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| SITE MANAGEMENT (SOW Section C.2) | |||
| OBJECTIVE | MEASURES | EXPECTATIONS | LEVEL |
| SM1. Develop an integrated technical, schedule,
and cost baseline for the Hanford Site. (See SOW Section C.2.A)
Percent of fee pool = 5% |
SM1.1 Integrated technical basis, cost estimates, and schedules for work required to achieve Hanford strategies in a manner to enable timely acceptance, validation, and work authorization by DOE. | SM1.1.1 Integrated Site baseline with supporting work plans, including input of other prime contractors, submitted not later than July 31, 1997. | |
| OBJECTIVE | MEASURES | EXPECTATIONS | LEVEL |
| SM2. Provide a high level integrated
sitewide systems engineering process and products.
Percent of fee pool = 3% |
SM2.1 Maintain and improve an iterative process to ensure a consistent set of top-down integrated systems engineering documents. | SM2.1.1 Provide integrated Sitewide systems engineering database capabilities by July 31, 1997. | |
| SM2.1.2 A Systems Engineering Management Plan submitted to RL by Oct. 1, 1996. | |||
| SM2.1.3 Demonstration of systems engineering products with configuration management at the sitewide level by July 31, 1997. | SM2.1.3.1 Positive: By May 1, 1997
$100,000 | ||
| SM2.2 Improvement of sitewide systems engineering product quality and reliability. | SM2.2.1 A minimum of 90% of the sitewide systems engineering database is accurate; with inconsistencies, omissions, and errors identified and critical issues identified and being tracked in the sitewide systems engineering resolutions process by July 31, 1997. | SM2.2.1.1 Positive: 98% accuracy by July 1, 1997
$100,000 | |
| SM2.3 Subcontractors apply systems engineering principles as appropriate for their scope of work with integration to the sitewide systems engineering program. | SM2.3.1 Demonstrate clear linkage of data integration for sitewide systems engineering database with configuration management from subcontractors to the PHMC and from the PHMC into subcontractor requirements and work plans by July 31, 1997. | SM2.3.1.1 Positive: by May 1, 1997
$100,000 | |
| OBJECTIVE | MEASURES | EXPECTATIONS | LEVEL |
| SM3 Integrated management systems
maintain the Hanford Site managerially in control. (See SOW Section C.2.B)
Percent of fee pool = 2% |
SM3.1 Manage and integrate Hanford Site activities in a timely manner. | SM3.1.1 Deliver a Management & Integration
Plan for DOE by October 1, 1996, except for the following sub- plan:
- Risk Management Plan: due January 31, 1997, |
|
| SM3.2 Policies and procedures promote efficient and effective management of contract responsibilities. | SM3.2.1 Implement policies and procedures in accordance with the approved Management & Integration Plan, by March 31, 1997. | ||
| SM3.3 Automated management information system(s) ensure accessible, timely, accurate, useful, and reliable technical, budget, schedule, financial, performance (all aspects including safety), baseline control information, while continuing to provide timely and accurate support to DOE decision-making process in the interim. | SM3.3.1 Management information system(s) provide accurate and timely decision-making capabilities to DOE. Successfully demonstrate system, including linkage capability to DOE-HQ reporting systems by, July 31, 1997. | ||
| SM3.4 Benchmarking substantiates contractors' performance. | SM3.4.1 Benchmarking plan including appropriate cost and performance measures and ratios submitted by July 31, 1997, so that benchmarking substantiates high performance (by both PHMC and Major Subcontractors) against other private and public companies. | ||
| SM3.4.2. Benchmarking implemented within 30 days after DOE-RL approval. | |||
| SM3.5 (DELETED)
|
SM3.5.1 (DELETED)
|
||
| SM3.6 Personnel assets closely aligned to needs dictated by authorized workscope. PHMC and Major Subcontractors staffed "for the valleys" with "peaks" handled by subcontract. | SM3.6.1 Submit preliminary staffing analysis to DOE by December 15, 1996. | ||
| SM3.6.2 Submit final staffing analysis to DOE by January 31, 1997. | |||
| OBJECTIVE | MEASURES | EXPECTATIONS | LEVEL |
| SM4 Integrated financial systems
maintain the Hanford site financially in control.
