Best Friend’s Guide to
Finding a Practice
Career
essentials
Preface
Best Friend’s 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 nation’s 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. We 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 the Best Friend’s
Guide in the first place.
Salt Lake City, Utah (Headquarters)
6440 South Millrock Drive, Suite 175
Salt Lake City, UT 84121
800.453.3030 (toll-free)
801.930.3000 (local)
Norwalk, Connecticut
10 Norden Place, Suite 200
Norwalk, CT 06855
800.365.8900 (toll-free)
203.642.5622 (local)
Fort Lauderdale, Florida
6451 North Federal Highway, Suite 700
Fort Lauderdale, FL 33308
800.365.8901 (toll-free)
If you have any comments or would like to further
discuss new opportunities for professional growth,
please contact CompHealth.
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Career
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Contents
Introduction. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
Why Use a Recruiting Firm? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
Action Checklist . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
Curriculum Vitae. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
Recommended CV Format. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
Sample CV. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
The Community. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
The Opportunity. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12
Compensation. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14
The Interview. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15
Practice Opportunity Evaluation. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17
Negotiating Tips. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19
A Physician’s Introduction to Malpractice Insurance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20
Managed Care and Your Future. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24
Locum Tenens. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25
Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27
Professional Organizations. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31
State Boards of Medical Licensure. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34
DEA Offices. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39
State Chambers of Commerce. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41
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Career
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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 nation’s 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 Nurse Practitioner, Physician
Assistant, and allied healthcare professionals. We
have more than 400 dedicated Recruiters who are
experts in their field. Each Recruiter is focused on
a specific specialty and is well versed in current
salaries, market conditions, and industry trends.
Our Recruiters 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, we’ve compiled this
reference guide. It’s 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 Friend’s 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
expect—especially 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 short- and 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 offices. You can also visit us online at
CompHealth.com.
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Career
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Why Use a Recruiting Firm?
Running your own job search requires a lot of time.
Not to mention the fact most people struggle when
it comes to marketing themselves. When you use
a recruiting firm, someone else is marketing you to
potential employers. All you need to do is provide
some basic information about your skills, experience,
and preferences. CompHealth placement services
cost you nothing but will save you time and help you
find the job that’s right for you.
A good recruiting firm can help you:
> Find a job at no cost
> Save time
> Screen opportunities for you so you find the
right job faster and easier
> Protect your anonymity
> Contact employers to find more opportunities
for you
> Locate opportunities that are never advertised
and that you may never find on your own
> Schedule interviews for you and make the
necessary travel arrangements if necessary
> Help you negotiate a higher salary and
better benefits
> Coordinate the licensing, credentialing, and
hospital privilege process
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Action Checklist
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 ensure
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. With an ample
head start, your odds of finding a practice that is
right for you are high.
Check off when complete:
Draft your CV and compile references.
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.
Tie up loose ends such as follow-up letters,
references, licensure applications, etc., and think
about your decision.
Review the contract (your CompHealth Recruiter
can help).
Make a decision and commit to a practice.
Complete credentialing, state licensure and DEA
registration with the help of the CompHealth
Customer Service Specialist Team.
Find a residence. Negotiate a mortgage/lease.
Relax and get ready for your new career
opportunity.
Start working!
Refine your CV.
Decide upon the areas of the country and types of
practices you want to explore.
Research each state’s licensure requirements.
Talk to a CompHealth Recruiter to identify the
appropriate practices and/or hospitals for your
interviews. Remember, all CompHealth services
are free to you and in the majority of cases, your
interviewing expenses are paid also.
Set up interviews with practices interested in you.
These opportunities should meet your objectives
in terms of geography and type of practice. Make
interview travel plans if necessary.
Interview at desired locations. Be sure to inquire
about both the practice and the community.
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Career
essentials
Curriculum Vitae
Your curriculum vitae (CV) is the document you
will use to present yourself to potential employers.
It details who you are, where you’ve been, what
you’ve 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 good CV will help a
decision-maker decide in your favor.
> Make your CV as easy on the eyes as possible.
Try to use white space generously to help draw
the reader’s eye to important information. Use
a font that is easy to read. Compose your CV so
it looks as crisp and professional as possible. If
printing your CV, 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. Your
CompHealth Recruiter can help you develop an
impressive CV.
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Career
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Recommended CV Format
Name
Present Title
Home Address
Office/Hospital Address
Telephone
Email Address
Education (List universities, degrees, and dates in descending order, most recent first.)
Postgraduate Training
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
Michigan—DEA
Memberships:
American Academy of Family Physicians
Honors:
Alpha Omega Alpha
Chief Resident
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David M. Hill, MD—Page Two
Bibliography:
Hill, David M.: Biological safety evaluation of a novel dentin bonding system. Abstract.
Hill, David M., Smith, John S.: Study of Admission Procedures.
Presented to the Florida Chapter of Family Practitioners, 1993.
References:
1. Thomas McNeill, MD
Chairman, Department of Primary Care
General Medical Center
500 Main Avenue, Suite 300
Any Town, State Zip
313.555.1212 (home)
313.555.4496 (office)
2. W. Donald Heppes, DO
Program Director
General Medical Center
500 Main Avenue, Suite 420
Any Town, State Zip
313.555.3333 (office)
313.555.6864 (mobile)
3. Raymond A. Osborne, MD
Senior Faculty
General Medical Center
500 Main Avenue, Suite 202
Any Town, State Zip
313.555.1111 (mobile)
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Career
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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 good 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. You should consider the kind of
environment in which you will be most comfortable,
productive, 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 inlaws 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.
General economic and social structure
> Do you want to live in a town with predominantly
blue- or white-collar workers or a mixture of both?
> Do you want to practice in a resort, agricultural,
academic, metropolitan, or rural community?
> Where will you feel comfortable? The happiest
doctors are those who pick an area where they
can feel at home.
Quality of schools
If you are planning to have a family or have one
already, this is something to think about, even if your
children are not yet old enough to go to school.
