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Dr. Bruce  Sigsbee  Md image

Dr. Bruce Sigsbee Md

4 Glen Cove Dr Suite 102
Rockport ME 04856
207 935-5757
Medical School: Dartmouth Medical School - 1975
Accepts Medicare: Yes
Participates In eRX: No
Participates In PQRS: Yes
Participates In EHR: No
License #: 010223
NPI: 1871570838
Taxonomy Codes:
2084N0400X

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Awards & Recognitions

About Us

Practice Philosophy

Conditions

Dr. Bruce Sigsbee is associated with these group practices

Procedure Pricing

HCPCS Code Description Average Price Average Price
Allowed By Medicare
HCPCS Code:95816 Description:Eeg awake and drowsy Average Price:$286.43 Average Price Allowed
By Medicare:
$51.85
HCPCS Code:95885 Description:Musc tst done w/nerv tst lim Average Price:$42.29 Average Price Allowed
By Medicare:
$16.90
HCPCS Code:95900 Description:Motor nerve conduction test Average Price:$45.23 Average Price Allowed
By Medicare:
$20.47
HCPCS Code:95903 Description:Motor nerve conduction test Average Price:$50.00 Average Price Allowed
By Medicare:
$29.13
HCPCS Code:95904 Description:Sense nerve conduction test Average Price:$32.87 Average Price Allowed
By Medicare:
$16.56
HCPCS Code:99204 Description:Office/outpatient visit new Average Price:$128.57 Average Price Allowed
By Medicare:
$114.82
HCPCS Code:99215 Description:Office/outpatient visit est Average Price:$114.60 Average Price Allowed
By Medicare:
$101.70
HCPCS Code:95886 Description:Musc test done w/n test comp Average Price:$52.00 Average Price Allowed
By Medicare:
$45.08
HCPCS Code:99213 Description:Office/outpatient visit est Average Price:$49.72 Average Price Allowed
By Medicare:
$47.07
HCPCS Code:99214 Description:Office/outpatient visit est Average Price:$74.74 Average Price Allowed
By Medicare:
$72.32

HCPCS Code Definitions

99213
Office or other outpatient visit for the evaluation and management of an established patient, which requires at least 2 of these 3 key components: An expanded problem focused history; An expanded problem focused examination; Medical decision making of low complexity. Counseling and coordination of care with other physicians, other qualified health care professionals, or agencies are provided consistent with the nature of the problem(s) and the patient's and/or family's needs. Usually, the presenting problem(s) are of low to moderate severity. Typically, 15 minutes are spent face-to-face with the patient and/or family.
99215
Office or other outpatient visit for the evaluation and management of an established patient, which requires at least 2 of these 3 key components: A comprehensive history; A comprehensive examination; Medical decision making of high complexity. Counseling and/or coordination of care with other physicians, other qualified health care professionals, or agencies are provided consistent with the nature of the problem(s) and the patient's and/or family's needs. Usually, the presenting problem(s) are of moderate to high severity. Typically, 40 minutes are spent face-to-face with the patient and/or family.
99214
Office or other outpatient visit for the evaluation and management of an established patient, which requires at least 2 of these 3 key components: A detailed history; A detailed examination; Medical decision making of moderate complexity. Counseling and/or coordination of care with other physicians, other qualified health care professionals, or agencies are provided consistent with the nature of the problem(s) and the patient's and/or family's needs. Usually, the presenting problem(s) are of moderate to high severity. Typically, 25 minutes are spent face-to-face with the patient and/or family.
99204
Office or other outpatient visit for the evaluation and management of a new patient, which requires these 3 key components: A comprehensive history; A comprehensive examination; Medical decision making of moderate complexity. Counseling and/or coordination of care with other physicians, other qualified health care professionals, or agencies are provided consistent with the nature of the problem(s) and the patient's and/or family's needs. Usually, the presenting problem(s) are of moderate to high severity. Typically, 45 minutes are spent face-to-face with the patient and/or family.
95886
Needle electromyography, each extremity, with related paraspinal areas, when performed, done with nerve conduction, amplitude and latency/velocity study; complete, five or more muscles studied, innervated by three or more nerves or four or more spinal levels (List separately in addition to code for primary procedure)
95816
Electroencephalogram (EEG); including recording awake and drowsy
95885
Needle electromyography, each extremity, with related paraspinal areas, when performed, done with nerve conduction, amplitude and latency/velocity study; limited (List separately in addition to code for primary procedure)

