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FBO DAILY - FEDBIZOPPS ISSUE OF FEBRUARY 23, 2013 FBO #4109
DOCUMENT

R -- Service Excellence Coaching - Attachment

Notice Date

2/21/2013
 

Notice Type

Attachment
 

NAICS

541618 — Other Management Consulting Services
 

Contracting Office

Department of Veterans Affairs;Network Contracting Office 22;VA San Diego Healthcare System;3350 La Jolla Village Drive;San Diego CA 92161
 

ZIP Code

92161
 

Solicitation Number

VA26213R0426
 

Response Due

3/8/2013
 

Archive Date

5/7/2013
 

Point of Contact

Susan Combs
 

E-Mail Address

N/A
(Susan.Combs2@va.gov)
 

Small Business Set-Aside

N/A
 

Description

STATEMENT OF WORK (SOW) Service Excellence Model 1. Contracting Officer's Representative (COR). N/A 2. Contract Title. Service Excellence Model 3. Background. It is the vision of the VA San Diego Healthcare System (VASDHS) to be the provider of choice for Veterans residing in the San Diego and Imperial counties. In order to do so, we must provide outstanding patient centered care to Veterans. When we benchmark ourselves with other healthcare systems in the San Diego metropolitan area, we are below average in some elements of customer satisfaction. Through this contract, we will create a Service Excellence Model to increase customer satisfaction and be the Veterans' provider of choice. 4. Scope. The contractor shall provide professional strategy enrichment services and coaching materials for the creation of the VASDHS Service Excellence Model. The contractor shall have prior experience working with VA healthcare system(s) as well as a track record of successful outcomes with VA and non-VA healthcare systems. The contractor shall demonstrate experience in conducting measurement and study of patient satisfaction data. The contractor shall have experience with Patient Centered Care delivery models, and shall demonstrate successful service recovery outcomes in inpatient and outpatient settings. The contractor must have specific technical expertise and experience in working with employees in health care organizations at all levels. The contractor should have experience and expertise in clarifying and summarizing strengths, weaknesses, and opportunities for a medical center as they pertain to customer service systems, practices and outcomes. The contractor should be experienced in establishing sets of issues/objectives, solutions, and next steps including strategies and solutions to address leadership and coaching issues. The services shall include, but are not limited to, the following: 5.1 TASK 1: Groundwork and Planning Services for the Healthcare System and Related Entities 5.1.1 - Conduct Clinical Teams Review The contractor will conduct a clinical teams review by initially meeting with the Executive Leadership Team to gauge their perceptions of the current state of the clinical and associated staff's effectiveness in meeting veteran's service needs. This interaction will also include defining what specific goals and objectives the executive leadership team is seeking to realize from this initiative. The contractor will then meet with a number of groups of service chiefs and key program leaders of 30 to 40 people in size. The contractor will educate the groups of participants on the basic benefits of service excellence for a comprehensive healthcare service provider as a whole and for their particular area by sharing basic concepts, reflection and group interaction. The contractor will provide instruction on the foundational elements of a service excellence program and the necessary pillars to sustain such an endeavor long term. In a structured interactive forum, the contractor will gather participant input on the strengths, weaknesses and opportunities for service enhancement. Working with these same groups, the contractor will also gain input into the existence of the necessary structures and practice for a sound customer service program. The contractor will determine the level of cooperation or lack thereof within these groups and from participants' perceptions and knowledge to determine areas of strength and weaknesses in committing to a comprehensive, enterprise-wide customer-service program. 5.1.2 - Facilitate Customized Onsite Service Excellence Planning and Implementation As a result of the clinical team review, the contractor shall create strategies to build the Service Excellent Model. A Service Excellence Model will outline the necessary pillars for an enterprise-wide program. Examples include: leadership and medical staff engagement, and rewards and recognition methods to reinforce desired staff behaviors. The Model should fully illustrate the relationship between these pillars as well as the likely key players for championing each pillar. The Model should outline the expected roles and responsibilities for key departmental groups such as leadership, supervisors, medical staff, service champions, and the steering committee. The Model should include phases with targeted timeframes. 5.1.3 - Conduct Annual Planning Methods and Review As outlined in section 5.1.1, the contractor will plan and lead an initial series of planning sessions. As needed, these planning sessions will be repeated at which time the contractor will instruct the key leaders and service champions on new customer service concepts and principles. Through an interactive and reflective course of action, the contractor will measure progress made, successes in meeting the pre-defined objectives in the Service Excellence Model, and resistance and obstacles encountered. The contractor will use this data to facilitate the creation of a strategy with an overarching theme complete with timeframes and specific plans. 