ML20058Q041

Forwards Insp Rept 50-333/93-82 on 931004-21.No Violations Noted

ML20058Q041
Person / Time
Site:	FitzPatrick
Issue date:	12/22/1993
From:	Cooper R NRC OFFICE OF INSPECTION & ENFORCEMENT (IE REGION I)
To:	Harry Salmon POWER AUTHORITY OF THE STATE OF NEW YORK (NEW YORK
Shared Package
ML20058Q045	List: IR 05000333/1993082 ML20058Q041
References
NUDOCS 9312280048
Download: ML20058Q041 (4)

See also: IR 05000333/1993082

Text

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Docket No. 50-333

Mr. Harry P. Salmon, Jr.

Resident Manager

New York Power Authority

James A. FitzPatrick Nuclear Power Plant

Post Office Box 41

Lycoming, New York 13093

Dear Mr. Salmon:

SUBJECT: NRC OPERATIONAL SAFETY TEAM INSPECTION, NRC REGION I

INSPECTION REPORT NO. 50-333/93-82

This refers to the Operational Safety Team inspection conducted by Mr. James Trapp and

other NRC personnel of October 4-15,1993 and October 20-21,1993. The inspection

included a review of activities authorized for your James A. FitzPatrick facility, in Scriba',

New York and at your Corporate Office in White Plains, New York. At the conclusion of

the inspection, the team findings were discussed with you and members of your staff, at an

inspection exit meeting, that was open for observation by members of the public, on

November 2,1993.

The objective of this inspection was to conduct a performance based inspection of

management programs and processes that support safe operation of the James A. FitzPatrick

Nuclear Power Plant. The team conducted inspection activities in the areas of (1)

Management Programs and Oversight, (2) Self Assessment / Improvement Programs, (3)

Problem identification and Resolution, and (4) Engineering and Technical Support. Within

these areas, the inspection consisted of selective examinations of procedures, design

calculations, installed equipment, interviews with personnel, and observations by the

inspectors.

Strong performance by the plant leadership team was noted in the development and

implementation of several management programs such as the Results Improvement Program

and the Business Plan. A strong " Nuclear Safety Ethic" was evident at all levels of your

organization. The quality assurance and safety oversight groups provided timely and

effective self-assessments of performance to site and corporate management. Significant

improven.ents have been made in the management oversight and implementation of the

corrective action programs. However, weak documentation and evaluations were identified  :

for several root cause evaluations reviewed. In addition, the past failure to implement timely

corrective actions had contributed to recent plant scrams. For example, several unsuccessful ,

attempts had been made to repair and modify the reactor feedwater pump discharge check

valve that contributed to the April 1993 scram. Additional management attention is

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necessary to identify outstanding deficiencies that may cause or complicate plant scrams.

Significant management and organizational changes have recently been made in both the

engineering and technical support areas. Improvements in the performance of the

engineering and technical support organizations were noted in several areas including

communication and the modification program. However, the team noted a significant

backlog of items, such as modification requests, quality assurance corrective actions, and

technical services department action items. Included in the backlog were several items

regarding the control room ventilation system. Until recently, this system was not being

adequately maintained and operated. Due to the lack of adequate design-basis information

and equipment deficiencies, this system has been operated in the isolated mode of operation

since July 9,1993. Strong support by the technical support and engineering organizations

are required to establish the design-basis and to assure that safety-related systems are

operated and maintained within the established design-basis. While the team noted

improvements in the engineering and technical support areas, continued management

attention is required to successfully achieve performance improvement initiatives.

During the inspection, the team identified an item regarding the failure to adhere to a

commitment contained in a letter sent to the NRC on December 24,1992. Specifically, the

letter stated that a certain cable anomaly would be resolved by separating the cable,

llowever, when the anomaly was subsequently resolved, it was done via an analytical

approach, rather than by separating the cable. However, the NRC was not informed of this

change. The event emphasizes the need to inform the NRC when changes are made to

commitments previously made in co respondence with the NRC. Your staff agreed to

correct the information formally on the docket.

In accordance with 10 CFR 2.790 of the NRC's " Rules of Practice," a copy of this letter and

its enclosures will be placed in the NRC Public Document Room.

Your cooperation with us in this matter is appreciated.

Sincerely,

Richard W. Cooper, II, Director

Division of Reactor Projects

Enclosure: NRC Region I Inspection Report 50-333/93-82

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cc w/ encl:

R. Schoenberger, President

R. Beedle, Executive Vice President - Nuclear  :

G. Goldstein, Assistant General Counsel

J. Gray, Jr., Director, Nuclear Licensing - BWR [

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Supervisor, Town of Scriba

C. Donaldson, Esquire, Assistant Attorney General, New York Department of12w  ;

Director, Energy & Water Division, Department of Public Service, State of New York

K. Abraham, PAO (2)

Public Document Room (PDR) l

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Local Public Document Room (LPDR)

Nuclear Safety Information Center (NSIC)

NRC T.esident Inspector ,

State of New York, SLO Designce

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DEC 2 21993

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bec w/ encl:

Region I Docket Room (with concurrences)

C. Cowgill, DRP

P. Eselgroth, DRP

R. Urban, DRP

B. Welling, DRP

B. Cook - FitzPatrick

V. McCree, OEDO

R. Capra, NRR

J. Menning, NRP

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