Assessing Banner Health's Preparedness for Future Healthcare Demands

This report provides an analysis of Banner Health's preparedness to meet the healthcare needs of the future. It examines the organization's overall readiness, strategic plans, and issues within its organizational culture. The report highlights Banner Health's proactive approach to addressing healthcare demands, including its mergers, development of healthcare curriculums, and implementation of advanced technologies such as electronic health records (EHR). The strategic plan focuses on collaboration, resource management, and patient satisfaction. The report also discusses challenges such as cultural issues within the organization, and the importance of a diverse work environment. Finally, the report emphasizes the importance of EHR implementation and its impact on clinical excellence and patient well-being.

Running head: READINESS OF BANNER HEALTH TO MEET FUTURE NEEDS
Readiness of Banner Health to Meet Future Needs
Name of the Student:
Name of the University:
Authors Note:

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READINESS OF BANNER HEALTH TO MEET FUTURE NEEDS
Executive Summary
This report on Banner Health features the status of Banner Healthcare in addressing to the
medicinal care needs of the citizens in the following decade and the strategic plan that addresses
issues relating to Banner Healthcare development, nurse staffing, management of resources, and
patient satisfaction. The subsequent examination and assessment of organizational tasks and
methodologies offer a convincing look at the organizational plan and also give a stage to future
debates of hierarchical advancement and change management.

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Table of Contents
INTRODUCTION...........................................................................................................................3
DISCUSSION..................................................................................................................................3
Overall Readiness........................................................................................................................3
Strategic Plan...............................................................................................................................4
Issues within the Organizational Culture.....................................................................................4
Theory/Model..............................................................................................................................5
CONCLUISON................................................................................................................................6
REFERENCES –.............................................................................................................................7

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READINESS OF BANNER HEALTH TO MEET FUTURE NEEDS
INTRODUCTION
Banner Health, a non-profit organization, is observed as one of the best health system in
the United States as the clinical quality is being provided to the patients unswervingly
(Anderson, 2015). The head-quarter of the organization is situated in Phoenix, Arizona
(Anderson, 2015). While the service continues to operate in 28 hospitals across the seven states
of the country that includes three academic medical centers in addition to other health related
units and services. The non-profit organization, Banner Health, prioritizes its purpose to make a
change in the life of their patients’ by providing them with remarkable care (Kash et al., 2014). It
has rapidly progressed from a health organisation of hospitals to a copiously integrated
organisation which includes considerably extended services (Kash et al., 2014).
DISCUSSION
Overall Readiness
It can be noted that the organization, Banner Health, is readily accepting the changes
which are required in order to meet the health care needs of the citizens in the following decade
(Evans & Stoddart, 2017). The organisation has every now and then found a hole or an absence
of some facility and immediately addressed the issue (Anderson, 2015). For instance, Banner
Health found a fault in its Tucson market occurrence and decided that a merger with the
University of Arizona Health Network would solve the particular issue (Little-Upah et al., 2013).
The organisation has also developed various health care curriculums to cater the needs of the
residents in the subsequent ten years. It likewise guarantees that individuals have the access to
reasonable services and consequently improve their expectations for everyday comforts (Kuhn &
Lehn, 2015). Future quality health-care is ensured with Banner Health system since they have

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received both a functional and present-day innovation in the medicinal framework (Kuhn &
Lehn, 2015). Banner has ascended through the positions and built up trust from patients looking
for quality medicinal services. Inside this system and a remarkable ability to maintain worldwide
measures, Banner is well established in the human services sector and to areas where the system
has branches.
Strategic Plan
As a major aspect of the strategic plan that delivers issues relating to Banner Healthcare
development, staffing of nurse, management of resources, and satisfaction of patient, the
association intends to function in association with Houston's M.D (Little-Upah et al., 2013).
Anderson Cancer Center in an offer of developing a malignant growth focus that is foreseen to
cost $100 million (Evans & Stoddart, 2017). The organization intends to guarantee the
development of its system through the continued and coordinated effort of doctors, new
medicinal services models, and insurance plans. The order of the center is to give outpatient
services, for example, infusion treatment, bolster services, radiation treatment, malignancy
explicit facilities, and diagnostic imaging (Kash et al., 2014). Banner Healthcare likewise
extended the treatment center space by 103, 000 square feet at an expense of $ 62 million dollars
that integrated radiation oncology just as infusion inlets as a component of strategy plans to
accomplish development, nurse staffing, management of resources, and patient contentment
(Evans & Stoddart, 2017). Due to the Banner Health Network, Banner Healthcare has figured out
how to have available to its disposal, a huge system of medical experts and supporting
organizations that is constantly growing (Weis & Levy, 2014).

