PracticeLink Magazine

SUM 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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Page 21 of 87

22 S UMMER 2018 ▼ T HE I N T E rv IE W ISSUE D E P A R T M E N T S Career Move Physician adviser Physician advisers serve as the links between providers, administrators and patients. Name: Howard Stein, D. o ., M h A Employer: Associate director of medical affairs, physician adviser for care management at CentraState Medical Center in Freehold, New Jersey Education Undergraduate: Muhlenberg College, Allentown, Pennsylvania Postgraduate: Nova Southeastern College (D. o .), Fort Lauderdale, Florida University of Maryland (M h A), Adelphi, Maryland Residency: Union Hospital, Union, New Jersey A physician adviser serves as a liaison between the medical team and hospital administrators. Stein is a national speaker advocating the physician adviser position and the importance of performing multidisciplinary rounds. He left clinical practice in 2003 as his role at CentraState Medical Center evolved into full-time administrative work. He obtained his MHA in 2014, which gave him insight into the administrative and economic aspects of medicine. What does it take to become a physician adviser? In general, preparation for the physician adviser position involves practicing medicine for at least five years and showing an interest in utilization, quality assurance, coding, billing or informatics. What do you like about your role? I like working on all of the hospital floors and interacting with all of the physicians as they come around to see patients. I also like multidisciplinary rounds; I do six sets of rounds per day. I interact with nursing staff, physical therapists, clinical pharmacologists, pastoral care workers, social workers and case managers. They're all part of multidisciplinary rounds, so each day we efficiently discuss each patient. We communicate on an interdisciplinary level so everyone knows what each discipline is working on. I find out what the physician issues are so that I can address them. And when an insurance company is not going to pay for a patient's stay, I know about it while a patient is an inpatient instead of finding out about it a week later. So we can react to it by either appealing it or by helping the patient obtain an earlier discharge. There are multiple other good things that happen when you do multidisciplinary rounds from a quality and economic perspective. MA r CIA tr A ve LS te AD

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