Administrative Visiting Committee Administrative Peer Review Aug. 29 – Aug. 31, 2007.

Administrative Visiting CommitteeAdministrative Visiting Committee

Administrative Peer ReviewAdministrative Peer Review

Aug. 29 – Aug. 31, 2007Aug. 29 – Aug. 31, 2007

.

FY2007 Administrative Peer Review

The LaboratoryBruce Chrisman

Fermilab

August 29, 2007

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LABORATORY MISSION

Fermi National Accelerator Laboratory advances the understanding of the fundamental nature of matter and energy by providing leadership and resources for qualified researchers to conduct basic research at the frontiers of high energy physics and related disciplines.

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LABORATORY ORG CHART

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LABORATORY STAFFING & SWF BUDGET (FY07 Act)

Staff Exempt 1,188 Non-Exempt 722

Total 1,910

SWF Budget SWF $207,391k


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LABORATORY STAFFING & TOTAL BUDGET (FY07 Act)

Budget SWF $207,391k Elec. Power 24,375k GPP & UIP 8,600k Management Fee/OH 3,907k

Other M&S 103,348k Total $347,621k


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DIRECTORATE - MISSION

LEAD FERMILAB INTO THE FUTURE


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DIRECTORATE STAFFING & SWF BUDGET (FY07 Act)

Staff Exempt 29 Non-Exempt 4 Total 37



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• DIRECTORATE STAFFING & TOTAL BUDGET (FY07 Act)

Budget SWF $4,477k Elect. Power 24,375k GPP & UIP 8,600k Management Fee/OH 3,907k Other M&S 3,022k Total $44,381k


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DIRECTORATE - OVERVIEW

Directors & immediate support staff ES&H OQBP

• EG&G Legal Office Public Affairs Program Planning Project Office - - - - - - - - - - - - - - - - - - - - - - - - Internal Audit


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• FY06 SELECTED PEER REVIEW RECOMMENDATIONS

EMS• Continue to embrace and react to emerging security

threats relayed to the laboratory by the DOE-Chicago Counterintelligence Office.


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FY06 PEER REVIEW RECOMMENDATIONS

Cross-Cut Issues• Readiness to deliver the ILC –Ideas Out of the Box• Cultural Change – People in the Box• Leadership – Hold the Course• Service – A Way of Life


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HIGHEST PRIORITY RECOMMENDATIONS• Finalize the necessary FLSA changes immediately• Complete corrective actions to address weaknesses in

procurement file documentation, contract administration, and use of appropriate clauses

• Solve the Foreign Travel Problem


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Selected Proposal Initiatives (12 of 28)

Implement and Organization and Human Asset Plan (OHAP) Create FNAL-ANL Laboratory Collaboration Council Implement Strategic Planning process under leadership of

Deputy Director Design and Implement a process to resource load the Lab’s

WBS Document roles , responsibilities accountabilities and

authorities at all levels.


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Selected Proposal Initiatives (12 of 28)

Implement a space- utilization and facilities reuse program Implement a Management and Decision Support Dashboard

to allow DOE and managers to monitor performance in near-real time.

Create Office of Quality and Best Practices (OQBP) Enhance QA program to provide robust program based on

DOE O414.1C


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Selected Proposal Initiatives (12 0f 28)

• Establish Director’s Council on Integrated Assurance to include requirements of DOE O 226.1 and DEAR 970.5203-1

• Establish Director’s Council on Diversity• Initiate planning to obtain certification under OHAS

18001(Safety and Health) and ISO 14001(Environmental)

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CHIEF

OPERATING

OFFICER


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Roles & Responsibilities

Chief Operating Officer

Integrate all Lab Support Elements Chair Lab Safety Committee Emergency Director Submit ORPS* Reports when Necessary Accept DOE Orders for Contract Mods

* see list of acronyms


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Roles & Responsibilities (cont)

Chief Operating Officer

Counterintelligence POC PMA POC Misc. Directorate Activities

• Lab. Cultural Activities• Dir. IT Support


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Associate Lab

Director

Operations Support


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Roles & Responsibilities

ALD Ops Support

Line Responsibility for Business Services, Workforce Development and Services, and Facilities Engineering Services Sections

ORTA


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MISSION

Provide the Laboratory’s technical organizations with required support in a safe, effective, and efficient manner within the FRA/DOE constraints.


