Executive Summary

Introduction/Background

Date of last assessment:  October 2001

Departmental Overview

Laboratory Mission

The Stanford Linear Accelerator Center (SLAC) is dedicated to experimental and theoretical research in elementary particle physics and in those fields that make use of its synchrotron radiation facilities, including biology, chemistry, geology, material science and electrical engineering. This includes the development of new techniques in particle acceleration and detection, and of synchrotron radiation sources and associated instrumentation. The Center is operated as a national user facility for the Department of Energy by Stanford University.

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 

Names, titles, affiliations of participants

Jerry Jobe, Associate Director, BSD

Doug Kreitz, Assistant Director, BSD

Ziba Mahdavi, Performance Based Management Project Manager, BSD

Scope of Self-Assessment
 

Status of Goals from FY 2001 Review 

Documented improvement in administrative practices and processes

During FY2002, the Laboratory Director appointed the “Improvement in Laboratory Internal Procedures and Practices (IPaP) Committee” to examine internal procedures and practices of a wide range of activities that cross SLAC divisions.  In cases where these activities were found to be outdated, inefficient, problematic, or questionable, the Committee was tasked with recommending streamlined, cost-effective, and user-friendly solutions.  Several improvements have been implemented as a result of this effort, and this Committee continues its work into FY 2003.

Development of meaningful performance measures

Progress has been made in converting “track and trend” measures to metrics that provide good comparators to past performance and other internal and external data.  Those few areas where “track and trend” remain will be addressed in the FY 2003 performance measure set.  Our goal continues to be meaningful metrics that clearly convey progress in our continuous quality improvement efforts.

Improved communications within the Laboratory

The Laboratory made a major leap forward in improved internal communications this fiscal year by a complete re-organization of the Public Information Office and the hiring of a Director of Communication (began in January 2002) who reports to the Laboratory Director.  This has resulted in significant changes in how information is conveyed to the Laboratory community. For example, “The Interaction Point” (TIP) newsletter is now published bi-weekly (rather than monthly) and has replaced other publications (e.g. “The SLAC Bulletin Board”) by including their information in the new TIP.

Several other improvements are in the planning stages, including a web portal page that each staff member will be able to format and personalize to his/her liking.  Representatives from all Divisions are on an Advisory Committee to create this innovative approach to better internal communications.

Discussion of Individual Performance Objectives 

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.  The next section entitled “Overall Performance” is a sampling of the many, but certainly not all, accomplishments during this performance period.

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), the “Gateway to SLAC Resources” and launch of the SLAC Financial Data Warehouse

During FY 2002, we continued our practice of providing accurate financial data to users by the 5^th working day (or sooner) of each month.  In addition, we saw a 29.5% increase in volume in the use of the BIS – a clear indication of the success of this medium for information delivery to the SLAC community. 

The newly-introduced “Gateway to SLAC Resources” has been well-received and usage is growing.  In its first six months of operation, this new web “gateway” is attracting over 1,400 visitors per month.

We are making major progress in implementing a financial data warehouse for SLAC. Once completed, this new means of processing and delivering corporate information will enhance the decision support infrastructure for SLAC managers and divisional planners. Details on these and other accomplishments in this area are described in the section of this document entitled Information Management - Business Data Processing.

Integrated Safeguards and Security Management (ISSM)

SLAC launched a very successful ISSM program this fiscal year which fully met all requirements established by the Office of Science for its laboratories.  This launch of ISSM is only the first step in an ongoing program of communication on the importance of integrating security into the Laboratory’s daily activities.  Details on this very successful program are contained in the Safeguards and Security section of this self-assessment.

“Workflow, Phase I” Successfully Completed for Purchasing

The first step in a more universal “workflow” process was completed successfully with the introduction of an automated system (within our PeopleSoft applications) for informing requestors of the approval status of purchase requisitions greater than $10K.

The requestor and those in the management approval chain are immediately informed through an automated e-mail of progress in the approval process.  Any needed changes or problems are also communicated.  This improvement has greatly improved customer communication and has eliminated numerous phone inquiries as to the status of these high-value requisitions.  Our plan is to expand this capability to cover more business functions within Purchasing and elsewhere in Business Services Division.

Research Office Building (ROB) Completed Within Budget

Through excellent teamwork, effective on-the-job communications and with safety as a primary emphasis throughout the project, we are pleased to report that the Research Office Building was completed within budget (99.6%).

Procurement Achieved 100% Customer Satisfaction Rating

In addition to getting a 100% customer satisfaction rating, Procurement this year achieved 116% of economic, social diversity and local participation goals.  More details on meeting or exceeding other goals are contained in the Procurement section of this self-assessment.

Property Control Achieved 99.9% Find Rate for Equipment in FY2002

This outstanding find rate is further complimented by the 126% average vehicle utilization, 100% disposition of excess property well within the 180 day goal (average= 69 days) and 100% of warehoused items disposed within 180 days of declaration. 

Efforts In Continuous Quality Improvement (CQI) During FY 2002

Customer and employee 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 2002 (see attached).

Additional documentation is available on request in any specific area of interest.

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.  Severely restricted laboratory funding is the single greatest barrier to SLAC’s improvement efforts.

Improvement Action Plan/Goals

Recognized areas of improvement

The SLAC Business Information System (BIS) continues to operate successfully with the addition of many on-line forms and electronic functionality this fiscal year which is helping accomplish a myriad of administrative tasks.  This on-line system for retrieval of data and for doing business 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.

Goals for FY 2003

1. Conduct a successful renegotiation of SLAC’s prime contract.
2. Improve communications between SLAC’s business functions and the DOE Site Office/Oakland functional managers.
3. Continue to maintain the outstanding performance in the areas so noted, and continue to improve in those areas where improvement opportunities exist.

SLAC | BIS  |BSD

For Questions or comments, Please contact Ziba Mahdavi, Last Updated 10/30/02