Scope of Service
The contract must comprehensively describe the scope of performance and the population in which the individual would be in charge. However, it offers a brief description of one of the duties, which include on-call responsibilities where the Corporation may necessitate the availability of an NP when the physician is out of town to give emergent patient evaluation and referral. On the other hand, the physician would offer the NP the information necessary to contact him when the physician is away. The scope of services to be performed and population are fundamental constituents of an FNP employment contract. They define the responsibilities and anticipations of the FNP and ensure that the FNP is a good fit for the patient population they serve. In the long run, this can affect the quality of care offered.
Compensation, Bonus, Travel compensation and Millage
The salary rate of the FNP is stated in the contract, which offers clarity and transparency to both parties. However, the need for more specificity concerning the salary rate leaves room for misunderstanding and may lead to disagreements in the future. The contract should specify the exact salary rate amount to avoid misunderstanding. However, the provision for a biweekly paycheck is praiseworthy as it guarantees unvarying and timely payment of the FNP’s salary. Conversely, the contract should specify the exact day the paycheck will be distributed to avoid misunderstandings. Moreover, the bonus structure is subjective and lacks clear criteria for determining suitability. This could lead to disputes and disagreements in the future between the Corporation and the FNP (Buppert, 2020). The contract should thus denote specific metrics and performance criteria for evaluating suitability for bonuses. This will clarify to the FNP what is anticipated of them and what rewards they can expect.
Moreover, the contract outlines that transportation will be the worker’s accountability, which is understandable. However, it should also specify what mode of transportation will be considered satisfactory and the maximum repayment amount for any transportation-related expenses. The provision for the Corporation to arrange transportation when the worker is out of town is praiseworthy. However, the contract should specify who will arrange and pay for the transportation and the compensation process (Buppert, 2020). The expectation for reliable transportation is reasonable, but the contract should elucidate what will happen in unforeseen situations such as a breakdown or accident. The contract does not relate to Millage, an essential facet of the EMP contract.
Termination and Cancellation
The contract lacks any section regarding the cancellation. However, the contract offers clear reasons for termination, which is commendable as it offers clarity for both parties. However, it would be helpful to offer more specific details regarding each reason for termination, such as what institutes a breach of contract or performance issues and what financial considerations of the Corporation may lead to termination. This will aid in averting misunderstandings and disagreements. Providing a 60-day notice period for both parties is rational, as it permits adequate time to transition and adjust to the changes. However, the contract should also postulate what happens if one party fails to offer the required notice period (Buppert, 2020). The provision for mediation to resolve disputes arising from the dissolution of the agreement is commendable, as it offers an alternative to litigation. However, the contract should specify who will be accountable for the cost of mediation and how the mediator will be chosen. The provision for instant termination with a cause in case of legal or material obstacles to patient care is judicious, as it prioritizes patient safety. However, the contract should define what constitutes a legal and material impediment to patient care to circumvent ambiguity.
On Call Responsibilities
As stated earlier, the contract clearly outlines the on-call responsibilities of the NP, which is commendable. It is significant to guarantee that patient care is maintained at all times, and the provision for the physician to be available for telephone consultation is an excellent way to guarantee this. However, describing what constitutes emergent patient assessment and treatment would be helpful to avoid any vagueness. The contract clearly states that the on-call NP should not prescribe prescription medication and that patients should uphold their medications through scheduled appointments. This is a rational procedure as it guarantees that patients get appropriate care and that medications are managed safely (Buppert, 2020). However, the contract should also specify what the NP should do in an emergency necessitating prescription medication, such as contacting the physician and directing the patient to an appropriate emergency facility.
Duration of Employment
The contract stipulates that the duration of the employment is for one year, with an option for renewal for five years after that. This offers job security for the NP and is helpful for both parties, as it allows for continuity of patient care and allows the NP to gain experience and develop relationships with patients. However, it would be helpful to specify the terms and conditions for renewal, such as performance assessments or other criteria, to guarantee that both parties are clear on the expectations for renewal (Nevins & Weisser, 2019). Furthermore, the contract could contemplate renegotiating compensation and benefits upon restitution.
How can the agreement be altered or updated
The contract does not expressively talk about how it can be changed or altered, which is a bad thing. However, it offers ways in which performance evaluation. The performance evaluation section of the contract offers a comprehensive approach to evaluating the NP’s performance in the workplace. Using electronic medical records for evaluation is a practical and operative way to evaluate the NP’s work’s accuracy, completeness, accountability, and compliance with state and federal guidelines (Nevins & Weisser, 2019). The input from co-workers offers a 360-degree interpretation of the NP’s performance, and the self-assessment and creation of an annual plan aid the NP in setting goals for professional growth and development. However, the contract could specify the exact percentage of patient records to be appraised to guarantee consistency and fairness in the evaluation process. Furthermore, the standards for evaluation could be more detailed to guarantee clarity on what is anticipated of the NP in terms of job performance.
