Research a health care organization or network that spans several states with in the United States (United Healthcare, Vanguard, Banner Health, etc.)
Research a health care organization or network that spans several states with in the United States (United Healthcare, Vanguard, Banner Health, etc.). Assess the readiness of the health care organization or network you chose in regard to meeting the health care needs of citizens in the next decade.
Prepare a 1000-1250 word paper that presents your assessment and proposes a strategic plan to ensure readiness. Include the following:
- Describe the health care organization or network.
- Describe the organization’s overall readiness based on your findings.
- Prepare a strategic plan to address issues pertaining to network growth, nurse staffing, resource management, and patient satisfaction.
- Identify any current or potential issues within the organizational culture and discuss how these issues may affect aspects of the strategic plan.
- Propose a theory or model that could be used to support implementation of the strategic plan for this organization. Explain why this theory or model is best.
Prepare this assignment according to the guidelines found in the APA Style Guide, located in the Student Success Center. An abstract is not required.
This assignment uses a rubric. Please review the rubric prior to beginning the assignment to become familiar with the expectations for successful completion.
Expert Answer and Explanation
Health Organization Evaluation
One of the primary goals of healthcare organizations is providing different patient care and clinical services that are geared to eradicating some of the most common healthcare problems. In the recent few years, numerous technological developments have provided a window of improvement of healthcare organizations in their processes of delivering care to the citizens.
Banner health is one of these organizations that serve as core contributors to the health and wellness of Americans (Kash, 2016). This essay explains some of the elements that show the readiness of Banner health in meeting the demands of citizens in the forthcoming decade. Whereas the organization is faced with different issues that negatively affect the organizational culture and operations, the application of PEST theory in managing the issues can help to align the organization to the right framework for delivering the objectives of care through the next decade.
Description of the Organization
Banner Health is a non-profit healthcare organization in the US that operates in different states offering health services ranging from rehabilitation, primary care, labs, long-term care, hospice, and hospital care. The history of the organization starts in 1999 when Samaritan Health System and Lutheran Health Systems merged to form one entity that operated in 14 states (Kash, 2016).
Besides offering healthcare to populations, the organization offers teaching services, with the main institution being the Banner-University Medical Center, Phoenix. Also, it operates Medicare Advantage, and insurance plan called University Care Advantage and also a family based care called the Banner University Family care.
The organization is impactful in some states more than others, such as in Arizona where it has more than 50,000 employees at present. The senior management of the organization, led by the President and CEO (currently Peter S. Fine), is the initiator of the major decisions throughout the organization (Sharma, Fleischut, & Barchi, 2017).
Readiness of the Organization based on Evaluation
The organization is ready to meet the rising healthcare demands of citizens in the next decade as it has been incorporating programs that allow efficient care in the light of the emerging technology. In 2006, the organization launched a telemonitoring program in which it extended patient care operations beyond the healthcare facilities (Sharma, Fleischut, & Barchi, 2017).
One of the primary effects of this program was saving over 34,000 ICU days and reducing the mortality rates by a significant percentage (Sharma, Fleischut, & Barchi, 2017). Also, telemedicine operations reduced the overall length of stay in facilities and helped to boost the cost control operations. Specifically, organizations under Banner health would now spend less in the patient care operations and hence would optimize the costs of care to patients.
Since the implementation of telemedicine, it is clear that there are many other technological developments that have helped banner health to achieve its current status (Pandian, 2016). Also, it is likely that it will be a pioneer in implementation of even higher forms of technology in primary care such as virtual reality and artificial intelligence, and hence it is generally ready to meet the healthcare demands in the coming decade.
Another element that shows the readiness of the organization in meeting the upcoming healthcare demands is the culture of acquisition. In 2014, the organization acquired Casa Grande Medical Center, and in July 2020, it acquired Wyoming Medical Center. These acquisitions are valuable to the organization as they add to the overall productivity through direct injection of skills and resources to the present organization (Kash, 2016).
In 2016, for instance, acquiring 32 of the urgent care facilities in Arizona left the organization almost as a monopoly of healthcare provision in the state, hence limiting the overall competition it faced. A continuous culture of acquisition is likely to make the organization reduce the hindrances of growth such as unhealthy competition and scarcity of skills through the next decade.
The last element that shows the organization’s readiness to meet the healthcare demands in the next decade is the health education affiliation. While most of the healthcare organizations recognize the need for constant research and improvement of operations, very few of them get to the ground to produce results (Cairns, Bollinger, & Garcia, 2017).
Most organizations tend to use knowledge that has been generated by other operators. For banner health, the present partnerships with different learning institutions serve as a core element of growth in the operations through the next decade.
