###### Strategic 

**Facilities**

**Plan**

##  September 2000

##### FERMI NATIONAL ACCELERATOR LABORATORY

![](media/image1.wmf)

**TABLE of CONTENTS**

**Fermi National Accelerator Laboratory Strategic Facilities Plan**

> [Page]{.underline}

I. Executive Summary 2

II\. Mission Future of Fermi National Accelerator Laboratory 4

A.  Overall

B.  Programmatic

III\. Infrastructure Vision, Goals and Objectives 6

IV\. Facility and Infrastructure Issues 8

A.  Existing Infrastructure, condition and performance

V. Planning Assumptions 15

A.  Mission related

B.  Stated in Guidance Document

VI\. Plan for Modernization 16

A. Existing management initiatives

B. Trends cited for expected impact on facilities

> a\. Collaborative Research
>
> b\. Integrated Workplace
>
> C. Types of projects needed

a.  Collaborative Research

b.  Integrated Workplace

c.  Existing Infrastructure projects

.

VII\. Resource Needs Summary 21

a.  Line item

b.  General Plant Projects (GPP)

c.  Real Property Maintenance and Operations

VIII\. Plan Development and Prioritization Process 23

IX\. Performance Metrics 24

X. Summary 25

XI\. Appendices 26

***I. Executive Summary.***

The Fermilab Strategic Facilities Plan (SFP) was developed to identify
infrastructure asset management requirements and actions necessary to
ensure that Fermi National Accelerator Laboratory continues as an
efficient and effective world-class scientific research facility well
into the 21^st^ Century.

Recently published objectives for the Department of Energy, Office of
Science (SC), Laboratory Complex addresses new modernization improvement
guidelines and recognizes the importance of infrastructure management as
a critical component to ensure sustainability of the SC laboratory
complex. The objectives focus on the following areas of infrastructure
management:

-   Mission. Facilities will be right-sized to the type and quality of
    space and equipment needed to meet mission needs and includes
    co-location of activities, minimization of leased space and
    adaptability to changing research requirements.

-   Working Environment. Creation of a "preferred" working environment
    to attract and retain high quality staff and users to include the
    latest advances in information technology.

-   Environment, Safety, Health and Security. To satisfy all necessary
    ES&H and Security elements for workers, visitors and neighbors.

-   Operations and Maintenance. Infrastructure including facilities and
    other systems such as roads, utilities and equipment will be funded,
    operated and maintained from a life-cycle asset management
    standpoint.

The SFP begins with a discussion of Fermilab's mission and moves into
infrastructure issues including inventory and condition assessment.
Planning assumptions are then discussed to identify the parameters used
in development of the SFP for modernization consistent with the SC
objectives and Fermilab's interpretation to satisfy the objectives
relative to Fermilab mission. The SFP then identifies the types of
projects necessary to satisfy the objectives and the associated resource
requirements. The plan concludes with a discussion of current management
initiatives at Fermilab to include a capital allocation and
prioritization process and a discussion on ideas for identification of
change indicators for performance measurement.

While much of Fermilab's infrastructure had reached or was nearing the
end of its original design purpose, infrastructure management
initiatives over the past few years have significantly moved Fermilab
towards achieving the very objectives recently published by the Office
of Science as guidance for this plan. Most significant is the ongoing
use of third party investment through partnerships with Fermilab's gas
and electric utilities and the Wilson Hall Improvement project. Fermilab
is preparing to become the model for infrastructure management within
the SC laboratory complex. *Making spectacular discoveries without
making a spectacle of the budget* is the theme to drive our continued
success. The following table summarizes the \$60.3 million in project
requirements necessary for continuing this effort.

######### Project Requirements

  --------- ----------- ----------- ----------- ----------- ----------- ----------- ----------- ---------- -----------
  **Fy**    **Fy'02**   **Fy'03**   **Fy'04**   **Fy'05**   **Fy'06**   **Fy'07**   **Fy'08**   **Fy09**   **Fy'10**

  **\$M**   **15.1**    **6.42**    **5.05**    **9.69**    **8.0**     **7.62**    **1.57**    **4.34**   **2.58**
  --------- ----------- ----------- ----------- ----------- ----------- ----------- ----------- ---------- -----------

Note: Described in project detail in Appendix A

***II. Mission Future of Fermi National Accelerator Laboratory***

***A. Overall***

As is the case from its founding in 1968, Fermilab's mission is to
advance the understanding of the fundamental nature of matter and
energy, by providing leadership and resources for qualified researchers
to conduct research at the frontiers of high-energy physics and related
disciplines. To this end, Fermilab leads the nation in the construction
and operation of large facilities for particle physics research, and in
developing the underlying technology for high-energy physics research.
The Lab's mission is built on a foundation of eight core competencies:

\--Operation of the world's highest-energy user facility--the Tevatron
collider-- for university scientists investigating the fundamental
structure of matter and energy;

\--Accelerator research, design and development of the frontier machines
that are necessary to keep the U.S. among the world leaders in high
energy physics;

\--Magnet research, design and development with particular emphasis and
expertise extending to leading-edge technology in both superconducting
magnets and permanent magnets;

\--Detector design and development for the tracking and recording of
trillions of high energy particle collisions;

\--High performance computing and networking to support high-energy
physics in on-line data taking, storage, analysis and world-wide data
sharing and physics collaboration (the World Wide Web was born from this
last requirement by physicists);

\--International scientific collaboration, both at Fermilab and as a
contributor to foreign laboratories such as CERN, in particular in
assisting in the construction of the Large Hadron Collider;

\--Construction and management of large scientific and technical
projects, including the seven-year, \$260 million Main Injector
accelerator, completed on time and on budget;

\--Scientific education of graduate students, and additional science
education programs for undergraduates and for K-12 students, with major
support from non-DOE sources

B.  ***Programatic***

World class facilities at Fermilab supporting the mission include:

\--The Tevatron, the world's most powerful particle accelerator,
creating high energy proton-antiproton collisions and proton beams for
fixed-target experiments, where the Top Quark was discovered in 1995 and
the Tau Neutrino in 2000;

\--The Main Injector, another powerful and efficient accelerator which
can supply experiments on its own, as well as dramatically increase the
number of collisions possible in the Tevatron;

\--The Antiproton Recycler, the world's largest use of permanent magnet
technology, which also increases the number of possible collisions in
the Tevatron by recovering antiprotons that would previously have been
discarded;

\--The Antiproton Source, the world's largest producer of antimatter,
used for proton-antiproton collisions and research on antimatter;

\--Two 5,000-ton collider detectors, CDF and D Zero, each serving as an
international collaboration of nearly 500 university physicists;

\--Fixed-target experiments, including the MINOS (Main Injector Neutrino
Oscillation Search) experiment now being built to resolve the question
of whether neutrinos have mass.

