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Policy Department D: Budgetary Affairs ____________________________________________________________________________________________ While errors or failures in operational decisions can cause considerable losses or damages, errors or failures in strategic decisions have much larger consequences. That is why strategic decisions, as preplanned by the management, should be subject to a decision making under control: an independent supervisory board should: Evaluate the proposed plans; Request the presentation of alternatives to those plans; Request a risk evaluation for the technical and financial implications of the plan(s); Finally decide on the plan. The effect of double-checking strategic decisions is that all risks are better assessed and a more reasonable risk decision can be taken. To set up an effective management and control regime, it is a central requirement to define strategic decisions to be prepared by the management and finally to be decided from the control institution, and to define operational decisions to solely be decided by the management. If this discrimination is either not clearly defined, is not respected or is unclear: Strategic decisions are either not taken (management waits for decisions of the control institution) or with a high risk of failure (management decides and acts on its own); Operational decisions are unnecessarily delayed because the control institution is unable to decide, is unwilling to take every-day-decisions or decides in a wrong way due to limited expert knowledge; Operational decisions are unnecessarily decided by the control institution, with the result that the management is not responsible any more, looses competency, etc.; The responsibility for decisions cannot be clearly assigned or is diluted between two organisations that claim that either none of them or both of them are responsible. In all the named cases sub-optimal conditions result that can cause immense difficulties for the process. Figure 11 lists examples of typical strategic decisions as well as operational decisions in decommissioning. 50
Nuclear Decommissioning: Management of Costs and Risks ____________________________________________________________________________________________ Figure 11: Strategic and operational decisions Source: Authors 2.4.4. Conclusions Decommissioning requires a transition of the whole organisation towards the new task of decommissioning. Based on an overall plan that covers all phases of decommissioning a detailed plan for the necessary knowledge, experience and qualifications of the personnel is required. Based on these plans, the necessary training and the acquisition of external know-how has to be planned and implemented. Basic knowledge and experience on the management level in project management is a central requirement for performing a decommissioning project safely, in an economically effective manner and on schedule. Clear distinctions between strategic and operational decisions and a clear attribution of these decisions to the management and the control institution should be established to achieve an optimal decisional setting. 51
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