Performance Based Management

Self-Assessment Report

October 2004

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Project & Facilities Management

Introduction/Background

Date of last assessment: October 2003

Departmental Overview

Laboratory Mission

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.

The Site Engineering and Maintenance Department (SEM) provides maintenance and repair of all SLAC buildings, grounds, utilities and provides hoisting and rigging services. We do not provide assistance with phones, computers, power supplies, vending and food services. The Site Engineering and Maintenance Department normally funds routine maintenance and repair. However, modifications or activities other than routine maintenance may require separate funding by the requestor.

Identification of Self-Assessment Report Staff

Names, titles, affiliations of participants

Names, titles, affiliations of participants

Burl Skaggs, Site Engineering & Maintenance

Leslie Bachant, Site Engineering & Maintenance

Luda Fieguth, Site Engineering & Maintenance

Performance Area:  PROJECTS & FACILITIES MANAGEMENT

Performance Objective #1 Real Property Management

The laboratory will effectively manage real property.                       (Total Weight = 17%)

Performance Criterion: 1.0 Real Property Management

Real Property is effectively managed consistent with mission requirements and DOE direction.

Performance Measure: 1.1 Program Implementation                               (Weight 17%)

6 out of 7 completed = .85 Excellent

Number of completed milestones/milestones scheduled for completion.

Performance Assumptions:

Intent is to measure the effectiveness, completeness, and timeliness of implementation of Real Property management actions.  Milestones will be established in partnership with DOE and made a matter of record in the first quarter of the fiscal year.  Milestones may be established for Facilities Information Management System (FIMS) completeness, office space utilization, substandard building space conversion, etc.

Performance Gradient:

Outstanding:                           0.900 or greater

Excellent:                                0.800 to 0.899

Good:                                      0.700 to 0.799

Marginal:                                 0.600 to 0.699

Unsatisfactory:                        less than 0.600

Milestones/Objectives

1. Update FIMS Quality Assurance Plan (QAP) annually. The QAP is typically reviewed and updated, if required, in May of each year prior to the FIMS Workshop.  Last update was August 2003.  No changes were made this year.
2. Start review and validation process of occupancy data in preparation for new FIMS field – Asset Utilization Index (AUI).  Review and validation of occupancy data is typically done at the end of the 3rd quarter or beginning of the 4th quarter of each year.  This has been done for this year.
3. Validate FIMS data fields annually for 20% of the total buildings on site.  Rotate choice of buildings annually so that at the end of five years all buildings will have been validated.  Our method has been to validate FIMS dynamic data annually for 100% of buildings.
4. Meet deadlines for FIMS maintenance reporting.  Deferred maintenance calculations utilize the CAS inspection data.  This year’s CAS inspections include the beam tunnels and were conducted in August when access was available. The CAS reports were received and the data will be input to FIMS by the 9/30 deadline.
5. New office space square footage allocation to be equal to, or less than, GSA standard of 125 sq. ft. per person.  We don't plan any "major office construction" but we do plan to build the Physics and Engineering Annex near B280C, two stories, 6400 sq. ft. total by January 2006.  Three modulars units will also be rented for two years due to the growing needs of GLAST and LCLS.  SLAC averages should still be less than 125 sq. ft.
6. Include reduction/conversion of substandard/excess space plans in 10 Year Site Plan.  This is being prepared at this time.
7. Space manager and the Space Planning Advisory Committee (SPAC), meet regularly to identify and evaluate upcoming space problems and research potential solutions.  Meeting minutes are distributed and kept on file for progress tracking and reporting.  This is being done.  SEM maintains a file of minutes and interacts with the Space Manager on various space planning issues.

Performance Objective #2 Project Management                          (Total Weight = 15%)

3 out of 4 completed = .75 Good

Performance Criterion: 2.1 Facility Construction Projects

Facility construction projects with total project cost greater than, or equal to, $500K are completed on cost, schedule, and technical baseline.

Performance Measure: 2.1a                                                                           (Weight 8%)

Number of milestones completed on schedule/number of milestones planned.

