FRA Visiting Committee for Fermilab Administration and Operations Support Bruce Chrisman August 2, 2010

FRA Visiting Committee for Fermilab Administration and

Operations SupportBruce Chrisman

August 2, 2010

FY10 Admin-Ops Review Chrisman2


HIGHLIGHTS• ES&H – Nancy• ARRA – redux• Contractor Assurance (CAS)• DOE Notable Outcomes – Bob• FTL complete – Cindy & Vicky• QA Program Implementation - Bob• Illinois Accelerator Research Center -

$20M - Randy• Other Activities


Last Year’s General Recommendations

• Employee Focus Groups HR reaching out – Kay Employee Advisory Group (EAG) formed

Meets with Director, Deputy Director, & COO monthly using facilitator

• Several Staff increase Recommendations Budget and low turn over has precluded action.

ARRA Status - FNAL• Total Amount Awarded - $144.8M• Projects

NOvA - $55M FNAL - $24.5M UMinn - $30.5M

General Plant Projects - $25M FCC Cooling Upgrade - $4.75M NML Expansion - $4.9M MI-8 Expansion - $4.9M High Availability Computing - $4.5M IB3 Addition - $4.9M WH Generator replacement - $1.05M

SRF - $52.7M LBNE - $9M High Field Magnet- $3.1M


ARRA Status (as of 6/30/10) - FNAL

• Received - $144.8M – 30.5M = $114.3M• Targets being met – minor exceptions, no

DOE concerns• FNAL Obligations $68.3M (60%)• FNAL Costed $22M (19.2%)• IG Audit with no findings• Heavy Reporting Requirements• 25 GSA Vehicles Provided

Question 3.

NO FRA EMPLOYEES HIRED WITH ARRA FUNDS



Contractor Assurance (CAS)

• New H Clause (CAS) Replaces DOE O226.1A “Implementation of DOE Oversight”

• Requires Identify Management Systems for review Increased Corporate Involvement Annual Review – similar to today’ review Once every three years a DOE “Peer Review”

• Two “Peer Reviews” complete ORNL & PNNL


Contractor Assurance (CAS)Status

• Assurance Council has the lead• Reviewed ~200 processes, consolidated to 43

major processes identifying 10 Management Systems

Vetted with DOE-FSO

Details next

9 FY10 Admin-Ops Review Chrisman


Other Activities (in no particular order)

• CIO Appointed 3/10• Traffic Safety - Nancy

No Cell phone usage Standardized traffic violation discipline

• Preparation for Science Lab Initiative projects - Randy

• Electronic Documentation – Vicky TeamCenter Engineering Sharepoint

• Simplified System Access – Vicky Building Identity Management Foundation One password for some systems


Other Activities

• Improved Records Management• Budget Exercises – Cindy• Continue Meeting with ANL COO & CFO• E-Verify – Kay• Mission Readiness – Randy• Sustainability Challenge - Nancy


Operations SupportDavid Carlson

Head, Business Services SectionAugust 2, 2010

13

2009 Visiting Committee Recommendations

1) BSS should continue to use hiring opportunities to bring in new talent to bolster succession planning efforts. This will be critical to maintaining and enhancing the quality of services that BSS provides to Fermilab.

Budget and low turnover minimized opportunities.

(This item addressed in response to question #7.)

2010 FRA Visiting Committee – Business Services

14


2) BSS should continue to pursue system improvements to achieve cost reduction, cost avoidance, and operational efficiencies, e.g. Oracle iProcurement. While this is a good approach regardless of resource levels, it is particularly important in a resource constrained environment. Budget and IT resource constraints were severe enough that

there was little progress.

Notable Outcome, FY10 – New Fleet Management system was implemented (October 2009).

ProCard front end migration strategy agreed on BSS CD.

Oracle iProcurement project on hold due to other IT priorities.

Reached steady state of e-commerce for procurements (RFQ’s, Fermilab bid posting website, electronic drawings)

Information Resources Department did not renew 36 titles in 2010 resulting in cost savings of $115,589.

2010 FRA Visiting Committee – Business Services

1) Performance Measures – FY09 Results

• Objective 6.2 : Provide an Efficient, Effective, and Responsive Acquisition Management System(s). Overall grade B+.

Procurement BSC: “overall target was exceeded,”

achieved 95 points (90 = B+).

Successfully meets Acquisition Management M&O contract requirements: “…continues to improve the level of quality and timeliness of documents submitted” … “procurement files and documentation exceeded the established expectation.”

“Fermilab conducted a separate BSC review of ARRA funded awards” – full compliance with procurement and ARRA rules.

The Laboratory demonstrates a commitment to process improvements in the Acquisition Management System: “The target has been met. However, further improvements are needed in the level of quality in the documents received.” Improved in FY10.

15 2010 FRA Visiting Committee – Business Services

1) Performance Measures – FY09 Results (continued)

• Objective 6.3: Provide an Efficient, Effective, and Responsive Property Management System(s). Overall grade A-

Property Balanced Scorecard: Exceeded overall DOE performance target (90 = B+), achieved 96%.

Effective Fleet Management: Scored highly.

• Objectives 8.3 & 8.4: (BSS partially responsible) Sensitive Property (Overall B+) & Information (Overall B+).

Security in Property Protection Areas: Exceeded expectations. Interface with DOE security contractor: Various positive comments. High Risk Property: 100% accountability, no adverse events.


1) Performance Measures – FY10 Status

• 6.2 Procurement: Already a record year in procurement dollar volume. Overall performance is very good, metrics will be met or exceeded.

Procurement BSC: Expect 94-95 of 100 (Notable Outcome = 90). 6.1 ARRA : Customers receiving goods and services in timely

manner, no OIG or IA findings.

• 6.3 Property: Expect to meet or exceed performance metrics.• Property BSC. Expect 95% (Notable Outcome = 92%). Inventory results (equipment, sensitive, high-risk) exceeding targets. Fleet Utilization exceeding targets.

• 8.3 & 8.4 Sensitive Property & Information (partially BSS) :

Security in Property Protection Areas – Exceeding expectations. Security contractor – Back to Fermilab 10/1. Proposals in hand. High Risk Property – 100% accountability, no adverse events.


2) Service Culture

• IT: BSS is a consumer. Experiencing longer response time to problems and less strategic influence since the reorganization. Have not seen a list of specific desired effects or analysis of outcomes. CD management is communicative and direct channels to IT management are open.

• Track and Trend: BSS is both consumer and participant. Tracking tools have improved for both management and ES&H assessments (assessment schedule and CAPs, frESHtrk). May be too soon to tell.

