MANAGEMENT FORUM

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MANAGEMENT FORUM

• Jim Krupnick
• Chief Operating Officer
• April 13, 2009

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• Topics
• Strategic Plan/Initiatives
• Peer reviews
• HSS status
• Stimulus Issues
• Ops Climate Survey
• Questions/Discussion re Forum

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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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• Updated strategic plan goals
• Partnering with Science
• Achieving Operational Excellence
• Building Trust and Credibility

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• Partnering with Science
• Establish robust accelerator safety program
• Women Scientists Initiative
• LBNL/UCB online journals project
• Media training for scientists

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• Achieving Operational Excellence
• Supervisor training program
• Improve OCFO system applications
• HR process improvements
• Develop crisis communication plans/protocols

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• Building Trust and Credibility
• Create community advisory group(s)
• Establish IT Scientific Systems Council
• Build new internal communications network
• COOs communication initiatives

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• Improve communication within Operations
• Quarterly All-Hands meetings
• Bi-weekly informal brown-bag lunches
• Open-door policy
• Annual workplace climate survey

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Other important agreements

• Leadership will model and push down through their
  organizations the expectation of collaborative
  behavior.
• All Operations groups will be peer reviewed by
  June 2010.

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• External Peer Reviews of Operations
• Top to bottom review of organizations to evaluate
  our effectiveness
• Scope
• Staffing
• Budget
• Strategies
• Customer satisfaction
• Opportunities for improvement
• Scheduled from Jan 2009 through Jun 2010

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Outcomes from Public Affairs External Peer Review

• Creation of a beat system that covers the Lab in
  its entirety, including science developments as
  well as Operations activities
• Development of a new story planning process, with
  an eye toward the Lab's larger strategic
  objectives
• More focus on Science at the Theater as a
  marketing and branding outreach event in addition
  to community relations and education.
• Greater involvement in the early stages of
  important scientific initiatives to foster
  communications, community and government
  relations strategies
• Reorganize and redesign LBNLs main web page and
  secondary pages and the addition of more video
  content (new pages to debut around 4/23/09)

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Outcomes of Public Affairs Peer Review (contd)

• In the near term, the Public Affairs team is
• concentrating on
• Developing an emergency communications plan and
  crisis response protocols Summer 2009
• Developing a branding strategy for the Lab and a
  strategic communications plan for Public Affairs
  Fall/Winter 2009

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Post HSS Overall Objectives

• Sustain and extend improvements in safety culture
  and implementation of ISM
• Incorporate Human Performance principles and a
  focus on work observation into actions
• Fully integrate improvement efforts with HSS
  Corrective Action Plan (CAP) and ISM Improvement
  Project Plan

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Key Elements

• Self-assessments
• Institutionalize regular safety observations
• Pair-up Divisions to observe work
• Bring in M-T to guide work observation activities
• Incorporate results into annual Division
  self-assessments
• Communications
• Produce a short video on HSS Review Lessons
  Learned
• Continue to develop and refresh Our Safety
• Initiate a monthly safety message from the
  Director
• Promote Lessons Learned Database for posting
  near hits
• Transition bi-weekly Brown Bags to mandatory
  monthly - Input on draft HSS CAP
• Rewards
• Establish Lab-wide annual Near Hit awards
• Establish a monthly EHS Suggestion Box award
• Establish an annual Lab Safety forum for
  organizations to discuss their accomplishments

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Other science divisions Learning from the HSS
experience

• Divisions involved ESD, GEN, EETD, MSD, AFRD,
  NSD, PHYS
• Observation team observes work at 3 sites or
  groups each observation should take 60-90
  minutes
• Observation team Director, DSC, experienced
  counterpart, and an EHS observer with HSS
  experience
• HSS-like review
• The team meets with Division Senior Staff
  (typically lt10 people) - similar to HSS out-brief
  to a Division
• Division discusses and identifies Division-wide
  concerns, develops corrective actions, and enters
  items into CATS
• Division Director reports on major issues and
  improvements at DDM and incorporates results in
  Division Self-Assessments
• Begin in April finish in June

