Better Inspection Management Would Improve Oversight of Operating Nuclear Plants

GAO reviewed the Nuclear Regulatory Commission's (NRC) management of its operating nuclear power plant inspection program, including: (1) the NRC response to investigative findings concerning the Three Mile Island accident in 1979; (2) documentation for inspection program policies and procedures; and (3) the design and management of the inspection program. To oversee nuclear power plant operations, NRC maintains resident inspectors at each plant to observe daily operations and uses regional inspectors to perform specialized inspection functions.

GAO found that: (1) many of the NRC inspection personnel and utility officials surveyed believe that the inspection program has improved since the Three Mile Island accident; and (2) most of the individuals surveyed believe that utilities comply with federal regulations and that the inspection program ensures safe nuclear plant operations. However, GAO also found that: (1) despite increasing inspection requirements, the average annual inspection time per plant decreased in 1983; (2) about 40 percent of the inspectors surveyed believe that they do not have enough time to ensure compliance with regulations; and (3) most survey respondents believe that NRC should increase its inspection resources. In addition, GAO found that the effectiveness of the inspection program is not as high as it should be because NRC does not: (1) use utility industry reports of plant operating experiences to refine inspection procedures or identify needs to readjust inspection priorities; (2) correlate inspection procedures with functional areas identified in annual power plant performance assessments; or (3) use evaluations prepared by utilities and the Institute for Nuclear Power Operations (INPO) in inspection program planning. GAO also found that: (1) some NRC inspection procedures are nebulous and need revision; (2) many inspectors believe that they have not received certain mandatory training designed to increase their familiarity with industry standards; and (3) inspectors do not always receive required training because of heavy work loads and inadequate resources.

Recommendations

Our recommendations from this work are listed below with a Contact for more information. Status will change from "In process" to "Open," "Closed - implemented," or "Closed - not implemented" based on our follow up work.

Director: Keith O. Fultz Team: General Accounting Office: Resources, Community, and Economic Development Division Phone: (202) 512-3678