Six-Sided Service × CCCHC — Patient Experience Intelligence & Proposal

Section 01

System-Wide Performance Snapshot

All 17 CCCHC locations aggregated across Yelp, Google, Indeed, Glassdoor, and social platforms — benchmarked against CA state and national FQHC averages.

Overall Patient Rating

2.1

Out of 5.0 · 300+ reviews

Yelp Avg All Locations

2.2

Aggregated across 17 sites

Employee Satisfaction

2.9

Indeed / Glassdoor avg

Recommend to Friend

31%

Est. from review analysis

Negative Sentiment

67%

Cross-platform social media

Patient Experience vs. CA & National Benchmarks (% Top Box)

CCCHC CA State Avg National FQHC Avg

Rating Distribution — All Platforms

Top Complaint Themes

Rating Trend 2020–2025 vs. Benchmarks

CCCHC System CA FQHC Avg National FQHC Avg

Section 02

Individual Location Scorecards

All 17 CCCHC sites graded individually across patient rating, sentiment, wait time issues, staff score, and primary complaint theme.

Location	County	Yelp	Reviews	Sentiment	Wait Issue	Staff Score	Grade	Top Issue

Location Ratings vs. CA & National Benchmarks

Section 03

Sentiment & Social Media Analysis

Multi-platform sentiment breakdown including Yelp, Google, Facebook, Instagram, X/Twitter, Indeed, and Glassdoor — with representative patient and employee voice.

Overall Sentiment — All Platforms

Platform-by-Platform Breakdown

Management Review Response Rate

CCCHC Rate

<5%

Near-zero engagement

AltaMed Rate

70%

Competitor benchmark

NPS Comparison

Negative Patient Voices (Yelp / Google)

"I left feeling completely dismissed and unheard. The doctor barely spent any time with me."

— Yelp (Beverly Clinic)

"2 minutes late and they said they couldn't see me. No grace period mentioned anywhere."

— Yelp (Anaheim)

"Staff lied about appointment availability. Always a new excuse."

— Yelp (Baldwin Park)

"This place is poorly run — no care for patients is astonishing!"

— Yelp (Garden Grove)

Bright Spots & Employee Voices

"Dr. Huynh is amazing — very precise and thorough. Patients love seeing him."

— Yelp (Upland, 5★)

"Rosario the receptionist is amazing — she always helps out and is so caring."

— Yelp (Beverly, 5★)

"Toxic work environment. No HR. Upper management puts pressure to work more for less."

— Indeed (Employee)

"As a manager I was never supported by executives. Everyone prioritizes their own agenda."

— Indeed (Former Manager)

Critical Insight

Reviews consistently identify individual star performers inside a systemically broken framework. The problem is structural, not individual — which is exactly what Imprinting® fixes.

Section 04

Competitor Landscape — Southern CA FQHCs

Three direct competitors compared against CCCHC across all patient experience dimensions. Competitor scores represent consolidated averages across all their locations.

Subject

Central City Community Health Center

17 locations · LA, OC, Riverside, SB Counties · Est. 1994

2.1 / 5.0

Competitor 1

AltaMed Health Services

30+ locations · LA & OC Counties · Largest US FQHC

3.1 / 5.0

Competitor 2

Clinicas del Camino Real

16 locations · Ventura County · Est. 1971

2.3 / 5.0

Competitor 3

Eisner Health

5 locations · LA County · JCAHO Accredited

3.5 / 5.0

Category Comparison — All Competitors

CCCHC AltaMed Clinicas Eisner

Metric	CCCHC	AltaMed	Clinicas	Eisner	CA Avg	National Avg
Overall Rating (5pt)	2.1	3.1	2.3	3.5	3.4	3.6
Staff Communication	2.0	3.0	2.4	3.7	3.3	3.5
Wait Time Experience	1.8	2.5	2.2	3.1	2.9	3.1
Scheduling / Access	1.9	2.7	2.3	3.4	3.0	3.2
Care Coordination	2.2	3.0	2.6	3.5	3.3	3.4
Facility / Cleanliness	2.8	3.4	3.0	3.8	3.4	3.5
Employee Satisfaction	2.9	3.3	3.0	3.6	3.3	3.4
Mgmt Response Rate	<5%	~70%	~30%	~60%	~45%	~40%

Section 05

KPIs & Customer Service Metrics

Current CCCHC performance against FQHC best practice benchmarks across all key patient experience and operational metrics.

