Linac Ops Budget Review LCLS Overview / Org Structure / Legacies

1. Linac Ops Budget ReviewLCLS Overview / Org Structure / Legacies Dale Knutson LCLS Associate Laboratory Director SLAC National Accelerator Laboratory FY09 Linac Ops Review Page 1

2. Outline Facility Status Completion timeline Progress photos Highlights LCLS Organization Transformation from Construction Project to Research Organization Organizational Goals Organization Chart Transformation of Internal Oversight and Assurance - integration of SAC, TAC, and PRP Legacies, Emerging Needs, and Challenges Scientific Computing Capital Equipment Planning Linac Infrastructure Evolution of overhead structure Summary FY09 Linac Ops Review Page 2

3. LCLS Installation and Commissioning Time-Line First Light in FEE Early Science program start First Light in FEH PPS Cert. LTU/Dump LTU/Und/Dump Install X-Rays in NEH CD-4 (7/31/2010) FEE/NEH Install FEH Hutch BO FEH Install PEP-II run ends now J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A A M 2008 2009 2010 Down Near Hall Operations PPS LTU/Und Comm. Linac/BC2 Commissioning Re-commission Inj/BC2 to SL2 NEH Operations/ Commissioning FEE Comm. AMO Comm. FY09 Linac Ops Review Page 3

4. Status of LCLS / LUSI • LCLS Construction Line Item – Areas of Focus • Completed the last 160 days of Turner led construction activities safely while simultaneously installing the undulators and other elements of equipment. • Transitioned quickly from a "Turner operated" site to an entirely "LCLS Operated" site. • Status – Close out of Turner effort on track – Notice of Substantial Completion November 18, 2008 • Safety performance over past 8 months was acceptable FY09 Linac Ops Review Page 4

5. PROJECT SAFETY EXPERIENCEThrough December 2008 DART Rate • Total LCLS Hours • 2.1 M Hours worked • SubContractors • 590 K Hours worked • DART Rate 3.05 (9 Incidents) • TRC Rate 4.07 (3 Incidents) • LCLS Collaboration • 1,510 K Hours worked • DART Rate 0.26 (2 Incidents) First 18 months         TRC = 7.23              DART = 6.40 Last 6 months           TRC = 2.17              DART = 0.00 (Last 2 months TRC=0.34) Percent reduction       TRC:   70%              DART:   100% Injury rates based on 200 K hours (100 man years) of effort.DOE/SC Goal is a Reportable Case (TRC) rate of < 0.25 and a Days Away, Restricted, or Transferred (DART) rate < 0.65 per 100 FTEs. FY09 Linac Ops Review Page 5

6. Status of LCLS / LUSI • LCLS Construction Line Item – Areas of Focus • Achieved equipment installation and readiness objectives • All equipment installations going well • ARR Completed - electron beam to dump December 12th • Undulator installed and first X-Rays January 30th • Achieve commissioning and operational readiness criteria through the Near Hall by July / August 2009 • AMO Instrument on schedule for Assembly / Testing March - June 2009 • First x-ray laser light July 2009 • Maintain awareness of potential impacts from Continuing Resolution • Full Line Item funding has been received • Linac Ops budget impacts are severe beyond March 2009 FY09 Linac Ops Review Page 6

7. LCLS Line Item Project Performance FY09 Linac Ops Review Page 7 7

8. Beam Transport Hall FY09 Linac Ops Review Page 8

9. Undulator Hall First electrons 12/2008 Install Undulators 3/2009 Challenge: begin FEL commissioning w/XR diagnostics 3/2009 FY09 Linac Ops Review Page 9

10. Undulator Magnet Installed First x-ray light 1/30/2009 FY09 Linac Ops Review Page 10

11. Electron Beam Dump Area ARR Complete - Transitioned to Operations 12/2008 FY09 Linac Ops Review Page 11

12. Status of LCLS / LUSI • LUSI Line Item – Areas of Focus • Maintain approved baseline performance • Successful Lehman review in August 2008 • Performance baseline approved October 2008 • TPC $60M, Contingency >30%, CD-4 August 2012 • X-Ray Pump Probe (XPP) – October 2010 (Early Science Date) • Coherent X-Ray Imaging (CXI) – August 2011 (Early Science Date) • X-Ray Correlation Spectroscopy (XCS) – August 2012 (CD-4 and project closeout) • Baseline is conservative, funding limited, and has opportunities for acceleration • Maintain engagement and awareness of instrument teams during design and preparation for use • Instrument team leader meetings for XPP, CXI, and XCS in October 2008 • Scope verification and prioritization of scope additions for XPP • Dual chamber configuration and assessment for CXI • Revised monochromator location for XCS FY09 Linac Ops Review Page 12

13. LUSI LUSI LUSI Status of LCLS / LUSI - Envisioned Placement of Experiments DESY Hamburg-LBNL SLAC LCLS 6 ME2 LBNL-LLNL SLAC-UK FY09 Linac Ops Review Page 13

14. 2009 2010 2011 2012 2013 2014 Maintenance 4,260 2,160 2,160 2,160 1,960 1,960 Start of commissioning, early operations Machine studieselectrons 2,750 1,300 1,300 1,300 900 900 Machine studiesphotons 1,250 1,300 1,300 1,300 900 900 AMO 09-09 Photon scienceexperiments 500 4,000 4,000 4,000 5,000 5,000 SXR 04-10 XPP 06-10 Tentative operation plan for LCLS [hours per fiscal year] XCI 01-11 XCS 06-11 Tentative instrument operation scheme Status of LCLS / LUSI - Instruments and Tentative Operations Plan for LCLS Near Experimental Hall AMO SXRXPP CXI XCS MEE Far Experimental Hall FY09 Linac Ops Review Page 14