• Comp, Employee Relations, Employment: BSS is a consumer. These functions operate reliably for the BSS support organization to enable and support excellence in science.

• Benefits: BSS is a consumer. Have seen significant increase in outreach and efforts to administer benefits at higher customer service level.


2) Service Culture

• ARRA: BSS is a service provider. Supported ARRA procurement energetically and effectively.

Kept focused on successful contract execution during a record procurement dollar volume year ($130M by mid-year, over $200M presently).

Performance metrics for customer satisfaction, subcontract file compliance, competition levels, requisition turnaround, procurement innovations, supplier management, employee alignment/satisfaction, and the cost to operate indicate high levels of performance.

No audit findings.

• Improvements desired: iProcurement, online catalog ordering. <4 hour restore time for crashed “constant service provider” desktop? On-line travel booking (taking some steps now)

• Also see “Other Accomplishments” (p. 16)


3) ARRA Wind-Down

• BSS ARRA work is concentrated in Procurement. Procurement volume a stretch, but the work has been

executed with existing staff, systems and procedures.

Excellent support from Legal Office on new contract requirements, flow-down requirements, terms & conditions.

Staff asked to go the extra mile.

Looking forward: Subcontract administration on ARRA construction projects will

continue well into the next fiscal year. After that, staff will be redirected to future projects. Effort also

needed to implement changes in federal procurement system. Cross-training is underway for an imminent retirement. OHAP

FY11 plan shows position replaced and another position to allow constant engagement of procurement staff on future projects.


4) Integrating OQBP Efforts

• QAR appointed from and supported by Section Office, shared to Finance.

• Section Head is member of Assurance Council.

• Interfaced substantially with URS/EG&G staff: Help understanding of business requirements & processes. Provide feedback on proposed changes and improvements.

• Integrating self-assessment & management assessment.

• CAS: Involved with identification of management systems, Assurance Council deliberations, and direct interaction with OQBP staff on IQA and CAS program documentation.


4) Integrating OQBP Efforts (continued)

• BSS QAR and BSS/FI SSO participated in Suspect / Counterfeit Items (S/CI), Lessons Learned (LL), program development; QAR attended Root Cause training and SSO attended Human Performance Indicator (HPI) training – Fermilab is trying to come to agreement on a combined effort.


5) Interaction with Argonne

• Travel Organized DOE Contractor Travel Managers' Meeting in May,

2010 in Chicago. Led efforts of Fermilab and Argonne in organizing the meeting and scheduling the agenda. (new Travel manager at ANL)

• Information Resources Ongoing lunch meetings with Records Management staff

• Procurement & Transportation Services Using procurement & shipping advice from ANL, achieved cost

savings >$800K from duty-free entry for WLS fiber for NOA.

• Property Fermilab continues to recycle all of ANL’s electronics.


6) Safety Program True State

• Q: Which year is representative? A: Both. This year’s remarkably low rates indicate a deep and broad

commitment to safety and a solid, well developed program. Last year’s “high” rates are still much lower than long term

historical results; this also indicates an effective program. Even if the statistics of small numbers means that neither

year can represent the true state, taken together and in long term historical perspective it is clear that a dramatic improvement has occurred. This is indicative of the program.

When rates are compared to published BLS/DOL statistics, by industry & job classification, Fermilab experience is superior.


6) Safety Program True State (continued)

• BSS has no DART cases for last 571 days.

• BSS has no OSHA Recordable Cases since 1/6/09.

• No adverse environmental incidents.

• National Safety Council Safe Driver Award: All BSS Transportation Department drivers for the period 11/1/2007 and continuing.

• Notable Outcome for FEC/EPEAT: All BSS acquisitions of computer electronics were EPEAT Certified.

• Notable Outcome for ISO14000 & OHSAS registration: BSS contributed to this Fermilab success.

• Recycled content / recyclable cafeteria cups (w/ incentives) & containers (some).

• Exceeding targets for alternate fuel use and petroleum reduction.


7) Succession Planning

Broader issue addressed by Bruce: Budget and low turnover precluded action.

Reminder: +1 Procurement Administrator, June 2009.

Opened new Assistant Property Manager position, filled via transfer from Procurement (Jan 2010), refilled Procurement with well qualified external hire (April 2010).

+1.2 FTE Procurement Admins in OHAP starting in FY11.

+1 Telecom technician starting in FY10 – offer pending.

Other efforts to strengthen staff:

Continue investment in training in government practices for Procurement and Property

Cross-training


Other BSS Accomplishments

• Travel Service Improvements: Industry Change: Oct. 2009 "Profile Express" – Travel Office automatically

transmits profiles to comply w/ new Homeland Security/TSA boarding rules. Going Green: May 2010 – travel booking/invoice process 100% paper free. Emergency Plan: Outreach to travelers stranded in Chile and in Europe during

earthquake and the volcano incidents. Communication: Continuous updates to website; e-mail alerts.

• A/E Selection Board for IARC, Project X, Mu2e, LBNE, ILC and SLI. Started late 2009. Awards in July 2010 to 10 firms for a total of $13.875M.

• Lab-wide WBS committee, new relational taxonomy invented.

• Electronic Records policy, Records Management Handbook.

• SPIRES HEPJobs database – success story from SLAC.

• EPEAT procurement selection & tracking system (with Comp Div).

• 25 alternate fuel vehicles via ARRA, no cost to Fermilab.

• SLLP



Business Services Section (FTE’s budgeted for FY10)

[On Board + Approved Openings] + {Planned New}

FTE’s = [126.9 + 1.42] + {+0.5} = 128.82

FY08 -> FY09 review = 8.01

FY09 -> FY10 review = +1.08

+0.83

0

00

00

0

00

0

+0.25

n = FY10 – FY09

Business Services Section(FTE’s by sub-dept. group budgeted for FY10)


FTE’s on board + approved openings + {planned new}

FRA Visiting Committee for Administration and

Operations SupportKay Van Vreede

Fermilab

Workforce Development and Resources Section

August 2, 2010

31

2009 Visiting Committee Recommendations - Results

• Head of HR served on search committee for Head of Office of Project Management Oversight

• Generalist positions were not added due to budget constraints

• WDRS responded to the focus group feedback by:

- implementing customer service initiatives

- improving Human Resources communications

- recommending actions to improve management

performance at the Lab

- initiating a management curriculum committee to

improve management development at the Lab

2010 FRA Visiting Committee - WDRS

2009 Visiting Committee Recommendations - Results

• Strategic Laboratory Leadership Program (SLLP) alums participated in ongoing get-togethers to share ideas on the program and work-related topics, e.g., change management.

