Facilities Staffing Requirements for the Veterans Health Administration–Engineering Administration Proceedings of a Workshop–in Brief (2019) / Chapter Skim
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Facilities Staffing Requirements for the Veterans Health Administration - Engineering Administration: Proceedings of a Workshop - in Brief
Facilities Staffing Requirements for the Veterans Health Administration - Engineering Administration: Proceedings of a Workshop - in Brief
Pages 1-12
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. This workshop was part of a larger effort undertaken by the Committee on Facilities Staffing Requirements for the Veterans Health Administration to prepare a resource planning and staffing methodology guidebook for the VHA Facility Management (Engineering)
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Reed explained that CAPRES data are not currently used at the national level for budgeting purposes; however, at the facility level, directors could use CAPRES to look at similar facilities and ask the directors of those facilities how they are making changes with a particular amount of money. Alvarez added that FCAs largely drive the capital side of the budget request, which are disconnected from staffing.
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Cooke mentioned that many medical center directors might not realize what they do not know about facilities engineering; those directors need to be provided with a baseline for safety and construction in order to make good decisions. Goodman asked Cooke about the keys to success for engineering administration and the must-have staff positions.
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The Smithsonian Facilities Capital Improvement Program projects a budget of approximately $150 million/year over the next 10 years, with an additional $150 million during each year of major renovations and an additional $5 million/year for minor maintenance projects. The Smithsonian Institution has a unique approach to staffing: thirty architects and engineers in the Engineering and Design Division are divided into cross-disciplinary integrated facility teams (IFTs)
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In response to a question from O'Keefe about an integrated system for work orders and inventory to forecast requirements for budgeting purposes, Carrancho said that the Smithsonian Institution uses IBM's TRIRIGA software, in which work management and space management are integrated and used for forecasting 5-year capital planning. Joconde Gaubert, director, Construction and Facilities Contracts, Georgetown University, shared information about construction and facilities management from a legal perspective.
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The Office of the Chief comprises the following positions: • Chief engineer (i.e., the strategic thinker who establishes policy and procedure) ; • One assistant chief engineer at each campus to manage maintenance operations and projects; • Maintenance controller with an engineering background to help the chief engineer understand metrics, oversee the preventative maintenance program, and manage service contracts; • Energy engineer; • Secretary; • Administrative officer (one for every 65 employees would be ideal)
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TABLE 1 Time Spent per Task, per Position at the Oscar G Johnson VA Medical Center Position Time Spent per Task Chief engineer • Meetings/customer service = 20 percent • Construction/projects = 20 percent • Supervision/employee engagement = 20 percent • Facility leadership = 15 percent • Inspections, union issues, and other miscellaneous items = 15 percent • Budget = 10 percent Assistant chief engi- • Project type work > 65 percent neer • Safety type work = 15 percent • Assistant chief duties = 10 percent Maintenance and • Supervision = 25 percent repair supervisor • Equipment management = 25 percent • VA goals and mission support = 20 percent • Facility maintenance liaison = 15 percent • Project assistance = 15 percent Administrative of- • Facility maintenance and accreditation = 30 percent ficer/budget techni- • Budget and finance = 45 percent cian • General program administration = 15 percent • Miscellaneous items such as the all-employee survey, quality assurance, and union issues = 10 percent Program support • Administrative support = 55 percent assistant • Human resources tasks = 30 percent • Timekeeping = 10 percent • Work order clerk = 5 percent The Office of the Chief also has a biomedical equipment support supervisor and a boiler plant operations supervisor.
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In response to a question from O'Keefe about manpower requests, Ontto said that requests from his site for a work order clerk were not approved and a search for an energy manager did not draw any candidates. He also echoed previous statements about the difficulty of using work order data to gauge staff productivity.
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WORK ORDER AND SERVICE CONTRACT MANAGEMENT Mark Sciarratta, director, Facilities Management, Georgetown University, noted that standardizing and sharing data are two problems faced by all organizations. He built a new model, which bridges and builds reports about facility performance, to improve facility maintenance at Georgetown University.
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TRAINING FACILITIES WORKFORCE -- FEDERAL BUILDINGS PERSONNEL TRAINING ACT Brian Gilligan, national program manager, General Services Administration (GSA) , opened his presentation with an overview of the competency model, which he hoped could be used to establish consistent training standards and identify national training programs.
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value and use of CAPRES and work order information; (2) use and value of stakeholder surveys to build relationships; (3)
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PLANNING COMMITTEE: Robert Anselmi, VA Hospital Engineer (retired) ; Robert Goodman, Principal, The Innova Group; William Marras, Honda Chair Professor and Director, Ohio State University; Kim O'Keefe, Former Director for Resources Office of the Assistant Chief of Staff for Installation Management, Department of the Army; and Brian Yolitz, Associate Vice Chancellor for Facilities, Minnesota State College and University System.
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