|Stakeholder Relations Management System Description|
|Management System Owner:||Laboratory Director (Pier Oddone)|
|Revision and Date:||1, July 31, 2011|
Maintain relationships with all necessary stakeholders that promote the national support of the laboratory. The system assures FRA that the Laboratory is taking all measures to maintain and enhance support for the mission of the Laboratory as described in the FNAL prime contract.
|Laboratory Director:||Oversight for all stakeholders’ management, responsible for implementation with Office of Science, OSTP, OMB and Congress.|
|Deputy Director:||Responsible for management of relations with the scientific community and the DOE Office of High Energy Physics.|
|Laboratory ALDs, COO:||Responsible for managing relations with their counterparts in the DOE Office of High Energy Physics and Site Office. Responsible to insure good communication with laboratory staff in their respective sectors. Responsible to coordinate with the Office of Communication on information related to their sectors.|
|Director of ES&H:||Responsible for managing relations with USEPA, IEPA, OSHA and any agency with ES&H responsibilities.|
|Director of Communication:||Responsible for developing the communication strategy for the various stakeholders in the public domain.|
we identify all stakeholders that can affect the programs and projects of the laboratory and prioritize according to benefit and risk
We define stakeholders’ expectations and plan the response to those expectations
Through formal and informal interactions we insure that we are managing stakeholders appropriately and effectively.
The system operates using tailored, risk-based interaction with primary stakeholders, including the DOE Office of Science and Office of High Energy Physics; the HEP scientific community and broader scientific community; OMB, OSTP and Congress; the local community and business and industrial communities; IEPA, USEPA, international partners, and internal stakeholders.
|DOE Office of Science||Trust and support of laboratory strategy is essential. Lack of trust and support risks the future of the laboratory and the contract.||Excellent management across scientific programs and operations; meeting and exceeding contract expectations||CAS; weekly meetings of the laboratory leadership with the DOE Site Office and HEP program office; formal reviews of all programs by DOE and FRA; fast response to issues on ongoing basis||Lab director,
senior management team
|Laboratory Staff||Coherent well informed staff enhances the effectiveness of the laboratory; the opposite makes the management of the laboratory difficult||Clear and effective policies; excellent work environment; ready flow of information up and down the line; clear strategic objectives||Policies, functions and strategic objectives easily accessible on the web; full communication through line organizations; daily Fermilab Today; weekly Director’s Corner; periodic division and section heads’ articles; Employee Advisory Group (EAG)||Lab Director, senior management team, section and division leaders, Office of Communication|
|Scientific Community||A supportive community enhances the ability of the laboratory to generate programs; lack of support risks the vitality of the laboratory||Expectation is that the laboratory serves the needs of the scientific community and provides world-class facilities. The laboratory helps the community realize its programs and ambitions||Develop the strategic plan for the laboratory with community involvement; excellent and supportive environment for users of our facilities; align the program of the laboratory with the recommendations from national advisory committees; frequent reports on plans at conferences, and workshops||Lab Director, Deputy Lab Director, ALDs|
|International partners||International partners bring essential resources to the laboratory program; loss of confidence by international partners affects future collaborations negatively||Partners expect the laboratory to deliver on commitments made in projects and programs; partners expect to have input in the functioning of programs and projects||Deliver on all commitments; transparency of decisions that affect international partners; involvement of partners in decision making and support of projects and programs; ongoing interactions by senior managers with counterparts in various regions||Lab Director, Deputy Director, ALDs, managers of individual programs and projects|
|OMB/OSTP||Support for the laboratory’s programs help Office of Science in negotiations with OMB/OSTP for budget authority||World-class program with positive impact on science and the standing of the US in the international community||Regular visits to inform OMB and OSTP on the programs for the laboratory||Lab Director|
|Congress||Well informed legislators are more likely to support the requests by Office of Science for the HEP program||Congress expects a world-class program of scientific discovery, managed effectively, with spinoffs to the economy. It should enhance the standing of the US internationally, and develop a strong technical workforce||Regular periodic visits to legislators and committee staff to inform them about the laboratory achievements and operations||Lab Director|
|State government||State government enhances the program of the laboratory by making investments; its support helps make the case for laboratory support with Congress||Expectation is to maintain a thriving laboratory that enhances the scientific institutions of the State and maintains a strong technical workforce||Regular contacts with the Department of Commerce and Economic Opportunity. Regular contacts with local legislators in the State Assembly.||Lab Director, manager of State funded projects such as IARC|
|OSHA, EPA||Loss of trust by OSHA and EPA can lead to increased oversight resulting in additional expenses to the laboratory||Expect that the laboratory operates in a safe and environmentally sound manner, and follows all regulations||Transparency, regular contacts by ES&H personnel with state and federal agencies; satisfactory inspections; rapid response to issues.||ES&H Director|
|Local & City
|Local governments involvement is necessary for joint projects (e.g., utilities, traffic)||The expectation is that Fermilab is a good neighbor and cooperative on joint projects||Regular contacts with city officials by the COO; responsiveness to issues raised by local city governments||Lab Director, Laboratory COO|
|Local Community||A supportive community will help Fermilab on projects that could have some impact on the community (ILC, LBNE)||The local community expects Fermilab to be a good neighbor, consult with the community on the development of the laboratory and on issues that could impact the community||Information to the community on laboratory scientific programs; maintain open site for the enjoyment of the community; Arts and Lectures series; education programs; sequence of Community Advisory Group with specific work plans||Lab Director, Office of Communication|
The Laboratory Director provides oversight of stakeholder management and insures that appropriate levels of the organization are delivering on their responsibilities concerning the management of stakeholders. Issues and anomalies are discussed at the weekly senior management meeting and remedied. The system relies on frequent feedback on developing issues so that any potential problem with a stakeholder can be remedied before it quickly before it has an opportunity to have a negative impact on the relationship.
C.4(a) Work Statement
I.72 DEAR 952.204-75 Public Affairs (DEC 2000)
I.103 DEAR 970.5226-3 Community Commitment (DEC 2000)
J.B (PEMP).7.2 Provide Planning for and Acquire the Facilities and Infrastructure Required to Support Future Laboratory Programs
In general the CAS system with its functions covering the full operations of the laboratory insures that we satisfy the contract and our primary stakeholder, the DOE.
EVMS and Project management systems insure that we deliver on programs and projects where we have national and international partners.
Participation of the Lab Director and the Director of the Office of Communication in meetings of the Community Task Force and the Employee Advisory Group insures rapid feedback on any significant issues with laboratory staff or the community.
The various aspects of stakeholder’s management are reviewed by the FRA Board of Directors on a periodic basis as part of their regular meetings.