• A succession planning process was developed for the Lab and named the Talent Development Planning Process. It includes continuity of operations, possible successors and development plans, and possible outside candidates together with attraction strategies. Plans were developed for the Lab’s top positions.

2010 FRA Visiting Committee - WDRS32

WDRS Performance Measures

FY09 Performance Measures• All PEMP measures met or exceeded• DOE graded the performance B+• No deficiencies were noted

FY10• WDRS focuses on continuous improvement,

goal attainment and customer service to sustain outstanding performance

• We have two notable outcomes for FY10


WDRS Performance Measures

• Succession planning: program developed and implemented for top Lab positions. Goal will be met.

• Executive/management pay structure: extended pay structure, graded top positions, regraded other mid-high level management positions, created new Scientific Engineering Manager positions. Structure currently in approval process with DOE. Goal will be met.

• We should be graded at least a B+ this year.


WDRS Customer Service Initiatives

• We are cognizant that we have many customers: DOE, FRA, employees, users, students and teachers, the public.

• We have a regular monthly call with DOE.• This year we launched customer service initiatives

to include:

Ask HR: site visits by HR departments to meet employees, answer questions, provide information.

Tell HR: specific customer feedback to respond to individual problems and improve service, and implementation of customer service standards.


WDRS Customer Service Initiatives

• Improved customer communications through an entirely revised website, a Who Does What in HR brochure and regular benefits bulletins.

• Responded to the visa needs and provided special services to foreign employees and visitors including international orientations and social events like Guests for Thanksgiving.

• Our outstanding Education Office provides in-person and on-the-web learning experiences for students, teachers and visitors.


Developing and Sustaining a Service Culture

Compensation, Employee Relations, Employment• During FY10 reviewed scientific and engineering

job families• Conduct a High Energy Physics salary survey

every two years• Participate with other Labs in Pearl Meyer R&D

Survey to benchmark technical positions• Support and provide guidance to managers on

workplace interactions and performance• Assist operational managers in addressing

conduct and performance problems


Developing and Sustaining a Service Culture

• Scientific recruitment now includes HR processes.• Employment added value through informational

interviews and an applicant tracking system for scientific candidates, and a website for post-doc candidates.

Benefits Planning and Administration• Provides a comprehensive, competitive benefits

package while keeping cost increases at a reasonable level.

• Provides increased communications and outreach programs, e.g., retirement seminars.


ARRA Wind Down

• No employees were hired as a result of ARRA


Integration with OQBP/Quality

• Work with OQBP on possible PEMP measures, self assessments and the quality program.

• Currently working with OQBP on the development of a process to document on-the-job training via our training database.

• A WDRS representative participates in weekly quality meetings.


Integration with OQBP/Quality

Implementing the quality program by:• Meeting the requirements for 13 corrective

action plans• Conducting self-assessments in our Section• Documenting management and control• Continually looking for opportunities to

improve processes


Interactions with Argonne

• Head of HR met on at least a quarterly basis with Argonne HR Director

• Participated in conferences, meetings and informal information sharing of all departments

• Collaborated with Argonne on administration of the University of Chicago Strategic Laboratory Leadership Program (SLLP)

• Consulted with Argonne on compensation certification and HR restructuring

• Facilitated training opportunities for employees of both labs at the opposite lab



• Benchmarked numerous programs against Argonne programs

• Worked with Argonne and DOE on recruitment of candidates, job fairs and community outreach initiatives

• Collaborated on DOE national pre-college programs

• Worked with Argonne on special programs in the Chicago area like Science Chicago

• We will continue these efforts to share best practices, increase efficiency by using ideas that have already been developed, and looking for cost sharing opportunities.


Safety Program

• WDRS has a safety record of 6 years with no DART case

• We maintain an active Section Safety Committee

• We have employees involved on a grassroots level including: safety walk-throughs, safety suggestions made by everyone in the section, an annual cleanup that include six sigma principles, a committee to identify opportunities to reduce our carbon footprint, and an annual weed pull.


Safety Program

• Safety is included as a discussion item in every staff meeting and other annual events.


Succession Planning

• There are strong managers who have cross- functional knowledge and can provide assistance with continuity of operations as needed.

• Some managers’ responsibilities have been expanded to gain knowledge of other HR functions.

• Employees below the manager level who could succeed the manager have been identified. Developmental opportunities and cross training have been identified and implemented to prepare them for a larger role.


FRA Visiting Committee for FRA Visiting Committee for FermilabFermilabAdministration and Operations Administration and Operations SupportSupport

Office of Quality and Best Office of Quality and Best PracticesPractices

Bob GrantBob Grant

Administration and Operations Support

FRA Visiting Committee for Fermilab

FRA Visiting Committee for FermilabAdministration and Operations Support

Performance of OQBP vs Performance Measures

August 2, 2010 48

Root Cause Analysis Training & Graded Approach

S/ CI Program

Establish Lessons Learned Program

Build CAPA Procedure

Build Management (Self) Assessment Procedure

Science As-Is

Conduct Assessment

Final Report

CAP Development and Approval

Contractor Assurance

Modify FICAP to Accommodate H13 Clause

Build Consolidated Assessment Program

Complete Management Review Procedure

Complete Worker Feedback Procedure

Continuous Process Improvement

Oct09 Jan10 Apr10 Jul10 Oct10 Jan11 Apr11 Jul11 Oct 11 Jan11

Complete

Complete

Complete

Complete

Complete

Complete




FY2010 Accomplishments

Implemented Assessment Program Developed program documents for assessments Developed schedule Trained lead assessors and QARs on how to properly perform

assessments Performed six small and one large assessments

Staffed project controls and engineering personnel to assist Fermilab with new project implementation

August 2, 2010 49





Led effort for Fermilab implementation of H13 clause DOE 226 v. H13 Clause gap analysis Prime Contract requirements mapping Definition of management systems Director’s policies mapping to contract requirements Mapped directives to requirements Assisted with development of document management program Provided briefs to all levels of management to indoctrinate to

new requirements Assisted with establishment of worker feedback and

management review programs

August 2, 2010 50





Established Lessons Learned Program Developed program document and procedure Requirements definition for form and database Developed standard work flow Provided site-wide training

Performed Science As-Is (baseline) study of quality assurance implementation in science programs

August 2, 2010 51





Develop consolidated assessment schedule Created integrated list of all of Fermilab assessments from

input in D/S/Cs Consolidated like assessments to reduce the total number of

assessments performed at Fermilab Integrating DOE assessment

Established communications program with Office of Communication (articles, training, etc.) to publish QA information on a regular schedule