The quality of schools varies dramatically from area
to area. Plan to call or visit schools in your areas
of interest. Find out how students perform on
standardized tests. Schools often report how much
money is spent per student and what the student/
teacher ratios are. These facts will help you compare
and contrast different school systems.
We recommend keeping detailed notes on student/
teacher ratios, class sizes, tracking programs, special
programs, etc. Your comparison of different school
districts is likely to figure prominently in your planning.
Housing costs
Is being able to buy a home right away important
to you, or do you plan to wait awhile? In general,
if you choose the Northeast or the metropolitan
areas of California or Florida, housing costs will be
higher. However, resale values will also be higher. If
you are looking at opportunities in areas such as the
deep South and the Midwest, you can expect more
moderate housing costs.
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Housing costs and the availability of homes for sale
can play a critical role in evaluating an opportunity.
This is one of the many reasons you will want to start
your job search early. An early start will give you time
to thoroughly evaluate the part housing may play in
your decision.
Remember, if you’re not sure about an area, you can
always rent.
Recreational opportunities
Is it important for you to live in a town that has lots
of movies and live theaters, restaurants, golf courses,
amusement parks, concerts, major league sports
teams, etc.?
If the great outdoors is more to your liking, you may
want to look for opportunities away from large cities.
Area and patient demographics
Job satisfaction is vital. Consider the area’s total
population, patient population, and payor mix.
> Is the area’s population able to support your
presence in the practice you would like to join?
> Is there a good patient/payer mix, i.e., diversity
in patient population groups and in the payer
categories?
> Is there a particular demographic group that you
would like to serve?
•
If you have a desire to perform community
service, is there a local population in need of
volunteer medical attention?
Make sure that the people you want to serve are
available to be served.
Once you have narrowed your search down to a
specific town or towns, there are certain things you
should research in the community. Good sources for
this kind of information are chamber of commerce
websites, real estate agents, the town hall, and the
local library. Here are the primary areas to investigate:
> Size
•
How many people live in the town and
surrounding area?
•
Is the area gaining or losing population?
> Economic background and stability
No community is totally recession-proof, but you
can help protect yourself. Is the area attracting
new businesses or losing businesses? Look at
statistics such as unemployment, growth rate,
diversity of industries, average family income,
housing sales and availability and absorption
rates for office and industrial real estate. This
information will give you a good picture of the
economic vitality of the area. The economic
health of a community may have an impact on
the economic health of your practice.
> Cultural/recreational offerings
Is there a museum nearby? A driving range?
Major or minor league sports team? A good
theater? Ask around. Look in the yellow pages.
Make sure you have plenty of cultural and
recreational options for your leisure time.
> Religious choices
Can your religious needs can be met in this
area? Again, real estate agents are an excellent
source for answers to your questions.
> Demand for specialty
Demand varies from one geographical area
to another for any given specialty. Over time,
the number of Physicians graduating in certain
specialties, combined with demographic shifts in
the general population, will dictate the number
and kinds of positions available. This also
affects salaries, call schedules, and the overall
job market. Call CompHealth to get the latest
information about the geographical demand
and compensation ratios for your specialty.
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The Opportunity
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 Physicians 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.
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
period of one to five years. After the trial period,
you may become eligible for a partnership.
> Partnerships/PC/PA—In these circumstances,
it is wise to review your initial contract and
subsequent partnership agreement with your
CompHealth Recruiter 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.
> Employer/Employee—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.
Why is the hospital or group hiring?
Does the practice offer a buy-in option?
There are many scenarios that can factor in to the
answer of this question. You could be replacing
a Physician who has retired or who has moved to
another position. Or, perhaps the volume of patients
is increasing and the group needs an additional
doctor to help with the increased patient load.
Buy-in options vary from group to group. If this is
something you are interested in, check with the
practice to see if it’s available or might become
available in the future.
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 practice’s legal arrangement?
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 practice’s 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.
The three major types of practice arrangements are:
> Independent contractors—An independent
contractor is an individual in an autonomous
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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?
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.
> Where do the patients come from?
> What is the primary service population?
> How many referring Physicians are there and
who are they?
What is the hospital and practice setup?
Thoroughly evaluate the hospital or practice setup.
Having spent a great deal of time in hospitals,
offices, and clinics over the past several years, your
experience and what you like and dislike should help
you compare practices and facilities. Following are
some aspects you should investigate:
> Where are patients transferred to/from
> Nursery level
> NICU/PICU availability
> Size of pediatric inpatient unit
> Delivery volume
> C-section attendance
> Pediatric/OB relationship
> Facility design
> Affiliation (public, private, academic)
> Occupancy rate
> Nursing support
> Availability/condition of equipment
> Who and where are the closest competitors?
> Admitting staff
> At which hospital(s) will you have admitting
privileges?
> Who writes admitting orders
> What would your hours be?
> X-ray and lab resources
> How many nights will you be expected to work
or to be on call?
> X-ray and lab turnaround time
> Does the practice have a rotating schedule?
> How many patients will you see per day or month?
Is There Enough Support Staff Available?
Make sure there is adequate support, such as nurses,
Physician assistants, lab and x-ray technicians, EMTs,
and security. A good medical department manager
or secretary who keeps the department running
smoothly can be invaluable.
> Level of computerization
> 24-hour ED availability
> Payor mix
> Ambulance services
> Pathology mix
> Acuity level
> Outreach programs/transport services
> Volume expectancy
There are many more questions you should consider.
The key is to be prepared and to not be afraid to ask.
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Compensation
Compensation can play a key role in your decisionmaking process. Ranging from flat salaries to a
percentage of the revenue you generate, there
are as many different types of compensation
arrangements as there are job offers. Make sure
you fully understand your primary compensation
arrangement.
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.
Number of CME days and number of holidays or
personal days are important components you will
have to be aware of. Standard benefits generally
have a value of 15 to 25 percent of the salary
component of the package.
