ML20211N428
| ML20211N428 | |
| Person / Time | |
|---|---|
| Issue date: | 09/02/1999 |
| From: | Spector A NRC (Affiliation Not Assigned) |
| To: | NRC (Affiliation Not Assigned) |
| References | |
| NUDOCS 9909100190 | |
| Download: ML20211N428 (26) | |
Text
_
September 2, 1999 MEMORANDUM TO:
File FROM:
August K. Spector, Communication Task Leader Inspection Program Branch (Original signed by:)
Division of Inspcction Program Management Office of Nuclear Reactor Regulation
SUBJECT:
PUBLIC MEETING ON REACTOR OVERS!GHT PROGRAM ISSUES MAY 12,1999 On May 12,1999, a public nieeting was held between the NRC and the NEl to continue exchanging information on the reactor oversight program. The meeting agenda, a meeting summary, a list of attendees and a copy of written information exchanged at the meeting are attached.
Attachments: As stated
Contact:
August K. Spector 301-415-2140 3
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- See previous concurrence.
To receive a copy of this dacument, indicate in the box: "C" = Copy without enclosures "E" = Copy with enclosures "N" = No copy s
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/99 OFFICIAL RECORD COPY 9909100190 990902 9 9.f 77 PDR REVGP ERGNUMRC k!b l
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NUCLEAR REGULATORY COMMISSION UNITED STATES 2
WASHINGTON, D.C. 2056tMm01 p
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September 2, 1999 MEMORANDUM TO:
File
@(jf k(
FROM:
August K. Spector, Communication Task Leader Inspection Program Branch Division of Inspection Program Management Office of Nuclear Reactor Regulation
SUBJECT:
PUBLIC MEETING ON REACTOR OVERSIGHT PROGRAM ISSUES MAY 12,1999 On May 12,1999, a public meeting was held between the NRC and the NEl to continue exchanging information on the reactor oversight program. The meeting agenda, a meeting summary, a list of attendees and a copy of written information exchanged at the meeting are attached.
Attachments: As stated j
Contact:
August K. Spector 301-415-2140 1
h i
, MEETING
SUMMARY
May 12,1999 The agenda for the May 17-20 Region I workshop was finalized and the agenda for the May 20 Executive Level Public Meeting as discussed and finalized. Approximately 50 participants are expected at the May 20 meeting. 'The Pilot Plant Evaluation Panel membership was discussed and finalized. NEl presented several FAQ and their procedure for answering them, it was agreed that NEl would share their FAQ with NRC. NRC presented a brief overview of its -
communication plan. It was agreed to have a briefing by NEl & NRC on communication plans at a future public meeting. The NRC gave a presentation on its supplement inspection program and distributed the charter.
I ATTENDEES Public Meeting -
May 12,1999 NE Tom Houghton John Bu+Jer NUCLEAR REGULATORY COMMISISON
' Don Hickman Alan Madison Tim Frye August Spector Jeff Jacobson Steven Stein Thomas Essig Michael Johnson R.L. Sullivan Lee Miller Steve Roessler l
Barry Westrich Morris Branch Peter Wilson OTHERS Lynn Connor, DSA Dennis Zannoni, NJ DEP l
i
AGENDA MAY 12,1999 1.
Finalize agenda for May 17-20 Public meeting in Region I.
2.
Finalize agenda for May 20 Executive Level Public Meeting in Region I.
3.
Finalize printing of PI manual draft update.
I 4.
Select industry Representatives for Pilot Plant Evaluation Panel.
1 5.
Discuss procedures for Coordinating Frequently Asked Questions between NRC & NEl 6.
Discuss present status of Communication Plan and coordinate Communication Efforts.
7.
Discuss Supplemental Inspection Program Charter 8.
Afternoon Sessions prepare for Region l Public Workshop May 17-20,1999, and review handouts.
9.
l
Changing Regulatory Oversight:
NRC's Formula for Reform Key Facts a Nine nuclear power plants issues, redundancy in consequence was that all nu-are poised to test a new fed-regulation, and ineflicient clear plants were subject to
/
eralinspection and oversight allocation of resources.
the same level of regulatory
'{ l program aimed at assessing oversight.
nuclear power plant perfor.
m The agency's reinvention mance more objectively and is designed to focus attention This compliance-oriented targeting issues most impor-where the risks to plant safety approach focused on such N U ( l E A I tant to safety.
are greater and devote less outmoded assessments as
! N E t G V regulatory attention to issues SALP and the " watch list."
e As the Nuclear Regulatory unrelated to safety; reduce Based on NRC performance ins 1iiuii Commission readies for a the burden for plants that indicators, however, plants June start-up of the pilot run safely and reliably and today that the commission has program, the agency is provide meaningful updates said warrant increased discarding outmoded and of nuclear plant performance regulatory attention actually inconsistent measures ofits to Congress, the public and operate at levels that, on 17 76 i SiX E11, N wcurrent oversight process.
other stakeholders.
average, are the same as the For example, the NRC has top quartile of nuclear plants a
""'" # "' " eliminated the " watch list" a Since 1992,the NRC has decade ago. Recognizing the 20006-U oa ofplants requirmg greater contemplated changes in its inconsistency, the NRC regulatory oversight and regulatory activities. Guided eliminated the " watch list"in "I'I"#"
suspended the Systematic by congressional concerns and April. It also has suspended aec.nei org Assessment of Licensee Public interest, the NRC is SALP reviews, which gave Perfonnance (SALP) review.
recasting its policies and plants numerical ratings for
-5D" procedures to more accurately plant operations, maintenance, m Experience drawn from the reflect the industry's high engineering and plan? support pilot program will permit the safety record and performance every 18 months.
NRC to evaluate and,if levels, spurred by its own necessary, modify the new standards of excellence.
Meanwhile, nuclear power P ants continued to make l
process before the agency launches an industrywide roll-hc @ und record improvements in plant out in 2000.
The NRC inspection program safety, reliability and perfor-has relied on diagnostic mance. For example,in 1998s a The NRC's new approach assessments of plant design unplanned shutdowns at i
I marks a fundamental depar-and equipment operation-nuclear power plants averaged ture from its cutrent oversight meaning that the NRC looked fewer than noe per yearper activities, which sometimes for potential problems and reactor, compared to six per result ininconsistent and causes, regardless of how a plant per year a decade ago.
P ant actually performed. The The NRC's traditional l
subjective treatment of safety
Changing Regulatory Oversight: NRC's Formula for Reform i
Page 2 of2-May 1999
)
assessment program has no indicators instead ofits past needed, and emergency j
regulatory measure to practice of analyzing inspec-preparedness.
i distinguish plants with high tion findings alone. If safety and reliability ratings, performance declines, The level of agency resources inspection efforts would to be applied in oversight will To address these and other increase to determine the depend on how a plant concems, the NRC created a cause of the decline. The Performs as measured by the new oversight process that baseline program will Performance indicators and will:
concentrate on plant activities inspection findings.
and systems with the greatest Ea nuclear plant fully meets
)
a Use objective measure-potentialimpact on public its performance objectives, ments of performance of safety and overall risk-an the NRC will apply routine nuclear power plants; approach that is " risk-s.
ts w di i[so inf s ri infonned a Give the public and the nuclear mdustry timely and receive NRC regional-or i
NRC's 6ee ov%ht areas-understandable assessments agency-level attention.
l mspection, assessment and of plant performance; enforcenietit-Each quarter, NRC inspectors a Avoid costly, unnecessary will review Performance of NRC intends to monitor plant regulation at nuclear facih-nuclear Power plants m each performance in three broad ties; and of the four regions of the 37 country based on the perfor-a Respond to violations in a mance indicators and a reactor safety, which consistent manner and relatne determines how best to avoid inspection findings. More to a violation s safety impact.
events and how to reduce the detailed plant assessment will The new inspection program consequence of potential be conducted during the final recognizes industry achieve-incidents; quarter of every year, th::
results of which will be a radiation safety for plant contained in a final perfor-3 w rkers and the public; and mance report to be given to inform the NRC's assessment NRC senior management and of potential safety risks' E pmtection ofplants against NRC commissioners.