*The Main Injector will fire up the Tevatron for making new discoveries
in Run II--and for hunting down the Higgs boson.* Run II of the Tevatron
offers the promise of making spectacular discoveries without making a
spectacle of the budget--discoveries on or beyond the scale of
discovering the Top Quark in 1995, which made headlines around the
world. Here are some of the possibilities:

\--New b Physics--the Bottom Quark (b) is next heaviest after the Top.
The Tevatron is thus uniquely suited to investigate instances of CP
violation (anomalies between matter and antimatter) exclusive to the b,
and could be the most fertile for new discoveries.

\--New Particle Discoveries--increasing the Tevatron's luminosity also
increases the possibility of creating higher-energy collisions that
could produce particles heavier than the top, opening the door to
Supersymmetry.

\--Fermilab also has special capabilities to mine the growing
convergence between particle physics and astrophysics.

 

 

### III. Infrastructure Vision, Goals and Objectives

**Vision Statement:** To *establish* and *maintain* a *dependable base*
from which Particle Physics and other FNAL programs can be *safely*
accomplished *without interruption*.

**Objectives:**

-   ***Provide leadership*** - Recruit and retain a high level of
    expertise for infrastructure management with responsibility to:

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-   Investigate, analyze, prioritize and execute infrastructure
    requirements necessary to satisfy the mission in the "best" possible
    manner, including sustainable design, equipment standardization, and
    effective operations and maintenance.

-   Continue third party funding for infrastructure improvements to
    allow an even higher investment in infrastructure funding.

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-   ***Avoid unscheduled downtime*** - the operating platform used to
    successfully conduct HEP missions including the facilities,
    utilities, and other general services shall be operated and
    maintained at the highest levels.

-   ***Achieve and maintain an ES&H conscious environment*** -- create a
    workplace that eliminates the potential for threat or harm to human,
    material, and environmental resources.

-   ***Establish and Improve infrastructure to the identified
    standards*** -- get all infrastructure to the desired point of
    operational effectiveness and modernization consistent with
    established criteria and guidelines.

-   ***Operate and Maintain infrastructure for peak performance and
    sustainability*** -- is the function of upkeep, preservation and
    repair ideally once a maintainable state has been achieved that
    succeeds the establishment of a new or improved system in order to
    obtain the best operating efficiencies at the least total cost of
    ownership over the life of a particular system.

**Facilities Engineering and Services Section (FESS) Goals:**

+-----------------------+-----------------------+-----------------------+
| # Group               | **Establish           | **Maintain dependable |
|                       | dependable base**     | base**                |
+-----------------------+-----------------------+-----------------------+
| ## Engineering        | -   Design from a     | -   Inspect critical  |
|                       |     life cycle cost   |     systems for       |
|                       |     (LCC) perspective |     operational       |
|                       |     for total cost of |     effectiveness and |
|                       |     ownership         |     efficiencies      |
|                       |     including         |                       |
|                       |     maintainability,  | -   Provide           |
|                       |     reliability and   |     engineering       |
|                       |     accessibility     |     expertise for     |
|                       |                       |     solutions to      |
|                       | -   Commission        |     infrastructure    |
|                       |     systems into      |     requirements      |
|                       |     operation with    |                       |
|                       |     needed            |                       |
|                       |     documentation,    |                       |
|                       |     training, spares  |                       |
|                       |     and specialized   |                       |
|                       |     tools             |                       |
|                       |                       |                       |
|                       | -   Advise on impact  |                       |
|                       |     to operational    |                       |
|                       |     budgets from non  |                       |
|                       |     LCC compliant     |                       |
|                       |     designs           |                       |
|                       |                       |                       |
|                       | -   Provide           |                       |
|                       |     construction      |                       |
|                       |     coordination      |                       |
|                       |                       |                       |
|                       | -   Manage            |                       |
|                       |     construction to   |                       |
|                       |     compliance with   |                       |
|                       |     LCC specs         |                       |
|                       |                       |                       |
|                       | -   Establish         |                       |
|                       |     criteria for      |                       |
|                       |     external design   |                       |
|                       |     support           |                       |
|                       |                       |                       |
|                       | -   Review external   |                       |
|                       |     design and        |                       |
|                       |     engineering for   |                       |
|                       |     compliance to     |                       |
|                       |     codes and         |                       |
|                       |     requirements      |                       |
|                       |                       |                       |
|                       | -   Establish         |                       |
|                       |     standardization   |                       |
|                       |     requirements      |                       |
|                       |                       |                       |
|                       | -   Review cost and   |                       |
|                       |     savings estimates |                       |
|                       |     for third party   |                       |
|                       |     investments       |                       |
|                       |                       |                       |
|                       | -   Support           |                       |
|                       |     infrastructure    |                       |
|                       |     analysis,         |                       |
|                       |     requirements      |                       |
|                       |     development, cost |                       |
|                       |     estimating and    |                       |
|                       |     scheduling        |                       |
+-----------------------+-----------------------+-----------------------+
| ## Operations         | -   Participate in    | -   Develop           |
|                       |     design reviews    |     maintenance       |
|                       |     from a            |     programs for      |
|                       |     maintainability   |     infrastructure    |
|                       |     standpoint        |     systems           |
|                       |                       |                       |
|                       | -   Offer input on    | -   Perform           |
|                       |     existing site     |     infrastructure    |
|                       |     conditions as it  |     routine           |
|                       |     may conflict with |     maintenance and   |
|                       |     As-Built drawings |     repairs           |
|                       |                       |                       |
|                       | -   Assist in         | -   Perform           |
|                       |     identification of |     infrastructure    |
|                       |     infrastructure    |     preventative      |
|                       |     requirements and  |     maintenance and   |
|                       |     prioritization    |     repairs           |
|                       |                       |                       |
|                       | -   Perform           | -   Monitor critical  |
|                       |     predictive        |     systems for       |
|                       |     maintenance as    |     operational       |
|                       |     resources permit  |     requirements      |
|                       |                       |                       |
|                       | -   Develop           | -   Locate, identify, |
|                       |     strategies for    |     correct and       |
|                       |     control and       |     record utility    |
|                       |     monitoring        |     outages           |
|                       |     critical systems  |                       |
|                       |     (EMCS and SCADA)  | -   Provide impact    |
|                       |                       |     assessment of new |
|                       |                       |     systems on        |
|                       |                       |     existing          |
|                       |                       |     maintenance       |
|                       |                       |     capacity          |
+-----------------------+-----------------------+-----------------------+
| ## Services           | -   Perform site      | -   Satisfy Time and  |
|                       |     roofing           |     Material          |
|                       |     assessments       |     contracting       |
|                       |                       |     requirements      |
|                       | -   Assist in         |                       |
|                       |     identification of | -   Identify and      |
|                       |     infrastructure    |     track facility    |
|                       |     (buildings and    |     deficiencies      |
|                       |     roofs)            |                       |
|                       |     requirements and  | -   Perform site      |
|                       |     prioritization    |     roofing           |
|                       |                       |     maintenance       |
|                       | -   Provide technical |                       |
|                       |     support for PC    | -   Monitor and take  |
|                       |     based Energy      |     corrective action |
|                       |     Management        |     for Wilson Hall   |
|                       |     Control Systems   |     building          |
|                       |     (EMCS)            |     operations        |
|                       |                       |                       |
|                       |                       | -   Assist in trouble |
|                       |                       |     shooting EMCS and |
|                       |                       |     SCADA systems     |
|                       |                       |     (PCs based)       |
+-----------------------+-----------------------+-----------------------+
| ## Infrastructure     | -   Coordinate        | -   Coordinate the    |
|                       |     Fermilab          |     procurement of    |
|                       |     expertise to      |     Fermilab          |
|                       |     identify and      |     electric, gas,    |
|                       |     prioritize all    |     water and         |
|                       |     critical          |     wastewater        |
|                       |     infrastructure    |     without           |
|                       |     requirements      |     interruption      |
|                       |                       |                       |
|                       | -   Develop and       | -   Track energy and  |
|                       |     execute           |     water consumption |
|                       |     strategies to     |     and load profiles |
|                       |     increase internal |                       |
|                       |     and external      | -   Create commodity  |
|                       |     funding levels    |     cost reduction    |
|                       |                       |     strategy from     |
|                       | -   Develop a         |     changing utility  |
|                       |     comprehensive     |     markets           |
|                       |     plan for          |                       |
|                       |     infrastructure    |                       |
|                       |     expansion to      |                       |
|                       |     support future    |                       |
|                       |     needs             |                       |
|                       |                       |                       |
|                       | -   Investigate       |                       |
|                       |     privatization     |                       |
|                       |     opportunities     |                       |
|                       |     available to the  |                       |
|                       |     federal           |                       |
|                       |     government        |                       |
+-----------------------+-----------------------+-----------------------+

