ML17335A230

Rev 3 to Cook Nuclear Plant Restart Plan.

ML17335A230
Person / Time
Site:	Cook
Issue date:	09/12/1998
From:	SAMPSON J R INDIANA MICHIGAN POWER CO. (FORMERLY INDIANA & MICHIG
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ML17335A229	List: ML17335A227 ML17335A230
References
PROC-980912, NUDOCS 9809220047
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CookNuclearPlantRestartPlan~~/>4+Revision3LR.SampsonSiteVicePresident Date'si80922004T

'F809'12PDRADQCK05000315PPDR CookNuclearPlantRestartP'an1.Introduction andOverview1.1Purpose1,2Scope1.3RolesandResponsibilities 2.CookNuclearPlantRestartProcessOverview3.Management Expectations 4.Communications 4,1NRCCommunication Plan4.2PlantCommunication Plan5.RestartPlanDevelopment,

Approval, andControl6.Identification ofRestartItems6.1Potential RestartIssues6.2Readiness Assessments

~PlantSystemReadiness

~Functional AreaReadiness

~Programmatic Readiness Containment Readiness 6.3NRC0350RestartIssues6.4OtherPlantAssessments 6.5Processing Attributes 7CriteriaforClassifying anIssueasaRestartItem7.1Definition ofRestartWorkScope7.2Establishing RestartWorkScope7.3Classifying ItemsasRestartItems8Development andApprovalofRestartStrategies 8.1PurposeandObjectives 8.2StrategyPlanpreparation 8.3StrategyPlanProcess9Establishment andTrackingofRestartItems 10RestartManagement 10.1ScheduleControl10.2ScheduleMonitoring 10.3ScheduleChanges10.4Accountability 10.5ScopeAdditions 10.6WorkControl10.7SystemMonitoring 11RestartItemClosure/Documentation 12Authorization toRestart/Power Ascension 12.1RestartReadiness 12.2Program,I'unctional Area,andContainment Readiness 12.3SystemReadiness 12.4Operations Readiness 12.5NuclearLicensing Readiness 12.6ROCReview12.7SMRTReview12.8RestartApproval12.9Start-up12.10ErrorReduction Requirements 13Management ofPostRestartActivities 14Independent Verification 14.1PlantPerformance Assurance 14.2Independent SafetyReviewGroup15.NearTermPostRestartActions16.LongTermPostRestartActivities

References:

PMP7200,RST.001, RestartIssueCloseoutDocumentation PackagesPMI7030,Corrective ActionProgramPMI7200,RestartPlanImplementation NRC0350Checklist

~8QgfjKletoPt I04v*W1yw'bftefWIHof\'044SNOBf1'*'4I"IP,'ff' Attachments:

A.SystemEngineerReviewBoard(SERB)CharterB.RestartOversight Committee (ROC)CharterC.CriteriaforWorkIncludedinRestartScopeD.PlantSystemstobeReviewedbyROCE.RestartProcessMapsF.PlantPerformance Assurance Oversight ofRestart'.RestartTeamProjectManagement CharterH.RestartTeamProgramManagement CharterI.Condition ReportReviewTeamCharterJ.Condition ReportReviewProcessforPotential RestartIssuesK.Potential SourcesofRestartIssuesLStrategyCoverPageM.RestartScheduleChangeRequestN.Development ofRestartItemStrategies O.RestartPlanRevisions Introduction andOverview1.1PurposeTheCookNuclearPlantRestartPlanhastwoobjectives:

A)Todescribetheactivities andmanagement controlsthatwillbeimplemented toensurethefacilityisreadytosafelystartupandoperateinanevent&eemanner.Thisincludestheidentification oftheactionsnecessary toachievethisobjective andtheestablishment ofrequirements, directlyorbyreference, fortheimplementation ofthoseactions,"')Tousetheactivities beingperformed forplantrestartasthefoundation onwhichtobuildastrongplantsafetyculturethroughtheidentification,

-..correction, andimprovementof plantequipment andprograms suchthattheorganization willbepositioned forlongterm,event6eeoperation.

TheRestartPlanrepresents acomprehensive corrective actionplanbasedontherootcauseconditions thatresultedinplantshutdown.

TheRestartPlanisalsointendedtobealivingdocumentandwillberevisedaschanginginformation islearnedorconditions emerge.12ScopeTheRestartPlanaddresses theactivities listedbelowdirectlyorbyreference to".-,.',plantprocedures.

Restartissuesidentified priortotheeffective revisiondateofthispanwhicharestillwithintheimplementation andclosurephasemustbeprocessed inaccordance withthisRestartPlanrevision.

Thescopeofthisplandefinesandaddresses thefollowing:

~Restartobjectives.

~Management expectations forrestart.~Guidanceforcommunicating management expectations toemployees, regulators, andotherstakeholders, Thecentralfocusofallsiteactivities issafeplantoperation.

~ControloftheCookNuclearRestartPlan.~Criteriaandprocesses'or identifying, evaluating, andimplementing restartoutagework,andverifying results.

Directions fordefiningaclearscopeofworkthatwillbecompleted priortostart-upandthecreationandmaintenance ofanassociated restartdatabaseandrestartschedule.

~Directions fortheestablishment ofrestartstrategies.

~Controlsforrestartmanagement.

~Requirements forrestartissueclosureanddocumentation.

~Requirements forplantstart-upandpowerascension process.Controlsforpostrestartactions.~Requirements forindependent reviewofrestartactivities.

~Requirements forneartermpostrestartactions.oRequirements forpostrestartlongtermactions.19RolesandResponsibilities Whilethelineorganizations, usingexistingprocedural processes, willperformtheactionsnecessary tostart-uptheunits,supplementary processes, functional teams,andindividual functional roles,asdescribed below,.have beenestablished toimplement theRestartPlan.Thisadditional management structure'will supportthelineorganization.

Theentireorganization isresponsible forthesuccessoftherestarteffort.Therolesandresponsibilities fortheexecution

'ofthisplanareasfollows:1.3.1Executive VicePresident NuclearGeneration Responsible forauthorizing startupandpowerascension andproviding seniormanagement oversight oftherestartprocess.1.3.2SiteVicePresident Overallresponsibility forthemanagement andimplementation oftheRestartPlantoachievethepurposedescribed insection1.1.ServesaschairmanoftheSeniorManagement ReviewTeam(SMRT).

1.3.3RestartProspectManagerResponsible forthemanagement andcontrolofrestartworkactivities andcoordination ofresources toensurethatrestartissuesarescheduled, completed, andclosedinaccordance withthe'estart Plan.TheRestartTeamProjectManagement Charteriscontained inAttachment G.1.3.4RestartProgramManagerResponsible forthedevelopment andrevisionoftheCookNuclearRestartPlan;forproviding leadership inthedevelopment andimplementation ofplantpiocedures andprocesses necessary toimplement theRestartPlan;and,foradministration oftheRestartDatabase.

TheRestartTeamProgramManagement Charteriscontained inAttachment H.1.3.5OutageManagerResponsible forthedaytodaymanagement ofoutageworkactivities inaccordance withtheRestartSchedule.

Providestimelycommunication totheRestartProjectManagerregarding issueswhichmayimpactoutage'copeorschedule.

TheOutageManageristheChairperson oftheOutageReviewBoard.AsamemberoftheRestartOversight Committee (ROC),theOutageManagerrepresents theRestartProjectManagerandmustassurethatROCdecisions areprovidedtotheRestartProjectManagerinatimelymannertosupportRestartScheduleandRestartDatabaseupdates.NuclearLicensing ManagerResponsible forassuringrestartitemclosuredocumentation iscompleteandreadyforNRCinspection inaccordance withPMP7200,"RestartIssueClosureDocumentation Package."

TheNuclearLicensing Managerisalsoresponsible forcommunicating suchresultstotheNRC,providing assistance tootherplantdepartments onregulatory issuesrelatedtotherestart,andestablishing expectations andrequirements forplantcommunications withNRCpersonnel forrestartissues.TheNuclearLicensing Managermustalsosubmitrequiredinformation totheNRCandotherlicensing agenciesonaschedulethatsupportstherestarteffortsandmustensuresuchsubmittals areaccurate.

PlantManager,Engineering

Managers, andDepartment Superintendents Responsible fortheaccurateandcomprehensive completion oftherestartwork,performing assessments offunctional areareadiness tosupportunitrestartandsafe,reliablepoweroperations, implementing necessary corrective actions,andproviding af5rmation ofreadiness totheROC.

vsA~'Il ThePlantManagerisalsoresponsible forOperations acceptance ofrestartassessments forsystemreadiness andforoversight activities relativetopowerascension.

1.3.8SystemEngineers 1.3.9.Responsible forsuccessful completion ofrestartworkonselectedsystems,performing assessments ofsystemreadiness tosupportunitrestartandsafe,reliablepoweroperations, implementing necessary corrective actions,andproviding af5rmations ofreadiness.

hRestartStrategyOwner(RSO)Theindividual responsible forthesuccessful resolution andcompletion ofarestartitem.TheRSOisexpectedtobethesinglepointofaccountability fortheactionsnecessary tosuccessfully resolvearestartissue.Personnel assignedasRSOsmustbegivensuf5cient authority, resources, andmanagement supporttoensuretherestartissueisadequately completed.

1.3.10NuclearGeneration Employees Responsible forsupporting restartactivities byfocusingonsafeoperation andcontinuous improvement.

Employees areobligated byplantprocedure requirements, andexpected, bymanagement direction, toraisequalityconcernstomanagement's attention throughthecorrective actionprogram.(PMI7030,"Corrective ActionProgram")Throughtheuseofthecorrective actionprogram,personnel willensureissuesarebroughttomanagement's attention forevaluation aspotential restartitems.Itisalsoexpectedthatnotification willbemadetotheRestartProjectManagerasquicklyaspossiblewhenanindividual orgrouprecognizes thattheacceptedscheduleforarestartactivitywillnotbemet.Astherestartprocessprogresses throughthestagesdescribed below,itisofcriticalimportance thatidentified unsatisfactory conditions whichcouldimpactrestartplanrequirements bebroughttotheattention ofmanagement inatimelymannertoallowplannedresolution oftheissue.Allpersonnel takingownership forsuccessful restartcompletion andopenlycommunicating withoneanotherthroughout therestartprocesswillachievethisobjective.

1.3.11RestartPlanCommunication Coordinator Responsible fordevelopment oftheCommunication Planasdescribed inSection4.2.

1312SeniorManagement ReviewTeam(SMRgMembers:SiteVicePresident (Chairman),

ChiefNuclearEngineerDirectorPerformance Assurance DirectorRegulatory Affairs~Independent SafetyReviewCommittee Member~~Restart ProjectManager~~Restart ProgramManager'Thismemberwillactivelyparticipate asavailable, andwillperformacontinuous oversight role.Routinecommunication withthismembermaybeaccomplished throughreviewofmeetingminutes,phoneconferencing,-

andfollowupinterviews withtheSMRTmembers.Thismemberwillactivelyparticipate onaregularbasisinanadvisory","

,'.,',,capacity, TheSMRTisresponsible forthegeneration andapprovalofthecriteriaforscreening workitemsrequiredforthecompletion ofrestartandforproviding concurrence forrestartschedulechanges.TheSMRTisalsoresponsible formonitoring andoversight oftheprocesses foraKrmation andapprovalofplantandstaffreadiness forrestart-1.3.13RestartOversight Committee (ROC)0Responsible fordetermitung thescopeofrestartworkusingconsistent standards andcriteriaapprovedbytheSMRT.TheROCisalsoresponsible

.forassessing plantreadiness torestartandresumepoweroperations.