Percent of fee pool = 2% |
SM4.1 Efficient, effective financial systems provide useful, accurate and timely financial information, compliant with rules and regulations such as DOE orders, Cost Accounting Standards, and generally accepted Accounting Standards. | SM4.1.1 Develop a successful cost reporting system capable of reporting by WBS including both functional and programmatic areas by December 31, 1996. | |
| SM4.1.2 Contractor's financial systems successfully undergo a DOE-RL CFO review and approval process with no material exceptions by July 31, 1997. | |||
| SM4.1.3 Invoices are generated from an accounting system approved by DOE-RL and are timely, with an error rate less than 3%. | |||
| SM4.1.4 Monthly letter of credit reconciliation report of costs incurred and invoiced for the month (with draw downs or checks paid) is timely submitted and has an error rate < 3%. | |||
| SM4.1.5 Disclosure statement(s) reflecting actual practices and fully compliant with Cost Accounting Standards are submitted by October 1, 1996 and annually thereafter. | |||
| SM4.2 Administrative control of funds processes are implemented and uncosted balances are minimized. | SM4.2.1 Interim administrative control of funds system and procedures are in place and approved by RL by Oct. 1, 1996. | ||
| SM4.2.2 All necessary personnel have been trained by December 1, 1996. | |||
| SM4.2.3 No anti-deficiency or administrative control of funds violations occur during 1997. | |||
| SM4.2.4 On September 30, 1997, uncosted balances are within 2% and "below" the EM standard percent guidelines. | |||
| SM4.3 An effective internal audit capability reviews contractor financial activities and those of its major subcontractors. | SM4.3.1 Complete Office of Inspector General cooperative audit schedule by July 1 of each year; receive the Inspector General acceptance of contractor's compliance with cooperative audit strategy. | ||
| SM4.4 Acceptable forward pricing rates allow for timely completion of the Activity Data Sheet budget formulation process. | SM4.4.1 Forward pricing rates must be received by RL by December 15, 1996 and annually thereafter. | ||
| SM4.5 Provide acceptable funding execution rates for timely completion of the Fiscal Year Work Plans. | SM4.5.1 Funding execution rates must be received by RL by June 15, 1997 and annually thereafter. | ||
| SM4.6F Implement recommended indirect reductions identified by analysis performed in FY96 or provide RL with acceptable justification for not implementing. | SM4.6.1 Successful completion will occur if by September 30, 1997 all reductions are either implemented or waived by RL, based on a justification from the contractor. | ||
| OBJECTIVE | MEASURES | EXPECTATIONS | LEVEL |
| SM5 ENVIRONMENT, SAFETY AND
HEALTH. Manage and integrate ESH&Q across the Hanford site.
Percent of fee pool = 4% |
SM5.1 Develop and implement a DOE/RL approved ESH Management Plan, that includes implementation guidance for DNFSB Recommendation 95-2. | SM5.1.1 Submit plan to RL for approval by November 1, 1996. | |
| SM5.1.2 Conduct self assessment of implementation within 6 months of implementation date. | |||
| SM5.2 Develop and implement a plan for conducting independent and self assessments. | SM5.2.1 Plan developed, submitted to RL-PAD and implemented by November 30, 1996. | ||
| SM5.3 Provide single point of contact interface(s) for DOE-RL for environmental and for safety and health matters. | SM5.3.1 Communications of environmental or safety and health direction and information between RL and contractor organizations passes through a single point of contact identified by October 1, 1996. | ||
| SM5.3.2 Contractor will provide a single point of contract for coordination & facilitation of all regulatory agency visits & inspections by October 1, 1996 | |||
| SM5.4 Develop performance indicators for ES&H and Quality Assurance | SM5.4.1 Submit DOE-directed performance indicators for RL approval by December 1, 1996. | ||
| SM5.4.2 Implement all indicators by January 1, 1997 and establish baseline | |||
| SM5.5 Develop and implement a single, sitewide, consolidated, automated deficiency management tracking, trending, and reporting system as part of a site-wide management system. | SM5.5.1 Complete system development by July 31, 1997. | ||
| SM5.6 Prevent inadvertent use of counterfeit parts. | SM5.6.1 Suspect/counterfeit material items are identified and dispositioned with a 95% assurance and with 95% confidence prior to installation and/or use. | ||
| SM5.7 * Program developed for
obtaining a VPP Star Status at Project Hanford.
