Administrative Visiting Committee

Administrative Visiting CommitteeAdministrative Visiting Committee

Administrative Peer ReviewAdministrative Peer ReviewAug. 4 – Aug. 6, 2008Aug. 4 – Aug. 6, 2008

FY2008 Administrative Peer Review

ES&HWilliam Griffing

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How did ES&H fare last year versus established performance measures? What steps are being taken to address deficiencies or sustain outstanding performance? 100% of ES&H performance measure (pm) goals will be

met (we think). This includes the TRC and DART rate goals which have always proven difficult to meet in the past.

Sustaining this level of performance (for injury rates, at least) will not be easy. There is only one new pm; a couple have been dropped.

We will make sure there is a single person accountable for each pm who will report regularly on Lab’s progress. Bringing timely attention to deficient performance will help ensure that we meet our goals.

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How did the workforce reduction specifically impact ES&H? What issues or challenges does the FRA Board need to be aware of as a result of these reductions? Impacts:

• ES&H Section had 2 voluntary layoffs last month– Construction Safety Professional – okay for the present– Instrumentation Team Member – able to redistribute workload?

• ES&H Section had four members resign in last year– ES&H Associate Head, Environ. Protection Group Supervisor,

OM Nurse, Chemist– Three of these four FTE’s will probably be replaced.

Challenges:• Construction safety oversight when workload picks up.• Accommodating phased retirements of two

professionals

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What contact has the ES&H Section had with the OQBP? How is ES&H Section integrating the efforts of OQBP? What plans for the future? Contact:

• ES&H Section participation on team that produced QA Plan and implementing procedures

• ES&H Section representation on Assurance Council• ES&H involvement in DOE/FSO Contractor Assurance

(Order 226) review last December• Issues tracking system• Dashboard activities

Future:• Appointment of QAR• Implementation of QA Plan• Issues Tracking & Dashboard, etc.

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What interaction has ES&H had with operations staff at ANL? What are your plans for future interaction? Interactions within the last year:

• Consultation on sealed source program• Consultation on dosimetry program• Review of Safety Assessment Document for ATLAS• Review of CARIBU Project• Observer of Accelerator Safety Committee at ANL Physics

Division• Participated on ANL Safety Review hosted by FRA• Collaboration on ventilation issues associated with gluing

operations on NOvA detector• Consultation on Fire Protection Program and alarm system

maintenance at ANL• Mentoring of ANL fire protection staff

Future plans• Injury & Illness Case Mgmt• Fire Protection• Training?

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What specific steps have you taken to pursue cost-reduction opportunities? What do you plan for the future? Done much in past. With every resignation, retirement or

layoff, look to see if we can avoid hiring replacement In last year, accommodated loss of two FTEs through

layoffs With resignations this year, accommodated loss of one FTE

through reassignments & workload redistributions Considering options with respect to pending loss of chemist In last couple of months, considered combining

Instrumentation Team with AD’s Interlock Team but decided against

Future plans will be left to new ES&H Director

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What specific achievements has the ES&H Section made in developing & sustaining a service culture? What do you plan for the future? Has been our philosophy for last 12 years (at least) To help develop that culture, initially (early years)

conducted 360 Degree performance reviews ES&H Director seeks input from D/S/C Heads and from

SSO’s of these organizations on the service provided by ES&H professionals

This annual review is another mechanism by which feedback on ES&H Section services is gathered

Periodic reinforcement of “customer service” philosophy

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How are you addressing succession planning for the ES&H Section? Entire management team in ES&H Section is expected

to conduct succession planning Annual performance reviews of all Section employees

are held by management team and succession planning discussion is part of that process

Staff development issues are identified; opportunities for growth and leadership identified and included in individual performance evaluations/goals


FESSRandy Ortgiesen

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How did FESS fare last year versus established performance measures? What steps are being taken to address deficiencies or sustain outstanding performance? All FY07 performance measures met

• Maintenance performed as scheduled, Maintenance investment as a % of RPV, GPP milestones met, GPP included in TYSP, Utility impacts to Accelerator up time