5.1.4 - Implementation Plan Based on the results of the clinical team review and planning strategy, the contractor shall prepare summary reports to include topics discussed, solutions offered, and contractor suggestions for implementing the Service Excellence Model. Deliverables: Specific deliverables include a customized instructional workbook for the service champions and a separate script and participant workbook for all course attendees. These deliverables should be customized to the clinical and associated service team and incorporate input and themes from the planning sessions with leadership, supervisors and service champions. From time to time the contractor will provide tools for supervisors and staff in responding to conflict and resistance in the workplace. Tools should also address how employees can function as teams. The specific deliverables would be in the form of handouts during planning sessions and written instructional guidelines outlined in an easy to understand and follow manner. This written material should originate from the contractor and simply be copies of articles or material the contractor obtained from the internet. 5.2 TASK 2: Leadership Education and Coaching for Executives, Managers, Supervisors and Service Partners at the Healthcare System and Related Entities. 5.2.1 - Conduct Clinical Team Review to Determine Coaching Lessons Needed Across all Staff Levels and Related Entities. The contractor will conduct a medical service team review by initially meeting with the Executive Leadership Team to gauge the needs for all employee education and coaching lessons across the medical center. The contractor will then meet with a number of groups of service chiefs and key program leaders of 30 to 40 people in size (at least four separate groups of 30/40). The contractor shall provide each group the general principles of coaching and guidance of supervisors in the healthcare environment and then elicit feedback from the group on gaps and opportunities for positive change. 5.2.2 - Generate a Customized Leadership Enhancement Program Providing Customer-Focused Service Skills Including 3-4 Coaching Sessions for all Leaders and Service Partners The contractor will facilitate an internally generated education and teaching program that will focus on addressing deficits among supervisors, how and when to empower and enable staff to practice positive change in the workplace that will enhance the level of service to patients in outpatient and inpatient settings. The education and teaching program will be customized based on the identified gaps and needs of the pool of supervisors at the VA San Diego Healthcare System. The approach will be teach the teacher, with the contractor working with medical center leadership to identify a pool of teachers or coaches, dialoguing with this pool to create a customized program and compose a course outline (hard copy) and approach. The course is to be provided by the pool of identified VA San Diego Healthcare System coaches and to be offered in a series of monthly instruction sessions over the course of a year. Deliverables: Provision of applicable best practices in leadership guidance and coaching materials both market available and internally generated for executives, managers, supervisors and service partners at the healthcare system and related entities. 5.3 TASK 3: On-site and Phone Availability for Executive Teambuilding and Coaching for Executive Leadership Team The contractor will be make themselves available to the members of the Executive Leadership Team and the COR by phone for periodic guidance as needed. 5.3.1 - Conduct Leadership Style Preference Review. The contractor will work with the service chiefs and key program leaders (approximately a total of 200 leaders) in groups of 30 to 40 people and provide instruction and a tool for a leadership-type psychometric questionnaire (e.g. Myers-Briggs, DISC). The contractor will provide a summary of the distribution of leadership-types within the medical center to the Executive Leadership Team. 5.3.2 - Establish Delivery Schedule of Executive Coaching Based on Needs Determination. 5.3.3 - Provide Group and Individual Coaching for Members of the Executive Leadership Team (ELT). The contractor will provide executive coaching and team-building among the Executive Leadership Team (six members). This coaching will include pre-work (including each ELT member taking a leadership style preference questionnaire), on-site face-to-face coaching which will be at least one day in duration, and following on-going coaching for at least a six month period. The follow-up will be via phone dialogue with one-on-one with ELT members and with the ELT as a group. Deliverables: Provision of 22 hours of Executive coaching and phone availability to the Executive Leadership Team as a whole (10 hours) and to each member individually (2 hours each) 5.4 TASK 4: Provide Facilitation Guidance for a Group of Internal Change Agents, Steering and Subcommittee members. 5.4.1 - Facilitate Identification of Qualified Group of Internal Change Agents. The change agents will be identified as service champions and will include at least one non-supervisory employee for each service of the medical center. They will be identified by the COR and ELT in coordination with the contractor. The role of the service champions is to, along with the supervisor; facilitate the implementation of the Service Excellence model within the service or work-unit. 5.4.2 - Facilitate Identification and Formation of Steering and Subcommittees and Tasks/Roles of each. The contractor will work with the Medical Center Director in evaluating the effectiveness of the Patient Experience Council and advise the Director on needed modifications. 5.4.3 - Conduct Coaching and Needs Determination of Internal Change Agents, Steering and Subcommittee Members via Phone. The contractor will meet with the change agents (service champions), and steering committee members (Patient Experience Council) and provide guidance on their specific role and responsibilities in implementing the next phase of the customized service excellence model. 