August 2, 2010 52





Developed QA indoctrination training and tests for QA implementation for General Employee Training (GET) and coordinated the establishment of the ITNAs

Integrated key QA and ESH requirements and procedures

Developing automated process for tracking of corrective actions

Provided CD/BSS Travel Application development support

August 2, 2010 53




Documents on OQBP website

FICAP Rev. 000 B5 Contractor Assurance Lessons Learned Program Integrated Quality Assurance Rev. 001 Graded Approach Procedure Rev. 000-1 B10 Fermilab Corrective & Preventive Action Procedure Rev. 001 Fermilab Corrective Action Plan Form 1 Rev. 001 Fermilab Corrective Action Plan Guide to Form 1 Rev. 001

August 2, 2010 54




Documents on OQBP website

IMS Commitment Tracking Form Fermilab Root Cause Analysis Procedure Rev. 001 Fermilab Management Assessment Procedure Rev. 001.1Fermilab Management Assessment Procedure Form 1 Rev. 001.1Suspect/Counterfeit Items OQBP Procedure Rev. 001 Suspect/Counterfeit Item Program Rev. 001 Controlling Suspect/Counterfeit Items Procedure Rev. 001

Fermilab S/CI TagQuality Assurance Guidelines for Scientific Research

August 2, 2010 55



FRA Board of DirectorsAdministration and Finance Committee

Clause H13 Impact on OQBP

Assurance Council is holding extensive discussions concerning impact on the laboratory

OQBP completed a comparison of requirements from H13 and DOE O 226.1

Peer Review Planning• Transition from FRA style peer reviews to new H13 clause orientation• Same this year, expanded to all management systems in the future

August 2, 2010 56




57

Fermilab

CEO FRAand

Fermilab DirectorPier Oddone

Assurance Counciland

Fermilab COOBruce Chrisman

Annual ReviewsH Clause

FRA Board of Directors

BoD ChairmanBob Zimmer

Committee Charged with Oversight of H13 Clause

Members TBD

Committee CommitteeCommitteeCommittee

Committee Reviews and

approves annual H Clause assessment plan

Reports results to Chairman

August 2, 2010




Management Systems

Ten management systems identified Forty + major processes

August 2, 2010 58




59




Service Culture Implementation

Service Organization by Mission Definition Attempting to use ESHTRAK for QA needs

August 2, 2010 60




ARRA Impacts

No impact on this organization

August 2, 2010 61




OQBP Integration

Integration is slow – Lab is passive in many respects

August 2, 2010 62





Very little to none

August 2, 2010 63




ES&H Rates

Current state is probably the true picture Shutdown in progress may generate more incidents Luck has a lot to do with it

August 2, 2010 64




Succession Planning

Unaddressed at this time

August 2, 2010 65




Notable Outcomes - DRAFT

The CDF and D-Zero collaborations will improve the exclusion limits on the allowed mass of a standard model Higgs Boson, and continue to study the most pressing Standard Model issues accessible with the Tevatron data. (1.1)

August 2, 2010 66





The Laboratory will lead a collaboration of national labs and universities to prepare a conceptual design and alternatives analysis for the Long Baseline Neutrino Experiment, which is suitable for review by the Office of Project Assessment in preparation for Critical Decision 1. (2.1)

The NOvA Project continues to progress toward completion on time and within budget. (2.2)

August 2, 2010 67





The Laboratory will develop a detailed plan to deal with workforce issues arising in FY 2012 form the planned completion of operations of the Tevatron. (3.2)

The contractor will implement its Contractor Assurance System (CAS) in accordance with Clause H of the prime contract, create a standing CAS Review Committee comprised of appointees from the FRA Board of Directors and relevant subject matter experts, and conduct a formal review of the CAS. (4.3)

August 2, 2010 68





FNAL will meet the planned FY 2011 milestones contained in the Safety Assessment Document Schedule, Rev. 0, dated May 2010, that was developed in response to the March 2009 DOE Accelerator Safety Review. (5.2)

August 2, 2010 69





In support of the Spill Prevention, Control and Countermeasure (SPCC) requirements found at 40 CFR 112, FNAL will implement its SPCC program to address findings from an April 2010 FSO assessment of FNAL’s SPCC program. FNAL will revise its SPCC plan to address assessment findings and either close or provide secondary containment for three emergency generators. During FY 2011, FNAL will continue its SPCC training, inspection, and record keeping activities. (5.2)

August 2, 2010 70





ARRA Notable to be provided by SC

Succession Planning will be flowed down through the Division, Section, and Center Heads by the end of FY 2011. (6.4)

FNAL will meet the planned FY 2011 milestones and key

activities identified in the DOE approved Quality Implementation Plan for an Integrated Quality Assurance Program. (6.5)

August 2, 2010 71





The FNAL Mission Readiness process will be fully implemented and peer reviewed in FY 2011. By the end of the fiscal year, any comments, findings, or recommendations resulting from the peer review will be resolved and incorporated into the FNAL Mission Readiness process, as required. FNAL will continue to participate in peer reviews of other sites and the overall SC Mission Readiness process. (7.1)

August 2, 2010 72





Sustainability Metric to be provided by SC

FNAL will obtain beneficial occupancy for all buildings under the American Recovery and Reinvestment Act (ARRA) General Plant Project (GPP), WAS KA/CH14/9/ARRA-1, consistent with established milestones in the approved Project Operating Plan. (7.2) ???-ARRA in Goal 6 may cover everything.

August 2, 2010 73





FNAL will complete the scheduled FY 2011 milestones identified in the Corrective Action Plan (CAP) to address the findings identified during the Jun 2010 joint FSO/FNAL assessment of the Laboratory’s Emergency Management Program. (8.1)

FNAL will complete a plan for the implementation of the DOE Program Cyber Security Plan (PCSP), Cyber Security Program Plan, and the System Security Plan for FSO approval. Approved FY 2011 milestones will be identified and completed on schedule. (8.2)

August 2, 2010 74




Questions ?

August 2, 2010 75


Operations SupportCindy Conger, CFO

Fermilab Finance Section

August 2, 2010

Finance Section Mission and Staffing

• Mission To provide safe, efficient, effective financial operations

in support of the Laboratory’s high-energy physics program in accordance with all laws, regulations and DOE requirements.

• Staffing - 31.8 FTEs Section Office

2 monthly Accounting

12 monthly; 14 weekly Budget Office

3.8 monthly

2010 FRA Visiting Committee - Finance


Recommendations and Current Status

Maintain strong IT internal controls – controls internal to Lab appear to be strong; hosted-solution-provider controls are a concern

Complete the implementation of Fermilab Time & Labor – went live labwide on 6/21/10 with Kronos hosted solution.