### IV. Facility and Infrastructure Issues 

Fermilab infrastructure includes buildings, trailers, roads and utility
systems as described in this section. The DOE Facility Information
System (FIMs) database includes detailed information by infrastructure
category and is summarized in this section to show age distribution of
facilities and associated square footage and the replacement value (RPV)
by infrastructure category.

######## Existing infrastructure conditions and performance

Fermilab has 335 buildings totaling 2,200,447 square feet of space as
identified in the following table. In addition to this space, Fermilab
has 112 trailers that provide additional space of 84,839 square feet in
support of laboratory operations. All buildings are rated as adequate;
FIMs identifies two unoccupied buildings as inadequate but they are
satisfying the respective requirements for unheated storage.

  --------------------------------------- -------------------------------
  Age (years)                             Building Area (KSF)

  \< 10                                   143.57

  11-20                                   569.442

  21-30                                   1153.606

  31-40                                   123.754

  \>40                                    210.075

  Total                                   2200.447
  --------------------------------------- -------------------------------

The distribution of age for the buildings is shown in the following
graph. The buildings less than 30 years old were constructed
specifically for laboratory operations while the buildings over 30 years
old were predominantly part of the original land acquisition for the
site and included a residential village complete with utility systems.

> ![](media/image3.png){width="3.3333333333333335in" height="2.75in"}

Replacement value, also taken from the FIMs database is broken down into
the following categories.

  ----------------------------------- -----------------------------------
  **Infrastructure**                  **Replacement value (\$)**

  Buildings                           350,444,629.00

  Other Structures                    1,055,875,324.00

  Total                               **1,406,319,953.00**
  ----------------------------------- -----------------------------------

Utility systems. Fermilab utility systems include electrical, natural
gas, pond water systems (industrial cooling water), potable water
(domestic), and sanitary (wastewater).

**Electrical.**

-   **Description.**

Electric power for the Fermilab Main Site is provided by Commonwealth
Edison Company from their 345 kV transmission lines and over 26000 MW of
electrical generation and supply contracts for Northern Illinois.
Transmission line 11120 is the preferred line between the Electric
Junction and Lombard Substations with Line 11119 between the Electric
Junction and Wayne Substations serving as the emergency line. Between
Fermilab owned and operated high voltage substations, Kautz Road and
Master Substation, the 345 KV bus is transformed through seven (7) 40
MVA and one (1) 60 MVA transformers to 13.8 KV for underground
distribution through 22 feeder breakers. Fermilab secondary distribution
consists of approximately 280 substations with from 15 miles of overhead
conductors and 100 miles of underground cable. In addition, 34.5 KV
lines from Electric Junction serve the Village 12.4 KV overhead
distribution system and provide emergency 13.8 KV from the Village and
Giese Road.

A Supervisory Control and Data Acquisition system (SCADA) was installed
to monitor the power to the main feeder distribution systems and conduct
load management opportunities.

-   **Current Condition (reliability)**

The current condition of Fermilab electrical power system is marginally
adequate. The new components installed under the main injector project
and selected feeders upgraded within the last few years are rated as
good. Other secondary systems including transformers and conductors, as
well as some primary 13.8kv feeders have elements that are rated as poor
based on their current condition. As critical systems are identified as
vulnerable or as failures have occurred, those sections have been
replaced.