Packages may include temporary housing, tuition
reimbursement, and assistance with repaying student
loans. Occasionally, packages also include other
elements such as interest-free loans, partnerships
and administrative stipends. Sign-on bonuses exist
but are not very common.
Finally, don’t forget that you have the last word on
compensation. Be sure you consider every element of
the offer in-depth before signing on the dotted line.
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?
> 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
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The Interview
The phone interview is your first contact with your
prospective employer. It is a key element in the
“first impressions are everything” process. If you are
invited to attend an interview in person, choose a
time during business hours so you can meet the team
and see them in action. Wherever possible, try to
schedule more than one interview on a trip to save
time and expense.
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.
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.
Find out what you need to know to determine if
the practice opportunity is right for you. Leave the
interview with the option to pursue the position
because you cannot turn down an offer you don’t get.
At this point you may also want to check to see if
your expenses are reimbursable.
A List of Possible Questions
One way to accomplish your interview objectives is
to be prepared for the questions that you are likely to
be asked such as:
> What is it about this practice or area that
appeals to you?
> What are your personal short- and long-term goals?
> What level of compensation do you require?
> When will you be able to make your decision?
> What would your colleagues say about your
character and abilities?
> What were the high and low points of your
residency training?
Essential Factors to Remember for an
Interview
> When do you plan on obtaining board
certification?
Bring extra copies of your CV, prepared questions
you might need answered, and turn off your cell
phone and/or pager. Bring something to write on and
something to write with and your references.
> What kind of clinical responsibilities are you
looking for?
Physicians 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: 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.
> What kind of administrative or academic
responsibilities are you looking for? How do you
feel about teaching and research?
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.
> What kind of exposure have you had to
managed care?
> What are your interests besides medicine?
> How would you describe yourself as a person?
> How would you handle this specific medical
case? (Your interviewers could describe a
specific patient and set of medical circumstances
and ask you what you would do.)
> Why are you looking for a change?
Do your homework on the area beforehand so you
can spend your time asking important questions
about the practice and hospital.
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Things to Remember
Be comfortable and confident
Have a well thought out answer for each of these
questions and any other questions you’ve heard
might be asked. Focus on positive experiences rather
than negative ones, and be general on any negative
questions you might be asked. It is important for
you to look calm, confident, and in control. Look the
interviewer in the eye. If you are well rehearsed, you
will be able to relax and be yourself.
Size up your prospective employer
You want a practice that’s right for you. So while a
prospective employer is evaluating you, you should
evaluate the practice opportunity.
Find out about the culture of the group, stability,
patient mix, number and quality of procedures,
turnover, and annual growth.
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.
> Arriving late, leaving early, or declining to
participate in a routine step of the interview.
Have the courtesy to be prompt and complete
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
decision during the 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 person’s 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 it’s
not the right position for you, let your CompHealth
Recruiter end the process with the employer.
> 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
beforehand.
> Not being prepared with the proper information
about the practice.
> Not doing your homework and learning 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 good fit for the position.
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Practice Opportunity Evaluation
The following form will help you evaluate practice opportunities.
Complete this for each practice and compare and contrast the merits of each situation. Score each practice from
one (best) to ten (worst) in each category.
Practice 1:
Practice 2:
Practice 3:
Professional
Caliber of practice
Caliber of support staff
Commitment of hospital management
Philosophy of the group
Reputation of group within the hospital
Working environment
Working atmosphere
Group dynamics
Work schedule
Managed care arrangements
Call schedule
Equipment/technology in place
Economics
Income guarantee
Profit sharing
Financial stability of group
Privately insured patient mix
Government assistance patient mix
Retirement plan
Incentive plan
Bonus plan
Timing for partnership
Malpractice coverage
Relocation allowance
Vacation time
CME time
Additional income opportunities
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Competition in market
Service area population increasing
Lifestyle
Housing
Access to hospital
Quality of schools
Community population
Proximity to major metro area(s)
Spouse’s career opportunities
Proximity to friends and family
Entertainment opportunities
Recreational opportunities
Distance to shopping
Distance to house of worship
TOTAL
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Negotiating Tips
Don’t shy away from asking for what you need.
The most important thing to be aware of when you
are accepting an offer and signing a contract is
remembering that you are in a negotiating situation.
Negotiation is a two-way street of give and take.
> 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.
> There are four different forms that an offer may
take: An appointment letter, a formal contract,
letter of intent and verbal offers. Make sure you
have something on paper.
> Lastly, the subject of negotiation is an important
part of the process of securing a practice. A
CompHealth Recruiter is a trained negotiator
and can give you many pointers to help guide
you through the contract signing process.
> 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.
> Determine a reasonable minimum for yourself
in regard to salary, benefits, obligations,
etc. Research the area’s cost-of-living when
determining these numbers. You can look up
cost of living on the Internet. The other party
will probably prepare the contract and will
naturally write the contract to protect his or her
organization’s interests. Just make sure your
requirements are met before you sign.
> The common time frame for the medical
community to terminate a contract is generally
90 to 120 days. Many contracts may also include
a non-compete clause.
> 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.
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A Physician’s 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 nation’s
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 we’re most frequently asked by Physicians.
Terms to Know
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:
> The costs of investigating any claims against an
insured Physician
> The costs of defending those claims
> 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. Claimsmade policies are predominantly used throughout
the industry.
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 period (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 period (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. To 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.
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Umbrella Policy
In addition to a Physician’s 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.
with such services and the postmortem handling of
human bodies. In addition, most policies also provide
coverage to the Physician for his or her activities as a
member of a credentialing committee. Some policies
only provide coverage to the Physician for the direct
medical care of a patient. Such policies do not provide
coverage for utilization review and case managementtype activities. Coverage for these activities must be
added to the policy by endorsement.
Are there limitations on coverage?
Most policies include limitations or exclusions of
coverage. The exclusion section of a policy describes
the circumstances under which the Physician will not
be covered. Common exclusions include:
> Prior acts
Common Policy Questions and Answers
> Sexual misconduct
What is the typical length of a policy period, and
what do the limits refer to?
