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Establishing Training Programs to Support Decommissioning Activities at Commercial Nuclear Power Plants
A Guide for Training Specialists and Managers

By Lauren Kent, Senior Training Specialist San Onofre Nuclear Generating Station (SONGS)

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Table of Contents Introduction Chapter 1: Navigating a Reduction in Force (RIF) Pre-RIF Activities Post-RIF Activities Chapter 2: Reviewing Sources of Information and Identifying Training Requirements Generic Sources of Information Station-Specific Sources of Information Chapter 3: Establishing a Process for Conducting Training Activities at the Station Describe the Major Training Activities Identify Roles and Responsibilities Publish the Procedure and Communicate Changes Chapter 4: Establishing Specific Training Programs 13 Develop Task Lists and Training Materials 14 Develop Procedures to Govern Training Programs Conclusion Appendix A: List of Tables and Figures 16 17 9 11 11 5 8 2 3 1

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Written for training specialists and training managers, this guide describes a process for developing training programs that support the initial stages of decommissioning. This document was written by a training specialist at San Onofre Nuclear Generation Station (SONGS) in San Clemente, CA. In June 2013, the company that owns SONGS announced that it would decommission both Units 2 and 3. The staff was reduced from 1500 to approximately 500 people just two months later. The training staff was reduced from 71 to four. With significantly fewer resources, the training staff worked to develop programs and procedures for a permanently shutdown station. The training staff quickly discovered that there is no instruction manual for developing training programs during the initial stages of decommissioning. Guidance from the NRC and INPO is scattered and sparse. After benchmarking two other stations, conducting a significant amount of research, and eight months, the SONGS training staff successfully developed a single procedure for the conduct of training at the station as well as task lists, qualification guides, and training program descriptions for each department. As Americas nuclear power plants age and struggle to compete with cheaper sources of energy, it is likely that more stations will be decommissioned over the next few decades. Training staff at these stations will need clear guidance for how to develop training programs and procedures during the initial stages of decommissioning. To that end, this document discusses the following items. Activities that should occur once decommissioning is announced, prior to and following a reduction in force (Chapter 1) References that should be reviewed to identify training and qualification requirements (Chapters 2) A process to design, develop, and implement a procedure to govern the conduct of training activities at the station (Chapter 3) A process to use to design and develop task lists, qualification guides, and training program descriptions for each program at the station, such as certified fuel handler and general employee training (Chapter 4)

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Chapter 1: Navigating a Reduction in Force (RIF)

It is not uncommon for companies to downsize the staff at a station that is going to be decommissioned. One major issue for the staff members who remain at the station is the loss of knowledge that accompanies the RIF. At SONGS, the staff members who were selected to stay post-RIF were notified anywhere from one week to one day prior to the RIF. This left only a very small amount of time for turnover and transfer of knowledge to occur. The list of pre-RIF activities in this chapter can be used to ensure that essential knowledge is transferred from the staff that is leaving to the staff that will remain. After such a major reduction in staff size, it may take several months for people to settle into their roles in the new organization structure. It is not uncommon for people to have to learn and perform new job functions on a daily basis. At SONGS, the remaining training staff members had to earn Nantel proctoring qualifications and take over the administration of general employee training and radiation worker practical factors training. This period of time can be unsettling, confusing, and frustrating. The list of post-RIF activities identifies actions that training staff can take immediately following the RIF to move forward efficiently during this transition time.

Pre-RIF Activities Gather and store passwords. Exam banks, exam records, attendance
records, and lesson plans that are saved electronically may require a password. Gather a list of any passwords that may be required to access documents. Even if its likely that the training staff wont use these documents ever again, it is possible that staff may need to locate them during internal and external audits.

Obtain network/database access. At some stations, important files are stored in various areas of the internal computer network or in databases. Ask the current network or database owner to grant access for the post-RIF training staff, as necessary. At SONGS, the licensed operator exam banks were stored on an internal network, which allowed access only to a handful of people. Since none of those individuals were staying after the RIF, it was essential for at least one person on the post-RIF staff to gain access to that network location in order to conduct licensed operator training activities1. Obtain keys. There may be locations in the training building that are locked and contain items that the post-RIF staff may need. It is also possible that

SONGS staff decided to maintain operator licenses for a period of time after decommissioning. This was because the NRC originally told Kewaunee that 10CFR 50.54M applied to permanently shutdown plants.