-   **Available Capacity**

The current available capacity of the Fermilab electrical system is
limited by the available high voltage substation capacity of 340 MVA
(approx. 320MW). This total capacity offers considerable excess capacity
for load growth. Fermilab's peak electric demand has reached an historic
high of 80MW with normal operating base loads of between 35MW and 55MW
offering substantial increased capacity. This available capacity is only
limited geographically by the location, size and condition of feeders.
Additional capacity to the Fermilab site beyond the available capacity
is as close as the utility owned 345kv transmission lines that cross the
Fermilab site. These lines could easily supply any increased electrical
capacity that may be required for future requirements.

**[Pond Water Systems.]{.underline}**

-   **Description**

The Industrial Cooling Water system at Fermilab has a dual purpose. It
is used to supply water to the various fire hydrants and fire protection
sprinkler systems located in buildings across the site. In addition, ICW
is utilized in many of the experimental areas as a source for
conventional magnet cooling. The distribution system for ICW extends
from the main pumping station at Casey\'s Pond to the Support Area,
Wilson Hall and Footprint Area, and most of the Experimental Areas
located on the Fermilab site.

The main storage reservoir for the ICW system is Casey\'s Pond which is
located in the northern portion of the Fermilab site.

There are two sources that provide water to the reservoir. A site-wide
network of lakes and ditches is used to collect runoff water, as well as
heat exchanger and sump discharge water, and return it to the main
reservoir at Casey\'s Pond. Water is also collected in the Main Ring
Lake, located within the main accelerator ring, and Lake Law, located in
the southeast portion of the site. The water from these lakes is then
transferred to the main reservoir by means of a pumping station located
at the Main Ring Lake. It is important to note that the entire Fermilab
6,800 acre site provides runoff to this network of ditches and lakes and
thus even open areas of the site contribute to the experimental effort
of the Laboratory. There is a second source used to supply water to the
main reservoir. The State of Illinois allows Fermilab, when water levels
are sufficient, to pump water from the nearby Fox River to supplement
and maintain capacity at the main reservoir.

-   **Current Condition (reliability)**

The current condition of the Fermilab Industrial Cooling Water (Pond
water) system is adequate. The main reservoir has been expanded in the
last few years for increased capacity and gas fired turbines provide a
dual fuel source for a well maintained pumping system that is rated as
good. The site has about 105,000 linear feet of piping for this
non-potable water distribution system some of which is nearing the end
of its useful life. The most critical sections with the highest
vulnerability to fail have been identified and have either been replaced
or are planned for replacement. The ditch return systems and pond water
control systems are in need of repair more from a water conservation
standpoint but are satisfying the current capacity needs.

-   **Available Capacity**

The present total capacity of the on-site ICW supply system is limited
by the distribution system piping that is near the12,000 gpm. A maximum
cooling demand of near 70 MW is accommodated through the surface pond
group of Casey's Pond (main reservoir), Tevatron, Main Injector and CUB
ponds with their associated pumping facilities. Building No. 855, the
pumping station at the main reservoir, contains 3-5,000 gpm primary
pumps with variable speed capacity and 4-1,000 gpm single-speed
secondary pumps which supply water to the site-wide ICW distribution
system. The average pumping output of the Casey\'s Pond Pumping Station
is primarily driven by the water temperature of the reservoir supply.
This temperature varies with the time of year and the amount of
experimental equipment requiring cooling. In the winter months, with
minimum cooling demand from equipment, the output may be below 4,000
gpm. In the summer months, with a maximum cooling demand, the output
could exceed 11,000 gpm, a level which approaches the upper limit of the
distribution system. Additional pond water systems existing on the
Fermilab site (not connected to existing 70MW pond system) could
accommodate another 150MW of cooling for a total site capacity 220 MW of
cooling.

**[Natural Gas.]{.underline}**

-   **Description**

From two separate metered source points, gas is delivered to Fermilab by
NICOR and purchased under a supply contract with the Defense Energy
Supply Center. The primary gas supply is an 8-inch line metered at the
Wilson Road boundary. Two branch lines extend south. One serves the
Village while the other terminates at the Central Utility Building. A
second 4-inch back-up supply line has been recently completed which
supplies gas through a meter station at the west boundary of the site,
adjacent to Giese Road. This line is connected to the Central Utility
Building gas supply. Through a system of sectioning valves, limited gas
supply can be maintained to the site in the event of an interruption of
the 8-inch primary supply. The pressure site-wide is regulated to
maintain 100 psi. The Village and Site 38 are regulated to maintain 60
psi. Natural gas is primarily used for heating; however, it is also used
to drive turbine engines for generating emergency electricity at
Casey\'s Pond, Well #3, the Master Substation, and Wilson Hall. The site
has approximately 65,000 lineal feet of underground natural gas piping
owned by the federal government and maintained by Fermilab. Fermilab
currently consumes around 100,000 Deka-therms (MMBTU) per year which
equates to one hundred million cubic feet of gas supply

-   **Current Condition (reliability)**

The current condition of the Fermilab gas system is good as recently
validated by a gas system condition survey and pressure modeling
analysis.

-   **Available Capacity**

Fermilab natural gas use is modest using gas industry consumption per
facility area standards and will remain in this category even when
considering equipment fuel switching from electric to natural gas and a
fueling station for alternatively fueled vehicles. The current available
capacity of the Fermilab Natural Gas System could supply 4 to 5 times
the current consumption and would be restricted at that point only by
limitations of pressure drops in the distribution system. Large
high-pressure pipelines cross the Fermilab site and could easily supply
increased capacity for any future requirement.

**[Potable Water.]{.underline}**

-   **Description**

There are three main and seven minor domestic water supplies that
provide domestic water to the various areas of the Fermilab site. The
Main Site system supplies domestic water through a piping network to the
majority of the facilities on site. The primary water source for this
system is Well No. 1 located near the Central Utility Building. Water is
pumped from the well into a 50,000 gallon reservoir adjacent to the
plant. There it is chlorinated and then pumped through the site-wide
distribution system. The secondary source for this system is Well No. 3
located north of Road B and east of Receiving Road. When Well No. 1 is
not in use, water is pumped from Well No. 3 into a 50,000 gallon
reservoir at that well site. The main site water system is owned and
operated by Fermilab.

