Best Friends Guide

to Finding a Practice

T R A N S F O R M I N G

H E A L T H C A R E

C A R E E R S

Best Friends Guide

to Finding a Practice

T R A N S F O R M I N G

H E A L T H C A R E

C A R E E R S

Preface
Best Friends Guide to Finding a Practice was written by the consultants at
CompHealth as a guide designed to help physicians in their search for a
new opportunity . Together, the staff and management of CompHealth
bring to this publication several decades of combined experience with
assisting individuals in securing practice opportunities that meet their professional and personal objectives.
CompHealth is one of the nations largest providers of healthcare staffing
services. Founded in 1979, the company provides temporary staffing and
permanent placement services for healthcare professionals of all types.
We are proud to be able to offer you this book and sincerely believe you
will find it to be a valuable resource in your search. W e welcome your
comments and suggestions so that we can make this resource even more
valuable for you. After all, it was for you, the physician seeking a new
opportunity, that we undertook the development of Best Friends Guide in
the first place.
If you have any comments or would like to further discuss new opportunities for professional growth, please contact CompHealth, Physician
Search Group, 10 Norden Place, Suite 200, Norwalk, Connecticut
06855. Or call toll-free 800.365.8900.

www.comphealth.com
jobs@comphealth.com

Table of Contents
Introduction Choosing CompHealth . . . . . . . . . . . . . . . . . . . . . 2
Why Use a Recruiting Firm? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
Action Checklist . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
Curriculum Vitae . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
Recommended CV Format . . . . . . . . . . . . . . . . . . . . . . . 8
Sample CV . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
The Community . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11
The Opportunity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15
Compensation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18
The Interview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20
Practice Opportunity Evaluation . . . . . . . . . . . . . . . . . . . . . . . . . 25
Negotiating Tips . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28
A Physicians Introduction to Malpractice Insurance. . . . . . . . . . 30
Managed Care and Your Future . . . . . . . . . . . . . . . . . . . . . . . . . . 36
Locum Tenens . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38
Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41
Sample Follow-Up Letter . . . . . . . . . . . . . . . . . . . . . . . 42
Sample Letter of Acceptance . . . . . . . .. . . . . . . . . . . . . 43
Sample Letter of Declination . . . . . . . . . . . . . . . . . . . . 44
Professional Organizations . . . . . . . . . . . . . . . . . . . . . . . 45
State Boards of Medical Licensure . . . . . . . . . . . . . . . . 51
DEA Offices . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 61
State Chambers of Commerce . . . . . . . . . . . . . . . . . . . . 64

Introduction
Whether you are fresh out of residency or a veteran physician, you may
have questions about finding the practice that is right for you.
CompHealth offers answers to your questions and valuable services that
enable you to locate your ideal practice opportunity.
As one of the nations largest providers of healthcare staffing services, we
provide employment opportunities in all 50 states for locum tenens and
permanent placement physicians of most medical specialties, as well as
nurses and Allied healthcare professionals. We have more than 400 dedicated staffing consultants who are experts in their field. Each consultant
is focused on a specific specialty and is well versed in current salaries,
market conditions and industry trends. Our consultants can arrange
interviews for you while maintaining your anonymity and help you negotiate the best offer possible.
Our fee is paid by the practice or hospital that hires you. Most interviewing costs are also paid by our clients and there is no cost, risk or obligation of any kind to you.
To help you get started, weve compiled this reference guide. Its an excellent informational tool for finding your dream job. From walking you
through the basic decision-making process to helping you draft your CV,
from uncovering the right opportunity, to signing a contract, Best Friends
Guide to Finding a Practice will guide you every step of the way.
The secret to finding and securing the right practice is to start as
early as possible.
Although your individual experience may vary, the average time it takes
to find a practice is three to six months. In some cases, it can take up to
a year or more. While this may seem like a long time, you will find that
interviewing, negotiating, accepting an offer , credentialing, obtaining
licensure and arranging to move are likely to take much longer than you
might expectespecially when you must coordinate your busy schedule
with the schedules of others. In order to find the practice that s right for
you, there are two primary considerations you must address:
What you want to do.
Where you want to do it.

These may seem obvious, but are in fact, complex issues. The decisions
you make now affect your immediate and long-term future. Your first step
is to define the kind of practice you want. Do you want to work in a community or academic facility? Do you want to work in a single-specialty or
multi-specialty group? What do you require for compensation? Do you
want to be a partner , an employee or an independent contractor? How
busy should your chosen department or practice be? What are your shortand long-term career goals? Once you have defined what you want to do,
you must give thought to where you want to practice. Climate, topography or family and friends may be your primary criteria. The availability
of recreational activities that are important to you, cost of living, quality
of the local schools and the character of the social and economic environment are also important considerations. These basic questions should
get your mind working. If you already have firm ideas about where you
want to live and what type of practice you want, you are ahead of the
game. This guide will address both of these areas more fully in the sections entitled The Community and The Opportunity.
On page 5 is an Action Checklist that outlines the next steps you should
take, as well as the order in which you should take them.
Of course, at any time during your search you are welcome to call a
CompHealth representative at any of our office
s. You can also
visit us online at www.comphealth.com.

Why Use a Recruiting Firm?

Running your own job search requires a lot of time. Plus, selling yourself
can be difficult for some people. When you use a recruiting firm, someone is marketing you to potential employers without any cost or effort on
your part other than providing some basic information about your skills,
experience and preferences. 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 as well as make any necessary
travel arrangements
Help you negotiate a higher salary and better benefits

Action Checklist
Introduction
This section represents a real-world schedule for finding a practice that is
applicable to all job seekers, residents and practicing physicians alike.
Because each individual will move through the Action Checklist at a different pace, the activities are listed in order of priority but not in a specific timeline, so you can complete the tasks at your own pace. It is
important to allow yourself enough time to assure that it is done to the
best of your capabilities.
Starting early in your search for the right position is important because,
on average, the process can range from three months to more than a year,
which is why starting early is important. W ith an ample head start, your
odds of finding a practice that is right for you are high. Remember , that
time wasted could have been spent on searching and securing the ideal
opportunity.
Check off when complete:
1. Draft your CV and compile references.
2. Refine your CV. Decide upon the areas of the country and types of
practices you want to explore. Research each states licensure requirements.
3. Call CompHealth at 888.517.5783 to identify the appropriate practices
and/or hospitals for your interviews. Remember , the call, and all
other CompHealth services, are free to you. Additionally, in the majority
of cases, interviewing expenses are paid by the hospitals and practices where
you interview.
4. Set up interviews with practices in terested in you. These opportunities should meet your objectives in terms of geography and type of
practice. Make travel plans.
5. Interview at desired locations. Be sure to inquire about both the practice and the community.
6. If necessary, schedule a second interview with your top choices . Make
sure that you get all the information you need to make your final decision.

7. Tie up loose ends such as follow-up letters, references, licensure

applications, etc. and think about your decision.
8. Review the contract (your CompHealth consultant can help).
9. Make a decision and commit to a practice.
10. Complete credentialing, state licensure and DEA registration.
11. Find a residence. Negotiate a mortgage/lease.
12. Relax and get ready for your new career opportunity .
13. Start working!

