Co-Management Agreement Example
As a general rule, co-management agreements have compensation structures that contain fixed elements and incentives. But beyond these common characteristics, the question of millions is: „What services are provided under the agreement?“ „The burnout results, if you think you don`t add value to patient care, and that can happen if people feel like they`re spilled on,“ says Dr. Vora. „A clear agreement on who will do what part of patient care provides to both patient care groups, regardless of who is the participant.“ Hardik Vora, MD, MPH, Medical Director of Medical Medicine at Riverside Health System and Riverside Regional Medical Center in Yorktown, Va., agrees. Written agreements help hospitals avoid predictable conflicts over the scope of practice. They also protect against redundancy and missed or delayed treatments, reduce medical exposure and protect against burnout. The co-management structure that Dr. Camphor and his colleagues have hammered is not typical, as it relies on both interdisciplinary towers and geographic cohorts. But it is a successful example of what has become a priority for many hospital groups: how to improve co-management. This is because Comanagement has not only become one of the most frequent parts of his work, but for many, one of the most frustrating. His recommendation: involve the chief medical officer of the hospital (CMO). CMOs can not only act as mediators or arbitrators, but they are often associated with useful information about the metrics and certifications that should be included in co-management agreements. In addition, they can provide an overview of value-based purchasing requirements, which may be the source of the requirement for a C suite for more co-management beyond service lines.
„If the hospital doctor doesn`t take the lead in these rules, they will never get there. You have to own it,“ says Dr. Usman. Because it can be difficult to get surgeons around the table, „I usually go to their meeting instead of letting them come to us. And you stay until you come to an agreement. Far from being resolved overnight, „it`s a 12- to 18-month process.“ Nor could he let surgeons engage out of the hook for prosecution with patients once the operation was performed, and he could not exceed the limits of the scope of the practice. Then intensive negotiations began for a written co-management agreement. Hospitals benefit greatly from these types of agreements, although they retain the lion`s share of both financial responsibility and insurance. Co-management allows the hospital to focus on a single area of patient care, with a focus on measuring intangible capital improvements — for example, patient satisfaction or quality of care.
Physicians are logical choices to deal with such efforts, because of their experience with first-hand patients. It is in their best interest to respect or exceed the defined quality or service metrics, as they determine their incentive compensation. Another advantage for small hospitals or clinics is that co-management agreements can allow them to provide special care that is not an option because of their limited size or the shortage of physicians in remote areas. Good article on the real challenges and how to manage them in relation to the hospitalist co-managing surgical patients.