Domestic water is supplied to the Village Residential Area and the
Village Technical Area by a direct metered connection to the community
water supply of the neighboring Village of Warrenville. This system,
also Fermilab owned and operated, is a separate distribution system
independent of the main site distribution. In addition to potable water,
this system provides the source of water for the fire protection systems
located in the Village Areas.

The third public water supply at Fermilab is the water supply located at
D0. This system supplies water to the Colliding Beams Experimental
Facility at D0. The water is pumped from nearby Well W-5 and is
chlorinated at D0 prior to distribution.

Seven additional shallow water wells serve individual buildings at
outlying sites. These are wells associated with the farm sites that
existed when the land was originally acquired by the Atomic Energy
Commission. They are kept in service to supply water to the adjacent,
former farm residences and storage buildings which are still utilized
for various laboratory requirements.

-   **Current Condition (reliability)**

The current condition of the Fermilab potable water system is adequate.
The water wells are well maintained and in excellent condition. The
distribution systems are in need of repair.

-   **Available Capacity**

The aquifer from which Fermilab wells draw water is in good condition
and recharges at a rate sufficient to supply ongoing water requirements
to Fermilab and neighboring communities. Wells used to draw domestic
water at Fermilab have a combined capacity of 1100 gpm. The site has
32,000 linear feet of piping used for potable water distribution. Total
capacity of pumping stations used for potable water is about 2000gpm.
Current consumption averages 50,000 gallons per day, which is
signficantly below the site well capacity and treatment capability.
Increased Consumption could easily be doubled and satisfy any future
increased requirement. Increased capacity would only be limited by the
size of the distribution piping to a specific area.

**[Sanitary Sewer.]{.underline}**

-   **Description**

There are two (2) underground sewage collection systems at the
Laboratory. One serves the main site, and the other serves the Village
area. The main site collection system has six (6) lift stations; the
Village system has one. No sewage is treated on site. Sewage from the
main site is delivered and treated on a fee basis by the City of
Batavia. Sewage from the Village is handled by the City of Warrenville
under a similar arrangement. Fermilab owns and operates the sanitary
collection system. The sewage system at the site contains 37,000 linear
feet of gravity feed sewage line, 12,000 feet of pressure fed sewage
line, and septic tanks with a capacity of 14,000 gal.

-   **Current Condition (reliability)**

The collection system serving the main site facilities is in good
working condition. A recent inflow and infiltration study has been
completed that identified necessary repairs and improvements to this
system to increase operating efficiencies and improve the capacity of
the collection system. Off site collection of Fermilab's wastewater by
the City of Batavia in marginally adequate and being jointly studied to
determine alternate solutions.

Infiltration has been substantially decreased in the Village system due
to recent repairs. This system is rated in good condition.

-   **Available Capacity**

The current collection capacity of the Fermilab sanitary sewer is well
above the current monthly average discharge of 3,500,000 gallons.
Capacity of both the Batavia and Warrenville wastewater treatment plants
are adequate for current requirements and future requirements based on
projected growth of their municipalities and can accommodate future
increases from Fermilab. A limitation, if any, for future Fermilab
sanitary requirements would be in the collection systems of Batavia and
Warrenville as sanitary effluent is transferred from the Fermilab
collection system to the neighboring municipalities. Fermilab has a good
working relationship with both City Engineers and Public Works
Departments and continues to share information on many infrastructure
related issues. Although not anticipated, other possible options for
increased sanitary capacity could consider Land Application treatment as
adopted by some municipalities in Illinois, and North Aurora (another
adjacent municipality) could be explored for collection of increased
sanitary effluent.

### V. Planning Assumptions

The Fermilab Strategic Facilities Plan compliments the Fermilab
Institutional Plan and Fermilab Comprehensive Land Use Plan by
understanding infrastructure contribution to successfully establishing
our physics goals, then letting those physics goals determine our
programmatic goals, while keeping a close eye on the technology
involved.

The challenge lies in balancing the competing demands of these
opportunities; balancing these opportunities relative to our ongoing
experiments and experimental goals; and balancing our resources to allow
for adequate infrastructure revitalization to support current programs
while keeping possible future programs in mind. The ability to improve
infrastructure reliability and modernize to the new requirements while
maximizing our scientific results from our new and upgraded accelerator
components was determined by considering the following groups of
assumptions:

**A. Mission related.**

-   FNAL will continue to lead the nation in the construction and
    operation of large facilities for particle physics research, and in
    developing the underlying technology for high-energy physics
    research. The Lab's mission is built on the foundation of eight core
    competencies listed in Section II.A. of this Plan.

-   The current major facilities will continue to operate for their
    intended purpose and provide users reliable access to the world's
    best tools for particle physics research as listed in Section II. B
    of this Plan.

-   Current Program Strategic goals will remain as stated requiring a
    high state of infrastructure reliability.

-   Future Strategic Goals including a challenge to reclaim the post-LHC
    energy frontier and continuing our collaboration on the possibility
    of a linear collider, while stated in Strategic Facilities Plan,
    were not included in establishing infrastructure modernization
    requirements consistent with the direction from guidance document.

**B. Stated in Strategic Facilities Plan guidance document**

-   Operating funding grows by no more than inflation.

-   New programmatic initiatives are not included.

-   Project estimates are based on FY02 dollars.

**VI. Plan for Modernization**

Development of the Fermilab Strategic Facilities Plan and associated
requirements was based on interpretation of the new modernization
guidelines as applicable to Fermilab ongoing mission assumptions,
current infrastructure inventory and condition and ongoing management
initiatives. The plan addresses known and projected requirements,
improves efficiencies of site layout, achieves a preferred working
environment, upgrades infrastructure to sustainable and modernized
standards and anticipates possible future mission needs.

A.  **Existing initiatives have significantly closed the gap (identify
    impacts)**

The following Fermilab management initiatives have been implemented over
the past three years to proactively address infrastructure management at
this laboratory. These initiatives directly compliment the guidance
issued for development of the Strategic Facilities Plan. As a result of
these management initiatives, Fermilab has made substantial progress
towards satisfying the new modernization requirements. These management
initiatives and associated impact are listed below:

1.  *Establishment of a dedicated Infrastructure Management Group*. In
    October of 1999, Fermilab leadership approved, recruited and hired
    dedicated resources to allow the Facilities Engineering Services
    Section to take infrastructure management to the next highest level.
    This Group is lead by a Registered Professional Engineer with 20
    years of facilities and utility experience recruited from private
    industry who brings a proven track record for improving
    infrastructure at several campus type environments through many best
    practice infrastructure management approaches.