15. Status of LCLS / LUSI - AMO Proposals - August 2009 Experiments • 28 Proposals • >200 Individual Signatories (82 from US) • Proposal Review Panel Met 2-Dec-08 • Selections Completed End of December • 10 proposals ranked as #1 • Scheduling of these top proposals will take place February-March for August run FY09 Linac Ops Review Page 15

16. Total LCLS Budget and FTE FY09 Linac Ops Review Page 16

17. Total LINAC and Exp Ops Budget and FTE FY09 Linac Ops Review Page 17

18. FY09 – FY12 Staffing Profile FY09 Linac Ops Review Page 18

19. Organizational Progress In April 2008 we set out on a path to reach closure on important organizational needs and set the stage for the LCLS organization to achieve our two near term objectives Create an organization to deliver the LCLS user facility mission Meeting scientific and user needs Meeting operational reliability and performance needs Meeting stakeholder expectations and institutional needs Transition from a project to a line accountable organization Clear lines of accountability and authority Roles understood and tied to organizational goals and performance FY09 Linac Ops Review Page 19

20. Organizational Progress (continued) Create an organization to deliver the LCLS user facility mission Meeting Scientific and User needs – Met with the instrument scientists and reached agreement on the attributes of an experimental facilities organization and the leadership expectations that need to be satisfied Meeting operational reliability and performance needs – Commissioned a panel to review engineering and systems management attributes for LCLS and worked with the ALD’s to have LCLS Accelerator Systems Division be the owners of SLAC’s “Guidelines for Accelerator Operations” Meeting stakeholder expectations and institutional needs – Talk with our DOE clients about budgets and leadership, publish our User facility access policy, coordinate with SSRL to initiate a common user interface, integrate LCLS and PULSE science, work with SLAC management to define business systems and approach Transition from a project to a line accountable organization Clear lines of accountability and authority Roles understood and tied to organizational goals and performance FY09 Linac Ops Review Page 20

21. Status of LCLS Organization • Areas of focus – Transform LCLS from a construction project to a research organization • Address the SPC concern regarding scientific leadership and direction • Organizational roles and leadership positions are defined and in place • Scientific program and instrument science leadership provided by Experimental Facilities Division Director • Accelerator science and operational leadership provided by Accelerator Systems Division Director • Accelerator science and major project leadership provided by Strategic Projects Division Director • Technical systems and matrix infrastructure leadership provided by Engineering Physics Division Director • Business systems and matrix infrastructure leadership provided by Business Office Department Manager • Scientific ALD search committee short list completed December 17th • Qualification criteria include scientific and operational management expectations • Potential role of LCLS Chief Scientist remains available to ALD as needed FY09 Linac Ops Review Page 21

22. LCLS Directorate Organization - Goals FY09 Linac Ops Review Page 22

23. LCLS Directorate – Detail 1/2009 FY09 Linac Ops Review Page 23

24. Accelerator Systems Division (ASD) Matrixed Org. FY09 Linac Ops Review Page 24

25. Engineering & Physics Division (EPD) FY09 Linac Ops Review Page 25 Matrixed Org.

26. Experimental Facilities Division (XFD) FY09 Linac Ops Review Page 26

27. Business Office FY09 Linac Ops Review Page 27

28. Strategic Projects Division (SPD) FY09 Linac Ops Review Page 28

29. LCLS Strategy Focus – looking at performance and assurance of approved science mission Scientific Advisory Committee (SAC) XFD and ASD Focus - looking at efficiency and “How” work is performed XFD and User Focus - looking at “What” work is performed Member Member Proposal Review Panel (PRP) Technical Advisory Committee (TAC) Transformation of Assurance and Oversight • Advisory committee members service commitment made self consistent at 3 year terms • Tightened the alignment between SAC, PRP, and TAC by ensuring at least one member of the committee is also a member of the SAC • Focused the scope of review for TAC to include machine performance, and reinforced the integrating role of the SAC by driving sub-committee relationship into PRP and TAC FY09 Linac Ops Review Page 29

30. Legacies / Emerging Needs / Challenges • Legacies • Drive towards contemporary business systems • Drive towards contemporary user support mechanisms for training and safety • Maintain cost effective delivery of internal services via overhead structures • Address minimum maintenance support of first 2/3 of Linac as core capability • Emerging Needs • Establish user driven scientific computing supporting a multi program core capability • Institutionalize capital equipment development supporting research capacity • Reinforce accelerator science and technology core capability • Challenges • Maximum efficiency of beam time use • Safe and efficient user scheduling • Staffing for instruments focused on research delivery • Focus on scientific user metrics that demonstrate impact – might not be the “usual” light source metrics • Early and sustained productivity • World leading results by anyone’s Standards FY09 Linac Ops Review Page 30

31. Summary Overall, LCLS making steady progress Line Items are in great shape - substantial completion achieved on schedule Cost, schedule, and safety performance are good Contingencies are adequate to address end game needs Leadership necessary for effective management of LCLS is in place Organizational leadership is preparing for the LCLS science mission later this year Organizational structure is in place First call for proposals had excellent outcome - 28 AMO Proposals received Plans for future LCLS science are being firmed up – LCLS Upgrades, science program definitions for Hutch 6, Hard X-Ray Science Workshop in June 2009 Budgeting processes are transparent and focused on the work Science Driven, Activity Based Budgeting Overheads are manageable and gaining better definition Ramp-up into full operations is defensible and appropriate Budget basis is developed and defended at the lowest responsible level FY09 Linac Ops Review Page 31 31