Strategic Plan to address issues within the Organizational Culture
One of the issues that have negatively affected the organizational culture is the presence of data breaches and cyber-attacks. In 2016, banner health was caught in a security breach that exposed information of over three million patients and employees. If not addresses tactically, the issue can lead to massive financial and reputational loss of the organization (Pandian, 2016). The strategic plan to address the issue entails investing in stronger firewalls of data and cyber-attack protection.
Potential and Current Issue within the Culture and their Effect on the Strategic Plan
One of the potential and current issues within the culture that may affect the strategic plan of the organization is the absence of the organization in different states of the US. While Banner health is felt strongly in Arizona and in other states around it, it is evident that there are other organizations that have a greater healthcare command in other states (Soto et al., 2016). The organization needs to open up to investing in other states, as this issue could have numerous negative implications in the strategic plan, such as the presence of strong external competition.
Theory Proposition
The theory of competitive advantage can be used in the implementation of the strategic plan decisions of Banner health at the corporate, local, national, and individual levels. Under this theory, the organization needs to globalize their services and implement optimal utilization of resources for it to sustain its productivity (Soto et al., 2016).
The organization should therefore engage in the resources available in other states to ensure its productivity throughout its ventures. When managed well, the plan could lead Banner health to become a top leader in healthcare provision in the US across all the states, and possibly extend to other countries.
Conclusion
Banner health is ready to face the healthcare demands that are present throughout the next decade as it has embraced technology, learning environments, and the culture of acquisitions. One of the challenges that face the strategic plan is cyber security attacks, and can be controlled by installing higher firewalls for protection. While the organization is strongly felt in Arizona and other few countries, it stands a chance to explore its operations in other US states and become a leader in the provision of healthcare across the globe.
References
Cairns, C. B., Bollinger, K., & Garcia, J. G. (2017). A Transformative Approach to Academic Medicine: The Partnership between the University of Arizona and Banner Health. Academic Medicine, 92(1), 20-22. Doi: 10.1097/ACM.0000000000001345
Kash, B. A. (2016). Interview with Peter S. Fine, FACHE, President and CEO of Banner Health. Journal of Healthcare Management, 61(2), 81. https://www.questia.com/library/journal/1P3-4152913421/interview-with-peter-s-fine-fache-president-and
Pandian, P. S. (2016). An Overview of Telemedicine Technologies for Healthcare Applications. International Journal of Biomedical and Clinical Engineering (IJBCE), 5(2), 29-52. DOI: 10.4018/IJBCE.2016070103
Sharma, R., Fleischut, P., & Barchi, D. (2017). Telemedicine And Its Transformation Of Emergency Care: A Case Study Of One Of The Largest US Integrated Healthcare Delivery Systems. International journal of emergency medicine, 10(1), 21. https://doi.org/10.1186/s12245-017-0146-7
Soto, F., Podkameni, D., Chen, A., Graf, E., Glenn, J., & Jaber, J. (2016). Seven Year History of Band Removals at Banner Health Gateway and Estrella, Arizona. Surgery for Obesity and Related Diseases, 12(7), S77-S78. https://doi.org/10.1016/j.soard.2016.08.119
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Multi-State Healthcare Organizations: A Comprehensive Research Guide for Students and Healthcare Professionals
Introduction
Multi-state healthcare organizations represent some of the most complex and influential entities in the American healthcare landscape. These networks, including industry giants like UnitedHealth Group, Banner Health, and CommonSpirit Health, serve millions of patients across state boundaries while navigating diverse regulatory environments, market conditions, and patient demographics.
For students, researchers, and healthcare professionals seeking to understand these organizations, comprehensive analysis requires examining their operational scope, financial performance, patient outcomes, and strategic positioning within the broader healthcare ecosystem.
Major Multi-State Healthcare Organizations: Overview and Analysis
1. UnitedHealth Group
Geographic Scope: All 50 states and internationally Revenue (2023): $324.2 billion Employees: Approximately 440,000 Members Served: Over 52 million
UnitedHealth Group operates through two primary platforms: UnitedHealthcare (insurance) and Optum (healthcare services). The organization’s integrated model combines insurance coverage with direct care delivery, pharmacy benefits management, and health technology solutions.
Key Research Areas:
- Market penetration strategies across different states
- Integration of insurance and care delivery models
- Technology innovation in healthcare delivery
- Population health management approaches
2. CommonSpirit Health
Geographic Scope: 21 states Revenue (2023): $33.2 billion Facilities: 140+ hospitals, 700+ care sites Employees: Over 150,000
Formed through the merger of Catholic Health Initiatives and Dignity Health, CommonSpirit Health represents one of the largest non-profit health systems in the United States.