Percent of fee pool = 1% |
SM5.7.1* By December 31, 1996, all Major Subcontractors submit Strategic Plans for obtaining VPP Star Status. | ||
| SM5.7.2 * Major Subcontractor will submit application for VPP Star Status in FY98 with the one year required implementation beginning in FY97. | |||
| SM5.8 * Control chemical purchase and subsequent use to minimize hazardous waste generation. | SM5.8.1 * Evaluate existing chemical tracking database for completeness of hazardous chemicals by March 31, 1997. | ||
| SM5.8.2 * Upgrade existing database for appropriate chemical purchasing by December 31, 1997. | |||
| OBJECTIVE | MEASURES | EXPECTATIONS | LEVEL |
| SM6 ENVIRONMENT, SAFTEY,
AND HEALTH. Achieve high performance in S&H across the site.
Percent of fee pool 2% |
SM6.1 Manage and integrate the site Emergency Preparedness program. | SM6.1.1 Implement the existing Site Emergency Response Organization Re-engineering Project Plan by July 1, 1997. | |
| SM6.2 Annually, prepare, conduct, and critique one tabletop exercise, one field full-participation exercise and one radiological assistance program (RAP) exercise. | SM6.2.1 Complete tabletop, field, and RAP exercises by September 30, 1997. | ||
| SM6.3 Manage fire protection programs to minimize the consequences of fire on the site. Develop plan to implement the fire department baseline needs assessment. | SM6.3.1 Submit implementation plan for DOE-RL approval by January 1, 1997. | ||
| SM6.4 Complete fire hazards analyses and fire protection shutdown plans. | SM6.4.1 By September 30, 1997, complete FHAs for existing nuclear facilities. | ||
| SM6.4.2 Complete Fire Protection Shutdown Plans for each facility to support scheduled shutdown of fire protection features. | |||
| SM6.5 Reduce site property fire loss rates. | SM6.5.1 FY-97 fire loss rates shall not exceed 80% of the RL 5 yr average fire property loss rate. | ||
| SM6.6 Continue implementation of the Occupational Health Process. | M6.6.1 Submit plan for transferring workplace hazard and worker-at-risk data from PHMC to the site occupational medical contractor (SOMC) for DOE-RL approval by December 31, 1996. | ||
| SM6.6.2 Complete implementation of the Occupational Health Process by June 30, 1997. | |||
| SM6.7 Develop coordinated business plan between the PHMC and the site occupational medical contractor. | SM6.7.1 Business plan approved by PHMC and SOMC by December 31, 1996. | ||
| SM6.8 Complete development and implement the Radiological Controls Improvement Program | SM6.8.1 Program plan will be submitted by March 31, 1997. | ||
| SM6.8.2 Program improvements implemented in accordance with DOE approved schedule. | |||
| SM6.9 * Reduce injury/illness rates sitewide. | SM6.9.1 * Reduce sitewide injury cost index to 8 or less during FY97. | ||
| SM6.10 * Reduce radiation exposures sitewide | SM6.10.1 * Reduce annual radiation exposure to workers by better than 25% of the FY96 level in FY97 (normalized for increased work in radiation areas). | ||
| OBJECTIVE | MEASURES | EXPECTATIONS | LEVEL |
| SM7 ENVIRONMENT, SAFTEY, AND
HEALTH. Achieve high performance in enviromental stewardship at Hanford
Site.
