Of all the unanswered questions surrounding the Endoscopy Center of Southern Nevada, one thing we know with certainty: It was a thriving business for Dr. Dipak Desai and his partners.
The facility at 700 Shadow Lane was an extremely efficient, if at times dangerously medically substandard, factory that served dozens of patients each day. The pressure to perform increasing numbers of procedures was always present, one medical professional with knowledge of Desai's practices tells me. Although he doesn't recall doctors ever being asked to cut corners, physicians and the center's other medical professionals were regularly reminded by Desai to cut costs whenever possible.
For example, that includes such minor expenditures as the type of small paper sacks commonly used to hold prescriptions and medical samples. The white sacks were slightly more expensive than the brown ones. Use the brown ones, they were told.
And, the source says, the center's doctors were reminded not to use excessive amounts of the lubricating jelly that coats the probes during sensitive medical procedures. Although many physicians apparently disregarded Desai's obsessive attempt at micromanaging, the source says the scrutiny only added to the factory feeling.
Desai was always looking for ways to speed the process to squeeze ever more patients onto the schedule, the source says.
But while Desai was pushing to save money, he would sometimes act without his partners' consent and purchase expensive medical equipment he deemed necessary to the center's productivity and daily operation. One way or another, Desai was always in control.
Although the center's management style and structure haven't always been understood, and Desai hasn't made himself available to explain the nuances of his operation, a document I've obtained may help shed some light on the subject. It's a page from the June 2002 "Operating Agreement of the Endoscopy Center of Southern Nevada, LLC" and it details the flow of its management structure.
Not surprisingly, Desai kept tight control over the center, from the ability to sell the business to the issuance of stock and bonuses through a designated "operations manager."
"The company may be bound by written execution of any instrument by the Operations Manager, acting individually, or all Managers acting collective," the document states. The Hari Om Limited Partnership served as the Operations Manager in 2002 with Dr. Clifford Carrol acting as the "non-Operations Manager." The Hari Om Partnership lists Dipak Desai, Kusum Desai and Dilip Patel as partners, according to the secretary of state.
Favored physicians were given more stock and bigger bonuses, the source says. Those on the outs with Desai were treated accordingly.
When it came time to make campaign donations, Desai was generous. But, one source alleges, the doctor first hit up the center's physicians for contributions to what eventually became Desai's personal donation.
The boss was very focused on building his business and expanding his influence. That's no scandal. In fact, such behavior is common among aggressive businessmen.
All of which is a way of confirming what inside sources at the center have said for weeks: The activity reflected Desai's business philosophy, which at times contradicted standard medical practices.
It's appropriate to level criticism at the center's management for its insistence on jamming through numerous patients per day, my professional source says, but he explains that the treating physicians' duties were separate from those of the anesthesia nurses on duty. The problem, he concedes, is that most of the doctors and the nurses would have to admit they put up with the rapid pace and factory feel of the center. It was business first and last.
Desai's business interests are varied. I've heard the center sent a lot of its lab work to a California company called Apex. Given his parsimonious nature, why did the work go to this California company?
It would be unethical for Desai to pay a doctor to refer patients to his center. But did Desai secure lucrative physician referrals by "renting" office space from local doctors?
While I'm asking questions, how long do you suppose Desai's current and former minority partners will be willing to face the heat from the multiple law enforcement investigations and what promises to be a bombardment of civil litigation?
They may share responsibility for the inferior medical quality down at the factory, but they weren't in charge of the operation.
John L. Smith's column appears Sunday, Tuesday, Wednesday and Friday. E-mail him at Smith@reviewjournal.com or call (702) 383-0295.