2.  *Establishment of a Site-wide Infrastructure Committee*. This
    committee was commissioned in December of 1999 to review, prioritize
    and make recommendations on infrastructure requirements. Membership
    consists of Fermilab Divisions, Sections and DOE Fermi Group and was
    established to ensure proper attention is placed on project
    priorities relative to laboratory mission requirements.

3.  *Critical Systems Planning*. Under the Critical Systems Plan,
    utility fault mapping and histories serve as a basis for identifying
    the most urgent improvements relative to making the accelerators as
    reliable as possible and the efforts to meet that goal extend
    throughout the entire site. At the core of the strategy is the
    Critical Systems Plan, a detailed analysis of each of the individual
    infrastructure systems that are essential to keep operating with the
    highest levels of efficiency and reliability. Site maps for each
    system display utility outages for each failure location on a
    utility line, and a log book contains a record with each fault
    recorded by date, and a comprehensive history is taken: each fault
    is numbered consecutively; the location is described; the action
    taken is chronicled; and possible causes and other remarks are
    listed. Using this comprehensive history, FESS strives to predict
    when a component will reach the end of its performance expectations,
    and to repair or replace it before developing into a major problem.
    The FESS goal is to make as much of its effort as pro-active as
    possible, and to reduce its reactive efforts. Critical Systems
    Planning marked major successes in developing the upgrade plan with
    associated projects that have and will continue to dramatically
    improve reliability of all major utility systems.

4.  *Building Manager and Inspection Program.* Each building within the
    Fermilab complex has a Building Manager assigned to be responsible
    for the day-to-day operations of the assigned facility. Included in
    this responsibility is management of an ongoing building
    requirements list and status of each item. To assist in identifying
    the needed repairs and improvements as driven by general facility
    use and changing operational needs, dedicated inspection personnel
    are assigned to conduct building inspections on an annual basis with
    follow up reporting for requirements status including progress.
    Quarterly Building Manger meetings are conducted to disseminate
    information and discuss ongoing activities.

5.  *GPP prioritization and capital allocation process*. Infrastructure
    funding through GPP allocations over the past five years has been an
    annual item that has received high-level management attention and
    action. This process began with a site wide infrastructure
    assessment to identify all existing and anticipated requirements
    from roofs to roads and everything in between. In fact it is this
    requirements list that serves as the backlog of elements needed to
    improve Fermilab's infrastructure to the level identified in this
    plan and has been used to allocate funding from GPP, operating and
    third party sources. Unfortunately, as overall laboratory funding
    has declined so has the level of GPP available for infrastructure
    investment.

6.  *Third Party Investments* (site wide assessments and progress)

As considered in the Office of Science guidance document for this
Strategic Facilities Plan, third party investment is anticipated to
continue to be a critical component of Fermilab's infrastructure
modernization plan. Taking advantage of the innovative opportunity to
save operating funds, supplement declining GPP funding, improve
efficiencies and rebuild Fermilab infrastructure through the Utility
Incentive Program (UIP) also known as Utility Energy Services Contracts
(UESC), has been a real success.

> The UIP is a procurement vehicle that allows for alternative financing
> (third party investment) of energy and water efficiency projects
> including infrastructure revitalization. Through partnerships with
> utility companies, efficiency improvements and savings opportunities
> have been identified and implemented through a turn-key (concept to
> completion) process. This proactive process that considers a site-wide
> systems life-cycle total-cost-of-ownership assessment as opposed to
> the more typical reactive equipment by equipment approach. Through
> this program, Fermilab has developed a site-wide multi-year
> improvement program funded by investments from Nicor Gas and
> Commonwealth Edison utility companies that will be paid back through
> the "real" savings created from existing operating budgets. This
> program contributed \$3.5M in FY 1999 and \$18M in FY 2000 with nearly
> \$20M projected in FY 2001.

7.  *Wilson Hall Safety Improvement Project.* Wilson Hall, constructed
    in 1972, is the central laboratory facility for the Fermilab site.
    It is a 17story reinforced concrete building. The great majority of
    the facility's 515,000 square feet of area is devoted to office
    space. In addition, the building contains a cafeteria,
    communications center, medical office, light industrial and shop
    space and an 800 seat auditorium. The Wilson Hall safety improvement
    project is a comprehensive project to improve the structural
    integrity and working conditions within one of DOE's premier
    facilities. This improvement project which includes eliminating
    safety deficiencies, updating to current code standards and
    regulatory requirements, modernizing building components that have
    reached the end of their intended life and general facility
    improvements, as well as other ongoing projects such as the
    installation of fiber optics, will make Wilson Hall Fermilab's show
    case for infrastructure modernization through investments of near
    \$16 million.

**B. Trends and types of projects for modernization.**

> The changing nature of research cited in the SFP guidance considers
> collaborative research, technology evolution, technology zoning and
> integrated work place concepts. Through the planning process, Fermilab
> concluded that technology evolution and zoning as described in the
> guidance has taken place at Fermilab to the extent necessary to
> conduct the type of research planned and projected in the foreseeable
> future. However, collaborative research and integrated work place
> guidance facilitated further development of several key initiatives at
> Fermilab.

1.  *Collaborative Research*. One concept and associated projects that
    offer modernization advantages to accommodate the advancements in
    science and the way modern research is conducted is the Fermi
    Technology Campus master plan.

The existing Lab A - Lab G complex was constructed in the mid-1970\'s as
a research area for fixed target neutrino experiments.  Associated
modest support functions, including machine shops, technical shops and
offices were included from the beginning.  After the original
experiments in the facilities were concluded, additional rounds of
experiments were done with the Tevatron fixed target beams.  As the
Tevatron Fixed Target program wound to a close in 1997-1999, Fermilab
management recognized the need for a master plan for the area which set
the long term vision of the area.  In 1998, this master plan, termed the
Fermi Technology Campus, identified and documented this vision. The plan
provides for a systematic conversion and adaptive re-use of the existing
buildings and infrastructure for the detector research, design and
construction uses currently envisioned to support physics
research.   Since detector improvements in the field of high energy
physics are constantly changing, each new and renovated space is being
designed for maximum flexibility in order to accommodate new
as-yet-unknown uses.  

