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FY2009 FRA Visiting Committee for Administration & Operations

FY2009 FRA Visiting Committee for Administration & Operations. August 3-5 2009. FY2009 FRA Visiting Committee for Administration & Operations. Staff Laurence Hill – UChicago William A. Schmidt – FRA Benjamin G. Stauss – FRA Katie Weber – UChicago Support Mary Ellen Tolian - FNAL.

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FY2009 FRA Visiting Committee for Administration & Operations

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  1. FY2009 FRA Visiting Committee for Administration & Operations August 3-5 2009

  2. FY2009 FRA Visiting Committee for Administration & Operations • Staff • Laurence Hill – UChicago • William A. Schmidt – FRA • Benjamin G. Stauss – FRA • Katie Weber – UChicago • Support • Mary Ellen Tolian - FNAL • Committee • Dean Helms – Chair • Gregory Snow • Diane Schultz • Robin Wendt • Betsy O’Connor • Jane Monhart • Ernest Pierz

  3. FY2009 FRA Visiting Committee for Administration & Operations Acknowledgements • The Committee enjoyed extraordinary hospitality, cooperation, and support from FRA and FNAL • FNAL leaders, managers, and staff understood our mission and were consistently responsive to our requests

  4. FY2009 FRA Visiting Committee for Administration & Operations • Charge to the Committee “The Visiting Committee is asked to review and evaluate the quality and effectiveness of Fermilab’s administrative organizations and operations support systems, which specifically include: Quality and Best Practices; Environment, Safety & Health; Facilities Engineering Services; Business Services; Workforce Development and Resources; Information Technology; and Finance.”

  5. FY2009 FRA Visiting Committee for Administration & Operations • Eight Questions • How did your functional area fare last year (FY 2008) versus established performance measures? What steps are being taken to address deficiencies or sustain outstanding performance? What is your assessment of progress to date against FY 2009 performance measures and your projections of outcomes for the year on these measures? • How has the reorganization and consolidation of IT support services affected your area?

  6. FY2009 FRA Visiting Committee for Administration & Operations • Eight Questions (continued) • If your area is playing a role in the receipt and/or use of ARRA funds, are there issues (e.g. allocation, control, reporting) with this funding and if so, please describe them and associated potential impacts on your ability to execute mission objectives and how you plan to successfully manage them? • How is your unit implementing appropriate aspects of the Quality and Best Practices plan and are you on schedule? • What interaction has your unit had this fiscal year with corresponding operations staff at Argonne National Laboratory? What are your future plans for interaction, and what are your specific goals?

  7. FY2009 FRA Visiting Committee for Administration & Operations • Eight Questions (continued) • What specific steps have you taken to pursue cost-reduction opportunities (e.g., outsourcing, benefit price reduction, etc.)? What do you plan for the future? Were there lessons learned from your preparation for workforce reduction that have helped you or could help you in the future? • What specific achievements has your unit made in developing and sustaining a service culture? What do you plan for the future? • How are you addressing succession planning for your unit?

  8. FY2009 FRA Visiting Committee for Administration & Operations • Conduct of the Review • The Committee: • Heard presentations that were responsive to the questions in our charge • Conducted approximately 50 follow-up interviews with presenters and drill down interviews at all levels of the Lab and FSO • Included service providers and customers • Reviewed numerous documents

  9. FY2009 FRA Visiting Committee for Administration & Operations Interactions with Argonne National Laboratory • Observations • Fermilab has increased the frequency and value of interactions with ANL counterparts in the last year • Activities have included • shared lessons learned, (e.g. systems development and approaches to common problems) • shared resources and expertise (e.g. training) • explored possibilities with JIT and budget system • joint ES&H reviews and assessments • jointly considered land management cost reduction opportunities • response preparation to H1N1 flu pandemic

  10. FY2009 FRA Visiting Committee for Administration & Operations Cost Reductions • Cost reductions have been achieved • Employee and retiree benefit plans • Outsourcing • E-commerce for procurements, e.g. RFQs, electronic drawings • New electronic travel authorization/voucher implementation • Cost avoidance through improved efficiencies, process improvements, realignment of resources • Accomplish more with same or fewer resources • IT consolidation expected to result in significant cost savings