>War
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.
What does a policy typically cover?
A malpractice policy usually provides coverage to
the Physician (and frequently his or her corporation
and employees) for damages resulting from the
rendering of or failure to render professional
healthcare services. Many policies do not specifically
define the term “professional healthcare services.”
Policies usually include any professional healthcare
service immediately related to the care of patients
including, but not limited to, the furnishing of food,
beverages, medications, or appliances in connection
> Suspended, revoked, surrendered, or otherwise
terminated license
>Anti-trust
> Pollution/nuclear energy
> Criminal or willful acts
> Under influence of drugs or alcohol
> Ownership/supervision of a hospital/clinic
> Bodily injury to employees
> Punitive damages
>Discrimination
> Liability assumed under a contract*
*The “liability assumed under a contract” exclusion
has become a key limitation under many Physician
policies. Managed care contracts frequently require
Physicians to hold the MCO harmless for the acts
of the Physician. Many Physicians agree to do this,
but do not recognize that their policy excludes
coverage for such contracts. Subject to a review of
the managed care contract, the underwriter may be
willing to delete this exclusion.
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Is the Physician required to pay a deductible?
Most Physician policies do not have a deductible.
However, many larger Physician groups are beginning
to consider policies that include a deductible
provision. The premium for a policy can frequently
be reduced by adding a deductible provision. A
deductible is the amount the insured Physician is
responsible for paying when there is a settlement or
judgment on a claim.
What criteria should I use to select a
malpractice carrier?
If given the opportunity to choose your own
malpractice carrier, you should consider the following
important factors:
> How long has the carrier been writing Physician
malpractice coverage, and will they continue to
write coverage in the long term?
> How strong are the financials of the carrier?
> What is the price of coverage?
> Does the carrier offer claims-made or
occurrence coverage, or both?
> Is the carrier willing to offer the Physician his/her
original retroactive date (if claims-made coverage)?
> What is the definition of a claim under the policy?
> What does the policy cover?
> What is the intent of coverage?
> Who does the policy cover—the Physician,
corporation, and employees?
> What and who does the policy exclude?
> What territory does the policy cover? (Most
policies provide coverage for services rendered
anywhere in the U.S. However, some policies will
only provide coverage for services provided in
the state where the Physician is licensed.)
> Does the policy offer any return premium for
favorable loss experience?
> Does the insurer offer any discounts if the
Physician attends risk management programs?
What programs are offered?
> What is the insurance carrier’s claim-paying
philosophy? Does the Physician have access to
legal counsel? Can a settlement be approved
without the insured’s consent?
> What is the insurer’s procedure for
reporting claims?
> How are the costs of defending a claim covered
by the policy?
> Who is responsible for appeal bonds if an
appeal is made? If an appeal bond is secured,
are any of the Physician’s personal assets used
as security?
> Will the insurance carrier consider premium
discounts if the Physician is new to practice,
part-time, or if most activities relate to
administrative duties?
> Under which circumstances can the policy be
terminated by either the insured or insurer?
> Does the insurer extend coverage to Residents
or locum tenens Physicians?
> Will the insurer consider offering a free tail (ERP)
upon retirement, disability, or death?
How are carriers rated? Where can ratings be found?
Carriers are rated based on their financial condition.
The most frequently cited rating resource for
insurance carriers is A.M. Best. Best has a two-tiered
rating system consisting of quantitative analysis and
qualitative review.
Under quantitative analysis, each carrier’s financial
performance for at least the past five years is examined
and over 100 financial tests are performed. These tests
primarily focus on: profitability, leverage/capitalization,
and liquidity. Based on the ratios, Best assigns a value
from A++ to F. It is preferable to purchase coverage
from a carrier with at least an A rating.
It is recommended that coverage not be purchased
from an unrated carrier or one with a rating less
than B+.
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Best’s qualitative review includes an evaluation
of: the company’s spread of risk exposures,
appropriateness of reinsurance, quality and
diversification of assets, adequacy of loss reserves,
adequacy of surplus, capital structure, management
experience, market presence, and policyholders’
confidence.
Based on these factors, Best assigns a class ranking
of 1 to 15. It is recommended that coverage not be
purchased from a carrier with a ranking less than 7.
Remember, the climate of malpractice is different
from state to state, and is specific according to
specialty. For further discussion on malpractice
insurance contact the professional society that is
associated with your specialty.
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Managed Care and Your Future
The nation’s healthcare system is experiencing its most
dynamic period of change. CompHealth, the leader
in Physician recruitment and placement, is seeing and
experiencing this change in the way Physicians are
hired, the manner in which opportunities are chosen,
and how medicine is practiced.
Managed-care is a reality, which in some way will
affect your new practice.
HMOs, PPOs, IPAs, IDNs, the alphabet soup of this
health delivery paradigm goes on and on. It is to
your advantage to know the differences between
the diverse types of managed-care organizations
and, in particular, the various health-maintenance
organizations.
Never before in the history of our nation’s healthcare
system have payment structure and practice
organization been featured so prominently. Hiring
authorities are keenly aware of the business acumen
of the Physician candidates interviewed today.
Although you may not want to be a specialist in
health economics, it can only help your candidacy to
be knowledgeable about the basics.
(more than 50 percent), such as California, Florida,
and Minnesota. Likewise, if you are unclear as to
the future of managed care in the areas of your
choice, i.e., if managed care is in the early stages
of penetration (less than 50 percent), you may want
to find out more about these organizations that are
presenting themselves in that location. Do they fit
your practice parameters? Will they assure you of the
patient flow that you are looking for?
This is where a CompHealth Physician recruiter
can be invaluable, as our Recruiters are in regular
communication with client hospitals and groups who
will have this information readily at hand.
In an industry where hiring procedures are often
unclear, CompHealth is the strategic information
source for Physicians exploring new opportunities in
the age of managed care. Such sources save valuable
and exhaustive research time.