Percent of fee pool = 2% |
SM7.1 Implementation of an Environmental Management System (EMS) consistent with the principles of ISO 14000. | SM7.1.1 The Contractor senior management will provide written commitments to conduct business in a manner consistent with ISO 14000 Environmental Management System concepts by October 1, 1996. | |
| SM7.1.2 Develop and submit for RL approval, an Environmental Management System Implementation Plan (EMSIP) by January 1, 1997. | |||
| SM7.1.3 The Environmental Management System Implementation Plan will be implemented in accordance with the schedule in the Plan. | |||
| SM7.1.4 Compliance with EMS concepts will be demonstrated through the Contractor's self-assessment program by January 1, 1998. | |||
| SM7.2 Manage & integrate a technically competent, multi-media (with the exception of groundwater) ambient environmental monitoring program, in an efficient, cost effective manner. | SM7.2.1 Submit for RL approval a plan and recommendations for integration of required environmental monitoring by April 1, 1997. | ||
| SM7.3 Deliver to RL for timely submittal to the regulatory agencies, clearly written, complete reports meeting the requirements defined by the regulatory agencies or DOE-HQ. | SM7.3.1 At least 14 days before they are due to the regulatory agencies, the contractor will provide complete, final drafts of all routine or scheduled environmental reports required by regulatory agencies or DOE-HQ. | ||
| SM7.4 * Implement an effective environmental protection program that prevents occurrences. | SM7.4.1 * Reduce reportable environmental occurrences by 20% in FY97. | ||
| OBJECTIVE | MEASURES | EXPECTATIONS | LEVEL |
| SM8 KEY MANAGEMENT PERSONNEL. Provide a stable
management group
* (Negative incentive only) |
SM8.1 Contractor and Major Subcontractor management key personnel remain in their proposed positions long enough to effect change to the Hanford way of doing business. | SM8.1.1 Individuals named as key management personnel in this contract (both Prime and Major Subcontractor) shall not be moved without DOE approval by the Contractor to another Contractor activity or position before September 30, 1997. | SM8.1.1.1. Negative: For each key management person who does not remain through September 30, 1997, the total fee earned will be reduced by $50,000 per person up to a maximum of $300,000. |
| OBJECTIVE | MEASURES | EXPECTATIONS | LEVEL |
| SM9 HUMAN RESOURCES. Human Resources programs provide a work force environment conducive to employee well-being and growth; provide innovative compensation practices & personnel initiatives, aligned with the commercial marketplace; and attract and retain a diverse, well-trained work force capable of successfully executing Hanford's mission. | SM9.1 Employee labor cost factor = (salary + benefits)/(# of employees) | SM9.1.1 Maintain employee labor costs factor less than or equal to end of FY96 levels. | |
| SM9.2 Health care factor = (Health care program costs)/(number of covered employees) | SM9.2.1 Achieve 15% decrease in Health care factor in FY97 from the FY96 factor. | ||
| SM9.3 Retirees benefit factor = (retirees benefit costs)/(number of covered employees) | SM9.3.1 Achieve 5% decrease in retiree benefit costs factor FY97 from the FY96 factor. | ||
| SM9.4 Workforce planning factor = actual end of year work force profile by Common Occupational Classification System family (COCS) vs projected end-of-year work force profile by COCS family | SM9.4.1 Workforce profile accuracy of greater
than 90% by COCS family.
(not applicable in FY97) |
||
| SM9.5 Workforce placement factor =
(# internal hires)/(total # of hires) |
SM9.5.1 50% of vacancies filled by internal placements | ||
| SM9.6 Labor relations assessment factor = (number of initiatives implemented through partnership with labor)/(total number of initiatives) | SM9.6.1 90% of FY97 labor/management partnership initiatives implemented. | ||
| SM9.7 Cultural and work place effectiveness assessment results at the beginning and end of the rating period. | SM9.7.1 Realize an improvement in contractor employee (and supervisor) satisfaction at the end of FY97 compared to the beginning of FY97. | ||
| SM9.8 Completion of Affirmative Action Plan goals. | SM9.8.1 Achieve 80% of established AAP goals and objectives. | ||
| SM9.8.2 Maintain beginning-of-FY97 percent of protected classes by EEO-1 category at end of year (adjusted for voluntary separations). | |||
| SM9.9 Timely EEO complaints processing. | SM9.9.1 100% of EEO complaints processed within legally mandated time requirements. | ||
| SM9.10 Reduce business & training travel cost. | SM9.10.1 Achieve a 15% reduction in business &
training travel cost over FY96 travel cost.
