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Saturday, February 2, 2013
Banner CMO to Meet HHSC MDs, Staff
By News Release @ 9:44 PM :: 5928 Views :: Health Care

Attention Medical Staff of Hilo Medical Center:

(Message sent to staff at Hilo Medical Center)

Come to hear how Banner Health Systems encourages clinician participation and clinician leadership to drive clinical excellence. 

There will be two opportunities to meet with Banner Health’s CMO, Dr. John Hensing:

  • Tuesday, February 12, 2013 at 05:30 p.m. in the Ground Conference Rooms at HMC – with dinner
  • Wednesday, February 13, 2013 at 06:30 a.m. in the Ground Conference Rooms at HMC – with breakfast.

Below is some additional information provided by Dr. Kathleen Katt who visited Banner Health Facilities this past fall. 

  *   *   *   *   *

Banner Health Corporation

Mission:  “Making a difference in people’s lives through excellent patient care.”                  

Through information technology and system design, Banner is able to make a profit in a Medicare environment by DATA driven health care. Their DATA collection is by utilizing EMR, electronic base staff education systems and Telemedicine.  

Their EMR is Cerner. They have standardized, consistent medical records that are integrated with their 23 hospitals.  The system is adaptable and they provide technical support staff.  This also provides evidence based/standardized protocols designed by practicing physicians within clinical consensus groups with built in safety checks. 

The hospital staff education system is established, standardized and consistent. It uses Sim Labs and electronic monitoring to provide well trained, educated and tested staff that meets hospital and Joint Commission requirements. 

They also provide telemedicine for specialty consultation and remote patient monitoring. They currently have 24/7 ICU intensivist within their eICU monitoring, caring and collaborating with the attending physicians.

DATA storage and retrieval is at a state of the art Banner facility in Az. The data is secured with multiple backups and professional technical staff.  It is somewhat like Dr Evil’s lair. 

DATA analysis provides monitoring and evaluation of physicians, the hospital and enables Banner to initiate and participate in research projects. The physicians are monitored and evaluated with timely feedback to provide useful information to achieve "best practices" criteria.  This provides meaningful information for peer review and education opportunities.  The system is not punitive but incentive driven. Physicians are given data to collectively create clinical care pathways and protocols that improve care. Through the data analysis and the integrated system of the 23 hospitals they are able to make data driven decisions to provide evidence based medicine. The physicians are given the resources "tool kit" to provide excellent care. It also provides the Joint Commission required OPPE/FPPE data and Benchmark data. 

The hospitals are tightly monitored and provided data for its own campus but also compared to all the other Banner Hospitals. Some of the parameters are LOS, readmission, cost, outcomes, complications, mortality. Nursing Staff performance is evaluated and monitored under the PATIENT CENTERED CARE model. One of their mottos is "Every patient, every time”. And, Pay for Performance data is provided with feedback for appropriate changes. They use an ACO model in anticipation of CMS requirements. The hospital systems and process decision making is driven by physician needs.

Banner Health Corporation will also use the data for clinical and educational research. 

Banner provides the Medical Staff with the tools to provide PATIENT CENTERED CARE through integration of their Medical Staff structure, Bylaws and Policies as well as strong Medical Staff Leadership. HMC's current Medical staff structure, Bylaws and Policies will continue; however, Banner has a mandatory core outline that will meet Joint Commission requirements. They have in place data collection and system process for Credentials Committee, Quality Management Committee, Peer Review, P&T Committee, Sepsis Committee, Antibiotic Stewardship Committee, Contracts Committee, the disruptive physician management, OPPE/FPPE. Many of the issues we are trying to resolve on our own will be managed by Banner policies that have been previously worked out at their 23 other hospitals. They are successful and Joint Commission tested. Currently we are independently trying to create policies, protocols, contracts and achieve clinical benchmarks to improve quality of care and patient satisfaction at the expense of physician's time and energy. At Banner, policy, protocols, budgets and goals are driven by physician's needs to provide PATIENT CENTERED CARE utilizing the physician leadership.

Physician input and Leadership is required and is what drives the company's changes and goals. Physician Leaders are financially compensated and given leadership education. Physician Leadership is utilized to develop strategic initiatives created by physician champions, clinical consensus groups, clinical performance groups and other such groups. They review data and create or change protocols and clinical care pathways to improve care. They are partnered with Banner Administrative counterparts for high level communication to ensure that the Physician Leaders spearhead change to pursue PATIENT CENTERED CARE. 

Banner/Physician relationships allows for alignment to provide PATIENT CENTERED CARE. Banner leaves the type of contract up to the discretion of the staff physicians. I am under the impression there are contracted individual physicians and group physicians. Physician employment by Banner is available but NOT required. They have Banner Medical Group that currently employs about 900 physicians and Banner Health Network that contract about 2600 physicians. Banner strives to provide a system that creates efficient and cost effective utilization of physician time and talent. So that physicians can focus on PATIENT CENTERED CARE and not on hospital process and systems. 

The Banner Board of Directors will meet Dec 8 to vote on moving forward with acquisition of the HHCS hospitals. 

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