Best - Friends - Guide To Finding A Practice
Best - Friends - Guide To Finding A Practice
Best - Friends - Guide To Finding A Practice
to Finding a Practice
T R A N S F O R M I N G
H E A L T H C A R E
C A R E E R S
T R A N S F O R M I N G
H E A L T H C A R E
C A R E E R S
Preface
Best Friends Guide to Finding a Practice was written by the consultants at
CompHealth as a guide designed to help physicians in their search for a
new opportunity . Together, the staff and management of CompHealth
bring to this publication several decades of combined experience with
assisting individuals in securing practice opportunities that meet their professional and personal objectives.
CompHealth is one of the nations largest providers of healthcare staffing
services. Founded in 1979, the company provides temporary staffing and
permanent placement services for healthcare professionals of all types.
We are proud to be able to offer you this book and sincerely believe you
will find it to be a valuable resource in your search. W e welcome your
comments and suggestions so that we can make this resource even more
valuable for you. After all, it was for you, the physician seeking a new
opportunity, that we undertook the development of Best Friends Guide in
the first place.
If you have any comments or would like to further discuss new opportunities for professional growth, please contact CompHealth, Physician
Search Group, 10 Norden Place, Suite 200, Norwalk, Connecticut
06855. Or call toll-free 800.365.8900.
www.comphealth.com
[email protected]
Table of Contents
Introduction Choosing CompHealth . . . . . . . . . . . . . . . . . . . . . 2
Why Use a Recruiting Firm? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
Action Checklist . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
Curriculum Vitae . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
Recommended CV Format . . . . . . . . . . . . . . . . . . . . . . . 8
Sample CV . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
The Community . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11
The Opportunity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15
Compensation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18
The Interview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20
Practice Opportunity Evaluation . . . . . . . . . . . . . . . . . . . . . . . . . 25
Negotiating Tips . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28
A Physicians Introduction to Malpractice Insurance. . . . . . . . . . 30
Managed Care and Your Future . . . . . . . . . . . . . . . . . . . . . . . . . . 36
Locum Tenens . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38
Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41
Sample Follow-Up Letter . . . . . . . . . . . . . . . . . . . . . . . 42
Sample Letter of Acceptance . . . . . . . .. . . . . . . . . . . . . 43
Sample Letter of Declination . . . . . . . . . . . . . . . . . . . . 44
Professional Organizations . . . . . . . . . . . . . . . . . . . . . . . 45
State Boards of Medical Licensure . . . . . . . . . . . . . . . . 51
DEA Offices . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 61
State Chambers of Commerce . . . . . . . . . . . . . . . . . . . . 64
Introduction
Whether you are fresh out of residency or a veteran physician, you may
have questions about finding the practice that is right for you.
CompHealth offers answers to your questions and valuable services that
enable you to locate your ideal practice opportunity.
As one of the nations largest providers of healthcare staffing services, we
provide employment opportunities in all 50 states for locum tenens and
permanent placement physicians of most medical specialties, as well as
nurses and Allied healthcare professionals. We have more than 400 dedicated staffing consultants who are experts in their field. Each consultant
is focused on a specific specialty and is well versed in current salaries,
market conditions and industry trends. Our consultants can arrange
interviews for you while maintaining your anonymity and help you negotiate the best offer possible.
Our fee is paid by the practice or hospital that hires you. Most interviewing costs are also paid by our clients and there is no cost, risk or obligation of any kind to you.
To help you get started, weve compiled this reference guide. Its an excellent informational tool for finding your dream job. From walking you
through the basic decision-making process to helping you draft your CV,
from uncovering the right opportunity, to signing a contract, Best Friends
Guide to Finding a Practice will guide you every step of the way.
The secret to finding and securing the right practice is to start as
early as possible.
Although your individual experience may vary, the average time it takes
to find a practice is three to six months. In some cases, it can take up to
a year or more. While this may seem like a long time, you will find that
interviewing, negotiating, accepting an offer , credentialing, obtaining
licensure and arranging to move are likely to take much longer than you
might expectespecially when you must coordinate your busy schedule
with the schedules of others. In order to find the practice that s right for
you, there are two primary considerations you must address:
What you want to do.
Where you want to do it.
