A REPORT BY THE MAINE YANKEE COMMUNITY ADVISORY

PANEL ON DECOMMISSIONING

February 2005

The Maine Yankee DecommissioningAdvisory Panel

A Model for Public Participation inNuclear Projects

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The Maine Yankee Decommissioning Advisory PanelA Model for Public Participation in Nuclear Projects

A REPORT BY THE MAINE YANKEE COMMUNITY ADVISORY

PANEL ON DECOMMISSIONING

February 2005

Prepared and edited byCatherine W. Ferdinand

Black Diamond Consultants, Inc.

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Demolition of the MaineYankee containmentbuilding took two years tocomplete. The “dropping”of the dome section usingexplosive demolitionoccurred in September2004. Maine Yankee’scontainment dome is thefirst to have been dis-mantled using the explo-sive demolition.

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Table Of Contents

Executive Summary v

Introduction 1

Section I Background1.1. History 21.2 Decision to Form An Advisory Panel 3

Section II Decision to Form A Community Advisory Panel2.1 Establishing Panel Charter, Size, Leadership 42.2 Determining Panel Composition 42.3 Meeting Format 62.4 Agenda Setting 72.5 Training and Education of Panel Members 82.6 Establishing Trust and Successful Working

Relationships Between the Panel and the Company and Among Panel Members 9

2.7 Getting Information to the Broader Public 10

Section III Accomplishments 11

Section IV Lessons Learned 14

Section V Recommendations 18

Section VI Perspectives of Individual CAP Members6.1 Hon. Marge Kilkelly 196.2 W. Donald Hudson, Jr. 206.3 Daniel H. Thompson 226.4 Lewis Curtis 236.5 Dr. Paul Crary 246.6 Ralph Keyes 256.7 Raymond Shadis 266.8 Steve Jarrett 276.9 Don Schuman 286.10 Ted Feigenbaum 306.11 Hon. Charles P. Pray 31

Table Of Contents

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Section VII Perspectives of Others7.1 Greg Foster, Lincoln County News 327.2 Bob Kalish, Times Record 327.3 Charlotte Boynton, Wiscasset Newspaper 32

Section VIII Epilogue 33

AppendicesAttachment 1: Original CAP Charter 8/97 35Attachment 2: Revised CAP Charter 11/02 39Attachment 3: Sample Public Notice of Meeting 43Attachment 4: Decommissioning/CAP Milestone Chart 44Attachment 5: Draft CAP on Spent Fuel Storage &

Removal Charter 47Attachment 6: CAP members - Past & Present 51

Table Of Contents

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ExecutiveSummary

Executive Summary

When the Maine Yankee nuclear power plant closed prematurely in1997 after 25 years of operation, only two other commercial

nuclear facilities had opted to decommission by prompt dismantlement. Whilethe plant’s operating history had been one of successful low-cost, reliablegeneration, the two years preceding its closure were marked by unscheduledoutages, increased regulatory scrutiny, and considerable media attention. Giventhe significant negative economic impact of the plant’s closure to the localcommunity of Wiscasset and its surrounding towns, and looming questionsabout the future of the 800 plus acre site and the inventory of 1434 spentnuclear fuel assemblies, the company decided to create a new vehicle forcommunication with the public – a panel of community stakeholders that wouldbecome the resident experts on issues related to the plant’s decommissioning.

Sections 1&2 of the report document the steps taken to form such a panelincluding the mechanics of selecting and educating the members, meetingorganization, establishing trust with the stakeholder interests, and gettinginformation to the public. Section 3 includes the panels’ analysis of itsaccomplishments– in improving public discussion and comprehension ofdecommissioning issues, in impacting company decisions and in setting anexample for other communities to follow. Additionally, the report in Section 4includes a discussion of lessons learned by the panel including having a definedrole and staying focused on that role, being open to and respectful of differentperspectives, taking the time necessary to educate and listen, and theimportance of consistency in participation and in meeting regularly. Section 5includes a discussion of the eight recommendations of the Maine YankeeCommunity Advisory Panel for other communities facing any similar challenge– be inclusive, educate, pay attention to structure and organization, encouragepublic involvement, maintain media interest, answer all questions, usetechnology and share knowledge.

In deciding to compile this report, the group, recognizing that memberscame to the panel with differing views, experiences and interests, chose to allowpanelists the opportunity to offer their individual perspectives on theCommunity Advisory Panel process. Other stakeholder interests, such as themedia, were also invited to comment. These perspective pieces are included insections 6&7 of the report.

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Views of Wiscasset - thispretty coastal villagewas host to Maine’s onlynuclear plant from 1972through its decommis-sioning, completed in2005.

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Maine Yankee Atomic Power Com-pany (MYAPC), a single unit 900

megawatt nuclear power plant, in the smallcoastal village of Wiscasset, Maine generatedover 118 billion kilowatt-hours (kWh) ofelectricity from 1972 through 1996 . InAugust 1997, the owners of Maine Yankeeannounced the permanent shutdown of thenuclear power plant, eleven years earlier thanthe expected termination of its operatinglicense. At the time of the plant closing, onlythree nuclear plants in the United States, allrelatively small in scale, had been decommis-sioned.1

In the wake of the shutdown decision,the company and the community shared anumber of challenges. The communitywrestled with the significant and immediateloss of its tax base, the concerns for the safecleanup of the property, and the loomingquestions of the storage and ultimate disposi-tion of the spent nuclear fuel that wouldremain on site. The company faced thechallenges of an immediate dismantlement ofthe facility in a relatively new regulatoryenvironment.2 For the decommissioning ofMaine Yankee to be successful, thecompany’s ability to satisfy regulators had tobe melded with public confidence in thedecommissioning process.

During the plant’s final two years ofoperation, constant stakeholder attention hadworked to erode that public confidence.Maine Yankee management decided thatsome vehicle for improving the company’sdialogue with the local community wasnecessary, whether the plant shut down or

continuedto oper-ate.When theplantclosed,the MaineYankeeCommu-nityAdvisory Panel on Decommissioning (CAP)was established to “enhance open communi-cation, public involvement and education onMaine Yankee decommissioning issues”.(Attachment 1)

Over the past seven years the commu-nity has witnessed the removal of compo-nents, the demolition of structures, railshipments of waste and construction of aspent fuel storage facility. Through the CAPprocess, the community and the companytogether have wrestled with issues such asthe final condition of the site, impacts ofspent fuel storage after decommissioning,and loss of tax revenue.

With other communities certain to facethe issues of decommissioning nuclear facili-ties or other commercial or industrial entitiesin the future, the CAP and Maine Yankeewish to share their experiences and perspec-tives on this challenging endeavor. Thisreport documents the rationale for the estab-lishment of the CAP, the process of determin-ing its role and functions, and lessons learnedregarding the CAP process, including interac-tions between the company, state and federalregulators, the media and the public.

Introduction

1 Fort St. Vrain, Shoreham, Pathfinder. U.S. Nuclear Regulatory Commission, Fact Sheet on Decom-missioning Nuclear Power Plants, March 2003

2 In 1997, of the other sixteen shutdown power reactors in the United States all but three had beenplaced in SAFSTOR, a condition where the plant is maintained and monitored to allow radioactivity todecay, but actual dismantlement of the facility is delayed to a later time. Two commercial reactors shut-down in 1991 and 1992, Yankee Rowe in Massachusetts, and Trojan in Oregon, had begun decommission-ing activities but had yet to file License Termination Plans for NRC approval. Connecticut Yankee, shutdownin 1996, opted to pursue immediate dismantlement about the same time as Maine Yankee.

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Wiscasset, Maine Yankee’s hostcommunity is a rural community

along the Sheepscot River with a populationof about 3700. During plant operations, theEmergency Planning Zone (EPZ), an areawithin a 25 mile radius of the powerplant, included 15 additional towns,spanning two counties. Over 50% of theregional economy is based in service andretail trade industries, much of that insupport of tourism. Government, manu-facturing, con-struction, agricul-ture, forestry andfishing make upthe balance of theregional economicbase.

When operat-ing, Maine Yan-kee provided over500 permanent jobs. Fifty percent of thepermanent employees lived within 20 milesof the plant. In addition to the permanentemployees, maintenance and refueling out-ages brought an additional 1000 temporaryworkers to the area approximately every 18months. At the time of the plant’s closure,the company paid the town $12 millionannually in taxes, covering 90% of thecommunity’s municipal budget providingquality community schools, fire protection,and other services. The plant also contrib-uted to the neighboring local communitiesthrough purchases of goods and services,financial aid for emergency services andcorporate giving. Additionally, Maine Yankeecontributed to the budget of Lincoln County

by accounting for more than 90% ofWiscasset’s state valuation. When the plantclosed, Wiscasset’s state valuation droppedapproximately 35%. Other towns in LincolnCounty saw their county tax effort increase56% to cover increased costs of county gov-

ernment and the loss ofMaine Yankee fromWiscasset’s tax base.3

During the plant’stwenty four years ofoperation, Maine Yankeereceived much publicattention and scrutinyfrom the media, state andfederal regulators and

anti-nuclear activists. Three times Mainevoters opted to continue the plant’s opera-tion in highly publicized statewide refer-enda campaigns to close the plant. MaineYankee’s operations remained in the fore-front of public and political attention

during 1995 through early 1997. 1995brought a near year-long outage to repairleaking steam generator tubes. 1996 followedwith a state-initiated NRC IndependentSafety Assessment and anonymous accusa-tions of safety violations. In January 1997,the NRC placed Maine Yankee on its watchlist of troubled plants and in February theMaine Yankee owners entered into an agree-ment with Entergy for new management ofthe plant.

As a result of the extensive outages in1995 and 1996 and growing concerns aboutsteam generator reliability, plant ownersconducted detailed economic analyses on theviability of continuing plant operation versuspermanently closing the facility.4 By May

3Economic and Property Tax Impact Analysis: A Report Analyzing the Economic Impact of theMaine Yankee Decommissioning and Future Economic Projections with Site Development - April 19,2001, PA Strategies, LLC

4 Report of the Special Committee to the Maine Yankee Board of Directors – July 30, 1997 revised8/5/97

1.1 History

SECTION 1 – Background

Sheepscot River viewedfrom Wiscasset

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1997, the owners announced that risingrepair costs and uncertainty regarding plantrestart would lead to plant closure unless theunit could be sold. Efforts to complete ac-tions necessary to restart the plant wereindefinitely postponed. Between May andAugust 1997, the plant owners negotiatedwith PECO Energy for a potential sale of thefacility. Those negotiations failed, and onAugust 6, 1997 the Maine Yankee Board ofDirectors voted to permanently cease furtheroperations of the plant citing economicfactors as the basis for their decision.

1.2 Decision to form a CommunityAdvisory Panel (CAP)

When the owners announced thepossible closure of the

plant in May of 1997, company man-agement had begun strategic planningfor decommissioning. Within 30 daysof the owners’ decision to shut down,Maine Yankee filed with the NRC thePost Shutdown DecommissioningActivities Report (PSDAR). ThePSDAR outlined the activities, sched-ules, estimated costs and environmen-tal impacts associated with decommission-ing. The PSDAR stated the company’s inten-tion of decommissioning by “prompt dis-mantlement”. Regulatory changes to Techni-cal Specifications, decommissioning planningand preparation, characterization of the sitefor radiological contamination and decon-tamination activities were all scheduled to becomplete or underway by the first quarter of1998, within eight months of the plant’sclosure.

During that summer the company alsoexplored the idea of forming a communityadvisory panel to provide advice to the com-pany and to serve as a liaison to the commu-nity and to the general public. Whether the

plant continued to operate or shutdown,management recognized the value of improv-ing its dialogue with the community, includ-ing its critics. To help guide the processMaine Yankee enlisted the help of StateSenator Marge Kilkelly who representedLincoln County, was very involved during thePECO negotiations, and was aware of manyof the local concerns. Senator Kilkelly pro-vided insight about the necessity of manage-ment commitment and openness to anyprocess that included the community. Man-agement also reviewed efforts to establishcitizen based advisory groups at Connecticut

Yankee, another re-cently shutdownnuclear plant and other

industrial facilities.Work began ondrafting a charterand identifyinginterests to serve onan advisory group.When the decision toshut down was an-nounced to the publicin August, the com-pany had already

formed a panel representing a cross-sectionof interests as the formal channel of commu-nity involvement with Maine Yankee.

Given the immediate start of the decom-missioning planning activities, the economicimpact of the plant’s closure on the commu-nity, perceptions about the plant’s safety, andthe regulatory and media focus on the plant,company management needed an expedientway to get information about the decommis-sioning process to the local public. With thecomponents for establishing a communityadvisory group in place, the panel held itsfirst public meeting on August 21, 1997, justtwo weeks after the announcement of theplant’s closure.

History

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To formalize and guide the group,Maine Yankee drafted a charter

stating the purpose, size and composition ofthe panel. The charter’s purpose stated theCAP was established “to enhance open com-munication, public involvement and educa-tion on Maine Yankee decommissioningissues. The CAP will serve as a formal chan-nel of community involvement with MaineYankee. The CAP will evaluate and commentupon data and other information providedby Maine Yankee and other reliable re-sources. The CAP will function as an advi-sory panel.” (Attachment 1) This limitedscope in purpose was tested over the years.The group debated on more than one occa-sion whether to address issues such as theultimate disposition of the spent nuclear fueland site redevelopment. Repeatedly thegroup concluded that these topics, while ofimportance to the community, were outsidethe scope of their charter. The CAP membersmade a conscious decision that their rolewould remain focused on the nuts and boltsof the decommissioning. The panel didremain apprised of developments on thetangential issues of long term fuel storageand redevelopment but did not engage indebate or discussion of these matters. Inaddition to stating the panel purpose, thecharter broadly outlined meeting protocoland membership terms. Another notableaspect of the charter was the provision forpublic access and public comment at alladvisory panel meetings. Additionally thecharter provided that meeting minutes bepublicly available.

The company established a workablepanel size that would adequately representstakeholders but remain manageable andbalanced with regard to discussion, debate

and committee business such as voting,quorums, and meeting scheduling. Theoriginal panel size was fourteen membersincluding a panel chair and vice chair initiallyappointed by Maine Yankee. Eventually, thecharter was revised to reduce the size of thepanel to thirteen members, reflecting a longstanding vacancy.

Marge Kilkelly, State Senator represent-ing Lincoln County, was very involved onbehalf of the community during the PECOnegotiations and was aware of many of thelocal concerns. Senator Kilkelly supportedthe idea of the community panel and agreedat Maine Yankee’s request to serve as thepanel’s first chairperson. Senator Kilkelly, byvirtue of her many years of service in theMaine State Legislature, was experienced inconducting and facilitating meetings in apublic forum. The panel’s vice-chair sinceOctober 1997 is Dr. W. Donald Hudson, Jr..Dr. Hudson is president of the ChewonkiFoundation and was originally appointed tothe panel by the governor to represent theinterests of the environmental community.The Chewonki Foundation, a non-profitenvironmental education institution is a closeneighbor to the plant. Because of Chewonki’sproximity to the plant, Dr. Hudson was awareof much of the plant’s operational history andwell educated on issues affecting the environ-ment.