TheROCcharterisprovidedinattachment B.1.3.14SystemEngineering ReviewBoard(SERB)Thisboard,internaltoNuclearEngineering, isresponsible forassessing thereadiness ofplantsystemsandproviding recommendations foradditional restartscopetotheRestartOversight Committee (ROC).TheSERBcharterisprovidedinattachment A.1.3.15Condition ReportReviewTeam(CRRT)Responsible forreviewofopenCondition ReportsissuedpriortoAugust14,1998,screening ofCondition ReportsperRestartScreening

Criteria, classifying issuesasrestartitems,andrecommending actionstotheROC.TheCRRTwillalsoreviewnonwngineering department Condition Reportcorrective actionsrecommended forinclusion asrestartitemsforCondition ReportsissuedafterAugust14,1998.TheCRRTCharteriscontained inAttachment I.1.3.16Management ReviewBoard(MRB)Responsible forreviewofCondition ReportsissuedonorafterAugust14,1998,screening ofCondition ReportsperRestartScreening

Criteria, classifying issuesasrestart.items,andenteringsuchitemsintotheRestartDatabase.

Aflowchart forthisprocessiscontained inAttachment J.1.3.17OutageReviewBoard(ORB)P.4.Responsible forreviewofActionRequestsnotclassified asrequiredforrestarttodetermine needforinclusion intorestartscheduleforworkduringtheoutage.IftheORBdetermines anissueshouldbeclassified asarestartitem,arecommendation mustbemadetotheROCforinclusion asre'start..',item.1.3.18Performance Assurance (PA)Responsible todischarge performance assurance responsibilities under10CFR50,AppendixB,toprovideassurance thatactivities affecting qualityaresatisfactorily accomplished.

Inaddition, Performance Assurance providesoversight reviewofactivities associated withtheRestartPlanandimplementing procedures toassurerestartprogramrequirements aremet.Attachment Fcontainsadditional expectations forPerformance Assurance'."-

inrestartactivities.

PAresponsibilities forrestartoversight aredetailedintheRestartReadiness Veri6cation Plan.1.3.19Independent SafetyReviewGroup(ISRG)Responsible fortheidentification andreviewofkeyinformation andissuesassociated withrestartandforproviding feedbackregarding restartprogrameffectiveness totheSiteVicePresident andothermanagement personnel.

2.0CookNuclearPlantRestartProcessOverviewTherestartprocessisstructured inalogicalprogression toensureasafe,successful start-upandreliableoperation.

Thefollowing aretheprimarystagesoftherestartprogram;~Management Expectations

~Communications Development,

approval, andcontrolofRestartPlan

<<I~0 Identification ofpotential restartissuesCriteriaforclassifying anitemasarestartitemDevelopment andapprovalofrestartstrategies Establishment andtrackingrestartitemsRestartManagement Restartitemsclosure/documentation

~Authorization toRestart~Management ofpostrestartissues~Independent Verification NearTermPostRestartActions~LongTermPostRestartActionsThesestagesoftheRestartPlanencompass thefollowing majoractivities:

(I)(2)(3)(4)(5)scopedetermination workperformance readiness assessment start-upauthorization start-upandpowerascension Thefollowing isaprocessmapsummarizing theactivities associated withmajorrestartactivities.

Moredetailedinformation ispresented inlatersectionsofthisdocument.