(not applicable in FY 97) |
||
| OBJECTIVE | MEASURES | EXPECTATIONS | LEVEL |
| SM10 LITIGATION MANAGEMENT. Manage litigation and the use of in-house and outside counsel to achieve cost-effective high-quality results. | SM10.1 Effective use made of in-house and outside counsel to achieve high-quality legal representation and results | SM10.1.1 Develop and submit Litigation Management Plan for DOE-RL approval by October 1, 1996. | |
| SM10.1.2 Implement Litigation Management Plan (Procedures) within 15 days of DOE approval. | |||
| SM10.1.3 Provide FY97 litigation budget for all litigation by November 30, 1996. | |||
| SM10.1.4 Provide DOE with a litigation status and budget and status report within 10 days of the end of each quarter. | |||
| SM10.1.5 Submit reviewed and Contractor-approved outside counsel bills to DOE on a monthly basis. | |||
| SM10.1.6 Conduct analysis of litigation action and costs and lessons learned to determine how to better manage other/future cases. Provide analysis to DOE within 60 days after completion of each case. | |||
| OBJECTIVE | MEASURES | EXPECTATIONS | LEVEL |
| SM11 TECHNOLOGY MANAGEMENT PROJECT. Demonstrate and implement innovative technologies to meet identified site needs and schedule commitments. Integrate technological advancements into baselines. Eliminate redundancies of technology efforts. | SM11.1 Technology needs related to the Hanford sitewide baseline. | SM11.1.1 Identify, prioritize, and submit to the Hanford Site Technology Coordination Group, technology needs related to the sitewide baseline, the site support baseline, and management processes, including the process for finding technologies to meet those needs, by September 30, 1997. | |
| SM11.1.2 Number of innovative technologies deployed that meet site needs. | |||
| SM11.2 Innovative technologies demonstrated to meet Site needs. | SM11.2.1 Number of innovative technologies demonstrations completed that meet identified site needs. | ||
| SM11.3 Amount of funds leveraged from the current baseline between the site programs and other technology programs or providers | SM11.3.1 Percent increase in FY97 leveraged funds from the current baseline | ||
| OBJECTIVE | MEASURES | EXPECTATIONS | LEVEL |
| SM12 INFORMATION AND COMMUNICATION. Operate a centralized computer network and telephone service in a cost effective manner. | SM12.1 Information resource management planning. | SM12.1.1 Submit an Information Resource Management (IRM) Plan by March 31, 1997. | |
| SM12.2 Information Resource Management (IRM) Support Services | SM12.2.1 IRM support services are tied to mission requirements by September 30, 1997. | ||
| OBJECTIVE | MEASURES | EXPECTATIONS | LEVEL |
| SM13 SAFEGUARDS AND SECURITY. Manage, operate, and integrate activities in a cost-effective manner, based on risk assessments, to ensure adequate protection of site safeguards and security interests. | SM13.1 Nuclear Material Safeguards System (NMSS) in place. | SM13.1.1 Equipment installed, tested, training complete, and ready for beneficial use by May 31, 1997. | |
| SM13.2 Vulnerability Assessments (VAs) completed | SM13.2.1 Conduct VAs on schedule provided by DOE-RL. | ||
| SM13.3 Personnel Security actions completed | SM13.3.1 Provide clearance justification within 5 days and terminations within 2 days | ||
| OBJECTIVE | MEASURES | EXPECTATIONS | LEVEL |
| SM14 SAFEGUARDS AND SECURITY. Complete the declassification review of documents as defined in the Hanford declassification program and as requested by DOE. | SM14.1 Classified documents reviewed for declassification, maintained, and data entered into DDTS, entered on the Internet, and reported to DOE-RL. | SM14.1.1 Complete the declassification review of 400,000 pages of classified National Security Information and Restricted Data by September 30, 1997. | |
| SM14.2 Error rate of declassifications. | SM14.2.1 Achieve an error rate of one percent or less per FY97 documents reviewed. | ||
| OBJECTIVE | MEASURES | EXPECTATIONS | LEVEL |
| SM15 EXTERNAL/INTERNAL COMMUNICATIONS. Ensure that the full range of external and internal stakeholders and customers receive information in a timely, accurate, complete, and business-like manner. Provide appropriate opportunities for stakeholder and customer involvement in the Hanford decision-making process. Ensure that mandated requirements of the Freedom in Information Act, Privacy Act, and Federal Advisory Committee Act are met. | SM15.1 Integrated Hanford Communications and Public Involvement Plan, including providing support for the Indian Nations Program, and Congressional and Intergovernmental Relations. | SM15.1.1 Submit to DOE an Integrated Hanford Communications Plan incorporating external/internal communications activities, stakeholder involvement activities, and Intergovernmental liaison activities to the DOE Office of External Affairs, by March 31, 1997. | |
