Project & Facilities Management

Introduction/Background

Cumulative Available Points:  25 points Total Weight:  100%

Projects and Facilities Management includes the effective and efficient management of the SLAC Infrastructure. The infrastructure (buildings, equipment, utilities, roads, and property) is required to be able to perform science at SLAC.  Projects and Facilities Management involves the balancing of performing science today while ensuring that science can be performed at SLAC in the future. Future science is highly dependent on the SLAC maintenance program and new construction.

The following Performance Objective, Criteria and Measures evaluate the effectiveness of facilities management, while addressing the Balanced Scorecard.

Performance Period:  Unless otherwise specified in the measures, the performance period is October 1, 2004 to September 30, 2005.

Performance Objective 1: Physical Assets Planning, Real Property Management and Facility/Infrastructure Management

The Laboratory uses Physical Assets Planning, Real Property Management and Facility/Infrastructure Management to achieve excellence in managing SLAC facilities. (Total Weight: 100%)

Performance Criterion: 1.1 Comprehensive Integrated Planning Process

The Laboratory will develop, document, and maintain a comprehensive, integrated plan that is aligned with DOE mission needs.  Real property will be managed consistent with mission requirements and DOE directions.

1. 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.
   The Space Manager has been conducting meeting as required.
2. The Ten Year Site Plan will be updated annually.
   The Ten Year Site Plan was submitted to DOE/SSO on June 3, 2005.
3. The Infrastructure Planning Committee will meet regularly to prioritize infrastructure projects in accordance with the program and Ten Year Site Plan.
   The Infrastructure Committee meets regularly.

Performance Measure 1.1.a Physical Assets Planning and Real Property Management (Weight: 20%)

The intent is to measure the quality and timeliness of the planning process and products.  Planning quality will be measured against integration of planning with program and operating budgets for the acquisition, utilization, maintenance, recapitalization and disposition of real property, and documentation using a Ten Year Site Plan and related SLAC planning documents.  Timeliness will be based on meeting SC deadlines and SLAC internal schedules.

SLAC will document its major planning activities (work plan) with associated milestones within the first month of the fiscal year, unless an alternate date is mutually agreed to with SSO.  Milestones will include achieving SC’s FY05 goals for the Asset Utilization Index and Asset Condition Index and accuracy and completeness of the Facilities Information Management System.

1. Update FIMS Quality Assurance Plan (QAP) annually.
   Update of the FIMS QAP Plan is complete.
2. 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.
   FIMS field validation is complete for 100% of the site.
3. Meet deadlines for FIMS ‘Deferred, Actual and Required’ Maintenance reporting.
   FIMS reporting is on schedule.
4. Identify planned DM Reduction by fiscal year for all colors of money: SLI, GPP, direct funded maintenance, indirect funded maintenance, and the SC DM reduction initiative.
   Actual DM reduction amount is being finalized as a combination of operating budget items, GPP, and infrastructure project funds.
5. Develop the system to prioritize all DM deficiencies listed in the DM database.
   A revised DM definition is being finalized to filter the deficiencies list.   Priorities will be determined using the Infrastructure Committee model which ranks tasks based on likelihood of occurrence and criticality to operations.

Performance Gradient:

The performance score will be determined by calculating the number of milestones completed as scheduled divided by the total number of milestones selected. 

Performance Criterion: 2.1    Facility Construction Projects (excluding LCLS and GLAST/LAT: LCLS is covered under S&T, SR 2.4 and GLAST/LAT under S&T, HEP 1.4)

SLAC is required to have a formal project management system in place that is compliant with the requirements in DOE Order 413.3, “Project and Program Management for the Acquisition of Capital Assets”, and the accompanying DOE Manual 413.3-1. These documents include specific requirements for projects costing greater than $5M and a tailored system for those costing less than or equal to $5M. In addition, a certified Earned Value Management System is required for projects costing greater than $20M. Regardless of the size of the project, a project baseline is established for each project prior to construction or implementation.  Project performance is measured against the approved project baseline. The overall objective of this performance measure is to ensure that the Laboratory completes facilities or infrastructure construction projects within approved cost, schedule and technical baselines.  During FY-05, SSO will be working with SLAC to review the overall SLAC Project Management System.

