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Key Findings:

• The formative evaluation indicated that the Oregon Health Authority (OHA) succeeded at establishing the program’s global payment model and data-driven approach to monitoring coordinated care organization (CCO) performance and incentive payments. Nevertheless, OHA still needed to address how it braided together finances from disparate systems to avoid ongoing payment silos.
• The CCOs made good progress in supporting the spread of patient-centered primary care homes and promoting the use of electronic health records. At the time of the study, CCOs were still in the early stages of implementing alternative payment methods for their providers and they were seeking support from OHA to help them develop the necessary infrastructure to implement new payment models, particularly for small provider practices.
• The summative evaluation indicated the introduction of the CCOs were associated with very few changes in state-level outcomes during the program’s first 21 months of operation. The lack of results may reflect the early stages of activities that OHA and the CCOs are pursuing. Conversely, the results do not suggest widespread negative results as a consequence of introducing the CCO model.
• Even though few state-level demonstration effects were detected, our results suggest that some effects may be occurring within specific subgroups of enrollees. For example, inpatient admissions declined among members of the three CCOs in the most advanced stages of their transformation activities relative to the three CCOs in the earliest stages of their transformation activities, suggesting that the level of transformation at the CCO level factors into the level of hospital utilization. We also found improved parity in some outcome measures for some subgroups, such as improvements in potentially preventable hospital admissions for chronic conditions among black enrollees.