Upload
ilyssa
View
34
Download
0
Tags:
Embed Size (px)
DESCRIPTION
Administrative Visiting Committee. Administrative Peer Review Aug. 4 – Aug. 6, 2008. FY2008 Administrative Peer Review. ES&H William Griffing. FY2008 Administrative Peer Review. - PowerPoint PPT Presentation
Citation preview
Administrative Visiting CommitteeAdministrative Visiting Committee
Administrative Peer ReviewAdministrative Peer ReviewAug. 4 – Aug. 6, 2008Aug. 4 – Aug. 6, 2008
FY2008 Administrative Peer Review
ES&HWilliam Griffing
.
.
FY2008 Administrative Peer Review
How did ES&H fare last year versus established performance measures? What steps are being taken to address deficiencies or sustain outstanding performance? 100% of ES&H performance measure (pm) goals will be
met (we think). This includes the TRC and DART rate goals which have always proven difficult to meet in the past.
Sustaining this level of performance (for injury rates, at least) will not be easy. There is only one new pm; a couple have been dropped.
We will make sure there is a single person accountable for each pm who will report regularly on Lab’s progress. Bringing timely attention to deficient performance will help ensure that we meet our goals.
.
FY2008 Administrative Peer Review
How did the workforce reduction specifically impact ES&H? What issues or challenges does the FRA Board need to be aware of as a result of these reductions? Impacts:
• ES&H Section had 2 voluntary layoffs last month– Construction Safety Professional – okay for the present– Instrumentation Team Member – able to redistribute workload?
• ES&H Section had four members resign in last year– ES&H Associate Head, Environ. Protection Group Supervisor,
OM Nurse, Chemist– Three of these four FTE’s will probably be replaced.
Challenges:• Construction safety oversight when workload picks up.• Accommodating phased retirements of two
professionals
.
FY2008 Administrative Peer Review
What contact has the ES&H Section had with the OQBP? How is ES&H Section integrating the efforts of OQBP? What plans for the future? Contact:
• ES&H Section participation on team that produced QA Plan and implementing procedures
• ES&H Section representation on Assurance Council• ES&H involvement in DOE/FSO Contractor Assurance
(Order 226) review last December• Issues tracking system• Dashboard activities
Future:• Appointment of QAR• Implementation of QA Plan• Issues Tracking & Dashboard, etc.
.
FY2008 Administrative Peer Review
What interaction has ES&H had with operations staff at ANL? What are your plans for future interaction? Interactions within the last year:
• Consultation on sealed source program• Consultation on dosimetry program• Review of Safety Assessment Document for ATLAS• Review of CARIBU Project• Observer of Accelerator Safety Committee at ANL Physics
Division• Participated on ANL Safety Review hosted by FRA• Collaboration on ventilation issues associated with gluing
operations on NOvA detector• Consultation on Fire Protection Program and alarm system
maintenance at ANL• Mentoring of ANL fire protection staff
Future plans• Injury & Illness Case Mgmt• Fire Protection• Training?
.
FY2008 Administrative Peer Review
What specific steps have you taken to pursue cost-reduction opportunities? What do you plan for the future? Done much in past. With every resignation, retirement or
layoff, look to see if we can avoid hiring replacement In last year, accommodated loss of two FTEs through
layoffs With resignations this year, accommodated loss of one FTE
through reassignments & workload redistributions Considering options with respect to pending loss of chemist In last couple of months, considered combining
Instrumentation Team with AD’s Interlock Team but decided against
Future plans will be left to new ES&H Director
.
FY2008 Administrative Peer Review
What specific achievements has the ES&H Section made in developing & sustaining a service culture? What do you plan for the future? Has been our philosophy for last 12 years (at least) To help develop that culture, initially (early years)
conducted 360 Degree performance reviews ES&H Director seeks input from D/S/C Heads and from
SSO’s of these organizations on the service provided by ES&H professionals
This annual review is another mechanism by which feedback on ES&H Section services is gathered
Periodic reinforcement of “customer service” philosophy
.
FY2008 Administrative Peer Review
How are you addressing succession planning for the ES&H Section? Entire management team in ES&H Section is expected
to conduct succession planning Annual performance reviews of all Section employees
are held by management team and succession planning discussion is part of that process
Staff development issues are identified; opportunities for growth and leadership identified and included in individual performance evaluations/goals
FY2008 Administrative Peer Review
FESSRandy Ortgiesen
.
