PracticeLink Magazine

Spring 2018

The career development quarterly for physicians of all specialties, PracticeLink Magazine provides readers with feature articles, compensation stats, helpful job search tips—as well as recruitment ads from organizations across the U.S.

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84 S PRIN g 2018 PracticeLink.com live & practice Call our physician recruiters at 1-978-573-4300. Or email your CV and letter of interest to NSPGPhysicianrecruiters@partners.org. www.JoinNSPG.org/PCHospPL/PL ONE TEAM. ONE FOCUS. One thing sets North Shore Physicians Group apart—our singular focus on the patient. From the beginning, our practice was founded on the principle of physicians, administrators and the community working together to provide better health care. Today, that focus continues to drive us to be innovators, collaborators and trusted care providers. NSPG Hospitalists enjoy: • Working at North Shore Medical Center, a U.S. News & World Report Top 5 Boston Hospital • Hospitalist opportunities for daytime and nocturnist positions • Opportunity to teach and mentor IM residents NSPG Primary Care physicians enjoy: • Working in a Level 3 NCQA Patient-Centered Medical Home practice • Reasonable, telephone-based call coverage • Opportunities to teach residents and medical students • Leadership that values your input and understands the importance of work/life balance Do you share our philosophy? It's time to join our team. HOSPITALIST AND PRIMARY CARE OPPORTUNITIES NEAR BOSTON, MA Stephen Larson, M.D., medical director for emergency medicine at Beaufort Memorial Hospital, chose emergency medicine because of his affinity for bringing stability to a situation in chaos. "I like taking something that has fallen apart and restoring order," he says. One of Larson's medical school mentors, John Stone, M.D., was an emergency medicine pioneer, shepherding the idea that emergency medicine specialists should be able to treat all emergencies, rather than delaying treatment while waiting for input from consulting specialists. After training with Stone and others at Emory University, Larson put his education to the test when he completed h is emergency medicine residency at Alameda County Medical Center in Oakland, California. At the time of his residency, Larson recalls Oakland was experiencing a tremendous amount of street violence and drug use. "We saw very serious medical conditions," he says. "It was a four- year emergency medicine training program by fire. That experience had me prepared for everything." After his residency, Larson joined a local group at a small practice in Berkeley, California, and after 10 years, started to take on leadership within the group. After that, he took an administration-focused leadership position in St. Louis. Because he was at that point affiliated with TeamHealth, the organization that manages Beaufort Memorial Hospital's emergency department, he was ultimately able to move to his current leadership role. Larson says Beaufort Memorial differs from how many other hospitals operate. "It's administered and operated by a local board, not owned by a big corporate entity or large for-profit system." he says. "We are truly a standalone community hospital. It's becoming more and more unique." W hile there are financial challenges that come with being board-operated, Larson says "we're mustering our own course." As the largest hospital between Savannah, Georgia, and Charleston, Beaufort Memorial is busy, seeing 55,000 patients each year. "We are two to three times busier than the other local hospitals by the bigger cities, which means we're able to offer a lot more complex services," says Larson. Additionally, the hospital is the top employer for

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