Administrative Visiting Committee

1. Administrative Visiting Committee Administrative Peer Review Aug. 4 – Aug. 6, 2008

2. FY2008 Administrative Peer Review ES&H William Griffing .

3. FY2008 Administrative Peer Review • How did ES&H fare last year versus established performance measures? What steps are being taken to address deficiencies or sustain outstanding performance? • 100% of ES&H performance measure (pm) goals will be met (we think). This includes the TRC and DART rate goals which have always proven difficult to meet in the past. • Sustaining this level of performance (for injury rates, at least) will not be easy. There is only one new pm; a couple have been dropped. • We will make sure there is a single person accountable for each pm who will report regularly on Lab’s progress. Bringing timely attention to deficient performance will help ensure that we meet our goals. .

4. FY2008 Administrative Peer Review • How did the workforce reduction specifically impact ES&H? What issues or challenges does the FRA Board need to be aware of as a result of these reductions? • Impacts: • ES&H Section had 2 voluntary layoffs last month • Construction Safety Professional – okay for the present • Instrumentation Team Member – able to redistribute workload? • ES&H Section had four members resign in last year • ES&H Associate Head, Environ. Protection Group Supervisor, OM Nurse, Chemist • Three of these four FTE’s will probably be replaced. • Challenges: • Construction safety oversight when workload picks up. • Accommodating phased retirements of two professionals .

5. FY2008 Administrative Peer Review • What contact has the ES&H Section had with the OQBP? How is ES&H Section integrating the efforts of OQBP? What plans for the future? • Contact: • ES&H Section participation on team that produced QA Plan and implementing procedures • ES&H Section representation on Assurance Council • ES&H involvement in DOE/FSO Contractor Assurance (Order 226) review last December • Issues tracking system • Dashboard activities • Future: • Appointment of QAR • Implementation of QA Plan • Issues Tracking & Dashboard, etc. .

6. FY2008 Administrative Peer Review • What interaction has ES&H had with operations staff at ANL? What are your plans for future interaction? • Interactions within the last year: • Consultation on sealed source program • Consultation on dosimetry program • Review of Safety Assessment Document for ATLAS • Review of CARIBU Project • Observer of Accelerator Safety Committee at ANL Physics Division • Participated on ANL Safety Review hosted by FRA • Collaboration on ventilation issues associated with gluing operations on NOvA detector • Consultation on Fire Protection Program and alarm system maintenance at ANL • Mentoring of ANL fire protection staff • Future plans • Injury & Illness Case Mgmt • Fire Protection • Training? .

7. FY2008 Administrative Peer Review • What specific steps have you taken to pursue cost-reduction opportunities? What do you plan for the future? • Done much in past. With every resignation, retirement or layoff, look to see if we can avoid hiring replacement • In last year, accommodated loss of two FTEs through layoffs • With resignations this year, accommodated loss of one FTE through reassignments & workload redistributions • Considering options with respect to pending loss of chemist • In last couple of months, considered combining Instrumentation Team with AD’s Interlock Team but decided against • Future plans will be left to new ES&H Director .

8. FY2008 Administrative Peer Review • What specific achievements has the ES&H Section made in developing & sustaining a service culture? What do you plan for the future? • Has been our philosophy for last 12 years (at least) • To help develop that culture, initially (early years) conducted 360 Degree performance reviews • ES&H Director seeks input from D/S/C Heads and from SSO’s of these organizations on the service provided by ES&H professionals • This annual review is another mechanism by which feedback on ES&H Section services is gathered • Periodic reinforcement of “customer service” philosophy .

9. FY2008 Administrative Peer Review • How are you addressing succession planning for the ES&H Section? • Entire management team in ES&H Section is expected to conduct succession planning • Annual performance reviews of all Section employees are held by management team and succession planning discussion is part of that process • Staff development issues are identified; opportunities for growth and leadership identified and included in individual performance evaluations/goals .

10. FY2008 Administrative Peer Review FESS Randy Ortgiesen .

11. FY2008 Administrative Peer Review • How did FESS fare last year versus established performance measures? What steps are being taken to address deficiencies or sustain outstanding performance? • All FY07 performance measures met • Maintenance performed as scheduled, Maintenance investment as a % of RPV, GPP milestones met, GPP included in TYSP, Utility impacts to Accelerator up time • All FY08 performance measures expected to be met • Same as FY07; and • Develop executable plan for meeting TEAM goals • Develop a plan to increase infrastructure investment .