.
FY2008 Administrative Peer Review
How did FESS fare last year versus established performance measures? What steps are being taken to address deficiencies or sustain outstanding performance? All FY07 performance measures met
• Maintenance performed as scheduled, Maintenance investment as a % of RPV, GPP milestones met, GPP included in TYSP, Utility impacts to Accelerator up time
All FY08 performance measures expected to be met• Same as FY07; and• Develop executable plan for meeting TEAM goals• Develop a plan to increase infrastructure investment
.
FY2008 Administrative Peer Review
No known deficiencies in FESS’s ability to meet performance measures
Steps taken to sustain outstanding performance Long standing goals
• Continue to monitor resource levels• Continue technology based improvements
Executable plan to meet TEAM goals by 2015• Close coordination with FSO• Define and assess new mission impacts
Plan for infrastructure investment• Participation in DOE SLI funding is critical• Infrastructure funding must be considered in new “projects”
FY07 Peer Review Recommendations
• DP-18 and Metasys process improvements
.
FY2008 Administrative Peer Review
How did the workforce reduction specifically impact FESS? What issues or challenges does the FRA Board need to be aware of as a result of these reductions, and if additional reductions take place in FY09? FY08 FESS staff reduction of 20 people (15% of FESS workforce)
• 3 voluntary layoffs in FY08– budget officer, structural engineer, admin. support
• 5 members resigned in FY08– 2 mechanics, electrician, admin. support, mechanical engineer
• FESS went into FY08 with 16 needed open positions– Requested and received approval to hire 4
Impact included more contracted work, reduced morale, and a stretched management team.
.
FY2008 Administrative Peer Review
Challenges:• An increasing engineering workload in FY09 to support project
planning and engineering efforts could be significant– Recruiting and hiring engineers is expected to be difficult– Options investigated, term employees are preference– Educating select audiences on the need for, and value of, FESS
engineering • Balancing in-house union work with contract workload
– Uncertain future funding and workload managed through outsourcing certain tasks (primarily HVAC to date)
– Only hiring staff needed for regulatory and contract compliance – Collapsed 24x7 shifts with call in responses
» Overtime is optional in labor contract» Possible science impact – nothing significant so far
– Has created concern within bargaining unit • Increasing infrastructure reporting requirements and goals
.
FY2008 Administrative Peer Review
What contact has FESS had with the OQBP? How is FESS integrating efforts of OQBP? What are plans for the future? Contact:
• Transition period review of Reliability Centered Maintenance• Department head participation on team that produced FIQMP• Section head representation on Assurance Council• Participation on engineering procedures team• Issues Management System (IMS) training
Future:• Appointment of QAR• Implementation of FIQMP• Issues Management System
.
FY2008 Administrative Peer Review
What interaction has FESS had with operations staff at ANL? What are your plans for future interaction, and specific goals? Interactions within the last year:
• Facility heads preliminary collaboration meeting• Staff recruitment and hiring coordination• Sharing of custodial contract strategies• Orientation of new ANL roads and grounds group
head• Project management review participation• Sharing of Fire Protection Program processes with
ANL • Input on ANL central steam plant rehab strategy• NERP projects including Bio-fuel source plots
.
FY2008 Administrative Peer Review
What are your plans for future interaction, and specific goals with ANL operations staff? Issue specific coordination and collaboration as identified and
helpful• Energy savings performance contracting (ESPC)• Utility procurements• Development of TEAM executable plans• Mission readiness planning• Fire Protection processes and procedures• Quality assurance implementation specific to FESS
related functions• Interaction on land management issues
Highly unionized ANL workforce must be considered
.
FY2008 Administrative Peer Review
What specific steps have you taken to pursue cost-reduction opportunities? What are plans for the future? Initiatives were not so much for cost reduction but survival
• Shift consolidation (mixed reviews)• Reallocating resources to highest needs• Expanded DDC system control/data points and alarms• Expanded vibration analysis program• Reviewing maintenance and service frequencies• Consolidated elevator contracts• Reconfiguring Time & Materials contracts• Motor repair and water treatment competitive bidding
.
FY2008 Administrative Peer Review
What specific achievements has FESS made in developing & sustaining a service culture? What do you plan for the future?
