perceive value in the deal. And the determination of value in the context
of an exclusive anesthesia agreement involves multiple factors.
Recognizing those factors and the way they can be adjusted, exchanged
and offset through negotiation is an essential element of smart contract-
ing.
In that context, the issue is not just the amount of financial support
paid to a group, it's what your facility is receiving, on all levels, from
the relationship. On a very basic level, there's generally room to nego-
tiate the intensity of coverage, which may change both your and the
anesthesia group's perceptions of an appropriate dollar amount.
Diving much deeper, what other value should you request from your
anesthesia group that enhances value? Can the anesthesia group pro-
vide enhanced programs for lines of surgery, the capture of surgeon
efficiency data, and turnover time initiatives that create significant
value for your facility?
Negatives, too, must be considered in determining value. A successful
relationship with an anesthesia group can make or break the economic
efficacy of your facility's moneymaking engine: its operating rooms.
What's the cost of a botched anesthesia group change? In that context,
a million-dollar "overpayment" in stipend support would impact your
facility less than the loss of millions per month in OR revenue. We can
divide costs into many categories:
• the cost to the facility itself of a less efficient and less effective
anesthesia group;
• lost political, referral base, and community support; and
• the career cost to those who made the decision.
Mail-order spouse?
Many facilities make the mistake of turning to a request for proposal,
or "RFP," process to select an anesthesia group. But that's like
Anesthesia Alert
AA
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