Avoiding the pitfalls of an associateship buy-in: a case

Article Abstract:

A legal case is discussed that concerns two dentists involved in an associateship buy-in, a situation in which an established dentist sells part of his or her practice to a younger colleague without withdrawing from it completely. The advantage is that the younger dentist, with limited finances, does not need enormous amounts of money to buy a practice, while the older dentist does not relinquish all control. The case is presented to show the kinds of mistakes that can be made in such situations, based on analyses by two attorneys with experience in this area. After two rewarding years working together, Drs. Klein and Brown (fictitious names) developed problems about finalizing the buy-in. Of major concern to Dr. Brown (the younger) was access to Dr. Klein's patient records, to which he felt he was entitled; Dr. Klein, however, was willing to sell half the practice's hard assets, but not those records. Other differences emerged. Five mistakes were discerned by the legal experts: (1) the dentists did not understand the difference between an associate independent contractor and an associate employee; (2) details of the buy-in, including the time it would occur and the cost, were not spelled out; (3) the difference between a right of first refusal and an option to buy was not understood; (4) the dentists used a standard form for their initial contract, which was not appropriate for their situation; and (5) professional legal assistance was not obtained when the contract was drawn up. Errors of the sort made by Drs. Brown and Klein can seriously jeopardize the success of a buy-in. A major professional move such as this requires careful consideration; usually, the interests of both parties can ultimately be served. (Consumer Summary produced by Reliance Medical Information, Inc.)

Laws, regulations and rules, Group dental practice

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Enhancing staff performance through a customized evaluation form

Article Abstract:

A customized staff evaluation form can identify different qualities that need to be enhanced in dental practice employees. Dental practice managers may develop a customized form for their employees. This form can help dental office staff enhance their job performance and meet their career goals. It can also help employees develop a written plan for enhancing self-development and their role as a team player. Practice managers should determine the specific needs of their practice and the different uses for this type of form within their practice. They should also decide which traits are important to develop in their staff. Employees should be given a customized staff evaluation form as part of their employment package. All the dentists who are members of the practice should rate the performance of each employee. Employees should also have an opportunity to rate themselves using the form.

Evaluation, Dental personnel

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The ethics of health care professionals' opinions for hire

Article Abstract:

Dentists who are called upon as an expert witness in a legal case should remain objective and impartial, and should support their testimony with scientific evidence. They should avoid being the hired gun for either side.

Analysis, Evidence, Expert, Expert evidence

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