5.4.4- Establish Schedule of Onsite and Phone Coaching for Internal Change Agents, Steering and Subcommittee Members. The contractor will work with the ELT and COR to create a mutually agreed upon schedule for onsite coaching of the service champions and steering committee members. Deliverables: Provide onsite and phone coaching, as required. 5.5 TASK 5: Create Customized Education Program & Peer Mentoring Materials for all Employees at San Diego VA Healthcare System 5.5.1 - Identify and provide all coaching and peer mentoring materials necessary for Tasks 2, 3, 4 and 5 5.5.2 - Customize course materials and provide camera ready copies to hospital and rights for internal use 5.5.3 - Identify and Provide any Commercially Available Course Materials to be used with Customized Modules Deliverables: All coaching and course materials to be used in Task items 2, 3, 4 and 5 will be provided in formats appropriate for desired staff delivery methods and will be specific to VA San Diego Healthcare System's uniquely created Service Excellence models. 6. Performance Monitoring The primary method of surveillance of contractor performance will be monitoring contract requirements and deliverables. Surveillance may include: Direct contact with VASDHS staff and annual survey as well as any other method of inspection deemed appropriate by the VASDHS. The amount and frequency of the surveillance will be determined by the level of success of the contractor's internal quality control efforts. When the Contracting Officer requests corrective action, the contractor shall provide a written response within 48 hours that the contractor has corrected the discrepancy and how this was accomplished. The monitoring of performance is not a substitute for quality control by the Contractor. The VASDHS reserves the right to choose the surveillance methods it uses in its quality assurance program during performance, without notice to the Contractor. 7. Security Requirements Work under this task order is UNCLASSIFIED. The contractor shall comply with all applicable VASDHS security regulations and procedures during the performance of this contract. 8. Government-Furnished Equipment (GFE)/Government-Furnished Information (GFI). The VASDHS will provide contractor with an office environment that includes workstations, facsimile, telephones and access to the Internet. 9. Other Pertinent Information or Special Considerations. Contractor shall provide own lodging and travel as a condition of contract award. a. Identification of Potential Conflicts of Interest (COI). There are no conflicts of interest anticipated within work solicited by this SOW and consequent RFP. Contractor shall avoid all conflicts of interest and all appearances of conflicts of interest. b. Identification of Non-Disclosure Requirements. This contract does not require contractor access to any sensitive or proprietary information. Should it become necessary to access such information such as Patient Advocates patient concern/complaint forms, Congressional Inquiry information, patient & staff experience information collected during the execution of contracted work, or similar information potentially deemed sensitive, contractor shall hold the information in the strictest confidence. Any information deemed sensitive generated during the course of this contract will be released to no one other than the Contracting Officer's Representative (COR) without prior written authorization of the Medical Center Director. c. Inspection and Acceptance Criteria. Completion of above tasks Completion of Planning methods, and creation of infrastructure, teams and committees, and outlining coaching and all materials needed for remainder of year by end of Q2 FY13 Begin implementation of course for all leaders and staff by Q3 FY13 Continue implementation of course for all leaders and staff as developed in planning work during Q4FY 13 All employees oriented to the internally created Service Excellence model and individual teams have begun Service, Department and Unit specific service enhancements by end of Q4 FY13 10. Risk Control Due to the nature of the work to be performed under this contract there is no concern for Risk Control 11. Place of Performance. VA San Diego Healthcare System 3350 La Jolla Village Dr. San Diego, CA 92161. 12. Period of Performance. The period of performance for this contract is one year. 13. Delivery Schedule. Deliverable TitleFormatNumberCalendar Days 1Kick Off MeetingContractor-Determined Format1 Copy to COROne week after award 2Groundwork and PlanningContractor-Determined Format1 Copy to CORQuarterly 3Executive and Change agent CoachingContractor-Determined Format1 Copy to CORBi-monthly 4Leadership DevelopmentContractor-Determined Format1 Copy to CORSemi-Annual 5Enterprise-wide Development Course Contractor-Determined Format1 Copy to CORAnnual
 

Web Link

FBO.gov Permalink
(https://www.fbo.gov/spg/VA/LBVANBC/VAMD/VA26213R0426/listing.html)
 

Document(s)

Attachment
 

File Name: VA262-13-R-0426 VA262-13-R-0426_1.docx (https://www.vendorportal.ecms.va.gov/FBODocumentServer/DocumentServer.aspx?DocumentId=628556&FileName=VA262-13-R-0426-000.docx)

Link: https://www.vendorportal.ecms.va.gov/FBODocumentServer/DocumentServer.aspx?DocumentId=628556&FileName=VA262-13-R-0426-000.docx

 

Note: If links are broken, refer to Point of Contact above or contact the FBO Help Desk at 877-472-3779.
 

Place of Performance

Address: Department of Veterans Affairs;VA San Diego Medical Center;3350 La Jolla Village Drive;San Diego, CA 92161

Zip Code: 92161
 

Record

SN02992417-W 20130223/130221234227-3a43e36abd032199ddb0d6ee15a086ed (fbodaily.com)
 

Source

FedBizOpps Link to This Notice
(may not be valid after Archive Date)

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