These may seem obvious, but are in fact, complex issues. The decisions
you make now affect your immediate and long-term future. Your first step
is to define the kind of practice you want. Do you want to work in a community or academic facility? Do you want to work in a single-specialty or
multi-specialty group? What do you require for compensation? Do you
want to be a partner , an employee or an independent contractor? How
busy should your chosen department or practice be? What are your shortand long-term career goals? Once you have defined what you want to do,
you must give thought to where you want to practice. Climate, topography or family and friends may be your primary criteria. The availability
of recreational activities that are important to you, cost of living, quality
of the local schools and the character of the social and economic environment are also important considerations. These basic questions should
get your mind working. If you already have firm ideas about where you
want to live and what type of practice you want, you are ahead of the
game. This guide will address both of these areas more fully in the sections entitled The Community and The Opportunity.
On page 5 is an Action Checklist that outlines the next steps you should
take, as well as the order in which you should take them.
Of course, at any time during your search you are welcome to call a
CompHealth representative at any of our office
s. You can also
visit us online at www.comphealth.com.
Action Checklist
Introduction
This section represents a real-world schedule for finding a practice that is
applicable to all job seekers, residents and practicing physicians alike.
Because each individual will move through the Action Checklist at a different pace, the activities are listed in order of priority but not in a specific timeline, so you can complete the tasks at your own pace. It is
important to allow yourself enough time to assure that it is done to the
best of your capabilities.
Starting early in your search for the right position is important because,
on average, the process can range from three months to more than a year,
which is why starting early is important. W ith an ample head start, your
odds of finding a practice that is right for you are high. Remember , that
time wasted could have been spent on searching and securing the ideal
opportunity.
Check off when complete:
1. Draft your CV and compile references.
2. Refine your CV. Decide upon the areas of the country and types of
practices you want to explore. Research each states licensure requirements.
3. Call CompHealth at 888.517.5783 to identify the appropriate practices
and/or hospitals for your interviews. Remember , the call, and all
other CompHealth services, are free to you. Additionally, in the majority
of cases, interviewing expenses are paid by the hospitals and practices where
you interview.
4. Set up interviews with practices in terested in you. These opportunities should meet your objectives in terms of geography and type of
practice. Make travel plans.
5. Interview at desired locations. Be sure to inquire about both the practice and the community.
6. If necessary, schedule a second interview with your top choices . Make
sure that you get all the information you need to make your final decision.
Curriculum Vitae
Your curriculum vitae (CV) is the document you will use to present yourself to potential employers. It details who you are, where youve been,
what youve accomplished and what you can do. Most prospective
employers will see your CV before they see you. They will use your CV
to make judgments, so you will want to make your CV as effective as possible. There are two things to keep in mind:
Present the facts about yourself in a way that will be the most attractive to your future employer. You may be the best candidate for a job, but
you may not get the chance to interview if your CV doesn t communicate that. Your CV is the place to emphasize your strengths, accomplishments, skills and talents. A goo d CV will help a decision-maker decide
in your favor.
Make your CV as easy on the eyes as possible. T ry to use white space
generously to help draw the readers eye to important information. Use a
type face that is easy to read. If you have access to a computer (especially one with a laser printer), compose your CV so it looks as crisp and professional as possible. Always use paper that looks good when photocopied
or faxed; i.e., white or light-colored paper.
On the following page is a CV guideline. You can use this format to draft
or update your CV. If you do not have access to a word processor or laser
printer, or are too busy to compose a CV, just complete the next page by
hand and send it to CompHealth. Well prepare one for you at no charge!
Recommended CV Format
Name:_____________________________________________________
Home Address:
Office/Hospital Address:
____________________________ _______________________________
____________________________ _______________________________
Home Telephone:____________________________________________
Home Fax:__________________________________________________
Office Telephone:____________________________________________
Office Fax:_________________________________________________
E-mail Address:_____________________________________________
Current Position(s): __________________________________________
Postgraduate Training: ________________________________________
Education: (List universities, degrees and dates in descending order ,
most recent first.)
