Introduction
Comparatively speaking, the healthcare segment progresses and transforms at a more rapid rate than other sectors. To be competitive and successful for existence, organizations in the healthcare sector must prepare for the future. Organizations are well-prepared for whatever may arise along the way by making plans for the unanticipated. The preparedness of Banner Health to satisfy residents’ well-being requirements over the next ten years is examined in the report.
A Description of the Organization
Banner Health is a nonprofit healthcare system in the United States, with its headquarters in Phoenix, Arizona. Across six states, the firm handles 28 hospitals, three university medical institutes, and more health-related services (Nebraska, Nevada, Arizona, Colorado, Wyoming, and California). Banner is considered and acknowledged as one of the largest not-for-profit systems and the top health system in the United States due to the continuously high level of clinical competence delivered to patients at its facilities. Banner Health, with over 50,000 employees, is the third biggest private employer in Northern Colorado’s Front Range and the leading corporate employer in Arizona. In addition to offering medical services, comprehensive services (such as outpatient surgery, hospital and emergency care, pharmaceutical and laboratory services), home care, and hospice care, Banner Health also offers physician services.
The Overall Readiness of the Organization
With enough human, technological, and financial resources, Banner Health will be able to satisfy the healthcare necessities of the clients it attends to during the next 10 years. Samaritan Health Systems, a reputable supplier of healthcare services in the countryside Midwest and West, and Lutheran Health System, a nonprofit organization known for the clinical quality delivered in towns in Arizona and California, joined in 1999 to become the organization. Ever since Banner Health has developed to become one of the leading healthcare systems in the republic, it has remained dedicated to achieving its purpose of making access to healthcare and improving quality of life. According to Banner Health (2020), the company has proven that it is capable of managing the well-being and health of its consumers in private and public health insurance plans by currently providing services to over one million clients through its provider networks. By locating clinics and health centers in the areas it serves, the company has made it easier for more individuals to readily access high-quality healthcare services through Banner Medical Group.
A Tactical Design to Discourse Matters Relating to Network Progression, Nurse Staffing, Resource Management, and Patient Contentment
Network Growth
Banner Health is a nonprofit organization healthcare system in the United States, with its headquarters in Phoenix, Arizona. Across six states, the firm handles 28 hospitals, three university medical institutes, and more health-related services (Nebraska, Nevada, Arizona, Colorado, Wyoming, and California). Banner is considered and acknowledged as one of the largest not-for-profit systems and the top health system in the United States due to the continuously high level of clinical competence delivered to patients at its facilities. Banner Health, with over 50,000 employees, is the third biggest private employer in Northern Colorado’s Front Range and the largest private employer in Arizona.
Nurse Staffing
To provide high-quality treatment, nurses are essential. The vital role that nurses play in providing all patients with the finest and safest treatment is acknowledged by Banner Health. Banner Health offers a range of career and advancement possibilities for the nursing staff, including chances for continuing education to draw in and keep competent and compassionate nurses. The organization also makes sure the nursing staff has access to tools and training so they can provide patients with the best care possible while advancing their careers and expertise.
Patient Satisfaction
Increasing patient happiness is a major area of focus for Banner Health since it appreciates its customers. According to Banner Health (2020), proper information should be given to patients and their families so they can comprehend it and decide on the best course of treatment. Banner’s ideology is based on the idea that superior patient care may change people’s lives. The goal of Banner’s innovation and digital initiatives is to improve the patient experience in healthcare. Examples include Lifelink conversational chatbots and electronic health records.
Resource Management
Banner Health is a nonprofit healthcare association that exists to offer health services to publics rather than make money. That indicates that every dollar the organization makes is put back into growing or developing new patient care services, physician services, technology, clinic beds, staff wages, and upkeep of current buildings and tools. As a result, Banner Health has embraced value-based care to guarantee that resources are used wisely. To provide timely, safe, consistent, and effective treatment in a cost-efficient way, healthcare systems must find out how to do so, conferring with the National Academies of Sciences, Engineering, and Medicine (2017). Given that population health is Banner Health’s primary concern, its attention must be directed on a shift from volume-based treatment to value-based care to save healthcare costs and enhance health outcomes.
Potential Issues within the Organizational Culture
A possible problem with Banner’s organizational culture is its lack of uniformity. Adopting a common corporate culture would be next to impossible with so many entities and facilities dispersed across six states. Each organization has its own unique culture, which varies from one company to another. Each institution identifies its culture as unique, and finding a common approach to carrying out a strategic plan is incredibly challenging since finding a recipe for success that can be used by all facilities isn’t always an easy undertaking. Competing cultures might prevent a strategic strategy from being implemented. It is exceedingly difficult to achieve strategic goals if the culture and the plan are not in harmony.
A Model That Could Be Used to Support the Enactment of the Considered Plan
Banner Health can employ the Balanced Scorecard (BSC) model to aid in the strategic plan’s execution. Organizations use the BSC as a strategic planning tool to convey their goals, align daily tasks with the strategy, prioritize initiatives, services, and products, and assess how well they are doing in terms of achieving their goals. The BSC can help Banner Health overcome cultural misalignment across formerly autonomous providers due to the lack of a consistent organizational culture across facilities and enable them to better align to a new approach for the delivery of greater value for communities, patients, doctors, nurses, and payers. Kaplan (2020) asserts that the goal of healthcare merger and acquisition activity is to reduce competition and boost an organization’s negotiating strength. Employers at acquired companies, however, are typically discouraged and unsatisfied. Banner Health can achieve strategic and cultural alignment across the amalgamated institutions with the help of BSC. The ability to transform a fresh business strategy into a balanced score of performance metrics is provided by BSC for the merging companies. The scorecard may be used by senior management to inform workers of the new strategy, link employees’ everyday tasks to strategic goals, and track and evaluate employee performance.
Conclusion
One of the top non-profit healthcare organizations in the US, Banner Health offers a variety of medical services in six states. In the upcoming ten years, the organization is prepared to satisfy the healthcare demands of the communities it serves. The balanced scorecard is a technique for strategic planning that may help Banner implement a strategic plan. Banner Health may be able to achieve strategic and cultural alignment across the amalgamated institutions with the help of the model.
References
Banner Health. (2020). Banner Health at a glance. Web.
National Academies of Sciences, Engineering, and Medicine. Models and strategies to integrate palliative care principles into care… (2017). Web.
Kaplan (2020). Using the balanced scorecard for successful health care M&A integration. Scribd. Web.