Revision 0 December 2013 these areas may contain items like halon bottles and fire extinguishers that must be inspected on a regular basis. Submit records. After the RIF is announced, most people will be thinking about finding a new job, moving, and starting a new life elsewhere. Post-RIF staff members should work with management to ensure that all employees submit training records in their possession, such as lesson plans, completed remediation plans, attendance records, and exam scores prior to their departure. Make a list of contacts. It may be necessary to contact former coworkers after their departure. Consider connecting on LinkedIn or Facebook with coworkers, or exchange personal email and/or cell phone numbers. Additionally, creating a list of contact information for contractors (for simulator support or other training support) will be helpful. Identify and learn essential skills. If there are any staff members with essential skills, it may be necessary for the post-RIF staff to learn these before the RIF. At SONGS, there was one person who processed invoices for the training department, and he was leaving. Prior to his departure, he created a simple user guide so that the post-RIF staff could process several outstanding invoices. Other essential skills may be entering attendance information into a database, submitting records for storage, or reactivating/renewing operator licenses.

Post-RIF Activities
Inventory the skillset of the post-RIF training staff. The remaining members of the training staff should meet shortly after the RIF to discuss their areas of expertise. At SONGS, the post-RIF training staff consisted of a supervisor with experience in project management and general employee training, an engineering training instructor, a non-licensed operator training instructor, and a licensed operator training instructor. Knowing which skills each individual has will allow the staff to solve problems faster and distribute work appropriately. Review the new organization chart. A review of the new organization chart can identify potential training needs. For example, if radiation protection (RP) and chemistry departments are merged, then it is possible that RP technicians may be required to perform sampling. If this is a new task for RP technicians, then training may be required. Review training procedures. Procedures owned by the Training Department should be reviewed to determine which ones can be voided, superseded, or revised to eliminate requirements that no longer apply. The 3

Revision 0 December 2013 Procedures Department can provide a list of procedures owned by the Training Department. It may be necessary to transfer ownership of certain procedures to other departments. At SONGs, the Engineering Training Department was responsible for the cyber security training procedure before the RIF. Post-RIF, it was determined that the Engineering Department should take ownership of this procedure, since the Engineering Training Department was eliminated post-RIF. One concept to remember is to take things one RIF at a time. It is only possible to develop and implement programs and procedures for the current state of the station. Procedures should reflect current business practices, not what might happen after the next RIF or in five years. Most training specialists and managers know how to maintain INPO-accredited training programs. However, when a station permanently shuts down, stations are not required to maintain accreditation or follow guidance contained in INPO academy documents (ACADs). The following chapter will help training staff to identify the requirements for training and qualifications that apply to a station in the initial stages of decommissioning.

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Chapter 2: Reviewing Sources of Information and Identifying Training Requirements

This chapter describes the generic and station-specific sources of information that can help training staff to understand the regulatory basis for training, identify training commitments that must be upheld, and identify commitments that no longer apply.

Generic Sources of Information

Table 1 lists sources of information that are applicable to all stations during the initial stages of decommissioning. Table 1: Generic Sources of Information for Training and Qualification Source Applicability INPO ACAD 02-002 NRC rules and associated NUREGs3 10CFR 50.120, Training and Qualification of Nuclear Power Plant Personnel, and NUREG 1220, Training Review Criteria Procedure 10CFR 50.54M, Staffing and Licensed Operator Requirements Discusses administrative withdraw of accreditation2 for plants that are permanently shutdown. NUREGs provide guidance on how to implement NRC rules as stated in the Code of Federal Regulations (10CFR). Discusses the requirement for training programs to follow a systems approach to training (SAT) as described in NUREG 1220. These documents describe the bare bones requirements of the SAT process. Pay close attention to the REQUIRED ELEMENT statements and Applicable Program Characteristics (refer to Figure 1 for an example using the second SAT element, learning objectives). This rule is discussed in further detail in Chapter 3. Discusses requirements for licensed operators on shift. The NRC initially stated that 50.54M applied to defueled stations. As a result, the NRC required SONGS to submit a license amendment request (LAR) and a revision to its administrative technical specifications before it allowed removal of operator licenses. However, the NRC has recently changed its position on 50.54M. Refer to Chapter 4 for additional information.