Educating customers on FESS core services Educating FESS employees on how we fit into science purpose Section head visits with D/S/C heads specifically on “how FESS is doing” FESS all hands meeting to reinforce importance of the service business Lab-wide building manager meetings Customers closely involved in planning, design, maintenance planning, snow plowing and
mowing coordination, and custodial plans Craft work schedules distributed every day to customer distribution list Provided web access on work order status and automated e-mail change notification Improving web communications MINOS MOU describing services is template for additional agreements Developed an operating reserve to better support smaller operating projects Electronic work list shutdown planning directly with major customers Centralized refrigerant recovery process to better serve customers Master Planning for major customers
Future Establish a planning reserve in FY09 to better support project development Process Improvements for one stop shopping in FESS Developing GIS to aid in lab-wide planning and operations
.
FY2008 Administrative Peer Review
How are you addressing succession planning for FESS? 18 positions identified, 4 departures possible in next 2
years Managed as part of our normal management functions
given time horizons and objectives. Will be a Department head performance goal Opportunities for growth and leadership identified and
included in individual performance evaluations/goals Employee morale and communication is a top priority for
retention and recruitment Difficult to deny promotion opportunities within the lab
• Project manager pipeline must be recharged
FY2008 Administrative Peer Review
WDRSKay Van Vreede
.
.
FY2008 Administrative Peer Review
How did WDRS fare last year versus established performance measures? What steps are being taken to address deficiencies or sustain outstanding performance? FY07 performance measures were rated A-
• Preparation for Compensation Certification completed
• 95% of Balanced Scorecard goals were achieved FY08 performance measures expected to be met
• Compensation Certification obtained• Balanced Scorecard measure(80%) will be met
despite tremendous amount of time spent on furloughs and possible layoff actions
.
FY2008 Administrative Peer Review
Deficiencies in WDRS’s ability to meet performance measures Constraints in staffing and budget
Steps taken to sustain outstanding performance Flexibility in responding to DOE’s requirements Peer Review recommendation woven into performance measures Use of change management principles when introducing change Continual response to customer feedback, changing legal
requirements, and industry trends and best practices Making DOE performance measure achievement a top priority Accountability – measures rolled into individual performance goals
.
FY2008 Administrative Peer Review
How did the workforce reduction specifically impact WDRS? What issues or challenges does the FRA Board need to be aware of as a result of these reductions, and if additional reductions take place in FY09? Furloughs and layoff work affected our ability to
achieve other goals No WDRS employees accepted the voluntary layoff If layoffs are necessary in FY09 non critical services to
the Lab would be cut. This would decrease the Lab’s attractiveness as an employer.
.
FY2008 Administrative Peer Review
What contact has WDRS had with the OQBP? How is WDRS integrating efforts of OQBP? What are plans for the future? Contact:
• Deputy Section Head participation on team that produced FIQMP
• Section Head representation on Assurance Council• Ongoing communication on self-assessments,
performance measures, questions on quality Integrating efforts
• Conduct yearly self-assessments• Participate in yearly peer reviews• Maintain and update HR policies on web
.
FY2008 Administrative Peer Review
What contact has WDRS had with the OQBP? How is WDRS integrating efforts of OQBP? What are plans for the future? Future:
• Appointment of QAR• Implementation of FIQMP• Issues Management System • Assisting with Lab wide quality initiative through
training and qualification
.
FY2008 Administrative Peer Review
What interaction has WDRS had with operations staff at ANL? What are your plans for future interaction, and specific goals? Interactions within the last year:
• Collaboration on the development, implementation, and administration of the Strategic Laboratory Leadership Program
• Consultation on implementation of the U of C tuition remission program
• Potential use of ANL HR employee relations people to help with layoffs• Worked with ANL benefits and procurement to discuss process of
bidding out pharmacy plan. Made use of ANL RFP to assist in creation of one for FNAL.
• Shared information on planning diversity events.• Brought students and teachers in summer development programs at
both Labs together for sessions. • Both Labs participate as founding members in HERC (High Energy
Recruiting Consortium). • Informally share on a regular basis information on policies and
procedures, compensation, benefits, visa, and education information
.
FY2008 Administrative Peer Review
What are your plans for future interaction, and specific goals with ANL operations staff? Interactions and goals:
• Continue informal sharing• Continue to collaborate on Strategic Laboratory
Leadership Program• Start up meetings on a regular basis between FNAL and
ANL HR Heads• Consult on two new initiatives in both Labs – succession
planning and implementation of R2A2(Roles, Responsibilities, Authorities, Accountabilities)
• Look at possibility of jointly advertising and sharing costs on scientific positions
• Explore sharing the cost of bringing a speaker to both Labs to engage males in dialogue on acting as diversity champions and advocates
.