Research Focus Areas:
- Non-profit healthcare delivery models
- Faith-based healthcare operations
- Rural healthcare access and sustainability
- Community benefit programs and social determinants of health
3. Banner Health
Geographic Scope: 6 states (Arizona, California, Colorado, Nebraska, Nevada, Wyoming) Revenue (2023): $13.8 billion Facilities: 30+ hospitals, 300+ care locations Employees: Over 50,000
Banner Health operates as a non-profit health system with a strong presence in the Southwest United States, particularly Arizona where it serves as the state’s largest private employer.
- Regional market dominance strategies
- Academic medical center operations
- Telehealth and rural care delivery innovations
- Integrated care delivery models
Research Methodology Framework
Phase 1: Organizational Structure Analysis
| Analysis Component | Key Metrics | Data Sources |
|---|---|---|
| Corporate Structure | Legal entity type, subsidiaries, partnerships | SEC filings, annual reports |
| Geographic Footprint | States of operation, facility locations, market share | Company websites, industry reports |
| Service Lines | Clinical specialties, ancillary services, support services | Medicare cost reports, state databases |
| Financial Performance | Revenue, operating margins, capital investments | Financial statements, bond ratings |
Phase 2: Operational Performance Evaluation
| Performance Indicator | Measurement Method | Industry Benchmarks |
|---|---|---|
| Patient Satisfaction | HCAHPS scores, Press Ganey surveys | National averages by service line |
| Quality Metrics | CMS Star Ratings, Joint Commission accreditation | Medicare.gov quality databases |
| Safety Indicators | Hospital-acquired infections, readmission rates | AHRQ National Healthcare Quality Report |
| Employee Satisfaction | Turnover rates, engagement surveys | Bureau of Labor Statistics data |
Phase 3: Strategic Position Assessment
Market Analysis Framework:
- Competitive Landscape: Identify direct and indirect competitors in each market
- Regulatory Environment: Analyze state-specific healthcare regulations and compliance requirements
- Payer Mix Analysis: Examine revenue sources (Medicare, Medicaid, commercial insurance, self-pay)
- Technology Adoption: Assess digital health initiatives, EHR systems, and patient engagement platforms
Comparative Analysis: Top Multi-State Healthcare Organizations
Financial Performance Comparison (2023 Data)
| Organization | Total Revenue | Operating Margin | Debt-to-Equity Ratio | Credit Rating |
|---|---|---|---|---|
| UnitedHealth Group | $324.2B | 8.1% | 0.37 | AA- |
| Anthem (Elevance Health) | $156.6B | 4.2% | 0.43 | BBB+ |
| CommonSpirit Health | $33.2B | 1.8% | 0.82 | BBB- |
| Ascension | $27.2B | -0.1% | 0.74 | BBB |
| Banner Health | $13.8B | 3.2% | 0.41 | A- |
Source: Annual reports, Moody’s, S&P Global Ratings
Quality Performance Metrics
| Organization | Average CMS Star Rating | HCAHPS Patient Satisfaction | 30-Day Readmission Rate |
|---|---|---|---|
| Mayo Clinic Health System | 4.2/5 | 82% | 12.1% |
| Kaiser Permanente | 4.0/5 | 79% | 11.8% |
| CommonSpirit Health | 3.1/5 | 71% | 15.2% |
| Banner Health | 3.4/5 | 74% | 14.1% |
| Ascension | 2.9/5 | 68% | 15.8% |
Source: CMS Hospital Compare, HCAHPS Survey Results
Research Tools and Resources
Primary Data Sources
- Centers for Medicare & Medicaid Services (CMS)
- Hospital Compare database
- Cost reports and financial data
- Quality metrics and star ratings
- Securities and Exchange Commission (SEC)
- Form 10-K annual reports
- Quarterly earnings reports (10-Q)
- Proxy statements
- American Hospital Association (AHA)
- Annual survey data
- Hospital statistics
- Market analysis reports
Secondary Research Resources
- Industry Analysis Firms
- IBISWorld healthcare industry reports
- McKinsey Global Institute healthcare research
- Deloitte Center for Health Solutions
- Academic Databases
- PubMed for peer-reviewed healthcare research
- JSTOR for academic articles
- Google Scholar for citation analysis
Key Performance Indicators for Analysis
Financial Health Indicators
| Metric | Calculation | Industry Benchmark |
|---|---|---|
| Operating Margin | (Operating Revenue – Operating Expenses) / Operating Revenue | 2-4% for non-profit hospitals |
| Days Cash on Hand | Cash and Short-term Investments / (Operating Expenses / 365) | 150+ days considered strong |
| Debt Service Coverage | (Net Income + Depreciation + Interest) / Debt Service | >1.25 considered adequate |
| Current Ratio | Current Assets / Current Liabilities | 1.5-2.0 considered healthy |
Operational Excellence Metrics
| Category | Key Indicators | Measurement |
|---|---|---|
| Patient Experience | HCAHPS scores, Net Promoter Score | Percentile rankings |
| Clinical Quality | Mortality rates, infection rates, readmissions | Risk-adjusted comparisons |
