Facilities Staffing Requirements for the Veterans Health Administration–Resourcing, Workforce Modeling, and Staffing Proceedings of a Workshop (2019) / Chapter Skim
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3 Workforce Modeling for Facilities Management
3 Workforce Modeling for Facilities Management
Pages 15-24
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From page 15... ...
Modeling methods and other factors important for the modeling process in each situation were discussed, as were the challenges involved in each case. PERSPECTIVES ON STRATEGIC WORKFORCE PLANNING IN THE FEDERAL GOVERNMENT The session's first presentation defined strategic workforce planning and described three historical examples of the application of such models in the federal government and the different challenges involved in each.
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For his third example, Manganaris briefly summarized work performed for the intelligence community. It was an attempt to impose a common structure on 17 decentralized intelligence organizations covering six different cabinet-level agencies.
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This is really important, coming in." Anselmi asked Manganaris whether the VHA could use a linear programming model for building maintenance staffing in hospital settings, given the strict requirements for preventive maintenance and testing mandated by the accreditation process and the low level of acceptable risk. Manganaris responded that since a linear programming model simplifies systems, one could potentially be used for individual aspects of a hospital setting, but he advised that the entire system could not be modeled linearly because "there are too many different things going on in too many different ways." To conclude, Manganaris stressed that predicting future workforce demand is a difficult challenge and that requirements for future staffing should be based on sound planning.
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The committee also recommended that the FAA's staffing model should be robust enough to account for all the varied aspects of the systems specialist job, in addition to time spent directly on maintenance tasks. Those additional considerations are numerous: they include training and certification; time dedicated to military reserve service or other leave; travel time to and from remote worksites and the environmental challenges posed by some of those worksites; fatigue mitigation plans; deficiencies in data reporting; aging workforce and succession planning; and nontechnical task demands, such as paperwork.
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Strickland concluded with another key point, based on the committee's recommendation of a timeline for model development and implementation: development of a useful model is a complex undertaking, involving a wide array of people and systems. He illustrated the complexity of the process with a diagram demonstrating that model development is only the first step, shown in Figure 3-2, and stressed that the FAA was informed that the process of developing and implementing a model takes time.
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first addressed the committee's question regarding the existence of medical labor standards, stating that medical workforce requirements have been modeled since at least the 1980s by the Management Engineering Program of the U.S. Air Force.2 In terms of the best level of aggregation for a model, Crance explained that staffing standards should first be developed at the lowest level, focusing on individual functions containing homogeneous tasks.
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. On Modeling Medical Manpower Requirements.
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To gather accurate worker-hour measurement data, Crance suggested spending the time to collect data properly at the process level, using traditional work measurement techniques. Crance explained that those techniques can be divided into two groups: (1)
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Broskey explained that sometimes backlogs occur when there is employee turnover, and Crance cautioned that he would not inflate the staffing requirement to account for turnover, but instead suggested that a contingency plan be developed, such as having an additional electrician from the private sector on retainer to fill in until a permanent replacement is found. Crance summarized his presentation with four points: (1)
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