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The Stanford Linear Accelerator Center is the lead Department of Energy (DOE) laboratory for electron-based high energy physics. It is dedicated to research in elementary particle physics, accelerator physics and in allied fields that can make use of its synchrotron radiation facilities—including biology, chemistry, geology, materials science and environmental engineering. Operated on behalf of the DOE by Stanford University, SLAC is a national user facility serving universities, industry and other research institutions throughout the world. Its mission can be summarized as follows:
| Perform world-class research in high energy physics, particle astrophysics and cosmology, and in the use of synchrotron radiation |
| Provide accelerators, detectors, instrumentation and support for national and international research programs in elementary particle physics and allied fields that use synchrotron radiation |
| Advance the art of accelerators and related devices through development of sources of high energy particles and synchrotron radiation, plus new techniques for their scientific utilization |
| Advance the critical technologies necessary to maintain its leadership and excellence in particle physics, accelerator physics, particle astrophysics and cosmology, and synchrotron radiation |
| Transfer practical knowledge and innovative technology to the private sector |
| Contribute to the education of the next generation of scientists and engineers, and to the scientific awareness of the public |
| Achieve and maintain excellence in matters of environmental concern and provide for the safety and health of its staff and the general public. |
Jerry Jobe, Associate Director, BSD
Doug Kreitz, Assistant Director, BSD
Ziba Mahdavi, Performance Based Management Project Manager, BSD
Status of Goals from FY 2003 Review
Work closely with the DOE on a smooth transition of DOE oversight away from the DOE/OAK Operations Office.
With the active participation and assistance of the DOE SLAC Site Office (SSO), the transition of DOE oversight responsibilities away from the DOE's Oakland Operations Office to the SSO, with services provided by the DOE Chicago and Oak Ridge Service Centers, has gone seamlessly.
Continue to maintain the outstanding performance in all areas, and continue to improve in those areas where improvement opportunities exist.
The summaries below and the self assessments throughout this report describe our progress in the various areas noted.
Discussion of Individual Performance Objectives
SLAC managers communicated with their DOE 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
Business Services Division and other SLAC Divisions performed self-assessments based on performance objectives agreed upon between SLAC and DOE. 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 and strive to ensure DOE awareness of SLAC processes and procedures.
The Business Information System (BIS)
In FY 2004, we improved our performance over previous years by providing accurate financial data to users typically by the 4th working day of each month. In addition, we saw an 11.6% increase in volume in the use of the BIS to 173,711 average requests per month – a clear indication of the value of this service for information delivery to the SLAC community. Changes to our Business Information System are instituted as quickly as possible to accommodate emerging business requirements.
Successful Implementation of Chemical Management System (CMS)
Throughout Fiscal Year 2004, SLAC Purchasing Department was active in the development and implementation of a new Chemical Management System designed to increase the efficiency of chemical product procurement by contracting with a single consolidated supplier which will manage the purchase, storage, application, and disposal of chemical products. This Chemical Management System enables web-based procurement and approval processes, reduces on-site chemical inventory and handling, in addition to provision of guaranteed cost savings.
The “Gateway to SLAC Resources”
The “Gateway to SLAC Resources” saw a significant (248%) growth in usage to 8,595 visits per month. This site is continuously updated to ensure that users are given the most up-to-date information available about how to get the job done in the vast non-scientific side of SLAC operations.
SLAC Financial Data Warehouse
We made a major step forward in FY 2004 in implementing the financial data warehouse for SLAC. As we had planned, we completed the Proof-of-concept and demonstrated its many facets to key management and technical users of the system. Feedback from these successful demonstrations has allowed us to move to the next level to bring the data warehouse forward where it will become a functional tool in FY 2005
New Records
Management Website
The Records Management
website has been an excellent reference since it became operational in October
2003. It is listed on the “Gateway to SLAC Resources” and is linked to the
“Archives and History” website. The website contains complete information on
identifying temporary and archival records, records terminology, links to all
the approved records schedules, and the procedures for transferring and
retrieving records at the Federal Records Center. The website now gives Records
Management added visibility to the SLAC community and provides records
information in a readily available format.
Integrated Safeguards and Security Management (ISSM)
SLAC is continuing its very successful ISSM program by once again combining its resources with those of the Environmental Safety and Health (ES&H) Division to form an “Integrated Management” program which fully meets all requirements established by the Office of Science for its laboratories. The Integrated Management program furthers the concept of the importance of integrating safety and security into everyone’s daily activities. Details on this successful program are contained in the Safeguards and Security section of this self-assessment.
Property Control Achieved 99.97% Find Rate for Equipment in FY2004
This outstanding find rate is the result of our ongoing campaign to get property custodians to continue to take full responsibility for government property and to inform Property Management of any custodian changes.
Continuing Excellent Communications within the Laboratory
The Laboratory continues excellent internal communications with the ongoing publication of “The Interaction Point” (TIP) on a bi-weekly basis. The TIP is simultaneously published on the web at: http://www2.slac.stanford.edu/tip/2004/nov05/default.htm. .
The web portal, “SLAC Today” (http://today.slac.stanford.edu/) is gaining popularity as the default “Home Page” for many at the laboratory. “SLAC Today” contains many key links to vital pages such as “The Gateway to SLAC Resources” and other up-to-date information. Throughout FY 2004, “SLAC Today” has proven to be the most authoritative resource for SLAC information available.
Efforts In Continuous Quality Improvement (CQI) During FY 2004
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 2004 (see below).
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 continue to 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/Goal
Recognized areas of improvement
The SLAC Business Information System (BIS) continues to operate successfully with its many on-line forms and electronic functionality which helps 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 functional area leaders. BSD will continue its positive efforts to achieve cost efficiency through process improvement and appropriate staff development.
Goals for FY 2005
· Continue to maintain outstanding performance in all areas, and continue to improve in those areas where improvement opportunities exist.
· Dedicate our efforts, and participate actively, in improving the safety climate and performance of the Laboratory
· Improve lab-wide compliance with our Traffic Safety Program
· Maintain the vitality and effectiveness of our ISSM program
· Improve selected business processes through targeted programs and milestones
· Improve and update our automated business systems (BIS, PeopleSoft, Data Warehouse, Chemical Management System, etc.) so that we capitalize on the efficiencies they bring
· Have a successful transition to new leadership in our Accounting Department
Continuous Quality Improvement (CQI) Initiatives -- FY 2004
The following is a listing of the many CQI initiatives that were undertaken in Fiscal Year 2004. We believe that our “Outstanding” performance in the business process improvement area is thanks, in large part, to the many initiatives undertaken in each Division.
Business Services Division
Directorate
Environmental Safety &Health
Human Resources
Research Division
Technical Division
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