Banner healthcare - a nonprofit organization

Banner Healthcare

Banner Healthcare is a nonprofit healthcare institution situated in Phoenix, Arizona. In 1999, Lutheran Health Services and Samaritan Health System merged to form the company, which later sold its operations and became a standalone operational system in 2001. Clients receive emergency and hospital treatment, long-term home care, outpatient services, and rehabilitation services from the organization. It runs 28 hospitals and a few specialty facilities throughout six states in the United States. It is the largest employer in Arizona and one of the largest in the United States. The organization is very active when coming up with strategies aimed at creating a networked operation and modernized service through technological advancement, nursing and staffing approaches as well as designing service growth strategies that aim at connecting the service providers in improving quality (Lawson, 2016).

Organizational Advancement and Collaborative Network

The organization is working with a focus on bringing healthcare appreciation to the population in the next decade. It is aiming at achieving this through strategizing on organizational advancement and creation of a collaborative network that will critically work at coming up with the success of managing health strategies. The organization has undertaken multi-party partnerships with other healthcare organizations to advance and innovate healthcare and the delivery system. The organization wishes to leverage new developments in the information technology, consumer engagement as well as financial management that will lead to a high-quality delivery at a lower cost (Loria, 2016). The organizational partnership is also aimed at managing populations and improving clinical outcomes. This strategy aims at accreditation of data on clinical desires and normalizations that will lead to insights in the inventions for both individuals and entire populations.

Expansion of Healthcare Delivery Services

Banner Organization is addressing the network growth by expanding the healthcare delivery services and locations in their territories. The organization is intensifying this through an extension and expansion of the places where they operate by increasing the number of their stations in these areas. They are therefore visualizing the future needs of the communities by opening up many health deliveries and emergency centers in the areas they already occupy. The general approach is whereby the organization desires to launch a system where there will be doctor appointment services as well as specialty services in these areas with increased access. The mission statement in achieving this is, “To make a difference in people’s lives through excellent patient care.” This is supported by the vision statement that states, ”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,” support (Monegain, 2015).

Nursing and Staffing Requirement

The organization is also addressing the nursing and staffing requirement that is desirable in the next decade in dealing with health care service delivery to the population. The primary strategy for achieving this is an approach that desires to provide adequate nursing staff for the patients they are delivering health care to. The organization strategies on developing a company-owned facility that will facilitate disbursement and allocation of nurses to areas that are in need of staffing at any time. The outcome is a situation whereby there will be a continuous flow of nursing personnel who can operate with the same skill as required in the situations needed (Kutscher, 2015). Therefore, the organization maintains a state of affairs that will look at both adequacy, efficiency, and expertise of the staff in providing healthcare to different areas deployed to.

Employee Training and Dispatching

The organization is also comprehensive in the employee training and dispatching. It has established a system that calls for employee training strategies that are collaborative and aligning all employees to a common outcome. The organization is, therefore, making efforts to unify the standards of all nurses in all Banner Health service facilities through the extensive use of reach out approach where all the employees are equipped with the same knowledge, and their handling ability is aligned with all other service providers in all other Banner operational territories. Banner, therefore, utilizes the same care standard and registry system through which they are sure to achieve safety in patient handling. In their staffing strategies, the organization has also included the I-care communication technology that allows for the communication of the service delivery professionals. In this strategy, the doctor can view the patient as well as the nurse administering the patient and give direction on how to go about care delivery without being there. The strategy aims at ensuring that the future of the patients is catered for in case of inadequate doctors through a collaborative communication where service can be delivered through a guided approach at different locations without the physician being physically there (Lawson, 2016).

Resource Management

Resource management in Banner health organization is organized in such a way that the primary focus is an improvement of the services delivered. In that context, therefore, the organization concentrates its resources on making advancements in the caring sectors. Most of the resources especially what the organization earns is ploughed back into the organizational progress and improvement strategies to attain new standards of operation. Therefore, the resources are managed in such a way that technology is a key point of consideration. The company concentrates its resources on advancing the current equipment in its stations as well as purchasing new equipment. Based on the context that the organization is non-profit, its resource management aims at improving the service delivery ability of the organization (Loria, 2016). The resources are therefore managed and allocated with a desire to come up with a collaborative approach that improves equipment replenishment and improvement, purchase of new equipment, development of the technology used within the organization and acquiring adequate and efficient workforce. Moreover, there is resource allocation in areas that require new system development and territorial expansion.

Patient Satisfaction

Patient satisfaction in Banner Health organization is also a considered point in its future preparations to deliver health services. The organization has great concern in the satisfaction field for its patients. In that sense, therefore, it is implementing strategies that aim at making patient satisfaction a major component in the service delivery system. Therefore, the organization has developed a system that carries out surveys of the patients served. The survey is then tallied, and an evaluation done. Based on the outcome of the evaluation, the management is in a position to identify loopholes highlighted by the patients. Implementation is then launched aimed at correcting the satisfactory issues that patients identify within the service provision fraternity (Monegain, 2015).

In addition to this, the organization has provided its website where patients are allowed to share their feedback and highlight their satisfaction assessment. It is, therefore, possible for the people to use the internet to come up with the satisfaction criterion of the organization. In that context, by revisiting the website, the organization can evaluate the feedback provided and respond to what the patients say about their satisfaction through improvements (Kutscher, 2015). Through this strategy, the organization is adequately preparing to face health situations in the future by laying down strategies that will efficiently work at ensuring quality service delivery.

References

Beth Kutscher, (2015). Banner Health’s expansion comes with higher costs. Retrieved September 19, 2015, from http://www.modernhealthcare.com/article/20150819/NEWS/150819877

Bernie Monegain, (2015). Banner Health, Cerner tackle big change. Multi-year strategic partnership to focus on taking care to new heights. Retrieved April 03, 2015 From http://www.healthcareitnews.com/news/banner-health-cerner-take-big-change

Keith Loria, (2016). Banner Health’s Future-Focused Merger, Retrieved 15 Dec 2016 from http://americanhealthcareleader.com/2016/banner-healths-future-focused-merger/

Lawson, M. B. A. M. I. C. H. A. E. L. S. (2016). STRATEGIC COST CUTTING: A strategic guide to reduce debt and increase profits. S.l.: OUTSKIRTS PRESS.

Oxford textbook of medical education. (2013). S.lOxford: Oxford University Press.