CompHealth represents practice opportunities

in most of the 50 states.
6

Curriculum Vitae
Your curriculum vitae (CV) is the document you will use to present yourself to potential employers. It details who you are, where youve been,
what youve accomplished and what you can do. Most prospective
employers will see your CV before they see you. They will use your CV
to make judgments, so you will want to make your CV as effective as possible. There are two things to keep in mind:
Present the facts about yourself in a way that will be the most attractive to your future employer. You may be the best candidate for a job, but
you may not get the chance to interview if your CV doesn t communicate that. Your CV is the place to emphasize your strengths, accomplishments, skills and talents. A goo d CV will help a decision-maker decide
in your favor.
Make your CV as easy on the eyes as possible. T ry to use white space
generously to help draw the readers eye to important information. Use a
type face that is easy to read. If you have access to a computer (especially one with a laser printer), compose your CV so it looks as crisp and professional as possible. Always use paper that looks good when photocopied
or faxed; i.e., white or light-colored paper.
On the following page is a CV guideline. You can use this format to draft
or update your CV. If you do not have access to a word processor or laser
printer, or are too busy to compose a CV, just complete the next page by
hand and send it to CompHealth. Well prepare one for you at no charge!

Recommended CV Format
Name:_____________________________________________________
Home Address:
Office/Hospital Address:
____________________________ _______________________________
____________________________ _______________________________
Home Telephone:____________________________________________
Home Fax:__________________________________________________
Office Telephone:____________________________________________
Office Fax:_________________________________________________
E-mail Address:_____________________________________________
Current Position(s): __________________________________________
Postgraduate Training: ________________________________________
Education: (List universities, degrees and dates in descending order ,
most recent first.)
__________________________________________________________
__________________________________________________________
__________________________________________________________
Certifications and Licensure:___________________________________
__________________________________________________________
Professorial or Teaching Appointments: __________________________
__________________________________________________________
__________________________________________________________
Professorial Society Memberships:_______________________________
__________________________________________________________
__________________________________________________________
Awards and Honors:__________________________________________
__________________________________________________________
Bibliography: (Presentations/publications. List in descending order,
most recent first. List works in progress as well.)
______________________________________________________________
__________________________________________________________
__________________________________________________________
Personal and Professional References: (List three or four names,
addresses and phone numbers. Consider listing your program
director, department chair and a preceptor.)

__________________________________________________________
__________________________________________________________
__________________________________________________________
__________________________________________________________
8

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:
davidhill@hotmail.com
Residency:
7/97-6/00 Primary Care Medicine
General Medical Center
Any Town, State
Medical School:
9/93-5/97 State University
Any Town, State
Degree MD
College:
8/89-5/93 University
Any Town, State
BS Biology
Certifications:
Board Eligible in Family Practice
Advanced Cardiac Life Support
Licensure Exams:
National Board of Medical Examiners 1996
MichiganDEA
Memberships:
American Academy of Family Physicians
Honors:
Alpha Omega Alpha
Chief Resident

David M. Hill, MDPage 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)

10

The Community
Determining where you want to work
You know the areas of the country where you might want to live. Now it
is time to get specific and pick the town, city or type of town or city in
which you would most like to live. Following are some of the things you
should consider:
Size of community
You probably have a pretty goo d idea of the kind of environment where
you feel most at home. Small towns appeal to some doctors, large cities
to others. Still for some, suburban areas combine the best of both worlds.
The size of the community does not necessarily correlate to the need
for physicians. Some rural facilities have strong needs and some city
hospitals have lesser needs. Y ou should consider the kind of environment in which you will be most comfortable, pro ductive and needed.
Proximity of friends and family
Do you have friends or family with whom you need to stay close? What
level of contact do you want to maintain? What about your spouse s
family needs? Is jumping on a plane for a visit at Thanksgiving acceptable to you and your spouse?
There are a lot of things to consider in this area. For example, consider
whether your parents or in-laws will need you nearby as they advance in
age. Discuss these things with family and friends before making a decision.
Employment opportunities for your spouse
The question of whose career comes first is a difficult issue. The ideal
move is one that benefits both careers. As a practical matter , however,
this is not always possible.
If your spouse has a career to consider, it is best to have frequent and open
conversations about this subject. There are always trade-offs and there is
a period of adjustment for both spouses, but happy compromises can be
worked out.

Research the community you are interested in at its local

chamber of commerce.
11

 General economic and social structure

Do you want to live in a town with predominantly blue-collar or whitecollar workers or a mixture of both? Or perhaps 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.
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 youre 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, majorleague sports teams, etc.?
If the great outdoors is more to your liking, you may want to look for
opportunities away from large cities.

12

 Area and patient demographics

Job satisfaction is vital. Consider the areas total population, patient population and payor mix.
Is the areas population able to support your presence in the practice you
would like to join? Is there a goo d patient/payor mix; i.e., a 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 . Goo d
sources for this kind of information are chamber of commerce web sites,
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 goo d
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.

13

- 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.

CompHealth has a database that covers practices

in all parts of the country. In addition, our consultants know about
demographic trends that may aid you in your decision making.
Call us anytime you have a question:
Connecticut 800.365.8900 Florida 800.365.8901
Illinois 800.365.8902 Utah 800.328.3666

14

The Opportunity
What kind of opportunity are you looking for?
Here are some questions to ask before and during the interview process.
What is the personality of the hospital and group?
What are their credentials? What are they trained in? How is the morale
among department staff members? What are the patients like and how are
they treated by the physicians on staff? How many doctors are there? What
is the typical rotation, the coverage and call schedule?
While these questions are important and should be asked, remember that
what you observe can be more revealing than what you are told.
Why is the hospital or group hiring?
This is a basic question. Y ou could be replacing a doctor who has retired.
Maybe a doctor has quit. Or perhaps the volume of patients is increasing
and the group needs an additional doctor to help with the increased patient
load.
Who is in charge and how are decisions made?
If the practice is a partnership, who are the key partners? How are decisions
made? Will you be involved in the decision-making process? If so, when
and under what circumstances can your participation begin? It is in your
best interest to clarify who is in charge, how the decisions are made, and
what your role in the partnership will be.
What is the practices legal arrangement?
How is the practice set up? The three major types of arrangements are:
Independent contractors
Partnerships/PC/PA
Employer/Employee
An independent contractor is an individual in an autonomous business, but
has a close, interdependent and sometimes exclusive arrangement with the
facility. The individual covers all of his or her own expenses, but also reaps
all of his or her own profits. In these types of arrangements, you would enter
the group as an associate for a perio d of one to five years. After the trial
period, you may become eligible for a partnership. In these circumstances,
it is wise to review your initial contract and subsequent partnership agreement with your CompHealth consultant or legal counselor before signing.
Corporations are legal entities with an executive board, stock, etc. Obtain
legal counsel to make sure you clearly understand your status, obligations
and options within the corporate structure.
15