Performance Assumptions:

The intent is to measure actual progress against that planned for the fiscal year and for the Laboratory to execute facility construction projects within budget.  A milestone list for all active projects will be negotiated with DOE at the time that each project is submitted to DOE.  Only significant milestones will be listed, but each active project will have at least one milestone.  Project completion is based upon beneficial occupancy or beneficial use.  By mutual agreement between the Laboratory and DOE, final evaluation may be adjusted because of changes to project final cost, for late/early completion, and/or for increased/diminished scope.  DOE/SSO may approve changes to project milestones due to changes in Laboratory funding priorities, programmatic schedules, or delays due to uncontrollable forces, as it relates to this performance measure.

Performance Gradient:

Outstanding:                           0.900 to 1.00

Excellent:                                0.800 to 0.899

Good:                                      0.700 to 0.799

Marginal:                                 0.600 to 0.699

Unsatisfactory:                        less than 0.600

Milestones/Objectives

See associated spreadsheet.

Performance Measure: 2.1b                                                                           (Weight 7%)

Actual funds committed during the fiscal year/planned funds committed during the fiscal year.

Performance Assumption:

The intent is to measure the Laboratory performance in executing projects within the approved TEC.  The baseline TEC may be adjusted for allowed cost or work scope changes, Baseline Change Proposals, DOE directed changes, uncontrolled forces, or changes in programmatic schedules.  If performance gradient exceeds 1.00, rating will be determined on contributing factors.

Performance Gradient:

Outstanding:                           0.900 or greater

Excellent:                                0.800 to 0.899

Good:                                      0.700 to 0.799

Marginal:                                 0.600 to 0.699

Unsatisfactory:                        less than 0.600

Milestones/Objectives

Suggested construction projects await approval and funds.  Spreadsheet to follow.

Performance Objective:  3.0 Maintenance Management             (Total Weight = 40%)

The laboratory will maintain capital assets to ensure reliable operations in a safe and cost effective manner.                                                                                                                                               

11 out of 13 completed = .75 Good

Performance Criterion:  3.1 Maintenance Program

The facility maintenance program is effectively managed and performed.

Performance Measure:  3.1a Maintenance Investment Index                   (Weight 10%)

SLAC shall meet the criteria for the Maintenance Index (MII) by computing the total actual indirect conventional facility maintenance costs/conventional facility RPV.

Performance Gradient:

Outstanding:                                       >1.51 %

Excellent:                                            1.41 % to1.5 %

Good:                                                  1.31 % to 1.4 %

Marginal:                                             1.21 % to 1.3 %

Unsatisfactory:                                    <1.2 %

Performance Measure:  3.1b Facility Condition Index                                (Weight 5%)

The Facility Condition Index (FCI) for the fiscal year associated with the performance period.  The FCI, expressed as a percentage, is defined as the Total Needed OE funded Maintenance and Repair (M&R) Deficiencies (at the end of the fiscal year associated with the performance period) divided by the Replacement Plant Value (GP/C General Purpose/Conventional component of RPV).

Performance Gradient:

POCM                                    FIMS

Outstanding:                           Excellent:        < 2%

Excellent:                                Good:              2 – < 5%

Good:                                      Adequate:       5 - < 10%

Marginal:                                 Fair:                 10 - < 25%

Unsatisfactory:                        Poor:                Major deferred maintenance is 25 - < 60%

Performance Measure:  3.1c Maintenance Index                                         (Weight 5%)

.96 Outstanding

Performance index is based on selected Maintenance Performance Indicators.

Performance Assumption:

Performance gradient calculations will consider Average Values for comparable Energy Facility Contractors Group (EFCOG) benchmarking participants.

Performance Gradient:

Outstanding:                           0.900 or greater

Excellent:                                0.800 to 0.899

Good:                                      0.700 to 0.799

Marginal:                                 0.600 to 0.699

Unsatisfactory:                        less than 0.600

Milestones/Objectives:  FY 03 Performance indicators and calculation algorithm:

Indicators from EFCOG

Performance Criterion: 3.2 Facilities Management

Facility operations and maintenance are effectively managed consistent with mission, risks, and costs.

Performance Measure:  3.2a Program Implementation                                (Weight 20%)

Sum of completion percentages for all milestones worked/milestones scheduled for completion.

