Control Costs Sample Clauses

Control Costs. As pharmacists, patients, and others on the team work together, patient health out- comes improve.13–17 Tracking progress and reporting outcomes ensures all members of the health care team involved in the patient’s care are aware of the impact of the collaborative efforts.18 Improve Outcomes Patients, providers, and payers receive appropriate incentives while collaborating to advance patients’ health. For patients: A product, service, experience, or added value that motivates the patient to take actions that will improve health. For health care providers: Appropriate compensation for products and services provided. For payers: Minimizing total health care expenditures while providing high-quality, necessary services. Align Incentives Properly align incentives based on meaningful process and outcome measures for patients, payers, providers, and the health care system. Successful CPAs are reported to include two core components: Health Information Technology Legislation and Incentives Under the Health Information Technology for Economic and Clinical Health (HITECH) Act (PL 111-5), incentive payments are specifically tied to achieving advancements in health care processes and out- comes, also called “meaningful use” criteria. Pharmacists and pharmacies are not listed as eligible providers for aid through these incentive programs, which may impact their use of EHRs and HIT. Providing incentives to pharmacists could increase their use of EHRs, making it easier to participate in CPAs.
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Control Costs. As pharmacists, patients, and others on the team work together, patient health out- comes improve.13–17 Tracking progress and reporting outcomes ensures all members of the health care team involved in the patient’s care are aware of the impact of the collaborative efforts.18 Improve Outcomes Patients, providers, and payers receive appropriate incentives while collaborating to advance patients’ health. For patients: A product, service, experience, or added value that motivates the patient to take actions that will improve health. For health care providers: Appropriate compensation for products and services provided. For payers: Minimizing total health care expenditures while providing high-quality, necessary services. Align Incentives Case Examples: Pharmacist-Provided Care for Controlling Diabetes, High Blood Pressure, and High Cholesterol The Asheville Project, the Patient Self-Management Program for Diabetes (PSMP), and the Diabetes Xxx Xxxx Challenge (DTCC) were efforts by self-insured employers to provide education and mentoring for employees with chronic health problems such as diabetes, high blood pressure, and high cholesterol. Patients were enrolled in collaborative care programs that included a community pharmacist on their health care team.13–17 When the programs were assessed, researchers found the following benefits: Savings on Overall Health Spending Asheville: Average net savings of $1,622–$3,356 per person per year.13,14 PSMP: Average net savings of $918 per person per year.15 DTCC: Average net savings of $1,079 per person per year.16,17 Improved Patient Health Asheville: 50% average reduction in number of sick days.13,14 PSMP: 100% of study participants had their glycosylated hemoglobin (A1C) level tested; 94% of patients met the Health Plan Employer Data Information Set (HEDIS) goal of 7% or less for A1C level.15 DTCC: A1C and screening rates improved to 97%; 91% of patients achieved an A1C level that met the HEDIS goal.16,17 Increased Preventive Care PSMP: 78% of patients received flu shots and 82% received foot exams.15 DTCC: 65% of patients received flu shots and 81% received foot exams.16,17 Case Example: Minnesota In the early 1980s, Xxxxxxxx Pharmacy, a locally owned community pharmacy in Minnesota, began entering into medication substitution agreements with local doc- tors. With the adoption and evolution of MTM services in the 1990s, Xxxxxxxx expanded to five sites around the Twin Cities by 2010. The pharmacy now provides extensive...
Sample 1
Control Costs. As pharmacists, patients, and others on the team work together, patient health out- comes improve.13–17 Tracking progress and reporting outcomes ensures all members of the health care team involved in the patient’s care are aware of the impact of the collaborative efforts.18 Improve Outcomes Patients, providers, and payers receive appropriate incentives while collaborating to advance patients’ health. For patients: A product, service, experience, or added value that motivates the patient to take actions that will improve health. For health care providers: Appropriate compensation for products and services provided. For payers: Minimizing total health care expenditures while providing high-quality, necessary services. Align Incentives Properly align incentives based on meaningful process and outcome measures for patients, payers, providers, and the health care system. Health Information Technology Legislation and Incentives Under the Health Information Technology for Economic and Clinical Health (HITECH) Act (PL 111-5), incentive payments are specifically tied to achieving advancements in health care processes and out- comes, also called “meaningful use” criteria. Pharmacists and pharmacies are not listed as eligible providers for aid through these incentive programs, which may impact their use of EHRs and HIT. Providing incentives to pharmacists could increase their use of EHRs, making it easier to participate in CPAs. Successful CPAs include two core components: (1) appropriate incentives, which in turn are based on (2) meaningful process and outcome measures for all providers involved in patient care.6 A simple framework describes how this could be accom- plished (Figure 3): Align the incentives. Improve the outcomes. Control the costs. Provide incentives and support for the adoption of electronic health records and the use of technology in pharmacists’ patient care services. CPAs that bring together pharmacists and other providers depend on information being shared between all members of a health care team. Electronic health records (EHRs) and other health information technology (HIT) can support the expan- sion of this care model. Computer systems that can interact with each other and are integrated into current pharmacy and medical systems allow pharmacists to send and receive care notes, intervention records, lab and assessment values, and patient information. A 2011 survey of Nebraska pharmacists found that only 8% of respondents could access the EH...
Sample 1
Control Costs. Controlling costs is the final step in our project cost management process, on that is primarily concerned with the measurement of variances of the actual costs from the proposed baseline. Various methods and procedures are implemented here to track the project performance and expenses against its progress rate. Meanwhile, all these variances are recorded and compared with the actual cost baseline. The control costs process is responsible for explaining the reason for a variance and further assists our Project Manager in taking corrective actions to incur minimal costs and control the entire project’s expenses to close it within the agreed budget.
Sample 1
Control Costs. As pharmacists, patients, and others on the team work together, patient health out- comes improve.13–17 Tracking progress and reporting outcomes ensures all members of the health care team involved in the patient’s care are aware of the impact of the collaborative efforts.18 Improve Outcomes Patients, providers, and payers receive appropriate incentives while collaborating to advance patients’ health. For patients: A product, service, experience, or added value that motivates the patient to take actions that will improve health. For health care providers: Appropriate compensation for products and services provided. For payers: Minimizing total health care expenditures while providing high-quality, necessary services. Align Incentives Properly align incentives based on meaningful process and outcome measures for patients, payers, providers, and the health care system.
Sample 1