~lCookPlantRestartPlanOverview1.1sysEnghwrsPerformSystemReadiness Reviews1.%sEReRoconvnond RestartWorkScope2.1AestalQIAeyetPerformRestartWorks.tPerformFinalRoviewRecorvnend Stsrtrrpsd'l&V$.1RestartAndPowerOperation 12MaureenPerformFsrcticnal HeaReadiness ReviewsFinalReviewPerformPro{trarnmetic Readiness Reviews1,4DvP4nl~PerformC0Atsinmont Readiness Review

~~~I~~~I~~~~~I~~~~~'~~~~~'~~'~~~~~II~~~~~~~~~~4I~~I'~I~~I~4~~~~~~'~~~~~~~I~~'

1.6ROCApproveRestartWorkScopeAllrestartscopeadditions willbeapprovedbytheRestartOversight Committee (ROC).Allrestartitemsmuchhaveanassociated Condition ReportorActionRequestlinkedtotherestartitem.2.1RestartManagerPerformRestartWorkFollowing determination oftherestartworkscopebytheROC,theRestartProjectManagerisresponsible forcoordinating theplanning, scheduling, andcompletion ofthework.3.1ROC,PNSRCPerformFinalReviewRecommend StartupResultsoftherestartassessments willbepresented totheRestartOversight Committee (ROC)withanafGrmation bytheresponsible systemengineerorengineering manager,andthefunctional areasuperintendent ofthereadiness ofthesystemororganization tosupportplantstartupandsafe,reliablepoweroperations.

4.1SMRTRecommend RestartFollowing presentation andacceptance oftheassessment resultsbytheROC,theSiteVicePresident willconvenetheSMRTtoperformanintegrated reviewoftheaffirmations, verifycompliance withregulatory commitments andanyotherspecialcriteriathatmayimpacttheinitiation ofstartupactivities.

4.2ExecVicePresAuthorize RestartBasedontheresultsofthisreview,theExecutive VicePresident NuclearGeneration willauthorize start-upandpowerascension.

5.1OPSStartupandPowerAscension Start-upandpowerascension following thecompletion ofstart-upworkwillfollowadeliberate andcontrolled approachthatensuresoperational andpersonnel safety.ThenormalstartupprocessdefinedinCookNuclearPlantprocedures willbesupplemented withappropriate management oversight andsupportfromengineering andmaintenance organization suchthatissuesorconcernsarepromptlyaddressed andthestartupcanbeaccomplished inasafe,controlled manner.10

3.0 Management

Expectations 3.1Thereareseveralkeyexpectations whichCookmanagement expectsallpersonnel involvedinthisplanandefforttoachieve.Theseare:~Removethemandthey-replace withusandwe~Communicate effectively-Promptly identifyandcorrectproblems~Plan,plan,plan-then execute,check,adjust~Dowhatwesaywewilldo~Mutualaccountability

~Havepassion!~Passiton4.ACommunications 4.1NRCCommunication Plan:Animportant andbasicelementoftheRestartPlanisensuringthattheCookNuclearPowerPlantmeetstheexpectations oftheNuclearRegulatory Commission (NRC).TheNRChasestablished aD.C.CookRestartPaneltoreviewplantprogresSandensuretherestartissuesidentified bytheNRCareresolvedpriortostart-up.

Carefulcoordination ofsubmittals withNRCreviewandinspection activities isrequired.

Management willapprisetheNRCofplans,actions,andresultsastheRestartPlanisimplemented toensureregulatory expectations arebeingmetandtofacilitate theregulatory process.Thekeycontactpointforplantactivities isNuclearLicensing.

TheManager,NuclearLicensing isexpectedtoestablish aNRCCommunication Planwhichwillprovideplantpersonnel direction onhowtocommunicate withtheNRC.4.2PlantCommunication Plan:Thesuccessful implementation oftheRestartPlanandsubsequent continuing improvement efFortswilldependstronglyonthefullengagement andcommitment oftheentireorganization.

Becauseoftheimportance oforganizational communication, acommunications planmustbedeveloped bytheRestartPlanCommunication Coordinator.

TheCommunications Planmustcontainanoutlineofthemethods,media,andresponsibilities forcommunication toandwithemployees aboutrestartobjectives andplansaswellasaboutprogress, successes, courseadjustments, andlessonslearned.TheCommunication Planmustalsoprovideforredundant channelsforcommunication ofimportant information andallowfortwo-wayexchanges betweenseniormanagement andpersonnel.

Theplanmustalsoaddressco@munication withplantconstituents suchasAEPcorporate

of5cials, localandstateofficials, community members,andthegeneralpublic.

5.0RestartPlanDevelopment,

Approval, andControlPMI7200hasbeendeveloped toprovidedirections forthedevelopment,

approval, andcontroloftheRestartPlan.Theprocedure establishes therequirement forplantpersonnel tofollowtheRestartPlanforthecontrolofrestartactivities.

6.0 Identification

ofRestartIssues6.1""'.,6.2Potential RestartIssues:Restartissuesmaybeidentified

&omavarietyofsources.Attachment Kprovidesalistofthetypesofactivities thatmayresultintheidentification ofpotential restartitems.Personnel involvedintheseactivities mustmaintaina"questioning attitude,"

considerthepotential restartimpact(s) ofemergentissuesandconditions, andassurethatifsuchimpactsexist,theyareappropriately processed pertheRestartPlan.Potential restartissuesmustbeidentified onaCondition ReportorActionRequest.Readiness Assessments; Inadditiontonormalsourcesofproblemidentification,

'theRestartPlanidentifies four(4)specificreadiness

'assessments thatwillbeperformed todetermine plantreadiness forrestart.Theintentoftheseassessments istoverifythattheorganization andsystemsarereadyforstart-upandoperation.

Theseare:e.Plantsystemreadiness:

Systemengineers reviewplantsystems.Theplantsystemreviewprocessconsistsofthefollowing elements:

Selection ofPlantSsteins:Plantsystemsareselectedforadetailedreviewandaffirmation basedonthehistorical performance andrisksignificance ofthesystem.Thereviewisperformed inaccordance withplantsystemreadiness reviewinstructions.

Resultsoftheassessment ofselectedsystemsarepresented totheSERBand,uponconcurrence, totheROC.Restartitemsareidentified withappropriate recommendations foradditional actionstobeperformed afterrestart.Thesystemsreviewedarelistedinattachment D.Theremaining systemswillbeassessedandevaluated aspartofthelineresponsibility oftheengineering organization underthefunctional areaassessments.

Resultsarepresented totheSERBand,uponconcurrence, totheROC.Restartitemsareidentified withappropriate recommendations foradditional actionstobeperformed afterrestart.RestartWorkScoAdditions:

12 Basedonreviewofopenworkitems'against thecriteriapresented inattachment C,thesystemengineeristoproviderecommendations fortherestartscopechangesfortheselectedsystemsinattachment DtotheSERBand,uponconcurrence, totheROC.Thisreviewincludesthefollowing:

(a)Definingandevaluating themagnitude, significance, andriskofitemswhichwillberesolvedafterrestart;(b)assurance thatrecurring problemsonthesystemthatcouldaffectsafeandreliableoperations arebeingfixed;(c)assurance thatanydesignbasisandlicensing issuesonthesystemarebeingaddressed withinatimeframethatisappropriate fortheissue;and,(d)assurance thatoperators willnotbesignificantly challenged byoperation ofthesystemduringnormal,abnormal, oremergency conditions.

~Functional areareadiness:

Functional areareadiness isanassessment todetermine thatthedepartment isinanappropriate stateofreadiness tosupportstartupandsafe,reliablepoweroperation.

Functional areareadiness includesitemssuchas:(a)adequacyofstaf5nglevels,personnel experience,

training, andqualifications todemonstrate compliance withregulatory requirements andcommitments; (b)completion ofpersonnel trainingonnormalstart-upevaluations, powerascension requirements, industryoperating experience including extendedshutdownandunusualeventsatsimilarplants,emergency preparedness, changesinplantconfiguration, changesinplantoperating andemergency procedures, andchangesinkeyadministrative procedures andprocesses; (c)resolution ofsignificant performance deficiencies andreduction ofbacklogs(corrective action,corrective maintenance etc.)tomanageable levels;(d)establishment ofgoalsandpriorities forthecontinued improvement ofthedepartment including useofcriticalassessment methods;and,13

,yl (e)reviewofsystemreadiness ofthosesystemsnotreviewedundertheSystemReadiness Program.Functional Areareadiness istobeassessedinthefollowing functional areas:-Operations

-Maintenance

-Plantengineering

-Designengineering

-Production engineering

-Chemistry

-Radiation protection

-Outagemanagement

-Licensing, including licensing support-Fuels-Plantprotection

-Information management

-Plantperformance assurance

-Document controlandprocedure development

~Programmatic readiness:

Programreadiness reviewsconQrmthatprogramsareinplacetosupportsafeplantoperation andregulatory adherence.

Programissuesidentified duringtheprograminatic readiness reviewsareevaluated andnecessary corrective orpreventive actionscompleted forthoseprogramsclassified asrestartitems.Programsinplaceatthetimeofunitstart-upwillensurethattheplantisoperatedinconformance withitsdesignbasesandinaccordance withtheAEPqualityassurance program.Asaminimum,theprogramreviewswillinclude:-10CFR50.59program-Operating Experience

-Instrument Uncertainty

-Corrective ActionProgram-DesignChangeImpact-Calculations

-DesignandLicensing Basis-Procedures

-Performance Assurance

-Surveillances

-Operator Training-FSARRevalidation/Publication/Update ProcessContainment readiriess:

Thecontainment readiness reviewassessestheabilityofthecontainment systemtomeettheintendedfunctional designrequirements.

Thecriticalpointsofthereviewfocusonthe14

\.p~

systemmaterielcondition, adequatesurveillance testing,andthesystemconfiguration control.6.3NRC0350RestartIssues:TheNRChasspecifically identified 12issuesthatrequireformalcauseanalysistoaddress.TheRestartStrategyOwnerisresponsible forassuringthataCondition ReporthasbeenwrittentoaddresstheissueandthattheCondition Reportinvestigation hasappropriately evaluated theissue.Theseare:-Programmatic Breakdown inSurveillance Testing-Corrective ActionProgramBreakdown

-Programmatic Breakdown intheMaintenance oftheDesignBasis-FailuretoperformSafetyEvaluations andinadequate evaluations

-Operator TrainingIssues-Resolution ofIceCondenser Issues-Resolution ofnon-safety relatedcablesgoingtoshunttripcoils.-Resolution ofHydrogenRecombiner Operability issues'"-Resolution ofDistributed IgnitionTechnical Specification

-Resolution ofContainment SpraySystemOperability issues-Resolution ofHydrogenMitigation SystemOperability andMaterialCondition Issues-Resolution ofContainment LinerPittingTheseissuesrequirethefollowing actionstobetaken:4~Potential rootcausesoftheconditions requiring theshutdownandanyassociated problemsmustbethoroughly evaluated.

Thescopeoftheanalysismustconsidertheapplicability oftherelatedissuesonsimilarsystems,structures, components, procedures, processes, oractivities atCookandotherindustryfacilities inanattempttoidentifytrendsorgenericconcerns.

~Arationale mustbeprovidedforrejecting potential rootcausesandthatrationale isclearlydefinedanddocumented forallrootcauses.Arationale forterminating therootcauseandcausalfactorsanalysesmustbebasedonadocumented processthatprovidesareasonable basisforallconclusions reached.~Thepopulation ofpotential rootcausesandtheirrespective evaluations mustbeindependently reviewedbytheplantoversight committee.

15 6.4Otherassessments:

Otherplantreadiness assessments forOperations Readiness andNuclearLicensing Readiness willbeperformed priortostart-up.

Otheruniqueassessments, suchastheCondition ReportReviewandFSARReview,maybeperformed atthedirection ofmanagement.

6.5Processin attributes:

