"Support the process to flow mission, strategy and lab agenda into the organization"
Strategic planning and performance processes enable the Laboratory to flow its mission strategy into the organization, and align the resources required to achieve them. Key planning activities at SLAC include the Annual Laboratory Plan (ALP), the Performance Measurement and Evaluation Plan (PEMP) Notable Outcomes, the Laboratory Agenda, organizational business plans, management assessments (per the Integrated Assessment Schedule), and financial planning activities (see the Office of the Chief Financial Officer). Below is an outline of the strategic planning activities that the Office of Strategic Planning and Business Development coordinates:
Annual Laboratory Plan (ALP)
The ALP provides a snapshot of the previous fiscal year's operations and outlines SLAC's 10-year plan for achieving its mission. The development of the ALP begins around February each year, and the plans are submitted by each of the national laboratories to the DOE's Office of Science (SC) in May-June.
For more information on the Office of Science Laboratory Planning Process, click here [note: you will be redirected to a DOE site].
Performance Evaluation and Measurement Plan (PEMP) Notable Outcomes
The PEMP is DOE's process for
measuring and evaluating the performance of its contractors against
eight goals (three for science and five for stewardship, management and operations)
and their associated objectives. Each year around July, Notable Outcomes
(specific actions aligned with goals and objectives) are developed for
the next fiscal year and subsequently included in our Prime
Contract. These Notable Outcomes are then included in the SLAC Agenda,
and must be accomplished in order to meet expectations.
The Laboratory Agenda (SLAC Agenda) translates the ALP and PEMP into strategic and tactical actions for each directorate. The Agenda is organized by mission area and management and operations objectives. The following fiscal year's plans are developed annually to inform and be informed by the budget-setting process. Senior management then reviews progress against milestones on a quarterly basis during the FY, paying to areas where further action/resources are needed to assure succecss.
Each directorate then develops, and maintains configuration control over, Business or Research Plans that are derived from the ALP and the SLAC Agenda, and codify the directorate's annual performance goals and objectives. These will then direct the performance goals for staff.
Last Updated November 2011