12. FY2008 Administrative Peer Review • No known deficiencies in FESS’s ability to meet performance measures • Steps taken to sustain outstanding performance • Long standing goals • Continue to monitor resource levels • Continue technology based improvements • Executable plan to meet TEAM goals by 2015 • Close coordination with FSO • Define and assess new mission impacts • Plan for infrastructure investment • Participation in DOE SLI funding is critical • Infrastructure funding must be considered in new “projects” • FY07 Peer Review Recommendations • DP-18 and Metasys process improvements .

13. FY2008 Administrative Peer Review • How did the workforce reduction specifically impact FESS? What issues or challenges does the FRA Board need to be aware of as a result of these reductions, and if additional reductions take place in FY09? • FY08 FESS staff reduction of 20 people (15% of FESS workforce) • 3 voluntary layoffs in FY08 • budget officer, structural engineer, admin. support • 5 members resigned in FY08 • 2 mechanics, electrician, admin. support, mechanical engineer • FESS went into FY08 with 16 needed open positions • Requested and received approval to hire 4 • Impact included more contracted work, reduced morale, and a stretched management team. .

14. FY2008 Administrative Peer Review • Challenges: • An increasing engineering workload in FY09 to support project planning and engineering efforts could be significant • Recruiting and hiring engineers is expected to be difficult • Options investigated, term employees are preference • Educating select audiences on the need for, and value of, FESS engineering • Balancing in-house union work with contract workload • Uncertain future funding and workload managed through outsourcing certain tasks (primarily HVAC to date) • Only hiring staff needed for regulatory and contract compliance • Collapsed 24x7 shifts with call in responses • Overtime is optional in labor contract • Possible science impact – nothing significant so far • Has created concern within bargaining unit • Increasing infrastructure reporting requirements and goals .

15. FY2008 Administrative Peer Review • What contact has FESS had with the OQBP? How is FESS integrating efforts of OQBP? What are plans for the future? • Contact: • Transition period review of Reliability Centered Maintenance • Department head participation on team that produced FIQMP • Section head representation on Assurance Council • Participation on engineering procedures team • Issues Management System (IMS) training • Future: • Appointment of QAR • Implementation of FIQMP • Issues Management System .

16. FY2008 Administrative Peer Review • What interaction has FESS had with operations staff at ANL? What are your plans for future interaction, and specific goals? • Interactions within the last year: • Facility heads preliminary collaboration meeting • Staff recruitment and hiring coordination • Sharing of custodial contract strategies • Orientation of new ANL roads and grounds group head • Project management review participation • Sharing of Fire Protection Program processes with ANL • Input on ANL central steam plant rehab strategy • NERP projects including Bio-fuel source plots .

17. FY2008 Administrative Peer Review • What are your plans for future interaction, and specific goals with ANL operations staff? • Issue specific coordination and collaboration as identified and helpful • Energy savings performance contracting (ESPC) • Utility procurements • Development of TEAM executable plans • Mission readiness planning • Fire Protection processes and procedures • Quality assurance implementation specific to FESS related functions • Interaction on land management issues • Highly unionized ANL workforce must be considered .

18. FY2008 Administrative Peer Review • What specific steps have you taken to pursue cost-reduction opportunities? What are plans for the future? • Initiatives were not so much for cost reduction but survival • Shift consolidation (mixed reviews) • Reallocating resources to highest needs • Expanded DDC system control/data points and alarms • Expanded vibration analysis program • Reviewing maintenance and service frequencies • Consolidated elevator contracts • Reconfiguring Time & Materials contracts • Motor repair and water treatment competitive bidding .

19. FY2008 Administrative Peer Review • What specific achievements has FESS made in developing & sustaining a service culture? What do you plan for the future? • Educating customers on FESS core services • Educating FESS employees on how we fit into science purpose • Section head visits with D/S/C heads specifically on “how FESS is doing” • FESS all hands meeting to reinforce importance of the service business • Lab-wide building manager meetings • Customers closely involved in planning, design, maintenance planning, snow plowing and mowing coordination, and custodial plans • Craft work schedules distributed every day to customer distribution list • Provided web access on work order status and automated e-mail change notification • Improving web communications • MINOS MOU describing services is template for additional agreements • Developed an operating reserve to better support smaller operating projects • Electronic work list shutdown planning directly with major customers • Centralized refrigerant recovery process to better serve customers • Master Planning for major customers • Future • Establish a planning reserve in FY09 to better support project development • Process Improvements for one stop shopping in FESS • Developing GIS to aid in lab-wide planning and operations .