All FY08 performance measures expected to be met• Same as FY07; and• Develop executable plan for meeting TEAM goals• Develop a plan to increase infrastructure investment

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No known deficiencies in FESS’s ability to meet performance measures

Steps taken to sustain outstanding performance Long standing goals

• Continue to monitor resource levels• Continue technology based improvements

Executable plan to meet TEAM goals by 2015• Close coordination with FSO• Define and assess new mission impacts

Plan for infrastructure investment• Participation in DOE SLI funding is critical• Infrastructure funding must be considered in new “projects”

FY07 Peer Review Recommendations

• DP-18 and Metasys process improvements

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How did the workforce reduction specifically impact FESS? What issues or challenges does the FRA Board need to be aware of as a result of these reductions, and if additional reductions take place in FY09? FY08 FESS staff reduction of 20 people (15% of FESS workforce)

• 3 voluntary layoffs in FY08– budget officer, structural engineer, admin. support

• 5 members resigned in FY08– 2 mechanics, electrician, admin. support, mechanical engineer

• FESS went into FY08 with 16 needed open positions– Requested and received approval to hire 4

Impact included more contracted work, reduced morale, and a stretched management team.

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Challenges:• An increasing engineering workload in FY09 to support project

planning and engineering efforts could be significant– Recruiting and hiring engineers is expected to be difficult– Options investigated, term employees are preference– Educating select audiences on the need for, and value of, FESS

engineering • Balancing in-house union work with contract workload

– Uncertain future funding and workload managed through outsourcing certain tasks (primarily HVAC to date)

– Only hiring staff needed for regulatory and contract compliance – Collapsed 24x7 shifts with call in responses

» Overtime is optional in labor contract» Possible science impact – nothing significant so far

– Has created concern within bargaining unit • Increasing infrastructure reporting requirements and goals

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What contact has FESS had with the OQBP? How is FESS integrating efforts of OQBP? What are plans for the future? Contact:

• Transition period review of Reliability Centered Maintenance• Department head participation on team that produced FIQMP• Section head representation on Assurance Council• Participation on engineering procedures team• Issues Management System (IMS) training

Future:• Appointment of QAR• Implementation of FIQMP• Issues Management System

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What interaction has FESS had with operations staff at ANL? What are your plans for future interaction, and specific goals? Interactions within the last year:

• Facility heads preliminary collaboration meeting• Staff recruitment and hiring coordination• Sharing of custodial contract strategies• Orientation of new ANL roads and grounds group

head• Project management review participation• Sharing of Fire Protection Program processes with

ANL • Input on ANL central steam plant rehab strategy• NERP projects including Bio-fuel source plots

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What are your plans for future interaction, and specific goals with ANL operations staff? Issue specific coordination and collaboration as identified and

helpful• Energy savings performance contracting (ESPC)• Utility procurements• Development of TEAM executable plans• Mission readiness planning• Fire Protection processes and procedures• Quality assurance implementation specific to FESS

related functions• Interaction on land management issues

Highly unionized ANL workforce must be considered

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What specific steps have you taken to pursue cost-reduction opportunities? What are plans for the future? Initiatives were not so much for cost reduction but survival

• Shift consolidation (mixed reviews)• Reallocating resources to highest needs• Expanded DDC system control/data points and alarms• Expanded vibration analysis program• Reviewing maintenance and service frequencies• Consolidated elevator contracts• Reconfiguring Time & Materials contracts• Motor repair and water treatment competitive bidding

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What specific achievements has FESS made in developing & sustaining a service culture? What do you plan for the future?

