Health Organization Evaluation Essay

Health Organization Evaluation Essay

Health Care Organization Evaluation Essay

The dynamic and changing nature of the health system implore organizations to develop facilities and strategies which allow them to meet the diverse health care needs of citizens over the next ten years (Britton, 2015). Strategic plans enable such organizations to develop responsive care interventions and models focused on increased patient delivery, meeting regulatory needs, and expansion to improve accessibility (Cai et al., 2020). As such, this essay evaluates Banner Health’s readiness to meet the health care needs of populations in the coming ten years. The essay also proposes a strategic plan to help the organization prepare and be ready for the next ten years in quality care delivery.

Description of the Organization: Banner Health

Banner Health is a non-profit health network with headquarters in Phoenix, Arizona. The organization is considered and recognized as one the leading health care systems in the country and operates over twenty-five hospitals and specialized facilities across six different states. These include Nebraska, California,

Wyoming, Arizona and Colorado as well as Nevada. The organization offers an array of health services and products that include family clinics, home care, medical equipment services, and nursing registry (Business Wire, 2017).

Besides emergency and basic medical service provision, Banner Health establishments offer specialized services that include behavioral health services, organ transplants, rehabilitation services and well as multiple-birth deliveries. The main programs of Banner Health include critical care, cancer program, heart care, emergency medicine and medical imaging as well as pediatrics (Business Wire, 2017). The organization also has other programs that include neurosciences, surgery and medical education as well as gynecology.

As a leading non-profit entity in the health sector, Banner Health believes in its mission of making health care accessible to people in an easy way to better their lives. The organization is premised on offering health care services to communities as opposed to focusing on profits’ generation. The implication is that the organization reinvests each dollar it earns in developing new facilities and services, maintenance of the existing infrastructure, and payment of salaries to the employees.

Organization’s Readiness

Banner Health is committed to adoption of value-based service delivery through acceptable models like reimbursement under the existing structures like Medicare and Medicaid as well as other medical insurance plans. through this commitment, the organization demonstrates its readiness to meet the diverse and dynamic health care needs of an aging and fast changing U.S population over the next ten years. The reimbursement models focus on value as opposed to value. Again, by shifting a significant percentage of financial as well as practice risks from payers to providers, the models help lower the cost of care considerably (Britton, 2015). They also enhance efficiency and lead to better and quality care outcomes. These models focus on costs, quality, approaches to the management of population health, and efficiencies and enhancing patient engagement. The implication is that healthcare systems are trying to move from volume to value as they focus on the patient as the most important part of the health care system (Plunkett, 2017). For health care organizations like Banner Health, the need for value arises from the increased focus to reduce costs while improving outcome alongside continual quality improvement.

The cost of care provided within and outside hospital settings is growing fast and accounts for a considerable part of Medicare expenses. Therefore, health care networks should figure out strategies of offering timely, reliable, safe, efficient and consistent care. The National Academies of Sciences, Engineering, and Medicine (2017) indicates that organizations like Banner Health should focus on population health and change the transactional structure of health delivery. The focus for providers is to alter the transactional model and perception of getting more payment by doing more to knowing that organizations have responsibility to offer quality and value-based care to their patients (Fiorio et al., 2018). Banner Health’s approach has been changing its culture from volume to value through the development of different facilities and services. The organization has established innovation sites that test and try novel ideas on how to deliver quality services to meet the health care consumer needs.

Strategic Plan to Address Several Issues

Banner Health has a strategic plan that entails strategic growth, satisfying patients, addressing issues of nurse staffing, and management of resources. The goal of Banner Health is to develop new facilities in responding to the increasing present and future health care needs of the diverse American population. Imperatively, the organization plans to invest in comprehensive medical centers and provide convenient care which is accessible to patients and their families as well as communities (Plunkett, 2017). Banner Health focuses on providing patients and its health care plan members access care whenever they need it.

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Concerning nurse staffing, the organization has embraced a staffing model aimed at boosting efficient health care delivery. The management recognizes that nurses play a critical role in its operations and quality patient outcomes. Nurses are the backbone of exceptional and quality care (Britton, 2015). The organization recognizes the priceless part played by these professionals in offering the best and safest care to patients. The organization maintains a healthy patient to nurse ratio to avoid potential burnout and reduced motivation due to huge workload that can lead to adverse patient events.

