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Articles by Our Attorneys

Independent Practice Authority for Delaware Physician Associates 

August 4, 2026 by Andrew R. Silverman, Esq. Leave a Comment

This article is part of a series on Delaware’s new Physician Associate Act. Start with Delaware’s New Physician Associate Act: What Changed and Who It Affects. 

A physician associate who has practiced in Delaware for several years and is considering what comes next now has an option that did not exist a year ago. House Bill 325, signed May 12, 2026, permits a physician associate with sufficient clinical experience to seek authority to practice without a collaborating physician. 

The question that follows is a practical one: who qualifies, how does the application work, and what does the authority actually change? The threshold is specific, the application runs through a body most physician associates have never dealt with, and the authority does somewhat less than the coverage of the new law suggests. 

Collaboration remains the default 

Except in a medical emergency or as otherwise provided, a physician associate may not perform any medical act without a collaborative agreement, and nothing in the chapter authorizes a physician associate with fewer than 6,000 post-graduate clinical hours to practice independent of a collaborating physician. (24 Del. C. § 1772.) 

There are exactly three exceptions. 

  1. Independent practice authority, discussed below. We refer to it throughout as “independent practice authority” or “IPA.” 
  1. Uncompensated volunteer or charitable care, which may be rendered without a collaborating physician, or with such collaborating physicians as are available. (24 Del. C. § 1774E.) 
  1. A medical emergency. 

That is the complete list. Seniority alone does not qualify a physician associate to practice independently, and neither does an employer’s willingness to operate without oversight. 

What independent practice authority requires 

More than 6,000 post-graduate clinical practice hours. Below that threshold, independent practice is expressly unauthorized and there is no discretionary waiver. For a physician associate practicing full time, the threshold generally arrives somewhere around the three-to-four-year mark, although part-time and intermittent practice will extend that considerably. 

An application to the Regulatory Council for Physician Associates. A qualifying physician associate who intends to practice without a collaborative agreement must apply, and the Council verifies the hours. 

One of two application tracks. Which track applies matters more than it initially appears. 

  1. Practice in a setting with at least one licensed Delaware physician in the group, practice, or health system. 
  1. Practice in a setting without such a physician. This track additionally requires proof that the physician associate has had training which aligns to the physician associate’s practice areas. 

Both forms require the physician associate’s name, license number, practice location, contact information, primary practice area, and proof of the required hours. In addition, a physician associate who later changes practice areas must notify the Council beforehand, again with proof of aligned training. 

The second track is the one that matters for a physician associate planning a solo practice or a practice without a physician in the group, and it carries the additional documentary burden. 

When applications can be filed 

House Bill 325 was signed on May 12, 2026. Although the Act carries a May 12, 2026 effective date, the new independent-practice framework is not fully operational until the earlier of Board approval of implementing regulations or May 12, 2027. 

Those regulations have not been adopted as of the date of this article. Thus, the application forms described in the statute do not yet exist in usable form and no physician associate can presently file. The outside date is May 12, 2027, though the regulations may issue sooner. 

What independent practice authority does not do 

  • It does not end the duty to consult and refer. Every physician associate, whether or not he or she holds independent practice authority, must collaborate with, consult with, and refer to the appropriate member of the healthcare team as indicated by the patient’s condition and by the physician associate’s own education, experience, and competencies. Independent practice authority removes the collaborative agreement; it does not remove the underlying obligation of clinical judgment, and it does not alter the standard of care. 
  • It does not displace the license. A physician associate’s authority flows entirely from the Chapter 17 license. Treating a Delaware patient constitutes practice “in this State,” and unlicensed practice as a physician associate is a criminal offense carrying a fine of $500 to $2,000, imprisonment of up to one year, or both. (24 Del. C. § 1774B.) This is most easily overlooked by physician associates practicing remotely, who may assume that their physical location governs. It does not. 
  • It does not by itself authorize a physician associate to own or operate a practice. Ownership of a practice entity and authority to practice independently are related but distinct questions, and Section 1772 contains a provision concerning the maintenance or management of a practice location that reaches physician associates who have not obtained independent practice authority. A physician associate planning to practice through his or her own limited liability company should review that provision before forming anything, and we address it in detail in the telehealth and entity structure article. 