Performance Assumptions:

The intent is to measure the effectiveness and timeliness of the Laboratory’s facility maintenance program.  A list of mutually agreed milestones will be made a matter of record within the first month of the fiscal year.  For multiple-facility milestones, completion percentage will be an average of the completion percentages for each facility included in the milestone.  If no milestones are selected for the fiscal year, the weight of performance Measure 3.1.a will be added to performance Measure 3.2.a.

Performance Gradient:

Outstanding:                           0.900 or greater

Excellent:                                0.800 to 0.899

Good:                                      0.700 to 0.799

Marginal:                                 0.600 to 0.699

Unsatisfactory:                        less than 0.600

Milestones/Objectives

1. Complete 4th increment of 5 year cycle, 20% of the site, condition assessment.  The 2004 CAS inspection was completed in August.
2. Select and prioritize CAS deficiencies for input into service system.  Only Safety deficiencies are input to the service system at this time.  This year's deficiencies will be input after receipt of the CAS inspection report due 9/15.
3. Evaluate need for further upgrades of HVAC DDC system.  Budget costs for main application upgrade (including software & hardware) is ~$35K.  Actual estimate is in process.  Proposal for GPP funding will be issued after estimate is completed. During the evaluation we found that the communications network is over loaded.  Upgrades to the network are currently being evaluated. Outdated controllers can be replaced on "as needed" basis out of operating funds for approximately $5000.00 - $7500.00 each (this includes hardware/software, training and implementation).  Thirty controllers needing replacement have been identified although the replacement period has not yet been determined. The boiler plant controls need to be upgraded in two phases. The first phase will allow us to take data necessary to determine plant operating efficiency and provide improved alarm / notification capabilities. Data provided by phase 1 upgrades will help evaluate and justify the need for phase 2 controls upgrades. Phase 2 upgrades would improve energy efficiency and environmental impact by the boiler plant. Phase 1 proposal for GPP funding will be issued shortly. Budget cost for phase 1 boiler plant upgrades is ~$45K.  Timelines impacted by manpower shortage.
4. Complete development of software program to track time and material costs for each service request within the Service System (Remedy).  The new maintenance management system is still under development.  The program to track time and materials has been completed but not tested as of yet.  Beta testing should begin by year end.
   1. Start documentation process for training on this new feature.  Preliminary documentation has begun but will not be completed until beta testing is successful.  Training program to be developed by Pete.
   2. Train appropriate SEM staff on use of feature.  This will be started after the new maintenance management system is introduced and implemented.

5. Complete software development to generate work orders within service requests and track individual shop efforts.  The Job Order component has been developed but is not beta tested. Year end timeframe is anticipated.

   1. Start documentation and training process.  Pete to incorporate this into the training.

6. Prepare media release about upgraded service system.  Awaiting results of completed beta tests.

7. Continue to implement improved hoisting and rigging program.
   Certification training for crane operators and "no load" operators continues.  Refresher/retraining classes required after 3 years.  Of 350 users, over 150 employees have become certified operators since 12/03.

   1. Criteria for rigging equipment have been made more stringent.  On-going site-wide inspections result in collection and removal of damaged/unsuitable gear forcing departments to purchase certified equipment and gear.

   2. Discovery and purchase of acid-resistant slings provided solution to NLCTA problem.

   3. Look at feasibility of setting up training program for SLAC mechanics to perform inspections and become proficient with certain types of cranes.  Create dedicated pool of mechanics to cover all crane types for site.

   4. Created rigging database to track all gear.  New procedure implemented to attach color-coded tags to gear indicating if it's been inspected or if it's out of service.  Tags are changed annually as equipment is reinspected.

8. Write and distribute utility condition/capacity report.  This project is in progress but off schedule due to schedule conflicts.
9. Provide annual Maintenance Executive Summary.  The Executive Summary has been completed and awaits request for submittal.

10. Validate and correct HVAC equipment maintenance data in existing preventative maintenance systems.  Equipment listed in Benchmate / Maximo has been compared to what's actually in buildings and marked with Equipment ID tags.  Equipment found during the verification process that is not listed in Benchmate / Maximo is identified, tagged, and added into the appropriate system.

    1. Standardize equipment names across Benchmate, Maximo and the Service System databases.  Standardization of equipment names has been done.  All found equipment has been marked with ID tags that list the name of the equipment and the building it belongs in.  Equipment in 4 buildings has been tagged and the remaining buildings should be completed by 9/04.

