ML20210D041

Rev 0 to Rancho Seco Mgt Process Manual, Consisting of Revised Sections

ML20210D041
Person / Time
Site:	Rancho Seco
Issue date:	04/22/1987
From:	Julie Ward SACRAMENTO MUNICIPAL UTILITY DISTRICT
To:	Miraglia F Office of Nuclear Reactor Regulation
References
JEW-87-642, RSMP-2, NUDOCS 8705060406
Download: ML20210D041 (127)

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RANCHO SECO

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P CONTROL COPY NUMBER:

COPY A S SIG N E D TO:

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O SACRAMEN'IO MUNICIPAL UTILITY DISTRICT

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OFFICE MEMORANDUM W

TO:

1. 10 MANAGER NUCLEAR LISCENSING DATE:

March 4,' 1987 FROM:

Nuclear Document Supervisor SUBJEen ISSUE OF RANCHO SECO MANAGEMENT PROCESS MANUAL Attached is a copy of the Rancho Seco Management Process Manual '

for Rancho Seco Unit One. This copy is for your information.

Please take the following action with regard to this document:

1) Read and become familiar with its contents.

2) This document has been permanently assigned to you and as a result you are responsible for its whereabouts.

3) As revisions to the manual occur, they will be forwarded to you for their incorporation in the manual.

4)

If at anytime you become aware of needed changes or descrepancies in the text, you should bring these to the immediate attention of the following individual:

'(

PAMELA MAYO (M S 221)

(916) 452-3211 EXT. 4312 (209) 333-2935 EXT. 4312 RANCHO SECO 14440 TWIN CITIES RD HERALD CA 95638-9799 Upon receipt of the Rancho Seco Management Process Manual please fill out the attached page, detach and mail.

Attachment l

8

RANCHO SECO NUCLEAR GENERATING STATION

SUBJECT:

Rancho Seco Management Process Rancho Seco Management Process Manual is the controlling document e

in the hierarchy of site documents for defining organization, cstchlishing jurisdiction, site policy, and delegation responsibility to cchieve the Rancho Seco mission.

This manual has. been initiated to provide the management tool necassary to direct personnel and activities to safely and reliably c nsrate electricity at the lowest practical cost.

Additionally, the District has a standing commitment to achieve standards of excellence for all nuclear activities.

Our aim is to satisfy all prescribed and intended requirements of the NRC regulations and guides in attaining this mission.

Description of key elements which define

goals, delegate responsibility and provide for measurement of commitments, are included.

It is our intent to define the requirements for all levels of management, to realize their scope of responsibility in providing ths resources and timetable to accomplish the commitments necessary for the plant to be maintained in a quality condition within budget and schedule constraints.

This manual is organized into Sections:

Section I

- Introduction - Principles of the' Process Standing

(

Policies and DirectivesSection II - Jurisdiction of Department Organizations (RSMP 200 Series) i Section III - Process Requirements / Delegation of Responsibilities

l (RSMP 300 Series)

~i Section IV - General Administrative Standards (RSMP 400 Series)

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Section V

- Practices and Topics l

Section VI - Glossary This manual will be maintained to ensure consistent and accurate information; when appropriate, new process controls will be incorpo-rated into the manual.

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~ ' John E. Ward

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d TABLE OF CONTENTS RSMP-2 RANCHO SECO MANAGEMENT PROCESS 04-22-87 SECTION I A.

INTRODUCTION Rev. 0 03-J1-87 8.

PRIORITIES OF THE MANAG2 MENT PROCESS C.

PRINCIPLES OF THE MANAGEMENT PROCESS O.

SECTION OVERVIEW E.

STANDING EXECUTIVE DIRECTIVES AN'O POLICIES F.

BASIC ACTIVITIES G

DOCUMENT HIERARCHY (ATTACHMENT 1-10)

H.

SMUO/GM RANCHO SECO MANAGEMENT INTERFACE SECTION II RSMP 200

' ORGANIZATIONAL CHARTERS Rev. 0 03-11-87 f

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SECTION III RSMP 300 THE BUSINE'SS PLAN Rev. 0 03-li-87 RSMP 301 CONFIGURATION MANAGEMENT PROCESS.(CMP)

Rev. 0 25-87 RSMP 302 OIRECTIVE AND' PROCEDURE COMPLIANCE Rev. 0 04-22-87 RSMP 303 M00!FICATION WORK ACTIVITIES

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(TO BE ISSUED LATER)

(TO BE ISSUED LATER)

RSMP 304-MAINTENANCE WORK ACTI'ITIES V

RSMP 305 FIVE YEAR ACTION PLAN (TO BE ISSUED LATER)

RSMP 306 FIRE PROTECTION Rev. 0 04-22-87 RSMP~ 30&

REGULATORY C0f11ITNENT MANAGEMENT Rev. 0 04-22-87 RSMP 309 ~

ALARA PROGRAM Rev. 0 04-22-87 RSMP 310 0FFSITE EXPOSURE CONTROL Rev. 0 04-22-87 RSMP 311 INPO PUBLICATIONS (TO BE ISSUE 0 LATER)

RSMP 312 SAFETY ANALYSIS REVIEW Rev. 0 04-22-87 RSMP 313 MANAGEMENT REPORTING NETWORK Rev. 0 03-25-87 8s i

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TABLE OF CONTENTS

'RSMP-2 RANCHO SECO MANAGEMENT PROCESS

'04-22-87 SECTION III - (Continued)

RSMP 315 BUDGET PROCESS Rev. O D3-11-87 RSMP 316 MANAGEMENT PROCESS FOR QUALITY Rev.

O' 03-25-87 RSMP 317 CONTRACT PREPARATION AND ADMINISTRATION Rev. 0 04-22-87 RSMP 318 TRAINING PROCESS Rev. 0 03-25-87 RSMP 319 OCCUPATIONAL SAFETY AND HEALTH Rev. 0 04-22-87 RSMP 320 INTERNAL COMITMENT MANAGEMENT Rev. 0 04-22-87 RSMP 324 EMERGENCY PLAN Rev. 0 03-25-87

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RSMP 325 PROJECT MANAGEMENT Rev. 0 03-25-87 RSMP 326 OBJECTIV'ES AND MEASURES Rev. 0 03-11-87 RSMP 327 WORKMANSHIP STANDARDS AND INSPECTION REPORTS FOR (TO BE ISSUE 0 LATER)

MODIFICATIONS AND MAINTENANCE WORK RSMP 329 OATA MANAGEMENT Rev. 0 03-25-87.

SECTION IV RSMP 40T CONTROL OF PROCESSESI Rev. 0

'03-11,-87 RSMP 403 STANDARD DISTRICT' PROCEDURES (TO BE ISSUED LATER)

RSMP 404 PROGRAM / PROCEDURE HIERARCHY (TO BE ISSUED LATER)

RSMP 405 IMPLEMENTING PROGRAM / PROCEDURE MATRIXES (TO BE ISSUED LATER)

SECTION V RSMP 501 DECISION PAKING AND DECISION PRONOUNCEMENT PROCESS Rev. 0 04-22-87 RSMP 502 ENGINEERING ACTIVITIES INTERFACE

- (TO BE ISSUED LATER)

RSMP 504 QUALITY PRINCIPLE

.. i o (TG BE ISSUED LATER)

RSMP 505' CONTROL OF CORRESPONDENCE (TO BE ISSUED LATER) -

SECTION VI GLOSSARY Rev. 0 03-11-87 11 8

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SECTION I.

INTRODUCTIQM Page A.

Introduction I-1 B.

Priorities of the Management Process I-2 C.

Principles of The Management Process I-3 D.

Section Overview I-4 E.

Standing Executive Directives and Policies I-6 F.

Basic Activities I-7 G.

Document Hierarchy I-9 H.

SMUD/GM District Board and Rancho Seco Management Interface I-10 8

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Revision 0 Effective Date:

INTRODUCTION 3/11/87 The Management Process is the administrative system and management 8

o/ leadership tool used to coordinate the activities of all rganizations toward achieving the Rancho Seco mission:

to safely and reliably generate electricity at the lowest practical cost.

The Rancho Seco operation consists of:

a)

The administrative and leadership process used to direct

people, activities, and plant status toward achieving the mission; b)

The personnel operating and maintaining the plant; c)

The generation and support to operate the plant.

(This manual specifically addresses the concepts of Item a)

The Management Process (MP) is designed to achieve goals by effectively using the skills of the personnel.

Management provides the means (resources and administrative processes) for the work to be accomplished.

Additionally, managers provide leadership which sets the standards for accomplishment of the Rancho Seco goals and objectives.

The MP is the concentrated administrative process to effectively manage the achievement of results through support and direction of leadership.

All managers must direct their efforts toward the same desired results: The Rancho Seco Business Goals and Objectives.

The implemen-S ting manager must be in control of his/her area of responsibility, including the appropriate resources and authority to execute the commitments.

General management is the achievement of goals through others; the Management Process emphasizes the delegation of authority to concentrate all efforts on accomplishment of the common goal.

The Management Process:

a) provides to Rancho Seco personnel, SMUD management, the District, regulatory agencies and the community, a clear understanding of SMUD's commitment to good plant performance.

b) provides current and precise documentation of management philosophy,

policy, goals, objectives, commitments, and process of implementation.

c) delegates to provide simultaneous job autonomy for action and management controls using participative interaction between the delegating and implementing manager.

d) delegates responsibilities with participation by the responsible organization.

e) provides for descending planning controls, processes and measures with full participation by the implementing manager.

(Managers 9

may submit additional processes for inclusion in the manual).

I-1

Priorities of the Management Process Management of the fundamentals is paramount to sustain good plant performance.

Several Executive Directives and policies are used to provide principles and guidance on significant fundamentals.

These 8

Seco plans and the delegation and controls of the Management are the highest level embracing the goals and objectives of the Rancho Process.

Clear Charters (Series 200) and requirements of adequacy with delegation (Series 300) are used to carry out the Executive Directive and Policies.

The main fundamentals to administer control:

1)

QUALITY The achievement of quality produces reliability.

Qualified operators handling reliable equipment increases safety; production of KWH's becomes routine.

2)

NO-NONSENSE DELEGATION The DGM is accountable for Rancho Seco performance; deliverables to ensure performance must be achieved through others thus effective delegation is vital to success.

3)

PEOPLE People perform the work and the worker knows his/her job best.

9 The MP Manual uses the first two tiers of the Document Hierarchy (see Attachment I-9) for delegation and controls.

The line organications implement using their programs and procedures.

Programs couple with the Business Plan and Action Plan while procedures are used to control people and equipment to the requirements and standards specific in the manual.

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Principles of The Mananement Process The Management Process Manual is designed to provide the principal element to administer controls defining organization, jurisdiction, establishing policy and delegation of responsibility for Rancho Seco management.

Scope of Responsibility The primary purpose of the Management Process (MP) is to emphasize at all management levels the answerability for delegation and application of work.

The MP provides the Rancho Seco elements to be applied to all work conducted on site.

o Accountability

- safety quality, budget, schedule and deliverables o

Compliance

- regulations and guides o

Commitment

- standards of excellence o

The Rancho Seco mission is to safely and reliability generate electricity at the lowest practical cost; in achieving this mission no compromises will be made to quality and safety.

Accountability requires understanding and acceptance from management to line organisations; the implementor must accept the commitment with the schedule,

budget, and deliverable dates clearly defined.

It is imperative for all parties to comprehena all conditions of constrain in accomplishing their activity with no concessions allowed.

o Strict compliance with operating licenses and other applicable 8

regulatory requirements of the NRC and the Rancho Seco Quality Manual will be followed at all times.

o Rancho Seco personnel will adhere to the pursuit of excellence in all matters concerning decisions and actions to achieve operation at the site.

Attention to detail must be rigid and consistent to ensure precision and excellence in all aspects of nuclear j

activity.

Progressive improvements will be strived for at all levels emphasizing programs to provide employees with the training necessary to perform their work at a level of excellence consistent with overall performance objectives.

Training will be provided based on job requirements such that each employee has the training available to enable him/her to perform their assigned work to the highest standards.

INPO Good Practices and Guides Incorporation of INPO Good Practices and Guides will be included in the Management Processes delineating of Rancho Seco policy.

Areas will include:

Operations, Maintenance, Engineering, Technical

Support, Chemistry, Radiation Protection, ALARA, Systems Engineering, Emergency Preparedness, Construction Projects, Management

Programs, and Performance Objectives.

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Section Overview Attachment I-F depicts an overview of the Rancho Seco Management Process document structure.

8 Sections:

The Rancho Seco Management Process Manual includes the following Section I This segment establishes priorities,

policies, principles, and standing executive directives used to manage Rancho Seco activities toward common objectives and to achieve defined standards.

Section II The 200 Series charters delegates organization responsibilities and defines interfaces by the DGM.

The responsible organization prepared a

detailed listing of their primary activities as further clarification of responsibilities and program elements.

Subsequent updates will reference department implementation (when Programs exist) to expand common understanding of charters and interfaces.

Section III The 300 Series states the DGM position and requirements for a

process of programs and delegates responsibility for implementation.

This delegation is compatible with the 9

organizational charters (RSMP 200) and is in compliance with the priorities, principles and controls of Section I.

This section is paramount to the delegation for job autonomy and management controls.

RSMP 316, Management Process On Quality specifies that each department is accountable for quality and must comply with the Rancho Seco Quality Manual; this same means is used by Emergency Preparedness with the ALARA Manual.

The 300 Series is all.-important to effective delegation and effective controls.

These rules apply:

In the pursuit of the goals and objectives, all site business will be strictly conducted by the controls of these documents.

Interdepartmental activities and functions as defined by the Deputy General Manager encompass the general requirements and the delegation of responsibility at the Department level.

Accomplishing the specific goals and objectives of the District approved Business Plan requires all elements in the process of delegation of responsibility.

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Clear definition of the delegation of responsibility should be understood by all levels of management; during any period of the

schedule, interpretation should not be needed after the commitments have been established.

8 Department Managers are responsible for the development and maintenance of area procedures which address and comply with their scope of requirements and assigned responsibilities.

These procedures will be identified and updated using the Implementing Procedures Matrixes, RSMP 404, Attachments.

Section IV These General Standards address the administrative requirements and procedures for maintaining the manual and various site comprehensive subjects (e.g.,

Drugs and

Alcohol, Sexual Harrassment etc).

Section V The 500 Series covers management 1) Practices and 2) Topics aimed at clarifying areas important to effective delegation or effective implementation.

RSMP 501, Decision Making and Decision Pronouncement Process is an example of a

practice, it outlines considerations and methodology while recognizing that situations and management styles need flexibility.

RSMP

502, Engineering Activities Interface is topical 9

dissertation, it serves to clarify the roles of the several applications of engineering type activities.

This MP Manual edicts compliance by all organisations; the Programs developed by the departments are the auditable documents for regulatory compliance.

Additional processes will be developed as deemed necessary by applicable management.

All managers will be knowledgeable of INPO Good Practices and Guides pertaining to their area of responsibility the intent of which should be documented (when incorporated) in department programs.

The Manage-ment Process will audit the line managers programs and processes if necessary.

Nuclear Training Department will provide support to the line managers regarding incorporation of INPO Good Practices and Guides.

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Standing Executivo Directivas are inclusively implemsnted by use of the Management Process; these directives are as follows:

1)

Conduct all activity at Rancho Seco on the basis of the current District Board Approved Plan.

2)

Execute the Plan using tha MP methods of implementation of administrative controls and job autonomy coordinated to a

functioning balance.

3)

Delegate responsibilities with clear, reasonable, and measurable

goals, provided the necessary resources and a feasible schedule are applied.

4)

Incorporate INPO Good Practices in the manual.

5)

Assign accountability for sub-contractors to a

SMUD line organization for full compliance and resource accountability.

6)

Perform to the standards of excellence as described by the Rancho Seco Quality Assurance Manual and associated controlling standards assuring all tasks and quality policy requirements are conducted to the specified standards of excellence.

Site policies relating to the importance of

quality, safety, and people are as follows:

Safety and quality is our first priority.

Never compromise safety or quality to any other objective.

Comply with the NRC intent and prescriptive requirements.

Comply with the Rancho Seco Quality Program as the best means to achieve the Rancho Seco mission.

Strive. to be the best by adhering to defined standards which promote excellence.

I Strive for complete understanding at every level.

Recognize the importance of people as individuals and provide for q

worker feedback and representation.

Reward effective behavior as measured by quality

work, cohesive working, and cost control.

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The Management Process consists of five basic activities:

Plan 0

Nuclear The Plan establishes the course of action for all levels of the Organization in support of the Rancho Seco Business Plan.

Definitive goals and objectives are designed in measurable terms to accomplish the specified results.

Achievement of commitments must meet all safety and quality requirements in addition to compliance with the budget, schedule and scope of deliverables.

The process is addressed in RSMP 300, The Business Plan, and RSMP 326, Delegation of Objectives.

The Five Year Action Plan (RSMP 305) encompasses all organizational (programmatic) work activities and provides tracking for commitments of the line organizations implementation plan.

The Five Year Work Plan is the central control point for initiation, commitment and tracking of activities; all organizations will contribute in the participation and accomplishment of these tasks.

Each department formulates its own program in support of their area of responsibility commitments and generic charters.

The Organisation commitments of the Work Plan will be clearl; identified and monitored by use of RSMP

313, Management Reporting Network.

Orcanization 9

Scope, relationships, responsibilities, and authorities are defined in the organizational structure such

'that objectives can best be accomplished.

The aspects of each project will be uniquely tailored to each specific task or situational need.

The basic building units;

design, operation, maintenance,

training, licensing and quality assurance will remain stable.

Staffina Rancho Seco has committed to provide personnel at all levels with the training necessary to support the high standards and proficiency of work performance included in the goals and objectives.

This is expected to provide qualified candidates from within the organisations to fill available positions.

Department Managers will actively support and participate with the District Human Resources in the selection when outside recruitment is warranted for a given position.

Delegation Clear delegation is the necessary element to implement and achieve actions necessary to accomplish a task.

The Plan defines and develops Rancho Seco goals objectives programs and commitments.

Subsequently organizational objectives and rx commitments are developed level by level.

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I a)

Managers will prepare individual objectives and sub-objectivas to support the next higher level objectives.

b)

Objectives and sub-objectives will require approval by the next higher level objectives.

8 c)

Upon

approval, objectives will be distributed to the next lower

level, repeating this action until completion of commitments by each department.

d)

Tracking of all activity will be maintained by RSMP

313, Management Information System.

f All objectives will be clearly established with criteria and deliverables (in quantitative terms) to be measured during progress toward the target dates.

Management Reportina Network (MRN)

The basis for reporting the results of goals and objectives will be implemented by use of the MRN (RSMP 313).

This will provide the information required to measure results of all delegated work necessary to accomplish the Plan.

Criteria for MRN:

Information submitted from all areas must be reliable and timely in the context of its intended use; activity from this report will be continually monitored by all levels of personnel to track performance 8

and execution of commitments.

Individual tracking systems must be accurately maintained by the responsible area to provide accurate input.

Planning the MRN:

I To accurately assess the status of objectives and commitments, input must identify the specific data of each task.

The format for preparing reports must be responsive to the functional specification by the users thus responsibility for providing data should be assigned and accountable in each organisation for the reliability of the data.

The MRN will monitor the reporting system for:

correct and timely l

irput of data, timely distribution of reports to the users, analysis o.'

work results against objectives and targets, and preparation of reports to address the comparisons of results against the commitments of the Plan.

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DOCUMENT HIERARCHY S

MANAGEMENT (RSMP 100 and 200 Series)

PROCESS QUALITY PROCESS (RSMP 300 Series)

MANUAL (Process Require-ments/Delega-tion of Respon-sibilities PROGRAMS 4

Site-wide Applicability direction of process w/o organizational

)

boundaries i

PROCEDURES (Department Administration, if applicable)

Section V Glossary should be utilized for clarification of Manual terminology.

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SMUD GM/ District Board and Rancho Seco Management Process Interface The District Board will make the final decision for the total budget 8

selection of staffing or individuals.

authorization; the Board may provide input and approvals in the The following types of information will be provided to the Board as part of the approval, authority, and review process with Rancho Seco.

1)

A summary with definition of major programs, base and contingency budget.

2)

A forecast of plant availability and capacity factor as the base for expected revenues.

