1. Creating a Successful Customer Service Program James Malone Executive Director Ambulatory Services Kaiser Permanente

2. Overview Learn attributes of high-scoring practices Case study of Buenaventura Medical Group’s Customer Service Initiative Kaiser Permanente Customer Service models

3. Ingredients for Success Leadership is involved in the Customer Service effort Physicians and staff are held accountable Top performance is recognized and rewarded Performance criteria is related to survey scores Customer service is constantly promoted through published measurement

4. Buenaventura Medical Group Story BMG scoring poorly in Customer Service Good physicians and staff, but needed to affect change in service quality Changes needed to be immediate Board/Physician/Staff Commitment required Consulting Firm hired to assist with strategy

5. Mission Statement In the spirit of personal caring we will raise our customer satisfaction to a level where we are the premier medical group is Southern California

6. Primary Goals Make Buenaventura Medical Group healthcare provider of choice in West Ventura County Make Buenaventura Medical Group employer of choice in West Ventura County Increase the CAS patient satisfaction scores

7. Secondary Goals Develop measurable expectations for providers (create job descriptions) Define leadership role in achieving goals Empower staff to meet patient expectations Ensure accountability; assign consequences for outliers Education and reinforcement at every level

8. Plan of Action Thank You letters to patients Phone calls to patients for personal follow-up Posters in exam rooms Customer service on agenda at all meetings Patient advocacy program at each site Quarterly newsletter Website for two way patient communication

9. Strategies Employment emphasis on people with positive attitude and service focus Continuous training for physicians, managers, staff Physicians/Managers model correct behavior Team based incentive programs Physician Shadowing Monthly manager meetings to share solutions

10. Strategies Employees treated with courtesy, dignity, respect Recognition and team building Visibility/Communication from top leadership Service focus in new hire orientation Review phone communications, alleviate delays Create clinical teams by site

11. Provider Survey  Initial Baseline Provider Survey  Follow-up Provider Survey six months later  2 nd Survey creates basis for the Clinical Incentive Payments

12. Financial incentives Qualifications for Incentive Payment Combined scores from each member of the Clinical Team has to be at the 50 th percentile or greater Clinical Survey Questions 10 Questions from the Clinical Survey will be selected to form the basis of the Incentive Pool

13. Financial incentives Clinical Incentive Payments  Each of the 10 questions will be assigned the following value  $ Value Per Question Per Person  50 th percentile$5  75 th percentile$10  90 th percentile$15

14. Financial incentives Clinical Incentive Bonus  Bonus $’s  If 5 or more questions are above the 75 th percentile  Additional $50 bonus per person  If 5 or more questions are above the 90 th percentile  Additional $75 bonus per person

15. Post Implementation Survey Results Courtesy of person who took your call 50.1%80.3% Friendliness of receptionist72.5%90.0% Caring concern of nurses/MAs56.3%79.7% Helpfulness of billing/insurance people 57.1%85.2% Professionalism of ancillary60.1%73.9% Your phone calls answered promptly46.5%61.7% 2004 2006

16. Post Implementation Survey Results Willingness to listen carefully33.3%78.5% Taking time to answer questions32.2%78.3% Amount of time spent with you33.0%81.0% Explaining things understandably36.5%78.5% Instructions re: meds/follow-up41.5%82.8% Thoroughness of examination41.1%82.1% 2004 2006

17. KP Customer Service Surveys Sent within short time frame following visit Sent in large, brightly colored envelope Cover letter explaining importance of member feedback Follow-up phone call if survey is not returned

18. People Pulse Survey Annual survey of all KP staff Incentives provided at staff level and site level for participation Assess employee satisfaction to improve morale which improves customer satisfaction Happy staff = Better Service = Happy members

19. Kaiser Permanente Initiatives Camarillo Story – Above and Beyond  Provide service that exceeds expectations  Each staff member seeks opportunities to do that little something extra  Above and Beyond Examples

20. Conclusion Customer service must be a priority in any health care organization Simple strategies can have immediate impact on customer satisfaction Physicians/staff/management must be invested in the process Maintaining high levels of service is an ongoing process that must be continually monitored