Personnel performing readiness assessment orotherselfassessment activities areexpectedtodetailthemethodology usedtoperformtheassessments andtoprovidesuQicient justification forbothpositiveandnegative'conclusion pertaining tothe"Readiness" ofaparticular program,functional area,system,etc.Additional documentation requirements contained inPMP7200,"RestartIssueCloseoutDocumentation Packages" shouldalsobeconsidered duringthisphase.Unsatisfactory conditions reportedthroughtheCorrective ActionProcessmustbereviewedforrestartimpactasdescribed inSection7.0.7.0Criteriaforclassifying anissueasarestartitem7.1Establishin RestartWorkSco:Therestartworkscopeisdefinedthroughadetermination processdrivenbytheROCconsistent withtheircharter.Outstanding workitemsandissuesidentified throughassessments arereviewedagainstdefinedcriteriatodetermine whichitemsshouldbeincludedintherestartscope,Therestartworkscopedetermination processisoutlinedinattachment E.7.2ClassiinIssuesasRestartItems:7.2.1Whenanissueisidentified, therestartworkscopecriteriacontained intheRestartPlanmustbeusedtoscreentheissueforinclusion intherestartworkscope,Issuesidentified aspotential restartissues-mustbereportedonaCondition ReportorActionRequestperapplicable plantprocedures.

WhenarestartitemhasbeenapprovedbytheROC,eachcorrective actionrelatedtothatissuemustalsobeevaluated bytheissueownertodetermine ifallorsomeoftheactionsarerequiredtobeimplemented priortorestart.ThecriteriaforworktobeincludedintherestartscopeasdefinedintheRestartPlanmustbeusedtomakethisdetermination.

7.2.2Uponcompletion oftheinitialclassification andthecorrective actionevaluation, theissueownermustentertheinformation intotheRestartDatabaseandsubmitthechangetotheappropriate screening organization, asfollows:QaIFtheissueisreportedonaCondition Report,THENtheCondition Reportandrecommendation fortheitemtobeclassifiied'as arestartitemissubmitted totheMRB.TheMRBmustthenupdatetheRestartDatabasetoreflecttheir16 decisionastotheitem'spotential classification asarestartitem.Attachment Jdepictsthisprocess.QbIFtheissueisacorrective actionandrepresents anengineering relatedissue,THENtherecommended corrective actionsasrestartitemsaresubmitted totheSERB.TheSERBmustthenupdatetheRestartDatabasetoreflecttheirdecisions totheitem'sclassification asapotential restartitem.Theinformation isthenforwarded totheROCfortheirreviewandapprovalasarestartitem.Attachment Jdepictsthisprocess.c)IFtheissueisnotengineering related,THENtherecommended corrective actionsasrestartitemsaresubmitted totheCRRT.TheCRRTmustthenupdatetheRestartDatabasetoreflecttheirdecisions totheitem'sclassification asapotential restartitem.Theinformation isthenforwarded totheROCfortheirreviewandapproval.

Attachment Jdepictsthisprocess.7.2.3Certainotherprocesses requiresupplemental reviewsandspecialprocessing requirements toprovideadditional rigortoassurerestartimpactsarethoroughly considered.

Theseare:~ForSystemReadiness Reviews,theassignedSystemEngineermustdetermine ifanyidentified issuerepresents apotential restartitem.Ifso,theSystemEngineermustpresentarecommendation totheSERBtoincludetheitemintheRestartDatabase.

IftheSERBconcurswiththerecommendation, theSERBmustupdatetheRestartDatabaseandforwardtheinformation totheROC.~Formanagement directedreviews,suchastheCRRT,thecharterorotheractivitydescription documentmaydirectsubmittal offindingsandrecommendations totheROC.Itistheresponsibility oftheactivityleadertoassurethatrecommended restartitemsareenteredintotheRestartDatabasepriortoROCreviewforthesespecialprojectsandassessments.

IfnewRestartDatabasescreensarerequired, theRestartProgramManagermustbe'contacted toinitiateRestartdatabasescreenchanges.TheOutageManagerandOutageReviewBoardreviewallActionRequestswhicharenotdefinedasrestartitemsusingthecriteriacontained inAttachment C.IftheOutageReviewBoarddetermines anitemshouldbeclassified asarestartitem,therecommendation ismadetotheROC.17 7.3IncaseswheretheROCdoesnotconcurwiththerecommended action,theitemmaybesubmitted totheSMRTforappeal.'.0Development andApprovalofRestartStrategies 8.1Poseandob'ectives:

TheRestartProjectManagerortheSMRTmaydirectstrategies bedeveloped forcertainrestartissues.Strategies areintendedtoprovideadetailedplanwhichcapturesallactionsrequiredtosuccessfully resolveaparticular equipment, organizational, functional orprogrammatic problem.Therelationship amongthevariousstrategies andtheRestartPlanisdepictedinAttachment N.Theobjectives ofstrategyplansare:1)Todevelopstrategies formajorrestartissuestoenabletheconciseidentification ofobjectives andactionsnecessary tosuccessfully achievetheresolution oftherestartissue.2)Toprovideaconiprehensive overviewofthemajorissuesthatwillberesolvedpriortorestart.Thedevelopment ofthesestrategies willenabletheidentification oflinkagesandtheintegration ofthestrategies thatconstitute theoverallplantRestartStrategy.

3)Toenableclearandconcisecommunication withCookpersonnel, including suchoversight groupsastheSMRTandISRG,onmajorissuesandactionsthatwillberesolvedpriortorestart.4)Toenableclearandconcisecommunication withtheNRC.onmajorissuesrelatedtotherestarteffort.8.2StratePlanPrearation:Therequirerrents forthepreparation ofastrategyplanarecontained inAttachment N.8.3StratePlanProcess:Thestrategydevelopment, review,andapprovalprocessistheresponsibility oftheSMRT.8.3.1TheSMRTwillidentifythoserestartactivities forwhichastrategyisrequiredandnotifytherestartstrategyowner(RSO)thatastrategyisneeded.8.3.2TheRSOmustpreparetheactionplaninaccordance withAttachment NanduseAttachment Lasacoverpage.Uniqueactionsrequiredforrestart18 andpostrestartmustbeenteredintotheRestartDatabasebytheRSOiftheyhavenotbeenentered.8.3.3Uponcompletion, theRSOmustpresentthestrategyplantotheSMRTforreviewandapproval.

Uponapproval, theRSOmustdistribute copiesofthestrategyplantotheRestartProgramManagerandtheRestartProjectManager..

8.3.4ThecopyreceivedbytheRestartTeamwillbeusedtoupdatetheRestartSchedule.

8.3.5Thestrategymustberevisedaschanginginformation orconditions emergewhichaffecttheplan.Theprocessforrevisions isthesameasthatoftheoriginal.

8.3.6Uponcompletion oftheindividual strategies, thepopulation ofpotential rootcausesandtheirrespective evaluations mustbeindependently reviewedbytheSMRT.9.0Establishment andtrackingofrestartitems9.1TheROCapprovesorrejectsitemsthatarerecommended tobeaddedordeleted&omrestart.IncaseswheretheROCdoesnotconcurwiththerecommended action,thedecisionmaybeappealedtotheSMRT.ROCmeetingminutesareusedtodocumentrestartrelateddecisions.

9.2Uponapprovaltoaddordeletearestartitem,theROCmustnotifytheRestartOutageManagertoupdatetheRestartDatabaseandtheRestartProjectManagertoupdatetheRestartSchedule.

9.3TheRestartSchedulerepresents thecollection ofallcorrective actionsrequiredforresolution ofrestartissues.TheRestartProjectManagerisresponsible forscheduling theactivities intheRestartSchedule.

TheRestartProjectManagercoordinates andintegrates schedules forindividual strategyplansandmaintains amasterschedulefortrackingofmilestones andclosureofissues.TheRestartProjectManagerperiodically issuestheRestartSchedule, publishes aprogresssummaryandstatusreportofrestartactions.TheSMRTapprovestheRestartSchedulepriortodistribution.

10.0RestartManagement 10.1RestartScheduleControl:TheRestartSchedule, ascontrolled bytheRestartProjectManager,isusedtodefinetheoutagescope,todetermine outagecompletion, andtoverifytheunitandtheorganization arereadyforstart-up.

Anintegrated flowchartoftheimplementation andclosureprocessforrestartissuesispresented inAttachment D.19 10.2RestartScheduleMonitorin:

Restartimplementation requirements areidentified foreachrestartitem.Restartitemimplementation progressisroutinely monitored bytheRestartProjectManagerandreportedtoSeniorManagement.

Additional actionsaretakeniftherestartimplementation requirements arediFerentthanexpectedandeachitemismanagedtocompletion.

TheRestartScheduleistheprimarymechanism forengagingthelargerCookorganization intheeFectiveresolution ofissues.Eachrestartitemincludesspecificactivities neededforsuccessful resolution oftheissue,accountabilities, milestones, andexpectedresults.Theseprovidethebasisforassessing issueclosure.10.310.410.5RestartScheduleChanes:Oncearestartitemisenteredintotheschedule, itistheresponsibility oftheissueownertoassureactivities arecompleted pertheapprovedRestartSchedule.

Ifachangeisneededtotheschedule, aRestartScheduleChangeRequest(Attachment M)mustbecompleted andsubmitted totheRestartProjectManager.TheRestartProjectManagermustsecureconcurrence oftheschedulechangeRomtheSMRTandapprovalbytheExecutive VicePresident.

ScheduleAccountabili:

TheRestartProjectManagerschedules periodicaccountability meetingsoftheNuclearOperations restartissuemanagersandthemanagement teamtoreviewrestartprogressandresults.Thepurposeofthesemeetingsistoreviewprogressoftheoverallrestartprogram,toreviewselectedindividual itemsinordertocheckandadjustplanstoachieveexpectedresults,andtoshareimportant lessonslearned.SBCh'kpRCh'eUi*'restartworkscopeandforemergentissues.Itemsalreadyscheduled forcompletion priortorestartareevaluated againstthecriteriaprovidedinattachment Cifthereisaproposaltodeletethem.Thegoalofthereadiness reviews,othermanagement directedassessments andtheworkscopeadditionprocessistodefinetheworknecessary forcompletion priortorestartsuchthatsafeandreliablepoweroperation isachieved.

Attachment Klistssourcesofpotential workscopeadditions.

Basedonthereviewofopenworkitemsagainstthecriteriapresented inscopechangesfortheselectedsystemsinAttachment D,itemsarepresented totheSERBanduponconcurrence totheROC.Itemsrecommended foradditiontotherestartscopeforremaining plantsystemsareaddressed onanitemspecificbasisbytheROCfollowing aninitialreviewbylinemanagement.

Therestartworkscopemayberedefined basedontheevaluation processdescribed above.Decisions madebytheROCaredocumented inmeetingminutesandtheworkitemstatusistracked.10.6WorkControl:Following determination oftherestartworkscopebytheROC,theRestartProjectManagerisresponsible forcoordinating theplanning, scheduling andcompletion ofthework,including theimplementation ofprognuiunatic changes.Therestartworkscopeperformance processisoutlinedinattachment E.Closecoordination androutinecommunications areexpectedtooccurbetweentheRestart20 rProjectManagerandtheOutageMan'~gerasweb'aspersonnel intheirrespective organizations.

l07~Shl':D~syi!g'gi'progressofworkonassignedsystemsandaddressemergentissuesasrequiredpertheabovecriteriaAnymajorrestartscopeimpactsdefinedbyemergentissuesmustbebroughttotheROCfollowing linemanagement review.Allotheremergentissuesareassesseddailybytheengineering managers.

Also,theSystemEngineeristousethisperiodtocompletetheassessment andevaluation ofsystemreadiness inpreparation forthefinalsystemreadiness reviewandaffirmation ofreadiness forrestartasdescribed inSection6.0.11.0RestartItemclosureldocumentation 11.1Requirements fortheclosureofrestartitemsaredetailedinPMP7200.RST.001.

12.0Authorization toRestart/Power Ascension 12.1RestartReadiness:

Start-upandpower,ascension following thecompletion ofrestartworkwillfollowadeliberate andcontrolled approachthatensuresoperational andstart-upsafety.Thenormalstart-upprocessdefinedinplantprocedures willbesupplemented withmanagement oversight andsupport&omengineering andmaintenance organizations suchthatissuesorconcernsarepromptlyaddressed andthestart-upcanbeaccomplished inasafe,controlled manner.Anysignificant restartworkscopeissuesidentified duringthisassessment periodaretobebroughttothepromptattention oftheROC,following linemanagement review.Priortostart-up, thereadiness assessment processinvolvesthereviewandassessment oforganization unitsandsystemstodetermine ifCookisreadytoresumepoweroperations.

Therestartreadiness assessment isanintegrated linemanagement assessment thatassistsstationmanagement indeterniining thereadiness toinitiatestartupandachievesafe,reliablepoweroperation throughthenextoperating cycle.Therestartreadiness assessment processisoutlinedinattachment E.Thisformofassessment isoneelementofacomprehensive plantassessment programthatisthefoundation ofacontinuous improvement philosophy.

