Health care Organization
Banner Health is a non-profit healthcare organization based in Phoenix, Arizona. The facility has its operation in six states and stands out as the most significant healthcare employer in the United States. Notably, it offers primary care, pharmacies, rehabilitation services, labs, outpatient surgery, home care, hospice, hospital care, and emergency services ( Cairns, Bollinger, & Garcia, 2017) . The non-profit organization was incepted through the merger of Samaritan Health System and Lutheran Health Systems in 1999. After selling off most of its operations in various states across the United States, it concentrated its headquarters and operations in Phoenix.
B. Framework Selection
The paper analyzes Banner Health by the use of 5 P’s and Complex Adaptive Systems. 5 P’s refers to physicians, payers, patient, politics, and the public. On the other hand, Complex, adaptive systems relates to various simple features that interact with an entire structure. A complex system entails behaviors and aspects of a large scale structure that may adapt, evolve, and change.
Delegate your assignment to our experts and they will do the rest.
C. The systems and structures of the organization
Mission, Values, and Vision
As a non-profit health organization, Banner Health is committed to “making health care easier, so life can be better. The facility aims at providing healthcare services to all persons it serves instead of focusing on profits. By the use of the 5 P’s of marketing, Banner Health focuses its efforts on the five dimensions of a medical facility that can have the biggest impact on its marketability. The facilities mission is anchored on excellence and diversity with a greater focus on using its marketability to reach to its clients. Kuhn and Lehn (2015) argue that availability and quality of physicians have a greater impact on the facilities capability to offer quality healthcare. With better-informed patients,’ the organization is keen on all aspects that affect its operations. At the same time, the public’s attention on healthcare has a direct impact on its marketability. Politics is brought forth by healthcare policies and issues that have a significant influence on how the organization is assessed by the use of the 5 P’s.
In the past couple of months, the organization has remained focused on consumers and the reduction of healthcare costs. Cairns et al., (2017) argue that some of the changes initiated aimed at marketing the facility by more significant attention on patients, physicians, and the public. Low essential politics has enabled the organization to streamline political influences and factors such as laws and legislation. The organization has endeavored to only change its rules and legislation by prevailing political perceptions that do have a positive impact on its healthcare delivery.
Strategic Plan, Goals, and Objectives
Notably, by use of complex adaptive systems that denote unpredictable and complex environmental situations, the facility has in the past decade enacted various measures on its structural arrangement that align with its overall objective to provide the best healthcare to the public. The organization has paid more considerable attention to reinventing its operation to align more to the customers. For example, according to Alltucker (2017) due to the unpredictable features of healthcare in the recent past, the facility has combined the west and east divisions into Arizona Community Delivery under one management. The established changes are bound to have a widespread effect on various divisions of the facility that include human resources, finance, care management, and medical group. The structural arrangement is aimed at eliminating redundant positions and shifts its resources to the ever dynamic patient care. At the same time, Cairns et al., (2017) maintains that elimination of the vice-president post and establishment of academic delivery as well as health systems community help in service delivery and restructure leadership roles.
Key operational processes and patterns
Banner Health anchors its patterns and processes in three primary levels; tactical, strategic, operations. The three levels also sum up as its management patterns with crucial emphasis on applying technology to advance its operations that in turn, enhance service delivery. According to Cairns et al., (2017) o perational processes and designs are aligned and undertaken through planning, processes, efficiency, controls measures, continuous improvement, and by the use of technological advancements. The above patterns of operation seek to improve customer service, market competitiveness, and technological progress and correct functioning processes. Through these operational management and techniques, Banner Health can provide holistic healthcare services.
Information Technology Usage
Information technology has become the backbone of organizations management. Due to the intricate nature of healthcare delivery in line with the application of the latest technology towards achieving its goals and objectives, Banner Health has invested in various technological advancements. They include all medical diagnosis and treatment equipment’s and programs. High costing diseases such as cancer has pushed the organization to invest in hi-tech equipment’s to enable it to deliver on its mission statement. Alltucker (2017) argues that the organization’s evolution from a traditional structure to a comprehensive based facility helps it focus on the ever arising dynamic situations that influence healthcare delivery and proper management. With over 50,000 workers in various states across the United States, the organization has in place a leadership structure that covers and addresses the intricate, complex elements within the healthcare system/environment. These among others help it to pay closer attention to some of the complex behaviors, attributes, and interactions within the healthcare industry towards meeting the needs of the clients. Some of the key features Banner Health has focused on improving health delivery include an emphasis on employing include evolutionary programs, artificial intelligence, and computing systems ( Cairns et al., 2017) . The systems, in addition to the structural framework, helps the organization separate between its environment and systems towards improved healthcare delivery.
Organizational Priorities and Investments
Over the years, Banner Health has stood apart as being keen to make a difference in people’s lives. The organization has focused its attention on medical equipment’s, family clinics with key priority on operating, patient safety, and clinical excellence ( Chambers, Feero, & Khoury, 2016) . It has achieved this by way of enacting a comprehensive health program and strategy by combining various elements of clinical practice, cultural change, and care management. According to administration, patient welfare is the most outstanding priority of its operations. The leadership has also created an exceptional strategy that aligns physicians work and patient’s clinical excellence and experience (Alltucker, 2017). At the same time, adoption of computerized physician order entry system and technological features that include workforce, the facility has achieved excellent patient experience.
Two key priority areas have given Banner health an edge in the healthcare sector; technology infrastructure and care management. The development and establishment of the Banner Franchise Model has helped the facility offer a standardized strategy to clinical operations and technology in addition to less expensive patient care ( Kuhn & Lehn, 2015) . Adoption of the evidence-based clinical best practices and rapid information systems has enabled the facility deliver expected outcomes to the patient, a key focus on its marketing strategy.