A note for physician associates re-entering practice 

A physician associate returning after more than three years away from practice, including one who was practicing in another United States jurisdiction, may be subject to Board-imposed re-entry conditions. Those conditions may include requiring the collaborating physician to be physically on site while the physician associate is practicing. (24 Del. C. § 1774D.) 

An on-site requirement will foreclose remote practice for as long as it remains in force. A physician associate planning a telehealth practice after time away from Delaware should therefore resolve this question before building a practice model around remote delivery. 

What can be done while the regulations are pending 

Although no application can be filed today, the preparatory work is entirely documentary and can begin immediately. 

  1. Assemble documentation of clinical hours. Verification is the Council’s responsibility, but assembly is the applicant’s, and reconstructing several years of clinical hours after the fact is considerably more difficult than exporting the records while system access to a current or former employer remains available. Physician associates who have changed positions more than once should begin here. 
  1. Map training records to intended practice areas. For a physician associate who plans to practice in a setting with no Delaware physician in the group, the aligned-training requirement is, on the statutory language, the item most likely to delay an application. Continuing education certificates, specialty training records, and procedure logs are all more easily gathered now than under a filing deadline. 
  1. Consider the practice area designation carefully. Because a later change in practice areas requires advance notice to the Council together with fresh proof of aligned training, the designation on the initial application is not a formality. 

TIP: If a change in employment is contemplated in the next year, gather the hour documentation before giving notice. Former employers are generally cooperative, but requests made after a departure move more slowly than requests made before one. 

Conclusion 

The qualifying threshold is hours, the gatekeeper is the Regulatory Council, and the preparation is documentary, which means it can be substantially completed before the application process opens. 

Physician associates considering independent practice, and particularly those contemplating a practice with no physician in the group, are advised to review both their documentation and their intended practice structure with counsel before the regulations issue, because the entity and licensure questions are more closely connected than they first appear. 

Also in this series: [Telehealth, Limited Liability Companies, and Independent Practice] and, for employers, [how the four-physician-associate collaboration cap works]. 


Andy Silverman is a partner in the Business Department at MacElree Harvey, Ltd. He advises medical practices and providers on business structure and governance, equity and physician compensation arrangements, employment agreements, private equity and M&A transactions, and regulatory and tax matters. Admitted in both Delaware and Pennsylvania, he holds an LL.M. in Taxation from Villanova University School of Law and is a member of the American Health Law Association. 

This article reflects Delaware law as of August 4, 2026. The Regulatory Council’s implementing regulations had not been adopted as of publication. 

This article is for general informational purposes and does not constitute legal advice or create an attorney-client relationship. Attorney advertising. 

Filed Under: Articles by Our Attorneys Tagged With: Andrew R. Silverman, Andrew Silverman

Telehealth, Limited Liability Companies, and Independent Practice: A Structural Guide for Delaware Physician Associates 

August 4, 2026 by Andrew R. Silverman, Esq. Leave a Comment

This article is part of a series on Delaware’s new Physician Associate Act. Start with Delaware’s New Physician Associate Act: What Changed and Who It Affects. 

A growing number of physician associates deliver care remotely through an entity they own, contracting with a collaborating physician rather than working as that physician’s employee. It is an efficient structure, and Delaware’s House Bill 325, signed May 12, 2026, changes what it can look like. 

Three questions drive the analysis. Does the collaboration cap follow a physician associate into telehealth? What does Delaware’s general telehealth statute require on top of the Physician Associate Act? And may a physician associate actually own the entity through which he or she practices? 

The short answers are yes, a good deal, and probably. The details are where the structuring occurs. 

Telehealth is within scope, and collaboration may be electronic 

The Act lists among a physician associate’s authorized medical acts the use of telemedicine and the use of and participation in telehealth, and a physician associate may be designated a primary care provider by an insurer. (24 Del. C. § 1773.) 

The collaboration rules were drafted to work remotely. Constant physical presence of the collaborating physician is not required on site, provided that the collaborating physician is readily accessible by some form of electronic communication. (24 Del. C. § 1770A.) Where the physician is not routinely present, adequate means and methods may include telecommunication, chart review, or other methods of communication and oversight. (24 Del. C. § 1771.) 

One limitation survives all of this. The collaborating physician may not be involved in patient care in name only and must be involved in active patient care on a regular basis. A collaborating physician who signs an agreement, collects a monthly fee, and never opens a chart is therefore not a compliance structure; that arrangement places the physician’s license at risk and, by extension, the continuity of the practice that depends on it. 