Starting in June, the NRC will security threats.
test the process at nine pilot Thisfact sheet is also plants. All plants will receive, Within each of these areas, available on NEI's site at a minimum, a baseline NRC has identified key on the World Wide Web-inspection program that performance areas, or http:#www.nei.org-monitors plant activities as
" cornerstones," to monitor.
where it is updated an indicator of plant perfor-For example, the agency's periodically.
mance. The NRC will not reactor safety measures significantly reduce its include the integrity of oversight of plant activities, engineered barriers to but will base its oversight on radiation release, and the results of both inspection ability of safety systems findings and perfonnance to respond appropriately if
NRC To Update Reactor Regulations To Incorporate 30 Years of Experience May Facts u TheNuclearRegulatory B While there has been clear that NRC intends to address Commission is redefining its direction from Congress and are a plant's operation by the NRC to reform regulation adding provisions to 10 CFR
/{ g oversight of the nation's nu-clear reactors to more accu-in this manner since the early Part 50 allowing for alterna-rately reflect a substantial 1990s, only now is progress tives to existing requirements, body of data about nuclear evident. The tasks are large revising specific requirements plant performance.
and complex and require a to reflect lessons leamed from
" U t L i A I i n i I s y well-planned and prioritized decades of reactor operation, 5 Developing guidance,in-course.
and eliminating unnecessary
'"5I'I'II spection, enforcement and or ineffective regulations.
assessment procedures that The Need for Change measure safety and plant per.
The federal regulations that In addition to devising a tech-formance represent areas govern nuclear pov er plants, nical road map for converting 5UliE 4oo where the NRC has demon.
10 CFR Part 50, include such the regulations, the NRC must 17 76 I sir EII, N W strated the most progress, areas as reactor safety, main-develop clear defmitions that tenance and quality assurance.
are part of this new regula-0 A5 HIN CIO N, D C. E Yet, to achieve the safety tory approach, such as safety and economic advantages of These regulations rely on con-significance.
20006-37oe this new approach, the NRC servative engineeringjudg-20 2.7 3 9. 8 o o o must convert its long-standing ment developed prior to the By establishing definitions regulations, which govern the availability of accurate data consistent with insights on bulk of day-to-day operations that reliably and quantifiably measuring safety, the NRC
.wr>.
at nuclear power plants to re.
measure safety impacts of can mcorporate them, for ex-flect experience gained from reactor equipment and sys.
ample,into a revision of the
- tems, mamtenance rule, which es-more than 30 years of reactor tablishes NRC requirements operating experience.
Converting NRC's regulations for monitoring the effective-E NRC commissioners soon to the new modelis expected ness of maintenance at nuclear to result in even safer and powerplants. Ultimately,the i
are expected to release guid-ance for agency staffin devel-m re efficient plant operation.
definitions would be applied to otherimportant areas of oping an implementation
.8 expect &o regulations, such as quality Sta schedule and framework for.
laun h a study to detenu assurance and fire protection.
implementing regulations that the order and types of changes r quir d to incorporate expe-NRC staff also willlook to nhanc actor afety d for nence gamed from decades of NRC commissioners for guid-gg; reactor operation into NRC ance on broader policy con-regulations. Among the areas
Updated Regulations To incorporate 30 Years of Experience Page 2 of2 -May 1999 siderations, including the fol-lowing:
a Whether licensees should have the option of changing to the new set of regulations or staying with existing ones; e Whether to conduct pilot plant studies of the newly re-vised regulations before making permanent changes; and E A clear definition from commissioners of the NRC staff's authority to revise regulations.
Thisfact sheet is also available on NEI's site on the World Wide Web-http://www.nei.org-where it is updated periodically.
l m
J
Renewing Nuclear Power Plant Licenses J
Key Facts E in 1998, two utilities, Congress selected a 40-year a Nuclear power plants operate under 40-yearli-Duke Power Co. and Balti-license term for nuclear censes issued by the Nu.
more Gas and Electric Co.,
power plants because that clear Regulatory Commis-filed applications with the period was typical for am-sion. Modeled after federal NRC to renew the operat-ortization of an electric licensing terms for other ing hcensees of their 1 u-power plant. The 40-year
/
industries, the license can clear power units for e.n-term did not address safety,
'{ l be renewed and extended other 20 years. Another technical or environmental under the Atomic Energy half-dozen are expected to factors.
Act of 1954.
follow suit dunng the next few years.
Each nuclear power plantis licensed based on meeting a N U C L E A i M The operatinglicenses for 45 commercial nuclear u Utilities are expected to set of requirements called I n E a s y units will expire early in file a license renewal appli-the plant's " licensing basis."
the next century. The com-cation 10 to 15, years before A plant's licensing basis is panies that own those 12 cense exptration to allow an evolving set of require.
I "' 5 I ' I # I I plants soon must decide time for the NRC review of ments and commitments whether to pursue license the application and to plan that plant operators must renewal, or plan to retire f r electricity production achieve. Over time, as those plants and replace alternatives,if appropriate.
techno, logy adva,nces and operating expenence pro-5UITE 400 them with other generating E License renewal analy-vides new information, a capacity or electricity pur-1176 l SieIti, nw chased from another com-ses prepared by Baltimore plant's licensing basis may Gas & Electric and Duke be changed-when the pany*
OASHINGTON, D(
demonstrate that renewing NRC issues new require-a Nuclear reactors un-nuclear plantlicenses has ments and requires plant dergo thorough, ongoing the least impact on the en-modifications. These new 202.739.8000 preventive maintenance vironment compared to requirements become part and equipment tests, which ther options to replace the of the plant's licensing ba-e a c. n e 1. o r g often result in the routine electricity from existing sis. This industry commit-replacement of nuclear nuclear plants.
ment and oversight by the
.e.
plant components. With NRC ensures that a plaat constant equipment up.
Nuclear Plants Poised will operate safely.
datee, nuclear plants con.
for License Extension tinue to meet high safety U.S. nuclear power plants Driven by Economics i
standards, regardless of a operate for 40 years under Forty-five of America's plant's age.
