interface Agreements (TIAs) was forwarded to me for response. The information you have requested is only available for recent times as we were not collecting such data before late 1997. I have delayed responding to include the most recent data. We prepare monthly reports to our management, and these data are updated at that time. This information is not publicly available, so this letter and its enclosures will be placed in the public document room. I am including information we have on the totalinventory and the age of the inventory. In addition, for FY99-to-date (October 1,1998 to July 31,1999), the average response time is 15.5 months. Response times for TIAs closed in this period range from 53 months to 1 month. In addition to the inventory and the age graphs (Enclosure 1), I am providing you with the latest revision to our Office Letter (OL) 1201, " Control of Task Interface Agreements,"(Enclosure 2) for your information.

Sincerely, ORIGINAL SIGNED BY:

Elinor G. Adensam, Director Project Directorate l Division of Licensing Project Management Office of Nuclear Reactor Regulation

Enclosures:

1. Graphs of inventory and age

2. OL 1201, Revision 2 TRIBUTION: -g

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• WASHINGTON. D.C. 20555-0001 9 . . . . ,6 August 18, 1999 Shannon Marie Rohrer 1462 Scenic Ave.

Berkeley, CA 94708 Dear Ms. Rohrer; Your inquiry to us of July 29,1999, requesting information on Task Interface Agreements (TIAs) was forwarded to me for response. The information you have requested is only available for recent times as we were not collecting such data before late 1997. I have delayed responding to include the most recent data. We prepare monthly reports to our management, and these data are updated at that time. This information is not publicly available, so this letter and its enclosures will be placed in the public document room. I am including information we have on the totalinventory and the age of the inventory. In addition, for FY99-to-date (October 1,1998 to July 31,1999), the average response time is 15.5 montna. Response times for TIAs closed in this period range from 53 months to 1 month. In addition to the inventory and the age graphs (Enclosure 1), I am providing you with the latest revision to our Office Letter (OL) 1201, " Control of Task Interface Agreements," (Enclosure 2) for your information.

Sincerely, Elinor G. Adensam, Director Project Directorate l Division of Licensing Projcct Management i Office of Nuclear Reactor Regulation l

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OFFICE OF NUCLEAR REACTOR REGULATION Office Letter Transmittal TO: All NRR Employees

SUBJECT:

NRR OFFICE LETTER NO.1201, REVISION 2, " CONTROL OF TASKINTERFACE AGREEMENTS" PURPOSE: NRR Office Letter No.1201, Rev. 2, supersedes NRR Office Letter No.1201, Revision 1, " CONTROL OF TASK INTERFACE AGREEMENTS," dated May 30,1997. This rewrite of the office letter contains updated procedures for processing requests for NRR technical assistance through task interface agreements (TIAs). Revision 2 changes the way in which TIAs are coordinated with the requesting organization, improves the work planning processes within NRR, and reflects the early 1999 reorganization of NRR.

Because this office letter has been completely rewritten, side bars indicating the location of changes and additions have not been included.

DIVISION OF ORIGIN: Division of Licensing Project Management CONTACTS: William Reckley,415-1323 DATE APPROVED: July 26, 1999 AVAILABILITY: Debra McCain,415-1219 i

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1 NRR OFFICE LETTER NO.1201, REVISION 2 CONTROL OF TASKINTERFACE AGREEMENTS PURPOSE This office letter contains updated procedures for processing requests for NRR technical assistance through task interface agreements (TIAs). Revision 2 changes the way in which TlAs are coordinated with the requesting organization, improves the work planning processes within NRR, and reflects the early 1999 reorganization of NRR.

O BACKGROUND This revision to Office Letter 1201 changes previous guidance to NRR staff for processing requests for technical assistance through TIAs. The primary objective of this office letter is to ensure that questions regarding potential safety concerns and compliance with regulations, license requirements, technical specifications (TS), and/or the licensing basis are appropriately ,

communicated and resolved in a timely manner. To this er'd, the procedures specified herein I present the means to ensure that (1) the resolution of questions related to potential safety and compliance concerns are appropriately discussed with the requesting organization, (2) the l

i resolutions of the questions are appropriately planned, (3) the issues are adequatcly evaluated, j and (4) the conclusions are communicated and documented. These measures will help document NRR staff decisions, ensure compliance with NRC rules and regulations, and help ensure that facility operations are maiatained within license requirements, with an emphasis on operationa! safety.

