Two parallel conversations on Friday — not one. Sarah didn't bring her team to the table for a sponsorship renewal. She came because the PHIT Scorecard data — workforce pipeline, community footprint, chronic disease, and Press Ganey overlays — is exactly what Arizona Association of Health Plans needs and nobody else is building. Track 1 is the Year-2 Sponsor Activation (renewal → multistate anchor). Track 2 is bigger: Banner becomes the first customer of PHIT Systems, a NewCo we co-commercialize through B-UFC — discounted rate to Banner in exchange for first-mover and equity / revenue-share rights as PHIT Systems sells to every other AzAHP plan.
Year 1 sponsorship was the doorway. What kept Sarah at the table — and the reason she pulled her team in — is the PHIT Scorecard: layered workforce pipeline data + community footprint + chronic disease overlays + Press Ganey scores. As a statewide leader inside the Arizona Association of Health Plans with a hyper-focus on workforce & pipeline development, she sees what nobody else is building: one place where every AzAHP plan can read regional health, workforce, and patient-experience data side-by-side. That makes us a vendor, not just a sponsor. Friday is two conversations: Track 1 — Year-2 Sponsor Activation (the renewal/anchor pathways) and Track 2 — PHIT Systems vendor co-commercialization with Banner as first customer. They are completely separate budgets, completely separate decisions.
When Sarah pulled her workforce and data leadership in, it wasn't to talk renewal levels. It was because PHIT Scorecard layers workforce pipeline + community footprint + chronic disease + Press Ganey patient-experience data in one view — and as a statewide leader inside Arizona Association of Health Plans (AzAHP), she immediately saw what AzAHP's other plan CEOs would also pay for.
Sarah's hyper-focus is workforce & pipeline development. Scorecard already shows: HOSA chapters, CTE pipeline, Perkins V dollars, university programs, community college partnerships, tribal nation employers, healthcare worker turnover proxies — all at the county/region level. Nobody else stitches this together for AZ Medicaid plans.
Sarah's whole team paused when they saw patient-experience scores (Press Ganey was the one they specifically named) layered onto regional health and workforce data. That layering is the proof of concept for vendor pricing — it tells health plan execs which provider networks are leaking patient experience and where workforce stress correlates with declining scores.
Sarah is positioned across the Arizona Association of Health Plans — every other AZ Medicaid plan eventually buys what she validates. Banner doesn't just buy PHIT Systems for Banner-University Family Care. Banner becomes the reference customer that opens Mercy Care, UHC Community Plan, Care1st, Molina, and Health Choice AZ.
Sponsorship pays for activation. The PHIT Scorecard is what gets Banner ROI on workforce, prevention, and Press Ganey — that's a vendor conversation, not a sponsor one.
Year 1 wasn't about big enrollment numbers — it was about building the partner stack, the proof of concept, and the recognition we now stand on. Sarah has been part of every step.
The Sickle Cell Foundation of Arizona's 360° SCD Hub launched as the technology proof-of-concept. Sarah was engaged early in this work — she could see the model long before Year 1 activated. This was the platform DNA that everything else was built on.
Sarah signed the foundational $25K agreement from B-UFC Community Reinvestment dollars. Sickle Cell-anchored Reality Health Games. 300 Ambassador slots. Year 1 was about forming partnerships — not driving headline numbers. Banner logo lands on the AZ Healthcare Action Network Summit, HealthCorps Out & About (Amy Perry + Noelle Trinder), and the Sickle Cell honor plaque from Banner-UMC + Diamond Children's.
Recent validation at the Medicaid Innovations for Leaders conference confirmed the tech + partners + support combo lands at the executive level. Now Banner has a unique opportunity: anchor the multistate launch and build a recurring tail through co-commercialization — not just sponsorship dollars, but revenue-share rights as the platform scales to other Medicaid plans nationally.
Year 1 was the setting stone. Friday's the conversation about what gets built on top of it.