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DESIRED OUTCOMES

Operate Support Functions with a target of zero injuries.

Obey the Law

Support scientific research in an effective and economical manner

Communicate regulatory and legal requirements in simple yet effective manner

Where possible relieve technical staff of administrative burdens.


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RISKS & CHALLENGES

One Deep in Several Areas Increase Cross Training

Budget

Security Contract

New DOE Orders e.g. Conference Man, QA, etc.


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RISKS & CHALLENGES

Unpredictable/Fixed Costs e.g. Medical, Legal/Phones, Postage, Software Lic

Visas Employees, Users, Foreign Travel

Infrastructure

Weakness ORTA (accepted)


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CUSTOMER COMMUNICATIONS

Employees

DOE• Weekly Program Office Telecom• FSO & Directors Office meet every Tues.• Member Standing DOE & Lab Councils

– NLIC (founding chair)– SC COO Group

Staff Meetings


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List of Acronyms

FSO - Fermi Site Office GPP - General Plant Project NLIC - Nat. Lab. Improvement Council OH - Overhead ORPS - Occurrence Reporting and Processing System ORTA - Office of Research & Tech Asses. PMA - Presidents Management Agenda POC - Point of Contact SC - DOE Office of Science UIP - Utility Incentive Program WBS - Work Breakdown Structure


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Chief Financial OfficerCindy Conger

Fermilab

August 29, 2007


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FINANCE SECTION OVERVIEW

Our mission is to provide safe, effective, efficient financial operations in support of the Laboratory’s high energy physics program in accordance with all laws, regulations, and DOE requirements.

The Finance organization consists of three groups: Accounting Budget Office Management Information Systems (MIS)

Finance organization formed April 1, 2006; CFO appointed June 1, 2006.

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Organization Chart

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Breakdown of 4.6 FTE increase in FY07:

New positions in Budget Office and MIS 2.0

Transfer from Directorate – CFO & Admin 2.0

FRA Accountant - Accounting .4

Increase part-time employee - Accounting .2

Finance Staffing Overview

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3 open positions (1 new, 1 retirement, 1 release)

3 positions reclassified to weekly in FY07 FLSA review

FY07 Finance Staffing by Category

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Finance Budget Overview

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Finance Budget – FY07 M&S

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Communications with DOE

Weekly meeting with DOE-FSO Site Manager (with COO)

Biweekly meeting with DOE-FSO Business Manager Weekly Director’s teleconference with DOE Office of

HEP Monthly CFO teleconference with Program/Budget

Officers at DOE Office of HEP CFO represents Lab on FMSIC (DOE CFO/Contractor

Financial Management Systems Improvement Council)

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Internal Lab Communications

Weekly Lab Scheduling Meeting Weekly Director’s Senior Management Meeting Monthly Field Financial Manager Meetings Biweekly Finance Department Head Meeting Biweekly meetings with individual department heads ~Quarterly CFO column in Fermilab Today

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Risks and Challenges

Increased DOE requirements / expectations, e.g.• OMB Circular A-123 controls documentation,

assessment, testing, and remediation requirements (FY06)

• Acceleration of monthly close due date (noon on second work day) increases estimates needed and heightens peak load

• Increasing number of funding categories and subcategories

• More financial performance measures in contract

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Risks and Challenges

Cybersecurity and PII compliance• Increased security threats especially with the growth of

web, mobile & wireless based applications.• Increased frequency of vendor provided security

patches:– CIAC and US-CERT advisories

– Quarterly Oracle Critical Patch Updates (CPUs)

– Monthly Microsoft updates

– Monthly Linux updates

– Others (e.g., AV, firewall, etc.)• Need to constantly evaluate business IT risk

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Risks and Challenges (cont.)

