| Contractor |
DOE Office |
|
|
Date of last
assessment: October 2000
This Performance-Based Management (PBM)
Self-Assessment Report presents the results of self-assessments by twelve
functional areas represented by Business Services Division (BSD), Director’s
Office, Library/Archives, Human Resources, and Technical Publications.
The functional area self-assessments are based on, and measured against,
performance objectives currently agreed to between SLAC and DOE/OAK and address
customer satisfaction, cost efficiency, and contract compliance.
Identification
of Self-Assessment Report Staff
Status of
Goals from FY 2000 Review
Update and refine the on-line and printed versions of
the SLAC Administrative Handbook
During this rating period we have replaced SLAC’s former “Administrative Guide” with a much more complete and up-to-date web resource called the “Gateway to SLAC Resources”. Thanks to this improvement, the Business Information System (BIS) and the “Gateway to SLAC Resources” work synergistically to provide access to all of SLAC’s business and administrative data, access tools, policies, and procedures.
Implement our newly-revised exit procedure for
employees and others to ensure that all computer accounts, property, keys,
ID’s and dosimeters are accounted for before the employee departs.
This procedure was
successfully implemented as planned. All
administrative functions affected by the revised system report marked
improvements in their ability to properly account for property, keys, dosimeters
and computer accounts. The
databases are now more accurate and duplicate data entry has been reduced
significantly.
Prepare for, and conduct a successful Peer Review of all service sectors involved.
A review of SLAC’s
administrative service functions was held at the laboratory from July 18 through
July 20, 2001. The Peer Review
Panel consisted of 7 senior managers from other DOE National Laboratories.
The Chairperson was from the University of California, Office of the
President.
SLAC asked the Panel to evaluate each administrative service area involved with regard to the following criteria:
Is each area pursuing high quality standards through the use of relevant performance-based criteria.
Are
the service functions pursuing their missions in a cost effective and
efficient manner;
Are
the service functions aligned with the programmatic goals of the Laboratory;
and
Are the service functions achieving an acceptable level of customers’ satisfaction?
SLAC received an overall
score of 4.2 on a scale of 5.0 (Rating = “Excellent”). Several areas were singled out for commendation in the Peer
Review Report. Areas that were
cited as needing attention now form the basis of “action plans” in several
of the areas in this Self-Assessment.
The process for preparing for the Peer Review
included customer surveys, focus groups, and immediate improvements in some
areas. The SLAC managers who
presented information to the Panel agreed the process was very beneficial –
helping to identify key areas for attention and improvement.
The Panel’s report is
advisory in nature and was sent to the SLAC Director.
The Director has asked that the Administrative Peer Review become an
annual event with rotating focus on specific areas once every 3 years.
Consolidate Stores items to eliminate slow-moving and
obsolete inventory.
After careful review of the problem of slow-moving and
obsolete inventory, SLAC will issue guidance in the first quarter FY 2002
regarding the new policy for stocking and issuing general and metal stores
parts.
When
an item is not issued at least once in an 18-month period, that item will be
considered excess and will become a candidate for deletion from Stores
inventory. Additionally, common items that have had no activity in the last 6
months, and that are locally available and obtainable within one or two
workdays, will not be reordered or stocked at Stores.
Implement new badging system meeting DOE
requirements.
The
new SLAC Badge was introduced May 1, 2001.
The new design was prompted by a
Safeguards and Security directive from the DOE that all DOE laboratories doing
unclassified scientific and technical work must adopt a “common badge”.
Staff reaction to the new badge design has been universally positive.
Our deadline for having 100% of the SLAC community
converted to the new badge is December 31, 2001. Beginning in November, memos will be sent to those who have
not had their badges updated. To
date, 85% of the badging changeover is complete.
Continue with efforts in Continuous Quality
Improvement (CQI) and customer-focused efforts.
Our
preparations for the Peer Review (held in July 2001) gave us an excellent
opportunity to conduct large-scale customer surveying and to evaluate our
business processes. All of the
comments (both “areas that work well” and “areas in need of
improvement”) are responded to, in writing, so that the SLAC community is
aware of improvements being made. In
addition, training tailored to preparing for the Peer Review was developed and
delivered with carryover benefits for day-to-day operations.
