ACTIVITY DISCLAIMER. Negotiating an Employment Contract that Ensures Success Under Value-based Payment

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1 Negotiating an Employment Contract that Ensures Success Under Value-based Payment Travis Singleton ACTIVITY DISCLAIMER The material presented here is being made available by the American Academy of Family Physicians for educational purposes only. This material is not intended to represent the only, nor necessarily best, methods or procedures appropriate for the medical situations discussed. Rather, it is intended to present an approach, view, statement, or opinion of the faculty, which may be helpful to others who face similar situations. The AAFP disclaims any and all liability for injury or other damages resulting to any individual using this material and for all claims that might arise out of the use of the techniques demonstrated therein by such individuals, whether these claims shall be asserted by a physician or any other person. Every effort has been made to ensure the accuracy of the data presented here. Physicians may care to check specific details such as drug doses and contraindications, etc., in standard sources prior to clinical application. This material might contain recommendations/guidelines developed by other organizations. Please note that although these guidelines might be included, this does not necessarily imply the endorsement by the AAFP. DISCLOSURE It is the policy of the AAFP that all individuals in a position to control content disclose any relationships with commercial interests upon nomination/invitation of participation. Disclosure documents are reviewed for potential conflict of interest (COI), and if identified, conflicts are resolved prior to confirmation of participation. Only those participants who had no conflict of interest or who agreed to an identified resolution process prior to their participation were involved in this CME activity. All individuals in a position to control content for this activity have indicated they have no relevant financial relationships to disclose. The content of my material/presentation in this CME activity will not include discussion of unapproved or investigational uses of products or devices. Senior Vice President, Merritt Hawkins. Travis Singleton Mr. Singleton has more than 16 years of health care consulting experience and is a nationally acknowledged health care staffing leader. He is actively involved in the daily management of Merritt Hawkins, overseeing strategic marketing operations and maintaining corporate-level industry contacts. Mr. Singleton is widely recognized for his expertise in a broad range of staffing issues, from physician and allied health compensation to medical staff planning. He has consulted with thousands of hospitals and medical groups regarding physician and allied health needs assessment, population health management, demographic and health care trends, compensation, contracts, retention, physicianhospital relations, compliance, and numerous other related issues. He is a frequently requested speaker who has addressed a wide range of health care professional groups throughout the United States. Mr. Singleton serves on the board of the Health Industry Council of North Texas and is a professional development partner of the Texas Healthcare Trustees. Learning Objectives 1. Understand how to articulate the value of primary care to strengthen your negotiating position. Audience Engagement System Step 1 Step 2 Step 3 2. Understand how to negotiate your personal employment contract based on changes in quality reporting requirements. 3. Apply value-based physician compensation to both full-time and part-time employment agreements. 4. Access regional comparative salary and compensation information for full-time and part-time agreements. 1

2 First, the Big Picture Factor One: The Physician Shortage The problem with family physicians today is What factors are driving contracts for family physicians? there are not enough of them. The Doctor Deficit [VALUE] 100,000 (63,700 Specialists) 65,500 50,000 21,800 7, Source: Association of American Medical Colleges, March 2015 Who is in Most Demand? TOP 20 SEARCH ASSIGNMENTS 1. Family Medicine 11. Physician Assistant 2. Internal Medicine 12. Neurology 3. Psychiatry 13. Otolaryngology 4. Hospitalist 14. Dermatology 5. Nurse Practitioner 15. Gastroenterology 6. OB/GYN 16. Urology 7. Orthopedic Surgery 17. Physiatry 8. Emergency Medicine 18. Pulmonology 9. Pediatrics 19. Cardiology 10. General Surgery 20. Urgent Care A Recurring Theme Family Practice Merritt Hawkins #1 recruited specialty for the 9 th consecutive year Multiple Sites of Service Community hospitals Hospital systems ACOs Academic Centers Urgent Care Centers Large groups Retail Large Employers Insurance Companies Ambulatory Surgery Centers Military/VA Hospitals FQHCs are seeking family physicians 2

