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James Malone Executive Director Ambulatory Services Kaiser Permanente

James Malone Executive Director Ambulatory Services Kaiser Permanente. Overview. Learn attributes of high-scoring practices Case study of Buenaventura Medical Group’s Customer Service Initiative Kaiser Permanente Customer Service models. Ingredients for Success.

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James Malone Executive Director Ambulatory Services Kaiser Permanente

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  1. James MaloneExecutive Director Ambulatory ServicesKaiser 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 • 2nd 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 50th 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 • 50th percentile $5 • 75th percentile $10 • 90th percentile $15

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

  15. Post Implementation Survey Results 2004 2006

  16. Post Implementation Survey Results 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

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