When a health system merges or acquires a hospital or group of doctors, it can also obtain hundreds or even thousands of contracts for salaried and self-employed providers. Employment agreements can be a priority in due diligence for acquisitions, as companies focus on market growth, access and service line development. Yet there are often many professional services agreements (IEPs) within large health care systems that define the complete complement of provider relationships. Providers refer to health care professionals who provide health services and include physicians and other health professionals such as nurses, chiropractors, physiotherapists, medical assistants and others providing specialized health services. The initial focus of this discussion is on medical relations, which make up the majority of PSAs; However, the supplier`s overall strategy is a fundamental element in the development of good practice. While a traditional employment agreement may include a large number of payment approaches, PPE is generally based on the productivity they have performed, primarily to avoid any concern that physicians have a share of ownership in the organization that provides the designated health services (“DHS”) in accordance with the Stark Act.3 The most used (and probably the most worthy) form of assistance is the use of work units (“wRVUs”). Employment costs not only refer directly to the physician`s workload, but also allow the hospital to increase the rate for taxes and benefits as well as the practice costs withheld (i.e. insurance against faults, CME fees, etc.) to “gross”4. Since these are most often compensated on the basis of hours of work and documented hours, there is generally no concern about overcompensation across the scheme, as the time spent on these administrative tasks may result in less WRVE production. However, this may appear to be a subtle change in the pattern of facts (for example. B the doctor receives a lump sum annual amount for medical director services in exchange for a “minimum” number of hours) may lead to the total remuneration being exceeded FMV. In this scenario, without an effective time recording mechanism, the physician may not provide the minimum required number of medical director hours. First, with the growth of health systems, they often receive multiple PSAs, which are with different group/doctor contractors for the same services for different sites or with different providers for the same services, but with different conditions.


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