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An Updated Physician Workforce Model Predicts a Shortage of Vascular Surgeons for the Next 20 Years
Michael R Go1, Wendelyn M Oslock1, David P Way1
1Division of Vascular Diseases and Surgery, Department of Surgery, The Ohio State University, Columbus, OH.
Insights
The vascular surgery workforce may face shortages until 2050, requiring surgeons to increase productivity. Demand is projected to meet supply by 2050 due to increased trainees and population shifts.
Area of Science:
- Vascular Surgery Workforce Analysis
- Healthcare Workforce Planning
- Surgical Capacity Modeling
Background:
- Persistent concerns exist regarding the adequacy of the vascular surgery workforce.
- Accurate prediction of future workforce size and capacity is crucial for healthcare planning.
Purpose of the Study:
- To predict the future size and capacity of the US vascular surgery workforce.
- To estimate workforce needs based on population growth and surgeon productivity.
Main Methods:
- Utilized US Census Bureau population data and American Medical Association Physician Masterfile data (1997-2017).
- Modeled workforce size considering new certifications, retirement rates, and burnout.
- Calculated work relative value units (wRVUs) to assess surgeon productivity and capacity deficits.
Main Results:
- The model predicts a declining shortage of vascular surgeons through 2040.
- Workforce size is projected to meet demand by 2050.
- Surgeons may need to increase yearly wRVU production by 22% in 2030 and 8% in 2040.
Conclusions:
- A shortage of vascular surgeons is predicted in the coming decades, with supply meeting demand by 2050.
- Factors influencing future workforce congruence include increased trainees and population changes.
- Surgeons will need to increase workload capacity until 2050, facing challenges like burnout and practice pattern shifts.
Background:
Concern regarding the adequacy of the vascular surgery workforce persists. We aimed to predict future vascular surgery workforce size and capacity using contemporary data on the US population and number, productivity, and practice patterns of vascular surgeons.
Methods:
The workforce size needed to maintain current levels of access was estimated to be 1.4 vascular surgeons/100,000 population. Updated population estimates were obtained from the US Census Bureau. We calculated future vascular surgery workforce needs based on the estimated population for every 10 years from 2020 to 2050. American Medical Association Physician Masterfile data from 1997 to 2017 were used to establish the existing vascular surgery workforce size and predict future workforce size, accounting for annual rates of new certificates (increased to an average of 133/year since 2013), retirement (17%/year), and the effects of burnout, reduced work hours, transitions to nonclinical jobs, or early retirement. Based on Medical Group Management Association data that estimate median vascular surgeon productivity to be 8,481 work relative value units (wRVUs)/year, excess/deficits in wRVU capacity were calculated based on the number of anticipated practicing vascular surgeons.
Results:
Our model predicts declining shortages of vascular surgeons through 2040, with workforce size meeting demand by 2050. In 2030, each surgeon would need to increase yearly wRVU production by 22%, and in 2040 by 8%, to accommodate the workload volume.
Conclusions:
Our model predicts a shortage of vascular surgeons in the coming decades, with workforce size meeting demand by 2050. Congruence between workforce and demand for services in 2050 may be related to increases in the number of trainees from integrated residencies combined with decreases in population estimates. Until then, vascular surgeons will be required to work harder to accommodate the workload. Burnout, changing practice patterns, geographic maldistribution, and expansion of health care coverage and utilization may adversely affect the ability of the future workforce to accommodate population needs.
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