1. The S&ORIP SLI project performance will be scored for this measure.

Quarterly reports and phone conferences continue to track this project.

Performance Measure 2.1.a Construction Project Management

The intent of this performance measure is to measure SLAC performance in managing projects.  Project scope, cost and schedule baselines will be established for all active projects (except LCLS and GLAST/LAT which are measured elsewhere) over $250K (about 7 projects) regardless of funding type.  SLAC Project baselines will be established in partnership with SSO and made a matter of record at the beginning of the fiscal year, or as soon as possible after the project baselines are approved.  Projects will be weighted based on the project budget for that year. A project can be re-baselined, if agreed to by SSO (in general, for reasons beyond SLAC control).  This revised baseline becomes the approved baseline and will be used to calculate performance.  Project variances are deviations from the plan.  A positive variance means that SLAC is performing better than planned, while a negative variance means that SLAC is performing less than planned. (Weight: 40%)

1. A project spreadsheet will be attached to identify the projects, milestones and budget targets for the active projects.

A project spreadsheet is attached reflecting the labs performance this year in light of the late funding authorization and SLAC’s recover process from the Type A accident.

Performance Gradient:

The project cost and schedule variances will be calculated separately. At the end of the fiscal year, each project cost variance will be determined and expressed as a percent (essentially this is a calculation of what was paid for completed work compared to what was planned to be paid for the completed work).  Each cost variance will then be multiplied (weighted) by the respective project budget for FY-05.  To determine the average calculated cost variance, these cost calculations (project cost variance times project budget) will be summed and then divided by the total budget for all the projects.  This average calculated cost variance is then used to determine a final rating.  In these calculations, positive variances are used to offset negative variances.

The project cost and schedule variances will be calculated separately. At the end of the fiscal year, each project schedule variance will be determined and expressed as a percent (essentially this is a calculation of what work was actually completed compared to what work was planned to completed).  Each project schedule variance will then be multiplied (weighted) by the respective project budget for FY-05.  To determine the average calculated schedule variance, these schedule calculations (project schedule variance times project budget) will be summed and then divided by the total budget for all the projects.  This average calculated schedule variance is then used to determine a final rating.  In these calculations, positive variances are used to offset negative variances.

Performance Criterion:  3.1 Facilities Management

The Laboratory will maintain capital assets to ensure reliable operations in a safe and cost-effective manner.  Energy initiatives will be managed consistent with a comprehensive energy management plan.

Performance Measure:  3.1.a Facility and Infrastructure Maintenance and Energy Management

The intent is to measure the effectiveness of SLAC’s facility maintenance and energy management programs.  The Laboratory objective is to plan, budget and execute its programs in a manner which promotes operational safety, worker health, environmental compliance, property preservation, and cost effectiveness, while meeting program missions.  Maintenance performance measures include:  a Maintenance Investment Index (MII) final target of 2 percent in FY-06 for a defined set of conventional buildings/office trailers and negotiated percentages for subsets of unique buildings, such as accelerator tunnels; annual maintenance summary report; and Energy Management Plan.  Specific MII objectives, maintenance plan milestones and energy management objectives will be established in partnership with SSO and made a matter of record at the beginning of the fiscal year. (Weight: 20%)

1. Complete final increment of condition assessment inspections.
   The final inspection is completed; resulting deficiencies have been input into FIMS.
2. Complete the working definition of DM to be used to identify those items found in the inspections that qualify as DM items.
   A definition has been completed and piloted against previous DM reports.  An excessive amount of items were de-listed, so the proposed DM definition is being revised to better reflect the actual conditions at the laboratory.
3. Select and prioritize CAS deficiencies for input into FIMS and the service system.
   This has been done using the previous definition of DM, as the new definition is still in development.
4. Update key plans for final increment of 20% CAS inspection of the site.
   Key plans were completed prior to start of inspection as planned.
5. Review all AME inspection identified CAS deficiencies for all years to identify an updated DM amount that can be verified by SSO based on application of the approved working definition of DM.
   This was done, however an excessive amount of findings were deleted as a result of the application of the prototype definition, so it is being revised.

