The structure, processes, and outcomes of Banner Health's corporate-wide strategy to improve health care quality.
Banner Health consists of 19 hospitals, 6 long-term care centers and a number of family health clinics, home care programs, and home medical equipment providers in 9 Western and Midwestern states. Banner Health has developed an integrated organization-wide effort called Care Management to simultaneously address quality and safety, reduce patient errors, and measure and report performance, outcomes, and patient satisfaction, while controlling costs through utilization management, care coordination, and performance improvement. Eleven functional areas were identified and more than 36 cross-functional and cross-facility work groups have been created. These work groups use a deliberate process in which knowledge is created, reviewed, synthesized, distributed, taught, and implemented within the system. Key lessons after the first 2 years of this effort are as follows: information sharing and collegial support can be established within newly merged organizations; there must be continued enhancement of both the accuracy and timeliness of data; the ability of health care professionals to understand and use sophisticated statistical tools has increased; a variety of methods should be used to distribute the knowledge products; and the strategy to have functional teams and work groups develop systemwide policies and toolkits but leave implementation to facility employees has worked relatively well.
Kirkman-Liff
Bradford
B
School of Health Management and Policy, W. P Carey School of Business, Arizona State University, Tempe, AZ 85287, USA. bradford.kirkman.liff@asu.edu
D003258:Consumer Behavior; D017598:Efficiency, Organizational; D006801:Humans; D009096:Multi-Institutional Systems / Q000458:organization & administration* / Q000592:standards; D019982:Organizational Case Studies; D011785:Quality Assurance, Health Care / Q000379:methods* / Q000592:standards; D014481:United States