NRC licenses. This term commercial nuclear units, was specified by Congress representing billions of a When a utility seeks re-in the Atomic Energy Act of dollars in capitalinvest-newal of a nuclear power 1954. The law was fash-ment, will reach the end of i
plantlicense, the decision is ioned after the Communi-their operating licenses I
based on economics. Among cations Act of 1934,in early in the new century.
l the considerations are fu.
which radio stations were The utilities that own these I
ture electricity demand and licensed to operate for sev-plants soon must decide the cost of other electricity eralyears and allowed to whether to pursue license supply options versus the renew theirlicenses as long renewal or retire those continued operation of a as the stations continued plants and replace them nuclear plant. (See chart to meet their charters.
with generating capacity or on p. 3),
i l
t
.P Renewing Nuclear Power Plant Licenses ihge 2 of 3-April 1999 electricity purebased else-1991. The agency required plant components are re-
- where, an applicant to identify placed on fixed schedules,
" aging mechanisms unique while others are used until In deciding whether to pur-to license renewal" that they wear out, and then sue license renewal, a com-could possibly affect the replaced. These activities pany will consider the safety performance of plant will continue for as long as plant's economic situation components and structures.
the plant operates.
-including its location, As the industry started the future capital costs and lo-background work to sup.
The situation is somewhat cal competition for electric-port renewal applications, different for passive, long-ity production.
it became clear the rule was lived components, which overly complicated and ex-were designed to last the On average, production pensive to implement. The life of the plant and may costs at nuclear porer industry requested that the never be replaced. License plants are second only to NRC improve the rule and renewal reviews will focus coal-fired lants, and ex-provided speci6c areas for on passive, long-lived com-tending t e license of a nt.-
Improvement. After careful ponents that are important clear plant makes it even consideration, the agency to safety-for example, the more cost-effective. At the agreed that the rule needed massive concrete contain-end of a nuclear plant's 40-improvement.
ment building that sur-year license, initial capital rounds the steel reactor costs for the plant willbe in 1995, the NRC issued a vessel and the vesselitself.
recovered. Incremental new rule that makes license costs incurred over the renewal more viable. In its The NRC's new process for originallicense term could revision, the NRC recog-licenae renewal will allow be amortized over a longer nized existing plant pro-more electric power compa-period because oflicense grams forinspection and nies to explore the option.
renewal-thereby reducing maintenance of components Under the old rule, a com-the cost of electricity. For and systems. The new rule, pany would have had to some nuclear power plants, which became effective in spend about $40 million license renewal represents 1996, shifts the emphasis just to prepare an applica-an inexpensive electricity from identifying " aging tion. Today's estimate is alternative for consumers, mechanisms" at the plant roughly $10 to $15 million, to managing their effects on and the costs may be re-As part of the plannmg the plant--a process a util-duced further by companies process to meet growing ity does from the time a working with each other on electricity demand, each nuclear power plant starts elements that are common company must make some operating, through exten-to plants of a similar de-assumptions about future sive maintenance and in-sign.
electricity demand and spection activities.
other powe supply options, Addressing including the availability To renew its nuclear plant Environmental Concerns and cost of power on the license for up to 20 years, a License renewal reviews market. Utilities are ex-company must demonstrate also will consider potential pected to file bcense re-to the NRC thatit can environmental impacts.
newal a plications 10-15 mana e aging effects ade-The NRC decided to amend years b re bcense expira-quate y durmg the renewal its enviornmental rotec-tion to allow time for NRC term. Some of those demon-tion rule to establi h re-review of the application stracions have been per-quirements for environ-and the pursuit of elect,ric-formed generically through mental reviews oflicense ity production alternatives, studies conducted by the renewal ap lications. The if appropriate.
Westinghouse, General agency sai many potential Electric, Framatone and environmentalimpacts of NRC's Renewal Process Combustion Engineering license renewal are com-The NRCissued its first owners groups and the m-mon to all nuclear power license renewal rule in dustry. Some nuclear power
1 l
i Renewing Nuclear Power Plant Licenses 4
lbge 3 of 3-April 1999 Nuclear License Renewal Is Best Environmental Alternative l
(At Calvert Oiffs Plant - Calvert diffs, Md.)
Effects License impact of Coal impact of Gas importing
)
Renewal at Same Site at Same Site Electricity I
Air Small Moderate-releaseof 3,600 Moderate - 386 tons Small to 1.arge -
tons 50Jyear;1,680 tons NoJyear. Offsets depends on technol-NoJyear;234 tons filterable necessary, ogy used to gener-particulates and 54 tons PMd; ate power.
1,170 tons C0/ yea. Offsets necessary for No, emissions.
Aesthetics Small Large - 3 new,200-foot power Moderate - new 100-foot Small to Large -if plant structures and 600-foot turbine building,230-foot new construction,is stacks potentiallyvisible for 40 exhaust stacks. Oosed-required.
miles in relatrvery nonindustrial-cyde cooling alternative ized area. Oosed-cycle cooling would introduce plumes afternative could also introduce and another noise source.
520-foot cooling towers and associated plumes.
Land Small-land Moderate-300 acres for power Small-60 acres for power Small to Large -
use changes block construction and coal pile; block construction; 10 new construction due tolicense 600 acresforwaste (ash and acres for pipeline con-could convert exist-renewal not scrubber sludge) disposal.
struction.
ingland use to l
likely.
powergeneration.
i l
Waste Small Moderate - 1.5 million tons of ash Small-due to little com-Small to Large -
Manage-and scrubber sludge a year, bustion or pollution con-depenas on technol-ment trol by products.
ogy.
Source: Nuclear Regulatory Commsssum, February J998 plants and could be have been the subject of regulatory authority on resolved for all plants considerable public review such issues as future gen-through the revised rule.
and comment.
erating capacity and eco-nomic competiveness, the l
The agency identified about In 1994, the NRC issued its NRC revised its approach I
two dozen other issues that first proposal for amending to environmental reviews to would require plant-specific the rule along with a draft avoid interference with en-reviews.
Generic Environmental ergy planning decision of Impact Statement. The rule state regulators and utility They include storage and took effect in 1996.
officials.
disposal of radioactive waste, some aspects of The NRC held regional This fact sheet is also water quality and use, ac-workships and public available on NEI's site quaticlife and endangered meeting shortly thereafter.
on the World Wide Web--
or threatened species.
As a result of state concerns http://www.nei.org-These proposed changes to about the amendments po-here it is updated the environmental rule tential intrusion on state periodically.
POLICY
-B R
I E
F Nuclear Power Plant Regulation Must Be Safety-Focused, Informed by Risk Analysis Key Facts a The shift to a new regulatory framework y
a The U.S. nuclear energy industry leads the also should recognize the appropriate use of g
world ir. safety and experience. The country's risk insights.
103 nuclear power plants play a vital role in provide 20 percent of our electricity and are a NRC inspectors working at each nuclear the largest source of emission-free energy.
Power plant allow the agency to monitor plant uact i ae operations every day. In addition, the nuclear i a i i s y a As residential electricity consumers begin energy industry, both through the plant owner to choose their electricity suppliers, nuclear and the Institute of Nuclear Power Operations energy's competitiveness may be affected by ONPO), continually performs plant evalua-a major uncertainty--outdated federal regu.
tions and self-assessments.
lations that do not focus efficiently on what is most important to protecting public health and a The industry is committed to excellence in 5enE oo l
P ant operation and safety. Through a blend of safety. NRC regulation often fails to credit P ants for outstanding performance and often Peer review and information exchange as well l
I176 15itEIT, Nw devotes the same amount ofeffort and as industry and government oversight, the WA5HIN H oN, D(
resources to matters ofleast safety signifi.
nuclear energy industry is one of the safest 2ooo6-37oe cance and those of great safety significance.
industries in the United States.
