1

Memorandum from S. Collins, NRR, to P. Bird, Office of Human Resources, “Proposed

Reorganization of the Office of Nuclear Reactor Regulation,” dated September 18, 1998

POLICY ISSUE

(Notation Vote)

August 12, 2005 SECY-05-0146

FOR: The Commissioners

FROM: Luis A. Reyes

Executive Director for Operations /RA/

SUBJECT: PROPOSED REORGANIZATION OF THE OFFICE OF NUCLEAR REACTOR

REGULATION

PURPOSE:

Proposed, for Commission approval, is a reorganization of the Office of Nuclear Reactor

Regulation (NRR). This reorganization is being proposed to: (1) prepare for and discharge the

increase in the new reactor licensing workload, (2) better align the organization for

risk-informed regulation, and (3) reduce a layer of executive management to allow an increase

in the number of first-line supervisors. If approved, the transition to this new organization would

begin in October 2005.

BACKGROUND:

The last major NRR reorganization occurred in March 19991

 and was implemented to increase

responsibility and accountability by aligning the office consistent with major program areas such

as licensing, inspection, performance assessment, and license renewal. The existing

organization evolved from the 1999 reorganization as shown in Attachment 1. The proposed

reorganization would restructure NRR’s current organization mainly to prepare for the

anticipated increase in the new reactor licensing workload (Attachment 2). The staff believes

the proposed reorganization will improve the effectiveness and efficiency of NRR’s programs

and processes.

CONTACT: J. E. Dyer, NRR

301-415-1270
The Commissioners - 2 -

The staff performed a comprehensive review of the existing programmatic functions of the

office to determine a more effective and efficient way to fulfill NRR’s mission, given the

projected organizational needs. This review addressed several issues that would be factored

into the restructured office, such as results from the 2002 Office of the Inspector General

Culture Survey regarding management and supervision and areas for improvement identified in

NRR’s Roles and Responsibilities Initiative. Based on this comprehensive review, the staff

realized the need to better position the organization to address these issues and handle a

significant increase in work in both new reactor licensing and risk-informed initiatives.

DISCUSSION:

NRR senior managers met to develop the proposed reorganization framework and transition

strategy. They proposed a reorganization that would reduce the number of Senior Executive

Service (SES) management positions to allow for an increase in the number of first-line

supervisory positions and an elimination of a layer of management. Attachment 3 contains a

table indicating the number of SES positions for the current and proposed organizations.

The proposed reorganization would realign major work functions within smaller divisions. The

functional work units (sections and teams) of existing divisions would also be realigned. To

better focus new reactor licensing and risk-informed regulatory initiatives, activities, and

synergy, new divisions for each function would be created. Additionally, to group the divisions

into areas of engineering systems, operating reactor oversight and licensing, and risk

assessment and new projects, three Associate Directors (ADs) would be created to replace the

one AD currently in place.

The staff concluded that some sections need to be reduced in size to provide better first-line

supervision. This reduction in the size is particularly significant since the anticipated funding in

fiscal year 2006 (FY-06) and likely budget increases in FY-07 for new reactor licensing could

mean a growth of 150 staff for NRR. Most of this staff growth will be entry-level professionals,

which will place additional demands on first-line supervisors.

Although the proposed reorganization should support growth for FY-06 and FY-07, resources

for out years would be subject to change and additional modifications may be necessary. The

proposed organization framework is flexible and would be able to support any necessary

changes.

Organizational Structure

The current NRR organizational structure (Attachment 1) evolved from the 1999 reorganization. 

The proposed reorganization would expand from five large technical divisions to nine smaller

divisions with a goal of less than 80 staff per division. The Program Management, Policy

Development and Planning Staff (PMAS) would remain the same as in the current organization

and report directly to the office director. Also, three ADs would be established to oversee the

functions of the nine divisions (Attachment 2).

First-line supervisors would be redesignated as branch chiefs with additional branch chiefs

being created to meet FY-06 staffing plan estimates.
The Commissioners - 3 -

Impact on SES Positions

The proposed reorganization would include a top-down realignment of SES positions,

maintaining the current 30 positions with multiple deputy directors in some divisions. This is

needed to facilitate change to management controls and ensure a smooth transition to the new

organization. When completely implemented, the reorganization would reduce the number of

SES positions by six (30 to 24). These six positions would be eliminated through attrition. The

final organization would have one deputy director for each technical division. Essentially, the

reorganization would increase the number of division directors and deputies, and eliminate

branch-level SES positions. The elimination of branch-level positions is consistent with the

agency’s efforts to reduce layers of management as discussed in SECY-03-0011, “Response to

June 27, 2002 Staff Requirements Memorandum on Human Capital Management and

Workforce Planning,” dated January 27, 2003.