DEFINITION A TIA is a request for technical assistance from a region or another NRC office that contains questions on subjects within the scope of NRR's mission and responsibilities. Such requests may be in response to a generic issue, a policy issue, a specific plant event, an inspection finding, or an issue identified by a licensee. The requesting organization may be seeking ir4 formation regarding specific plant licensing bases, regulatory requirements, NRR technical positions, or the safety significance of particular plant configurations or operating practices.

OBJECTIVES .

• to ensure thr.t the NRR staff provides appropriate regulatory and technicalinformation in response to TIAs

• to crisure that the NRR staff provides a timely response to TIAs

• to provide guidance for documenting resoonses to TIAs e to provide for review and approval of respanses to TIAs

• to improve communications within NRR pertaining to TIAs

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2-e to improve communications within NRR pertaining to TIAs e

to improve communications between NRR and requesting organizations pertaining to

= TIAs e to provide an improved framework for processing TIAs RESPONSIBILITIES AND AUTHORITIES ,

Director. NRR The director of NRR ensures that the objectives of this office letter are achieved and that, as ;

appropriate, TIAs related to policy are brought to the attention of the executive team.

Office of Enforcement (OE)

OE is given co;;ies of and consulted with on TIA requests that could potentially result in enforcement decisions. OE is asked to review and concur in TIA responses in which NRR makes recommendations on enforcement actions.

Associate Director for Project Licensino and Technical Analysis (ADPT)

ADPT serves as signature authority for TIAs related to major issues pertaining to the subject

- areas of systems safety and analysis, engineering analysis, licensing issues, and other matters not specifically under the purview of the associate director for inspection and programs (ADIP).

ADPT reviews and concurs in responses to TIAs that in the judgment of the deputy director of

, the Division of Licensing Project Management (DLPM) should be elevated to the level of the j associate oirector (AD). ADPT is also responsible for ensuring that, as necessary, policy issues

- associated with specific TIAs or the overall TIA program are brought to the attention of the director of NRR.

. Associate Director for inspection and Proarams (ADIP)

ADIP seNes as signature authonty for all TIAs related to major issues pertaining to the subject areas under the purview of the division director for inspection program management and the

. division director for regulatory improvement programs. ADIP reviews and concurs in responses to TIAs that in the judgment of the deputy director of DLPM should be elevated to the level of the associate director (AD). ADIP is also responsible for ensuring that, as necessary, policy issues associated with specific TIAs are brought to the attention of the director of NRR.

Divlsica Directors The division directors routinely ensure that the overall program for TIAs is being properly implemented by their organizations and that needed resources are appropriately planned for in budget and operating plans.

f, ; . .

3 Reputy Director. DLPM The deputy director for DLPM approves and signs TIAs not elevated to ADPT or ADIP. The deputy director of DLPM is responsible for ensuring that the TIA program (including the associated internal NRR communications and interactions and the working relationships between NRR and those offices requesting support through the TIA program) is resulting in adequate responses within agreed-upon schedules. The deputy director for DLPM works with managers of other divisions to determine if a TIA response involves a major issue (warranting the notification of higher management and the concurrence or signature of ADPT or ADIP). The )

deputy director for DLFM will arrange for proper project manager (PM) assignments for TIAs not initiated by a regional office (including PMs reporting to ADIP).

P Project Director (PD) j Project directors in DLPM receive allincoming TIAs from their corresponding regional offices, i determine the scope of the action warranted, and manage the responses to TIAs. The PDs ensure that the need for the TIA has been discussed with the requesting office and that the requesting office, the PM, and supporting technical staff have reached a general consensus regarding the nature of the inquiry, the schedule for NRR's response, and th.e appropriate scope and depth of NRR's evaluation. PDs review and concur in all wntten TIA responses for their corresponding regional offices. PDs routinely work with assigned counterparts in other NRR divisions to ensure that processes and procedures, including this procedure for TIAs, are  :

working effectively and efficiently. The alignments are as follows: PD-1 with the Division of Engineering, PD-2 with the Division of Inspection Program Management, PD-3 with the Division of Systems Safety and Analysis, and PD-4 with the Division of Regulatory Improvement Programs. PDs ensure that TIAs related to major issues are brought to the attention of the deputy director for DLPM.