Every U.S. state sits in one of three stages on the Chamber of Health Network — Active, In Active Talks, or Awaiting Champion. Arizona is the LIVE anchor. Plus 5 international community activations. Six of those 50 states are inside Banner's operating footprint — meaning the moment Banner anchors, every Banner regional office gets county-level data and a populated Chamber of Health to plug into.
| Tier | Where | Strategic Implication for Banner |
|---|---|---|
| TIER 1 — ACTIVE (1) | Arizona ★ Banner footprint | LIVE platform · Banner shows up as Team Partner today · Sarah's home state |
| TIER 2 — IN ACTIVE TALKS (6) | California ★, Florida, Louisiana, New York, Ohio, Utah | Closing — Banner anchor brand accelerates each · ★ = Banner footprint state |
| ★ BANNER HEALTH FOOTPRINT — STRATEGIC PRIORITY (6 states cross-cut) | AZ (Active) · CA (In Talks) · CO · NE · NV · WY (Awaiting Champion) | Banner anchors → every Banner regional office gets county-level data + a populated Chamber day one. Right-of-first-refusal locks all 6 states. |
| TIER 3 — AWAITING CHAMPION (43) | Remaining 43 states mapped (incl. CO, NE, NV, WY ★ Banner footprint) | Banner becomes the proof point · the championing partner Tier 3 states are waiting for |
| INTERNATIONAL (5) | Philippines, Dominican Republic, Kenya, Ghana, Uganda | Active community activations · co-branded global presence |
Banner already shows up as a Team Partner on Maricopa CC and B-UFC on Pima CC. You're already in the data — the rest of your footprint is one anchor decision away.
Today, Banner workforce teams in offices across Arizona, California, Colorado, Nebraska, Nevada, and Wyoming run blind in any region they don't have direct community relationships in. The day Banner anchors PHIT Systems, every case manager · community health worker · government-affairs lead · marketing & comms officer · workforce recruiter · ambassador-outreach team gets:
Translation for Sarah's workforce team: Banner regional staff stop running blind in Maricopa, Yuma, Yavapai, Greeley, Loveland, Lincoln, Reno, and Casper — and start showing up with a ready-made convening table, a director who lives there, and a data-rich playbook. That is the prevention-and-pipeline infrastructure Banner currently has to build by hand, region by region. PHIT Systems delivers it pre-built — day one.
PHIT Systems isn't a single-audience tool. It's an investment in a prevention infrastructure that produces measurable, defensible ROI across three audiences simultaneously — and every one of those audiences is already in Sarah's purchase-decision orbit.
The dashboard layer. Workforce pipeline + Press Ganey + chronic disease + community footprint, all stitched together at county / region level. Prevents the blind-spot decisions that cost millions in turnover, readmission penalties, and Star Rating slips.
The activation layer. Reality Health Games, 360° Ambassadors, Coach Lucy AI, Camp Scrubs, Out & About, prevention-event circuit. Members who'd never touch a wellness portal show up because the activation meets them where they live, work, worship, and play.
The convening layer. County-level Chambers of Health populated with health-system, payer, education, faith, civic, and tribal-nation leaders — staffed by Force for Health Directors. Banner workforce teams plug in immediately; community plugs back in immediately.
When the same platform serves executives, patients, AND community simultaneously, the ROI levers stack — workforce savings + prevention avoided-cost + Press Ganey gains + community grant leverage + co-commercialization revenue share. That's why mid-case 5x by Y5 and 10x by Y7 are conservative: each lever multiplies the next.
Sarah's team gets the same State Director Report we deliver to every Chamber Director — every month. One platform serves BUFC's case-management and clinical-quality teams internally, while serving Banner's marketing, comms, and government-affairs teams externally.
For BUFC case management, clinical quality, AHCCCS compliance.
For BUFC marketing, comms, government affairs, Banner Annual Report.
Same $25K unit. Six specialty teams. Every team maps directly to a BUFC priority population for clean AHCCCS and CRI reporting.