| OBJECTIVE | MEASURES | EXPECTATIONS | LEVEL |
| SM16 TRAINING. Maintain a qualified and technically competent workforce. | SM16.1 Training and Qualification is implemented by a DOE-RL approved Site Qualification and Training Plan developed from Guidelines of the DOE STD Systematic Approach to Training and the DOE Implementation Plan for DNFSB Recommendation 93-3. | SM16.1.1 Submit a Site Qualification and Training Plan for DOE approval by December 1, 1996. | |
| SM16.2 Implementation Plan for DNFSB Recommendation 93-3 commitments completed as Training Implementation Plans. | SM16.2.1 All scheduled FY 97 commitments in the plan to be completed by September 30, 1997. | SM16.2.1.1*POSITIVE: All commitments in the plan to be completed by March 31, 1997. $25,000 | |
| SM16.3 Number of partnered college/ university courses developed and accredited. | SM16.3.1 Fifty percent increase in partnered courses accredited over FY96 baseline | ||
| SM16.4 Elimination of redundant training courses. | SM16.4.1 98 % of all courses taught at the Hanford Site are nonredundent by September 30, 1997 | ||
| SM16.5 Course materials reflect incorporation of lessons learned from field activities. | SM16.5.1 Quarterly review samples of course materials show incorporation of appropriate lessons learned information from this and other field activities. | ||
| SM16.6 Percentage of automated training records integrated into the human resources "People Soft" System. | SM16.6.1 All training records of individuals are input and operational in "People-Soft" by September 30, 1997 | ||
| OBJECTIVE | MEASURES | EXPECTATIONS | LEVEL |
| SM 17 TRAINING. Assess training needs and resources and provide DOE with a detailed strategy for coordinated market-driven training unit. | SM17.1 One point-of-contact to meet all training customer needs. | SM17.1.1 Provide plan to eliminate redundant functions and evaluate consolidation of training under one organization by March 31, 1997. | |
| OBJECTIVE | MEASURES | EXPECTATIONS | LEVEL |
| SM18 TRAINING. Operate and maintain the QTRC as a "market-driven" training resource. | SM18.1 Perception of training quality by customers. | SM18.1.1 Greater student/management satisfaction indicated by responses to course surveys in FY97 compared to FY96. | |
| SM18.2 Benchmarking studies conducted to assess training course cost, content, and quality. | SM18.2.1 Benchmarking studies for five important courses as agreed upon by OTR. QTRC courses compare favorably with high-performance training benchmarks. | ||
| SM18.3 QTRC becomes self supporting resource. | SM18.3.1 Costs for QTRC are offset by "tuition." | ||
| OBJECTIVE | MEASURE | EXPECTATION | LEVEL |
| SM19 TRAINING Construct, support, and maintain the HAMMER Center in accordance with the HAMMER Mission and Business Plan. | SM19.1 Complete construction activities on the HAMMER Training Center project and begin operation of the new HAMMER Training Center | SM19.1.1 Complete construction activities on the HAMMER Training Center project by June 30, 1997. | |
| SM19.1.2 Assemble a highly qualified team to maintain the HAMMER Training Center and to provide operations and administrative support by June 30, 1997.for administration, operation and maintenance of the HAMMER Program and Training Center | |||
| SM19.1.3 Begin operation of the new HAMMER Training Center by September 30, 1997. | |||
| SM19.1.4 Establish and implement a brokering process to utilize "best-in-class" training providers on an as-needed basis by June 1, 1997. | |||
| SM19.1.5 Implement the information management system based on PeopleSoft software which integrates all HAMMER business management activities; e.g. financial, procurement, training scheduling, registration, records management, etc. by Sept. 30, 1997. | |||
| SM19.2 Provide support for the ongoing HAMMER Training and Program activities to assure smooth successful transition to the permanent HAMMER Training Center. | SM19.2.1 Support maintenance of the HAMMER National Partnership comprised of Labor, Fed/State/Local governments, Tribal Leaders and Universities and Community Colleges (Known and functioning as the HAMMER Steering Committee). | ||
| SM19.3 Implement a comprehensive HAMMER training evaluation program based on the Kirkpatrick Training Evaluation Model (Levels 1 through 4). | SM19.3.1 The evaluation program, Levels 1 through 3, will be completed Level 4 will be designed by June 30, 1997 and be fully implemented by Sept. 30, 1997. | ||
| SM19.4 Actively demonstrate steady progress toward creation and implementation of revenue flows (tuition, fees, grants) from HAMMER's Hanford and non-Hanford customers which offset operating costs . | SM19.4.1 In FY98, revenues offset operating
costs.
