Federal Register / Vol. 60, No. 32 / Thursday, February 16, 1995 / Notices 9065

Commission, Washington, D.C. 20555,

to the Assistant General Counsel for

Hearings and Enforcement at the same

address, to the Regional Administrator,

NRC Region II, 101 Marietta Street,

Suite 2900, Atlanta, Georgia 30323, and

to the Licensee if the answer or hearing

request is by a person other than the

Licensee. If a person other than the

Licensee requests a hearing, that person

shall set forth with particularity the

manner in which his interest is

adversely affected by this Order and

shall address the criteria set forth in 10

CFR 2.714(d). If a hearing is requested

by the Licensee or a person whose

interest is adversely affected, the

Commission will issue an Order

designating the time and place of any

hearing. If a hearing is held, the issue to

be considered at such hearing shall be

whether this Order should be sustained.

Pursuant to 10 CFR 2.202(c)(2)(i), the

Licensee, or any other person adversely

affected by this Order, may, in addition

to demanding a hearing, at the time the

answer is filed or sooner, move the

presiding officer to set aside the

immediate effectiveness of the Order on

the ground that the Order, including the

need for immediate effectiveness, is not

based on adequate evidence but on mere

suspicion, unfounded allegations, or

error.

In the absence of any request for

hearing, the provisions specified in

Section IV above shall be final 20 days

from the date of this Order without

further order or proceedings. An answer

or a request for hearing shall not stay

the immediate effectiveness of this

order.

Dated at Rockville, Maryland this 9th day

of February 1995.

For the Nuclear Regulatory Commission.

Hugh L. Thompson, Jr.,

Deputy Executive Director for Nuclear

Materials Safety, Safeguards, and Operations

Support.

[FR Doc. 95–3877 Filed 2–15–95; 8:45 am]

BILLING CODE 7590–01–M

[Docket No. 50–423]

Northeast Nuclear Energy Co.; Notice

of Issuance of Amendment To Facility

Operating License

The U.S. Nuclear Regulatory

Commission (Commission) has issued

Amendment No. 103 to Facility

Operating License No. NPF–49 issued to

Northeast Nuclear Energy Company (the

licensee), which revised the Technical

Specifications (TS) for operation of the

Millstone Nuclear Power Station, Unit

No. 3 located in New London County,

Connecticut. The amendment is

effective as of the date of issuance.

The amendment modified TS 3.5.2.a

to allow a one-time extension of the

allowable Residual Heat Removal (RHR)

pump outage time for the purpose of

mechanical seal replacement and its

related modifications. The allowable

outage time is extended from 72 hours

to 120 hours, may only be used one time

per pump, and is not valid after April

30, 1995. The amendment clearly

defines the times in which each RHR

pump and associated RHR hear

exchanger must be restored to an

operable state.

The application for the amendment

complies with the standards and

requirements of the Atomic Energy Act

of 1954, as amended (the Act), and the

Commission’s rules and regulations.

The Commission has made appropriate

findings as required by the Act and the

Commission’s rules and regulations in

10 CFR chapter I, which are set forth in

the license amendment.

Notice of Consideration of Issuance of

Amendment and Opportunity for

Hearing in connection with this action

was published in the Federal Register

on October 14, 1994 (59 FR 52200). No

request for a hearing or petition for

leave to intervene was filed following

this notice.

The Commission has prepared an

Environmental Assessment related to

the action and has determined not to

prepare an environmental impact

statement. Based upon the

environmental assessment, the

Commission has concluded that the

issuance of the amendment will not

have a significant effect on the quality

of the human environment (60 FR 7800).

For further details with respect to the

action see (1) the application for

amendment dated August 16, 1994, and

supplemented January 10, 1995, (2)

Amendment No. 103 to License No.

NPF–49, (3) the Commission’s related

Safety Evaluation, and (4) the

Commission’s Environmental

Assessment. All of these items are

available for public inspection at the

Commission’s Public Document Room,

the Gelman Building, 2120 L Street

NW., Washington, DC, and at the local

public document room located at the

Learning Resource Center, Three Rivers

Community-Technical College, Thames

Valley Campus, 574 New London

Turnpike, Norwich, CT 06360.

Dated at Rockville, Maryland, this 9th day

of February 1995.

For the Nuclear Regulatory Commission.

Vernon L. Rooney, Sr.