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Issues within the Organizational Culture
It is not remarkable for an organization, especially a non-profit one to run over
circumstances where they are not exactly certain what to do or to feel that what is going on is not
exactly right (Kuhn & Lehn, 2015). Also, no compliance program and no regulation or guideline
can address every one of the circumstances that may happen in the health-care environment.
Since, the non-profit organization is owned by a big company that every so often has ideas and
implementations which is more appropriate for their big hospitals rather than the small town
hospitals (Fleming et al., 2014). In addition to, there usually exists social hole between the
specialist and the patient which more often than not converts into a gap in health results (Little-
Upah et al., 2013). In order to cater to this issue, Banner should improve their efforts to ensure a
diverse work environment prevails in the organization where care providers are thoughtful of the
communities they attend.
Theory/Model
A basic key activity directing the organization to its intended future state of clinical
magnificence, the well-being of the patient, and operating productivity is the execution of a
complete electronic health record (EHR) (Weis & Levy, 2014). Banner's creation of a key
activity called care transformation tends to the application of a comprehensive EHR through all
Banner services and consolidates components of work redesign, related and acute cultural
change, and designing of proof-based clinical practices to accomplish the vision (Boynton et al.,
2014). Critical to the wits has been crafted by the care management whose leadership made the
vision of improving the quality and wellbeing of patient care through the far-reaching acceptance
of proof-based practices bolstered by innovation, and a full selection of electronic physician
order record frameworks, cost, labour and various other resources (Weis & Levy, 2014). Two

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key elements made the enterprise vision and empowered the quick rollout of innovative
framework: cooperative energy among IT, care management and clinical tasks, and formation of
a Banner establishment model to be duplicated at Banner services (Boynton et al., 2014). The
model also gives an institutionalized way to deal with innovation and clinical tasks that
empowers more affordable, fast data framework implementation and adoption of
institutionalized work processes and proof-based clinical best procedures (Boynton et al., 2014).
CONCLUISON
Banner Healthcare is committed to provide improved ease of access to medicinal services
and close interface with patients as a component of their dedication in addressing the well-being
of residents in the subsequent decade. Banner system services range from crisis care, physical
recuperation, labour, medical procedure, nursing vault, radiology for the adults as well as the
kids, outpatient administration among others. The framework also guarantees that the patients get
reasonable health-care service with the use of present-day innovation. The non-profit
organization has continued to make adjustments to its strategy as and when requires, in order to
stay afloat in the provision of quality healthcare even after a decade or so down the line.

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REFERENCES –
Anderson, L., (2015). ‘Why Communication In The Nursing Profession Is Important’. Nurse
Together. N.p., 2015.
Boynton, T., Kelly, L., Amber Perez, L. P. N., & Miller, M. (2014). Banner mobility assessment
tool for nurses: Instrument validation. Am J SPHM, 4(3), 87.
Evans, R. G., & Stoddart, G. L. (2017). Producing health, consuming health care. In Why are
some people healthy and others not? (pp. 27-64). Routledge.
Fleming, N. S., Becker, E. R., Culler, S. D., Cheng, D., McCorkle, R., Graca, B. D., & Ballard,
D. J. (2014). The impact of electronic health records on workflow and financial measures
in primary care practices. Health services research, 49(1pt2), 405-420.
Kash, B. A., Spaulding, A., Johnson, C. E., & Gamm, L. (2014). Success factors for strategic
change initiatives: A qualitative study of healthcare administrators' perspectives. Journal
of Healthcare Management, 59(1), 65-81.
Kuhn, B., & Lehn, C. (2015). Value-based reimbursement: the banner health network
experience. Frontiers of health services management, 32(2), 17-31.
Little-Upah, P., Carson, C., Williamson, R., Williams, T., Cimino, M., Mehta, N., ... & Kisiel, S.
(2013). The Banner psychiatric center: a model for providing psychiatric crisis care to the
community while easing behavioral health holds in emergency departments. The
Permanente Journal, 17(1), 45.
Weis, J. M., & Levy, P. C. (2014). Copy, paste, and cloned notes in electronic health
records. Chest, 145(3), 632-638.