“Flaw” in New Military Retirement System?

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Here is an interesting read from Military Times that discusses discount rates and what some experts consider a “flaw” in the new retirement system:

The New Military Retirement System has Major Flaw, Financial Experts Warn

New USUHS Masters and Doctoral Medical Education Degrees

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The Uniformed Services University of the Health Sciences (USUHS) has some new degrees for anyone looking for a medical education degree.  If you are on active duty you have to be local to attend.  They are, however, working on a pathway for active duty to apply and PCS there to do the degree if accepted, similar to how they do the Naval War College.  The info is contained in these PDF files:

Degree Info Sheet

Masters Degree Brochure

PhD Brochure

BUMED Futures and Innovation Lead Position Available – 05/06 Summer 2016

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Contact your Detailer or Specialty Leader if interested:

Position:          BUMED Futures and Innovation Lead
Directorate:      BUMED Executive Directorate
Classification: 05/06, GS 14/15

Reports To:     Deputy Director, for the Executive Director (TED)

Report Date:    JUNE/JULY 2016


The position of Lead, Futures and Innovation is held by a senior medical department officer (O-5- O6) or civilian equivalent. The incumbent works for the BUMED Executive Directorate (TED) and is an advisor to all officers, enlisted and civilian personnel. S/He offers the Navy Medicine enterprise with strategic planning resources and technical advice on all issues.  Specifically, s/he empowers members of the TED cell and Navy Medicine Leaders with the critical skills of strategic foresight and futures thinking for the new era of complexity and change in Military Medicine. The incumbent works closely with the BUMED Chief Medical Officer, Digital Health Office, and Chief Digital Officer to help support innovation, process improvement, and patient safety and quality initiatives. Additionally, s/he is responsible to assist in the oversight and efficient program management of activities related to the successful implementation of the new DoD Healthcare Management Systems Modernization (DHMSM) initiative.


  1. Senior medical department officer (O-5 and above, Medical Corps, Nurse Corps, Medical Service Corps, Dental Corps) or civilian equivalent.
  2. Superb leadership and management skills.
  3. Facilitative counseling and team-building skills.
  1. An advanced degree in a related field (health care, business or computer science, MBA, MPA, MPH, MD or PhD) or equivalent experience.
  2. Knowledge of technology and information systems planning to support business goals in a health care setting.
  3. Understanding of the MHS health information technology strategy and operational plans.
  4. Training and experience with management models such as high reliability organization, transitional leadership, etc.

Surgeon General’s Guidance & Value-Based Care

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The Navy Surgeon General just released his Commander’s Guidance for Navy Medicine:

Navy Medicine Commanders Guidance

As you will read, Readiness, Value, and Jointness have been replaced by Readiness, Health, and Partnerships.  In addition, there is a focus on value-based care.  A good article on value-based care from the Harvard Business Review can be found at this link.  I’ve pasted the executive summary below:

In health care, the days of business as usual are over. Around the world, every health care system is struggling with rising costs and uneven quality, despite the hard work of well- intentioned, well-trained clinicians. Health care leaders and policy makers have tried countless incremental fixes—attacking fraud, reducing errors, enforcing practice guidelines, making patients better “consumers,” implementing electronic medical records—but none have had much impact.

It’s time for a fundamentally new strategy. At its core is maximizing value for patients: that is, achieving the best outcomes at the lowest cost. We must move away from a supply- driven health care system organized around what physicians do and toward a patient-centered system organized around what patients need. We must shift the focus from the volume and profitability of services provided—physician visits, hospitalizations, procedures, and tests—to the patient outcomes achieved. And we must replace today’s fragmented system, in which every local provider offers a full range of services, with a system in which services for particular medical conditions are concentrated in health-delivery organizations and in the right locations to deliver high-value care.

The strategy for moving to a high-value health care delivery system comprises six interdependent components: organizing around patients’ medical conditions rather than physicians’ medical specialties, measuring costs and outcomes for each patient, developing bundled prices for the full care cycle, integrating care across separate facilities, expanding geographic reach, and building an enabling IT platform.