11. Replace roof on B031.  This project has been completed and all related charge accounts are closed.

12. Upgrade elevator controllers in B050 and B730.  Replace hydraulic pump in B050.  This project has been completed.

13. Convert cafeteria kitchen appliances from electric to natural gas for energy conservation, electrical capacity improvement and reduced maintenance.  This has been completed.

Performance Objective #4 Energy Management                          (Total Weight = 11%)

Performance Gradient: The summation of the performance gradients for the 34 goals is 28.5. This represents weighted average of 0.838 (28.5/34) or “Excellent” performance level.

Performance Criteria: 4.1 Use Energy Efficiently

Performance Measure: 4.1a                                                                         (Weight 11%)

Current fiscal year energy goals accomplished/goals scheduled to be accomplished in accordance with the multi-year energy management plan.

Performance Assumptions:

The Laboratory will maintain a multi-year energy management plan, consistent with the Contractor Order requirements in DOE 430.2A.  The multi-year plan will include annual goals and will be negotiated and made a matter of record within two months of an approved laboratory budget for project funds.  Goals may be revised during the year by mutual agreement between the laboratory and DOE/OAK.

Performance Gradient:

Outstanding:                           0.900 or greater

Excellent:                                0.800 to 0.899

Good:                                      0.700 to 0.799

Marginal:                                 0.600 to 0.699

Unsatisfactory:                        less than 0.600

Milestones/Objectives

FY 2004 Specific Goals

In FY 2004 the SLAC Site Engineering and Maintenance Department was responsible for developing, reporting, and meeting specific energy management performance measures that are part of the Comprehensive Energy Management Program and Plan as follows:

1.                  Enter all energy usage data as required into the EMS4 website not later than the submission due date.

FY 2003 energy usage data was entered into EMS4 before the submission due date following a request from DOE.  Performance gradient: 1.

2.                  Prepare and submit to DOE a FY2004 Assessment Report not later than the submission due date. 

This document is the FY 2004 Assessment Report. Performance gradient: 1.

3.                  Provide potable water use data in the FY 2004 Annual Report.

Potable water use data for FY 2003 Annual Energy Management Report was submitted in October of 2004 following a request from DOE. A formal request for FY 2004 Annual Energy Management Report has not been put forward at this time. Performance gradient: 1.

4.                  Implement Phase 2 of Feasibility Study for On-Site Combined Heat and Power (CHP) Plant project. When constructed, this project will generate electricity for SLAC Computer Center by means of an internal combustion engine. In FY2003 we completed Phase 1 of this study. During this phase, we compared the economics and reliability of 1.0 MW gas-burning internal combustion engine integrated with a 300-ton absorption chiller against a back-up diesel generator coupled with a dedicated electrical chiller for SLAC Computer Center operation. SLAC management evaluated and discussed the result of this study and concluded that it warrants further analysis with expanded scope of study. The Phase 2 of the study will include assessment of electrical power generation for miscellaneous critical operations of the entire site in addition to the critical loads of the Computer Center. Also, evaluation of the cost impact of the plant location will be included in this study. In addition, we plan to include search and solicitation of funding, grants and incentive/rebate programs available for this project.

The study is in process at this time. A consulting firm (GE Solutions) has been hired to implement this study. A work plan for this project had been developed and available upon request. The target completion of the study is 11/12/2004. Currently, the scope of work is at ~50 % level of completion. Performance gradient: 0.5.

5.                  Replace all existing obsolete fluorescent T12/electromagnetic-ballast lighting assemblies in buildings 040 and 084 with new T8/electronic ballasts, energy–efficient, assemblies. Total estimated cost of the project is $150K.

The project implementation is in process at this time with bid package being finalized for upcoming construction bid. Project target completion is 12/17/2004. Performance gradient: 0.33.

6.                  Design “Accelerator Housing Lighting Control Upgrade” project. The accelerator housing (2-miles long underground structure that houses the linear accelerator beam) is being illuminated by means of 100-watt incandescent light bulbs located overhead at 10-feet intervals. During the machine operation the lights are in dim mode being controlled by resistors. The resistors reduce voltage output by wasting energy with heat. We plan to modify existing lighting control to allow all the lights in the tunnel turned off during No-Access state of operation. The managers of the operation require a pilot installation for a sector-pair of the tunnel prior to implementing the entire scope of work (see related goal #7).

