Becker's Hospital Review

42 POPULATION HEALTH 42 CEO / STRATEGY The 17 health systems to which Walmart sends employees for care in 2021 By Molly Gamble T hrough its Centers of Excellence pro- gram, Walmart partners with health systems that have demonstrated ap- propriate, high-quality care and outcomes for defined episodes of care. e program bundles payments for the costs of certain procedures, meaning the $524 bil- lion retailer bypasses insurers and works di- rectly with health systems. To determine where to refer associates for defined episodes of care, Walmart starts by examining health systems — not hospitals or individual physicians. Lisa Woods, vice president of physical and emotional well-be- ing at Walmart, and her team gather massive amounts of publicly available data on health systems. ey then distribute requests for in- formation and conduct detailed on-site visits, which involve determining precisely which physicians affiliated with the health system do and don't participate in the COE. Below is a listing of the 17 health systems and campuses to which Walmart will refer pa- tients for defined episodes of care as of June 4. Joint replacement 1. Emory Healthcare (Atlanta) 2. Geisinger (Danville, Pa.) 3. Johns Hopkins Medicine (Baltimore) 4. Kaiser Permanente (Irvine, Calif.) 5. Mayo Clinic (Jacksonville, Fla.) 6. Mayo Clinic (Rochester, Minn.) 7. Mercy (Springfield, Mo.) 8. Northeast Baptist Hospital (San Antonio) 9. Ochsner (New Orleans) 10. Scripps Green (La Jolla, Calif.) 11. University Hospital (Cleveland) 12. Virginia Mason (Seattle) Spine 1. Carolina Neurosurgery & Spine Associates (Charlotte, N.C.) 2. Emory Healthcare (Atlanta) 3. Geisinger (Danville, Pa.) 4. Mayo Clinic (Jacksonville, Fla.) 5. Mayo Clinic (Phoenix) 6. Mayo Clinic (Rochester, Minn.) 7. Memorial Hermann (Houston) 8. Mercy (Springfield, Mo.) 9. Ochsner (New Orleans) 10. Virginia Mason (Seattle) Bariatric 1. Geisinger (Danville, Pa.) 2. Northeast Baptist Hospital (San Antonio) 3. Northwest Medical Center (Springdale, Ark.) 4. Ochsner (New Orleans) 5. Scripps Mercy (San Diego) 6. University Hospital (Cleveland) Cancer and transplants 1. Mayo Clinic (Jacksonville, Fla.) 2. Mayo Clinic (Phoenix) 3. Mayo Clinic (Rochester, Minn.) Cardiac 1. Cleveland Clinic (Cleveland) 2. Geisinger (Danville, Pa.) 3. Virginia Mason (Seattle) n JPMorgan launches healthcare company, Morgan Health By Alia Paavola J PMorgan Chase on May 20 unveiled its new healthcare company, dubbed Morgan Health, which its top exec- utive told Becker's Hospital Review can be viewed as a continuation of Haven, an ambitious healthcare venture that disbanded in February. "We learned a lot from the Haven experience," Dan Men- delson, CEO of Morgan Health, said. "The Haven expe- rience focused us on primary care, digital medicine and specific populations. … You can see this as a continuation of the work that was started at Haven." However, Mr. Mendelson said there are several key differ- ences between Morgan Health and Haven, the healthcare venture launched by Amazon, Berkshire Hathaway and JPMorgan Chase in 2018. For one, it has a much more simplified business structure, as it is a unit of JPMorgan Chase. Second, it has a philosophy of striking partnerships to meet its goals rather than working from the ground up. "We don't want to create things from scratch," Mr. Men- delson said. "We are going to be collaborating with out- standing healthcare organizations nationally to accomplish our objectives. That's another piece that differentiates this effort from the prior one." Morgan Health said its new business is focused on improv- ing employer-sponsored healthcare in the U.S. and bring- ing meaningful innovation into the industry by targeting insurance and keeping populations healthy. Success for the company will be measured by whether it improves the Triple Aim: quality of care, access to care and cost to deliver care, Mr. Mendelson said. Morgan Health initially will focus its efforts on improving care for JPMorgan Chase employees, but its long-term goals are to become a leader at improving healthcare in the U.S. and to create a success- ful model other employers can adopt. "We come at this with the benefit of having 285,000 em- ployees and dependents," Mr. Mendelson said. "We have a very strong interest in driving quality improvements Continued on page 43.

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