CARE Award

The CARE Award study is an ambitious, national, pediatric population management project to improve quality and reduce cost of care for children with medical complexity. 

In partnership with 10 of the nation’s leading children’s hospitals, the Children’s Hospital Association received a three-year $23 million Health Care Innovation Award (HCIA) in round two from the Center for Medicare and Medicaid Innovation (CMMI) to test coordinating all resources effectively (CARE) for children with medical complexity, two-thirds of whom are covered by Medicaid.

This project aims to inform sustainable change in health care delivery through new payment models supporting better care, smarter spending and healthier children.


Featured resources

REPORT
Jan. 2017

Lessons Learned in the First 18 Months of the CARE Award
Early key findings in this three-year project to test change concepts to improve care and reduce costs for children with medical complexity.

ARTICLE
July 2016

5 ways to Build Primary Care Physician Relationships
Hospitals participating in the CARE award share their insights on developing effective primary care physician relationships. 

ARTICLE
April 2016

Implementing Delivery System Transformation
A summary of the progress during the second year of the CARE Award to implement delivery system changes.

ARTICLE
October 2015

CARE Award: Early Lessons Learned 
An early look into what delivery system transformation takes. 


Project status

With the project in its second year, CARE partners have identified and started to implement practices related to patient registries, care teams, access plans, care planning and transitions of care management. They've engaged a network of collaborators to support care model improvements, from patients and families to specialty providers and primary care practices. 

Outcomes metrics

CARE Family Functioning
Not yet reporting.  Family function/parental stress  is one  of four metrics contained within the patient experience surveys as an indicator of quality of care during care transformation.

CARE ED Visits
Not yet reporting.  Reflects the number of emergency department visits avoided among the enrolled patient population during the implementation of change concepts.  

CARE Patient Days
Not yet reporting.  Reflects the number of patient days avoided among the enrolled patient population during the implementation of change concepts.

PROCESS metrics*

Patient enrollment as of Dec. 2016
The enrollment goal is set collectively across all sites and is targeted to be achieved by Nov. 2016 to enable attribution of the change concepts to the enrolled population over time.
Patients surveyed as of Dec 2016
The patient experience survey is an essential outcome measure of patient/family experience and burden.  A baseline survey should be completed once consented and every following six months.

Site Implementing all Five Change Concepts
Have core elements implemented at the prescribed quality level. Improvements in care management are implemented across sites under five key change concepts. Sites apply these concepts to both the complex care clinics and primary care offices. By Nov. 1, 2016, 90 percent of ALL enrolled CARE patients will have dynamic care teams with an average of four of five core elements, access plans with three of three core elements, and care plans with eight of nine core elements.

CARE Award Hospitals with Claims Data Status Oct 2016
MCOs provide three-year historical claims data to the Award data vendor, Truven, which standardizes the data to produce utilization and spend analysis of the enrolled population.

Payment models in development as of Dec 2016
Sites work with the actuary vendor, Milliman, to analyze the utilization and spend reports to analyze options for value based payment models.

*Data as of December 2016
CARE Goal Line graphic

This publication was made possible by Grant Number 1C1CMS331335 from the Department of Health and Human Services, Centers for Medicare & Medicaid Services. The contents of this publication are solely the responsibility of the authors and do not necessarily represent the official views of the U.S. Department of Health and Human Services or any of its agencies.