Big Changes to Navy Medical Pay – FY19 Medical Department Special Pays Guidance

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Here are the official BUMED talking points on the FY19 special pays plan. The pay plan guidance for each Corps is expected to be released early next week.

NOTE: The guidance currently posted on the BUMED special pays website is from FY18 and not FY19.  This new guidance only applies to FY19 pays.

Background:

Navy Medicine’s mission does not change – to keep the Navy and Marine Corps family healthy, ready and on the job. Ensuring the Department of the Navy has a ready medical force to meet assigned operational missions remains paramount. To do this, we must maximize recruitment and retention tools such as special and incentive pay to attract and retain medical department officers with critical specialties.

Navy Medicine is responsible for properly aligning its uniformed force structure to support the medical capabilities of the Navy and Marine Corps operating forces. The Fiscal Year 2019 special pays guidance focuses on meeting congressional intent of NDAA 2017 which specifically focuses on the improvement of infrastructure and alignment to operational readiness.

Navy Medicine analyzed current manning data, end-strength forecasts, loss and retention rates, training timeframes, recruitment rates, and Department of Labor statistics to craft the FY19 Medical Department Special Pays Guidance.

 

Key Messages:

  • The Department of Defense and the Navy are taking a critical look at force structure across the services and within each military department in an effort to align to defense planning guidance priorities and to meet CNO guidance.
  • Navy Medicine is managing its medical force to meet the needs of the Navy and Marine Corps.
  • Navy Medicine must have properly aligned uniformed force structure to meet the medical capabilities of the Navy and Marine Corps operating forces.
  • Navy Medicine uses special and incentive pay, coupled with other personnel management tools, to influence recruitment and retention behavior and ensure we have the right specialty mix, experience, and talent to meet our mission.

Talking Points:

  • Changes to the FY19 Medical Department Special Pays Guidance provide Navy Medicine with significant flexibility and enhanced options for the recruitment and retention of needed specialties.
  • Navy Medicine increased accession and retention numbers in key specialty areas.
  • Navy Medicine carefully considered these changes to optimize personnel career progression and talent management.
  • The vast majority of officers eligible for special and incentive pays within Navy Medicine will be minimally impacted; there will be some impact on a few select specialties.
  • Updates include the following:
    • Accession Bonus:
      • Updated list of eligible specialties for the Critically Short Wartime Skills Accession Bonus to include cardio-thoracic surgery, trauma/critical care surgery, and medical technology, and eliminated internal medicine, otolaryngology, ophthalmology, and pediatrics.
      • Increased accession bonus amounts for critical specialties to include aerospace medicine, anesthesia, emergency medicine, family practice, orthopedics, preventive medicine, psychiatry, pulmonary/critical care, radiology, urology, and nurse anesthetist.
      • Authorized a direct accession critical care nurse to forgo the accession bonus and request retention bonus upon reporting to the first permanent command (must meet board certification & education/training criteria).
    • Retention Bonus:
      • Added 6-year retention bonus for critical specialties to include general surgery, category I subspecialties, orthopedics, anesthesiology, emergency medicine, family practice, psychiatry, pulmonary/critical care, comprehensive dentistry, periodontics, prosthodontics, oral maxillofacial surgery, physician assistant, clinical psychology, critical care nursing, psychiatric nursing, perioperative nursing, psychiatric/mental health nurse practitioners, family nurse practitioners, nurse anesthetists.
      • Added additional eligible specialties for the retention bonus to include graduate prepared Clinical Nurse Specialists in medical-surgical and emergency room nursing (must meet board certification and education/training criteria).
      • Authorized critical care nurses and family nurse practitioners to take retention bonuses while under obligation for graduate education through Duty Under Instruction (DUINS), incurring a consecutive obligation.
      • Authorized critical care nurses to apply for selection to DUINS as Clinical Nurse Specialists in critical care nursing while under retention bonus.
      • Removed language allowing 2-year Retention Bonus for non-certified critical care nurses.
      • Limited ability to terminate early and renegotiate contracts for certain specialties to include pediatrics, radiology, radiation oncology, general dentistry, endodontics, exodontia, public health dentistry, oral pathology, pediatric dentistry, pharmacy, optometry, pediatric nurse practitioner, family nurse practitioners, and certified nurse midwife.
      • Limited Nurse Corps retention bonus to Commander/O-5 for all specialties except nurse anesthetists.
      • Limited Medical Service Corps retention bonus to 22 years of commissioned service or less.
      • Limited retention bonus length to 2 or 3-years for pharmacy, optometry, pediatric nurse practitioner, and certified nurse midwife.
  • All personnel who are eligible for medical department special pays should review their corps specific guidance available on the Navy Medicine website.