To enhance satisfaction, the organization offers powerful and new schemes for patients to share their experiences. the organization uses components of telemedicine to increase engagement and interactions between its staff and the patients. These advanced technologies promote patient satisfaction by levering of strategies and interpersonal communication (Plunkett, 2017). Further, the management of resources at the organization focuses on the provision of cost-effective care. Banner Health understands that transformation of health care that entails improved services at reduced costs will happen through managerial plans focused on population health. Through this approach, the management of resources becomes a critical aspect of success in the organization.

Potential Issues on Organizational Culture & their Effects on Strategic Plan

As a leading non-profit entity in the country, Banner Health has the belief that its strength and capability to meet its mission lies within its leaders. Through this organizational culture, a majority of its staff are not involved in the decision-making process. The lack of involvement of the employees limits effective implementation of its strategic plan in responding to the changing health needs in the country. organizational culture affects strategy that an entity selects (Fiorio et al., 2018). In addition, organizations have certain beliefs and values that all staff observe in their daily operations.

Culture affects organizational operations and may influence what is acceptable and not based on the workplace values, beliefs and vision. The implication is that if Banner Health implements a strategic plan, it is critical for the organization to engage and involve all stakeholders, especially its internal stakeholders that include employees (Fiorio et al., 2018). An organizational culture contributes significantly to the execution of a strategic plan. imperatively, the failure to engage and involve employees can result to compromising and poor quality outcomes for patients and other service users.

Model to Support Strategic Plan Implementation at Banner Health

The goal-oriented or focused planning approach is the most appropriate model that can be utilized to support the strategic plan implementation at Banner Health. Goal-based strategic planning model focuses on main challenges and opportunities that an organization may be facing. Imperatively, the planning team at Banner Health can use this model in a systematic way. Firstly, the team should review the organization’s core values, its mission and vision. Secondly, the team should evaluate each aspect of Banner Health’s strengths and weaknesses (Stephens, 2017). As such, the goal-based strategic planning approach involves assessing and developing the mission statement and organizational goals. Upon completion of these, the team develops an action plan aimed at meeting the organizational goals (Britton, 2015). Through the utilization of the goal-focused planning model, the organization will identify its goals alongside strategies to attain them. the team will also develop an action and that includes individuals responsible for its execution as well as resources that will be required in the process.

 Conclusion

With a change in its strategy and health care offering in its hospitals and care facilities as well as through its services, Banner Health will continue to be a significant health system in the country. The approach will also allow the organization to continue providing quality and cost-effective care in the next decade. Banner Health has moved from performance-based reimbursement to value-based model to reduce costs of care while improving outcomes for patients. Through continuous improvements in its network growth, nurse stuffing as well as patient satisfaction and management of the scarce resources, the organization is focused on remaining a leading health care service provider in the country.

References

Britton, J. R. (2015). Healthcare Reimbursement and Quality Improvement: Integration Using

the Electronic Medical Record. International Journal of Health Policy and Management, 4(8): 549-551.

Business Wire (2017). Banner Health, One of the Largest Health Care Systems in the Country,

Enters into an Agreement with In Moment to Improve the Consumer Experience. Retrieved from https://www.businesswire.com/news/home/20170131005422/en/Banner-Health-Largest-Health-Care-Systems-Country

Cai, C., Runte, J., Ostrer, I., Berry, K., Ponce, N., Rodriguez, M., et al. (2020) Projected costs of

single-payer healthcare financing in the United States: A systematic review of economic analyses. PLoS Med 17(1): e1003013. https://doi.org/10.1371/journal.pmed.1003013

Fiorio, C. V., Gorli, M. & Verzillo, S. (2018). Evaluating organizational change in health care:

the patient-centered hospital model. BMC Health Services Research, 18(95). https://doi.org/10.1186/s12913-018-2877-4.

National Academies of Sciences, Engineering, and Medicine (2017). Models and Strategies to

Integrate Palliative Care Principles into Care for People with Serious Illness: Proceedings of a Workshop. Washington DC:  National Academies Press.

Plunkett, J., (2017).  Plunkett’s Health Care Industry Almanac 2018: Health Care Industry

Market Research, Statistics, Trends and Leading Companies. Houston, Texas: Plunkett Research, Ltd.

Stephens, J. H. (2017). Eight themes in strategic planning: Reflections from a year of focused

learning. Planning for Higher Education, 45(4), 118-124.