The proposed reorganization should facilitate projected growth for FY-06 and FY-07 to prepare

for the expected FY-08 new reactor workload. However, the resources for out years are subject

to change and may necessitate further reorganization, including creation of another division.

Thus, the number of SES positions could change from this proposal. Further, the

reorganization may result in staff-to-supervisor ratio of less than 8.5:1 during transition to the

final organization.

If the Commission approves the proposed reorganization, the staff will base decisions regarding

SES and other supervisory reassignments on performance history and demonstrated

management, technical and administrative competencies. The staff would move to the new

organizational structure at one time after approval, beginning in October 2005.

Increased Focus on New Reactor Licensing

As discussed in SECY-05-0013, “Semiannual Update of the Status of New Reactor Licensing

Activities and Future Planning for New Reactors,” dated January 12, 2005, recent

developments within the United States and abroad have increased interest in licensing and

construction of new reactors. Given this heightened interest, the staff’s recent completion of its

technical review of the Westinghouse Advanced Plant (AP) 1000 design certification

application, and the staff’s continued progress on the reviews of three early site permit

applications, the staff proposes to reorganize NRR to be in the best organizational

(programmatic and technical) position to review new reactor license applications. To this end,

the Division of New Reactor Licensing would be created to place greater organizational

emphasis in this area. Additionally, with the anticipated growth in the coming years in the

Nuclear Regulatory Commission (NRC) and NRR’s budgets for new reactor licensing activities,

this reorganization would ensure resources are allocated in the most effective, efficient way.

To prepare the agency in this area, a team reporting to the NRR deputy director has been

formed to address the immediate and future staffing needs in the new reactor licensing area. 

This team is addressing resource needs, hiring and recruiting efforts, and knowledge

management and training issues associated with new reactor licensing.
The Commissioners - 4 -

Organizational Realignment for Risk-Informed Regulation

As described in recent updates to the Commission on the staff’s risk-informed initiatives

(e.g., SECY-05-0068, “Update of the Risk-Informed Regulation Implementation Plan,” dated

April 22, 2005), the staff continues to make significant progress in its efforts to support the

agency’s Strategic Plan and Probabilistic Risk Assessment Policy Statement.

While the current NRR organization has furthered the NRC’s goal of maintaining a

risk-informed, performance-based approach to regulation, the proposed organization would

strengthen this approach by consolidating risk-informed programmatic functions into a new

Division of Risk Assessment. The proposed reorganization would also add an AD to oversee

the integration of the risk-based initiatives of various NRC divisions and programs.

Consistency With Agency Supervisory Ratio Target

The staff has evaluated the impact of the proposed reorganization on various management

targets. In the proposed reorganization, the staff would continue to operate within established

management targets for supervisory ratios and GG-14 and above positions. Based on current

projections, the supervisory ratio in the proposed organization would be greater than or equal to

8.5:1. However, during the transitional period (i.e., until the final number of SES managers is

reduced to 24), the supervisory ratio may be less than 8.5:1.

While the number of SES managers would be reduced, the number of supervisory

GG-15 positions would be increased to achieve improved staff oversight at the first-line

supervisory level. The supervisory GG-15 positions would be branch chiefs in the proposed

organization.

The staff is currently evaluating the revised office targets for GG-14 and above positions and

the grade restructuring goals provided in the June 24, 2005, Office of Human Resources (OHR)

memorandum, “Position Management.” The staff will ensure that the NRR staffing plan is

consistent with OHR’s position management targets and goals.

The proposed reorganization would not reduce the existing number of Senior Level System

employees.

Modified Functional Statements

Functional statements for each division in the current and proposed organizations are attached

(Attachment 4). As discussed earlier, the programmatic functions of existing NRR divisions

would be realigned to better position the office for the increase in new reactor licensing and

risk-informed regulation activities. The proposed functional statements reflect the

organizational realignment.
The Commissioners - 5 -

Implementation of the Proposed Organization

Upon Commission approval, the reorganization, or any future changes to the reorganization,

would be implemented once appropriate union interactions have been completed. 