The transformation to value-based health care is well under way. Some organizations, such as the Cleveland Clinic and Germany’s Schön Klinik, have undertaken large-scale changes involving multiple components of the value agenda. The result has been striking improvements in outcomes and efficiency, and growth in market share.

Guest Post: Supplemental Disability Insurance for Active Duty Physicians

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(EDITOR’S NOTE: While we have great benefits in the military, one area where our benefits fall short is disability insurance.  If we were to be disabled on active duty, our disability pay would not reflect our physician bonuses and higher income.  For years I struggled to find supplemental disability insurance.  I used the American Medical Association plan because they’d give me up to $2500/month of additional coverage and it was all I could find.  That was until I contacted Andy Borgia at DI4MDs.com.  He was able to get me the amount of coverage I needed when many, many other people couldn’t.  For some reason many disability insurers don’t want to cover active duty.  Below is a post from Andy about supplemental disability insurance.)

May is disability insurance awareness month and also the time of the year a number of physicians transition into new positions due to the completion of most training programs July 1st. As a result, it is an excellent time to examine protecting the most valuable asset any physician has, their ability to practice and earn an income. Whether you are a military physician with a number of years left to serve, soon to be exiting the military or currently in a residency/fellowship program, it would be prudent make certain you are adequately protected in the event you become disabled and unable to practice due to a sickness or accident. Statistics, which can be found all over the internet, including our site, indicate approximately 1 in 3 people will be disabled during their working career, which can be the cause of financial ruin. Disability insurance for physicians is universally recommended.

Being active duty military, you may think you are already adequately protected. This is far from accurate since military disability benefits only cover base pay and do not include incentive, special or bonus pay, allowances or private earned income. These extra forms of income usually provide the majority of a military physician’s pay and should and can be protected. If you are about to leave the military, the day after you are discharged, any military disability coverage will cease and you will be completely unprotected. Establishing an individual disability insurance policy can take up to 4 months, since medical records must be obtained so to be adequately protected requires advanced planning.

To make certain you and your family are protected, establish an individual disability insurance
policy. The individual policy contractual provisions should protect you in your chosen medical specialty for the entire benefit period, provide both total and partial disability benefits, allow for an increase in coverage upon completion of duty without additional medical requirements, and be noncancelable and guaranteed renewable (policy cannot be cancelled, premiums changed, coverage altered by the insurance company). Residents and fellows may be eligible for discounted polices if established prior to completion of training and should be taken advantage of.

Contact an experienced insurance agent that represents a number of companies and is familiar with contractual provisions and underwriting procedures, it does make a difference, to explore your
options. Please visit our website www.DI4MDS.com to obtain our Military Physician Disability Insurance Guide. This will provide an educational first step.

For a complementary personal disability insurance consultation please contact me directly (Andy G Borgia CLU, andyb@di4mds.com, 888-934-4637).

FY17 CAPT Board Statistics and Basic Promotion Board Math

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The FY17 Staff Corps O6 promotion board basic statistics are here.  I don’t have the specialty specific ones yet, but I’m sure they’ll be coming soon.

Let’s go over the basic stats for Medical Corps so that everyone understands them as they can be very confusing.

According to page 2 of the convening order, the promotion opportunity was 70%.  The number of people in zone was 91.  In order to find the total number of officers they could select for promotion, you take the promotion opportunity x the size of the zone:

(70% promotion opportunity) x (91 officer zone size) = 64 officers could be selected for promotion

As you see in the stats, they selected exactly 64:

  • Above Zone – selected 32 of 183 or 17.5%
  • In Zone – selected 31 of 91 or 34.1%
  • Below Zone – selected 1 of 150 or 0.7%

As you can see, even though the promotion opportunity was 70%, the chance you got selected in zone was only 34.1% because selects came from above and below zone.