FY2008 Administrative Peer Review
What specific steps have you taken to pursue cost-reduction opportunities? What are plans for the future? Cost reduction efforts this year:
• Shifted some cost of post-65 retiree medical to participants.
• Obtained Medicare subsidies for retiree medical.• Renegotiated travel insurance for a lower premiums for
three years.• Retained residency cases in-house.• Recruiting done primarily through use of web.• Outsourced service award program.• Negotiated better deals on bids on various contracts.• Reduced or eliminated overtime.
.
FY2008 Administrative Peer Review
What specific steps have you taken to pursue cost-reduction opportunities? What are plans for the future? Future plans:
• Exploring carving out pharmacy plan.• Changing method of run out for medical plans.• Looking at possibility of going to fully insured
medical plans.• Increasing wellness programs.• Increasing disease and condition management
programs.• Exploring recruitment advertising cost sharing.
.
FY2008 Administrative Peer Review
What specific achievements has WDRS made in developing & sustaining a service culture? What do you plan for the future? Training all staff in customer service skills. Training HR in HR consulting and change management
skills. Focus groups and surveys on various topics to solicit
feedback on service satisfaction and services offered. Examples: survey on fund sponsors for retirement plans,
focus group on service and benefit offerings, implementation of vacation donation program, increase in capacity of day camp.
Annual Customer Service Week to reinforce customer service culture.
Use of change management principles and consultation with highest level customers when introducing new programs.
.
FY2008 Administrative Peer Review
What specific achievements has WDRS made in developing & sustaining a service culture? What do you plan for the future? Examples are computer professional project, changes in
annual salary review plan, and layoff planning. Improved many website for better customer
communication. Implemented changes to benefits that were no additional
cost to the Lab but beneficial for customers. Client engagement meetings for every job opening. APS (American Physical Society) visit to look at working
environment for women and minorities. Annual events to recognize Education and Recreation
volunteers. Customer service is a core competency in the performance
appraisal for every HR person.
.
FY2008 Administrative Peer Review
What specific achievements has WDRS made in developing & sustaining a service culture? What do you plan for the future?
Future: Continue customer surveys and focus groups. Implement improvements that customers have asked for
e.g.. debit card for flexible spending. Increase services for scientific hiring e.g.. Produce “Day in
the Life of an RA” for recruiting, increase foreign country advertising
Introduce new EAP vendor with enhanced services available.
Provide EAP posters in Spanish.
.
FY2008 Administrative Peer Review
How are you addressing succession planning for WDRS? Focus primarily on department head positions. Several employees being mentored and developed for
future department head positions. For some department head positions either head
would have to be recruited or understudy hired. Opportunities for growth and leadership identified and
included in individual performance evaluations/goals for all WDRS employees
FY2008 Administrative Peer Review
FICindy Conger
.
.
FY2008 Administrative Peer Review - Finance
Finance Overview – What Does Finance Do? Three groups: CFO & Budget Office; Accounting; Management Info.
Systems Pay employees and vendors
~55,000 paychecks and over 30,000 invoices per year Maintain the lab’s books of account Produce relevant financial reports for management, DOE, and others Monitor and administer incoming funds Do the above timely and accurately and in accordance with all laws,
regulations and DOE and Lab requirements Keep all our employees injury-free
Zero OSHA-recordable injuries in FY07 and FY08 to date Keep financial systems running and up-to-date
99% up-time goal achieved Implement new systems to improve efficiency and effectiveness of
business processes
.
FY2008 Administrative Peer Review - Finance
.
FY2008 Administrative Peer Review - Finance
Question #1 re: FY07 performance Objective 6.1, “Provide an Efficient, Effective, and
Responsive Financial Management System(s)” received a grade of A- for FY07, up from a B+ in FY06.
Information Management measures within Objective 6.4 met expectations for FY07. Overall grade for 6.4 (including Internal Audit) was a B+, the same as FY06.
The FY08 Mid-Year Review shows Finance sustaining or exceeding FY07 performance, with one exception:
• Fermilab Time and Labor system implementation will not meet the September 2008 implementation schedule as set forth in the FY08 Tactical Plan.
