Brian Bourne Email & Phone Number

Washington Dc-Baltimore Area

*Primarily responsible for managing NARA’s Supervisor Development Program (SDP), which is a 6-month, cohort-based learning program designed for new GS-7 to GS-15 federal supervisors.*Support the agency’s efforts to achieve the learning dimensions of Strategic Goal 4.1: “To increase the frequency of effective coaching that employees receive by 50%.” *Coordinate and publicize NARA’s relationship with the Treasury Executive Institute (TEI) to make their executive training and coaching services available to all of NARA’s GS14+ employees.*Collaborated with colleagues across the Office of Human Capital to implement NARA’s expanded Cross-training Program, which launched in February 2023. *Led the effort to develop the Learning and Development Divion’s responses to six dimensions of the 2022 OPM Human Capital Management Evaluation by collaborating across the Office of Human Capital to source data and develop comprehensive, written documentation.*Co-facilitated the agency’s new Virtual Orientation for 2 years, including the development of a new orientation presentation, and new tools, resources, and communications that help the new hire and their hiring manager successfully navigate the agency’s onboarding processes. Over 650 new NARA employees have onboarded since May 2020.

Washington, Dc

*Developed and managed the organization’s training budget (>$800,000) to ensure alignment with OA’s strategy.*Collaborated with senior leadership and subject matter experts to design and implement the EOP’s first-ever core curriculum of instructor-led and e-learning courses that address topics such as Harassment, Emergency Preparedness, Ethics, Hatch Act, Diversity, and Cyber Awareness. *Create the EOP’s first e-learning courses using Articulate and Captivate course-authoring software. *Implemented the EOP’s new Learning Management System (LMS) and served as its system administrator. *Designed and implemented a year-long supervisory development curriculum composed of 10 one-hour seminars, taught in physical classrooms, by over 20 of OA’s subject matter experts, addressing foundational topics such as reportable events, travel, recruitment, leave, telework, employee relations, etc.*Laid the foundation for the OA Customer Service Strategy by (a) researching and teaching a course on “Civility in the Workplace” presented to all OA colleagues; (b) designing an employee survey to obtain much needed data on OA’s culture, service systems and behaviors; (c) transcribing and coding all verbatim feedback; (d) creating leader guides for facilitated all-day, all-encompassing retreats at Camp David that allowed employees to provide deeper insights into these topics and their proposed solutions; and (e) providing an orientation to five workgroups tasked with implementing solutions based on the survey and retreat data. *Deployed a course evaluation survey to assess the degree to which on- and off-site training met employee needs and goals, was applied, and achieved targeted outcomes.*Designed OA’s first training needs assessment form and process to assess and track each employee’s learning goals and needs; establish expanded parameters for budgeting; ensure cost effective and efficient investments; and support regulatory compliance and succession planning needs.

Bethesda, Maryland, United States

*Provided administrative oversight for eighteen specialty and subspecialty residency and clinical fellowship training programs.*Analyzed new regulatory and policy requirements and their impact on the NIH’s clinical training programs, in collaboration with the Director of the Office of Clinical Research Training and Medical Education and the Executive Director of Graduate Medical Education (GME). *Conducted formal, periodic audits of the NIH's 18 American College of Graduate Medical Education-accredited training programs to assess their compliance with existing policies and regulations and optimization of training resources; drafted extensive summary findings; provided recommendations for program improvement; and assessed their implementation.*Designed and deployed surveys to assess resident/fellow engagement and verify trainee and program compliance with policies and regulations; presented findings to the GME Committee.*Launched the NIH Clinical Center’s first, five-phase service excellence training program for clinical fellows on professionalism, interpersonal and communication skills, and systems-based practice; 92% of participants rated the courses as “very helpful” to their skill development.*Designed and implemented a three-year professional and career-development curriculum for clinical fellows, leveraging existing training resources from across the NIH.*Created a virtual alumni network and ongoing methodology to track and assess graduate outcomes.*Served as Office of the Director Advisor to the Clinical Fellows Committee to identify opportunities where the Clinical Center could positively support initiatives that improved resident/fellow engagement, career satisfaction, and organizational effectiveness. *Created internal and external strategic communications plans for current, past and future clinical trainees that integrated social media, a new alumni newsletter, and redesigned webpages.*Coordinated new resident/fellow orientation.

