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

Recruiting a doctor to a less attractive area

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.


Tips for Recruiting A Physiatrist

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.


Percent of Overhead Responsibility

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


Interview mistakes for experienced doctors

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.


Billing Services

A physiatrist who is contemplating a position as an independent contractor asks me today about billing services.  I found out the following information.
1)  Bruno Stillo, Physiatry Billing Specialists, 800-835-4482, charges a percentage of collections depending on the level of service.  I said a 28 bed census and he said the receipts would be  $500K+.
He said at the outset you give him charges and an initial face sheet with the patient information.  He builds a data base.  You fax him the charges weekly.  He puts 1 week’s charges on a grid.  He takes care of doing the billing.  You get the receipts directly; you set up a PO box.  You send him by Fed Ex the deposits you make.  He posts the payments and goes after the unreceived claims payments.  Bruno will also help with any billing issues as needed.  He aims to keep his physiatry clients on a long-term basis.  Bruno will also get you on Medicare and whatever payor panels there are in the area.  He can also help you identify what your collections should approximate if you’re considering a new position and can give him the charges for the procedures.
2.  Liz Lee, PRS Inc, www.prsinc.com, She charges 7.5% – 8% of collections for inpatient services.   I didn’t ask her the process as I presume they’re similar.
I don’t endorse either of these entities as I haven’t used them but they specialize in physiatry so they should have a good handle on physiatry billing.

Questions to Ask Candidates

Here’s a list of questions to ask physicians you are interviewing for a position with you:

1.   Give me an example of your leadership skills.( If your job qualifications involve leadership.)

2.   Give me an example of your problem-solving skills.

3.   Wht is your secret to handling difficult patients?

4.   For experienced candidates:   How have you contributed to the growth of your medical group’s practice?

5.   For experienced candidates:   What would you change about your current situation?

6.   What are you most proud of regarding your professional accomplishments?

7.   How does this opportunity compare with others that you are considering?

8.   What do you think of our community and its amenties?

9.   If an offer were extended, what would you be looking for in terms of a compensation package?

10.   What attracts you about our opportunity?

11.   Where are you considering practice opportunities?  

12.   What are you seeking in your new position?


Compensation formulas

There are a number of ways that practices, hospitals and other entities  compensate physicians.       There are  a multiple of variations on these formulas  that are possible.   As the physician looking at the compensation formula that involves collections and/or office expenses, the most important thing to do is to get a handle on what  these items realistically might total.  

PARTNERSHIP POTENTIAL

1.   $175,000 – $185,000 salary plus incentive. Incentive plan   is 20% of collections on physician-provided services after 3x salary.   For example, a salary of $180,000 with collections of $600,000 would results in a $12,000 incentive bonus ($600,000 – $540,000 x 20% = $12,000).        

2.   Salary range of $200,000 plus 20% of any collections over 3x the salary ($600,000).  

3.   Salary for the first 2 years then 100% production

4.       Base salary of $250,000 with 10% share after expenses for the first year, second year salary increase of $20,000 with a 15% share and the third year is partnership

5.   $175,000 – $250,000 salary based on experience; will include an incentive program which is 10%-20% of 3 x salary

 6.     $160,000 – $175,000 plus an incentive; the first year incentive formula is 20% of the difference between the net income minus expenses to cover overhead (salary, malpractice, phone, etc.), 2nd year=30%, 3rd year=40%, 4th year=partnership

 7.         Base salary of $150,000 plus bonus based upon what is done in terms of collections.   The bonus has no limit and is based on productivity and length of service.   The bonus is calculated as a percentage of “net” revenue, once general practice overhead and physician expenses (including base salary) are deducted.   The percentage is 40-, 45- and 50% in years 1-, 2- and 3 respectively.   Net earnings are defined as gross earnings minus professional physician expenses and 50% of the practice administrative expenses.