This goal was implemented as stated. Performance gradient: 1.

7.                  To the extent that adequate funding is made available, implement lighting control modifications at a pilot sector-pair of the “Accelerator Housing Lighting Control Upgrade” project (see related goal #6).

This goal was implemented as stated. The pilot project was successful. Performance gradient: 1.

8.                  To the extent that adequate funding is made available and provided that the installation at the pilot sector is successful, implement “Accelerator Housing Lighting Control Upgrade” project for the entire linear accelerator (see related goals #6 and #7).

This project was implemented as stated, in schedule and within the budget of $77.3K. Performance gradient: 1.

9.                  Prepare a written response on DOE consultant’s comments/questions for the previously submitted “Test Lab High-Bay Lighting Replacement” project proposal.

This goal was implemented as stated. Performance gradient: 1.

10.              Implement “Test Lab High-Bay Lighting Replacement” project. The scope of the project includes replacement of 80 energy-inefficient T12/magnetic ballast lighting fixtures with new, energy-efficient, T5/electronic ballast, assemblies. The total estimated cost of the project is $35.6K and the projected payback period is 2.9 years.

This project was implemented as stated. Performance gradient: 1.

11.              Decommission existing Low Conductivity Water (LCW) systems that service heat exchanging equipment of North and South Focusing Magnets of SLAC Linear Collider (SLC). The SLC operation has been discontinued. Expected saving on shutting down three (3) 100-amp LCW pumps is 199.5 kW or 1.7 GWH per year.

This goal was implemented as stated. Performance gradient: 1.

12.              Replace undersized and obsolete Variable Frequency Drives (VFDs) at 10 fan motors of SLAC Computer Center (Building 050). The aggregate rated capacity of the motors is 170 HP.

This project was implemented as stated. Performance gradient: 1.

13.              Replace two (2) existing floor standing air-handling units on the 2^nd floor of the Computer Center (Building 050) with two (2) new, energy-efficient, units. Each unit capacity is 27 tons. The air handling units have already been purchased in FY 2003.

This project was implemented as stated. Performance gradient: 1.

14.              Implement feasibility study, conceptual design and life-cycle cost analysis of “North and South Arc Tunnels Lighting Control” project.

The study is in process of development at this time with target completion of 10/22/2004. Performance gradient: 0.5. 

15.              Install Variable Frequency Drive (VFD) at 125 HP fan motor of CT 1701.

This project was implemented as stated. Performance gradient: 1.

16.              Complete “Waste Water Recycling” project. This project includes installation of new 12,000 gal holding tank for storage of collected waste water as an addition to the existing mobile water treatment unit. The waste water is being delivered by a vacuum truck that collects waste water from different sources such as transformers’ secondary containments, underground vaults, etc. The recycled water will be used for cooling tower 1701 water make up.

This project was implemented as stated. Performance gradient: 1.

17.              Replace existing PH and/or conductivity sensors and Strantrol controllers with new sensors and PLC controllers at least three (3) out of six (6) cooling towers: 101, 1200, 1201, 1202, 1701 and 404. The new control system will be connected to existing Honeywell Scan DCS (Distributed Control System). The system will allow remote monitoring and reset of the automatically controlled system’s parameters therefore allowing to optimize the blow-down cycles.

The PH control components were replaced on cooling towers 1200 and 404. Performance gradient: 0.67.

18.              Install a water meter at Central Plant hot water system make-up water pipe.

This project was implemented as stated. Performance gradient: 1.

19.              Design replacement of all existing banks of cooling coils and seven (7) supply-and return-air fans of the central air conditioning system serving Computer Center of Building 050. The existing 30-years old, scaled and rusted energy-inefficient equipment will be replaced with new, energy-efficient, equipment.  (The total estimate cost of the project is $461K and actual construction is planned to be implemented in FY2005.)

This goal was not implemented due to delay with funding approval. Performance gradient: 0.