2.2 Determining Panel Composition

Maine Yankee’s goal was to composean advisory group that was bal-

anced and that reflected the various points ofview held by the public. While the costs ofdecommissioning were of interest statewide,many of the immediate concerns were morelocal in nature, i.e. economic consequences ofplant closure to the community in terms ofloss of jobs, local tax revenues, other spin offbenefits, and concerns about emergency

SECTION 2 – Formation of the CAP: Mechanics

2.1 Establishing Charter, PanelSize, Leadership

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planning, site cleanup and fuel storage. Infact, most of these anticipated local economicissues already had received considerablemedia attention throughout the summer of1997 during the months of negotiations withPECO Energy. To reflect the impacts to thelocal and surrounding communities, a major-ity of the panel membership was reserved forrepresentation of local stakeholders.

There was a diversity of opinion in thelocal community about the plant’s opera-tions, and management assumed that diver-gent views would also surround its decom-missioning. Including a critic of the plant wasvital if the panel process was to be valid. RayShadis, president of Friends of the Coast, alocal group opposing the plant’s operations,had a long history of opposition to andknowledge of plant operations and regulatoryconcerns. Mr. Shadis was a resident of aneighboring community and was viewed as acredible spokesperson for local opposition tothe plant. Other interests were identifiedbased on anticipated issues of communityconcern such as changes in emergency plan-ning requirements and impacts on the ma-rine environment. There was also desire tohave professional radiological and environ-mental experience on the panel to provideindependent perspective on technical issuesrelating to these subjects. At its inception,the following stakeholder interests wereidentified: Lincoln County residents, local

businesscommu-nity, localtowngovern-ment,MaineYankee,the localanti-nuclear

activist group, local/regional emergencyplanning agencies, state government, re-gional marine resources interests, environ-mental interests, radiological professionals,science educators, and general representationof neighboring communities (EPZ).

To insure the CAP’s objectivity, a num-ber of interests outside the company madethe initial appointments to the panel. Threeseats on the panel were determined by posi-tion, i.e. the State Senator from LincolnCounty, the Wiscasset Town Planner, and aMaine Yankee representative (the companypresident or designee). The Wiscasset Select-men, the Maine Radiological EmergencyPreparedness Committee, Friends of theCoast, the Lincoln County Commissioners,the regional and local business associationdirectors, and Maine Yankee each appointedone person to the group. The Governor of thestate appointed a person to serve as thestate’s liaison on the panel. Additionally, theGovernor nominated the four inauguralpublic members representing radiological,marine resource, environmental and educa-tional interests.

It is worth noting that while the originalcharter of the panel contemplated two yearterms for membership with the possibility ofextension, the actual experience of the MaineYankee CAP has been extended panel partici-pation and continuity of membership. Overone third of the current panel members have

Mechanics

CAP meeting at Chewonki

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2.3 Meeting Format

All CAP meetings are noticed in thelocal papers at least two weeks in

advance of the meetings. The meetings arealso noticed in the Public Information sectionof the company website,www.maineyankee.com. Notices includetime, location and a brief description ofissues to be discussed (Attachment 3). Themeeting duration is three hours (6 – 9 PM)with a short break.

Prior to September 11, 2001, regularCAP meetings were held at the Maine Yankeesite. Because of the change in security regu-lations post 9-11, the meeting location waschanged to off-site facilities withinWiscasset. There has been discussionthroughout the course of decommissioningas to the value of changing the meeting venueto other neighboring communities. Whilemeetings were not held in other communi-ties, the change in venue from the plant tolocations within Wiscasset did not result inincreased public participation. Initially, themeetings drew public audiences of approxi-mately 10-20, many of whom were concernedcritics. In addition to the public, members of

the local news media attended and providedcoverage of meeting matters (see 2.7 GettingInformation to the Broader Public). Overtime, public attendance has dwindled to a fewregular attendees but media participationand coverage has remained constant. On afew occasions issues with tangible impacts tothe local community such as noise of spentfuel cooling fans, concerns of radioactivematerial going to a local landfill, and confu-sion about federal standards for site clean-up, drew large audiences.

At the time of this report, the CAP hashosted 50 public meetings. The meetingschedule has mirrored the pace of the decom-missioning. In the first years, the panel metapproximately monthly. By 1999 meetingswere scheduled approximately every six toeight weeks and in 2002, as activities beganto wind down, the panel adopted a quarterlymeeting schedule.

The nature of the early meetings was“tutorial”. The information shared dealt withregulatory, financial and technical issues, andterminology. In the first three months fol-lowing announcement of plant closure, thecompany provided information to the publicat the CAP meetings about the filing andcontent of the PSDAR, the selection of a sitecharacterization contractor and decision tocontract out the decommissioning, and thefiling and content of the rate case to coverdecommissioning costs. During the presen-tations of this technical information, thepanel and the public were offered the oppor-tunity to ask questions or offer opinions. Thequestions asked at the early meetings wererecorded and answers were provided andposted on the company’s website.

By July of 1998, the panel memberstransitioned formally from the role of stu-dents to that of advisors. At the CAP’s initialmeeting, Michael Meisner, then Maine Yan-kee Vice President of Nuclear Safety and

Mechanics

served since the beginning of the group in1997, including the chair and vice-chair. Anadditional one-third of the current membershave served since 1998 or 1999 . Since itsinception, there have been approximately 20non-Maine Yankee members who have par-ticipated on the advisory group. In Novem-ber 2002, the company, at the CAP’s recom-mendation, revised the charter to reflect andpreserve the panel’s existing membership(Attachment 2). The charter was revised inrecognition of the value of the currentgroup’s experience, the lack of turnover, thetask of educating new participants, and theshort-term duration of the panel’s mission.

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Regulatory Affairs, told the panel the com-pany had not decided whether to keep thespent fuel in wet storage in the fuel pool or toconstruct an on-site dry storage facility. 5 Mr.Meisner invited the panel to get involved inthis issue. By spring of 1998, the companywas weighing the pros and cons of the wet vs.dry storage alternatives. In July, after aseries of technical presentations and sitevisits to other dry storage facilities by thepanel, the CAP endorsed the idea of con-structing an on-site dry fuel storage facility. 6

5Community Advisory Panel on Decommissioning, Inaugural Meeting Minutes, August 21, 19976 Community Advisory Panel on Decommissioning, Meeting Minutes, July 16, 1998

2.4 Agenda Setting

While decommissioning was verynew to some panel members and

most of the public, Friends of the Coast(FOC) came to the process with formed viewssuch as advancing at the outset a clean upmore stringent than that required by theNRC. Balancing the learning curve of thepublic and the agenda of stakeholders be-came one of the initial tests of the process.During the dry vs. wet fuel storage discus-sion, some panel members raised issuesabout the CAP’s role (advisory or reaction-ary), the agendas not allowing time for dis-cussion of issues, the members’ ability to

affect management decisions, andconcerns about flow of information tothe public. In September of 1998, thepanel met in a day-long planningsession, facilitated by an independentprofessional. The goals of this meet-ing were to revisit the mission andobjectives of the group, to address theidentified concerns and to develop awork plan for the upcoming year thatwould provide opportunity for appro-priate public input and discussion in

advance of significant decommissioningactivities. The company provided the panelwith a schedule for anticipated decommis-sioning and regulatory activities, and thepanel identified issues of concern to constitu-ents. The format of this facilitated “working”session included break-outs into small dis-cussion groups and offered panel membersopportunity to exchange ideas among them-selves.

From this information, the panel articu-lated its vision for Maine Yankee’s decom-missioning: “A safe decommissioning (bothactual and perceived) which provides a safeenvironment and an opportunity to improveboth the economy and the ecology of thearea; a decommissioning which is costeffective without compromising safety.”7

The panel also established a work plan andmeeting schedule for the following year. Ingeneral, the CAP’s meeting agendas haveincluded routine informational updates (suchas regulatory matters, worker safety, decom-missioning activities) and specific topics orissue areas of interest for discussion. Someexamples of such topics include the follow-ing: Wiscasset landfill, spent fuel storage,transportation of waste, site release criteria,

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Annual facilitated planning session - 2002

7 In general the group agreed that a “safe decommissioning process” would be one that met NRC andscientific parameters, exceeded national (OSHA) standards for worker injury, accidents and exposure; andwas below the dose limits for exposure to workers and the public. CAP Meeting Minutes, September 23,1998, Attachment 1

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license termination plan, large componentremoval, reactor vessel segmentation, secu-rity, Natural Resource Protection Act (NRPA)permitting, containment demolition, andfederal and state legislation and litigationissues. Also included as part of the work planat the CAP’s request are routine projectupdates from state and federal regulators andtours of the plant site. Traditionally, the lastportion of the meeting is reserved for publiccomment and questions.

The annual work plan proved to haveseveral benefits for meeting scheduling,preparing both panel members and thecompany for presentations and discussion,and for giving the panel, the media and thecommunity notice of significant decommis-sioning or regulatory activities. The workplan also provided flexibility to discuss emer-gent or unanticipated issues. The panel hasconducted a facilitated year-long planningsession on an annual basis in Septembersince 1998.

2.5 Training and Education ofPanel Members

The company utilized a number ofmethods to provide education and

training to the panel members about decom-missioning issues. As noted above, nearly thefirst year of meetings were tutorial in nature.The committee had presentations fromcompany staff, contractor technicians, stateand federal regulatory officials and outsideexperts. In addition to information pre-sented at regular meetings the CAP tookadvantage of opportunities to attend nationaldecommissioning conferences, to visit otherplants (both decommissioning and operat-ing), and to receive specialized technicaltraining by independent professionals. Forexample, a number of CAP members joinedMaine Yankee staff in a three-day trainingseminar on the Multi-Agency Radiation

Survey and Site Investigation Manual(MARSSIM). MARSSIM is a guidance docu-ment developed by four federal agencies(EPA, NRC, DOE, and DOD) to provideguidance for conducting the final statussurveys of the site. In 2001, many panelmembers traveled to Yucca Mountain in

Nevada to tour the proposed national reposi-tory for spent nuclear fuel and learn aboutthe challenges facing the company and thestate with regard to the ultimate dispositionof Maine Yankee’s used fuel.

Members of the panel have also met withcommunity members from other areas,either while attending the decommissioningconferences or at site visits. CAP memberstoured the Maine Yankee site numeroustimes during the decommissioning. Newpanel members receive an orientation andplant tour.

In addition, individual panel membershave read and researched independently or inconjunction with the interests they representand have shared materials and perspectiveswith the group. Panel members jokinglydebate as to whether they have receivedreams, rooms or truckloads of documenta-tion about decommissioning. The CAP isroutinely provided copies of regulatorycorrespondence, filings and relevant mediaclippings. As a result of all these efforts, theMaine Yankee CAP members now include

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2.6 Establishing Trust andSuccessful Working Relationshipsbetween the Panel and theCompany and among PanelMembers

The company took several initial stepsto give the panel credibility with the

public and to demonstrate a willingness toshare information. Within the first fewmonths of decommissioning, the PSDAR, the1997 Rate Case, the selection of the decom-missioning contractor were all made public atCAP meetings. The company gave individualpanel members access to documents previ-ously viewed as internal, such as RadiologicalIncident Reports (RIR), and made provisionsto inform panel members about internalcompany decisions such as selection of aDecommissioning Operations Contractor(DOC) and efforts to attract interest in siteredevelopment. Additionally, while MaineYankee’s executive management changedseveral times to meet decommissioningneeds, company leadership’s commitment tothe panel process remained strong and con-sistent. For most of the meetings the MaineYankee representative at the meeting hasbeen the company president or anotherofficer. In 1998, when neighbors, irritated bythe loud noises of the fans installed to coolthe spent fuel pool island came to a CAPmeeting and voiced their complaints, thencompany president Michael Sellman wasseated on the panel and heard them. Engi-neers had predicted it would take severalmonths to modify the fans and reduce thenoise. The next day Sellman challengedemployees to think outside the box andresolve the noise issue. As a result, workbegan immediately on finding a solution to

the noise problem and modifications to thefan system were made within weeks resolvingthe neighbors’ concerns.

The panel has had access not only to topmanagement, but also to the people makingthe decisions on projects, whether they areMaine Yankee personnel or that of contrac-tors responsible for the job. Project manag-ers have attended the meetings and haveheard first hand the concerns or questionsabout decommissioning activities. Thispublic audience has extended the account-ability of project managers from manage-ment and regulators to the local community.In addition, it has offered the community aview of the professionalism and commitmentthat these decision makers bring to theproject.

The success of the Maine Yankee CAPmembers’ working relationships with eachother can be attributed to the following: theindividual professionalism and personalitiesof the members, the strength and consistentleadership of a capable chairperson, and thevalue of shared experiences. While the panelconsists of individuals with differing back-grounds and personal feelings regardingnuclear power generation representingdiffering constituencies, all members haveafforded each other the opportunity to stateopinions and have listened respectfully to

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some of the most knowledgeable citizens inthe state on the subject of nuclear plantdecommissioning.

CAP members on first tour of containment - 1997

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each other. The panel has adhered to themeeting ground rules established at theirfirst facilitated meeting. Those ground ruleswere as follows: to listen respectfully to oneanother, to provide each person with anopportunity to speak, to remain informalwhile following Robert’s Rules, to allow thefacilitator to manage the process, and toprovide the opportunity to present a minorityposition.

The strength of leadership demonstratedby the panel chairperson, Senator MargeKilkelly, has made a large contribution to thesmooth working relationship this group hasexperienced. Senator Kilkelly came to thepanel with 16 years of legislative service. Inaddition, Senator Kilkelly had served as aselectman in the town of Wiscasset for fouryears. She was skilled and experienced atrunning public meetings and at facilitation,and has run the panel in a fair, evenhandedand even-tempered manner. Whether themeeting audience was large and disgruntledas in the case of the residents affected by thenoise of the spent fuel pool cooling fans orfew and content, Senator Kilkelly has run themeetings in an orderly, open-minded andorganized manner, respectful of the effortmade by any public to attend and respectfulof the time commitment of panel members.Dr. Hudson, chairing meetings in SenatorKilkelly’s absence, has also led the meetingsin an open and respectful way.

