Selling a Medical Clinic or Physician Practice With Commercial Property in Alberta

1. Map every entity, physician and asset

Identify the clinic owner, each physician and professional corporation, medical lead or contact, any accredited-facility Medical Director, HIA custodians and affiliates, billing contract holders, employers, leaseholder and property owner. Document shared services and related-party rent.

Define shares, clinic operating assets, receivables, records, equipment, goodwill, leasehold and real estate with legal and tax advisors. Do not market sale of the clinic business as sale of physician control over the practice of medicine.

• Clinic assets
• Physician responsibility
• CPSA and AHCIP records
• HIA custody
• Equipment and approvals
• Lease or property

2. Prepare the CPSA and professional record

Index clinic-registry information, physician registrations and practice locations, professional corporations, scope, restrictions, governance, medical lead or contact, accreditation and applicable Medical Director records. State source dates, pending changes and unresolved issues.

Market current status as diligence evidence—not a buyer entitlement. Do not state that clinic registration, physician location, professional corporation, medical-practice responsibility, accreditation or physician relationship transfers automatically.

3. Build reconciled billing evidence

Export AHCIP and other encounters, claims, assessments, rejections, resubmissions and payments by physician, practitioner ID, business arrangement, submitter, facility, service and period. Reconcile uninsured services, occupational work and product revenue to invoices, deposits, taxes and ledgers.

Gross claims, encounters, panel counts and submitted billings are not collections or earnings. Separate historical results, documented adjustments, estimates and forecasts and disclose physician, payer, funding-model, referral and location dependencies.

4. Present activity without selling patients

Define active patient, panel, roster, encounter, longitudinal relationship, referral, appointment, cancellation and continuity measures and preserve report logic. Use aggregate or de-identified information at early stages.

Patients, records, panels, appointments, reviews, referrals and prior encounters are not owned demand. Do not market an EMR, registry or roster count as guaranteed transferable production or treat patient choice and continuity as a closing assumption.

5. Control closing, records and continuity

Prepare HIA custodian and affiliate maps, information-sharing and information-manager agreements, successor-custodian arrangements, results and referral follow-up, EMR and system records, privacy impact work, access, audit, backup, retention and transition plans.

CPSA's Closing or Leaving a Medical Practice standard includes notice, continuity and records duties, with a general 90-day physician-notification framework and specified exceptions. A business sale or NDA does not replace those professional obligations or authorize buyer access to identifiable patient information.

6. Document physicians, staff and contracts

Prepare registration, scope, responsibility, entity, compensation, schedule, billing, records, supervision, notice, benefits, restrictive terms and continuity evidence for physicians, physician assistants, nurses, other providers and staff.

Do not promise physician, referral or patient continuity. Contracts and historical retention are evidence, not compelled future service, and physician autonomy, change-of-control, assignment and non-physician ownership terms require legal and professional review.

7. Reconcile equipment, IPAC and MDR

Build a serial-numbered register for examination, procedure, reprocessing, refrigeration, emergency, IT and other systems. Include owner, financing, condition, manufacturer instructions, service, calibration, monitoring, reprocessing, assessment and included status.

Disclose deficiencies and planned work. A current IPAC or MDR assessment, certificate, service tag or installed device does not prove buyer readiness, title, remaining life, accreditation or suitability for changed services.

8. Assemble service and premises evidence

Map every procedure, diagnostic or treatment service to current physicians, facility approval or accreditation where applicable, rooms, equipment, policies and municipal records. Provide approved plans, permits, accessibility, patient flow, building systems, waste and emergency documentation.

Existing operation, clinic registration or previous service is not approval for the buyer's physicians, scope, procedures, ownership model or renovated layout.

9. Prepare lease and property records

For a lease, provide all amendments, options, guarantees, consents, medical and allied-health use, signs, hours, privacy, equipment, waste, alterations and restoration terms with reconciled occupancy costs.

For owned real estate, provide title, municipal, building, condominium, environmental, tax and capital records separately. Do not imply assignment, option exercise or property value without evidence.

10. Qualify and sequence the buyer

Require a buyer plan for clinic-registry and physician-location updates, physician responsibility, professional corporations, HIA custody, Alberta Health facility and business-arrangement forms, submitter access, financing, physicians, staff, IPAC/MDR, accreditation, municipal and landlord matters.

Tie public claims to dated evidence and objective closing conditions. Do not promise a record transfer, claims start, closing or reopening date dependent on unconfirmed regulator, Alberta Health, physician, landlord, lender or supplier action.

11. Close within medical and commercial boundaries

Have legal, tax, accounting, privacy and medical advisors address structure, allocations, receivables, billing adjustments, staff, records, equipment, medications and continuity. Preserve separate legal-closing, records-custody and clinical-readiness gates.

Commercially does not certify physician or clinic status, HIA custody, billings, patients, practitioner continuity, accreditation, equipment, facility standards, lease rights or property approval, and this guide is not a valuation or professional opinion.