Withdraw of accreditation from INPO can be accomplished by submitting a copy of the letter the station sends to the NRC declaring that the plant is permanently shutdown. Note that the station can retain access to Nantel for general employee training.

Revision 0 December 2013 10CFR 50.82, Termination of License Requires a station to submit written notification to the NRC once the decision has been made to permanently cease operations and once the reactor(s) have been permanently defueled. Once both of these steps are taken, the NRCs oversight activities at the station change: utilities will be inspected per Inspection Manual Chapter (IMC) 2561, Decommissioning Power Reactor Inspection Program. Inspection manual chapters (IMCs) and inspection procedures (IPs) are available at Lists the core and discretionary IPs that the NRC will use to evaluate activities at a permanently shutdown plant. Core procedures will be incorporated into the annual inspection schedule. Discretionary procedures may or may not be incorporated into the inspection schedule. Contains information regarding general employee training (GET) and certified fuel handler (CFH) training requirements. This is discussed in greater detail in Chapter 4.

NRC inspection procedures IMC 2561, Decommissioning Power Reactor Inspection Program IP 36801 Organization, Management, and Cost Controls (core procedure) IP 37801 Safety Reviews, Design Changes, and Mods (core procedure) Operating experience/ benchmarking

Contains information about training related to 50.59 screening and design changes at permanently shutdown facilities. This is discussed in greater detail in Chapter 4.

Provides insight to how to structure programs and procedures. Its important to ensure that all of the stations unique regulatory commitments are maintained and a systems approach to training is applied when designing and developing training programs. Refer to Chapter 4 for additional information on benchmarking and operating experience. Describes how to perform quality-affecting activities, which are those activities that affect safety-related functions of structures, systems, and components (SSCs). Quality-affecting activities must be described in controlled procedures or instructions. For example, training programs for staff that conduct quality-affecting activities should be described in controlled procedures. Provides a broad overview of the entire decommissioning process. Refer to Figure 2 for a timeline of major decommissioning milestones. The activities described in this guide may occur before or after the permanent shut down of the unit(s). 6

10CFR 50 Appendix B, Quality Assurance Criteria

Regulatory Guide 1.184, Decommissioning Power Reactors

Revision 0 December 2013 Figure 1: Elements of the Systematic Approach to Training from NUREG 1220, Training Review Criteria and Procedures

Figure 2: Simple Decommissioning Timeline from Regulatory Guide 1.184, Decommissioning Power Reactors

Station-Specific Sources of Information

The table below lists sources that should be reviewed to identify requirements and commitments that are unique to each station.

Revision 0 December 2013 Table 2: Station-Specific Sources of Information for Training and Qualification Source Applicability Administrative Technical Specifications and Licensee Controlled Specifications Updated Final Safety Analysis Report (UFASR) chapters on training and qualifications Regulatory guides and ANSI documents Contain the legal requirements related to qualifications and training. Technical specifications may commit4 the station to a particular regulatory guide or American National Standards Institute (ANSI) document, which should also be reviewed to ensure requirements are met. Contain requirements related to qualifications and training. There may be commitments also stated in the UFSAR. Identify any changes that will need to be made to the UFSAR. At SONGS, the UFSAR chapter on training stated that the programs were accredited by INPO. Since accreditation was withdrawn, this is no longer true. The UFSAR will need to be updated to reflect this change. Contain requirements related to qualifications and training. These documents should be reviewed to determine the minimum requirements for each training program. Pay particular attention to the revision of the regulatory guide or ANSI document that is discussed in the technical specifications and/or UFSAR. Keep in mind when benchmarking that each station may be committed to different revisions of the same ANSI document or regulatory guide. As such, requirements can differ from station to station. The Quality Assurance or Nuclear Oversight Department will be able to provide the training staff with copies of these documents. Contains requirements that must be followed as a result of operating experience. There may be CAP products such as corrective actions (CAs) and corrective actions to prevent reoccurrence (CAPRs) embedded in procedures. Follow station procedures for removing CAs and CAPRs if necessary.

The Corrective Action Program (CAP)

A review of these documents will enable training staff to identify program requirements that must be maintained and those that can be removed. The staff can now begin developing programs that support decommissioning activities and meet regulatory requirements. This is the topic of the next chapter.

To be committed to a regulatory guide or ANSI document means that the station has told the NRC that it will comply with the guidance contained in that document.