__________________________________________________________
__________________________________________________________
__________________________________________________________
Certifications and Licensure:___________________________________
__________________________________________________________
Professorial or Teaching Appointments: __________________________
__________________________________________________________
__________________________________________________________
Professorial Society Memberships:_______________________________
__________________________________________________________
__________________________________________________________
Awards and Honors:__________________________________________
__________________________________________________________
Bibliography: (Presentations/publications. List in descending order,
most recent first. List works in progress as well.)
______________________________________________________________
__________________________________________________________
__________________________________________________________
Personal and Professional References: (List three or four names,
addresses and phone numbers. Consider listing your program
director, department chair and a preceptor.)
__________________________________________________________
__________________________________________________________
__________________________________________________________
__________________________________________________________
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Sample CV
David M. Hill, M.D.
Address:
500 Main Avenue
Any Town, State Zip
Telephone:
Home: 313-555-7891 Office: 313-555-4567
E-mail:
[email protected]
Residency:
7/97-6/00 Primary Care Medicine
General Medical Center
Any Town, State
Medical School:
9/93-5/97 State University
Any Town, State
Degree MD
College:
8/89-5/93 University
Any Town, State
BS Biology
Certifications:
Board Eligible in Family Practice
Advanced Cardiac Life Support
Licensure Exams:
National Board of Medical Examiners 1996
MichiganDEA
Memberships:
American Academy of Family Physicians
Honors:
Alpha Omega Alpha
Chief Resident
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The Community
Determining where you want to work
You know the areas of the country where you might want to live. Now it
is time to get specific and pick the town, city or type of town or city in
which you would most like to live. Following are some of the things you
should consider:
Size of community
You probably have a pretty goo d idea of the kind of environment where
you feel most at home. Small towns appeal to some doctors, large cities
to others. Still for some, suburban areas combine the best of both worlds.
The size of the community does not necessarily correlate to the need
for physicians. Some rural facilities have strong needs and some city
hospitals have lesser needs. Y ou should consider the kind of environment in which you will be most comfortable, pro ductive and needed.
Proximity of friends and family
Do you have friends or family with whom you need to stay close? What
level of contact do you want to maintain? What about your spouse s
family needs? Is jumping on a plane for a visit at Thanksgiving acceptable to you and your spouse?
There are a lot of things to consider in this area. For example, consider
whether your parents or in-laws will need you nearby as they advance in
age. Discuss these things with family and friends before making a decision.
Employment opportunities for your spouse
The question of whose career comes first is a difficult issue. The ideal
move is one that benefits both careers. As a practical matter , however,
this is not always possible.
If your spouse has a career to consider, it is best to have frequent and open
conversations about this subject. There are always trade-offs and there is
a period of adjustment for both spouses, but happy compromises can be
worked out.
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The Opportunity
What kind of opportunity are you looking for?
Here are some questions to ask before and during the interview process.
What is the personality of the hospital and group?
What are their credentials? What are they trained in? How is the morale
among department staff members? What are the patients like and how are
they treated by the physicians on staff? How many doctors are there? What
is the typical rotation, the coverage and call schedule?
While these questions are important and should be asked, remember that
what you observe can be more revealing than what you are told.
Why is the hospital or group hiring?
This is a basic question. Y ou could be replacing a doctor who has retired.
Maybe a doctor has quit. Or perhaps the volume of patients is increasing
and the group needs an additional doctor to help with the increased patient
load.
Who is in charge and how are decisions made?
If the practice is a partnership, who are the key partners? How are decisions
made? Will you be involved in the decision-making process? If so, when
and under what circumstances can your participation begin? It is in your
best interest to clarify who is in charge, how the decisions are made, and
what your role in the partnership will be.
What is the practices legal arrangement?
How is the practice set up? The three major types of arrangements are:
Independent contractors
Partnerships/PC/PA
Employer/Employee
An independent contractor is an individual in an autonomous business, but
has a close, interdependent and sometimes exclusive arrangement with the
facility. The individual covers all of his or her own expenses, but also reaps
all of his or her own profits. In these types of arrangements, you would enter
the group as an associate for a perio d of one to five years. After the trial
period, you may become eligible for a partnership. In these circumstances,
it is wise to review your initial contract and subsequent partnership agreement with your CompHealth consultant or legal counselor before signing.
Corporations are legal entities with an executive board, stock, etc. Obtain
legal counsel to make sure you clearly understand your status, obligations
and options within the corporate structure.