.
FY2008 Administrative Peer Review - Finance
Question #1 re: FY07 performance (cont.) Fermilab Time and Labor (FTL) system implementation did
meet the November 2007 schedule for the pilot implementation.
FTL will not meet schedule for the following reasons:• Pilot implementation was rockier than anticipated;
emphasis was on stable production operations for several months. Major impact on Payroll Department.
• Furloughs, layoffs, and required attrition significantly affected the availability of personnel to move the project forward.
– Furlough and layoff planning increased Finance workload and required priority redeployment of resources.
– Availability of necessary resources outside of Finance decreased.– Slowing of FTL project was primary impact of the Finance
reductions as disclosed to Workforce Restructuring Task Force
.
FY2008 Administrative Peer Review - Finance
Question #2 re: Impact of Workforce Reductions
.
FY2008 Administrative Peer Review - Finance
Question #2 re: Impact of Workforce Reductions (cont.) Finance sustained all planned cuts; no positions saved due to
curtailment of involuntary phase Operating at near-minimal staffing levels necessary to sustain
current production and compliance; little or no breathing room for process improvement or optimization efforts. New systems projects slowed (FTL, Dashboard, OrgPlus)
Must backfill open positions with contract labor or overtime; no bench.
Increased turnover due to additional stress on existing staff and perceived uncertain future of Laboratory
Expect increased time to fill open positions; concern about ability to attract high-quality candidates
Message to Board: Further staff reductions in Finance could compromise basic operations, controls and compliance.
.
FY2008 Administrative Peer Review - Finance
Question #3 re: Involvement with OQBP CFO works closely with OQBP on PEMP development,
self assessments, and performance measures in Finance area
Participated in the development of the Fermilab Integrated Quality Management Program
Implementing the Fermilab Management Decision Support Dashboard
Implemented the Fermilab Issues Management System in support of the Assurance Council
CFO works with OQBP as member of Assurance Council
.
FY2008 Administrative Peer Review - Finance
Question #4 re: Interaction with Argonne Established an MOU with ANL for critical business systems
continuity in the event of a disaster Demonstrated the capabilities of the FNAL Management
Decision Support Dashboard prototype to ANL senior management
Opportunities exist for ANL to leverage MIS capabilities should ANL implement Enterprise Systems (e.g. Oracle EBS)
ANL and FNAL finance personnel will continue to interact via established contractor groups, e.g. Accounting Officers, Budget Officers, FMSIC, FMSIC All-Contractors Meeting, NLIT.
.
FY2008 Administrative Peer Review - Finance
Question #5 re: Cost Reduction Continued automation of lab processes through system
implementation, esp. FTL, Travel Great opportunity exists for Lab-wide efficiencies by
reorganizing IT:• Overlapping responsibilities and competing services
lead to poor utilization of resources and “waste”• Redundant systems and associated operating costs
could be eliminated• Implementation of “best practices” across Lab• Most recently noted in WRTF report• Very sensitive issue for groups involved
.
FY2008 Administrative Peer Review - Finance
Question #6 re: Service Culture MIS will continue to conduct its annual customer service surveys
• Formal questionnaire is used to solicit feedback and assess performance on MIS products and services
– Responses measure satisfaction on a scale of 1 to 5 (1=Poor, 5=Excellent)
– Results are benchmarked against prior years’ results, and reviewed by MIS management and staff
– Items warranting follow up are assigned and tracked electronically for resolution
No formal surveys are conducted in Budget or Accounting Service improvements to the Office of High Energy Physics in
the Budgeting area are planned for FY09
.
FY2008 Administrative Peer Review - Finance
Question #7 re: Succession Planning No formal succession planning has been performed in
Finance Cross-training occurs in all groups; adequacy not
formally evaluated Very lean staffing limits ability to develop redundant
capabilities OrgPlus (implementation in progress) provides
succession planning capabilities
.
FY2008 Administrative Peer Review
Business Services SectionDavid Carlson
.
FY2008 Administrative Peer Review – BSS
How did BSS fare last year versus established performance measures? “Provide and Efficient, Effective, and Responsive Acquisition
and Property Management System(s).” Grade = “A” Acquisition Management – exceeded DOE’s performance
expectations using the Balanced Scorecard (BSC) Performance Measurement Model.
