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| According to The Healthcare Risk Management Institute, the cause of the rise in legal risks, financial loss, claims, and litigation may lie in service lapses and communication failures within the organizations themselves. These issues may also cause serious problems with licensing, public relations, Data Bank reporting, and accreditation. To help organizations solve these challenges, The Healthcare Risk Management Institute has taken “risk management” to the next level. Our Five-Star Service Program incorporates all the elements of traditional risk management-including baseline and focused assessments to identify vulnerabilities in your organization-with a focus on creating a service culture designed to significantly reduce the lapses and failures known to generate claims. We can also show you how to use the program to motivate employees and survey staff and referral services to make your organization less prone to risk. |
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| The Five-Star Service Program
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| Implementing a Five-Star Service Culture Program begins with a solid commitment from senior management and ultimately will only be successful when every member of the organization is involved. The following is an approximate time line for implementation of the program. Time spans and steps are sequential but may need to be adjusted based on the size of the organization and the needs or special requests of each client. |
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| Step I: Introduction — |
| Day 1 to Day 15 |
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| A. The Plan |
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Final planning conference with organizational leadership. |
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| | Review of provider/organization's service excellence goals and objectives. |
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| B. The Kick-Off |
| | Commitment announcement from senior leadership to the entire organization. |
| | Letter from Stevens & Lee (process facilitators) to all clinicians and staff detailing the program — Steps II through V. |
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| Step II: Assessment — |
| Day 15 to Day 30 |
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| A. Baseline survey of employee perception of existing culture |
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Five-Star Service Culture Questionnaire is sent to every employee for completion and return mail to Stevens & Lee in a confidential return envelope withing 10 days of receipt. |
| | Questionnaire completed by every employee and returned to The Healthcare Risk Management Institute within 20 days of receipt |
| | Results collected and analyzed |
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| B. Request for Documents |
| | Sent to organization management for specific items e.g., consent forms, follow-up instruction forms, orientation checklists, & others to be determined. To be returned to Stevens & within 10 days. |
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| C. Five-Star Culture Self-Assessment Checklist |
| | Sent to organization manager for completion and return to Stevens & Lee within 15 days from receipt. This checklist should take approximately 1 to 2 hours to complete. |
| D. The Satisfied Patient |
| | All staff and providers are provided a copy and asked to read within the next 30 days. Each facility will receive copies of the book sufficient to meet this requirement. |
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| Step III: Analysis — |
| Day 30 to Day 60 |
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| Stevens & Lee will review data from culture questionnaire, organizational checklist and requested documents and prepare an analysis of data. |
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| Step IV: Education & Implementation — |
| Day 60 to Day 90 |
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| A. Stevens & Lee on-site analysis review. |
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Results of the analysis by Stevens & lee of the a.) employee culture perception survey, b.) document review, and c.) organizational checklist will be presented to organizational management by Stevens & Lee. |
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| B. “Creating a Five-Star Culture” Presentation |
| | A motivational and educational program by James W. Saxton, Esq. will be presented to all employees and professional clinical staff The importance of the concept of Event Management will be explained and the process addressed during the presentation. The program is 90 minutes in length and is customized to each organization. This will pull together all the information gathered to date and provide an overview for implementing your Five-Star Service Excellence Plan and achieving a culture change specific to your organization. |
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| C. Five Star Focus Group |
| | The organization needs to devote resources to develop and sustain a internal focus group who will carry out on-going activities and eventually the follow-up monitoring. Stevens & Lee will meet with your Five-Star focus group to help define and solidify plans for your implementation program. |
| | Event Management as the mainstay of the Program. |
| | Making Service Excellence a daily part of the organization. |
| | Annual education presentation to revitalize the program. |
| | New employee selection and orientation to the 5-Star Culture. |
| | Current Employee rewards and incentives. |
| | Publishing the successes. |
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| Step V: Reassessment & Keeping it Alive Forever — |
| Ongoing |
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| A. Follow-up planning. |
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Will mainly involve the organizational manager(s) and organizational leadership in a semi-annual telephone conferences with Stevens & Lee to develop plans for monitoring accomplishments and continuous reinforcement of the Five-Star Culture Program. Stevens & Lee will also provide on-going support, updated data and tools as well as be available to the Five Star Focus Group should significant events occur. Items for discussion include: |
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| | Seeking patient feedback. |
| | Comparing results. |
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| B. Reassessment |
| | Annual review and assessment of program goals to be completed by Management. |
| | 18 month follow-up Patient Satisfaction Survey. |
| | 18 month follow-up Employee Perception Evaluation. |
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