3 The New Mantra BE EVERYWHERE, ALL THE TIME Multiple Practice Styles Traditional Family Medicine Employment FP w/ OB Ambulatory only Hospitalist Academic Sports Medicine Administrative Urgent Care Locum Tenens Concierge Part-time The Effect on Salaries Merritt Hawkins Average Starting Salaries in Family Medicine 2010.$175, $178, $189, $185, $199, $198,000 Average signing bonus across all specialties.$26,365 Sources: Merritt Hawkins 2015 Review of Physician Recruiting Incentives How confident are you that starting salaries in family medicine will continue to rise in the next 1-3 years? A. Extremely confident B. Very confident C.Neutral D.Not very confident E.Not at all confident Factor Two: Consolidation/Integration 100 hospital mergers in 2014 up 14% from 2013* The New Paradigm Recruiting in Bulk 30 to 40 searches instead of 3 or 4 ACOs/Systems/Population Based Care Requires Volume of Services Approximately 600 ACOs covering 15% - 17% of the population** *Source: Irving Levin & Associates **Source: Oliver wyman AFTER CONSOLIDATION, CONTRACTS MUST BE ALIGNED 3

4 Factor Three: Physician Employment Merritt Hawkins searches featuring hospital employment: % % What percent of new physicians jobs feature employment rather than independent practice ownership/ partnership? A.25% B.45% C.65% D.85% E.95% Physician Employment Percent of Merritt Hawkins searches featuring employment with hospital, medical group, FQHC, academic facility, etc % Independent practice less than 5% One Effect Of Employment: Turnover Annual physician move rates: Family medicine.12.6% Emergency medicine.14.4% Internists..13.0% Pediatricians 10.4% DOES NOT INCLUDE SWITCHING FLAGS Source: Physicians on the Move, SK&A, October 26, 2012 Factor Four: The Move from Volume to Value Primary care physicians the key to: Expanding access Improving quality Reducing costs Given These Trends, What Types of Contracts Will You See? Salary 23% Salary with Production Bonus 71% Income Guarantee 4% Other 2% Here They Come to Save the Day! WE WILL FIGURE OUT HOW TO EVALUATE AND REWARD PERFORMANCE LATER Source: Merritt Hawkins 2014 Review of Physician Recruiting Incentives 4

5 If Salary with Production Bonus, on What is the Bonus Based? What Percent of the Production Bonus is determined By Quality Metrics? RVUs 57% Net Collections 23% Gross Billings 2% Patient Encounters 9% Quality 23% (<7% in 2011) Other 4% 22% RVU Compensation: Understand the Formula RVU Compensation: Understand the Formula What surveys or reports are being referenced for benchmarking RVU productivity and compensation per RVU? National figures reported as compensation per RVU are not necessarily the dollar amount rate being paid in the production bonus section of physician employment contracts. Is your contract a tiered model with varying compensation per RVU upon reaching multiple established thresholds? Is a portion of your salary at risk if salary if a minimum production threshold is not met? RBRVS vs. Physician Work RVUs (Know the difference) Check the physician fee schedule at CMS site. Click on the PFS Relative Value files for CPT Relative Value updates. MGMA RVU Data For Family Medicine Two Resources: Median Physician Work RVU Median Compensation to Work RVU Ratio Median Physician Compensation Family Medicine (without OB) 4,763 $45.34 $211,452 Family Medicine (Ambulatory Only) 4,571 $43.86 $194,674 Source: Data used with permission from the Medical Group Management Association, 104 Inverness Terrace East, Englewood, CO mgma.com. 5

6 How are Employers Shaping Physician Behaviors Quality-Based Metrics The perpetual motion machine of physician compensation We must reward quality & value... But how? CMS Pushing Quality Accelerator 30% of Medicare payments tied to quality by end of 2016; 50% by end of 2018 Two Choices 1. Merit-Based Incentive Payment System (MIPS) a. Quality of Care b. EHR meaningful use c. Use of resources d. Clinical practice improvements 2. Alternative Payment Model a. Practices take lump sum b. Care for population groups c. Hit cost/quality goals to earn bonus d. 5% bonus for signing up Quality Metrics Bonuses (fixed or as a % of base) for: Achieving minimum average of patients per day Exceeding average patient satisfaction scores Correctly documenting charts Appropriate coding and billing Citizenship (peer review, community relations) Accuracy of charting/emr input Quality Metrics (continued) Bonuses (fixed or as a % of base) for: Participation in annual quality improvement project Clinical process effectiveness Patient safety Population/ Public Health Efficient use of resources 6

7 What percent of physician contracts offer production bonuses featuring quality/value based metrics? A.17% B.23% C.39% D.60% E.74% Quality Metrics Take a Step Back Productivity bonuses featuring quality metrics 2012/ % 2013/ % 2014/ % What is the Goldilocks Zone? The right formula for balancing volume and value Why Does Volume Still Rule? Consider the average annual revenue family physicians generate for their affiliated hospitals: $2,067,567* 89.1% of commercial health plan payments to providers are still based on traditional fee-forservice and are not tied to improving quality or efficiency** *Source: Merritt Hawkins 2013 Survey of Physician Inpatient/Outpatient Revenue **Catalyst for Payment Reform, March, 2013 For More Information See: Mid-Point Q&A 7