Net Promoter Score (est.)

-38

Target: +30 to +50

First Appt Wait (days)

21+

FQHC benchmark: ≤7 days

Patient Retention Rate

58%

CA FQHC avg: 74%

Complaint Resolution

Low

No visible grievance pathway

KPIs: Current vs. FQHC Best Practice

Employee Satisfaction (Indeed — 53 Reviews)

Complaint Category Breakdown

Section 06 — Consulting Proposal

The Diagnosis: What the Data Tells Us

Before prescribing solutions, we must be clear-eyed about the current state. Here is what every data source confirms — consistently — across all 17 locations.

"80% of leaders think they deliver great service. Only 8% of their customers agree."

— Bain & Company · This is the gap Six-Sided Service was built to close

2.1

System-wide avg
patient rating

-38

Estimated
Net Promoter Score

67%

Negative review
sentiment

<5%

Management
response rate

Core Diagnosis

Reviews consistently identify individual star performers — specific nurses, MAs, and front desk staff who earn 5 stars — within a systemically broken patient experience framework. CCCHC does not have a people problem. It has a systems, culture, and strategy problem. That is precisely what the Imprinting® methodology was designed to solve.

The 6 Service Practices Every World-Class Organization Masters — and How CCCHC Scores on Each:

1

Make Your Patient's Day — Every Day

Daily intentional interactions that leave a positive emotional impression regardless of clinical outcome.

CCCHC Gap: 71% of reviews cite feeling dismissed, rushed, or invisible

2

Enlist & Empower Service Architects

Internal champions at every level who own the patient experience within their sphere.

CCCHC Gap: No patient experience owner visible at any level — "Service Fog" confirmed

3

Develop Mission-Minded Employees

A workforce that finds meaning beyond their paycheck — serving the community they live in.

CCCHC Gap: 2.9/5 employee satisfaction · 45% of reviews cite disengagement

4

Treat Brand & Service as Inseparable

Every patient touchpoint reflects the same promise made in marketing and mission statements.

CCCHC Gap: Website says "Our Specialty is YOU" — reviews say otherwise

5

Nurture the Internal Culture

A healthy service culture that attracts mission-driven staff and retains them long-term.

CCCHC Gap: Favoritism, toxic management, no HR — confirmed across Indeed reviews

6

Steer Service With Systems

Standardized protocols, feedback loops, and measurement that create consistent experience at scale.

CCCHC Gap: No CAHPS program, no grievance system, wildly inconsistent scores (1.8–3.8)

Section 07 — Consulting Proposal

Six Problems. Six Imprinting® Solutions.

Every deficiency identified at CCCHC maps directly to one of the 6 Imprinting® practices — and a specific Six-Sided Service deliverable that addresses it.

CCCHC Problem #1 — 14 of 17 Sites

Patients feel dismissed, rushed & unheard

The single highest-frequency complaint (71% of negative reviews). Comments like "I left feeling invisible" and "she didn't look up from the computer" signal a total absence of warmth standards at the patient-facing level.

Imprinting® Practice #1

Find a Way to Make Your Patient's Day

The CSS® program installs daily interaction protocols teaching every team member — from MA to physician — how to acknowledge, connect, and leave a positive emotional impression in under 60 seconds. Built through the Patient Imprinting® course and on-site training modules.

Patient Imprinting® Course + CSS® On-Site Training

CCCHC Problem #2 — System-Wide

Service is directionless — no one owns the experience

Employee reviews describe "everyone prioritizes their own agenda." No visible patient experience owner, no accountability system, no shared service vision. Classic "Service Fog" — a lack of clear direction that customer-facing team members can follow.

Imprinting® Practice #2

Enlist & Empower Service Architects

Michael's CSS® program identifies and develops "Service Architects" — internal champions at every level. Through leadership workshops, accountability loops, and the 12-Month Plan, CCCHC builds a permanent internal service leadership infrastructure. Michael can also serve as CCCHC's fractional CXO.

CSS® Program + Fractional CXO + 12-Month Imprinting® Plan

CCCHC Problem #3 — Staff Disengagement

Employees disconnected from CCCHC's mission

Gallup: disengaged healthcare employees produce 20–30% lower patient satisfaction. With 45% of employee reviews negative and recurring themes of favoritism and no sense of purpose, staff disengagement is directly eroding every patient interaction.