Responsibility for Maintaining and Paying for Credentials
The contract has a section on license renewal that clearly states the worker’s accountability to maintain their current Indiana License and to submit a copy of the document before employment. Additionally, it states the significance of not complying with this requirement, which is the instant cessation of salary and benefits until corrections are made. The Corporation’s pledge to pay for Health Professions Bureau fees is also clearly stated, a positive facet of the contract (Nevins & Weisser, 2019). Generally, this section is well-written and offers clear expectations for workers to maintain their licensure and credentialing.
Vacation Time and Benefits
Under the vacation time section, the contract offers a rational amount of vacation time and clear strategies for scheduling and requesting time off. Conversely, it would be beneficial if the contract specified whether unexploited vacation time could be carried over to the following year or if it would be surrendered. Concerning benefits, the contract offers paid time off for certain holidays and reasonable guidelines for requesting personal leave. Conversely, the contract does not mention anything about sick leave, except for a severe illness (Buppert, 2020). It would be helpful for the contract to embrace guidelines for sick leave, including the number of paid sick days allotted per year and whether or not unexploited sick days can be carried over.
Paid ConferencesTime off and Expenses for Continuing Education
The contract does not offer a section that details pad conferences but has a section regarding time off and expenses for continuing education; the FNP contract is limited to the practice of Pain Management. This may be an apprehension for workers who wish to shadow educational prospects outside of the Pain Management speciality. Furthermore, there needs to be a mention of the frequency and availability of educational seminars offered by the Corporation, which may distress the employee’s capability to unceasingly advance their education. The provision for the Corporation to cover expenses for one week of Continuing Medical Education is a positive value for workers. However, whether this is an annual benefit or a one-time offer (Buppert, 2020). The section also does not stipulate the maximum amount the Corporation is willing to cover for expenses associated with Continuing Medical Education.
Restriction on Competition
The non-compete agreement in the contract limits the NP from practising pain management within a 50-mile radius of any of the Corporation’s clinical practice locations for two years following the termination of the contract. Conversely, the NP can continue practising in those areas as long as the percentage of patients seen for pain management does not exceed 10 per cent. Additionally, the clause forbids the NP from coercing or recruiting patients involved in the medical practice of the Corporation and from treating patients seen at the Corporation for two years after the termination of the contract unless otherwise agreed to by the Corporation in writing. While such non-compete agreements are standard in the medical industry, the restrictions in this contract may limit the NP’s ability to find work in their field for a substantial time, which may be a concern for some.
The extent of Support Service to be offered to the NP
The FNP employment contract needs a section on the extent of support services provided to the NP. This is a substantial omission as the NP must clearly understand the resources accessible to them. Support services such as administrative staff, billing and coding assistance, and IT support are indispensable for the effective operation of a medical practice (Buppert, 2020). Without a clear outline of the support services offered, the NP may be left without the resources to perform their job efficiently.
Expectations Regarding the Number of Patients Seen per day and Expectations Regarding Non-Clinical Work to be done by NP
The FNP employment contract is lacking in two crucial areas: expectations concerning the number of patients to be seen per day and anticipations regarding non-clinical work to be done by the NP. These are significant factors in determining workload and job responsibilities and should be clearly defined in the contract to avoid any potential misunderstandings and disputes (Buppert, 2020). It is commended that the contract be revised to include specific expectations in these areas to guarantee clarity and alignment between the NP and the Corporation.
Release to the NP of the NP’s Quality Performance as Measured by Health plan Auditors.
This part of the FNP contract is engrossed in providing an annual evaluation of the NP’s performance in the workplace. The evaluation is directed by reviewing a sample of patient electronic medical records for accuracy, completeness, accountability, and compliance with applicable state and federal guidelines regarding prescriptive subjects (Buppert, 2020). While this method is helpful in classifying areas for improvement, it may not accurately reflect the NP’s overall performance. Furthermore, the section does not specify the criteria and standards the health plan auditors will utilize to evaluate the NP’s quality performance.
References
Buppert, C. (2020). Nurse practitioner’s business practice and legal guide. Jones & Bartlett Learning.
Nevins, A., & Weisser, P. (2019). Closest conjunct agreement. Annual Review of Linguistics, 5, 219-241.
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