Banner Healthcare

Research a health care organization or a network that spans several states within the U.S. (Example: United Healthcare, Vanguard, Banner Healthcare, etc.).

Harvard Business Review Online and Hoover’s Company Records, found in the GCU library, are useful sources. You may also find pertinent information on your organization’s webpage.

Review “Singapore Airlines Case Study.”

Prepare a 1,000-1,250-word paper that focuses on the organization or network you have selected.

Your essay should assess the readiness of the health care organization or network in addressing the health care needs of citizens in the next decade, and include a strategic plan that addresses issues pertaining to network growth, nurse staffing, resource management, and patient satisfaction.

Prepare this assignment according to the APA guidelines found in the APA Style Guide, located in the Student Success Center. An abstract is not required.

This assignment uses a grading rubric. Instructors will be using the rubric to grade the assignment; therefore, students should review the rubric prior to beginning the assignment to become familiar with the assignment criteria and expectations for successful completion of the assignment.

Health Organization Case Study

Banner Healthcare: Case Study


Banner Healthcare is a non- profit health institution based in Arizona, United States. It was established in 1999 through a merger of the Samaritan Health Systems that is based in Phoenix, and the Lutheran Health Systems in North Dakota. The company operates more than 24 hospitals and specialized health facilities in more than seven states in Western U.S. Other facilities under its care include clinics, clinical laboratories, nursing homes, ambulatory surgery centers, captive insurance company and other health agencies. The institution is ranked the second largest employer in Arizona with a pool of more than 35 employees. Among the services offered by this healthcare institution, include hospital care, emergency care, home and long-term care, outpatient surgery centers, rehab services, labs, pharmacies and physician clinics that focus on primary care. By the end of 2013, the company reported net revenue of $5.5 billion and an asset base of $6.5 billion. Further, this health organization has collaborated with Houston’s M.D. Anderson in establishing one of the largest cancer centers in Arizona (Banner Health, 2014).

Banner health has been dedicated in making a difference in patient’s lives through an efficient patient care. The company is among the largest non -profit health care organizations in U.S. They also have facilities that serve in different communities including rural areas. Further, the company offers other services ranging from heart care, cancer care, pediatric care, and high order multiple births, level 1 trauma services, organ transplants, rehabilitation services as well as behavioral health services. In recent moves, the company has started to participate in various medical research areas including spinal cord injuries and Alzheimer’s conditions under the Banner Health research department (McKinney, 2010). The purpose of this paper is to assess the readiness of this organization in addressing the healthcare needs of citizens in the next decade as well as its strategic plan


Banner’s Readiness in addressing health care Needs of Citizens in the Next Decade

An evaluation of Banner’s historical perspective offers a glimpse on its development and commitment to addressing the health care of citizens across its jurisdictions. Historically, this health institution has been expanding its services, making them more quality, efficient and accessible to as many patients as possible. In the current perspective, the company has focused itself at expansion and renovation programs for patient care units and emergency programs. Other units that are under this program include orthopedic and oncology care units, outpatient IV therapy, endoscopy, medical imaging cardiopulmonary departments. These measures are aimed at catering for the increasing number of population by increasing the patient capacity as well as creating convenience for patients when accessing patient services. Other future plans for this entity is on positioning diagnostic services in different places within the states to enhance outpatient convenience. The  entity has also plans to  incorporate more  digital mammography that can offer images  which are more enhanced  as well as diagnostics  that is more precise  and  accurate. Due to many endeavors that are aimed at maximizing patient experience, Banner has received many awards recognizing its efforts in the health sector. Banner  has  also partnered  with the  Sun Health  Foundation  which  has supported  and  continue to support Banner in its efficient healthcare delivery.

The mission, vision and values of this non- profit firm serves as a foundation language for the company. These aspects, which are the standards for the daily operations and define organizational behavior, are used to guide all their decision making. The mission, values  and  vision  are  designed  in such a way  that  they drive a high level performance in order to realize the anticipated  objectives.

In essence, the organizational core value in behavior of leaders and their performance expectations are summarized in table 1.1

Table 1.1 Leaders Behavior

People Above AllExcellenceResults
Optimized Organization TalentShape the FutureExecutive Presence
To establish a safe and inclusive  environment where people can  thriveLeaders  to act  champions of  changeTo  exhibit  excitement,  energy,  courage and enthusiasm
To identify and promote talent  by offering growth opportunitiesTo effectively perform in  an ambiguous  and  complex environmentTo communicate effectively and influence a diversity of  audiences
Involvement of  employees in improving  their  individual as  well as team performanceEngaging others in  the company’s goal of  realizing industry leadershipTo build trust  and credibility  through  visibility

Source: Barner Health

Looking keenly at these leadership values and expectations stipulated above, there is no doubt that Banner Health has readied itself to serve citizens in the next decade.

Banner Health Care Strategic Plan

Network Growth

Banner is reportedly investing more than   $1 billion in its expansion programs to build more hospitals and health facilities and equipments. According to the firm’s CEO, their growth has been based on development of better products that customers can be eager to buy. This firm has consistently pushed for quality improvements in its products and services. This has been the main element in its growth strategy. This therefore, means that they have not only focused themselves in improving access to healthcare, but also the quality of such care.

In 2010, Banner’s Good Samaritan Medical Center broke a record by investing $71 million to expand its surgical department. This saw the addition of seven more rooms for operations with 40 more beds. It is also the same year when the Banner Ironwood Medical Center in San Tan Valley was established,   as well as Cardon Children’s Medical Center in Mesa with 146 beds. Towards the end of this year (2014), Banner is expected to launch M.D. Anderson Banner Cancer Center, which is worth $107 million. In essence, Banner’s network growth strategy is more than aggressive (Page, 2014).

Nurse Staffing

Banner has incorporated both long term and short-term strategies to cope with the issue of nurse staffing in their organization. Some of the regular programs that are aimed for this purpose include nurse education, hiring of temporary staff and offer of competitive remuneration. Apart from use of temporary staff, the entity also takes into account interns from various medical schools to ease the workload for nurses. However, the management ensures that these nurses are motivated accordingly in order to remain in the firm and be productive. This strategy has proved to be successful since there is low turnover for nurses in this entity and improved efficiency (McKinney, 2010)

Resource Management

Concerning management of resources, Banner is committed to all play, free market and physician driven strategy. Health care providers are given an autonomy to use products and resources that can effectively meet the client’s needs. The management however, requires all vendors and suppliers to meet the fair price point in all the goods or services sold to Banner facilities. Vendors who are not contracted are not allowed to do business in Banner. This enables them to control the product costs that are consistent with the present market (Letourneau, 2012).


Banner Health, (2014), Organizational Overview, Available from  

Letourneau, R (2012). Banner Health cuts $41.5M from the supply chain, chain

McKinney, M (2010), Banner Health’s Fine set the course for standardized, system wide IT rollout, \

Page, L (2014), Growing Healthcare Systems