Property Management – generally exceeded DOE’s performance expectations using the BSC
• Exceeded National Target Expectations in 13 of 18 metrics. • Met National Target Expectations in 3 additional metrics.• Did not meet National Target Expectations in 2 metrics:
– Property Disposal Efficiency. The Laboratory was on a DOE electronics moratorium for cyber security reasons, which negatively affected its ability to meet the measure.
– Vehicle Economy and Efficiency. The make-up of the Fermilab vehicle fleet was established prior to DOE’s inclusion of the metric (off-road use of SUV’s) in the BSC.
.
FY2008 Administrative Peer Review – BSS
How did BSS fare last year versus established performance measures? (continued) Property Protection Areas (PPA’s) – access and badges. Met expectations.
• Badge wearing compliance average = 97.9% (target = 97%)• Proper automatic door closing and latching problems.
Protection of Export Control Items – High Risk Assets. Met expectations.• Achieved 100% field verification during Sensitive Item Inventory.
What steps are being taken to address deficiencies or sustain outstanding performance? Property Disposal metric – Manage batch recycling disposal frequency
efficiency against cycle time requirement. Vehicle Economy and Efficiency metric – Replace SUV’s with alternates as
SUV’s become eligible and as budgets allow. PPA Access – Increase focus on PPA door and card reader operation checks. Sustain – Seek approval of personnel openings in Property and Procurement. Sustain – Continue to measure BSC performance during performance period. Sustain – Focus leadership on Security Guard contract transition for FY2008.
.
FY2008 Administrative Peer Review – BSS
How did the workforce reduction specifically impact BSS? Morale.
BSS FTE Changes Since August 2007
Voluntary Resign/Retire
LTD Terminated
Open
Procurement -0.2Transportation Services Mail Room -0.8 Traffic -1.0
Taxi -1.0 -1.0Property Admin -1.0 Property Specialists -1.8 -1.0Security -1.0+1.0 = 0Accommodations w/out Chez Leon -1.0Telecommunications -1.0+1.0 = 0
Total = -7.8 (-6%) -3.6 -2.2 -1.0 -1.0 -1.0
.
FY2008 Administrative Peer Review – BSS
What issues or challenges does the FRA Board need to be aware of as a result of these reductions, and if additional reductions take place in FY09? Procurement and Property Management Systems – Maintenance of DOE approvals
for these systems are at risk; the Property system was re-approved in August of 2007; the Procurement system is due for re-approval by October 1, 2008. Procurement will need to staff up to handle future projects – 1 FTE next year, more later – and the fill time for openings and the learning curve are long. We need a #2 manager in Property and additional specialist staff (n2). In addition, the decommissioning of the Tevatron will significantly increase the Property workload.
Transportation – The Taxi service is operating at 50% and only then with overqualified drivers; service complaints are high. We need two taxi drivers.
Telecommunications – Technician service is at risk due to impending retirements. We need 1 junior technician now; another later depending on technology.
Information Resources – Given the number of new physics projects, such as DUSEL, there may be a need for handling an expanded selection of books, journals and databases for the Library, and staff to handle the INSPIRE transition.
FRA Initiatives – Existing staff overall is stretched thin and lacks backup. Additional staff may be needed for implementation of QA and Records Management program.
.
FY2008 Administrative Peer Review – BSS
What contact has BSS had with the OQBP? How is BSS integrating efforts of OQBP? What are plans for the future? Frequent provision of time and resources to OQBP and EG&G on Laboratory and
business operations as related to FRA initiatives and development of best practices (Contractor Assurance, Quality Assurance, Records Management for QA, Property Management for QA, Suspect/Counterfeit Items, Lessons Learned system, CRADA development, Strengths/Weaknesses/Opportunities/&Threats, Change Barrier Assessment, Transformation).
Section Head active on Assurance Council. Section Head active on Records Management Program Implementation
Committee. Section Head trained and using Issues Management System. Assigned Property Management Department Head and Section Office
Management Assistant to FIQMP development team, supplied experts on Records Management.
Normal self-assessment activities and ad hoc information sharing with OQBP Head.
Future: Continue items above. Implementation of FIQMP, Appointment of QAR?; Further use of Issues
Management System.
.
FY2008 Administrative Peer Review – BSS
What interaction has BSS had with operations staff at ANL? (T0 – 1 year)Procurement: 2 Procurement Administrators, 1 Property Manager and 1 Section Office Mgmt. Assistant
have been working on a project to establish the feasibility of using the Argonne Material Ordering System (AMOS) at Fermilab. Looks viable. Presentation to management tentatively planned the week of August 9, 2008.