2n.73Lsooo a Although the NRC has undertaken incre-
' Given the growing importa. ace of elec-www.nei.org mental reform, the agency must embark on a tricity in the U.S. economy, congressional comprehensive plan for regulatory reform that oversight of nuclear regulatory reform is im-4>
recognizes 40 y ears of safe nuclear plant Portant to ensure a fair transition to a more operation and better focuses on those aspects competitive electric industry.
of plant operation most directly linl:ed to safety.
A Broadly Regulated ladustry a In addition, the NRC must establish safety The forces of market competition are re-standards that are risk-informed so that the shaping the entire electricity, dustry and m
agency can focus resources on sysiems and dnymg down h cost of eleedcity. Nuclear components that are significant to preserving Power plant competitiveness will hinge, m plant safety. Improvements in reliability and Part, on how well federal regulations keep safety during the past 15 years indicate that Pace with changes m the mdustry.
the nuclear energy industry has gained great experience from improving plant operations.
The NRC issues licenses for the construction and operation of nuclear power plants and regulates day-to-day operation of these
4 Nuclear Power Plant Cegulation Must Be Safety-Focused, I
Informed by Risk Analysis Page 2 of4-February 1999 facilities. Other federal agencies, including the plants were complex and prescriptive. They Environmental Protection Agency, the Federal are even more so today.
Emergency Management Agency and the Transportation Department, and a majority of However, the NRC is re-examining its regula-state and local agencies, also regulate various tory approach and has made incremental aspects of the industry.
changes to improve industry regulation. Still, the agency must take concrete, measurable Part of the NRC's oversight includes steps as part of a long-term plan, such as with developing and implementing rules and its broad-based Part 50 regulations of plant regulations for a broad range of activities design bases that NRC staff presented to com-at nuclear power plants. But the agency is missioners on January. Improvements must be operating under virtually the same regulatory made in the following areas:
approach today as it did when the industry first emerged 45 years ago.
m Regulatory requirements and guidance should be based on objective standards of The Need for Regulatory Reform plant performance and experience, thereby In 1979, the President's Commission on the eliminating subjective and inconsistent Accident at Three Mile Island identified the interpretations.
need for regulatory improvement. The Kemeny Commission, appointed by then a Eliminating the use ofinformal regu-President Jimmy Carter, concluded that "the latory instruments that often result in utilities' NRC tends to focus industry attention complying with NRC staff directives in ways narrowly on the meeting of regulations rather that often exceed formal NRC regulations.
than on a systematic concern for safety."
u Streamlining its licensing processes. The NRC must be responsive to market forces that At least five other independent reviews of the NRC's regulatory practices echo the Kemeny require swift action on license transfer report's conclusions. The agency's internal requests when a plant's ownership changes or examinations also have recommended im-when nuclear plant operators seek to extend provements in its regulatory scheme. For ex-the operating period of their reactors. A competitive market also requires an efficient, ample, a 1981 Regulatory Impact Survey by Predictable and timely license renewal process senior MRC management reviewing the safety impact of regulatory activities determined that and oversight procedures.
}'notwithstanding the competence and good mtentions of the [NRC] staff...the pace and re of regulatory actions have created a The nuclear energy. dustry supports a strong, in poential safety problem of unknown dimen-safety-focused regulator. Yet the NRC's as-sions.,,
sessment of nuclear power plants has proven difficult because the federal agency lacks a NRC's regulatory procedures are rooted in the Precise definit,on of safety and adequate pro-i 1950s, when knowledge about nuclear safety tection. Instead, the agency presumes that and nuclear plant operating experience was nuclear plants are safe if they operate with,m first evolving. In 1979, the Kemeny Commis-then approved, engineered designs (known as sion found that regulations for nuclear power
i p
)
Nuclear Power Plant Eegulation Must Be Safety-Focused, Informed by Risk Analysis Page 3 of4-February 1999 a plant's design basis) and meet agency mentation of the rule involved ranking the regulations, risks of plant systems and components, NRC's inspections resulted in violations that focused The lack of a precise definition of safety, on items of marginal safety significance.
according to the General Accounting Office, has posed difficulties among NRC inspectors- ~.
NRC Must Transition to a Risk-informed
)
in distinguishing the level of one plant's per-Regulatory Approach formance from another, and ofter has prompt.
As competitive forces reshape the electric ed them to issue subjective decisions regarding utility industry, the NRC must adopt a regu-plant perfonnance.1 latory approach which takes into account plant operating experience and new technologies, Continued congressional oversight of the NRC such as risk modeling.
has prompted the agency to re-evaluate how it regulates licensees and has led to greater use Each nuclear power plant undergoes a detailed i
of plant performance indicators and to adopt a NRC assessment every 18 months to review system that measures an acceptable level of plant operations, maintenance, engineering risk while maintaining public health and and technical support activities. In addition, safety. This progression toward risk-informed the nuclear energy industry has developed a c'ecision making requires the NRC to define peer-review process for certifying plant safety cq de, measurable terms.
assessments that would make it easier for utili-ties to use their probabilistic safety studies in
'I he.sdoption of risk-infc.med, performance-regulatory applications.
br ed regulations ensures a more predictable s
assessment and enforcement process, and This transition to a risk-informed inspection j
marks a necessary departure from prescriptive, program will help the NRC reduce inspection compliance-oriented regulations that provide a hours by 20 percent and focus resources on more limited safety benefit.
risk-significant activities.
Requirements That Focssa on Safety Redefining NRC's Focus on issues The NRC's regulatory actions often do not important To Protecting Public Sofety provide enough added safety benefit tojustify in response to congressional oversight, the the cost ofimplementation and enforcement.
NRC also is modifying its enforcement The NRC must focus its regulatory require-program so that it spends less resources on ments on those areas that provide the greatest Level IV violations-those ofleast safety safety benefit and reduce unnecessary burden significance.
on plant operators. Emphasizing strict adher-ence to all NRC requirements, some of which Nuclear plant operators have been penalized may not be safety significant, results in an in-based on a zero-defect threshold at a time ineffective use of federal resources at a time when industry safety, reliability and econo-when the White House is focusing on stream-mic performance are at an all-time high. For l
lining government.
example, in 1997, the median value for un-l planned automatic shutdowns at U.S. nuclear For example, the NRC conducted plant in-power plants was O per 7,000 critical reactor spections after it issued a performance-based operation hours, down from 7.3 in 1980, ac-maintenance rule in 1991. While the imple-cording to the World Association of Nuclear
'GAOff-RCED-98-252, P.5.
i
O l
Nuclear Power Plant Regulation Must Be Safety-Focused, Informed by Risk Analysis Page 4 of4 -February 1999 Operators. Regulating to a zero-defect thres-Like most federal agencies, the NRC must hold results in a broad spectrum of require-undergo fundamental change in the way it ments that presumably are equally important regulates the industry so that it focus -
but that ultimately may detract from safety.
those regulations most important to sas.y.
This reform is necessary if nuclear energy is to Since July' 1998, the number ofleast signifi -
. remain competitive and supply clean cc.nt safety violations-Level IV-was greatly electricity to 65 million American homes.
reduced at nuclear power plants compared to Level IV violations in 1997. The NRC should continue to revise its enforcement policy to The Nuclear Energy Institute is the nuclear better focus on matters ofimportance to main-energy industry's Washington-basedpolicy taining public safety. More specifically, the organization. Thepolicy briefand ad-agency should establish a method for identi-ditionalinformation about nuclear energy fying minor discrepancies in a non-violation are available on NEI's Internet site at category.
http://www.nei.org Wanted: Sensitde Regulation That Recognizes Safe Plant Perferniance To regulate more effectively, the NRC must undergo fundamental reform so that agency activities are more attuned to the experience and improvement gained from 40 years of nuclear power plant operations and the rapid changes affecting the industry it regulates.
