Martin WALTER, 20 November 2018 I N S T I T U T M A X V O N L A U E - P A U L L A N G E V I N 1

The ILL: An international Analytical Large Scale User Facility

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T H E E U R O P E A N N E U T R O N S O U R C E

• Created 19 January 1967 through the signature of an intergovernmental convention

• International organisation – implemented as a French private company

• Single site-RI • Share site with ESRF, EMBL and IBS • User programme operational since 1972 • An annual budget of approximately 90 M€ • A workforce of about 500 people • Three Associates countries (owners) • Ten Scientific Member countries

• ESFRI Roadmap entry in 2006 with an

upgrade programme

THE CONTEXT

T H E E U R O P E A N N E U T R O N S O U R C E

THE INGREDIENTS OF ILL’S SUCCESS

Running the

• world’s most intense continuous neutron source,

• feeding a continuously upgraded cutting-edge instrument suite

• for the user community.

• Allocation of instrument time is based on scientific excellence.

• Provision of an outstanding user support services.

Long term sustainability also assured through the

signature of 10 years intergovernmental

conventions between the Associates including the

commitment to finance the decommissioning of the

installation, plus commitment from the Scientific

Members for 5 years periods.

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T H E E U R O P E A N N E U T R O N S O U R C E

SCIENTIFIC IMPACT

Publications in high-impact scientific journals More than 22000 peer reviewed publications

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T H E E U R O P E A N N E U T R O N S O U R C E

KPIS ABOUT THE ILL’S USER PROGRAMME

850 experiments/year

650 publications/year

28 instruments + 10 CRG

65 countries

1400 users from an active community of 12 000 scientists

4 cycles of 50 days/year

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T H E E U R O P E A N N E U T R O N S O U R C E

ILL Committees: • Steering Committee STC (= Council) meets every 6 months

• Lays down the general directives for managing the Association. • Supervise the management and has the right to issue instructions to the Director

STC is advised by • Subcommittee on Administrative Questions – meets every 6 months

• Monitors the administrative operations of the Association and makes recommendations to the STC

• Scientific Council –meets every 6 months • Gives its opinion on all scientific and technical matters at the request of the

Steering Committee or the Directors, or at its own initiative • External experts review the scientific programme and carry out a periodic review

of the ILL instruments suite • Subcommittees of the Scientific council, composed of external experts, evaluate

the submitted proposal for beamtime allocation

INTERNAL EVALUATION PROCEDURES

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T H E E U R O P E A N N E U T R O N S O U R C E

• STC is advised by • Audit Commission –meets every 12 months

• Performs special internal audits – Compliance • Composed of auditors from the UK (national audit office), FR (cour de comptes)

DE (Bundesrechnungshof)

• Statutory Auditor • Annual accounts of the Association must be audited and certified by a statutory

auditor

• ILL is also evaluated on an ongoing basis by the French Nuclear Safety Authorities

INTERNAL EVALUATION PROCEDURES

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T H E E U R O P E A N N E U T R O N S O U R C E

INTERNAL EVALUATION PROCEDURES - KPIS

Every six months compliation of a detailed report for the ILL Council and its advisory bodies (~250 pages)

User- & Research-related Results

Reactor cycles

Number of public instruments

Number of CRG instruments

Instrument days used4)

Instrument days lost

Number of proposals submitted

Number of proposals accepted

Requests for instrument days

Instrument days allocated

Number of visits / visitors

Number of publications (total)

Number of publications with ILL staff Ph.D. theses (ILL intern)

Budget (k€) Income from Assoc. Grants (k€) Contributions from Sci. Members (k€) EU funding (k€) + ANR

Other 3rd

party funding (k€) Income from royalties (k€)

5)

Total income (incl. carry-forward, reserve) Investment ILL/total income

Investment DS/total income

Investment DPT/total income

Investment DRe/total income

Investment DA/total income

Millennium Programme

Expenditure (Capital + Recurrent) (k€) Personnel costs (k€) Endurance Expenditure (total) (k€) Reactor Fuel cycle (K€) Key Reactor Components (K€) Stress tests Fukushima