Educating customers on FESS core services Educating FESS employees on how we fit into science purpose Section head visits with D/S/C heads specifically on “how FESS is doing” FESS all hands meeting to reinforce importance of the service business Lab-wide building manager meetings Customers closely involved in planning, design, maintenance planning, snow plowing and

mowing coordination, and custodial plans Craft work schedules distributed every day to customer distribution list Provided web access on work order status and automated e-mail change notification Improving web communications MINOS MOU describing services is template for additional agreements Developed an operating reserve to better support smaller operating projects Electronic work list shutdown planning directly with major customers Centralized refrigerant recovery process to better serve customers Master Planning for major customers

Future Establish a planning reserve in FY09 to better support project development Process Improvements for one stop shopping in FESS Developing GIS to aid in lab-wide planning and operations

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How are you addressing succession planning for FESS? 18 positions identified, 4 departures possible in next 2

years Managed as part of our normal management functions

given time horizons and objectives. Will be a Department head performance goal Opportunities for growth and leadership identified and

included in individual performance evaluations/goals Employee morale and communication is a top priority for

retention and recruitment Difficult to deny promotion opportunities within the lab

• Project manager pipeline must be recharged


WDRSKay Van Vreede

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How did WDRS fare last year versus established performance measures? What steps are being taken to address deficiencies or sustain outstanding performance? FY07 performance measures were rated A-

• Preparation for Compensation Certification completed

• 95% of Balanced Scorecard goals were achieved FY08 performance measures expected to be met

• Compensation Certification obtained• Balanced Scorecard measure(80%) will be met

despite tremendous amount of time spent on furloughs and possible layoff actions

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Deficiencies in WDRS’s ability to meet performance measures Constraints in staffing and budget

Steps taken to sustain outstanding performance Flexibility in responding to DOE’s requirements Peer Review recommendation woven into performance measures Use of change management principles when introducing change Continual response to customer feedback, changing legal

requirements, and industry trends and best practices Making DOE performance measure achievement a top priority Accountability – measures rolled into individual performance goals

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How did the workforce reduction specifically impact WDRS? What issues or challenges does the FRA Board need to be aware of as a result of these reductions, and if additional reductions take place in FY09? Furloughs and layoff work affected our ability to

achieve other goals No WDRS employees accepted the voluntary layoff If layoffs are necessary in FY09 non critical services to

the Lab would be cut. This would decrease the Lab’s attractiveness as an employer.

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What contact has WDRS had with the OQBP? How is WDRS integrating efforts of OQBP? What are plans for the future? Contact:

• Deputy Section Head participation on team that produced FIQMP

• Section Head representation on Assurance Council• Ongoing communication on self-assessments,

performance measures, questions on quality Integrating efforts

• Conduct yearly self-assessments• Participate in yearly peer reviews• Maintain and update HR policies on web

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What contact has WDRS had with the OQBP? How is WDRS integrating efforts of OQBP? What are plans for the future? Future:

• Appointment of QAR• Implementation of FIQMP• Issues Management System • Assisting with Lab wide quality initiative through

training and qualification

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What interaction has WDRS had with operations staff at ANL? What are your plans for future interaction, and specific goals? Interactions within the last year:

• Collaboration on the development, implementation, and administration of the Strategic Laboratory Leadership Program

• Consultation on implementation of the U of C tuition remission program

• Potential use of ANL HR employee relations people to help with layoffs• Worked with ANL benefits and procurement to discuss process of

bidding out pharmacy plan. Made use of ANL RFP to assist in creation of one for FNAL.

• Shared information on planning diversity events.• Brought students and teachers in summer development programs at

both Labs together for sessions. • Both Labs participate as founding members in HERC (High Energy

Recruiting Consortium). • Informally share on a regular basis information on policies and

procedures, compensation, benefits, visa, and education information

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What are your plans for future interaction, and specific goals with ANL operations staff? Interactions and goals:

• Continue informal sharing• Continue to collaborate on Strategic Laboratory

Leadership Program• Start up meetings on a regular basis between FNAL and

ANL HR Heads• Consult on two new initiatives in both Labs – succession

planning and implementation of R2A2(Roles, Responsibilities, Authorities, Accountabilities)

• Look at possibility of jointly advertising and sharing costs on scientific positions

• Explore sharing the cost of bringing a speaker to both Labs to engage males in dialogue on acting as diversity champions and advocates

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What specific steps have you taken to pursue cost-reduction opportunities? What are plans for the future? Cost reduction efforts this year:

• Shifted some cost of post-65 retiree medical to participants.