As a provider and a payer, Banner Health has maintained a delicate balance between delivering on its goals and making a financial investment in the right priorities. According to financial documents of the half-year ending 2019, the health facility reported incomes of over $2.3 billion. According to the facility, its revenue growth is attributed to an increase in commercial health plans, reimbursements rates, and increased patient volumes. Approximately 60 percent of the revenues are expected to be invested back into the organization to achieve its key objectives of expanding its technology infrastructure (Alltucker, 2017). The facility has also increased its investment in various health sectors, aimed at improving its steady corporate incomes. As the facility increases its operating volume, it remains keen on enhancing its quality care by investing in physician engagement, patient care, payers, and public participation.
Section D.
Mission, Vision and Values
Banner Health’s mission is to make healthcare easier so that life can be better for its patients. Banner Health is committed to offering healthcare services to its customers to serve instead of making a profit. The mission statement is founded on the backdrop of providing excellent patient care and remains a national leader towards patient experience. The organizations’ vision reads in part; “We will be a national leader recognized for clinical excellence and innovation, preferred for a highly coordinated patient experience, and distinguished by the quality of our people.” From the vision statement, it is evident that the organization’s focus is on its patients and excellent patient outcome. The vision articulately defines their work and how it connects to its ethical values towards achieving its overall goals and objectives. On the other hand, regarding values, the organization puts emphasis on the people in treating and serving them with respect, dignity, and compassion. Another key value is excellence where the organization is focused on acting with veracity and motivated towards high quality service and care. Through its values, Banner Health is able to achieve its overall mission of “making health care easier, so life can be better.”
Strategic Plans, Goals, and Objectives
The organizations’ plans, goals, and objectives are aligned to their mission statement toward providing holistic and excellent patient care. Its principal aim is to offer healthcare services to serve and not generating profits. All its plans are directed at marketing the facility as the healthcare of ultimate and excellent clinical experience. Cairns et al., (2017) argue that it’s restructuring policies and operations are aimed at aligning its activities with healthcare efficiency and reinvention of its services to achieve customer focus.
Key Operational Processes and Information Technology Usage
One of the most outstanding aspects and features of Banner Health is its commitment to aligning operations and technology usage with the customer experience and the provision of excellent healthcare services. As the leading healthcare provider in metro Phoenix, Banner health has restructured its information infrastructure to address urgent and arising healthcare needs of its customers. According to Alltucker (2017) some of its operations and programs such as insurance schemes are aimed at marking healthcare services reachable to a broader audience in addition to small employees. Heightened patient feedback introduced on the consumer feedback program helps the facility to align its primary healthcare operations, management, and services with customer’s needs.
Organizational Priorities and Investment
In the past two years, Banner Health has focused its attention on gaining footage on urgent-care facilities. Notably, it achieved this with the formation of Banner|Aetna to advertise and create awareness on its insurance packages to small employees ( Kuhn & Lehn, 2015) . The primary aim of the strategy is to increase its impact and relevance in healthcare provision while remaining significant to the lower segment of the market. The organization has committed over $25 million in its latest MAP Health Management Plan under Aetna. The firm has five other investments under Aetna that include Venture Round, with an approximate investment of $20 million among others (Alltucker, 2017). Other remarkable plans include a benefit pension plan where employees and employers save for retirements. These, among others, position the healthcare provider as a dominant player in the United States.
Elements of the organization’s culture
Banner Health’s organizational culture is anchored on key pillars that include patient focus, attention to detail, outcome orientation, stability, and team orientation. Patient focus is critical to achieving patient entered excellence. The organization’s feedback program and initiative is one such strategy for improving patient-centered focus and excellence. Physician’s duties and responsibilities are aligned to excellent outcome and attention to detail. All clinical officers are expected to give their best to maintain positivity and stability in line with patient care and general healthcare service.
Influence of culture on meeting organizational goals
Organizational culture permeates all aspects of the healthcare facility. It is the foundation upon which Banner Health anchors its mission, vision, and key objectives in addition to its general healthcare service delivery. Culture influences how medical practitioners interact and engage with patients, administer medication, and offer other related healthcare services such as home-based care.
E. quality improvement issue that you would like to address
One of the essential quality improvement issues Banner Health can implement towards effective patient care is the application of standardized care protocols with clinical pathways. Clinical pathways are robotic processes that help in fostering creative processes inpatient care. It does involve building foundations that foster creativity and helps in hastening efficiency ( Freed, 2016) . The standard can be applied in evidence-based practices that involve pediatric patients receiving effective and fast care for their health situations. The primary objective of the strategy is to improve safety in the mind of patients. The guidelines should have in place strategic treatment plans, especially for those patients with a complicated or predictable clinical condition.
References
Alltucker, K. (2017, February 3). Banner Health will undergo restructuring of operations, with some high-level jobs lost. Retrieved from https://www.azcentral.com/story/money/business/health/2017/02/02/phoenix-banner-health-restructuring-operations-email-says/97398582/
Cairns, C. B., Bollinger, K., & Garcia, J. G. (2017). A Transformative Approach to Academic Medicine: The Partnership between the University of Arizona and Banner Health. Academic Medicine , 92 (1), 20-22.
Chambers, D. A., Feero, W. G., & Khoury, M. J. (2016). Convergence of implementation science, precision medicine, and the learning health care system: a new model for biomedical research. Jama , 315 (18), 1941-1942.
Freed, G. L. (2016). Examining novel health care delivery innovations in other nations. Pediatrics , 137 (3), e20154290. https://pediatrics.aappublications.org/content/pediatrics/137/3/e20154290.full.pdf
Kuhn, B., & Lehn, C. (2015). Value-based reimbursement: the banner health network experience. Frontiers of health services management , 32 (2), 17-31.