By adopting risk-informed regulation and mapping out five-year strategic plans with measurable goals, the NRC would use nuclear power plants' operating experience and analy-tical tools to match design and operational issues with their relative importance to pro-tecting public health and safety.
The NRC's new regulatory culture also should promote a performance-based approach-that is, regulation that focuses on results, rather than procedures, as the primary means for oversight.
Nuclear energy is the nation's largest source of emission-free electricity, and will continue to be vital to the nation's energy portfolio as U.S. leaders strive to meet energy and environmental goals that are inextricably linked.
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o NRC Sharpens Safety Focus of Nuclear Power Plant Enforcement Policy Key Facts a The Atomic Energy Act a The revised oversight of enfortement to reflect the of1954 and its amendments processes-inspection, assess-safety significance of viola-charge the federal govem-ment and enforcement-will tions.
l ment with ensuring the safe use the same thresholds to operation of the nation's nu-measure an issue's signifi.
The need for this refonnis clear power plants.
cance to safety.
highlighted by the fact that 94 N U C L E A R percent of violations-1,427 m The Nuclear Regulatory a Continuedcongressional of 1,519-had little or no Commission, an independent oversight will ensure that irg-safety significance, according insiiiu1i federal agency,is responsible ulatory reform remains an to 1997 figures from the NRC.
for licensing and monitoring NRC priority wellinto the Those violations, however, nuclear power plants. At the next century, were far from indicative of urging of Congress, the NRC industry performance. During 5Ulti 4oo is reexamining its regulatory New Process Reflects the same year, nuclear power process to account for record Safety Significance plants experienced a steady Of Violatlens 17 76 1 5MEH, NW performance in industry safe-upward trend in performance.
OA5HINGt0N, D(
ty, reliability and manage-Until recently, the NRC's In fact, NRC data reflects a ment and to adapt to the enf reement process has much improved level of safety electric industry's transition f cused attention solely on performance---evide' t by the 2HH-37H n
2 0 2.7 3 9.I o o o to a competitive market.
regulatory compliance. In marked decrease in signifi-addition, escalated enforce-cant events at nuclear power eaw.nei.org a Comprehensive NRC re.
ment actions were used t plants. For example, the form is intended to incorpo.
send regulatory messages number of unplanned auto-rate risk insights and yield a through heavy sanctions.
matic reactor shutdowns at stable, predictable, t afety.
The NRC has not been clear nuclear plants has fallen from focused regulatory environ-or consistent in its approach, a median of 7.3 per nuclear ment.
resulting in different enforce-plant in 1980 to zero during ment treatment of similar the past two years. And nu-u In keeping with this issues across the four NRC clear plant capacity factor, goal, the NRC is revising regions.
which measures the percent-its enforcement policy to age of electricity a plant has incorporate risk insights, Long-standing concerns by thereby focusing licensees Congress, the industry and generated, has improved by 40 percent since 1980.
and the NRC more clearly other stakeholders prompted onitems with a direct impact the NRC to consider simpli-In March, the NRC took two on protecting public health fying the enforcement pm-Significant steps toward and safety.
cess and sharpening the focus fundamentally refonning its
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NRC Sharpens Safety Focus of Nuclear Power Plant Enforcement Policy o
Page 2 of2 -May 1999 enforcement policy. First, a notice of violation that re-Enforcement reform will yield the NRC issued an interim quires the licensee to submit additionalimprovements. For enforcement policy and a formal written response.
example, using enforcement procedure on levelIV vio-Typically, a civil penalty as a complement to other lations-those ofleast will not be issued unless the agency actions willlead the safety significance. The violation involves willful-NRC to more effectively use new approach recognizes ness, actions that may have its resources without creating that levelIV violations have an impact on the NRC's unnecessary regulatory burden little or no risk significance.
ability to carry out its over-that yields little or no safety The NRC's treatment of these sight responsibility or actual benefit.
violations has changed so consequences, such as an By simplifying the process that licensees no longer are overexposure.
required to provide the NRC for determining when en-with a formal response to The proposed enforcement forcement action will be violations oflittle risk signifi-Process would institute many taken, and making the bases cance. Licensees will address important reforms. In contrast for enforcement action more these violations through their to previous practice-the predictable and understand-corrective action programs significance of each violation able to licensees and the and determine their priority will be determined without public, the agency will gain based on their relative safety taking into account a licen-greater credibility as a strong significance.
see's historical performance.
regulator.
Since enforcement action will Second, the NRC has unveiled be based now on objective The pmposed enforcement a proposal for more compre-criteria, the results are far policy reform supports a goal hensive enforcement policy more likely to be consistent, that NRC Chairman Shirley reform, which includes the predictable and understand.
Jackson shared with members interim changes to treatment able to licensees and the of Congress in 1998: that of oflevel IV violations. The public. These features should establishing a " regulatory proposalis designed to ensure lead to increased public framework that is more risk-that future enforcement ac-confidence.
informed with areas of high-tions are consistent with the est risk receiving the greatest proposed inspection and Overarching Goals focus and that is more results-Enforcement reform com-oriented."
assessment processes. The P ements the NRC's new l
revised enforcement process would permit NRC staff to nuclear plant inspection and Thisfact sheet is also evaluate the significance of a assessment processes, both available on NEI's site violation in the same way staff of which use risk insights to on the World Wide Web-evaluates the results of plant evaluate plant performance.
httpr//www.nei.org-inspections, and to tie enforce.
where it is updated Shifting the focus of NRC periodically.
ment action to the safety enf reement activities based significance of the violation.
n the same nsk msights will When the NRC finds a redirect agency and industry violation that is considered res ur s to matters that most "significant"-a level III and directly protect public health above-the agency willissue and safety.
e I
COMMUNICATING THE TRANSITION l
4 A COMMUNICATION PLAN General overview:
i The NRC is in the process of developing a risk-informed approach to oversight and inspection of reactor licensees. The approach utilizes the best of current inspection practices and the best of risk informed processes.
"Ihe need for change has been brought about by intemal NRC introspection and initiative, maturity of the inspection and operational programs, external stakeholder desire to improve the licensing process in terms of a
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maturing industry and changing economic and regulatory environment. However the true measure ofprogram
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success is how well the people who carry out these plans and changes communicate with one another, both intemal and external stakeholders. The communication plan provides an approach toward achieving these ends.
Objectives:
+ Provide accurate and timely information
+ Create positive stakeholder perception
- Deal with negative perceptions, dispel rumors, and reduce uncertainty
+ Cooperate with stakeholders at all levels and maintain positive relationships
+ Assist in the inevitable cultural transition of agency stakeholders and others Message Development:
+ Obtain facts about new approach and quickly distribute to stakeholders
+ Develop analogies or stories which will help communicate to stakeholders through verbal and non-verbal visualization
+ Provide consistent messages by various communicators outlined in the Communication Plan process
+ Provide factual, unbiased, and balanced messages
+ Distribute the message to internal stakeholders working from the top down, bottom up, and middle outward.
