|Type of paper:||Essay|
|Categories:||Healthcare Public health Strategic management Organizational culture|
Banner Health was established or rather founded in 1938 and it is headquartered in Phoenix, Arizona, United States. The organization is basically a nonprofit healthcare foundation having and operating several subsidiaries in California, Colorado, Alaska, Nevada, Nebraska et cetera. It provides medical care and services in three major categories. The first category is dubbed as Everyday Medicine which involves Emergency, Imaging, Outpatient Surgery Centre, Physical Therapy and such like. The second one is Acute &Specialty care which includes Heart, Orthopedics, Neurosciences Stroke, Academic Medicine, Alzheimer's Cancer and many more (Reeves, Perrier, Goldman, Freeth, & Zwarenstein, 2013). The third category is Medical Services which involves Women, Medical Imaging, Pain Management, Maternity, et cetera. Not until 2003 the organization was formerly called Banner Health System. Through their remarkable creed of "people above all, excellence and results", the organization has reinvented and repositioned itself strategically to be the best healthcare provider not only in the U.S but also to compete globally.
Assessment of how Banner Health is Opting to Address the Healthcare Need of Citizens in the Next Decade
Banner has reinvented itself with a clear vision dubbed "Our steps to the Future". These steps are focused on turning around to fix, performance, growth, innovation, and industry leadership. Banner's Long-Range Strategic Plan focuses on clear objectives and timeline for the entire overhaul in Medicare reimbursement from volume to value. In the past, the organization had moved the Medicare program, and its health care system toward paying providers based on quality, rather than focusing on the quantity care given to patients. They have set a goal embracing alternative payment models like Accountable Care Organizations, Hospital Value-Based Purchasing, and the Hospital Readmissions Reduction Programs, this will enhance quality and increase value for the Medicare programs (Anglemyer, Horvath, & Bero, 2014). Also, they have established a Healthcare Payment Learning and Action Network that will stem working relationship and cooperation between the Organization with the private payers, consumers, providers, employers, states and state Medicaid programs and various partners.
The changing market drivers have made Banner Health adopt new payment and delivery models to meet the new realignments in the rapidly ever-growing market, changing volume to value. The digitization of health information not only creates transparency, but it also makes the company be competitive and meet the health care demands of the next decade. In dealing with demographics and diseases, for instance, people are growing older, fatter, sicker resulting in an exponential explosion of chronic conditions. Banner has put increased competencies in all its operations to manage the health of complex populations. It has established appropriate technology to enhance significant advancements and create more opportunities for further innovation and market disruption to enable have the capacity to serve people with regards to the new value propositions. A modern Technology now established at Banner Boswell Medical Center enables doctors to diagnose new age disease like lung cancer in their early stages and when cancerous nodules have not grown. Banner Health has established a Phoenix Support Group to help Transitioning caregivers cope (Rais & Viana, 2011). Family caregivers for the patients living with Alzheimer's disease or perhaps other forms of dementia usually get it so rough when they lose their loved ones. The Group has been initiated to help in giving moral support through counselling, and other forms of support to help the caregivers cope.
New drugs are being approved to help cure various diseases in the next decade. In recent times, Banner Health has approved the first new anti-depressant drug. The drug is known as Ketamine and it is rejuvenating patients' hope particularly those who have not found success with their recent or current anti-depressant treatments.
Various interrelated themes have been established to enable Banner Health to reach and achieve its strategic vision in areas like organizational growth, nurse staffing, resource management, and patient satisfaction. Banner Health uses a strategic plan of Work Effects in creating action plans to close gaps. The plans include; perfecting consumer experience, achieving employee and organization agility, delivering unending/seamless accessible coordinated care, acquiring members to improve care and enabling an efficient operating model. The strategic plan is focused on the creation of an infrastructure of people who embraces teamwork, a technology that offers access to information and resources and the processes that are penetrable and are easily navigated (Rais & Viana, 2011). They have adopted health management design, giving future models that are easily integrated, outcome-based and are reliant on individuals getting the appropriate care at the right time and in the right place. It is also focused on maximizing effective/ efficient and reliable operations and management through stemming up a process within the delivery system.
The plan holds that success regarding delivery is contingent on staffing deliberations/ policies within the organization. Has already mentioned the staffing policies at Banner Health are concerned with new approaches and models for efficiency. Through the provision of cost-effective and quality care and through establishing various calculated policies on financial management models like auditing is perfectly remarkable in overseeing resource management slots (Huryk, 2010). Patient's satisfaction has been enhanced through the improvement of services and creation of various transactional models to improve the accessibility of healthcare hence creating value. Technology is incorporated to help with the flow of information, and other operations thus enhancing proficiency.
Comparison between Banner Health and Singapore Airlines
Unlike Singapore Airlines where leadership is at the top of the strategic model employing the use of inclusive leadership in the management of its issues, Banner Health has not addressed various parameters of leadership in shaping their management. The organization is affected by red-tapism or bureaucracy and this has hindered its strategic expectations in the global market. The organization must investigate and address some of its policy parameters to meet the health needs in the next decade.
Banner Health culture is an epitome of socialization between staff members and the patients. According to various reports regarding this aspect, it is quite clear that their organizational culture encourages positive engagements between the care providers or professional and the patients to enhance better output. The relationship between the nurses in this organization and other management officials is a remarkable one leading to good results. Banner Health notices that it is not the only strategy that one needs to focus on but culture should also be appreciated to produce a long-lasting competitive advantage.
In summary, the assessment of Banner Health has presented various dimensions and capacity of the organization to achieve the healthcare needs of the 21st century and beyond. Strategic plan focusing on areas like nurse staffing, resource management, network growth offers yet challenges that the organization should focus on. Not much has been realized in the comparison of the organization and Singapore Airlines, in fact, that comparison presents many differences in terms of leadership and other areas of management. Finally, apart from strategic plans, culture is another aspect that can influence various things within an organization and it should be looked at well.
Anglemyer, A., Horvath, H. T., & Bero, L. (2014). Healthcare outcomes assessed with observational study designs compared with those assessed in randomized trials. Cochrane Database of Systematic Reviews, (4). DOI: 10.1002/14651858.MR000034.pub2.
Huryk, L. A. (2010). Factors influencing nurses' attitudes towards healthcare information technology. Journal of Nursing Management, 18(5), 606-612. DOI: 10.1111/j.1365-2834.2010. 01084.x.
Rais, A., & Viana, A. (2011). Operations research in healthcare: a survey. International transactions in operational research, 18(1), 1-31. DOI:10.1111/j.1475-3995.2010. 00767.x.
Reeves, S., Perrier, L., Goldman, J., Freeth, D., & Zwarenstein, M. (2013). Interprofessional education: effects on professional practice and healthcare outcomes. Cochrane Database of systematic reviews, (3). DOI: 10.1002/14651858.CD002213.pub3.
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