This document should be used for health centers that want to hire a doctor to work for them as a contractor without hiring them as full-time employees. This is common in situations where a health center needs a certain type of medical specialist to provide very specific services to patients or consultations for other doctors in practice. This type of agreement is also common if a doctor has his own private practice, but also works in a health center next door. To learn more about the difference between an independent contractor relationship and an employment relationship, see the guide What is the difference between an employee and an independent contractor? It is important to note that PSAs and CCAMs are far from the only means by which independent physicians can work with hospitals or health systems. Joining managed care networks or COAs (no more unicorns!), establishing call coverage or medical direction agreements, and creating or using Management Services Organizations (MSOs) are additional strategies that should be considered by providers who want to align but want to remain independent. Acquisition won`t necessarily slow down or lose relevance in healthcare, but it`s important for those who want to expand their provider network or expand the reach of their practice to consider alignment options outside of acquisition, especially those who are deterred by some of their most negative factors. MESSAGESPs provide hospitals and health care systems with a convenient and highly flexible mechanism to access medical services and achieve the goals of coordination, access and referral of care. In the context of a PSE, a physician or medical group remains independent (i.e., Not employed in hospital) and provides professional services in the hospital or hospital clinic. MESSAGES are used to complement hospital services (e.g.

B hospital doctors, intensive care physicians and anesthesiologists), emergency room coverage and outpatient coverage. They can range from temporary, non-exclusive part-time coverage with a physician to comprehensive and exclusive services with a large multidisciplinary group. In a follow-up article next week, we`ll discuss concrete steps to implement sticky PUBLIC service announcements in your organization, including developing, starting your efforts, and taking a holistic approach. Optimized compensation methodology. The MESSAGES define the methodology for compensating physicians for the services they provide to the hospital. Compensation methods can be based on time or productivity, depending on the area of expertise, and typically include incentives for quality or performance. In the absence of administrative coordination, compensation methods can vary considerably, even in similar areas of expertise, making them difficult to manage. Sticky public service announcements improve this situation by standardizing compensation models for individual specialties and specialty categories and reducing variations where it makes sense. In addition, sticky PUBLIC service announcements align incentives with payment models, long-term operational and strategic objectives, and fair market value. Unfortunately, the same cannot be said of professional services agreements – they have not become much more « sticky » over the years, in that they closely connect hospitals and doctors, so both sides have a common vision of continued cooperation and coordinated incentives and economic consequences.

This quality has been elusive in this type of agreement, as the types of AMS that hospitals and doctors have trained over the years have changed relatively little. In most cases, they contain the same components and perform the same transactional function that they have had since their inception and expansion over the past two decades. The doctor and the health center can discuss the terms of the agreement and create and sign the final agreement before the start of the work. This agreement can also be drafted after work has already begun to clarify and formalize the relationship between the parties and to describe the responsibilities of all parties involved. A growing trend in physician and hospital alignment is related to Professional Services Agreements (« PSAs »). A PSA is generally defined as a financial relationship between a physician`s office and a hospital in which the physician`s office remains an independent entity, but physicians are paid by the hospital at a fair market value for their professional services. The basic elements of a traditional PSA include: What are physicians` preferred compensation structures to achieve efficiency and high-quality patient care? Certain components of financing, such as productivity and performance incentives, as well as the overall balance between risk and reward for the supplier, should be taken into account. .