Lastly, many of the panel members haveshared experiences beyond the regular meet-ings. Recognizing the early start time of themeetings (6 P.M.), the company has offered ameal in advance of the meetings to providemembers an opportunity to socialize andengage in informal dialogue. Additionally,the experiences gained through travel toconferences and site visits have given thepanel members a chance to get to know oneanother on a more personal level and have

2.7GettingInformationto theBroaderPublic

Mechanics

provided for exchange of ideas and informa-tion free from the media, company andpublic audiences.

Aside from panel members conveyingdecommissioning information to

constituents or acquaintances, the mainvehicle for dissemination of information fromthe CAP meetings has been the local printmedia. Statewide print and television mediapaid some attention to the CAP at its incep-tion and have provided some coverage onmajor decommissioning events, but have notplayed a significant role in educating a state-wide audience about decommissioning issues.

Meetings are routinely covered by thethree local weekly newspapers (The WiscassetNewspaper, The Lincoln County News, andThe Lincoln County Weekly) and by the localdaily paper (The Times Record). The mediahave received copies of the presentationmaterials and had access to presenters, com-pany officials and panel members. Often thepanel meetings would be the venue for firstpublic release of information regarding aregulatory filing or decommissioning activity.These releases make the evening meetings“newsworthy” for local reporters. The panelhas also benefited from the consistency of thelocal journalists. Many of the reporters, likethe panel members, have been covering thepanel process since its early days.

Maine Yankee also developed andmaintains a website, www.maineyankee.com,to provide decommissioning information to abroader public audience. The site containsinformation about decommissioning and

Eric Howes with AP reporter David Sharp

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The next three sections (III, IV, and V) reflectcommon views of a majority of the CAP members and weredeveloped in a facilitated session. Panel members wereinvited to respond to questions about the CAP’s milestones,lessons learned and recommendations for others. Theirresponses were compiled and discussed by a majority ofthe group. The ideas for which there was consensus at thesession are included in this report. Also included asAttachment 4 is a broader list of decommissioning ac-complishments.

SECTION III – Accomplishments

Before the formation of the CAP,issues about the plant’s performance eitherwere the subject of well crafted press releasesby the company or opponents, or were airedin out of state proceedings or behind closeddoors in meetings with regulatory officials.While Maine Yankee prided itself on itsopenness, by staffing a visitor center sevendays a week and offering the public tours ofits facilities and informational briefings,these efforts were perceived by some asorchestrated public relations tactics. Therewas no formal system for company manage-ment to engage in open public dialogue withneighbors and critics about the company’spolicies and practices, or for members of thecommunity to express concerns to the com-pany.

The formation of the CAP brought

together on a regular basis a diverse group ofrepresentative stakeholders with companymanagement, state and federal regulatorypersonnel, and local media. The forumencouraged public comment and questions,prompted discussion and debate, and pro-vided to neighbors a method of conflictresolution. The open discussion formatraised awareness in the community aboutlong term issues of nuclear waste manage-ment and disposal.

As important, the CAP process pro-vided transparency to the decommissioningoperation. The CAP forum provided addi-tional non-technical review. Through thepublic meetings, the company explained tothe community the various operational andregulatory steps that were being taken toaccomplish the decommissioning of the plantand how those actions complied with allrequirements and expectations for protectingindustrial and public safety and health. Inessence, in addition to regulatory scrutiny,the decommissioning plans routinely wereput through a public “straight face” testwhere the perceptions and perspectives ofstakeholders were considered.

Maine Yankee, through the CAP pro-cess, put a great deal of effort into fosteringgood community relations. The openness andopportunity for dialogue made possible by thepanel enhanced public understanding ofcomplex issues and gave the community agreater sense of comfort with the decommis-sioning activities.

CAP meetings were a vehicle for educat-ing the community about the site releasecriteria and the differing views of the EPA andthe NRC on these standards. They also pro-vided a forum for Friends of the Coast to urgethe adoption of a radiological clean up stan-

Accomplishments

The CAP provides a forum forpublic discussion.

The significant accomplishments ofthe CAP include the following:

The CAP process leads to publicbenefits.

regulatory activities, spent fuel storage,license termination and waste disposal.Current information is provided routinelyand CAP minutes and press releases aremade available to the public. In addition, thecompany has posted large regulatory docu-ments, such as the License Termination Planon the site. The site also contains links to theState of Maine, the Nuclear RegulatoryCommission, and the Wiscasset communitywebsites.

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dard more stringent than required by theNRC. While the CAP did not take a formalposition on what standard to meet, the panelexpressed early on that to be a successfuldecommissioning, the site clean up must beboth “real and perceived,” that is both scien-tifically defensible and perceived as a cleansite by the public. CAP members spentnumerous meetings grappling with how toassure public confidence in the site’s cleanup. The panel’s interest and concern in thisarea undoubtedly influenced the company’swillingness to exceed the required clean upstandards.

Accomplishments

The CAP has an impact ondecisions and generates change.

The CAP process resulted in manychanges at the company. Maine Yankee’sorganizational culture became more accus-tomed to openness and dialogue and lessdefensive and fraternal. Because projectmanagers and technicians were routinelyasked to explain plans to a lay audience andto answer the simple questions, they becamemore skilled at it. Additionally, public per-ception about decommissioning activitiesbecame a consideration in project review.

On the regulatory front, CAP meetingsgave the federal regulators, NRC, the oppor-tunity to listen to community concerns and toengage in less formal and more informativedialogue with the public. When the plant wasoperating, NRC personnel were familiar toplant officials but were relatively unknown tothe local public. Regulatory issues were oftenheard and resolved at NRC headquarters, outof state. On the infrequent and usuallycontentious occasions when the NRC ap-peared in the local community, officials wereoften defensive and ill at ease. The MaineYankee CAP requested and received quarterlyupdates from the NRC at its meetings. By

virtue of these repeated appearances, theNRC players established relationships withpanel members. The NRC could explain notonly its decommissioning oversight role, butalso organizational and regulatory changesunderway. The agency became active part-ners in the process at the local level.

Similarly, the state’s oversight wasdemystified through participation in theCAP. Quarterly updates from the state in-spector and participation on the panel by theGovernor’s State Nuclear Safety Advisor keptregulatory issues and concerns transparentand helped to clarify for the public regulatoryroles. Regulatory agencies, whether rou-tinely present in the community or not, wereasked to account for their actions at the locallevel.

The CAP produced changes within thecommunity. Through the process, citizensbecame more educated about decommission-ing issues and activities. The CAP partici-pated in decisions that had a tangible impacton the community, most notably the decisionto move the spent fuel to dry cask storage.After many wet versus dry discussions andvisits to Independent Spent Fuel StorageInstallation (ISFSI)s in other parts of thecountry, the CAP went on record in supportof dry cask storage. The CAP also provided

CAP views progress on Vertical ConcreteCannister construction - 1998

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the venue for the community to air concernsabout decommissioning activities with directlocal impacts. The panel’s concern for citi-zens distressed about noise and its agree-ment to provide a forum for airing thoseconcerns led to a solution for the noise prob-lem.

The transparency provided by the CAPprocess has resulted in fewer public com-plaints and misgivings about the company’sactions. When, at a CAP meeting, a concernwas raised that low level radioactive wastemay have inappropriately been sent to thelocal landfill years ago during operations, theCAP became a public forum to address resi-dent questions and to discuss company andregulatory actions as a result of the allega-tion. The company held meetings for abut-ters to the landfill, investigated past releaserecords and conducted sampling and surveysat the landfill in conjunction with state andfederal regulators. The CAP process enabledthe company to confront and deal with com-munity concerns in a direct way rather thanallowing unanswered concerns to createlingering doubts about the overall quality ofthe decommissioning operation. Addition-ally, CAP meeting materials, in the publicdomain at the Maine State Library, havebolstered the public documentation of de-commissioning provided by newspaperarticles and regulatory filings.

Accomplishments

The CAP provides education.

The decommissioning of Maine Yan-kee involved many “firsts”. Industry andregulatory experience on decommissioning ofa commercial plant this size was limited.While project managers considered informa-tion on technology, science, other experience,and regulatory requirements to inform theirdecisions about decommissioning actions,the CAP process allowed for sharing of thisinformation with the community. Addition-ally, CAP members traveled to decommis-sioning conferences, received technicaltraining, toured other nuclear sites, met withregulators, and met with members of othercommunities as a means to educate them-selves and the community about decommis-sioning issues. CAP members became themost educated citizen group in the state ondecommissioning issues.

The routine meeting format served toget this information to the media andbroader public. The meeting schedule al-lowed community members access to infor-mation about decommissioning activities in atimely fashion. Additionally, the relationshipCAP members maintained with companyofficials gained them access to detailed infor-mation that otherwise would have remainedinside the company.

The education provided by the CAPprocess was not limited to the panel mem-bers and community. Regulatory officialsand Maine Yankee also learned. TheGovernor’s panel of experts, the TechnicalAdvisory Panel (TAP), appointed to assiststate personnel on radiological issues, re-ceived copies of all CAP meeting informationand was routinely informed by the CAPprocess. The NRC, the state, the EPA, andthe company were informed about commu-nity perspectives on issues such as site re-lease criteria, fan noise, appearance of the

Soil Sampling on site

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ISFSI, security, reuse of the site, and projectimpacts on clam harvesters.

The CAP is diverse, inclusive,consistent and well led.

The CAP’s accomplishments in theseareas are evidenced by the relatively fewchanges to or criticisms of the panel’s compo-sition and leadership. The panel membersrepresented a credible cross-section of thecommunity and brought to the panel differ-ent social and political perspectives. The CAPprocess included critics, and allowed fordissent. While the panel was a collection ofindividuals, members embraced a commongoal and vision for the process – to insure adecommissioning that met or exceededexpectations. This shared vision andindividual’s commitment to the process led toconsistency in membership, bolstering thegroup’s collective knowledge and credibility.Perhaps the greatest endorsement for thequality of the panel’s leadership is the con-sensus by members that the leadership wasexcellent. Members commented that theyfelt their time and input was valued by thepanel’s leadership. Meetings were wellplanned and well executed. As a result, theMaine Yankee CAP kept up with the pace ofthe decommissioning.

The CAP sets an example.

The Maine Yankee Community Advi-sory Panel on Decommissioning has estab-lished a “road map” for other communitiesfacing the decommissioning of nuclearplants. In fact, the CAP process is an ex-ample for any community dealing with acomplex or controversial issue. In the yearpreceding the closure of the Maine Yankeeplant, there were literally hundreds of newsstories on plant activities, potential closure,criticisms, and controversy. During thedecommissioning years, the media coveragebecame better informed as plant issues wereaired and discussed in a public forum, pro-viding opportunity for criticism but lesseningthe opportunity for one-sided representationof facts, hyperbole and drama. The commu-nity still faces tough challenges as a result ofthe plant’s closure in terms of tax burden andeconomic development of the site, but thereis little evidence of divisive sentiment aboutthe decommissioning.

Accomplishments

SECTION IV – Lessons Learned

Clearly define the purpose, roleand scope of a citizen group.

In most cases, members on a panelsuch as the CAP are volunteers. People,many of whom are professionals in their ownright, donate countless hours to this process.Value their commitment and do not makevolunteers guess why they are there and whatrole they play. In Maine Yankee’s case, thepanel’s purpose was to enhance communica-tion and community involvement on decom-missioning issues and to function as anadvisory group to the company. This roleworked. The CAP had no decision-making orpolicymaking authority but did have theability to influence decisions and policy. For

CAP members and project management tourremoval route proposed for large components

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Lessons Learned

example, company management sought theopinion of the CAP members on the wetversus dry fuel storage issue. On numerousoccasions, both inside and outside of themeetings, the company sought the expertiseand advice of individual CAP members.

Stay focused on the definedmission.

There are many issues tangen-tial to decommissioning that impact acommunity, the most obvious beingthe ultimate disposition ofthe spent nuclear fuel andreuse of the site. The CAPacknowledged these issuesbut recognized that toengage in finding solutionsto these would detractfrom the focus on decom-missioning. Perhaps moreimportant was the panel’sunderstanding that havinga successful decommissioning was the neces-sary first step to assuring site reuse and fuelreadiness for transport to some permanentrepository. Essential to this successful de-commissioning was the recognition of indus-trial and radiological safety as paramount.The CAP continually applauded efforts toestablish and improve the culture of safety onthe project and made the topic of safety aregular update at meetings.

While the group decided to focus ondecommissioning, it did not go unnoticedthat the CAP had great interest in post-decommissioning issues, such as site reuseand spent fuel disposal. In recognition ofthese interests, Maine Yankee supported CAPattendance at industry conferences and toursof Yucca Mountain and encouraged thegroup’s dialogue with other communities. Inaddition, the company made information

available to the group on efforts related tosite reuse, repowering, and spent nuclear fuelremoval. On the removal issue the CAPrecommended and the company plans toimplement a successor community panel thatwill monitor spent fuel storage and advocatefor its removal.

Educate,Educate,Educate.

Knowledgeempowerspeople. De-commission-

ing of the Maine Yankee facilitywas a first of a kind operation inmany respects. The decommis-sioning was complex on a numberof fronts – technical, scientific

and regulatory. The credibility of the panelas an advisory group hinged on their havingknowledge and understanding of the issuespresented. Panel members concur that theeducational value of the conferences andtravel to other facilities, in addition to accessto technical training, greatly informed theirparticipation and perspectives. These experi-ences combined with the constant flow ofinformation and initial tutorials during themeetings led to panel members becoming themost informed citizens in the state onnuclear plant decommissioning. As noted inthe accomplishments, panel members havebecome a resource not only for their commu-nities but for others. Their expertise isrecognized. Several CAP members have beenable to share what they have learned to helpinform state policy makers by serving on alegislatively appointed state panel on Low

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Level Radioactive Waste and Decommission-ing.

In addition to educating the panelmembers, take the time and effort to educatethe community and general public. Utilizetechnology, such as the World Wide Web, tooffer information about decommissioningand the panel to a broader audience. Publishcommonly asked questions about decommis-sioning issues and the responses to thosequestions. Post regulatory filings or link tothe sites of regulatory agencies. File infor-mation from public meetings in the publicdomain at a local library or other publiclyaccessible place.

Lessons Learned

Embrace openness, respectdiversity, listen, and take somerisks to build trust.

Insist that the community process betransparent and open. To accomplish this,one must respect diversity and divergentpoints of view and invite those divergentviews into the process. As one CAP memberput it, “Do not be afraid of having noisyopposition at the table.” Air criticisms, voiceconcerns, be respectful. There is debate at alllevels on some decommissioning issues andthe public process should reflect that debate.The goal of the community advisory panel isnot to have consensus on all issues, but tohave a process that better informs decision-making.

The trust established between mem-bers of the CAP and Maine Yankee companyofficials was accomplished through mutualrespect and dialogue. The company, thecritics, and the community all took risks byagreeing to participate in this process. Theresult of taking those risks was greater accessto information for the community, resolutionof differences, and a decommissioning thathas exceeded expectations for safety, prompt

execution, and thoroughness of site clean-up.