Continuous new system implementations: • Oracle Financials: Project Accounting (’03) and Accounts Receivable

(’04)• PeopleSoft Self-service (’04 -’06)• Deltek Cost & Schedule Control (’04 -’06)• Project Tracking (’05)• PWC TeamMate Audit Working Papers (’06)• Assurance Council Issues Tracking (’07)• Conference Travel Management (’07)• Time & Labor in progress• Management Dashboard up next• Automated Travel system sorely needed

Continuous upgrade of financial system software: Oracle eBS; PeopleSoft 8.9, Deltek, TeamMate in FY07

Application servers increased 5-fold (from 5 in ’04 to 26 in ‘07)

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Maintain and improve IT infrastructure• Funding limitations slow implementation of needed

technology replacements Increased oversight, FRA & DOE:

• Extensive Cost Allowability audit every year (FY05 ->)• Expanded external audit procedures post-Enron (KPMG)• Federal Grants audit required (OMB A-133) • Expanded DOE requirements at 3rd quarter• FISMA, General IT controls audits and reviews• Increased risk of findings and need for remediation

thereof• Active, involved Board of Directors

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Increasing complexity of financial environment, e.g.• DOE’s STARS system implementation (FY05)• Program Support indirect pools (FY07) to comply with CAS• Increasing international activity, primarily CERN (cost

allowability & tax withholding/reporting risks), also Auger and ILC

Keeping focus on Safety in low-risk office environment Delayed fiscal year budgets; operating under Continuing

Resolutions One-deep staffing in some key areas Contract transition was significant strain on Finance in FY07.

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Status of FY06 URA Visiting Committee Recommendations - Finance

Recommendation: Resolve Management Information Systems (MIS) Issues

• 1) Limited access to software during the year-end close– Communication will be improved in the future. Access to the system has always

been available to the financial managers upon request during the few days that general system access is restricted to make maximum resources available to the close activities. Some FFM's were not aware.

• 2) Software difficulties in tracking spares in AD– This is a longstanding issue, the resolution of which will be led by Accounting.

The Lab's processes in this area need improvement; however, controls are adequate and financial impact is low (less than 1% of cost activity). Accounting and MIS resources are being expended on higher priority activities at this time.

• 3) A conference management system is needed– Conference Travel Management was implemented on 12/14/06.

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OQBPBob Grant

Fermilab

August 29, 2007


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Office of Quality and Best Practices

Part of Bid Strategy Funding Staffing QA Program

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Current Projects

QA Manual & Program Interim Management Issues Tracking LHC Triplet Root Cause Analysis Dashboard Work Scheduling & Maintenance Assurance Council

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WD&R SectionKay Van Vreede

Fermilab

August 29, 2007


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Agenda

Workforce Development and Resources Section

Mission

Organization Chart

Staffing Level and Budget

2006 Peer Review Recommendations and Outcomes

Additional FY07 Accomplishments

Major FY08 Initiatives

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Workforce Development and Resources Section Mission

Our mission is to: provide vital services to Laboratory employees and users in

support of the research mission of Fermilab, and improve national science education through teacher, student,

and public programs.

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Section Office

Kay Van Vreede

Benefits

Administration

Mary Todd

Benefits

Planning

Wilma Cardona

HR Services

Borys Jurkiw

Equal Opportunity

Dianne Engram

Employment/ Employee Relations

Juanita Frazier

Education Office

Marge Bardeen

Office for Professional/ Organization Development

Barbara Brooks

WDRS Org Chart

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Staffing Level & Budget

Departments Staffing Level Budget

Benefits/Children’s Center 7/12 747,000*

Education 14 1,619,000

Employment/Employee Relations 3/3 712,000

Equal Opportunity 2 530,000

HR Services 10 832,000

Section Office 3 935,000

Office for Prof/Org Development 2 210,000

TOTAL 56 5,585,000

* Children’s Center self funded

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2006 PEER REVIEW RECOMMENDATIONS

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FY2006 Peer Review Recommendations Summary

1. Finalize FLSA changes immediately.

2. Change the name of Laboratory Services Section (LSS).

3. Develop an Organization and Human Asset Plan (OHAP).

4. Drive all hiring processes including scientific hiring.

5. Apply proactive change management principles to every major initiative.

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2006 PEER REVIEW RECOMMENDATION

OUTCOMES

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2006 Peer Review Recommendation #1

Finalize the necessary FLSA changes immediately.

• 146 positions were reclassified as of 12/1/06

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Change the name of Laboratory Services Section (LSS) to reflect the importance of people and education to the Laboratory.