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Employee, as the word implies, means that you are hired by a medical
facility to work for a specified salary. As the IRS tightens its private inurement guidelines, employee status is becoming more popular .
Does the practice offer a buy-in option?
Buy-in options vary from group to group. If this is something you are
interested in, check with the practice to see if is available or might
become available in the future.
What is the reputation of the group within the community/hospital?
You would be surprised at what you can learn just by drawing aside nurses or staff members in the hospital and asking what they think about the
group you are considering. A practices reputation is something that can
have a major impact on your potential career path, yet it is something
very difficult to evaluate as a stranger . It is to your advantage to ask
around, consulting as many knowledgeable sources as you can find.
What is the turnover rate?
This can be the most telling statistic about a group. If a group has maintained a very low turnover rate over a number of years, it tells you that
the practice is stable and that its doctors are happily employed. However,
should you find that the group has had some turnover , ask more questions. There may be acceptable reasons or unusual circumstances for less
than perfect retention. This will help you clarify exactly the type of situation you are entering before making a commitment.
Are the operational procedures what you would expect?
Where do the patients come from? What is the primary service population? How many referring physicians are there and who are they? Who
and where are the closest competitors? At which hospital(s) will you
have admitting privileges? What would your hours be? How many nights
will you be expected to work or to be on call? Does the practice have a
rotating schedule? How many patients will you see per day or month? As
a new member of the group, it is beneficial to have a very clear understanding of how you will be expected to fit in and what kind of commitment is expected of you.
Is there enough support staff available?
Make sure there is adequate support, such as nurses, physician assistants,
lab and x-ray technicians, EMT s and security . A goo d medical department manager or secretary who keeps the department running smoothly
can be invaluable.
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Compensation
The issue of compensation may play a key role in your decision-making
process. There are as many different types of compensation arrangements
as there are job offers. They range from flat salaries to a percentage of the
revenue you generate.
As with the legal contract youll be entering into, make sure you fully
understand your primary compensation arrangement. For example, Safe
Harbor Laws affect the way non-profit facilities are allowed to compensate employees. In an income guarantee arrangement, be aware that youll
be responsible for paying back the full guaranteed amount at the end of
the contract period.
Although we strongly recommend that you avoid talking about compensation in your interview, you should have an idea of what is acceptable to
you and what is competitive for the area. However , try not to quote an
actual figure. Think about your needs now and the ultimate needs of your
family in years to come.
There are many things to consider besides salary . Look at the whole picture, especially the future potential, both financial and professional. The
number of patients you see per year and any additional responsibilities
should be reflected in your compensation package.
Is the compensation package offered competitive?
This useful checklist will help you determine if the package you have
been offered is competitive and worthwhile.
Base salary
Incentive/production bonus
Malpractice insurance
Health insurance
Dental insurance
Life insurance
Disability insurance
Pension plan
Tax shelter annuities
CME stipend
Relocation expenses
Number of vacation days
Number of CME days
Number of holidays, personal days
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The Interview
Scheduling an Interview/Phone Interview
The phone interview is your first contact with your prospective employer; it is a key element in the first impressions are everything process.
The goal is for both parties to determine whether a face-to-face meeting
is desired. Make yourself available during the day , be prepared with your
CV and have times and dates that you would be able to meet. Choose a
time during business hours so you can meet the team and see them in
action. And, while youve got your prospective employer on the phone,
be sure to ask if you should bring your spouse, and address any other concerns you may have.
Where possible, try to schedule more than one interview in a trip, this will save
you time and expense.
The On-Site Interview
How do you want others to see you?
Few people are born with natural interviewing skills. Nonetheless, successful interviewing skills can be acquired. The better prepared you are,
the better the impression you will make when interviewing.
A good interview gives you the option to pursue the position if you wish.
If something in the interview does not sound as if it fits your requirements,
continue to listen to the offer and hold your questions until the end.
Your medical education and training will establish your qualifications
for the job. But the personal style and character you present to your
interviewers will establish, in their opinion, whether or not you will
fit into their practice.
Here are the essential factors to remember for an interview:
Be prepared
Bring extra copies of your CV , prepared questions you might need
answered, turn off your cell phone and/or pager, bring something to write
on and something to write with and your references.
