Health Professions' Retention-Accession Incentives Study Report to Congress (Phase 1: Compensation Comparison of Selected Uniformed and Private-Sector Health Care Professionals)

Brannman, Shayne; Almendarez, Michele; Rattelman, Cori; Scherer, Elaine

doi:10.21236/ada401076

Cited by 2 publications

(10 citation statements)

References 11 publications

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“…Given the pay-gap results of the first phase of our study [2], it is somewhat surprising that aggregate attrition/continuation did not change significantly during the 1990s. In that first phase, we found that the military-civilian pay gaps widened significantly from FY 1991 to FY 2000 for all of the 23 specialties.…”

Section: Fy97mentioning

confidence: 84%

“…The first phase was a comparative analysis of compensation between uniformed and private-sector health care professionals at logical military career junctures [2,3,4]. This analysis was an essential first step because we needed to understand whether a militarycivilian pay gaps exists, how large it is, and at what career junctures to evaluate the effect of pay on retention during the second phase of this study.…”

Section: Approachmentioning

confidence: 99%

“…As we discussed in phase I of this study, before deciding to continue a career in the military, a person must consider not only pay but also employer-sponsored benefits (such as health care and retirement) and a variety of less quantifiable features (such as the conditions and nature of the work) that distinguish a military from a civilian career [2,5]. A 1999 Congressional Budget Office Report on What Does the Military "Pay Gap"Mean?…”

Section: Approachmentioning

confidence: 99%

“…The Hay Group is a benefits consulting firm that served as subcontractor for all physician cash and benefits compensation in the first phase of this study [2].…”

Section: Duration Model Estimationmentioning

confidence: 99%

“…To answer this question, we first conducted a comparative analysis of compensation of 24 uniformed and private-sector salaried physician specialties at logical military career junctures [2,3,4]. We found that a uniformed-civilian pay gap exists at every career juncture for all specialties considered.…”

Section: Physicians Introductionmentioning

confidence: 99%

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Health Professions' Retention-Accession Incentives Study Report to Congress (Phases II & III: Adequacy of Special Pays and Bonuses for Medical Officers and Selected Other Health Care Professionals

Brannman¹,

Miller²,

Kimble³

et al. 2002

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Public reporting burden for this collection of information is estimated to average 1 hour per response, including the time for reviewing instructions, searching existing data sources gathering and maintaining the data needed and reviewing the collection of information. Send comments regarding this burden estimate or any other aspect of this collection of information, including suggestions for reducing this burden, to Washington headquarters Services, Directorate for information Operations and Reports, 1215 Jefferson Davis Highway, Suite 1204, Arlington, VA 223024302, and ABSTRACT (Maximum 200 words)(U) The military Health System (MHS) must execute twin missions. The primary mission of the MHS and the three Service medical departments is force health protection. This readiness mission involves providing medical support in combat and other military operations and maintaining the day-to-day health of about 1.5 million men and women who serve in the Army, Air Force, and Marine Corps. The second mission is to provide a health care benefit to nearly 6.6 million other people who are eligible to use the MHS. Because the Department of Defense (DOD) relies on a single force to meet the sometimes disparate missions, it must cultivate a workforce that is dedicated to caring for patients, committed to continuous improvement in performance and productivity, and competent in both wartime and peacetime. This challenge is particularly difficult because uniformed health care professionals are costly to access and train, and they have skills that are in demand in the private sector. Summary IntroductionThe Military Health System (MHS), one of the largest and oldest health care delivery systems in the United States, must execute twin missions. The primary mission of the MHS and the three Service medical departments is force health protection. This readiness mission involves providing medical support in combat and other military operations and maintaining the day-to-day health of about 1.5 million men and women who serve in the Army, Air Force, Navy, and Marines Corps. The second mission is to provide a health care benefit to nearly 6.6 million other people who are eligible to use the MHS.Because the Department of Defense (DoD) relies on a single force to meet these sometimes disparate missions, it must cultivate a workforce that is dedicated to caring for patients, committed to continuous improvement in performance and productivity, and competent in both wartime and peacetime. This challenge is particularly difficult because uniformed health care professionals are costly to access and train, and they have skills that are in demand in the private sector.Congressional awareness of this mandate and competition from the private sector for qualified health care professionals resulted in the following committee language in the National Defense Authorization Act for Fiscal Year 2001:The committee directs the Secretary of Defense to conduct a review and to report to the Committee on Armed Services of the Senate and the House of Represe...

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Section: Fy97mentioning

confidence: 84%

Section: Approachmentioning

confidence: 99%

Section: Approachmentioning

confidence: 99%

“…The Hay Group is a benefits consulting firm that served as subcontractor for all physician cash and benefits compensation in the first phase of this study [2].…”

Section: Duration Model Estimationmentioning

confidence: 99%

Section: Physicians Introductionmentioning

confidence: 99%

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Health Professions' Retention-Accession Incentives Study Report to Congress (Phases II & III: Adequacy of Special Pays and Bonuses for Medical Officers and Selected Other Health Care Professionals

Brannman¹,

Miller²,

Kimble³

et al. 2002

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Longer-Term Career Outcomes of Uniformed Services University of the Health Sciences Medical School Graduates: Classes of 1980–1989

et al. 2008

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Health Professions' Retention-Accession Incentives Study Report to Congress (Phase 1: Compensation Comparison of Selected Uniformed and Private-Sector Health Care Professionals)

Abstract: This document represents the best opinion of CNA at the time of issue. It does not necessarily reoresent the opinion of th^-n^mrtment of the Navv.

Cited by 2 publications

References 11 publications

Health Professions' Retention-Accession Incentives Study Report to Congress (Phases II & III: Adequacy of Special Pays and Bonuses for Medical Officers and Selected Other Health Care Professionals

Health Professions' Retention-Accession Incentives Study Report to Congress (Phases II & III: Adequacy of Special Pays and Bonuses for Medical Officers and Selected Other Health Care Professionals

Longer-Term Career Outcomes of Uniformed Services University of the Health Sciences Medical School Graduates: Classes of 1980–1989

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