Nov 19, 2020 in Health

Banner Healthcare Case Study
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Banner Healthcare Case Study

The analysis of Banner Health, a major healthcare provider in the United States, requires the assessment of the organization based on its readiness in addressing citizens healthcare needs in the next decade. It will include the evaluation of its strategic plan focusing on network growth, nurse staffing, resource management, and patient satisfaction.

 

Discussion

Banner Health is a not-for-profit clinical health care provider headquartered in Phoenix, Arizona, and is one of the health care leaders in the country with huge resources available to meet citizens healthcare needs effectively and promptly. Banner comprises twenty-nine hospitals spread in seven states across the nation and three academic medical research centers, providing different health-related services (Kirkman-Liff, 2004). It is not only made up of hospitals, but is part of a medical group with the Banner University of Medicine (DelliFraine & Dansky, 2008). Banner hospitals employ over 300,000 members in its network, including various clinics and health centers in communities aimed to improve access to health care. Such number of workers enables the organization to provide acute management of patients and reduce the rate of lethal outcomes. It is one of the largest nonprofit hospitals in the United States providing acute care and serves as the largest healthcare provider in the northern Colorado front. Through its Banner Alzheimers Institute, the organization can carry out research targeting needs of patients with chronic diseases like Alzheimers one. Moreover, it has attracted a $50-million grant to support its leadership and innovative approach to Alzheimers disease prevention (Reiman et al., 2011). The primary task of the latter is to research and evaluate the most promising therapies. The initiative involves scientists, physicians, and an industry regulatory agency, and its primary focus is treatment, trials and studies targeting a cognitively healthy individual who may be exposed to and at higher risk of contracting Alzheimers disease.

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Such resources enable Banner to offer comprehensive, physician, hospice and home care services, as well as specialized services at various centers, like Banner Concussion Center, Banner Heart Hospital, and Banner Care for Orthopedics among others located in Alaska, Arizona, California, Colorado, Nebraska, Nevada, and Wyoming. In addition, twenty-one hospitals have been ranked as the ones with the best systems of electronic medical records. Fostering communication related to patients data and history among healthcare departments, the latter enable to put an accurate diagnosis. Banner also boasts of a 55-bed simulation center, which is the largest virtual hospital of such kind. The simulation training raises employees proficiency and companys preparedness in addressing patients needs. Banner also uses technology to monitor patients from miles away. It offers unpaid cost of public programs for those uninsured, and invests in community care and health professionals education. Therefore, Banner Healthcare has developed comprehensive organizational resources to provide quality and safe healthcare, reduce physicians errors and improve patient satisfaction with low operating costs (Kirkman-Liff, 2004).

As far as its strategic plan of network growth is concerned, Banner is growing and expanding through opening a 44-bed facility in Payson, Arizona, that provides inpatient, outpatient, diagnostics, imaging, medical, surgical and emergency care. Another facility is a Fort Collins medical center built on 28 acres of land, being a two-story building with a 28-bed capacity. Services it delivers are women-oriented with labor wards, delivery rooms, medical imaging, women services, and surgical services among others.

As far as its strategic plan of resource management is concerned, in the next decade, Banner is gearing up for offering more tailored telehealth services to more patients in the world. After registering an excellent result in the ICU program, the telehealth program is used in a general acute care setting at the Gateway Medical Center, Banner Ironwood Medical Center, and Banner Fort Collins Medical Center. Such system ensures fewer hospital days and ICU stay, saving in millions of hospital stay costs. Banners Telehealth has more than 40 critical tele-intensivists and more than 40 critical care registered nurses who strive to maintain the highest standard of attention (DelliFraine & Dansky, 2008). As a move into the future, Banner Health believes in the power of technology and is committed to exploring technological advances in Medicare. Its strategic mission is to apply science and the evidence-based principal in optimizing outcomes of every patient encounter. The use of technology and partnering with Philips research enables to monitor patients in surgical units to determine deterioration early, and this is faster and more efficient than the traditional spot-check method. Sustained research on technological advancements positions it as a provider of superb healthcare services in the next ten years.

 
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As part of the resource management plan, through its medical simulation center, Banner has been able to train caregivers in what is called a virtual hospital (Wood, 2010). It has an intensive care unit, emergency department, and two operating rooms with virtual operating capabilities. The virtual hospital uses computerized mannequins as patients. With the simulation center, caregivers have an opportunity to practice procedures characterized by low frequency, but high risks. For example, during the Ebola crisis, the simulation center remotely provided 24/7 Ebola management, training the entire Banner system in just three weeks. As a response to the growing need for outpatient care delivery, Banner is training clinic providers in ambulatory care in patients homes and an ambulatory setting. It has minimized costs required for real trainings and improved the proficiency of nurses. The simulation training is also channeled towards training patients on self-healthcare at home. It will reduce hospital bed occupancy and decrease inpatient costs. Through its highly specialized institution of medicine, the Banner University Medical Center, the organization offers coordinated patient care across various specialties to ensure seamless care experience. Therefore, Banner Health uses available resources effectively, minimizing costs and improving the quality of services through applying innovations, training nurses in the virtual hospital, and developing telehealth centers.

In its nurse-staffing plan, Banner targets graduate nurses who are trained in the simulation center to start delivering clinical care. It also recruits resident nurses and physicians at the Banner University Medical Center in Phoenix (Kirkman-Liff, 2004). The organization is addressing its future need for human labor by providing tailored education to fit its standards.

As part of its patient satisfaction strategy, Banner is committed to research to provide the best care. It strives to ensure clinical quality through the best practices and equipment. It has focused on providing excellent patient experience through brand reputation, public reporting, and good publicity (Kirkman-Liff, 2004). The organization ensures a stable market share through an influx of patients, increased referrals, continuum loyalty, and reliable ambulatory services. Another strategy is to recruit and retain talents through competitive benefits, ensuring a less turnover rate. These strategies help build a reliable service delivery mechanism, which leads to customer trust and satisfaction.

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Conclusion

Banner Healthcare has positioned itself as a leading nonprofit healthcare provider in the country. To meet patients needs and the demand for health care, it is engaged in research through its research center, Alzheimers Institute, and Banner Medical University, as well as collaborating with the state university. Banner also has a state-of-the-art simulation center that trains nursing graduates to meet the rigorous demand in the clinical caregiving field. It also invests in training ambulatory as a means of providing outpatient care in the future. Banner believes that technology is a way to solve medical problems and has invested in the telehealth system that has improved health care by reducing days in ICU and inpatient costs. Telehealth is at the stage of being implemented in other departments and is believed to be able to help lessen the number of admissions by a greater extent.

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