The cap applies to remote practice, but its exception does not 

The four-physician-associate concurrent cap applies to remote practice unchanged. A collaborating physician may not collaborate with more than four physician associates at any given time. (24 Del. C. § 1771.) 

The cap’s exception, however, is tied to physicians and physician associates practicing in the same “physical office or facility building,” and a distributed remote arrangement across multiple locations does not satisfy that language. 

The result is somewhat counterintuitive. A telehealth practice has fewer compliance options than a brick-and-mortar practice, not more, because the exception most readily available to a physical clinic is simply unavailable to it. What remains is scheduling discipline, the addition of collaborating physicians, the use of physician associates holding independent practice authority, and an application to the Board for an exemption. 

Telehealth rules apply in addition to the Physician Associate Act 

Because physician associates are licensed by the Board of Medical Licensure and Discipline, they are authorized to deliver telehealth subject to the provisions of Delaware’s general telehealth statute. (24 Del. C. ch. 60.) That chapter imposes requirements entirely independent of the collaboration rules. 

  • A provider-patient relationship, which may be established in person or by telehealth, including verification of the patient’s location, disclosure of the provider’s identity and credentials, informed consent, a diagnosis by acceptable medical practices, a discussion of options, follow-up coverage, and a written visit summary. (§ 6003.) 
  • The same standard of care as in-person treatment. Treatment is held to in-person standards, and prescribing based solely upon an internet questionnaire or consultation is prohibited. (§ 6003.) 
  • An approved modality before diagnosis or treatment, meaning an in-person examination, another Delaware-licensed provider present at the originating site, diagnosis by audio or visual communication, or compliance with professional-society telemedicine guidelines, together with complete recordkeeping. (§ 6004.) 

The statutory definitions of “telehealth” and “telemedicine” are broad, reaching real-time two-way audio-visual communication, audio-only communication where broadband is unavailable, and store-and-forward transfer. That last category is worth noting for image-based specialties such as dermatology, where the asynchronous workflow is generally the practice model rather than a fallback. 

The patient’s location governs, not the provider’s 

This point is frequently misunderstood and it is worth stating directly. Delaware keys telehealth authorization to the Delaware license and to the patient’s location and not to where the provider happens to be. 

The statutory definitions confirm it. An “originating site,” meaning the patient’s location, “means a site in Delaware.” A “distant site,” meaning the provider’s location, “means a site at which a health-care provider legally allowed to practice in Delaware is located,” and carries no Delaware-location requirement. (24 Del. C. § 6001.) The operative trigger is verification of the patient’s location. 

Two consequences follow. 

  1. Delaware’s interstate telehealth registration is not the pathway for a Delaware-licensed physician associate. That registration exists for providers licensed in a state that has not adopted an interstate compact and who are not otherwise licensed in Delaware. A physician associate who already holds a Delaware license practices under the license authorization instead. 
  1. Delaware law does not resolve the requirements of the provider’s home state. Chapter 60 governs the Delaware side only. It does not require a physician associate to be licensed where he or she physically sits, and it does not speak to that state’s law. Whether the state in which the provider is located independently regulates practice originating there is a separate, state-by-state question that Delaware law does not answer, and it should be cleared for every provider in every state from which that provider works. In our experience, this is the most common gap in otherwise well-constructed remote practices. 

May a physician associate own the practice entity? 

For a physician associate forming a limited liability company and contracting with a collaborating physician, this is the threshold question. The answer is a qualified yes, subject to one significant limitation and several open items. 

Entity eligibility is not the obstacle 

The statute defines a physician associate as an individual who “is licensed under this chapter to practice medicine as a physician associate.” (24 Del. C. § 1770A.) That satisfies the predicate in Delaware’s Professional Service Corporation Act, which extends eligibility to persons “duly licensed or otherwise legally authorized to render the same professional service.” (8 Del. C. §§ 603, 605.) Because the Act’s test is licensure or other legal authorization to render the service, rather than possession of a full physician’s certificate, a physician associate qualifies. 

Delaware does not mandate a professional entity and has no professional LLC statute 

The professional corporation regime is an optional overlay rather than the exclusive path, and Delaware has no separate professional limited liability company act. Professional services may accordingly be delivered through an ordinary limited liability company formed under the general Limited Liability Company Act. (6 Del. C. ch. 18.) 