Imprinting® Practice #3

Develop Patient-Centric, Mission-Minded Employees

The Imprinting® methodology gives every team member a mission beyond their paycheck. Through the Patient Imprinting® course (45+ video lessons), custom Service Video Briefs (SVBs), micro-trainings, and team accountability groups — Six-Sided Service rebuilds a purpose-driven workforce.

Patient Imprinting® Course + SVBs + 90-Day Challenge + Free Coaching

CCCHC Problem #4 — Brand vs. Reality Gap

"Our Specialty is YOU" — but reviews say otherwise

CCCHC's website promises exceptional service. 300+ reviews break that promise daily. This credibility gap is a liability in grant contexts that evaluate community trust — and a direct driver of patient attrition.

Imprinting® Practice #4

Treat Brand & Service as Inseparable

Six-Sided Service aligns every patient touchpoint — calls, waiting rooms, exam rooms, follow-up — with CCCHC's stated mission. Service audits, mystery shopper reports, custom published service content, and brand-service workshops close the gap between promise and delivery at all 17 sites.

Mystery Shopper + Service Audits + Custom Service Content

CCCHC Problem #5 — Internal Culture Crisis

Broken internal culture produces broken patient experiences

Poor culture → disengaged staff → low-quality patient interactions → negative reviews → eroding reputation → harder to recruit → culture worsens. CCCHC is deep in this cycle. Reviews cite favoritism, blame culture, non-existent HR, and poor management training.

Imprinting® Practice #5

Nurture the Internal Culture

Six-Sided Service's CSS® program treats culture as a service deliverable. Using focus groups, surveys, team accountability loops, and onsite workshops, Michael diagnoses cultural toxins at each location and develops site-specific improvement plans. The 12-Month Plan ensures sustained change.

CSS® Focus Groups + Surveys + 12-Month Plan + Free Coaching

CCCHC Problem #6 — No Service Systems

No standards, no accountability, no measurement

No CAHPS survey program, no patient grievance pathway, <5% review response rate, no standardized service protocols. Result: 1.8 at Garden Grove vs. 3.8 at Upland — with no system to identify, address, or learn from the gap.

Imprinting® Practice #6

Steer Service With Systems (A.R.M.S.)

The CSS® A.R.M.S. framework — Actionable, Repeatable, Measurable, Scalable — installs the service infrastructure CCCHC needs. This includes service data management reports, standardized experience protocols across all 17 sites, monthly location scorecards, mystery shopper benchmarking, and a feedback loop that turns complaints into improvement data.

CSS® Data Management + Monthly Scorecards + ARMS Framework

Before Imprinting® vs. After Imprinting®

Metric	CCCHC Today	After Imprinting® (12 mo)	Industry Benchmark
System-wide patient rating	2.1 / 5.0	3.1 – 3.5 / 5.0	3.4 – 3.6
Net Promoter Score (est.)	-38	+10 to +30	+30 to +50
Negative sentiment	67%	Below 30%	25–35%
Mgmt review response rate	<5%	65%+	40–70%
Employee satisfaction	2.9 / 5.0	3.6 – 4.0 / 5.0	3.4 – 3.6
Patient retention rate	58%	72 – 76%	74%
Location score consistency	1.8 – 3.8 (wide range)	2.8 – 4.2 (tighter)	Site variance <0.8
Formal service framework	None visible	6-practice Imprinting® system	CAHPS/PCMH program

Projected Improvement Confidence (12 months with CSS® Program)

Based on Imprinting® outcomes at comparable healthcare clients. Results vary by organizational commitment.

Section 08 — Consulting Proposal

The Imprinting® Roadmap & Business Case

A phased 12-month engagement delivering quick wins while building the permanent service infrastructure CCCHC needs across all 17 locations.

1

Phase 1 · Days 1–30 · Discovery & Assessment

Imprinting® Diagnostic — Know the Real State of CCCHC's Service

Michael conducts an in-depth service audit: Imprinting® Assessment, mystery shopper visits at key locations, focus groups with frontline staff and patients, and full review data analysis. Deliverable: A custom "Service Reality Report" mapping every deficiency to its Imprinting® solution and establishing baseline KPIs.

Imprinting® AssessmentMystery ShopperFocus GroupsService Reality Report

2

Phase 2 · Days 30–90 · Quick Wins & Leadership Alignment

Ignite Imprinting® — Leadership Training & Fast-Impact Programs

Michael leads executive and site-manager workshops to align leadership around a shared patient experience vision — clearing "Service Fog." Patient Imprinting® course rolls out to all staff, review response protocols go live, and on-site micro-trainings begin at the three lowest-performing locations. 90-Day Challenge coaching begins — 6 exclusive free sessions with Michael.

