By the time a stipend increase reaches your desk, the group has usually had advisors working on it for months. The asymmetry in these negotiations is rarely one of will — it is that one side has modelled the problem and the other has not.
We build your side of that model: what the coverage actually costs against the schedule you actually run, what comparable facilities pay per anesthetizing site, and what each term in the agreement is worth in dollars.
Then the terms themselves — performance incentives that measure something, termination provisions that do not leave the OR exposed, and a renewal path that does not restart this argument every year.
Who asks for this
A hospital that has received a stipend increase and has not modelled it, or a group that has modelled it and cannot get the hospital to look at the workings. By the time the request reaches a board agenda, one side has usually been preparing for months.
The work is the model: cost of coverage against the schedule you run, market rate per anesthetizing site for facilities like yours, and the dollar value of each term in the agreement. It is not a hunt for a different group.
What you leave with
A term-by-term picture of the agreement, including performance measures that measure something, termination language that does not leave the OR uncovered, and a renewal path that does not restart the argument every year.
If the current group’s ask is justified, we say that. If a search really is required, that is a separate engagement, and it starts from this model rather than from a blank RFP.
Related reading
Where this starts
Tell us the situation and we will come back on what this would involve at your facility — and on what it would not.
Key Deliverables
- Term Optimization
- Performance Incentives
- Termination Mitigation
- Renewal Strategy