1. Introduction FY09 Linac Ops Review
Persis S. Drell
Director
SLAC National Accelerator Laboratory

2. Outline What did we tell you at the last Linac Ops review?
The transformation of SLAC
Where we are now
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3. Laboratory Organization
From 2006 Linac Ops Review
Reorganized approximately one year ago
John Cornuelle appointed COO and Director of Operations
John reports directly to the Laboratory Director
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4. Context of 2006—”Managing Uncertainty”
From 2006 Linac Ops Review
Areas of certainty:
SPEAR3 Operations
LCLS Commissioning and Operations
Science programs in PPA at same level of support
GLAST, ATLAS, Accelerator research, BaBar data analysis, EXO 200
Science programs in photon science at increased level of support
LUSI, PULSE, X-LAM,…
Areas of uncertainty:
Scope of growth in ILC effort
New PPA projects: LSST, EXO, SNAP,…
SABER
Scope of LCLS upgrades
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5. Summary The laboratory is evolving—rapidly Evolution of manpower
From 2006 Linac Ops Review
The laboratory is evolving—rapidly
Reorienting towards future
This is not easy!
Evolution of manpower
Working well at level of individuals
Sufficient flexibility being preserved to mitigate downside scenarios
Managing transition to FY09
Preparation for this review an essential step: developing operations scenario for the lab for 2009
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6. 2008 Budget Omnibus spending bill hit SLAC very hard
Early shut down of B-factory
Used linac ops planning in targeting staff reductions
Total staff reduction: 13%
FY08
President’s Request
Appropriated
Office of Science
$4.4B
$4.0B
BES Nationally
$1.5B
$1.3B
SLAC
$190M
$181M
HEP Nationally
$782M
$694M
SLAC
$120M
$95M
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7. A Laboratory in Transition
Major transition of scientific portfolio
Staged transition of responsibility for linac operations from HEP to BES
Transition to multi-program environment
‘One Lab’
TOTAL
BES
HEP
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8. 2004:
HEP
BES
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9. 2009:
HEP
BES
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10. Current Reality—Transition not yet complete
Focus on:
Rebuilding much of the laboratory from the ground up in mission support areas
Delivering LCLS and LUSI on time and on budget
Developing long range vision for the laboratory
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11. Progress to Date Organization Safety
Reorganize to ensure accountability at highest level
Safety
Emphasize line management accountability
Revamp business processes for greater efficiency and transparency
Activity based budgeting for all departments
Building G&A from ground up
Defining core capabilities LCLS will need
Focus on optimum support of operations and capabilities needed for future upgrades
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12. FY09 Linac Ops Review
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13. Where we still have work to do
Mission support functions are still in transition from old ‘HEP’ landlord model
Activity based budgeting for the first time
“Org burden” needs crisper definition
We are working to create the ‘management model’ for the lab
Will get us away from legacy landlord issues and attitude
Will resolve issues of ‘org burden’, G&A, infrastructure maintenance, legacy issues
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14. We Will be Transparent on Where We Are
Org burden in ETS departments is too large (~25%)
Currently bridging functions that will be needed in operations
Need improved rigor in activity based (bottom up) budgeting
Plan to reduce to reasonable level over 2 years
G&A not optimized for multi program laboratory
We are maintaining core capabilities and competencies needed to optimize LCLS operations and future upgrades
Uncertainty in HEP program affects this
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15. Org Burden Example Metrology
Capability essential for accelerator operations
LCLS supports the capability
Artificially ‘cheap’ for other users (PPA, SSRL)
In past, LCLS benefitted from this model when HEP supported the capability
Long term future need more transparent, full cost accounting methodologies
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16. G&A Currently high as rebuild M&O functions at lab
“Swallowing the elephant”
Not optimized (first year of transparency)
Activity based next year
See Sandy’s talk
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17. Assets Needed for Future Upgrades
Have included maintenance of first 2/3 of Linac
Optimal technical strategy for potential future upgrades
Not the cheapest strategy
Lowest risk
Highest return on investment for Office of Science
Technical capability in ETS departments
Klystron---gun development
PCD---power supply and modulator upgrades
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18. Summary Laboratory Still in Transition
Site is changing and management model still being defined
First real attack on G&A planning
More work to go
Protecting Core Capabilities and Competencies to Optimize Future LCLS Program
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