3)

Staffing plans.

4)

Long range plan for upgrade and resolution of impending problems.

The Plan is the basis for participation by the Board.

A process will be developed for presentation and approval by Rancho Seco (with options included) for the Board's review.

8 Date:

.3-/0 4 7 Approved:

E -1Teneral Manager, Nuc r

De t y Ill I-10:

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RANCHO SECO MANAGEMENT PROCESS SECTION II. DEPARTMENT PROCESSES S

Document Title Number 200 Organizational Charters 8

l 8

I SMUD. tlUCLE AR ORGANIZATIOt1 NUMBER: PdMP 200-REVISION: 0 rat!Cfl0 SECO MANAGEMEtiT PROCESS MAtlUAL PAGE 1 OF 26 LEAD DEPARTMENT TITLE EFFECTIVE DATE I DEPUTY 3/11/87

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TRAL MANAGER ORGANI ZATION AldllAI1TERS

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' JUTY GENERAL'MANAGEB/Qi 1.0 DGM POSITIOtl All Departments within the Nuclear Organization shall operate within the following charters.

Any temporary change in the delegation of responsibilities shall be approved and

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documented.

All permanent changes in the delegation of responsibilities shall be approved and incorporated into this process in accordance with RSMP 401.

2.0 NUCLEAR ORGANIZATIOli CHART See Page 3.

l 3.0 CilARTERS Charters are included on the following pages and are indexed as shown.

3.1 Responsibilities Applicable To All Page 4 tiuclear Organization Departments 3.2 Deputy General Manager, riuclear Page 6 3.3 Hanagement Assistance Page 7 3.4 Public Information Page 8 3.5 Emergency Preparedness Page 9 3.6 Quality Assurance Page 10 3.7 Executive Assistant Page 11 3.8 Restart Implementation Office Page 12 3.9 Nuclear Plant Page 13 3.10 Plant Modifications Page 14 3.11 Implementation Page 16 3.12 Training Page 17 3.13 tiuclear Licensing Page 13 3.14 Nuclear Engineering Page 19 8

3.15 Support Services Page 20 l

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SMUD, NUCLEAR ORGANIZATION NUMBER: RSMP 200 REVISION: 0 RANCHO SECO MANAGEMENT PROCESS MANUAL PAGE 2 OF 26 3.16 Practices and Procedures Coordinator Page 30 3.1" Organizational Effectiveness Page 24 0.18 Restart Implementation Staff Page 25 3.10 Services and Support Provided the Page 26 District Outside of the Nuclear Organization 9

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SMUD, NUCLEAR ORGANIZATION NUMBEE: RSMP 200 REVISION: 0 RANCHO SECO MANAGEMENT PROCESS MANUAL PAGE 4 OF 26 3.1.

RESPONSIBILITIES APPLICABLE TO ALL NUCLEAR ORGANIZATION DEPARTMEtr 1.

Implement personnel safety programs.

2.

Supply personnel with the resources required to safely and effectively perform their job.

3.

Comply with Rancho Seco Quality Program.

4.

Ensure total compliance with approved procedures.

5.

Ensure quality performance of responsibilities.

6.

Coordinate all communication of regulatory agencies with the Manager, Licensing.

7 Maintain a knowledge of INPO " Good Practices" and INPO Guides that pertain to respective areas and incorporate these principles into the various programs.

8.

Establish goals, commitments, and objectives which support the overall Nuclear Organisations mission and are integrated with the goals and objectives of other District Organisations.

I 0.

Maintain an open, problem-solving climate.

10.

Maintain open and responsive communication channels at all inter-departmental personnel levels.

11.

Supply SMUD Nuclear Organisation personnel with the guldance and opportunity to enhance professional development.

12.

Using the Pay For Performance Program, establish clear expecta-tions and measure personnel performance accordingly.

13.

Develop and implement procedures for performance of assigned responsibilities.

14.

Develop budgets and staffing plans as required for management approval.

l 15.

Implement budgets and staffing plans as approved by management.

16.

Mair.tain a trained and qualified staf f in accordance with position requirements.

17.

Utilise District support from Departments outside of the Nuclear Organisation as appropriate.

l 13.

Maintain effective communications and interfaces with District Departments.

10.

Develop task plans on an integrated basis with other departments.

ll SMUD, NUCLEAR ORGANIZATION NUMBER: RSMP 200 REVISION: 0

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RANCHO SECO MANAGEMENT PROCESS MANUAL PAGE 5 OF 26 20.

Establish priorities for task assignments.

21.

Participate as team members within the Nuclear Organization.

22.

Employee compliance with security access and radiation protection requirements and guides.

23.

Support development and implementation of integrated site schedules.

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SMUD, NUCLEAR ORGANIZATION t! UMBER: RSMP 200 REVISION: O RANCHO SECO MANAGEMENT PROCESS MANUAL PAGE 6 OF 26 83.2 IEE!13_Y GElLF2M, mar!MiE_R. NUCLE _AB Missiot3 Safely and reliably generate electricity from Rancho Seco Nuclear Generating Station at the lowest practical cost.

Princion1 Accountabilities Performance measures are as defined by commitments and budget constraints of the Business Plan and Work Plan.

Overall accountability for achieving the Rancho Seco mission.

Principal Functions o

Prepare and implement a Rancho Seco Five Year Business Plan and a Five Year Work Plan that are designed to achieve the Rancho Seco mission.

o Establish and implement a process for managing Rancho Seco business activities.

This process. includes policies, plans, organisation, resources, and administrative controls.

t 1 8 o

Establish high standards for quality and safety and ensurc that work is in compliance with these standards.

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Ensure regulatory compliance and protection of the o

l health and safety of plant personnel and the public.

o Maximise public, governmental, community and District Support of Rancho Seco operations.

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Main Interfaces l

Continuous interface with District Board, regulating j

agencies and the public acctor.

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Site-wide open door policy.

t Continuous guidance of direct r2p>rts.

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SMUD, NUCLEAR ORGANIZATIOM NUMBER: RSMP 200 REVISION: 0 RANCHO SECO MANAGEMENT PROCESS MANUAL PAGE 7 OF 26 3.3 MANAGEMENT ASSISTANT 8 Mission To ensure that Management Processes of the District and Nuclear Organisations support safe and reliable operation of Rancho Seco and reflect sound effective management.

Principal Accountabilities Accountabilities and measures relate to providing management and organisation effectiveness assistance to ensure that negative management processes do not block safe, reliable restart and operation of Rancho Seco.

Princir,a1 Functions o

Act as head of the MPEG to review historical asses-sments and ensure management processes are in place to support restart and operation of Rancho Seco, o

Provide professional and technical supervision of Orga-nisation Effectiveness activities.

o Establish guidelines and agreements by which the Board can more effectively carry out its functions.

8 o

Clarify working relationships between the Board, GM and District Management including establishing clear performance review processes.

o Provide organisation effectiveness and management con-sultant services to the DGM, Nuclear.

o Support and/or coordinate (when appropriate) activi-ties in support of the Nuclear Organisation Management Action Items in the Restart Plan.

Main Interfaces Interface with various levels of management within and outside of the Nuclear Organisation including the Board, GM, DGMs, AGMs, District Managers and the IRG.

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OMUD, NUCLEAR ORGANIZATION NDMEER: RSMP 200 REVISION: 0 RANCHO SECO MANAGEMENT PROCEF.S MANUAL PAGE 8 OF 26 3.4 PU3LIC INFORMATION Mission To ensure the public is accurately and consistently informed of all matters concerning the Rancho Seco Nuclear Generating Station.

Principal Accountabilities l

Accountabilities and measures relate to providing the public l

with a positive and effective channel of communication.

I e

crincipal Functions j

o Provide the interface for Nuclear Organization con-tact with the public and the news media.

o Coordinate press or information releases concerning Nuclear Organization performance or activities.

o Provide necessary services for general Nuclear Plant Project employee communication.

Main Interface Public Information interfaces with the public and the va-rious Nuclear Organization Departments as required to remain informed on plant status.

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CMUD, NUCLEAR ORGANIZATION NUMEER: ROMP 200 REVISION: 0 RANCHO SECO M;NAGEMENT PROCE2". MANUAL PAGE 9 OF 26 3.5 EMERGENCY PREPARDNESS 8

!!icsica Protect the health and safety of the public and plant personnel in the event of an emergency at the Rancho Seco Generating Station.

Principal Accountabilities Accountabilities and measures relate to the response time and effectiveness of the emergency response team to prevent person or equipment casualty in the event of an emergency or an emergency drill.

Principal Functions I

o Develop, maintain, and implement an emergency plan in accordance with Title 10.CFR50.

o Conduct emergency drill and personnel training on the Emergency Plan.

o Interface with State, Federal, County and City gov-ernmental agencies on the Emergency Plan.

)

o Provide an Emergency Plan interface to the Industry.

Main Interface All personnel are required to respond with Emergency Re-sponse during an emergency situation or drill as directed.

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SMUD, NUCLEAR ORGANIZATION NUMBER: RSMP 200 REVISION: 0 RANCHO SECO MANAGEMENT PROCESS MANUAL PAGE 10 OF 26 83.6 OUALITY ASSURANCE Mission To ensure that an active quality program is implemented at the Rancho Seco Nuclear Generating Station in accordance with regulatory requirements.

Princioal Accountabilities Accountabilities and measures relate to the effectiveness of audits, surveillances and inspections to ensure compliance i

with regulatory requirements.

Priricical Functions o

Develop and implement an internal audit and surveil-lance program to ensure compliance with regulatory requirements.

o Develop and implement a vendor audit program for main-tenance of an approved suppliers list.

o Develop and implement a correction action request pro-gram in'accordance with regulatory requirements.

o Administer a non-conformance program in accordance with regulatory requirements.

o Perform quality control inspection and measures.

o Develop and maintain the Rancho Seco Quality Plan.

Main Interfaces Quality Assurance interfaces with the Restart Implementation Office and Departments for response of audit and surveillance findings.

Quality Assistance interfaces with the Plant Department and Plant Modification Department for compliance to inspection requirements.

Quality Assurance is accountable to the Deputy General Mana-ger, Nuclear, for reporting plant quality status.

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SMCD, MUCLEAR ORGANIZATION NDHEER: RSMP 200 REVISION: 0 RANCHO SECO MANAGEMENT PROCESS MANUAL PAGE 11 OF 26 3.7 EXECUTIVE ASSISTANT 8 Mission Support the needs of the Deputy General Manager, Nuclear.

Principal Accountabilities Accountable to the Deputy General Manager for the various tasks assigned in support of the DGM's Nuclear mission.

Performance measures based on the success of the Deputy General Manager, Nuclear in meeting budgets and schedules outlined in the District Nuclear Plan.

Principal Functions i

o Manage Plant Performance and Management Improvement Programs o

Manage the activities of the Management Safety Review Committee in compliance with technical specifications.

o Represent DGM, Nuclear at various internal activities and meetings.

o Act as directed by DGM, Nuclear represent the DGM 8

regarding activities and responses concerning external organisations such as NRC, INFO, ANI, and oversight groups.

o Act as District contact with the E&W Owners Group.

o Represent the District Nuclear Organisation at various technical and industry group meetings.

t Main Interfaces Interface with various levels of management within and outside of the Nuclear Organication.

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SMUD, NUCLEAR ORGANIZATION NUMBER: RSMP 200 REVISION: 0 RANCHO SECO MANAGEMENT PRCCESS MANUAL PAGE 12 OF 26 0.8 RESTART IMPLEMENTATION OFFICE 0 Mission Put the Rancho Seco Plant into an operational readiness condition.

Principal Accountabilities The Restart Implementation Manager (RIM) is accountable to the Deputy General Manager, Nuclear, for the implementation of those items in the " Rancho Seco Action Plan for Perfor-mance Improvements" which need to be accomplished as a prerequisite for start-up.

Performance measures are based on work quality, schedule, and budget.

Principal Functions Direct and oversee the implementation of the Action Plan while adhering to established administrative controls.

Main Interfaces RIM has strong interface with all Departments and Groups supporting the Action Plan.

RIM interfaces with the Quality Assurance Department in response to audit and surveillance 8

findings.

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t SMUD, NUCLEAR ORGANIZATION HUMBER: RSMP 200 REVISION: 0 RANCHO SECO MANAGEMENT PROCESS MANUAL PAGE 10 OF 26 3.9 NUCLEAR PLANT f

Mission i

l Direct the safe, legal and reliable generation of electricity at the lowest practical cost.

l l

Principal Accountabilities Achieving goals for megawatt production while meeting legal re' quire-ments.

Maintaining the material condition of the physical plant and the status of required programmatic controls in such a state as to j

assure minimum threat to the health and safety of employees and the public.

Example measures are:

capacity and availability factors, budget reports, SALP ratings, INPO evaluations, District goals and objectives.

Principal Functions o

Operate the Rancho Seco Nuclear Plant in a safe, legal, and effective manner.

o Control the operational status of plant systems and equipment to maintain personnel and reactor safety, preserve the integrity of plant systems and e'quipment to maintain personnel and reactor 9

safety, and to preserve the integrity of the design configura-tion.

o Maintain the physical condition of the plant to optimise reliability and plant availability through planning and implementation of maintenance and modification activities, and by maintaining an effective chemistry control program.

o Provide radiological protection in full compliance with ALARA, fire protection, and industrial safety programs to protect the plant and the health and safety of employees and the public.

o Generate and provide for the retention of records that document the quality of items and activities.

Main Interfaces All organisations provide support and services to the Plant Depart-ment.

Muclear Engineering provides design packages for work that changes plant design configuration.

The Quality Assurance Department provides both an audit and a physical inspection function.

The Nu-clear Training Department provides formal training and assistance with on-the-job training programs.

The Implementation Department provides detailed work plans for modifications, work schedules and coordination of conflict resolutions.

Support Services provides materials, cost 9andbudgetaccountingservicesandcontract admialstration support.

Licensing provides for interface with regulators, and investigation and reporting of events.

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SMUD, NUCLEAR CROANIZATICN NUMBER: RSMP 200

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REVISION: 0 RANCHO SECC MANAGEMENT PROCESS MANUAL PAGE 14 OF 26 The Manager Emergency Preparedness provides for programmatic and pro-0ceduralsupport to ensure the on-site emergency response capabilities are maintained.

Outside interfaces include Personnel, Legal, etc.

All Departments have continuous interface with Plant through required Administrative Support Services.

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SMUD, NUCLEAR ORGANIZATION NUMBER: RSMP 200 REVISION: 0 RANCHO SECO MANAGEMENT PROCESS MANUAL PAGE 15 OF 26 3.10

?LANT MCDIFICATIONS 0 Mission Transform engineering design packages into operating hardware ready to turnover to Nuclear Plant for system review and testing.

Principal Accountabilities Accountabilities and measures relate to work quality, schedule and budget performance, and contract management.

Principal Functions o

Assemble and implement modification work package, after final design is issued.

O Provide field engineering support during modification work acti-vities to resolve in process problems; verify performance to design requirements and assigned procedures.

o Manage Contractor for cost and schedule performance.

o Complete modification work activity documentation required to turnover work packages for testing.

Main Interfaces Plant Modifications supports Nuclear Engineering through review of preliminary design to ensure constructability of final design package.

Plant Modifications interfaces with Implementation on work requests and detailed schedules, and with Quality Assurance for inspecticns, and with Plant for required maintenance for turnover of the package for System Review and Testing.

Plant Modifications utilise Planners and Schedulers from Implementation, and Cost Engineers from Support Services to support assigned activities.

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F SMUD, NUCLEAR ORGANIZATION NUMBER: ESMP 200 REVISION: O PANCHO SECO MANAGEMENT PROCESS MAN!!AL PAGE 16 OF 26 0.11 IMPLEMENTATION 0 Mission Direct the execution of those activities which support the Master Schedule for the restart program.

Principal Accountabilities Accountabilities and measures relate to the comprehensiveness and effectiveness of the scheduling functions.

Direct accountability to the RIM on project status and information associated with major restraints or potential delays in project sche-dule.

Principal Functions I

o Direct an effective work control process for plant modifications and maintenance activities.

o Provide a master project schedule that accurately reflects the status of the project and projections of completion, o

Manage outage shift functions; turnover meetings and project management in completion of activities required to support re-8 start.

o Provide centralised scheduling to control restart project

schedule, o

Provide management functions for the implementation of day-to-day activities in support of the restart schedule, o

Provide planning in support of modification activities completed by the Modification Department.

o Manage the living schedule function.

Main Interfaces Implementation Department interfaces with all Department activity coordinators in managing major execution functions.

All Department Managers interface with the Implementation Manager in support of restart activities.

All levels of the operating organication inter-face with the Implementation Department for specific tasks and infor-mation exchange.

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T SMUD, NUCLEAR ORGANIZATION NUMBER: ESMP 200 REVISION: 0 RANCHO SECO MANAGEMENT PROCESS MANUAL PAGE 17 OF 26 0.12 TRAINING 0 Mission Provide training support to Nuclear Organisation Departments through required accredited training programs, and other requested and approved training activities.

Principal Accountabilities Accountabilities and measures relate to accreditation of prescribed training programs, Licensed Operation examination performance, and assessment of personnel training by agencies such as the NRC and INFO in Operations, Radiation Protection, Quality, Maintenance, ALARA, Fire Protection, and Emergency Preparedness.

Principal Functions o

Manage and direct overall training programs.

o Achieve and maintain accreditation of prescribed Training Pro-grams and ensure that Training Programs and activities satisfy NRC regulator and industry standards.

o Develop and provide training for Departments within and outside the Nuclear Organination in accordance with accredited 9

Training Programs and approved Training-Plans including all for-mal classroom, laboratory and simulator training.

o Review Training Programs and materials for use within other departments.

a Maintain the Training Plan and Schedule.

o Maintain training records in accordance with NRC regulatory and industry standards and the District requirements.

Main Interfaces The Training Department interfaces with all other departments in defining training requirements, establishing training plans, sche-daling training, and assembling and maintaining training records.

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CMUD. NUCLEAR ORGANIZATION NOMBER: RSMP 200 REVISION: 0

'ANCHO SECO MANAGEMENT PROCESS MANUAL PAGE 18 OF 26 NUCLEAR LICENSING 00.13 Mission Provide regulatory guidance, as well as compliance and licensing services to allow Rancho Seco to maintain its operating license, to minimize shutdowns for licensing related matters; determine and ana-lyse selected events for root cause determination.

Provide a centra-liced communication channel with all regulatory and ensuring agencies including NRC, INPO, and ANI.

Princloal Accountabilities Accountabilities and measures focus on NRC/ Rancho Seco relationships.

Representative measures are:

common understanding by regulatory agen-cies and the responsible department (s) of the commitments to these agencies, NRC evaluation of Rancho Seco performance on licensing administration, closecut of external commitments, performance safety enalysis, and effectiveness of the incident analysis.

Princioal Functions o

Manage licensing activities including those related to main-taining the license, generic licensing issues as well as the USAR commitments.

o Prepare all caf'ty analysis (10CFR50.59) for plant modifications.

e o

Provide guidance, and counsel on current and future regulatory matters.

o Determine root causes of LERs, trips and other assigned events.

o Administer the Nuclear Organisation Commitment Control Program.

a Prepare, submit and follow changes to the Technical Specifica-tions within the scope of Nuclear Plant.

o Coordinate activitias with B&W Owners groups.

o Perform probabilistic risk analysis and act as custodian of probabilistic methodology.

Main Interfaces Licensing has strong interfaces with the Plant and Nuclear Engineering Departments, the Management Review Team and the Plant Review Committee as well as the NRC, including Region V and ANI.

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f SMUD, NUCLEAR ORGANIZATION NUMBER: RSMP 200 RE"ISIGN: 0 RANCHO CICO MANAGEMENT PROCESS MANUAL PAGE 19 OP 26 0.14 NUCLEAR ENGINEERING "ir,sion Provide design documents such as drawings, specifications and other documents defining technical requirement of systems, structures, and components which yield a safe and reliable plant design.

Principle Accountabilities Principle accountabilities and measures relate to design adequacy, plant configuration control, and responsiveness to engineering assis-tance requests from the Nuclear Organisation Departments.

Principle Functions o

Provide and control design change packages.

o Provide plant configuration control including establishing and maintaining baseline documents.

o Provide engineering support to nuclear power production.

o Provide fuels management.

