Given that one of the main attributes of the co-management model is that it is based on “task-based” and “time-based” compensation, it seems likely that a time-recording mechanism for the employment agreement would be the most advantageous approach to reducing problems related to redundant payments. In most agreements between hospitals and doctors, the benefits for which doctors are compensated are relatively simple – for example. B contracts with medical managers, custody contracts and employment contracts – and usually with a usual work rate. However, clinical co-management agreements are highly variable in the services provided and may include a large number of structures, participants, services and compensation levels. In other words, if you saw a co-management agreement, then you saw a co-management agreement. 3. Co-management agreements should be concluded in such a way as to ensure compliance with civil sanctions and counter-sanctions laws. Organizations should take the time to ensure that their rates and services are of fair market value to avoid legal complications. Many organizations refer to the HHS Office of Inspector General`s Advisory Opinion 12-22 as a model for the development of a law-adhering agreement. This paper assessed a typical agreement to co-manage a catheter laboratory in a hospital and found that it complied with health fraud laws.
Several initial issues raised in the notice were the possibility of “warding on patient care,” the decision to treat healthier patients, referring sicker patients to other hospitals, and offering payments to increase remittances. However, the OIG ultimately stated that it would not impose sanctions on them, since the analysis indicates that physicians` remuneration is a fair market value for the services rendered, that the remuneration of doctors does not depend on the number of patients treated and that the specifics of the agreement are clearly explained. MM: Can you explain what works with these agreements in the real world? Co-management agreements generally have a common goal: to involve physicians in the management of a program or service line in order to reconcile their interests with those of the hospital in terms of improving the quality and overall performance of service lines. Interest in these regulations, particularly in cardiology and orthopaedics, has resumed, in line with the need for hospitals to hire physicians to successfully integrate clinically and thrive in a value-based world. Such agreements can also help reconcile the interests of all physicians in a given discipline and foster cooperation between employed physicians and independent physicians. As in the above discussion about a medical director, a service administrator is often responsible for providing services in relation to a service line management contract. As with the medical director, if the service administrator is responsible for tasks similar to those required by the co-management company, the administrator must be compensated for the basic administration fee.