Logistics and Support

DOE-HDBK-3012-2003

a detailed plan for the progression from completion of the ORR/RA to startup should be verified if a

significant difference exists between the operations that can be demonstrated and normal operations.

6.5 LOGISTICS AND SUPPORT

Communicate logistical needs and requirements to the site well in advance of the review. For example:

Specify what documents need to be available to the team and that these documents need to be in a

central location for easy access by the team during the review.

Specify that computers need to be up-to-date models. Printers and copying machines, with adequate

supplies of paper, toner, etc., need to be dedicated to the team for the duration of the review.

Specify the word processing software needed (e.g., Word, PowerPoint).

Request administrative support personnel (typists with selected software experience if at all

possible), as they are especially helpful when preparing the final pieces of documentation for the

final report.

In cases where the review involves classified facilities/operations, schedule derivative classifiers to

come to the work area and review the draft documentation at the end of the day during the last week

of the review.

Request sufficient office space and computers to support, at a minimum, each functional area sub-

group. Working in one large room is difficult since many discussions take place among site, review

team, and field office groups.

Investigate whether laptops can be brought on-site. This is usually not an option when the review

involves classified material. The site may require some form of property accountability pass.

Establish clear formal and informal communications between the facility and the review team as early as

possible. Define the "rules of the road." This will improve the effectiveness and efficiency of the

ORR/RA. Explain the open, "filters off" nature of the daily team meetings, and state that other briefings

can be held with management. While important, the number and the length of these meetings should be

minimized to allow the members of the review team to do their job.

6.6 TEAM ISSUES

Emphasize that team members are dedicated for the duration of the review. If a team member

completes their review before the end of the ORR/RA, and is authorized to leave, their completed

Forms 1 and 2 must be signed-off (approved) by the Team Leader before they leave the site. If a

summary is due from the team member, the Team Leader must accept the summary prior to the team

member leaving the site.

Use site personnel as members of the review team but know that demands for his/her attendance to

normally assigned duties can frequently interfere. This can be mitigated somewhat by insisting that

site personnel who are team members work in the space allocated to the team for the duration of the

review, instead of in their separate office/facilities.

Use a dedicated group of team members to evaluate drills, evolutions, and upsets if possible as it can

be valuable to the team leader. A group leader can assign specific observational roles to each group

member. Having the group hold a post-event critique will allow development of a form 1 that

provides an integrated discussion of the events. The other group members can include discussions of

pertinent aspects of the event in their form 1 as required by their assigned CRAD.

Emphasize to team members the need to familiarize themselves with the Implementation Plan and the

facility/process under review before the ORR/RA. This should be accomplished through the team

members' qualification process, which should establish the minimum requirements for facility

familiarity, prior to the review. Additionally, the Team Leader is responsible in the team selection to

ensure that the team members have the required technical expertise (education/experience) to