20.              Purchase six (6) additional Neighborhood Electrical Vehicles (NEV) in FY2004. (In FY2003 15 NEVs have been purchased by SLAC.) The battery-operated NEVs allow SLAC to discontinue lease of some of GSA gasoline-powered vehicles.

Nine (9) additional NEVs have been purchased by SLAC in FY2004. Performance gradient: 1.

21.              Implement Title 1 design of “Underground Mechanical Utilities Replacement” project. This goal includes Title 1 design of underground piping replacement for natural gas, compressed air, cooling-tower water, chilled water and hot water systems. These systems developed significant leaks that cause waste of energy and impose additional maintenance cost. The proposed work includes replacement of identified mains and branches known or suspected of leaking. (Estimated cost of design and replacement of underground piping for these five (5) systems is $2,812,147. Title 2 Design and actual construction of the project is scheduled for implementation in FY2005/2006.)

This goal was implemented as stated. Performance gradient: 1.

22.              Submit at least one article on the subject of energy management to Interaction Point, SLAC’s publication.

An article “Site Lighting Upgrade Program” has been published in May 7, 2004 in the “Interaction Point” newspaper. Performance gradient: 1.

23.              SLAC Energy Manager to attend at least one energy management workshop, seminar or conference.

SLAC Energy Manager attended a few workshops provided locally by PG&E and the “Energy 2004” conference in Rochester, NY. Performance gradient: 1.

24.              Continue improving/upgrading the Energy Management website.

The “Energy Management” website has been updated twice during FY2004. Performance gradient: 1.

25.              Distribute DOE energy-awareness posters and other outreach materials to SLAC building managers for displaying in public places.

New posters have been distributed. Performance gradient: 1.

26.              Procure of microcomputers and peripheral equipment through Basic Ordering Agreements (BOAs) negotiated by DOE ICPT (Integrated Contractor Purchasing Team) in compliance with Energy Star criteria.

This is an on-going, multi-year, program that is being implemented as stated. Performance gradient: 1.

27.              Continue providing information and assistance in the forming of ride-sharing pools as well as information regarding mass transit and bicycle path through the SLAC Transportation Coordinator. Where operations permit, allow flexible work hours for participation in ride-sharing programs.

This is an on-going, multi-year, program that is being implemented as stated. Performance gradient: 1.

28.              Continue providing bus service to and from Cal-Train station in Palo Alto in accordance with schedule that allow employees to commute on public transportation.

This is an on-going, multi-year, program that is being implemented as stated. Performance gradient: 1.

29.              Update laboratory’s CEMP by March 31, 2004.

SLAC’s CEMP has been updated before March 31, 2004. The CEMP is available upon request. Performance gradient: 1.

30.              Develop a Water Management Plan that includes at least four (4) BMPs; implement elected BMPs.

This goal was implemented as stated. Performance gradient: 1.

31.              Modify acquisition systems to facilitate the purchase of low standby power devices.

This goal is in process of implementation. SLAC procurement department is currently revising Laboratory’s General Terms & Conditions for Fixed Price Construction Contracts; a new article on purchasing of Energy Efficient Standby Power Devices will be incorporated into this document. In addition, a questionnaire on purchasing of low standby power devices will be incorporated into the Laboratory’s on-line purchase requisitioning system. Tentatively, this task will be completed in October 2004. Performance gradient: 0.5.

32.              Conduct an Assessment of Load and Energy Reduction Techniques (ALERT) at site.

Implementation of this goal is postponed until 2^ndquarter of FY 2005 due to shortage of man-power. Performance gradient: 0.

33.              Update a Site Specific Peak Load Management/Emergency Conservation Plan by June 30, 2004.

This goal was implemented as stated. Performance gradient: 1.

34.              Develop work plans to implement Peak Load Management/ Emergency Conservation Plans and Alert Assessments recommendations.

Implementation of this goal is postponed until 2^ndquarter of FY 2005 due to shortage of man-power. Performance gradient: 0.

Performance Objective #5 Physical Assets Planning                    (Total Weight = 17%)

10 out of 11 completed = .90 Outstanding

Performance Criteria: 5.1 Comprehensive Integrated Planning Process

The Laboratory develops documents and maintains a comprehensive, integrated planning process that is aligned with DOE and SLAC mission needs.