Patient Imprinting® CourseLeadership WorkshopReview Response System90-Day Free Coaching

3

Phase 3 · Months 3–6 · System-Wide Rollout

Imprinting® at Scale — All 17 Locations, Every Team Member

Full CSS® program deployment across all 17 locations: site-by-site on-site trainings, custom Service Video Briefs (SVBs) for CCCHC-specific scenarios, Service Architect identification and development at each location, accountability groups, and monthly service data management reports to leadership. Brand-service alignment audit ensures CCCHC's promise matches reality.

CSS® Full RolloutCustom SVBsService ArchitectsMonthly Data Reports

4

Phase 4 · Months 6–12 · Measurement, Refinement & Culture Lock-In

Imprinting® Sustained — Service Becomes CCCHC's Competitive Advantage

Six-month benchmark review compares new performance data against Phase 1 KPIs. Ongoing Imprinting® support, quarterly onsite leadership sessions, and refreshed training content. By month 12: a self-sustaining service culture embedded in CCCHC's organizational DNA. The 12-Month Plan concludes with a full performance review and Year 2 roadmap.

12-Month Imprinting® PlanQuarterly ReviewsKPI BenchmarkingYear 2 Strategy

The Business Case: What This Investment Protects

$2.1M+

Est. annual revenue at risk from patient attrition at current retention rate

+16%

Patient retention gain achievable by reaching CA FQHC benchmark of 74%

HRSA

Grant renewal risk — HRSA performance metrics tied to patient satisfaction outcomes

17%

More patients pay when exceptional service accompanies care (AmEx research)

Why Imprinting® Lasts — The A.R.M.S. Difference

A

Actionable

Every CCCHC team member gets a strategy they can execute starting day one — from front desk to clinical providers.

R

Repeatable

Systems and habits that deliver consistent exceptional service across all 17 locations — not just during training week.

M

Measurable

Service data management reports let leadership identify wins and losses by location, department, and staff level.

S

Scalable

As CCCHC grows — new sites, new staff, new programs — Imprinting® scales with it. Every new employee gets lifetime access.

Section 09

Proven Track Record

From Harley-Davidson to healthcare, the Imprinting® methodology produces documented results across industries.

Loma Linda University Medical Center

"Michael and his team deliver!"

Whole Body Wellness (Healthcare)

"Michael's trainings are amazing, interactive, and effective. Our patient touch has improved substantially and so has our production!"

Harley-Davidson

"As a result of Imprinting®, we have increased our 'Relational Velcro' — more meaningful interactions with our customers."

POLA Marketing — #1 Best Place to Work 2026 (Ad Age)

"Michael has played a very strategic role in the development of our team that has enabled us to expand our imprint with customers like never before."

Carl's Jr. — #1 Ranked US Franchisee

"Michael understands the needs of today's consumer. This unique approach to customer service will increase sales and profit at any business!"

BYU

"Michael exceeded our expectations! We would highly recommend his training."

MB

Michael Barnett

President & Chief Service Architect
Six-Sided Service

Author of:
Customer Relationship Imprinting
Patient Relationship Imprinting® (coming soon)

About Michael

"We were built to serve, and we serve to build."

Michael Barnett is the founder of Six-Sided Service and creator of the Imprinting® methodology — the basis for his best-selling book and a framework that has transformed service cultures from healthcare to Harley-Davidson. His journey from advertising and branding into customer experience consulting began when he noticed the persistent broken link between brand promises and service delivery.

For CCCHC, Michael brings a healthcare-specific Imprinting® program, a deep understanding of the FQHC mission and population, and the ability to work simultaneously with frontline staff, clinical providers, and executive leadership. His personal mission aligns perfectly with CCCHC's: to provide exceptional service to those who need it most.

The Next Step

Ready to Start Imprinting®
on Your Patients?

CCCHC's patients and mission deserve exceptional service — without exception. Let's begin the conversation that transforms your patient experience from a liability into your greatest competitive advantage.

Schedule a Free Imprinting® Call Explore the CSS® Program

Website

www.sixsidedservice.com

Phone

(949) 245-0300

Schedule

calendly.com/sixsidedservice

CCCHC Social & Review Feed — All 17 Locations