73 o Provide computer engineering support for plant computers, IDADS,

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training simulator, etc.

v o

Perform probabilistic analysis in support of plant design.

o Provide and maintain engineering procedures, standards and speci-fications.

o Provide techincal support to maintain the training simulator operable and within plant configuration.

Main Interfaces Geveral organisations have interfaces with Nuclear Engineering.

Plant Modifications Department implements design packages for modifications.

Nuclear Engineering supports System Engineering and Maintenance En-gineering as requested.

Procurement Engineering, Quality Engineering and Licensing all interface with Nuclear Engineering via design docu-ments prepared by Nuclear Engineering.

Training Department laterfacec sith Nuclear Engineering regarding simulator modifications, software changes and for providing INPO accredited engineering training to dealgn engineers.

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SMUD, NUCLEAR CRGANI"ATION NUMBER: ESMP 200

'i REVISICN: 0 RANCHO SECO MANAGEMENT PROCESS MANUAL PAGE 20 OF 2G 0.15 GUPPORT SERVICES i

Mission i^

Provide centralized services and support to other departments in the areas of materials management, cost engineering, and information sys-tems.

Provide the focal point and controls to assist the DGM (Deputy General Manager) and the RIM (Restart Implementation Manager) in managing expenses.

Principal Accountabilities Accountabilities and measures relate to compliance with applicable 4

regulatory requirements and effectiveness of the support provided to departments within the Nuclear Organisation.

Prineinal Functions The Support Services Department provides materials management, cost engineering, and information systems services embodying the following functions.

o Materials Management a.

Provide Material Control / Warehousing which performs ma-terial receipt, warehousing, storage maintenance, inventory control, material issue, and resource recovery, b.

Provide Material Coordination interfaces between Materials Management and the Departments involved in scheduling and ordering material.

c.

Provide Logistic Support which includes providing input on warehousing requirements during the design and construction of the warehouse facility, and implementing the Plant Spare Parts Program required to support plant operations and main-tenance.

d.

Perform Procurement Engineering which provides technical and quality data for procurement documents, maintains the vendor data file, and selects and orders parts in support of plant modification activities.

e.

Perform Plant Procurement to provide direct procurement and expediting services for plant materials.

1 o

Cost Engineering a.

Coordinate the budget process including; establishing guides and process; facilitating implementation of the process by tracking, analysing, and reporting budget atatus, i

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3 MUD, NUCLEAR ORGANIZATION NUMBER: RSMP 200 REVISICN: 0 RANCHO SECO MANAGEMENT PROCESS MANUAL PAGE 21 OF 29 l

b.

Provide cost control to perform tracking, analysis, and forecasts; maintain cost, scope, and schedule trends on projects.

c.

Provide Contract Administration to administer contract and task activities for all departments at Rancho Seco utilizing contract services.

i d.

Estimate the support for maintenance and modification activities.

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o Nuclear Information Management a.

Provide centralized services and support to departments in the area of developing or acquiring and maintaining hardware, software and data communications programs to meet users needs.

This function includes.all Nuclear Organiza-tion hardware, software, telecommunications, and office systema other than process computers and certain special i

I purpose computer software, o

Administrative Support I

a.

The Document Control element provides centralized control-and distribution of site documents.

b.

The Records Management element is responsible for the receipt, encoding, and storage of plant records.

c.

The Payroll element is responsible for collection of time records and providing payroll services.

d.

The Clerical element provides clerical support throughout the plant as required.

Main Interfaces Materials Management Materials Management interfaces with all departments requi-ring materials or materials scheduling information. Material Management interfaces with Quality Assurance for procure-ment, receipt, and issue on safety related material.

Ma-terial Management interfaces with Headquarters procurement organization to ensure compliance with district procurement and contract policy and with nanufacturers, and vendors.

Material Management utilices engineers from the Nuclear Engineering Department to support Procurement Engla+ering functions.

GMUD, NUCLEAR ORGANIZATION NUMBER: RSMF 200 REVISION: 0 RANCHO SECO PANAGEMENT PROCESS MANUAL PAGE 22 OF 26 0

Cost Engineering Interfaces Coat Engineering interfaces with all departments in the development of budgeting submittals. in the establishment and control of program costs, and furnishing contract admini-stration services.

Nuclear Information Management Interfaces Information Management interfaces with all departments uti-lising computer systems.

Administrative Support Interfaces Administrative Support interfaces with all departments through the control and distribution of documents, receipt and storage of records, clerical services, and payroll functions they provide, i

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SMUD, NUCLEAR ORGANIZATION NUMBER: RSMP 200 REVISION: 0 RANCHO SECO MANAGEMENT PROCESS MANUAL PAGE 23 OF 26 0

PRACTICES AND PROCEDURES COORDINATOR 0

16 Mission To provide centralized procedure coordination for all procedure de-velopment and revision efforts within the Nuclear Organisation.

Principal Accountabilities Accountabilities and measures relate to the effectiveness of procedure development and revision efforts in support of plant restart.

The Practices and Procedure Coordinator is directly accountable to the RIM.

t Principal Functiens o

Establish an Integrated Procedure System for implementation by all Departments within the Nuclear Organisation.

o Ensure procedure development and revision efforts within each Department address the needs and requirements of interfacing Departments.

o Ensure procedure development and revision efforts are not dupli-cated within or between Departments.

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) o Ensure procedure development and revision efforts are consistent with the Integrated Procedure System.

Main Interfaces Each Department continuously interfaces with the Practices and Procedure Coordinator through a designated Department Representative.

The Practice and Procedure Coordinator interfaces directly with the areas involved in procedure development and revision efforts to ensure consistency in accordance with the Integrated Procedure System.

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SMUD, NUCLEAR ORGANIZATION NUMBER: RSMP 200 REVISION: 0 RANCHO SECO MANAGEMENT FROCESS MANUAL PAGE 24 CF 26 3

ORGANIZATIONAL EFFECTI7ENESS 0

17 Mission Facilitate the improvement of the Nuclear Organications' management effectiveness.

Principal Accountnbilities i

Accountabilities and measures relate to the effectiveness of management skills and practices in the areas of decision making, problem solving, meeting management interdepartmental collaboration, and ecmmunication.

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Principal Functions o

Develop and implement the SMUD strategy for cultural change.

o Develop and implement a training program to identify and address priority management needs.

o Coordinate and monitor the implementation of all management effectiveness action plans.

o Identify and coordinate the resolution of interdepartmental

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• ssues.

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o Provide process consultation to Nuclear Organization Managers.

Main Interfaces Organization Effectiveness interfaces with all levels of Nuclear Organisation personnel and with District personnel who support the Nuclear Organization.

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SMUD. NUCLEAR ORGANIZATION NUMBER: RSMP 200 REVISION: 0 RANCHO SECO MANAGEMENT PROCESS MANUAL PAGE 25 0F 26 3.18 RESTART IMPLEMENTATION STAFF Mission To establish and support the implementation of a Rancho Seco Manadement Process, and to provide staff support for successful restart of Rancho Seco.

Principal Accountabilities Accountability measures relate to quality and effectiveness of the support provided to the DGM and RIM, Principal Functions

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Develop and support departments in their implementation of a i

Rancho Seco Management Process.

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Perform staff activities in support of restart of the Rancho Seco Plant.

Main Interfaces l

Provide staff support to RIM and the DGM.

Interface with managers on elements of the Management Process such as charters, plans, delegation j

and measures, and department implementation procedures of process.

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I SMUD, NUCLEAR ORGANIZATION NUMBER: RSMP 200 REVISION: 0 RANCHO SECO MANAGEMENT PROCESS MANUAL PAGE 26 OF 28 SERVICES AND SUPPORT PROVIDED BY THE DISTRICT DEPARTMENTS 0 3.19 CUTSIDE OF THE NUCLEAR ORGANIZATION Fersonnel The Personnel Department support the Nuclear Organisation with the following services:

a.

Develope appropriate procedures for Nuclear Power Group personnel selection, development and termination.

b.

Provide staff support for employee acquisition and termina-tion activities through advertising and recruiting for new employees, reclassifications, and assistance with layoffs, transfers, and reductions in force (RIF).

c.

Maintain Nuclear Power Group personnel records.

d.

Provide labor relations / negotiations and assistance in resolution grievances or disputes.

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h e.

Implement and administer the Equal E.nployment opportunity and Affirmative Action Program.

ll f.

Assist in job descriptions, service reviews, disciplinary actions, and performance or service awards as appropriate.

Administer the Merit Pay plan administration.

g.

h.

Administer and provide employee support for District l'

Employee Benefits Program.

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Support employee career advancement through notices of position opening and training or educational opportunities.

j.

Administer the personal service contract process.

Industrial Safety (Later)

lealth and Medical Services i

(Later) l i

_r SECTION III. INTEGRATING PROCESSES t

0 Document Title Number 300 The Business Plan 301 Configuration Management Process 303 Modification Work Activities 304 Maintenance Work Activities 305 Five Year Work Plan 306 Fire Protection 308 Regulatory Commitment Management 309 ALARA Program 310 Offsite Exposure Control 311 INPO Good Practices Implementation l

312 Safety Analysis Review 313 Management Reporting Network 314 Standing Committees (MSRC/PRC) 315 Budget Process 316 Management Process on Quality 317 Contract Preparation and Administration 318 Training Process 319 Industrial Safety l

320 Internal Commitment Management 324 Emergency Plan 325 Project Management 326 Objectives and Measures rx 327 Workmanship Standards and Inspection

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Reports for Modifications and

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Maintenance Work 329 Data Management i

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_l' SMUD, NUCLEAR ORGANIZATION NUMBER: RSMP 300 REVISION: 0 RANCHO SECO MANAGEMENT PROCESS MANUAL PAGE 1 OF 4 TITLE EFFECTIVE DATE 3/11/87 THE BUSINESS PLAN

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" 15#UTY dRNERAL MANAGWDat 1.0 DGM POSITION The Rancho Seco Nuclear Generating Station shall be maintained and operated to an approved Business Plan.

2.0 SCOPE All Departments within the Nuclear Organization are subject to the requirements of this process.

3.0 REFERENCES

3.1 RSMP 305, Rancho Seco Action Plan 3.2 RSMP 313 Management Reporting Network 3.3 RSMP 326, Objectives and Measures f'l.4 Rancho Seco Business Plan 1987-1991

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L'4. 0 DEFINITIONS 4.1 Ob.icctives The planned specific time based points of measurement to meet in pursuit of the goals. A goal in met by meeting a selected set of objectives.

5.0 PROCESS 5.1 The business plan for the restart of Rancho Seco Nuclear Generating Station is the Rancho Seco Action Plan.

This plan governs all activities in support of the plant restart and takes precedent over all other existing plans.

5.2 Reference 3.4, documents the Business Plan for the operation of Rancho Seco Nuclear Generating Station upon start up.

Objectives from this Business Plan for 1987-1991 are as follows:

5.2.1 Generation T

Once restarted, maintain Equivalent Availability (por INFO l).2.1.1 definition) at an annualized rate of 70%.

Once restarted, s-maintain unit availability (per Business Plan definition) at 85% for the balance of 1987.

SMUD, NUCLEAR ORGANIZATION NUMBER: RSMP 300 REVISION: O RANCHO SECO MANAGEMENT PROCESS MANUAL PAGE 2 OF 4 l

5.2.1.2 Attain an annualized Capacity Factor of 65% by 1991 (Indi-vidual yearly, progressive-improvement targets to be set).

k-)3.2.1.3 I

Restart Rancho Seco Nuclear Station by May 1987.

s 5.2.2 Reliability 5.2.2.1 Reduce reactor trips from historic 4 to 5 per year to less than 1 per year by 1990.

5.2.2.2 Reduce Forced Outage Rate on an annual basis to 10% of availability by 1991 (individual yearly, progressive-improvement targets to be set).

5.2.2.3 Do not exceed planned outage schedule by more than 10%.

5.2.2.4 Maintain thermal performance of the plant (Heat Rate) at 10,200 BTU /kWh or better.

5.2.3 Financial and Cost Control 5.2.3.1 Provide electric power to the District at a total annual unit cost rate, not to exceed $0.045 per kWh (in 1987 dollars).

5.2.3.2 Maintain O&M expenditures at a level not exceeding $0.025 per kWh (in 1987 dollars).

I

.2.3.3 Maintain annual budgeted expenditures at a level at or below approved budgetary limits with a variance not to exceed 5%.

5.2.4 Staffing - SMUD and Contractor 5.2.4.1 Maintain SMUD employees assigned to the Nuclear Organization at baseline levels established on a year-to-year basis as essential to the ongoing, routine operation of Rancho Seco.

5.2.4.2 Maintain outside craft and contractor utilization at levels l

established under policies, guidelines and standards developed and approved in 1987.

5.2.5 Employee Relations

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5.2.5.1 Maintain personnel turnover rates (hiring to replace employees lost to the District) at a level no greater than 5%.

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5.2.5.2 Maintain a ratio of " filled" to " authorized" positions at no less than 95% by the end of 1987.

5.2.5.3 Attain and maintain INPO Accreditation of the Rancho Seco Training Program by January 1988.

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SMUD, NUCLEAR ORGANIZATION NUMBER: RSMP 300 j

REVISION: O RANCHO SECO MANAGEMENT PROCESS MANUAL PAGE 3 OF 4 5.2.6 Management Effectiveness 5.2.6.1 Improve our NRC Systematic Appraisal of Licensee Performance (SALP) rating from an average of the 12 categories of 2.5 for 1986, to 2.0 in 1987 and 1.5 by 1988.

Improve all NRC SALP categories rated "3" for 1986 to a "2"

l or less by the 1988 reporting period.

I Maintain or improve upon all higher ratings ("2" & "1") with 1

none reporting a declining trend.

Enhance emergency response capability by improving the 1986 l

SALP rating of "3" to a rating of "2" by 1987.

i 5. 2. 6. 2, Maintain SMUD employees assigned to the Nuclear Organization at baseline levels established on a year-to-year basis as essential to the ongoing, routine operation of Rancho Seco.

5.2.6.3 Maintain outside craft and contractor utilization at levels f

established under policies, guidelines and standards developed and approved in 1987.

5.2.7 Personnel and Public Safety and Health i

5. 2. 7.1' Reduce lost-time accident rate to less than 0.3 cases per 200,000 manhours worked by 1988.

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5.2.7.2 Maintain collective occupational radiation exposure to plant personnel at levels below ALARA Goals set each year with no 4

i individuals receiving more than 4-rem collective radioactive l

exposure.

5.2.7.3 Reduce low level solid radioactive waste to a level of less l

than 300 cubic meters per year.

5.2.7.4 Maintain annual liquid releases in dose per equivalent person (Appendix I) to a level less than 3.0 millirem per year.

5.2.7.5 Reduce low-level solid radioactive waste to a level of less j

than 300 cubic meters per year, i

5.2.7.6 Enhance the coordinated emergency response capability to protect the public and employees as demonstrated by improving the 1986 SALP rating of "3" to a rating of "2"

in I

1987.

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SMUD, NUCLEAR ORGANIZATION NUMBER: RSMP 300 REVISION: O RANCHO SECO MANAGEMENT PROCESS MANUAL PAGE 4 OF 4 5.3 1987 Performance Indicator Goals (INPO) e The 1987 Performance Indicator goals transmitted to INPO follow:

1987 Annual Overall Performance Indicator Unit Goal 5.3.1 Equivalent Availability Factor 82%

5.3.2 Safety System Unavailability (under development)

N/A 5.3.3 Unplanned Automatic Scrams While Critical 2

5.3.4 Unplanned Safety System Actuations 1

5.3.5 Forced Outage Rate 15%

5.3.6 Thermal Performance (heat rate, Btu /kWh) 10,200 5.3.7 Fuel Reliability (iodine activity, microcuries/gm) 0.1 (I-131) 5.3.8 Collective Radiation Exposure (man-rem per unit) 370 5.3.9 Volume of Low Level Solid Radioactive Waste 300 (cubic meters per unit)

O5.3.10 Industrial Safety (Lost Time Accident Rate per

.6 200,000 man-hours worked) 5.4 Delegation of Responsibilities 5.4.1 Each department shall develop additional goals and objectives to assign accountability in a manner which supports the Business Plan goals and objectives.

Reference 3.3. describes the process for delegation of objectives j

and responsibility for measures of accountability.

6.0 ATTACHMENTS None t

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SMUD, NUCLEAR ORGANIZATION NUMBER: RSMP 315 REVISION: 0 RANCHO SECO MANAGEMENT PROCESS MANUAL PAGE 1 OF 5

TITLE EFFECTIVE DATE O~

BUDGET PROCESS 3 -10 4 :

7 2POTY GENERAL MANAGER /Dat 1.0 DGM POSITION 1.1 Rancho Seco will be operated on the basis of a District Board approved plan (the Business Plan) that fully supports the District Mission.

The Business Plan includes strategy forecast, programs, objectives, and budget.

Implementation of the Business Plan is the Five Year Action Plan.

The delegation of responsibilities will be done on the basis of clear and reasonable assignment of accountabilities.

Sufficient budget authority will be provided for the responsible organization to commit to and produce its deliverables.

This requires clear allocation of resources and accountability for the use of these resources.

The budget process is the allocation of resources to produce results.

1.2 Acceptance of delegated accountability for results requires that the responsible managers satisfy themselves that O

i resources are adequate.

The responsible organization will participate in the budget process to provide inputs for its area.

Administrative Services will manage the centralized budget process for Rancho Seco.

Budget planning will start in July and the proposed budget will be issued October 15 of every year.

The budget submitted to the District Board will consist of:

1) A base budget for defined programs and regular organizational activities, to execute the assigned Charters and 2) a contingency budget to provide for probable a

unknowns.

It is intended that the District Board will L

authorize Part 1~of the budget.

h The budget, as part of the approved Rancho Seco Business

[

Plan, will be used by the District to measure Rancho Seco for deliverables and budget performance.

The authority for expenditures against Part 2 will be on the basis of case by case review by District Management and the District Board.

2.0 SCOPE The Budget applies to all organizational components of the Nuclear Organization.

The budget is the basis for approvals l

and accountability inside the Nuclear Organization and between i

the Nuclear Organization, District Management, and the District Board.

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_ l SMUD NUCLEAR ORGANIZATION NUMBER: RSMP 315 REVISION: 0 RANCHO SECO MANAGEMENT PROCESS MANUAL PAGE 2 OF 5

3.0 DEFINITIONS 3.1 Plan A predetermined course of action intended to achieve objec-tives while meeting goals.

The Business Plan includes strategy, forecast, objectives, programs, budget, and policies.

The Five Year Action Plan is an implementation plan of work items, schedule, responsibility and budget.

3.2 Resources The things it takes to do the job, and where they are to be obtained.

3.3 Budnet The allocation of resources.

3.4 Ob.iectives The planned, specific time-based points of measurement to meet in the pursuit of the goals.

05 3

Ornanizational Components Refers to'any organization level having budget accountability.

3.6 Accountable Answerable for the achievement of specifically defined results which can be measured.

t 3.7 Responsibility I

Includes accountability, authority, and resource management j

for a given function or program or kind of activity.

4.0 REFERENCES

4.1 RSMP 300, The Business Plan l

4.2 RSMP 305, Five Year Action Plan 5.0 PROCESS S.1 General Requirements 5.1.1 The budget process will be logical as judged by the users.

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SMUD NUCLEAR ORGANIZATION NUMBER: RSMP 315 REVISION: 0 RANCHO SECO MANAGEMENT PROCESS MANUAL PAGE 3 OF 5

5.1.2 Accountable managers will participate in the budget process and will be provided appropriate guidance and adequate lead time to provide for iteration.

5.1.3 Reports will show comparative status of actual, projected and budgeted cost activities.

5.1.4 Budget reporting format and budget baseline will have one-to one correlation.

5.1.5 Reports to users must be close to real time.

(For example:

reporting of committed expenditures as opposed to invoices paid).

5.1.6 Reports w.i.11 provide tracking tc each required format item such as by function and program.

Reports will provide adequate breakdown on kind of expenditure such as contract labor, materials, etc.

5.1.7 The budget process will provide management with information relating to the consequences of not approving or cancelling a A

budget element.

