PWS - Patient Experience - Updated 20230502.docx

Southeast Louisiana Veterans Health Care System (SLVHCS) Cultural Transformation Services Performance Work Statement (PWS)

1.0 DESCRIPTION OF SERVICES

The overall objective is to transform Southeast Louisiana Veterans Health Care System (SLVHCS) into a high performing organization that consistently provides safe, efficient, effective Veteran-centered care and whose employees are high-performing team players who enjoy working in the organization. SLVHCS’s need for cultural transformation includes elevating leadership skills, providing executive coaching, improving accountability and customer service, communication, and employee engagement.

The contractor shall provide organization transformation services for SLVHCS and its associated facilities. The contractor shall demonstrate requisite experience in coaching and training comparably sized medical facilities. Additionally, the contractor shall include statistically proven techniques, processes, and supporting tools/templates that produce sustained methods of accountability, achieve better operational efficiency/ clinical outcomes and reduce process/outcome variability (clinical and administrative). The contractor should have experience training other VA medical centers and healthcare organizations on behavioral standards, including communication tactics. The contractor shall provide documentation supporting the effectiveness of its techniques.

Southeast Louisiana Veterans Health Care System, located at 2400 Canal St, New Orleans, LA 70119

Southeast Louisiana Veterans Health Care System, located at 2400 Canal St, New Orleans, LA 70119

The contractor shall implement techniques to improve patients' perception of care as evidenced by the VA Survey of Healthcare Experiences (SHEP) and VA Strategic Analytics for Improvement and Learning (SAIL) performance measures and improve employee satisfaction as evidenced by reduced turnover and improved all employee survey (AES) results. The contractor shall implement techniques to increase employee satisfaction, enhance communication and reduce burnout.

l. The contractor shall conduct an initial baseline evaluation and assessment of SLVHCS that will identify strengths and opportunities for improvement. This assessment should include national leadership benchmarks. This assessment should be released from the Director's office and completed by all levels of SLVHCS leadership structure. The contractor shall deliver the results of the assessment via a presentation to the Director and facility leadership. The contractor should subsequently guide the leadership group through a discussion of recommended next steps.

2. Following the baseline assessment, the contractor shall conduct quarterly follow-up assessments in comparison to the baseline evaluation and assessment to validate progress toward the organization's objectives. Baseline and Quarterly follow up assessments will assess:

a. Alignment of leaders' actions to improve SAIL, AES and SHEP scores with trending.

b. Current level of accountability among leaders and trends.

c. Progress of training and improvements in customer service and leadership skills.

3. The contractor shall conduct a standardized monthly support meeting to provide SLVHCS leadership coaching, teaching and mentoring either in person, virtually or a combination of both.

4. The contractor shall develop and deliver quarterly training seminars to SLVHCS leaders and staff designed to provide hands-on learning opportunities to supplement the in person and virtual coaching. The contractor shall work with a team of SLVHCS leaders to customize curricula for each quarterly training. The curricula will include, but not limited to, leader accountability plans, focused leader rounding, and leading best practices to improve communication.

a. Leadership training will be provided to SLVHCS Leadership Council members and all frontline supervisors. Actual number of participants to be mutually agreed upon between SLVHCS leadership and the contractor after the initial assessment.

5. The contractor shall provide and implement an established robust, automated, web-based rounding tool for use by all leaders. This tool must provide:

a. Templates for hourly and other Veteran-centric rounding techniques

b. Templates for rounding on employees

c. Library of tactics and templates for enhancing patient safety and quality tracking and reporting

d. Capacity for customization, allowing instantaneous, immediate creation of custom templates and stoplight reports

6. The contractor shall provide and implement tools for leader action planning and frequent data reporting that allow for unit/department level personalization for goals and action items.

7. The contractor shall provide onsite coaching visits.

8. The contractor will have coaches and mentors available with specific operational expertise and demonstrable prior experience in leadership best practices, communication templates to improve patient/employee trust, shift pass down protocols to ensure smooth transition between shifts, cultural change, change management, employee engagement, physician and nursing engagement, leader development, executive coaching, executive rounding and quality improvement. Coaches and mentors must have expertise on developing shared governance standards, such as increased engagement, retention, and autonomy; driving toward action by setting and owning goal; reducing variability and optionality to drive cultures of zero harm; and building a culture based on doing purpose-driven work.

9. The contractor shall provide training via an on-site education session for identified employees during the life cycle of the contract. These forums must include role playing workshops to demonstrate and validate industry leading practices. The contractor must consult with SLVHCS executive leadership to ensure the curriculum for these forums includes process improvement and development of consistency and standardization across staff.

10. The contractor shall provide an educational forum designed to bring SLVHCS leadership to the next level. The contractor shall provide leader development across a twelve-month period. Available topics must include, but not be limited to, goals and action planning, accountability, behavior-based peer interviewing, code of conduct, reward and recognition, teamwork, personal communication, emotional intelligence, performance conversations and providing feedback, reducing patient anxiety through communication, change management, dyad leadership, and reducing employee burnout. The program must be led by experts and must include skill development sessions and workshops, regular coaching calls and monthly exercises, skill validation, and certification.

11. For the duration of the period of performance, the contractor must provide SLVHCS with an online catalog of best practices, tools, workbooks, books, and other resources that have been harvested, tested, and refined from other healthcare organizations. Throughout the period of performance, the contractor shall provide access to all SLVHCS leaders the leadership development and automated accountability systems, tools, publications, video and online resources required to achieve and sustain the desired outcomes.

12. The contractor must be able to provide SLVHCS with leading best practices from industry physician and employee engagement arenas.

13. Performance Measures:

a. Contractor's baseline assessment shall be used to assess progress achieved over time.

b. Quarterly, contractor shall provide metrics on number of staff trained and a summary of an end of training questionnaires provided to staff who were trained that quarter. This questionnaire should discuss perceived usefulness of training, quality of instruction, applicability to the workplace and suggested changes to the training for next quarter.

c. Annually, contractor shall reassess their techniques via survey of all SLVHCS staff who have participated and present findings to executive leadership.

1.1 LOCATION OF WORK:

The contractor shall perform assessments, coaching, and training at the SLVHCS main facility.

1.2 PERIOD OF PERFORMANCE:

The period of performance shall be for one Base Year of 12 months and four (4) option years. The Period of Performance dates will be established after the contract is awarded, but are forecasted to be:

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