Creating a Successful Customer Service ProgramCreating a Successful Customer Service Program

James MaloneExecutive Director Ambulatory ServicesKaiser 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

• 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

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

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

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

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

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

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

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

Provider Survey

Initial Baseline Provider Survey

Follow-up Provider Survey six months later

2nd Survey creates basis for the

Clinical Incentive Payments

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

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

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

Post Implementation Survey Results

Courtesy of person who took your call

50.1% 80.3%

Friendliness of receptionist 72.5% 90.0%

Caring concern of nurses/MAs 56.3% 79.7%

Helpfulness of billing/insurance people

57.1% 85.2%

Professionalism of ancillary 60.1% 73.9%

Your phone calls answered promptly 46.5% 61.7%

2004 20062004 2006

Post Implementation Survey Results

Willingness to listen carefully 33.3% 78.5%

Taking time to answer questions 32.2% 78.3%

Amount of time spent with you 33.0% 81.0%

Explaining things understandably 36.5% 78.5%

Instructions re: meds/follow-up 41.5% 82.8%

Thoroughness of examination 41.1% 82.1%

2004 20062004 2006

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

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

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

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