To provide exceptional resident and patient services of value and affect positive change in the lives of the residents, patients, families, organizations, and the communities we serve, thus making the healthcare and public housing experience worthwhile and better everywhere!  

• We stand for exceptional service of care, evidence-based outcomes, innovation, quantum leadership, continuous improvement, and commitment to excellence! 

• We stand for the individual’s dignity and hold relationships as the fundamental catalyst for creating and nurturing an atmosphere that supports well-being and a satisfied life.  

• To us, quality care means clinical quality and residents’ quality of life. 

• We cherish and celebrate diversity and individual uniqueness and encourage independence and interdependence in an environment that engenders collaborative and supportive relationships regardless of religion, gender, sex, sexual orientation/preference/choice, or national origin.  

• We will nurture an environment where our staff and those we serve engage in meaningful relationships built on equality, empowerment, and mutual respect. 

• We believe that in life, the issue is not control but dynamic connectedness, and seniors have the right to autonomy and self-determination.  

• We recognize our duty to operate honorably, provide good working conditions for employees, encourage workforce diversity, become good stewards of the environment, and actively work to improve the quality of life in the local communities where we operate and the larger society. 

The health care system in the U.S. in the last several decades has been a poor value proposition in cost-quality care outcomes. Healthcare organizations that can operationalize their mission and develop an actionable value proposition based on their values and principles will lead the healthcare field. As cogently stated by Avedis Donabedian, who many consider the “Father of Quality in Healthcare,”  

 

“… Health care is a sacred mission . . . a moral enterprise and a scientific enterprise but not fundamentally a commercial one. We are not selling a product. We don’t have a consumer who understands everything and makes rational choices … Doctors and nurses are stewards of something precious … Ultimately the secret of quality is love. You have to love your patient, you have to love your profession, you have to love your God. If you have love, you can then work backward to monitor and improve the system.” 

 

It requires that seniors receive care with grace and dignity in a life-affirming, hope-restoring, satisfying, and worthwhile manner. This approach derives from the philosophy of love, innovation, and continuous improvement designed to de-commoditize health services that focus on wellness and wholeness rather than caring for a fragile senior population. The premise is that aging is an opportunity for growth in grace and wisdom—an essential stage of human development—and that aging becomes a worthwhile and purposeful activity when nurtured and nourished in a life-affirming and dignifying manner. 

5-Stars Management Solutions, LLP, will become the market leader, provider of choice, a model, and a national leader in the healthcare and public housing industry. Guided by our philosophy of continuous improvement, we will de-commoditize healthcare and public housing services as a purposeful and worthwhile activity that is life-affirming, hope-restoring, dignifying, and satisfying and set a national standard for healthcare and public housing.  

 

A commitment to excellence, honesty, integrity, and continuous improvement in our service to those we serve is a testament to our values and norms entrenched in moral and ethical professionalism.  

Our vision is to become the model of exceptional and value-based service providers for the healthcare and public housing industry. We would create an environment where seniors would enjoy an excellent quality of life and care in the comfort and coziness of their homes or a home away from home. We would nurture an atmosphere where seniors, their families, those in public housing, and our staff engage in meaningful relationships built on equality, empowerment, dignity, and mutual respect. We will maintain an environment of mutual trust to assure families their seniors’ rights and autonomy will be protected, sustained, and respected. 

We understand that appreciating our stock or bond value must translate into high patient satisfaction, quality clinical outcomes, employee satisfaction, and high ethical standards. At the same time, we know that aging is an opportunity for growth in grace and wisdom, an essential stage of human development in the cycle of life. Thus, aging becomes a worthwhile and purposeful activity when nurtured and nourished in a life-affirming and dignifying manner.  

Our approach to senior care and housing is a paradigm shift that:  

• Transforms societal and individual perceptions and attitudes toward aging and seniors.  

• Changes senior’s attitudes towards themselves and their aging and  

• Changes the attitudes and behavior of caregivers toward seniors.  

 

In all facilities we manage, we’ll replace the old model expectation of “doing for” with the expectation of “doing with” the patients and residents—the dependency model, according to which patients surrender their responsibility, accountability, autonomy, and control to healthcare providers in return for being tendered. Our experience taught us that this model sometimes facilitates seniors’ descent into conditions and lifestyles contributing to the illness they seek healing. Ours is a strategic partnership! 

Our collaborative relationships with our stakeholders—families, healthcare providers, organizations, patient advocates, government agencies, financial institutions, social service agencies, and communities- are designed to transform the healthcare industry. The culture of 5-Stars Management Solution recognizes that aging and growth, while undoubtedly challenging, could also be worthwhile and meaningfully fun. As those who care for seniors, we understand that their right to late-life development, autonomy, and independent decision-making must be respected and protected. Seniors do not lose their ability to think and make independent health and other decisions because healthcare providers support them. Instead, our care is a natural partnership of interdependent relationships that supports our seniors. 

All services we provide along the expansive health services continuum are opportunities to affirm our commitment to our values, mission, and philosophy that support elder autonomy, decision-making, and meaningful engagement. These require our caregivers and management staff to be cross-culturally competent, emotionally intelligent, and mature to meet our patients’ and residents’ divergent healthcare needs.  

Recent changes in the healthcare landscape have created a flux in the system, negatively impacting hospitals and provider organizations. The unpredictability of the healthcare landscape has forced healthcare providers to operate under tight operating margins and reduced cost structures while sustaining high-quality care outcomes and overall patient satisfaction. 

Subsequently, the move to design innovative systems with optimal cost structures, quality improvement mechanisms, and coordinated inter-provider collaboration to achieve better care outcomes is a strategic imperative. Research has shown that the future we seek as the model belongs to healthcare CEOs who can maximize their revenue cycles by forming strategic partnerships to share risks, including outsourcing non-core activities, reducing waste, and adopting effective cost efficiency, expense rationalization, and revenue improvement policies, in the for-profit world.   

Many have heard CEOs of non-profits and public housing, including organizations who operate from the perspective that “we are ‘non-profit, we are not a ‘business’,” to a perspective of adding value to the resources under their stewardship as fiduciaries. Like Christ Jesus, we must be about “our Father’s Business.” Remember, the donors are watching how you spend their money!   

In the era of value-based health care where the scorecard is cost containment and quality improvement, it is crucial that healthcare executives adopt prudent financial practices, periodically evaluate their cost structures and quality metrics, and consider the optimal portfolio of services in making strategic decisions.