Dress appropriately
Doctors are expected to dress in professional attire. Appropriate interview apparel can create a positive image in the eyes of the interviewer .
The classic advice is:
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Men: Navy blue or gray suits, white shirts, conservative ties, matching
socks and polished shoes.
Women: A business suit, or coordinated skirt and blouse, stockings, and
good shoes.
Be on time
If you are staying in a nearby hotel, drive to the interview location
beforehand so you are sure you know the way and how long it takes to get
there. If you are driving to an unfamiliar area, make sure you have
detailed directions and double-check them on a map. Always allow plenty of time in case of traffic problems or bad weather . In any urban area,
assume that you will have to pay to park. In all cases, be sure you call the
day before to confirm your interview . Bring along contact information
including your CompHealth representatives, in case you have additional questions.
Set interview objectives
Have four objectives for every interview:
1.Do your homework on the area beforehand so you can spend your time
asking important questions about the practice and hospital.
2. Find out what you need to know to determine if the practice opportunity is right for you.
3. Make sure you do everything in your power to make a positive impression.
4. Leave the interview with the option to pursue the position because
you cannot turn down an offer you don t get.
Remember. You cannot turn down an offer you do not get. At this point
you may also want to check to see if your expenses are reimbursable.
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Having a list of questions will impress interviewers and provide an easyto use script for exchanging information.
Remember that your interviewer may not be a knowledgeable about the
interview process. Having a prepared list puts you in control of the interview. It also helps you remember the questions you want to ask, but might
forget under the pressure of the moment.
Avoid these common mistakes
Asking questions about money, benefits, partnership, etc. Wait for
the prospective employer to bring these up first, or wait until deep
into the interview process.
Asking too few questions about prospective opportunity during the
interview. This can result in the interviewer feeling that you had
little or no interest. Have a list of questions prepared before hand.
Not being prepared with the proper information about the practice.
Always do your homework and know about the practice before you
show up.
Not asking for the job if you are interested. If you feel comfortable
with the interview and are interested in taking it to the next step,
let them know why you would be a goo d fit for the position.
Arriving late, leaving early or declining to participate in a routine
step of the interview. Have the courtesy to be prompt and co mplete the entire interview.
Being critical of administration, the practice or processes. Each
practice or group will do things a little differently, so do not
criticize or suggest changes on matters while you are interviewing.
Not getting enough information to make a d ecision during
t he interview. Again, take a list of questions you need to have
answered in order to accept an offer if one is extended.
How to end the interview
Upon completing an interview, show your gratitude by shaking each persons hand and asking for their business card. Show interest in the position by asking where they are in the hiring process, or what their next
step will be. Make your intentions clear , but if its not the right position
for you, let your CompHealth consultant end the process with the
employer.
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Commitment of hospital
management
Reputation of group
within the hospital
Working environment
Working atmosphere
Group dynamics
Work schedule
Call schedule
Equipment/technology in place
TOTAL
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Economics
Income guarantee
Profit sharing
Government assistance
patient mix
Retirement plan
Incentive plan
Bonus plan
Malpractice coverage
Relocation allowance
Vacation time
CME time
Competition in market
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Lifestyle
Housing
Access to hospital
Quality of schools
Community population
Entertainment opportunities
Recreational opportunities
Distance to shopping
TOTAL
SUBTOTALS
Professional
Economics
Lifestyle
GRAND TOTAL
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Negotiating Tips
There is one important thing to be aware of when you are accepting an
offer and signing a contract: You are in a negotiating situation. Negotiation
is not a give me situation. It is a two-way street of give and take.
Remember, you are in a position to negotiate any offer and make it the
best deal for yourself and the other party . The first thing to find out is
how much room there is for negotiation. Base salary, protected time, benefits, incentives, vacation time, flexible hours, etc., are all elements of a
contract that can be negotiable to one degree or another . Find out how
much room there is for negotiation and review all points at one time.
At any rate, be mindful of deadlines and timelines for the contract that
is being negotiated. The faster you respond to the offer and get the ball
rolling, the more likely the group will be to negotiate terms with you.
Failure to respond in a timely manner can result in a loss of the position.
