AllHands Meetings

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All-Hands Meetings

• Jim Krupnick
• Chief Operating Officer
• Nov 19, 2008

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Topics

• Cyber-security (Denise Sumikawa)
• Operations Leadership
• Our Safety culture change
• Communication
• Infrastructure
• Parking

3
Topics

• Cyber-security (Denise Sumikawa)
• Operations Leadership
• Our Safety culture change
• Communication
• Infrastructure
• Parking

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Operations Organization
Laboratory Directorate Steven Chu Director
Associate Laboratory Director Chief Operating
Officer Jim Krupnick Deputy Chief Operating
Officer Anita Gursahani
Conflict of Interest/Integrity Mgr Meredith
Montgomery
Senior Administrator Linda Matyas
Office of Institutional AssuranceJim
Krupnick Acting Director
Business Manager Dan Twohey
Safety Coordinator Betsy Reyes
Environment, Health Safety Howard
Hatayama Division Director
Facilities Jennifer Ridgeway Division
Director
Human Resources Vera Potapenko Chief HR
Officer
Information Technology Rosio Alvarez Division
Director
Office of the Chief Financial Officer Jeffrey
Fernandez CFO
Public Affairs Jeff Miller Department Head

Work Force Diversity Harry Reed Department
Head
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Jeff Miller - Public Affairs Department Head

• Work History
• University of California, San Francisco
• Director, Creative Development Communications
• Director, University Publications
  

Education Columbia University, New York,
MS in Journalism California State
University, Northridge, MA in History
University of California, Los Angeles, BA in
Political Science Professional Credential
Member, National Association of Science Writers
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Anita Gursahani Deputy COO

• Work History
  
• Lawrence Livermore National Lab
• Department Head (acting), Plant Engineering
  
• Deputy Department Head, Plant Engineering
• Facilities and Maintenance Division, Plant
  Engineering

Education St. Marys College, Moraga,
MBA California Polytechnic State
University, San Luis Obispo, BS in Electrical
Eng Professional Credential California
Registered Professional Electrical Engineering
License
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Topics

• Cyber-security (Denise Sumikawa)
• Operations Leadership
• Our Safety culture change
• Communication
• Infrastructure
• Parking

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Our Safety Culture Change

• Driven by 3 factors
• Management concern over series of potentially
  serious/fatal injuries (near-hits)
• BSO HQ dissatisfaction with ISM implementation
  pace of improvement
• HSS review and potential loss of contract
• Kick-off at Directors Retreat
• Significant concerns
• Line management involvement/ownership
• Work planning and control (incl. JHA)

• Our goal is long-term, sustained improvement to
  ISM implementation.

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Topics

• Cyber-security (Denise Sumikawa)
• Operations Leadership
• Our Safety culture change
• Communication
• Infrastructure
• Parking

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Stakeholder Meetings

• My senior staff 11s and as a team

• Operations leaders managers

• UCOP Contract Assurance Council

• Scientific leadership 11s ALDs division
  directors

• Communities of Practice LSAC Division
  Business Council division safety coordinators
  etc.

• DOE BSO, HQ Operations and Program Heads

• Steven Chu Paul Alivisatos

• Operations staff all-hands brown-bags

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Brown Bags

• First one Facilities (non-exempt) Nov 14 (4
  people)
• Bi-weekly (24 times/year)
• Separate sessions for non-exempt and exempt
• No supervisors or managers at non-exempt
• Voluntary participation
• Im looking for direct, honest feedback

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Additional Communication Paths

• Dept/Div senior staff meetings
• EHS
• Facilities
• HR
• Public Affairs
• IT
• OCFO
• Monthly construction safety walk-arounds
• Open door policy 4 visits in first 3 months

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Operations Leadership Retreat Dec 11 12

• Deputy COO Gursahani
• EHS Hatayama
• Facilities Ridgeway
• Human Resources Potapenko
• Business Manager - Twohey

• IT Alvarez
• Office of the CFO - Fernandez
• Public Affairs Miller
• Workforce Diversity Reed
• Research Integrity - Montgomery

• What should be the Strategic Plan for Operations?
• Are we organized most efficiently?
• Is Operations communicating properly/effectively?
• How should we organize carry out top-to-bottom
  reviews?

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Two Issues

• Culture and Communication
• Motivation

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Two ideas.

• Operations-wide workplace survey
• Take the temperature/set baseline
• Repeat every 12 months

• Climate survey in preparation. Expect to
  distribute throughout Operations in January.

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Two ideas.

• Bi-monthly talks about science, not science
  talks, aimed at Operations staff
• 20 minute presentation
• Includes example of how Operations affects work
• 10 minute discussion

• Have tasked Anita Gursahani, working with Jeff
  Miller, to develop and run program. First talk
  February 2009.