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Chapter 3: Establishing a Process for Conducting Training Activities at the Station

One or more events withdraw of accreditation from INPO, cancellation of training sessions, and the large reduction in the training staff will likely cause many people at the station to think that training will no longer occur. Although the volume and frequency of training will be considerably less than when the plant was operating, the requirements of 10CFR 50.120 will still apply for non-licensed operator5, chemistry, radiation protection, engineering, and maintenance personnel (unless the station requests and is granted an exemption6 from the rule). Rule 10CFR 50.120 also directs that training must be derived from a systems approach to training as defined in 10 CFR 55.4. Rule 10CFR 55.4 describes the five elements of the systems approach to training (SAT). These five elements, which are discussed in detail in NUREG 1220, are essentially the same as INPOs ADDIE model (analysis, design, development, implementation, and evaluation): A systematic analysis is conducted of the jobs to be performed Learning objectives are derived from the analysis and describe the desired performance of trainees Training design and implementation are based on the learning objectives Trainees mastery of the learning objectives is evaluated The training program is evaluated and revised based on the performance of personnel in the job setting Training staff at SONGS developed a procedure to describe the conduct of training activities at the site (titled Conduct of Training). This procedure replaced the five ADDIE procedures. The next three sections in this chapter describe how to develop and implement a procedure to govern the conduct of training at a permanently shutdown facility with reduced staffing.

Describe the Major Training Activities

The procedure written to govern the conduct of training will need to incorporate all five elements of the SAT process in order to comply with 10CFR 50.120. Staff may choose to review and simplify existing training procedures, modify procedures from other decommissioned stations, or start from scratch.

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This includes the certified fuel handler program, which is described in detail in Chapter 4. The compliance or regulatory affairs personnel at the station can assist with submission of exemptions from 10CFR rules.

Revision 0 December 2013 SONGS staff used several references to write its procedure: Kewaunees procedure, NUREG 1220, and SONGs ADDIE procedures. The procedure contains guidance for conducting the following activities: Conducting analysis. The procedure directs that each program maintain a task list. The list must identify the tasks that are selected for initial and/or continuing training. Because curriculum review committees (CRCs) are no longer required, the procedure requires that a representative sample of job incumbents review the task list biennially to ensure its accuracy. The procedure also requires that line managers conduct an annual training needs survey. This survey solicits feedback from incumbents about the quality of their training programs and can be used to identify gaps in the program. In addition, the procedure directs how to address training requests. Developing learning objectives. The procedure includes direction on how to write learning objectives that contain an action, condition, and standard based on the job analysis. Examples are included. Design and implementation. A lesson plan template included as an attachment to the procedure provides guidance on how to create self-study and/or classroom training materials. A checklist in a separate attachment provides guidance for how to conduct training in all settings (e.g., on the job training and classroom training). Trainee evaluation. The procedure discusses how to create evaluation items, including written and oral exams. Instructions for maintaining exam security, proctoring exams, and conducting remedial exams are provided in attachments. Program evaluation and revision. Observations of incumbents performing work and observations of training (including OJT) are used to determine training program effectiveness. These observations are performed by supervisors, managers, and training staff. The Conduct of Training procedure also contains guidance for training activities that support the five elements of the SAT process: Verifying worker qualifications. All staff must verify qualifications prior to conducting work, and supervisors must verify qualifications prior to assigning work. The procedure prescribes how to verify qualifications. Writing training requests. Incumbents need to know how to initiate training requests. At SONGS, training requests are initiated via a nuclear


Revision 0 December 2013 notification (NN), which is entered into the Corrective Action Program and reviewed by management. Stations are encouraged to look at similar procedures from other stations and to simplify their existing procedures to fit the needs of a permanently shutdown station. When drafting this procedure, the writer(s) should remember that the users may not necessarily be INPO-qualified training instructors or even members of the training staff. They may be job incumbents who are subject matter experts (SMEs) but not experienced with training. Thus, the procedures should be written to be as flexible and straightforward as possible if the procedure users include staff outside of the training organization.