The flip side of the other party s negotiating latitude is your negotiating
latitude. Determine a reasonable minimum for yourself in regard to salary,
benefits, obligations, etc. Research the area s cost-of-living when determining these numbers. Y ou can look up cost-of-living on the Internet.
Write down your negotiating limits and plan to stick to them. Remember
too, that the other party will probably prepare the contract. The preparer, naturally, will write the contract to protect his or her organization s
interests. Just make sure your requirements are met before you sign.
It is typical for a contract to have a termination clause, generally 90 to
120 days. This is a common time frame for the medical community
.
Many contracts may also include a non-compete clause. This will occur
more frequently in fee-for-service groups and highly competitive areas. A
non-compete clause specifically prohibits a physician from working in a
defined geographical area for a certain perio d of time if he or she leaves
the group or the group loses its contract.
The best contracts are those that are based on a feeling of mutual trust.
If you have this feeling of trust for the other parties you are dealing with,
it is probably safe to go with your instincts and commit.
There are four different forms that an offer may take:
1. An appointment letter. These tend to be one-page letters. They are
simple and straightforward. They are more common with academi
c
facilities and are legally binding.
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2.A formal contract. These documents can be many pages in length. They can
be complex and confusing. Many physicians seek legal counsel
to aid in
reviewing the contract before signing. Retaining legal counsel will
ensure that you understand exactly what you are committing to.
3. A letter of intent. These documents articulate the job offer and outline many of the elements that will be formalized later in a contract.
These documents can be legally binding. Make sure you know if it is
binding or just an outline for further negotiations before signing.
4.Verbal offers. Some groups believe in doing business with a handshake,
but this is not very common, and it best to have some thing on paper .
Lastly, the subject of negotiation is an important part of the process of
securing a practice. A CompHealth consultant is a trained negotiator
and can give you many pointers to help guide you through the contractsigning process.
A Physicians Introduction to
Malpractice Insurance
Medical malpractice insurance is to say the least a complex and
confusing issue. The subject can be especially intimidating to new physicians, those faced with purchasing a new policy , or anyone dealing with
an incident or claim for the first time. As the nations leading healthcare
staffing organization, CompHealth has been researching and purchasing
malpractice policies for our physicians since 1979. Our in-house quality
assurance and risk management experts have prepared this article to help
physicians gain a better understanding of common malpractice terms and
how policies work. Also included are answers to the questions were most
frequently asked by physicians.
Malpractice Terms
Malpractice Insurance
A generic term used to refer to physicians professional liability insurance
coverage. A malpractice policy provides protection against liability that
a physician may incur as a result of the rendering of or the failure to
render medical services. A typical malpractice policy will pay: (1) the
costs of investigating any claims against an insured physician; (2) the
costs of defending those claims; and (3) the indemnity cost of legal settlements on behalf of, or court judgments against, the insured physician,
up to the policy limits. A physician s professional liability policy may be
extended to include coverage for his or her corporation (P.C.), as well as
employees. Unless specifically endorsed, coverage is not extended to
include physician assistants, nurse practitioners, nurse midwives, or
CRNAs, and may not provide coverage for residents or locum tenens
physicians. Most policies are written on either a claims-made or occurrence basis.
Occurrence Coverage
Although highly uncommon, occurrence malpractice policies cover a
physician for incidents that occur while the policy is in effect, regardless
of when the incident is reported to the insurer .
Claims-Made Coverage
Claims-made policies cover a physician for incidents that occur after the
retroactive date and are reported to the insurer while the policy is in
force. Claims-made policies are predominantly used throughout the
industry.
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Retroactive Date
In order for coverage under a claims-made policy to apply , the incident
or claim must have occurred after the retroactive date of the policy . For
most physicians the retroactive date is the first date they purchased
claims-made coverage. The retroactive date should remain the same
throughout the renewal process.
Tail
A tail is also known as an extended reporting period (ERP). An ERP may
need to be purchased if a physician ceases to practice due to retirement,
disability, death, or changes carriers and is unable to maintain the original retroactive date. The ERP essentially extends coverage to all claims
that arise from care rendered during the policy perio d (and prior acts
period, if applicable), to include those made during the reporting period.