Employee, as the word implies, means that you are hired by a medical
facility to work for a specified salary. As the IRS tightens its private inurement guidelines, employee status is becoming more popular .
Does the practice offer a buy-in option?
Buy-in options vary from group to group. If this is something you are
interested in, check with the practice to see if is available or might
become available in the future.
What is the reputation of the group within the community/hospital?
You would be surprised at what you can learn just by drawing aside nurses or staff members in the hospital and asking what they think about the
group you are considering. A practices reputation is something that can
have a major impact on your potential career path, yet it is something
very difficult to evaluate as a stranger . It is to your advantage to ask
around, consulting as many knowledgeable sources as you can find.
What is the turnover rate?
This can be the most telling statistic about a group. If a group has maintained a very low turnover rate over a number of years, it tells you that
the practice is stable and that its doctors are happily employed. However,
should you find that the group has had some turnover , ask more questions. There may be acceptable reasons or unusual circumstances for less
than perfect retention. This will help you clarify exactly the type of situation you are entering before making a commitment.
Are the operational procedures what you would expect?
Where do the patients come from? What is the primary service population? How many referring physicians are there and who are they? Who
and where are the closest competitors? At which hospital(s) will you
have admitting privileges? What would your hours be? How many nights
will you be expected to work or to be on call? Does the practice have a
rotating schedule? How many patients will you see per day or month? As
a new member of the group, it is beneficial to have a very clear understanding of how you will be expected to fit in and what kind of commitment is expected of you.
Is there enough support staff available?
Make sure there is adequate support, such as nurses, physician assistants,
lab and x-ray technicians, EMT s and security . A goo d medical department manager or secretary who keeps the department running smoothly
can be invaluable.

16

 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
- Admitting staff
- Who writes admitting orders
- Level of computerization
- X-ray and lab resources
- X-ray and lab turnaround time
- 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.

17

Compensation
The issue of compensation may play a key role in your decision-making
process. There are as many different types of compensation arrangements
as there are job offers. They range from flat salaries to a percentage of the
revenue you generate.
As with the legal contract youll be entering into, make sure you fully
understand your primary compensation arrangement. For example, Safe
Harbor Laws affect the way non-profit facilities are allowed to compensate employees. In an income guarantee arrangement, be aware that youll
be responsible for paying back the full guaranteed amount at the end of
the contract period.
Although we strongly recommend that you avoid talking about compensation in your interview, you should have an idea of what is acceptable to
you and what is competitive for the area. However , try not to quote an
actual figure. Think about your needs now and the ultimate needs of your
family in years to come.
There are many things to consider besides salary . Look at the whole picture, especially the future potential, both financial and professional. The
number of patients you see per year and any additional responsibilities
should be reflected in your compensation package.
Is the compensation package offered competitive?
This useful checklist will help you determine if the package you have
been offered is competitive and worthwhile.
Base salary
Incentive/production bonus
Malpractice insurance
Health insurance
Dental insurance
Life insurance
Disability insurance
Pension plan
Tax shelter annuities
CME stipend
Relocation expenses
Number of vacation days
Number of CME days
Number of holidays, personal days

18

Standard benefits generally have a value of 15 to 25 percent of the salary

component of the package. Moreover , salary and standard benefits are
not the only elements that contribute value to a compensation 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.
In the end, you have to decide which package is the most advantageous
for you. Almost all the opportunities you evaluate will offer you malpractice coverage. Make sure you know whether it is an occurrence or
claims-made policy. If you are covered by a claims-made policy , who is
responsible for the tail policy? (The tail payment is the premium paid to
the insurer when the policy is canceled to cover claims that may be made
in the future.) Most private practices offer claims-made policies. T
ail
payments are the exception, not the rule.
There is also the possibility that you will work at a facility that is selfinsured. If this is the case, how much coverage will you have? W ill you
have the option of moonlighting at other facilities with this insurance
coverage?
Be sure you consider every element of the offer in-depth. W e cover this
topic further in Contract Negotiation.

See the more than 4,200 practice opportunities CompHealth has

nationwide at www.comphealth.com

19

The Interview
Scheduling an Interview/Phone Interview
The phone interview is your first contact with your prospective employer; it is a key element in the first impressions are everything process.
The goal is for both parties to determine whether a face-to-face meeting
is desired. Make yourself available during the day , be prepared with your
CV and have times and dates that you would be able to meet. Choose a
time during business hours so you can meet the team and see them in
action. And, while youve got your prospective employer on the phone,
be sure to ask if you should bring your spouse, and address any other concerns you may have.
Where possible, try to schedule more than one interview in a trip, this will save
you time and expense.
The On-Site Interview
How do you want others to see you?
Few people are born with natural interviewing skills. Nonetheless, successful interviewing skills can be acquired. The better prepared you are,
the better the impression you will make when interviewing.
A good interview gives you the option to pursue the position if you wish.
If something in the interview does not sound as if it fits your requirements,
continue to listen to the offer and hold your questions until the end.
Your medical education and training will establish your qualifications
for the job. But the personal style and character you present to your
interviewers will establish, in their opinion, whether or not you will
fit into their practice.
Here are the essential factors to remember for an interview:
Be prepared
Bring extra copies of your CV , prepared questions you might need
answered, turn off your cell phone and/or pager, bring something to write
on and something to write with and your references.
Dress appropriately
Doctors are expected to dress in professional attire. Appropriate interview apparel can create a positive image in the eyes of the interviewer .
The classic advice is:

20

Men: Navy blue or gray suits, white shirts, conservative ties, matching
socks and polished shoes.
Women: A business suit, or coordinated skirt and blouse, stockings, and
good shoes.
Be on time
If you are staying in a nearby hotel, drive to the interview location
beforehand so you are sure you know the way and how long it takes to get
there. If you are driving to an unfamiliar area, make sure you have
detailed directions and double-check them on a map. Always allow plenty of time in case of traffic problems or bad weather . In any urban area,
assume that you will have to pay to park. In all cases, be sure you call the
day before to confirm your interview . Bring along contact information
including your CompHealth representatives, in case you have additional questions.
Set interview objectives
Have four objectives for every interview:
1.Do your homework on the area beforehand so you can spend your time
asking important questions about the practice and hospital.
2. Find out what you need to know to determine if the practice opportunity is right for you.
3. Make sure you do everything in your power to make a positive impression.
4. Leave the interview with the option to pursue the position because
you cannot turn down an offer you don t get.
Remember. You cannot turn down an offer you do not get. At this point
you may also want to check to see if your expenses are reimbursable.

21

 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?
- When do you plan on obtaining board certification?
- What kind of clinical responsibilities are you looking for?
- What kind of exposure have you had to managed care?
- What kind of administrative or academic responsibilities are you
looking for?
- How do you feel about teaching? About research?
- What are your interests besides medicine?
- How would you describe yourself as a person?
- How would you handle this specific medical case? (Your interviewers
will then describe a specific patient and set of medical circumstances
and as you what you would do.)
- Why are you looking for a change?
Be comfortable and confident
Have a well thought out answer for each of these questions and any other
questions youve heard might be asked. Focus on positive experiences
rather that 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. T o create
these impressions dress well, be prepared and 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 thats right for you. So while a prospective employer
is evaluating you, you should evaluate the practice opportunity .
Use the following section as a guide for creating your own series of questions. Have a well-organized list in a format you will find easy to use during the interview. Or, you can copy the following section and take it to
each of your interviews.

22

- What is the culture of the group?

