IR 05000397/1991047
| ML17289A265 | |
| Person / Time | |
|---|---|
| Site: | Columbia  |
| Issue date: | 01/06/1992 |
| From: | Mcqueen A NRC OFFICE OF INSPECTION & ENFORCEMENT (IE REGION V) |
| To: | |
| Shared Package | |
| ML17289A262 | List: |
| References | |
| 50-397-91-47-MM, NUDOCS 9201230228 | |
| Download: ML17289A265 (9) | |
Text
Report Nos.
License No.
Licensee:
U.
S.
NUCLEAR REGULATORY COMMISSION
REGION V
50-397/91-47 NPF-21 Washington Public Power Supply System P.O.
Box 968 3000 George Washington Way Richland, Washington 99352 Facility Name:
Washington Nuclear Project, Unit 2 (WNP-2)
Inspection at:
WNP-2 Site, Benton County, Washington Inspection Conducted:
December 18, 1991 Inspector:
Approved by:
~Summar:
re L
c ueen, m
gene repare ness na ys ee e, ie a eguar s, mergency redness, and Non Power Reactor Branch a
e cygne I &gz a
e 1gne An announced management meeting between licensee staff members and Region V
Division of Radiation Safety and Safeguards staff members was held at the Reqion V Office, Walnut Creek, California.
The meeting examined the following portions of the licensee's emergency preparedness program:
Lessons learned in the WNP-2 1991 Emergency Exercise, Federal Emergency Management Agency (FEMA) issues, Long Range Improvement/Progress Plans and other issues introduced by the licensee and Region V.
9201230228 920106 PDR ADOCK 05000397 Q
1.
Vice \\r I II Ilailcndees INSPECTION DETAILS a:
b.
Licensee Attendees G.
Sorensen, Manager, Regulatory Programs D. Larson, Manager, Emergency Preparedness F. Klauss, Supervisor, Emergency Planning J.
Landon, Supervisor, Drills and Exercises NRC Attendees R.
Scarano, Director, Division of Radiation Safety and Safeguards.
J.
Reese, Chief, Safeguards, Emergency Preparedness and Non Power Reactors Branch D. Kunihiro, Regional State Liaison Officer E. Garcia, Emergency Response Coordinator A. Mcgueen, Emergency Preparedness Analyst 2.
Details a.
Lessons Learned in the MNP-2 Emer enc Exercise
(EPX 91).
The licensee began the meeting with a review of the 1991 Emergency Preparedness exercise held in November.
The licensee considered the scenario for EPX 91 to have been realistic in concept and in implementation.
The scenario was implemented in a manner to encourage conservatism in event classification.
A prohibition was built in to the scenar'io to preclude upgrading the classification to a General Emergency until desired by controllers.
It was felt this injected an element of artificiality into the exercise and was the most frustrating condition for players according to their critique sheets for the exercise.'t was agreed by all present at this meeting that in the future, players should not be restrained in event classification.
The licensee felt that a strength of the exercise play was the attitude of players in recognizing the exercise as their exercise rather than just a chore to perform (Ownership by the staff).
Areas noted for improvement were the locations of traffic control cones and a need for ready availability of pertinent MNP-2 drawings.
The licensee indicated a problem surfaced in dose assessment due to the lack of an appropriate
"Core Inventory Listing."
Such a listing should be readily available in dose assessment system documentation.
Lack of this listing delayed and frustrated projecting offsite dose possible in future releases.
NRC indicated that at times it appeared that the Meteorology and Unified Dose Assessment Center (MUDAC) was
"behind the power curve" in projections and assessments.
NRC also indicated an apparent need for more coordination of data between reactor operations elements and protective measures element The licensee indicated that they are reviewing possible solutions to the NRC identified exercise weakness regarding fulltime manning of the Emergency Notification System (ENS)
(NRC Inspection Report 50-397/91-33).
NRC reaffirmed the requirement for the licensee to man the ENS and the Health Physics Net (HPN) fulltime during an exercise when requested by the NRC.
b.
FEMA Issues The licensee then reviewed several items under discussion with FERA and the State of Oregon.
These generally involved future participation of the State of Oregon in MNP-2 emergency preparedness exercises, the WNP-2 Alert and Notification System, and Supply System initiatives to resolve open issues.
The licensee presented a summary of discussions between the state of Oregon and Mashington Public Power Supply System (MPPSS)
on radiological emergency preparedness.
These included defining four logical periods in a hypothetical emergency, namely: declaration, plume exposure, intermediate, and ingestion planning.
The licensee indicated the goal is to bring Oregon actively back into the WNP-2 emergency plan and emergency preparedness program through mutual discussions and agreements which are currently ongoing.
The licensee indicated that several discussions had been held and correspondence exchanged with FE/IA regarding the WNP-2 Alert and Notification System.
This system involves sirens and tone alert radios.