It is preferable to purchase an unlimited ERP. Some carriers may limit the
ERP and only allow claims to be reported for a specific perio
d (12
months, 36 months, etc.). The carrier will usually charge an additional
premium for the ERP. In some cases, the carrier will provide a free tail to
the physician upon disability , death, or retirement. T o obtain the free
tail, the physician generally needs to be insured by the same carrier for a
minimum of five years and agree not to practice medicine in the future.
Umbrella Policy
In addition to a physicians primary malpractice policy, some doctors also
purchase umbrella policies. The limits for an umbrella policy apply in
excess of the physician s primary malpractice policy. For example, a primary policy may provide the physician with a limit of $1 million per
claim. The umbrella policy may provide an additional limit of $2 million.
If a claim of $2.5 million occurs, the $1 million policy will pay its full
limit of $1 million, and the umbrella policy will pay the remaining $1.5
million of the claim. Some umbrella policies have the same terms, conditions and exclusions as the underlying primary policy . Other umbrella
policies have their own separate terms, conditions and exclusions.
Common Policy Questions and Answers
What is the typical length of a policy period, and what do the limits refer to?
Most malpractice policies have a 12-month policy period, however a few
carriers offer six-month policy periods.
All policies have limits of liability . This is the maximum amount an
insurer will pay out under the terms of the policy. The limits are generally offered on a per -claim or per occurrence and annual aggregate basis.
For example, a policy may have a $1 million per -claim limit with a $3
million annual aggregate limit. This is frequently stated as $1 million/$3
million. The most the policy will pay for any one claim is $1 million, and
the most the policy will pay in any one year for all claims reported by that
physician is $3 million.
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, you
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Locum Tenens
What is Locum Tenens and how can it benefit you?
Locum tenens, temporary physician staffing, is an alternative to a fulltime permanent practice that allows you to practice medicine on your
own terms. Locum tenens is an excellent option for physicians of any specialty at any point in their career. Whether you are just finishing your residency and moving into practice, transitioning from one position to
another, or progressing from active practice to semi-retirement, locum
tenens can be a viable option for you.
Locum tenens allows you to:
Gain real-world experience and build your skills and CV.
Experience a variety of practice settings.
Get an insiders view of practice management and economics with
out the pressure.
Work as much or as little as you would like and take time off
when you want.
Fill in the gap between residency and fellowship.
Make valuable contacts.
Pay off medical school loans before making more financial commitments.
Locate the perfect permanent opportunity by living and working in
a community before committing.
Ease into retirement.
What should you look for when considering locum tenens?
If locum tenens interests you, your first step is to find a reputable firm to
help you find opportunities and coordinate your work assignments. As
you evaluate groups, be sure to ask questions about what they can offer
you with regard to the following:
Number and variety of opportunities.
Do they offer work in one area or all across the country? How many
opportunities do they currently have in your specialty? What kind and
variety of work settings do they offer? How many physicians are currently working with them? Who are their clients?
Knowledge of your specialty.
Do they have a division dedicated to placing physicians in your specialty? Do they understand specific requirements, certifications, etc. that
apply to you?
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Pre-work interview.
Will they coordinate a telephone interview with the client prior to your
locum tenens assignments so you can ask questions and make an
informed decision about whether or not to accept?
Just as when searching for a permanent job, it is best to ask a lot of questions when contacting locum tenens agencies to make sure you understand all terms, services, and expectations up front. Choosing the right
agency can make all the difference in the experience you will have as a
locum tenens physician.
Resources
Strategies for follow-up letters.
After the interview , send a quick follow-up letter to thank the interviewer for introducing the opportunity and to submit your travel expenses. The sooner you send this letter , the sooner you will be reimbursed.
The sample letters on the following pages will save you time. Sample letters to accept and decline a practice opportunity are also included. Give
all interviewers the courtesy of a written reply . If you met with a panel
of interviewers, send the primary interviewer your main handwritten
response and all other interviewers either a handwritten or email note.
This will not only differentiate you from other candidates, it also shows
professionalism and overall courtesy.
The letters in this section can help you handle this chore as quickly and
professionally as possible.
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Meals: ___________
(Recommend $38 per day)
Hotel: ___________
Tolls: ___________
Parking: ___________
Other:
___________
Total:
$ ___________
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Professional Organizations.
If you need assistance finding a number not listed, please call
CompHealth.
