Banner Healthcare is a United States healthcare system located in Phoenix, Arizona. It is a non-profit health organization that operates 28 hospitals with several other specialized facilities within the 6 states of America. It is one of Arizona’s largest employers and has employed over 50,000 people in the U.S (Tyler et al., 2014). It had revenue of 7.83 billion USD as of (2017). The healthcare Organization was founded in 1999, through merging with Lutheran Health Systems and provides services in the states of Nevada, Nebraska, Wyoming, Colorado, California, and Arizona. The service it provides includes primary care facilities, medical group, emergency room services, and Health care services. This paper aims at discussing readiness of Banner healthcare to provide healthcare needs for citizens in the next decade, address its strategic plan and cultural issues that affect them.
Readiness to address the health needs of citizens for the next decade
Banners’ readiness in providing healthcare needs has been seen as from 1994, when they started school-based clinics. Many uninsured children rely on banner healthcare facilities as the only source of healthcare. The organization serves over 3000 children every year with its children’s hospitals spending less than $700,000 (Wittie, Ngo?Metzger, Lebrun?Harris, Shi & Nair, 2014). There are 16 Banner health foundation-funded clinics which help children who attend schools in Phoenix, Mesa, Chandler, Tempe, and Gilbert districts who suffer ear infection, sports physicals, immunizations, as well as cold and flu (Tyler et al., 2014). Banner Healthcare also opened 4 healthcare clinics in East Valley, aiming at providing care for the whole family in just one center. It also extended morning and evening hours and also Saturday morning hours (Michael, Schaffer, Egan, Little & Pritchard, 2013).
This program was earlier opened in other areas, for instance, Maricopa and Sun City/Peoria. With more other similar centers expected to be opened they are aimed at lowering the cost while at the same time providing sickness care and wellness rather than having people go for urgent care in emergency rooms (Michael, Schaffer, Egan, Little & Pritchard, 2013). The centers are also close to people’s places of work and where they live. More important is that all the centers (clinics) are tied digitally to the whole system (Tyler et al., 2014). This means every center can access all medical information from one point in their respective areas (Michael, Schaffer, Egan, Little & Pritchard, 2013). This, in turn, helps doctors to avoid unnecessary duplication of tests cutting down on the radiation exposure (Michael, Schaffer, Egan, Little & Pritchard, 2013). The information above shows that Banner Healthcare is well prepared to carry out healthcare needs for its citizens in the next decade.
Expanding network is an important thing for the banner healthcare to boost its effectiveness when providing service to the patients. Banner Healthcare has applied various ways to strategically deal with the network growth: University Medical Center Corporation (Kuhn & Lehn, 2015). The facility trains and heals wildcats. It has three operational, academic medical centers in Tucson and Phoenix, which serves as the primary training hospital for Arizona’s University as well as offering medical treatment, education, and research services (Kuhn & Lehn, 2015). This center is not for the profit, and its services include dialysis care, transplant, respiratory, geriatrics, cardiology, cancer and general practice with services like home health. This network started operating jointly with Banner Healthcare in 2015 (Wittie, Ngo?Metzger, Lebrun?Harris, Shi & Nair, 2014).
Another issue about networking includes complex coordination. This program shared Medicare’s 140 million U.S Dollars in total savings. The main attribute for success in this network is caring for patients and improved coordination (Michael, Schaffer, Egan, Little & Pritchard, 2013). The program aims at moving away from fee-for-service medicine to a system that creates greater value for patients and bettering people’s health (Tyler et al., 2014). The selection of eClinicalWorks which is a leader in ambulatory healthcare solution through the use of IT was aimed at using its cloud-based technology which enables continuity of care in multiple settings making important information accessible all the time at the point of care (Tyler et al., 2014). The program also helps in increasing the quality of care given; make the partnership a perfect fit due to multi-practice health network. The other networking issue is the consolidation and merger of corporations. This aims at acquiring more talented staff and reducing the cost of operations in the healthcare facilities.
For the longest time in the healthcare industry, nurse staffing has been a challenge due to the shortage of nurses, making most of the healthcare facilities unable to staff their employees in the required manner (Wittie, Ngo?Metzger, Lebrun?Harris, Shi & Nair, 2014). To deal with this, Banner healthcare system established a strategy that ensures that distribution of employees in all areas is done well (Karamitri, Talias & Bellali, 2017). Further, the organization employs well-trained nurses and provides an opportunity for job development (Karamitri, Talias & Bellali, 2017). Banner health care is aware that, proper nurse staffing will deliver quality healthcare services.
Resource management
The company has a well-designed management plan on its human resource, capital, and monetary, tangible, financial resources. They distribute employees in all areas who are well trained and provide them with training for new emerging tasks (Tyler et al., 2014). They share the cost with other companies through networking and creation of new services at a reduced cost.