Physician associates coming from states that have a professional limited liability company form are often misled by the terminology. In Delaware, professional restrictions on ownership and transfer are written into the operating agreement by contract rather than supplied by the entity form itself. That is more flexible, but it also means that nothing protects the owners by default. 

If a professional corporation is used, all owners must render the same professional service 

Where a physician associate elects the professional corporation form, the same-profession ownership limitation applies. Every shareholder must be an individual duly licensed or otherwise legally authorized to render the same professional service, and the only multi-profession combination the Act permits is the practice of medicine together with the practice of podiatry. (8 Del. C. §§ 603, 610.) 

The consequence is direct. A physician associate and a collaborating physician cannot co-own a Delaware medical professional corporation. For any arrangement contemplating shared equity between a physician associate and the collaborating physician, that limitation alone generally settles the entity choice in favor of the limited liability company. 

The limitation to watch 

Under 24 Del. C. § 1772(a), a physician associate “may not maintain or manage a location that does not have oversight by the physician associate’s collaborating physician.” 

Read against a physician-associate-owned practice entity, the implication is immediate. A physician associate who owns the limited liability company but does not hold independent practice authority must have collaborating-physician oversight of that location. House Bill 325 did not repeal the provision; it carved out around it, exempting a physician associate granted independent practice authority from the section entirely. (24 Del. C. § 1772(i).) 

For that reason, entity ownership and independent practice authority are not separate questions. For a physician-associate-owned practice, independent practice authority is not merely a convenience that eliminates a collaborative agreement. It is what removes the maintain-or-manage limitation on the practice location itself, and the two should be sequenced accordingly. 

TIP: Where the 6,000-hour threshold is still some distance away, the practical structure is generally to form the entity now and to build genuine collaborating-physician oversight of the location into the collaboration agreement, rather than to defer formation. The entity can then continue unchanged once independent practice authority issues. 

Ownership is not authority 

Finally, and importantly, owning the entity does not authorize independent practice. The collaboration requirement runs to a physician associate’s clinical acts rather than to the ownership of the practice. A physician associate who forms an entity while still short of the 6,000-hour threshold has organized a business, not expanded a license. 

Open items to consider before committing capital 

Several questions in this area remain genuinely unresolved, and a physician associate building a practice around this structure should understand them at the outset. 

  • Corporate practice of medicine. Delaware has no clear position. No statute, reported decision, Board regulation, or Attorney General opinion squarely addresses whether an entity may employ physicians or physician associates to render medical services. The conclusion above therefore rests substantially on the absence of a prohibition rather than on affirmative authority, which is a materially weaker foundation even if it is the correct reading. (At least one commercial source in circulation asserts that Delaware enforces corporate practice restrictions through the Professional Service Corporation Act. That appears to be an over-reading, since the chapter binds only those entities that elect to organize under it.) 
  • Payor credentialing. Whether commercial payors will credential a physician-associate-owned entity in Delaware is not documented. The statute now provides that physician associates must be authorized to bill for and receive direct payment for the medically necessary services they deliver, and that no insurance company or third-party payer may impose a practice, education, or collaboration requirement inconsistent with or more restrictive than state law. Whether payor operations have caught up to those provisions is a separate question, and a statute only months old has likely not yet resolved it in practice. 
  • Delaware Medicaid. Published Delaware Medicaid materials appear to condition billing for physician associate services on the individual being in an enrolled practitioner’s or enrolled group’s employ, and those materials predate House Bill 325. The current posture should be confirmed with the Division of Medicaid and Medical Assistance directly rather than taken from the published manual. For a physician-associate-owned entity with meaningful Medicaid volume, this is a threshold question of viability rather than a detail. 
  • Federal law operates independently. Compensation flowing from a physician-associate-owned entity to a collaborating physician implicates the federal Anti-Kickback Statute and its personal services safe harbor, and where that physician also refers into the entity, the Stark Law is implicated as well. None of this was affected by House Bill 325, and all of it can defeat an arrangement that is entirely lawful as a matter of Delaware entity law. 