20. FY2008 Administrative Peer Review • How are you addressing succession planning for FESS? • 18 positions identified, 4 departures possible in next 2 years • Managed as part of our normal management functions given time horizons and objectives. • Will be a Department head performance goal • Opportunities for growth and leadership identified and included in individual performance evaluations/goals • Employee morale and communication is a top priority for retention and recruitment • Difficult to deny promotion opportunities within the lab • Project manager pipeline must be recharged .

21. FY2008 Administrative Peer Review WDRS Kay Van Vreede .

22. FY2008 Administrative Peer Review • How did WDRS fare last year versus established performance measures? What steps are being taken to address deficiencies or sustain outstanding performance? • FY07 performance measures were rated A- • Preparation for Compensation Certification completed • 95% of Balanced Scorecard goals were achieved • FY08 performance measures expected to be met • Compensation Certification obtained • Balanced Scorecard measure(80%) will be met despite tremendous amount of time spent on furloughs and possible layoff actions .

23. FY2008 Administrative Peer Review • Deficiencies in WDRS’s ability to meet performance measures • Constraints in staffing and budget • Steps taken to sustain outstanding performance • Flexibility in responding to DOE’s requirements • Peer Review recommendation woven into performance measures • Use of change management principles when introducing change • Continual response to customer feedback, changing legal requirements, and industry trends and best practices • Making DOE performance measure achievement a top priority • Accountability – measures rolled into individual performance goals .

24. FY2008 Administrative Peer Review • How did the workforce reduction specifically impact WDRS? What issues or challenges does the FRA Board need to be aware of as a result of these reductions, and if additional reductions take place in FY09? • Furloughs and layoff work affected our ability to achieve other goals • No WDRS employees accepted the voluntary layoff • If layoffs are necessary in FY09 non critical services to the Lab would be cut. This would decrease the Lab’s attractiveness as an employer. .

25. FY2008 Administrative Peer Review • What contact has WDRS had with the OQBP? How is WDRS integrating efforts of OQBP? What are plans for the future? • Contact: • Deputy Section Head participation on team that produced FIQMP • Section Head representation on Assurance Council • Ongoing communication on self-assessments, performance measures, questions on quality • Integrating efforts • Conduct yearly self-assessments • Participate in yearly peer reviews • Maintain and update HR policies on web .

26. FY2008 Administrative Peer Review • What contact has WDRS had with the OQBP? How is WDRS integrating efforts of OQBP? What are plans for the future? • Future: • Appointment of QAR • Implementation of FIQMP • Issues Management System • Assisting with Lab wide quality initiative through training and qualification .

27. FY2008 Administrative Peer Review • What interaction has WDRS had with operations staff at ANL? What are your plans for future interaction, and specific goals? • Interactions within the last year: • Collaboration on the development, implementation, and administration of the Strategic Laboratory Leadership Program • Consultation on implementation of the U of C tuition remission program • Potential use of ANL HR employee relations people to help with layoffs • Worked with ANL benefits and procurement to discuss process of bidding out pharmacy plan. Made use of ANL RFP to assist in creation of one for FNAL. • Shared information on planning diversity events. • Brought students and teachers in summer development programs at both Labs together for sessions. • Both Labs participate as founding members in HERC (High Energy Recruiting Consortium). • Informally share on a regular basis information on policies and procedures, compensation, benefits, visa, and education information .

28. FY2008 Administrative Peer Review • What are your plans for future interaction, and specific goals with ANL operations staff? • Interactions and goals: • Continue informal sharing • Continue to collaborate on Strategic Laboratory Leadership Program • Start up meetings on a regular basis between FNAL and ANL HR Heads • Consult on two new initiatives in both Labs – succession planning and implementation of R2A2(Roles, Responsibilities, Authorities, Accountabilities) • Look at possibility of jointly advertising and sharing costs on scientific positions • Explore sharing the cost of bringing a speaker to both Labs to engage males in dialogue on acting as diversity champions and advocates .

29. FY2008 Administrative Peer Review • What specific steps have you taken to pursue cost-reduction opportunities? What are plans for the future? • Cost reduction efforts this year: • Shifted some cost of post-65 retiree medical to participants. • Obtained Medicare subsidies for retiree medical. • Renegotiated travel insurance for a lower premiums for three years. • Retained residency cases in-house. • Recruiting done primarily through use of web. • Outsourced service award program. • Negotiated better deals on bids on various contracts. • Reduced or eliminated overtime. .

30. FY2008 Administrative Peer Review • What specific steps have you taken to pursue cost-reduction opportunities? What are plans for the future? • Future plans: • Exploring carving out pharmacy plan. • Changing method of run out for medical plans. • Looking at possibility of going to fully insured medical plans. • Increasing wellness programs. • Increasing disease and condition management programs. • Exploring recruitment advertising cost sharing. .