Related to Control Costs

  • Actual Costs The Consultant can invoice the City for no more than the actual cost of each subconsultant plus a specified markup not to exceed 5 percent.

  • TRAVEL COSTS (a) All travel incurred by SELLER in the performance of this Contract is included within the Contract price and shall not be separately reimbursed by LOCKHEED XXXXXX unless such travel is expressly authorized in writing in advance by LOCKHEED XXXXXX’x Procurement Representative.

  • Recover Copying Costs The Participating Institutions may impose a reasonable fee on the Authorized Users to cover costs of copying or printing portions of the Licensed Materials by or for the Authorized Users.

  • Direct Costs Insert the major cost elements. For each element, consider the application of the paragraph entitled “Costs Requiring Prior Approval” on page 1 of these instructions.

  • Assistance expenses The Parties shall waive all claims on each other for the reimbursement of expenses incurred in accordance with this Chapter, except, as appropriate, for expenses related to experts and witnesses and to interpreters and translators who are not public officials.

  • Termination Costs If a Party elects to terminate this Agreement pursuant to Article 2.3.1 above, the terminating Party shall pay all costs incurred (including any cancellation costs relating to orders or contracts for Attachment Facilities and equipment) or charges assessed by the other Parties, as of the date of the other Parties’ receipt of such notice of termination, that are the responsibility of the terminating Party under this Agreement. In the event of termination by a Party, all Parties shall use commercially Reasonable Efforts to mitigate the costs, damages and charges arising as a consequence of termination. Upon termination of this Agreement, unless otherwise ordered or approved by FERC:

  • Personnel Costs The actual Worker Wage Rate for Contractor’s hourly employees and the Monthly Salary Rate of Contractor’s salaried personnel who are identified to Owner in advance and in writing but only for the time actually stationed at the Project site with Owner’s prior consent. The Project Manager’s Monthly Salary Rate may be included in the General Conditions Costs only when the Project Manager is directly located on and managing the Project. All personnel costs are subject to audit to determine the actual cost of the wages, salaries and allowable employer contributions incurred by the Contractor for services performed for the Project.

  • Costs and Charges 8.19.1 To protect the Landlord from loss arising from a claim that may be brought against the Tenant as a consequence of a breach by the Tenant of any covenant contained in this Agreement. Such loss shall be deemed to include any charges which the Landlord may reasonably incur in connection with proceedings in a court of law against the Tenant but without prejudice to a Tenant’s right to have such costs assessed by the relevant court.

  • Program Costs 3.1 The Province will pay the University of British Columbia’s Faculty of Medicine for the costs of the Participant’s Postgraduate Medical Education. Annually, the cost to the Province to fund the Participant’s Postgraduate Medical Education is approximately $150,000, including the Participant’s salary and benefits.

  • Reimbursable Costs 5.3.1. To be considered eligible for reimbursement, costs have to be: • actually incurred, individually identifiable and verifiable, as backed by copies of supporting evidence, as the case may be in the Contractor’s official bookkeeping; this means that no lump sums will be eligible for reimbursement; • necessary in order to perform the tasks as specified in the Terms of Reference (Annex 2); and • cost effective and providing value for money

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