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HSS Cap Status

• 10 Findings
• Final Problem Statements developed for each
• 5 Whys Causal Analysis near completion
• Majority of the Teams have completed Causal
  Analyses
• Corrective actions are being developed
• McCallum-Turner to return week of April 27
• ORO to return week of May 4

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Observations

• Teams are identifying requirements management as
  an institutional weakness
• Recurring opportunities for improvement
  identified through causal analysis process
• Clear guidance regarding requirements management
• Strong self assessment programs to identify
  program and implementation deficiencies
• Strong communication between process SMEs and
  process users
• Accountability

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Completion Date
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• Stimulus Projects
• Infrastructure and research
• Upwards of 200M
  18 mos to obligate,
  5 yrs to cost
• Range in size from 2M to 70
• Rigorous oversight and reporting required
• Executive Oversight Committee
• Ops, science, BSO

FY09 Omnibus Bill Increases in many programs
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• Workplace Climate Survey
• 85 response rate
• Results received last Wednesday
• Path Forward
• Distributed to Leadership team then discussion
• Division and department data will be shared
  internally
• Summary and division data will be shared w/all
  staff
• Comments will be handled differently
• Will need to develop responses and action items

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Q3a. I work in a group that recognizes safety as
Mean Count Agree an important core
value and priority 5.64 677 99 Q1c.
My work is important and contributes to the
achievement of Berkeley Lab's mission.
5.55 684 99 Q3c. I know and
understand what my worker rights and
responsibilities are as related to safety and
health. 5.52 676 99 Q25a. I am glad to
be working at Berkeley Lab.
5.48 674 98 Q5c. My supervisor holds me
accountable for deliverables. 5.47 665
98 Q1b. My Department/group is committed to
excellence that contributes to the
achievement of Berkeley Lab's mission.
5.41 678 97 Q5a. I work in an
environment where ethical conduct is
required. 5.39 675 96 Q3b.
The Laboratory's safety guidelines and practices
help me conduct my work safely.
5.36 672 97
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Q1a. My Division is committed to excellence that
contributes Mean Count Agree to the
achievement of Berkeley Lab's mission. 5.31
676 96 Q13a. I know what is expected of
me in my work. 5.30 682 97 Q15c. I am
given an appropriate amount of independence.
5.25 679 94 Q5b. My supervisor is
concerned about improving the
performance of my work group 5.23 666
94 Q17b. I am treated fairly and with respect
by my colleagues. 5.21 683 95 Q23b. I
am satisfied with my benefits.
5.19 679 96 Q17a. I am treated fairly
and with respect by my supervisor. 5.16 682
91 Q1d. I work in an environment where
collaboration with other work groups is
encouraged. 5.02 679 91 Q9c. I know
where to go for help in resolving disputes
with colleagues and / or supervisors.
5.01 674 90
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Mean Count Agree
Q9a. I receive the training needed to do my
work. 4.97 676 90 Q13d. I am
comfortable bringing issues and problems
to the attention of my supervisor.
4.95 681 87 Q13c. My supervisor stresses an
appropriate sense of urgency.
4.91 662 90 Q13b. I receive clear
direction from my supervisor.
4.86 672 89 Q15a. I work in an environment
where my opinions and ideas are
valued. 4.80 676 87 Q15b. My
ideas on work process and procedure
improvements are valued
4.79 673 87 Q11a. I work in a group that
operates efficiently.
4.77 676 89 Q9b. I have the resources needed to
do my work. 4.76 679
86
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Mean Count Agree
Q11b. New hires are effectively integrated into
my Department/group's work
priorities. 4.73 595 88 Q7c. I receive
constructive and timely feedback on my
performance from my supervisor. 4.66 670
84 Q7b. I have a development plan in my annual
performance review. 4.58 634
83 Q19a. Morale in my work unit is generally
good. 4.47 677 81 Q7a. My supervisor and
I discuss my career opportunities. 4.33 660
77 Q23a. I am satisfied with my
compensation. 4.29 677 77 Q21a. I work in
an environment where there is a reasonable
workload. 4.28 685 74 Q21b. We
have enough staff to get the work done in a
quality manner. 3.83 676 63
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• Its not important how well each part of the
  organization works, but how well we work
  together, over time.