1. Welcome from the Director
Jonathan Dorfan, Director
LCLS Lehman Review
February 7, 2006

2. Linac Coherent Light Source at SLAC
The Next Revolution in X-Ray Science
Linac Coherent Light Source at SLAC
LCLS will be the World’s First X-ray Laser – Phenomenal Science

3. Action Items From Last Review Completed
Resolve all comments and issue the Request for Proposal for Construction Manager/General Contractor activities
CM/GC hired and actively planning construction start
The Laboratory Director will conduct an assessment and report to the Director, Office of Basic Energy Sciences, the necessary resource commitments from SLAC to ensure the readiness of the project to proceed with construction as a primary element of SLAC
Memo submitted June 23. Reviewed with Pat Dehmer July 15th. All promises fulfilled
Key Elements include: Role of Lab Management; Safety; Communication of Project Status to SLAC Management; Resource Management; Streamlined Processes.
Commissioning and Accelerator Readiness Group under David Schultz meets regularly
Project Management Oversight Group (PMOG) with Lowell Klaisner as Chair is working very effectively
Memo Summary
“Finally, I want to reiterate my personal commitment to the success of the LCLS. I will ensure that SLAC resources will be appropriately aligned to meet the needs and challenges of the LCLS construction project”
Conduct the next DOE Review ― Welcome

4. LCLS Is SLAC’s Highest Priority Activity
Daily meeting of Jonathan, Keith, John G, Mark and Hanley
Provides daily support and coordination from the Director and Deputy Director for Photon Science
Daily meeting of Directors (Jonathan, Keith, John G, John C, Persis)
Provides forum to discuss issues that affect LCLS. Daily coordination and appropriate adjustment of priorities to facilitate LCLS Project
Steve Williams (from my office) is assigned to coordinate the Laboratory’s non-LCLS activities so as to minimize interferences and maximize site-wide safety. Works with LCLS and the major stakeholders in the Lab
Active participation by Communications Director Neil Calder
Has performed outreach with neighbors
Hiring a fulltime staff person for LCLS communication – engage full lab. in excitement of LCLS
Designing Dashboard to post progress
LUSI: Chief Engineer on board. Contiguous space for full project staff assigned

5. New Laboratory Organization Implemented May 2005

6. Reorganization
First step successfully completed. Laboratory is operating well under new Directorate structure
Business Improvement & Transition Team making good progress
Have developed a plan for Coordinating Accelerator R&D
Have Task Force on Gun Development
Setting up a Task Force on Scientific Computing
Next round of organizational changes will be finalized at a Directorate Retreat scheduled for April 4, 2006
In December, I conducted “lessons learned” interviews with each of the Directors
Some adjustments have been made as a result
Others are under discussion/development in preparation for the Retreat
Major items for discussion at Retreat are:
Future of LCLS Directorate post 2009: planning for Upgrades
Evolution plan for the current Linac-PEP-II Operations group
BES review anticipated this Summer
Evolution plan for LCLS Project sub-groups to move either to central services (Operations Directorate) or to Science (Photon Science Directorate)

7. BITT: Business Improvement & Transition Team
Charge: …review SLAC business systems and make recommendations to laboratory management regarding improvements that will benefit SLAC during the period of transition and beyond. Please seek ways to streamline the way we do business, while retaining clear lines of responsibility and accountability July 15, 2005
Team: Dave Dungan (PSD), Chair, Chris Foundoulis (COO), Stephanie Carlson (SSRL) Wendy Sisson (LCLS),Charlotte Chang (PPA) , Bob Strohecker (BSD), Mimi Chang (CFO),Frank Topper (BSD)
Team is Functioning Very Well: Accomplishments
With community, identified and prioritized 40 topical areas
Explored national labs and institutions
Developed guiding principles:
Operate as one laboratory
Central services aligned to program
Support functions, processes and systems operate effectively
Solutions are feasible & administratively simple
Long list of ongoing studies. Adopted as completed

8. Major ES&H Activities from last 16 months: ISEMS
Nothing is More Important to SLAC’s Sustainability than Strong ES&H Performance
Major ES&H Activities from last 16 months: ISEMS
Stand-downs following the10/11/2004 incident
Developed wide-ranging safety enhancements: Safety First philosophy
Re-start plans for six major facilities  Re-start validations of all
Major re-write of ESH Manual. New Chapter (42) for Construction Safety
DOE-led Type A Accident Investigation
President Hennessy’s Blue Ribbon Panel
Director’s Integrated Safety Management (ISM) Review
Director’s Red Team Review
DOE ISMS Review, DOE EMS Review
First meeting of standing ESH Advisory Committee  report to SPC
These reviews have each generated detailed corrective action plans. To date, the Laboratory has met all its CAP due dates
At the same time we have been closing out our findings from the OSHA audit; will be complete this April
At this point, you should explain that meeting EMS requirements by the end of the calendar year will be challenging. An EMS is required by Executive Order and by DOE Order.

9. FY2005 TRC and DART Rate Goals Translate Easily into Numbers of Cases
SLAC FY 2005 TRC Cases
SLAC FY 2005 DART Cases 30 45 40 25 28 39 35 36 20 30 32
FY05
Goal 20 20 25 28
TRC Goal = 1.1 15
FY05
Goal
# of cases
# of cases 16 20 10 15 10 5 8 10 5
2001
2002
2003
2004
2005
2001
2002
2003
2004
2005
SLAC: 6 TRCs and 3 DARTs this fiscal year
LCLS: 171 Days worked without Injuries (02/07/2006)
SubContractors: 14 K Hours worked to date --- Zero Injuries

10. MMF Safety Walk-through

11. LCLS Is Ready for CD-3b Design is complete
100% drawings received from Jacobs Engineering (JE). Reviewed and returned to JE yesterday
Construction Manager on board: Turner Construction
Extensive Partnering sessions with JE, SLAC and DOE
Sub contract bid sequence prepared
Mobilization this May. FFTB removal scheduled for April 10
Cost and Schedule scrubbed
Turner Schedule within project’s baseline estimate
Extensive reconciliation discussions and meetings held between JE and Turner on cost. Turner’s first estimate is a solid confirmation of JE’s in-depth 60% estimate
Adequate contingency plan in hand to cover surprises
Safety planning in place

12. Does this portend a Pot of LCLS Gold?
The sector 20
Safety Walk-through
Does this portend a Pot of LCLS Gold?