Headquartered in Arizona, Banner Health is, without doubt, one of the largest nonprofit well-being programs within the nation. The advanced system owns and operates 28 acute-care hospitals. It additionally has Banner Health Network, an accountable care group (ACO) of physicians, hospitals, and companies caring for native communities. Additionally, it operates Banner University Medicine, tutorial and employed doctor teams, lengthy-time period care facilities, outpatient surgical procedure facilities, and an array of different providers.
Banner Health manages roughly 70,000 referrals per year, together with roughly 34,000 incoming sufferers from neighborhood hospitals and rivals. Switch quantity development since 2016, nevertheless, had begun to say no from 13.7% to 2.4% in 2018. Workers observed this lowering referral quantity and got down to decide its causes and establish methods to reverse the pattern.
Throughout that prolonged ready interval, the referring doctor may have known as a competitor and transferred an affected person there as an alternative, which Banner found usually occurred. Employees estimate that, in 2018, Banner was shedding 600 sufferers a month to rivals, due partially to gradual switch approvals and admissions, which created an irritating course of.
Workers additionally estimated that if this development continued, Banner would lose $40 million in annual income from these missed transfers. It was clear that intervention was wanted.
The necessity for a simplified, standardized switch course of was additional pushed house after Banner Health participated in a six-hour disaster preparedness drill with the Federal Emergency Management Association. Banner and different hospitals within the Phoenix area simulated evacuating their sufferers to different services within the wake of a pure catastrophe.
The drill was eye-opening. Banner is the biggest system out there, and it didn’t know what number of sufferers it may admit after four hours. It was removed from ready, and it knew some modifications must be made promptly.
After an exhaustive analysis, Banner Health Transfer Services’ Chief Medical Officer Dr. Jason Brown and Larsen co-wrote a 45-web page white paper in regards to the significance of switch companies and the multimillion-greenback monetary influence of shedding lots of transfers from the Banner community.
A significant ingredient of the venture concerned upgrading Banner’s expertise to a contemporary switch-heart answer. Aside from the dearth of reporting capabilities, the legacy know-how was tough to make use of and was not designed to assist efficient transfer-center operations.