McConnell K John, Chang Anna Marie, Cohen Deborah J, Wallace Neal, Chernew Michael E, Kautz Glenn, McCarty Dennis, McFarland Bentson, Wright Bill, Smith Jeanene
Center for Health Systems Effectiveness, Department of Emergency Medicine, Oregon Health & Science University.
Department of Emergency Medicine, Oregon Health & Science University.
Healthc (Amst). 2014 Sep;2(3):163-167. doi: 10.1016/j.hjdsi.2013.11.002.
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).
2012年，俄勒冈州对其医疗补助计划进行了重大改革，部分是通过与医疗保险和医疗补助服务中心（CMS）的创新合作促成的，该中心向该州提供了19亿美元的前期投资。作为交换，俄勒冈州同意在不降低质量的情况下，将医疗补助支出率降低2个百分点。未能达到这些目标将引发CMS处以数亿美元的罚款。我们描述了与CMS的新颖合作方式，以及协调护理组织（CCO）结构与 accountable care organizations（ACOs）和管理式医疗组织（MCOs）的比较情况。
