Care Promoter Score
Care Promoter Score™ Net Promoter Score®-Style Surveys

Before You Start, Benchmark

How do you know if your consumer engagement activities are working? CPS™ is a NPS®-style tool to establish as a baseline and to gauge your progress. As the saying goes, you can't manage what you can't measure.

NPS® and Net Promoter Score® are trademarks of Bain & Company, Inc., Fred Reichheld, and Satmetrix Systems, Inc. CPS™ is an independent tool developed by Tell Touch and is not affiliated with or endorsed by the owners of NPS.

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Monash Health Lifeview Craig Care Fronditha Care Provectus Care Hope Aged Care Valley View Hellenic Helping Hand Kirkbrae Latvian Aged Care Cultura ARRCS Chris Barnard Home Care Noosa Care Martin Luther Care Home Instead CBCS Sunnyside Lutheran Retirement Village Adina Care Kurrajong Nursing Home
Mark Sheldon-Stemm

No other system can do what you have done! They use to say cash is king but in aged care Information is king and Tell Touch provides this. The process is easy to complete. There's no wasted time, no paperwork and it's fully compliant.

Lorraine Davis

Tell Touch has exceeded our expectations, fostering a culture of responsiveness and transparency. It has become an indispensable tool, and we look forward to its continued positive impact on our organisation.

More Testimonials

To gauge consumer engagement success,
you'll want to use CPS™

what an CPS™ survey looks like

Clean Surveys - Your Branding

Our CPS™ surveys are designed to impress on any device—mobile, tablet, or desktop. Clean, engaging, and fully branded with your colors and logo, they enhance your respondents' experience and reflect your organisation's identity.

What an CPS™ report looks like

Beautiful, Clean Reporting

Leave the calculations to us. We present your CPS™ Score in a straightforward, easy-to-understand format. Beyond the numbers, you'll have access to optional comments left by respondents, giving you deeper insights into their experiences and perceptions.

Frequently Asked Questions

Net Promoter Score® (NPS®) is a customer loyalty metric commonly used to gauge customer satisfaction. It measures the likelihood of customers recommending a company to others and categorizes them into three groups:

  1. "Promoter" customers (give a 9 or 10 rating) are enthusiastic, loyal, and "promote" you to their friends and family.
  2. "Passive" customers (give a 7 or 8 rating) are satisfied but could easily be swayed by a competitor. Passives may become promoters if you improve your product, service, or customer experience.
  3. "Detractor" customers (give a 0 to 6 rating) are unhappy, feel mistreated, and are likely to discourage others from using your service.

CPS™ (Care Promoter Score™) is a similar tool designed specifically for the aged care industry. Like NPS®, CPS™ asks consumers how likely they are to recommend the care provider to others on a scale from 0 to 10. The CPS™ is calculated by subtracting the percentage of detractors from promoters, resulting in a score that can range from -100 to 100.

While NPS® is a widely recognized metric across various industries, CPS™ is tailored to the unique needs and sensitivities of aged care, providing a more relevant benchmark for care providers. Please note that CPS™ is an independent tool developed by Tell Touch and is not affiliated with or endorsed by Bain & Company, Inc., Fred Reichheld, or Satmetrix Systems, Inc., the owners of NPS®.

See this article for some NPS® benchmarks. As CPS™ is a newer tool in the aged care sector, we suggest starting with a CPS™ survey to establish your baseline before using Tell Touch.

NPS® explained

Admins can trigger a CPS™ survey to be sent out to all consumers and their representatives who have an email address in the system. The survey email will ask for a rating and prompt recipients to provide additional comments explaining their score. If the recipient does not reply within five days, a reminder email will be sent.

While it is technically possible to benchmark against other providers, Tell Touch does not support or endorse this practice. The reasoning behind this stance lies in the inherent differences between providers, each of which serves care recipients with specific needs and characteristics.

For example, comparing CPS™ scores across facilities might not yield meaningful insights. A residential aged care facility primarily serving residents with significant mobility challenges may produce different scores compared to a facility with fewer such challenges, resulting in data that doesn't accurately reflect service quality.

Similarly, benchmarking homes that cater to different ethnic communities can misrepresent satisfaction levels. Cultural differences in feedback styles—where one community might be more reserved and another more vocal—could lead to misleading comparisons.

We believe that benchmarking is most valuable when done within the same organization, or even more so, within the same location, to ensure the relevance and actionability of insights. Benchmarking should be used to track progress, not to rank different locations or organizations.

A CPS™ survey provides a valuable snapshot of how your company is performing from the consumer's perspective. It enables you to track and measure the success of various initiatives aimed at improving performance.

We recommend triggering a CPS&trade survey before you start using Tell Touch to establish a benchmark. To avoid overwhelming respondents, we suggest waiting at least six months before sending out the survey again.

A "good" CPS™ score can vary widely depending on context. In general, a positive Net Promoter Score® (NPS®) is considered acceptable, as it indicates more promoters than detractors. Scores between 20 and 50 are often seen as favourable, and anything above 50 is typically regarded as excellent, reflecting strong consumer loyalty and satisfaction. The same applies to CPS.

However, it's important to approach these benchmarks with caution, particularly when comparing across different organizations or industry standards. What's considered a good score can differ significantly between industries, companies, and even specific locations. Cultural background can also influence scores. For example, a care facility serving a community with a tradition of modesty and restraint in feedback might receive lower scores than one serving a community that is more expressive, even if both provide excellent care.

We believe benchmarking is most beneficial when done within the same organization, or better yet, within the same location. This ensures the insights are relevant and actionable, allowing you to track progress effectively rather than merely ranking different locations or organizations.

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