Performance Measure: 5.1a                                                                         (Weight 17%)

Assess how the planning process is implemented to achieve maximum effectiveness in anticipating and articulating DOE and Laboratory needs and requirements. 

Performance Assumptions:

The planning process is executed to achieve maximum effectiveness in land use and physical assts planning by anticipating and articulating DOE and SLAC needs.  SLAC will document the major planning activities (work plan) with associated milestones within the first month of the fiscal year.

Performance Gradient:

The adjectival rating will be determined by a combination of criteria: a) impact of process improvements throughout the year; b) successful development of a work plan (milestones); c) the successful execution of the work plan, and; d) other planning and land use activities throughout the fiscal year.

Outstanding:                           0.900 or greater

Excellent:                                0.800 to 0.899

Good:                                      0.700 to 0.799

Marginal:                                 0.600 to 0.699

Unsatisfactory:                        less than 0.600

Milestones/Objectives

1. Place the “Institutional Plan” on the web for reference.  This has been done.
2. Research and decide feasibility of putting other relevant planning documents on web and keeping them current.  The Long Range Institutional Plan is on the web.
   1. Provide web access to site map, building information, and procedures for building/room numbering and usages.  The entire site map is now available through the updated Grid Map.  This map used to only show one grid at a time but now allows you to click in any corner or side to reach a consecutive grid.  This map is currently accessible through the Building Information Page Query Form.  The software has also been set up to access the grid details by clicking any grid in the online "SLAC Area Map" maintained by Terry Anderson through Technical Information Service.  This feature is currently awaiting approval by Ruth McDunn.
3. Conduct feasibility study in conjunction with Communications Dept. to centralize production and storage of all site wide documents.  Prepare report of findings.  It was determined that these documents are the responsibility of the Business Division, not Communications.
4. Update key plans for 4th increment of 20% CAS inspection of the site.  This was completed in time for the CAS inspection.  Coordination of the space utilization database with the key plans remains to be done.
5. Evaluate current use of GPS system for site surveys to determine availability and effectiveness.  GPS has been implemented and in place for over a year at SLAC.  SEM continues to use the services of the Metrology group and GPS for our as-built program and are still seeing much improvement in time gathering data vs. using the old surveying methods.
6. Provide better descriptions and scope of projects prior to start of project and receipt of funds to enable planners to be proactive, not reactive. Keep them apprised of scope changes as they happen, not after completion of the project.  A new Project Management process was initiated last October and is being introduced to SEM staff.  The estimating process has been revamped with a new form and procedure.  A Project Approval Form has been introduced to ensure all steps of the project are reviewed and appropriate signatures attained before moving to the next step.  Bi-monthly project review meetings are held with project managers to review scope and all stages of project development including expenditures.
7. Refine and update the site utility condition and capacity information document.  This project is in progress and will be completed in 2005.
8. Provide space for new LCLS project as required.  Additional office space for LCLS was provided by relocating some BaBar personnel.  A modular unit will be also rented in the near future.  An LCLS Laser Room will be located in B081 as space is made available.  An additional LCLS Laser Facility may be located in SSRL buildings, this is currently under review.
9. Review cost and scope to verify that phone number locations are correct in the building database, and publish findings.  Phone numbers & locations in the Building Database should be verified by the ATOM's prior to submitting phone requests.  Christine Brochon feels that most of our numbers are correct and does not see the need for further verification.
10. Get cost estimate to update Space Utility Database Grid maps – accuracy of the grids is necessary to locate callers in the 911 lookup database.  Decide if we have budget to do this project.  Cost estimate to update grid maps (400 drawings) is ~$7,440.00.  Cost is to be shared by MD/FDS, ES&H and Space Planning.  Roz has received funding and the grid map has been updated and improved.  It now shows 9 grids on a screen instead of just one and allows movement to consecutive grids with a mouse click.
11. Conduct study and evaluate customer interest and willingness to devote resources and funds to integrate bin list, building database and phone locator database so that they update each other as changes are made.  Decide if project should be undertaken or not.  Initial conversations with Ziba Mahdavi, Christine Brochon, Chet Lauchner and database programmers agree that this is a much needed project.  However, it is felt that the project is too large to do without an experienced database manager to plan and oversee it.  No resources or funds have been offered at this time.