Navy Speciality Physician Study: Historical Overview, Retention Analysis, and Synopsis of Current Civilian-Sector Practices

Christensen, Eric; Brannman, Shayne; Almendarez, Michele; Sanders, Jacquelyn; Kimble, Theresa

doi:10.21236/ada404806

Cited by 2 publications

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“…Navy physicians also responded to monetary incentives and it appeared that civilian-military pay influenced the retention decision. In a more recent look at Navy physicians, Christensen et al (2002) reported retention trends among HPSP physicians that attended civilian residencies that were similar to those reported by McMahon (1989).…”

Section: Retention Of Military Physicianssupporting

confidence: 72%

Retention of Military Physicians: The Differential Effects of Practice Opportunities Across the Three Services

2010

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Section: Retention Of Military Physicianssupporting

confidence: 72%

Retention of Military Physicians: The Differential Effects of Practice Opportunities Across the Three Services

2010

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“…For example, the FY 1991 survival curve plots the percentage of the 7,375 physicians 24. In the private sector, physician turnover in 1999 was about 10 percent [23]. Consequently, we think it might be very difficult for the military to reduce its physician attrition to less than 10 percent.…”

Section: Continuation Ratesmentioning

confidence: 97%

“…This policy changed the involuntary obligation time and continuation of medical corps officers trained in-house [21 ]. As a result of this policy change, recent CNA research [23] showed that, although physician retention for Navy AFHPSP direct accessions was lower before residency training, it was higher after residency training. Next we consider the effects of accession source and specialty group on retention.…”

Section: Basic Cohort Analysesmentioning

confidence: 99%

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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Navy Speciality Physician Study: Historical Overview, Retention Analysis, and Synopsis of Current Civilian-Sector Practices

Abstract: PGY-2+ d d. PGY-2+ are residents and fellows.

Cited by 2 publications

References 0 publications

Retention of Military Physicians: The Differential Effects of Practice Opportunities Across the Three Services

Retention of Military Physicians: The Differential Effects of Practice Opportunities Across the Three Services

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

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