Initiated and developed the hospital’s first comprehensive change management and service excellence programs as core elements of the hospital’s strategy to be both a hospital and employer of choice. Facilitated dispute resolution processes. Managed a team of ten employees and a budget in excess of $700,000.New Program Development/Service Excellence:•Led process to articulate and communicate new organizational values with Executive Leadership.•Initiated, planned and led eight customer service/culture strengthening teams composed of all leaders to address critical organizational issues and transform culture.•Designed leadership development curriculum based on patient and employee research and performance indicators.•Created and led hospital-wide training on new values, performance evaluation, conflict management, and civility in the workplace.•Developed internal and external branded communications strategy.•Developed new employee onboarding process, procedures and assessment tools with Vice President of Human Resources.•Analyzed and interpreted patient satisfaction data, staffing levels and needs, and work flow processes to achieve new efficiencies and service/quality process improvements.•Improved patient satisfaction results across organization; within the first 15 months:oInpatient scores improved by 30 percentile pointsoOutpatient improved by 47 percentile points (with national recognition for results)oAmbulatory surgery improved by 33 percentile pointsRanks compare Potomac Hospital against 1,500 hospitals.Patient Relations and Spiritual Care:•Oversaw hospital’s complaint resolution process; 1000/year; 95% resolved. •Directed and developed a team of 8 patient representatives. •Managed Spiritual Care Department and initiated Spiritual Advisory Committee.

Patient Relations: •Selected as the facility’s first patient representative to ensure all staff and patient systems provided consistent, high-quality patient experiences.•Created and managed a system using Microsoft Access to track and monitor all patient complaints – service, clinical, and risk-related issues – 1500/year; 93% resolved to the patient’s satisfaction.•Analyzed and interpreted patient complaint data to identify areas causing major and critical problems to patients; presented findings to Board of Directors and Executive Team; developed and implemented proposed solutions, including staff training, process change, creation of new patient outreach materials, etc.•Oversaw and trained a team of eight volunteers. Program Development and Analysis:•Improved patient satisfaction scores in the Emergency Department by over 40-percentile points by leading a select multidisciplinary team of front line staff to benchmark best practice Emergency Departments, analyze and redesign admission work processes, conduct patient focus groups, and develop department training on customer service.•Identified issues with patient flow and satisfaction exacerbated by a $35-million dollar expansion project. Coordinated with VP of Marketing new interior and exterior signage, communications strategy, and a proactive service recovery strategy.•Facilitated group learning and listening sessions with operating room personnel to identify and address inefficient/ineffective systems. •Developed and coached multicultural medicine interns on behavioral skills designed to improve their patient/physician communications and relationships.•Developed and led six-hour bi-monthly presentation on customer service to new employees (from housekeepers to physicians) on business case for providing good service; corporate strategy; core behaviors that improve outcomes and efficiency.

Led a team of five peers to develop a comprehensive healthcare consulting project to design a centralized, web-enabled call center for an eight-clinic health system in upstate New York. •Evaluated hardware, software, and network demands and needs through market research and physician interviews.•Forecasted appropriate staffing levels for centralized telecommunication’s center to insure rapid response cycles.•Investigated proper oversight protocols and template management tools.

•Designed and developed the hospital’s first comprehensive change management strategy.•Initiated, developed and implemented, with the Commanding Officer, service line listening sessions throughout the entire command of 3,500 staff to identify cost-saving, quality-improving service opportunities. •With Chief Medical Officer, developed video and educational materials used to train all leaders on how to lead listening sessions and increase the understanding of positive change.•Developed strategic communications positioning change management efforts as strategic imperatives.•Analyzed, with Performance Evaluation and Improvement, the OB-GYN clinic for patient satisfaction and process flow, clinical and staff productivity, staff reorganization, and space optimization.

M.H.A., Health Administration

B.A., Political Science, History, Art History