While decommissioning a nuclearplant involves complex issues,multiple options, and countlessopinions it is not mysterious norbeyond the comprehension ofcommunity members. Be patientand persistent.

Decommissioning of a nuclear powerplant is a complex and multifaceted project.There are multiple options available to deci-sion makers. What has worked for othersmight not work for you. While the accumula-tion of industry knowledge about decommis-sioning grows, there is still no set prescrip-tion for a nuclear plant decommissioning.The issues are complex and society andtechnology are changing. Regulations, acombination of science and politics, aredynamic. Factors that may influence decom-missioning decisions, positively or nega-tively, are sometimes beyond the control ofproject managers. For example, during thecourse of Maine Yankee’s decommissioning,decisions in other states like Texas and SouthCarolina altered Maine Yankee’s options fordisposal of low level radioactive waste whilenational events, such as the September 11,2001 attacks, changed the outlook for reuseof the Bailey Point Peninsula.

While much debate is around method-ology, the complexity of a project is notalways technical. When Maine Yankee’s

View ofreactorvesselinternals -2001

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engineered solution for cooling the spent fuelpool post shutdown met all technical criteriabut failed to consider the impact of the noiseon local residents, the CAP provided theforum for citizens to challenge the adequacyof the company’s actions. Residents were notintimidated by technical specifications forfuel cooling when the result negatively im-pacted the quality of life in their neighbor-hood. As a result, engineers found a way tomeet the requirements for fuel cooling andresolve the noise issue.

Hold regular, well announced andwell planned meetings.

Decommissioning activities areplanned actions. Public meetings to discussproject activities should be regular and wellannounced. By planning the Maine YankeeCAP’s work on an annual basis, the groupwas positioned to be proactive rather thanreactive on issues. Giving the public leadtime to digest the implications of majorprojects served both the community and thecompany well.

Consistent participation matters.

There were three areas of participa-tion8 that were critical to the success of theMaine Yankee CAP process: the consistentattendance of the representative panel mem-bers themselves, the participation of the stateand federal regulators, and the consistentattendance of the local print media. TheMaine Yankee CAP was effective because themajority of its diverse stakeholder represen-tatives consistently attended the meetings,engaged in dialogue, and took informationback to the community. The appearances ofthe state and federal agency personnel servedto inform the panel and educate the regula-tors about community concerns. The consis-tent media coverage of meetings provided bythe local newspaper reporters brought theinformation about decommissioning to thebroader community audience. To achievethis consistency of participation consider thefollowing:

• Expect panel members to attendmeetings and have a mechanism for remov-ing members who cannot fill reasonable timecommitments.

• Provide opportunities for informaldialogue between panel participants.

• Empower panel leadership to invitefederal and state regulators into the process.If necessary, use community or politicalconnections to encourage state and federalagency participation.

• Make the meetings newsworthy.Develop relationships with local media, invitethem on site visits with the community paneland allow them unrestricted access to thepanel.

Lessons Learned

CAP members and local media on a routine tourof decommissioning activities.

8A fourth area, participation by the general public, was discussed at length among CAP members. Whileparticipation by the public is important, lack of public participation was not viewed by the panel as nega-tively impacting the CAP’s success. Certainly, on issues with a tangible local impact (for example fan noise),there was significant community attendance. Given that meetings were well advertised and held routinely,this group is hopeful that the broader community has been satisfied with the panel’s representation and themedia coverage of decommissioning events.

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1SECTION V – Recommendations

Be inclusive and work withdifferences.

Consider all the potential issues thatmight impact the community – regulatory,environmental, transportation, emergencymanagement, etc. and think about who willcare and who might have knowledge to share.Include at least one critic.

Put time into education.

All parties involved in a project suchas a nuclear plant decommissioning can learnsomething; panel members, company offi-cials, project opponents, state and federalregulatory personnel, town officers, electedofficials, community residents. Often thesegroups learn from one another. Look foropportunities to provide education, and lookfor opportunities to let education happen.Site visits are a powerful educational tool.Offer stakeholders tours of the project on aregular basis.

Pay attention to structure andorganization.

Structure and organization matter. InMaine Yankee’s experience, the pace ofactivity at the onset of plant closure wasdramatic. The number and complexity of theissues discussed would have been over-whelming were the group and meetingsunorganized.

Encourage public involvement.

Never stop inviting the public into theprocess. Experiment with meeting locations;never tire in attempting to encourage publicattendance.

Maintain interest and involvementof local media.

Decommissioning a nuclear powerplant is not sexy and if one has a good processfor community involvement, it might even benoncontroversial. Decommissioning ishowever, newsworthy. There are severalimpacts on the local community and itsresidents. Make the media a part of theprocess.Answer all questions.

Record questions and answers. Find amechanism for publicizing common ques-tions and answers. If the answer to a questionis not known at a meeting, follow up with theanswer when available.

Use technology.

Use the web technology to get infor-mation about the decommissioning projectand community issues widely disseminated.Keep information updated and current.Educate panel members and the media as tohow to access relevant information. Useoverhead projections, or current technology,during meetings so that both panel membersand all others can see what is being presentedgraphically. Consider televising meetings toreach a broader local audience.

Share knowledge.

As one CAP member puts it, “In theUnited States, there are over 100 more ofthese decommissionings to go.” The nuclearindustry, through conferences and network-ing, will continue to build upon the lessonslearned by the early decommissioning plants.Communities will also benefit by under-standing the experiences of others who havefaced the challenges of decommissioning.

Recommendations

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Attend conferences, meet with members ofother communities, seek information andshare with others what you know.

SECTION VI – Perspectives ofIndividual CAP Members

Perspectives

Is there a role forthe public in

scientific decision mak-ing? What are the ben-efits and challenges ofopening up the internaldecision making processand letting even oppo-nents have access toinformation? Thosewere the basic questionsfacing us 7 years agowhen the CAP was estab-lished.

The old adage ofKnowledge is Power wascentral to the debate. How much knowledgewas the corporation willing to share with agroup of community folks who ranged inexpertise from a nuclear physician to a StateSenator - and in philosophy from staunchsupporters of nuclear power to an high pro-file outspoken opponent-and everything inbetween?

When approached by MY staff my majorconcern was to identify the level of commit-ment to this process. Would they shareinformation in a timely manner? Would CAPmembers be actually providing advice notjust reviewing action taken by administrationand the Board? If MY was going to ask anumber of community members to spendseveral years in this process it needed to bean honest process.

In retrospect I am very pleased with theprocess and the result.

I believe that the CAP accomplishedseveral very important things in its process:

· The CAP spent an entire year on“tutorials” and members became well versedin the process of decommissioning and safetyand were able to talk informally to commu-nity members about the process. A strongorientation program for new members al-lowed them to quickly get up to speed and

participate in the process.· By holding regular, well publicized

meetings the CAP provided a forum for thepublic to ask and receive answers to ques-tions especially when the decommissioningimpacted their lives; fan noise, waste dis-posal.

· Asking the dumb questions – byserving on the CAP as a lay person and askingfor clarification on presentations we educatedthe technical staff about the level of under-standing of most people. Staff soon learned toput information into understandable termswhich could then be reported in the localpapers and the entire community couldunderstand.

· Prevented conflict: there is no way tomeasure something that did not happen,however it must be noted that the decommis-sioning has gone on for several years without

6.1 MY CAP Experience - MargeKilkelly, CAP Chair

Eric Howes,MaineYankee andCAP mem-bers MargeKilkelly,Ralph Keyes,and SteveJarrett tourPalisades

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6.2 On decommissioning MaineYankee – W. Donald Hudson, Jr.

As I look back on seven years ofregular meetings, conferences, and

site visits related to the decommissioning ofMaine Yankee, two events stand out. Thefirst event defined the process for me and thesecond – a site visit – brought into focus thefundamental failure of society at so manylevels to resolve the difficult and seeminglyintractable problem of closing the nuclearcycle.

The decommissioning began in earnestin August 1997. The Community AdvisoryPanel met for the first time that month toreview the Post Shutdown DecommissioningActivities Report and to begin an experimentwith public participation new to the nuclearindustry. A test of the sincerity of MaineYankee’s managers for an open dialoguecame near the end of that first meeting whenquestions were raised about access to infor-mation normally kept out of view of thepublic. Maine Yankee’s president, MichaelSellman, opened a door to the Friends of theCoast and Raymond Shadis that evening,which has remained open to this day. Of thewatershed moments in decommissioningMaine Yankee, this simple overture ranks atthe top of my list.

High level radioactive material – wastein the minds of many, spent fuel in the lan-guage of the industry and regulators – re-mains on Bailey Point at the end of the day.The visit to the Palisades Nuclear PowerStation in June 1998 convinced me that drystorage was the best way to handle MaineYankee’s spent fuel for the short term of 50or 100 years. The visit to Palisades alsoconvinced me that our community as well ascompany officials, state inspectors, andfederal regulators should prepare to secureand watch over the stranded nuclear material

a major lawsuit or other effort to slow downthe process. This has been advantageous toboth the company and the community whichwill get to reuse some of the property morequickly.

· The CAP process created and docu-mented a model of risk and success that canbe replicated by any organization.

It is hard to imagine that this process ismoving into the next phase. We have gonefrom looking at computer generated picturesof the site as a greenfield to needing to seepictures of the plant to remember what itlooked like. I hope that our experience andthe documentation of it, can help othersalong the way. It should not just be consid-ered for decommissioning nuclear plants butalso for operating plants, and even otherkinds of facilities because communicationcan only help to create trust relations be-tween towns and plants.

Marge Kilkelly was born in CT becauseher Maine born parents moved there to findgood paying jobs; they returned to Maine whenshe was a young child. That fact has shapedmost of her career. She grew up in BoothbayHarbor when fishing and tourism equally co-existed on that peninsula. She has a BS in SocialServices and MS in Community EconomicDevelopment, because of her belief that the mostimportant legacy for the next generation is astate with vital communities and a wide varietyof jobs for a diverse population.

Kilkelly served in the Maine legislaturefrom 1986 - 2002. Her top priorities weremaintaining rural jobs and communities. Shecurrently serves as the Director of the NortheastStates Association for Agricultural Stewardship,an organization of northeast legislatorsinvolved in agriculture and rural policy.

Kilkelly lives on the Eastern River inDresden, with her husband Joseph Murraywhere they are developing a small diverse farmand value added enterprise. Between them sheand Joe have five children and sixgrandchildren.

Perspectives

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on Bailey Point for several lifetimes.The national debate about a single re-

pository for spent fuel from commercialreactors at Yucca Mountain in Nevada ispolarized and, at this writing in June 2004, iscrippled by a congressional decision to virtu-ally eliminate funding for the NRC licenseapplication – effectively ending the project.

Can the history of land use prepare usfor this new responsibility as stewards ofnuclear materials?

We tend to have a very short-termmemory when it comes to industrial andeconomic development in the United Statesand around the world. Small mills were oncefound operating on every major stream andriver in New England. The owners and man-agers of those mills must have had plans forthe regular maintenance of belts, gears,shafts, and structures in order to guaranteethat they could earn a living by grindingwheat or maize into flour for their customers.

Our assumptions about milling grainchanged when the technology changed, andthe vast majority of operators walked awayfrom their mills without a second thought.Paddle any stream or river in New Englandand you can find evidence of this abandon-ment. When we move on to new ways ofdoing things we tend to forget – almostimmediately – about the past. As a result,the infrastructure of our society, mills andfactories in this case, tend not to last. His-tory is poised to repeat itself along the shoresof the Back Sheepscot River.

The only truly long-lived, man-madestructures on the planet that have survivedmore than a couple dozen generations aremonuments or shrines whose maintenanceand care is a part of culture and ritual.

I believe that we have to plan for chang-ing the culture surrounding waste as we planfor the long-term storage of nuclear materialeither in Wiscasset or at Yucca Mountain. If

we begin with people like Einstein, Fermi,and Eisenhower, we are only in the second orthird generation of the management ofatomic power in the world. We have to plan,realistically, to manage the nuclear fuel cycleand its highly radioactive and dangerous by-products for at least another 500 generations(or 10,000 years).

Who will shovel the snow away from theair intake inlets at the base of the casks, orperform the various daily, weekly, monthlyand yearly inspections if the casks are still ontheir pads in Wiscasset in 2050? In 1998,after 5 years of use, the concrete pad atPalisades showed the signs of over a dozensurface patches and repairs. Who will designthe new pad in Wiscasset and re-sleeve thesteel canisters in new overpacks in 2075when our coastal climate has wreaked havocon the concrete?

With the possible exception of the WasteIsolation Pilot Project in New Mexico, thereis no system yet in place on this planet thathas been designed to these tolerances of 500generations. It is high time we create such asystem.

Don Hudson was ap-pointed president of theChewonki Foundation in 1991.Following graduation fromDartmouth College in 1972,Don developed an interest inplants while leading expedi-tions for Chewonki in thewilds of Quebec. That interestled to the University of Ver-mont where he earned a

Master’s degree studying a rare Arctic/alpineplant, then on to Indiana University to completedoctoral studies on the origin and evolution of adomesticated plant, the tomaté, before returningto Chewonki as Head Naturalist in 1982. Gover-nor Angus King appointed Don to the MaineYankee CAP – just up the bay from ChewonkiNeck – in 1997, and as Maine’s public sector

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Perspectives

Dan is a charter member of the CommunityAdvisory Panel for Decommissioning MaineYankee. He is a member of the Maine Associa-tion of Planners and was the Town Planner andChair of the Wiscasset Comprehensive PlanningCommittee in Wiscasset for 13 years. Dan wasa member of the Investment Committee ofCoastal Enterprises, Inc., a community develop-ment corporation for 8 years. He was foundingPresident of the Board of the Genesis Fund forAffordable Housing in Maine. He is currently amember of the Economic Development Councilof Maine. He is a licensed Professional Engineerin the states of Maine and New York. He is anationally certified professional consultant tomanagement. Dan is President and a Co-Founder of Advanced Management CatalystInc., a consulting company established in 1993.He spent 33 years in the marine field in which heworked for Bath Iron Works, Sparkman &Stevens, Inc. and the United States Navy. Mr.Thompson served in the U.S. Navy as an Engi-neering Duty Officer with sea duty in the North

6.3 Individual Perspective on theMYCAP Experience - A Statementby Daniel H. Thompson, Wiscasset

As resident and Town Planner inWiscasset, I was favorably im-

pressed when Maine Yankee officials ap-proached me about the Community AdvisoryPanel. I stated my perspective: “I want to seethe highest and best reuse of the site.” Al-though the reuse did not become the primaryfocus of the Panel, I am pleased that the mostflexible end use was kept in mind. Further, Iam very pleased that the owners of MaineYankee wisely decided to decommissionimmediately rather than put it in safe stor-age.