  11. FY2009 FRA Visiting Committee for Administration & Operations Service Culture • Observations • Strong service culture is evident and continuing to improve Service and support elements are: • Seeking to better understand customer expectations • Improving communications, including customer friendly websites • Asking for feedback on quality of service and responsiveness in identifying root causes of issues and quickly resolving

  12. FY2009 FRA Visiting Committee for Administration & Operations • Other Observations • FNAL and FSO continue to build their strong partnership relationship based on: • Open and timely communications • Shared goals and values • Alignment on priorities • Lab well prepared for appropriate implementation of projects under ARRA funding

  13. FY2009 FRA Visiting Committee for Administration & Operations Ernest Pierz Facilities Engineering

  14. FY2009 FRA Visiting Committee for Administration & Operations • Observations • 2009 Performance on track • Overall -- very strong service attitude, good communication with all Divisions/Sections • Very responsive to high priority activities (safety and Lab operations) • QA readiness on track –- As-is analysis completed and corrective action plans developed • Strong interaction with other National Labs on Mission Readiness initiative • Planning/Scheduling function effectively measuring actual work order performance versus plan, driving down costs • Engineering charge back mechanism discourages use of FESS • Clearer direction on site wide project priorities, especially with DOE efforts, would lead to more efficient use of team resources

  15. FY2009 FRA Visiting Committee for Administration & Operations • Noteworthy Practices • Well thought out ramp up of 3rd party resources for ARRA projects including flow down of DOE reporting requirements. Please note ARRA funding represents a five fold increase in GPP spending • Widespread use of GIS and Metasys systems to maintain site design data. Opportunity to move towards “as built” in the future

  16. FY2009 FRA Visiting Committee for Administration & Operations • Recommendations • Identify and communicate single bid situations early on with the Divisions. Retest Division requirements • Review status of critical equipment yearly with Divisions; recommend procurement strategy for replacement and/or hot spares especially for equipment at end of useful life • Continue to be involved in the early planning for new science programs as the Lab moves past the Tevatron shutdown • Ensure infrastructure is properly planned and budgeted • Use new projects to update infrastructure as necessary • Use this planning effort to develop a site master plan including potential building and system removal/demolition • Continue to support DP-18 (champion and educate) – Develop a “DP-18 Lite” – checklist for Divisions

  17. FY2009 FRA Visiting Committee for Administration & Operations Diane Schultz Workforce Development & Resources

  18. FY2009 FRA Visiting Committee for Administration & Operations • Observations • Customers generally satisfied to very satisfied, both for standard services and guidance on specific issues • When issues arise, WDRS is reported to be responsive (e.g. recruitment & selection for Accelerator Division) • Customers acknowledge administrative/procedural requirements faced by WDRS • Change management model used for addressing: • Insurance plan changes • Expatriate orientation • Scientific hiring

  19. FY2009 FRA Visiting Committee for Administration & Operations • Observations • While implementation not required, methodology used for potential workforce reduction followed standard HR practice • Introduced succession planning across Lab • Initiated Diversity Council and held Focus Groups • Considered outsourcing/use of contract staff to manage peaks/valleys, especially in service areas which are not a core competency (e.g. HVAC service)

  20. FY2009 FRA Visiting Committee for Administration & Operations • Observations • Current service model for WDRS (traditional HR-related specialty services) is sufficient but dated • Current service model not positioned to add greatest value to Lab and leadership team

  21. FY2009 FRA Visiting Committee for Administration & Operations • Noteworthy Practices • FESS showed deepest understanding of intent of succession planning (continuity of operations) and took actions to address

  22. FY2009 FRA Visiting Committee for Administration & Operations • Recommendations • Expand and elevate role of WDRS to serve as integral contributor to leadership of Lab • HR Director to serve on small leadership team as appropriate to topic • HR Director on every search committee for executive positions • Reallocate or add 2-4 new positions in WDRS as HR generalists for Divisions/Sections; to partner with AD and staff to create and implement HR solutions

