Control Costs Clause Samples

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 Patients, providers, and payers receive appropriate incentives while collaborating to advance patients’ health. Successful CPAs are reported to include two core components: 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 Patients, providers, and payers receive appropriate incentives while collaborating to advance patients’ health. The Asheville Project, the Patient Self-Management Program for Diabetes (PSMP), and the Diabetes ▇▇▇ ▇▇▇▇ 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: 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 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 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 In the early 1980s, ▇▇▇▇▇▇▇▇ 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, ▇▇▇▇▇▇▇▇ expanded to five sites around the Twin Cities by 2010. The pharmacy now provides extensive MTM and patient care services through CPAs for chronic disease care and patient education with the Anoka River Way Clinic. ▇▇▇▇▇ ▇▇▇▇▇▇▇▇, president of Goodrich Pharmacy, stated that “patient-focused collaborative care has improved as a result of closer relationships that we established with other health care providers.” Two to three patients are referred for MTM services each day. The majority of patients participate in the University of Minnesota’s employee health plan, UPlan, which provides MTM services at no cost to eligible patients. According to ▇▇▇▇▇▇▇▇, univ...
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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 Patients, providers, and payers receive appropriate incentives while collaborating to advance patients’ health. 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. 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 EHRs used by their patients’ health care providers. In contrast, 80% thought they should be able to access these records.20 Integrated systems allow for better medication reconciliation, hospital discharge, transi- tions of care, coordinated billing for services, patient referrals, and understanding of patient health status.21
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Control Costs. As pharmacists, patients, and others on the team work together, patient health out- comes improve.14–18 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.19 Patients, providers, and payers receive appropriate incentives while collaborating to advance patients’ health. The Asheville Project, the Patient Self-Management Program for Diabetes (PSMP), and the Diabetes ▇▇▇ ▇▇▇▇ 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.14–18 When the programs were assessed, researchers found the following benefits: Asheville: Average net savings of $1,622–$3,356 per person per year.14,15 PSMP: Average net savings of $918 per person per year.16 DTCC: Average net savings of $1,079 per person per year.17,18 Asheville: 50% average reduction in number of sick days.14,15 PSMP: 100% of study participants had their glycosylated hemoglobin (A1C) level tested; 94% met the Health Plan Employer Data Information Set (HEDIS) goal of 7% or less for A1C.16
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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.
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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 ▇▇▇▇▇▇ unless such travel is expressly authorized in writing in advance by LOCKHEED ▇▇▇▇▇▇’▇ Procurement Representative. (b) When travel is authorized under this Contract, SELLER shall be reimbursed only for necessary, reasonable, and actual travel expenses for transportation, lodging, meals and incidental expenses only to the extent that they do not exceed the maximum per diem rate in effect at the time of travel, as set forth in the United States Federal Travel Regulations for the area of travel authorized under this Contract. Air travel shall be reimbursed for coach class only. Lodging expenses are reimbursable only where incurred from establishments serving the general public. (c) SELLER shall provide a detailed summary of all such costs by category of expense with each invoice. SELLER shall provide a legible receipt for each claimed individual expense exceeding $75.00.

  • Direct Costs The Contractor shall separately identify each item of deleted and added work associated with the change or other condition giving rise to entitlement to an equitable adjustment, including increases or decreases to unchanged work impacted by the change. For each item of work so identified, the Contractor shall propose for itself and, if applicable, its first two tiers of subcontractors, the following direct costs: (1) Material cost broken down by trade, supplier, material description, quantity of material units, and unit cost (including all manufacturing burden associated with material fabrication and cost of delivery to site, unless separately itemized); (2) Labor cost broken down by trade, employer, occupation, quantity of labor hours, and burdened hourly labor rate, together with itemization of applied labor burdens (exclusive of employer’s overhead, profit, and any labor cost burdens carried in employer’s overhead rate); (3) Cost of equipment required to perform the work, identified with material to be placed or operation to be performed; (4) Cost of preparation and/or revision to shop drawings and other submittals with detail set forth in paragraphs (e)(1) and (e)(2) of this clause; (5) Delivery costs, if not included in material unit costs; (6) Time-related costs not separately identified as direct costs, and not included in the Contractor’s or subcontractors’ overhead rates, as specified in paragraph