• Obtained Medicare subsidies for retiree medical.• Renegotiated travel insurance for a lower premiums for

three years.• Retained residency cases in-house.• Recruiting done primarily through use of web.• Outsourced service award program.• Negotiated better deals on bids on various contracts.• Reduced or eliminated overtime.

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What specific steps have you taken to pursue cost-reduction opportunities? What are plans for the future? Future plans:

• Exploring carving out pharmacy plan.• Changing method of run out for medical plans.• Looking at possibility of going to fully insured

medical plans.• Increasing wellness programs.• Increasing disease and condition management

programs.• Exploring recruitment advertising cost sharing.

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What specific achievements has WDRS made in developing & sustaining a service culture? What do you plan for the future? Training all staff in customer service skills. Training HR in HR consulting and change management

skills. Focus groups and surveys on various topics to solicit

feedback on service satisfaction and services offered. Examples: survey on fund sponsors for retirement plans,

focus group on service and benefit offerings, implementation of vacation donation program, increase in capacity of day camp.

Annual Customer Service Week to reinforce customer service culture.

Use of change management principles and consultation with highest level customers when introducing new programs.

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What specific achievements has WDRS made in developing & sustaining a service culture? What do you plan for the future? Examples are computer professional project, changes in

annual salary review plan, and layoff planning. Improved many website for better customer

communication. Implemented changes to benefits that were no additional

cost to the Lab but beneficial for customers. Client engagement meetings for every job opening. APS (American Physical Society) visit to look at working

environment for women and minorities. Annual events to recognize Education and Recreation

volunteers. Customer service is a core competency in the performance

appraisal for every HR person.

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What specific achievements has WDRS made in developing & sustaining a service culture? What do you plan for the future?

Future: Continue customer surveys and focus groups. Implement improvements that customers have asked for

e.g.. debit card for flexible spending. Increase services for scientific hiring e.g.. Produce “Day in

the Life of an RA” for recruiting, increase foreign country advertising

Introduce new EAP vendor with enhanced services available.

Provide EAP posters in Spanish.

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How are you addressing succession planning for WDRS? Focus primarily on department head positions. Several employees being mentored and developed for

future department head positions. For some department head positions either head

would have to be recruited or understudy hired. Opportunities for growth and leadership identified and

included in individual performance evaluations/goals for all WDRS employees


FICindy Conger

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FY2008 Administrative Peer Review - Finance

Finance Overview – What Does Finance Do? Three groups: CFO & Budget Office; Accounting; Management Info.

Systems Pay employees and vendors

~55,000 paychecks and over 30,000 invoices per year Maintain the lab’s books of account Produce relevant financial reports for management, DOE, and others Monitor and administer incoming funds Do the above timely and accurately and in accordance with all laws,

regulations and DOE and Lab requirements Keep all our employees injury-free

Zero OSHA-recordable injuries in FY07 and FY08 to date Keep financial systems running and up-to-date

99% up-time goal achieved Implement new systems to improve efficiency and effectiveness of

business processes

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Question #1 re: FY07 performance Objective 6.1, “Provide an Efficient, Effective, and

Responsive Financial Management System(s)” received a grade of A- for FY07, up from a B+ in FY06.

Information Management measures within Objective 6.4 met expectations for FY07. Overall grade for 6.4 (including Internal Audit) was a B+, the same as FY06.

The FY08 Mid-Year Review shows Finance sustaining or exceeding FY07 performance, with one exception:

• Fermilab Time and Labor system implementation will not meet the September 2008 implementation schedule as set forth in the FY08 Tactical Plan.

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Question #1 re: FY07 performance (cont.) Fermilab Time and Labor (FTL) system implementation did

meet the November 2007 schedule for the pilot implementation.

FTL will not meet schedule for the following reasons:• Pilot implementation was rockier than anticipated;

emphasis was on stable production operations for several months. Major impact on Payroll Department.