Project Manager, Project Directorate I–4,

Division of Reactor Projects - I/II, Office of

Nuclear Reactor Regulation.

[FR Doc. 95–3875 Filed 2–15–95; 8:45 am]

BILLING CODE 7590–01–M

OFFICE OF PERSONNEL

MANAGEMENT

The National Partnership Council;

Strategic Action Plan for 1995

AGENCY: Office of Personnel

Management.

ACTION: Notice.

SUMMARY: The National Partnership

Council (the NPC; the Council) is

announcing the approval of its strategic

action plan for 1995.

DATES: The Council approved its

strategic action plan for 1995 at its

January 10, 1995, meeting in

Philadelphia, Pennsylvania.

FOR FURTHER INFORMATION CONTACT:

Douglas K. Walker, National Partnership

Council, Executive Secretariat, Office of

Personnel Management, Theodore

Roosevelt Building, 1900 E Street, NW.,

Room 5315, Washington, DC 20415–

0001, (202) 606–0001.

SUPPLEMENTARY INFORMATION: The

strategic action plan outlines a number

of actions the Council plans to take in

1995 to support and promote

partnership efforts throughout the

Federal Government, as it is mandated

to do under Executive Order 12871,

Labor-Management Partnerships.

Additionally, the actions help the

Council meet its responsibilities to

change the culture of Federal labormanagement relations so that managers,

employees, and employees’ elected

union representatives work together as

partners in designing and implementing

comprehensive changes in support of

the Government reform objectives of the

National Performance Review.

Office of Personnel Management.

James B. King,

Director.

Accordingly, the 1995 strategic action

plan for the Council is as follows:

Executive Summary—National

Partnership Council 1995 Strategic

Action Plan; National Partnership

Council Charter: Executive Order

12871; NPC Strategic Goal

To institutionalize labor-management

partnerships in Federal agencies for the

purpose of achieving the National

Performance Review goal of creating a
9066 Federal Register / Vol. 60, No. 32 / Thursday, February 16, 1995 / Notices

government that ‘‘works better and costs

less.’’

NPC Objectives

To support the NPC Charter as stated

in Executive Order 12871, the NPC

objectives for 1995 are:

Objective 1. To promote cultural

change.

Objective 2. To support NPCrecommended changes in labormanagement relations.

Objective 3. To assess outcomes.

NPC STRATEGIC ACTIONS

Objectives advanced Activities

1, 2 and 3 ..... The NPC will collect, communicate, and utilize data and information illustrating the successes of labor and management working

in partnership to improve effectiveness, efficiency, and customer service. Priority: ‘‘sell’’ success.

1, 2 and 3 ..... The NPC will collect, analyze, and utilize data and information concerning existing barriers and impediments to the information

and success of labor-management partnerships, how parties have overcome for barriers, including training activities, incentives to create successful partnerships, and how parties manage conflict. Priority: help overcome selected common problems.

1 and 3 ......... The NPC will engage in efforts designed to measure the information, conduct, and achievements of partnerships. Priority: stimulate assessment.

National Partnership Council Strategic

Action Plan; National Partnership

Council Charter

The National Partnership Council

(NPC) was created on October 1, 1993,

by Executive Order 12871, ‘‘Labor

Management Partnerships.’’ The NPC

was created to ‘‘establish a new form of

labor-management relations throughout

the Executive Branch to promote the

principles and recommendations

adopted as a result of the National

Performance Review.’’ The Executive

Order provides:

The Council shall advise the

President on matters involving labormanagement relations in the Executive

Branch. Its activities shall include:

(1) Supporting the creation of labormanagement partnerships and

promoting partnership efforts in the

executive branch, to the extent

permitted by law;

(2) Proposing to the President by

January 1994 statutory changes

necessary to achieve the objectives of

this order, including legislation

consistent with the National

Performance Review (NPR)

recommendations for the creation of a

flexible and responsive hiring system

and the reform of the General Schedule

classification system;

(3) Collecting and disseminating

information about and providing

guidance on partnership efforts in the

executive branch, including results

achieved, to the extent permitted by

law;

(4) Utilizing the expertise of

individuals both within and outside the

Federal Government to foster

partnership arrangements; and

(5) Working with the President’s

Management Council (PMC) toward

reform consistent with the National

Performance Review’s recommendations

throughout the executive branch.

NPC Strategic Goal

To institutionalize labor-management

partnerships in Federal agencies for the

purpose of achieving the National

Performance Review goal of creating a

government that ‘‘works better and costs

less.’’