3 Procurement Administrators visited ANL to explore the feasibility of competitively soliciting, by FNAL, for pharmacy and medical benefits. Decision made to solicit together the pharmacy benefits; in progress. Medical to be solicited together when current competitive contracts expire. Effort was coordinated with FNAL and ANL HR groups.
Periodic consultation between Procurement departments, including Security contracts, technology transfer, foreign procurements, customs clearance and duty free entry.
ANL, BNL, FNAL continued 30 years of sharing responsibility for acquisition and repair of mission-critical LINAC RF power tubes.
FNAL and ANL Procurement Managers continued close relationship, and with other DOE/OS Procurement Managers; provided input to DOE/NNSA Contractor Purchasing Council.
Property: Continued recycling of ANL electronics through FNAL disposition system.
.
FY2008 Administrative Peer Review – BSS
What interaction has BSS had with operations staff at ANL? (T0 – 1 year) (continued)Security: Established division of training responsibilities for DOE’s FNAL Security Guard
contract between related subcontractors used at FNAL and ANL.Travel: FNAL Travel Manager worked with ANL Travel Manager and upper management at ANL
and FNAL on securing a joint contract with United Airlines. Worked with ANL Accounting Manager in getting working knowledge of how VAT
recovery service works and implemented the process at FNAL with same vendor used by ANL.
Initiated discussions with ANL Travel Manager on joint rental car agreements. Worked with Omega World Travel (used by FNAL and ANL) to implement similar
booking reporting process. Shared best practices through benchmarking and networking with ANL and other
DOE labs.
.
FY2008 Administrative Peer Review – BSS
What are BSS plans for future interaction, & specific goals with ANL ops. staff?Procurement: Propose and request resources to implement the Fermilab Material Ordering System,
utilizing AMOS and Fermilab Oracle EBS software. Goal = employees and users can place orders from desktop computers against negotiated contracts with vendors, including the Fermilab Stockroom, who supply commercial off-the-shelf items.
Complete solicitation, evaluation, and establish contract for pharmacy benefits at FNAL and ANL.
Continue periodic consultation between FNAL and ANL Procurement departments. Continued sharing responsibility among FNAL, ANL, BNL for acquisition and repair of LINAC
RF power tubes. Continue close interaction between FNAL and ANL Procurement Managers, and with other
DOE/OS Proc. Mgrs.Property: Continue recycling of ANL electronics through FNAL disposition system.Travel: Push further with ANL on joint rental car agreements and any other mutually beneficial
joint travel contracts.
.
FY2008 Administrative Peer Review – BSS
What specific steps has BSS taken to pursue cost-reduction opportunities? What are plans for the future?In General: Living (surviving) with reduced staffing.Procurement: See previous discussion of Fermilab Material Ordering System. Increased the tracking and visibility of cost savings achieved through
competitive solicitation.Property and Transportation: Outsourced the delivery of gas cylinders. This is a major supply contract. Improved inventory ordering/supply velocity.Information Resources: Pushed Open Access publication method for scientific journals. Pushed replacement of antiquated SPIRES with new INSPIRE in
collaboration with SLAC, FNAL, DESY, CERN. (These efforts to be continued.)
.
FY2008 Administrative Peer Review – BSS
What specific steps has BSS taken to pursue cost-reduction opportunities? What are plans for the future? (continued)Travel: Renovated the entire Fermilab Travel website. Improved communication saves
time throughout the system by improved communication and compliance. Making a massive change in Travel Authorization/Expense Voucher processing:
• New electronic system provides full functionality & accessibility when creating, approving, processing and settling TA’s/EV’s.
• Streamlines every step of the process.• Provides clear, easy to enter and read data; saves time; improves efficiency,
accuracy and productivity.• Reduces errors in calculations and expedites settlement process.• Avoids routing different parts of the current 4-part TA/Expense Voucher to different
departments; Eliminates paper and saves trees.• Accelerator Division pilot starts in August. (To be expanded in near future.)• Foreign Travel Processing:
– Huge reduction in paper and processing time.– Streamlines trip approval process, merges TA/EV approvals and required
information with foreign travel FTMS electronic system. New contract with Continental Airlines, June 2008, with 2 percent up front
discount; No obligation contract. (Similar opportunities will be pursued.)