Preparation is a constant theme throughout this
guide. Before pursuing any practice opportunity,
try to find out what the managed-care market is
like in the area where you are interviewing. There
are two important points that you should take into
consideration:
1. What is your philosophy regarding
managed care?
2. What is your knowledge of managed care
marketing strategies?
If you are uncomfortable with managed care or do
not agree with its fundamentals, you may want to
reconsider opportunities in areas where there is
an advanced managed-care market penetration
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Locum Tenens
Locum tenens, temporary Physician staffing, is an
alternative to a full-time 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 semiretirement,
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 insider’s view of practice management
and economics without 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
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?
Medical malpractice coverage
Do they cover Physicians under a comprehensive
policy at no charge? Does the policy cover any
incident that occurs while working for them, even
after the assignment ends?
Licensing services
Do they coordinate new licensure for you and pay
all fees?
Risk management
Do they have risk management professionals
available to you?
Travel
Do they coordinate all your travel expenses? What
kind of housing do they provide? Do they offer
personal travel services as well?
Compensation
How will you be paid—hourly, daily, weekly? Will
you be paid extra for overtime and call duties? Do
they provide tax services including withholding and
deferment? Will you be paid on a regular schedule, or
only after the firm receives payment from the client?
Credentialing
Do they credential Physicians to recognized national
standards? Is their credentialing service certified by a
recognized agency?
Do they offer work in one area or all across the
country? How many opportunities do they currently
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Physician support
Do they offer 24-hour support services? Can you
reach someone on the weekends if you have a
problem?
Industry reputation
How long has the firm been in business? Will they
give you the names of Physicians in your specialty to
contact?
Permanent option
Does the firm offer you the option to convert a locum
tenens job to permanent?
Will they facilitate the placement for you?
Bonuses
Do they offer bonuses for referrals and the length of
service? What other special bonuses or benefits do
they offer?
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.
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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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Sample Follow-Up Letter
Date
Name
Title
Hospital
Address
City, State Zip
Dear Dr.___________________________________ :
Thank you for the opportunity to discuss my candidacy for a position with your practice. I appreciate the time you
spent describing your plans for the future and how I might become a part of them. Particularly, I was impressed
by________________________________________ .
The expenses for my trip and copies of the receipts are enclosed.
Again, thank you for your time.
Sincerely,
Your name
Enclosure:
(If you drive):
(If you fly):
Mileage:_____________
Airfare:______________
(Recommend $0.32/mile)
Parking:_____________
Meals:_______________
Hotel:_______________
(Recommend $38 per day)
Cab:________________
Hotel:_______________
Meals:_______________
Tolls:________________
Other:_______________
Parking:_____________
Total: $_____________
Other:_______________
Total: $_____________
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Sample Letter of Acceptance
Date
Name
Title
Practice
Address
City, State Zip
Dear Dr.___________________________________ :
I am pleased to accept the offer to join your practice.
After reviewing many opportunities and taking several interviews, I know that your practice affords me the
greatest chance to achieve my professional and personal goals.
I am excited about the challenges that face me and look forward to our next conversation.
Sincerely,
Your Name
Remember: Attach original signed contacts for the client. Be sure to make copies for yourself and your
CompHealth Recruiter.
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Sample Letter of Declination
Date
Name
Title
Practice
Address
City, State Zip
Dear Dr.___________________________________ :
I am writing to let you know that I have accepted an opportunity to practice in (location). My decision was
difficult, but the opportunity to (specialize in, live near, work with, or blank) is more suited to my long-term goals.
Thank you again for the time spent discussing your practice. I genuinely enjoyed meeting you and wish you well
in the future.
Sincerely,
Your Name
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Career
essentials
Professional Organizations
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 60168
866.503.7546
www.aad.org
American Academy of Family Physicians
11400 Tomahawk Creek Parkway
Leawood, KS 66211-2680
800.274.2237
www.aafp.org
American Academy of Pediatrics
141 Northwest Point Boulevard
Elk Grove Village, IL 60007-1098
800.433.9016
www.aap.org
American Association of Orthopedic Surgeons
6300 North River Road
Rosemont, IL 60018-4262
847.823.7186
www.aaos.org
American Board of Anesthesiology
4208 Six Forks Road, Suite 1500
Raleigh, NC 27607-5765
866.999.7501
www.theaba.org
American Board of Emergency Medicine
3000 Coolidge Road
East Lansing, MI 48823-6319
517.332.4800
www.abem.org
American Board of Family Medicine
1648 McGrathiana Parkway, Suite 550
Lexington, KY 40511-1247
859.269.5626
www.theabfm.org
American Board of Internal Medicine
510 Walnut Street, Suite 1700
Philadelphia, PA 19106
800.441.2246
www.abim.org
American Board of Obstetrics and Gynecology
2915 Vine Street
Dallas, TX 75204
214.871.1619
www.abog.org
American Board of Orthopedic Surgery
400 Silver Cedar Court
Chapel Hill, NC 27514
919.929.7103
www.abos.org
American Board of Pathology
4830 W. Kennedy Blvd, Suite 690 33609
PO Box 25915
Tampa, Florida 33622
813.286.2444
www.abpath.org
American Board of Pediatrics
111 Silver Cedar Court
Chapel Hill, NC 27514
919.929.0461
www.abp.org
American Board of Psychiatry and Neurology, Inc.