5.1.8 The budget format and reports will meet the requirements of

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District Management and of the District Board.

l 5.1.9 The Budget Process should achieve proper balance between L

formats tailored to meet each departments needs and consistency of format to allow for budget roll-up.

5.2 Process Principles 5.2.1 The Budget Process and Action Plan are executed in concert, this activity both supports and impacts the Business Plan.

RSMP 305, Five Year Action Plan, establishes requirements and assigns responsibilities for the work plan.

The DGM, AGM's, and Directors have a concentrated role in establish-ing the plan and associated budget.

5.2.2 Each department completes a budget build-up for each of its areas.

After endorsement by the Directors and AGM's, this information is submitted to Administrative Services on approved forms which provide for entries of the detailed information needed to meet the requirements.

Administrative Services does the budget roll-up of budget submittals.

The AGMs and Directors work with the Department Managers to iterate towards a final budget.

Each Department will allocate budgets down to the area level or its equivalent.

All managers are accountable for managing their approved

('s budget and achieving goals within the approved budget.

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SMUD NUCLEAR ORGANIZATION NUMBER: RSMP 315 REVISION: 0 RANCHO SECO MANAGEMENT PROCESS MANUAL PAGE 4 OF 5

S.3 Delegation of Authority 5.3.1 The DGM approves the Rancho Seco budget.

5.3.2 The AGMs will ensure delegation of job autonomy of deliver-ables, authority, and the associated budget; resolve budget issues caused by changes to the Action Plan, measure budget performance and take the required controlled actions.

5.3.3 The Directors will provide support to the budget process by ensuring preparation of department deliverables for budgeting and the preparation of programs for budgeting, in some Cases.

5.3.4 All departments will provide the needed input to Adminis-trative Services.

Each department is accountable for its performance of budget / commitments.

Each department will structure its own internal budget to provide measures and controls to the area level.

5.3.5 Administrative Services is delegated custodianship of the total Rancho Seco Budget.

Administrative Services will establish a budget procedures manual for application to all departments.

Administrative Services will provide guidance

'and support to all departments and will provide the 7s i

necessary reports in the appropriate formats in a timely

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manner.

Administrative Services will keep the DGM, AGMs, and Directors, apprised and will notify managers of impending budget problems and provide support for solutions.

6.0 ATTACHMENTS None

esterexce: CSIP 3:5. Budgos Prou co BUDGET PROCESS FLOW DIACRAM TOP GUIDES S

BUSINESS b

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PLAN COMMITME S

FIVE YEAR AGM' s ACTION PLAN Area s,

,Bul1d-up DEPARTHENT f

x Area

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MANAGERS xRoil-up,-

Build-up

- s s

NO

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Area Dulid-up YES U

DIRECTORS

!(,d N O-- AGM' s for Endorsement YES v

Administrative Services Centraltred Roll-up

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Directors cp;g,pg3 Y _S 8-)

v DCM APPROVAL PAGE S OF S

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SMUD, NUCLEAR ORGANIZATION NUMBER: RSMP 326 i

REVISION: 0 RANCHO SECO MANAGEMENT PROCESS MANUAL PAGE 1 OF 3

TITLE EFFECTIVE DATE 3/11/87 a

j OBJECTIVES AND MEASURES

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V h/*7 11F#UTY GENERAL MATinGER/Dat 1.0 DGM POSITION The Business Plan defines Rancho Seco goals and objectives.

Clear delegation will be used to assure that the goals of the Business Plan are widely shared by Rancho Seco person-nel.

Performance indicators, or measures, will be related to commitments which support achieving objectives.

2.0 SCOPE This Process applies to all departments of the Nuclear Organization.

3.0 REFERENCES

3.1 RSMP 300, The Business Plan 3.2 RSMP 305, The Five Year Action Plan x

t 3.3 RSMP 313, Management Reporting-Network 3.4 RSMP 315, Budget Process 4.0 DEFINITIONS 4.1 Objective The specific time-based points of measurement to meet in pursuit of a Plan Goal.

An objective is met by meeting a selected set of sub-objectives.

4.2 Performance Indicators Indicators that can be used to assess and monitor perfor-mance of organizational components.

5.0 PROCESS S.1 General Requirements 5.1.1 Sub-objectives shall provide clear definition of the deliv-erables (or products).

8') 5.1.2 Sub-objectives shall be structured so that performance can be measured.

Measures include scope and quality of the deliverables, expenditures, and schedule.

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SMUD, NUCLEAR ORGANIZATION NUMBER: RSMP 326 REVISION: 0 RANCHO SECO MANAGEMENT PROCESS MANUAL PAGE 2 OF 3

S.1.3 Sub-objectives shall be realistic and attainable with allocated resources.

8 5.1.4 Accountability for deliverables shall be clearly assigned.

5.1.5 All work shall meet Rancho Seco quality standards.

5.1.6 The measures of sub-objective shall be entered into the Management Reporting Network for performance tracking.

S.2 Overview of Process The Business Plan, Five Year Action Plan, Budget Process, and regulatory commitments define Rancho Seco objectives and commitments.

Delegation of responsibilities to implement these objectives and commitments proceeds level by level to the lowest level that has budget accountability as follows:

a)

Managers prepare their own objectives and sub-objectives to support the higher level objective or commitments.

b)

The objectives and commitments of each level are approved by the next higher level manager.

The approval assures that the sub-objectives roll up so as to achieve the primary objective or close out the commitment..

c)

Approved objectives are distributed to the next lower O

level.

This process repeats until the sequence is l

completed down to the area level for each department.

i The " Pay for Performance" measures of job descriptions ex-tends and supports the above process.

S.3 Delenation of Responsibility S.3.1 The DGM shall establish Rancho Seco goals and objectives as part of the Business Plan and shall ensure the establishment of the Five Year Action Plan.

S.3.2 The AGMs will have prime responsibility for the Five Year Action Plan which implements the Business Plan.

They ensure delegation for job autonomy of deliverables, authority and resources, manage changes, and resolve issues of priority and budget.

They ensure clear assignment of applicable and sufficient sub-objectives to support business objectives and Action Plan commitments.

S.3.3 The Directors will support preparation and management of the Five Year Action Plan.

They will define sub-objectives for q

the Business Plan objectives and define deliverables for the line items of the Action Plan.

SMUD, NUCLEAR ORGANIZATION NUMBER: RSMP 326 REVISION: 0 RANCHO SECO MANAGEMENT PROCESS MANUAL PAGE 3 OF 3

5.3.4 Each Department Manager shall ensure the process described in S.2 is implemented at all accountable levels.

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ATTACBMENTS None S

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RANCHO SECO MANAGEMENT PROCESS SECTION IV. GENERAL ADMINISTRATIVE STANDARDS S

Document Title Number 401 Control of Processes 402 Employee Concerns 403 Standard District Procedures 404 Implementing Procedure Matrixes 0

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SMUD, NUCLEAR POWER PROJECT

~~ ~ ~ ~~iid$5Eiii~5.SifP 401

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REVISION: 0 P.ANCHO SECO MANAGEMENT PFOCESS MANUAL PAGE 1 OF 4

LEAD DEPARTMENT TITLE EFFECTIVE DATE RESTAP.T 3/11/87 IMPLEMENTATION CONTROL OF PROCESSES /

M A

3 10 -% 7 MPITTY GENERAL t' TANAGER /Date s

1.0 PURPOSE To control the development, routing for review and comment, approval, and distribution of processes included in this manual, the Rancho Seco Management Process Manual.

2.0 SCOPE All departments within the Nuclear Organization.

3.O REFERENCES None 4.0 DEFINITIONS 4.1 Process The administrative system and management leadership used to control activities toward an end result.

Process will ad" l

l dress scope of activities, requirements, and criteria, and 7~

will delegate main responsibilities.

L.)

4.2 Department Program Priorities, sequencing, and tuning of steps to achieve goals and objectives, and descriptions of major activities, controls, facilities, and resources.

4.3 Integrating Process The Process for an activity which requires interfaces and/or coordination between departments.

5.0 PROCEDURE 5.1 Processes will be developed and maintained by the Deputy General Manager with support from involved Departments as assigned by the Organization Charters.

5.1.1 Requests for development of new processes or revisions to existing processes shall be approved by the Deputy General -

Manager.

5.1.2 The Deputy General Manager assigns responsibility for develop-ing or revising requested processes upon approval to the Management Processes staff position.

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SMUD, NUCLEAR POWER PROJECT NUMBER: RSMP 401 REVISION: 0 RANCHO SECO MANAGEMENT PROCESS MANUAL PAGE 2 OF 4

5.2 The Deputy General Manager shall ensure the review of all processes for validity, completeness, and consistency and shall identify the review distribution for each process.

5.3 The Document Control Supervisor is responsible for routing the process for review, using the Process Review Notice,.

5.3.1 Designated reviewer per Step 5.2 are responsible for completing their review by the Due Date identified on.

Comments should be included on the Process Review Notice and if there are no comments it should be so stated.

5.4 Document Control Supervisor shall forward all received comments to the Management Process Staff position for con:ideration.

5.5 The Deputy General Manager shall sign and date Page 1 of the Process for final approval.

5.6 The Document Control Supervisor shall maintain and distribute Controlled Copies of all approval processes to designated manual holders.

6.0 ATTACHMENTS 1.

Process Review Notice.

S

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SMUD, NUCLEAR POWER PROJECT NUMBER: RSMP 401 REVISION: O P.ANCHO SECO MANAGEMENT PROCESS MANUAL PAGE 3 OF

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t PROCESS REVIEW NOTICE l

l PROCESS NUMBER PROCESS TITLE REVIEW DUE DATE 1.

Review the attached Process as applicable to your department and include comments on Page 2.

i 2.

Upon completion of the review, sign Page 2 and forward to I

at Mail Stop 3.

For additional information call NO.

DEPT REVIEWER MAILSTOP L

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SMUD, NUCLEAR POWER PROJECT t' UMBER: RSMP 401 REVISION: 0 RANCHO SECO MANAGEMENT PROCESS MANUAL PAGE 4 OF 4

PROCESS REVIEW NOTICE PROCESS NUMBER PROCESS TITLE DATE tiO.

SECTIOli COMMENTS RESOLUTION i

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REVIEWER /Date Page 2 of 2 i

RAliCEO SECO Mi-SAGEMENT PROCESS Revision 0 Effective Dste:

0 3/11/87 SECTION VI.

GLOSSARY t

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cl VI - GLOSSARY I

Accent-As-Ts I

A disposition to accept e non-conforming item without further work as the deviation is Judged not to degrade the quality or 8

f ur.ction of the item to a level that would be considered unacceptable.

Accountability Answerable for the achievement of specifically defined results which can be measured.

ALARA Acronym for "As Low As Reasonably Achiveable", a basic concept of radiation protection that specifies that radioactive discharges from nuclear plants and radiation exposure to personnel be kept as far below regulation limits as feasible.

ALARA Program i

The philosophy and management process to implement exposure controls through planned objectives and steps to ensure that all exposure from District activities are necessary and ALARA.

l Baseline Documents The documents that describe and document the configuration.

Budnet The allocation of resources.

Channe Control I

The systematic identification, evaluation, coordination, approval or disapproval and implementation of changes in the configuration of plant items and corresponding baseline documents.

Communication The act or process of effective information interchange.

Commitmenn An obligation (imposed or voluntary) undertaken by a line organi-I sation within the Nuclear Organization.

Conceptual Design A

firm design scope which can be used to establish a program and is the basis for conceptual estimate of cost benefits and manpower loading.

It permits detailed design to proceed with clear direction.

VI-1:

Revision 0

Confinuration The physical and functional characteristics of plant items.

8ConfigurationManagement The technical and administrative direction and surveillance applied to:

1) identify and document the configuration of plant items; 2) control changes to the configuration of those items; 3) record and report the status of changes to plant items and their corresponding baseline documents.

Construction Specifications Detailed specifications utilised by the design engineer as a

convenient reference for standard design details and tolerances and provides the construction department with installation tolerances (NEPM 5300 Series).

Contract A

formal agreement between the District and another party for engineering, construction, or other technical or professional services.

Custodian The peracn or line organization in charge of the tracking system..

Decision The development of a course of action or direction on an issue under consideration and its promulgation to responsible organizational elements.

Delenation The transfer of responsibility.

Deliverables A

unit of parts or material scheduled or committed to a delivery time.

Department Process The process to expand Department Organization Charters.

Detailed Desinn Packane The output of the design process and used to develop detailed installation and testing instructions.

VI-2:

Revision 0

Document Any written or pictorial information describing,

defining, specifying, reporting or certifying activities, requirements, 8

procedures, or results.

This includes design documents under manuals and procedures.-

Document Control The area within administrative services responsible for the

receipt, review, data entry, processing, reproducing, filing,

release, distribution, update and receipt acknowledgment for tracking of documents.

I Emeraency Plan A document outlining the agreements between SMUD, the surrounding counties, and State and Federal agencies, which define what is to be done during an emergency, how it is to be accomplished, and by whom.

Emernency Resnonse Organisation Individuals assigned and trained to respond in the event of an emergency at Rancho Seco.

Engineerina Action Recuqat A

documented request for engineering resolution to effectively s

communicate

concerns, questions and requests to an engineering

)

department outside the scope of the NRC.\\

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Facility Change

Changes, modifications, alterations or additions to the facility as described in the USAR or change in the Technical Specifications.

Field Engineerina Procedure Inspection Standard Detailed procedures for control of construction activities including control of special processes and completion of inspection.

Field Problem Report A

request to make a change to a design document for the purpose of correcting an error or facilitating the installation or operation of a plant modification.

Forecast The transfer of responsibility.

VI-3:

Revision 0 l

Goals The desired future position to attain as part of the plan.

Inf o rmation The logic of reasoning through use of data or input to a meaning l

in context with the application.

Industrial Safety The protection of all site personnel from hasards, accidents, or injury during the performance of their assigned duties.

Installation Test Verification of proper installation of the modification.

Integrating Process The process for an activity which requires interface and/or i

coordination between departments.

l License Event Reoort A

report documenting an NRC reportable event as defined by 10CFR50.73, License Event Report System.

Lifetime Quality Records 8

Quality Records which meet one or more of the following criteria:

1)

Those which may be of significant value in demonstrating capability for safe operation.

2)

Those which would be of significant value in maintaining, reworking, repairing, replacing, or modifying the item.

3)

Those which would be of significant value in determining the cause of an accident or malfunction of an item.

4)

Those which provide required baseline data for Inservice Inspection.

Livinn Schedule A master planning process for managing modifications to the plant consistent with resources, plant safety, and required performance; i

it presents continuously monitored and updated five year schedules for modifications to Rancho Seco.

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VI-4:

Revision 0 J

lianagement Process Administrative system and management leadership used to coordinate all activities toward achieving the Rancho Seco mission.

The Management Process includes the plan, organization, 8

staffing, directing, and measurement of results.

It also includes programs to achieve effective management leadership.

Master Trackina System A

computerized tracking system to facilitate monitoring and timely disposition of commitments.

Mission The statement explaining the overall objective of Rancho Seco operations and the unique contribution it can make to the District.

Modification Planned change in a plant structure, system or component as described in design documents.

Non-conformance Reports A

report documenting a

deficiency in characteristic, documentation, or procedure which renders the quality of the item unacceptable or indeterminate.

Qpeurrence Deficiency Report A

report documenting procedure violations, Technical Specifications violations, potential license events, challenges to the pressurizer code, safety valves and EMOV, and faulty or missing vendor supplied information.

Objectives l

The planned specific time-based points of measurement to meet in the pursuit of the goals.

A goal is met by achieving a selected set of objectives.

Performance Predetermined definitions of expected results that are designed to permit objective assessment.

Plan A

predetermined course of action intended to achieve goals while

)

meeting objectives in the process.

The plan includes

strategy, forecast, goals, programs, budget, policies and practices.

8 VI-5:

Revision 0 momy w w**

+m

seamra9ew w A m es i

- 1 Plant Items l

The permanent plant structures,

systems, components, training equipment, and supporting computer software, used in the design, operation, maintenance and modification of the station.

Policy l

l Standing guiding principles on important fundamentals and recurring matters; this is the highest level of the overall plan that embraces the general corporate goals and objectives of Rancho Seco.

Preliminary Conceptual Desian Refers to the Plant System Engineer's initial concept of a

proposed solution, (i.e.,

input to Nuclear Engineering).

Procedure A

document that specifies or describes how an activity is to be performed it may include methods, equipment and materials, and sequence of operations.

Procedures are used by the responsible department to define implementation of work in compliance with requirements.

Process Addresses the What of scope, requirements, criteria and delegates

~s the Who of responsibilities.

U Proaram Priorities, sequencing, and tuning of steps to achieve goals and objectives, and descriptions of major activities,

controls, facilities, and resources.

Pro.iect A defined scope of work with a definite completion point.

Quality Manual The Rancho Seco Nuclear Quality Manual.

Record A

document or correspondence retained specifically for proof or verification of an activity.

A document is considered a record when the document has been completed.

l VI-6:

Revision 0 l

Re.iect A

non-conforming material disposition that provides the item is unsuitable for its intended purpose and economically or feasibly incapable of rework or repair.

Repair A

disposition which permits the reprocessing of material or i

change to the system to bring into acceptable condition although i

still departing from established requirements.

This disposition l

requires Engineering Review Board approval and the EQ Coordina-l tor's concurrence for EQ items.

Reauirements The necessary and sufficient conditions that must be met as prerequisites for adequacy.

Resources The things it takes to do the job, and where they are to be obtained.

Responsibility Responsibility includes accountability, authority, and resource management for a given function, program, or kind of activity.

Special Inspection Processes Those non-destructive tests or special inspection methods which are used to detect discrepancies without destroying the usefulness of the part.

Strateev A concept of how and when to achieve objectives and goals.

Task A

work package contracted to an existing service contractors to work according to the terms of an existing service agreement; it specifies the contractor's activities,

costs, and establishes a definite completion schedule for the work.

User The line organisation or overview manager using the information.

Work Reauest The documentation of corrective and preventative maintenance.

9 VI-7:

Revision 0

.mmm aeve ommeecu.m umuuas ACRONYMS AFFIRMATIVE ACTION ORIENTATION PROGRAM AAOP AMERICAN NUCLEAR STANDARDS INSTITUTE ANSI SAMERICANNUCLEARINSURERS ANI AMERICAN SOCIETY OF MECHANICAL ENGINEERS ASME APPROVE APPR l

AERA(S) OF RESPONSIBILITY AOR AS LOW AS REASONABLY ACHIEVABLE ALARA ASSISTANT GENERAL MANAGER AGM AUTHORIZE AUTH BABCOCK-WILCOX BW BALANCE-OF-PLANT BOP BECHTEL POWER CORPORATION BPC CALIBRATION CAL CODE OF FEDERAL REGULATIONS CFR COORDINATED COMMITMENT LIST CCL CORRECTIVE ACTION REQUEST / REPORT CAR CENTRAL PROCESSING UNIT CPU DOCUMENT CONTROL CENTER DCC DATA PROCESSING DP EMERGENCY ACTION, LEVELS EAL EMERGENCY PREPAREDNESS IMPLEMENTING PROCEDURE EPIP EMERGENCY SESPONSE ORGANIZATION ERO FEDERAL EMERGENCY MANAGEMENT AGENCY FEMA HEALTH PHYSICS HP INSTITUTE OF ELECTRICAL & ELECTRONIC ENGINEERS IEEE INSTITUTE OF NUCLEAR POWER OPERATIONS INPO INTERDISCIPLINE DOCUMENT REVIEW NOTICE IDRN JURISDICTION JURIS JUSTIFICATION JUSTIF KILOMETER KM KILOWATT HOUR KWH LICENSE, LICENSING LIC LICENSE EVENT REPORT LER MAINTENANCE INFORMATION MANAGEMENT SYSTEM MIMS MANAGEMENT SAFETY REVIEW COMMITTEE MSRC MASTER EQUIPMENT LIST MEL MATERIALS MANAGEMENT ACCOUNTS PAYABLE SYSTEM MMAPS NUCLEAR TRAINING DEPARTMENT NDT NUCLEAR REGULATORY COMMISSION NRC NUCLEAR UTILITY MANAGEMENT AND RESOURCE COMMITTEE NUMCAR VI-8:

Revision 0

t

RECORDS INFORMATION CENTER RIC RECEIVING INSPECTION DATA REPORT RIDR RECORDS MANAGEMENT SYSTEM RMS TRAINING ADMINISTRATIVE PROCEDURES TAP STRAININGADVISORYGROUP TAG m

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Revision 0 l

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SMUD, NUCLEAR ORGANIZATION NUMBER: RSMP 301 REVISION: 0

_ _2ANCllO_EECO MANAGEENT PJLOCESS tiaNUAL PAGE 1 OF 5

TITLE EFFECTIVE DATE CON FI GUB6"llfQM_tiA_E69EMENT EBOCESS ( CM P '

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__ _f A&]_~$7 EEP.T.Y GEJlF,RAL_MANA9fJt/_Date 1.0 DGM POSITION The configuration of the Rancho Seco Station will be managed to ensure the station is operated, modified, and maintained in accordance with the Rancho Seco Quality Program.

