Testing and Validating the Staffing Methodology for the Veterans Health Administration Proceedings of a Workshop–in Brief (2021) / Chapter Skim
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Testing and Validating the Staffing Methodology for the Veterans Health Administration: Proceedings of a Workshop - in Brief
Testing and Validating the Staffing Methodology for the Veterans Health Administration: Proceedings of a Workshop - in Brief
Pages 1-9
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VHA designed the engineering staffing tool so that it would be adjustable for site-specific characteristics, easy for VHA facilities to understand and use, comprised of credible information, adaptable to changes, readily accessible without significant investment of local time and energy, and equipped with tools for facilities to validate and compare data. Broskey remarked that a "drill down" tool allows facilities to review and validate current staffing cost assignments to confirm that existing staffing levels are represented accurately in a staffing analysis.
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, described the process of developing engineering staffing tools, based on the recommendations of the consensus study report and approaches that were successful for other groups. It was important to understand current staffing levels first; however, he noted that "engineering staffing" was not clearly defined, and engineering responsibilities varied by facility.
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He shared future plans, including defining and implementing target performance levels, analyzing links between VHA Facility Management (Engineering) staffing and performance, reestablishing the Chief Engineer Advisory Council, deploying DMLSS VHA-wide and facilitating standardization and analysis of workload, revising staffing tools annually, and continuing to have VHA support for implementation and sustainment of this effort.
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Part of the implementation strategy involved understanding the 5- to 7-year total cost of ownership, based on maintaining systems at existing staffing levels. Broskey asked how Cedars-Sinai determined staffing requirements.
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Call's team is creating internal training for facilities professionals, specific to the hospital network and its internal trades. Smithwick summarized the Simplar Institute's 2020 white paper for the consensus study committee, "Facilities Staffing Benchmark Summary Assessment," which compared facilities staffing benchmarks as a point of reference for the VHA staffing model.3 Call explained that they reviewed presentations and transcripts from National Academies meetings as well as CAPRES facilities data; publicly available sources from academic and trade journals and professional and private organizations; and other health-care facility staffing benchmarks.
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A participant added that it is important to determine whether the skillsets of retirees will still be needed or if new skillsets would be more useful. STAFFING METRIC JOURNEY AT KAISER PERMANENTE NORTHERN CALIFORNIA CLINICAL TECHNOLOGY Chris Ewing, chief operating officer, Paradigm Leaders, LLC, described the development of a staffing model for clinical technology at Kaiser Permanente Northern California (KPNCAL)
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Post-course evaluations are collected for all three programs from students, instructors, and supervisors; each program improved morale, employee engagement, retention, maintenance, and recruitment. In closing, Cooper highlighted several other approaches to recruit skilled maintenance staff: industrial staffing agencies; programs such as the VA's Compensated Work Therapy; technical internships for trade students; and career fairs at training programs, high schools, and trade schools, the latter of which has been the least successful.
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He reiterated the value of capturing service contract spending in future modeling efforts but emphasized VHA's remarkable progress in implementing the consensus study report's findings and recommendations. Broskey acknowledged that many challenges lie ahead and that a sustained effort will be needed, but he noted that the VHA is beginning to achieve its vision with the creation of these tools.
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Ambassador (retired) , and Colin Drury, SUNY Distinguished Professor Emeritus; Brian Yolitz, Associate Vice Chancellor for Facilities, Minnesota State College and University System; and Cheryl Paullin, Vice President, Talent Management & Analytics Division, HumRRO.
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