Maine Yankee, state and federal regula-tors patiently educated us in some veryspecialized subjects. I especially appreciatedtrips to other power plants and to the ses-sions of the American Nuclear Society. I amin awe of the long-range planning of Sweden;they thought through the whole cycle fromconstruction to final disposition of spent fuel.They then executed their plan apparentlywithout flaw.

As an engineer and management con-sultant, I examined and monitored the de-tailed plans for the decommissioning opera-tion. Maine Yankee skillfully and methodi-cally planned this virtually unprecedentedde-construction. They focused on safety ofthe public and of the workers. Although themedia did not applaud their safety record, Ibelieve from experience in other industriesthat both the accident and exposure recordsare second to none. I attribute their successwith both safety and the smooth progress of

Don Hudson, Charlie Hudson and CAP membersWayne Norton, Dan Thompson, and Paula Craigheadtour progress at Yucca Mountain

representative to the Gulf of Maine Council onthe Marine Environment in 2001. Don lives withhas wife, Josephine, and their two sons Charlieand Reuben in Arrowsic, Maine.

the operation to a mind-set for quality pro-cesses, continuous improvement, and unusu-ally open and candid communications withboth the public and their employees.

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Perspectives

Atlantic and for four years at the U.S. ShipRepair Facility in Yokosuka, Japan.

6.4 PANEL MEMBER’S VIEWPOINT -Lewis Curtis

Decommis-sioning a

nuclear power plantis a very involvedprocess. Havingcompleted a militarycareer involved withnuclear munitions, Isoon found myselfimmersed in thestudy of a differentaspect of nuclear application. Though myrepresentation on the panel was as an emer-gency management agency planner, I foundmy other background helped me to under-stand the issues of the Nuclear RegulatoryAgency (NRC) and the Department of Energy(DOE).

Two aspects that made the panelfunction well were the openness of the MaineYankee staff in offering information andseeking inputs from the panel members; andthe diversity in backgrounds of the panelmembers, which Maine Yankee used well.The panel included both supporters anddetractors of nuclear power, and that causedme to do my homework in order to under-stand both sides. The panel members andthe excellent panel leaders assured that bothpoints of view and the views of the generalpublic were heard. Media coverage fromLincoln County was ever-present, and thatwas good.

After visiting the Fort St. Vrain de-commissioned Nuclear Power Plant in Colo-rado, I realized the decommissioning ofMaine Yankee was going to be different. Ft.St. Vrain was converted to natural gas, some

of its spent fuel was shipped off site, andsome was stored onsite by the NRC. None ofthese applied to Maine Yankee, and we werein new territory with its decommissioning.Therefore, the staff spent a lot of time edu-cating panel members on its process includ-ing tours of the plant during each stage ofdecommissioning.

Finally, Maine Yankee assured thesmooth operation of the Community Advi-sory Panel by budgeting for it and providinggreat support, without which the panel pro-cess would have floundered. My hat is off toa group of panel members that devotedcountless hours to study the issues involvedin the decommissioning process.

Lewis G. Curtis, Major General (Ret.)USAF, spent thirty-four years on active duty asan officer in the United States Air Force inaircraft maintenance and munitions. GeneralCurtis supported nuclear alert on both bomberand fighter aircraft. Curtis provided overhauland modifications on aircraft, munitions, andICBMs. During his tenure in the military,General Curtis served in eleven states, threeEuropean assignments, and one tour in South-east Asia. Lew retired in 1989 from the positionas Commander of the San Antonio Air LogisticsCenter, which included responsibility for man-agement of Air Force Nuclear Weapons.

For the past thirteen years Lew has beenthe deputy director of Emergency Managementfor Boothbay Harbor, Maine.

Dec 1999 - CAP on tour of Turbine Building

24

Perspectives

6.5 Dr. Paul Crary’s CAPExperience

Prior to theshutdown

and decommissioningof Maine Yankee, Ihad worked with andsupported nuclearelectric generation inthe midwest as apublic health andsafety planner forradiation issues involving transport ofnuclear materials as well as nuclear –baseddisaster management.

As a keen observer of the imbroglio thatarose from the Three Mile Island meltdown, Ifelt that the matter had been reported toosensationally and irrationally.

The actual emission of radiation in thatevent turned out to be nominal, indicatingthat the containment technology engineeredinto the reactor vessel had indeed worked –this was overlooked in the reporting of theaftermath by the media.

The same sensational pattern and tenorof reportage concerning Maine Yankee was infull array and outcry here, and it was discon-certing to experience anew the same frustrat-ing hyperbole and skewed presentation offacts to an easily confused and potentiallyfrightened populace.

So when I was invited to sit as a CAPmember by the Lincoln County commission-ers as their representative, I jumped at theopportunity. My background and training inmatters of physical and medical radiationapplications were to be useful as the longprocess of decommissioning unraveled itself.

There were some surprises along theway. Chief among them was the relative lackof public participation and interplay on thebig issue items, but rather the smaller ones

such as equipment noise, and the perceivedmisplacement of low-level radioactive wasteon one occasion.

There was so little public interest, con-trary to what had been anticipated, that Ifeared that the whole CAP process wouldbecome too trivial in effectiveness to meritcontinued support by the Maine Yankee Co.Another of the big surprises was that thecompany DID continue its unstinting sup-port. Along that line, let me say that theMYAPC personnel, top to bottom, were mostcordial and collegial at all times, and standout in my mind as some of the best personswith whom I’ve associated professionally inmy lifetime.

Finally, I can’t say enough of the qualityand tenacity of fellow CAP participants whoshared the long, tedious, sometimes conten-tious seminars, presentations, field-trips, etal., that constituted the uncharted wildernesswe traversed together. I was honored andvery pleased to share their acquaintance onthat journey, and will never forget them.

What we accomplished here was uniqueand groundbreaking. The fall-out, if you’llpermit the opportune alliteration, has a widerange and long half-life.

I’m proud I could be there.- Paul D. Crary, M.D.-

Dr. Paul D. Crary grew up in thenorthern Kentucky suburbs of Cincinnati, Ohio.Dr. Crary received his B.S. from XavierUniversity in 1959, his M.D. from St. LouisUniversity in 1963. Dr. Crary joined the navy in1961, completing his internship and residency atthe US Naval Hospitals in Great Lakes, IL. AndPhiladelphia, PA, respectively.

During his tenure in the navy, Dr. Crarycontinued post graduate work in the field ofnuclear medicine, radiologic pathology, andradiation oncology.

He is a diplomate of the American Boardof Radiology and American Board of NuclearMedicine.

25

Perspectives

6.6 CAP Perspective - Ralph Keyes

Any science teacher should find adecommissioning nuclear power

plant to be a rich learning resource. To haveone in your community, and to be invited tosit on a panel that considers the intricatedetails of the project, is a rare career oppor-tunity. I know that I have benefited greatly,

Ralph Keyesteaches Science tostudents at WiscassetHigh School. Heteaches primarilyBiological andEarth/Environmen-tal Science, andalways emphasizesthe importance ofunderstandingscience issues at thelocal communitylevel.

Demolition of the EnergyInformation Center - 2002

and I hope that my students have enhancedtheir understanding of the technical, physicaland ethical dimensions of nuclear power.

The CAP has been effective in call-ing attention to details of the decommission-ing project, and the local press has beenfaithful in publicizing the work milestones. Iknow this because I hear my students reporton what they are seeing in the local papers.Serving on the CAP gives me the great advan-tage of being able to interpret the details formy students, but all teachers who have an earfor what is going on in the community canenrich their curricula by helping students tounderstand the decommissioning process.

If we were to do this again, I wouldencourage the company to keep a strongformal community education componentuntil the very end of decommissioning.Sadly, when the plant shut down, just whenthings started to get really interesting, theeducation center was shut down. In retro-spect, it would have been valuable to keep itgoing at some level so others could benefitfrom the abundant educational resources, asI have.

Dr. Crary served as the staff radiologistat St. Elizabeth, St. Luke and Booth Memorialhospitals in the northern Kentucky from 1971 –1989. In 1989, Dr. Crary accepted the position ofstaff radiologist at Miles Hospital inDamariscotta and St. Andrews Hospital inBoothbay Harbor, Maine where he served untilhis retirement in 1996.

Dr. Crary served in the navy from 1961-1971, where he earned the rank of lieutenantcommander. In 1984, Dr. Crary reenteredmilitary service with the US Army reserves,serving until 1991 and achieving the rank ofcolonel. In addition to his distinguished militaryservice, Dr.Crary has served as president of theGreater Cincinnati Radiologic Society and theN. Ky Medical Society and chairman of the N.Ky. Board of Health.

26

Perspectives

By permitting the makeup of the CAPto be heavily skewed by those sup-

portive of the company and of nuclear power,Maine Yankee Atomic Power Companymissed an opportunity to field an advisorypanel that would have more truly reflectedthe sentiments of the public. In three succes-sive referenda, more than one-half the votersin the Emergency Planning Zone voted toclose the plant. In the Town of Wiscasset,approximately one-third voted to close theplant. However, the 14 member CAP boastedonly two members who would admit tovoting to close Maine Yankee, and one ofthose, not publicly. An advisory panel loadedwith friends of Maine Yankee cannot whollyrepresent our more evenly divided commu-nity.

Panel members were more than aware ofthe Friends of the Coast presence, in largepart, because, as FOTC representative, Icame to the CAP meetings, site tours, andfield trips with an agenda and I pursued it:the protection of the environment and theinterests of our (EPZ majority) constituency.By default, the minutes are filled with ques-tions, cross-questions, issues, and challengesraised by Friends of the Coast. At the firstCAP meeting, in the fall of 1997, I broughtforward the question of radiological siterelease criteria and was met with a mix ofhostility and/or indifference. The Town ofWiscasset fought against both a stringentclean-up standard and against a prohibitionof onsite disposal of radiologically contami-nated demolition debris proposed by Friendsof the Coast. And so on it went.

Most recently, our Maine State NuclearSafety Advisor and another CAP membersigned a letter reiterating the myth thatMaine Yankee had, in its 24 year history,

operated, “safely.” For the record: In 1996and 1997, Maine Yankee was found to havemore than 30 serious design basis, safety-related defects that owners could not affordto remedy and so brought permanent shut-down. Therefore, industry and regulatorclaims notwithstanding, Maine Yankee’shistory was that of an unsafe reactor.

Maine Yankee’s legacy is a remnantfacility storing 700 tons of high-level nuclearwaste and, despite the best efforts of Friendsof the Coast, a site shot through with aban-doned radiological hotspots.

Maine Yankee boasts, and perhapsrightly, that they included a vocal critic onthe CAP. What they and my fellow CAPmembers will never fathom is the personalemotional cost of being an often solitaryvoice to break the unanimity in a seven yearround of periodic go-along-get-along two andthree-hour meetings. It has been enervatingand corrosive. Any advocacy group member,who contemplates accepting a proposition toserve as a token opposition member of asimilar company panel, should be preparedto pay a heavy psychological and spiritualtoll; to risk being ground down, and to decideif the personal price is worth it.

Raymond Shadis, his wife, Patricia, andthree children moved to Wiscasset, Maine fromWest Virginia in 1967. Shadis taught art in theWiscasset Elementary and high schools.

6.7 Personal Perspective on theCAP Experience - Raymond Shadis

Portland Press Herald reporter Bill Nemitz and Ray Shadis

27

6.8 CAP Member Perspective -Steve Jarrett

My appointment to the CAP wasmade by the Wiscasset Selectmen

about half-way through the decommissioningprocess. The position was for a resident, withan interest or background in the nuclearpower area. I completed the U.S. Navy’sNuclear Power School and was assigned tothe aircraft carrier USS Enterprise as anuclear electrician for two years. Whenappointed to the CAP I was chair of theWiscasset Planning Board and while a CAPmember was elected to the Board of Select-men for two years and appointed chair for ayear. I also was appointed to the MaineAdvisory Panel for Nuclear Waste and De-commissioning by the state senate presidentand am serving my second term on this panel

Perspectives

CAP member Steve Jarrett “hugs” a cask of spentnuclear fuel during a tour of the Palisades ISFSIin Michigan. The photo demonstrated for otherpanel members and the public the scale of thecasks .

Patricia founded the area’s People-to-Peoplelow-income assistance program. In 1970, theShadis family settled on an old homestead inEdgecomb where they practiced subsistencefarming. Shadis continued his craft of liturgicalart with church and privately commissionedsculpture placed across the eastern U.S. TheShadis family grew by three children. All six ofthe Shadis children attended local schools andwent on to New England colleges. There arenow ten grandchildren. Shadis is past parishcouncil president of Our Lady-Queen of PeaceCatholic Church, Boothbay Harbor. He alsoserved a term as president of the BoothbayRegion Art Foundation.

In 1979, having weighed the risks madeobvious by the nuclear accident at Three MileIsland, Raymond and Patricia Shadis, initiatedthe nation’s first referendum to close anoperating atomic power station, Maine Yankee.In 1980, 41.9% of the electorate voted to closethe seven year-old plant. In 1982, Shadiscoordinated technical information in a legalintervention before NRC to prevent MaineYankee from reconstituting spent nuclear fuelassemblies for dense pack storage. From 1982 to1998, Shadis served as a trustee of the NewEngland Coalition on Nuclear Pollution. In1995, he founded Friends of the Coast- OpposingNuclear Pollution and is presently its executivedirector. From 1997 through 2003, Shadis wasinvited to address technical issues before the USNuclear Regulatory Commissioners on fiveoccasions, with an additional five invitedappearances at NRC Regulatory InformationConferences. In 1998, Shadis was hired as StaffTechnical advisor to the New England Coalition.In this position he is responsible for trackingand addressing safety and environmental issuesat New England’s five operating and fourdecommissioning nuclear power stations. In1999, Shadis was named to the KeystoneNational Dialogue on Decommissioning wherehe served with national nuclear, regulatory,and public advocacy leaders. In 2000-2001Shadis was named to serve on NRC’s InitialImplementation Evaluation Panel for theagency’s new Reactor Oversight Process.

28

Perspectives

When I first joined the CAP to re-place Sandy Labaree as a represen-

tative of the Wiscasset Regional BusinessAssociation, I had no idea what a great expe-rience serving on the CAP would turn out tobe. As a non-scientist who got only a C in acollege physics course called “Physics for theInquiring Mind” (read, physics for mathdummies), I certainly knew very little aboutnuclear power and radionuclides. I had readthe news articles about the various ups anddowns Maine Yankee had experienced overthe years and was aware of the prematureshutdown of the plant, an event I had hailedas a positive one at the time. After all, as anidealistic young high school teacher andbudding environmentalist, I had often spo-ken out against the building of all of the“Yankees.”