2150 E Lake Cook Road, Suite 900
Buffalo Grove, IL 60089
847.299.6500
www.abpn.com
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Career
essentials
American Board of Radiology
5441 East Williams Blvd, Suite 200
Tucson, AZ 85711
520.790.2900
www.theabr.org
American College of Physicians
190 North Independence Mall West
Philadelphia, PA 19106-1572
800.523.1546
www.acponline.org
American Board of Surgery
1617 John F. Kennedy Blvd, Suite 860
Philadelphia, PA 19103
215.568.4000
www.absurgery.org
American College of Surgeons
633 N Saint Clair Street
Chicago, IL 60611-3211
800.621.4111
www.facs.org
American College of Cardiology
Heart House
2400 N Street NW
Washington, CD 20037
800.253.4636 ext. 5603
www.acc.org
American Medical Association
330 N Wabash Avenue
Chicago, IL 60611-5885
800.621.8335
www.ama-assn.org
American College of Emergency Physicians
1125 Executive Circle
Irving, TX 75038-2522
800.798.1822
www.acep.org
American College of Gastroenterology
6400 Goldsboro Road, Suite 200
Bethesda, MD 20817
301.263.9000
www.gi.org
American Congress of OB/GYN
409 12th Street SW
PO Box 70620
Washington, DC 20024
800.673.8444
www.acog.org
American College of Osteopathic
Obstetricians & Gynecologists
8851 Camp Bowie West, Suite 275
Fort Worth, TX 76116
817.377.0421
www.acoog.com
American Osteopathic Association
142 East Ontario Street
Chicago, IL 60611
800.621.1773
www.osteopathic.org
American Osteopathic Board of Surgery
4764 Fishburg Road, Suite F
Huber Heights, OH 45424
800.782.5355
www.aobs.org
American Psychiatric Association
1000 Wilson Blvd, Suite 1825
Arlington, VA 22209
888.357.7924
www.psych.org
American Society of Anesthesiologists
Headquarters Office
1061 American Lane
Schaumburg, IL 60173-4973
847.825.5586
www.asahq.org
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essentials
American Society of Clinical Oncology
2318 Mill Road, Suite 800
Alexandria, VA 22314
571.483.1300
www.asco.org
American Society of Hematology
2021 L Street NW, Suite 900
Washington, DC 20036
202.776.0544
www.hematology.org
American Society of Physicians/Internal Medicine
190 North Independence Mall West
Philadelphia, PA 19106
800.523.1546
www.acponline.org
College of American Pathologists
325 Waukegan Road
Northfield, IL 60093
800.323.4040
www.cap.org
National MedPeds Residents’ Association
www.medpeds.org
Radiological Society of North America, Inc.