NPC Objectives

To support the NPC Charter as stated

in Executive Order 12871, the NPC

objectives for 1995 are:

1. To promote cultural change.

2. To support NPC-recommended

changes in labor-management relations.

3. To assess outcomes.

To achieve these objectives, the NPC

will engage in the following activities:

Strategic Actions

I. To advance objectives 1, 2 and 3,

the NPC will collect, communicate, and

utilize data and information illustrating

the successes of labor and management

working in partnership to improve

effectiveness, efficiency, and customer

service. Priority: ‘‘sell’’ success.

A. Collect

1. Develop ‘‘protocols’’ for the

information to be gathered, and verify

all reported success stories by

contacting all parties involved.

2. Conduct focus groups of parties and

those who have assisted the parties in

improving their relationship.

3. In follow-up interviews and/or

survey, request further specific data and

information focusing on success stories

from those parties who respond to the

NPC survey.

4. Find out about labor/management

relations and activities among award

winners (awards for quality, hammer

awards, etc.).

5. Request information from regional

employees of the neutrals and the

parties on successes.

6. Review information already

collected by other groups (e.g., NAPA,

the Alliance).

B. Communicate

1. Design and implement a pro-active

internal and external communications

strategy (who to reach and how).

2. Feature successful partnerships in

all NPC meetings, including meetings

held outside the Washington, D.C. area.

3. Publish and regularly update

partnership success stories through the

NPC clearinghouse and the Office of

Personnel Management’s electronic

bulletin board. Publicize the availability

of this resource and how to access it.

4. Enhance the spectrum of speakers

on the NPC speakers’ bureau by adding

individuals from different regions of the

country with line management and

frontline union perspectives. Identify

and encourage targeted speaking

opportunities.

5. Publish targeted articles on success

stories in union newsletters and

bulletins and agency publications.

6. Prepare ‘‘talking papers’’ on success

stories and partnership issues for

dissemination to trainers/speakers and

for use by NPC Members during public

discussions of NPC activities an

partnership.

7. Present NPC Awards for successes

in such areas as relationship building,

joint problem solving, quantified

improvement in quality, customer

service, etc.

8. Prepare an NPC Report to the

President on progress under Executive

Order 12871.

C. Other Uses of This Information

1. Identify common elements of

successful partnerships.

2. Provide written guidance and

develop criteria as to what constitutes

an effective and successful partnership.
Federal Register / Vol. 60, No. 32 / Thursday, February 16, 1995 / Notices 9067

1 15 U.S.C. 78s(b)(1) (1988).

2 17 CFR 240.19b–4 (1994).

3CBOE Rule 17.2(c), ‘‘Report,’’ requires the CBOE

staff to submit a written report of an investigation

to the Exchange’s Business Conduct Committee

(‘‘BCC’’) in every case where an investigation

results in a finding that there are reasonable

grounds to believe that a violation of the Act or the

CBOE’s rules has been committed. CBOE Rule

17.2(d) requires the CBOE staff to notify the subject

of the report of the general nature of the allegations

and of the specific provisions of the Act or of the

CBOE’s rules that appear to have been violated, and

the subject has 15 days from the date of the

notification to submit a written statement to the

Continued

II. To advance Objective 1, 2, and 3,

the NPC will collect, analyze, and

utilize information concerning existing

barriers and other impediments (legal

and other) to the formation and success

of labor-management partnerships, how

parties have overcome the barriers,

including training activities, incentives

to create successful partnerships, and

how parties manage conflict. Priority:

help overcome selected common

problems.

A. Collect

1. Utilize the same sources, including

focus groups, that are being used to

obtain data and information about

success stories to reveal legal and other

barriers and impediments to parties

achieving NPR goals.

2. Request parties in successful

partnerships to indicate whether further

progress is being impeded by legal or

other barriers.

3. Obtain information from the parties

during NPC meetings.

4. Meet with management groups,

such as Federal Managers Association,

the Senior Executives Association, and

the Coalition for Effective Change, to

identify ways to achieve NPR goals.

5. Consider a partnership facilitation

simulation with NPC Members.

6. Extract and summarize legal

barriers to partnership from the NPC

Report to the President and existing

GAO studies.

B. Analyze and Use

1. Compile a list of barriers to

partnership, methods to overcome

barriers, incentives to partnership and

methods to manage conflict.