How my time on the panel has causedmy views to shift! Starting with the CAPorientation conducted by various members ofthe Maine Yankee staff and decommissioningteam, most notably the nuclear radiationprimer delivered so expertly by JamieMallon, I began a slow but steady change inpoint of view which culminated for me dur-ing the International DecommissioningConference many of us CAP members at-

6.9 The CAP experience: DonSchuman

at present.The Maine Yankee team working from

the president down were the most coopera-tive business group I’ve ever had the pleasureto work with. The CAP was never in the darkabout any aspect of the decommissioning atany time and on most items of real concernwe were the first to be notified which was ofgreat benefit in our every day affairs asrumors could be quickly dispelled. Mostpublic fears and questions were answered asthey became known. The public relationsfrom Maine Yankee was top notch – allpresenters at the CAP meetings were depart-ment heads or leaders in their area of exper-tise which assured us we were getting themost up to date information available at thetime. As the CAP process moved along, lessand less interest seems to be generated by thegeneral public. I believe it was directly theresult of the CAP team and Maine Yankeeformulating a much respected understandingof each group’s agenda and their opennessand willingness to keep everyone informed.

All in all, when done, it can be said thechallenge was in front of us – the firstnuclear power plant to be demolished andreturned to a usable place in the environ-ment. We met that challenge and succeededin a most successful manner. The taskswhich affect the town and other local nearbycommunities are still on-going. Loss of jobsand loss of tax base would have a large effecton any community. I feel Maine Yankee hasbeen more than generous to us all and Ithank all concerned for a job well done.

Steve was born at Rockland, Maine in1941, and graduated from St.George HighSchool in 1959. Jarrett received an AssociateDegree in Science from Mohegan Junior Collegein New York, joined the Navy in 1959 andretired in 1982. While in the Navy, he attendedthe Navy’s Nuclear Propulsion School andserved on the USS Enterprise CVN-65 as a

Nuclear Electrician. Upon Retirement Steveworked at Bath Iron Works and for the last 17years has worked as Maintenance Coordinatorfor Coastal Enterprises, Inc. in Wiscasset.

A resident of Wiscasset since 1979, Steveserved on the Planning Board as Secretary andBoard Chair. He also served on the Board ofSelectman as Vice Chair and Chairman. Steveserves as Wiscasset representative to theMYCAP and also serves on the Maine AdvisoryCommittee on Nuclear Waste andDecommissioning.

29

Perspectives

Don Schuman joined the CAP in 2000 toreplace the then terminally ill Sandy Labareeand fill her slot as a representative of theWiscasset Business Association. The holder of aBA in English from Princeton and a Master ofArts in Teaching from Johns Hopkins, Dontaught English in the Westport, CT, publicschools from 1966 to 1995. After retiring fromfull-time teaching, he and his wife Charleymoved to Cod Cove Farm in Edgecomb wherethey operate a Bed and Breakfast. FromSeptember of 1997 to June of 1999, Don taughtEnglish in the Chewonki Foundation’s MaineCoast Semester program. He now serves as

DonSchumanposes infront ofcontain-ment justbefore itsdemolition -2004

tended on Captiva Island back in 2000. As Ilistened to the presentations by experts fromacross the globe and as I got to know severalfolks on the decommissioning team who hadworked at the plant during its operatingyears, I came to feel, and still believe, that itis a shame Maine Yankee isn’t still operating.Wouldn’t it be far better to have an operatingplant on the Maine Yankee site generatinghuge amounts of power without contributingto air pollution and global warming thansimply a high level nuclear waste storagefacility that is probably more vulnerable to apossible terrorist attack than an operatingplant would be? Hopefully, we will never getan answer to that question.

What the conference on Captiva showedme was that the nuclear industry is far fromdead. Countries like Sweden and Germanyare doing nuclear power better than we everdid in the USA, and they are experimentingwith newer generation, smaller plants thatuse smarter, easier to manage types of fuel,etc. Given the sad state of energy policy anddevelopment in the U.S., it seems to me thatit won’t be long before this country realizesthe need to build new generation nuclearpower plants, especially since our govern-ment has certainly never picked up the ballon solar and other non-fossil-fuel alterna-tives. Of course, until the Federal DOEfulfills its part of the bargain with the nuclearindustry by opening a federal repository forthe long-term storage of spent nuclear fuel,how can there be any re-licensing of oldernuclear plants or building of new generationplants?

The other eye-opening aspect of my timeon the CAP has been witnessing the panel,the company, state officials, regulatory bod-ies and all of the other stakeholders, includ-ing anti-nuclear groups such as Friends ofthe Coast, skillfully, quite civilly and thought-fully navigate the tricky waters and swirling

currents of the incredibly complex anddaunting decommissioning and clean-upprocess. I’ve been inspired by the openness,professionalism, and tireless efforts of allthose involved.

I only wish the CAP had been establishedback when the plant first opened. Ratherthan worrying about the fate of our localnuclear waste dump, we might instead stillbe witnessing the scientific miracle andengineering marvel of safely harnessednuclear energy being transformed intoelectric power over on Bailey Point. Wemight still have living in our community theamazing team of scientists, engineers andother staff members who once worked withsuch dedication and pride at the MaineYankee Atomic Power Company.

- Don Schuman -

30

Perspectives

Ted Feigenbaum began as president andchief executive officer at Maine Yankee inDecember 2002. Ted has overall responsibilityfor bringing the decommissioning project to a

The Maine Yankee Community Advi-sory Panel is a model for how corpo-

rate America should interact with its Stake-holders when planning a high impact, contro-versial project. The level of candor, informa-tion exchange and learning that occurs atCAP meetings and on-site tours is the bestway to combat misinformation and fearabout issues involving nuclear and radiologi-cal materials. Moreover, the opportunity tosee, meet, speak with and question theproject decision- makers on a regular basisestablishes a face-to-face human relationshipand an atmosphere of mutual commitmentthat fosters trust and good decision-making.

I am particularly struck by the dedica-tion of the CAP membership. Year after year,

a core group of committed community lead-ers would regularly leave their warm homesat night to brave the often harsh Mainewinter to listen to lengthy technical reportsfor many hours. They listened intently andprovided insight from their varied profes-sional and life experience. The CAP membersdid this without compensation or reward tobenefit the community at large. Their contri-bution to the successful outcome of theMaine Yankee Decommissioning should notbe underestimated. While not every memberof the community participated at a CAPmeeting, it is my firm belief that the commu-nity was aware ( through media and word ofmouth) that their interests were beingserved by the CAP and the open, candid andprofessional process that was advising andoverseeing the nuclear decommissioningthat was taking place in their community.

6.10 CAP Personal Perspective—Ted Feigenbaum ( MY PresidentCAP member 2003- present)

In 2000, CAP membersattended a decommissioningconference in Nevada andtoured Yucca Mountain,DOE’s proposed long termstorage facility for commer-cial spent nuclear fuel.Here, CAP members lookfirst hand at the tunnelboring machine, used tocreate the undergroundrepository.

president of the board of directors of theBoothbay Region Food Pantry and is an activemember of the Oratorio Chorale and theHeartwood Regional Theater Company.

31

Perspectives

6.11 Hon. Charles P. PrayState Nuclear Safety AdvisorState of Maine

Having been involved with govern-mental, private, and industrial

sector relations for over four decades I havefound the Maine Yankee Community Advi-sory Panel a highly recommended organiza-tional endeavor for openness and cooperationbetween parties of what sometimes need notbe alienated interests. The open and publicsharing of information and discussions havelifted a veil of mistrust and misinformationthat is too often disruptive in the flow ofoperations of a business interest, the govern-ing oversight bodies of local, regional andState entities. MYCAP creation and under-taking has served the industry’s interests and

Charles P. Prayserved as a MaineState Senator from1975 through 1992where he was highlyinvolved in energyrelated issues. Prayserved eight years atthe U.S. Department ofEnergy in a SeniorExecutive Serviceposition as a senior

advisor and special assistant in the ClintonAdministration. As a State Senator, Pray hadbeen involved in legislation relating to MaineYankee from the late 70’s through the early 90’s.In 2003 Governor John E. Baldacci named Prayas the State Nuclear Safety Advisor.

the relations between the communities andcitizenry of the surrounding areas and theState as a whole to a higher and inclusiveparticipation and success.

To see the diversity, the inclusiveness ofparties of interest, no matter their concern orintent, I believe, have led to a smoother,more productive decision making processand cooperation. In my very brief participa-tion with the MYCAP, as the decommission-ing rushed to its completion, I noted thecommitment and involvement of all themembers from across a broad prospective,bringing public contribution and harmonytowards a common and agreeable goal.

I hesitate to ponder the missed opportu-nities, savings and efficiencies that an earlierestablishment of a MYCAP could have pro-vided. But, all things in their time. TheMYCAP has excelled in its assigned task andhas achieved a level of accomplishment thatmay have required the earlier abrasionswhich allowed the MYCAP to earns its de-served, special, and noted accolades of a jobwell done.

safe andsuccessfulconclusion. Hehas 30 yearsexperience in thenuclear industry.

Ted workedat SeabrookStation in NewHampshire from1984 – 2002. In1990 he wasnamed president

and chief executive officer of Seabrook. Prior tocoming to Maine Yankee, Ted served for sevenyears on the company’s board of directors.

Ted received a bachelor of engineeringdegree in mechanical engineering from The CityCollege of New York and is a registeredprofessional engineer. He also completed theAdvanced Management Program at HarvardUniversity’s Graduate School of BusinessAdministration. He is a member of theAmerican Nuclear Society and is active in manycivic and cultural organizations in NewEngland.

32

7.1 Greg Foster, Lincoln CountyNews reporter/photographer

Slightly more than four years ago Iattended my first Community Advi-

sory Panel, which I will never forget. Theterminology and use of acronyms was likestepping into a foreign country with its ownlanguage.

Since then I have learned so much andbenefited immeasurably from exposure tothe nuclear power industry as it relatesspecifically to the decommissioning processof Maine Yankee. A high level of companyprofessionalism and expertise has beenevident throughout the more than four yearsI have been covering the meetings, tours, andevents.

Through the CAP discussions, manyunanswered questions that I and the generalpublic have had were answered encouragingme to think about some tough issues andenabling me to keep our readership betterinformed about the decommissioning work.

I am proud to be a part of this history-making project that will undoubtedly influ-ence decommissioning in other placesthroughout the country and elsewhere foryears to come. Certainly the significance ofthe public’s having a handle on what is hap-pening there is incalculable.

CAP members have served their con-stituency well, in my estimation, and I be-lieve Maine Yankee has gained much fromtheir input, whether negative or positive.

I cannot thank people like Eric Howesand Catherine Ferdinand enough for theirtimely and helpful responses to all my ques-tions and probing. We, after all, are thebearers of the public record, and they and theCAP have made our difficult task much

SECTION VII – Perspectives ofOthers

7.2 Bob Kalish,Times Record

What I likedand appreci-

ated about covering theCAP meetings was theunique ambience. It’sone of the few times asa reporter when you have everyone under oneroof – you have management, workers, p.r.people, anti-nuke activists. When Ray Shadisand Mike Meisner exchanged words, therewas something of the theatre in it, especiallythe way they both stayed in their places andmanaged to retain civility.

If you had a question about the meaningof some of the reports, there was always EricHowes and Catherine Ferdinand to help youout. I was there when the two sides foughtover rubblization, I was there during the 10/4 debate and yes, there was some anger andruffled feathers, but over and over again theprocess worked. It seems quaint now, givenhow politics has demeaned itself, but I cer-tainly appreciated it as a resident of the areaand as a reporter.

simpler and moreenjoyable.

7.3 Wiscasset NewspaperReporter Charlotte Boynton

After retiring from Bath Iron Works, Ibecame a part-time reporter for the

Wiscasset Newspaper. The first assignment Iwas given by my editor Paula Gibbs was tocover the Community Advisory Panel (CAP)meeting at Maine Yankee. Needless to say, itdidn’t take long for me to know I was in overmy head. However, with the patience andhelp of Eric Howes, and Catherine Ferdinandthe Wiscasset Newspaper was able to report

Bob Kalish

Perspectives

33

As one CAP member put it, “thismarks the end of a process, but not

the end of the story”. When the Maine Yan-kee site restoration is completed in 2005,there will remain at the site 1434 spent fuelassemblies passively stored in 60 airtightconcrete canisters. Another 4 of these canis-ters holds Greater Than Class C (GTCC)waste – irradiated stainless steel that wasremoved from the reactor vessel. When andif the national spent fuel repository at YuccaMountain becomes available to receive MaineYankee’s fuel are unknowns at this time.

As the CAP prepares for its sunset, plansare moving forward to implement post-decommissioning, what one member jokinglyrefers to as “Son of CAP” (Attachment 5).Early on, the group contemplated someforum for community involvement relative tothe spent fuel and other post-decommission-ing issues. There are concerns that as long asspent fuel remains on site, the communityshould have some continued dialogue withfederal regulatory and company personnel.One of the greatest unforeseen benefits of theMaine Yankee CAP’s work may be this – thedevelopment of a citizenry, broad-based,informed, and non-complacent about thepresence indefinitely of spent nuclear fuel intheir community.

SECTION VIII - EPILOGUE

Epilogue

accurately on the decommissioning activities. As the years went by, and I became

familiar with some of the terminology andacronyms, my editor would question me as totheir value to the story. There were timeswhen my explanation was not clear enough,and I would have to call Eric or Catherine forhelp. It became a bit of humor in the office,because the staff would know Paula wouldwant my story clear enough for people toread and understand what I was trying to tellthem. The office manager would say, “Oh no,not another Maine Yankee Story.”

The CAP meetings not only providedan opportunity for Maine Yankee, the state,and federal agencies to report the activities ofthe decommissioning, it also was a place forthe public to come and ask questions, andexpress their concerns. The CAP meetingsbecame Maine Yankee’s report card, and itwas the media’s responsibility to inform thepublic of that report card, the concern of thepublic and the CAP members.

The CAP members come from allwalks of life, each having their own opinionand concerns. They identified many commu-nity issues, and their efforts many timesinfluenced decisions by the company.

The Wiscasset Newspaper staff hasreported on Maine Yankee activities from thebeginning in 1972, and will continue until thespent fuel has been removed from Wiscasset.

The media’s account of Maine Yankeewill be read for many years by future genera-tions. I am proud to have contributed a smallpart in writing that history.

ReportersCharlotteBoynton

(front left)and Greg

Foster (frontright)

34

Demolition ofthe MaineYankee controlroom

Removal of SpentFuel Storage Racksfrom Spent Fuel Poolupon completion offuel transfer to ISFSI-2004

CAP suited up fortour ofcontainment in1997

35

Maine YankeeCOMMUNITY ADVISORY PANEL

CHARTER

I. PURPOSE

A. The Community Advisory Panel (CAP) is established to enhance opencommunication, public involvement and education on Maine Yankeedecommissioning issues. The CAP will serve as a formal channel of communityinvolvement with Maine Yankee.