Performance Gradient: 

The performance score will be determined by calculating the number of milestones completed as scheduled divided by the total number of milestones selected. 

Performance Measure: 3.1.b Maintenance Management Index

SLAC will be measured against the successful achievement of the FY-05 Maintenance Investment Index goals established by the Office of Science for maintenance management.  This goal involves achieving an MII of 1.7 for all conventional buildings at SLAC.  Non-conventional buildings will not be assessed until the MII standard has been established for the non-conventional buildings (e.g. tunnels and large detector buildings). (Weight 20%)

1. The approved list of conventional buildings will be determined and MII calculated against these buildings at year end.

Discussion continues to quantify the buildings to be included, additional DOE guidance continues to be received.  The procurement and execution of an external evaluation of high RPV buildings is expected to be completed the first quarter of FY06. Better tracking of actual maintenance expenditures in a limited manner was undertaken for this period.

Specific Goals

In FY 2005, the SLAC Conventional and Experimental Facilities Department was responsible for developing, reporting, and meeting specific energy management performance measures as follows:

Objective 1

Energy Management initiatives are managed consistently with a Comprehensive Energy Management Program and Plan that includes the minimum requirements of Department of Energy (DOE) O 430.2A, Departmental Energy and Utilities Management.

1. Enter all energy usage data as required into the EMS4 website not later than the submission due date.
   This goal was implemented as stated. Performance gradient: 1.
2. Prepare and submit FY2005 Energy Management Assessment Report not later than the submission due date.
   This document is the FY 2005 Assessment Report. Performance gradient: 1.
3. Provide potable water use data in the FY 2005 Annual Report not later than the submission due date.
   FY 2005 Annual Energy Management Report is not due at this time. We expect that DOE FEMP will formally announce the due date soon. We plan to implement this goal as stated. Performance gradient: 1.
4. Complete Conceptual Design of Combined Heat and Power (CHP) Plant for SLAC Computer Center (Building 50). When constructed this project will generate electricity and cooling for SLAC Computer Center by means of a gas-burning internal combustion engine and an absorption chiller.
   The study and conceptual design was performed by DE Solutions consulting engineering firm. Report on the study is available upon request. Economic attractiveness of the project is very sensitive to fluctuation of electricity and natural gas costs. Due to current market’s uncertainties with energy prices the project implementation is on hold at this time. Performance gradient: 1.
5. Upon completion of goal #4, above, assess project financing alternatives and perform comparative life cycle cost analysis.
   This goal was implemented as stated. ESP contracting has been evaluated with input from Sempra Energy. As with the previous goal, the economic attractiveness of the project is very sensitive to fluctuation of electricity and natural gas cost. Due to current market’s uncertainties with energy prices the project implementation is on hold at this time. Performance gradient: 1.
6. Implement feasibility study, conceptual design and life-cycle cost analysis of “Collider Housing Lighting Upgrade” project. Submit a proposal for the project retrofit to DOE FEMP for funding consideration.
   This goal was implemented as stated. Performance gradient: 1.
7. Design “Collider Housing Lighting Upgrade” project. The 1.8 miles North and South arc tunnels of the collider housing are being illuminated by means of 374, 88-watt mercury vapor lamps and of 122, 200-watt incandescent lamps located overhead at 20 feet intervals. The lights are ON 24/7, year round. Project design includes replacement of all the incandescent lamps with energy-efficient fluorescent lighting assemblies and installation of timers at all the lighting circuits of the collider housing.
   This goal was implemented as stated. DOE FEMP granted funding for this project. Project design has been completed. Performance gradient: 1.
8. Purchase three (3) additional Neighborhood Electrical Vehicles (NEV) in FY2005. (In FY2004 nine (9) additional NEVs have been purchased by SLAC, totaling it to 24 NEVs). The battery-operated NEVs allow SLAC to discontinue lease of some of GSA gasoline-powered vehicles.