American Academy of Child and Adolescent Psychiatry
3615 Wisconsin Avenue, NW
Washington, DC 20016-3007
202.966.7300
www.aacap.org
American Academy of Dermatology
PO Box 4014
Schaumburg, IL 60173-4014
847.330.0230
www.aad.org
American Academy of Family Physicians
11400 Tomahawk Creek Parkway
Leawood, KS 66211-2672
913.906.6000
www.aafp.org
American Academy of Pediatrics
141 Northwest Point Boulevard
Elk Grove Village, IL 60007-1098
847.434.4000
www.aap.org
American Association of Orthopaedic Surgeons
6300 North River Road
Rosemont, IL 60018-4262
800.346.AAOS (2267)
www.aaos.org
American Board of Anesthesiology
4101 Lake Boone Trail, Suite 510
Raleigh, NC 27607-7506
919.881.2570
www.abanes.org
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PO Box 8935
Madison, WI 53708-8935
608.266.2112
www.drl.state.wi.us
Wyoming Board of Medicine
211 West 19th Street, Colony Building, 2nd Floor
Cheyenne, WY 82002
307.778.7053
http://wyomedboard.state.wy.us
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DEA Offices.
Atlanta Division Office
75 Spring Street Southwest, Room 740
Atlanta, GA 30303
404.331.4401
Serves Georgia, North Carolina, South Carolina and Tennessee
Boston Division Office
15 New Sudbury Street, Room E-400
Boston, MA 02203
617.557.2100
Serves Connecticut, Maine, Massachusetts, Vermont,
New Hampshire and Rhode Island
Chicago Division Office
230 South Dearborn Street, Suite 1200
Chicago, IL 60604
312.353.7875
Serves Illinois, Indiana, Minnesota, North Dakota and W isconsin
Dallas Division Office
1880 Regal Row
Dallas, TX 75235
214.640.6900
Serves Oklahoma and Texas
Denver Division Office
115 Inverness Drive East
Englewood, CO 80112
303.705.7300
Serves Colorado, Montana, Utah and Wyoming
Detroit Division Office
431 Howard Street
Detroit, MI 48226
313.234.4000
Serves Kentucky, Ohio and Michigan
El Paso Division Office
660 Mesa Hills Drive, Suite 2000
El Paso, TX 79912
915.832.6000
Serves New Mexico and Texas
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Phoenix, AZ 85012
3010 North Second Street, Suite 301
602.664.5600
Serves Arizona
San Diego Division Office
4560 Viewridge Avenue
San Diego, CA 92123
858.616.4100
Serves Southern California
San Francisco Division Office
450 Golden Gate Avenue, Box 36035
San Francisco, CA 94102
415.436.7900
Serves Northern California
Seattle Division Office
400 2nd Avenue West
Seattle, WA 98119
206.553.5443
Serves Alaska, Idaho, Oregon and Washington
St. Louis Division Office
7911 Forsythe Boulevard, Suite 500
St. Louis, MO 63105
314.538.4600
Serves Iowa, Kansas, Missouri, Nebraska and South Dakota
Washington DC Division Office
800 K Street Northwest, Suite 500
Washington, DC 20001
202.305.8500
Serves District of Columbia, Maryland, Virginia and West Virginia
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Alabama
Alaska
Arkansas
Arizona
California
Colorado
Connecticut
Delaware
District of
Columbia W
Florida
Georgia
Hawaii
Idaho
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Illinois
Indiana
Iowa
Kansas
Kentucky
Louisiana
Maine
Maryland
Massachusetts
Michigan
Minnesota
Mississippi
Missouri
Montana
Nebraska
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Nevada
New Mexico
New York
North Carolina
North Dakota
Ohio
Oklahoma
Oregon
Pennsylvania
Rhode Island
South Carolina
South Dakota
Tennessee
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Texas T
Utah
Vermont
Virginia
Washington
West Virginia
Wisconsin
Wyoming
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10 Norden Place
Suite 200
Norwalk, CT 06855
800.365.8900
6451 North Federal Highway
Suite 701
Fort Lauderdale, FL 33308
800.365.8901
800.365.8902
800.328.3666
www.comphealth.com
CompHealth 2006/01
PRM-088