| Efficiency | Length of stay, cost per case, productivity | Peer group benchmarks |
| Innovation | Technology adoption, research funding | Investment levels, patents |
Strategic Considerations for Multi-State Operations
Regulatory Complexity
Multi-state healthcare organizations must navigate varying regulatory environments, including:
- State Insurance Regulations: Different coverage mandates and approval processes
- Professional Licensing: Varying requirements for healthcare providers
- Certificate of Need Laws: State-specific facility expansion restrictions
- Medicaid Programs: State-managed programs with different reimbursement rates
Operational Challenges
- Cultural Integration: Blending organizational cultures across acquired facilities
- Technology Standardization: Implementing consistent EHR and IT systems
- Quality Standardization: Maintaining consistent care protocols across locations
- Supply Chain Management: Leveraging scale while addressing local preferences
Future Trends and Implications
Digital Health Integration
Multi-state healthcare organizations are increasingly investing in:
- Telehealth capabilities for rural market access
- Artificial intelligence for clinical decision support
- Patient engagement platforms and mobile health applications
- Predictive analytics for population health management
Value-Based Care Models
The shift from fee-for-service to value-based care is driving:
- Accountable care organization (ACO) development
- Risk-sharing arrangements with payers
- Population health management capabilities
- Outcome-based performance metrics
Research Project Framework
For Academic Assignments
Step 1: Organization Selection and Rationale
- Choose based on research objectives and available data
- Consider geographic relevance and market position
- Evaluate data accessibility and transparency
Step 2: Research Question Development
- Financial performance analysis
- Operational efficiency evaluation
- Strategic positioning assessment
- Quality and safety performance review
Step 3: Data Collection Strategy
- Primary sources (annual reports, SEC filings)
- Secondary sources (industry reports, academic literature)
- Comparative benchmarking data
Step 4: Analysis Framework
- Quantitative analysis (financial ratios, performance metrics)
- Qualitative analysis (strategic initiatives, market positioning)
- SWOT analysis (strengths, weaknesses, opportunities, threats)
Step 5: Recommendations and Conclusions
- Based on findings and analysis
- Consider industry context and future trends
- Address limitations and areas for future research
Conclusion
Researching multi-state healthcare organizations requires a systematic approach that combines financial analysis, operational assessment, and strategic evaluation. The complexity of these organizations demands thorough investigation of their corporate structure, market position, and performance across multiple dimensions.
Success in analyzing these entities depends on utilizing authoritative data sources, applying appropriate analytical frameworks, and understanding the broader healthcare industry context. Whether for academic research, professional development, or strategic planning, this comprehensive approach ensures meaningful insights into the operations and impact of America’s largest healthcare networks.
References and Data Sources
- UnitedHealth Group. (2024). 2023 Annual Report. Retrieved from https://www.unitedhealthgroup.com/investors.html
- CommonSpirit Health. (2024). Audited Financial Statements 2023. Retrieved from https://www.commonspirit.org/about-us/financial-information
- Banner Health. (2024). Annual Community Benefit Report 2023. Retrieved from https://www.bannerhealth.com/about/community-benefit
- Centers for Medicare & Medicaid Services. (2024). Hospital Compare Database. Retrieved from https://www.medicare.gov/care-compare/
- American Hospital Association. (2024). AHA Annual Survey Database. Retrieved from https://www.aha.org/statistics/fast-facts-us-hospitals
- Moody’s Investors Service. (2024). Healthcare Sector Outlook. Retrieved from https://www.moodys.com/research-and-ratings/sector-in-depth/healthcare/
- Modern Healthcare. (2024). Largest Health Systems by Net Patient Revenue. Retrieved from https://www.modernhealthcare.com/operations/largest-health-systems-net-patient-revenue
- Advisory Board. (2024). Market Intelligence: Multi-State Health System Performance. Retrieved from https://www.advisory.com/research
- Becker’s Healthcare. (2024). Financial Performance Analysis: Major Health Systems. Retrieved from https://www.beckershospitalreview.com/finance/
- Healthcare Financial Management Association. (2024). Industry Financial Benchmarks. Retrieved from https://www.hfma.org/industry-insights/
