Farr Healthcare - Physiatry Job Openings, Physiatry Job Opportunities & Physiatry Practice Opportunities

Leaving a bad job or you’ve been fired!

January 24th, 2012

What should you say about why you’re looking for a new position when you’re leaving a bad job or you’ve been fired?   As I’ve said before,  you should never be negative about your current employer.   You can be negative about a situation but not about a person.  When negative about a person, the interviewer thinks that you will end up being negative about him/her in a year or two.  You can be negative about an aspect of your work but be sure that it isn’t about something that is vital to the new position.  A common answer is that you’re looking for professional growth and advancement and that your current place of employment doesn’t offer this ability.    You could say that the doctors in positions above you, don’t seem to have any plans to leave so there is no room for growth.

If you’ve been fired/laid off, then honesty is the best policy.  You can explain that there were differences of opinion.  Again, be sure that this explanation will not describe a situation that will happen in the new job.

Posted in Interview |

5010 File Format Deadline Extended

December 19th, 2011

 
 
As your billing personnel are well aware, CMS initially mandated a strict
deadline of December 31, 2011, for sending Medicare claims and
receiving remittances in 5010 format, after which claims would not be
paid. The pressure by the Medicare carriers was intense, literally
threatening the livelihood of all providers who did not comply.  But wait!
On November 17, 2011, CMS effectively extended the deadline for 5010
compliance until March 31, 2012.
 
So, how do you get ready for 5010? Among the options are:
 
1. Changing your billing software to allow creation of claims in 5010 file
format, test with Medicare, and move to production. This option allows
you to gain greater control of the process, but requires upgrading your
billing software – which may be expensive.
2. Using a Clearinghouse which will convert your current 4010 file
format to a 5010 file format. This option is cost effective since it does not
require the purchase of new billing software, but will usually engender
monthly Clearinghouse fees.
3. Using a Software Vendor which will convert your 4010 file format to a
5010 file format. This option is cost effective since it does not require the
purchase of new billing software, does not require monthly fees, but
only an annual service fee to the Software Vendor. In addition, some
Software Vendors will allow free commercial claims to be sent.
 
Because the deadline has been extended, providers are in a better
position to review all options, and make a sound business decision.

Contributed by Bruno Stillo, Physiatry Billing Specialists, (800)835-4482, physiatrybillman@aol.com

Posted in Compensation |

When to Start Your Practice Search

October 20th, 2011

It’s best to start looking for a new position as soon as you know you want a new position.  For residents, you should begin at the start of your senior year.   The job search process takes awhile – the time it takes to get a new state license, to obtain a contract from the employer, to negotiate a contract, etc.  NJ and CA are some states that take 6+ months to get a license.  Starting early as with everything is advantageous however some employers aren’t actively looking until October/November when the Annual AAPMR meeting occurs.

On the other hand, it’s never too late to start looking when you’re a resident because even if you start looking then, there will be positions available that for one reason or another haven’t been filled.  It’s not that all positions that have been available for awhile aren’t good.  Sometimes, the parties can’t come to a compromise or the practice settles on one doctor who then decides to take another position.

Posted in General |

Billing Team Conferences

September 19th, 2011

Team Conference Reimbursement:  To bill Team Conference time, you upcode the initial CPT code (from previously rounding that day) 1 level.  You state in your documentation

“____ minutes spent face to face and in the coordination of care for this patient.”   This is one of the times where time is a factor in coding.  So if you have a level 1 (99231) based on medical necessity and you spend an additional 10 minutes in Staffing, then you technically have a total of 25 minutes face to face and coordination of care with that patient, which qualifies for a level II (99232).    

 Contributed by Liz Lee

President, PRS, Inc.

817-284-9850

1-800-324-4777

817-284-3425 FAX

817-907-0370 Mobile

Website:  PRSinc.com

Posted in Compensation |

Medical Director Compensation

September 7th, 2011

The average Medical Director Stipend for a 15 bed rehab unit varies from facility to facility.   It depends on the individual facility, and what their needs and expectations are.  The exact amount the Director receives is based on an hourly pre-determined fee for administrative costs only.  The contract usually stipulates a mandatory 20 hours per week of administrative time.  This is documented on a form that is generated by the facility.  The average hourly rate is from $100 to $150 per hour.  When negotiating the contract for the per hour rate, the physician must be aware of “what” encompasses the administrative time.  The easiest way to determine this is to ask to see their reporting form.  This should list each of the categories that you would spend administrative time on. 

Contributed by Elizabeth Lee, PRS

President, PRS, Inc.

817-284-9850

1-800-324-4777

817-284-3425 FAX

817-907-0370 Mobile

Website:  PRSinc.com

Posted in Compensation |

Group Interviews

August 17th, 2011

Don’t be afraid of a group interview.  As daunting as it might sound, think of it as a one-on-one to lessen any fears.  Just like for any interview, practice beforehand, find out as much about the hospital/group beforehand and remember exactly what is on your curriculum vitae as otherwise what you say will be taken into question.  In the case of a group interview, practice working a room.  Group dynamics is like team dynamics.