Institute additional oversight on ARRA funds. – CFO approval required on all ARRA requisitions

Participate in benchmarking with other labs – budget constraints did not allow for Hackett study this year; participating in “informal” benchmarking with other labs


2009 Visiting Committee Recommendations (cont.)

Recommendations and Current Status

Implement an automated travel settlement system – not started – IT project priorities not yet set

Add budget office staff to perform more analysis of indirect costs and improve lab-wide budgeting tools – no additional staff for these tasks; 80%-employee added to handle pre-CD-1 budget responsibilities for 4 new projects

Pay biweekly instead of weekly and consider outsourcing payroll processing – still considering change from weekly to biweekly; must stabilize FTL and then update cost analysis


Charge Question #1 – Performance Measures

• FY09 Performance Results: Finance received a grade of A- on Objective 6.1 –

“Provide an Efficient, Effective, and Responsive Financial Management System.” All 4 measures were met and no deficiencies were cited in the DOE narrative.

Measures: On-time payments Budget Formulation Budget Execution Audit findings


Charge Question #1 – Performance Measures (cont.)

• FY10 Performance Results to Date: DOE Mid-Year Evaluation of Objective 6.1 – “Provide

an Efficient, Effective, and Responsive Financial Management System”

No Finance issues were cited in the “Issues/Concerns” or “Watch List” items under Goal 6.0 in the DOE site office evaluation slides.

Lab believes strong ARRA funds controls and effective ARRA reporting processes constitute accomplishments in excess of B+ for FY10.

“Notable Outcome” of full FTL implementation by June 30th was met.


Charge Question #2 – Service Culture

• Open-door policy across Section for “customer” visits• Accounting Department discusses Customer Service

as agenda item in all department staff meetings• Long-standing goal in Payroll to answer all questions

within 24 hours• Long-standing goal in Travel to keep voucher

backlog to 2 weeks or less• Grants & Contracts manager holds PIs’ hands

through grant process


Charge Question #2 – Service Culture (cont.)

• Finance’s ability to improve service without adding staff depends on sustained IT support to address backlog of needs:

Labwide budgeting tool Labor planning tool (may be part of budgeting tool) Travel reservation and settlement system(s) Electronic invoice approval system Labwide sharing/collaboration/document management

system(s) Conversion to SGL-based chart of accounts


Charge Question #3 – ARRA

• Finance did not hire any additional staff to administer the $114M of ARRA funds.

• Reporting burden has diverted resources from other efforts


Charge Question #4 – Interaction with Office of Quality & Best Practices

• Finance has participated fully in the implementation of the QA program.

• Most of Finance’s significant processes are documented and routinely tested as part of the A-123 assessment process. Finance has added less-significant processes to the A-123 assessment each year.

• A-123 processes will comprise all/most of the processes in the Finance “Management System” under Contractor Assurance.


Charge Question #5 – Interaction with Argonne

• Fermilab and Argonne COOs and CFOs meet together every ~ 6 weeks to discuss problems and identify ways we can help each other.

• CFOs serve together on CFMA Council and the NLDC CFO Working Group; and are members of the DOE CFO’s Lab CFO group.

• Argonne is assisting Fermilab in preparing finance benchmarking data, based on ANL’s Hackett experience

• Two Finance staff members have participated in SLLP program

• Continuing to look for ways the labs can collaborate in the Finance arena.


Charge Question #6 – DARTs and TRCs

• Finance’s safety record is unblemished to date. Finance has had zero recordable cases and zero DARTs since its establishment in 2006.

• Four Finance employees interviewed by ISO/OHSAS recertification auditors; no findings, good feedback.

• Strong safety record can be attributed to continuous attention to safety, including ergonomic, issues; safety is truly integrated into our day-to-day business.


Charge Question #7 – Succession Planning

• Executive Financial Manager group of senior financial managers across lab recently completed rework of Budget job family, proposed to WDRS

Major driver for forming group was to look at the financial community as a whole to identify top performers and provide appropriate promotion and development opportunities

• Deputy Lab Financial Planning Manager (Budget Officer)

position created in 2007; long-standing deputy position in Accounting

• Seven CPAs in Finance; several others at lab. Well-qualified in-house pool

• Succession planning more challenging in leanly-staffed organizations


FRA Visiting Committee for Administration and Operations

Martha Michels

Fermilab ES&H Section

August 3, 2009


Operations SupportNancy Grossman

Fermilab ES&H Section

August 2, 2010

90

2009 Visiting Committee Recommendations(There were no findings)


2010 FRA Visiting Committee - ESH

Recommendation and Current Status

Take Five for Goal Zero Program - If effective in long run, incorporate in hazard analysis

• The laboratory has continued to create ways to make the Take Five Program fresh.

• Take 5 challenges, highlight the program in Porcelain Press and Fermilab Today.

• Hazard Analysis form calls for a pre-job walk down, identification of the hazards, and then a review of lessons learned from the job after the task is complete – similar to Take 5.

• Take 5 Cards (similar to the ISM cards) are being printed for lab-wide distribution.

91





Rewards and Recognition Program• Reinforce applicability for safety performance• Communicate achievements for all programs

• The Director’s Triennial Assessment looked at this issue. • Encourage Reward &Recognition money to reward safe

behavior. • Performance Review states expectation for ES&H

performance - for supervisors and employees.• ES&H Section incentives for DART rates, safe construction,

IH awards, etc.• Continuous improvements database.

• This database was highly praised during our recent ISO/OHSAS re-registration audit.

92





Leading Indicators• Though difficult, strive to develop leading indicators that

better correlate with outcomes, esp. TRC and DART rates• Solicited ideas• Tasked the Injury/Illness Prevention (IIP) Subcommittee

(and others) with looking for trends. • Improved our issues tracking database (now called

frESHTRK). • Increased communication of issues/concerns.• Watch first aide cases.

93





Accident Rates• Continue to monitor and manage• Keep FSO informed

• Expanded the charter of the IIP and continue to diligently monitor and manage our cases.

• FSO has a representative on the IIP.• Injuries and accidents discussed weekly at the 4pm meeting

with the directorate and FSO, as well as at the weekly Scheduling Meeting.

More to come on this in the next few slides.

• Met 100% of ES&H PM goals in Environmental and Radiation Protection were met in 2009.

• Met 100% our goals in Emergency Planning and Nuclear Materials.

• Did not meet the DART (<0.25) and TRC (<0.65) goals. 2009 values are higher than we would like, but they are in line with 2006-2007 (and earlier).