The Rancho Seco Quality Program will address all regulatory and District requirements, affecting configuration management, including design control, document control, material control and records control.

2.0 SCOPE The configuration management process applies to:

(1) all Ce permanent plant items including s'tructurcs, systems, components, training equipment, and support'ing computer software that are used in the design, operation, maintenance and modification of the station; and, (2) all documentation

.which describo and document plant 1.tems including the licensing documents, design documents, operation / maintenance documents, and training documents.

3.0 IUEFERENCES 3.1 Rancho Seco Nuclear Manual 4.0 DEFINITIONS-4 '.1 Configuration The physical and functional characteristics of plant items.

4.2 Configuration Management The technical and administrative direction and surveillance applied to:

(1) identify and document the configuration of plant items; (2) control changes to the configuration of those items; and, (3) record and report the status of changes to plant items and their corresponding baseline documents; and (4) approved methods and procedures by which equipment 8

is operated and maintained.

SMUD, NUCLEAR ORGANIZATION NUMBER: RSMP 301 REVISION: 0 RANCllO SECO MANAGEMENT PROCESS MANUAL PAGE 2 OF 5

4.3 Baseline Documents The documents that describe and document the configuration of plant items, including licensing documents, design documents, operation / maintenance procedures, and training documents.

4.4 Plant Items Th'e permanent plant structures, systems, components, training eqbipment, and supporting computer software that are used in the design, operation, maintenance and modification of the station.

4.5 Change Control The systematic identification, evaluation, coordination, approval or disapproval, and implementation of changes in the configuration of plant items and corresponding baseline do'cuments.

5.0 PROCESS 5.1 Deneral Requirements s

Configuration management activities must meet the following requirements:

5.1.1 Rancho Seco Quality Manual requirements affecting configuration management.

5.1.2 Standard configuration identification numbers must be established and applied to the baseline documents and plant items.

5.1.3 The design bases used for the procurement, fabrication, construction, operation, maintenance, and modification of plant items must be documented, maintained and controlled in baseline documents.

5.1.4 The baseline documents for plant items must be retained for the life of the plant and be readily retrievable at any time in accordance with the Quality Manual.

5.1.5 Configuration of plant items must not be changed without a review to determine the impact on licensing, design, operation maintenance, training, cost and schedule and appropriate authorization for implementation.

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SMUD, NUCLEAR ORGANIZATION NUMBER: RSMP 301

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_SECO MANAGEMENT PROCESS MANUAL PAGE 3 OF S

1 S.I.6 All baseline documents and plant items affected by plant modifications must be idenLified and changed as and when required.

b.1.7 The actual configuration of plant items must be verified to ensure conformance to baseline documents and approved changes thereto.

5.1.8 Baseline document f.iles must be audited to ensure they contain current baseline documents and approved changes thereto.

S.I.9 Approved changes to baseline documents must be audited to ensure their proper review and approval and subsequent in-corporation in the baseline documents.

S.1.10 The status of baseline documents must be documented and available for use as required, including the currently approved revision level, and any outstanding, approved or pending changes.

5.1.11 The status of plant items must be recorded and reported, including their unique configuration via tag number,

(

model/part number, manufacturers name and serial number.

S.1.12 Plant modifications must be documented and avaliable for use as required, including the identification of baseline documents and plant items affected by the modifications.

S.1.13 Material must be controlled to baseline documents through all phases from purchase to installation in accordance with Material Management Department configuration controlled documents.

S.1.14 Commitments that affect plant items or baseline documents must be identified and traceable to the baseline documents and impacted plant items.

S.1.15 Configuration changes of plant items and baseline documents which affect or involve commitments must be identified and traceable to the commitments they impact.

S.2 Delenation of Responsibilities 5.2.1 Delegation of responsibilities for implementation programs and procedures to implement the CMP are as follows:

S.2.2 Each Department Manager is responsible for implementing configuration management requirements within their i

department, as defined by the Rancho Seco Quality Manual.

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SMUD, NUCLEAR ORGANIZATION NUMBER: RSMP 301 REVISION: 0 RANCHO GE.tqEANAGEMENT PROCEGS MANUAL PAQE 4 OF 5

5.2.3 The Deputy General Manager is responsible for:

o Ensuring the implemenLing programs and procedures meet the position and requirements of this process.

5.2.4 The Manager, Nuclear Engineering is responsible for:

o Preparing and maintaining design baseline documents and the associated changes.

g o

Establishing standard configuration identification numbers.

o Establishing the change control process.

o Preparing change packages.

5.2.5 The Manager, Cost Control and Office Services Department is responsible for:

o Supporting the CMP with centralized document control and records Management.

o Conducting the operation / maintenance activities required by the CMP, which includes preparation and maintenance of operation / maintenance baseline documents.

5.2.6 The Manager, Licensing is responsible for conducting the licensing activities required by the CMP, including:

o Controlling SMUD regulatory commitments and require-ments related to configuration management; ensure configuration modifications compliance with regulatory requirements.

o Preparing and maintaining licensing baseline docu-ments.

l 5.2.7 The Manager, Training is responsible for conducting the training activities of baseline documents in accordance with the design basis as required by the CMP.

5.2.8 The Manager, Quality Assurance is responsible for conducting I

the quality assurance activities. required by the CMP; including:

o Periodic auditing of CMP activities performed by the functional organizations.

i o

Performing piant item verification through inspec-tion, and surveillance activities.

SMUD, NUCLEAR ORGANIZATION NUMBER: RSMP 301 REVISION: 0 RANC110 SECO MANAGEMENT PROCESS MANUAL PAGE S OF 5

5.2.0 The Director, Administrative Services is responsible for conduct.ing the supporting activities required by the CMP including material control and information systems.

6.0 ATTACHMENTS None S

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SMUD, NUCLEAR ORGANIZATION NUMBER: RSMP 302 REVISION: 0 RANCHO SECO MANAGEMENT PROCESS MANUAL PAGE 1 OF 2

TITLE EFFECTIVE DATE DIRECTIVE AND PROCEDURE COMPLIANCE i

f Y-/O - 87 DEPUTY' GENERAL M AGER/Date 1.0 DGM POSITION l

Attention to detail and rigorous adherence to established processes and procedures at Rancho Seco provides the best assurance of meeting our mission of safety, reliability and economic power.

All departments are expected to establish adequate procedures and to ensure appropriate implementation by all personnel.

2.0 SCOPE All organizational components of the Nuclear Organization are subject to the requirements of this process.

3.0 REFERENCES

RSMP Manual,Section I S

3.1

~

3.2 RSMP 316, Management Process On Quality 4.0 DEFINITIONS 4.1 Compliance Act in accordance with the requirements of approved documents, procedures and directives.

5.0 PROCESS 5.1 General Requirements 5.1.1 Nuclear activities connected with the operation or maintenance of Rancho Seco must be performed with intended mandatory or verbatim compliance.

5.1.2 Compliance with the letter and intent of procedures and adequate controls to enforce compliance with the Quality i

Program and other management controls must be observed.

5.1.3 Mandatory or verbatim compliance must be clearly addressed in department procedures using the verb context:

"Shall" to denote a requirement, "Should" to denote a recommendation, and "May" to denote an optional practice or permission.

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SMUD, NUCLEAR ORGANIZATION NUMBER: RSMP 302 _

)

REVISION: 0 RANCHO SECO MANAGEMENT PROCESS MANUAL PAGE 2 OF 2

5.1.4 User reviews must be thoroughly conducted to verify that all steps intended to have verbatim compliance are clearly

" identified.

5.1.5 An official change process must be followed to authorize l

deviation from the verbatim compliance requirements of any procedure.

5.1.6 Appropriate training of procedures is required for all personnel.

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5.2 Delegation of Responsibilities 5.2.1 Each Department is responsible for establishing the appropriate verbal context in their procedures to define verbatim compliance requirements.

5.2.2 Each Department is responsible for establishing training and enforcing control.of implementation procedures in their area of responsibility.

5.2.3 AGM's shall ensure compliance with this RSMP by ensuring appropriate approvals of program adequacy, training, and monitoring of. adherence.tx> procedures. -

l 6.0 ATTACBMENTS None

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l SMUD, NUCLEAR ORGANIZATION NUMBER: RSMP 306 REVISION: 0 RANCHO SECO MANAGEMENT PROCESS MANUAL PAGE 1 OF 2 i j TITLE EFFECTIVE DATE l

04-22-87 FIRE PROTECTION

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V-to -i 7 J FuT (GENERAL M AGER/Date 1.0 DGM POSITION An effective Fire Protection Program for Rancho Seco Nuclear Generating Station will be established, maintained and l

implemented ensuring safety first.

This Program will focus I

on 1) minimizing the probability of a fire and 2) limiting the consequences of a fire.

l l

2.0 SCOPE The Fire Protection Program applies to all personnel and activities at Rancho Seco.

The Fire Protection Program

(

. requires confirmed participation by several departments.

3.0 REFERENCES

3.1 10CFRSO, Section 50.48

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.3.2 Governing Insurance Policies 4.0 DEFINITIONS 4.1 Rancho Seco - refers to inside and outside the fence.

5.0 PROCESS 5.1 General Requirements 5.1.1 A Fire Protection Program must be established and maintained which meets the applicable requirements of 10CFR50 and the governing insurance policies.

5.1.2 The Fire Bazards Analysis and Fire Protection Program must be maintained in compliance with licensing requirements.

S.1.3 Charter responsibilities must be observed in the structure i

l of the Fire Protection Program as defined in Section II of the RSMP Manual.

S.1.4 The Fire Protection Program must provide for periodic audits to ensure site compliance and adequacy.

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SMUD, NUCLEAR ORGANIZATION NUMBER 8 RSMP 306 REVISION: 0 RANCHO SECO MANAGEMENT PROCESS MANUAL PAGE 2 OF 2 S.2 Delegation of Responsibility S.2.1 The DGM is responsible for periodic assessment of the Fire Protection Program effectiveness.

5.2.2 The AGM Nuclear Power Production is responsible for the development, maintenance and execution of the Rancho Seco Fire Protection Program; signature approval constitutes fulfillment of the Program development.

5.2.3 The Plant Performance Department is responsible for developing, maintaining, and ensuring the implementation of the Fire Protection Program including review of Nuclear Engineering's Fire Protection designs and modifications.

~5.2.4 The Plant Performance Department is* responsible for ensuring implementation of all aspects of the Program as identified therein.

5.2.5 The Nuclear Engineering Department is responsible for maintaining the plant design configuration'in~ compliance with applicable 10CFRSO regulations.

5.2.6 Each Department shall implement their responsibilities as assigned in the Program.

S.2.7 Manager, Emergency Preparedness is responsible for maintaining the support group agreement for offsite fire fighting support and for annual training and drills for the o

offsite fire department.

S.2.8 The Security Special Agent is responsible for the development and implementation of security procedures that cover. emergency access to security controlled locked areas by Fire Brigade members, admission of offsite firefighters, l

traffic and spectator control, and post-fire security.

5.2.9 Training Department is responsible for developing lesson plans and related training materials for on-site fire protection.

It ensures that all training is developed, scheduled, conducted and documented.

l S.2.10 Quality Assurance Department is responsible for auditing the Fire Protection Program for compliance with the Quality Program.

l 6.0 ATTACHMENTS 6.1 None 8

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U SMUD, NUCLEAR ORGANIZATION NUMBER: RSMP 308 REVISION: 0 RANCHO SECO MANAGEMENT PROCESS MANUAL PAGE 1 OF 3 TITLE EFFECTIVE DATE

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REGULATORY COMMITMENT MANAGEMENT

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3-27-8 7

___ ' M TY GENERAL MANAGER /Dat 1.0 DGM POSITION Rancho Seco shall systematically manage its commitments and shall maintain an ongoing, centralized tracking system which provides clear and timely information on the status of commitments.

Commitments will be identified, responsibility assigned, and status provided on an integrated basis.

Commitments will receive a centralized review to assure that statements or commitments accurately represent the District position, and that the District Nuclear Organization is prepared to fulfill commitments.

2.0 SCOPE This control process applies to all Nuclear Organization personnel and to commitments, both verbal and written, made to all regulatory agencies.

3.0 REFERENCES

None 4.0 DEFINITIONS 4.1 Commitment Any statement, verbal or written, which establishes an obligation, either imposed or voluntary, undertaken by any organizational component of the Nuclear Organization, or any other organization on behalf of the Nuclear Organization.

4.2 Regulatory Agencies All government regulatory agencies including NRC, EPA, and State, County and local government agencies and the Insti-tute of Nuclear Power Operations (INPO) and American Nuclear Insurers (ANI).

5.0 PROCESS 5.1 General Reauire ents All commitments must be in writing and shall receive e

5.1.1 centralized review and document control.

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SMUD, NUCLEAR ORGANIZATION NUMBER: RSMP 308 REVISION: 0 RANCHO SECO MANAMMENT PROCERS MANUAL PAGE 2 OF 3

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5.1.2 Verbal commitments can only be made by the Deputy General Manager, Nuclear, the Assistant General Managers, or Department Managers.

Verbal commitments shall be documented by written correspondence with the receiving regulatory agency in accordance with these requirements.

5.1.3 All correspondence to regulatory agencies must be reviewed by the affected departments and include the Department Manager's signature.

Commitments contained in the correspondence shall be clearly identified.

5.1.4 Concurrence of supporting Department Managers is required.

5.1.5 Correspondence to regulatory agencies must be transmitted through a single channel.

All correspondence'from regulatory agencies must receive a centralized review for commitments in accordance with these requirements.

5.1.6 Assignment of responsibilities must be consistent with Organizational Charters.

5.1.7 The system must not impede valid contacts with regulatory

' agencies that are normal to the conduct of Rancho Seco business.

These contacts shall be centrally coordinated and the key elements of the communication shall be documented.

5.1.8 All regulatory commitments must be tracked and properly

]

closed in a timely manner.

Trackinsr data shall include the i

commitment, responsible party, due date, status and priority.

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5.1.9 The system must provide centralized communication and coor-dination with regulatory agencies.

The system must not impede contact with regulatory agencies or conduct of business.

5.1.10 The system must ensure continuous compliance with implemented commitments.

5.2 Delegation of Responsibility 5.2.1 All organizational components are responsible for systematically identifying its commitments, for making clear assignment of accountability for fulfilling these commitments, and for providing documented evidence of the closeout of these commitments.

Each department is accountable for commitments in thqir area of responsibility as assigned by the Organizational Charters.

Each department is responsible for ensuring the continuous compliance when implemented in their area of responsibility.

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SMUD, NUCLEAR ORGANIZATION NUMBER: RSMP 308 REVISION: 0 RANCBO SECO MANAGEMENT PROCESS MANUAL PAGE 3 OF 3 5.2.2 Licensing Department shall provide the centralized communication channel with regulatory agencies.

It shall manage the overall coordination of the commitment tracking system, commitment identification, ensuring assignment of responsibility, tracking status, verifying closecut, and continuous compliance.

It shall specify requirements of computer tracking system and of document control requirements.

Licensing shall maintain full cognizance of all Rancho Seco/ Regulatory contacts and communication and establish program and implementing procedures as required to ensure implementation.

5.2.3 Information Systems Department shall provide support to Licensing Department to provide and maintain the computer hardware and software for the tracking syst'em.

5.2.4 Director, Administrat'ive Services, through Document Control, shall provide for effective control and safekeeping of documents to meet attendant regulatory requirements.

6.0 ATTACBMENTS None -

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h SMUD, NGCLEAR ORGANIZATION

.HUMBER: RSMP 309 REVISION: 0 RANCHO SECO MANAGEMENT PROCESS MANUAL PAGE 1 OF S

TITLE EFFECTIVE DATE 04-22-87 ATJRA PROGRAM

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V-FM7 M MMERAL MANAMR/Date - (

1.0 DGM POSITION It is District Policy to maintain radiation exposure "As Low As Is Reasonably Achievable" (ALARA).

This concept includes occupational and non-occupational-(i.e., the general public) exposures directly resulting from operation, maintenance, modification, and decossinissioning of District facilities.

To this end, all District prog:-ams which can result in dose to workers or the public will meet the District criteria for ALARA.

A training program will ensure that all Rancho Seco personnel are trained in their responsibility toward'the ALARA Program.

1.1 The ob.iectives of.this Program.are to:

1)

Maintain occupational dose ATARA individually and 8..,

collectively.

. ' 1.2L, Maintain. publie dose 'ALARA. through effluent cont.rol programs.

3)

Mari=4ze those programs which support the ALARA Program and its concepts (i.e., Conkamination Control, Effluent Release Conti ol, etc. ).

4)

Ensure Plant modification designs consider ALARA cost in their constructability, opersbility, and maintenance.

2.0 SCOPE The ALARA. Program applies to all activities which may lead to exposure for workers. or the general. public.

The ALARA concept requires active involvement and commitment frome all levels of

==nagamant.. supervision, and. labor..

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REFERRMCES' 3.1 10CFR20.1(c), General Provisions '

3.2

\\

Regulatory Guide 8.8, "Information Relevant To Insuring That Occupational Exposures At Nuclear Power Stations Will Be As Low As Reason.sbly Achievable".

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O NUMBER: RSMP 309 SMUD, NUCLEAR ORGANIZATION REVISION: 0 i

RANCHO SECO MANAGEMENT PROCESS MANUAL PAGE 2 OF 5

3.3 Regulatory Guide 8.10, Rev. 1 (1975) " Operating Philosophy For Maint=i ning Occupational Radiation Exposures As Low. As Reason-ably Achievable".

3.4 Regulatory Guide 8.27, (1981), " Radiation Protection Training For Personnel At Light Water Cooled. Nuclear Power Plants".

3.5 Regulatory Guide 1.70, Rev. 3 (1978), " Standard Format and Content of Safety Analysis Reports For Nuclear Power Plants".

3.6 Regulatory Guide 8.19, Rev. 1 (1979), " Occupational Radiation-Dose Assessment.In Light Water Reactor Power Plants, Design State Man-Rem Estimates".

3.7 Regulatory Guide 1.16, (197S), "Repo'rting Of Operating Information Appendix A Technical Specifications".

3.8 Regulatory Guide 1.110, (1976), " Cost Benefit Analysis For Rad Waste Systems For Light. Water Cooled Power Reactors".

3.9 NUREG-0761'. " Radiation Protection Plans For Nuclear Power Plant Licensees".

3.10 Title 10c Code of Federal Regulations Parti 20.

N 3.11

• " Applicable INPO Guides and' Good-Practices on Radiological Protection.

3.12' RSMP 313, Management Reporting Network 3.13 RSMP 315, Budget Process li 4.0-DEFINITIONS 4.1 ALARA Manual The District ALARA Manual.

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.r n v, n.~,'. : tw;. m 4.2 ALARA Program,.

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Ther philosophy and:== nan *= ant' process' involving all personnel in the impla=antation of exposure controls through planned objectives and steps to ensure that all exposure from District activities are necessary and ALAR 4,

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SMUD, NUCLEAR ORGANIZATION NUMBER: RSMP 309 REVISION: 0 RANCHO SECO MANAGEMENT PROCESS MANUAL PAGE 3 OF 5

5.0 PROCESS 5.1 General Requirements 5.1.1 A comprehensive Rancho Seco ALARA Program to fulfill the District Policy must be established and developed.

This ALARA Program must meet NRC requirements and the intent of NRC guides as defined in the cited references; it must also meet applicable INFO Guides and Good Practices.