Technical Soecifications Branch (RTSB)

RTSB is given copies of and consulted with on TIA requests that involve TS interpretations.

RTSB reviews and concurs in TIA responses that involve TS interpretations and maintains a fi'e of all TS interpretations.

DLPM Section Chiefs To ensure that a TIA is appropriate, section chiefs in DLPM discuss issues with the requesting regional office before a written TIA is submitted. Section chiefs receive TiAs and assign lead responsibility for the TIA response to a particular PM. Section chiefs ensure appropriate concurrences on all TIA responses. To ensure that the TIA is fully responsive to the request, section chiefs ensure that the response to a TIA is discussed with the requester before issuance.

Branch Chief (BC)

Branch chiefs are assigned review responsibility for TIA responses in accordance with NRR Office Letter 303 and as descrioed herein, related to the branch chiefs areas of technical s

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responsibility. Branch chiefs review and concur in assigned TIA responses. Branch chiefs I- ensure that the technical staff responds to assigned TIAs in a timely manner in accordance with the guidance contained herein. Branch chiefs notify the division of regulctory improvement programs (DRIP) of any new generic issues warranting action in accordance with NRR Office Letters 500,503, or 504. Branch chiefs notify the appropriate PD of issues related to the assigned TIA that may warrant plant-specific backfitting in accordance with NRR Office Letter 901, or if the response involves a major issue.

Branch Chiefs or other managers outside of OLPM may be the first point of contact between a requesting organization and NRR regarding a potential TIA. Potential TIAs identified by NRR j managers outside of DLPM should be brought to the attention of the deputy director of DLPM as soon as possible in order to have a PM assigned and to ensure that the parties involved follow the process described in this office letter. i Project Manaaer(PM)

Project managers coordinate NRR staff efforts for an assigned facility, a generic issue, or a policy issue to ensure that the responses to TIAs are complete, accurate, and timely. Project-managers send copies to, and coordinate the work planning with, OE for TIA requests with enforcement potential. Project managers prepare work requests and coordinate priorities and schedules with the appropriate technical branch. Project managers ensure that input from technical branches and other organizations are incorporated into the TIA response and ensure ,

that appropriate technical branches concur in the TIA response (see NRR Office Letter 803 for additional guidance on concurrences). Project managers ensure that all regions and other interested parties are informed ofissues that may have generic applicability. Project managers prepare and concur in responses to TIAs for the signature of the deputy director of DLPM.

Project managers prepare and concur in TIA responses related to major issues for the signature of the appropriate AD.

Project managers ensure that all TIAs and their responses are distributed to all regional counterparts of the originating d! vision (i.e., if the TIA is from the Region i DRP, the response is sent to Region I and the other regional DRPs), to the appropriate NRR technical divisions, to other NRR PDs, and, as appropriate, to OE, the Office of Nuclear Regulatory-Research, or other intemal or external stakeholders.

Technical Staff 1 Individual technical reviewers ensure that the responses to assigned TIAs are complete, )

j accurate, and tirnely. The reviewers inform the PM of any needed changes in priority and  !

schedule for completion. In accordance with the applicable work request, the technical

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reviewers prepare responses to TIAs for concurrence of the BC and the signature of the deputy  !

director of DLPM or the ippropriate AD. '

DLPM Support Staff I

Support staff in DLPM will maintain a system for tracking NRR's performance in prepanng for and responding to TIAs, and for generating reports pertaining to the overall T!A program.  !

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BASIC REQUIREMENTS The handling of TIAs is one of NRR's primary means to support other NRC organizations.

Accordingly, NRR staff should consider the requesting personnel from regional offices or other NRC organizations in terms of them being a vital customer and should treat the requests in the same manner as other primary NRR responsibilities such as resolving licensing matters and responding to public inquiries. With this in mind, the NRR staff and managers should promote communications with the regional offices and other NRC organizations and ensure that inquiries from personnel in other NRC organizations are addressed in a professional and timely manner.

The guidance herein is intended to ensure that (1) the resolution of questions related to potential safety and compliance concerns are appropriately discussed with the requesting organization, j (2) the resolutions of the questions are appropriately planned, (3) the issues are adequately evaluated, and (4) the conclusions are communicated and documented. Each area is discussed in the sections that follow.