.
FY2008 Administrative Peer Review – BSS
What specific achievements has BSS made in developing & sustaining a service culture? What does BSS plan for the future?
Heightened focus on the customer, not just improving the process. But, didn’t forget to be open to changing and improving the process. Examples:
travel training, travel web, electronic travel system. Better engagement of the customer, listening, feeding back to check what is heard,
responding with realistic can’s and cant’s, and why. Examples: streamlined process for emergency repairs worked out with FESS and DOE; T&M; travel.
Increased penetration of customer training to set realistic expectations and establish familiarity with policy, procedures & processes. Example: procurement, security.
Improved web access to business data & information, policies, procedures, terms & conditions, process forms, contact information.
More invitation to customers to participate in decision-making, e.g., value-based procurement, fleet utilization, information resource selection.
Found opportunities to advertize our services and expertise, and expand their relevance. Examples: import/export for projects, general and fire safety at home.
Incorporated features in new products that benefit other Laboratory units. Example: electronic TA/EV addresses Visa application.
Reviewed Draft Technology Transfer Program produced by EG&G along the line of using existing DOE lab best practices. (April, 2008)
.
FY2008 Administrative Peer Review – BSS
What specific achievements has BSS made in developing & sustaining a service culture? What does BSS plan for the future? (continued)Future: Pilot, then expand implementation of electronic TA/EV system. Meet with FESS to review T&M subcontracting and mark a path forward. Expand use of key customer meetings to include standing
organizational units, not just projects or particular committees. Look for other opportunities with other Fermilab organization units to
participate in a process that may be traditionally outside BSS. Example: contracting for employee benefits.
Evaluate the continued provision of on site Taxis and then clarify service level position.
Use R&R funds to recognize customer service improvements.
.
FY2008 Administrative Peer Review – BSS
How are you addressing succession planning for BSS? Used Workforce Restructuring exercise to identify employees critical to
the BSS mission for the Laboratory. Performing cross-training; identifying needs and allocating resources
(travel, training) for professional development. Request pending for key position in Property. Staff growth & development is incorporated in the BSC plans. Department Heads will have specific performance goal for 2008-2009
cycle. Intend to take advantage of coordinated lab-wide effort. Need to
perform more comprehensive review across departments. Problem: Difficult to identify promotion paths within the existing job
families. Need to work with WDRS to alleviate this problem during job family reviews.
.
FY2008 Administrative Peer Review – BSS
Appendix I – Organization, FTE’s
Procurem ent [1 9] [1 8 .8]J o e C ollin s , M an ager
I n form ation R esources [7.75] [7 .75]H eath O 'C o nn ell, M an ag er
Transportation Services [3 1.8 ] [29]G eo rge D avid son , M an ager
B r ian N iesm an , A ssis tan t M gr.
Accom m odations [6 ] [5 ] (w / out C.L.)J ack H aw kin s , M anager
Property & I nventory Control [21 .8] [1 8]J ack K e lly, M anag er
Telecom m unications [5 ] [5]N an ette Larso n , M an ag er
Security [15 ] [15]B ill F lahe rty, Secur ity C h ief
Fire D epartm ent [19] [19]J ack Ste in h off , F ire Ch ief
Travel [3] [3]M ala Sesh adr i, M an ager
Business Services Section Offi ce [5 ] [5]D avid Car lson - H ead
J eff I rv in - D ep u ty H ead F ran k C esaran o - M gm t. A sst. M ari M en d ez - Ad m in . S up port G reg M itche ll - S SO
Associate Laboratory D irector for Operations SupportBru ce Ch rism an FTE’s
[August 2007] [August 2008]
133.35 125.55(red denotes change)
.
FY2008 Administrative Peer Review – BSS
Appendix II – Organization Detail
SectionOffice
Transpor-tation
InformationResources
Accommo-dations
Property &InventoryControl.
Receiving
Traffic &Shipping
FoodServices
Housing
UsersCenter &
Chez Leon
Procure-ment
Telecom-munications Travel
VehicleMaint. &
Fleet Mgmt.
Mailroom
Distribution& Taxi
Library
Archives
RecordsMgmt.
WebSupport
PropertyMgmt.
Supply
Stockroom
Construct.,Fabrication,
ServicesComputing
&Services
Electronics&
MRO
FireDepartmentSecurity
SiteSecurity
Comm.Center
Key & ID