Professional Services Agreement Healthcare Template
Today, you are considering closing a contraction with a group of doctors or a diagnostic imaging centre. Just like the record club, the contract will bind you and a company. This time, you intend to do it correctly. To do this, you need to put in place a mutually beneficial professional services contract. Here`s what you should be careful about. In a typical synthetic employment contract, the hospital will employ all non-medical workers in the group and enter into a contract with group practice to provide professional clinical services to its patients. In return, the group receives a fixed rate of pay, generally paid on a “unit basis” and often calculated to include employment taxes, benefits and certain other practice expenses withheld. For example, if you are a radiology provider for an imaging center charged by Medicare, you should normally be on site. But it “goes to meet teleradiology,” says Spratt, who is becoming increasingly popular.
Radiology services may be rare in some parts of the United States; Teleradiology helps solve this problem. Restrictive Confederation – This section indicates that if the relationship between you and the institution ends, you are excluded from performing radiology services within a certain radius of the imaging facility for a certain period of time. Essentially, the back of the non-resistance clause mentioned above, a restrictive alliance protects the imaging facility from the loss of its patients to your new customers. As a general rule, the restriction is about a year, but it could be as long as five years. It all depends on the market conditions in your region, and which side – the field of radiology or the imaging equipment business – is experiencing a flood of competition. Expect much of the professional services agreement to be simple, although there is no boiler platform in this case, says Todd Rodriguez, a partner at the national law firm Fox Rothschild. It is increasingly common for hospitals to consider entering PPE with multi-special medical practices (for example. B a cardiological practice including general cardiology, interventional cardiology and electrophysiology). In addition, for simple management reasons, the hospital may pay the same rate of pay per RFP, regardless of the subspecialty.
In this scenario, it is important not only to calculate (i) an applicable rate per RPF for each subspecialty, but also (ii) to obtain historical information on the percentage of wRVUs for each subspecialty, so that the applicable “weighted average” rate can be calculated.