820 Jorie Boulevard
Oak Brook, IL 60523
630.571.2670
www.rsna.org
Society of Academic Emergency Medicine
2340 S. River Road, Suite 208
Des Plaines, IL 60018
847.813.9823
www.saem.org
United States and Canadian Academy
of Pathology
404 Town Park Blvd., Suite 201
Evans, GA 30809
706.733.7550
www.uscap.org
Emergency Medicine Residents’ Association
1125 Executive Circle
Irving, TX 75038
972.550.0920
www.emra.org
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Career
essentials
State Boards of Medical Licensure
Alabama
State Board of Medical Examiners
848 Washington Ave., Zip 36104
PO Box 946
Montgomery, AL 36101-0946
334.242.4116
www.albme.org
Alaska
State Medical Board
550 West 7th Avenue, Suite 1500
Anchorage, AK 99501
907.269.8163
http://commerce.alaska.gov/dnn/cbpl/
ProfessionalLicensing/StateMedicalBoard.aspx
Arizona
Medical Board
9545 E Doubletree Ranch Road
Scottsdale, AZ 85258
480.551.2700
www.azmd.gov
Arkansas
State Medical Board
1401 West Capitol Avenue, Suite 340
Little Rock, AR 72201
501.296.1802
www.armedicalboard.org
California
Medical Board of California
2005 Evergreen Street, Suite 1200
Sacramento, CA 95815
800.633.2322
www.mbc.ca.gov
Colorado
Board of Medical Examiners
1560 Broadway, Suite 1350
Denver, CO 80202
303.894.7690
www.dora.state.co.us
Connecticut
Medical Examining Board
PO Box 340308
Hartford, CT 06134
860.509.8000
www.dph.state.ct.us
Delaware
Board of Medical Practice
Cannon Building
861 Silver Lave Blvd, Suite 203
Dover, DE 19904
302.739.4500
www.dpr.delaware.gov/boards/medicalpractice
District of Columbia
District of Board of Medicine
899 North Capitol Street, NE
Washington, CD 20002
202.442.5955
www.dchealth.dc.gov
Florida
Board of Medicine
4052 Bald Cypress Way, Bin# A00
Tallahassee, FL 32399
850.245.4444
www.doh.state.fl.us/mqa
Georgia
State Board of Medical Examiners
2 Peachtree Street, NW, 36th Floor
Atlanta, GA 30303-3465
404.656.3913
www.medicalboard.georgia.gov
Hawaii
Board of Medical Examiners
335 Merchant Street, Suite 301
Honolulu, HI 96813
808.586.3000
www.hawaii.gov
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essentials
Idaho
State Board of Medicine
1755 N Westgate Drive, Zip 83704
PO Box 83720
Boise, ID 83720-0058
208.327.7000
www.bom.state.id.us
Louisiana
State Board of Medical Examiners
630 Camp Street, Zip 70130
PO Box 30250
New Orleans, LA 70190-0250
504.568.6820
www.lsbme.org
Illinois
Department of Professional Regulation
320 West Washington Street
Springfield, IL 62786
217.785.0820
www.idfpr.com
Maine
Board of Licensure in Medicine
161 Capitol Street
137 State House Station
Augusta, ME 04333
207.287.3601
www.docboard.org/me
Indiana
Medical Licensing Board of Indiana
402 W Washington Street, Room W072
Indianapolis, IN 46204
317.232.2960
www.in.gov/pla/medical.htm
Iowa
Board of Medicine
400 SW 8th Street, Suite C
Des Moines, IA 50309-4686
515.281.6641
www.medicalboard.iowa.gov
Kansas
Board of Healing Arts
800 SW Jackson, Lower Level, Suite
Topeka, KS 66612
888.886.7205
www.ksbha.org
Kentucky
Board of Medical Licensure
310 Whittington Parkway, Suite 1B
Louisville, KY 40222
502.429.7150
www.kbml.ky.gov
Maryland
Board of Physicians
4201 Patterson Avenue
Baltimore, MD 21215
410.764.4777
www.mbp.state.md.us
Massachusetts
Board of Registration in Medicine
200 Harvard Mill Square, Suite 330
Wakefield, MA 01880
781.876.8200
www.massmedboard.org
Michigan
Department of Licensing
PO Box 30004
Lansing, MI 48909
517.373.1820
www.michigan.gov/lara/
Minnesota
Board of Medical Practice
2829 University Avenue SE, Suite 500
Minneapolis, MN 55414-3246
612.617.2130
www.bmp.state.mn.us
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essentials
Mississippi
State Board of Medical Licensure
1867 Crane Ridge Drive, Suite 200-B
Jackson, MS 39216
601.987.3079
www.msbml.ms.gov
Missouri
State Board of Registration
3605 Missouri Blvd.
PO Box 4
Jefferson City, MO 65102
573.751.0098
www.pr.mo.gov/healingarts
New Jersey
State Board of Medical Examiners
140 East Front Street, Zip 08608
PO Box 183
Trenton, NJ 08625
609.826-7100
www.state.nj.us/lps/ca/bme
New Mexico
State Board of Medical Examiners
2055 S. Pacheco Street, Building 400
Santa Fe, NM 87505
505.476-7200
www.nmmb.state.nm.us
Montana
Board of Medical Examiners
301 South Park, 4th Floor
PO Box 200513
Helena, MT 59620-0513
406.841.2203
www.medicalboard.mt.gov
New York
State Board for Medicine (Licensure)
Office of the Professions
State Education Building, 2nd Floor
Albany, NY 12234
518.474.3817
www.op.nysed.gov
Nebraska
State Board of Medical Examiners
301 Centennial Mall South
PO Box 95026
Lincoln, NE 68509
402.471.3121
www.dhhs.ne.gov
North Carolina
Medical Board
1203 Front Street, Zip 27609
PO Box 20007
Raleigh, NC 27619
919.326-1100
www.ncmedboard.org
Nevada
State Board of Medical Examiners
1105 Terminal Way, Suite 301
Reno, NV 89502
775.688.2559
www.medboard.nv.gov
North Dakota
State Board of Medical Examiners
418 East Broadway, Suite 12
Bismarck, ND 58501
701.328.6500
www.ndbomex.com
New Hampshire
Board of Medicine
Philbrook Building
121 South Fruit Street
Concord, NH 03301
603.271.1203
www.nh.gov/medicine
Ohio
State Medical Board of Ohio
30 East Broad Street, 3rd Floor
Columbus, OH 43215
614.466.3934
www.med.ohio.gov
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essentials
Oklahoma
State Board of Medical Licensure
101 NE 51st Street, Zip 73105
PO Box 18256
Oklahoma City, OK 73154
405.962.1400
www.okmedicalboard.org
Oregon
Board of Medical Examiners
1500 SW 1st Ave., Suite 620
Portland, OR 97201
971.673.2700
www.oregon.gov/omb
Pennsylvania
State Board of Medicine
PO Box 2649
Harrisburg, PA 17105-2649
717.783.1400
www.dos.state.pa.us/portal/server.pt/community/
state_board_of_medicine/12512
Rhode Island
State Board of Licensure and Discipline
3 Capitol Hill
Providence, RI 02908
401.222.5960
www.health.ri.gov
South Carolina
South Dakota Licensing Boards
600 E Capitol Avenue
Pierre, SD 57501-2536
605.773.3361
www.doh.sd.gov/boards/
South Dakota
Board of Medical and Osteopathic
101 North Main Avenue, Suite 301
Sioux Falls, SD 57104
605.367.7781
www.doh.sd.gov/boards/medicine
Tennessee
Board of Medical Examiners
665 Mainstream Drive, 2nd Floor
Nashville, TN 37243
615.532.3202
www.health.state.tn.us/boards/Me
Texas
State Board of Medical Examiners
333 Guadalupe, Tower 3, Zip 78701
PO Box 2018
Austin, TX 78768
512.305.7010
www.tmb.state.tx.us
Utah
Occupational and Professional Licensing
PO Box 146741
Salt Lake City, UT 84114-6741