 Professional physician expenses include the base salary, the cost of health and malpractice insurances and the cost of professional society dues, journal subscriptions and other professional fees.   Administrative expenses of the practice include all items not included in professional physician expenses.   There include expenses such as rent, utilities, employees €™ salaries and benefits, marketing and advertising, legal and accounting expenses and equipment purchase or lease payments.

Partnership will be considered after 2 -3 years in practice.

An example sometimes helps.   This is all very hypothetical and numbers are only used that make for easy calculations:

Gross Collections for the quarter $ 150,000

Overhead expenses 60,000

Physician expenses   60,000

Net 30,000

Bonus (based upon 40%)   $ 12,000 for the quarter

 8.   Draw plus stipend plus productivity bonus.   Can set the draw up to $250,000.   The physician plan allocates overhead in 2 ways.   Part of the overhead (20%) is distributed equally, and the rest is allocated based on receipts.   Thus all physician partners have a basic share of the overhead and those who produce more revenue (and consume more resources) are allocated a greater share fot he rest of the overhead.  

 New physician are paid the draw until their practice grows to the point that receipts cover the incremental costs incurred by adding the new doctor.  

 No good will practice buy-in; responsible for a buy-in of one times the depreciated assets, however, that number is insignificant since the practice doesn’t own their buildings

 EMPLOYEE AFFILIATION:

Compensation Type 1:   Income guarantee of $200,000 + and incentive which is 33% of production after overhead is covered

 Compensation Type 2:    Income guarantee of $160,000 – $180,000 for 12 months with an incentive.   If the percentage method pays more than the salary then the candidate can switch over to it before the first year.  

 The incentive will be available if the candidate makes two times his/her income guarantee.   The incentive formula is the amount which is at least two times the salary guarantee minus two times the salary.   The doctor gets 50% of the difference.  

For example, if the net income is $400,000 and the income guarantee is $150,000, then:

                $400,000 (net income)

                    -$300,000 (2 times the income guarantee of $150,000)

                   $100,000

                   x                   50% (to cover overhead)

                   $ 50,000 Incentive payment

Compensation Type 3:    $120,000 – $135,000 plus an incentive which is 30% of triple the salary

 Compensation Type 4:     Salary of $195,000 – $205,000.   Also, the potential to earn two separate bonuses.   One is up to 10% of their salary and the other bonus is 35% of their gross billings above their business plan.


Preparing for the Interview

One of the advantages of using  my services is that I try to collect as much information upfront about an opportunity as possible.   Because all I do is physiatry recruitment  , I know the “lingo” of physiatry.    A simple  example is that  I know and take the time  to ask how many inpatients the hiring entity  expects  the new  doctor to see when a position involves inpatient.   And, if you want more information, I will gladly ask the practice/hospital.   I will do so without revealing your name.     This enables you to get information that you would  may not feel comfortable asking directly.    

The same applies for the sometimes uncomfortable subject of compensation.   I try to get as much information about this upfront.   Sometimes the hiring entity says that the compensation is based on experience.   If you want to know a salary figure,   I will ask   you about your years in practice, whether you’re Board Certified and in what fields, so that I can get a reasonable income figure from the hiring entity.

I suggest that you don’t reveal your current income during the interview process.   I’d say something like “I am open to a compensation that is fair and reasonable for the area and my experience.”   You should review your answer to the compensation question and rehearse it in advance so that it sounds confident and natural.


It’s wrong

The other day a physiatrist called me.     I asked him how the new venture that he talked about a year or two was going.   He said not well and that’s why he’s calling about practice opportunities.   He also added that I had a good nose because I had commented when we first talked about his new venture that I had some hesitations about it.     It seems that ventures often have overriding financial goals that ultimately discourage a well-meaning physician.

The title of this article, It’s Wrong, refers to situations that you encounter when you’re looking for a job that ultimately make you say “It’s wrong. . . it’s not a good job for me.”   Here are some examples.  