5.1.2 The ALARA Manual must be the hierarchy document foi-implement-ing the ALARA Program.

5.1.3 Goals and o'bjectives for snonitoring the ALARA Program, including Station trends and process and procedure controls.

must be established in accordance with RSMP 326. Objectives and Measures.

These performance indicators and management involvement will be monitored in accordance'with RSMP 313, Management Reporting Network.

Audits and management involve-ment aie a necessary element of monitoring ALARA performance.

5.1.4 Appropriate corrective actions must be taken in.rcsponse to-deficiencies identified within the monitoring function; 5.1.5 Staffingt and train 4nE must be' adequate.to communicate and implement the_ Ar. ARA: Program.

5.1.6' The: reactor operators-and radiation protection personnel must be cognizant of sources.and methods for reducing exposure levels.

5.1.7 The root cause of ALARA problems must be identified and effective corrective actions must,be initiated and tracked through completion.

5.1.8 Budgeting for the necessary operation _of.the District ALARA program must be sufficient to meet program needs and managed la accordance with RSMP 315, Budget Process.

5. 2 Delegation of Responsibilities

..u: -

Ov n Sir.r DGtf, Nuclear is responsibIe for-ther development and execution of the Rancho Seco ALARA. Program and for ensuring the program includes all District requirements relating to ALARA.

Fulfillment of the development commitment will be the-final review of the ALARA Manual with DGM, Nuclear signature approval.

The DGM, Nuclear will maintain an ongoing involve-ment to assess the adequady o-f the ALARA Program.

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SMUD, NUCLEAR ORGANIZATION NUMBER: RSMP 309 REVISION: 0 RANCllO SECO MANAGEMENT PROCESS MANUAL PAGE 4 OF $

5.2.2 AGM's and Directors shall maine,ain a strong oversite involve-ment in the ALARA Program to assess the adequacy of the Program and ensure its implementation.

This involvement includes:

=alr4 ng personnel aware of management's commitments to ALARA; audits with focus on identifying improvements; ensuring ownership of responsibilities; and ensuring personnel receive appropriate training.

5.2.3 The Manager, Environmental Protection

• Department is responsible for developing the ALARA Program and for developing, control-ling, and maintaining the Rancho Seco ALARA Manual.

He/she shall ensure that all aspects of a. comprehensive ALARA Program are addressed.

Ue/she shall draft the delegation of responsi-bilities needed to implement the ALARA Program and shall obtain DGM, Nuclear approval of the manual and delegations.

The ALARA Manual shall identify personnel training to comply with NRC requirements and guides.

5.2.4 The Manager, Environmental Protection Department is responsible for ensuring the formulation of ALARA goals and measures and for establishing the monitoring system as required by Step 5.1.3.

5.2.5 The Manager, Radiation Protection and Chemistry is responsible for the day to day activities of radiation protection and ALARA as it pertains to plant operations.

The radiation protection implementing procedures

• hall meet the intent and prescriptions of.the ALARA Manual as interpreted by the Environmental Protection Department.

5.2.6 The Manager, Nuclear Engineering shall review all proposed modifications for ALARA considerations and provide for estimates of preliminary and final ALARA costs.

Each Department shall ensure personnel identified in Step 5.2.7 5.2.3 are cognizant and trained and shall ensure management l

involvement through participation and audits.

Each depart-i ment shall make appropriate corrective actions in response to identified ALARA deficiencies.

5. 2. 8 The Manager, Anatity Assurance is responsible for performing l

audits of the ALARA Program and the ALARA data base.

5. 2. 9 The Manager, Trajning Department shall establish and implement a training program to ensure that all personnel understand:

management's commitment to ALARA exposures; ALARA concepts and approach, radiation protection rules and regulations; and Rancho Seco radiation protection controls.

He/she shall provide a plan for training and/or training support as defined in the approved Training Plan in response to Department requests.

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SMUD, NUCLEAR ORGANIZATION NUMBER: RStiP 309 REVISION: 0 PAGE 5 0F S RANGHO SECO MANAGEMENT PROCESS MANUAL 5.2.10 The Manager, Licensing Department shall perform RadiaLion Protection Incident; Analysis of NRC reportable events and NRC citations.

6.0 ATTAC8HENTS None O

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8 SHUD, NUCLEAR ORGANIZATION NUMBER:

RSMP 310 l

REVISION: 0 RANCHO SECO MANAGEMENT PROCESS MANUAL PAGE 1 OF 4 TITLE ErvhCTIVE DATE OFFSITE EXPOSURE CONTROL

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Y~l7-W nfrihjTY GENERAL MANAGER /Date u

1.0 DGd POSITION It is District and Rancho Seco Policy to fully comply wit.li both the intent and prescriptive requirements of NRC regulations and guides.

Rancho Seco Management is fully committed to maintain a program to proactively controi radiation exposures associated with the operation of Rancho Seco to members of the general public, and to promote under-standing of this commitment to all District Personnel.

1.1.

.The objectives of this program include:

1)

Maintaining radiation doses, associated with the operation of Rancho Seco, to members of the general public at values less than those specified in 10CFR Part 8

50, Appendix.I.

V 2)

. Main *=ining. radioactive con *=in= tion resultine from Raneho. Seco' operations in offsite locations As Low As Is Beasonably Achievable (ALARA).

1.2 All personnel with responsib'ilities related to the centrol of Rancho Seco effluents shallibe accountable and measure the degree to which they meet these objectives.

2.0 SCOPE 2.1 The'Offsite Exposure Control Program applies to all activities which may result in planned or unplanned releases of radioactive material through gaseous, liquid, solid, or direct irradiation paths.

The Offsite Exposure Control concept

. requires active involvement and commitment at all levels of

=an a gasment, supervision., and,_ labor.

22 2.

The,Offsite, Exposure Control Progrant controls the fallowing:

ti Radiological Environmental Monitoring Program (REMP) 2)

Offsite Dose Calculation Manual (ODCM) 3)

Land Use Census Program 8.~_,

4)

Effluent Control Program and procedures e

SMUD, NUCLEAR ORGANIZATION NUMBER:

RSMP 310 REVISION: 0 RANCHO SECO MANAGEMENT PROCESS MANUAL PAGE 2 OF 4 5)

Process Control Program For Solid' Radioactive Wasto 6)

Meteorology Program 7)

Environmental and effluent aspects of the Decommissioning Plan 2.3 The Offsite Exposure Control Program also controls the disposal of radioactive waste which is "de minimis" or below regulatory

~

concern.

3.0 DEFINITIONS 3'.1 De =inimis No accounting for trifles, an insignificant amount of radioactive waste.

4.0 REFERENCES

4.1 Title 10, Code of Federal Regulations, Part 20 4.2 Title 10, Code of Federal Regulations) Part 50, Appendix I

4. 3:

. Rancho Sec'o ALARA Manual

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4.4 Applicable USNRC Regulatory Guide (s)

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4.5 California Mministrative. Code, Title 17 4.6 RSMP 313, Management Reporting Network 4.7 RSMP 315, Budget Process 5.0 PROCESS 5.1 General Requirements 5.1.1 A comprehensive Offsite Exposure Control. Program for Rancho Seco must be d.efined. and implemented. -

5.I.2 A documented Offsite Exposure Control Manual (OECM) must be established as the hierarchy document; for the Offsite Exposure Control Program.

5.1.3 The Offsite Exposure Control Program must carry out District policy, comply with requirements, and meet the intent of guides of the NRC and State of California as defined in the references as specified in the Offsite Exposure Control Manual.

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SMUD, NUCLEAR ORGANIZATION NUMBER:

RSMP 310 REVISION: 0 RANCHO SECO MANAGEMENT PROCESS MANUAL PAGE 3 OF 4 5.1.4 Staffing and training must be adequate to communicate and implement the =anr.aement commitment and requirements to control offsite exposure.

5.1. 5-Goals and objectives for monitoring the Offsite Exposure Control Program including Station trends and process and procedure controls, must be established in accordance with RSMP 326, Objectives and Measures.

These performance indicators and management involvement shall be monitored in accordance with RSMP 313, Management Reporting Network.

Audits and management involvement are a necessary element of monitoring the offsite exposure control performance.

5.1.6 Required actions resulting from monitoring must be reviewed with appropriate Department Managers, the'AGff's, and Directors at regular intervals.

5.1.7 Reactor operators, engineering personnel and personnel assigned to radiation protection, and chemistry, must be cognizant of sources -and methods for reducing offsite exposure.

5.1.8 The root cause of Offsite. Exposure Control problems must be

?

identified and effective corrective actions must be initiated

. and. tracked. to. completion...

5.1.9 Budgeting for the-necessary operation of the Offsite Exposure Control Program must be sufficient to: meet program-needs and managed.in accordance with RSMP 315, Budget Process.

5.2 Delegatio~n of Responsibilities and Authorities 5.2.1 DGM, Nuclear is responsible.for the development and execution of the Rancho Seco.Offsite Exposure Control Program and for ensuring the Program includes all District' aspects of offsite exposure control.

Fulfillment of the development commitment will be the final review of the Offsite Exposure Control Manual with signature approval.

5. 2.2.

.AGti's and. Directors. ahall =mintain ar strong oversite-involve-ment; in. the Offsite., Exposure Control. Prograsm to assess the adequacy of the-Program and ensure its implementation.

This shall be accomplished through continuous monitoring, and instigation of appropriate-corrective actions.

5.2.3 The Manager, Environmedtal Protection Department is responsible for developing and maintaining the Offsite Exposure Control Program and for drafting and maintaining the Offsite Exposure Control Manual.

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l SMUD, NUCLEAR ORGANIZATION NUMBER:

RSMP 310 REVISION: 0 RANC!!O GECO MAN _AGEMENT PROCESS MANUAL PAGE 4 OU 5.2.4 The Manager,' Environmental Protection Depart. ment is responsible for ensuring the formulation of offsite. exposure control goals and measures and for establishing the monitoring system.

5.2.5 The Manager, Radiation Protection and Chemistry is responsible for the day to day activities associated with effluent control.

The implementing procedures shall meet the intent and prescip-tive requirements of the Offsite Exposure Control Manual.as interpreted by the Bealth Physics Support and Environment,a1 Programs Group.

5.2.6 Each Department shall ensure personnel are cognisant and tra.ined as appropriate and shall ensure management invo1vement.

through participation and audit.

Each, Department shall make appropriate corrective actions in r'sponso to identified e

offsite exposure control deficiencies.

5.2.7 The Manager, Nuclear Engineering shall review the applicable regulatory guides, good practices, and standards and incorporate the requirements of the Offsite Exposure Control Manual into design, design changes, equipment and facility modifications, and construction, as abplicable.

- 5.2.8 The Manager,' Quality Assurance.ihi responsible for performing

.s audits of. the Offsite Exposure Control Program and the effluent and-environmental data managemant systems.

5.2.9 The Manager, Training shall establish and implement a training program to ensure that all personnel understand management's commitment to offsite exposure control.

He/she shall provide a plan for training and/or training support as defined in the approved Training Plan in response to Departments request.

6.0 ATTACHMENTS None w:...

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1 SMUD, NUCLEAR ORGANIZATION NUMBER:

RSMP 312 i

REVISION: 0

_f RANCBO SECO MANAmtMENT PROCRRS MANUAL PAGE 1 OF 3

8 TITLE EFFECTIVE DATE SAFETY ANALYSIS REVIEW Y/

3-27-8 7

/ DEPUTY MMERAL MANAGER /Dat 1.0 DGM POSITION Controls relating to plant changes, procedure changes, tests or experiments will be managed to ensure full compliance with the conditions of the Rancho Seco license.

2.0 SCOPE This process directive relates to controls on reviews, safety analysis, approvals, and documentation to fully comply with federal regulations to control chansres, tests, and experiments.

Several organizations are involved as defined in delegation of responsibilities.

3.0 REFERENCES

3.1 10CFR50', Section 50.54, Conditions of Licenses 3.2

'10CFR50, Section 50.59, Changes,' Test and Experiments l

3.3 10CFR50, Section 50.92, Issuance,of Amendment 3.4 Technical Specifications, Section 6 3.5 ANSI 18.1,SelectionandT$ainingofNuclearPowerPlant Personnel, 1971 3.5 INPO, Guidel'ine For The Performance of Safety Reviews (see 5.1.5) 4.0 DEFINITIONS 4.1 Safety Analysis A written analysis of the safety significance that a propoded change, test or experiment would have on plant systems or equipment or the public health and safety and the determination whether or not the proposed change, test or experiment involves an unreviewed safety question as required by 10CFR50.59.

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SMUD, NUCLEAR ORGANIZATION NUMBER:

RSMP 312 REVISION: 0 RANCHO SECO MANAM MENT PROCFAS MANUAL PAGE 2 OF 3

/(

e 4.2 Facility Change Changes, modifications, alterations or additions 'to the facility as described in the Updated Safety Analysis Report (USAR) and other formal documents which form the licensing basis of the facility.

5.0 PROCESS 5.1 General Reauirements 5.1.1 Changes, tests, and experiments as described in 10CFR50.59 must be controlled by procedures to ensure appropriate review,

. valid determination of need for a safety analysis, appropriate approvals, documentation and records, and appropriate NRC modifications.

5.1.2 The change must be evaluated for its impact on conditions of license as defined in Reference 3.1.

This includes, but is not limited to, considerations of the Safeguards Contingency Plan, Emergency Plan, and Technical Specifications.

5.1.3 Administrative procedures must clearly list all proposed chanaos, tests, and experiments that are subject to the

(

. requirements of this. process.

Administrative procedures must provide clear' detailed directions for' implementing all of the requirements of this process, including reviews and approvals.

5.1.4 Individuals respons'ible for determining if proposed changes, tests or experiments involve a change to the Technical Specification or an unreviewed safety question shall be qualified in accordance with ANSI 18.1.

5.1Property "ANSI code" (as page type) with input value "ANSI 18.1.</br></br>5.1" contains invalid characters or is incomplete and therefore can cause unexpected results during a query or annotation process..5 Organizational representation on the PRC and MSRC shall be listed as required in the Technical Specifications.

5.2 Delesmtion of Responsibility 5.2.1 The Department Manager which originates the change, test, or l

experiment is responsible for making, documenting,,and -

Justifying the determination of the need for a safety analysis.

5.2.2 Manager, Licensing is responsible for preparing the Safety Analysis.

5.2.3 Manager, Cost Control and Office Services is responsible for

]

controlling and retaining safety analysis documentation.

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SMUD, NUCLEAR ORGANIZATION NUMBER:

RSMP 312 REVISION: 0 g

RANCHO SECO MANAGEMENT PROCESS MANUAL PAGE 3 OF 3

_ 5.2.4 The Manager, Licensing is responsible for transmitting proposed changes, tests or experiments to the NRC for approval.

5.2.5 The AGM Nuclear Power Production shall ensure the preparation of a Rancho Seco Administrative Procedure (RSAP) to implement this Process in accordance with Rancho Seco Technical Specifications, and regulatory requirements.

5.2.5.1 This procedure shall be approved by AGM Nuclear Power Production and by AGM Technical and Administrative Services.

It shall specify responsibility for performance of activities, reviews, and approvals, including those of PRC and MSRC.

5.2.6 All organizational components are responsible for implement-ing this RSAP in their area of responsibility as defined by the Organizational Charters of Section II.

6.0 ATTACBMENTS 6.1 None

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SMUD, NUCLEAR ORGANIZATION EfUMBERi RSMP 313 REVISION:.0 IMNHIDEGLtiANAGEMSMI flLOCES.JiANU_Ah PAGI?.i._ ME. 5 TITLE EFFECT[VE DATE

.. ti4NAGEFIENT_.REfDKtLNGETWORK L3dF/f7

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' rt_Y_clHELMI,_hEMER/Dato 1.0 UUM POSITION Rancho Seco will establish and maintain a cent.ratir.ed system for measuring and reporting resuits to ascertain the extent of deviations from the objectives, controls, and performance indicators used'to track performance.

2.0 SCOPE The Management Reporting Network (MRN) applies to al-L departments of the Nuclear Organization. The MRN provides centrailzed reporting of actual performance as measured against Plan objectives, work deliverables, utandards, accountabilities, measures, and controls related to quality, safety, reliability and licensing compliance, and other.

t

3.0 REFERENCES

3.1 RSMP 300, Business P1'an 3.2 RSMP 305, Five Year Action Plan 3.3 RSMP 326, Measures and Objectives 3.4 RSMP 329, Data Management 3.5 Management Performance Indicator Report (SMUD Corporate Quality Department) 4.0 DEFINITIONS 4.1 Objectives The planned specific time based points of measurement to meet in pursuit of the objectives.

A goal is met by meeting ~

a selected set of goals.

4.2 Official llaving administrative authenticity.

Organizational Component 8

4.3 Refers to any organinational level with a need for data management support.

-l SMUD, NUCLEAR ORGANIZATION NUMBER: RSMP 313 REVISION: 0 RANCHO SECO MANAGEMENT PROCESS MANUAL PAGE 2 OF 5 1

4.4 Performance Indicators i

Indicators that can be used for assessing and monitoring key aspects of plant performance.

Also indicators that can be used for assessing and monitoring performance of line organizations.

Representative Performance Measures are as indicated in Section 6.0.

4.5 The Management Reporting Network is a reporting system

.specifically designed to track the objectives and organization

' performance relative to commitments, plant performance measures, compliance with procedural controls, adherence to standards and other measures relating to plant and organizational performance.

5.0 PROCESS 5.1 General Reauirements The purpose of the Management Reporting Network is to provide managers with a reliable and effective reporting system to measure and assess performance of plant, procedures, and organizations.

5.1.1 Standards for performance must be set by defining the condi-tions that w'ill exist when duties are well done.

5.1.2 Quantitative plant performance standards must be defined.

5.1.3 The Management Reporting Network shall measure the correct set of data needed to assess plant performance and the performance of line organizations.

5.1.4 Reports of the selected measures will be provided to managers at specified frequencies and will adhere to the format specified by the user managers.

5.1.5 Input of data will be reliable and timely.

A qualified individual who represents the official line organization shall be assigned accountability for inputting data for a given measure so that all output reports are based on the same data.

5.1.6 The Management Reporting Network shall be established in accordance with Processes defined in RSMP 329, Data Management.

8

SMUD, NUCLEAR ORGANIZATION NUMBER: RSMP 313 REVISION: 0 b

RANCHO SECO MANAGEMENT PROCESS MANUAL PAGE 3 OF 5 5.2 Delegation of Responsibility 5.2.1 DGM Office shall establish the overall scope, reports, variables and formats to measure key aspects of plant performance and performance of line organizations.

The DGM Management Process Staff position will work with SMUD Corporate Quality Department to identify measures for incorporation into Reference 3.5, the Management Performance Indicator Report.

5.2.2 Each organizational component shall select for their area, the correct set of performance indicators and data to assess predetermined commitments and objectives of organizational performance and plant performance (resulting from implement-ation of RSMP 326, Objectives and Measures).

5.2.3 Each organizational component will assign a qualified individual to input data for given performance measures, as specified in RSMP 329, Data Management, in a timely manner.

S.2.4 Each Department shall prepare administrative procedures for implementation of its assigned responsibility as outlined in this RSMP and in RSMP 329, Data Management.

8 S.3 Interfaces 5.3.1 Information Management Services shall integrate and coordinate the centralized MRN as the information systems are developed to support this Prodess.

It will interface with the DGM Office for the overall scope and architecture and with each department on its own needs and data input.

S.4 Measures Representative performance measures to be monitored (but not limited to) are included on Attachment 1 and in Reference 3.5, Management Performance Indicator Report; additional measures may be developed.

6.0 ATTACHMENTS 6.1 Performance Measures i

8

SMUD, NUCLEAR ORGANIZATION NUMBER: RSMP 313 L REVISION: 0 RANCHO SECO MANAGEMENT PROCESA MANUAL PAGE 4 OF 5 REPRESENTATIVE PERFORMANCE MEASURES 1.

Plant Availability %

2.

Capacity Factor 3.

Unplanned Plant Trips (Number / Period when plant is up) 4.

Forced Outage Rate S.

Forced Load Reductions 6.

Length of Planned Outage 7.

Frequency of Safety System Challenges i

8.

Failure Rates for Key Safety Components (Such as DG) 9.

Containment Leak Rate 10.

