Oregon's Medicaid transformation: An innovative approach to holding a health system accountable for spending growth

K. John McConnell; Anna Marie Chang; Deborah J. Cohen; Neal Wallace; Michael E. Chernew; Glenn Kautz; Dennis McCarty; Bentson McFarland; Bill Wright; Jeanene Smith

doi:10.1016/j.hjdsi.2013.11.002

Oregon's Medicaid transformation: An innovative approach to holding a health system accountable for spending growth

K. John McConnell, Anna Marie Chang, Deborah J. Cohen, Neal Wallace, Michael E. Chernew, Glenn Kautz, Dennis McCarty, Bentson McFarland, Bill Wright, Jeanene Smith

Research output: Contribution to journal › Article › peer-review

41 Scopus citations

Abstract

In 2012, Oregon initiated a significant transformation of its Medicaid program, catalyzed in part through an innovative arrangement with the Centers for Medicare and Medicaid Services (CMS), which provided an upfront investment of $1.9 billion to the state. In exchange, Oregon agreed to reduce the rate of Medicaid spending by 2 percentage points without degrading quality. A failure to meet these targets triggers penalties on the order of hundreds of millions of dollars from CMS. We describe the novel arrangement with CMS and how the CCO structure compares to Accountable Care Organizations (ACOs) and managed care organizations (MCOs).

Original language	English (US)
Pages (from-to)	163-167
Number of pages	5
Journal	Healthcare
Volume	2
Issue number	3
DOIs	https://doi.org/10.1016/j.hjdsi.2013.11.002
State	Published - Sep 1 2014

Keywords

Global budget
Health reform
Medicaid
Reimbursement

ASJC Scopus subject areas

Health Policy

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10.1016/j.hjdsi.2013.11.002

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title = "Oregon's Medicaid transformation: An innovative approach to holding a health system accountable for spending growth",

abstract = "In 2012, Oregon initiated a significant transformation of its Medicaid program, catalyzed in part through an innovative arrangement with the Centers for Medicare and Medicaid Services (CMS), which provided an upfront investment of $1.9 billion to the state. In exchange, Oregon agreed to reduce the rate of Medicaid spending by 2 percentage points without degrading quality. A failure to meet these targets triggers penalties on the order of hundreds of millions of dollars from CMS. We describe the novel arrangement with CMS and how the CCO structure compares to Accountable Care Organizations (ACOs) and managed care organizations (MCOs).",

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AU - John McConnell, K.

AU - Marie Chang, Anna

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AU - Kautz, Glenn

AU - McCarty, Dennis

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AU - Wright, Bill

AU - Smith, Jeanene

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AB - In 2012, Oregon initiated a significant transformation of its Medicaid program, catalyzed in part through an innovative arrangement with the Centers for Medicare and Medicaid Services (CMS), which provided an upfront investment of $1.9 billion to the state. In exchange, Oregon agreed to reduce the rate of Medicaid spending by 2 percentage points without degrading quality. A failure to meet these targets triggers penalties on the order of hundreds of millions of dollars from CMS. We describe the novel arrangement with CMS and how the CCO structure compares to Accountable Care Organizations (ACOs) and managed care organizations (MCOs).

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Oregon's Medicaid transformation: An innovative approach to holding a health system accountable for spending growth

Abstract

Keywords

ASJC Scopus subject areas

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