- What is the status of the group/practice? Its stability? Mix of
patients? Number and types of procedures? Number of doctors,
turnover rate and annual growth?
- What is the makeup of doctors in the group/practice? Their average age, variety of residency training, number of board certified
doctors, future physician/staff hiring plans?
- What is the character of the group/practice? Are they active in
the community, do they attend annual conferences and seminars?
- How is the group, clinic or practice managed? Day-to-day plans,
long-term plans?
- Are there any negotiations underway between the practice group
and the hospital or other managed care groups that may affect
compensation or working arrangements?
- What will my responsibilities be? Are there any additional
duties, community work, meetings to attend, clinical obligations,
call schedule, in-house codes or teaching responsibilities that Ill
be required to perform?
- What is the length of the commitment? What is the average
earnings in the group? Can you expect an increase for becoming
board certified? What is the future earning potential?
- How are decisions made in the group?
- What is the payor and medical workload mix?
- How are patients generated, referral patterns?
This list of recommended questions is not intended to be all-inclusive.
You may have additional questions to add.

CompHealth maintains a database on compensation rates for all

specialties throughout the U.S.

23

Having a list of questions will impress interviewers and provide an easyto use script for exchanging information.
Remember that your interviewer may not be a knowledgeable about the
interview process. Having a prepared list puts you in control of the interview. It also helps you remember the questions you want to ask, but might
forget under the pressure of the moment.
Avoid these common mistakes
Asking questions about money, benefits, partnership, etc. Wait for
the prospective employer to bring these up first, or wait until deep
into the interview process.
Asking too few questions about prospective opportunity during the
interview. This can result in the interviewer feeling that you had
little or no interest. Have a list of questions prepared before hand.
Not being prepared with the proper information about the practice.
Always do your homework and know about the practice before you
show up.
Not asking for the job if you are interested. If you feel comfortable
with the interview and are interested in taking it to the next step,
let them know why you would be a goo d fit for the position.
Arriving late, leaving early or declining to participate in a routine
step of the interview. Have the courtesy to be prompt and co mplete the entire interview.
Being critical of administration, the practice or processes. Each
practice or group will do things a little differently, so do not
criticize or suggest changes on matters while you are interviewing.
Not getting enough information to make a d ecision during
t he interview. Again, take a list of questions you need to have
answered in order to accept an offer if one is extended.
How to end the interview
Upon completing an interview, show your gratitude by shaking each persons hand and asking for their business card. Show interest in the position by asking where they are in the hiring process, or what their next
step will be. Make your intentions clear , but if its not the right position
for you, let your CompHealth consultant end the process with the
employer.

See the more than 4,200 practice opportunities CompHealth has

nationwide at www.comphealth.com

24

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 Opportunity
One
Two
Three
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

______ ______ ______

TOTAL

______ ______ ______

25

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

______ ______ ______

Competition in market

______ ______ ______

Service area population increasing ______ ______ ______

TOTAL

______ ______ ______

26

Lifestyle
Housing

______ ______ ______

Access to hospital

______ ______ ______

Quality of schools

______ ______ ______

Community population

______ ______ ______

Proximity to major metro area(s)

______ ______ ______

Spouses career opportunities

______ ______ ______

Proximity to friends and family

______ ______ ______

Entertainment opportunities

______ ______ ______

Recreational opportunities

______ ______ ______

Distance to shopping

______ ______ ______

Distance to house of worship

______ ______ ______

TOTAL

______ ______ ______

SUBTOTALS
Professional

______ ______ ______

Economics

______ ______ ______

Lifestyle

______ ______ ______

GRAND TOTAL

______ ______ ______

For additional forms, contact CompHealth:

Connecticut: 800.365.8900
Florida: 800.365.8901
Illinois: 800.365.8902
Utah: 800.328.3666

27

Negotiating Tips
There is one important thing to be aware of when you are accepting an
offer and signing a contract: You are in a negotiating situation. Negotiation
is not a give me situation. It is a two-way street of give and take.
Remember, you are in a position to negotiate any offer and make it the
best deal for yourself and the other party . The first thing to find out is
how much room there is for negotiation. Base salary, protected time, benefits, incentives, vacation time, flexible hours, etc., are all elements of a
contract that can be negotiable to one degree or another . Find out how
much room there is for negotiation and review all points at one time.
At any rate, be mindful of deadlines and timelines for the contract that
is being negotiated. The faster you respond to the offer and get the ball
rolling, the more likely the group will be to negotiate terms with you.
Failure to respond in a timely manner can result in a loss of the position.
The flip side of the other party s negotiating latitude is your negotiating
latitude. Determine a reasonable minimum for yourself in regard to salary,
benefits, obligations, etc. Research the area s cost-of-living when determining these numbers. Y ou can look up cost-of-living on the Internet.
Write down your negotiating limits and plan to stick to them. Remember
too, that the other party will probably prepare the contract. The preparer, naturally, will write the contract to protect his or her organization s
interests. Just make sure your requirements are met before you sign.
It is typical for a contract to have a termination clause, generally 90 to
120 days. This is a common time frame for the medical community
.
Many contracts may also include a non-compete clause. This will occur
more frequently in fee-for-service groups and highly competitive areas. A
non-compete clause specifically prohibits a physician from working in a
defined geographical area for a certain perio d of time if he or she leaves
the group or the group loses its contract.
The best contracts are those that are based on a feeling of mutual trust.
If you have this feeling of trust for the other parties you are dealing with,
it is probably safe to go with your instincts and commit.
There are four different forms that an offer may take:
1. An appointment letter. These tend to be one-page letters. They are
simple and straightforward. They are more common with academi
c
facilities and are legally binding.
28

2.A formal contract. These documents can be many pages in length. They can
be complex and confusing. Many physicians seek legal counsel
to aid in
reviewing the contract before signing. Retaining legal counsel will
ensure that you understand exactly what you are committing to.
3. A letter of intent. These documents articulate the job offer and outline many of the elements that will be formalized later in a contract.
These documents can be legally binding. Make sure you know if it is
binding or just an outline for further negotiations before signing.
4.Verbal offers. Some groups believe in doing business with a handshake,
but this is not very common, and it best to have some thing on paper .
Lastly, the subject of negotiation is an important part of the process of
securing a practice. A CompHealth consultant is a trained negotiator
and can give you many pointers to help guide you through the contractsigning process.

Your CompHealth consultant spends an average of 95 hours a year in

customized training sessions that include communications skills, negotiating
strategies and tactics, marketing, sales, telephone and interpersonal
skills. Each consultant possesses a bank of talents you can draw on
during your search for the right practice.
29

A Physicians Introduction to
Malpractice Insurance
Medical malpractice insurance is to say the least a complex and
confusing issue. The subject can be especially intimidating to new physicians, those faced with purchasing a new policy , or anyone dealing with
an incident or claim for the first time. As the nations leading healthcare
staffing organization, CompHealth has been researching and purchasing
malpractice policies for our physicians since 1979. Our in-house quality
assurance and risk management experts have prepared this article to help
physicians gain a better understanding of common malpractice terms and
how policies work. Also included are answers to the questions were most
frequently asked by physicians.
Malpractice Terms
Malpractice Insurance
A generic term used to refer to physicians professional liability insurance
coverage. A malpractice policy provides protection against liability that
a physician may incur as a result of the rendering of or the failure to
render medical services. A typical malpractice policy will pay: (1) the
costs of investigating any claims against an insured physician; (2) the
costs of defending those claims; and (3) the indemnity cost of legal settlements on behalf of, or court judgments against, the insured physician,
up to the policy limits. A physician s professional liability policy may be
extended to include coverage for his or her corporation (P.C.), as well as
employees. Unless specifically endorsed, coverage is not extended to
include physician assistants, nurse practitioners, nurse midwives, or
CRNAs, and may not provide coverage for residents or locum tenens
physicians. Most policies are written on either a claims-made or occurrence basis.
Occurrence Coverage
Although highly uncommon, occurrence malpractice policies cover a
physician for incidents that occur while the policy is in effect, regardless
of when the incident is reported to the insurer .
Claims-Made Coverage
Claims-made policies cover a physician for incidents that occur after the
retroactive date and are reported to the insurer while the policy is in
force. Claims-made policies are predominantly used throughout the
industry.