B. The CAP will evaluate and comment upon data and other information providedby Maine Yankee and other reliable sources.

C. The CAP will function as an advisory panel. Maine Yankee is not obligated toaccept or conform to the advice or recommendations made by the CAP, althoughwill, in cases of disagreement, provide the CAP with an appropriate rationale forthe disagreement.

II. ORGANIZATION AND MEMBERSHIP

A. Membership

1. The CAP will reflect the diverse viewpoints of residents within theprimary Maine Yankee Emergency Planning Zone. The majority of theCAP members will reside in the 16 community area comprising theprimary EPZ.

2. The CAP will consist of (14) members as follows: • The State Senator from Lincoln County;.. • The Wiscasset Town Planner; • A Maine Yankee representative;

Appointed members: • A Wiscasset resident selected by the Wiscasset Selectmen; • A resident of the EPZ outside Wiscasset, selected by Maine

Yankee; • A resident of the EPZ with emergency planning expertise selected

by the chair of the Maine Radiological Emergency PreparednessCommittee;

• A representative from Friends of the Coast; • Liaison to the Governor; • A radiological professional with either an academic or medical

background from the EPZ. Inaugural member suggested by theGovernor;

• A professional from the marine resources community who lives inthe EPZ. Inaugural member suggested by the Governor;

• A resident of Lincoln County selected by Lincoln CountyCommissioners;

• A science teacher from the EPZ. Inaugural member suggested bythe Governor;

Attachment 1

36

• An environmentalist who lives in the EPZ. Inauguralmember suggested by the Governor;

• An EPZ business owner chosen by the executive directorsof WRBA, Bath/Brunswick Chamber, Damariscotta Region

Chamber, and Boothbay Harbor Region Chamber.

3. Each appointed member of the CAP shall serve for a two (2) year term(following the initial staggering of terms), unless such term is otherwiseextended in accordance with this Charter. Expiration dates of the terms ofinaugural members will be staggered. The first six appointed members(as listed in the charter) will have their initial terms expire September31,1998. The remaining five appointed members will have their initialterms expire September 31, 1999. The Governor’s liaison will serve atthe discretion of the Governor.

4. Termination of membership will automatically occur in the event thatthree (3) consecutive CAP meetings have been missed without priornotification to and approval by the Chairperson.

5. Membership may be resigned by writing to the Chairperson of the CAP.The Chairperson shall immediately forward a copy of such resignationletter to the Maine Yankee Law and Government Affairs Department andthe selecting body.

6. When a member of the CAP who was appointed by the Governor resigns,that vacancy will be nominated and filled by majority vote of the CAPafter it has reviewed and approved applications for that position. Allother member vacancies will be filled by the original appointing authority.All vacancies must be filled consistent with the criteria for membershipstated in 2, above. The term of a member filling a vacancy will end at thesame time as it would have for the member being replaced. Vacanciescreated by the expiration of a member’s term will be filled as stated inthis section; however, the new member will have a full term of two (2)years, subject to the term of the CAP as set forth in Article IV, TERM.

7. A member’s term may be renewed for an additional two (2) years. Suchrenewal is subject to the term of the CAP as set forth in Article IV, TERM.

B. OFFICERS

1. The CAP shall have a Chairperson, Vice-Chairperson and Secretary. Theinaugural Chairperson and Vice-Chairperson will be appointed by MaineYankee. Subsequent Chairpersons and Vice-Chairpersons will be electedby a majority vote of the CAP. The Secretary of the CAP will beappointed by the Chairperson.

2. The term for the Chairperson and Vice-Chairperson will be two (2) years.The Secretary will serve at the discretion of the Chairperson.

C. COMMITTEES - Committees, sub-committees or similar working groups will bedesignated by the Chairperson as needed to carry out the work of the CAP. Suchcommittees, sub-committees or working groups will serve at the discretion ofthe Chairperson.

Attachment 1

37

D. DUTIES1. Chairperson shall perform the following duties:

a. Call meetings of the CAP.b. Prepare and/or approve agenda for meetings.c. Preside at CAP meetings.d. Appoint Secretary of CAP and provide for the keeping of meeting

minutes in the Secretary’s absence.e. Certify the accuracy of meeting minutes after approval by CAP

membership.f. Submit to the Maine Yankee Law and Government Affairs

Department all recommendations adopted by the CAP.g. Forward member resignation letters to the Maine Yankee Law

and Government Affairs Department and the selecting body.h. Work with Maine Yankee administrative support to ensure the

smooth flow of information to the CAP and public.

2. Vice-Chairperson shall perform all the duties of the Chairperson in his/her absence.

3. Secretary shall perform the following duties:a. Keep minutes of all CAP meetings including a record of members

present and a complete and accurate description of mattersdiscussed and conclusions reached.

b. Provide the originals of all CAP records to the Maine Yankee Lawand Government Affairs Department for retention and publicinspection as described in Section III.G.

c. Work with Maine Yankee administrative support to ensure thesmooth flow of information to the CAP and public.

4. Maine Yankee Administrative Supporta. Maine Yankee will provide administrative support to the

CAP and will work with the Chairperson and Secretary toensure the smooth flow of CAP information to Panel membersand the public.

b. Administrative support will include but not be limited to typing,copying, compiling, and mailing CAP documents,

assisting with meeting arrangements, maintaining CAP records, and ensuring their availability to the public in the Public Document Room of the Wiscasset Public Library, and the Maine State Library. As appropriate, documents will

also be available on the Maine Yankee web site.(www.maineyankee.com).

III. MEETINGSA. Frequency - The CAP will meet on an as-needed basis, but no fewer than two

(2) times a year. The need for such meetings will be determined by the CAP.Additional meetings may be called by the Chairperson.

B. Open Meetings - All CAP meetings will be open to the public.

1. All meetings will have a public comment period.2. Issues brought before the CAP that are not on the meeting

agenda will only be added to that meeting’s agenda following an

Attachment 1

38

affirmative vote of two-thirds of the CAP members present. If thevote falls short of the two-thirds majority, the issue will be placed onthe agenda of the next CAP meeting.

3. Meetings will be announced a minimum of one week in advance.Meeting agendas and other materials sent to CAP members priorto meetings will be available one week in advance at the Public DocumentRoom of the Wiscasset Public Library and the Maine State Library.

C. Reimbursement - Members of the CAP will not be reimbursed for travel or otherexpenses incurred by them in the performance of their duties as members.However, Maine Yankee will provide a meal for CAP members at every meeting.

D. Quorum - Seven (7) members will constitute a quorum for a meeting of the CAPat which a vote or other official action is to be taken. In the absence of aquorum, the CAP may convene the meeting and adjourn until such time as aquorum is present. No official action may be undertaken by the CAP at ameeting which lacks a quorum.

E. Majority Vote - Wherever this Charter refers to a “majority vote”, it means asimple majority of those members present and voting; provided a quorum ispresent at the meeting. If no quorum is present, the CAP cannot vote on anymatter, except adjournment, or take any official action of any kind. Minorityreports will be part of the CAP record.

F. Rules - Roberts Rules of Order will govern all CAP meetings.

G. Minutes - Minutes shall be kept of all CAP meetings and will include a record ofmembers present, a complete and accurate description of matters discussed andconclusions reached, and copies of all reports received, issued or approved bythe CAP.

H. Records - The records of the CAP consist of this Charter, meeting agendas,meeting minutes, reports submitted to or drafted by the CAP, studies madeavailable to or prepared by the CAP, correspondence to or from the CAP. Allsuch records shall be made available to the public at the Public Document Roomof the Wiscasset Library and the Maine State Library. As appropriate, recordswill also be available on the Maine Yankee web site.

I. Membership Renewal - The CAP shall vote to renew the terms of its existingmembers at the last regularly scheduled meeting of its term, unless aconcurring vote of at least seven (7) members selects an earlier meeting forsuch renewal. Any member not receiving a concurring vote of at least seven (7)members of the CAP for renewal will cease being a member at the expiration ofhis/her term. Any vacancies created by the expiration of a member’s term willbe filled in accordance with the procedures set forth in Section II.A.6.

IV. TERMA. The CAP shall exist and operate for an initial term of two (2) years, ending

September 31, 1999. The continuation of the CAP beyond its initial term shallbe determined by Maine Yankee.

rev 1 - 7/16/98

Attachment 1

39

Attachment 2

Maine YankeeCOMMUNITY ADVISORY PANEL

CHARTER –Revised 11/02

INTRODUCTION

With decommissioning then nearly 70 percent complete, the CAP at its September12, 2002 meeting agreed to amend the CAP Charter to enable current members tocontinue serving until the CAP completes its work and dissolves at the end of decommis-sioning in 2005. The Charter was revised to reflect that sentiment and became effectiveat the January 16, 2003 meeting of the CAP.

I. PURPOSE

A.The Community Advisory Panel (CAP) is established to enhance open communica-tion, public involvement and education on Maine Yankee decommissioning issues. TheCAP will serve as a formal channel of community involvement with Maine Yankee.

B.The CAP will evaluate and comment upon data and other information provided byMaine Yankee and other reliable sources.

C.The CAP will function as an advisory panel. Maine Yankee is not obligated toaccept or conform to the advice or recommendations made by the CAP, although will, incases of disagreement, provide the CAP with an appropriate rationale for the disagree-ment.

II. ORGANIZATION AND MEMBERSHIP

A.Membership

1.The CAP will reflect the diverse viewpoints of residents within the former primaryMaine Yankee Emergency Planning Zone.

2.The CAP will have sufficient members to fulfill its purpose including the following:

· Chair Marge Kilkelly;

· Vice Chair Don Hudson;

· The State Senator from Lincoln County;

· A State Representative from Lincoln County appointed by the Lincoln CountyLegislative Delegation;

· A Maine Yankee representative appointed by the company;

· Steve Jarrett;

40

Attachment 2

· Dan Thompson;

· Lewis Curtis;

· Raymond Shadis;

· Liaison to the Governor appointed by the Governor;

· Paul Crary;

· Ralph Keyes;

· Don Schuman.

3.With the exception of the Governor’s liaison, the Maine Yankee representative, theState Senator, and the State Representative who may change from time to time, CAPmembers shall serve until the end of decommissioning in 2005.

4.Membership may be resigned by writing to the Chairperson of the CAP. The Chair-person shall immediately forward a copy of such resignation letter to the Maine YankeeLaw and Government Affairs Department and the selecting body.

5.With the exception of the Governor’s liaison, the Maine Yankee representative, theState Senator, and the State Representative, replacement of members who resign shallbe decided by a majority of the CAP. In the event a member is replaced, the CAP willseek a replacement who best matches the viewpoint of the departing member.

B.OFFICERS

1.The CAP shall have a Chairperson and Vice-Chairperson. The inaugural Chairper-son and Vice-Chairperson will be appointed by Maine Yankee. Subsequent Chairpersonsand Vice-Chairpersons will be elected by a majority vote of the CAP.

2.The term for the Chairperson and Vice-Chairperson will be until the end of decom-missioning in 2005.

C.COMMITTEES - Committees, sub-committees or similar working groups will bedesignated by the Chairperson as needed to carry out the work of the CAP. Such com-mittees, sub-committees or working groups will serve at the discretion of the Chairper-son.

D. DUTIES

1.Chairperson shall perform the following duties:

41

Attachment 2

a.Call meetings of the CAP.b.Prepare and/or approve agenda for meetings.c. Preside at CAP meetings.d.Submit to the Maine Yankee Law and Government Affairs Department all recom-

mendations adopted by the CAP.e.Forward member resignation letters to the Maine Yankee Law and Government

Affairs Department and the selecting body.f. Work with Maine Yankee administrative support to ensure the smooth flow of

information to the CAP and public.

2.Vice-Chairperson shall perform all the duties of the Chairperson in his/her ab-sence.

3.Maine Yankee Support

a.Maine Yankee will provide administrative support to the CAP and will work with theChairperson to ensure the smooth flow of CAP information to Panel members and thepublic.

b. Administrative support will include but not be limited to takingminutes, typing, copying, compiling, and mailing CAP documents, assisting with meetingarrangements, maintaining CAP records, and ensuring their availability to the public atthe Maine State Library.

III. MEETINGS

A.Frequency – The CAP will meet on an as-needed basis, but no less than two (2)times a year. The need for such meetings will be determined by the CAP. Additionalmeetings can be called by the Chairperson.

B.One month prior to the annual CAP meeting, Maine Yankee will issue a report tothe CAP of key activities associated with the operation of the ISFSI from the precedingyear and activities the company has been engaged relative to removing high-levelnuclear waste from the site.

C.Open Meetings - All CAP meetings will be open to the public.

1.All meetings will have a public comment period.

2.Issues brought before the CAP that are not on the meeting agenda will only beadded to that meeting’s agenda following an affirmative vote of two-thirds of the CAPmembers present. If the vote falls short of the two-thirds majority, the issue will beplaced on the agenda of the next CAP meeting.

3.Meetings will be announced a minimum of one week in advance.

C. Reimbursement - Members of the CAP will not be reimbursed for travel orother expenses incurred by them in the performance of their duties as members. How-

42

Attachment 2

ever, Maine Yankee will provide a meal for CAP members at every meeting.

D. Quorum – A majority of members will constitute a quorum for a meeting ofthe CAP at which a vote or other official action is to be taken. In the absence of a quo-rum, the CAP may convene the meeting and adjourn until such time as a quorum ispresent. No official action may be undertaken by the CAP at a meeting which lacks aquorum.

E. Majority Vote - Wherever this Charter refers to a “majority vote,” it meansa simple majority of those members present and voting; provided a quorum is present atthe meeting. If no quorum is present, the CAP cannot vote on any matter, except ad-journment, or take any official action of any kind. Minority reports will be part of the CAPrecord.

F. Rules - Roberts Rules of Order will govern all CAP meetings.

G. Minutes - Minutes shall be kept of all CAP meetings and will include a recordof members present, a complete and accurate description of matters discussed andconclusions reached, and copies of all reports received, issued or approved by the CAP.

H. Records - The records of the CAP consist of this Charter, meeting agendas,meeting minutes, reports submitted to or drafted by the CAP, studies made available toor prepared by the CAP, correspondence to or from the CAP. All such records shall bemade available to the public at the Maine State Library.

IV. TERM

A.The CAP shall exist and operate until the end of decommissioning in 2005.