It was recognized early in the developmental stages of the plan that the
implementation would be funding driven and driven by real programmatic
needs.  In other words the \"master plan\" was to serve as a
[guide]{.underline} for development of the area.   Several projects (Lab
C-D Connection, parking revisions) have already been designed and
constructed in accordance with the master plan to fill the Particle
Physics Division\'s need for space associated with a Silicon Detector
assembly area.  The next phase (Lab A-B Connection) has been designed
and will be used to move technical facilities out of Wilson Hall,
thereby allowing scientists to utilize Wilson Hall for collaborative
interactions between experimental groups.

 

[Estimate:]{.underline}

Existing renovated square footage: approximately 38,000 SF Cost \$3.61M

New square footage: approximately 48,000 SF Cost \$4.32M

 

 

Construction Cost per SF in FY2002 dollars is estimated to be \$95 for
renovated construction

Construction Cost per SF in FY2002 dollars is estimated to be \$90 for
new construction

 

2.  *Integrated Workplace* (SMART Lab)

The SMART Lab master plan concept is currently being developed internal
to Fermilab. The foundation for this initiative is information sharing
between existing control and communication systems and a plan to move
towards the latest technology for systems integration. The initiative
seeks to develop data highway infrastructures (fiber optic networks in
most cases) to facilitate site services that are labor intensive and to
support automatic process control of various electrical and mechanical
systems. Immediate uses for Fermilab include:

-   Building system automation

-   Pond water system flood and drought control

-   Electrical load management and utility metering

-   Equipment control and predicative maintenance

Future uses could also include:

-   Medical information

-   Fire and emergency services

-   Video conferencing

-   Recreational programs

The estimate for this master plan was based on \$.85 per square foot of
building space and would include fiber optic installation and some
hardware components for utility management.

C. Repairs and improvements for existing Infrastructure

> Fermilab has made substantial progress over the past five years in
> improving infrastructure. All buildings have been improved to an
> adequate condition and are progressing towards meeting the
> modernization requirements. While the most critical utility systems
> have been improved or repaired, nearly \$40M dollars in existing and
> projected requirements have been included in this plan. The management
> initiatives discussed earlier in this section have contributed to this
> substantial progress.
>
> There are currently no requirements for Office of Science funded
> environmental restoration or remediation, and no demolition
> requirements. Fermilab has recently implemented a building reuse
> policy to ensure that space requirements are met in the most
> economical manner and operating budgets aren't used for excess space
> as it may become available.
>
> Using the Critical Systems Planning process, the prioritization and
> capital allocation process in combination with GPP funding and third
> party investments, the most critical portions of utility systems have
> been improved. However, the majority of the current requirements
> listed in this plan are utility related projects necessary to improve
> reliability to the required levels. These projects are identified in
> Appendix A and are grouped in the following categories:

+-----------------------------------------------------------------------+
| *Infrastructure Category*                                             |
+-----------------------------------------------------------------------+
| -   High voltage structures                                           |
+-----------------------------------------------------------------------+
| -   High voltage feeders (13.8 kv)                                    |
+-----------------------------------------------------------------------+
| -   Cooling water upgrades                                            |
+-----------------------------------------------------------------------+
| -   Village domestic water upgrades                                   |
+-----------------------------------------------------------------------+
| -   Sanitary sewer upgrades                                           |
+-----------------------------------------------------------------------+
| -   Master substation upgrades                                        |
+-----------------------------------------------------------------------+
| -   Main site domestic water wells                                    |
+-----------------------------------------------------------------------+
| -   ICW water and distribution                                        |
+-----------------------------------------------------------------------+
| -   Natural gas system upgrades                                       |
+-----------------------------------------------------------------------+
| -   CUB system upgrades                                               |
+-----------------------------------------------------------------------+
| -   Pond water system upgrades                                        |
+-----------------------------------------------------------------------+
| -   Building roofing systems                                          |
+-----------------------------------------------------------------------+
| -   Roads and trails                                                  |
+-----------------------------------------------------------------------+
| -   Building improvement                                              |
+-----------------------------------------------------------------------+

**VII. Resource Needs Summary**

To satisfy the requirements identified in Section VI, Plan for
Modernization, including Collaborative Research projects, Integrated
Workplace projects and existing and projected Infrastructure projects,
Fermilab has identified the funding requirements over the 10 year period
of this plan (2002-2012) in the areas of GPP and operating funds as
described and included in the spreadsheet included herein. Appendix A
identifies projects for the Utility categories.

1\. *Line item funding*. Fermilab currently has no line item funding
requirements beyond the ongoing Wilson Hall Improvement project. As
previously mentioned in Section VI, Plan for Modernization, this project
significantly contributes to bringing over 500,000 square feet up to the
modernization requirements identified in this plan. There are no other
known requirements of a magnitude requiring line item funding.

2\. *General Plant Projects (GPP)*. With the exception of some of the
projects under \$100,000 (identified in Appendix A) that will be funded
from Real Property Maintenance funds, all projects requirements are
proposed for GPP funding. Through GPP funding and continued third party
investment, all requirements can potentailly be satisfied.

  ------------------------------------------------ ----------------------
  **Collaborative Research**                       **Cost (\$Millions)**

  Fermilab Technology Campus phase 1               3.61

  Fermilab Technology Campus phase 2               4.62

  Total                                            8.23
  ------------------------------------------------ ----------------------

  ------------------------------------------------ ----------------------
  **Integrated Workplace**                         **Cost (\$Millions)**

  Smart Laboratory                                 1.87
  ------------------------------------------------ ----------------------

  ------------------------------------------------ ----------------------
  Utility Category                                 Cost (\$Millions)

  High voltage structures                          2.35

  High voltage feeders (13.8 kV)                   6.62

  Cooling water upgrades                           5.44

  Village domestic water upgrades                  1.18

  Sanitary sewer upgrades                          2.26

  Master substation upgrades                       2.36

  Main site domestic water wells                   2.73

  ICW water and distribution                       6.32

  Natural gas system upgrades                      2.63

  CUB system upgrades                              5.29

  Pond water system upgrades                       3.36

  Total                                            40.54
  ------------------------------------------------ ----------------------

  ------------------------------------------------ ----------------------
  Other Categories                                 Cost (\$Millions)

  Building roofing systems                         4.15

  Roads and trails                                 1.56

  Building improvements                            3.94

  Total                                            9.65
  ------------------------------------------------ ----------------------

+------------------------------------------------+---------------------+
| ### Grand Total                                | 60.29               |
+------------------------------------------------+---------------------+

*3. Real Property Maintenance*. Funding for this infrastructure element
include annual real property maintenance and repairs including
structures and utilities, roofing, chiller/boiler replacement, and other
mechanical, electrical and lighting, including preventative maintenance,
cyclical maintenance, and service calls.