Evaluation of health policies and programs is critical as it assists in improving the outcomes and effectiveness of such initiatives on target population. Evaluation entails collections and analysis of information concerning policy features activities and results so that stakeholders can enhance the initiative. The purpose of this paper is to evaluate a program on HIV/AIDS aimed at reducing the spread of the disease by the International Association of Physicians in AIDS Care (AIPAC) to ascertain its effectiveness

Healthcare Program/Policy Evaluation	International Association of Physicians in AIDS Care (IAPAC) Human immunodeficiency virus (HIV) as a health issue has different aspects that include social, political and economic impacts. IAPAC is an association of physicians established in 1995 with the aim of representing HIV-treating doctors and allied healthcare providers across the world.
Description	The IAPAC program focuses on a host of components on HIV, right from treatment and prevention to developing a heterogeneous response to HIV. The aim of the IAPAC program and institution is to development of normative guidance, carrying out capacity building activities and engagement in advocacy to support efforts to control the HIV epidemic at all levels.
How was the success of the program or policy measured?	IAPAC program utilizes its annual Adherence Conference to evaluate or assess the success of its initiatives. The objectives of the conference include assessing effectiveness of self-reports, evaluating the use of clinical trials in relation to objective adherence and use of other evidence-based interventions. Therefore, measuring the success of the program is critical to its overall effectiveness on the target population.
How many people were reached by the program or policy selected? How much of an impact was realized with the program or policy selected?	The IAPAC program has reached millions of individuals in different parts of the world living with HIV/AIDS. According to the World Health Organization (WHO) close to 40 million people were living with HIV/AIDS. Further, about 1.7 million get infected each year. All these people are potential beneficiaries of the program (IAPAC, 2021). The IAPAC has services in five regions across the world. These include Africa, which is the most affected, Asia/Pacific, Latin America, North America, and Europe. The program’s impacts include reducing AIDS-related deaths by close to 35% between 2010 and 2017, and preventing new child infections by close to 1.5 million incidents (Brazier et al., 2019). The program has allowed countries to develop effective interventions to prevent further spread of the condition among vulnerable population through resource provision.
At what point in program implementation was the program or policy evaluation conducted?	Evaluation of the IAPAC program is done annually through its Adherence Conference where new objectives are set for the coming year. This implies that each year, the stakeholders review the program and seek better ways to enhance its effectiveness to the targeted population (IAPAC, 2021b).
What data was used to conduct the program or policy evaluation?	Program evaluation focuses on various aspects that include processes, resource allocation, feedback and overall impact on target population. Program implementers attain this data through surveys where they collect both qualitative and quantitative information. IAPAC program has used all these approaches to evaluate the impact of this initiative. For instance, it has conducted surveys by contracting firms to evaluate the effects of its interventions in five different regions around the world. These surveys were critical as they revealed significant information on various components like health status, adherence and tolerance to present regime and side effects of different HIV/AIDS medications, and resistance in HIV/AIDS medications.
What specific information on unintended consequences were identified?	The program’s unintended consequences included increased stigmatization and discrimination of individuals with HIV/AIDS that reduce the use of services rolled out through the initiative. IAPAC also observes that the program’s rollout also increased isolation and marginalization of individuals with the condition. The program’s rollout also affected the ability of HIV/AIDS patients to lead healthy lives. A core aspect of the unintended effects of the program was the passage of legislations in over 32 states and two territories in the U.S. that criminalize the failure to disclose an individual’s HIV status (HIV.GOV, n.d). Before the program, many states did not have these laws.
What stakeholders were identified in the evaluation of the program or policy? Who would benefit most from the results and reporting of the program or policy evaluation? Be specific and provide examples.	HIV/AIDS affects different types of stakeholders and it is essential to engage, coordinate with, and mobilize them to encounter the disease. Stakeholders in such programs play different roles. Therefore, it is essential to develop, maintain, and leverage both formal and informal interactions among the different stakeholders; right from government agencies to civil society (IAPAC, 2021). The program’s stakeholders include individuals living with HIV/AIDS, healthcare workers, governments and their agencies, local community leaders, medical associations, nursing association and faith-based organizations as well as nongovernmental bodies. Individuals living with HIV/AIDS and their families, healthcare workers, and government would benefit the most from effective outcomes of this program. People living with HIV/AIDS benefit through access to better treatment regimes, healthy living information, and increased evidence on the best way to manage the condition (Kaiser Family Foundation, 2019). Healthcare workers attain benefits as they understand new treatment trends and how to deal with patients. Healthcare workers benefit from more knowledge on attainment of safety measures to counter the problem.
Did the program or policy meet the original intent and objectives? Why or why not?	The program’s ambitious but achievable targets require more resources and involvement of more stakeholders. Basing on targets by the UNAIDS, the program hoped to reduce infections, increase access to antiretroviral therapy and more suppression of the virus. The program hoped to attain all these by close to 90% by 2020 (IAPAC, 2021). However, this has not happened since not close to 90% of individuals with HIV/AIDS across the world have access to quality antiretroviral treatment. For instance, the success in saving lives does not align with the overall goal of reducing new HIV infections. Further, stigma and discrimination are still a significant concern with women and girls being disproportionately impacted by the disease in different parts of the world, especially in developing countries. The program may have attained close to 75% of its original intent and requires more efforts to achieve the set objectives (IAPAC, 2021).
Would you recommend implementing this program or policy in your place of work? Why or why not?	The program continues to register success in different countries and regions across the world because of its benefits and efforts to reduce HIV/AIDS and its effects to populations. The IAPAC developed this program for an international perspective and not for institutional implementation. Therefore, while I would recommend the program for the workplace, it is not feasibility because of its overall scope. I would not recommend it because it requires more resources and involvement of different stakeholders, which the organization lacks the capacity to rollout.
Identify at least two ways that you, as a nurse advocate, could become involved in evaluating a program or policy after one year of implementation.	Nurses can apply similar principles in assessing the impact and effectiveness of the program just like the evaluate clinical interventions, processes and procedures (Milstead & Short, 2019). Nurses are critical players in policy planning and evaluation with the aims of promoting and illustrating leadership among professional nurses and meeting the quadruple aims of healthcare. Nurses possess knowledge, experience and skills that allow them to participate in policy evaluation in different ways that include developing interventions to assess the effectiveness of the set policies (Milstead & Short, 2019). Nurses can also leverage their skills to develop better ways of engaging stakeholders like legislators to establish policies that align with the healthcare needs of their respective populations.
General Notes/Comments	The IAPAC program is an initiative whose mission is to enhance access to and improve the quality of life of individuals living with HIV/AIDS in different parts of the world. The program’s focus includes improving the quality of prevention, care, and intervention regimens offered to individuals living with and impacted by HIV and the associated comorbidities. The program is an initiative where the U.S. plays a critical role in providing resources from human expertise to material input to reduce the rate of infections and other components of HIV/AIDS around the world.

