Performance Management and Financing of Facility Engineering Programs at the Veterans Health Administration Proceedings of a Workshop–in Brief (2019) / Chapter Skim
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Performance Management and Financing of Facility Engineering Programs at the Veterans Health Administration: Proceedings of a Workshop - in Brief
Performance Management and Financing of Facility Engineering Programs at the Veterans Health Administration: Proceedings of a Workshop - in Brief
Pages 1-12
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and a second set addressing management of capital assets. The O&M-related system provides quarterly self-reported, critical facility inventory and work-order completion data along with completion-rate data for critical planned maintenance (commonly called preventive maintenance)
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Model information focuses attention to collections of sites, and lowscoring facilities can receive visit teams. Illustrating how these risk levels can be used, Dulaney explained his pitch to facility directors: "How much risk are you willing to take if the mean average TMS score in the country is 77 and you're pulling in about a 60?
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NOTE: AWE, Annual Workplace Evaluation; LTCR, Lost Time Claims Rate; OSHA, Occupational Safety and Health Administration; SMS, Safety Management System. SOURCE: Doug Dulaney, Veterans Health Administration, presentation to the workshop, May 8-9, 2019.
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if either side of who will be stakeholder of the data metric is ignored, then something is missing. IMPACTFUL DASHBOARDS FOR FACILITIES PERFORMANCE METRICS Lisa Berglund, a senior analyst at EAB Global, a company that provides advice to university leaders, gave a presentation focused on dashboards that could provide useful yet succinct performance information to VHA leaders at various levels.
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standard for facility management. TENANT SATISFACTION SURVEY Beginning the afternoon of Day 1, Rob Lacey, a program manager at the General Service Administration (GSA)
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He said that NASA's Marshall Space Flight Center evaluates, for its 20-year facilities master plan, each asset in five dimensions, one of which is "how occupants perceive the facility" (the other four dimensions are mission related, such as supporting agency goals, center roles, core products; importance to those products; readiness; and facility impact on agency goals)
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MEASURING PERFORMANCE OF FACILITIES AND ANALYSIS OF THEIR MAINTENANCE On Day 2, returning to performance management, Richard Iofolla, a retired VHA chief engineer, described his two conclusions up front: First, there are too many variables to be able to set up a clean equation that one can just stick numbers in and then answer how many FTE are needed; a lot of assumptions are necessary. So basically, if someone came to him with a million-square-feet facility and asked how many FTE are needed, he cannot answer that.
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Iofolla also discussed experiences with private hospitals as compared to the VA; for example, he said, "In the VA the Chief Engineer touches almost everything that goes on at that facility. He's a member of just about every committee." At private hospitals he simplified by saying, "My job was to be sure that the toilets didn't overflow." STAFFING FOR ALTERNATIVE CONTRACTING METHODS Douglas Gransberg, Iowa State University and a business leader in construction engineering, first referenced a 2007 study on design-build (DB)
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After going through extensive lists of ACM staffing lessons learned for different ACM types, including the overall importance of identifying qualified, experienced, flexible, and responsive personnel dedicated to the fast ACM pace, Gransberg summarized by saying that ACM staffing issues are complex; using ACM means accelerated schedules, reduced agency planning and design input, need for experienced agency project personnel, increased ability to tolerate risk, and a paradigm shift in procurement culture (constructioncentric development and delivery plus changing from minimize cost and time to maximize cost and schedule certainty)
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Reed was intrigued by the risk presentation, noted that it will take a few years to mature, but thought performance metrics can be presented credibly to limit or know the risk level, perhaps a "burning platform" that medical center directors would want to pay attention to. He believed much groundwork may be needed to present the "burning platform" and what should be done first.
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Smith endorsed the point of asking executives what risk they are willing to accept. Litvin appreciated discussions on performance metrics and the idea of a "burning platform." He then related those to experiences with his current leader involving daily healthcare-operations briefings and key questions, "What facilities do I have out there across VHA that are out of operation, or not at normal operation, and why, and when are they scheduled to be back online?
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; Robert Anselmi, VA Hospital Engineer (retired) ; Robert Goodman, Principal, The Innova Group; and Brian Yolitz, Associate Vice Chancellor for Facilities, Minnesota State College and University System.
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