• 2009 DART was 0.63, 2009 TRC was 1.23.• Hope to meet the DART and may meet the TRC goals

in FY2010. This would be an great accomplishment.

94



FY2006 FY2007 FY2008 FY2009FY2010 to Date

GOAL

TRC Cases 29 31 12 24 11 <12

DART Cases 7 12 3 12 2 <5

Working to improve ES&H communication on all levels:• Address topical issues in multiple meetings• Communicate through multiple methods: Safety Tips/Articles

in Fermilab Today, Safety Signs, Take 5 Posters & Challenges, ES&H Fairs, Porcelain Press

• Provide easier access to guidance and tools on the Take 5 web page.

• Hired a person to work on communication, leading/lagging indicators, topical issues within ES&H.

Significantly revised Traffic Safety Policy, lab wide Traffic Safety Awareness Training and communication Continue to implement what we learned from

benchmarking of Idaho National Lab (Human Performance Improvement – will implement lab-wide)

Updated, customer oriented ESH web pages due out in September 2010.

95 2010 FRA Visiting Committee - ESH


Notable Outcomes for FY10 (will meet all): Maintain ISO 14001 & OHSAS 18001 (Objective 5.1)

• Very successfully completed re-registration (every 3 years).

FNAL will meet planned FY2010 milestones contained in the Corrective Action Plan that is being developed in response to the March 2009 Accelerator Safety Review. (Objective 5.2) – all FY10 milestones have been met.

In support of the Federal Electronics Challenge and the requirements of Executive Order 13423, FNAL will reduce the environmental impact of using personal computers… (Objective 5.3) – this has been met.

A joint FNAL/FSO review of the Emergency Management Program (Objective 8.1) – the report for this assessment is being finalized.



IT Resources:• Several lab wide tools were greatly improved or developed

with CD in FY10:• frESHTRK – a greatly improved system for

tracking/trending/verifying completion of ESH issues.• Lessons Learned (LL) database – (in conjunction with OQBP)

for tracking LL.• Continuous Improvements database• Traffic Violations database – improved to automate the new

traffic safety discipline process.

• ESH hired a database analyst to help address smaller issues with our databases and work closely with CD.

• CD has posted an opening for a Functional Analyst to work with ES&H to develop information technology solutions.

97

Charge Question #2 – Developing & Sustaining a Service Culture


Increased ability to track and trend in ES&H? frESHTRK makes data entry, tracking, and trending easier. New communication hire working on leading indicators of

first aide cases, TRC and DARTs; ES&H Concerns. Lessons Learned & Improvements database Setting up databases to more easily look at traffic issues,

days away, restricted leave, categorization of issues. All ES&H subcommittees have charters now that address

the issue of trends within their areas.

Tracking and trending is important, but is only useful if the preferred behaviors are effectively communicated to personnel.


Charge Question #2 – Developing & Sustaining a Service Culture

Getting the person to fill the open CD position to help ES&H databases be best utilized at the lab and to make sure ES&H is aligned with CD’s vision.

Continuation/utilization of the programs/databases we have put in place.

Successful completion of the new ES&H web pages.

Continued improvement in sharing of problems and good ideas between D/S/C and laboratories (and resources).

A new hire for the environmental group.

Less variations in DOE requirements over time, clearer DOE guidance, and more realistic response times from DOE.


Charge Question #2 – Improvements I’d like to see…

ES&H Supports the NEPA process for ARRA and construction oversight/training (~2 people).

Significant work at the lab exists for these personnel after the ARRA projects are done.

ES&H personnel involved in ARRA were several hats and thus are trained in other areas also.


Charge Question #3 – ARRA Wind Down

Key that OQBP and ES&H (and other D/S/C) work together to use/improve the current systems when appropriate.

• This team approach is improving from the ES&H perspective.

Communication:• We have a QA Representative who interacts with OQBMP

and keeps the Section Head informed.• ES&H Section representation on Assurance Council .• ES&H and OQBP personnel have worked together on some

assessments. • OQBP and ES&H worked together on the Lessons Learned

database and are working together on the lab wide Root Cause Analysis program.

We were the main aspect of the DOE/FSO Contractor Assurance (Order 226) Review in 2009 (CAP finalized).

ES&H Management Systems and major processes are defined. Section is documenting all major processes.


Charge Question #4 – Integrating OQBP Efforts

• ANL and FNAL ES&H collaborate frequently on ergonomics, life and fire safety, training, radiation issues, industrial hygiene. This will continue.

• Personnel provide support for reviews at each others facilities (mainly fire & life safety and radiation support on FNAL end).• This will continue.

• Discussed issues of the EO on green house gases.• Discussions will continue on environmental issues (Fall workshop

at ANL).

• Finalized the Emergency Response MOU between ANL and FNAL.



• Future Plans: Will soon implement an Memorandum Purchase Order

(MPO) with ANL to provide radionuclide analysis support to FNAL.

• ANL has more depth in personnel for this process/program.• One of the two key people in this area at FNAL retired.• Reduces risk to FNAL due to depth of personnel at ANL.• UC/DOE relationship helps facilitate this process.

Setting up an MOU with ANL to provide NEPA support for FNAL projects.

ANL and FNAL ES&H Directors met recently and discussed more ways to work together – a shared internet workspace? – resources on both sides make this difficult.



2008 rates were remarkably low. 2009 rates were in line with previous year’s rates.

Believe 2008 was an anomaly and the rates of 2009 and earlier years were the result of the existing ES&H program at that time.

Program improvements typically do not change measures for at least 6 months to a year.

Would like to think that some of the changes implemented in FY2009/2010 are creating the change in rates.

I feel I need another year of these rates to more comfortably state that! I am hoping…


Charge Question #6 – DART/TRC Rates

FY2005 FY2006 FY2007 FY2008 FY2009 FY2010 -ytd

TRC Cases 27 29 31 12 24 11

DART Cases 10 7 12 3 12 2

Discussed succession planning with ES&H Section personnel. Have a plan for the near term needs (5 years)

• Budget issues greatly limit the ability to address succession planning as it is difficult to afford to overlap key personnel in order to train successors (thus our collaboration on radionuclide analysis with ANL). This is a worrisome risk.

• Uncertainty in retirement dates and future lab projects also makes it difficult to plan (D&D of Tevatron issues)

• We have developed backups for personnel and are documenting processes more clearly.

Have hired personnel (communication/integration, database analyst, radiation physicists) to add depth and plan for the future.

Will need to hire additional personnel, but do not have the budget until more personnel retire.