801.530.6628
www.dopl.utah.gov/licensing
Vermont
Board of Medical Practice
108 Cherry Street
Burlington, VT 05402
802.863.7200
www.healthvermont.gov
Virginia
Board of Medicine
9960 Maryland Drive, Suite 300
Henrico, VA 23233
804.367.4400
www.dhp.virginia.gov
Washington
Medical Quality Assurance Commission
PO Box 1099
Olympia, WA 98504-1099
360.236.2570
www.doh.wa.gov
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essentials
West Virginia
Board of Medicine
101 Dee Drive, Suite 103
Charleston, WV 25311
www.wvbom.wv.gov
Wisconsin
Department of Safety
1400 E Washington Avenue
PO Box 8935
Madison, WI 53708
608.266.2112
www.dsps.wi.gov
Wyoming
Board of Medicine
320 W. 25th Street, Suite 200
Cheyenne, WY 82002
307.778.7053
http://wyomedboard.state.wy.us
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© CompHealth 2014/07 CPH-383
Career
essentials
DEA Offices
Atlanta Division Office
75 Spring Street SW, Room 800
Atlanta, GA 30303
404.893.7000
Serves Georgia, North Carolina, South Carolina,
and Tennessee
Chicago Division Office
230 South Dearborn Street, Suite 1200
Chicago, IL 60604
312.353.7875
Serves Illinois, Indiana, Minnesota, North Dakota,
and Wisconsin
Dallas Division Office
10160 Technology Boulevard East
Dallas, TX 75220
214.366.6900
Serves Oklahoma and Texas
Denver Division Office
12154 East Easter Avenue
Centennial, CO 80112
720.895.4040
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
Houston Division Office
1433 West Loop South, Suite 600
Houston, TX 77027
713.693.3000
Serves Texas
Los Angeles Division Office
255 East Temple Street, 17th Floor
Los Angeles, CA 90012
213.621.6700
Serves Los Angeles Area, Hawaii, Nevada, and Guam
Miami Division Office
2100 North Commerce Parkway
Weston, FL 33326
954.660.4500
Serves South Florida, Bahama Islands
New England Division Office
JFK Federal Building, Room E-400
15 Sudbury Street
Boston, MA 02203
617.557.2100
Serves Connecticut, Maine, Rhode Island,
Massachusetts, New Hampshire, Vermont
New Jersey Division Office
80 Mulberry Street, 2nd Floor
Newark, NJ 07102-4206
973.776.1100
Serves New Jersey
New Orleans Division Office
Three Lakeway Center
3838 North Causeway Boulevard, Suite 1800
Metairie, LA 70002
504.840.1100
Serves Alabama, Arkansas, Louisiana, and Mississippi
New York Division Office
99 Tenth Avenue
New York, NY 10011
212.337.3900
Serves Eastern New York
Philadelphia Division Office
600 Arch Street, Room 10224
Philadelphia, PA 19106
215.861.3474
Serves Delaware and Pennsylvania
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Phoenix Division Office
Phoenix, AZ 85012
3010 North Second Street, Suite 301
602.664.5600
Serves Arizona
Seattle Division Office
300 5th Avenue, Suite 1300
Seattle, WA 98104
206.553.5443
Serves Alaska, Idaho, Oregon, and Washington
San Diego Division Office
4560 Viewridge Avenue
San Diego, CA 92123
858.616.4100
Serves Southern California
St. Louis Division Office
317 South 16th Street
St. Louis, MO 63105
314.538.4600
Serves Illinois, Iowa, Kansas, Missouri, Nebraska, and
South Dakota
San Francisco Division Office
450 Golden Gate Avenue, Box 36035
San Francisco, CA 94102
415.436.7900
Serves Northern California
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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essentials
State Chambers of Commerce
State
Organization
Location
Phone Number
US
U.S. Chamber of Commerce
Washington, D.C.
202.659.6000
AL
Business Council of Alabama
Montgomery
334.834.6000
AK
Alaska State Chamber of Commerce
Juneau
907.586.2323
AR
Arkansas State Chamber of Commerce
Little Rock
501.374.9225
AZ
Arizona Chamber of Commerce
Phoenix
602.248.9172
CA
California Chamber of Commerce
Sacramento
916.444.6670
CO
Colorado Association of Commerce
Denver
303.860.1439
CT
Connecticut Business and Industry Assn.
Hartford
860.244.1900
DE
Delaware State Chamber of Commerce
Wilmington
302.655.7221
DC
Chamber of Commerce Columbia
Washington, DC
202.347.7201
FL
Florida Chamber of Commerce
Tallahassee
850.425.1200
GA
Georgia Chamber of Commerce
Atlanta
404.223.2264
HI
Chamber of Commerce of Hawaii
Honolulu
808.545.4300
ID
Boise Metro Chamber of Commerce
Boise
208.344.5515
IL
Illinois State Chamber of Commerce
Chicago
312.983.7100
IN
Indiana Chamber of Commerce
Indianapolis
317.264.3110
IA
Iowa Department of Economic Dev.
Des Moines
515.242.4700
KS
Kansas Chamber of Commerce
Topeka
785.357.6321
KY
Kentucky Chamber of Commerce
Frankfort
502.695.4700
LA
Louisiana Association of Business and Industry
Baton Rouge
225.928.5388
ME
Maine Chamber of Commerce
Augusta
207.623.4568
MD
Maryland Chamber of Commerce
Annapolis
410.269.0642
MA
Massachusetts Chamber of Commerce
Boston
617.389.4900
MI
Michigan Chamber of Commerce
Lansing
517.371.2100
MN
Minnesota State Chamber of Commerce
St. Paul
651.292.4650
MS
Mississippi Economic Council
Jackson
601.969.0022
MO
Missouri Chamber of Commerce
Jefferson City
573.634.3511
MT
Montana Chamber of Commerce
Helena
406.442.2405
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Career
essentials
State
Organization
Location
Phone Number
NE
Nebraska Chamber of Commerce
Lincoln
402.474.4422
NV
Nevada State Chamber of Commerce
Reno
702.686.3030
NH
New Hampshire State Chamber of Commerce
Concord
603.422.8824
NJ
New Jersey Chamber of Commerce
Trenton
609.989.7888
NM
New Mexico Association of Commerce
Albuquerque
505.842.0644
NY
New York State Division of Tourism
Albany
518.474.4116
NC
North Carolina Citizens for Business and Industry
Raleigh
919.836.1400
ND
Greater North Dakota Association
Fargo
701.222.0929
OH
Ohio Chamber of Commerce
Columbus
614.228.4201
OK
Oklahoma Assn. of Business and Industry
Oklahoma City
405.235.3669
OR
Portland Metro Chamber of Commerce
Portland
503.228.9411
PA
Pennsylvania Chamber of Business
Harrisburg
717.255.3252
RI
Greater Providence Chamber of Commerce
Providence
401.521.5000
SC
South Carolina Chamber of Commerce
Columbia
803.799.4601
TN
Chamber of Commerce and Industry
Nashville
615.256.5141
TX
Texas Association of Business
Austin
512.477.6721
UT
Utah State Chamber of Commerce
Salt Lake City
801.621.8300
VT
Vermont State Chamber of Commerce
Montpelier
802.223.3443
VA
Virginia Chamber of Commerce
Richmond
804.644.1607
WA
Association of Washington Business
Olympia
360.943.1600
WI
Wisconsin Manufacturers and Commerce
Madison
608.258.3400
WY
Greater Cheyenne Chamber of Commerce
Cheyenne
307.638.3388
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