• Skip to primary navigation
  • Skip to main content
  • Skip to primary sidebar
  • Skip to footer
HSG Advisors

HSG Advisors

Building High-Performing Physician Networks

MENUMENU
  • Home
  • About HSG
    • About HSG
      • Shared Vision
      • Leadership Team
    • Careers
  • Healthcare Consulting
    • Physician Strategy
      • Health System Strategic Plans
      • Employed Physician Network Strategy
      • Physician Growth Strategy
      • Shared Vision and Culture Development
      • Physician Manpower Plans
      • Service Line Strategy
      • Physician Co-Management
    • Physician Leadership
      • Shared Vision and Culture Development
      • Physician Burnout
      • Physician Governance and Leadership
    • Performance Improvement
      • Network Performance Improvement
      • Performance Improvement Implementation
      • Network Revenue Cycle
      • Practice Care Model Transformation
      • Practice Acquisitions
      • Advanced Practice Provider (APP) Utilization
      • Virtual Health
    • Network Integrity
      • Patient Share of Care
      • Patient Flow
      • Provider Service Location Analysis
      • Market Insight
      • Physician Network Intelligence
    • Physician Compensation
      • Compensation Plan Design
      • Fair Market Value and Commercial Reasonableness Opinions
      • Advanced Practice Provider (APP) Compensation
      • Medicare Physician Fee Schedule
  • Thought Leadership
  • Contact Us
  • Medicare Changes
  • Client Log-In
Client Log-In LinkedIn LinkedIn

Contact Us

Push Coordinated Cancer Care through Co-Management

July 13, 2013 by HSG

One of health reform’s goals is to change the way health care is delivered in America. Rather than treating patients in silos, health reform initiatives encourage providers to work together. Cancer care is an excellent example of the need for a team approach to care. Because it can involve many silos – medical oncology, radiation oncology, surgery, radiology/imaging, pathology, clinical trials, home health, hospice – the American Society of Clinical Oncology (ASCO) and the American College of Surgeons Commission on Cancer (ACS/CoC) have long promoted a multidisciplinary team approach.

Understanding Co-Management Agreements
How do you transition coordinated cancer care from a buzzword to a reality? A good place to start is with a “co-management agreement” – a formal contractual relationship whereby a hospital contracts with a group of physicians to help manage a service line. The intent is to align hospital and physician goals to improve quality and reduce costs.

From a compensation perspective, co-management agreements consist of two components:

  1. Base fee built on hourly rates and physician time devoted directly to managing the service line, and
  2. Incentive fee tied to quality, customer service, programmatic milestones and efficiency goals.

Base fees are fairly standard, typically $125-$200 per hour. It’s the incentive fee that can be tailored to promote coordinated care and other program goals. The flowchart below offers general objectives to keep in mind when developing incentive fees for oncology service line co-management agreements:

incentive_fee_objectives_full

Eight Steps to Developing Incentive Fees That Get Results

  1. Determine your vision for your program.
  2. Decide what you want to accomplish in the short term and long term.
  3. Involve physicians from the beginning of the process all the way through selection of the metrics and targets.
  4. Select metrics that incentivize physicians to help you meet your immediate goals and simultaneously make it possible to achieve the long-term vision.
  5. Keep it simple. Select less than 10 (the ideal is five to seven) metrics for your incentive component.
  6. If possible, at least half of the metrics should be recognized by the National Quality Forum (NQF) and authored/sponsored by organizations such as ASCO and ACS/CoC and should be based on achieving or exceeding national benchmarks.
  7. All targets should be “stretch” goals, reasonably attainable but not “layups” for the doctors. If reaching national benchmarks isn’t reasonable or enough of a stretch, develop incentives that reward significant improvement over historical/ baseline performance.
  8. Keep your eyes on the prize: the impact that reaching the cancer program’s shared vision will have on the physicians’ professional reputations, the program’s success, and the lives of the people you serve.

Category iconArticles,  Physician Strategy Tag iconCancer,  Co-Management,  co-management agreement,  Co-Management Agreements,  Co-Management Contract,  Co-Management Contracts,  Oncology,  Service Line Planning

Primary Sidebar

Neal Barker
Neal D. Barker

(502) 814-1189 nbarker@hsgadvisors.com

Receive Physician Strategy News

  • This field is for validation purposes and should be left unchanged.

Recent Thought Leadership

  • Ease Workforce Shortages, Burnout, and Employed Physician Transition Woes
  • AP News – HSG, National Healthcare Consulting Firm, Expands Interim Management Service
  • Health System Medical Staff Development Planning: Improving Access, Building Provider Capabilities, and Facilitating Strategic Growth
  • Service Line Growth and Patient Leakage Reduction
  • Interim Practice Management

Insights for Confident Leaders

Sign Up for HSG's Physician Strategy News™ and Notifications on New Thought Leadership
  • This field is for validation purposes and should be left unchanged.

Footer

9850 Von Allmen Court
Suite 201
Louisville, Kentucky 40241

(502) 814-1180

info@HSGadvisors.com

  • Physician Strategy
  • Physician Leadership
  • Performance Improvement
  • Network Integrity
  • Physician Compensation
  • About HSG
  • Purchase HSG’s Book
  • Leadership Team
  • Careers at HSG
  • Thought Leadership
  • Privacy Policy

Take HSG’s Physician Network Evaluation Survey
Get Started Here

  • LinkedIn
  • Vimeo

© 2022 HSG Advisors. Website managed by SiteCare.com