GHG REDUCTION: • Reduce green house gas (scope 1 and 2) by 28% (FY2008 to FY2020) .

ENERGY EFFICIENCY: • Reduce energy intensity by 30% (FY2003 to FY2015).

WATER CONSERVATION: • Reduce potable water consumption by 16% (FY2007 to FY2015).

RENEWABLE ENERGY GENERATION/CONSUMPTION: • Meet or exceed the Executive Order consumption goal to generate or

purchase 7.5% renewable electricity by 2010.

Important Note: • It is impossible to meet the energy and GHG reductions while running the

accelerator complex


Sustainability Challenge (Executive Order 13514 )

SUSTAINABLE BULDINGS – NEW CONSTRUCTION AND MAJOR RENOVATIONS:

• All new construction and major renovations over $5M achieve a LEED Gold standard. Other construction complies with the “Guiding Principles” for Federal Leadership in High Performance and Sustainable Buildings.

SUSTAINABLE BULDINGS – CURRENT INVENTORY: • Ensure that 15% of the existing federal capital asset building inventory, as

of the end of FY2015 incorporates the sustainable practices in the “Guiding Principles”.

Important Note: • The other significant, but unquantified issue, is making 15% of our building

inventory meet the “guiding principles” by 2015.


Sustainability Challenge (Executive Order 13514 )


Operations SupportInformation Technology and Information Systems

Victoria White

Chief Information Officer

August 2, 2010

1092010 FRA Visiting Committee - IT


Performance Measures – 2009

• Less than optimal areas were Cyber Security (6 findings in a DOE assessment in

June 2009) - responded with Tune IT Up campaign and received kudos for that

Fermilab Time and Labor (FTL) – behind schedule Information Systems projects on hold because of

FTL and lack of budget

• Otherwise did well on PEMP measures And all Cyber Security POA&Ms were completed on

or ahead of schedule

2010 FRA Visiting Committee - IT 111

Question 1

PEMP “IT” Notable Outcomes 2010 – all have been met

1. Federal Electronics Challenge & EPEAT goals (IT + ES&H + Business Services)

2. “FNAL will complete full implementation of the electronic FNAL Time and Labor System by the end of third quarter, 2010”. (with Finance, WDRS, Div/Secs) Met (but not without challenges and ongoing effort) Adopted Kronos (hosted) for the timecard

3. Monitor Windows Systems for baseline security configurations

4. PII training for all and Review ES&H systems

5. Upgrade vehicle Fleet maintenance software


Question 1

Other Performance measures

• Additional Cyber Security CAPs – all have been completed on time

• ES&H audit CAPs reliant on IT• QA audit CAPs related to

Engineering Data Management (Policies, Processes + Technology (TeamCenter))

Upcoming milestones in 2011 Document Control Program (Policies + Technology

(Sharepoint)) Upcoming milestones in 2010 to prepare a plan

On the job training


Question 1

Q2 - Developing and Sustaining a Service Culture

• IT Service Management Initiative began in 2008 before IT consolidation started Primary goal is to deliver IT services better, with greater

focus on the customer than the technology, with better consistency and with agreed service levels measured by KPIs.

3+ year effort to achieve ISO20000 certification Processes based on ITIL framework Final phase of building all processes – ends Sept 2010 New Service Manager position – to mature all processes,

work closely with customers and to get us to certification in the next 14 months.

Aggressive timescale – cost savings in long term


Question 2

IT Service Management roadmap

Question 2


Progress towards the IT service management goals• Eileen Berman brought in from Science side to

rescue floundering Service Desk and follow up on customer issues

• Experienced consultants bring best practices from other organizations

• Capturing all service requests now and starting to get useful statistics (big culture change)

• Remote Desktop tool brought into use• Loaner laptops + Bench stock for new laptops• Service Level Agreements in progress - with metrics

on service response


Question 2

Progress towards the IT service management goals• Critical Incident Management process established

(used in power outages)• Problem management and Root Cause Analysis

actively in use• Change and Release management helping make

the environment more stable• Improved account and password management• Building a knowledge base for self-service• Huge push internally to “serve the customer” and

“get the problem fixed” no matter which group is responsible/at fault (and record what was done)


Question 2

Called out as best practice in QA audit

Service Desk – is gaining traction (after a rocky start) – many metrics now


Question 2

Incidents created/resolved per week

IT consolidation (started FY2009) – goals to

*Standardize how we do IT / eliminate duplication *Use of Service desk and formal tracking for all

services/issues *More consistent management of systems and stronger

cyber security *Reduce costs *Reduce staff Make coherent plans to move forward with IT infrastructure

(for both science and administration) E.g. Target Enterprise Architecture E.g. Networking and Telecommunications (VOIP) E.g. Virtual servers

* these items work against perception of better service but in the end enable us to provide better value for the lab


Question 2

Progress towards IT consolidation goals• Organizations are totally integrated (no fighting)• Use of Service Desk tickets established• All “IT” areas of CD (and most scientific services) will use ITIL

processes fully by end of the year• Lost > 6 FTEs in consolidation – longer response - solving• By end of FY11 core IT infrastructure components consolidation will be

complete Integrated Identity Management System (essential for almost all lab processes

and info. Systems) One email and calendar system, common virtualization infrastructure, TD servers

integrated, private web servers eliminated, central management tools, etc. Improved Network planning and operations


Question 2

Consolidation of Information Systems

• Goals of eliminating duplicate systems, creating a coherent set of information systems for the lab, increasing agility of dealing with a massive backlog of needs (many on a wish list for several years) and prioritizing them to align with the lab’s scientific and business needs to create a modern efficient laboratory The needs are great and the expectations high but

progress towards these goals is limited Will discuss this in a later slide on last year’s

recommendations


Question 2

ARRA Funding to add to / improve Feynman Computing Center:

New High Availability Computer Room ($4.5M)

2nd floor Cooling upgrades ($4.75M)

Funded by ARRA

(all contractor staff)

occupancy October

Layout on

3rd floor

Question 3

Integration with OQBP

• QAR from CD has been active in QA program• Trying to align ITIL processes with QA program –

e.g. Root Cause Analysis• Somewhat confusing situation with

Changing Contractor Assurance requirements New cross-cutting lab Management Systems Attempts to align/re-use/streamline various assessments Re-working and re-classifying lab policies DOE changing PEMP goals/outcomes/assessments

• Starting to align ES&H and OQBP info systems more


Question 4

Interactions with ANL (acting deputy CIO is the lead person in this)

• Close cooperation on Computer Security between Computer Security Managers

• Discussions on Email strategy ANL did a Google email pilot – shared info with us

• CIOs meet in NLCIO forum• Both users of Kronos now (ANL – limited use)• Other interactions more on the scientific side

Grid computing, Data centers, Operational Review of Leadership Computing, Accelerator modeling, etc.


