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NSLS-II Strategic Planning

John HillExperimental Facilities Division Director

NSLS-II EFAC May 5th 2008

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Need for a Strategic Plan

• NSLS-II has overall responsibility for building and operating all beamlines ensuring that they are well-integrated into the facility– extension of the stewardship role to beamline development and operations.

• Opportunity to coherently plan entire facility in a way that takes advantage of synergies in techniques and beamlines across communities

• NSLS-II is a finite resource and demand, even from existing NSLS user community, outweighs supply• Output from workshops: Request Avail

– Straight Sections 34 27– 3PWs 18 ~15– Soft Bend/IR 14 ~12– Far-IR 4 4

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A Strategic Plan

Should:• Leverage the core strengths of the facility for the greatest

scientific impact• Evolve with time as the environment changes• Have an upgrade path• Have stakeholder buy-in

– Community– Staff– Sponsors

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A Strategic Plan

Should not:• Simply be a wish list from existing NSLS community• Be static

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NSLS-II Strategic Strengths• Technical Strengths

• World-leading brightness (hard and soft x-ray)• World-leading coherent flux (hard and soft x-ray)• Small beam size• Broad spectral coverage (far-IR to ?? keV)• Source stability• Long beamlines

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NSLS-II Strategic Strengths• Scientific Strengths

• Imaging (from nm to cm)• Dynamics (from ps to minutes)• NE research community• NSLS User base• BNL Strengths (detectors, crystal optics, metrology, core

research programs)

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Elements of Strategic PlanShould contain:• Mission Statement• Goals of facility• Prioritization of competing demands

• New ideas vs. continuation of existing communities• The appropriate balance between different scientific communities• High impact, few users vs. High thru-put beamlines

• Identification of growth areas and opportunities for entirely new directions

• Guidance on physical placement of beamlines (weighted constraints)

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Elements of Strategic Plan (Cont.)

• Infrastructure planning (beyond construction project)• Conventional facilities

– Future LOBs– Additional buildings (biology, guest house, remote endstations…)

• Accelerator systems– Accelerator performance goals, operating modes– Insertion device development

• Detectors• Scientific computing• Metrology

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Scientific Portfolio of NSLS-II

Existing User Distribution at NSLS (FY07)

• What should the goals for the NSLS-II portfolio be?

• How do we decide?

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Planning Process• To date: Multiple workshops with existing community (NSLS-

biased). The latest (Jan 08) produced 6 detailed white papers• This is an excellent start, but has some weaknesses. Areas

that need strengthening include• It is very NSLS-centric• Greater emphasis on new ideas, new opportunities?• Status of world-wide photon environment (now and projected forward)

• How do we synthesize into a single whole, applying appropriate facility judgment?

• How do we add the missing pieces?• How do we get user, staff and sponsors buy-in?

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Possible Roadmap• Jan workshop white papers posted for comment by community (May 08)• NSLS-II staff synthesize white papers into executive summary, adding facility

perspective and judgment.– Executive Summary posted (Aug 08). Comments open til Oct 08– Solicit suggestions for New Opportunities Workshops, deadline: Oct 08

• NSLS-II Roadmap for development of strategic plan.• Strategic plan roadmap due Nov 08• EFAC and PAC review of Strategic Plan Roadmap (Fall 08)• New Opportunity Workshops (Dec 08 – Apr 09)

– White papers from workshops due April 09• NSLS-II staff prepares first draft of Strategic Plan in light of input (May 09)• EFAC and PAC review draft Strategic Plan (Spring 09)• Repeat as necessary.

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Summary

• The strategic plan will guide the development of experimental facilities at NSLS-II

• The expectation is NSLS-II will call for LOIs against this plan

• It will be a large amount of work to prepare a quality document

• It is not entirely clear how to do so in a manner that will reach out to the appropriate communities, be forward looking and obtain buy-in from all stakeholders.

• We are looking for advice on how to improve this process.