Benchmarking Human Resources: Monitoring the Effectiveness of a "Tell it to the Director" Initiative on Patient Satisfaction at a Department of Veterans Affairs Medical Center
As the nation's largest healthcare provider, the Department of Veterans Affairs (VA) has the responsibility to use taxpayer resources to their maximum advantage in accomplishing its longstanding mandate to "care for him who shall have borne the battle, his widow and orphan" (Doebbeling et al., 2002). To help it accomplish this important mission, the VA has long used benchmarking to identify opportunities for improving the provision of healthcare services in its medical centers, outpatient clinics and Vet Centers across the country. As a result of these initiatives, the staff at some VA medical centers used other benchmarking techniques to identify further opportunities to improve patient care and satisfaction, with one such example being a "Tell It to the Director" program at the VA Medical Center in Oklahoma City. This paper provides a review of the relevant literature to assess the results of this program over time, followed by a summary of the research in the conclusion.
Review and Analysis
Beginning with the Quality Improvement Checklist (QUIC) initiative in 1991, the VA began its benchmarking efforts in earnest as the VA sought to respond to veteran, congressional and public criticisms concerning the quality of care that was being provided to the nation's veterans. According to the Quality Improvement Checklist's lead developer, Dr. Galen Barbour, "In 1991, the Department of Veterans Affairs developed an instrument to monitor various aspects...
The instrument, the Quality Improvement Checklist, is composed of a series of clinical indicators or questions about administrative or clinical processes, structures, or outcomes" (p. 127). The benchmarking data that were needed for the majority of the questions on the QUIC were gathered efficiently through the use of automated searches of electronic patient data-bases that were maintained in each VA medical center. The respective data for each medical center were then aggregated and compared in tabular and graphic formats to identify trends and provide comparisons of VA medical centers' performance across a broad range of indicators, including a dimension for patient satisfaction (Barbour, 1991).
One of the task force members who participated in the development of the QUIC instrument returned to his position as a quality assurance program specialist at the VA Medical Center in Oklahoma City where he applied the methods he learned from Dr. Barbour in developing additional benchmarking applications for local applications. One of these initiatives was the "Tell It to the Director" program that provided veteran patients with a confidential and accessible method of communicating directly with the medical center's director, Steven Gentling (West, 1992). This rationale in support of this initiative was that to the extent that veteran patients had easy access to an effective alternative problem-resolution avenue would be the extent to which patients who encountered problems at the medical center requesting assistance from their congressional representatives would decrease.
Because…