(not applicable in FY97) |
||
| OBJECTIVE | MEASURES | EXPECTATIONS | LEVEL |
| SM20 ECONOMIC TRANSITION AND OUTSOURCING. Manage and implement economic transition and outsourcing that contributes to economic stabilization of the Tri-Cities area. Incorporate potential investment of corporate resources into the plan. | SM20.1 Economic transition and outsourcing plan | SM20.1.1 Develop and implement an Economic Transition and Outsourcing Plan by December 1, 1996. | |
| OBJECTIVE | MEASURES | EXPECTATIONS | LEVEL |
| SM21 Manage and implement potential investment of corporate resources into economic transition and outsourcing that contributes to economic stabilization and diversification of th Tri-Cities area. | SM21.1 * Development of jobs and
investment opportunities in the local economy resulting from:
Amount of corporate fund PHMC invest or attract to the local economy supporting new jobs and businesses.
Development of an economic transition and outsourcing plan that will result in the creation of new jobs and business in the local economy. |
SM21.1.1 * Invest $3M (Contractor and Major Subcontractors) to bring new jobs to the Tri-Cities by September 30, 1997. | Note: Negative incentive associated with this expectation is: $150,000 |
| SM21.1.2. * Invest up to 12% of total fees earned through Project Hanford performance to benefit the community by September 30, 1997. | Note: Negative incentive associated with this expectation is: $100,000 | ||
| SM21.1.3 * Establish a $10M investment fund agreement (between Contractor and Major Subcontractors) for potential use by Columbia Basin Ventures (SBV) to support economic development of the Tri-City Area by November 1, 1996. | Note: Negative incentive associated with this expectation is: $200,000 | ||
| SM21.1.4 * Outsource 2525 Project Hanford Staff on Day one (subject to DOE outsourcing approval). | |||
| SM21.1.5 * Provide funds from Project Hanford fees to help refurbish the WPPSS warehouse to house the Lockheed Martin-funded tank model in the Applied Process Engineering Laboratory by September 30, 1997. | Note: Negative incentive associated with this expectation is: $100,000 | ||
| SM21.1.6 * Help create 200 new private sector jobs by September 30, 1997. (FDH and Major Subcontractors commit to help attract or develop new businesses, indpendent of Project Hanford, that will generate 3,000 jobs by the end of the 5 year contract.) | Note: Negative incentive associated with this expectation is: $100,000 | ||
| SM21.1.7 * Of the total Project Hanford budget, 50% will be outsourced by 2001 to other than Major Subcontractors. | |||
| SM21.1.8 * Within 5 years, 60% of all outsourced Project Hanford dollars will be directed to local, regional, and Native American businesses. | |||
| SM21.1.9 * Transfer into FDNW non-current Hanford mission work equivalent to 50 new engineering and construction management professional positions by December 1, 1996 (subject to DOE outsourcing approval.) | Note: Negative incentive associated with this expectation is: $50,000 | ||
| SM21.1.10 * Contractor shall provide a strategy on what contracting methodologies (subcontract or as-needed service) are best for providing AE/Construction Management services by January 31, 1997. | |||