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Related Experiment Videos

The Benchmarking Effort for Networking Children's Hospitals (BENCHmark)

J E Porter1

  • 1Children's Hospital, Columbus, OH, USA.

The Joint Commission Journal on Quality Improvement
|August 1, 1995
PubMed
Summary

The Benchmarking Effort for Networking Children's Hospitals (BENCHmark) initiative improved hospital processes, including reducing emergency department wait times and streamlining admissions. This collaborative quality improvement effort led to significant gains in efficiency and patient satisfaction.

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Area of Science:

  • Healthcare Management
  • Quality Improvement in Pediatrics
  • Collaborative Healthcare Initiatives

Background:

  • Established in 1992, Benchmarking Effort for Networking Children's Hospitals (BENCHmark) involved 12 children's hospitals.
  • The initiative aimed to enhance continuous quality improvement (CQI) programs and accelerate best practice adoption.
  • Hospitals compared data on cost, quality, and speed indicators for three years, with dedicated groups sharing process improvement insights.

Purpose of the Study:

  • To supplement existing continuous quality improvement (CQI) programs in children's hospitals.
  • To facilitate the adoption of best practices among peer institutions.
  • To identify and implement process improvements in key hospital operations.

Main Methods:

  • Hospitals engaged in data comparison across cost, quality, and speed indicators.

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  • "Best practice" groups convened to share information and strategies for process enhancement.
  • Interdisciplinary staff collaborated to define indicators and share best practices, exemplified by the admitting process.

    • Main Results:

    • Significant improvements observed in hospital processes, notably emergency department waiting times and admitting process durations.
    • The admitting process was a key focus, with one hospital reducing processing time from 58 to 19 minutes.
    • Implementation of a pre-arrival team and cross-training staff streamlined admissions, increasing patient and surgeon satisfaction.

    Conclusions:

    • Benchmarking requires clear project goals and focus on indicators with clear business advantages.
    • Physician engagement is crucial, contingent on benchmarking against perceived peer institutions.
    • Open data sharing is vital for successful integration of benchmarking into CQI efforts.
    • The success of BENCHmark led to the establishment of a second network (Network II) with 12 additional pediatric institutions.