• Furloughs, layoffs, and required attrition significantly affected the availability of personnel to move the project forward.

– Furlough and layoff planning increased Finance workload and required priority redeployment of resources.

– Availability of necessary resources outside of Finance decreased.– Slowing of FTL project was primary impact of the Finance

reductions as disclosed to Workforce Restructuring Task Force

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Question #2 re: Impact of Workforce Reductions

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Question #2 re: Impact of Workforce Reductions (cont.) Finance sustained all planned cuts; no positions saved due to

curtailment of involuntary phase Operating at near-minimal staffing levels necessary to sustain

current production and compliance; little or no breathing room for process improvement or optimization efforts. New systems projects slowed (FTL, Dashboard, OrgPlus)

Must backfill open positions with contract labor or overtime; no bench.

Increased turnover due to additional stress on existing staff and perceived uncertain future of Laboratory

Expect increased time to fill open positions; concern about ability to attract high-quality candidates

Message to Board: Further staff reductions in Finance could compromise basic operations, controls and compliance.

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Question #3 re: Involvement with OQBP CFO works closely with OQBP on PEMP development,

self assessments, and performance measures in Finance area

Participated in the development of the Fermilab Integrated Quality Management Program

Implementing the Fermilab Management Decision Support Dashboard

Implemented the Fermilab Issues Management System in support of the Assurance Council

CFO works with OQBP as member of Assurance Council

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Question #4 re: Interaction with Argonne Established an MOU with ANL for critical business systems

continuity in the event of a disaster Demonstrated the capabilities of the FNAL Management

Decision Support Dashboard prototype to ANL senior management

Opportunities exist for ANL to leverage MIS capabilities should ANL implement Enterprise Systems (e.g. Oracle EBS)

ANL and FNAL finance personnel will continue to interact via established contractor groups, e.g. Accounting Officers, Budget Officers, FMSIC, FMSIC All-Contractors Meeting, NLIT.

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Question #5 re: Cost Reduction Continued automation of lab processes through system

implementation, esp. FTL, Travel Great opportunity exists for Lab-wide efficiencies by

reorganizing IT:• Overlapping responsibilities and competing services

lead to poor utilization of resources and “waste”• Redundant systems and associated operating costs

could be eliminated• Implementation of “best practices” across Lab• Most recently noted in WRTF report• Very sensitive issue for groups involved

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Question #6 re: Service Culture MIS will continue to conduct its annual customer service surveys

• Formal questionnaire is used to solicit feedback and assess performance on MIS products and services

– Responses measure satisfaction on a scale of 1 to 5 (1=Poor, 5=Excellent)

– Results are benchmarked against prior years’ results, and reviewed by MIS management and staff

– Items warranting follow up are assigned and tracked electronically for resolution

No formal surveys are conducted in Budget or Accounting Service improvements to the Office of High Energy Physics in

the Budgeting area are planned for FY09

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Question #7 re: Succession Planning No formal succession planning has been performed in

Finance Cross-training occurs in all groups; adequacy not

formally evaluated Very lean staffing limits ability to develop redundant

capabilities OrgPlus (implementation in progress) provides

succession planning capabilities

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Business Services SectionDavid Carlson

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FY2008 Administrative Peer Review – BSS

How did BSS fare last year versus established performance measures? “Provide and Efficient, Effective, and Responsive Acquisition

and Property Management System(s).” Grade = “A” Acquisition Management – exceeded DOE’s performance

expectations using the Balanced Scorecard (BSC) Performance Measurement Model.

Property Management – generally exceeded DOE’s performance expectations using the BSC

• Exceeded National Target Expectations in 13 of 18 metrics. • Met National Target Expectations in 3 additional metrics.• Did not meet National Target Expectations in 2 metrics:

– Property Disposal Efficiency. The Laboratory was on a DOE electronics moratorium for cyber security reasons, which negatively affected its ability to meet the measure.

– Vehicle Economy and Efficiency. The make-up of the Fermilab vehicle fleet was established prior to DOE’s inclusion of the metric (off-road use of SUV’s) in the BSC.