Six clean impact stories instead of one blended report — built for AHCCCS and CRI reporting.
| BUFC Priority Population (named in CRI criteria) | Year-2 Team(s) | Coverage |
|---|---|---|
| Older adults | Team 4 (Colon Cancer); Team 3 (Women's Cardiac); Team 6 | Strong |
| Justice-involved individuals | Team 6 (if selected on Friday) | Pending |
| Transition-age youth | Team 2 (School Nurses); Team 5 (TUSD FACE) | Strong |
| Maternity care | Team 3 (Women's Cardiac); Team 5 (TUSD FACE) | Strong |
| Native Americans | Team 6 (if selected on Friday) | Pending |
| Health-equity / hard-to-reach families | Team 1 (Sickle Cell); Team 5 (TUSD FACE) | Strong |
PatientSimple makes bills easier to pay. Dr. Rob's ROI Calculator makes the bill smaller — before it ever exists. Banner publishes Direct-Pay prices for every BMG specialty. We plug those prices INTO the calculator — turning Banner's pricing transparency into a prevention-ROI engine every BUFC member can use. Click the orange button to walk Sarah's team through it live on Friday →
| BMG Service | Banner Price | What It Prevents | Lifetime Cost Avoided | ROI Multiplier |
|---|---|---|---|---|
| G0202 — Screening Mammography | $76 | Stage-3 breast cancer | $150K – $300K | ≈ 2,000× – 4,000× |
| Q0091 — Pap Smear | $95 | Cervical cancer | $80K – $200K | ≈ 840× – 2,100× |
| 99396 — Adult Preventive (40-64) | $229 | Cardiovascular event | $50K – $200K | ≈ 220× – 870× |
| 93000 — 12-lead EKG | $44 | Stroke / arrhythmia | $80K – $300K | ≈ 1,800× – 6,800× |
| 99393-94 — Well-Child Visit | $132 – $209 | Pediatric chronic disease | Six-figure lifetime | Material lifetime savings |
This is the Track 1 conversation: how Banner shows up as a sponsor / activation partner in Year 2. Floor keeps the AZ engine running. Middle tier makes Banner the multistate anchor. Top tier puts Banner's brand on the platform's national rollout. This budget is completely separate from Track 2 (PHIT Systems vendor) below.
The Chamber of Health platform is built to commercialize. 22 mapped states × $25K renewal = $550K in renewal revenue alone before commercialization. If commercialized to other Medicaid managed-care orgs nationally (50+ plans), the addressable market is materially larger. Pathway 3 makes Banner the founding co-commercialization partner with revenue-share rights — meaning Banner doesn't just sponsor the platform, Banner owns a piece of how the platform scales. The brand recognition, the right-of-first-refusal on Banner-territory states, and the optional path to strategic ventures investment turn this from a community-investment line item into a strategic-asset position.
Track 1 is sponsorship. Track 2 is procurement. PHIT Systems spins out as a NewCo we co-commercialize through B-UFC — a workforce-pipeline, prevention, and Press Ganey ROI calculator that AzAHP plans buy as a vendor product. Banner becomes the reference / first customer at a discounted rate; in exchange, Banner gets first-mover rights, board input on roadmap, and equity / revenue-share as PHIT Systems sells into every other Arizona Medicaid plan Sarah is positioned across. ↓ Live demo cards below the matrix.
Spun out of FFH as a separate corporate entity so Banner is buying from a vendor — not a sponsorship recipient. Cleans the procurement path, the audit trail, and the regulatory posture. PHIT Systems product = the Scorecard SaaS, the Press Ganey overlay engine, the ROI calculator, the workforce/pipeline data layer, and the Director report API.
Banner-University Family Care signs the first multi-year vendor contract at a discounted reference-customer rate (vs. retail pricing for plans 2 — 6 in the AzAHP rollup). In return: co-development input on roadmap, brand-co-located reporting, first-mover commercial advantages, and the lowest per-member price across the AzAHP cohort locked for the contract term.
B-UFC is the commercialization vehicle. As PHIT Systems sells to Mercy Care, UHC Community Plan, Care1st, Molina, Health Choice AZ, and beyond, Banner earns revenue share / royalty / equity stake proportional to first-customer status. Sarah's AzAHP position is the door-opener; Banner is paid for being first through it.