  • Excess Costs Subject to the provisions of Section 4.1.3 below, if (a) the actual cost of any line item of the Work set forth in the Budget (including all fees and soft costs) exceeds the portion of the Contract Sum allocated for that line item in the Budget, or (b) additional unanticipated costs are identified after the date of this Agreement for which amounts were not allocated or reallocated in the Budget (collectively, the “Excess Costs”), Contractor shall be solely responsible at its sole cost and expense for, and shall pay, the amount of all such Excess Costs required to complete the Work (or the component thereof) and otherwise to fulfill all of its obligations under this Agreement without reimbursement for the Excess Costs by Owner. In addition, if Owner reasonably and in good faith anticipates that an Excess Cost will be incurred to achieve Completion of the Work, Owner may provide written notice thereof to Contractor (“Cost Overrun Notice”). Within twenty (20) business days after receipt of such Cost Overrun Notice, Contractor may dispute the contents of such Cost Overrun Notice by delivering written notice thereof to Owner (the “Cost Overrun Dispute Notice”) explaining in reasonable detail that Owner’s estimation of Excess Costs is incorrect. If Contractor fails to deliver a Cost Overrun Dispute Notice, Contractor shall be deemed to have waived its right to dispute the Excess Costs identified in such Cost Overrun Notice. If Contractor delivers a Cost Overrun Dispute Notice, Owner may (A) withdraw such Cost Overrun Notice, (B) modify such Cost Overrun Notice to conform to all or any corrections offered by Contractor, or (C) if Owner disagrees with the contents of the Cost Overrun Dispute Notice, engage the Civil Engineer to determine whether (and to what extent) any Excess Costs will be incurred. If the Civil Engineer concludes that an Excess Cost will be incurred and the amount of such Excess Cost exceeds the amount, if any, of the Excess Costs identified in the Cost Overrun Dispute Notice, Contractor shall be solely responsible for the fees payable to such Civil Engineer. If the Civil Engineer concludes that the amount of Excess Costs to be incurred is equal to or less than the Excess Costs identified in the Cost Overrun Dispute Notice, Owner shall be solely responsible for the fees payable to such Civil Engineer. Any funds deposited with Owner shall be disbursed by Owner to Contractor upon completion of the applicable component of the Work and the payment of such Excess Costs, if any.

  • 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: 2.4.1 With respect to any portion of the Connecting Transmission Owner’s Attachment Facilities that have not yet been constructed or installed, the Connecting Transmission Owner shall to the extent possible and with Developer’s authorization cancel any pending orders of, or return, any materials or equipment for, or contracts for construction of, such facilities; provided that in the event Developer elects not to authorize such cancellation, Developer shall assume all payment obligations with respect to such materials, equipment, and contracts, and the Connecting Transmission Owner shall deliver such material and equipment, and, if necessary, assign such contracts, to Developer as soon as practicable, at Developer’s expense. To the extent that Developer has already paid Connecting Transmission Owner for any or all such costs of materials or equipment not taken by Developer, Connecting Transmission Owner shall promptly refund such amounts to Developer, less any costs, including penalties incurred by the Connecting Transmission Owner to cancel any pending orders of or return such materials, equipment, or contracts. If Developer terminates this Agreement, it shall be responsible for all costs incurred in association with Developer’s interconnection, including any cancellation costs relating to orders or contracts for Attachment Facilities and equipment, and other expenses including any System Upgrade Facilities and System Deliverability Upgrades for which the Connecting Transmission Owner has incurred expenses and has not been reimbursed by the Developer. 2.4.2 Connecting Transmission Owner may, at its option, retain any portion of such materials, equipment, or facilities that Developer chooses not to accept delivery of, in which case Connecting Transmission Owner shall be responsible for all costs associated with procuring such materials, equipment, or facilities. 2.4.3 With respect to any portion of the Attachment Facilities, and any other facilities already installed or constructed pursuant to the terms of this Agreement, Developer shall be responsible for all costs associated with the removal, relocation or other disposition or retirement of such materials, equipment, or facilities.