Frequency of Complex Transients 11.

Technical Specifications Violations 12.

Volume and Activity of Rad Wastes generated; on si.t.e inventory w

F 13.

Liquid affluent released total curies (above background) 14.

% or Number of CR Enunciators Continuously Energized at PL greater than 70%

15.

NRC Violations 16.

LER's; ODRs 17.

Radiation Dose to Personnel (SMUD and Contractors) 18.

Personnel Contamination; Rad Protection Occurrences (# RPO reports) i 19.

Number of Hours Chemistry Out-of-Specification l

20.

Plant Heat Rate 21.

Industrial Loss Time Accident Rates and Loss Days Rate 1

22.

Recordable In. juries l

23.

Number of communication glitches in Emergency Drills l

8 l

Page 1 of 2 l

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SMUD, NUCLEAR ORGANIZATION NUMBER: RSMP 313 REVISION: 0

_l -

RANCHO SECO MANAGEMENT PROCESS MANUAL PAGE 5 OF 5

_ 24.

'SALP Ratings 25.

INPO Training Accreditations 26.

Other Training 27.

Number of CCTS Items Behind Schedule 28.

Overtime 29.

Condenser Air Inileakage 30.

Industrial Accident Rate 31.

SMUD Line Managers / Total Line Managers 32.

Number of Yellow Drawings 33.

Number of Pink Drawings 34.

Open 10CFR50.59 Change Packages 35.

Number of NCRs

(

36.

Average time from NCR to CAR, 37.

Delinquent NCR Dispositions 38.

Abnormal Tags / Month 30.

Open Abnormal Tags 40.

Delinquent Preventive Maintenance WRs 41.

Ratio of:

NCR findings /NCR manhours; NCR findings 42.

QA Audit Findings 43.

Incident Complaint Report 8

l Page 2 of 2

SMUD, NUCLEAR ORGANIZATIUN SLMBER: RSMP 316 REVISION: 0 RANCHO SECO MANAGEMENT PROCE23 MAtiL*AL PAGI 1 OF 3

T_TLI EFiECT 'iE DATI 03-25-87 HE\\C2:4ENT JJir.,M ?. R SAL :T.,

%T~/.3" U.

M EUTY GZNEEAL M AGER/Date

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LGM POSITION

.1 The Rancho Seco Mission is to safely and re11 ably generate electrielty at the lowest practical cost.

Rancho Seco is committed to standards vi excellence i r.

all aspects of nuclear actisities.

Saf ety and quality shall be the first priority and this priority shall not be compromised to any other objective including cout and schedule.

Effective implementation of the Rancho Seco Quality Program provides the beat assurance of meeting our mission and meeting our commitment to er.cellence.

1.2 All organications and personnel are accountable for the quality of work performed within their area of responsi-bility.

Quality is a total ongoing program by all personnel, 8

with a strong commitment to do things right the first time, each time.

The Rancho Seco Quality Program reinforces and supports these positions.

2.0 SCOPE The Quality Program applies to all nuclear activities.

3.0 DEFINITIONS 3.1 Culture Patterns of assumptions believed valid by the people allowing them to perform their primary task within the institution rules and practices.

3.2 Quality Program The philosophy and management process to l'mplement planned activities and steps, which are designed to achieve stan-dards of excellence for all nuclear relations operations activities at Rancho Seco.

4.0 REFERENCES

8) 4.1 10CFR50, Appendix B, Quality Assurance Criteria For Nuclear Power Plants and Fuel Reprocessing Plants 4.2 Page I-2 of Gection I, Priorities of the Management Process (1) 4.3 Page I-6 of Section I, Policies

SMUD, NUCLEAR ORGAN 'ATiOM NUMBER: RSMF 316 f~

J 2EVIS105 0

0 EA:!CiM 'JECU MANAGFJ211T PF.OCESS MANUAL

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Fh00l'30 E. :.

J netal_Bemi;;nzm,A 5

5.1.1 A comprehensive Rancho Seco Qualit> Frogram muct be defined and implemented.

5.1.2 Th'e Rancho Jeco Quall y Program must fu_1/.ampi/ with bath

?

the intent and the prescriptive requireuente, of the ShC.s actined in 10CFR50, Appendix E. and the Listrict requireuents.

g 5.1.3 Freset t,tandards of performance must be estaolished and conformance to the standards must be monitured and recorded.

g 5.1.4 The Rancho Seco Quality Program must establish a goaitive and active attitude regarding quality be all personnel.

e 5.2 The Rancho Seco Quality Manual is the hierar..;y document for control of quality.

The Quality Manaal holds all organisations accountable for the quality of work performed in their area of responsibility.

The DGM, Nuclear, is accountable for the safe and reliable operation of Rancho Geco.

The DGM, Nuclear,

?

has the responsibility for development and executivn of a -

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Quality Program toward achieving the District's mission and objectives.

This Quality Program is comprised of the Rancho Seco Quality Manual supplemented by a program to estabiich g

the leadership, attitude, and diligence needed to achieve high standards of quality as part of the Rancho Seco culture.

0 The objective is to prevent defects and errors through plan, design, and execution.

5.3 An official guide of process implementation to meet 5.1.3:

The engineering function shall specify the standards of 0

workmanship.

All Rancho Seco work regardless of who performs the work shall adhere to the same standards.)

This specifi-i cation of acceptable standards is used by the craft person 5

and also defines the inspection requirements.

QA shall inspection holdpoints and the inspection data report specifi-cations for quality assurance requirements.

The QC inspector

)

uses the quantitative measures specified by the engineer to ascertain quality compliance of the work then assuring quality compliance without requiring the presence of the e'ngineer.

0 5.4 Quality Ansurance provides dedicated personnel promote and protect quality work.

Quality personnel shall have organi-national freedom to institute actions necessary to meet b

quality requirements.

The DGM has assigned QA the role of custodian, promoter, and supporter of quality for all nuclear

)

activities in implementation of the Rancho Seco Quality Progra D

SMUD, NUCLEAR ORGANIZATION NUMBER: RSMF 316 S

REVISION: 0 RANCHO SECO MANAGEMENT FROCESS MANUAL PAGE 3 OF 3

t. 5 Dele >tnion of Authoritv 5.S.1 All orgattir.a; ion: are respansible icr esta' isning th:

o leadership, attitude, and diligence needed t:. ach_ eve nigh standards of quality as part of the Rancho deco culture.

f 5.0 Opecific delegation fur the eighteen criter a of 10CFR Appenoix E is provided in the Ranchc Secv Nuclear QA Manual.

An overview is as follows:

5.5.3 DGM Nuclear is responsible for development and execution of the Rancho Seco Quality Program.

The fulfillment of this commitment shall be a final review of the Quality Manual with signature approval.

The DGM Nuclear shall maintain an ongoing involvement in quality matters to assess the scope, status, implementu+. ion and effectiveness of the Quality Program.

5.5.4 Quality asaurance is responsible for developing, controlling, and ma2ntaining the Rancho Seco Quality Manual.

Quality Assurance shall define general requirements to meet the eighte a criterion of 10CFR50 Appendix B.

Quality Assurance shall also draft delegation of responsibilities for DGM approval to meet these requirements.

'5.5.5 QA is responsible for verifying the achievement of quality and has the authority to stop work.

Quality Assurance shall perform all QA functions such as inspection, surveillance, and audits.

QA shall report to the DGM on the status and adequacy of the Rancho Seco Quality Program, and shall notify any line manager of quality problems and reccmmended corrective action.

5.5.6 Each organization la responsible for the quality of work in its area as defined by the charters and the Rancho Seco Quality Manual.

The total Quality Program reinforces and supports the line functions.

All line managers and supervisors are encouraged to use QA personnel support; QA personnel are the eyes and ears of all managers and supervisors on quality activities.

G.0 ATTACHMENTS None 8

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SMUD, NUCLEAR ORGANIZATION NUMBER: RSMP 317 REVISION: 0 RANCllO SECO MANAGEMENT PROCESS MANUAL PAGE 1 OF 3 TITLE EFFECTIVE DATZ O b22-87 CONTRACT PREPARATION AND ADMINISTRA3 ION

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[51125DTY 7:rnvRAT. MAGER/Date 1.0 DGM POSITION Contractors are a significant ongoing resource to support the operation of Rancho Seco.

Rancho Seco line organizations will be held accountable for the quality of Contractors' and compli'nce with the terms performance, their productivity, a

and conditions of the contract.

Centralized control of contract administration will be used to provide uniform controls over contract preparation and a<hinistration.

2.0 SCOPE This process applies to all departments at Rancho Seco utilii.ing contract services or interface with Sub-Contractora.

3.0 REFERENCES

3.1 SDP"102-3, Delegations of Authority - External D,elegations 4.O DEFINI.TIONS

6.,

4.1 '

Contract A formal agreement between the District and another party (Contractor) for engineering, construction or other techni-

~

cal or professional services.

4.2 Task A work package contracted with an existing service Contractor who will perform work according to the terms of an existing contract service agreement.

It specifies the Contractor's activities,. costs associated.with activities, and establishes

. _ e definite completion schedule for specified deliverables or

.. services.

,f.

f. w,. g.,,

4.3 Deliverable A product or service result that is defined in measurable terms as part of work scope.

(Work scope refers to the work activities associated with the deliverables).

These terms

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include compliande with standards and quality.

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SMUD, NUCMAR ORGANIZATION NUM MR: RSMP 317 RF. VISION: 0 RA'CHO SECO MANAGEMENT PROCESS MANUAL PAGE 2 OF 3 N

5.0 PROCESS 5.1 General Requirements 5.1.1 A Rancho Seco line organization must be clearly accountable for all aspects of managing Contractors for resource support.

These aspects include:

5.1.1.1 Appropriateness and clarity of work scope.

5.1.1.2 Contractor performance as measured by productivity and associated cost, schedule, and compliance of deliverables with Rancho Seco quality requirements, procedures,

. standards, or other controls.

5.1.2 Coordination and controls of contract and contract task preparation and aciministration will be a centralized function which is performed on an ongoing and plant-wide basis.

5.1.3

'As a general guide, the scope of requested Contractor services should be adequately defined to permit competitive bidding.

This shall include qualification requirements for contract personnel.

i 5.1.4 A quali fied SHUD individual (representing the Rancho Seco user organizational component) must monitor ther Contractor's performance eind take appropriate actions to assure performance to the contract or contract task scope.

5.2 Delevations of Resnonsibilities 5.2.1 Cost Control and Office Services Department is responsible for developing, maintaining, and implementing a program to control contract preparation and management.

Elements of this program may include a manual and Rancho Seco procedure to support compliance with the General Requirements as stated above.

5. 2. 2.'

Kach user organizational component is responsible for defining

• the scope of work or task and for controlling Contractor performance by monitoring activities and. talring appropriate actions, it is also responsible for evaluation of the technical portions of the proposals.

5.2.3

• Each user organizational component is accountable for Contractor performance as measured by quality of the deliverables, and adherence to schedule, and cost.

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5.2.4 The Manager, Quality Assurance is responsible for ensuring the appropriate Rancho Seco Quality Assurance provisions are specified within the contract, and fulfilled.

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8 SMUD, NUCLEAR ORGANIZATION NUMBER: RSMP 31*/

REVISION: 0 RANCJ10 SECO MANAGEMENT PROCESS MANUAL PAGE 3 OF 3 5.2.5 Cost Control and Office Support Department is responsible for ongoing support and controls including:

5.2.5.1 The Budget and Cost Control Superintendent is responsible to:

evaluate all requests, verify the task is within the scope of approved activities for contract tasks, determine budget availability, and establish non-technical requirements of the contract services, including commercial prerequisites.

5.2.5.2 The Budget and Cost Control Superintendent shall coordinat.e interdepartmental and management reviews of Requests For

~

Proposals, and Task Agreements.

5.2.5.3 Originating departments, Quality Assurance, and.the Administra.tive. Services Department, shall be responsibly for interdepartmental reviews.

5.2.5.4 Hanagement reviews of Requests for Proposals shall be conducted in accordance with SDP 102-3, Delegations of Authority and shall be coordinated by the Budget and Cost Control Superin-tendent.

5.2.5.5 The Budget and Cost Control Superintendent is responsible for O)n

)

i the issue of bids, maintenance-of bid. proposals, security of

^C bid information, and for the evaluation of. commercial and compliance sections.of proposals.

5.2.5.6 Approval of proposals shall be the responsibility of the managers specified in the Standard District Procedure, SDP 102-3, Delegations of Authbrity.

l 5.2.6 The Budget and Cost Control Superintendent is responsible for maintaining contract documentation, monitoring and reporting contract progress, and coordinating with the contractor and originating department to reach contract goals from contract award to close-out.

6.0 ATTACUMENTS None-

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SMUD, NUCLEAR ORGANIZATION NUMBER: RSMP 318

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REVISION: 0 RANCllO SECO MAN _bGEMENT PIlOCESS MANUAL PAGE _1 OF 3

TITLE EFFECTIVE DATE 03-25-87 l _,. _.. _.. _ _ _.. _

TIMiti1N_G_E9 CESS i

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___.._.lfil.T.Y_5E5[

tMtfbHEBZDat.e 1.0 DGM POSITION r

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The Nuclear Organization provides for complete Job understanding and skills through formal classroom and un the job training, briefings and directed self study, and self-development I

o pportuni ties.

Safe and reliable plant operation, productivity, quality, ALARA radiation exposure, emergency preparedness, and personal satisfaction in the job situation are best ensured through application of personal knowledge and skills.

A comprehensive and credible training program provides the,best assurance that the Nuclear Organizations personnel are trained and qualified to the requirements of their position in accordance with the Code of Federal Regulations, INPO Training Guidelines, Accreditation Standards, and other I

(

applicable Industry and District standards.

2.0 SCOPE l

This applies to all departments within the Noelear. Organization.

3.0 DEFIN1TIONS None

4.0 REFERENCES

~

4.1 10CFR55, Operators Licenses 4.2' LNPO 85-002, INPO Criteria for Accreditation of Training 4.3 INPO Training Guidelines 5.0 PROCESS 5.1 General Requirements A comprehensive Nuclear Training Program shall be established and implemented which will:

5.1.1 Ensure that personnel are trained to the requirements of their job positions and applicable procedures.

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GMUD, NUCLEAR ORGANIZATION NUMBEll: RSMP 318 REVISION: O EAtMiO E Q JANAGEMENT PROS ED_ttA@ h _

_. PAGL2 OF 3

b.1.2 Ensure adequate personnel are Lrained to meet requirements for personnel licensed in accordance with Reference 4.1.

S.1.3 Enuure all personnel are trained on aspects of security, ALARA and radiation protection, industrial safety, quality, fire protection, and emergency preparedness.

S. L.4 Achieve and maintain accreditation of prescribed training programs and ensure training programs and training activities satisfy regulatory and industry standards.

S.1.5 Maintain training records in accordance with NRC and industry st.andards.

5.1.6 Establish and maintain adequate traininc facilities such as classrooms, laboratories and a plant specific simulator.

5.1.7 Provide support for ongoing needs of line organisations regarding training to improvo knowledge, sk111s and attitudes.

5.2 Delenation of Responsibilities 5.2.1 The Manager, Nuclear Training shall develop and manage the Nuclear Training Program (see Reference 4.4).

The Nucicar

)

Training Program shall be established in a Training Department Administration Manual for approval by the DGM, and shall provide for periodic overview assessment of the adequacy of the training program to the DGM.

5.2.2 Principal Nuclear Training Department functions are to:

5.2.2.1 Assist Nuclear Organizat. ion Departments in defining and developing their training needs.

S.2.2.2 Achieve and maintain accreditation of all INPO designated programs.

5.2.2.3 Maintain accurate and current records of training programs and completed training.

5.2.2.4 Operate and maintain the plant specific simulator.

5.2.2.5 Conduct formal classroom and laboratory instruction defined in forma'l training programs.

S.2.2.6 Integrate and coordinate training activities through use of designated Department Training Coordinators.

I SMUD. NUCLEAR ORGANIZATION NUMBER: RSMP 318 REVIU10N: O J

_______LUWG119ECO MANAGIMFEL.fROCESS MAEAb

._._P_ AGE _.A _ py 3

.2.3 Each Department Manager shall be accountable for training and qualifying t.he paraonnel within their Department.1 t.o the positlun reeluirements and to the applicable procedures.

They shall seek to improve knowledge, skills, and attitudes of their personnel.

b.2.4 Each Department shall support the Nuclear Training Program by:

l l

5.2.4.1 P'roviding support to Training Department for INFO Accreditation.

l 5.2.4.2 Documenting specific training needs to the Nuclear Training I

Department in a timely manner.

5.2.4.3 Conducting and documenting training acLivities under their cognizance in accordance with Nuclear Trainlug Program requirements.

5.2.4.4 Conducting informal briefings, instruction and on the job training.

5.2.4.5 Appointing a Department Training Coordinator to provide the Department interf ace with the Nuclear Training Department.

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5.2.2.6 Providing support to the Nuclear Training Department in achieving correct technical substance with the Nuclear Training Progr'am.

5.2.2.7 The Manager, Emergency Preparedness shall develop, maintain and implement training units of instruction for emergency preparedness as a subset of the Nuclear Training Program.

5.2.2.8 Manager, Nuclear Engineering Department shall provide technical support to maintain the training simulator operable and within plant configuration.

6.O ATTACHMENTS None 8

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f _

SMUD, NUCLEAR ORGANIZATION NUMBER: RSMP 319 REVISION: 0

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RANCHO SECO MANAGEMENT PROCESS MANUAL PAGE 1 OF 3

TITLE EFFECTIVE DATE

-i OCCUPATIONAL SAFETY AND BEALTH, s

d-/ M 7

~ 11dLL MANAGER /Date h u FI GEN i

1.0 DGM POSITION The responsibility of Rancho Seco personnel is t'o make safety and quality our first priority in all nuclear activities.

Recognition of safety and health issues, understanding, and control, are the emphasis of an active Rancho Seco' Occupational Safety and Health Program.

2.0 SCOPE The Rancho Seco Occupational Safety and Health Program applies to all personnel and activities at Rancho Seco.

3.0 DEFINITIONS Occupational Safetr N

The protection of all site personnel from ha'zards, accidents,

/

or injury during.the performance of. his/her assigned duties.

. ~ > -

4.0 REFERENCES

4.1 Rancho Seco Occupational Safety and Health Manual 4.2 California Occupational Safety and Health Act 5.0 PROCESS 5.1 General Requirements 5.1.1 Establish a program to promote the health, safety, and well-being of Rancho Seco. personnel.

The major elements of the program.are as.follows:

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~..,..,:

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EsI.21 M+wi=4 me-work-related;in,iuriesw illnesses,. property loss: and environmental impairment.

5. I. 3-Establish a documented and comprehensive Occupational Safety and Health Program; conscientiously a<iminister this program at all levels.

5.1.4 Communicate the benefits o an active occupational safety and health program.

Od 5.1.5 Maintain recognition that accidents can be avoided.

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SMUD, HUCLEAR ORGANIZATION NUMBER: RSMP 319 REVISION: 0 RANCHO SECO MANAGEMENT PROCESS MANUAL PAGE 2OF.3 5.1.6 Ensure safe' facilities, equipment, and tools are provided.

5.1.7 Define and establish the controls for safe handling of hazardous materials.

5.1.8 Establish a positive and active attitude toward occupational safety and health and encourage participation at all levels.

5.1.9 Provide facilities and ensure first aid training to limit accident consequences to the individual.

5.1.10 Encourage suggestions from everyone for improving safety and health issues.

5.1.11 Establish tight, realistic goals and measures, and provide a reporting system to actively' monitor performancis against these goals; all managers shall take corrective action in a timely

=nnner.

5.2 Delegation of Responsibilities 5.2.1 The DGM, Nuclear is responsible for development and execution of the Rancho Seco Occupational' Safety and Health Program.'

Fulfillment of 'the development c<==1 taent shall be the final review of the-Occupational Safety; and Health Manual with

)

signature approval.'

}

5. 2*. 2 AGM's and Directors shall =aintain a strong oversite involve-ment in the Occupational Safety and Health Program to access the adequacy of the program and ensure its implementation.

This shall be accomplished through continuous monitoring and instigation of appropriate corrective actions.