2. Provide guidance on how to

overcome common barriers to

partnership at different levels.

3. Problem-solve to help overcome

common selected problems, including

‘‘people’’ issues (such as how to deal

with resistant managers and union

representatives); ‘‘how to’’ issues (such

as meaning of ‘‘employee’’, how to deal

with unrepresented employees, and

compliance with Federal Advisory

Committee Act requirements); and other

problems where a more consultative

role would facilitate the formation and

success of partnerships.

4. Identify cost-effective ways of

obtaining training.

5. Develop an instrument for parties

to determine their training needs.

6. Develop an instrument to evaluate

various training resource alternatives.

7. Integrate partnership training into

existing training programs, such as

union steward training, supervisory

training, total quality program training,

etc.

8. Develop resources for addressing

partners’ needs, such as: (1) enhancing

the clearinghouse’s information

concerning trainers/providers/change

promoters; (2) assisting resolution of

resource and resource allocation issues;

and (3) creating incentives by working

with established awards programs to

integrate labor/management partnership

as an eligibility or ranking criterion.

9. Develop and implement plans

which support NPC-recommended

changes necessary to achieve the

principles of Executive Order 12871.

III. To advance Objectives 1 and 3, the

NPC will engage in efforts designed to

measure the formation, conduct, and

achievements in partnership. Priority:

stimulate assessment.

A. Collect

Collect information on how parties

are assessing whether success has been

achieved; whether partnerships or

partnership agreements exist; what

activities are being undertaken by

partnerships; the impact of partnership

on productivity; the impact of

partnership on quality of work and

customer service; and information

concerning various aspects of training

activities undertaken under Executive

Order 12871.

1. Utilize the same sources for the

data and information collection,

including focus groups, to identify

criteria related to the assessment of

partnership activity, and to identify

training activities undertaken.

2. Request specific information

concerning the measurement of

partnership activities; the amount and

types of training activities undertaken;

who has been trained; who was the

provider; how has training been

evaluated; has training had desired

results; what skills have been identified

as necessary for successful partnerships;

and whether there is a partnership

training plan.

B. Analyze and Use

1. Identify and highlight good

assessment techniques already in place.

2. Provide guidance on the tiers of

success during the various stages of

partnership.

3. Issue guidance on skills needed for

partnership and high performance

workplace.

Responsibility for NPC Activities

1. The foregoing NPC activities will be

undertaken by NPC Members and by

action teams, composed of

representatives of NPC Member

organizations.

2. The Executive Secretariat, Office of

Personnel Management, will provide

logistical and administrative support to

the action teams.

3. The NPC Members will specifically

charge the action teams with definitive

objectives and time frames for

completion of the objectives.

Coordination with PMC

The NPC recognizes the importance of

the support of the President’s

Management Council in achieving the

foregoing objectives.

[FR Doc. 95–3820 Filed 2–15–95; 8:45 am]

BILLING CODE 6325–01–M

SECURITIES AND EXCHANGE

COMMISSION

[Release No. 34–35350; File No. SR–CBOE–

94–35]

Self-Regulatory Organizations; Order

Approving Proposed Rule Change by

the Chicago Board Options Exchange,

Inc., Relating to Expedited

Proceedings and Offers of Settlement

February 9, 1995.

Pursuant to Section 19(b)(1) of the

Securities Exchange Act of 1934

(‘‘Act’’),1 and Rule 19b–4 thereunder,2

the Chicago Board Options Exchange,

Inc. (‘‘CBOE’’ or ‘‘Exchange’’) submitted

to the Securities and Exchange

Commission (‘‘SEC’’ or ‘‘Commission’’)

a proposal to amend CBOE Rules 17.3,

‘‘Expedited Proceeding,’’ and 17.8,

‘‘Offers of Settlement,’’ to (1) specify

that the subject of an Exchange

investigation must notify the CBOE staff

in writing within 15 days of the date of

notification under CBOE Rule 17.2(d),

‘‘Notice, Statement and Access,’’ that he

elects to proceed in an expedited

manner pursuant to CBOE Rule 17.3; (2)

reduce the time period during which

settlement offers may be submitted by a

subject in an Exchange disciplinary

matter who seeks to resolve the matter

through expedited proceedings pursuant

to CBOE Rule 17.3; and (3) allow either

the subject or the Exchange staff to end

the negotiations for a letter of consent at

any point during the negotiations.3