+ Encourage feedback to Senior management by all levels (top, bottom, and middle)
+ Provide a planned / structured communication approach which corresponds to the various stages of Transition Task Force implementation.
Key policy messages:
- 1. Maintain safety by establishing a regulatory oversight framework that ensures that plants coatinue to be operated safely. In addition to safety, the word maintain is a key word of emphasis. The mesuge we must get across to our staffis that NRC inspectors have done an excellent job during the past twenty i
i years, but due to a maturing industry a more risk infonned approach is now required. This approach is based upon the work performed in the past by agency employees and will be maintained by continu :d inspections based upon risk informed processes. Safety is the foremost consideration and that this is clearly communicated.
- 2. Enhance public confidence by increasing predictability, consistency and objectivity of the oversight process so that all constituents will be well served by the changes taking place.
- 3. Improve effectiveness and efficiency of the oversight process by focusing agency resourcer and licensee resources on those issues with the most risk-significance. This will result from new approaches to oversight which allow focus on areas of greatest concem.
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- 4. Reduce unnecessary regulatory burden as the process becomes more efficient and effective.
Stakeholders Identified: There are five levels of stakeholders between Extemal and Internal constituencies.
Intemal Extemal Group A: Headquarters within NRR, Group D: State Program Offices, Congress, RES both management and non-Legislatures management Group B: Other Headquarter NMSS, Group E: Press, Public Interest Groups, other both management and non-Industry Groups (NEI, ANS, INPO, etc.),
management Individual Utilities Group C: Regions both manage, ment and inspectors Some current stakeholder communication issues:
Internal Stakeholders: To keep NRC employees informed of current program activities, enhance their understanding of technical approaches being develokd, help make the process of change / transition run smoother, seek and respond to comments / ideas of employees to improve the process, to reduce common fears among staff which arise during any period ofprofound change.
+How will this affect job security, work activities, information flow, performance appraisal, responsibility, self-control of personal destiny, etc. by current NRC personnel, especially Regional inspectors.
+ Timeliness of process / policy development and conflict between existing policy and new or interim approach.
+ Identification of top management support (HQ and Regional) for new effort.
- How will the new process affect self-esteem of agency, inspectors, technical staff, etc. as compared to current approach. Will management demonstrate empathy and caring of employee needs/concems?
+ How will employee deal with the potential change in inspection approach in addition to all the other changes being brought about within the organization (i.e., NRC Reorganization, new management appointments, changes in Commissioners, etc.)
+ How will budget and other resource declines affect me and my work activities?
External Stakeholders: To keep public, industry and interest groups informed of current program activities, enhance their understanding of technical and policy issues, seek and respond to comments / ideas of various groups in order to improve the processes.
+ How will the new process affect plant operation, intemal plant processes?
+ How will new process affect compensation of key plant managers / employees?
+ What influence will potential Congressional oversight have on NRC activities?
+ How will we work under a potential duel system of regulations?
+ How will the plants participating in pilot study be evaluated before, during, and after the pilot?
Formation of opinion leader groups.
A number ofintemal groups are to be established designed to help transmit messages throughout the agency and to provide feedback to Senior management and the Transition Task Force. Among these will be a Change Coalition and an Executive Forum made up of senior members of the Change Coalition.
r Chrg; Ccditib. The Change Coalition is considered the " voice" of the agency as it transitions from P
4-the current regulatory framework to a risk-informed oversight process. Chosen because they are considered " opinion leaders" among their peers, Change Coalition members will facilitate communication with employees of the agency and provide interpretative feedback to the Transition Task Force in its effort to develop the oversight program. They will act as positive examples and role models for our intemal stakeholders related to the transition process. It is important to bring senior management's message directly to working levels within the organization, hence the Change Coalition will be an important vehicle toward achieving this end. Change Coalition members will be given the
" Change Coalition Backpack," a guide consisting of essential information about the transition. The Backpack will be periodically updated in order to keep change coalition members current.
Change Coalition Executive Forum: will provide high level regional oversight and a global perspective to the change process and feedback to the Transition Task Force and Senior IIQ management. The Executive Forum is made up of the four Deputy Regional Administrators. The Executive Forum will act in an advisory capacity, will actively participate in Commission presentations, will meet approximately every three to four weeks. 'Ihe purpose of the executive council is to provide regional leadership as the agency transforms to a risk-informed oversight process. The Executive Forum will provide advice and guidance to HQ, but not establish requirements.
Role of First Level Supervisor:
The Transition Task Force recognizes the importance of first level supervisors in supporting cultural transition, especially within NRR and Regional Offices. They have a key role in communicating to their staffs information about the changes which will be taking place within the agency. The first level supervisor maintains close contact with employees and are respected by them, hence it is considered important to have the supervisor actively involved in the transition process and to provide a positive role model during the process of transition and beyond. The Transition Team, through direct contact and through the Change Coalition, will keep agency supervisors informed and provide them with information which they may pass on to their subordinates. We expect the supervisor to keep Change Coalition members informed of employee issues which will be brought to the attention of the Transition Team.
Working with External Stakeholders:
The agency has developed positive and long term relationships with extemal stakeholder groups. Among these are NEI, various public interest groups, industry manactment, State Program Offices, and,'to varying degrees legislative bodies. These relationships will be maintained and strengthened throughout the process. Regular periodic public meetings have been held and scheduled providing these groups an opportunity to provide constructive input to the Transition Task Force and to the Commission. In addition, agency management has supported professional and industry activities by providing presenters at conferences and meetings sponsored by these groups (and co-sponsored with the NRC). These efforts will be continued. The attached schedule provides currently planned activities.
Pilot Projects:
The Transition Task Force will conduct nine pilot projects throughout the country in conjunction with various utilities. These pilot projects will be designed to test new approaches developed by the agency.
It is planned that before each pilot project a public meeting be held with the full participation of the utility. These meetings will provide NRC and the utility management an opportunity to inform local citizens and interest groups of the changes to take place, and to solicit public input.
I
F Internal Stak: holder meeti:gst Each Region holds several inspector " counterpart" meetings during the year. Transition Task Force members have been scheduled to give presentations at these meetings in order to transmit key messages, update staff on current activities, and solicit input from field inspectors and Regional staff. Senior Task Force members and HQ Senior management will present at these sessions, hence demonstrating top management support of the transition efforts.
Small group information sessions:
Transition Task Force members and Change Coalition members will periodically visit hegional and liq offices to provide small group information sessions with front line employees. 'Itese sessions will be conducted in an informal manner and provide an opportunity for NRC employees to share their views, provide constructive input to the process, and to be kept informed of current events. It is important that these small group sessions be properly orchestrated and provided on a timely fashion. These informal small group sessions provide an excellent opportunity to reduce any cynicism and encourage the formation of the cultural change within the agency.
Electronic Communication:
Today communicating electronically with both intemal and extemal stakeholders is key to bringing key messages and to solicit input / feedback. We will establish a WEB page, known as the E-PAGE, for both intemal and external use which will describe key messages, maintain up-dated information, provide links to other WEB pages, and provide contact sources for additional information. (These sources will be coordinated with Public Affairs.) The E-PAGE will be coordinated with both Public Affairs and the EDO communication activities, in order to provide consistent messages. We expect the E-PAGE to be i6 operation by early March. In addition to the E-PAGE, we are considering issuing computer disks and/or CD-ROMS of the information on the WEB pages so that those who do not have access to Intemet facilities can access the information.