Conclusion

Policy evaluation allows stakeholders to assess the effectiveness of a health care program to enhance quality and delivery of care. The evaluation of this policy shows that significant strides have been made and achieved in controlling the prevalence of HIV/AIDS across the world. The implication is that health care policies should focus on communities and individuals that require interventions to improve access to health services. The policy has played a critical role in reducing the effects of HIV/AIDS in the world, especially the worst hit areas in developing world.

References

Brazier, E., Maruri, F., Duda, S. N., Tymejczyk, O., Wester, C. W., Somi, G., … & Wools‐Kaloustian, K. (2019). Implementation of

“Treat‐all” at adult HIV care and treatment sites in the Global Ie DEA Consortium: results from the Site Assessment Survey. Journal of the International AIDS Society, 22(7), e25331. doi: 10.1002/jia2.25331

HIV.GOV (n.d). U.S. Government Global HIV/AIDS Activities.

https://www.hiv.gov/federal-response/pepfar-global-aids/us-government-global-aids-activities

International Association of Providers of AIDS Care (IAPAC) (2021). About: History.

The U.S. Government and Global Health

International Association of Providers of AIDS Care (IAPAC) (2021b). Adherence 2021.

https://web.cvent.com/event/43ce2fde-9727-4b0a-81a4-6353bd5a08c6/summary

Kaiser Family Foundation (KFF) (2019). The U.S. Government and Global Health.

The U.S. Government and Global Health

Milstead, J.A., & Short, N.M. (2019). Health policy and politics: A nurse’s guide (6th ed). A. Derouin (Ed.). Health policy and Social

program evaluation (pp. 116-1214). Burlington, MA: Jones & Bartlett Learning.

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