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“Can you take a second to fill out these papers?”

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The staff handed out a stack of survey papers one patient at a time. They gave the patients a pencil and a deadline. “If you could bring this back to us when you’re done filling them out before tonight, that’d be great.”

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Later that night, the staff collected the papers from their patients. They carried a large stack in their hands. When the staff walked to their oversight team’s office, they spotted a survey half filled out in a trash bin. The staff set the stack on a desk and walked away.

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The oversight team lead walked into their office to see a large stack of papers sitting on the edge of their desk. That was their sole task for the day, look at each survey and type into a document what was on each paper.

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At the end of the lead’s shift, they shared the document with the rest of the firm and clocked out.

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The following day, none of the workers opened the shared document.

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It’s nice getting feedback, but most organizations don’t receive it. With systems like this example, it’s more of a hassle than a necessity for health centers. Valley Behavioral Health used to use feedback gathered through paper surveys before they used Pulse For Good’s system.

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“[Pulse For Good] is low effort for the support staff, and they’re so busy and their jobs are so hard. I love the low-effort option for them,” Valley Behavioral Health director of administrative services Melissa Edgeworth said.

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Not only did the change in feedback collection ease the worker’s load, their feedback from patients improved. “I think our clients were a little bit nervous to really talk about what’s going on for them because they’re handing the survey back to somebody so it didn’t feel as confidential,” Edgeworth said.

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Pulse’s system humanizes the feedback patients give. Results of patient feedback from one of our clients directly shows the organization areas in which they’re doing great and other areas where they can improve.

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Patients are given a voice to share concerns or compliments. Both necessary pieces of feedback.

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“People express what they are feeling in the moment,” Robin Appling, president of human resources for Triumph Treatment Services, said.

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Knowing how their services influence their patients through feedback, they are more willing to make a change. Appling said that her staff is “now considering doubling that staff in order to be more efficient.”

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Feedback is a helpful tool among organizations to know how to help their clients as well as know where to improve. This prioritization allows clients and patients of health centers to be more comfortable.

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