Consolidation of Institution Maintenance

Maintenance Members have a lot of questions about the DSHS proposal to consolidate services. Today members from many facilities met with management for an informational meeting about Institutions Maintenance Consolidation. These are my notes of that meeting.

Management stated work began last fall at the request of the Governor’s Chief of Staff. There are reduced resources. How can we best address maintenance across institutions - not only for efficiencies but to allow the program staff to focus on program delivery to clients?

The current Consolidated Support Services Chief was brought in to advise. Bob Hubenthal is leading the effort. It started in December with a web conference with CEOs and Maintenance Chiefs. Seven workgroups worked from January thru April.

Key issue: recognition that there are some tasks that must remain on institution campus such as sewer treatment, laundry, boilers.

What is the appropriate size team that is a home team? Where are opportunities to group like skills together for a roving team that could move between institutions providing a level of service such as a painting crew, grounds crew - scheduled work like generator runs, preventive maintenance, etc.? There were two workgroups but they are now merged. 157 staff are currently in maintenance. We recognize that travel is not an efficiency so we developed hubs for roving teams. Fleet operations was looked at as well as equipment. Warehouse operations are not in the scope of this but have impact on the consolidation. Communication was also looked at between the teams. Closure of McNeil Prison has added additional responsibilities to DSHS. DSHS may share responsibility for SCC with Fish and Wildlife and General Administration. Proposals to close institutions will impact maintenance and staff. That’s how we came up with these proposals and administration to oversee these teams.

Since our first meeting we thought about the concerns the union raised about adding administration and have a new document to share. We looked at management we already have in Capital Programs and Capital Asset Management. We have now expanded our proposal to include East side CSS. This also addresses the concern about not losing federal funding.

Peggy Pulse will address the bargaining unit information. Consolidated Maintenance and Operations employees will report up through Financial Services Administration. Therefore institutions employees impacted will become part of economic and social services bargaining unit and not institutions bargaining unit. Funding remains at institutions but is allocated to maintenance. CSS and this new CMO will report through Financial Services Administration. PERC will have to decide the bargaining unit issue.


the union asked, "Could CMO report through DSHS Secretary as SCC does in order to maintain Institution bargaining unit status?" The union expressed concern about impact on bargaining unit members since the contract recently negotiated includes them in institutions bargaining unit and not financial services bargaining unit. Concerns were raised about federal funding requirements. What is the cost of licenses for the web based maintenance system. Management responded that Capital budget will cover the cost. Cost is 35k plus annual upgrades.

What is in the scope and what is out of the scope of CMO? It includes water treatment, wastewater treatment, transportation, laundry, custodial only at JRA, stationary engineers. What is not in scope is business functions, food service, security program related and direct line care. There will be service level agreements between the CMO and the Institutions that lay out what is expected. By July 1st we will have the structure in place. The time and attendance for the teams will be done through the institutions. Institutions business functions are also being consolidated but that is another area of discussion. CMO will start managing the budget and managing the people of maintenance.

The union asked if management considered a suggestion to do a smaller pilot of this to see how it works. Management stated they decided not to pilot this process on a smaller scale but to go all in all at once.

The union asked regarding job classes - does management plan to move from trade specific to maintenance mechanic series? Management said there were a few where they will move from one to the other in order to be able to utilize their skills better. Management is interested in similar job classes in order to make movement of staff easier.

The union asked about the fact that SCC will use construction series instead and it pays 10 ranges higher. Answer: SCC chose to do that not the CMO workgroup.

The union asked, "How will emergencies be responded to in 24/7s?" Management responded theat the CMO will have someone on site or someone with a radio that would dispatch people to emergencies.

Management wants to redeploy existing staff and use vacancies to reduce the workforce. 2 from WSH, 1 from Echo Glen, and 1 from CSS will remain vacant and not be filled. Management understands that there will be a learning curve.

Management will be verifying the licenses and skills that members have to determine who will be on roving team and who will be on home team.

The union asked about the background checks required to work in JRA vs. MH vs. DDD vs. SCC believing they differ. Management answer is: SCC has increased background information due to requirement for FBI fingerprints. However, they see no problem since they have to deal with contractors from time to time and have no problem.

The union will soon be required to bargain all of this and needs whatever information you can share as to the impact on the services and the workforce. Please meet with your representatives and discuss the issues. Some of us will want to stop it because we believe it will cost more and be inefficient. We may or may not be successful so we must prepare for both contingencies. Some of us may see this as an opportunity. If so, we need to hear from you too. You are the union and it is your voice that must be brought to the table. Please make it heard.

RESOURCES:

• CMO Draft Organization Chart
• CMO Draft Maintenance Positions

DSHS Furlough Day Relief!

At long last and after a great deal of hard work, DSHS members will have relief from furlough days. Our DSHS workers took the largest number of furlough days of any agency in order to save services to the public and to maintain a capable and efficient workforce. I am very happy to announce that DSHS and the Office of Financial Management have approved our request to end temporary layoff days.

This relief applies to both the ESSB 6503 temporary layoffs and the department-initiated Extended and Expanded Temporary Layoff (or non-ESSB 6503 Temporary Layoff). Represented workers will not be taking the scheduled June temporary layoff day. Workers subject to temporary layoff under the DSHS- initiated plan and who have contributed the equivalent of seven or more days, will not be required to take additional time.

Represented workers will receive official notification rescinding temporary layoff. DSHS states that notification letters are being prepared and will be distributed as quickly as possible. Each letter will specify what time period the temporary layoff is rescinded. Be careful to get supervisory approval before you make any changes to your schedule or attempt to cancel any furlough days.

The official announcement is due out this afternoon! Watch for it!