  23. FY2009 FRA Visiting Committee for Administration & Operations • Recommendations • Hold leadership/management team accountable for follow-up from focus group findings; realistically manage expectations from these findings • Create task force for immediate responses • Consider creating ongoing council • Acknowledge 2 different professional cultures and expectations (e.g. pay, recognition, career options), but manage in manner which is perceived as fair, even when different • Do not back down from commitments to manage performance; consider suggesting “expected” distribution of performance scores necessary to effectively differentiate annual merit awards

  24. FY2009 FRA Visiting Committee for Administration & Operations • Recommendations • Leverage what SLLP graduates have learned; how can graduates coach/mentor others? • Hold managers and leaders accountable for two critical skills in today’s environment: influence leadership and change management

  25. FY2009 FRA Visiting Committee for Administration & Operations • Recommendations • Continue to develop succession plans (rename Operations Continuity Planning?), including: • Document process & procedures, link to QA plans • Cross training, backup plans for absence or exits • Identify potential successors • Consider outsourcing options when appropriate • Create meaningful development plans (OTJ 70%, coaching/mentoring 20-30% classroom/training 0-10%) • Focus on future requirements

  26. FY2009 FRA Visiting Committee for Administration & Operations Betsy O’Connor Finance

  27. FY2009 FRA Visiting Committee for Administration & Operations • Observations • FY 2009 on track to meet or exceed expectations • One position restored in Accounting and one position in MIS • Quality Assurance is satisfied by A-123 Internal Controls review • Interactions with ANL attempted but mostly increased communications • Customer service improved through timely communications

  28. FY2009 FRA Visiting Committee for Administration & Operations • Noteworthy Practices • Budget process is formalized and includes scientific and operations areas together for a complete understanding of overhead and scientific requirements • Implementing a system that combines effort and payroll time reporting is a difficult and significant accomplishment • Communication and regular interaction between Finance and “customer” organizations is beneficial to both sides

  29. FY2009 FRA Visiting Committee for Administration & Operations • Recommendations • Priority – IT Consolidation should not jeopardize internal controls • Most important issue in any Finance organization • Single Finance performance measure in FY 2010 • Formalized change management • Documented authorization for any changes to systems • Priority – Complete the implementation of FTL • Running multiple systems is inefficient and costly • Ineffective use of resources from all areas • Implementation started in 2006 – too long

  30. FY2009 FRA Visiting Committee for Administration & Operations • Recommendations • More oversight on ARRA spending • Funds used for purpose intended • No waste, fraud or abuse of funds • Light oversight is acceptable • Hackett Benchmarking Study • Participate in the next wave if presented • Unique opportunity to measure performance against other labs • Simpler than expected • Automate travel – authorization and expense reporting • Difficult implementation – get users involved • Inherent Lab-wide benefits due to automation – not just to Finance • Potential savings due to improved information and contracting abilities • Consider an on-line travel booking tool

  31. FY2009 FRA Visiting Committee for Administration & Operations • Recommendations • Add one additional FTE to Budget Office • Increased budgeting requirements from management and DOE • Improved oversight and analysis of organizational burdens • Increased support of scientific and operations areas • Design and implementation of a Lab-wide budgeting tool (requires MIS resources) • Transition to bi-weekly payroll • Reduces work across the Lab – Payroll, HR, AP, supervisors, etc. • Transition schedule may be long, but beneficial in the long run • Consider simplifying pay rules and outsourcing payroll processing

  32. FY2009 FRA Visiting Committee for Administration & Operations Robin Wendt Environment, Safety, & Health

  33. FY2009 FRA Visiting Committee for Administration & Operations • Observations • Leadership Succession • FY2009 PEMP • Generally good performance to date • Expect fairly strong performance at yearend • Accident rates somewhat elevated from FY2008 levels • Active management • Long-term trend still shows desired reductions • Little correlation between leading indicators and accident rates • QA Involvement • ES&H CAS completed and passed DOE review, subject to a reasonable corrective action plan • “As-Is” issues being aggressively closed out • Active participation on IQA effort

