Health organization case study.

Banner health care organization case study

Introduction

Banner health is a nonprofit motivated health system formed in 1999. It is among the largest hospital networks in the United States with its head quarters in Phonix, Arizona. The establishment of banner health was from a merger between Samaritan and Lutheran health systems. It has grown very fast having 23 hospital in that are spread across seven states which include; Arozona, Alaska Califonia, Colorado, Nebraska and Wyoming. (Jimmerson May 2005).  It has a total bed capacity of 4330 and more than 3500 employees. In addition to having long-term centers it also offers an array of other services which include family clinic, hospice services, home care services and nursing registration, laboratory and rehabilitation services.

Resource management at banner health care

Banner health recognizes that nursing practice is crucial in delivering excellent care to their patient in a safe environment. Thus they are committed to enhance their professionalism in providing nursing services. They take every possible step in order to provide the highest and safest care possible to their patients. They embrace technology and innovation to support their care givers effort to provide excellent patient care in order to ensure that their target for medical excellence is achieved through undertaking care management, care transformation and performance measurement. Care transformation is a model that places patient’s information in such a way that it is available to the care givers (Robert Wood Johnson March 8, 2012).  It entails use of integrated electronic medical records that have laboratory results, notes from doctors and nurses, charts and medical imaging. This care transformation initiative is a part of clinical information that is a multi-disciplinary team which links computer science, delivering of    health care and biomedical sciences. It is evident that this care transformation improves patient safety, productivity and patient satisfaction, staff retention, and reduction of cost. In care management, members from through the Banner health network link up together to identify areas of improvement, test those improvement and if faceable they implement them through their system. Physician and clinicians are encouraged to think on new strategies of delivering care and improving practice of medicine. Banner also measures that clinical quality of their patients through their performance measurement (Robert Wood Johnson March 8, 2012). This is by accessing some key care areas such as open-heart surgery, stroke icu and heart failure. By comparing the outcomes from these areas with other big health care organization, they are able to identify and use the best practices.

Banner health care also prides itself for having medical education programs. Through these programs it has emerged to be a leading provider of well-trained and highly trained physicians. This places this health organization in a better position especially when there is shortage of key health care works. It use its initiative to create a pool of qualified clinical officers in nursing and other areas such as pharmacy, medical imaging. This excellent management of resources at health has been made possible due to the leadership team that is composed of members who are accountable, focused on their clinical outcomes and their stability to precisely define their objective and their goals.

Patient satisfaction

Banner heath understands that a good patient experience entails providing the best mechanical care in order to meet the customer satisfaction. Since their mission is to make a different in patient life through excellent patient care, customers’ satisfaction comes first in their priorities. A s part from providing excellent care to the patient and their family. They also strive to respect their personal dignity and rights as a patient. They have even established a complaint process incase a patient has any concerns, questions or complaint on the services provided to them. They have drafted very stern guidelines that prohibit any form of discrimination on basis of disability, race, color, national origin or age. They adhere to the equal opportunity policy for all persons seeking admission and treatment.

Employees

It embraces a culture of utmost respect for its employees. It recognizes and respects and celebrates the efforts of its employees across all lines o management, may it be the bedside nurse or a supply clerk. They provide training to their employees to make them comfortable in their job. The employees are also supported through communication of important information to help them perform their duties. The employees also work as a team such that clinicians often meet to discuss what works best or their patients and afterwards collaborate with the large network. Employees are always dedicated to blending the art and the science of care giving to create clinical and perfection (Robert Wood Johnson March 8, 2012).  They are recognized for their exceptional respect and value to their partners including their patients’ families as well as with other members of the health care team. They embrace the spirit of caring and promoting healthy environment across the whole process of care.

 The future o Banner health care

After its commissioning in 1999, the senior management of banner drafted the 2020 plan that guides the organization on its strategic management. This plan is based on performance, growth, innovation and leadership. Currently banner health organizations, is keenly implementing its innovation phase through rapid identification and implementation of strategies that will improve the science of care thus ensure that the experience of their patients is safe, effective and efficient. By doing this they are determined to transverse from being a clinical delivering organization to a clinical quality organization that will perform at highest level.

In the near future this organization is projecting to advance their capabilities of performing in risk-based and value enhanced manner by developing relationship with other partners to drat agreements that will ensure risk sharing with them. Banner health is very focused in their pursuit of more efficient and reliable ways to provide the services to the community that it serve.

They are focused on merging the skills and the good spirit of their staff through innovating in technology to become a national leader in giving the most outside patient care.

A good example is their newly launched project that will involve construction of a 192- bed hospital and a medical campus by late 2015. This would enable them meet there customer demand in the future. It will also ensure that Banner network continues to spread its operations.

                                                    References

Jimmerson, C., et al. (May 2005). Reducing Waste and Errors: Piloting Lean Principles at

Intermountain Healthcare. Joint Commission Journal on Quality and Patient Safety, 31(5):

249-257.

Robert Wood Johnson Foundation/Health Affairs. (March 8, 2012). Health Policy Brief:

Public Reporting on Quality and Costs.

Michigan Health & Hospital Association. Patient Safety and Quality Annual Report 2011.

Last Completed Projects