30

Retroactive Date
In order for coverage under a claims-made policy to apply , the incident
or claim must have occurred after the retroactive date of the policy . For
most physicians the retroactive date is the first date they purchased
claims-made coverage. The retroactive date should remain the same
throughout the renewal process.
Tail
A tail is also known as an extended reporting period (ERP). An ERP may
need to be purchased if a physician ceases to practice due to retirement,
disability, death, or changes carriers and is unable to maintain the original retroactive date. The ERP essentially extends coverage to all claims
that arise from care rendered during the policy perio d (and prior acts
period, if applicable), to include those made during the reporting period.
It is preferable to purchase an unlimited ERP. Some carriers may limit the
ERP and only allow claims to be reported for a specific perio
d (12
months, 36 months, etc.). The carrier will usually charge an additional
premium for the ERP. In some cases, the carrier will provide a free tail to
the physician upon disability , death, or retirement. T o obtain the free
tail, the physician generally needs to be insured by the same carrier for a
minimum of five years and agree not to practice medicine in the future.
Umbrella Policy
In addition to a physicians primary malpractice policy, some doctors also
purchase umbrella policies. The limits for an umbrella policy apply in
excess of the physician s primary malpractice policy. For example, a primary policy may provide the physician with a limit of $1 million per
claim. The umbrella policy may provide an additional limit of $2 million.
If a claim of $2.5 million occurs, the $1 million policy will pay its full
limit of $1 million, and the umbrella policy will pay the remaining $1.5
million of the claim. Some umbrella policies have the same terms, conditions and exclusions as the underlying primary policy . Other umbrella
policies have their own separate terms, conditions and exclusions.
Common Policy Questions and Answers
What is the typical length of a policy period, and what do the limits refer to?
Most malpractice policies have a 12-month policy period, however a few
carriers offer six-month policy periods.
All policies have limits of liability . This is the maximum amount an
insurer will pay out under the terms of the policy. The limits are generally offered on a per -claim or per occurrence and annual aggregate basis.
For example, a policy may have a $1 million per -claim limit with a $3
million annual aggregate limit. This is frequently stated as $1 million/$3
million. The most the policy will pay for any one claim is $1 million, and
the most the policy will pay in any one year for all claims reported by that
physician is $3 million.
31

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 foo d, beverages, medications, or appliances in connection 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 management-type 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
- Sexual misconduct
- War
- 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.

32

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
should consider the following important factors:

, you

- 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 carriers claim-paying philosophy? Does
the physician have access to legal counsel? Can a settlement
be approved without the insureds consent?
- What is the insurers 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?
33

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 twotiered rating system consisting of quantitative analysis and qualitative
review.
Under quantitative analysis, each carriers 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 Arating. It is recommended that coverage not be purchased from an unrated carrier or one with a rating less than B+.
Bests qualitative review includes an evaluation of: the companys 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.

34

35

Managed-Care and Your Future

The nations healthcare system is experiencing its most dynamic perio d
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 to day. Although you may not want to be a
specialist in health economics, it can only help your candidacy to be
knowledgeable about the basics.
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? And 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 (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 choicei.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.

36

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.

37

Locum Tenens
What is Locum Tenens and how can it benefit you?
Locum tenens, temporary physician staffing, is an alternative to a fulltime permanent practice that allows you to practice medicine on your
own terms. Locum tenens is an excellent option for physicians of any specialty at any point in their career. Whether you are just finishing your residency and moving into practice, transitioning from one position to
another, or progressing from active practice to semi-retirement, locum
tenens can be a viable option for you.
Locum tenens allows you to:
Gain real-world experience and build your skills and CV.
Experience a variety of practice settings.
Get an insiders view of practice management and economics with
out the pressure.
Work as much or as little as you would like and take time off
when you want.
Fill in the gap between residency and fellowship.
Make valuable contacts.
Pay off medical school loans before making more financial commitments.
Locate the perfect permanent opportunity by living and working in
a community before committing.
Ease into retirement.
What should you look for when considering locum tenens?
If locum tenens interests you, your first step is to find a reputable firm to
help you find opportunities and coordinate your work assignments. As
you evaluate groups, be sure to ask questions about what they can offer
you with regard to the following:
Number and variety of opportunities.
Do they offer work in one area or all across the country? How many
opportunities do they currently have in your specialty? What kind and
variety of work settings do they offer? How many physicians are currently working with them? Who are their clients?
Knowledge of your specialty.
Do they have a division dedicated to placing physicians in your specialty? Do they understand specific requirements, certifications, etc. that
apply to you?

38

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 paidhourly , daily, weekly? Will you be paid extra for
overtime and call duties? Do they provide tax services including withholding and deferment? W ill 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?
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?

39

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.

To learn more about locum tenens, call 800.453.3030.

40

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.

41

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):
Mileage: ___________
(Recommend $0.32/mile)

(If you fly):

Airfare:
____________
Parking:
____________
Hotel:
____________
Cab:
____________
Meals:
____________
Other:
____________
Total:
$____________

Meals: ___________
(Recommend $38 per day)

Hotel: ___________
Tolls: ___________
Parking: ___________
Other:
___________
Total:
$ ___________

42

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 consultant.

43

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

44

Professional Organizations.
If you need assistance finding a number not listed, please call
CompHealth.
American Academy of Child and Adolescent Psychiatry
3615 Wisconsin Avenue, NW
Washington, DC 20016-3007
202.966.7300
www.aacap.org
American Academy of Dermatology
PO Box 4014
Schaumburg, IL 60173-4014
847.330.0230
www.aad.org
American Academy of Family Physicians
11400 Tomahawk Creek Parkway
Leawood, KS 66211-2672
913.906.6000
www.aafp.org
American Academy of Pediatrics
141 Northwest Point Boulevard
Elk Grove Village, IL 60007-1098
847.434.4000
www.aap.org
American Association of Orthopaedic Surgeons
6300 North River Road
Rosemont, IL 60018-4262
800.346.AAOS (2267)
www.aaos.org
American Board of Anesthesiology
4101 Lake Boone Trail, Suite 510
Raleigh, NC 27607-7506
919.881.2570
www.abanes.org

45

American Board of Emergency Medicine

3000 Coolidge Road
East Lansing, MI 48823-6319
517.332.4800
www.abem.org
American Board of Family Practice
2228 Young Drive
Lexington, KY 40505-4294
859.269.5626
www.abfp.org
American Board of Internal Medicine
510 Walnut Street, Suite 1700
Philadelphia, PA 19106
215.446.3500
www.abim.org
American Board of Obstetrics and Gynecology
2915 Vine Street
Dallas, TX 75204
214.871.1619
www.abog.org
American Board of Orthopaedic Surgery
400 Silver Cedar Court
Chapel Hill, NC 27514
919.929.7103
www.abos.org
American Board of Pathology
PO Box 25915
Tampa, Florida 33622
813.286.2444
American Board of Pediatrics
111 Silver Cedar Court
Chapel Hill, NC 27514
919.929.0461
www.abp.org

46

American Board of Psychiatry and Neurology, Inc.