• On 1/1/07 Laboratory Services Section (LSS) was changed to: Workforce Development and Resources Section (WDRS)

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Organization and Human Asset Plan (OHAP) tools and processes (which will include succession planning) should be developed by Human Resources.

• Tools and processes were developed and are owned by the Directorate

• Phase 1: Functional skills were identified • Phase 2: Skill requirements were projected through 2012

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Human Resources should drive all hiring processes, including scientific, as soon as possible.

• Director approved change• HR completed recommendations for process

changes• Committee of scientists was formed to collaborate

with HR in developing final processes and procedures

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Proactive change management principles, especially sponsorship and communication, should be applied to every major initiative, whether in this support Section or others

• Implementation of the FY08 Compensation Salary Review process illustrates how these principles were used. . .

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(cont’d)

FY08 Salary Review Process

• Director was Sponsor

• Senior Management team provided input

• Director communicated changes in Fermilab Today

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2006 Peer Review Recommendation #5 (cont’d)

FY08 Salary Review Process

• Training was developed

• Feedback from two pilots resulted in the final training design

• 284 Supvs/Mgrs completed training

• On-line training was developed and town hall meetings were

held for all employees

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In addition. . .

A customized training program on effective implementation of change and innovation was developed for HR and delivered to all HR managers and professional staff.

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ADDITIONAL FY07 ACCOMPLISHMENTS

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Met all FRA Transition Milestones

Completed Benefit Value and Cost studies

Conducted 3 employee focus groups on health and welfare plans. Three areas were identified for in-depth analysis in FY08:

• Use of flexible spending debit card• A separate vision plan• Increased awareness of legal services via the EAP and availability

of employee paid legal plans

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280 Supvs/Mgrs completed core leadership development courses via Fermilab Management Practices (FMP) Seminar

Total number of training participants increased from 1,151 to 1,867 or 62%

Total number of mgmt/computing/professional/technical courses increased from 74 to 105 or 42%

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Refined Annual Salary Review process and communicated changes to all employees

Completed significant milestones on the Compensation Action Plan required for DOE Compensation Certification

Developed and presented a feasibility study on the operation of the Children’s Center

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Developed and implemented Vacation Donation Program

Implemented a pilot program for Alternative Work Schedules in FESS and WDRS

Directorate approved Diversity Council proposal. Implementation is in progress

Recognized for HR practices by being selected as one of Chicago’s 101 Best & Brightest Companies to Work For

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The QuarkNet cosmic ray study reached several milestones:

• over 300 teacher accounts on the e-Lab • over 600 student group accounts • over 12,000 days of data uploaded• over 250 detectors at schools across the U.S. and in 5

other countries.

Completed the first summer of the DOE ACTS Program for Middle School Teachers

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MAJOR FY08 INITIATIVES

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In collaboration with the Directorate, implement the Diversity Council Committees

Identify and implement processes that incorporate scientific hiring into HR practices

Request DOE Compensation Certification

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Analyze data from the current Pharmaceutical Benefit Program and determine if there is a more cost effective vendor

Research and make recommendations regarding the following Benefits Plan initiatives:

• Use of flexible spending debit card• A separate vision plan• Increased awareness of legal services via the EAP and

availability of employee paid legal plans

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Develop and implement expatriate policies

Implement the University of Chicago Strategic Laboratory Leadership Program

Continue to develop core competency leadership skills of new and experienced Supervisors/Managers via FMP

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Prepare QuarkNet teachers and students for turn-on of LHC:

On the Horizon of Discovery

Plan the move of the Education Office Professional Development Programs to a permanent location in the Training Center

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Summary

WDRS continues to maintain efficient and effective service levels with a limited number of personnel.

We have made significant progress with a number of initiatives and once again anticipate a very challenging agenda in FY08.

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Business Services SectionDave Carlson

Fermilab

August 29, 2007


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BUSINESS SERVICES SECTIONMISSION

Deliver Efficient, Effective, and Responsive Business Systems, Services and Resources that Enable the

Successful Achievement of the Laboratory Mission(s).

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BUSINESS SERVICES SECTION MISSION – OPERATIONAL OBJECTIVES

Internal – Use business practices that are safe, efficient, cost-effective, timely and accurate.

Lab-wide – Provide business systems, services and resources that allow staff and users to accomplish their work with administrative ease.