Conclusion 

A Delaware physician associate may very likely own the entity through which he or she practices, and a limited liability company formed under the general Limited Liability Company Act is ordinarily the appropriate form rather than a professional corporation. Independent practice authority is what removes the limitation on maintaining or managing the practice location, and it should therefore be sequenced ahead of the entity build rather than treated as a later upgrade. The four-physician-associate cap follows the practice into telehealth without the same-building exception that assists physical clinics. And the unresolved risk in this structure sits in payor credentialing and federal compensation analysis rather than in Delaware entity law. 

For a physician associate building this kind of practice, the order of operations matters at least as much as the entity documents. We generally recommend confirming the hours, identifying the applicable application track, testing payor credentialing early, and structuring the collaborating physician’s compensation against the federal safe harbors before any agreement is signed. 

Also in this series: [the overview], [how the four-physician-associate collaboration cap works](#), and [independent practice authority eligibility and application]. 

Andy Silverman is a partner in the Business Department at MacElree Harvey, Ltd. He advises medical practices and providers on business structure and governance, equity and physician compensation arrangements, employment agreements, private equity and M&A transactions, and regulatory and tax matters. Admitted in both Delaware and Pennsylvania, he holds an LL.M. in Taxation from Villanova University School of Law and is a member of the American Health Law Association. 

This article reflects Delaware law as of August 4, 2026. The Regulatory Council’s implementing regulations had not been adopted as of publication. 

This article is for general informational purposes and does not constitute legal advice or create an attorney-client relationship. Attorney advertising.

Filed Under: Articles by Our Attorneys Tagged With: Andrew R. Silverman, Andrew Silverman

How Delaware’s Four-Physician-Associate Collaboration Cap Works 

August 4, 2026 by Andrew R. Silverman, Esq. Leave a Comment

This article is part of a series on Delaware’s new Physician Associate Act. Start with Delaware’s New Physician Associate Act: What Changed and Who It Affects. 

A practice that wants to add clinical capacity by hiring physician associates will, sooner or later, run into a numerical limit on how many of them a single physician may collaborate with. Delaware’s House Bill 325, signed May 12, 2026, gave experienced physician associates a path to independent practice and drew most of the attention this year, but it did not change that limit. 

For practices, then, the operative question is not what the new law permits. It is how the existing cap is counted, what falls outside it, and who bears the consequence when it is exceeded. 

How the cap is counted 

Under 24 Del. C. § 1771, a collaborating physician may not, at any given time, collaborate with more than four active physician associates unless the Board of Medical Licensure and Discipline increases or decreases that number by regulation. 

The Board’s regulation clarifies that this is a concurrent, point-in-time limit rather than a limit on the number of relationships a physician may have. A physician “is only restricted to 4 physician[] assistants during 1 shift or while performing clinical work” and “may enter into collaborative agreements with more than 4,” provided that no more than four collaborate at once. (24 DE Admin. Code 1700-13.0.) 

That distinction is where compliance problems tend to arise, because practices generally count signed agreements while the statute counts simultaneous coverage. A group with six collaborative agreements on file and never more than four physician associates on a given shift is compliant. A group with four agreements and a Saturday on which all four overlap with a fifth physician associate covering under an informal arrangement is not. 

Who bears the risk 

It is worth noting where the exposure sits. A physician who collaborates in violation of the cap is subject to discipline by the Board for permitting the unauthorized practice of medicine. 

That characterization follows a physician through credentialing, payor contracting, and licensure renewal. Thus, while the practice absorbs the operational disruption of a coverage failure, the physician absorbs the professional consequence, which is a reason to treat the cap as a governance matter rather than a scheduling matter. 

What the cap does not reach 

Three categories fall outside the four-physician-associate limit. 

  1. Shared physical space. The cap does not apply to physicians and physician associates practicing in the same physical office or facility building, an emergency department being the statute’s own example, so long as there is active physician coverage. This is the broadest exception available to a brick-and-mortar practice, and it is worth confirming that the coverage in question is genuinely active rather than nominal. 
  1. Nurse practitioners. Delaware advanced practice registered nurses are independent licensed practitioners under the exclusive licensure authority of the Board of Nursing. There is no collaborating-physician requirement, no ratio, and no cap; consultation is required only “as appropriate,” and an advanced practice registered nurse is held to no lesser standard of care than a physician. (24 Del. C. §§ 1902, 1935.) Where the constraint a practice is actually solving for is clinical capacity rather than physician associate capacity specifically, nurse practitioners may be the more direct path. 
  1. Physician associates holding independent practice authority, probably. The cap counts physician associates a physician “collaborate[s] with,” and a physician associate holding independent practice authority has no collaborative agreement by definition. The statutory text therefore indicates that such physician associates fall outside the four. 