Banner health care promotes patient satisfaction through instituting sustainable practices by embracing a patient and family-centered care philosophy (Wittie, Ngo?Metzger, Lebrun?Harris, Shi & Nair, 2014). They have focused on market leadership that depends on technological investment and human effort when redesigning process during the provision of quality care to the patient (Michael, Schaffer, Egan, Little & Pritchard, 2013). The organization just like other health care organizations operates in a high competitive market environment (Wittie, Ngo?Metzger, Lebrun?Harris, Shi & Nair, 2014). Competition is the contributing factor that has made all health care system in the United States to draw their attention on patients’ satisfaction (Michael, Schaffer, Egan, Little & Pritchard, 2013). To gain a good market share, plans that involve improvements in patient’s satisfaction are focused on information technology (Michael, Schaffer, Egan, Little & Pritchard, 2013).
Information technology is significant in managing clinical systems since technology would require the involvement of information technology (Filipova, 2013). To improve the treatment and the patients’ services throughout the admission process, the process of streaming patients’ flow, and stay and discharge process the organization has set up very well defined systems increasing the patients’ information access (Wittie, Ngo?Metzger, Lebrun?Harris, Shi & Nair, 2014). This ability has many positive effects on the organization like admittance due to enhanced patients’ satisfaction (Michael, Schaffer, Egan, Little & Pritchard, 2013). Inefficiencies reduction in the hospital enables to minimize delays and increases scheduling capacity due to increased procedures on-time start.
Singapore airlines and Banners Healthcare are two different organizations in different industries. The two companies have very close attention to the type of employees they hire (Heracleous & Wirtz, 2014). Banner hires the most talented and experienced employees while Singapore airlines hire youthful employees who are aggressive and ready for new things (Heracleous & Wirtz, 2014). The two companies provide ongoing-learning of their employees to increase their experience in their new roles (Adler?Collins, 2013). Banners Health Care has over 50,000 employees whereas Singapore airlines has 14, 000 employees.
Cultural issues that influence strategies of banners health care
The healthcare system in the U.S faces many issues in regard to policy implementation as the country has a growing cultural diverse population (Adler?Collins, 2013) (Brown & Wolosin, 2013). This calls for well-trained nurses capable of handling cultural, religious and language differences (Adler?Collins, 2013) (Karamitri, Talias & Bellali, 2017). However, it is not a big blow to banners healthcare since it has enough resources to deal with medical challenges which they are fully prepared (Macken & Hyrkas, 2014). There has been a claim that directors of banners healthcare have not been able to relate well with employees making it hard to deal with the current problems which attract more challenges (Brown &Wolosin, 2013).
Conclusion
Banner health care is one of the biggest employers in Arizona with over 50,000 employees who work across the organization’s facilities spread across 6 states of America. It has the best strategy of networking, satisfying its patients, resource managements, and nurse staffing. The hiring of employees is taken seriously with the most talented and experienced given the upper hand and also the organization considers giving its employee’s opportunities for skill and knowledge advancement.
References
Adler?Collins, J. K. (2013). We must take a critical look at nursing education. International nursing review, 60(3), 281-281.
Brown, D. S., &Wolosin, R. (2013).Safety culture relationships with hospital nursing sensitive metrics. Journal for Healthcare Quality, 35(4), 61-74.
Filipova, A. A. (2013). Electronic health records use and barriers and benefits to use in skilled nursing facilities. CIN: Computers, Informatics, Nursing, 31(7), 305-318.
Heracleous, L., &Wirtz, J. (2014). Singapore Airlines: Achieving sustainable advantage through mastering paradox. The Journal of Applied Behavioral Science, 50(2), 150-170.
Karamitri, I., Talias, M. A., &Bellali, T. (2017). Knowledge management practices in healthcare settings: a systematic review. The International journal of health planning and management, 32(1), 4-18.
Kuhn, B., & Lehn, C. (2015). Value-based reimbursement: the Banner Health Network experience. Frontiers of health services management, 32(2), 17-31.
Macken, L., &Hyrkas, K. (2014). Work Climate, Communication and Culture?Workforce Issues and Staff Retention. Journal of nursing management, 22(8), 951-952.
Michael, M., Schaffer, S. D., Egan, P. L., Little, B. B., & Pritchard, P. S. (2013).Improving wait times and patient satisfaction in primary care. Journal for Healthcare Quality, 35(2), 50-60.
Tyler, A., Boyer, A., Martin, S., Neiman, J., Bakel, L. A., & Brittan, M. (2014). Development of a discharge readiness report within the electronic health record—A discharge planning tool. Journal of Hospital Medicine, 9(8), 533-539.
Wittie, M., Ngo?Metzger, Q., Lebrun?Harris, L., Shi, L., & Nair, S. (2014). Enabling quality: electronic health record adoption and meaningful use readiness in federally funded health centers. Journal for Healthcare Quality.
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