   This goal was implemented as stated. Performance gradient: 1.
9. Implement Title II design of “Underground Mechanical Utilities Replacement” project. This goal includes detail design and preparation of construction documents for underground piping replacement of natural gas, compressed air, cooling-tower water, chilled water and hot water systems. These systems developed significant leaks over years 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.
   Completion of Title II design was contingent on the result of evaluation of the project by External Independent Review team. The EIR’s recommendations prompted change in the project schedule, i.e. Title II design has been rescheduled for completion in FY 2006. Title I design was completed in FY 2005. Performance gradient: N/A.
10. Develop scope of work and estimate cost of installation of electrical meters at substations and feeders as necessary for monitoring SLAC ordinary facilities electrical energy consumption separately from the experiment-related energy-intensive loads.
    This goal is in process of implementation with scheduled completion in FY2006, provided funding is available. Performance gradient: 0.
11. Evaluate a potential for implementing Energy Conservation Incentive Program (ECIP) at SLAC. Currently there are no economic incentives for divisions/ departments/building managers to conserve energy and to implement energy conservation projects. Evaluate for applicability recently implemented ECIP at Stanford University. This program transfers responsibility for paying for electricity use from Stanford Central Budget office to 20 units (schools) on campus.
    This goal was implemented as stated. Performance gradient: 1.
12. Submit at least one article on the subject of energy management to Interaction Point, SLAC’s publication.
    This goal was implemented as stated. An article covering the DOE’s “You Have the Power” campaign award nomination was printed in June 17, 2005, issue of SLAC’s publication “The Interaction Point”.  Performance gradient: 1.
13. Have SLAC Energy Manager to attend at least one energy management workshop, seminar or conference.
    This goal was implemented as stated. SLAC Energy Manager attended Energy Efficiency Working Group conference, conducted under auspices of DOE FEMP in August of 2005. Performance gradient: 1.
14. Continue participation in Environmental Management System (EMS) development representing energy management aspects of the system. Currently SLAC Energy Manager is a member of the Working Group for the EMS development.
    SLAC’s Energy Manager actively participated in the process of developing SLAC’s EMS by attending scheduled meetings, reviewing developed documents and developing objectives and targets for energy and water conservation programs. Performance gradient: 1.
15. Conduct a presentation on SLAC Energy Management Program for the Environmental Management System Working Group (see related goal #14).
    This goal was implemented as stated. The presentation was conducted by SLAC Energy Manager. Performance gradient: 1.
16. Update Energy Management website at least twice during FY2005.
    This goal was implemented as stated. Performance gradient: 1.
17. Distribute DOE energy-awareness posters and other outreach materials to SLAC building managers for displaying in public places.
    This goal was implemented as stated. Performance gradient: 1.
18. To the extent that adequate funding is made available, upgrade existing on-state gasoline fill up station to allow use of Voyager credit card for 211 GSA-owned vehicles. This will eliminate regular recurring off-site trips for gas fill up purposes for 211 vehicles. Saving on gasoline, employee’s time and the vehicles insurance premiums will be significant.
    No funding was made available during FY2005. This goal will be implemented in FY2006. Performance gradient: N/A.
19. Incorporate sustainable design principles into design of new lab/office building of Linac Coherent Light Source (LCLS) project. The project was granted additional funding to achieve Silver LEED certification.
    This goal was implemented as stated. Title II design is in progress. A LEED Credit 1.1 to “Optimize Energy Performance by 15% better than ASHRAE 90.1-1999 is incorporated into the design. Performance gradient: 1.
    Objective 2
    Energy Use Reductions and Green House Gas Reductions show continuous improvement.
20. 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’s construction bid package was prepared in FY 2004.