NRR management has held preliminary discussions with the NRR Labor/Management

Partnership Committee on the basic framework, goals, and objectives of the proposed

reorganization. It is believed that any further changes to the proposed organization will not

impact the basic structure or concept of the reorganization as proposed herein. As the staff

continues to refine the staffing plan, it may be necessary to establish additional branches in

order to ensure appropriate staff-to-supervisor ratios. In addition, if branches are added to

accommodate additional staff and workload, another division may also be created, resulting in a

smaller reduction in the final number of SES positions.

The staff requests Commission approval to implement the proposed reorganization in

October 2005.

RESOURCES:

The proposed reorganization would be implemented based on NRR’s current budget projection

for FY-06.

COMMITMENTS:

The staff commits to implement the reorganization consistent with the recommendations

discussed below and upon Commission approval.

RECOMMENDATIONS:

The staff recommends that the Commission approve the following:

1) The proposed NRR reorganization as discussed herein.

2) The proposed October 2005 implementation date of the reorganization, upon completion of

appropriate union interactions.

3) A staff-to-supervisor ratio for the office of less than 8.5:1 during transition to the final

organization.
The Commissioners - 6 -

COORDINATION:

The Office of the General Counsel has reviewed this paper and has no legal objection to the

proposed reorganization. The Office of the Chief Financial Officer has reviewed this paper and

has no objection to the proposed reorganization.

/RA W. Kane acting for/

Luis A. Reyes

Executive Director

 for Operations

Attachments: 1. Current NRR Organizational Chart

2. Proposed NRR Organizational Chart

3. Senior Executive Service Management Positions

4. Current NRR Functional Statements

5. Proposed NRR Functional Statements
The Commissioners - 6 -

COORDINATION:

The Office of the General Counsel has reviewed this paper and has no legal objection to the

proposed reorganization. The Office of the Chief Financial Officer has reviewed this paper and

has no objection to the proposed reorganization.

/RA W. Kane acting for/

Luis A. Reyes

Executive Director

 for Operations

Attachments: 1. Current NRR Organizational Chart

2. Proposed NRR Organizational Chart

3. Senior Executive Service Management Positions

4. Current NRR Functional Statements

5. Proposed NRR Functional Statements

*concurred via e-mail

OFFICE PPRB/MA PPRB/TL PPRB/BC TECH ED PMAS/D

NAME RBouling LSapp JTappert PKleene CCarpenter

DATE 08/03/05

OFFICE OHR* OCFO OGC NRR/D EDO

NAME KGibson for

JMcDermott

JFunches

(per telecon)

M. Itzkowitz JDyer

(BBorchardt

acting for)

LReyes

(WKane acting

for)

DATE 08/10/05 08/11/05 08/11/05 08/11/05 08/12/05

ADAMS Accession No. ML052140568

OFFICIAL RECORD COPY
OFFICE OF NUCLEAR REACTOR REGULATION

DIRECTOR

DEPUTY DIRECTOR

DIVISION OF REGULATORY IMPROVEMENT

PROGRAMS

Director

Deputy Director

DIVISION OF INSPECTION PROGRAM

MANAGEMENT

Director

Deputy Director

DIVISION OF LICENSING PROJECT

MANAGEMENT

Director

Deputy Director

POLICY & RULEMAKING

-Financial, Policy & Rulemaking Section-International, Regulatory Analysis Section

NEW RES. & TEST REACTORS

-New Reactor Section A-Research & Test Reactors Section B

INSPECTION PROGRAM BRANCH

-Reactor Inspection Section A-Performance Assessment Section B

PLANT SUPPORT BRANCH

-Quality and Maintenance Section-Health Physics Team-Office Allegation Coordinator

REACTOR OPERATIONS BRANCH

-Technical Specifications Section A-Operator Lic. & Hum. Perf. Section B-Operating Experience Section C

PROJECT DIREC

PDI-1APDI-2B

PROJECT DIREC

PDII-1APDII-2B

PROJECT DIREC

PDIII-1APDIII-2B

PROJECT DIRECT

PDIV-1APDIV-2B

PROGRAM MANAGEMENT, POLICY

DEVELOPMENT & PLANNING STAFF

Director

Deputy Director

LIC. RENEWAL & ENV. IMPACTS

-License Renewal Section A-License Renewal Section B-Environmental Section C-Environmental Section D