31. FY2008 Administrative Peer Review • What specific achievements has WDRS made in developing & sustaining a service culture? What do you plan for the future? • Training all staff in customer service skills. • Training HR in HR consulting and change management skills. • Focus groups and surveys on various topics to solicit feedback on service satisfaction and services offered. • Examples: survey on fund sponsors for retirement plans, focus group on service and benefit offerings, implementation of vacation donation program, increase in capacity of day camp. • Annual Customer Service Week to reinforce customer service culture. • Use of change management principles and consultation with highest level customers when introducing new programs. .

32. FY2008 Administrative Peer Review • What specific achievements has WDRS made in developing & sustaining a service culture? What do you plan for the future? • Examples are computer professional project, changes in annual salary review plan, and layoff planning. • Improved many website for better customer communication. • Implemented changes to benefits that were no additional cost to the Lab but beneficial for customers. • Client engagement meetings for every job opening. • APS (American Physical Society) visit to look at working environment for women and minorities. • Annual events to recognize Education and Recreation volunteers. • Customer service is a core competency in the performance appraisal for every HR person. .

33. FY2008 Administrative Peer Review • What specific achievements has WDRS made in developing & sustaining a service culture? What do you plan for the future? • Future: • Continue customer surveys and focus groups. • Implement improvements that customers have asked for e.g.. debit card for flexible spending. • Increase services for scientific hiring e.g.. Produce “Day in the Life of an RA” for recruiting, increase foreign country advertising • Introduce new EAP vendor with enhanced services available. • Provide EAP posters in Spanish. .

34. FY2008 Administrative Peer Review • How are you addressing succession planning for WDRS? • Focus primarily on department head positions. • Several employees being mentored and developed for future department head positions. • For some department head positions either head would have to be recruited or understudy hired. • Opportunities for growth and leadership identified and included in individual performance evaluations/goals for all WDRS employees .

35. FY2008 Administrative Peer Review FI Cindy Conger .

36. FY2008 Administrative Peer Review - Finance Finance Overview – What Does Finance Do? • Three groups: CFO & Budget Office; Accounting; Management Info. Systems • Pay employees and vendors • ~55,000 paychecks and over 30,000 invoices per year • Maintain the lab’s books of account • Produce relevant financial reports for management, DOE, and others • Monitor and administer incoming funds • Do the above timely and accurately and in accordance with all laws, regulations and DOE and Lab requirements • Keep all our employees injury-free • Zero OSHA-recordable injuries in FY07 and FY08 to date • Keep financial systems running and up-to-date • 99% up-time goal achieved • Implement new systems to improve efficiency and effectiveness of business processes .

37. FY2008 Administrative Peer Review - Finance .

38. FY2008 Administrative Peer Review - Finance • Question #1 re: FY07 performance • Objective 6.1, “Provide an Efficient, Effective, and Responsive Financial Management System(s)” received a grade of A- for FY07, up from a B+ in FY06. • Information Management measures within Objective 6.4 met expectations for FY07. Overall grade for 6.4 (including Internal Audit) was a B+, the same as FY06. • The FY08 Mid-Year Review shows Finance sustaining or exceeding FY07 performance, with one exception: • Fermilab Time and Labor system implementation will not meet the September 2008 implementation schedule as set forth in the FY08 Tactical Plan. .

39. FY2008 Administrative Peer Review - Finance • Question #1 re: FY07 performance (cont.) • Fermilab Time and Labor (FTL) system implementation did meet the November 2007 schedule for the pilot implementation. • FTL will not meet schedule for the following reasons: • Pilot implementation was rockier than anticipated; emphasis was on stable production operations for several months. Major impact on Payroll Department. • Furloughs, layoffs, and required attrition significantly affected the availability of personnel to move the project forward. • Furlough and layoff planning increased Finance workload and required priority redeployment of resources. • Availability of necessary resources outside of Finance decreased. • Slowing of FTL project was primary impact of the Finance reductions as disclosed to Workforce Restructuring Task Force .

40. FY2008 Administrative Peer Review - Finance • Question #2 re: Impact of Workforce Reductions .

41. FY2008 Administrative Peer Review - Finance • Question #2 re: Impact of Workforce Reductions (cont.) • Finance sustained all planned cuts; no positions saved due to curtailment of involuntary phase • Operating at near-minimal staffing levels necessary to sustain current production and compliance; little or no breathing room for process improvement or optimization efforts. New systems projects slowed (FTL, Dashboard, OrgPlus) • Must backfill open positions with contract labor or overtime; no bench. • Increased turnover due to additional stress on existing staff and perceived uncertain future of Laboratory • Expect increased time to fill open positions; concern about ability to attract high-quality candidates • Message to Board: Further staff reductions in Finance could compromise basic operations, controls and compliance. .