Funding for Real Property Maintenance is at .83% of the replacement
value of Fermilab's non-scientific infrastructure (buildings and
utilities) substantially under the Federal Facilities Council
recommendation of 1.5%. However, infrastructure of a critical nature is
funded at a level closer to 1% devoting a higher level of investment to
those areas most critical to science including the Central Utility
Building, Wilson Hall, electric and cooling water systems. Funding for
this area increases to 1.5% over the period of this plan.

4\. *Operations funding*. There are currently no environmental
reclamation or remediation projects requiring operating funding, and no
currently identified decontamination and demolition. There is a wetlands
delineation planned that will enhance the planning process and offer a
higher degree of project certainty.

**VIII. Plan Development and Prioritization Process**

Single purpose laboratories were requested to develop this Strategic
Facilities Plan with a four week turn-around which offered the
opportunity to validate the accuracy of the existing infrastructure data
and the existing Fermilab process for prioritization to assess the
current state of infrastructure relative to the modernization
guidelines. The following offers a brief summary of the process used to
develop this plan.

-   The process started with interpretation of the guidelines based on
    Fermilab's mission as stated in the Fermilab Institutional Plan and
    known programmatic changes since the last plan update.

-   A review of existing deficiencies from the building inspection
    program, latest infrastructure assessment and site wide utility
    energy/water audits (performed under the UIP initiative), was
    completed to identify new requirements necessary to meet the
    flexibility and versatility guidelines.

-   Collaborative Research and Integrated Workplace requirements were
    identified that needed integration into the plan. Technology zoning
    and evolution were determined to be satisfied at the necessary level
    based on existing and projected mission requirements.

-   Brief scope descriptions and order of magnitude cost estimates were
    developed for the identified requirements and updated for existing
    infrastructure requirements. Different approaches were then
    considered for funding including continuation of third party
    investment through the Utilities Incentive Program. Appendix B
    offers an approach to third party investment that could be used to
    incentivize these types of programs through funding a portion of the
    program from centralized funding controlled by the Office of
    Science.

-   Since Fermilab is basically one large machine and one large office
    building (Wilson Hall), and since Wilson hall is nearing the end of
    the multi-year modernization improvement project, the majority of
    the projects listed in this plan were determined to fall within the
    utility system category with a focus on reliability.

-   Prioritization of these utility system projects was based on risk
    levels associated with safety, mission and environment and the
    probability of failure of a particular system. Projects were ranked
    and placed in a particular year for funding.

-   The Fermilab infrastructure committee including DOE Fermi Group
    participated in development and review of the requirements and
    funding sources identified in this plan.

####### Performance Metrics 

> Progress towards meeting the infrastructure requirements identified in
> this plan including those new requirements necessary for modernization
> and existing requirements cited in this plan can be monitored and
> measured using the following performance metrics.

a.  Machine run time as a function of infrastructure reliability.
    Planned hours of Tevatron run time for upcoming Run II compared to
    actual run time based on utility availability of infrastructure
    support is a direct indicator of progress made to improve utility
    system reliability.

b.  Infrastructure investment as a percentage of Replacement Value is a
    measuer that can act as a change indicator for funding levels within
    the laboratory and also as a benchmark of investment with Private
    industry.

c.  Meeting the requirements of DOE Order 430.2 regarding sustainable
    design criteria and validation of the same indicates continued
    progress on designing and constructing with a focus on the life
    cycle cost of ownership.

d.  Continued progress on the ongoing management initiatives identified
    in the plan including the execution and completion of third party
    investment through the Utility Incentive Program.

The traditional infrastructure condition indices used in private
industry including the Infrastructure Condition Index (backlog of
requirements / replacement value) and Return on Investment (annual
savings / project cost) could be used but would require further
development to ensure consistency in definition of backlog, replacement
value elements, and savings.

### X. Summary 

The Fermilab Strategic Facilities Plan brings together modernization
guidelines and existing infrastructure requirements to identify in a
comprehensive manner all known needs to continue towards achieving
recognition as a "model" Office of Science laboratory for the 21^st^
century. This Strategic Facilities Plan focuses on rebuilding Fermilab
to best satisfy the current mission requirements while considering the
various future activities that could be satisfied through infrastructure
that has some of the highest utility reliability (and capacity) in the
SC laboratory complex.

Ongoing management initiatives described in this plan have allowed
Fermilab to make substantial progress towards satisfying modernization
requirements. Most significant are the Wilson Hall improvement project
and the Fermilab third party investment successes through the Utility
Incentive Program. Use of such programs has the potential to reduce
overall revitalization costs by creating a platform for detailed
infrastructure analysis in conjunction with utility company expertise,
while creating real incentives to reduce costs and maximize return on
investment. One of the advantages of using third party funding is that
it allows immediate implementation of detailed infrastructure
assessments and optimization planning together with initial renovation
work at relatively low costs. This could allow more time for SC to
develop direct funding sources without delaying critical infrastructure
needs. While "real" savings are the foundation for these programs,
commitment of laboratory operating funds (the savings) are required for
the financing and should therefore be supported and incentivized at the
highest levels within the Office of Science.

The identification and prioritization process that is described in this
plan is one of several ongoing management initiatives used to develop
this plan. These initiatives will continue to be critical management
components for ensuring Fermilab continues to be operated and maintained
with the focus of sustainability through flexibility and versatility
thereby ensuring taxpayer investments continue to be used to create the
highest value and associated contribution to science.

XI\. Appendices

A.  Project Requirements List

B.  UIP incentive graph