Implementation ofthisactionisconsistent withtheexperience andlessonslearnedofothernuclearutilities.

Therestartreadiness assessment isbeingimplemented atCookbasedonlessonslearnedandwillbecapturedsuchthatthisprocesscanbeimplemented onaroutinebasisinthefuture.Therestartreadiness assessment forrestartwillverifythecompletion ofalldefinedrestartworkandtheaffirmation ofsystem,department andrestart'1 readiness forstartupandpoweroperations.

Resultsoftheassessment andaffirmation ofreadiness willbepresented totheROCbytheresponsible systemengineer, functional areamanagerandoperations shiftsupervisor.

Following acceptance bytheROC,thesitevicepresident willconveneanSMRTmeetingtoreviewtheseaffirmations andverifycompliance withregulatory commitments andanyotherapplicable criteriaThesitevicepresident willrecommend startupbasedonthisreview,andassurance regarding thereadiness ofthestationtoinitiatestartupandsafely,reliablyoperatethroughthenextoperating cycle.TheStationReadiness forRestartSequence, ReactorRestartandPowerAscension Planwillprovidedirection forthedocumented affirmation thattheplantisreadyforpowerresumption.

GuidancewillbeprovidedintheStationReadiness forRestartSequence, ReactorRestartandPowerAscension Plantoaddressitemsthatmaybecarriedtoanexception list.ProandFunctional AreaReadiness:

Priortostart-up, managersresponsible forfunctional areaandprogramassessments willaffirmthereadiness ofthatdepartment andprogramtosupportanevent-Bee start-upandsafe,reliableoperation.

Theassessment andafBrmation willensurethatpotential restartissuesareidentified, assignedactionsarecomplete, necessary trainingiscomplete, andthatdepartmental

programs, processes, organizations, personnel, andmanagement capabilities aresufficient tosupportsafeandreliableoperation.

Thisaf5raiation willbedocumented pertheStationReadiness forRestartSequence, ReactorRestartandPowerAscension Plan.'\SstemReadiness andContainment Readiness:

Priortostart-up, responsible SystemEngineers assessassignedsystemstoaf5rmthesystemreadiness.

AsdefinedintheRestartPlan,systemreadiness requiresamulti&scipline assessment thatconfirmsthecompleteness ofworktobeperformed duringthisoutage.Systemreadiness affirmations bythesystemengineeraretoconfirmthatplantsystemsmeetfunctional designrequirements, havebeensuitablytestedandarereadytosupportsafeandreliablestartupandoperation throughthenextcycle.Thisaf5rmation isbasedontheworkcompleted asdescribed insection6.0,andistoincludeacoordinated systemwalkdownofthesystemwithoperations andmaintenance personnel onsystemsdefinedbytheChiefNuclearEngineer.

Wherenecessary, compensatory actionsforrescheduled workorotherareasofperformance riskaretobedefinedandaddressed.

Finalaffirmation willbeusedtoassistintheturnoverofsystemstoOperations.

Anyexceptions remaining atfinalturnovertoOperations willbescheduled forresolution commensurate withtheirsignificance.

TheSystemReadiness ReviewrestartitemmaynotreceivefinalclosureuntilfinalturnovertoOperations 22 isperformed pertheStationReadiness forRestartSequence, ReactorRestartandPowerAscension Plan.1Forsystemreadiness affirmations theSystemEngineers willfirstsubmittheiraffirmations totheSERBforconcurrence.

Systemreadiness affirmations aretobepresented bythesystemengineertotheSERBanduponitsapprovaltotheROCforthesystemsidentified inattachment D.Affirmation ofsystemreadiness isdocumented withthesignature ofthesystemengineerandSystemEngineering manager.Affirmation ofindividual systemreadiness fortheremaining plantsystemswillbeaddressed aspartofthesystemengineering linemanagement responsibility andwillbeoneelementofthefunctional areareadiness evaluation.

12.40ration'sReadiness:

Priortostart-up, eachShiftSupervisor willassessandaffirmtheshift'sreadiness tosupportanevent-&ee start-upandsafe,reliableoperation.

Theassessment willensure:completion ofallrequiredtraining, appropriate staffuiglevels,experience andqualification levels;acceptance ofplantmaterialcondition, systemreadiness, operatorworkarounds(ifany),andthecontrolroomenvirorunent.

Inaddition, thefollowing itemsmustbeassessed:

-Operability ofTechnical Specification systems,specifically thosesystemswithidentified operational, designandmaintenance issues-Operability ofrequiredsecondary andsupportsystems-Resultsofpre-start-up testing-Adequacy ofsystemlineups-Effectiveness ofrestartsimulator/required trainingnecessary tofamiliarize personnel withoperating conditions

-Adequacy ofsurveillances/

tests/programs

-Significant hardwareissuesresolved(i.e.,equipment withpoormaterielcondition, equipment aging,andmodifications)

-Adequacy ofpowerascension testingprogram-Effectiveness ofplantmaintenance program-Maintenance backlogmanagedanditsimpactonoperation 23 Theaffirmation willbedocumented pertheStationReadiness f>rRestartSequence, ReactorRestartandPowerAscension Plan.12.5NuclearLicensinReadiness:

Priortostart-up, NuclearLicensing shallassessandaffirmcompliance withregulatory requirements.

Thisassessment shallincludeconfirmation that:-applicable licenseamendments havebeenissued-applicable exemptions havebeengranted-applicable reliefshavebeengranted-imposedOrdershavebeenmodifiedorrescinded

-Confirmatory ActionLetterconditions havebeensatisfied tothesatisfaction oftheNRC-significant enforcement issueshavebeenresolvedtothesatisfaction oftheNRC-allegations havebeenappropriately addressed

-10CFR2.206Petitions havebeenappropriately addressed tothesatisfaction oftheNRCThe'affirmation willbedocumented pertheStationReadiness forRestartSequence, ReactorRestart,andPowerAscension Plan.12.6ROCreviews:Readiness assessments willbepresented totheROC,including affirmations ofplantreadiness.

SpecificareasandissueswhichtheROCwillexaminearedetailedinSection6.0underthedescriptions andrequirements fortheseareas.TheROCwillacceptassessment resultsandaffirmations.

12.7SMRTreviews:Following acceptance ofassessment resultsbytheROC,theSeniorVicePresident willconvenetheSMRTtoperformanintegrated reviewoftheaffirmations, verifycompliance withregulatory commitments, andanyotherspecialcriteriathatmayimpacttheinitiation ofstart-up.

12.8*6:~HU*d'ROC,SMRT,'om PlantPerformance Assurance andtheISRG,andotherinput,theExecutive VicePresident willdetermine thereadiness oftheunitandtheorganization torestartandauthorize initiation ofStart-upandPowerAscension Program,pertheStationReadiness forRestartSequence, ReactorRestartandPowerAscension Program.24 p~4 i2.95'-:iiiilM'RSR**.ii*RestartandPowerAscension ProgramPlanwillcoverstart-upmanagement, staf5ngandorganization, start-upapproach, andpoststart-upactivities suchasadditional monitoring andsurveillances.

Ofparticular importance arethespecialmeasuresthatwillbetakentoassuresafestart-upafteranextendedoutage(e.g.,additional holdpointsandamanagement approachforhandlinganycontingencies thatmayariseduringstart-up, theconfiguration oftheaugmented Operations staffduringstart-up, andtheidentiQcation ofanyadditional resources thatmayberequiredforstart-up).

12.9.1Duringstart-upandpowerascension, theCookNuclearPlantmanagement structure willbeaugmented withashiAplantmanagerandshiAengineering tocompliment theshiftmaintenance managerduringstart-upandpowerascension.

Theresponsibilities ofthesepersonnel are'detailed belowandintheStationReadiness forRestartSequence, Reactor,:.

RestartandPowerAscension Piogram.'.--':-:,*'*.".3ShiftPlantManager-The shiftplantmanager=provideson-shift(24-hour) presenceasadirectrepresentative oftheplantmanagerandisresponsible formaintaining anoverallperspective ofthestart-upprocess.Ifnecessary, theshiftplantmanagerisauthorized torequest=operations todelaythestart-up, redu'cepower,or'--'<'.,:,";":-.,;

shutdowntomakenecessary repairs.t'ShiftEngineering Manager-The shiftengineering managerprovideson-shiR(24-hour) presenceasadirectrepresentative oftheChiefNuclearEngineerandisresponsible formaintaining anoverallperspective ofengineering supportofthestart-upprocess.Theshiftengineering managerwillcontrolon-shiRengineering resources asnecessary tosupportscheduled startuptestingactivities, resolveemergentoperability issues,supportmaintenance andmanagenecessary reactorengineering testactivities.

ShiftMaintenance Manager-The shiftmaintenance managerprovideson-shift(24-hour)

,presenceasadirectrepresentative ofthemaintenance managerandisresponsible formaintaining anoverallperspective ofmaintenance supportofthestart-upprocess.The25 shiftmaintenance managerwillcontrolon-shiftmaintenance resources asnecessary tosupportscheduled start-uptestingactivities, resolveemergentequipment issues,andsupportoperations.

Thisorganization willbeimplemented asdirectedbytheplantmanageratcriticalevolutions duringstartupsuchaschangetomode4,initialcriticality, turbineroll,andparalleltogrid.Thissupplemental teamisrequiredtoperformanassessment ofplantstaFperformance duringrestart.Theorganization willbedisbanded asdirectedbytheplantmanagerbutnotbeforemode4to30%power.12.10Performance Reuirements:

Tomiiiiinize the'potential forperformance errorsduringplantstart-up, thefollowing actionswillbetaken:4n~Operations personnel willutilizethesimulator topracticethestart-upevolution andensureunderstanding andproficiency withapplicable start-upprocedures andspecialrequirements.

Thesupplemental teammustassesstheeffectiveness ofsimulator/required trainingnecessary tore-familiarize topersonnel withoperating conditions.

~AreviewofpastCookNuclearPlantstart-upissuesandrelevantindustryoperating experiences willbeperformed duringthefunctional areareviewstoensureunderstanding ofpastexperience and,lessons.learned.~Priortoinitiating thestart-upevolution, Department communication meetingswillbeconducted witheachplantdepartment todiscussmanagement expectations regarding start-upandpowerascension processes,

schedule, andresponsibilities.

13.0Management ofPostRestartIssuesUponcompletion ofrestart,therewillbeadditional corrective actionsandcorrective actioncommitments whichwillrequiretracking,

trending, andcompletion toeFectively resolveallitemsassociated withthisoutage.TheRestartProjectManagerisexpectedtoprovideoverallmonitoring oftheseactivities andtoprovideroutineissuestatusing totheSMRT.Inaddition, whilecertainissues,suchastheenhancement eFortsontheworkcontrolprocess,havebeenclassified asnotbeingrequiredforrestart,theissuesmaystillimpactCookeFortsatlongtermimprovement andeventfreeoperation.

Therefore, theircompletion isconsidered bymanagement asnecessary toconcludethattheplanthassuccessfully completed theoutage.TheseissuesmustalsobeaddedtotheRestartDatabasetoensuretheactivityiscaptured.

14.0Independent Verification 14.1Performance Assurance (PA):Performance Assurance willprovideindependent verification oftheeffectiveness oftherestartthroughobservations ofrestartscopemanagement, reviewofevaluations andreadiness assessments, reviewofrestartactions,samplingofdatabases andschedules, observations ofpresentations totheSERB,ROC,andSMRT,andreviewofclosurepackages.

TheRestartPlancontainsalistofactivities whichhavebeenspecifically identified forPAactivities.

(Attachment F)14.2Independent SafetyReviewGroup(ISRG):TheISRGwillidentifyandreviewkeyinformation abouttherestartandprovideindependent feedbackregarding therestartprogrameffectiveness totheSeniorVicePresident andothermanagement personnel.

15.0NearTermPostRestartActionsIINeartermpostrestartactionsarethoseactionswhicharerequiredtoprovidecontinued focusontheplantforthefirst7-14daysfollowing theoutage,Thistime&arnehasbeenshowntobethemostlikelyperiodwhenoutagerelatedcomponent maintenance willeitherexperience a"run-in"andcontinuetodisplayreliableoperation, orsomecomponents willexperience accelerated "wearout"andcouldpotentially causeaforcedoutage.Thisextraattention totheplantduringthisperiodcoulddetectearlyindications ofequipment "wearout"andprovidesufficient operatorresponsetimetotakecompensatory actionwhichcouldpreventpossibleplanttriporapremature forcedshutdown.

