Direct Contracting: Walmart Came a-Calling. Emory Answered.

Area of Science:

• Healthcare Management
• Health Economics
• Payer-Provider Relations

Background:

• Traditional payer-provider relationships often involve complex negotiations and broad network access.
• Walmart and Sam's Club sought innovative healthcare solutions for their employees.
• Emory Healthcare aimed to expand its accountable care organization (ACO) reach.

Purpose of the Study:

• To describe the implementation and initial approach of a novel payer-provider collaboration.
• To analyze the "go-slow" strategy adopted by Walmart and Emory Healthcare for their ACO plan.
• To understand the specific employee subset targeted for this healthcare initiative.

Main Methods:

• Qualitative analysis of the partnership's design and implementation strategy.
• Examination of the limited geographic and employee scope of the plan.
• Review of the absence of premium-based incentives for plan selection.

Main Results:

• The partnership adopted a phased, limited-scope approach rather than a widespread launch.
• The plan was restricted to employees in specific locations near Emory providers.
• Premium levels were not manipulated to steer employees toward the Emory ACO.

Conclusions:

• The "go-slow" approach allowed for controlled implementation and evaluation of the ACO model.
• Targeting specific employee groups and geographic areas facilitated focused management.
• The absence of premium incentives suggests a focus on inherent plan value rather than financial coercion.