We continue to actively pursue CQI through a number of Focus Group sessions and other activities both within BSD and elsewhere. These actions are listed in an attached document.
SLAC managers communicated with their DOE/OAK
counterparts several times this past year to discuss performance objectives for
their functional areas, and to encourage operational awareness.
The Self-Assessment Report that follows is based on those agreed-upon
performance objectives.
Overall
Performance
BSD and other SLAC Divisions performed
self-assessments based on performance objectives agreed upon between SLAC and
DOE/OAK. The results of the
self-assessments follow. In
accordance with performance-based management principles, the practice of
continuing process improvement and improved communication continue to be the
emphasis of our SLAC departments and functional areas.
SLAC managers seek to increase the quality of communication with their
counterparts in the DOE/OAK Field Office and strive to ensure DOE/OAK awareness
of SLAC processes and procedures.
The Business Information System (BIS)
During
FY 2001, we continued to provide accurate financial data to users by the 5th
working day (or sooner) of each month. Final
implementation for PeopleSoft® Financials was completed as scheduled
in mid-November 2000. Other
accomplishments in this area are described in the section of this document
entitled Information Management -
Business Data Processing.
Newly-formed “Laboratory Managers’
Advisory Group” (L-MAG)
In an attempt to improve
communications between the Laboratory’s service providers and the operating
groups that use those services, a new advisory group has been formed. This
group, which first met in late May 2001, is called the Lab Managers Advisory
Group, or L-MAG, and is comprised of volunteers from each of the operating
Divisions.
L-MAG’s purpose
is to serve as a conduit between SLAC’s business and administrative service
providers and their customers. The group’s overall goal is to improve SLAC’s
business processes by creating an avenue for the timely exchange of information
and enabling a dialog between the service providers and the service users.
Anyone with issues, concerns, or input on SLAC’s administrative processes can
contact one of the advisory group members.
The group meets
with SLAC’s Business Services Division service providers to discuss what
processes are working well and what processes need improvement. Service
providers from the other divisions are being encouraged to participate. In
addition to serving as a forum for information exchange on administrative
processes, the members will be asked to coordinate the review of draft business
policies and procedures within their divisions and groups.
The goal here is to
solicit input from those who will be affected by the policy or procedure at the
draft stage so that the final product will be useful to SLAC while satisfying
the requirements driving it.
Efforts In Continuous Quality Improvement (CQI)
Customer satisfaction, cost
efficiency, and contract compliance continue to be important in all functional
areas. Actions carried on by these
individual functional areas are addressed in the following self-assessment
report. Specifically, we have
actively pursued CQI through a number of Focus Group sessions and other
activities. These actions are
listed in the attached document.
Documentation
Listing of CQI Activities and Focus Groups at SLAC in FY 2001 (see attached).
Problem
Analysis
Root-Cause
Analysis
SLAC continues to mature in
its experience and knowledge regarding the Performance-Based Management
self-assessment process. Our
knowledge and understanding has grown and we are committed to continuing this
positive trend in the future.
Barrier(s)
to Improvement
BSD will continue to analyze and evaluate baseline and functional data in an effort to continuously improve performance. Surveys, interviews, reports, and/or comparison data will be sought in order to address customer service, cost/efficiency, and compliance in meaningful ways.
Improvement
Action Plan/Goals
Recognized
areas of improvement
The SLAC Business Information
System (BIS) continues to operate successfully and the on-line system for
retrieval of data continues to be a forward looking and innovative use of
web-based technology.
Business Services Division and other Divisions
continue with ongoing communications with DOE/OAK functional area leaders.
BSD will continue its positive efforts to achieve cost efficiency through
process improvement and appropriate staff development.
The advent of the Administrative Peer Review and the
formation of the L-MAG are both designed to encourage even more improvements for
the future.
Goals for FY 2002
For Questions or comments, Please contact Ziba Mahdavi, Last Updated 10/24/00