Identify Roles and Responsibilities

At SONGS, personnel involved in training activities include training staff, training program owners (TPOs), and subject matter experts (SMEs). The TPO is the line manager of a department (e.g., the Operations Manager is the TPO for Operations Department). Each TPO is responsible for training activities in their department. The procedure allows TPOs to delegate training activities to training staff or to SMEs in their department. Depending on the size of the training staff, TPOs may have to delegate all training activities to SMEs. At SONGS, the training staff includes three trainers and one training supervisor for a population of 200+ job incumbents. There simply are not enough trainers to perform training activities for each department. As a result, the training staff provides more coaching and oversight of the training programs than actual training; the role of the SONGS training staff is to facilitate training of job incumbents by SMEs.

Publish the Procedure and Communicate Changes

Once a new or revised procedure has been drafted, changes should be communicated to all affected personnel. There are several methods to use to inform staff at the station about the changes. For changes that affect all personnel, several methods should be used in order to reach the largest audience. For example, if there is a change to the way staff verify qualifications or enroll in training, then a required reading, site-wide email, or an announcement in the weekly bulletin may all be required to reach the largest audience. If certain staff members are going to have to take on more responsibilities as a result of post-shut down reductions in force, then it may be best for training staff 11

Revision 0 December 2013 to schedule one-on-one meetings with these individuals to make sure that they are aware of their new roles and responsibilities. At SONGS, the three trainers each met with the TPOs to review the procedure with them. In this meeting, the trainers ensured the TPOs were aware of their responsibilities and the resources available to them to conduct training activities. The Conduct of Training procedure is applicable to all training programs; however, each department will need a procedure to outline the specific requirements for its training and qualification program(s). The next chapter discusses the development of training program descriptions for each department.


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Chapter 4: Establishing Specific Training Programs

As discussed in Chapter 3, 10CFR50.120 requires that training programs be established for non-licensed operator, chemistry, radiation protection, engineering, and maintenance personnel using a systems approach to training. During the initial stages of decommissioning, training requirements will be substantially less than when the plant was operating. However, the training programs will need to comply with all commitments described in the UFSAR, technical specifications, and licensee controlled specifications until exemptions are granted, as discussed in Chapter 2. This section describes a process to use to develop training programs for nonlicensed operator, chemistry, radiation protection, engineering, and maintenance personnel during the initial stages of decommissioning.

Develop Task Lists and Training Materials

The existing task lists for each program should be revised to reflect only those tasks that are still relevant to a permanently shutdown station. At SONGS, the training staff completed an initial revision of the task lists and then asked the incumbents to review it. A final draft was submitted to each training program owner for review and approval. Task lists should also include new or modified tasks that may result from reductions in staff, redistribution of workload, and changes to procedures resulting from decommissioning. The revised tasks lists are the first step in creating training programs for decommissioning. After an approved task list has been created, it will be necessary to identify the learning objectives and training materials associated with the tasks that are selected for training. A document such as a task to training matrix, w hich can be produced from a VISION database, should be developed or revised to indicate the training materials that contain learning objectives associated with tasks. It will also be necessary to develop new training materials for each program. Qualification guides will need to be updated to reflect the tasks associated with decommissioning. Also, new qualifications will need to be developed. For Operations Department, certified fuel handlers and certified operators will replace licensed senior reactor operators and licensed reactor operators (once the certified fuel handler program is approved by the NRC, as required by 10CFR 50.2). Many of the people remaining at the station will be able to be exempted from the new qualifications. Training staff should ensure that all exemptions are documented properly and that supporting documentation justifies the exemption. Reasons for exemptions should not be vague, such as, So and so has five years experience doing such and such job. However, So and so has been qualified as a welder for five years, and inclusion of the individuals qualification history, would be adequate. 13

Revision 0 December 2013 At SONGS, an audit of training and qualifications was performed by the Nuclear Oversight Department about five months after the reduction in force. The audit identified weaknesses in the exemption process, such as lack of supporting documentation, and vague reasons for qualification exemption. Ensuring that exemptions are accurate and detailed will prevent rework later.

