Evolution of ESH&Q Organization at Fermilab
The ESH&Q organization at Fermilab, led by Chief Safety Officer Martha Michels, has undergone evolution to establish clear roles, efficient processes, and sustainable programs. With a focus on lower costs and enhanced programs, the organization has centralized its operations and set strategic goals for improved effectiveness.
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The ESH&Q Organization at FNAL Martha Michels, Chief Safety Officer NLDC ES&H Directors Workshop April 26th, 2017
ESH&Q at FNAL whats included? The ESH&Q provides subject matter experts, oversight and lab wide programs in several functional areas delivering essential core operational support services. These areas include: Environmental Protection Hazardous Waste Control Industrial Hygiene Construction Safety Medical Surveillance Fire Department Communications Center Quality Assurance Lab wide training for ESH Fire/Electrical Safety ESH&Q Communication Support for Projects Security Department Emergency Planning Support for D/S Radiation Protection/Instrumentation/ Accelerator Operations Martha Michels | NLDC ESH Director's Workshop 2 4/26/2017
Contractual Requirements 22% belongs to ESH&Q 100 47 ES&H 50 Quality Security 19 Performance Planning Science 14 61 Corporate Governance Finance/Procurement 26 Engineering 6 IT 21 14 Communications Partnerships 16 Projects 21 56 Property HR 30 Legal 111 Martha Michels | NLDC ESH Director's Workshop 3 4/26/2017
ESH&Q has evolved at Fermilab To start, we set goals to help us move forward: Clear roles and responsibilities (for ESHQ staff) Consistent implementation of processes and policies Stop doing things that don t add value Efficient use of resources Look for ways to use technology to reduce work Sustainable programs that make sense Depth in qualifications and expertise Clear succession plans for key roles These goals = lower costs and better programs 4 4/26/2017 Martha Michels | NLDC ESH Director's Workshop
ESH&Q at Fermilab some history Started with a small central organization and several field orgs embedded in the divisions This worked during the Tevatron era but led to inconsistent expectations and inconsistent approaches to program implementation There was also confusion about who had the authority for ESH at the laboratory May - July 2015 Chief Safety Officer position created and we largely centralized but kept some deployed in the divisions June 2016 we re moving to complete centralization with matrixed support to the divisions and projects 5 4/26/2017 Martha Michels | NLDC ESH Director's Workshop
The ESH&Q Organization effective June 1st Assessment arm of the organization Here we have direct support for each division, section and project Office of the Chief Safety Officer FFM Chief Safety Officer Deputy Chief Safety Officer Associate Head for Direct Support Associate Head for Operations Support Senior Radiation Safety Office IT Support Administrative Support Emergency Management/ Fire Protection Quality Assurance/Training Manager Radiation Physics Engineering Manager Safety and Health Mike Bonkalski, Manager Radiation Physics Science Manager D/S/P Direct Support Manager Radiation Safety Officers Occupational Safety Division Safety Officers Radionuclide Analysis Team Rad Control Technicians Industrial Hygiene Project Safety Support Shielding Assessment Instrumentation Team Construction Safety Fire Department Fire Chief Security Security Chief Interlocks Environmental Protection Bridget Scerini, Manager Security Occupational Medicine Office Operated by: U.S. HealthWorks EPG Communication Center Hazard Control Technology Protective Force Wellness 6 4/26/2017 Martha Michels | NLDC ESH Director's Workshop
FTEs - how are we allocated Total FTEs (after reorg) = 137 this includes service contractors 41% Fire Protection/Security/Emergency Response 25% Accelerator Operations Safety (rad protection, shielding, instrumentation, interlocks) 10% Direct support to divisions, sections and projects 7% Environmental programs/compliance (includes all hazardous waste handling) 7% Occupational Safety/Construction Safety/IH 5% Quality Assurance/Training 3% Management and administration 2% Occupational Medicine Extensive crossover between the groups highlighted in blue Many of us serve as SMEs to address risks example, tritium at the laboratory 7 4/26/2017 Martha Michels | NLDC ESH Director's Workshop
ESH&Q at Fermilab why did we evolve to this model? This was a natural progression. Centralizing created an environment where staff must look at the bigger picture and act with the Lab sbest interest in mind. The Fermi Site Office was and continues to be very supportive of this change. They are happy with the direction of the ES&H program as demonstrated by recent PEMP scores. Benefits to the program and people include: Consistency Agility Efficiency Mobility Fresh Perspective 8 4/26/2017 Martha Michels | NLDC ESH Director's Workshop
Consistency In the application of policies/processes/protocols Development of new policies now as a team with the implementation guided by the Division/Section/Project Previously, there was not enough of a one lab approach. Each field unit tended to look at what was best for their D/S. This led to inconsistent expectations which affected the implementation of the program. Agility Able to shift resources quickly to meet the needs of the Projects, both here and off site (i.e. South Dakota) Leveraging skills to fill gaps in expertise (i.e. ergonomics) Provides those resources without the issue of who pays 9 4/26/2017 Martha Michels | NLDC ESH Director's Workshop
Efficiency We all focus on the Lab s highest priorities. Enables us to leverage tools and knowledge for consistent best practices across the lab. No more us vs. them . Reduces duplicative work and aids in communication Mobility (upward, for the ESH staff) Improves career opportunities Enhances professional development Greater exposure to peers across the organization for problem solving and sharing of best practices Increased opportunities to cross-train to improve skills and abilities Increased fairness and consistency in performance and salary management Allows for on-boarding of early career talent with the ability to mentor across the organizations 10 4/26/2017 Martha Michels | NLDC ESH Director's Workshop
Fresh Perspective through horizontal and vertical rotation Horizontal rotation of staff puts a new set of eyes on the operations o We did this with the movement of DSOs o New challenges have invigorated staff Exposes potential gaps and encourages best practices o Finding some gaps o Many best practices are being shared lab wide! Vertical rotation allows earlier career staff an opportunity to lead and learn while their mentors are still here Helps to build depth in key areas and effectively succession plan 11 4/26/2017 Martha Michels | NLDC ESH Director's Workshop
ESH&Q at Fermilab Several of the processes have been streamlined and shared lab wide o ORC o Tech Shop Training o Radiation Safety o IH Practices o Emergency Drills Depth in division/section experience makes us more efficient as we are better able to cover for one another ESHQ taking ownership of programs makes the management of those programs more efficient o AEDs o Electrical Gloves o Training Costs o Oxygen Monitoring 12 4/26/2017 Martha Michels | NLDC ESH Director's Workshop
Hows it going? The ESH&Q org is poised for the challenges that our current operations pose and ready for our mega project. We are effective and working on becoming more efficient by implementing additional processes (moving away from heavy expert based program), cutting duplicative, inconsistent work & leveraging skills across the organization. This model works for us right now. It affords us the most flexibility in an era of decreasing budgets. 13 4/26/2017 Martha Michels | NLDC ESH Director's Workshop
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