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THINKING OF BUYING …
to the contract? Be wary of com-
panies that send in one team to
sell the deal, but send in another
to provide the services, and of
those that don't have longstanding relationships with their clinicians.
•
Does the company know your business?
The company must fully
understand and appreciate your facility's goals and objectives, and the
challenges in reaching those goals. Their interests and vision for suc-
cess must be aligned with yours, and you must perceive their solu-
tions as realistic and appropriate. Local is usually, but not always, bet-
ter than remote, but credibility is crucial.
•
Can they deliver the goods?
The company's track record and refer-
ences must confirm their ability to make good on the promises and
representations they've made during the sale. This may be the most
important factor of all. Inspect, don't expect.
Any resulting contract should reflect a dialogue on accountability, collab-
oration and innovation. Its provisions should clearly define roles, responsi-
bilities and service requirements in terms that can be measured and moni-
tored to ensure consistent accountability. A good anesthesia group will wel-
come meaningful benchmarking and a collaborative partnership.
At the end of the day, a surgical facility outsources in order to draw
on core competencies that it does not possess in-house. But health
care is also a competitive environment, and the contracted provider
must also be able to bring innovative new ideas to the relationship.
Don't rush the process. Take the time to define your facility's needs
and expectations, and don't settle for second-best. As you know, in
health care relationships matter. OSM
Mr. Mira (
tony.mira@anesthesiallc.com
) is the founder, president and CEO
of Anesthesia Business Consultants in Jackson, Mich.
Provider Profiles
Turn the page for thumbnail sketches
of 11 anesthesia services companies.
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