500 Lake Cook Road, Suite 335
Deerfield, IL 60015-5249
847.945.7900
www.abpn.com
American Board of Radiology
5441 East Williams Blvd, Suite 200
Tucson, AZ 85711
520.790.2900
www.theabr.org
American Board of Surgery
1617 John F. Kennedy Blvd, Suite 860
Philadelphia, PA 19103
215.568.4000
www.absurgery.org
American College of Cardiology
Heart House
9111 Old Georgetown Road
Bethesda, MD 20814-1699
800.253.4636 ext. 694
www.acc.org
American College of Emergency Physicians
1125 Executive Circle
Irving, TX 75038-2522
800.798.1822
www.acep.org
American College of Gastroenterology
4900 B South 31st Street
Arlington, VA 22206
703.820.7400
www.acg.gi.org
American College of OB/GYN
409 12th Street SW, PO Box 96290
Washington, DC 20090-6920
202.638.5577
www.acog.org

47

American College of Osteopathic Obstetricians & Gynecologists

900 Auburn Road
Pontiac, MI 48342-3365
248.332.6360
www.acoog.com
American College of Physicians/ASIM
190 North Independence Mall West
Philadelphia, PA 19106-1572
215.351.2400
www.acponline.org
American College of Surgeons
633 Saint Clair Street
Chicago, IL 60611-3211
312.202.5000
www.facs.org
American Medical Association
515 State Street
Chicago, IL 60610
312.464.5000
www.ama-assn.org
American Osteopathic Association
142 East Ontario Street
Chicago, IL 60611
800.621.1773
www.aoa-net.org
American Osteopathic Board of Surgery
3 Mac Koil Avenue
Dayton, OH 45403
800.782.5355
www.aobs.org
American Psychiatric Association
1400 K Street NW
Washington, DC 20005
888.357.7924
www.psych.org

48

American Society of Anesthesiologists

Headquarters Office
520 N Northwest Highway
Park Ridge, IL 60068-2573
847.825.5586
www.asahq.org
American Society of Clinical Oncology
1900 Duke Street, Suite 200
Alexandria, VA 22314
703.299.0150
www.asco.org
American Society of Hematology
1900 M Street, NW, Suite 200
Washington, DC 20036
202.776.0544
www.hematology.org
American Society of Internal Medicine/ACP
2011 Pennsylvania Avenue Northwest, Suite 800
Washington, DC 20006-1834
800.338.2746
www.acponline.org
College of American Pathologists
325 Waukegan Road
Northfield, IL 60093
800.323.4040
www.cap.org
Emergency Medicine Residents Association
1125 Executive Circle
Irving, TX 75038
800.798.1822
www.emra.org
National MedPeds Residents Association
Med/Peds Residency Program
Texas A&M UniversityScott & White Hospital
2401 S 31st Street
Temple, TX 76508
www.medpeds.org

49

Radiological Society of North America, Inc.

820 Jorie Boulevard
Oak Brook, IL 60523-2251
630.571.2670
www.rsna.org
Society of Academic Emergency Medicine
901 N Washington Avenue
Lansing, MI 48906-5137
517.485.5484
www.saem.org
United States and Canadian Academy of Pathology
3643 Walton Way Extension
Augusta, GA 30909
706.733.7550
www.uscap.org
CompHealth
10 Norden Place, Suite 200
Norwalk, CT 06855
800.365.8900
www.comphealth.com
CompHealth
6451 North Federal Highway, Suite 701
Ft Lauderdale, FL 33308
800.365.8901
www.comphealth.com
CompHealth
9701 West Higgins Road, Suite 680
Rosemont, IL 60018
800.365.8902
www.comphealth.com
CompHealth
4021 South 700 East, Suite 300
Salt Lake City, UT 84107
800.328.3666
www.comphealth.com

50

State Boards of Medical Licensure.

Alabama State Board of Medical Examiners
PO Box 946
Montgomery, AL 36101-0946
Street address:
848 Washington Ave.
Montgomery, AL 36104
334.242.4116
www.albme.org
Alaska State Medical Board
PO Box 110806
Juneau, AK 99811-0806
907.465.2541
www.dced.state.ak.us/occ/pmed.htm
Arizona Board of Medical Examiners
9545 E Doubletree Ranch Rd
Scottsdale, AZ 85258
480.551.2700
www.azboard.org
Board of Osteopathic Examiners
in Medicine and Surgery
9535 E Doubletree Ranch Rd
Scottsdale, AZ 85258-5539
480.657.7703
www.azosteoboard.org
Arkansas State Medical Board
2100 Riverfront Drive, Suite 200
Little Rock, AR 72202-1793
501.296.1802
www.armedicalboard.org
California Medical Board of California
1426 Howe Avenue, Suite 54
Sacramento, CA 95825-3236
916.263.2499
www.medbd.ca.gov

51

Osteopathic Medical Board of California

2720 Gateway Oaks Dr, Suite 350
Sacramento, CA 95833-3500
916.263.3100
www.dca.ca.gov/osteopathic
Colorado Board of Medical Examiners
1560 Broadway, Suite 1300
Denver, CO 80202-5140
303.894.7690
www.dora.state.co.us/medical
Connecticut Medical Examining Board
PO Box 340308
Hartford, CT 06134-0308
860.509.7648
www.dph.state.ct.us/
Delaware Board of Medical Practice
PO Box 1401
Dover, DE 19903
302.739.4522
www.professionallicensing.state.de.us/boards/medical
practice/index.shtml
District of Board of Medicine
Columbia 825 North Capitol Street, NE, 2nd Floor
Washington, DC 20002
202.442.9200
www.dchealth.dc.com
Florida Board of Medicine
4052 Bald Cypress Way, Bin# C03
Tallahassee, FL 32399-1753
850.245.4131
www.doh.state.fl.us/mqa
Board of Osteopathic Medical Examiners
Department of Health
4052 Bald Cypress Way, Bin# C06
Tallahassee, FL 32399
850.248-4161
www.doh.state.fl.us

52

Georgia Composite State Board of Medical Examiners

2 Peachtree Street, NW, 6th Floor
Atlanta, GA 30303-3465
404.656.3913
www.medicalboard.state.ga.us
Hawaii Board of Medical Examiners
PO Box 3469
Honolulu, HI 96813
808.586.3000
www.state.hi.us
Idaho State Board of Medicine
PO Box 83720
Boise, ID 83720-0058
208.327.7000
www.bom.state.id.us
Illinois Department of Professional Regulation
320 West Washington Street, 3rd Floor, LMU dept.
Springfield, IL 62786
217.782.0458
www.dpr.state.il.us
Indiana Health Professions BureauMedical Licensing Board
402 W Washington Street, Room 041
Indianapolis, IN 46204
317.232.2960
www.ai.org/hpb
Iowa State Board of Medical Examiners
400 SW Eighth Street, Suite C
Des Moines, IA 50309-4686
515.281.5171
www.docboard.org
Kansas Board of Healing Arts
235 SW Topeka Boulevard
Topeka, KS 66603-3068
785.296.7413
www.docboard.org

