Items to Note Before Proceeding With an ORR

DOE-HDBK-3012-2003

and implement all of the "flow down" procedures and surveillances necessary to put the

requirements of the approved safety documentation into practice. Ensure full implementation of the

safety basis.

Inadequate or incomplete evidence files or other verifiable documentation that demonstrate the

prerequisite conditions have been met may result in an inability to verify readiness has been

achieved. The Implementation Plan should clearly indicate the intentions to review these

evidence files.

A responsible representative of the line management must be prepared to demonstrate to the ORR

team that the conditions required to be met as a prerequisite to resumption, have actually been

met. In most cases, this individual will be the counterpart who is assigned to work with the

individual ORR Team member. The counterparts should be identified and utilized during the pre-

visit.

Assigned counterparts must understand their responsibility to support the ORR team member.

The counterpart must present the information and documentation requested. The counterparts

must accept responsibility for gaining information and resolving questions. The counterparts

should be fully dedicated to a single ORR team member for the duration of the ORR field work.

This expectation should be clearly defined during the pre-visit.

Lack of experience on the part of line management as to the expectations of the ORR team in the

areas of drills and evolutions expected to occur during the ORR will lead to difficulty in

completing established objectives. The Team Leader and team member must devote considerable

attention to communicating expectations to responsible line management at the facility level.

Inadequate validation and verification of operational or maintenance/surveillance procedures that

are newly prepared or recently modified will result in readiness not being achieved when the

ORR starts. An experienced ORR team leader or team member may identify concerns with the

adequacy and maturity of these procedures during the pre-visit. If problems are apparent, they

should be identified to senior management at the end of the pre-visit.

Lack of formal, structured preparation by DOE line management of the personnel, programs, and

documentation to be evaluated during the ORR will delay completion of required activities. DOE

line management should be encouraged to conduct a Management Self-Assessment to ensure that

prerequisite conditions for which they are responsible have been met. Potential problems in this

area may be apparent during the pre-visit and, if noted, pointed out to senior DOE management at

that time.

Note: It should be apparent to the observant Team Leader during the pre-visits and other ORR

preparations if difficulties with achieving readiness will be problematic. Although the ORR Team

Leader will not be able to deal with the problems directly, his identification of the problems to the

appropriate DOE or contractor line manager should be considered.

6.2 ITEMS TO NOTE BEFORE PROCEEDING WITH AN ORR

Thoroughly review the ORR Plan of Action, which, among other things, defines the scope of the

ORR and lists the prerequisites for the ORR. The success of the ORR will be enhanced if the POA

provides specific detail as to the scope of each core requirement, and defines the prerequisites in

sufficient detail. Prerequisites should be specific and define measurable conditions. If the ORR

Team Leader is identified prior to final approval of the POA, he should be included in the POA

review and approval process and should ensure that the POA contains adequate detail to support a

successful ORR. The POA should be approved as early as possible in the startup/restart process.

Gain familiarity with the facility and the project programs prior to the start of the ORR. Site access

training, facility walkthroughs, and document reviews are essential for team members to gain the

necessary familiarity with the project prior to the kickoff of the ORR.