Priortoescalating toa'00/ofullpower,theSiteVicePresident andPlantManagerwilldecidewhatshift.,augmentation shouldremainduringthisperiod.16.0LongTermPostRestartActionsLongtermpostrestartactionsarethoseactionswhichtheplantwilltakebasedonthelessonslearned&omthisrestartexperience andthestrategybywhichtheorganization willdemonstrate commitment toachievelongterm,improvedperformance.

TheSiteVicePresident willdirectthedevelopment ofalongtermpostrestartplanwhichwillestablish anddirectactionsforlongtermevent&eeoperation.

Thisplanmustbecompleted priortorestartandpowerascension activities andmustinclude:-apredefined time&arnefollowing thecompletion ofcorrective actionsassociated withtherestartduringwhichtheeffectiveness ofcorrective actionswillbemonitored.

-whenever

possible, performance objectives established forlongtermstrategyareasandbasedonameasurable setofcriteriathatistrackedandtrendedtoprovidecontinuous monitoring oftheimplementation andeffectiveness ofcorrective

actionstakenfortherestartefFort.Themeasuresshouldprovideprecursor indication ofdeclining performance.

eI',r28 ATTACHMENT ASYSTEMENGINEERING REVIEWBOARDSERBCHARTERPURPOSE:Performasystem-based, multi-disciplinary technical reviewofpotential restartissuesassociated withrisksignificant plantequipment.,

Thisboardwillensureconsistent application oftherestartcriteriacontained inAttachment CoftheCookNuclearPlantRestartPlanamongsystemengineers, andensurethatrestartdecisions reflectthesharedconcernsofOperations, Maintenance andEngineering.

Theresultofthisreviewwillbetodefinetheequipment relatedworkwhichisneededtoensureasafeandeventfreestartupandachieveareliablepoststartupoperating cycle.MEMBERS:Electrical SystemsManager(Chair)Mechanical Component ManagerSafetyandAnalysisManagerI&CManagerPerformance TestingManagerPreventive Maintenance ManagerBoardSecretary Non-Member:

Additional attendance bymembersofRestartOversight Committee isexpectedtoreinforce expectations andprovideoversight forther'estartIssuereviewprocess.Alternate chair:SiteEngineering ManagersAlternate safetyandanalysismanager:Engineers intheSafetyandAnalysis'Section, subjecttoacceptance oftheSERBchairoralternate chair.QUORUM:Chair(oralternate),

twoOnsiteManagers, SafetyandAnalysisManager(oralternate),

andSecretary.

29 ACTIONS:3.7.Reviewallpotential restartitemsidentified bySystemEngineers basedoncriteriadefinedintherestartplan;theSystemEngineerwillpresenttheproposedrestartitemsfordiscussion.

Arepresentative ofOperations andMaintenance knowledgeable ofthesystem'srestartissueswillsupportthesystemengineerandensuretheperspective oftheotherproduction groupsisconsidered.

TheOperations representative willnormallybeanSSoraUSoftheOperations crewresponsible forthesystem,butcanbeanSSassignedtotheWorkControlCenter.Designate systemsthatarerequiredtobepresented totheSERBbysystemengineer, Maintenance andOperations.

TheSERBwillreviewallitemsidentified aspotential restartissuesbythesystemengineersystemreadiness review.Thesystemengineer, Operations orMaintenance representatives willalsoidentifyotherissueswhicharenotidentified aspotential restartissuesbutmaybequestioned.

Acompletelistofopenissuesoneachsystemwillbeavailable duringSERBmeetings.

TheSERBwillreviewandquestionadditional itemsasdesiredtodetermine iftheyshouldberestartissues.EnsurearecordofalldecisionS andconcernsraisedbytheSERBreviewisdocumented forfuturereview.Asaresultofthereview,recommend specificpotential restartitemsforapprovalbytheROC.TheDirectorofPlantEngineering isresponsible formanagement oversight ofSERBactivities andforbandingthisboardafterstartupwhendirectedbytheSiteVicePresident.

30 I~1 ATTACHMENT BRRSSAROVRRStORT 0SOOSOOCRARSRPURPOSE:Exercisemanagement oversight andapprovalofphysicalandprogrammatic workscopenecessary toensureasafeanduneventful unitstartup,andachieveareliableoperating cycle.PositionPlantManager,ChairOperations Superintendent ViceChairProduction Engineering Director,PlantEngineering DirectorMaintenance Superintendent Licensing ManagerRadiation Protection/Chemistry Superintendent TrainingSuperintendent OutageManagerRestartPlanProjectManager>>Secretary>>

DougCooperLarryWeberKenBakerDonHaferJohnBoeschAlternate BobGillespie GuyTollasAlbertoVerteramo MikeFinissiMarkStarkDougNobleBarryWallaceJohnStubblefield PhilGoraBettyClarkPaulHollandGoergeMcCullough DickStrasserDaleTidwellSandyMcClintock MarkAckermanGordonArent>>Indicates non-voting membersQUORUM:Chairperson orvicechairperson, andthree(3)additional votingmembers,twoofwhichmustbeprimarymembers.Attendance fromPerformance Assurance andBusinessPerformance isstronglyencouraged toperformanactiveoversight role.ACTIONS:Setandcommunicate expectations fortheorganization toevaluateworkitemsagainsttherestartscopecriteria.

Ensurescreening criteriaareconsistently appliedviatherestartoversight committee review,meetingandapprovalprocess.Someitemsthatmeetoneormoreofthecriteriamaybedeferreduntilafterrestartifthereisspecialconsideration thatprovidesthebasisforthis31'R~~~OS+'RSS~

RRRS~QOR11fOA'1RRSOSRSOS~~RARARSS'SW1R1RSRSAR%SR1\SOS~Vh~'V8H4tt~R.WP<PXlfJVP Nil19 decision.

Examplesmayincludeitemsthatareonlyaconcernduringcertainseasons,reducedriskofperforming theworkduringasystemoutage,orimplementation ofadequatecompensatory actionsuntilalong-termsolutionisdefined.Aclearbasisfordeferraloftheseitemsistobeprovided.

3.Reviewandapprove:A.Restartactionitemstobecompleted priortostartup.B.Stationreadiness toinitiateunitstartupandpowerascension asdetermined bytheresultsoftheassessment ofreadiness tostartup.4,Maintainarecordofpresentations, discussions, deliberations andbasisfordecisions andrecommendations.

5.Reviewcharterasnecessary toaccommodate changingconditions.

Conveneasnecessary toaccomplish thischarterpriortoaredduringstartup.Disbandafterunitstartupwhendirectedbythesitevicepresident.

32 ATTACHMENT CCRIYKRIAFORWORKINCLUDEDINRESTARTSCOPETobeincludedintheplantrestartworkscope,itemsmustmeetthefollowing criteria:

1.Level1Screening Resolvesanimmediate industrial ornuclearsafety,operability orregulatory issue.Theseissueswillbemandatory restartitems.1.Necessary toaddressthevoluntary shutdownfortheA/Einspection andrelatedprogrumnatic issues.2.Necessary toaddresstheconfirmatory actionletter.3.RequiredtoreturnanINOPERABLE system,subsystem orcomponent toOPERABLEstatus.IFaCondition ReportisissuedforwhichanOperability Evaluation isperformed andthesystem,subsystem orcomponent isdeclaredinoperable, THENtheissuemeetsLevelIscreenincriteria.

CRsidentified as"inoerable"btheCRoriinatorinPartAoftheCRarenottobeautomaticall classified asarestartissuebutaredendentuntherformance oftheonerabili evaluation todetermine classification asarestartitem..4.Requiredtoresolveanimmediate industrial ornuclearsafetyconcern.5.Necessary toaddressregulatory commitments.

2.Level2Screening Notanimmediate industrial ornuclearsafety,operability orregulatory issue.Theseissueswillbeconsidered foradditiontotherestartitemlistbasedonthereviewandrecommendations ofplantengineering, operations, andmaintenance iftheaction:1.Eliminates anexistingcomponent failure,deficiency, orcondition thatcouldresultinoperation in,orentryto,anLCOactionstatement.

2.Resolvesexistingdeficiencies orconditions that:a.wouldresultinfailureorinability toperformarequiredsurveillance testduringthecurrentoutageorthefollowing operating cycleinaccordance withtheplanttechnical specifications; b.wouldincreasetherisktooperation forsafetyassociated withperforming asurveillance; or33 c.wouldresultinthefailuretomeetalicenserequirement orarestartcommitment toanoutsideagency.3.Restoresdegradedcriticalcomponents orconditions thatcouldresultinaplanttransient, powerreduction orshutdown.

4.Resolvesconditions thathaveresultedinrepetitive safetysystemorequipment failures.

5.Restoreslicensing basisdeficiencies toconforming conditions (extended programmatic reviewsandscheduled corrective actionsmaybecompleted post-restart withtheproperjustification ofnosafetyimpact,asatisfactory OPERABILITY determination, andappropriate regulatory communication).

6.Correctsequipment withdesignbasisdeficiencies; i.e.,deficiencies insafety-related ortechnical specification equipment notinconformance withdesignbasisdocuments suchastheFSAR(extended prograinmatic reviewsandscheduled corrective actionsmaybecompleted post-restart withjustification ofnosafetyimpact,asatisfactory OPERABILITY determination andappropriate regulatory communication).

7.Correctsdeficiencies inconfiguration management

programs, processes, engineering analysiscodes,oroperating, maintenance, ortestprocedures thathaveareasonable probability ofaffecting equipment OPERABILITY (documentation deficiencies, whichhavenosafetyimpact,maybecompleted post-restart).

S.Eliminates conditions thatcreateapotential forpersonnel radiation

exposure, radioactivity release,oreQluentdischarge inexcessoflimits.9.Reducescumulative deficiencies, backlogsorconditions that,intheaggregate, areevaluated tohavesignificant negativeimpactonsafety,operability orreliableplantoperation.

(Notapplicable toindividual workitems).Issuesnotmeetinglevel1orlevel2criteriaabovearenntrestartissues.Throughthisscreening process,eachofthecorrective actionsisassignedanappropriate prioritybasedonsafetysignificance toensuretheproperresources andattention aredevotedtotheissue.

ATTACHMENT DPLANTSYSTEMSTOBEREVIEWEDBYROC120Vac/CRIDInverters AirRecirculation/Hydrogen SkimmerAuxiliary Feedwater 250VdcStationBatteries Component CoolingWaterContainment Containment SprayControlAirECCSAccumulators ECCSChargingModesl,2,3/CVCSHigh-head Injection ECCSRHRECCSSIElectrical SafetyBusses(4000V/600V)Emergency DieselGenerators Essential ServiceWaterIceCondenser MainSteamNon-essential ServiceWaterPlantAirCompressors ReactorCoolantSystem/RCS PressureReliefReactorProtection System/Solid-state Protection/ESFAS 35

~e-5-$(1~~ljI0~~.h

~~'~~~~~

(4)RestartAuthorization (5)PowerOperation 4rROCPerformFinalReadinesReviewROC,PkSRCPerformFinalReviewRecommend Startup4.3SMRTRecommend Restarto.oExocVicoPrssdonlAuthorize Restart5.1Opera6xmStartupandPowerAscension 38

ATTACHMENT FPerformance Assurance Oversight ofRestarttThepurposeofthisoversight e8ortistodischarge Performance Assurance responsibilities, under10CFR50,Appendix8,toprovideassurance thatactivities affecting qualityaresatisfactorily accomplished.

Thisoversight willincludeproviding independent feedbacktolinemanagement concerning theadequacyoftherestartplanandhoweffective theplanisbeingimplemented.

Toenhanceindependence, personnel conducting thisoversight willincludethosewhohavenotbeeninvolvedwiththeevolution ofpractices andlessonslearnedastheRestartPlanhasbeenimplemented.

Criticalactivities wereidentified Romtherestartplan.Criticalattributes oftheseactivities wereidentified andscheduled foroversight asfollows:ListofCriticalActivities

'ystemReadiness ReviewsFunctional AreaReviewsProgrammatic ReviewsContainment Readiness ReviewsDetermination ofRestartWorkScopeRestartWorkSERBROCIntegration ofReviewsStartupandPowerAscension CriticalAttributes ofCriticalActivities SystemReadiness ReviewsAretherightsystemsbeingreviewed?

Aretherightmethodsbeingusedtoconductthereviews?Arethereviewseffective?

Functional AreaReviewsAretherightareasbeingreviewed?

Aretherightmethodsbeingusedtoconductthereviews?Arethereviewseffective?

Programmatic ReviewsAretherightprogramsbeingreviewed2 Aretherightmethodsbeingusedtoconductthereviews2ArethereviewseG'ective?