Develop Procedures to Govern Training Programs

Each training program owner should maintain a training program description (TPD) procedure (just like they did when the plant was operating). The TPD should list the requirements of the initial qualification program, requirements for continuing training to maintain proficiency, and any other requirements related to training and qualification. Training staff should review select NRC Inspection Manual Chapters (IMCs) to identify training program requirements. The following table lists the IMCs applicable to specific training programs. Table 3: Sources of Information for Specific Training Programs Source Applicability IP 36801 Organization, Management, and Cost Controls Describes how inspections will be conducted for compliance with 10CFR 50.120: A review of training should include an assessment of the licensee's implementation of 10 CFR 50.120, if applicable. Although the NRC staff expects that most licensees will apply for full or partial exemption from this requirement, requirements still apply to the certification and periodic training of certified fuel handlers, operators of refueling equipment, and personnel who perform maintenance and surveillance of equipment important to safety. Includes discussion on the certified fuel handler programs: Operator training should include: normal and abnormal fuel handling at the spent fuel pool or Interim Spent Fuel Pool Storage Facility (references 5 and 6); fuel handling accidents and/or events; and, the identification and mitigation of operating conditions adverse to the safe storage of spent fuel or high level radioactive waste to name a few. An effective training program could also include, in part, safety evaluations, modifications, radiation protection, effluent controls, and design changes. Includes discussion about general employee training: 14

Revision 0 December 2013 The inspector should verify that the general employee training (GET) remains an effective tool at assuring personnel and plant safety. This training, at a minimum, should incorporate the material in 10 CFR 19.12 through 19.16, Part 20, plant security requirements, and emergency preparedness actions, if any. GET should be updated as required to reflect the current state of decommissioning and site organization. Discusses review of the stations 10CFR 50.59 safety evaluation process: The inspector should review the licensee's training and qualification program for the individuals performing safety evaluations and reviews to assure that the training is consistent with licensee commitments as described licensing basis documentation. The training program should be timely updated to assure that an accurate facility configuration is presented to personnel who prepare and review packages that results in a change, test, or experiment. Information provided to the control staff in the form of plant procedures and drawings should also correctly represent the facility configuration and operation of modified systems and components. Provides insight on how to structure programs. When SONGS submitted its certified fuel handler training program description to the NRC for their review and approval, the reviewer asked which approved programs were used to develop the SONGS program. When drafting the certified fuel handler training program description, training staff should refer to approved programs from previously decommissioned facilities, such as SONGS Unit 1, Millstone, and Maine Yankee (and Kewaunee, SONGS Units 2 and 3, and Crystal River after they are approved).

IP 37801 Safety Reviews, Design Changes, and Mods

Operating experience/ benchmarking

Revised task lists, updated training materials and qualification guides, and new or revised training program descriptions will be the core deliverables for the initial stages of decommissioning. Maintain caution when deciding how and when to remove operator licenses and implement a certified fuel handler program. Although the NRC has recently stated (to Kewaunee staff) that 10CFR 50.54M does not apply to permanently shutdown stations, there should be a technical specification or other administrative control to describe staffing at the station. In addition, it would be conservative to remove licenses only after a) the NRC has approved the certified fuel handler program and b) the operators have qualified as either certified fuel handlers or certified operators.


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In summary, the goal of the training staff during the initial stages of decommissioning should be to develop revised task lists, training materials, training program descriptions, and a procedure to govern the conduct of training activities with reduced staff and reduced training requirements (i.e., INPO requirements). When developing these documents, training staff should keep in mind the following items: Simply as much as possible to support a reduced staff. Make processes as flexible as possible. Communicate changes to personnel using the most effective methods. Ensure the procedure that governs the conduct of training activities incudes each element of the SAT process as described in NUREG 1220. Trainers still need to be the training conscience for the organization , particularly when it comes to processing exemptions and waivers. Maintain objective evidence of each phase of the SAT process during program development (e.g., approved task lists, a document that identifies tasks and their associated training materials, copies of lesson plans and exams, and training records such as attendance sheets). Sometimes the decision to decommission a station is announced eighteen months prior to its permanent shutdown. Other times the decision to decommission plant seems to come suddenly, after a plant has been shut down for equipment concerns. Either way, the decommissioning will bring about huge changes in staffing and station activities. As more stations begin the process of decommissioning, it will be beneficial for the staff at these stations to learn as much as possible from others in the industry that have lived through the process. Sharing operating experience and expertise will enable the staff at these stations to know where to start when a station will be decommissioned.


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Appendix A: List of Figures and Tables Figures

Figure 1: Elements of the Systematic Approach to Training from NUREG 1220, Training Review Criteria and Procedures Figure 2: Simple Decommissioning Timeline from Regulatory Guide 1.184, Decommissioning Power Reactors

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Table 1: Generic Sources of Information for Training and Qualification Table 2: Station-Specific Sources of Information for Training and Qualification Table 3: Sources of Information for Specific Training Programs

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