(1) Discussions Before Receipt of TIA Submittal of TIAs is not intended to replace the routine discussions that should take place among NRR staff, the regional offices, and other NRC offices. Such routine discussions ' involve the sharing of opinions; the evaluation (in a cooperative manner by regional and NRR personnel) of plant configurations and operating practices in terms of regulatory requirements, staff technical positions, and engineering good practices; and other exchanges that help accomplish NRC's mission. Occasionally, a more formal communication mechanism is desirable to ensure that a position is documented or to ensure that the response frcm NRR has been reviewed by appropriate technical staff and management.

Before a formal TIA is submitted, the requesting office and the NRR staff should discuss the .

issue by telephone. These discussions may obviate the need for a TIA or may clarify the request when it is forwarded. Those requests for a staff position for which the responses are very straightforward and obvious, that have been addressed by a response to a previous TIA, that do not have escalated enforcement potential, that are not policy related, or that are mutually agreed upon to have very low safety significance, can be answered by telephone or e-mail (concurrences are not necessary). When an issue is resolved without formal documentation, the involved staff should consider whether or not a memorandum to file should be prepared to document the intemal discussions. Specific examples for which it may not be necessary for the inquiring organization to prepare a formal TIA include:

. The staff has previously expressed a position (in a TIA response, regulatory guide, or other document) that is relevant to the issue being raised by the requester.

The risk significance of the issue raised by the requester does not warrant the expenditure of the resources associated with preparing and responding to a TIA.

A more efficient means of answering a question can be identified that does not compromise the NRC's regulatory function (e.g., relying on a licensee's or vendor's evaluation).

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v 6-As previously mentioned, the staff should ensure that the question or issue associated with a potential TIA has not been previously addressed by another TIA, a regulatory guide, or some other documented staff position. Searching for and identifying precedent staff evaluations maximizes staff efficiency and the consistency of agency actions. The search for a precedent evaluation should continue until the staff is satisfied that it has identified one or more appropriate preedents or that no appropriate precedent exist. Project managers have the primary responsibility for conducting a precedent search, but should also be assisted by technical staff familiar with specific technical areas. Various methods and tools for searching for precedent evaluations are discussed in Office Letter 803.

Notwithstanding the identification of an existing document that addresses an inquiry from a

• regional office or other NRC organization, the fact that questions were raised by the requesting office may indicate that a position or policy is not weil understood. The following options may be considered to restate a previously documented position:

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Proceed with a new TIA to restate existing policy and provide an update to current situations.

I Redistribute the documentation of the position / policy.

Send a reminder via e-mail to regional counterparts.

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Incorporate the existing position / policy into higher level documents.

i in the absence of a clearly defined staff position that addresses an issue or a precedent evaluation of a plant ccnfiguration or operating practice being questioned by a possible TIA requester, the following primary factors should be considered in pursuing a formal TIA:

the needs of the requesting organization to document communications with NRR (to support enforcement, close an inspection issue, or satisfy another regulatory function) a desire by NRR to formally document a position / policy

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the value of sharing information wiin other NRC staff and/or extemal stakeholders (including licensees)

Whenever the requesting organization and NRR staff do not agree on whether a formal TlA request is appropriate, the matter should be referred to managers in both NRR and the requesting organization. The following sections describe NRR's process for receiving and resolving TIA requests if the in!tial discussions conclude that a TIA will be submitted to NRR by another NRC office.

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r (2) Work Planninn in those cases in which a TIA is going to be sent to NRR by a regional o'fice or other NRC organization, it is essentiai that the NRR staff plan for the activity such that an adequate technical resolution can be achieved within the agreed-upon schedule. Before or immediately following receipt of a T1A, the project manager should perform and/or coordinate the following activities:

(1) Obtain a technical assignment control (TAC) number through the workload information and scheduling program (WISP). This provides a means of tracking the work.

(2) Ensure that the written TIA (including the technical issues, schedules, and scope and depth of NRR's response)is consistent with previous discussions and commitments made by NRR staff to the requesting organization.

(3) The staff should evaluate the TIA questions to determine the associated regulatory requirements, facility licensing basis, relationship to existing agency positions / policy, and the likely risk significance of the issue / problem. Upon identifying the background information, the staff should identify the specific questions requiring resolution to respond to the TIA (i.e., primary technical or policy questions) and should develop a work plan that defines the scope, depth, resources, and schedule of the remaining work (note that discussions preceding submittal of the TIA involved preliminary reviews and estimations of these matters).