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How did BSS fare last year versus established performance measures? (continued) Property Protection Areas (PPA’s) – access and badges. Met expectations.

• Badge wearing compliance average = 97.9% (target = 97%)• Proper automatic door closing and latching problems.

Protection of Export Control Items – High Risk Assets. Met expectations.• Achieved 100% field verification during Sensitive Item Inventory.

What steps are being taken to address deficiencies or sustain outstanding performance? Property Disposal metric – Manage batch recycling disposal frequency

efficiency against cycle time requirement. Vehicle Economy and Efficiency metric – Replace SUV’s with alternates as

SUV’s become eligible and as budgets allow. PPA Access – Increase focus on PPA door and card reader operation checks. Sustain – Seek approval of personnel openings in Property and Procurement. Sustain – Continue to measure BSC performance during performance period. Sustain – Focus leadership on Security Guard contract transition for FY2008.

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How did the workforce reduction specifically impact BSS? Morale.

BSS FTE Changes Since August 2007

Voluntary Resign/Retire

LTD Terminated

Open

Procurement -0.2Transportation Services Mail Room -0.8 Traffic -1.0

Taxi -1.0 -1.0Property Admin -1.0 Property Specialists -1.8 -1.0Security -1.0+1.0 = 0Accommodations w/out Chez Leon -1.0Telecommunications -1.0+1.0 = 0

Total = -7.8 (-6%) -3.6 -2.2 -1.0 -1.0 -1.0

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What issues or challenges does the FRA Board need to be aware of as a result of these reductions, and if additional reductions take place in FY09? Procurement and Property Management Systems – Maintenance of DOE approvals

for these systems are at risk; the Property system was re-approved in August of 2007; the Procurement system is due for re-approval by October 1, 2008. Procurement will need to staff up to handle future projects – 1 FTE next year, more later – and the fill time for openings and the learning curve are long. We need a #2 manager in Property and additional specialist staff (n2). In addition, the decommissioning of the Tevatron will significantly increase the Property workload.

Transportation – The Taxi service is operating at 50% and only then with overqualified drivers; service complaints are high. We need two taxi drivers.

Telecommunications – Technician service is at risk due to impending retirements. We need 1 junior technician now; another later depending on technology.

Information Resources – Given the number of new physics projects, such as DUSEL, there may be a need for handling an expanded selection of books, journals and databases for the Library, and staff to handle the INSPIRE transition.

FRA Initiatives – Existing staff overall is stretched thin and lacks backup. Additional staff may be needed for implementation of QA and Records Management program.

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What contact has BSS had with the OQBP? How is BSS integrating efforts of OQBP? What are plans for the future? Frequent provision of time and resources to OQBP and EG&G on Laboratory and

business operations as related to FRA initiatives and development of best practices (Contractor Assurance, Quality Assurance, Records Management for QA, Property Management for QA, Suspect/Counterfeit Items, Lessons Learned system, CRADA development, Strengths/Weaknesses/Opportunities/&Threats, Change Barrier Assessment, Transformation).

Section Head active on Assurance Council. Section Head active on Records Management Program Implementation

Committee. Section Head trained and using Issues Management System. Assigned Property Management Department Head and Section Office

Management Assistant to FIQMP development team, supplied experts on Records Management.

Normal self-assessment activities and ad hoc information sharing with OQBP Head.

Future: Continue items above. Implementation of FIQMP, Appointment of QAR?; Further use of Issues

Management System.

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What interaction has BSS had with operations staff at ANL? (T0 – 1 year)Procurement: 2 Procurement Administrators, 1 Property Manager and 1 Section Office Mgmt. Assistant

have been working on a project to establish the feasibility of using the Argonne Material Ordering System (AMOS) at Fermilab. Looks viable. Presentation to management tentatively planned the week of August 9, 2008.

3 Procurement Administrators visited ANL to explore the feasibility of competitively soliciting, by FNAL, for pharmacy and medical benefits. Decision made to solicit together the pharmacy benefits; in progress. Medical to be solicited together when current competitive contracts expire. Effort was coordinated with FNAL and ANL HR groups.