The Transition Task Force is planning to produce two short documentary TV videotape programs which will depict the entire transition process and explain the reasons for change, wht.t the changes will be, and show the progression of the pilot project. This tape can be used both internally and externally enhancing the understanding of our stakeholders.
Public Affairs Interface:
It is important to establish and maintain a working relationship with the agency and Regional Public Affairs Offices. We have established this relationship and have maintained contact. Public Affairs has developed several written overviews about the Transition effort. These have been reviewed by the 1
Transition Team. The first plain English overview was published in February 1999 as NUREG-1649 and distributed at the Regulatory information Conference on March 4.In addition, Public Affairs will periodically issue press releases to inform the public of current events. Public Affairs will be conducting briefings with the media designed to inform them of program activities and supply them with i
background data. The Transition Team will provide assistance in tbis effort.
Internal Written Communication:
In addition to the internal E-PAGE, several internal written communication vehicles are planned. The February issue of the NRR newsletter had a featured article about the Transition Task Force and its j
efforts. We are planning a four page feature story in an upcoming issue of the NR&C Newsletter which i
will describe the process and include photographs and pictures to promote interest. We expect to
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reprint / overprint copies of this spread to be used in future communication efforts. In addition, we are l
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considering including a cne page up-date article in the June, September, November, end knuary (2000) issues of the NR&C. It is our desire to have print materials and slides used in communicating this effort G
to be professional looking and consistent.
Interface with EDO/ Commission Staff:
In order to maintain communication links with the EDO and Commission staff the Transition Task Force will periodically brief technical staff members. These briefings will solicit input from staff members in addition to keeping them up to date.
Interface with Training:
A member of the Transition Task Force will be responsible for developing training plans and activities directed at the technical staff. These activities will not only funher knowledge and understanding of new approaches, but will assist in bringing about the cultural changes which will naturally occur.
Schedule of events planned at this time: See attached l
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industry Representatives on NRC Pilot Program Evaluation Panel David Garchow General Manager, Salem Operations Public Service Electric and Gas Company P.O Box 236 (MS S05)
Hancocks Bridge, NJ 08038 609-339-2900 dgarchow@pseg.com Masoud Bajestani Site Vice President, Sequoyah Station Tennessee Valley Authority P.O. Box 2000 Igou Ferry Rd Soddy-Daisy, TN 37379 1
423-843-7001 mbajestani@tva. gov George Bames Acting Station Manager Quad Cities Generating Station 22710 206* Ave. North Cordova,IL 61242 309-654-2241 x2212
? georgept,ames@ucm.com Jim Sumpter Supervisor, Nuclear Licensing and Safety Nebraska Public Power District Cooper Nuclear Station P.O. Box 98 Brownville, NE. 68321 402-825-5663 jrsumpt@nppd.com Steve Floyd Director, Regulatory Reform and Strategy Nuclear Energy Institute 1776 i St. NW l
Washington, DC 20006 202-739-8078 sdf@nel.org
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Supplemental inspection Program Development Charter The purpose of this task is to develop guidance for implementing supplemental inspections due to licensee performance concerns as captured by the NRC's," Assessment Action Matrix." In developing the supplementalinspection program, the following attributes should be considered.
The supplemental inspection program should:
provide clear guidance as to when supplemental inspections should be pekrmed; focus NRC resources on those aspects of performance having t impact on risk significance; g
minimize unnecessary burden on licensees;
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provide assurance that root causes of risk sign. [} ti s are well un Wh ensure that extent of condition of risk significant degradations is identified; ggg;4 provios assurance that licensee corrective a s to adsdrisk significant issues are sufficient to prevent recurrence;
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NY provide the public and other stakeholderswith, clear'and accurate information regarding the safety of commerciallight wa reacto
- $.wgf Qy provide guidance as to what leme inspection procedures should be performed when performance indicator $ Nils not rep 6rted or tiid performance indicator data is determined to be unreliabiW' Overview of Suaoested sam [e[ntal In= 'l 1Lacroach 4
The NRC's % revised over/W$Rsight process inco%MWrporakes a baseline insp intended ' o be the^minimallnepection effort required to assure a reactor plant licensee is t
' adequately rnaintainirig public health'and, safety. This oversight process is designed to engage NRC inspection assets in an increasing' manner when risk significant performance issues are identified, eithir by the'aignificancettetermination process (SDP) or when performance indicator ttirssholds are exoseded. Accordingly, following the identification of an inspection findingiisegorized as hek eignifkiant (i.e. white, yellow, or red) via Table 2 of the SDP, or when a performance indicatorW ds the " licensee response band" threshold, the NRC regional office'will assess the nah fA supplemental inspections. The scope and breadth of these irspsetions will be bas 4d upon the guidance provided in the " Assessment Action Matrix" and the." Supplemental l#ection Selection Table"(attached). The specific supplemental Mns implenionted will be based upon the risk significance and associated level of NRC concom regarding the pertinent issues or performance degradation. The supplemental inspectionspap include: a basic root cause inspection; expansion of the baseline inspection sample-(as necessary to determine extent of condition); a focused team inspection (to assess performance in the specific comerstone area); or a broad scope multi-disciplined team inspection which would include inspection of multiple comerstone areas and inspection of crosscutting issues.
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5 Follow-up to events will initially be performed using the event follow-up procedure which is part of the baseline inspection program. This procedure willinvoke the use of the SDP to provide insighP into the risk significance of the issue. Events determined to be risk significant using the event follow-up procedure will be entered into the appropriate column of the Assessment Action Matrix and will be considered for additional supplemental inspections (including potentially an AIT or llT) in order to verify that the root causes and extent of condition of the event are understood and that appropriate corrective actions have been taken. If the event i found to be non-risk significant, additional supplemental or reactive inspections would gener
'not be performed. If more information is required before a determination of risksign. ~nce can be made and the event appears to be potentially risk significant, a reactivfe "
inental inspection such as an AIT, llT, or other informational gatherlrig type $ctivity sihould be considered in accordance with NRC Management Directise 8.3 (to bejoyised)l?Potentially significant events would typically be those events that gould be cate ' ' zed (as whitogr gr when run through the SDP, events with potentially genMc risk '
cance, or events present a high public interest.
For instances when licensees choose not to report perfopanoe indicator data, or for instances when performance indicator data is determined to be unreliable,' supplemental inspections will be conducted to provide the NRC with equivalent infonhIationRorderiocomplete its assessment process. Implementation of this class of supplementalinspection procedures will be on a case by case basis and will depend onpapecific nature'of the 'sisue (i.e. either i
licensee chooses not to report Pls or Pi datagunreliable)htt.is exp,$cidd that in most instances, questions concoming the adequacy of Pl' data will beJasolved with the licensee prior to a need for supplementalinspections. /'
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The following Table provides guidar$ejor usein determi *g the appropriate supplemental inspection response. The first rovf6f trie Tateis extracted from the Assessment Action Matrix and all definitions pertaining to thresholds f the action matrix are applicable here as well.
numb [r of situations, a single category three (i.e. red) 0%W A
Note: It is expected that e
inspectioiffinding will be identified that is n'ot indicative of overall licensee performance; however7such isodes do representTa degradation in the margin for protecting public health and safety. Therefore,ithi supplernental inspections selected should, at a minimum, include those inspections tha would ally 6e ented for a category two inspection finding.