(4) If review by the technical staff is requested, the PM will prepare a work request form to achieve and document a mutually agreed-upon work plan consistent with prior discussions with the requester. The PM should ensure that key elements of the work plan are captured in the WISP system.

Consideranon of risk insights, when provided by the requester or estima'ed by NRR, should also be incorporated into the development of the work plan for the processing of the TIA. Much of the work planning guidance described in Office Letter 803 may also be used in developing a work plan for TIAs. In particular, it is important to estimate and plan for the staff-hours that will be required to process the TIA. The resources allocated to address issues in a TIA should be consistent with the technical or regulatory complexity cf the issues and should consider the perceived risk significance of the subject plant configurations or operating practices.

The NRR staff will give TIAs a priority and a target completion date consistent with those agreed to with the requesting organization before receipt of the TIA [which should properly account for the risk significance and regulatory functions associated with the request (e.g., the enforcement potential of the TIA)). The handling of TIAs is one of NRR's primary means to support other NRC organizations; therefore, providing a responsive answer to a TIA within the established schedule is a key measure of NRR's responsiveness to other NRC organizations. Should there be a need to revise a schedule for responding to a TIA, the project director or other responsible manager should contact the regional office or the office requesting support to negotiate a change in the schedule, Any schedule changes negotiated with the requesting office should be documented in a memorandum to the deputy director of DLPM. If a revised schedule cannot be L2

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developed, or if for other reasons the schedule is expected to exceed the agreed-upon date, the issue should be elevated to higher levels of management for resolution. Following the resolution of proposed schedule changes, agreements between DLPM and technical branches should be

. documented in revised work request forms and be reflected in appropriate information and work

' tracking systems.

Givoa the importance of meeting the agreed-upon schedule, several measures of success are defined in Table 1. Performance measures for NRR's responses to TIAs may also be included in the NRR operating plan.

Table 1 - Measures of Success for Responding to TIAs Fiscal YeE Response to TIAs 1999 75% of TIAs responded to within 6 months of request 2000 & Beyond 100% of TIAs received have been preceded by discussions with the requesting regional office. These discussions resulted in mutual understanding of technicalissues, schedules, and scope and depth of NRR's review 95% of TIAs responded to by the date that NRR originally established with the requesting organization No TIA responses require revision due to technical misunderstandings or the misapplication of technical positions or policies (3) Conductina the Technical Review Once it is determined that formal technical assistance is needed, the requesting regional office should address the inquiry to the deputy director of DLPM (other offices may submit TIAs to their usual NRR interface and the receiving NRR organization will forward the inquiry to the deputy director of DLPM). Following assignment of the TIA to a specific PM, the PM will coordinate the request with the technical staff, RTSB, or OE, as appropriate. l l The NRR work request form (see NRR Office Letter 803) is used to coordinate the planning of l

' TIA reviews performed by technical branches. Project managers are responsible for initiating the work request whenever the TIA work planning determines that review by another branch is cppropriate. Project managers submit work requests to appropriate technical branches with sections c'ompleted to provide background information and describe the assistance being requested. On the basis of the discussions held and agreements reached before the submittal of the TIA, negotiations between DLPM and technical branches should be minimal. If it is 4 necessary to change a previously accepted work request form, agreements between DLPM and technical branchca should be documented in a revised work request form.

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9 The discussions between the requester and NRR staff shou ~id also determine any testrictions against or recommendations for interacting with a licensee or other exterr:al stakehdder during NRR's development of a response (including desired role of requesting office during such interactions). The value of ensurMg cleair and accurate informatior, means that interactions with licensees are encouraged unless there is a clear reason to protect the nature of the request and NRR's response (e.g., TIAs related to allegations). The staff should consider whether it would be appropriate to request a written submittal from a licensee or other external stakeholder in order to document the basis for a response to a TIA. As with other licensing activities, the staff should be sensitive to interactions with licensees in terms of regulatory impact, backfit concerns.

and ensuring information requests are required to make the regulatory finding.