42. FY2008 Administrative Peer Review - Finance • Question #3 re: Involvement with OQBP • CFO works closely with OQBP on PEMP development, self assessments, and performance measures in Finance area • Participated in the development of the Fermilab Integrated Quality Management Program • Implementing the Fermilab Management Decision Support Dashboard • Implemented the Fermilab Issues Management System in support of the Assurance Council • CFO works with OQBP as member of Assurance Council .

43. FY2008 Administrative Peer Review - Finance • Question #4 re: Interaction with Argonne • Established an MOU with ANL for critical business systems continuity in the event of a disaster • Demonstrated the capabilities of the FNAL Management Decision Support Dashboard prototype to ANL senior management • Opportunities exist for ANL to leverage MIS capabilities should ANL implement Enterprise Systems (e.g. Oracle EBS) • ANL and FNAL finance personnel will continue to interact via established contractor groups, e.g. Accounting Officers, Budget Officers, FMSIC, FMSIC All-Contractors Meeting, NLIT. .

44. FY2008 Administrative Peer Review - Finance • Question #5 re: Cost Reduction • Continued automation of lab processes through system implementation, esp. FTL, Travel • Great opportunity exists for Lab-wide efficiencies by reorganizing IT: • Overlapping responsibilities and competing services lead to poor utilization of resources and “waste” • Redundant systems and associated operating costs could be eliminated • Implementation of “best practices” across Lab • Most recently noted in WRTF report • Very sensitive issue for groups involved .

45. FY2008 Administrative Peer Review - Finance • Question #6 re: Service Culture • MIS will continue to conduct its annual customer service surveys • Formal questionnaire is used to solicit feedback and assess performance on MIS products and services • Responses measure satisfaction on a scale of 1 to 5 (1=Poor, 5=Excellent) • Results are benchmarked against prior years’ results, and reviewed by MIS management and staff • Items warranting follow up are assigned and tracked electronically for resolution • No formal surveys are conducted in Budget or Accounting • Service improvements to the Office of High Energy Physics in the Budgeting area are planned for FY09 .

46. FY2008 Administrative Peer Review - Finance • Question #7 re: Succession Planning • No formal succession planning has been performed in Finance • Cross-training occurs in all groups; adequacy not formally evaluated • Very lean staffing limits ability to develop redundant capabilities • OrgPlus (implementation in progress) provides succession planning capabilities .

47. FY2008 Administrative Peer Review Business Services Section David Carlson .

48. FY2008 Administrative Peer Review – BSS • How did BSS fare last year versus established performance measures? “Provide and Efficient, Effective, and Responsive Acquisition and Property Management System(s).” Grade = “A” • Acquisition Management – exceeded DOE’s performance expectations using the Balanced Scorecard (BSC) Performance Measurement Model. • Property Management – generally exceeded DOE’s performance expectations using the BSC • Exceeded National Target Expectations in 13 of 18 metrics. • Met National Target Expectations in 3 additional metrics. • Did not meet National Target Expectations in 2 metrics: • Property Disposal Efficiency. The Laboratory was on a DOE electronics moratorium for cyber security reasons, which negatively affected its ability to meet the measure. • Vehicle Economy and Efficiency. The make-up of the Fermilab vehicle fleet was established prior to DOE’s inclusion of the metric (off-road use of SUV’s) in the BSC. .

49. FY2008 Administrative Peer Review – BSS • How did BSS fare last year versus established performance measures? (continued) • Property Protection Areas (PPA’s) – access and badges. Met expectations. • Badge wearing compliance average = 97.9% (target = 97%) • Proper automatic door closing and latching problems. • Protection of Export Control Items – High Risk Assets. Met expectations. • Achieved 100% field verification during Sensitive Item Inventory. • What steps are being taken to address deficiencies or sustain outstanding performance? • Property Disposal metric – Manage batch recycling disposal frequency efficiency against cycle time requirement. • Vehicle Economy and Efficiency metric – Replace SUV’s with alternates as SUV’s become eligible and as budgets allow. • PPA Access – Increase focus on PPA door and card reader operation checks. • Sustain – Seek approval of personnel openings in Property and Procurement. • Sustain – Continue to measure BSC performance during performance period. • Sustain – Focus leadership on Security Guard contract transition for FY2008. .

50. FY2008 Administrative Peer Review – BSS • How did the workforce reduction specifically impact BSS? Morale. .