Daily Briefing

JPMorgan is launching primary care clinics

JPMorgan Chase on Monday announced it has partnered with Vera Whole Health and Central Ohio Primary Care (COPC) to open three on-site advanced primary care centers for employees in the Columbus, Ohio, area, as well as two other near-site care centers for both employees and their families.

JPMorgan opens primary care centers

The three on-site advanced primary care centers will be located in Polaris, Easton, and Brooksedge, Ohio, and will serve more than 20,000 JPMorgan employees. The two near-site care centers will be located in Dublin and Westerville and will serve employees as well as more than 15,000 spouses/domestic partners and children enrolled in the company's benefit plan.

At the three on-site care centers, employees will have access to treatments for:

  • Ear, nose, and throat concerns
  • Neurological concerns
  • Cardiovascular concerns
  • Stomach aches/pains
  • Urinary tract infections
  • Muscle aches and pains
  • Acute dermatology concerns
  • Blood or other lab draws
  • Vaccinations, including allergy shots and travel immunizations

Meanwhile, employees, spouses, and children enrolled in JPMorgan's benefit plan will have access to on-site and near-site care centers, which will provide:

  • Wellness exams
  • Behavioral health screenings
  • Health coaching sessions
  • Family planning and contraceptive counseling
  • Virtual primary care consultation and support
  • Chronic disease management


In a statement, Corrine Burger, JPMorgan's consumer and community chief control officer and Columbus location leader, said providing employees in the Columbus area "with the highest quality health care services—within the convenience and ease of the workplace and their home—is part of our commitment to them."

"We know our employees and their families are looking to ease the anxiety, stress and inconvenience of managing their health," said Daniela Nese, head of U.S. benefits for JPMorgan. "As we look at how to support and empower employees with their health choices, our goal is to make it as easy and straightforward as possible to receive the highest quality and most comprehensive care services available at any point"

Dan Mendelson, CEO of Morgan Health, a business unit within JPMorgan focused on improving employer-sponsored health care, said partnering with Vera and COPC is part of JPMorgan's "vision and mission to provide a better health care experience for our employees, and in turn, to provide a realistic path forward for other employers to implement these same value-based programs."

J. William Wulf, CEO of COPC, said the company is "pleased to work alongside Vera" to deliver services to JPMorgan. "This partnership reflects the importance of prioritizing access to high-quality primary care services to improve health outcomes and the affordability of care for employees and the broader Columbus community." (JPMorgan Chase press release, 10/24; Hudson, Modern Healthcare, 10/24; Landi, Fierce Healthcare, 10/25)

Advisory Board's take

What will JPMorgan's health care future look like? Here are 3 possible scenarios.

By Sarah Hostetter, Vidal Seegobin, and Natalie Trebes

Close on the heels of Amazon's acquisition of One Medical comes a move by another member of the group that formerly comprised Haven—so it's easy to assume parallels between the two announcements. At some level, there are similarities in Amazon's and JPMorgan's approach: They both began with employee-focused primary care and partnered with a national care delivery company that would eventually allow for scale. But the similarities stop there.

To make sense of JPMorgan's ambitions, we need to wind the tape back a little. Earlier this year, Vera Whole Health, a value-based primary care provider, acquired Castlight Health, a consumer navigation platform. JPMorgan (via Morgan Health) was an investor in this transaction, and Central Ohio Primary Care (COPC) was a one of their strategic partners. So these three organizations—JPMorgan, Vera, and COPC—had a relationship prior to the news of this employee-centered product.

The focuses of these three entities are well-aligned around improving the value of health care and reducing the total cost of care for employee populations. In fact, Morgan Health's mission is centered around "improving the quality, equity, and affordability of employer-sponsored health care." A natural conclusion of the partnership brokered earlier this year is exactly what we just saw: offering primary care to JPMorgan 's employees.

We see three possible scenarios for JPMorgan's next steps and their impact on the industry:

  1. JPMorgan focuses on improving the value and affordability of care for their employees: JPMorgan employs almost 300,000 people across multiple geographies, so at a minimum, bringing this to scale for their employees would reduce costs. But beyond that, it could open partnership opportunities for other value-based care-focused independent medical groups in locations—such as the New York City area—where the firm has a large employee population. It could also set a model for other large employers to focus on primary care partnerships—perhaps shifting some of the attention from center-of-excellence models.

  2. Morgan Health launches a direct-to-employer offering beyond its own employees: JPMorgan could be using their own employees as a testing ground to perfect a wider employer offering. Being able to bring navigation, virtual care, and in-person care delivery into a seamless product—and show proven results on total cost of care—is a product that would play well in this employer-driven market. This would bring another closed network model for incumbents to either work with or lose volumes to.

  3. Morgan Heath sets its sights on broader industry transformation: Unlike Amazon, JPMorgan has been consistent with their focus on health care and has the capital and knowledge to try to disrupt the industry more broadly. We think the group of players they have brought together has a lot of potential to successfully manage benefit costs. However, there are significant barriers to this type of transformation—which is why no one player has yet been successful. For example, one of the necessary ingredients for this type of transformation will be finding enough like-minded physician practice partnerships—in a marketplace that's in heavy competition for physician talent.

Each of these three scenarios build upon each other—you must master 1 to get to 2 and so on. The outstanding question is how lofty are JPMorgan's ambitions and whether they can overcome the unique barriers at each level?







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