ACHIEVING CLOSURE AT FERNALD

摘要

When Fluor Fernald took over the management of the Fernald Environmental ManagementrnProject in 1992, the estimated closure date of the site was more than 25 years into the future.rnFluor Fernald, in conjunction with DOE-Fernald, introduced the Accelerated Cleanup Plan,rnwhich was designed to substantially shorten that schedule and save taxpayers more than $3rnbillion.rnThe management of Fluor Fernald believes there are three fundamental concerns that must bernaddressed by any contractor hoping to achieve closure of a site within the DOE complex. Theyrnare relationship management, resource management and contract management.rnRelationship management refers to the interaction between the site and local residents,rnregulators, union leadership, the workforce at large, the media, and any other interestedrnstakeholder groups. Resource management is of course related to the effective administration ofrnthe site knowledge base and the skills of the workforce, the attraction and retention of qualifiedrnand competent technical personnel, and the best recognition and use of appropriate newrntechnologies. Perhaps most importantly, resource management must also include a plan forrnsurvival in a flat- funding environment. Lastly, creative and disciplined contract managementrnwill be essential to effecting the closure of any DOE site. Fluor Fernald, together with DOEFernald,rnis breaking new ground in the closure arena, and “business as usual” has become a thingrnof the past.rnHow Fluor Fernald has managed its work at the site over the last eight years, and how it willrnmanage the new site closure contract in the future, will be an integral part of achievingrnsuccessful closure at Fernald.