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Sucolemental Insocction Selection Table One white input or Two white inputs or Repetitive two white inputs in one yellow input in degraded different a single cornerstone, cornerstones cornerstone or multiple degraded three white inputs cornerstones, in a strategic multipleWlow performance area j inputs',4r any red s
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determine extent of condition.
Note: Inputs are any combination of events, inspection findings, or performance indicators.
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Draft,5/11/99 Inspection and Oversight Process Pilot Program Process for Addressing " Frequently Asked Questions" Shen Responsibility 1.
Receipt of Questions ALL Questions may be received via email, phone, NEl Member Web Site, NEl Secure Web Site, workshops and meetings. It is appropriate and desired that the recipient of a question attempt to provide an answer to the questioner as quickly as possible and at the same time take steps to capture the question and response for review and broader distribution.
Upon receipt of a question, the recipient should:
a.
provide a response to the questioner if possible, if not, take necessary steps to provide a response within an appropriate period of time, b.
Forward the question (and response, if given) to John Butler of NEl 2.ov 737-2.
Logging of Questions Butler /
g/of' NEl w:ll review the wording of each question to ensure that it is clear in its intent and will determine if the question is new (i.e., not previously ggg captured by an FAO). If necessary the question will be reworded.
Mff. def The question will be assigned a unique number, categorized and entered into a running log of FAQ questions. The initial categories for questions are:
GEN General questions on oversight and Inspection process PI Question on Performance Indicators. These questions will be further categorized by comerstone.
INSP Question on inspection process ASSMT Question on Assessment ENF Question on Enforcement L
3.
Development of Draft FAQ Response Butler NEl will draft a response to the FAQ question (if not proposed by i
originator, step 1b) and submit the question and proposed response to NRC (Madison) and NEl for review and comment.
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Review of FAQ Response NEl,NRC NRC will distribute the FAQ question and proposed response to appropriate NRC staff for comment. Comments on or revisions to the l
i proposed response will be collected by NRC (Madison) and forwarded to NEl (Butler). (time frame for this step?)
/b Draft,5/11/99 1
Inspection and Oversight Process Pilot Program Process for Addressing " Frequently Asked Questions" Sten Responsibility 5.
Resolution of FAQ Response Comments Madison, Butler NEl (Butler) will address comments / revisions and provide an upd ited response to NRC (Madison). (time frame for this step?)
FA&A k# [J,Q Comments that cannot be resolved via this informal process will be y
forwarded to the Pilot Program Evaluation Panel for resolution.
fr 6.
Publication of FAQ Butler John Butler will display the completed FAQ and Response on the NEl Member Web Site and Secure Web Site and will email the FAQ and Response to NRC (Madison) for display on the NRC Public Web Site.
7.
Periodic Update on FAQ Status Butler John Butler will distribute on a weekly basis to NRC and NEl, a status on FAQs identifying items awaiting completion of review process.
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4
t REGULATORY OVERSIGHT PROCESS PILOT CONFERENCE May 17 - 20,1999 Agenda DAY TIME DUR topic PRESENTERS Monday 10:00 am 2 hrs Registration 5/17/99 12:00 pm 1% hr Intro Bill Kane Steve Floyd Workshop Objectives Alan Madison Concept Overview Pilot Program Tim Frye 1:30 pm 15 min Break l
1:45 pm 2 hrs P1 Overview Pat Baranowsky Pi and Threshold Review (IE, MS, Don Hickman Bl)
Adrian Heymer Present Examples j
Address Recent Changes to Pls 3:45 pm 15 min Break 4:00 pm i hr Pl and Threshold Review (EP, RP)
Randy Sullivan Present Examples Roger Pedersen Address Recent Changes to Pls George Kuzo Tuesday 8:00 am 1 hr Pl and Threshold Review (RP, Phys Roger Pedersen 5/18/99.
Prot)
George Kuzo Present Examples Tom Dexter Address Recent Changes to Pts I
9:00 am 15 min Break 9:15 am 2 hrs Baseline inspection Overview Steve Stein Baseline Inspection Program Laura Collins Review Baseline inspection Procedure Review 11:15 am 15 min Break -
I 11:30 am
% hr-Supplemental Inspection Program Jeff Jacobson Overview 12:00 pm i hr Lunch 1:00 pm 2 hrs inspection Planning Pete Eselgroth Inspection Documentation 1
DRAFT - 6/4/99 4
DAY FIME DUR TOPIC PRESENTERS I
3:00 pm 15 min Break 3:15 pm 1% hrs Regional Presentation of Pilot Plant Randy Blough inspection Plans Loren Plisco 1
Geoffrey Grant l
Ken Brockman Wednesday 8:00 am 1% hr Significance Determination Process Morris Branch -
5/19/99 (IE, MS, 81)
Doug True Doug Coe
)
9:30 am 15 min Break 9:45 1 hr Significance Determination Process Tom Essig (EP, RP, Phys Prot)
Tom Dexter 10:45 15 min Break 11:00 1 hr Enforcement Bill Borchardt 12:00 pm 1 hr Lunch 1:00 pm 1% hrs Review Examples of Significance Determination Process and Enforcement (2 parallel breakout sessions)
Region 1/IV Sites (IE, MS, BI)
Morris Branch Doug Coe Barry Westreich Region 11/111 Sites (EP, RP, Phys Randy Sullivan Prot)
Roger Pedersen Tom Essig Tom Dexter Bill Borchardt 2:30 pm 15 min Break 2:45 pm 1% hrs Review Examples of Significance Determination Process and Enforcement (2 parallel breakout sessions)- CONTINUED 2
DRAFT - 5/4/99
o.
DAY TIME DUR TOPIC PRESENTERS Region 1/IV Sites (EP, RP, Phys Randy Sullivan Prot)
Roger Pedersen Tom Essig Tom Dexter Bill Borchardt Region ll/Ill Sites (IE, MS, BI)
Morris Branch Doug Coe Barry Westreich 4:15 pm 15 min Break 4:30 pm 1 hr Reconvene in Large Group to discuss questions / comments from breakout sessions Thursday 8:00 am 1% hrs Assessment Process Review Alan Madison 5/20/99 9:30 am 15 min Break 9:45 am 1% hrs Review Examples of Assessment Process (2 parallel breakout sessions)
Region 1/IV Sites Alan Madison Region 11/111 Sites Mike Johnson 11:00 am 30 min Break 11:30 am ihr Reconvene in Large Group to discuss questions / comments from breakout sessions 12:30 30 min Closing Remarks Steve Floyd Sam Collins 3
DRAFT - 5/4/99
REGULATORY OVERSIGHT PROCESS PILOT LICENSEE MANAGEMENT SESSION May 20,1999 Aaenda DAY TIME DUR TOPlc PRESENTERS Thursday 2:00 pm 30 min intro Sam Collins I
Concept Overview Alan Madison
{
Pilot Program Tim Frye 2:30 pm 30 min Performance Indicators Don Hickman 3:00 pm 30 min Baseline inspection Program Steve Stein I
3:30 30 min Significance Determination Process Morris Branch Tom Essig 3
1 4.00 30 min Enforcement Bill Borchardt
)
4:30 30 min Assessment Alan Madison l
l l
4 DRAFT - 5/4/99 i