New Performance Evaluation Tool Tested by Fleet Sailors

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From Navy Personnel Command Public Affairs

MILLINGTON, Tenn. (NNS) — After a major phase of fleet testing Nov. 30, the Navy is making great progress in fielding an enhanced and modern performance evaluation system that emphasizes quality feedback to improve individual and unit performance — what many consider a must in an era of great power competition.

“The Navy the Nation Needs requires leaders of competence and character throughout the fleet. We’re focused on driving culture change that places greater value on the professional and personal development of every member of the team through inspired coaching and effective performance assessment,” said Rear Adm. Jeff Hughes, commander, Navy Personnel Command.

Feedback from numerous focus groups, application of human behavioral science, use of commercial IT systems and analytic methodology all contributed to the proposed design concept. The new evaluation system will be an online, web-based application accessible from a Sailor’s work or personal computer, tablet or smart phone.

“A new process with better tools is only part of this modernization effort. We need to provide more candid and meaningful feedback to each other. Sailors are telling us this is important to them. We need to enhance the process and use modern tools to best accomplish this,” Hughes said.

The new evaluation system places greater value on merit over seniority or tenure. It eliminates “forced distribution,” with relative ranking against peers in categorized groups within a command, and instead rates a Sailor’s performance on paygrade-based objective standards. These standards are captured in trait categories that reflect key attributes of professional competence and character. Sailors are evaluated on value statements from within these trait categories using an expanded 9-point scale for greater accuracy and distinction. The evaluator responds intuitively during a short, timed window when providing a score for each value statement. This approach will apply to both the proposed coaching and evaluation processes. The recently completed test phase focused primarily on the coaching phase.

A major part of this modernized performance assessment approach is a shift to greater emphasis on coaching. The multi-source assessment and feedback tool is a commercially developed web-based application that supports the coaching process, and is designed to deliver candid, open and actionable feedback to the Sailor. The formal performance evaluation (EVAL or FITREP) tool will look nearly identical, but will involve only the rater, senior rater and the individual being rated.

The coaching process starts with a self-assessment, then combines input from subordinates, peers and the direct supervisor to provide comprehensive feedback through various perspectives to each Sailor. Assessments can be requested by the Sailor or the supervisor. An information rich report is then made available for the Sailor and the supervisor to discuss performance and chart a way forward to drive self and unit improvement. This process and tool will better enable coaching sessions, which just aren’t occurring across the fleet today like they should. The tool will not only be available for periodically scheduled sessions, but also on demand for when a Sailor or the supervisor desires a coaching event.

“We completed a fleet-wide test with approximately 10,000 Sailors from 140 diverse active-duty and Reserve component commands representing numerous Navy communities. We sequenced numerous waves of commands throughout the two-month test period to rapidly incorporate feedback as we learned while bringing more units into the test population,” Hughes said. “Additionally, we are gaining greater fleet feedback on their assessment of the proposed traits and value statements and the 9-point grading scale.”

“Initial feedback is that both the process and tool support a quality and efficient coaching session as envisioned,” Hughes said, “We expect to complete the data analysis phase by the end of January.”

This constitutes the third of five test phases leading to the delivery of the coaching portion of the new system in mid-2019 and the evaluation portion soon after. The plan is to introduce this new design concept across the entire fleet through the coaching phase while still using the current EVAL and FITREP system before we transition to the new evaluation process. This will allow for much better mid-term counseling across the fleet next year and set the conditions for a smooth transition to the enhanced evaluation system.

Please visit MyNavy Portal at https://www.mnp.navy.mil/group/performance to access a link to perform a self-assessment using the coaching tool. Additionally, a demonstration video and the training/reference products used by the fleet test participants will also be available for you to view.

Get more information about the Navy from US Navy facebook or twitter.

For more news from Navy Personnel Command, visit www.navy.mil/local/npc/.

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SOUTHCOM Surgeon Position – CAPT/CAPT(s)

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Here are the details:

  • Rank required: CAPT/CAPT(s)­
  • Additional skills: Fluency in Spanish is preferred.
  • Report date: March 2019

Interested parties should submit their packages to CAPT Christopher Quarles (contact info is in the global) as soon as possible because nominations are due NLT 17 DEC 2018.