EXISTING ORGANIZATION

Attachment

1
OFFICE DIRECTOR

DEPUTY DIRECTOR

ASSOCIATE DIRECTOR FOR OPERATING

REACTOR OVERSIGHT AND LICENSING

ASSOCIATE DIRECTOR FOR

ENGINEERING AND SAFETY SYSTEMS

DIVISION OF

COMPONENT INTEGRITY

Director

 Deputy Director

DIVISION OF

ENGINEERING

Director

Deputy Director

DIVISION OF SAFETY

SYSTEMS

Director

Deputy Director (2)

DIVISION OF OPERATING

REACTOR LICENSING

Director

Deputy Director (2)

DIVISION OF

LICENSE RENEWAL

Director

Deputy Director (2)

DIVISION OF 

REGIONAL S

Directo

Deputy Dire

5-8 Branches 5-8 Branches 5-8 Branches 5-8 Branches 5-8 Branches 5-8 Bran

OFFICE OF NUCLEAR REACTOR RE

PROPOSED ORGANIZATION
OFFICE OF NUCLEAR REACTOR REGULATION

SENIOR EXECUTIVE SERVICE MANAGEMENT POSITIONS

POSITION TYPE CURRENT TRANSITION FINAL

Office Director

Deputy Office Director

PMAS Director

33 3

Associate Directors 1 3 3

Division Directors

Deputy Division Directors

10 24 18

Branch Chiefs 16 0 0

TOTAL 30 30 24

Attachment 3
OFFICE OF NUCLEAR REACTOR REGULATION

CURRENT FUNCTIONAL STATEMENTS

OFFICE OF NUCLEAR REACTOR REGULATION

Responsible for ensuring the public health and safety through licensing and inspection activities

at all nuclear power reactor facilities in the United States. Responsible for the oversight of all

aspects of licensing and inspection of manufacturing, production, and utilization facilities

(except for facilities reprocessing fuel and performing isotopic fuel enrichment), and receipt,

possession, and ownership of source, byproduct, and special nuclear material used or

produced at facilities licensed under 10 CFR Part 50. Develops policy and inspection guidance

for programs assigned to the regional offices and assesses the effectiveness and uniformity of

the region's implementation of those programs. Identifies and takes action in coordination with

the regional offices regarding conditions and licensee performance at such facilities that may

adversely affect public health and safety, the environment, or the safeguarding of nuclear

facilities and assesses and recommends or takes action in response to incidents or accidents.

Responsible for licensing issues and regulatory policy concerning reactor operators, including

the initial licensing examination and requalification examinations; emergency preparedness,

including participation in emergency drills with federal, state, and local agencies; radiation

protection; and security and safeguards at such facilities, including fitness for duty. NRR

responsibilities include the technical review, certification, and licensing of advanced nuclear

reactor facilities and the renewal of current power reactor operating licenses.

PROGRAM MANAGEMENT, POLICY DEVELOPMENT & PLANNING STAFF (PMAS)

Provides leadership and manages strategic and programmatic planning, short-range program

planning, resource forecasting and allocation, and budgeting through the planning, budgeting,

and performance management (PBPM) process. Manages, controls and coordinates the

execution of the Office's financial resources and associated contracting activities. Provides

independent review of office policy papers and issues to ensure completeness, accuracy,

consistency with budgeted resources, and adherence to agency and office policy. Enhances

communication. Provides oversight and support of information management and technology.

Provides administrative and management support in areas including human resource

management, facility management, training, FOIA coordination, and principal correspondence.

Facilitates continuous organizational improvement by developing and improving Office

infrastructure. 

DIVISION OF INSPECTION PROGRAM MANAGEMENT (DIPM)

DIPM develops policy and provides overall program management and planning for the reactor

inspection and performance assessment programs for commercial nuclear power plants.

Develops standards and regulatory guidance for licensees in the areas of quality assurance,

maintenance rule, and provides oversight of licensee quality assurance activities related to

nuclear vendor/supplier performance. Develops and oversees the radiation protection

inspection and licensing programs. Responsible for the development, maintenance,

implementation and oversight of the NRR allegations management programs. Implements

programs and procedures to systematically assess and screen daily reactor events,

Attachment 4
- 2 -

recommend immediate corrective plant-specific and generic actions, and coordinate the

followup of events. Responsible for the NRR generic issues management program including

the development of rules and associated regulatory guidance to address these issues. Issues

NRC correspondence such as Generic Letters, Bulletins, and Information Notices to address

generic concerns. Develops programs and guidelines to improve generic technical

specifications and provides NRR interpretations of technical specification requirements.