You may want to introduce yourself when you walk into the room.  This shows that you are able to lead and have initiative.  Just like in a one-on-one interview, listen to what is being said and not said.  Use these as clues to how and what you will respond.  Also, just like in a one-on-one interview, be assertive, not aggressive; be calm and discuss your skills and how they will benefit the group.  If one person in the group interview isn’t engaged, try to draw them into the conversation.   Don’t get intimidated by the group to the point that you’re afraid to ask questions.

Don’t try to be someone you’re not.  The group is trying to figure out how you will fit in.  You want them to know what you do best and enjoy the most.

Posted in Interview |

Recruiting a doctor to a less attractive area

July 14th, 2011

The best way to recruit for difficult geographic regions is to offer a great package deal, with partnership option after the 1st year.   The offer should include a sign-on bonus, relocation reimbursement,  health insurance/life insurance/long term disability, the ability to keep 70% of what they collect, plus a guarantee of a base salary until they are actually receiving reimbursement for their services (probably 2 months),  4 weeks vacation and 1 week CME, plus a CME allowance.  Keep in mind that a lot of doctors don’t want a partnership – they simply want to share overhead and build the practice.  That is where the LLC comes in handy.  You can all practice under an umbrella wherein you all share expenses, but you eat what you kill.  That is an incentive to really work hard to build your part of the practice, and it will keep physicians there long-term. 

This blog was contributed by Elizabeth Lee, President, PRS, Inc, a physiatry practice management and billing company in TX, lizlee@prsinc.com, 800-324-4777.

Posted in General |

Tips for Recruiting A Physiatrist

July 8th, 2011

Recruiting a physiatrist requires the attention of the hiring entity.  Here are some tips:

Make the candidate feel like they are the only one – Most candidates are considering a number of opportunities.  Beyond the concrete facts of the opportunity, the professionalism and warmth the candidate feels from the hiring entity will help steer the candidate to your opportunity.  A basket of items specific to your area waiting in the hotel room for the doctor is a great idea. 

Keep in touch with the candidate – The recruitment process often spans several months.  It is critical that you stay in contact with the doctor at least once a week during this time.   I will help in this process. 

Be prepared – Just as you expect the doctor interviewing to be prepared, you should be prepared also.  Have all the facts and figures of the opportunity at hand.  Try to be as informed as possible about your competition.  I can help with this aspect. Have a sample contract ready to give the candidate you choose.  Review the terms with the doctor and ask the doctor if he/she will accept it on these terms.   If not, identify the doctor’s concerns and needs.

Posted in General |

Percent of Overhead Responsibility

June 9th, 2011

Q.:  What percent of the overhead should I as a new physician in a practice accept?

A.:  To answer the question, and it is a multi-faceted one, since there are many different types of overhead.  

 There is only one formula however, that works every time, and saves a lot of grief down the road.  The formula is that the physician pay only his direct expenses and not indirect expenses.  For instance, if you are sharing space with Orthopedic Surgeons – you only want to pay for your direct overhead – not their accounting, marketing, employees, etc. for which the physician has no benefit.  The physician sharing space should account for the exact sq footage he/she is utilizing, have his/her own dedicated staff for which he/she pays for, and pay the percentage of billing for only what he/she collects.  

 What is generally done, and is a huge mistake, is to share equally the expenses of the overall practice with all of the physicians in the practice.   An Ortho practice has huge expenses, most of which are not related to anything the PM&R physician generates.  This later ends up in huge disputes, and almost always ends with the PM&R doc leaving and not on so good terms. 

 The percentage of overhead cannot be calculated by percentage unless he is in his own practice, and then that is driven by the market values, i.e., cost of lease space, employees, marketing, etc.   Most of our practices have an overhead of around $6,000 per month before PRS fees and physician salaries.  Most physicians take a set salary, and then take bonuses with the surpluses.   

 Answer contributed by Liz Lee, President, PRS, Inc. a practice management and billing company that works mostly with physiatrists, 817-284-9850,1-800-324-4777, 817-284-3425 FAX,  Website:  PRSinc.com

Posted in Compensation |

Interview mistakes for experienced doctors

May 16th, 2011

You’ve done it before. . .  interviewing that is.    You’re not a newly graduating resident.  You have experience, know-how, wisdom, and more.  Prepare for an interview?  No, you’re thinking, I don’t need to.   Give thought to what I’m going to say in the upcoming interview; no, you’re thinking I don’t need to.  Yes, you should!  Just as the newly graduating resident might be perceived as being green, not confident and shy, the opposite is true of many experienced doctors who interview.  That is, experienced doctors are sometimes perceived as being too knowledgeable which often is perceived as being too set in their ways to be flexible.  

Being overly confident during an interview may be perceived as being obnoxious which converts to the thought that the experienced doctor will be overly demanding of staff.   Experienced doctors who talk too much during the interview are perceived as not being good listeners so therefore not being good team players.  Also the old saying goes that the more you talk, the more you show what you don’t know. 

Not asking questions at an interview is perceived as being overly confident and that the same doctor will not be open to working with the new administration.  Just as the resident needs to learn in an interview to find the balance between speaking up and listening, so too does the experienced doctor.  However for the experienced doctor, it’s more the converse in that the experieced doctor needs to listen more and speak less.

Posted in Interview |

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