Laboratory Leadership
Introduction/BackgroundContractorContractor No.: DE-AC03-76SF00515 Point of Contact: Doug Kreitz, Assistant Associate Director Business Services Division Telephone No.: (650) 926-4550 Fax No.: (650) 926-5360 Email: dougkr@slac.stanford.edu Cumulative Available Points: 95 points Performance Objective 1: Laboratory LeadershipLaboratory Leadership, in support of DOE and Laboratory missions, ensures the stewardship and viability of the institution. For FY05, this will include the planning and for the early implementation of a transition from a High Energy Physics Laboratory to a Laboratory focused on Photon Physics. For FY05, this will also include the Laboratory leadership to continue to fully implement an Integrated Safety Management System at SLAC. (Total Weight: 100%) Note: The gradient for each measure is shown in the table at end of this section and weighting between Approach/Deployment (A/D) and Results (R) is A/D = 40% and R= 60%. Performance Criterion 1.1: Institutional Stewardship and ViabilityEvaluation of Laboratory senior management’s approach, deployment and results for ensuring that the institution is capable of executing its current and future missions. Performance Measure 1.1.a: Strategic PlanningEvaluation of the Laboratory management’s approach for strategic planning that aligns the Laboratory vision, goals, programs, resources, and facilities and performance expectations with DOE mission, strategic plans, and objectives. The assessment will focus on both the planning and achievements that demonstrate the Laboratory is aligned with DOE objectives. For FY05, this includes the planning and implementation of a SLAC transition from a High Energy Physics Laboratory to a Laboratory whose primary focus is on Photon Physics. (Weight: 45%) Discussion and Results for 1.1a:The Laboratory is transitioning to a new organization that reflects major changes as SLAC moves from a High Energy Physics Laboratory to a Laboratory whose primary focus is on Photon Physics. An extensive re-organization, and introduction of new senior leadership in key areas (e.g., Directors of both Photon Science and Particle/Particle Astrophysics, creation of the Chief Operating Officer position, new ES&H leadership), took place in mid-fiscal year. This reorganization has resulted in an emphasis on strengthening line management, and incorporates a more formal management style in all areas. With this organizational change, the Director has taken a more systematic approach to communications and management – this is best illustrated by the daily meetings that take place with the Director, 2 Deputy Directors, Chief Operating Officer and the director of LCLS Construction. The Director also meets daily with the Director of LCLS Construction in a separate meeting. All action items coming from these meetings are recorded and responsibilities for implementation are assigned and tracked. 
In May 2005, the Laboratory Director presented the “2005 SC Laboratory Business Plan” to Dr. Raymond Orbach and his staff. This document provides a comprehensive view of SLAC’s alignment with DOE objectives and discusses the strategic plan and vision for the future of science at this facility. This Business Plan also provides a detailed discussion of how SLAC’s infrastructure is capable of supporting current and future missions. Key areas addressed in this document are:
Since the Business Plan is so extensive, and the document most effectively reflects how SLAC is managing during this transition period, it is to be considered part of this self-assessment document in responding to many aspects of the “Laboratory Leadership” performance measures. The “SLAC 2005 SC Laboratory Business Plan” can be viewed on-line here. Performance Measure 1.1.b Effective Resource Management, Stewardship of Assets, and Effective OperationsEvaluation of management’s effectiveness to plan, prioritize, and manage costs, infrastructure and staff resources consistent with DOE and Laboratory goals. This includes the balancing of Laboratory resources to meet the present needs of the Laboratory (perform the science program) and the ability of the Laboratory to ensure that it meets its future mission (maintaining the Laboratory infrastructure). This measure will also include the ability of the Laboratory management to operate its facilities without incident. (Weight: 35%) Discussion and Results for 1.1b:SLAC is dedicating itself to achieving ‘best in class’ business practices. In June 2005, the Director commissioned a working group, the Business Improvement and Transition Team (BITT), to explore business and related systems at SLAC. The BITT has developed a broad array of recommendations addressing financial and administrative topics during the transition years and beyond. The Director has challenged this team to seek methods that streamline the way we do business, while retaining clear lines of responsibility and accountability. Some changes were relatively urgent (e.g. financials), that needed to be operational for the beginning of FY06. The BITT is expected to complete their agenda in time for FY07. The BITT will be systematically reviewing many of SLAC’s business processes, create prioritized lists and schedules for recommended changes to occur. We expect to see several areas addressed during FY 2006. The "SLAC 2005 SC Laboratory Business Plan" also addresses many of these infrastructure and planning aspects and should be considered responsive to this measure. SLAC conducted a systematic review and revision of our safety program during this past fiscal year. This included well-defined processes for site entry of sub-contractors, safety training requirements and improved systems for entering data into the training database. Actual safety performance results are reflected in the total accident rates for the 2005 fiscal year as 9 TRC, 8 DART and approximately 40 first aid cases. The DOE injury rate goals for SLAC were 17 TRC cases and 8 DART cases. This has been the best year on record for SLAC as far as TRC and DART rates are concerned and SLAC is proud of that achievement. We strive for continuous improvement in this area. SLAC has significantly improved ISMS via external reviews and in its preparation for the ISMS Review scheduled for October 3rd, 2005. ES&H SLAC has a continued focus on: Improved safety culture, for improved line management accountability, increased visibility of accident occurrences on site, and publishing (quarterly) of disciplinary actions. In addition to the overall guiding ISMS at SLAC, each of the 4 SLAC Directorates has created a plan for integrating these principles of safety into their specific areas. These plans can be viewed at: http://www-group.slac.stanford.edu/esh/general/isems/plans.htm. The "SLAC Integrated Safety and Environmental Management System Description" was extensively revised and published in August 2005. Performance Measure 1.1.c: Research Support from Other SponsorsEvaluation of management’s effectiveness in fostering non-DOE sponsored work and collaborations that benefit from the unique research competencies and scientific facilities of the Laboratory, build upon and complement DOE’s mission, and advance the nation’s scientific and economic interests. The assessment will focus on the planning and management of non DOE sponsored research, institutional resources to enable externally sponsored work, and coordination with DOE. (Weight: 20%) FY 2005 Discussion and Results for 1.1c:SLAC continues its strong tradition of major collaborations with numerous DOE and non-DOE labs, international partners, and with private companies. For example, we collaborate with DOE labs on PEP-I, the B-factory, the U.S. ILC and the LCLS. We collaborate with non-US labs on the B-factory, the U.S. ILC and SPEAR3. We also partner with leading universities. This vast collaboration is true across all laboratory programs. Over 3,000 scientists from 30 nations use SLAC for their research This tradition of collaboration will continue in 2006 to 2010 in the following critical and key partnerships:
We have existing and growing collaborations with industry. Examples include:
Notably, ~25 Companies use SPEAR3. Some companies (e.g., Genentech and Area Detector Systems Corp.) are active collaborators in technology development here at SLAC. We have a collaboration with Caltech – which financed a $12.4 million gift from the Moore Foundation, on Microfocus Structural Molecular Biology Beamline at SPEAR3 In the area of Technology Transfer, we have been active in the commercialization of Compact Light Sources. Also, within the DOE SBIR Program, we have 6-10 new projects each year. Performance Gradient:
|
