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Successful Use of Deployed ESHQ Personnel at LANL

Background. June 2006: LANL Contract Change, LANS assumes leadership from UCReorganized Facility Operations under 9 Directors generally by geographic area and common hazards of the facilitiesCentralized ESH

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Successful Use of Deployed ESHQ Personnel at LANL

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    1. Successful Use of Deployed ESH@Q Personnel at LANL Stephanie Archuleta Deployed ESH&Q Manager Los Alamos National Laboratory November 2007

    2. Background June 2006: LANL Contract Change, LANS assumes leadership from UC Reorganized Facility Operations under 9 Directors generally by geographic area and common hazards of the facilities Centralized ESH&Q Personnel under one service organization and model. Slide 2

    3. Slide 3 Operations Organization Approach

    4. Slide 4

    5. Slide 5

    6. Slide 6 Facility Manager Model

    7. Slide 7

    8. Deployed Service Model Centralize Core Organization of Environmental, Safety, Health & Quality (ESHQ) Professionals Core owns Policy, Procedures and Protocol Trained and Qualified ESHQ Professionals (IH, Safety, Environmental, Rad Protection and Quality) are deployed geographically through FODs to support Research & Development (R&D) Work Organizations in the Field ESHQ Field personnel support day-to-day operations and work activities in FODs geographic area of responsibility

    9. Slide 9 Challenges and Dilemmas of the Deployed Service Model Differing expectations and priorities among R&D Org, FOD and Institutional ESHQ Orgs Institutional priorities (e.g.10CFR851) vs mission priorities ESHQ personnel have “many bosses” which may result in loss of focus. Customers perceive limited access to ESHQ personnel for mission priorities It’s can be more expensive for customer to pay core organizational taxes It’s difficult for core to quickly replace personnel with adequate activity/facility-specific knowledge.

    10. Deployed ESHQ Roles & Responsibilities Development, implementation, and maintenance of environmental, safety, health & rad protection programs, preparation of work authorizations, IH&S reviews and performance assessments in FOD assignment area. Coordinate the development and maintenance of facility safety envelopes Hazard assessments and evaluations for all work Integrated Work Document (IWD) SME Review Incident and abnormal event reviews

    11. Deployed Operational Point-of Contact (POC) Serve as an R&D Organization Operational Point-of-Contact (POC) to bridge the gap. Integrate with R&D organization as the primary operational POC ESHQ, Safety Basis, Engineering, etc. Serve as an IWM and ISM Mentor Facilitate New Activity Reviews Engage additional SMEs as necessary (Rad, Explosive, Pressure, Safety Basis, etc.) Attend R&D organizational meetings, safety meetings, management walkarounds Support and perform both FOD and R&D Management Assessments Attend Plan of the Week/Day on behalf of line organizations

    12. Deployed POC Personnel Values Execute work done Safely & Securely Customer Service to Support Execution of Work Serve as “crossing guard” rather than police officer. Problem solving in order to get the work done. Effective Team Work Communication and follow-up Engage SME involvement as necessary Balance Priorities of limited resources

    13. Potential Concerns for POC Model Concern that deployed professional “goes Native” within the R&D org Model becomes Person-based vs process-based R&D group is reluctant to give up relationship with “individual” POC More resources needed to align ESH Professionals with groups R&D group assigns other duties What the group can afford and what they need are not necessarily the same Potential to assume TOO much of the LINE manager and worker responsibility

    14. Work Control & Planning Benefits Improved Hazard Identification and Analysis for R&D work activities Improved Hazard Controls development and documentation for R&D work activities SME Involvement early in R&D work planning Improved oversight and engagement during work execution ?IWDs are detailed and improved in overall quality

    15. Overall Operational Benefit Integration into organization leads to FOD’s improved knowledge and awareness of operations Improved Aggregate Hazard Management R&D Organization develops a relationship of trust and increases engagement of ESH SMEs Deployed professional gains wide breadth of operational experience Intimate understanding of R&D organization’s goals and priorities Balance of Institutional Program Goals and Priorities with those of R&D Program

    16. Opportunities for Improvement Strengthen ESHQ Core Organizations Policy and Procedure so it is executable in the field. Develop detailed implementation plans for all new policyies and procedures Use field personnel to develop institutional policy and procedures Strengthen standard institutional training and qualification of ESH Professionals. Prioritize institutional goals and priorities with resource loaded schedules Develop Facility-Specific Transition plans for replacement personnel Ensure customer buy-in for priority schedules, policy implementation plans and personnel deployment

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