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Attachment 3

The Maine Yankee Community Advisory Panel (CAP)will meet on Thursday, July 17, 2003

at 6:00 p.m

The meeting will take place at the Chewonki Centerfor Environmental Education in Wiscasset. The agenda

includes the following: an update from the U. S.Nuclear Regulatory Commission, a routine update ondecommissioning activities and presentations on the

physical end state of the site and status of the ResourceConservation Recovery Act closure process.

~

The public is invited to attend and offer comment.The CAP was established by Maine Yankee to enhance

open communication about the decommissioning process.

Sample of meeting notice published in local newspapers

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Attachment 4

CAP provided forum for public dialogueabout how decommissioning would beapproached – how the site would becharacterized, how material would bereleased from the site (including batchdischarges to bay from RCS Loop decon/disposition of hazardous and radwastematerials), what risks would remain withthe plant in a defueled condition and howthose risks would be addressed, and whatthe estimated decommissioning costswould be

Amid community concerns about removalof on-site NRC inspectors, CAP broughtNRC presence and state regulatory pres-ence to the community on a regular basis

CAP provided forum for residents to voiceconcerns directly to company and regula-tors about noise of spent fuel pool islandcooling fans and alleged free release ofradioactive materials to Wiscasset landfill

CAP included in decision about spent fuelstorage; CAP members given access totours of other facilities, construction ofmulti-purpose storage canisters; CAPconcerns about perceived security of dryfuel storage facility directly responsible forinstallation of ISFSI berm

1997-

1998

CAP forum required company andregulators to explain to lay publicmethodologies and science behindapproaches to meeting release criteria forthe site (LTP, pathways analysis, doseassessment methods, rubblization, 25mrem plus ALARA vs. 10/4). CAPsummoned NRC and EPA to localcommunity to provide insight as to howpublic might gain confidence aboutultimate safety of site given differing siterelease criteria at the federal regulatorylevel

Provided forum for local residents toexpress concerns/opinions on donation ofEaton Farm to non-profit

1999

Decommissioning Milestones CAP Accomplishments

5/97 - Decommissioning PlanningBegins

8/97 - Permanent Plant Shutdown

8/97 - Post ShutdownDecommissioning Report filed w/NRC

10/97 - 4/98 Initial SiteCharacterization

1/98 -12/98 Pre-decommissioningPrep WorkA. Asbestos RemovalB. RCS Loop Decon to Reduce Worker ExposureC. “Cold and Dark”D. Conversion to Spent Fuel Pool Island

1/99 - Commodity Removal Begins

8/99 - Site Work Begins for IndependentSpent Fuel Storage Installation (ISFSI)

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Attachment 4

Provided public long lead time tounderstand mechanics of largeradioactive component removal (SGs,pressurizer, RPV ) and transportation.CAP process made major activities publicand sensitized company to local issues;such as impact on clammers of MarineSafety Zones and potential impact tolobstering gear from barge transport

Discussions on large component removalalso prepared public for understandingof reactor vessel shipment.

CAP process provided explanations forvisible site changes – construction ofISFSI, VCC construction, buildingdemolition

Lesson learned through CAP processwith spent fuel pool island cooling fansapplied when turbine buildingdemolished using explosives – companynotified all neighbors and invited them toattend CAP meeting to hear details ofbuilding demolition in advance of actualdemolition

Sept 11- while security issues have alwaysbeen safeguarded information, the CAPwas an established forum whereconcerns about site security could be andwere registered with company, state andfederal regulators

2000-

2001

CAP AccomplishmentsDecommissioning Milestones

10/00 – 5/01 Segmentation of ReactorVessel Internals

10/00 Commence construction of VerticalConcrete Casks (VCC) for ISFSI

10/00 NRC Issue Certificate of Compliancefor Standard Fuel Cask Storage System

10/00 Begin Final Status Surveys for ISFSIgrounds and other areas as appropriate

12/00 Deliver First Fuel Storage CaskTSC

1/00 License Termination Plan (LTP), Rev.0, filed with NRC

4/00 Remove Steam Generators andPressurizer from containment

6/00 Transport of Steam Generators andPressurizer to Barges; Ship Barges to GTSDuratek reprocessing facility in Memphis, TN

8/00 Mobilize RPV internalssegmentation contractor and equipment

7/00 – 7/01 ISFSI Pad, Facility and BermConstruction

4/01 – 8/02 Turbine/Service BuildingDemolition – Phase I

6/01 License Termination Plan, Rev. 1,filed with the NRC

7/01 Complete ISFSI Construction

8/01 LTP, Rev. 2, filed with the NRC

10/01 Demolition of Turbine Pedestal usingControlled Explosives

9/01 – 12/01 Circulating Water PumpHouse Demolition

10/01 Natural Resources Protection ActPermit filed with MDEP

11/01 Begin Cask Loading (GTCC);Explosive Demolition of Turbine Building ;complete VCC construction

46

Attachment 4

CAP AccomplishmentsDecommissioning Milestones

CAP provided public forum forinformation to abutters on containmentdemolition activities and expected noise,etc.

CAP provided forum for the public tounderstand process of discharging thespent fuel pool water to the Back River

The Friends of the Coast/Maine Yankeemarine sediment study was the subject ofa CAP presentation, updates wereprovided, and the results of the studywill be made public

The CAP provided a number ofopportunities for the explosivedemolition of containment to bethoroughly aired publicly

The CAP forum has been the public’s“window” to the company’s transition tostand alone ISFSI and the resultingchanges to management structure,security, and emergency planning

While it has not been within the missionof the CAP to resolve larger issues suchas the lack of federal repository for spentfuel or potential reuse of the site, theCAP forum has provided the communityan opportunity to express concerns aboutthese to the media and to state andfederal officials. In June 2004, DOEpresented at the CAP meeting regardingthe agency’s plans for spent fuel removal.

2003

2004

other

CAP provided public opportunity tounderstand plans to clean up forebay,disposition of diffuser piping, and meetRCRA standards

CAP meetings provided a forum forupdates on progress with transfer of spentfuel to the ISFSI

CAP provided forum for state to reportand explain its findings on confirmatorystudy of the ‘backlands’ release from NRClicense

20024/02 Complete Cask Loading (GTCC)6/02 Information Center Demolition7/02 Release of “Backlands” from NRClicense8/02 Begin Cask Loading (Fuel)9/02 Remove Reactor Vessel fromContainment, shipping by barge to Barnwell,S.C. tbd10/02 – 10/04 Containment BuildingDemolition12/02 Submit Forebay Remediation Plan toMDEP

2/03 NRC Approval of LTP

4/03 – 12/03 Forebay Remediation &backfill

10/03 Bailey Farmhouse Demolition

10/03 – 12/03Turbine BuildingDemolition – Phase II

2/04 Completion of CaskLoading

3/04 - 6/04 Spent Fuel Pool drain down

4//04 - 5/04 Primary AuxiliaryBuilding Demolition

7/04-8/04 Fuel Building Demo

9/04 Explosive Demolition ofContainment

10/04 –12/04 Staff Building/WarehouseDemolition

3/05 Submit Final Status SurveyReport to NRC

Spring 2005 Decommissioning Complete

47

Attachment 5

DRAFT – December 1, 2004

Maine YankeeCommunity Advisory Panel on

Spent Nuclear Fuel Storage & RemovalCharter

Introduction

The Maine Yankee Community Advisory Panel on Spent Nuclear Fuel Storage andRemoval was established in March 2005 to enhance open communication, publicinvolvement and education on the interim storage of spent nuclear fuel at Maine Yankeeand to advocate for its prompt removal from Maine Yankee to a safe location outsideNew England.

The panel is an outgrowth of its predecessor, the Maine Yankee Community AdvisoryPanel on Decommissioning which was integral to the success of plant decommissioningfrom the beginning of the project in August 1997 until its conclusion in March 2005.

At its September 2002 planning session, the original CAP recognized the need for acommunity advisory panel to continue beyond plant decommissioning to monitor interimstorage at the Independent Spent Fuel Storage Installation (ISFSI) and to advocate forthe removal of spent nuclear fuel as required by federal statute and contract with theU.S. Department of Energy.

Charter

I. Purpose

A. The Maine Yankee Community Advisory Panel on Spent Nuclear FuelStorage and Removal (CAP) is established to enhance opencommunication, public involvement and education on spent nuclear fuelstorage at Maine Yankee and to advocate for the prompt removal of thatwaste from Maine Yankee to a safe location outside New England.

B. The CAP will evaluate and comment upon data and other informationprovided by Maine Yankee and other reliable sources.

C. The CAP will function as an advisory panel. Maine Yankee will consider theadvice or recommendations made by the CAP. Although not obligated tofollow such advice or recommendations, Maine Yankee will, in cases ofdisagreement, providethe CAP with an appropriate rationale for the Company’s approach to theissue.

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Attachment 5

II. Organization and Membership

A. Membership

1. The CAP will consist of seven core members defined below, aswell as members of the Maine Yankee Community AdvisoryPanel on Decommissioning who choose to serve.

2. The CAP will include at least three members knowledgeableabout spent nuclear fuel storage and transport.

3. Defined CAP membership categories are: The Chair and Vice-Chair of the decommissioning CAP; the State Senator fromLincoln County; the Governor’s representative; the Town ofWiscasset’s representative; a representative from a businesslocated on former Maine Yankee property known as northFerry Road, and Maine Yankee’s representative.

4. CAP members shall serve an initial two year term.

5. Membership may be resigned by writing to the Chairperson ofthe CAP. The Chairperson shall forward a copy of suchresignation to the President of Maine Yankee and, ifapplicable, to the selecting body.

6. Replacement of the Governor’s representative, the Wiscassetrepresentative, and the Maine Yankee representative, shall beby the selecting body. In the event the Senator from LincolnCounty resigns, the CAP will request that the Lincoln CountyLegislative Delegation select a replacement from among itsmembers. In the event the business representative fromnorth Ferry Road resigns, the CAP will request that thebusinesses in residence there select a new representativefrom their group. In the event the Chair and/or Vice-Chair ofthe decommissioning CAP resigns, their replacement shall bechosen by a majority of the CAP. In the event a member ofthe Maine Yankee Community Advisory Panel onDecommissioning resigns who is not serving in one of theseven defined membership categories, that person will not bereplaced.

B. Officers

1. The CAP shall have a Chairperson and Vice-Chairperson electedby a majority vote of the CAP.

2. The term for the Chairperson and Vice-Chairperson will be two years.

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Attachment 5

C. Committees – Committees, sub-committees or similar working groups willbe designated by the Chairperson as needed to carry out the work of theCAP. Such committees, sub-committees or working groups will serve atthe discretion of the Chair-person.

D. Duties

1. Chairperson shall perform the following duties:

a. Call meetings of the CAP.b. Prepare and/or approve agendas for meetings.c. Preside at CAP meetings.d. Submit to the Maine Yankee President all recommendations

adopted by the CAP.e. Forward member resignation letters to the Maine Yankee

President and the selecting body where applicable.f. Work with Maine Yankee administrative support to ensure the

smooth flow of information to the CAP and public.

2. Vice-Chairperson shall perform all the duties of the Chairperson inher/his absence.

3. Maine Yankee Support

a. Maine Yankee will provide administrative support to the CAPand will work with the Chairperson to ensure the smooth flowof CAP information to Panel members and the public.Whenever feasible electronic mail will be the preferred methodof communicating with and among CAP members.

b. Administrative support will include but not be limited to takingminutes, typing, copying, compiling, and mailing CAPdocuments, assisting with meeting arrangements, maintainingCAP records, and ensuring their availability to the public at theMaine State Library.

III. MEETINGS

A. Frequency – The CAP will meet a minimum of once a year during themonth of March, though additional meetings can be called at the Chair’sdiscretion.

B. One month prior to the annual CAP meeting, Maine Yankee will issue areport to the CAP of key activities associated with the operation of theISFSI for the preceding year and activities the company has been engagedin relative to removing spent nuclear fuel from the site.

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Attachment 5

C. During the year between CAP meetings Maine Yankee will also periodicallyupdate the CAP on any noteworthy developments related either to spentnuclear fuel storage or its removal.

D. Open Meetings - All CAP meetings will be open to the public.

1. All meetings will have a public comment period.

2. Issues brought before the CAP that are not on the meeting agenda willonly be added to that meeting’s agenda following an affirmative vote oftwo-thirds of the CAP members present.

3. Meetings will be announced a minimum of two weeks in advance.

C. Reimbursement - Members of the CAP will not be reimbursed for travel orother expenses incurred by them in the performance of their duties asmembers. However, Maine Yankee will provide a meal for CAP members atevery meeting.

D. Quorum – A majority of members will constitute a quorum for a meeting ofthe CAP at which a vote or other official action is to be taken. In theabsence of a quorum, the CAP may convene the meeting and adjourn untilsuch time as a quorum is present. No official action may be undertaken bythe CAP at a meeting which lacks a quorum.

E. Majority Vote - Wherever this Charter refers to a “majority vote,” it meansa simple majority of those members present and voting; provided aquorum is present at the meeting. If no quorum is present, the CAPcannot vote on any matter, except adjournment, or take any official actionof any kind. Minority reports will be part of the CAP record.

F. Rules - Roberts Rules of Order will govern all CAP meetings.

G. Minutes - Minutes shall be kept of all CAP meetings and will include arecord of members present, a complete and accurate description of mattersdiscussed and conclusions reached, and copies of all reports received,issued or approved by the CAP.

H. Records - The records of the CAP consist of this Charter, meeting agendas,meeting minutes, reports submitted to or drafted by the CAP, studies madeavailable to or prepared by the CAP, correspondence to or from the CAP. Allsuch records shall be made available to the public at the Maine StateLibrary.

IV. TERM

A. The CAP shall exist and operate through the March 2007 meeting at whichtime the CAP will review its continuation.

51

CAP Members - Past & Present

Senator Marge Kilkelly 8/97- presentW. Donald Hudson 8/97- presentTom Cashman 8/97- 99Daniel Thompson 8/97- presentJohn Chester 8/97- 99Raymond Shadis 8/97- presentMargot Murphy 8/97- 11/98Sandy Labaree 8/97- 10/99Uldis Vanags 8/97- 3/00Alan Houston 8/97- 1/00Ron Ouellette 8/97 - 9/98Michael Sellman (MY) 8/97- 3/98Dr. Paul Crary 1/98 - presentLewis Curtis 2/98 - presentMary Ann Lynch (MY) 3/98 - 4/00Steve Jarrett 3/99 - presentRalph Keyes 3/99 - presentDon Schuman 1/00 - presentPaula Craighead 3/00 - 9/03Eric Howes (MY) 5/00 - 2/01Wayne Norton (MY) 2/01- 1/03Charles Pray 11/03 - presentTed Fiegenbaum (MY) 1/03 - presentSenator Chris Hall 1/03 - presentRepresentative Ken Honey 1/03 - present

Attachment 6