External – Conduct business operations in compliance with the prime contract and applicable laws, rules and regulations.

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BUSINESS SERVICES SECTION SECTION HEAD – ROLES AND RESPONSIBILITIES

Line Responsibility for Business Services Elements Delegated Authority to Commit the Laboratory DOE National Laboratories Improvement Council Liaison to DuPage National Technology Park

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n = 143.15 FTE’s

BUSINESS

SERVICES SECTION

Procurem ent [19]Joe C o llins, M anager

Inform ation Resources [7.75]H eath O 'C onne ll, M anager

Transportation Services [31.8]G eorge Davidson, M anager

B rian N iesm an, Assistan t M gr.

Accomm odations [7.6]Jack H aw kins, M anager

Property & Inventory Control [23]Jack Ke lly, M anager

Telecomm unications [5]N anette Larson, M anager

Security [15]B ill F laherty, Security C h ief

Visual Media Services [7]Fred U llrich, M anager

Fire Departm ent [19]Jack S te inho ff, F ire C h ief

Travel [3]M ala Seshadri, M anager

Business Services Section Office [4]D avid Carlson - H ead

Jeff Irv in - D eputy H ead Frank C esarano - M gm t. Asst. M ari M endez - Adm in . Support

Associate Laboratory Director for Operations SupportBruce C hrism an

SSO [1]Greg Mitchell

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SectionOffice

Transpor-tation

InformationResources

Accommo-dations

Property &InventoryControl.

Shipping&

Receiving

Traffic

FoodServices

Housing

UsersCenter &

Chez Leon

Procure-ment

Telecom-munications

VisualMedia

Services

VehicleMaint. &

Fleet Mgmt.

Mailroom

Distribution& Taxi

Library

Archives

RecordsMgmt.

WebSupport

PropertyMgmt.

Supply

Stockroom

Construct.,Fabrication,

Services

Computing&

Services

Electronics&

MRO

Travel SecurityFire

Department

SiteSecurity

Comm.Center

Key & ID

Photo-graphy/

Duplicating

Video/Streaming/AV/Comp

Graphics

BUSINESS SERVICES SECTION

n = 143.15 FTE’s

SSO

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BUSINESS SERVICES SECTION – BUDGET

High Energy PhysicsSWF $10,220 KM&S 1,976Total $12,196 K

Safeguards & Security (includes funds transferred to DOE)

SWF $ 562 KM&S 1,788Total $ 2,350 K

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BUSINESS SERVICES SECTION

Administration & Management 45.75

Computer Professionals 2.00

Clerical & Admin 31.80

Service Workers 46.60

Skilled Trades 13.00

Technicians 4.00

Total 143.15

FTE's by Job Category

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BUSINESS SERVICES SECTION HIGHEST PRIORITY RECOMMENDATIONS

Complete corrective actions to address weaknesses in procurement file documentation, contract administration, and use of appropriate clauses

Solve the Foreign Travel Problem

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BUSINESS SERVICES SECTION HIGHEST PRIORITY RECOMMENDATIONS

Complete corrective actions to address weaknesses in procurement file documentation, contract administration, and use of appropriate clauses.

• Balanced Scorecard FY2007 expected result = 97% +1% -5%, vs. FY2006 score of 89%. Improvement is attributable to training and surveillance of staff; emphasis on active administration of service subcontracts; increased effort on file documentation, organization and presentation; and customer satisfaction survey results.

• Hired one admin. support assistant (ASA); promoted an ASA to buying responsibility; hired construction administrator.

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BUSINESS SERVICES SECTION HIGHEST PRIORITY RECOMMENDATIONS Solve the Foreign Travel Problem

• July, 2006 – Hired Travel Manager (20+ years experience, most recently at Argonne National Laboratory).

• August, 2006 – Summer student retained as part-time, On-Call employee.

• December, 2006 – Implemented Domestic Conference Management System.

– Replaced multiple e-mails and paper system with a centralized database (thanks, FI/MIS).

– Everyone can see what’s going on.• Process Improvements:

– Early processing of trips.– Process trips early and quickly, then hold.– Reduced copying of paperwork.– Reduced “send-backs” – centralized fixing in Travel Office.