Full details are available in this document, but all nominations MUST go through BUMED:

Request for Nomination – Command Surgeon, U.S. Southern Command

FY19 Special Pays NAVADMIN Released

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Here’s the message below. Those who were waiting to apply for their special pays should be able to do so next week via their command special pays coordinator:

UNCLASSIFIED//
ROUTINE
R 071545Z DEC 18
FM CNO WASHINGTON DC
TO NAVADMIN
INFO CNO WASHINGTON DC
BT
UNCLAS

NAVADMIN 295/18

PASS TO OFFICE CODES:
FM CNO WASHINGTON DC//N1//
INFO CNO WASHINGTON DC//N1//
MSGID/GENADMIN/CNO WASHINGTON DC/N1/DEC//

SUBJ/FY-19 MEDICAL DEPARTMENT OFFICER SPECIAL PAYS FOR ACTIVE DUTY//

REF/A/DOC/U.S.C./28JAN08//
REF/B/DOC/DOD/30DEC15//
REF/C/DOC/OPNAV/28DEC05//
NARR/REF A IS SECTION 335 OF TITLE 37, U.S. CODE SPECIAL BONUS AND INCENTIVE 
PAY AUTHORITIES FOR OFFICERS IN HEALTH PROFESSIONS.  REF B IS DOD INSTRUCTION 
6000.13, ACCESSION AND RETENTION POLICIES, PROGRAMS AND INCENTIVES FOR 
MILITARY HEALTH PROFESSIONS OFFICERS (HPO).  REF C IS OPNAVINST 7220.17, 
SPECIAL PAYS FOR MEDICAL CORPS, DENTAL CORPS, MEDICAL SERVICE CORPS AND NURSE 
CORPS OFFICERS.

RMKS/1.  This NAVADMIN announces the continuation of authority granted in 
references (a) through (c).

2.  Submission of requests for FY-19 Special and Incentive Pays may begin 
upon release of this NAVADMIN in conformity with reference (c) and specific 
FY-19 Medical Department Special Pay guidance.
Officers will have 30 days from the release date of this NAVADMIN to submit 
requests for special pays effective back to 1 October 2018, provided officer 
meets eligibility criteria outlined in the FY-19 Medical Department Special 
Pays guidance.

3.  Specific special pays implementation guidance, administrative procedures 
and U.S. Navy Bureau of Medicine and Surgery Special Pays point of contact 
information is available at 
http://www.med.navy.mil/bumed/Special_Pay/Pages/default.aspx.
Common access card (CAC) users will need to register their CAC upon first 
access to the site, if not a member of Navy medicine department.  All 
personnel eligible for Medical Department Officer Special Pays are strongly 
encouraged to review their corps-specific guidance located at the 
aforementioned link.

4.  This message will remain in effect until superseded or canceled, 
whichever occurs first.

5.  Released by Vice Admiral R. P. Burke, N1.//

BT
#0001
NNNN
UNCLASSIFIED//

Changes to the TSP L Funds and Finance Friday Articles

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There were a lot of great articles during the last week, so I apologize for the number below, but they are all great reads.

Also of note this week is that it’s time to decide whether you go for the new Blended Retirement System and this Thrift Savings Plan notice:

Changes coming to the Lifecycle (L) Funds — (November 29, 2018) We are planning adjustments to the L Funds in an effort to improve your investment outcomes. Effective in January 2019, we will increase exposure to international stocks (the I Fund) from 30% to 35% of the overall stock allocation in all L Funds. The L Income Fund stock allocation (C, S, and I Funds combined) will increase from 20% to 30% over a period of up to 10 years. The L 2030, L 2040, and L 2050 overall stock allocations will hold steady for a period of years before resuming their transitions from stocks to bonds. In addition to improving investment outcomes, this pause will align the L 2030, L 2040, and L 2050 Funds with the L 2060 Fund, which will be introduced in 2020 with an initial stock allocation of 99%. Visit Lifecycle Funds to learn more.

The L Funds are getting riskier, which is probably a good thing.

 

Here are this week’s personal finance articles:

2019 Contribution Limits and the Changes Impacting Your Retirement

6 Tips For Those Who Have Enough

7 Behaviors of the Wealthy (and How I Copy Them)

7 Ways To Increase Your Savings Rate

Best Stocks for 2019? Let’s Look At The 2018 Stock Picks First!

Doing Nothing About a Market Decline

Four Reasons To Hire A Financial Advisor

Get Rich With Simplicity

How the Bogle Model Beats the Yale Model

How to Retire Forever on a Fixed Chunk of Money

Physicians Want to Know How to Pay Off Debt Or Invest

Taking Us for Fools

Tax Code Changes You Should Know: What’s New for Homeowners

Tax-Loss Selling: A Silver Lining in Volatile Markets

Three Ways “First, Do No Harm” Applies to Personal Finance

Why You Should Not Give Up On Public Service Loan Forgiveness

Your Household CFO