That last reading is textually sound based on the language of the statute but has not been confirmed. The Board’s regulation predates the independent practice authority amendments, offers no guidance on a roster combining collaborating and independent physician associates, and no Board interpretation has surfaced. Before adopting a staffing model that depends on the point, a practice would be well advised to seek written confirmation from the Board, because the consequence of being wrong is a disciplinary finding against its physicians. 

Options for expanding physician associate capacity 

Several compliant approaches are available, and most practices have more room than they realize. 

  • Stagger schedules so that no physician collaborates with more than four physician associates at once. This is the least expensive option and the one most often overlooked, because the cap is generally read as a headcount problem when it is in fact a calendar problem. 
  • Obviously, adding collaborating physicians would allow for an additional four-physician-associate allotment. 
  • Use the same-building exception where a physician is on site with active coverage. 
  • Prioritize physician associates who will qualify for independent practice authority, subject to the caveat above. 
  • Seek a Board exemption. The Board may increase the number upon a written application showing good cause, decided case by case, with the physician bearing the burden of demonstrating no danger to the public health, safety, or welfare. 
  • Maintain genuine collaboration. The collaborating physician “may not be involved in patient care in name only and must be involved in active patient care on a regular basis,” with defined scope, access, and performance-evaluation processes. A collaborating physician in name only will not survive scrutiny, and again, the risk attaches to the physician. 

TIP: Because the cap is measured at a point in time, the most useful compliance document is not the roster of collaborative agreements but the schedule. A practice that can produce a shift-by-shift record showing that no physician exceeded four concurrent collaborations is in a substantially better position than one that can produce only its agreements. 

Planning for physician associate departures 

There is a second-order effect of the new law that practices may want to consider now rather than later. 

A physician associate with more than 6,000 post-graduate clinical hours, which is roughly three to four years of full-time practice, will shortly be able to apply to practice independently. Until May of this year, that was not a realistic option in Delaware. Independent practice authority therefore gives a practice’s most experienced physician associates an alternative they did not previously have, and the physician associates most likely to pursue it are generally the ones a practice would least like to lose. 

Three steps are worth taking while the regulations remain pending. 

  1. Identify which physician associates are at or approaching the 6,000-hour threshold. Most practices do not track this, because until recently there was no reason to. 
  1. Revisit compensation, autonomy, and partnership-track arrangements for that group specifically. A physician associate weighing independence is comparing the practice’s offer against a business plan rather than against another employer’s salary range. 
  1. Review notice provisions and post-employment terms in physician associate agreements, ideally before the regulations issue rather than after. 

Conclusion 

The cap is measured at a point in time rather than by agreements on file; the disciplinary exposure runs to the collaborating physician rather than to the practice entity; and several categories of clinician, including nurse practitioners and probably physician associates holding independent practice authority, fall outside the limit altogether. 

Practices that have not recently audited their collaboration coverage against a schedule, rather than against a personnel roster, are advised to do so, and to confirm any assumptions about independent practice authority with the Board before building them into a staffing plan. 

Also in this series: [Independent Practice Authority for Delaware Physician Associates] and [Telehealth, Limited Liability Companies, and Independent Practice] 

Andy Silverman is a partner in the Business Department at MacElree Harvey, Ltd. He advises medical practices and providers on business structure and governance, equity and physician compensation arrangements, employment agreements, private equity and M&A transactions, and regulatory and tax matters. Admitted in both Delaware and Pennsylvania, he holds an LL.M. in Taxation from Villanova University School of Law and is a member of the American Health Law Association. 

This article reflects Delaware law as of August 4, 2026. The Regulatory Council’s implementing regulations had not been adopted as of publication. 

This article is for general informational purposes and does not constitute legal advice or create an attorney-client relationship. Attorney advertising. 

Filed Under: Articles by Our Attorneys

Mediation at MacElree Harvey: A Faster, More Effective Path to Resolution

August 4, 2026 by Lou Mincarelli Leave a Comment

Over the past month, Attorneys John F. McKenna and Lou A. Mincarelli have successfully mediated four civil matters as part of their mediation and arbitration practice (MH/MA) at MacElree Harvey. 