    This goal was not implemented in FY2005 due to significant changes in construction management, safety policies and priorities in the aftermath of 10/11/2004 electrical accident at SLAC following with DOE Type A investigation. Performance gradient: 0.
21. Implement the construction of “Collider Housing Lighting Upgrade” project. Total estimated cost of the project is $122K. This project is expected to result in annual electrical energy saving of 446 MWH with the projected payback period of 3.0 years (see related goal #6 and #7).
    This goal was not implemented in FY2005 for the reason stated in Goal #20 above. Performance gradient: 0.
22. To the extent that adequate funding is made available, upgrade existing DDC Energy Management System’s web control by installing central server that will consolidate current control functions and data. With the new control system many control functions will be improved and energy saving will be optimized. Total estimated cost of the project is $100K.
    This goal was not implemented in FY2005 due to diversion of engineering /project management manpower in support of LCLS project. A server, software and hardware have been ordered. The project is scheduled for completion in FY 2006. Weighted performance gradient: 0.25.
    Objective 3
    Develop and Implement Water Efficiency Program and Plans.
23. Develop a Water Management Plan that includes at least four (4) BMPs.
    This goal was implemented as stated. Performance gradient: 1.
24. Audit existing landscapes for irrigation efficiency. Propose operation and maintenance changes that will optimize performance of irrigation systems.
    This goal was re-substituted with the following goal “Implement Site Water Efficiency Audit”. Landscaping irrigation efficiency is included in the scope of work for this task. Currently the audit is in process of implementation by Maddaus Water Management firm. Weighted performance gradient: 0.25.
25. Implement life cycle cost analysis of installation no-flush urinals at five buildings.
    This goal was re-substituted with the following goal: “Implement a pilot installation at the men’s restroom in Building 044”: The installation was completed and tested in FY 2005. The result was not positive as the odor from the urinal is overwhelming for the users. Performance gradient: 1.
26. Replace existing PH and/or conductivity sensors and Strantrol controllers with new sensors and PLC controllers in at least two (2) out of four (4) cooling towers: 101, 1201, 1202 and 1701. 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 optimizing the blow-down cycles.
    This goal was not implemented in FY2005, due to changes in priorities of facilities projects in the aftermath of 10/11/2005 electrical accident following with DOE Type A investigation. Currently the project is scheduled for implementation in FY 2006. Performance gradient: 0.
27. Implement Title II design of campus cooling tower CT101 replacement project. The new cooling tower will be energy and water-efficient system with a sophisticated control to monitor the blow-down and make up cycles.
    As with Goal #20 above, completion of Title II design was contingent on result of evaluation of the project by External Independent Review team. The EIR’s recommendations prompted change in the project schedule, i.e. Title II design has been rescheduled for completion in FY 2006. Title I design has been completed in FY 2005. Performance gradient: N/A.
    Objective 6
    Purchases of energy efficient technologies include low standby power devices.
28. Demonstrate by example, the purchase of low standby power devices for 5 of the 10 device types.
    This goal was implemented as stated. New query was created by an administrator of SLAC purchasing. More than 10 low-power standby power devices were identified by search using the query system. Performance gradient: 1.
    Objective 7
    Control electric, gas, and water demand to control costs and mitigate supply disruptions.
29. Conduct site Assessment of Load and Energy Reduction Techniques (ALERT).
    Implementation of this goal has been postponed until manpower is made available for this task. Performance gradient: 0.
30. Develop work plans to implement Peak Load Management/Emergency Conservation Plans and Alert Assessments recommendations.
    Implementation of this goal has been postponed until manpower is made available for this task. Performance gradient: 0.

Summary

Goals 9, 18 and 27 were not applicable for implementation in FY 2005. The summation of the performance gradients for the remaining 27 goals is 20 points. This represents overall performance gradient of 0.74 (20/27) or “Good” performance level.