Periodic consultation between Procurement departments, including Security contracts, technology transfer, foreign procurements, customs clearance and duty free entry.

ANL, BNL, FNAL continued 30 years of sharing responsibility for acquisition and repair of mission-critical LINAC RF power tubes.

FNAL and ANL Procurement Managers continued close relationship, and with other DOE/OS Procurement Managers; provided input to DOE/NNSA Contractor Purchasing Council.

Property: Continued recycling of ANL electronics through FNAL disposition system.

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What interaction has BSS had with operations staff at ANL? (T0 – 1 year) (continued)Security: Established division of training responsibilities for DOE’s FNAL Security Guard

contract between related subcontractors used at FNAL and ANL.Travel: FNAL Travel Manager worked with ANL Travel Manager and upper management at ANL

and FNAL on securing a joint contract with United Airlines. Worked with ANL Accounting Manager in getting working knowledge of how VAT

recovery service works and implemented the process at FNAL with same vendor used by ANL.

Initiated discussions with ANL Travel Manager on joint rental car agreements. Worked with Omega World Travel (used by FNAL and ANL) to implement similar

booking reporting process. Shared best practices through benchmarking and networking with ANL and other

DOE labs.

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What are BSS plans for future interaction, & specific goals with ANL ops. staff?Procurement: Propose and request resources to implement the Fermilab Material Ordering System,

utilizing AMOS and Fermilab Oracle EBS software. Goal = employees and users can place orders from desktop computers against negotiated contracts with vendors, including the Fermilab Stockroom, who supply commercial off-the-shelf items.

Complete solicitation, evaluation, and establish contract for pharmacy benefits at FNAL and ANL.

Continue periodic consultation between FNAL and ANL Procurement departments. Continued sharing responsibility among FNAL, ANL, BNL for acquisition and repair of LINAC

RF power tubes. Continue close interaction between FNAL and ANL Procurement Managers, and with other

DOE/OS Proc. Mgrs.Property: Continue recycling of ANL electronics through FNAL disposition system.Travel: Push further with ANL on joint rental car agreements and any other mutually beneficial

joint travel contracts.

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What specific steps has BSS taken to pursue cost-reduction opportunities? What are plans for the future?In General: Living (surviving) with reduced staffing.Procurement: See previous discussion of Fermilab Material Ordering System. Increased the tracking and visibility of cost savings achieved through

competitive solicitation.Property and Transportation: Outsourced the delivery of gas cylinders. This is a major supply contract. Improved inventory ordering/supply velocity.Information Resources: Pushed Open Access publication method for scientific journals. Pushed replacement of antiquated SPIRES with new INSPIRE in

collaboration with SLAC, FNAL, DESY, CERN. (These efforts to be continued.)

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What specific steps has BSS taken to pursue cost-reduction opportunities? What are plans for the future? (continued)Travel: Renovated the entire Fermilab Travel website. Improved communication saves

time throughout the system by improved communication and compliance. Making a massive change in Travel Authorization/Expense Voucher processing:

• New electronic system provides full functionality & accessibility when creating, approving, processing and settling TA’s/EV’s.

• Streamlines every step of the process.• Provides clear, easy to enter and read data; saves time; improves efficiency,

accuracy and productivity.• Reduces errors in calculations and expedites settlement process.• Avoids routing different parts of the current 4-part TA/Expense Voucher to different

departments; Eliminates paper and saves trees.• Accelerator Division pilot starts in August. (To be expanded in near future.)• Foreign Travel Processing:

– Huge reduction in paper and processing time.– Streamlines trip approval process, merges TA/EV approvals and required

information with foreign travel FTMS electronic system. New contract with Continental Airlines, June 2008, with 2 percent up front

discount; No obligation contract. (Similar opportunities will be pursued.)

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What specific achievements has BSS made in developing & sustaining a service culture? What does BSS plan for the future?