5.2.3 The Manager, Safety and Loss Protection Department is responsible for development, control, and maintenance of the Occupation Safety and Bealth Manual.

5.2.4 The Manager, Safety and Loss Protection will apprise line

=annaement at all levels of the adequacy of their controls and practices and support impromnts...

5. 2. 5-Managers ihall inform personnel of the Occupational Safety and Health Manual and emphasis their expectations for employee cognizance of the Manual contents.

5.2.6 Managers shall provipe an environment which is conducive t

l to safe wortri nrr cond2tions.

5.2.7 Managers shall plan their resources to conduct business in a safe =nnner.

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SMUD, NUCLEAR ORGANIZATION NUMBER: RSMP 319 REVISION: 0 RANCUO SECO MANAGEMENT PROCESS MANUAL PAGE 3 OF 3

S.2.8

. Supervisors are responsible for the health and safety of t. heir direct reports.

This involves taki nqr a proactive role in the

=4 cation and understanding of the Occupational Safety and cc Health Program.

5.2.9 All site personnel are expected, as part of their job, to take an active part in the District's Accident. Prevention Program and to apply it in their everyday work.

5.2.10 All site personnel are responsible for promptly reporting to their supervisor any dangerous or abnormal' condition of District or Site property or equipment.which comes to their attention.

5.2.11

'All site' personnel shall be responsible for their actions.

6.0 ATTACBMENTS None e

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SMUD, NUCLEAR ORGANIZATION NUMBER: RSMP 320 REVISION: 0 b'

RANCHO SECO MANAGEMENT PROCESS MANUAL PAGE 1 OF 2 TITLE EFFECTIVE DATE 04-22-87 INTERNAL COMMITMENT MANAGEMENT s

4 fool 19

~DEPDT? GiNERAL' MANAGE 3/Date v

1.0 DGM POSITION Nuclear Organization Department Managers must actively pursue their commitments to ensure timely, effective implementation and closure.

2.0 SCOPE 2.1 All Department Managers are subject to this process in the management of commitments at Rancho Seco.

2.2 This process pertains to internal commitments.

Commitments to regulatory and other external agencies are addressed in RSMP 308, Regulatory Commitment Management.

2.3 Internal commitments (not covered by RSMP 308) include such representatives as:

Non-conformance Reports, Corrective Action Reports', Audit' and Surveillance findings, Engineel.ing Change Notices,' Surveillance Test Procedures, Surveillance Procedures, Preventive Maintenance, Work Requests, Operations Deviation Reports.

3.0 REFERENCES

3.1 RSMP 308, Ragulatory Commitment Management 3.2 RSMP 329, Data' Management 4.0 DEFINITIONS 4.1 Commitment An obligation (imposed or voluntary) undertaken by a line organization within the Nuclear Organization.

4.2 Custodian The person or line' organization responsible for the develop-ment, implementation and management of the tracking system.

4.3 User

, 8 The line organization or overview manager using the information.

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SMUD, NUCLEAR ORGANIZATION NUMBER: RSMP 320 REVISION: 0 g^

RANCHO SECO MANAGEMENT PROCESS MANUAL PAGE 2.

OF 2 5.0 PROCESS 5.1 General Requirements 5.1.1 Commitments shall be identified, tracked, and properly closed.

j 5.1.2 Commitments shall be tracked using a common database and format.

5.2 Delegation of Responsibilities 5.2.1 Manager, Information Systems is responsible for providing computer software and hardware to specifications as requested by the Custodian in support-of this process.

)

5.2.2 Each line organization is responsible for scheduling and closing out its commitments with verifiable documentation.

Each line organization is responsible for the quality and completeness of all commitment information entered into the database and for ensuring the data is entered in a timely

~

manner to the specified format.

5.2.3 Manager, Quality Assurance, in.the management /a.ssisting role and'as Custodian, shall develop and establish the internal commitment management program with input from the users, including determining format, sorts, and ensuring closure.

5.2.4 Quality Assurance shall develop procedures in accordance with the implementing program.

6.0 ATTACHMENTS None D

8

l SMUD, NUCLEAR ORGANIZATION NUMBER:

RSMP 324

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REV!SION: O HANiCllO..EECO MAffAGEMENT JRDCEQ1i_,,.HAEt).th

.tM.GE.1_ _QF 3

TITLE EFFECTIVE DATE.

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tUTY_QEN_ER4L__, NAG 88/_b.at.q I'

1.0 DGM POSITION l

It is the district policy to maintain all radiation exposure to occupational personnel and the generai pubile as low as reasonably achievable.

To this end the Emergency Plan will be maintained current and will be diligent.ly implemented l

whenever an emergency condition has been identified.

The prime objective of the Emergency Plan is t.o effect.ively respond to emergencies in a timely manner.

The necessary resources of equipment, f acilit.ies, and personnel will be provided.

2.0 SCOPE The Emergency Plan is applicable to the Rancho Seco Nuclear Generating Station.

It describes:

Organizational and oper-ational responsibilities; notificallon, communicat. ions, and coordination between the District Organization and Offs 1Le Emergency organizations; and the role of the District in the l

overall emergency plan.

3.0 DEFINITIONS 3.1 Emergency Plan l

l A document outlining the agreements between St10D and sur-f rounding Counties, State, and Federal Agencies which defines what is to be done in an emergency, how it is to be done and by whom.

3.2 Emergency Response Organization Personnel trained and assigned to respond in the event of an emergency at Rancho Seco.

4.O REFERENCES 4.1 10CFR50, Sections 50.47 (b), 50.54 (q) & (t) and Appendix E 4.2 NUREG 0654, Criteria For Preparation and Evaluation of Radiological Emergency Response Plans and Preparedness In 8

Support of Nuclear Power Plants, Rev.

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_i SMUD, NUGLEAR ORGAN 1ZAT10N-NUMBER:

RGMP 324 REV[GION: 0 ILA_NJlllO.315G.Q_tW99li2tE_NT.fRXE0;i._MANU%..

_ _PAGE_'d. _Oh' 3 4.3 USAR 4.4 Technical Specifications 5.0 PROCESS 5.1 Gsaeral Reuulrngsrat.s 5.1.1 An Emergency Plan (EP) shall be established and maintained current.

S.1.2 The EP shall clearly specify the predetermined actions which apply for a given set of circumstances.

S.1.3 The EP shall be designed and implemented so as to meet the in tent, standards, and criteria of references 4.1 and 4.2.

5.1.4 The adequacy of the EP and effectiveness of its implementa-tion shall be audited annually.

As a minimum, this audit shall address EP and implementing procedures, training, equipment and facilities, readiness testing, and interfaces with outside agencies.

5.1.5 Personnel involved in the site portion must have a clear and W

definite understanding of his or her role.

S.1.6 The Emergency Plan shall be the controlling hierarchy document for establishing the overall implementation program.

S.2 Responsibilities S.2.1 DGM Nuclear is responsible for development and execution of the Rancho Seco Emergency Plan.

The fulfillment of this commitment will be a final review of the Emergency Plan with signature approval.

5.2.2 Manager, Emergency Preparedness is responsible for developing the Emergency Plan and for coordinating activities required for its implementation.

Emergency Preparedness manages all contact with outside organizations.

5.2.3 Other organizations shall provide qualified personnel for the positions of the " Emergency Response Organization ~ and shall adhere to the schedule of training and drills specified in the EP.

These organizations shall assure the personnel and facilities capability to respond to an emergency at any time.

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8i S.2.4 Each organization shall maintain the reliability of EP equipment and facilities as assigned.

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SMUD, NUCLEAR ORGANIZATION NUMBER:

F.SMP 324 HEv:sION: o

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6.0 ATTACllMENTG None P

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. _ _ _ _SMUD, NUCLEAR ORGANIZATION NUMBER: RSMP 329 REVISION:

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RAN_ Clip _GJLCQ. E AN AGEMENI_.ERCE;_EEG_tiR4RL

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TITLE EFFECTIVE DATE D6I/LMalia.GEMENT 4 2 7 EBLIL_GElfE6L_ MANAGER /Date 1.0 DGM FOSJT10N The:need and benefits for effective data management to support commitments and work activities is justifiably widespread.

Other RSMP's cover specific uses.

This RSMP covers the generic approach and overali program for data management.

'2. 0 SCOPE This process applies to all Rancho Seco organizationn and users of the information.

3.0 REFERENCES

3.L RSMP 308, Regulatory Commitment Management 3.2 RSMP 313, Management Reporting Network 4.0 DEFINITIONS 4.1 User The line organization or overview manager that uses the information to help run his operations.

4.2 Official Having administrative authenticity.

4.3 Custodian The caretaker organization in er

,e of managing the data resource.

4.4 Official Data Source The line organization is responsible for inputting the data for items within its charter responsibility.

4.5 Organizationai Components 8

Refers to any organizational icvei with a need for data management support.

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i SMUD, NUCLEAR ORGANIZAT[ON NUMBER-RSMP 329 REVISION

0 R/dLGlLO_DEG)LtiANAGEMEHI__PRQi'ESS MA_NUAL PACE 2 OF 3

4.6

!!ardware/Sof twa re

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The computer and peripheral hardware and the software programs which are used to run the data management for the Custodian.

5.0 PROCESS b.1 Situation Analysis and Guides

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t Evaluation of the merits of a sin $le purpose versus a multi-purpose information system is meaningful only in context of:

specific requirements, specific uses, and particular system requirements.

This process establishes as normal practice the integration and coordination of activities related to computerized data management systems.

5.2 General Reautrements and Guides 5.2.1 The users functional and data requirements drive the overall architecture of the data base system.

The users need to coordinate their specifications of needs.

5.2.2 New users must obtain approval of current users before changes are made to the system to accommodate the new users.

5.2.3 Coordination and integration of data management systems is a centralized function and will be done on a continuing and piant-wide basis.

5.2.4 Input data must come from the official line organization.

5.3 Overview of Process and Delenation of Responsibility The Custodian works with the users to coordinate their requirements and to specify these requirements to computer hardware / software personnel.

l 5.3.1 Any organizational component that has a real need shall qualify as a user.

Approval of his/her Department Manager authorizes that need.

That manager shall allocate resources from his budget or shall obtain approval for centralized funding.

5.3.2 The User Department shall submit its needs to Information l

l Management Services for evaluation of propoued data base in context of existing data bases.

5.3.3 As data Custodian, IMS will work with the users to coordinate requirements and to specify these requirements.

IMS and Custodian shall choose between a dedicated data base and use of an existing data base.

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CMUD, N(ICLEAlt ORGANIZATION i4dt1BEiL iciMP 329

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3.4 The users chalJ pr; vide requi : cuu n L:.

,i :,e rni.: t,.:.4ue.ney of 4 p. a t.e, z u d :o. i t.s t,., I li..

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'a Th.. renponsible line o rnan ir.a L t on ( :, )..h.4 ' ! f u e:....h i s.u : e s.. t r e d in pa t.a to 1,he ;peeified f u rr..a L..nd ire:quency.

I t..: u accoarttable for Lhe: quality and timeliness of ils inpulu cond quality and re i labi !. i t,y of the d.it.a.

L.O.6 The Cust.odian shall c c,ordinat.e the req u i rcraua l.-.(.f t.be usern, and ensureu praper inp.2ts from the responsibic orga:iic.ation(c).

The Custodian shall monitor the effectivenocr. of t.he cystem and p_haLi maLaigtin i t, earreo_t..

S.3.7 Support Services is. responsible for.nect.ing vai id regaest wit.h t,he optimum compot.er ayutem and the coordination and integrat. ion of all of ficial data manaer,ement sy:.t. ems.

6.0 ATTAC!!MENTS None 9

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SMUD, NUCLEAR ORGANIZATION NUMBER: RSMP 501 REVISION: 0

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RANCHO SECO MANAGEMENT PROCESS MANUAL PAGE 1 OF 5

TITLE EFFECTIVE DATE l

. DECISION MAKING 04-22,87 AND DECISION PRONOUNCEMENT PROCESS Al-to-87 11EP6TY GENERAL MMIAGER/Date 1.0 DGM POSITION While no single, universal, best decision making process can be prescribed, communication of the fundamentals and principles of the process help promote understanding.

Decisions must be clearly communicated in a timely manner regardless of how they are reached.

Understanding of the decision process and clarity of the decision are important to productivity and quality.

2.0 SCOPE This document pertains to good practices relating to generic decision making, and applies to on-going managerial decision making.

The RSMP Manual provides for rigorous decision making in documents such as the RSMP 305, Five Year Action Plan.

This document is not intended to address decision making as

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applicable to Regulatory Compliances.

3.0 REFERENCES

3.1 RSMP Manual,Section II, Organizational Charters 3.2 RSMP 305, Five Year Action Plan 3.3 RSMP 315, Budget Process 4.0 DEFINITIONS 4.1 Decision A conclusion or judgment on an issue under consideration, followed by action or direction.

4.2 Communication The act or process of effective information interchange.

4'. 3 Information Knowledge derived from logic of reasoning through the use of data or input toward a valid meaning in context to the application.

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SMUD, NUCWAR ORGANIZATION NUMMR: RSMP 501 REVISION: 0 RANCHO SECO MANAGEMENT PROCESS MANUAL PAGE 2 OF S

4.4 Practice

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The usual mode or method to carry out, do, or perform customarily, when not specifically predetermined as in RSMP 305, Five Year Action Plan.

5.0 PROCESS 5.1 Guides on' Levels of Decision. Making Authority 5.1.1 Responsibility for actions in each assigned area is stated in the Rancho Seco Management Process Manual.

Each organi-zational component is delegated the authority to accomplish its, goals and objectives in support of the Rancho Seco Mission.

5.1.2 Issues that involve or impact other departments need approval from the next higher level of management.

Section III of the RSMP Manual contains examples of such processes.

5.1.3 Issues involving the responsibilities of more than one line organization's charter require approval by the next higher level of management.

An example is the budget, RSMP 315, Budget Process.

5.1.4 Items that exceed delegated approval limits of the department require approval from the next higher level of management.

5.2 Guides and Requirements of the Decision Making Process 5.2.1 Decisions shall be made consistent with the confines of the Organizational Charters in Section II of the RSMP Manual.

5.2.2 The issue should be defined and characterized by an assessment of relevant factors such as those listed on Attachment 1, Fundamental Considerations.

5.2.3 Available alternatives should be considered and evaluated against clear criteria.

5.2.4 Impacted line organizations should participate in the decision.

5.2.5 Relevant information for issues requiring management decisions, including impact on other departments, should be provided by the organizational component requesting the decision.

5.2.6 The decision maker should clearly announce the decision in a timely manner and the affected line organizations should promptly review the draft pronouncement or decision pronoun-cement to identify implementation problems which need resoluti m.

5.2.7 Requests for clarification of the appropriate organizational decision making level should be promptly addressed.

i SMUD, NUCLEAR ORGANIZATION NUMBER: RSMP 501 REVISION: 0 RANCHO SECO MANAGEMENT PROCESS MANUAL PAGE 3 OF 5

1 05.2.8 Disagreements between line organizations should be referred to the next higher level for resolution.

l 5.2.9 The decision maker should make a determination of the appropriateness of documenting and recording a decision utilizing the guidance provided in Attachment 2.

5.3 Responsibilities 5.3.1 Overall responsibilities are as delegated in this manual.

5.3.2 The AGM's shall ensure practices, which fully meet the intent of this process, are established.

5.3.3 The AGM's shall provide clear and timely direction to specific inquiries by department managers regarding the decision making process.

6.0 ATTACBMENTS 6.1, Fundamental Considerations-6.2, Guidance For Documenting Decision Making (S

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SMUD, NUCLEAR ORGANIZATION NUMMR: RSMP 501 REVISION: 0 RANCHO SECO MANAGEMENT PROCESS MAKUAL PAGE 4 OF S

FUNDAMENTAL CONSI')TRATIONS While there is no "best" procedure for making decisions, a disciplined process to address the fundamentals improves the chances of a good decision.

(Note:

A good decision is not to be confused with a good outcome.)

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Knowledge greatly improves the probability of a good decision.

Adequate understanding and logical application of this understanding forms the foundation for good decisions.

This understanding is reached through perception of the total concept -- not from a single item or issue. Perception comes from experience and may be influenced by emotion.

Information is knowledge, the more impersonal, the more valid it is likely to be.

Information involves the analysis and synthesis of the inputs for relevance and impact toward the intended application.

K fundamental rule of the Rancho Seco decision-process is to suppress the urge to choose until viable choices have been evaluated against probable and desired outcome with due regard for urgency.

Examples of the factors that need to be addressed in making decision are:

o The futurity of the decision,.(i.e., are we locked in to its impacts and ramifications for a long time or can we readily stop and redirect without impact).

The consequences of'a wrong decision and the remedial options.

o o

The nature of the issue. (Will more technical information improve our ability to make a good decision, or is the issue one of judgment and norms and guides).

The impact on other line organizations.

o o

The values and priorities (i.e.,

knowing what we want in terms of priorities).

There must be a match between feasibility and desirability.

The appropriate criteria for comparison of alternatives.

o o

The gency for a decision.

The impact of the decision on prior commitments and constraints o

such as startup date or budget.

The impact and involvement of outside agencies such as the NRC.

o o

Choosing against these criteria using the most reliable information available in the evaluation.

The characteristics dictate decision at another higher or o

lower level.

SMUD, NUCLEAR ORGANIZATION NUMBER: RSMP 501 i'

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REVISION: 0 RANCHO SECO HANAGEMENT PROCESS MANUAL PAGE 5 OF S

9 GUIDANCE FOR DOCUMENTING DECISION MAKING Managers are responsible for making numerous decisions in the course of assigned duties and' responsibilities.

Documenting of various dccisions is necessary for several reasons:

to retain information existing at the time of the decision, to record key issues which may effect multiple organizational components, and to apprise management of significant commitments or expenditures.

The following criteria are intended as guidance to determine the appropriateness of documenting a decision.

An affirmative to any of the following questions constitutes a need-for l

documentation.

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Does the result of.this decision:

Establish a fundamental approach or change an existing o

fundamental approach?

Impact other organizational components?

o l

Involve a significant interpretation of a requirement?

o Establish a position on a contro.versial issue?

o Anticipate a follow-up decision at a future date?

o.

o Warrant reexamination later?

o Involve issues of prudence?

Affect decision makers outside the preview of the decision o

making authority?

Important Reminder This guidance applies to generic decisions in the conduct of operation at Rancho Seco.

The Management Process Manual includes specific areas for structured decision making and documentation, for example RSMP 305, Five Year Action Plan.

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i RANCHO SEC0 NUCLEAR GENERATING STATION l

UNIT ONE RANCHO SECO MANUAL MANAGEMENT PROCESS REVISION LIST NUMBER IO Revision Letter Number Date of Revision Revision Completed By Date I

NEW ISSUED 3-4-87 ASM P-/

3/AflT4 hav 3hd1 b b D b' 9,,!N !O Nat.

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SACRAMENTO MUNICIPAL UTILITY DISTRICT C P. O. Box 15830, Sacramento CA 95852 1830,(916) 452 3211 AN ELECTRIC SYSTEM SEHVING THE HEART OF CALIFORNIA APR 3 01937 JEW 87-642 Director of Nuclear Reactor Regulation Attn: Frank J. Miraglia, Jr.

Division of PWR Licensing-B U. S. Nuclear Regulatory Commission Washington, D. C.

20555 RANCHO SECO MANAGEMENT PROCESS MANUAL

Dear Mr. Miraglia:

Please find attached one copy of the Rancho Seco Management Process (RSMP)

Manual for your information. A copy of the manual was hand delivered to Mr. George Kalman earlier this month.

The RSMP manual is the consolidation document in the hierarchy of site documents for defining organization, establishing jurisdiction, site policy and delegation responsibility.

In essence, it establishes a business methodology for certain Rancho Seco functions. As such, it is not intended to denote a method of compliance with Appendix B of 10 CFR 50.

Please note that portions of the manual are still under development.

If you have any questions with respect to the manual, please contact Mr. John Vinquist of my staff.

Sincerely,

(

John E. Ward Deputy General Manager, Nuclear Attachment cc:

G. Kalman, NRC, Bethesda (w/atch)

A. D'Angelo, NRC, Rancho Seco e\\

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DISTRICT HEADQUARTERS O 6201 S Street, Sacramento CA 95817-1899