Their recent successes highlight the many advantages mediation offers individuals and businesses seeking efficient, practical solutions to legal disputes:

Save Time, Money, and Headaches

For many parties, mediation provides a welcome alternative to lengthy and expensive litigation.

  • Lower costs: Mediation can significantly reduce legal expenses compared to drawn-out court proceedings.
  • Faster results: Rather than waiting months or even years for a trial date, mediation can often resolve disputes in a matter of days.
  • Less stress: Mediation takes place in a more relaxed and collaborative environment, avoiding much of the formality and pressure associated with courtroom litigation.

The Parties Set the Tone

Unlike traditional litigation, mediation places decision-making power in the hands of the people directly involved in the dispute.

  • Clients are empowered: The parties retain control over the outcome, making the final decision themselves rather than leaving it to a judge or jury.
  • Private and confidential: Mediation proceedings can remain confidential and outside the public court record.
  • Better communication: A neutral mediator facilitates productive discussions, helping participants communicate effectively in a calm and professional setting.

Effective Results That Last

Mediation often produces outcomes that are both creative and durable.

  • Creative solutions: Parties can develop customized agreements that may not be available through the court system.
  • Better follow-through: Because mediation agreements are reached collaboratively, participants are often more likely to honor their commitments.
  • Preserving relationships: By encouraging cooperation and mutual understanding, mediation can help prevent lingering resentment and preserve important personal and business relationships.

Why Consider Mediation?

Mediation provides parties with a meaningful opportunity to resolve disputes efficiently, privately, and on their own terms. With the guidance of experienced mediators, individuals and businesses can evaluate their options, address their concerns, and work toward solutions that are practical and sustainable.

To learn more about mediation and arbitration (MH/MA) services at MacElree Harvey, contact John F. McKenna or Lou A. Mincarelli, or visit macelree.com/contact-us.

Filed Under: Articles by Our Attorneys

Employment Law Update July 2026

July 29, 2026 by Jeffrey P. Burke, Esq. Leave a Comment

Artificial Intelligence in the Workplace: Three Areas Employers Should Be Watching

Artificial intelligence is no longer a futuristic concept confined to Silicon Valley. Today, employers of all sizes are deploying AI-powered tools to recruit talent, evaluate employee performance, manage productivity, and streamline human resources functions. These technologies offer significant efficiencies, but they also introduce new legal risks that employers cannot afford to ignore.

While AI has the potential to improve workplace decision-making, it does not alter an employer’s legal obligations under federal, state, and local employment laws. In fact, regulators and courts are increasingly emphasizing that employers remain accountable for decisions made with the assistance of AI. As adoption accelerates, three areas are likely to dominate employment law over the next several years.

1. AI in Hiring: Increased Scrutiny of Employment Decisions

Hiring is perhaps the area where AI has gained the greatest traction. Employers increasingly rely on software to screen resumes, rank applicants, analyze interview responses, and predict candidate success. Properly implemented, these tools can improve consistency and reduce administrative burdens. However, they also present significant legal challenges.

An AI system is only as reliable as the data on which it is trained. If historical hiring decisions reflect unconscious bias or fail to account for protected characteristics, an AI model may inadvertently replicate those patterns. Even absent discriminatory intent, employers may face disparate impact claims if an AI-assisted hiring process disproportionately excludes applicants based on race, sex, age, disability, or another protected characteristic.

Employers should remember that delegating hiring decisions to a software vendor does not transfer legal responsibility. If an employer relies on an AI recommendation in making an employment decision, that employer will likely remain responsible for ensuring the decision complies with applicable anti-discrimination laws.

To reduce risk, employers should conduct due diligence before implementing AI hiring tools. That includes understanding how a system evaluates candidates, requesting documentation regarding bias testing and validation, periodically auditing outcomes for disparate impacts, and maintaining meaningful human oversight throughout the hiring process. AI should inform employment decisions – not replace independent judgment.

2. AI-Powered Employee Monitoring and Performance Management

Artificial intelligence is also transforming how employers evaluate employee performance. Modern workplace technologies can analyze productivity metrics, review electronic communications, summarize meetings, monitor computer usage, and identify performance trends

in real time. These capabilities can provide valuable management insights, but they also create new legal considerations.