Heightened focus on the customer, not just improving the process. But, didn’t forget to be open to changing and improving the process. Examples:

travel training, travel web, electronic travel system. Better engagement of the customer, listening, feeding back to check what is heard,

responding with realistic can’s and cant’s, and why. Examples: streamlined process for emergency repairs worked out with FESS and DOE; T&M; travel.

Increased penetration of customer training to set realistic expectations and establish familiarity with policy, procedures & processes. Example: procurement, security.

Improved web access to business data & information, policies, procedures, terms & conditions, process forms, contact information.

More invitation to customers to participate in decision-making, e.g., value-based procurement, fleet utilization, information resource selection.

Found opportunities to advertize our services and expertise, and expand their relevance. Examples: import/export for projects, general and fire safety at home.

Incorporated features in new products that benefit other Laboratory units. Example: electronic TA/EV addresses Visa application.

Reviewed Draft Technology Transfer Program produced by EG&G along the line of using existing DOE lab best practices. (April, 2008)

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What specific achievements has BSS made in developing & sustaining a service culture? What does BSS plan for the future? (continued)Future: Pilot, then expand implementation of electronic TA/EV system. Meet with FESS to review T&M subcontracting and mark a path forward. Expand use of key customer meetings to include standing

organizational units, not just projects or particular committees. Look for other opportunities with other Fermilab organization units to

participate in a process that may be traditionally outside BSS. Example: contracting for employee benefits.

Evaluate the continued provision of on site Taxis and then clarify service level position.

Use R&R funds to recognize customer service improvements.

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How are you addressing succession planning for BSS? Used Workforce Restructuring exercise to identify employees critical to

the BSS mission for the Laboratory. Performing cross-training; identifying needs and allocating resources

(travel, training) for professional development. Request pending for key position in Property. Staff growth & development is incorporated in the BSC plans. Department Heads will have specific performance goal for 2008-2009

cycle. Intend to take advantage of coordinated lab-wide effort. Need to

perform more comprehensive review across departments. Problem: Difficult to identify promotion paths within the existing job

families. Need to work with WDRS to alleviate this problem during job family reviews.

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Appendix I – Organization, FTE’s

Procurem ent [1 9] [1 8 .8]J o e C ollin s , M an ager

I n form ation R esources [7.75] [7 .75]H eath O 'C o nn ell, M an ag er

Transportation Services [3 1.8 ] [29]G eo rge D avid son , M an ager

B r ian N iesm an , A ssis tan t M gr.

Accom m odations [6 ] [5 ] (w / out C.L.)J ack H aw kin s , M anager

Property & I nventory Control [21 .8] [1 8]J ack K e lly, M anag er

Telecom m unications [5 ] [5]N an ette Larso n , M an ag er

Security [15 ] [15]B ill F lahe rty, Secur ity C h ief

Fire D epartm ent [19] [19]J ack Ste in h off , F ire Ch ief

Travel [3] [3]M ala Sesh adr i, M an ager

Business Services Section Offi ce [5 ] [5]D avid Car lson - H ead

J eff I rv in - D ep u ty H ead F ran k C esaran o - M gm t. A sst. M ari M en d ez - Ad m in . S up port G reg M itche ll - S SO

Associate Laboratory D irector for Operations SupportBru ce Ch rism an FTE’s

[August 2007] [August 2008]

133.35 125.55(red denotes change)

.


Appendix II – Organization Detail

SectionOffice

Transpor-tation

InformationResources

Accommo-dations

Property &InventoryControl.

Receiving

Traffic &Shipping

FoodServices

Housing

UsersCenter &

Chez Leon

Procure-ment

Telecom-munications Travel

VehicleMaint. &

Fleet Mgmt.

Mailroom

Distribution& Taxi

Library

Archives

RecordsMgmt.

WebSupport

PropertyMgmt.

Supply

Stockroom

Construct.,Fabrication,

ServicesComputing

&Services

Electronics&

MRO

FireDepartmentSecurity

SiteSecurity

Comm.Center

Key & ID

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Administrative Visiting Committee

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