53

Kentucky Board of Medical Licensure

310 Whittington Parkway, Suite 1B
Louisville, KY 40222-4916
502.429.7150
www.state.ky.us/agencies/kbml
Louisiana State Board of Medical Examiners
PO Box 30250
New Orleans, LA 70190-0250
504.568.6820
www.lsbme.org
Maine Board of Licensure in Medicine
137 State House Station (US Mail)
2 Bangor Street, 2nd Floor (delivery service)
Augusta, ME 04333
207.287.3601
www.docboard.org/me/me-home.htm
Board of Osteopathic Licensure
142 State House Station
Augusta, ME 04333-0142
207.287.2480
www.docboard.org/me-osteo
Maryland Board of Physician Quality Assurance
PO Box 2571
Baltimore, MD 21215-0095
410.764.4777
www.docboard.org
Massachusetts Board of Registration in Medicine
560 Harrison Ave, Suitre G-4
Boston, MA 02118
617.654-9800
www.massmedboard.org
Michigan Bureau of Medicine
PO Box 30670
Lansing, MI 48909-7518
517.373-6873
www.cis.state.mi.us/bhser

54

Board of Osteopathic Medicine and Surgery

PO Box 30670
Lansing, MI 48909-7518
517.373.6873
www.cis.state.mi.us/bhser
Minnesota Board of Medical Practice
2829 University Avenue SE, Suite 400
Minneapolis, MN 55414-3246
612.617.2130
www.bmp.state.mn.us
Mississippi State Board of Medical Licensure
1867 Crane Ridge Drive, Suite 200B
Jackson, MS 39216
601.987.3079
www.msbml.state.ms.us
Missouri State Board of Registration for the Healing Arts
PO Box 4
Jefferson City, MO 65102
573.751.0098
www.ecodev.state.mo.us/pr/healarts
Montana Board of Medical Examiners
PO Box 200513
Helena, MT 59620-0513
406.841.2300
www.discoveringmontana.com/dli/bsd/license
license.htm
Nebraska State Board of Medical Examiners
PO Box 94986
Lincoln, NE 68509-4986
402.471.2118
www.hhs.state.ne.us
Nevada State Board of Medical Examiners
PO Box 7238
Reno, NV 89510
775.688.2559
www.state.nv.us/medical

55

State Board of Osteopathic Medicine

2860 E Flamingo Rd, Suite G
Las Vegas, NV 89121
702.732.2147
New Hampshire Board of Medicine
2 Industrial Park Drive, Suite 8
Concord, NH 03301-8520
603.271.1203
www.state.nh.us/medicine
New Jersey State Board of Medical Examiners
PO Box 183
Trenton, NJ 08625-0183
609.826-7100
www.state.nj.us/njbiz/s-license-medicalexaminers.shtml
New Mexico State Board of Medical Examiners
Lamy Building, 2nd Floor
491 Old Santa Fe Trail
Santa Fe, NM 87501
505.827.5022
www.state.nm.us/nmbme
Board of Osteopathic Medical Examiners
PO Box 25101
Santa Fe, NM 87504
505.476.7120
www.state.nm.us/rld
New York State Board for Medicine (Licensure)
89 Washington Ave, 2nd Floor, West Wing
Albany, NY 12234-1000
518.474.3817 ext. 560
www.op.nysed.gov
North Carolina Medical Board
PO Box 20007
Raleigh, NC 27619-0007
919.326-1100
www.ncmedboard.org

56

North Dakota State Board of Medical Examiners

418 East Broadway, Suite 12
Bismarck, ND 58501
701.328.6500
www.ndbomex.com
Ohio State Medical Board of Ohio
77 S High Street, 17th Floor
Columbus, OH 43215-6127
614.466.3934
www.state.oh.us/med
Oklahoma State Board of Medical Licensure and Supervision
PO Box 18256
Oklahoma City, OK 73154-0256
405.848.6841
www.osbmls.state.ok.us
State Board of Osteopathic Examiners
4848 N Lincoln Blvd, Suite 100
Oklahoma City, OK 73105-3321
405.528.8625
www.docboard.org
Oregon Board of Medical Examiners
620 Crown Plaza
1500 SW First Avenue
Portland, OR 97201-5826
503.229.5770
www.bme.state.or.us
Pennsylvania State Board of Medicine
PO Box 2649
Harrisburg, PA 17105-2649
717.787.2381
www.dos.state.pa.us
State Board of Osteopathic Medicine
PO Box 2648
Harrisburg, PA 17105-2649
717.783.4858
www.dos.state.pa.us

57

Rhode Island State Board of Licensure and Discipline

Cannon Building, Room 205
Three Capitol Hill
Providence, RI 02908
401.222.3855
www.health.state.ri.us
South Carolina Board of Medical Examiners
PO Box 11329
Columbia, SC 29211-1289
803.896.4300
www.llr.state.sc.us/pol/medical
South Dakota State Board of Medical and Osteopathic Examiners
1323 South Minnesota Ave
Sioux Falls, SD 57105
605.334.8343
www.state.sd.us/dcr/medical
Tennessee Board of Medical Examiners
Cordell Hull Building, 1st Floor
425 5th Avenue North
Nashville, TN 37247-1010
615.532.3202
www.state.tn.us/health
Board of Osteopathic Examiners
425 5th Ave North
1st Floor, Cordell Hull Bldg
Nashville, TN 37247-1010
615.532.3202
www.state.tn.us/health
Texas State Board of Medical Examiners
PO Box 2018
Austin, TX 78768-2018
512.305.7010
www.tsbme.state.tx.us
Utah Division of Occupational and Professional Licensing
PO Box 146741
Salt Lake City, UT 84114-6741
801.530.6628
www.dopl.utah.gov/licensing/physician.html

58

Vermont Board of Medical Practice

108 Cherry Street
Burlington, VT 05402
802.657.4220
www.healthyvermonters.info/bmp/bmp.shtml
Board of Osteopathic Physicians and Surgeons
26 Terrace Street, Drawer 09
Montpelier, VT 05609-1106
802.828.2373
www.sec.state.vt.us
Virginia Board of Medicine
6603 W Broad Street, 6th Floor
Richmond, VA 23230-1717
804.662.9908
www.dhp.state.va.us
Washington Medical Quality Assurance Commission
PO Box 47866
Olympia, WA 98504-7866
360.236.4788
www.doh.wa.gov
State Board of Osteopathic Medicine and Surgery
PO Box 47890
Olympia, WA 98504-7866
360.236.4945
www.doh.wa.gov
West Virginia Board of Medicine
101 Dee Drive
Charleston, WV 25311
304.558.2921
www.wvdhhr.org/wvbom
Board of Osteopathy
334 Penco Rd
Weirton, WV 26062
304.723.4638
Wisconsin Medical Examining Board

59

PO Box 8935
Madison, WI 53708-8935
608.266.2112
www.drl.state.wi.us
Wyoming Board of Medicine
211 West 19th Street, Colony Building, 2nd Floor
Cheyenne, WY 82002
307.778.7053
http://wyomedboard.state.wy.us