First, if it smells like a fish, it probably is a fish.   Said another way, if your gut tells you something about the practice isn’t right with you, go with your first instinct.   Perhaps it’s the lack of chemistry you have with the doctors in the practice or maybe it’s their philosophy or practice culture that doesn’t jive with your philosophy.  

There are red flags, too.     One is whether the position is new or a replacement.   This is one of my basic questions when I’m asked to fill a position.   Being a replacement alone is not a red flag.   You have to dig deeper and find out the reason the past doctor left.   It’s also good to know the attrition rate of the doctors in the practice.   What is the practice’s track record for keeping their doctors?

Another red flag is if the position is with a private practice and is an employee forever position.   Most positions offer the potential for partnership.   If even the potential for partnership isn’t offered, then that’s a red flag.   The subject of partnership potential is an article in and of itself as oftentimes, it’s very nebulous.


Non-clinical lingo – words to know

Residents,

Here are some terms that might be new to you.   They are helpful to know before you go for an interview.   Knowing them will show the interviewer that you have a grasp of the non-clinical side of medicine.

Independent contractor – When you contract with a hospital, health care entity, etc. to provide medical services.   Typically, this term applies when you serve as   Medical Director of a Rehab Unit or a Rehab Hospital.   The word independent comes from the fact that you are a private  practitioner who is independent from the entity (the rehab unit or hospital)  with whom  you are contracting.   The word independent is critical to the Stark regulations (federal regulations) that require the health care entity to not have any influence over a physician’s referral patterns.  

Salary guarantee – This means the same thing as a salary usually.   Please note that any of these terms should be defined in the contract and the contract therefore is the absolute determination of the definition of these terms.   Different people use these terms differently sometimes so there is not one exact definition.

Income guarantee –   A guarantee is a means to ensure a minimum rate of compensation for a stated period of time.   It’s meant to be a pillow, a financial cushion for you in the early months of a new practice when you’re gearing up and aren’t to capacity in seeing patients and receiving receipts.   The entity that provides the guarantee usually sets it at a conservative amount because it does not want to incur a financial liability if you don’t make the guarantee.  

Typically, the compensation realized under the basic method of compensation will be set off periodically against any advancements toward the agreed-upon guarantee.   The entity providing the guarantee  wants to ensure that the guarantee amount is consistent with reimbursement policies of third-party payers so that it can avoid or reduce any nonallowance of the guarantee for reimbursement purposes.

It may have one or more of the following forms:

 *funds advanced by the entity to the physician

 *the entity acting as cosigner for a loan made by a bank to the   physician

*a guarantee against monthly billings made by the physician

  *a guarantee against monthly collections made by the physician

 A guarantee, as in the last two items above, involves a monthly payment of a variable sum determined by subtracting either the monthly billings or monthly collections, whichever is applicable, from a fixed, predetermined amount for a period of time.   The period of time can be expressed either in months or until the physician reaches a certain level of billing or collections.

 The guarantee on its face creates a dollar exposure equal to the fixed monthly amount less zero billings or collections.   Billings are defined as the amount of fees for all services rendered by the physician in any one month, whether or not he actually receives payment.   Collections are defined as the amount of cash actually collected by the physician for all services rendered in any one month.  

 Collection Guarantee Schedule

 Month Billing                     Cash Collection              Cash Advances

    1     $1,500                             $   500                             $3,500

    2       2,500                                1,500                                2,500

    3       3,500                                2,000                                2,000

    4       4,000                                2,500                               1,500

    5       4,500                                 3,500                                 500

    6       5,000                                 4,500                                   ___

    7       5,500                                 5,000                                   ___

    8        6,000                                5,000                                  ___

    9        6,500                                 5,500                                  ___

  10        7,000                                5,500                                  ___

  11        7,500                                 6,000                                 ___

  12       8,000                                  7,500                                    ___

  $61,500                              $49,000                          $10,000

Net results:

Total Exposure:                       $48,000

*Guaranteeed Amount = $48,000 for 12 months or $4,000 per month against collections

Your comments are welcome.   Please email me at farrhealth@comcast.net