Develops policies and guidance and implements the national program for the licensing of

nuclear reactor operators. Develops programs and conducts reviews to ensure the effective

consideration of human factors engineering in nuclear power plant design and operation and

the adequacy of facility training programs and emergency operating procedures.

DIVISION OF REGULATORY IMPROVEMENT PROGRAMS (DRIP)

Responsible for the technical review, certification, and licensing of advanced nuclear reactor

facilities. Responsible for the development of rules within NRR and the documentation and

implementation of policies and procedures. Develops the policy and program implementation in

licensee financial, insurance, indemnity, and antitrust matters. Responsible for license renewal

and environmental activities. Provides project management for NEI activities.

ASSOCIATE DIRECTOR FOR PROJECT LICENSING AND TECHNICAL ANALYSIS

Provides overall project management activities related to licensing activities associated with

power reactors. Provides management direction of technical evaluations and assessment of

technical issues including: systems safety, engineering, and risk assessment. Interacts with the

other directors to resolve or recommend resolution of policy on major office-level programmatic

issues.

DIVISION OF ENGINEERING (DE)

Performs engineering-related safety evaluations of licensee's implementation of NRC

requirements, changes to existing licenses including license extensions, and applications for

new facilities or designs. Provides engineering expertise for special inspections, projects,

programs, and policy activities.

DIVISION OF LICENSING PROJECT MANAGEMENT (DLPM)

Implements the policy, programs, and activities, including coordinating licensing and technical

reviews, associated with the overall safety and environmental project management for individual

power reactors located in the Regions. Performs the overall safety and environmental project

management and monitors routine operations of power reactors in the Regions. Manages the

review and processing of license amendments and other requests requiring NRC approval.

Serves as headquarters contact with licensees, the Regions, and other stakeholders in matters

pertaining to assigned facilities. Coordinates other licensing tasks such as evaluating

information received from licensees in response to NRC requests, preparing responses to

public petitions and correspondence, and providing assistance to the Regions or other NRC

organizations. Coordinates and provides presentations to the Commission, ACRS, industry

groups, and other government offices on specific projects and subjects. Project Directorate IV

also has responsibility for performing licensing functions for decommissioning power reactors,

and provides project management for Nuclear Steam Supplier owners groups and associated

topical reports.
- 3 -

DIVISION OF SYSTEMS SAFETY AND ANALYSIS (DSSA)

Performs systems-related safety evaluations of licensee implementation of NRC requirements,

changes to existing licenses, and applications for new facilities or designs and provides

technical support and expertise for special projects, programs and policy activities. Implements

use of probabilistic risk assessments into regulatory decision making and rule-making.

Performs and evaluates probabilistic safety assessments for nuclear power plants and

evaluates design-basis and severe accident issues as they relate to advanced plant designs

and current generation plants.
OFFICE OF NUCLEAR REACTOR REGULATION

PROPOSED FUNCTIONAL STATEMENTS

OFFICE OF NUCLEAR REACTOR REGULATION

NRR is responsible for accomplishing key components of the NRC’s nuclear reactor safety

mission. As such, NRR conducts a broad range of regulatory activities in the four primary

program areas of rulemaking, licensing, oversight, and incident response for commercial

nuclear power reactors, and test and research reactors to protect the public health, safety, and

the environment. NRR works with the regions and other offices to accomplish its mission and

contribute to the agency mission.

PROGRAM MANAGEMENT, POLICY DEVELOPMENT & PLANNING STAFF

Provides leadership and manages strategic and programmatic planning, short-range program

planning, resource forecasting and allocation, and budgeting through the planning, budgeting,

and performance management (PBPM) process. Manages, controls and coordinates the

execution of the Office's financial resources and associated contracting activities. Provides

independent review of office policy papers and issues to ensure completeness, accuracy,

consistency with budgeted resources, and adherence to agency and office policy. Provides and

enhances communication to stakeholders. Provides oversight and support of information

management and technology. Provides administrative and management support in areas

including human resource management, work planning, tracking and coordination, facility

management, training, FOIA coordination, and principal correspondence. Facilitates continuous

organizational improvement by developing and improving Office infrastructure. 

ASSOCIATE DIRECTOR FOR ENGINEERING AND SAFETY SYSTEMS

Provides management direction of technical evaluations and assessment of technical issues

including systems safety, and engineering. Interacts with the other associate directors to

resolve or recommend resolution of policy on major office-level programmatic issues. 

Responsible for the NRR allegations program.