Anchored on a Year-1 first-customer contract of $150K (~50% off retail) growing to ~$300K/yr by Y7 as Banner expands the use cases (workforce, Press Ganey overlay, prevention ROI, regional benchmarking). ROI = internal value created at Banner + co-commercialization tail from AzAHP plans 2 — 6 + national Medicaid managed-care expansion. All scenarios are cumulative across the period.
| Scenario | Year 3 Cumulative | Year 5 Cumulative | Year 7 Cumulative |
|---|---|---|---|
| LOW — AZ-only, slower plan-by-plan adoption Banner + 1–2 AzAHP plans · workforce metrics only |
1.5× ROI ~$0.8M value · $0.5M invested |
2.5× ROI ~$2.5M value · $1.0M invested |
5× ROI ~$7.9M value · $1.6M invested |
| MID — base case · AZ rollup + Press Ganey overlay live Banner + 4–5 AzAHP plans · workforce + Press Ganey + prevention |
3× ROI ~$1.6M value · $0.5M invested |
5× ROI ~$5.0M value · $1.0M invested |
10× ROI ~$15.8M value · $1.6M invested |
| HIGH — multistate · Banner-territory expansion All 6 AzAHP plans + 3+ Banner-state Medicaid MCOs |
5× ROI ~$2.6M value · $0.5M invested |
8× ROI ~$8.0M value · $1.0M invested |
15×+ ROI ~$23.6M+ value · $1.6M invested |
Numbers are illustrative scenario modeling, not commitments. Actual ROI depends on contract terms, AzAHP rollup pace, Banner deployment scope, and verifiable workforce/Press Ganey baselines. We bring the model — Banner's actuarial team validates the assumptions before signature.
Sarah brought her workforce and data leadership to the table because the Scorecard solves an AzAHP-wide problem nobody else is solving. If we leave Friday with only a sponsorship renewal, we leave the bigger value on the table — and we leave it for someone else to commercialize. Track 2 is procurement, not philanthropy. Banner doesn't fund this from CRA — Banner buys it from B-UFC's vendor / data-products budget the same way it buys any analytics platform, with a procurement-grade pilot, signed SOW, success metrics, and a contract.
Sarah's team doesn't need another slide. They need to see the actual ROI calculator, the live Sickle Cell program where Banner's logo already sits, and the working project board where the Banner Nurse Training pilot is being co-built right now. Every card below is a real, deployed page — open in a side-tab during the call.
The live engine behind every number in the 3×3 ROI matrix above. Plug in Banner's Direct-Pay prices, BUFC member counts, workforce baselines, and Press Ganey scores. Output: defensible avoided-cost figures Sarah's actuarial team can stress-test in front of her.
The platform DNA Sarah saw in the 360° SCD Hub — now scaled to a national, evidence-based condition hub. Patient-facing education, provider-facing care plans, community-facing prevention. The model every other condition (women's health, cardiovascular, diabetes, cancer) gets layered into.
Where the FFH × SCF AZ × Banner-UMC × Diamond Children's partnership comes alive. The honor plaque, the Year-1 activation receipts, the named-partner stack Sarah co-built. Concrete proof that "Banner shows up as a Team Partner" isn't aspirational — it's already on the page.
The live working board where the Banner Nurse Education / Smart Snack Program is being co-developed with Sickle Cell Foundation of Arizona right now. SCD Discharge Care Plan · My Sickle Cell Stay Tracker · pilot launch July 1, 2026. Sarah's team can see the actual content development, kickoff calls, and Banner-named work items.
Sequenced to land Track 1 (sponsor renewal) early so the back half can be the Track 2 vendor conversation Sarah's team came for. Two distinct decisions on the table — don't let them collapse into one.
The room may have ten people; here are the names that matter most.
Everyone on the team should have these five artifacts loaded before the meeting starts.
Now we're national. Let Banner be why.
Population Health is a TEAM Sport. What role do you want Banner-University Family Care to play?
Lucy Howell · CEO · The Force for Health Network · lucy@theforceforhealth.com · 520.878.6683