Medical Malpractice Cases

None Found

Medical Board Sanctions

None Found

Referrals

NPI
Doctor Name
Specialty
Count
1821016650
Neurology
463
1194704064
Neurology
418
1649378829
Nephrology
403
1467432583
Rheumatology
271
1508977323
Internal Medicine
133
1861428815
Cardiovascular Disease (Cardiology)
93
1093705766
Pulmonary Disease
81
1467412882
Ophthalmology
41
1619954666
Pathology
25
*These referrals represent the top 10 that Dr. Sigsbee has made to other doctors

Publications

Practice improvement requires more than guidelines and quality measures. - Neurology
Increasing emphasis on improving health care quality has led to a variety of programs that require neurologists to be familiar with the concept of systematic quality improvement. While they vary in extent, these quality improvement programs and their attendant costs now have implications for physician payment and certification. In response to these factors, the American Academy of Neurology is establishing a clinical quality data registry. This article reviews evidence demonstrating the ability of quality improvement initiatives to improve care, the role of clinical quality data registries in the identification and mitigation of gaps in care, and the principles to be considered in development of registry-based quality improvement programs. It addresses the key question: Is the effort worthwhile?© 2015 American Academy of Neurology.
Physician burnout: A neurologic crisis. - Neurology
The prevalence of burnout is higher in physicians than in other professions and is especially high in neurologists. Physician burnout encompasses 3 domains: (1) emotional exhaustion: the loss of interest and enthusiasm for practice; (2) depersonalization: a poor attitude with cynicism and treating patients as objects; and (3) career dissatisfaction: a diminished sense of personal accomplishment and low self-value. Burnout results in reduced work hours, relocation, depression, and suicide. Burned-out physicians harm patients because they lack empathy and make errors. Studies of motivational factors in the workplace suggest several preventive interventions: (1) Provide counseling for physicians either individually or in groups with a goal of improving adaptive skills to the stress and rapid changes in the health care environment. (2) Identify and eliminate meaningless required hassle factors such as electronic health record "clicks" or insurance mandates. (3) Redesign practice to remove pressure to see patients in limited time slots and shift to team-based care. (4) Create a culture that promotes career advancement, mentoring, and recognition of accomplishments.© 2014 American Academy of Neurology.
The income gap: specialties vs primary care or procedural vs nonprocedural specialties? - Neurology
The gap in median income between primary care physicians and specialists is well-publicized. Health care policy discourse that focused on this gap currently pits primary care physicians against all specialists. However, a number of specialists are also nonprocedural in that they derive the bulk of their income from evaluation and management. Nonprocedural specialties are experiencing the same economic disadvantages as primary care, with the resulting difficulty in attracting graduating US medical school seniors into the specialty. This predicts notable future workforce shortages unless there is a fundamental change in the financial incentives. There are strong financial incentives to focus on procedures rather than patient-centered care. To assure the availability of a balanced physician workforce, the availability of a full spectrum of expertise, and access of patients with chronic conditions to the appropriate physicians, health care financing must change the misaligned financial incentives and meaningfully close the income gap for both primary care and nonprocedural specialties.
Physician compensation: approach and models in neurological practice. - Neurologic clinics
Compensation methodology has always challenged physician groups. The highly complex system of reimbursement for the physician's services in the rapidly changing environment of health care makes the choice of a compensation model even more problematic. Any methodology chosen should reflect the underlying philosophy and culture of a group , and have the flexibility to accommodate the variability of interests, expertise, energy levels, and practice styles of its members. Further, compensation models must strike a balance between the financial viability of the practice and fair compensation for all physicians. This article describes the most common compensation structures and addresses the strengths and weaknesses of each.Copyright 2010 Elsevier Inc. All rights reserved.

Map & Directions

4 Glen Cove Dr Suite 102 Rockport, ME 04856
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