DIVISION OF SAFETY SYSTEMS

Provides nuclear plant systems-related analysis to assess the appropriateness of changes to

existing licenses including amendments, exceptions, extensions, and applications for new

facilities or designs. This analysis focuses on plant safety-related and non-safety-related

systems (balance of plant), core physics, and core thermal hydraulics performance. Provides

expertise for other related purposes such as specific safety issue resolution, special

inspections, and event and incident response.

DIVISION OF COMPONENT INTEGRITY

Performs engineering-related safety evaluations of licensee's implementation of NRC

requirements, changes to existing licenses including license extensions, and applications for

new facilities or designs. Expertise focus includes materials engineering, nondestructive

examination techniques, flaw evaluation and repair, and reactor coolant system component

integrity and fabrication. Provides engineering expertise for special inspections, projects,

programs, and policy activities.

Attachment 5
- 2 -

DIVISION OF ENGINEERING

Performs engineering-related safety evaluations of licensee's implementation of NRC

requirements, changes to existing licenses including license extensions, and applications for

new facilities or designs. Expertise focus includes mechanical, civil, and electrical engineering,

as well as instrumentation and control systems, and quality assurance. Provides related

expertise for special inspections, projects, programs, and policy activities.

ASSOCIATE DIRECTOR FOR OPERATING REACTOR OVERSIGHT AND LICENSING

Provides overall policy, planning, and management direction for the project management and

technical review of operating reactor licensing and license renewal activities, non-radiological

environmental issues, standard technical specifications, and the reactor inspection and

performance assessment programs. Provides management direction of technical evaluations

and assessment of technical issues involving: operator licensing, human factors, and radiation

protection. Interacts with the other associate directors to resolve or recommend resolution of

policy and office-level programmatic issues.

DIVISION OF LICENSE RENEWAL

Provides centralized program management and technical reviews associated with license

renewal and environmental activities. 

DIVISION OF OPERATING REACTOR LICENSING

Implements the policy, programs, and activities, including coordinating licensing and technical

reviews, associated with the overall safety and environmental project management for individual

operating power reactors located in the Regions. 

DIVISION OF INSPECTION AND REGIONAL SUPPORT

Develops policy and provides overall program management and planning for the reactor

inspection and performance assessment programs for commercial nuclear power plants. 

Develops and oversees the radiation protection inspection programs. Implements programs

and procedures to systematically assess and screen daily reactor events, coordinate the

follow-up of events, and recommend corrective plant-specific and generic actions. Develops

programs and guidelines to improve generic technical specifications and provides 

interpretations of technical specification requirements. Develops policies and guidance and

implements the national program for the licensing of nuclear reactor operators. Develops

programs and conducts reviews to ensure the effective consideration of human factors

engineering in nuclear power plant design and operation and the adequacy of facility training

programs and emergency operating procedures.
- 3 -

ASSOCIATE DIRECTOR FOR RISK ASSESSMENT AND NEW PROJECTS

Provides overall policy, planning and management direction for the project and technical review

of design certifications, early site permits, and combined license applications. Provides

management direction of probabilistic risk assessment activities, rulemaking, and policy and

program implementation in licensee financial, insurance, indemnity, and antitrust matters. 

Provides management direction for the agency's Generic Communication program and its

oversight of licensees that possess decommissioning plants or operate research and test

reactors. Interacts with the other associate directors to resolve or recommend resolution of

policy and off-level programmatic issues. 

DIVISION OF NEW REACTOR LICENSING

Responsible as the project management organization for design certification application

reviews, early site permit application reviews, combined license application reviews and new

reactor pre-application activities. 

DIVISION OF RISK ASSESSMENT

Develops and implements policies and guidance for the use of probabilistic risk assessments in

regulatory decision making and rulemaking. Performs and evaluates probabilistic safety

assessments for nuclear power plants, evaluates severe accident issues as they relate to new

plant designs and current generation plants, evaluates design basis containment, ventilation

and fire protection systems performance, and performs and evaluates accident dose

assessments. Provides expertise for other related purposes such as specific safety issue

resolution, special inspections, and event and incident response.

DIVISION OF POLICY AND RULEMAKING

Responsible for the development, documentation, and implementation of policies and

procedures for rules within NRR. Develops the policy and program implementation in licensee

financial, insurance, indemnity, and antitrust matters. Manages the agency’s Generic

Communication program. Performs oversight of licensees who possess decommissioning

plants or operate research or test reactors.