Employers have long monitored workplace activity, but AI enables monitoring at a scale and level of sophistication previously unavailable. The more expansive the monitoring, the greater the likelihood of challenges involving employee privacy, retaliation, disability accommodations, and protected workplace activity.

For example, an AI system that automatically flags employees for low productivity may fail to account for approved medical accommodations, protected leave, or other legitimate explanations for reduced output. Similarly, automated disciplinary recommendations may overlook important context that a human supervisor would recognize immediately.

From a litigation perspective, employers should be particularly cautious about allowing AI-generated performance scores or disciplinary recommendations to become the sole basis for adverse employment actions. Plaintiffs will undoubtedly argue that employers abdicated their responsibility by blindly following algorithmic recommendations without conducting an individualized assessment.

Best practices include maintaining transparency regarding monitoring practices where appropriate, establishing clear internal policies governing AI use, documenting management’s independent review of AI-generated information, and ensuring supervisors understand that AI is a decision-support tool – not the final decision-maker.

3. Wage and Hour Compliance in an AI-Driven Workplace

Artificial intelligence is also changing how employers manage scheduling, timekeeping, and workforce allocation. AI systems can optimize employee schedules, forecast staffing needs, monitor productivity, approve overtime, and identify attendance patterns with remarkable efficiency. These same systems, however, can generate significant wage and hour exposure if not carefully managed.

For example, productivity-monitoring software may reveal that employees routinely perform work before clocking in, continue responding to emails after scheduled hours, or work through unpaid meal periods. While AI can help identify these issues, it also creates detailed electronic records that may later become evidence in wage and hour litigation if employers fail to address them.

Likewise, automated scheduling systems should be monitored to ensure they comply with applicable federal, state, and local laws regarding overtime, meal and rest periods, predictive scheduling requirements, and employee classification.

Employers should view AI as a compliance tool rather than merely an operational tool. Regular audits of AI-generated workforce data may help identify wage and hour risks before they develop into costly class or collective actions. HR, payroll, legal, and operations personnel should work collaboratively to ensure that AI-generated recommendations remain consistent with applicable employment laws and company policies.

Looking Ahead

Artificial intelligence will undoubtedly become a permanent feature of the modern workplace. Employers that embrace these technologies thoughtfully stand to benefit from increased efficiency, improved consistency, and more informed decision-making. Those benefits, however, come with corresponding legal responsibilities.

The most successful organizations will not be those that simply adopt AI the fastest, but those that implement it responsibly. That means conducting careful vendor due diligence, regularly auditing AI systems for legal compliance, maintaining robust human oversight, and documenting employment decisions independent of algorithmic recommendations.

Employment law has always adapted to new workplace technologies. Artificial intelligence represents the next evolution. Employers that proactively establish sound governance today will be better positioned to minimize litigation risk while realizing the substantial benefits AI has to offer.

Filed Under: Articles by Our Attorneys Tagged With: Jeffrey Burke

Can My Child Choose Which Parent They Want to Live With in Pennsylvania?

July 28, 2026 by Michael C. Rovito, Esq. Leave a Comment

Author: Michael C. Rovito, Esq.

It’s one of the most common questions I hear from parents, and the answer surprises many people: in Pennsylvania, there is no “magic age.” A child does not automatically get to decide where they will live when they turn 12, 14, 16, or any other age.

Instead, the court’s focus is always on the child’s best interests.

While a child’s preference may be considered, it is only one factor among many. The court may evaluate the child’s age and maturity, whether they’re expressing an independent and well-reasoned opinion, and whether anyone is improperly influencing that preference.

Generally speaking, the older and more mature the child, the more weight the court may give to that preference, but it is never the sole deciding factor.

Every family and every custody case is unique. Understanding how Pennsylvania courts approach these decisions can help parents make informed choices during an already difficult time.

If you have questions about your custody rights or are navigating a custody dispute, the Family Law team at MacElree Harvey, Ltd. is here to help. We’re committed to providing practical guidance and experienced representation tailored to your family’s unique circumstances. Contact Michael Rovito at (610) 840-0241 or [email protected] to schedule a consultation.

Filed Under: Articles by Our Attorneys Tagged With: michael c. rovito, michael rovito

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