Similarly, hospital medical directors have traditionally been entrusted with certain management and management tasks related to service lines. Under CMAAs, hospitals focus on a specific service line that may cover inpatient, outpatient, complementary and/or other services, and enter into an agreement(s) with physicians (either individual physicians, medical groups or a medical management unit) to cooperate with hospital management to develop, manage and improve the quality and efficiency of this service line. As already said, agreements are usually put in place for the co-management of service lines in order to improve operations and achieve identified results and standards. Within this paradigm, the management unit is responsible for performing a comprehensive list of management tasks (the basis of the basic management fee) as well as performing certain performance-based metrics (the basis of the incentive management fee). It should therefore be ensured that there are no compensated persons who provide services that are substantially similar to the tasks and responsibilities of managing online services (e.g. .B. traditional hospital doctors and/or service line administrators). If this is the case, the hospital and its evaluation office must ensure that these compensation agreements are either terminated or amended so that they become an expense payable on the basis of the basic administration fee. In most agreements between hospitals and doctors, the services for which doctors receive remuneration are relatively simple – for example, agreements on medical directors, on-call services and employment contracts – and are usually accompanied by a series of usual obligations. However, clinical co-management agreements have a high variability in the services provided and can encompass a large number of structures, participants, services and levels of remuneration. In other words, if you have seen a co-management agreement, you have seen a co-management agreement.  In the case of a co-management agreement, the joint venture and the medical and/or medical unit in the case of a management company.
 These core management tasks, which relate to the day-to-day management of the service line, are different from incentive management tasks, which typically involve the achievement of certain performance measures including, inter alia, operational initiatives, patient satisfaction and/or new program initiatives. As a general rule, co-management agreements have remuneration structures that contain fixed and incentive elements. But beyond these common characteristics, the million-dollar question is, “What services are provided under the agreement?” To learn more about CMAAs, download Coker`s white paper “Physician Empowerment in the Hospital: An Overview of Clinical Co-Management Agreements” and for more information on how Coker can help you in clinical co-management services, call 678.832.2021 to contact Justin Chamblee, CPA, Senior Vice President, or Michael Ueng, CPA/ABV, ASA, Manager, to speak….