Personnel Resources

Number of staff (persons)1)

Number of staff (FTE)²)

Cadres

Post-Docs

Ph.D. students

Trainees

Percentage of Women

Cadres

Non-cadres

Permanent Positions/Fluctuations/Illness Ratio permanent/total positions

- for cadres

Departures (total)

- for cadres

Incoming (total)

- for cadres

Personnel Resources Days of illness

Days lost due to accidents

Duration of Employment/Age

Total staff

Cadres

National Origin of Staff (persons)

ILL Associates (total)

France

Germany

U.K.

ILL Scientific Members (total)

Others

Management Control Ratios and Indicators for last 5 years

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T H E E U R O P E A N N E U T R O N S O U R C E

INTERNAL EVALUATION PROCEDURES - KPIS

Long term financial planning (10 years) updated and presented every 6 months

Current – Prior – Difference to Prior budget planning

allow to follow the financial long term planning over time

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T H E E U R O P E A N N E U T R O N S O U R C E

Associates+SM

User representation

ILL representation

External bodies in France

Elected Staff Representation

The ecosystem Scientific

Council

Instrum.

Sub

Committee Users

User

Forum

Comité

D’entreprise

CHSCT Délégués du

Personnel

Commission

Paritaire

Science and

colleges

committee Commission

Interne de

Sécurité

Associates

Audit

Commission Steering

Committee SAQ

Scientific

Members

ESS

EIRO

Forum

Head of

Neutron

Centres

ENSA

European

Commission

Tax payers ASN IRSN Mairie

Préfecture

Inspect.

du

Travail CNIL

State

security

Ministries

FR

DE

UK

Ministries

AT, BE, CZ

CH,ES, DK,

IT, SE, SK,

PL

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T H E E U R O P E A N N E U T R O N S O U R C E

USEFUL LESSONS – THE ECONOMIC MODEL

6 levers, 8 ILL performance indicators and 4 risks have been identified

Impact on ILL budget

Income

Expenditure

Decision of the Asssociates or

Scientific Members regarding ILL budget

(increase or decrease in the

budget)

Risks

Loss of competencies Social disruption / ILL activity disruption

Loss of motivation Declining attractiveness

Impact on ILL performance

Efficiency

Number of publications

Days offered to users

Instrument reliability

Overbooking

Training

Technology transfer

Number of High impact publications Investment programmes

Number of cycles

Number of instruments*

Level of maintenance

Levers (that can be combined)

Organization

ILL’s Own Income

Human Resources KPIs should take

into consideration

the level of funding

provided to the RI

Indicators Definition

Initial weighting

Final weighting

1a Number of high-impact publications

Number of publications with a high impact factor, that is, the average number of citations to recent articles published in science journals . (Implies having top quality scientists at ILL.)

32% 25%

1b Number of publications Total number of publications 32% 20%

2 Number of available days Available days = days used for users + days for commissioning/test/training + days for internal research + days lost

6% 15%

3 Instrument efficiency (average number of days per experiment)

1-(Nb of days used for users / Nb of experiments) 6% 15%

4 Instruments reliability 1-(Nb of days lost / Nb of available experiment days) 6% 15%

5 Booking Factor Number of requested beamdays / Nb of accepted beamdays 6% 0%

6 Number of thesis based on the use of ILL

Not only thesis financed by ILL but also all the thesis based on the use of ILL data

6% 10%

7 Technology transfer Turnover generated 6% 0%

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T H E E U R O P E A N N E U T R O N S O U R C E

• Complementarity to already existing internal evaluations in RIs

• Clear definition of the target audience of the proposed KPIs

• Including assessment of the overarching European/International political

framework conditions going beyond KPIs of the RIs

• Reuse of existing documentation

EXPECTATIONS FROM ESFRI MONITORING/PERIODIC UPDATE

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I N S T I T U T L A U E L A N G E V I N

22/11/2018