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Topics

• Cyber-security (Denise Sumikawa)
• Operations Leadership
• Our Safety culture change
• Communication
• Infrastructure
• Parking

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Status of Infrastructure Projects

• ALS User Support Building
• Berkeley Lab Guest House
• Hilac Removal
• Bevatron DD
• Seismic and Structural Safety Upgrades, Phase 1
• Science Lab Infrastructure (SLI) Seismic Phase 2
• B937 Move
• Helios CRT (Delayed)

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Infrastructure Projects Oct 08
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ALS User Support Building
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ALS User Support Building (DOE)

• Programmatic impact
• Staging space, labs, and offices to support ALS
  users
• Scope
• Demolish Bldg. 10
• New 30,000 gsf building
• Total budget 35.12M
• Funding Source DOE Line Item/BES
• Timeline
• CD-1/2/3 approval Nov 2006
• Building 10 demolition Mar 2007 Jul 2007
• New construction Jul 2008 Sep 2010

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62
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ALS User Support Building West Elevation
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Guest House
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Berkeley Lab Guest House (UC)

• Programmatic impact
• Provide low-cost housing for guests and visitors
• Scope 22,500 gsf 60 guest rooms
• Total budget 11M
• Funding source 10M UC bonds 1M HHMI
  contribution
• Timeline
• Project Planning Guide Regents Approval Oct
  2006
• Bid Award Jul 2007 Oct 2007
• Construction Jun 2008 Jul 2009

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Berkeley Lab Guest House
Groundbreaking October 2007
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Berkeley Lab Guest House
Groundbreaking October 2007
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HILAC Removal
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Hilac Removal (DOE)

• The B71 Very Poor seismic rating was a result
  of
• Attachment of the HILAC steel shielding to
  building structure.
• Weaknesses in the HILAC support structure.

• Funded DOE SLI program.
• Budget 3.4M
• Demolition start Jan 08
• Demolition complete Jul 08

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Building 71 Overview

• Built to house the Heavy Ion Linear Accelerator
  (HILAC) which operated from 1957 to 1992.
• 54,000 GSF high bay, experimental space,
  offices.

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HILAC
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HILAC
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HILAC
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B51/Bevatron Removal
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Building 51 and Bevatron Demolition (DOE)

• Programmatic impact
• Free up premier building site at LBNL
• Scope
• Complete demolition of B51, B51A and Bevatron
• Total budget 50M
• Funding source
• DOE Operating/SLI
• Timeline
• Reassemble team Jan 2007
• Notice to Proceed Oct 2008
• Completion Mar 2012
• Contingency
• 1 year and 11M

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Bevatron Shielding 13,500 tons of reinforced
concrete shielding
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The Bevatron Accelerator

• Approx. 180 diameter accelerator
• 12,000 tons of steel and other metals
• Started operation in 1954, ended in 1993

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Buildings 51 and 51A
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Seismic Ph 1 Project
Building 74
Building 50
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Seismic Structural Safety Upgrades, Phase I
(DOE)

• Programmatic impact
• Correct lateral force resisting system
  deficiencies in two large office/lab buildings
• Scope Seismic Upgrade
• B50 Install exterior shear walls
• strengthen key columns footings
• brace corridor walls overhead utilities
• B74 Steel bracing, concrete shear walls
• Total budget 17.7M
• Funding source DOE Line Item/SLI
• Timeline
• Construction Jan 2009 - Sep 2010

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SLI Seismic Ph 2 Scope Overview
B85 Slide Mitigation
B74 Modernization
New General Purpose Lab
B71 Trailers Demo
B55 Demo (rated Poor)
B25 Demo (rated Very Poor)
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SLI Seismic Ph 2 Overview (DOE)

• Scope
• Building 74 Modernization
• Buildings/Trailers Demolition
• New General Purpose Laboratory
• Building 85 Slide Stabilization
• Benefits
• Remodels 45,000 gsf of existing laboratories
• Replaces 43,000 gsf of seismically unsafe and
  antiquated laboratories/offices
• Corrects slide under Hazardous Waste Handling
  Facility
• Helps reduce off-site lease operating costs by
  2.4M per year
• Budget 98.3 M
• Schedule Oct 2007 Apr 2015

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B937 Move Overview

• Goal
• Bring critical operations functions back to LBNL
  site (180 staff)
• Save 1.8M/yr by shedding leased office space in
  Berkeley
• Scope
• Move 330 people (resettle 150 onsite, return 180
  to LBNL)
• Renovate seismically upgrade B76, bring in a
  temporary trailer, reduce size standards for
  new offices and cubicles enable more office
  sharing
• Build out 105 new cubicles onsite demo,
  modernization of offices, shops, conf rooms,
  bathrooms, kitchenettes, etc.
• Budget 4.5M
• Schedule Feb 2008 Mar 2009

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B937 Move Affected Buildings
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Site Map of Affected Buildings
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Site Map of Affected Buildings
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Preparation for Construction Boom

• Project coordination
• Hired Construction Management firm to study
  impact of all projects gt 1M (13 over 7 years)
• Traffic, laydown areas, parking, etc
• Facilities large project department
• Master schedule for all LBNL construction
• Weekly internal PM meetings w/UCB capital
  projects
• Monthly 1 ½ hr capital project briefing for COO
• All major project directors and managers attend
• USB, CRT, Helios each month, remainder rotate
  through

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Site Construction Coordinator

• Position established Feb 08
• Senior project manager from Project Management
  Office
• Matrixed to Facilities Division Director
• Coordinates across projects minimize negative
  impact
• Vehicular traffic
• Congestion
• Delays
• Route changes
• Reduced and/or changes to existing parking
• Changes to pedestrian walkways
• Periodic construction noise

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• Established Construction Communications Plan
• Website linked to LBNL homepage
• Separate section in Today At Berkeley Lab (TABL)
• Town hall type meetings
• Call in number, email contact
• Construction Alert signs
• Biweekly meetings w/construction project managers
• Current project activities
• Pilot car program
• Truck Trip limits
• Parking Studies

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Parking Supply and Demand
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Parking
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Projected Monthly Parking Data by Zone
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Parking Supply
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Parking Demand
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of Parking Stalls Occupied
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• Its not important how well each part of the
  organization works, but how well we work
  together, over time.