The discussions are geared to establishing a system to evaluate and improve the effectiveness of the alert and notification system for persons residing in the emergency planning zone (EPZ).
C.
Licensee Lon Ran e
Im rovement Pro ress/Plans The licensee provided a handout on this topic as a basis for briefing and discussion.
(Copy at attachment 1 hereto.)
Generally, the discussion reviewed the SALP (Systematic Assessment of Licensee Performance)
recommendations from the 1990 SALP report; 1991 performance in drills and exercises; and emphasis items for calendar year 1992.
d.
Other Issues The licensee provided an update on an unresolved item pertaining to the testing of the ventilation system filters in the Technical Support Center (TSC) to the same level as testing Control Room filters (See Item 14, Inspection Report 50-397/91-33).
The item is still under review by the licensee to insure full resolution.
The licensee also provided an update on installation and implementation of the NRC required Emergency Response Data System (EROS)
and estimated the system will be functional in early 199 The licensee indicated that since their records show the last
"off-hours start" for an annual emergency exercise was in 1985, they are planning an off-hours start for the 1992 annual exercise.
ATTACHMENT Emergency Preparedness Long Range Improvement Progress and Plans
EMERGENCY PREPAREDNESS LONG RANGE IMPROVEMENT PROGRESS AND PLANS SALP RECOMMENDATIONS 1.) Increased management aggressiveness and oversight are encouraged regarding the resolution of deficiencies and weak areas in the emergency preparedness program.
OFFSITE
- Supply System management initiated formation of a working group of state and county agencies under State Division of Emergency Management leadership.
The group has worked together to design response actions for outstanding deficiencies and other Areas Requiring Corrective Action (ARCAs).
- The Supply System committed staff time and management involvement in support of Washington State development of ingestion pathway protective measures capabilities and demonstration of capabilities in the Trojan emergency exercise.
A total of 9 Supply System employees totaling over 100 man-days supported this effort from July through September.
Supply System Management was instrumental in promoting a high level of performance by Washington State agencies.
> Supply System emergency management is meeting at frequent intervals with management of state and local agencies to identify and address issues in a timely manner.
- As a result of these and other actions all outstanding FEMA deficiencies have been closed and FEMA ARCAs are being actively addressed by the appropriate agencies in a coordinated manner.
ONSITE
~ The WNP-2 Plant Managers office has initiated a Quality Action Team to address the Operations Support Center performance.
The team which consists of management and staff personnel of the OSC.
- The Nuclear Operations Standard (top policy document)
on Emergency Preparedness is being revised to foster broader management participatio.)
Management should expedite res'olution of discrepancies between the Emergency Plan and procedures.
- An outside consultant was engaged to perform a detailed comparison between the Emergency Plan and the Emergency Plan Implementing Procedures.
The results of his study have been incorporated into the EPIPs and into the Plan which is currently in the hands of NRC for approval prior to implementation.
3.) Management should foster a more conservative approach to event classification.
- The Emergency Plan Implementing Procedure titled
"Classifying the Emergency" underwent substantial revision The revision was subsequently reviewed by the Commission (Inspection Report No. 50-397/91-17).
The revised EPIP (revision 14)
was included in the extensive Operator requalification training on control room emergency operating procedures.
Conservative application of the emergency classifications was demonstrated in two subsequent events and in the November exercis EMERGENCY PREPAREDNESS 1991 PERFORMANCE Closed 3 Deficiencies Closed 6 ARCAs Opened 4 ARCAs Medical Drill AucCust
~29 1991 Closed 1 Deficiency (closed based on earlier drill)
Closed 3 Areas FEMA Drill Report:
"There were no issues in this drill that were identified as either a Deficiency, ARCA or a Plan Issue."
Closed 1 Deficiency Closed
ARCAs Joint
~Count State
~Su ~1
~astern Submittal Nov.
~7 1991 Proposals for closure of 31 remaining county ARCAs submitted to FEMA. Awaiting FEMA evaluation.
WNP-2 Exercise
'November
~20 1991 Not Evaluated by FEMA One NRC Identified Weakness
EMERGENCY PREPAREDNESS EMPHASIS FOR THE CALENDAR YEAR 1992 Continue to work with Washington State agencies and surrounding counties on maintenance and improvement of emergency preparedness capabilities.
Demonstrate those capabilities in annual drills and exercises such that public and regulatory confidence in our emergency management capability is sustained.
Achieve a lasting agreement with the State of Oregon on the appropriate level of participation in WNP-2 emergency planning.
Improve our working relationship with representatives of the Federal Emergency Management Agency.
Work to establish
"emergency center teams" to take ownership in the procedures, training, equipment and performance of their centers.
Maintain an awareness of national trends and events to ensure industry alignment in emergency preparedness matters.
Promote prompt remedial action and thorough permanent corrective actions to identified deficiencies.