Location de chapiteaux sur Marseille, pour professionnels et particuliers
« The practice owner is responsible for developing the work plan, but each physician is responsible for determining patient care needs. It is unethical and/or illegal for the holder to impose the nature of the care provided by the associate doctor. Licensed chiropractors are responsible for identifying medical necessity and providing quality care. We`re well beyond the days of the handshake deal for most business relationships, but even if you`ve done business with your partner and/or independent contractor based on your word, things need to change before you sell. Here`s the reason: I wanted to give you three important pieces of information, which I`d like to know when I « negotiated » my first contract (aka- took the first offer that was made to me). Based on his long experience with associate physicians, Dr. Victor Rizzo of Altoona, Pennsylvania, has found a useful way to find good people who stay longer. Now you (the owner) and you want to sell your practice « $600,000 ». Their collections cost $US 350,000 and the employee`s collections 250,000 $US. And of course, when it`s time to evaluate your practice, you think that chiropractic evaluation should be based on the 600,000 $US collections produced by your company. To help you improve your practice and increase your earnings, Dynamic Chiropractic PracticeINsIGHTS asks chiropractic physicians like you for ideas and solutions tested in real-world environments. In this issue, we asked, « What are the key elements of a successful contractual agreement with an employee and how do you allocate revenue and patient responsibility? » Despite your strongest arguments, the buyer, accountant and lawyer of the buyer and the lender will not support the seller`s payment for Den Goodwill, which « belongs » to the partner. I know that for many of us, the idea of going through a contract negotiation or a salary negotiation is about as comfortable as a root channel. But having clarified a few important things before entering into this conversation can make a big difference in making sure you`re making a mutually beneficial deal.
Finally, the third is to know your long-term goals. Is this an area in which you hope to gain experience? Is this a clinic you may want to take over one day and become a partner or owner? And most importantly, understanding your goals will help move your contract negotiations forward. For example, if you don`t intend to be long-term, you may be able to take a little less salary for the opportunity to practice there. Alternatively, if you want to be there in the long term, you can add different reviews and share « buy-ins » that will allow you to access a larger property of this company. In a perfect world, you have both. The obligation not to compete prevents your former employee from crossing the street and creating a store. The no-pocher agreement prevents them from encouraging your patients (and/or collaborators) to join them. When negotiating contracts, keep the organizational structure in mind. If you`re talking to a hospital or a large multidisciplinary group, you may have a salary on the table, paid time off, training credits, and extra benefits such as food and much more. However, if you are in a local clinic owned by a single person, it can be much more difficult to get these benefits or guarantees.
« A chiropractor who wants to take back an employee and a CI (as opposed to a collaborator) is best advised to consult the relevant IRS publications and, if in doubt, to consult a labor lawyer, » machida said. Number two is patient recruitment. Do you bring new patients to this practice or do you take care of existing patients? Who is responsible for this lead generation? Patient acquisition is the number one area where I see that new doctors have stumbled with this first contract negotiation. .