Looking to add new partners to your center? Check out these tips on how to find the perfect addition.
Existing partners buy-in. Existing partners need to be active and eager participants in the process. They need to understand the value of new partners and be ready to accommodate new partners- both personally and by adjusting their schedules if needed. A decision to add new partners without their buy-in is a recipe for unrest.
Understand their case volume and type. Does the center have the capability to handle the cases? Do you have the OR time available to accommodate the cases? Can the cases be profitably performed in your center?
Evaluate equipment needs. If the new surgeon represents a new specialty or utilizes different equipment and supplies, this can create financial barriers. You need to fully investigate their needs and cost effective alternatives such per click leases or new vendors.
Get to know them. Will the new member get along with existing members? Invite them to partnership meetings or find other ways for existing partners to interact with them outside of the OR. Personality conflicts or turf wars can be disastrous.
Ask about their background. Do they have prior experience in an ASC environment? Have they had problems with quality or disciplinary issues in the past? Try to discover problems before they are your problems.
Legal Issues. Selling new shares or reapportioning shares in the ASC can create many legal issues. Knowledgeable legal representation is critical.
Does the center fit their needs? Even when you can accommodate their cases and there are no personality conflicts or other barriers, they might not be a good fit. For examples, if their practice is across town, they might decide after a few months that the drive is too much of a hassle.
Invite potential partners to use the center. If the center is equipped to handle their cases, invite them to use the facility for a few weeks or months. This can be a great way for both sides to determine if it is a good fit.
Prepare the staff. Make sure the staff has reviewed the surgeon’s preference cards and understands any specific instructions the surgeon has for pre-op or discharge, and is prepared for their specific cases.
Roll out the red carpet. Make sure they have a good experience. Don’t put them in the crummiest OR. Don’t give them disagreeable or incompatible staff.