  34. FY2009 FRA Visiting Committee for Administration & Operations • Observations (cont’d) • ES&H services generally well accepted • Senior Level Accident Review • Senior managers discuss accidents at weekly Scheduling meeting, causes and preventive measures • Process documented in the ES&H document database • Vehicle Safety • Active program to detect and track vehicle violations and to put “users” on notice/probation

  35. FY2009 FRA Visiting Committee for Administration & Operations • Noteworthy Practices • “Take Five for Goal Zero” Program • Demonstrated management commitment • Generally relates well to types of accidents sustained in FY2009 • Genesis from LSC member – shows line commitment • ES&H Construction Safety Staff • Augmented in anticipation of increased ARRA construction activity

  36. FY2009 FRA Visiting Committee for Administration & Operations • Recommendations • Leading indicators • Though difficult, strive to develop leading indicators that better correlate with outcomes, esp. TRC and DART rates • Accident Rates • Continue to monitor and manage • Keep FSO informed • ES&H Staff Certifications • With new section leadership, continue emphasis on staff development toward attaining relevant ES&H certifications

  37. FY2009 FRA Visiting Committee for Administration & Operations • Recommendations (cont’d) • “Take Five for Goal Zero” Program • If effective in long run, incorporate in hazard analysis section of FESHM • Rewards and Recognition Program • Reinforce applicability for safety performance • Communicate achievements for all programs

  38. FY2009 FRA Visiting Committee for Administration & Operations Gregory Snow FRA Board Representative, Information Technology

  39. FY2009 FRA Visiting Committee for Administration & Operations • Comment • In previous reviews, we have dealt with the Computing Division in the context of customer for services provided by the Sections • Today, we are treating the CD as a provider of services to a number of customers

  40. FY2009 FRA Visiting Committee for Administration & Operations • Observations • There has been a consolidation and centralization of IT enterprises at Fermilab, the most noticeable being the absorption of Management Information Systems (MIS) into the Computing Division, under the leadership of an acting Chief Information Officer

  41. The four quadrants of the Computing Division Main activity here

  42. MIS here The former Lab and Scientific Core Services quadrant with MIS “attached”

  43. FY2009 FRA Visiting Committee for Administration & Operations • Observations • The Org Chart for the reorganized Lab and Scientific Core Services quadrant has just been rolled out

  44. The former Lab and Scientific Core Services quadrant with MIS integrated

  45. FY2009 FRA Visiting Committee for Administration & Operations • Observations • Noteworthy progress: This org chart results from an analysis/inventory of service areas, the people with expertise in these areas, the way different services are tied to other services – and lots of discussion with MIS and CD staff members and their customers

  46. FY2009 FRA Visiting Committee for Administration & Operations • Observations • The panel heard a variety of comments on how the reorganization has/will affect their units and operations • The comments covered a wide range of sentiments, from optimism to uncertainty to confusion to indifference

  47. FY2009 FRA Visiting Committee for Administration & Operations • Observations • Since the reorganization is quite new, it will take some time to see how it plays out and how the Laboratory will profit from a more streamlined, centralized IT enterprise that eliminates some of the historical duplication and redundancy of services

  48. FY2009 FRA Visiting Committee for Administration & Operations • Observations (Performance measures) • FY08 performance measures were at the B to A- levels (business systems [FTL ], cyber security, network bandwidth, …) • There was a timely response to the “marginal” cyber security audit with the roll out of the Tune IT Up campaign

  49. FY2009 FRA Visiting Committee for Administration & Operations • Observations (Quality) • The CD has fully participated in the Quality and Best Practices activities – selected processes to assess this year, 4 corrective action plans, 2 best practices identified.

  50. FY2009 FRA Visiting Committee for Administration & Operations • Recommendations – some of which refer to activities in the works and some which come from the panel • Develop the strategy and governance structure, specific action items, and milestones for implementing integrated IT services Lab-wide that capitalize on the reorganized CD structure. This is an opportunity! • Prioritize projects that need immediate attention – FTL, Peoplesoft upgrade, ISO20000 certification, management dashboard, etc.

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