Containment Readiness ReviewsIstherightscopebeingreviewed2 Aretherightmethodsbeingusedtocouductthereviews?Arethereviewseffective?

Determination ofRestartWorkScopeAretherightcriteriabeingusedtodetermine restartworkscope'?Arethereanyhiddeninventories ofitemsthatarenotbeingconsidered?

Reviewworknotincludedinrestart'?

Adherence toCriteriaExpertJudgement

RestartWorkIsrestartworkbeingperformed toproperstandards?

Engineering Maintenance, Operations OtherSERBIsthecharteradequate?

IstheSERBeffectively carryingoutthecharter?ROCIsthecharteradequate?

IstheROCeffectively carryingoutthecharter?Integration ofReviewsIsthemethodofintegrating reviewsadequate?

PlantEquipment HumanResources WorkProgramsStartupandPowerAscension Isitadequately Planned?Isltadequately Scheduled?

Isadequately Performed (OnshiftObservations)?

40 c

ATTACI:MENT GNGGRESTARTTEAMPROJECTMANAGEMENT CHARTERPURPOSE:ItistheCookPlantRestartManagement Team'schartertoprovidetotheNGGorganization adetailedhighqualityschedulethatensuresthatallrestartissuesareidentified, scheduled, completed, andclosedinaccordance withtheRestartPlan.TheTeamwillbecomposedofindividuals whowillaggressively seekoutandcoordinate theresolutions ofchallenges totheschedule.

TheTeamwillworkthroughconflictandconfrontation toensuredecisiveactionsaretakentodevelopsimplesolutions toproblemsthatchallenge theschedule.

TeammemberswillinteractfacetofacewithLineandSeniorManagement toensurethatissuesareknown,understood, andresolvedinatimelymanner.TheTeamwillinterface withtheNRCinanopenandprofessional manner.TheTeammemberswillfosteropencommunications bothinternally andexternally.

TheTeamwillembraceHumanPerformance Improvement principles toensurethataqualityplanisproducedthataddresses safety,qualityandcost.TheTeamwillemphasize teamworkandmutualaccountability bysetting....

highperformance expectations, beingdemanding customers, havingpersonalaccountability,'and delivering

'hatwecommittodeliver.ACTIONS:1.Interface withallNGGdepartments toidentifyrestartissues~~2.Entertherestartissuesintherestartdatabase3.Ensurethatallrestartitemshaveanidentified owner4.Ensurethatrestartitemsareplanned5.Developaschedulelogicthatissequenced andresourceloaded,6.Ensurethatthescheduleincludesalltcstartissues7.ProvidethephysicalworkscheduletotheIntegrated Scheduling groupforconversion toPODs8.Developascheduleforthefunctional andprogrammatic issuesthatataminimumidentifies thekindofresource(ifnotbyname)andisresourceloadedatleastintermsofnumberofdaysofwork/individual 9.Developstandardized formatfor"WorkDownCurves"10.SolicitdataRomfunctional areaownerstoproduceweeklyproduction reports11.Developsetofeffectiveness measurestomonitorrestartissueperformance relativetoanindustrystandardforexcellence 12.Leadtheweeklyproduction meetingsbyproviding anagendathatincludesfocusitemsthattheteamdetermines requiresmanagement attention 13.Frequently performfacetofacecontactwithrestartissueownerstodetermine status,concerns, andchallenges totheschedule.

14.Becognizant ofandresolvescheduleconflicts inatimelymanner.15.Co-ordinate andoverseetheintegration ofscope,plan,schedule, estimates andcost.16.ProvidetimelystatusupdatestotheSiteVice-president, PlantManager,andNRCResident.

17.EnsurethatitemsapprovedasRestartissuesbytheROCareaccurately recordedintheRestartDatabase.

18.Ensurethatallregulatory andcloseoutissuesarescheduled andcompleted ontime.19.Proactively driveissuestotheROCtoensuretimelydisposition towardscopeidentification.

20.Reviewandapproveoutsideservicerequeststoensbrescopeisknownandreflected ondetailedrestartschedule.

41 ATTACHMENT HNGGRESTARTTEAM-PROGRAMMANAGEMENT CHARTERPURPOSE:ItistheNGGRestartPlan/Process Team'schartertoprovidetotheNGGorganization aplanandprocessthatensuresthatallrestartissuesareidentified,

captured, anddriventoclosureinanorganized manner.TheTeamwillbecomposedofindividuals whowillsteadfastly seektoensureclosureofissuesinatimelymannerbutalsoinaconsistent mannerthatwillwithstand inspection.

TheTeamwillworkcloselywithNGGManagement, Regulatory Affairs,andPerformance Assurance toensuredecisiveactionsaretakentodevelopsimplesolutions toproblemsthatchallenge theprocess.Theteamwillholdallemployees andeachotheraccountable foradheringtotherestartprocesses andprocedures, andtheexpectations setbyseniormanagement forimplementation oftherestartplan.TheTeamwillinterface withtheNRCinanopenandprofessional manner.TheTeamwillnotplaceScheduleoverSafetyorQuality.ACTIONS:1.':Provideadministrative supportfortheSMRTincluding:

SchedulethemeetingsSetmeetingagendasProviding highqualitymeetingminutes~Provideadministrative support2.Coordinate thedevelopment ofRestartPlanstrategies 3..-Provideprojectmanagement supportfortherestartoversight committee (ROC).developanddriveacomprehensive scheduleforROCpresentations integrate theROCscheduleintotherestartscheduledevelopandimplement aconsistent processtoreviewemergentitemsscreenpresentations forconsistency andqualitypriortopresentation totheROCstructure meetingpresentations proactively driveissuestotheROCtoensuretimelydisposition ofrestartissuesprovidemeetingmoderation, structure, andrulesofengagement providehighqualitymeetingminutesprovidefullengagement oftherestartprogrammanagerandROCmembership.

4.Providesupporttoseniormanagement andlicensing for0350andotherrestartmeetingpresentations.

5.Developmilestones forRestartPlanactivities forintegration intotherestartschedule.

6.Process/Procedure Development Developtheprocesses andprocedures requiredtosupporttherestartplan.Maintainandcontroltherestartplanandprocedures.

Becognizant ofandresolverestartprocessconflicts inatimelymanner.t~Documentprocesses usedtoperformrestartplanreviews.(CRreview,CMreviewetc.)7.Developandadminister therestartdatabase.

8.Interface withNGGdepartments toimplement restartprocesses andidentifyrestartissues.9.ProvideRestartPlanissueclosureandoversight 42 Recordstrategyandassembleclosuredocumentation forrestartplanfunctional areaassessments, ROCfinalreviews,SMRTfinalreviews,ROCmeetingminutes,SMRTmeetingminutes.'1IilIIJ43 t.ATTACHMENT ICONDITION REPORTREVIE%TEAM(CRRT)CI-V&TERPURPOSE:ToreviewallopenCondition ReportsissuedbeforeAugust14,1998toidentify:

oCondition ReportsInvestigations thataddressissueswhicharerequiredtoberesolvedpriortorestartsothattheirstatusisclearlyknownandcapturedintheRestartdatabase; oCondition Reportcommitments (i.e.,corrective actions)whicharerequiredpriortorestartsothattheirstatusisclearlyknownandcapturedintheRestartdatabase;

~Cod~Condition Reportsthatneedtobetiedtoamoderestraint sothatpowerascension isappropriately trlied~onitionReportsthatneedoperability or"back-up" operability evaluations sothatitemsareresolvedriortorestart;resoveprioro~Condition Reportsthatwillrequireorhavethepotential torequireanFSARrevisionsothattheinformation canbetrackedbyNuclearSafetyandAssessment..

~IdentifythoseCondition Reportsthatposesignificant risktotherestartschedulesothataccelerated actionistaken.Significant riskisdefinedasthoseactionswhichhavethepotential to,delayrestartifnotcornletedin;atimelyma'nner'to, supp'orttheRestartscheduleorunresolved issues'whosecorrectiy'e'actions havethe','".'-.:.-!"'oentialtoeffectRestartreaihness.

(Examples ofsuchitemswouldbeCondition Reportinvestigations whih,,',"',

'arenotyet'complete'or"scheduled.activities whichcurrently extendbeyond'anticipated;restart date.)MEMBERS:Membership willconsistofrepresentatives fromprimatyplantorganizations whowillfunctionasprojectteammanagerstoobtainrequiredinformation

&omplantdepartments andtoperform:appropriate criticalreviewsand.,essmerits to'achieve the'above statedpiirpos'es.

Theteamwillbechairedby';the'Manager, Corrective Action,:

",'.:<Membership includes'.

---tChairperson:

W.WalschotAlternate Chairperson:.B.

Gillespie Operations Representative:

B.Gillespie Alternate Representative:

G,TollasMaintenance Representative:

A.BarkerAlternate Representative:

J.BoeschEngineering Representative:

A.Verteramo Engineering Representative:

P.Halverson Licensing Representative:

G.ArentAlternate Representative:

R.ShobergCorrective ActionRepresentative:

P.GaneyAlternate Representative:

AsassignedbyCRRChairperson ponsor:B.PowersUORUM:MeetingquorumwillconsistofChairperson ordesigneeand,asaminimum,3ofthe4representatives fromtheOperations, Engineering, Licensing, andMaintenance representative oralternate.

44 C,e ACTIONSIMKTHODOLOGY:

l.AnOpenCondition Reportdatabaseshallbedeveloped bytheCorrective ActionGroupforallopenCondition ReportsissuedbeforeAugust14,1998.Thespreadsheet willserveasthedocumentation sheet.forthecollection ofnwdata.Condition ReportsissuedafterAugust14,1998willbereviewedforrestartimpactsbytheManagement ReviewBoardpertheRestartPlan.2.Thedatawillbesortedbyresponsible departments tofacilitate datareviewandanalysis.

3.Uponidentification ofplantdepartments responsible fortheresolution ofspecificCondition Reports,CRR'eammemberswillcontactthedepartment managerstohavethemprovidethefollowing information oneachcondition report:'.AfterCRRaildcDetermination ofrestartstatusthroughtheuseoftheRestartCriteriacontained intheCookNuclearRestartPlan.IstheCondition ReportarestartitemsArecommitments associated withCondition Reportsidentified asrestartitemsappropriately classified pertheRestartCriteriaY,,.-.',.

-,.'.-.Determination ofriskandimpacttoRestartSchedulefor,those,Condition'Reports.for.which'investigations';;::;

'.',<';ijhavenotbeen,coiiipleted andfor,thos'e Condition Reports'whose,corrective a'ction's,'have iio't',been".,-',.'<<..;-

-',':,",.".

--",~3Determination ofmodeconstraint.

Duringthisoutage,anumberofCondition'Reports'which donotmeet".'"'<thecriteriaasarestartitemwillbeworkedasthescheduleallows.Moderestraints mayberequiredforsomeoftheseCRs.TheCRRTeamwillidentifyandincludetheseitemsin'theirfinalreport.Therefore, itmustbeunderstood thatnoteveryactivityincludedinthisoutageisarestartitemandthereisnotaoneforonecorrelation betweenitemswithmoderestraints andrestartitems.Determination ofneedforoperability or"back-up" operability.

evaluation'.'I

';",i,~,.'<'~',,:.,-.

',-,;.'",~;".,-.-",'.

=,.':":~,~<,~.~',.",...:,,

DeteriniiIation ofneedforFSARchandepartment reviewofCoiiditiori'Reports, depaitmental managersortheirdesignees will'mieet'with the'.."'.'-',!";

-'eammemberstodiscusstheirfindings.

ItisexpectedthatCRRteammemberswilladoptaquestioning

".""',,",'allenging attitudetoassurethatabalancedandwell'.considered restart.workscope isachievedasitrelatestoproblemsidentified throughtheCorrective ActionProgram.6.Evaluations performed anddecisionreachedthroughthesereviewsanddiscussions willbedocumented intheOpenCondition ReportdatabasebytheCRRTeam.Whereappropriate, justifications willbeprovidedfordeterminations reached.Operations willbethefinalauthority onmoderestraints.

7.Basedonthereview,theCRRTeamwillidentifythefollowing:

oRecommended restartscopeadditions.

Recommended restartscopedeletions eIdentification ofsignificant issues8.Department Managersareresponsible forupdatingKTP,theOutageScheduleandtheRestartdatabasebasedonresultsofthediscussion withtheCRRTeam.TheCRRTeamwillverifythisactionistakenpriortotsubmitting recommendations totheROC.9.TheCRRTeamwillpresentreviewresultstotheROCperRestartPlanrequirements.

45 0

-<<II<<Condition

<<Report-;-Review

.Team';=:-.

e"M>>doCanetracrctp

<<ce'dcaY<<cI)CodeaeIC)PM>>doA>>err>>at2)NrtfyReltartMencgerOpenCRearidCecrnttlnerte IeadeclSelOroSIIorpdRect>>derCancSknReport>>andoNTocUvo~cSonaI)SlavcRae>>re>>candelabaca2)EntvC>>rreldrnerae Irt>>KTPRaetart)Sctcecadte Rak'7M>>doConetreed) oper>>earp enrolattrrr)FSAR>>nant)oecpaecp)CCd<<l--<<-I>>Idr,-'7d

~I~~I~~I 00 ATTACHMENT KSOURCESOFPOTENTIAL RESTARTISSUES~Opencondition reports&corrective actionsOpenNRCitemseViolations