(continued)

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BUSINESS SERVICES SECTION HIGHEST PRIORITY RECOMMENDATIONS Solve the Foreign Travel Problem (continued)

• Trained and advised division/section travel coordinators.– December, 2006 – Trained administrators and travel coordinators in

FTMS.

– Subsequently held series of smaller meetings with admins & TC’s.

– August, 2007 – Focused Directorate training.• Customer Survey (results follow).• August, 2007 – Hired experienced travel administrator.• August, 2007 – Foreign conferences being tested in

Conference Management System.

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1 2 3 4 5 N/ A

1. The courtesy of the staff 1 1 15

2. Knowledge and ability to answer questions 2 15

3. Thoroughness of our work 4 13

4. Response to corrections and revisions 2 2 12 1

5. Our response to meet emergency needs 3 13 1

6. Timely communication by email/phone 2 4 11

How would you rate our service in the following areas in FTMS

Securing Cables: (Country Clearance) 2 7 8

Trip Approval: 6 8 3

Effectiveness of FTMS closeout: 5 8 4

Fermilab Travel Survey Results, 2007 (Scale of 1 to 5 with 1 being the lowest and 5 the highest. )

Sent out 35 surveys to Administrators, Travel Coordinators and Users; Received 17 responses.

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Travel Survey Comments: Improved dramatically in the last few months. Closeouts of foreign travel

better managed. Accommodate trip request submitted late, especially for conference Travel office handles request efficiently. Travel office is easier to work with. Understanding with problems. Paper work is processed faster. Very happy with service provided. Never had a problem with travel. Finds it difficult to deal with staff on FT trip revisions. (1) Travel office does not respond to emails in a timely manner. (1) Conference requests are required too far in advance. Sometimes website

does not have information. (1) Difficult survey. Some services are good. Problems with conference

processing , delay in checking trips that are sent to the foreign travel office. Requirements change just before submission deadlines. Very poor communication of changes

Hard to understand when contacted by phone. (1)

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BUSINESS SERVICES SECTION RISKS & CHALLENGES Security Subcontract Transition to DOE. NOA and ILC Procurement Planning and Execution. Recertify Property System under new DOE Order (due

for Property Evaluation Review Team evaluation). Recertify Procurement System (due for Procurement

Evaluation Review Team evaluation). Records Management (New plans to be coordinated

with OQBP and QA program implementation).

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ES&H SectionBill “Griff” Griffing

Fermilab

August 30, 2007


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ES&H MISSION

Primarily: To provide leadership and technical support in the

development and implementation of an integrated ES&H management system that achieves continuous improvement in ES&H performance.

Secondarily: To provide assurance to the Director that ES&H compliance is

being achieved & that line organizations are carrying out their ES&H duties responsively.

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ES&H SECTION ORGANIZATION CHART

Bill GriffingES&H Director

42 Employees (42.2 FTEs)

Mary LogueSafety & Environmental

Protection

17 Employees (17 FTEs)

Don CossairtRadiation Protection

14 Employees (14 FTEs)

Tim MillerMedical & Admin Support

10 Employees (10.2 FTEs)

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ES&H Director

Safety & EnvironmentalProtection

Radiation Protection Medical & Admin Support

Sr. Safety Officers• Environmental Officers

• Radiation Safety Officers

Key to our success in implementing an effective integrated ES&H Management System are the ES&H professionals embedded within the line organizations. The Senior Safety Officer employed by each line organization has a dotted line reporting relationship to the Safety Director.

ES&H ORG CHART

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ES&H SECTION STAFFING & SWF BUDGET (FY07 Act)

Staffing Exempt 26 Non-Exempt 16

Total 42



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LABORATORY STAFFING & TOTAL BUDGET (FY07 Actual)

Budget SWF 4,366k (~85%) M&S 766k (~15%) Total $5,132k


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ES&H SECTION - OVERVIEW Report directly to Lab Director Security & Fire Fighting responsibilities transferred to BSS Retain Emergency Planning & Fire Protection Engineering All S&H Traditional Program Responsibilities Environmental Program Responsibilities Environmental Surveillance/Monitoring & Permitting NEPA Coordination with DOE Radiation Protection Program Responsibilities Maintain FESHM & Work Smart Set Facilitate & track ES&H Self Assessment activities ES&H (Lab-wide) Training Analytical laboratory Instrument laboratory Centralized Dosimetry Manage Workers’ Compensation Program & EEOICPA Principal contact for all ES&H compliance activities (with DOE & Reg. Agencies) Coordinate work of various ES&H Subcommittees & facilitate LSC operations Assist with oversight issues at labs in Argentina, New Mexico, Minnesota, Europe ES&H Communication (in various forms)


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ES&H Recommendations Implement all action items in the report of the Director’s Panel on Injury

Reduction as soon as possible.• 11 recommendations accepted by Director; All closed but two.

