Use of performance measures promulgated by national organizations, govern- mental payers, and commercial payers have fostered greater attention to control of high BP among healthcare providers and their patients. These performance measures have formed the basis for determining financial incentives for pay for performance initiatives, commercial insurer pay-for-value contracts, and the Medicare Shared Savings Programs devel- oped by the Centers for Medicare & Medicaid Services Innovation for Accountable Care Organizations. In addi- tion, the Centers for Medicare and Medicaid Services has developed The Million Hearts: Cardiovascular Disease Risk Reduction Model, which is an RCT designed to iden- tify and test scalable models of care delivery that reduce Greater attention is being paid to the influence of health insurance coverage and benefit designs focused on reducing patient copayments for antihypertensive medications. Recommendation-Specific Supportive Text 1. Moderate-quality evidence with mixed results sug- gests that population-based payment incentive pro- grams can play an important role in achieving better BP 2. Reduced copayments for health care, including for medi- cations, and improved outcomes of hypertension care have been identified in several US studies and in single studies in Finland, Israel, and Brazil.S12.5-4 This is con- sistent with other evidence on how copayments reduce uptake of care and has implications for policy makers, particularly because the balance of evidence does not suggest that reducing medication copayments leads to an increase in overall healthcare expenditure. 13. The Plan of Care for Hypertension Recommendation for the Plan of Care for Hypertension COR LOE Recommendation I C-EO 1. Every adult with hypertension should have a clear, detailed, and current evidence-based plan of care that ensures the achievement of treatment and self-management goals, encourages effective management of comorbid conditions, prompts timely follow- up with the healthcare team, and adheres to CVD GDMT (Table 22). 