Question 5

Computing Division and Safety

• No DART cases in 8 years > 4 million hours worked

• We have a terrific safety culture in CD - people really care CD tracks – internal newsletter

helps raise awareness

• I don’t push safety as an issue – rather focus on communications in general


Question 6

Succession Planning

• Each unit of the division has capable people who could take over that unit

• Continuously look to develop people one level down also

• 2 people at U of C leadership training this year


Question 7

2009 Recommendations - progress

• Streamlined and cost-effective IT services labwide New policies -> under new Management Systems ->

Assurance Council Started an Enterprise Architecture initiative (more work to

do here) Gradual acceptance of Service Desk and improvement in

Service Desk function Lots of work with Communications, Focus group

Staffing levels not yet stabilized and fully adjusted We did lose considerable effort in the consolidation and this

has been difficult to compensate for Outsourced front line service desk staff

Expanded Cyber Security council


2009 Recommendations

• Plan for IT services laboratory-wide almost there – only AD has independent IT

• Controls on Enterprise business and finance systems must be maintained All controls maintained (and in fact strengthened by ITIL

release and change management) Kronos being whipped into shape to conform to our release

and change management procedures

• Address concerns of customers wanting local IT All IT consolidated, but not all Information Systems support –

FESS manages own applications, dialogue with TD on need, ES&H has one local person, Education office dialogue, ….


Information Systems – governance and prioritization (FY10)• The IT infrastructure project portfolio and the Information

Systems project portfolio were selected during the budget process by Compliance, End of Life, and PEMP criteria. No room for any other projects! FTL, Fleet, ProCard front-end Email systems – end of life and security issues ES&H CAPS–tracking systems and lessons learned, WDRS on-

the-job training Identity Management – essential security infrastr. VOIP assessment Peoplesoft Upgrade - maintain currency for Payroll Teamcenter and Sharepoint implementations (QA CAPs)


Information Systems – governance, portfolio management, external advice

• Gartner Executive partner – helping to set up IT Project/Program/Portfolio processes Recent 1 day workshop with CD PMO Goal to set up IT infrastructure Projects Portfolio

Management Team, and Information Systems Projects Portfolio Management Team and all processes and documents by end of October. (Later Scientific projects portfolio management team)

All currently active projects and all project requests will be taken through the processes and ranked as part of the FY11 budget process

Re-use existing forums for highest level IT steering and portfolio management (Gartner advice)

• With a flat-flat budget progress will be slow



Operations SupportRandy Ortgiesen

Facilities Engineering Services Section (FESS)

August 3, 2010

FESS Mission

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

2010 FRA Visiting Committee - FESS132

133

Organization and Staffing

ENGINEERING

E. Crumpley

OPERATIONS

B. Shull

ADMINISTRATION

R. Ortgiesen, Section Head

SITE SERVICES

J. Macier

ES&H

M. Bonkalski, SSO

O. Jurkiw, Admin. Support

Bruce L. Chrisman

Chief Operating Officer

5

24.5

2

65

115.5 FTE’s

18

S. Krstulovich, Energy Management V. Kuchler

ILC

1

R. Walton, EO

Associate Director for Operations Support

K. Collins, Deputy Head

133 2010 FRA Visiting Committee - FESS

Includes 1 open position

Includes 1 open position

Budget

(J. Macier)

M. Garcia

134


• FESS participation in Tevatron decommissioning plans√ FESS interaction with Accelerator Division

• FESS involvement in planning for new science √ FESS participation on project teams

• Identify opportunities to improve procurement results √ Much improved bidding climate

• FESS working with Divisions to plan for critical equipment replacement √

Ongoing informal discussions; development of End of Life program

• FESS continuing to support Directors Policy 18 √ Ongoing actions including establishment of ConCoord meeting

2010 FRA Visiting Committee - FESS


FY09 Performance Results:• All 7 performance measures achieved

Scheduled maintenance √ Infrastructure Readiness √ Achieve GPP milestones √ TEAM executable plan developed √ ARRA GPP projects milestones √ Electricity system reliability √ Industrial Cooling Water (ICW) reliability √


Charge Question #1 – Performance Measures (cont.)

FY10 Performance Results to Date:• Expect to meet all Notable Targets

ARRA GPP Milestones Mission Readiness Planning TEAM Executable Plan Goals


Charge Question #2 – Development of a service culture

• IT reorganization and consolidation effect Working closely with Computing Division

• ES&H tracking and trending improvements frESHtrk has improved trending and tracking

• HR functions enable and support excellence HR functions enable and support excellence

• ARRA performance by organizations involved Cross-organizational execution of ARRA is very

good

• What improvements are desired Continued meetings with the FESS union


Charge Question #2 (cont.) – Service Culture

• Communicate Listen Feedback Customer and Topic Specific Meetings

Division and Section Meetings • Coordinate

Critical Activity Planning and Scheduling Meetings Utility Outage Notifications

• Educate Face to Face meetings FESS website

• P/S Group Daily Schedules and e-forms


Charge Question #3 – ARRA completion

• There have been no new hires in FESS resulting from ARRA workload so no layoffs anticipated at end of ARRA

• FESS type workload mostly accommodated through external A/E firms

• Management of the workload has been taxing


Charge Question #4 – QA Implementation

• Section Head member of lab Assurance Council• Weekly Section QA update meetings• Assigned half time FESS QAR• Examined FESS major processes• Completed As-Is analysis of 5 major processes and

8 cross-cutting processes• Developed 4 of 5 corrective action plans• Input into Lessons Learned and Issues tracking

database• Contractor Assurance development



Shared resources for project reviews National Environmental Research Park (NERP)

collaboration Land Management collaboration/best practices Janitorial contract process review Mission Readiness peer review participation Utility management information sharing Energy Savings Performance Contract direction


Charge Question #6 – Safety success

FESS success is real and a direct result of: Development of a Hazards Analysis database Enhanced work planning Numerous access improvements No Maintenance Zone program Implementation of Human Performance

Improvement fundamentals Functional Capacity assessments for certain injuries

and return to work Recurring safety related meetings Lessons Learned



• Focus is on “Continuity of Operations”• Identified vulnerable positions• Anticipate attrition and outcomes• Hire term employees as means to train and

possibly retain• Retention of current critical workforce

Ensure market equity in compensation Encourage and appreciate

• Development of plan to “manage it all”