Devote continued attention to subcontractor & user safety initiatives• Ongoing process; training/supervision

Ensure that the Annual Safety Plan is embraced uniformly in all Divisions & Sections

• Good progress; each year getting better; 92 actions this year Seize opportunities for more comprehensive reporting, analyzing, &

disseminating findings• Lots of evidence; lessons learned, discussion of injuries & near misses,

Introduction of HPI, frequent communications


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EMS Recommendations Explore opportunities to schedule emergency drills that involve local

police, fire departments, and other authorities to exercise response scenarios requiring outside intervention.

• Considered doing a drill; overcome by real events; two instances in the last year where we had incidents requiring police to search our site for personnel thought to be carrying weapons. These events gave us an opportunity to test our emergency readiness.

• Each year offsite responders go through familiarization tours of Site 55 and training in mine rescue. Our FD participates in off-site drills. Our emergency planner is a member of 2 LEPC’s and works with county EMA.


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Contract Proposal Initiatives

Initiate planning to obtain certification under OHSAS 18001(Safety and Health) and ISO 14001(Environmental)

• Achieved ISO 14001 Certification in late July 2007• On target to achieve OHSAS Certification by July 2008, as scheduled

in our contract proposal


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RISKS & CHALLENGES

One Deep in Several Areas• For several years have been cross training personnel in our Section• Across the lab, insufficient funds to bring in young professionals & mentor them; will

likely lead to accidents eventually Budget

• Ever increasing percentage of budget is consumed by SWF• Will require a bump in M&S this year to avoid reduction in services

Aging Workforce• Impacts us in various ways:

– Getting tasks done without injury to ourselves– Several people retiring in next few years– Costs to our medical department rising

Reduction in Electrical Safety Expertise• In past six months; 2 retired, one passed away, another facing personal medical issues


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Major Accomplishments in past year

Fire Protection Review Hoisting & Rigging Review ISO 14001 Review Triennial Assessment of Radiation Protection Program Introduction of Human Performance Initiative (HPI) Recycling Initiative FESHM Updates Lab Director’s Panel to Reduce Injuries – actions taken 851 Worker Safety Plan Submission Contract Transition Met almost all of PEMP goals for ES&H & EMS

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CUSTOMER COMMUNICATIONS

Employees (directly or anonymously) Line Organizations (D/S Head via SSO or direct) DOE

• Weekly Program Office Telecom• FSO & Directors Office meet every Tues.• ES&H leadership meets each month over lunch

Staff Meetings


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FESS SectionRandy Ortgiesen

Fermilab

August 30, 2007


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FESS Mission Statement

To Establish and Maintain a Dependable Base To Establish and Maintain a Dependable Base from which Particle Physics and other Fermilab from which Particle Physics and other Fermilab Programs can be Safely Accomplished without Programs can be Safely Accomplished without InterruptionInterruption

.


Infrastructure Inventory

6800 acres 354 buildings

• 2.4 million square feet 78 trailers

• 89 thousand square feet Infrastructure

• Electric system – power received at 345kV from utility grid at 2 primary substations, 241 secondary substations, 115 miles of cable (80 miles underground)

• Industrial cooling water – 21 miles of piping• Domestic water system – 19 miles of distribution piping • Sanitary system – 12 miles of sewer collection piping• Pond water system – 16 ponds with return and supply channels• Natural gas system – 14 miles of underground piping• Roads & Lots – 36 miles & 42 acres

.