60

DEA Offices.
Atlanta Division Office
75 Spring Street Southwest, Room 740
Atlanta, GA 30303
404.331.4401
Serves Georgia, North Carolina, South Carolina and Tennessee
Boston Division Office
15 New Sudbury Street, Room E-400
Boston, MA 02203
617.557.2100
Serves Connecticut, Maine, Massachusetts, Vermont,
New Hampshire and Rhode Island
Chicago Division Office
230 South Dearborn Street, Suite 1200
Chicago, IL 60604
312.353.7875
Serves Illinois, Indiana, Minnesota, North Dakota and W isconsin
Dallas Division Office
1880 Regal Row
Dallas, TX 75235
214.640.6900
Serves Oklahoma and Texas
Denver Division Office
115 Inverness Drive East
Englewood, CO 80112
303.705.7300
Serves Colorado, Montana, Utah and Wyoming
Detroit Division Office
431 Howard Street
Detroit, MI 48226
313.234.4000
Serves Kentucky, Ohio and Michigan
El Paso Division Office
660 Mesa Hills Drive, Suite 2000
El Paso, TX 79912
915.832.6000
Serves New Mexico and Texas
61

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, 20th Floor
Los Angeles, CA 90012
213.621.6700
Serves California, Hawaii, Nevada and Trust Territory
Miami Division Office
8400 Northwest 53rd Street
Miami, FL 33166
305.590.4870
Serves Florida, Puerto Rico and Virgin Islands
Newark Division Office
80 Mulberry Street, 2nd Floor
Newark, NJ 07102
973.273.5000
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 New York
Philadelphia Division Office
600 Arch Street, Room 10224
Philadelphia, PA 19106
215.861.3474
Serves Delaware and Pennsylvania

62

Phoenix, AZ 85012
3010 North Second Street, Suite 301
602.664.5600
Serves Arizona
San Diego Division Office
4560 Viewridge Avenue
San Diego, CA 92123
858.616.4100
Serves Southern California
San Francisco Division Office
450 Golden Gate Avenue, Box 36035
San Francisco, CA 94102
415.436.7900
Serves Northern California
Seattle Division Office
400 2nd Avenue West
Seattle, WA 98119
206.553.5443
Serves Alaska, Idaho, Oregon and Washington
St. Louis Division Office
7911 Forsythe Boulevard, Suite 500
St. Louis, MO 63105
314.538.4600
Serves Iowa, Kansas, Missouri, Nebraska and South Dakota
Washington DC Division Office
800 K Street Northwest, Suite 500
Washington, DC 20001
202.305.8500
Serves District of Columbia, Maryland, Virginia and West Virginia

63

State Chambers of Commerce.

National

U.S. Chamber of Commerce

Washington, DC
202.659.6000

Alabama

Business Council of Alabama

Montgomery 334.834.6000

Alaska

Alaska State Chamber of Commerce

Juneau 907.586.2323

Arkansas

Arkansas State Chamber of Commerce

Little Rock
501.374.9225

Arizona

Arizona Chamber of Commerce

Phoenix 602.248.9172

California

California Chamber of Commerce

Sacramento 916.444.6670

Colorado

Colorado Association of Commerce and Industry

Denver 303.860.1439

Connecticut

Connecticut Business and Industry Association

Hartford 860.244.1900

Delaware

Delaware State Chamber of Commerce

Wilmington 302.655.7221

District of
Columbia W

Washington, DC Chamber of Commerce

ashington, DC
202.347.7201

Florida

Florida Chamber of Commerce

Tallahassee 850.425.1200

Georgia

Georgia Chamber of Commerce

Atlanta 404.223.2264

Hawaii

Chamber of Commerce of Hawaii

Honolulu 808.545.4300

Idaho

Boise Metro Chamber of Commerce (No state chamber)

Boise 208.344.5515

64

Illinois

Illinois State Chamber of Commerce

Chicago 312.983.7100

Indiana

Indiana Chamber of Commerce

Indianapolis 317.264.3110

Iowa

Iowa Department of Economic Development

Des Moines
515.242.4700

Kansas

Kansas Chamber of Commerce

Topeka 785.357.6321

Kentucky

Kentucky Chamber of Commerce

Frankfort 502.695.4700

Louisiana

Louisiana Association of Business and Industry

Baton Rouge
225.928.5388

Maine

Maine Chamber of Commerce and Business Alliance

Augusta 207.623.4568

Maryland

Maryland Chamber of Commerce

Annapolis 410.269.0642

Massachusetts

Massachusetts Chamber of Commerce

Boston 617.389.4900

Michigan

Michigan Chamber of Commerce

Lansing 517.371.2100

Minnesota

Minnesota State Chamber of Commerce

St. Paul
651.292.4650

Mississippi

Mississippi Economic Council

Jackson 601.969.0022

Missouri

Missouri Chamber of Commerce

Jefferson City
573.634.3511

Montana

Montana Chamber of Commerce

Helena 406.442.2405

Nebraska

Nebraska Chamber of Commerce & Industry

Lincoln 402.474.4422

65

Nevada

Nevada State Chamber of Commerce

Reno 702.686.3030

New Hampshire New Hampshire State Chamber of Commerce

Concord 603.422.8824
New Jersey

New Jersey Chamber of Commerce

Trenton 609.989.7888

New Mexico

Association of Commerce and Industry of New Mexico

Albuquerque 505.842.0644

New York

New York State Division of Tourism (No state chamber)

Albany 518.474.4116

North Carolina

North Carolina Citizens for Business and Industry

Raleigh 919.836.1400

North Dakota

Greater North Dakota Association

Fargo 701.222.0929

Ohio

Ohio Chamber of Commerce

Columbus 614.228.4201

Oklahoma

State of Oklahoma Association of Business and Industry

Oklahoma City 405.235.3669

Oregon

Portland Metro Chamber of Commerce (No state chamber)

Portland 503.228.9411

Pennsylvania

Pennsylvania Chamber of Business and Industry

Harrisburg 717.255.3252

Rhode Island

Greater Providence Chamber of Commerce (No state chamber)

Providence 401.521.5000

South Carolina

South Carolina Chamber of Commerce

Columbia 803.799.4601

South Dakota

South Dakota Chamber of Commerce and Industry

Pierre 605.224.6161

Tennessee

Tennessee Chamber of Commerce and Industry

Nashville 615.256.5141

66

Texas T

exas Association of Business and Chambers of Commerce

Austin 512.477.6721

Utah

Utah State Chamber of Commerce

Salt Lake City
801.621.8300

Vermont

Vermont State Chamber of Commerce

Montpelier 802.223.3443

Virginia

Virginia Chamber of Commerce

Richmond 804.644.1607

Washington

Association of Washington Business

Olympia
360.943.1600

West Virginia

West Virginia Chamber of Commerce

Charleston 304.342.1115

Wisconsin

Wisconsin Manufacturers & Commerce

Madison 608.258.3400

Wyoming

Greater Cheyenne Chamber of Commerce (No state chamber)

Cheyenne 307.638.3388

67

10 Norden Place
Suite 200
Norwalk, CT 06855

800.365.8900
6451 North Federal Highway
Suite 701
Fort Lauderdale, FL 33308

800.365.8901

9701 W Higgins Rd, Suite 680

Rosemont, IL 60018

800.365.8902

4021 S 700 E, Suite 300

Salt Lake City, UT 84107

800.328.3666

www.comphealth.com

CompHealth 2006/01

PRM-088