8 Contracts: What Happens at the End of the Term? (1-3 Years is Standard) Straight production based on RVUs? ( eat what you treat ) Must base salary be renegotiated? Pay often is based on a quarterly system what happened with last quarter s RVUs? Pay can later be reconciled up or down When the RVU model changes, physicians get nervous. Can you earn additional upside POTENTIAL? If group physicians are earning more than the base, new physicians may ask how they got there. Request transparency and review the numbers. Prepare an estimated pro forma, i.e. number of patients new physicians will see versus the RVU compensation model. Typically a Family Medicine physician will generate 1.3 Work RVU per patient encounter annually. Has a physician needs assessment plan been completed? Additional Benefits Are Usually Standard For More Information See: Malpractice... 99% Health insurance... 99% Retirement... 96% Disability... 92% Educational loan forgiveness... 25% Housing allowance... 5% What about on-call compensation? Mean Daily Rate Specialty Rate All Primary Care $446 Family Medicine $NA Pediatrics $237 Internal Medicine, General $450 OB/GYN $464 Cardiology, Invasive $628 General Surgery $854 Radiology $1,224 Medical Directorship Annualized Compensation Mean Annual Rates Specialty Rate Family Medicine, without OB $38,151 Internal Medicine, General $38,796 OB/GYN $39,633 Pediatrics $27,990 Source: Medical Group Management Association Medical Directorship Compensation Survey, 2014 Source: Medical Group Management Association, On Call Compensation Survey,

9 What if Some Patients are Concierge/Direct Pay? Can physicians build their own concierge patient base? How will compensation work? o Concierge/direct pay compensation can be pooled together or paid separately to individual doctors Make sure Physician Schedules are Defined Unassigned ER? Inpatient census for the practice? Phone calls/prescription refills? No call at all? What Are The Hours Of Operation? Define normal business hours 8 half days at the clinic? 4 days a week? Open Saturday? Paid Time Off Sometimes it is standard, but it does vary and can be negotiated. 4 to 5 weeks is standard for family medicine. Note difference between vacation and PTO. What About Partnership? Time to partnership eligibility: Immediate/one year...36% Two years 62% Three years..0% Four years...0% Five years.2% Source: Merritt Hawkins 2014 Review of Physician Recruiting Incentives The Partnership Contract If partnership offered, there should be a separate partnership contract, or at least terms of buy-in Time to partnership specified An equity clause should be included Purchase terms pro rated share of hard assets Good will/blue sky/accounts receivable rarely an option 9

10 Non-Competes Do your physicians have moonlighting expectations? If so, should be approved in writing by employer Do they have outside business interests patents? Clinical trials? Devices? Speaking engagements? Stipulate such revenue is separate Large employers generally don t care about non-competes. If they do, their non-competes are iron-clad. Admitting Privileges The contract should state at which facilities physicians are required to have admitting privileges. Physicians should not be prevented from obtaining privileges where they wish. Causes of Termination days is standard for termination without cause. Physicians should not have to stay several months or more if they are not satisfied or are uncomfortable Termination with cause is usually for clear offenses. However, physicians will be cautious if the contract states they can be terminated for cause in certain instances at the sole discretion of the corporation. Tail Insurance Big systems usually pick up tail as a matter of course. However, if physicians leave without cause during the contract period, the onus may be on them. What percent of employed physicians believe that hospital employment of doctors is a positive trend? A.92% B.65% C.49% D.38% E.10% Is Employment Here to Stay? Hospital employment of physicians is a positive trend Employed Physicians Practice Owners Agree 49.4% 16.7% Disagree 50.6% 83.3% Source: A Survey of America s Physicians: Practice Patterns and Perspectives. The Physicians Foundation/Merritt Hawkins,

11 A Tip from the Fashion Industry EVERYTHING EVENTUALLY COMES BACK INTO STYLE (AND THEN GOES OUT AGAIN) Practice Recommendations 1. Four factors driving contracts: The physician shortage Facility consolidation Employment Volume-to-value 2. Contracts are designed to shape physician behaviors to meet employer quality/production directives 3. Get all practice metrics hours, duties, noncompetes in writing on the front end Questions Trends and Insights in Family Physician Employment Contract Negotiations Presented by: 11

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