In some cases, closure of the TIA may include a response that does not directly answer questions but instead refers an issue to other NRC systems, such as systems for generic safety issues, action plans, or operating plans. Office Letter 503 defines the process by which the NRR staff forwards issues to the branch responsible for resolution of generic issues (DRIP /REXB). The NRR processes for resolution of generic issues have the necessary steps and precautions for creating or changing NRC generic technical positions or policies. These processes include the appropriate involvement of senior NRR managers, interactions with stakeholders, possible creation of an action plan, and interfaces with NRC programs such as Generic Safety Issues (GSis) and Safety issues Management System (SIMS). While the NRR staff should answer as many of the issues raised in a h as are answerable given plant specific concerns and existing technical positions, the NRR staff should not circumvent the generic issues processes by establishing new staff positions in responses to TIAs.

The response to a TIA should clearly state which, if any, items are being referred to the generic I issues processes. If NRR proposes to defer reso'ution of an issue identified in a TIA by incorporating the issue into another formal system, the following determinations need to be addressed in the TIA response:

- There is no immediate safety concern requiring resolution.

- it is acceptable to defer in terms of NRC's regulatory function (i.e., no enforcement decision or other short-term action is dependent on the resolution of the TIA).

1 The issues being deferred by the TIA response are clearly captured by an established, l formal system and the specific issue can be traced to the incoming TIA.

The Office of the General Counsel (OGC) is responsible for official agency ,,1terpretations of the regulations and license requirements. Accordingly, if OGC input is needed, it should be ,

consulted early to ensure that the nature of the response is clearly understood '

The response to a TIA should address the questions raised in the TIA. To ensure that the response'does this, the DLPM section chief will ensure that a draft of the response is sent to the  ;

requesting office as soon as NRR has agreed to tne resolution of the technical or policy issues.  !

Assuming the requesting office agrees that their questions have been addressed, the formal TIA response should be issued. If the requesting office does not believe that the proposed response

' is sufficient to cddress an issue, the DLPM staff should arrange for additional discussions l

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between the evaluators within NRR and the requesters. A revised response should then be prepared to address the requesting office's concerns. If at all possible, such iterations should be completed within the originally agreed upon schedule.

t (4) Communication and Documentation of Response Followi .g the agreement between NRR and the requedung organization that the proposed response to a TIA adequately addresses specific questions or has appropriately referred concerns to NRR programs for resolving generic issues, the response to the TIA should be sent from the deputy director of DLPM (or appropriate AD if responsibility for response has been escalated) to the appropriste division director in the regional office.- Copies of the response should be provided to regional offices, other NRC organizations, and record management systems consistent with standard NRC document control policies.

Discussions with the requesting office prior to issuance of the TIA response should address the appropriate internal an.d external distribution of the response. In some cases, TIAs and their responses are considered predecisional and, therefore, should not be placed in the public document room (see NRC Management Directive 3.4, " Release ofInformation to the Public," for guidance on handling predecisionalinformation). In other cases, the response may be placed directly into the public realm in order to allow licensees and the public access to the evaluation.

Some situations may warrant sending the response to a TIA directly to a licensee or group of licensees in order to chare the staff's technical finding. Another option is tu. issue the TIA response to the requesting office and internal NRC distribution and make the document available to the public after a predetermined delay (e.g, the TIA response would be made public after the two NRC). weeks unless a reason not to was identified as a result ofits internal distribution wit Administration PMs and technical sta f should ensure that time spent responding to requests for technical assistance is tracked in accordance with the guidance in NRR Office Letter 303 ano the current "RITS Users Guide." 3 in addition to the tracking of TIAs and related staff efforts in systems such as WlSP end RITS, DLPM will maintain a database to support tracking of the staff's performance in cortparison to the established performance measures.

Effective Date This revised office letter is effective immediately.

References-

- NRR Office Letter 303, 'NRR Office Workload Procedures Manuar

. NRR Office Letter 500, " Procedures for Control:ing the Development of New and Revised Generic Requirements for Power Reactor Licensees" n

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-1l-NRR Office Letter 503, " Procedure for integrated identification. Evaluation. Priontization, Management and Resolution of Generic Issues ~

NRR Office Letter 504, " Procedure for Development, Implementation, and Management of Action Plans NRR Office Letter 803, " License Amendment Review Procedures" NRR Office Letter 901, " Procedures for Managing Plant-Specific Backfits and 10 CFR 50.54(f)

Information Requests" cc: W. Travers, EDO F. Miraglia, DEDR SECY RES H Miller, Pl L. Reye~s, Ril HR PUBLIC J. Dyer, Rlli E. Merschoff, RIV OGC NMSS  !

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