ENGINEERING

E. Crumpley

OPERATIONS

B. Shull

ADMINISTRATION

R. Ortgiesen, Head

SITE SERVICES

K. Collins

BUDGET OFFICE ES&H Office

P. Lesiak M. Bonkalski, SSO

R. Walton, EO

O. Jurkiw, Admin. Support

Bruce L. ChrismanAssociate Director for Operations Support

3

2

31

2

74.8

130.8 FTE’s

17

V. Kuchler

ILC

1

(Includes 8 open positions) (Includes 2 open positions)

(Includes 12 open positions)

(Includes 2 open positions)

FESS Organization Chart

.


FESS Resources

Operating budget $17.1M• SWF $9.5M• M&S $7.6M

Contract support• Time and Materials labor contracts• Specialty contracts• Janitorial

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FESS Operations Department

Preventive, corrective and predictive maintenance and repair support for site facilities, equipment and infrastructure

Provides engineering support for maintenance and operational activities

Manages several service contracts to support in-house maintenance services including specialized mechanical equipment, cranes and high voltage electrical support

Operations of the Central Utility Building Pond water management

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FESS Engineering Department

Design and construction of all on-site and limited off-site facilities

Pre-conceptual design services for proposed future laboratory projects

Manages several A/E service contracts to supplement in-house design services

Construction coordination and task management services as requested

Develop and administer Geographical Information System (GIS)

.


FESS Site Services Department

In-House services Include Wilson Hall Building Management, Roads and Grounds maintenance, and FESS IT system management

Subcontracted services include Time & Material services for construction trades, elevator maintenance, custodial services, trash pickup and recycling, and pest control

Management of site infrastructure systems and condition assessments for buildings and infrastructure systems

DOE Real Property interface

.


FESS CY07 ES&H Performance

4-Recordable; 2-DART; 13-First-Aid Management & Union Committee established and active for

improved safety performance and HVAC best practices FY07 ES&H plan

• Demonstrate Management Commitment• Provide safe work environment that promotes ES&H• Improve Communication• Waste Management and Pollution prevention

.


Energy and Utility Management

Executive Order 13423 DOE Transitional Energy Action Management (TEAM)

initiative• Aggressive goals• Plan to implement by end of FY2008

National Laboratory Improvement Council (NLIC)• Working group to propose a corporate portfolio

approach

Electricity procurement using Dollar Cost Averaging• Manage volatile market risk • DESC and DOE procurement; lab support

.


DOE Initiatives

Science Laboratory Infrastructure (SLI) initiative • Fermilab project nominations included

– Industrial Cooling Water Upgrades ($20.8M) FY11-13– High Voltage Electrical Upgrades ($14.1M) FY11-13– Industrial Facilities Consolidation ($33.8M) FY14-17

Real Property Asset Management• FIMS validation• Maintenance Investment levels

– Tunnels and Accelerators • Deferred Maintenance Reduction

.

20202000

SLI $34.9MICW & Electrical

UESC 2000-2011 = $57M or $5.7M per year

Warrenville Water $1MSLI $33.8MIndustrial FacilitiesBatavia Electrical $5M

& annual maintenance

$6M$6M$6M$6M $6M$6M$3M$8M$5M$4M$3M $2M$1M$3M

General Plant Projects

Fermilab’s Commitment to General Infrastructure, 2000+


.


Batavia Initiative Pi-pole replacement

Scope:• Replace 19 wooden 345 kV Pi-pole structures• Circuit switchers to improve 345kV outage

coordination• Maintenance of DOE 345kV lines by Batavia

Cost avoidance of $5M in project cost Reduction of $5M in deferred maintenance Underway and scheduled for completion 9/30/07 Eliminate lab’s biggest infrastructure vulnerability

.


FY2006 Recommendations Measure 7.0

Develop GPP plans consistent with TYSP • Programmatic vs. Conventional scopes • Changing Dynamics

Institute formal process for customer communications• Daily work activities to building managers • Discussions with D/S facility managers• Section head briefings on FESS direction• Weekly scheduling meetings• Monthly coordination meetings with accelerator ops

.


Contract Initiative

Implement a space-utilization and facilities reuse program• Directors Policy 36• Dependent on future mission decisions• Building use matrix vs. mission projection

– Space Planning integrated with Strategic Planning

.

Closeout SlidesThe Committee

August 31, 2007


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Administrative Visiting Committee Administrative Peer Review Aug. 29 – Aug. 31, 2007.

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