Mark F. Weiss sat down to chat with Shena Scott, a well-known healthcare consultant whose practice focuses heavily on working with anesthesia groups. Mark and Shena discussed coverage compensation, AKA “stipend support”, staffing levels, and other issues pertaining to exclusive contracting.
AI won’t replace radiologists, but it will change throughput, FTE math, and leverage in hospital contracts. Groups that ignore this will lose negotiating ground.
Nearly 30% of anesthesiologists are projected to leave practice by 2033, creating a workforce shortage hospitals can’t ignore. Mark explores how anesthesia groups can turn that reality into real negotiating leverage — before the window closes.
When a hospital system terminates a 35‑year relationship with its ER group, it tells you far more about leadership than about performance.
Even the strongest physician-hospital relationships are transactional. Survival depends on diversification, not loyalty myths.
Here’s the number 1 mistake, the Achilles’ heel of the negotiations between a medical group, for example, an anesthesiology group or a radiology group, and a hospital in connection with the terms of an exclusive contract, including related stipend negotiations. I previously shared the 7 Key Steps to Successful Hospital-Based Group Stipend Negotiations. Let’s travel back…
Even in the face of the provider shortage, during which you think that you have substantial negotiating leverage, when a significant chunk of your revenue comes from the hospital, you’re no longer just a contractor. You’re an appendage.
There is no such thing as static demand for services over a contract’s multi-year term, and it’s a fool’s bet, yet one many take, to believe that one can place a set value on total fair market value.
Hiring for skills alone is a shortsighted game plan.
Usually not considered, a group can choose not to renew the contract.