~Unresolved items(URIs)~Inspection follow-up items(IFIs)~MinutesofNRCDCCookGroupMeetings~Engineering Evaluation Requests/Engineering Technical Notes~OpenActionRequestseOperatorWork-around listOCRsOpenPRC/ISRGissues~'icenseeEventReports(LERs)NRCcommitments

~Westinghouse AdvisoryLetters~Surveillance procedures GenericLetters~=INPOEvaluations OpenItemseFSARReviewProgram4DesignBasesReviewSPchangesoTechnical Specification changesOperating Experience (SOERs,SENs,IENs,etc.)OpenDCPsOpenTemporary Alterations 0350OpenItemsReadiness ReviewsoSelfAssessments RestartReviewsoPerformance Appraisal Oversight FindingsoBacklogReviews ATTACHMENT LSTRATEGYCOVERPAGERestartIssueNumber(ifassigned):

RevisionLevel:IssueTitle:IssueDescription:

Strategic Objective/Goal:

RestartStrategyOwner(PrintedName):RestartStrategyOwnerSignature:

SMRTReviewandApproval/Date:

Distribution:

IssueOwner(Original)

RestartProjectManagerRestartProgramManager50 e

ATTACHMENT MRESTARTSCHEDULECHANGEREQUESTPurposeofRequest:RestartIssueNumber:Description ofChange:Justification:

.Proposed RevisedSchedule(start/Qnish):

~.Estimated ImpactonRestartSchedule:

.Requestor:

'.'rintname,'..Extension

";,.~.-,.';;-...,'~.-'.';,,-;j,,;,),,",,',,i~,,'~,

'.,>>>,-..y,,q~;.;.,

RestartProjectManagerConcurrSMRTConcurrence/Date:

Executive VicePresident Approval/Date:

Distribution:

Requestor RestartProjectManagerRestartProgramManager51 aC%

ATTACHMENT NDEVELOPMENT OFRESTARTITEMSTRATEGIES TheRestartProjectManagerortheSMRTmaydirectstrategies be,developed bystrategyownersforcertainrestartissues.Strategies areintendedtoprovideadetailedplanwhichcapturesallactionsrequiredtosuccessfully resolveaparticular equipment, organizational, functional orprogrammatic problem.Inthedevelopment ofstrategies, thecorrective actionsmustincludedocumented insights&omtheorganizations orindividuals thatmayhavecontributed totheevent,thoseresponsible fordeveloping thecorrective action,andthoseresponsible fortheimplementation ofthecorrective action.Thismaybeincludeddirectlyinthestrategyorbyaddendum.

'."Strategies'.-are'iiitended'o

.be'dynamic

'documents-andthe'Restart

'Str'ategy","Owner,,-.

-.;'ust"as'ses's"ch'arigiiig in'formation',and,conditions.to.

determine'f-the.'=strategy-'must--"

-;-.Ibereviseddur'ingtherestartprocess.'"Astrategymustconsistofthefollowing elements:

dAdministration Theseit,~willbecont

',edon,theSttegycoverPage:.-.-

..':-Ž;'...',IssueDescription/Problem Statement

~Issuedescription/problem statement-The description mustincludethesource(s) whichidentified theissue/problem, including relatedindividual NRCfindingsandCondition Reports.Theoriginalcauseanalysiswhichestablished theissue/problem andthereason(s) fortheissue/problem mustalsobeincluded, ifavailable.

Incertaincases,aformalcauseanalysismaynotexistbutisrequiredtobeperformed aspartoftheassessment portionofthestrategy.

Thisfactmustbestatedintheissuedescription.

~~Theissue/problem statement mustalsoincludethelinkorrelationship totheuppertierstrategy.

52 aQa4 Planareobeusedtomakethisdetermination.

Justification mustbeprovided.

foritemswhichareclassified asrequiredforcompletion afterrestart(i.e.,postrestartissues).~Ifthestrategyisproviding corrective actionsforavarietyofproblemreportdocuments and/orNRCfindingsunderoneissue,thesourcedocuments mustbelistedforeachspecificcorrective actionthatresolvestheuniqueproblem.Thiswillfacilitate documentation requirements associated withthecloseoutphase.~Consideration mustbegiventothepotential impactsonotherorganizations andthestrategymustaccountforactivities otherorganizations mayberequiredtotaketoensurefullimplementation ofthecorrective action(s).

~Consideration mustbegiventoandaddresstheneedfortraining, ifapplicable, inissueresolution.

Trainingactions'mustincludeinformation Romlessonslearned'om"the.event.analysisandrootcausedeterminations,:,

if.performed.',.-Trainiiig,';":.

must'also,',be perforined, ontechnical:

and'dministrative','change's

'made,,"..to';,':

facilities

'and/or'.practices

'andinclude'discussion

'of.'why;.

the",changes"'are"'-."""

"..-",""fnecessary..-'If trainingisnotrequiredaspartofthe'orrects'e ac'tion,",a'ustification mustbeprovided.

~Theproposedcorrective actionsmustbeclearlycross-referenced toalloftheassociated rootcausesandcausalfactorstheyareintendedtocorrectasappropriate

=,,Corrective actioiismust,besufficiently detailed',to,ensure thatall,actiy'ities,related.'.."';;..;;.-:;,

-;;-'to.'completion ofthecorrective actions"are identified (i.e:,'procedure ordrawing-,.',""<'."'.,",

-'..:,",';;:

changes,Technical Specification changes,etc.)Whereapplicable as'definedbyplantprocedures, safety,'evaluations have'been

"'performed toensurethatcorrective actionsdidnotresultinthelossofsafety'argin.Confirmation thatapplicable codesandstandards wereadheredtoduringthedevelopment andanalysisof,corrective actions.Itispermissible toreference anattachedlistofcorrective actionsobtained&omtheRestartDatabaseprovidedconfirmation hasbeenmadethatthelistiscompleteoradditional itemsnotonthedatabasearelistedinthissection.54 I

Assessment

~Objective

-Statement oftheoverallobjective(s) oftheassessment (e.g,,todetermine regulatory compliance foraprogram,functional area,etc.).~Method(s) usedtoanalyzeproblem~Scopeoftheassessment-Description ofthescopeoftheassessment including thelogicandactionsleadingtothescopedefinition.

~Thescopeoftheanalysismustconsidertheapplicability oftherelatedissue(s)onsimilarsystems,structures, components, procedures, processes, oractivities atCookandotherindustryfacilities inanattempttoidentifytrendsorgenericconcerns.

-=,'ummaiy'-'of findings:-A"summary statement'of the'rootarid",contributIng causes'..';..'-:.;'istobeincludedhthis'section.'f apotential roostcause'is'r'ejectea'd,ablea'rly,;

"-,rr""definedrationale mustb'eprovidedanddocumented.

Determination ofextentofcondition-A rationale forterminating therootcauseandcausalfactorsanalysismustbebasedonadocumented processthatisclearlydefinedandwhichprovidesareasonable basisforallconclusions reached.~Thepotential rootcausesoftheissueandanyassociated problemsarerequiredtobethoroughly evaluated

',;-'~'Theassessment inusf'consider theapplicability oftherelatedissue's"on'similar

'.,.<",<,

.~',".;.".,-systems,'structu're's, comp'onents,.procedures;processes; or.activities'at Cook'mdI'"..:.,*'".-",

"'-.':.,','""

'otherindustryfacilities inanattempttoidentifytrendsorgenericconcerns.

Arationale mustbeprovidedforanypotential rootcauses,whicharerejected,

'ndtherationale mustbeclearlydeQnedanddocumented forallrootcauses.Arationale mustbeprovidedforterminating therootcauseandcausalfactorsanalyseswhichisbasedonadocumented processthatprovidedabasisforallconclusions reached.For0350issues,theRestartStrategyOwnerisresponsible forassuringthataCondition ReporthasbeenwrittentoaddresstheissueandthattheCondition Reportinvestigation hasappropriately evaluated theissue.Corrective Actions~Itemsaretobeuniquelynumbered(e.g.,ForRestartItem"X',thefirstcorrective actionwouldbelistedasItem1.Sub-entries associated withthatuniquecorrective actionwouldbeletteredl.a.)~Eachcorrective actionmustbeidentified aseitherarestartissueorpostrestartissue.Thecriteriafortheclassification ofitemsasrestartitemsintheRestart53 C

ProjectPlanAtypicalprojectplanwillinclude:~TaskDevelopment

~Owner~Duration~Estimated Completion

~I.ogicTies~Itemsaretobeuniquelynumberedandmustcorrespond tothecorrective actionnumbering in'theprevioussection.'""",i,Eachactionrentxy and,sub;entry musthaveaprorjescted detailed"sche'dule';thuat'i.'",;

'-'.,'"':.'.,,..",.'rncludespre-"'a'nd post-restart actionsdateandwhtchidentities,the'organiaatIon',;.

,,:,',':,;"',retspociisible,for theac'tion;Resources requuedtocompleteth.tra'sk'anrd',arri;.;.'

.:l',"estimated number'of manhoursfortaskcompietion'mu'st be'assign'ed'fo'r'ea'ch

'.actionitemassociated withaspeci6cissue.~Actionsarespeci6cally identified asrequiredforrestartornot.~Inthecasewherelongtermactionsremaintobeaccomplished, itmustbe1r'.:,,clearly, documented whentheactionwillbecomplete,-the basis,for;the,delay in,;".-.',.",,".".';.

theactioris,

'andhow'theactionswillbetrackedandtrendedto:assure~,'.-;!.,:

=,.'.'-,,>>:","'!"';.'-Ifinterim'corrective actionsaredeveloped, th'eymustbe"documented when'-permanent corrective actionsarenotimplemented becauseoftimeconstr'aints

'=-.orcompletion requirements beforeplantrestart.~Itispermissible toreference anattacheddetailedscheduleprovideditiscon6rmedthatallitemscontained intheCorrective Actionsectionareaddressed oraccounted forinthedetailedschedule.

Expectedresultsandeffectiveness measuresoIdentifystrategic objectives/goals ofthecorrective actions.Thestrategic objectives mustbede6nedandincludeinterimobjectives toassesstheprogressoftheplan.Theobjectives mustbefocusedonensuringalastingimprovement, intheoperation andmaintenance oftheplant.Actionsmustidentifythedesiredconditions tobeachievedandincludemeasurable performance indicators, wheneverpossible, toassuretheactionscanbeassessedaseffective toprecluderepetition oftheproblem.Thesemeasures55 1

shouldformtheacceptance criteriaandprovideprecursor indication ofdeclining performance.

Corrective actionsmustincluderestoring systemsandequipment toserviceandverifying theycanperform.theirintendedsafetyfunctions throughpostmaintenance orpostmodification testing.Nearandlongtermeffectiveness measuresmustbeidentified.

Documentation Listdocumentation whichwillbeneededtosupporttheclosureofthepackage.QAReviewlEffectiveness assessments

The'stiategy must,includerequirements;to"'have'...'self-.'a'ss'essmentsg';:aiid',;

as,',:-.-

"",:.':-'-j..

.!-'ecessary',independent assessments; ofthe,implemeiitationof'th'e;e6ectivenes's'.

",..'"-'j.

'.-'.".'-'.,"

ofthestrategy.'i.e;;

amethodtoconfirinactions'were efrective)~-;.

'-'8,'",'-';.

-:,;..".:"-:-:.".""-."",':.,":;;:.'".

r'56 C'I 1"RestartP.lanProblemOwnerAssessment ActionsProjectPlanEffectiveness MeasuresDocumentation QAReviewApprovalStrategy.,Diamond

• 'v,.'.Description oftheproblem,(listsourcedocuments).

-';~".Description ofthelinktothepreviousstrategy/problem.

,"r~-,',-'Strategy Ownery.4-..-':,Description ofgoalsforthefuture.:-'-'Description ofthescopeofthe'assessment including thelogic'<andactionsleadingtothescopedefinition.

,IC,.=..Actions foraddressing'problems andachieving futuregoals.YP.",,~Detailedschedulethatincludespreandpostrestartactions..':..:.Metricsfordetermining effectiveness ofactions.(future-.":.ass'essments, performance

measures, fieldmonitoring etc.):'<<'-."-.".~'."j,Based onclosurerequirements':

,-'independent methodtoconfirm.'actions wereeffective.

,~g'!'~1'".,.'-Management approvalo'.strategy.

II;*ltr1pP'44 RestartPlanMajorStrategies Communication

.Cond5onAtRestartRestartReadiness

.Ucenstntt PadcntteClosure-R~<PPAOveralttht RanOELevel1Levet2OPSLevel3RPFuelProtSurvPPA)tMSNRMindicates NRC0350chocMist=-(~}91-1858 C.~~r'

~~'~I~~~I~-.~~~I.~~~'II~~'~~4~~'~'~~~I'~II~I~I~~~~II~~0~~~~~I~e~~~~~I'~~~~~~~~~~IIIi"II'~VII~~~~~~~~~~~I~III~II~II'IIi-.~~'~~~'~III~~~I~'~~~~~~1~~'I~~~~~~'I~'l~I'~I~~~~~I~~~~~I~'l~e'~~~~II~I,~~~II~

4~,~'I ATTACHMENT 1TOAEP:NRC:1260GF COOKNUCLEARPLANTLEVEL1SCHEDULE r+7 LEEL1SMCMMC4Iue(74Icplluh4u7ugu~epemercoetoemet~cernethuel74Uet7etcAINT.AElACONDITIOEQUIREDFORRESTARTCORRECTIVE MAINT.SACKLOOSVRVEILLANCESARTWORKRTWORK(QHYDROOENREC0MBINER(80RICACIDC0NCEHTRATI0NCONTAINMENTSPRAYPUMPCODERELIEF(ICECONDENSER FLOWPASSADESPOTENTIAL HRCSUBMITTALUNIT2HYDROOENAHALYSISWESTINOHOUSE SAFETYEVALUATION (SECEDU0TI0NsQQa'O~EPREADINESSREVIEWSPAFFIRMAT10KOFREADINESS T0RRESTARTAUTHORMODES00NTINCENCY0001BOWSTART'"'""O~O.TWO<NANOREPAIRQ+ODESTOMODE2MODE2TOPARALLELPARALLEL(

acJl)J