Revised_Statement_of_Work.pdf

Statement of Work Naval Branch Health Clinic (BHC) Mayport, Florida

Background

Naval Branch Health Clinic Mayport (NBHC) had a less than satisfactory DEOCS survey. In an effort to improve the Command Climate at NBHC Mayport; leadership requested a Command assessment to improve and understand team dynamics, assess Command goals, and create a culture of excellence within NBHC Mayport. Measurement Assessment (Phase 1), the initial assessment with The Institute of Healthcare Excellence has been completed. It has been determined by Naval Hospital Jacksonville Senior Leadership that a follow-on Phase II training evolution at NBHC Mayport take place with key stakeholders. This training evolution shall cover: Human-Centered Leadership, Teamwork Training, Experience Mapping, and Hardwiring solutions into daily work flow.

Scope of Work

The scope of work for this follow-on Phase II Training is the procurement of teambuilding services, and training to include all planning, execution, implementation, for organization/department employees in a four part training evolution plan. This evolution of training shall include the following areas:

1. Human Centered Leadership.

a. Sharpen the leadership skills of leaders, particularly with regard to interpersonal skills and emotional intelligence/self-awareness required for high performance.

b. Develop and nurture advanced communication skills, which will allow for development of a common language and enhance accountability.

c. Explore the attributes of complex systems in which we work, and practice skills to enhance curiosity, inquiry (rather than debate), and compassion when redesigning complex systems in teams.

d. Learn how to develop a vision that authentically accesses intrinsic motivation in the workforce to create alignment and accelerate compelling change.

e. Learn how to effectively conduct positive leadership rounding and develop an approach to evaluating effectiveness.

f. Learn how to conduct a relationship-centered meeting as a vehicle for creating a culture of excellence and positive emotions.

g. Develop skills to welcome and appreciate different perspectives to enhance innovation and the quality journey.

h. Enhance the culture of safety and the culture of excellence through reinforcement of positive emotion.

i. Create a network of personal relationships within the leadership group which will be an important conduit for getting the organization’s work done.

j. Provide participants with a perspective on caregiver burnout, including contributing factors, consequences and evidence-based solutions focused on positive emotions

2. Teamwork Training.

a. Meaningful relationship building

b. Reflective and Active Listening

c. Effective recognition and response to emotions of patients and colleagues

d. A structured communication process to share important information between team members

e. Positive Assertion to be certain all team members voices are heard

3. Experience Mapping.

An effective way to connect team members to positive emotions which occur in the daily workflow, is to understand and maximize the joys associated with key processes while simultaneously minimizing identified hassles. To accomplish this, key processes with opportunities for improvement will be identified and prioritized, after which one key process will be selected. Key stakeholders within the clinic, including physicians, nurses, front-line caregivers, and leadership will work with a performance improvement engineer and complete a value stream map of the process AND simultaneously superimpose an experience map which highlights “always” events - events that patients and members of the team identify should always happen to create an excellent experience. Interventions to reach the desired state will be prioritized and quick wins will be identified.

4. Hardwiring Solutions into Daily Work Flow. Pending the results of the initial assessment, metrics, and the HCL and RHT programs, introduction of interventions designed to help leaders and caregivers connect to positive emotions will be completed.

In addition, coaching via IHE will be completed to hardwire processes which help connect caregivers to their purpose and create an appreciative environment. Key Clinic stakeholders will participate in a two (2)-day Design session followed by implementation of solutions throughout the Clinic. Subsequent virtual coaching by IHE regarding the implementation process will be provided as necessary.