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"After more than a decade of war, the military services have many returning personnel with mental health needs, and thus the United States needs to ensure that it has the capacity to address their needs. Officer special and incentive (S & I) pays are used to create incentives for officer retention to meet manning requirements. However, no capability exists to assess how alternative S & I pay adjustments affect the retention of mental health care officers, and, as a result, policymakers lack an analytical and empirical basis for determining the effect of such adjustments on retention. The authors of this report adapt RAND's dynamic retention model (DRM) to handle multiyear special pay and develop estimates of expected military and civilian pay over a career, which are needed inputs to the model. Using longitudinal data on officer retention for entry cohorts from 1990 to 2000 followed to 2010, the authors obtain DRM parameter estimates for psychiatrists, psychologists, nurses, occupational therapists, physician assistants, and social workers. Nearly all estimates are statistically significant, and the estimated models fit the data well. To demonstrate the needed capability, the authors use the estimated models to simulate the retention effects of alternative S & I pays."--Publisher's description.
Assesses DoD¿s use of cash incentives to recruit and retain highly qualified individuals for service in the armed forces. It: (1) identifies recent trends in DoD's use of enlistment and reenlistment bonuses; (2) assesses the extent to which the services have processes to determine which occupational specialties require bonuses and whether bonus amounts are optimally set; and (3) determines how much flexibility DoD has in managing selected special and incentive pays for officer and enlisted personnel. The report analyzed service data on bonuses and special and incentive pays, and reviewed relevant guidance and other documentation from DoD and the services. Charts and tables. This is a print on demand report.
This report focuses on the effectiveness of monetary incentives, known as special and incentive pays, for U.S. Special Operations Forces commissioned officer retention.
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. 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 Representatives on the adequacy of special pays and bonuses for medical corps officers and other health care professionals. The committee directs this review because of the level of competition within the economy for health care professionals and the potential devaluation of current special pays and bonuses, which could have a significant impact on recruiting and retention of health care professionals'. As a result of this language, the TRICARE Management Agency (TMA) asked CNA to address the concerns voiced by Congress.
RAND researchers surveyed military behavioral health technicians (BHTs) and licensed mental health providers about BHTs? contributions, training and supervision, and job satisfaction, as well as barriers to integrating them into clinical practice.
Military compensation is a pillar of the all-volunteer force. It is a fundamental policy tool for attracting and retaining personnel, and its structure-and the incentives implied by its structure-can affect U.S. service members' willingness to join, exert effort, demonstrate their leadership potential, remain in the military, and, eventually, exit the military at an appropriate time. Military compensation is a composite of current pay and allowances, special and incentive pays, health benefits, disability benefits, retirement benefits, and other benefits. Its importance to the readiness and morale of the force is such that it is reviewed every four years to determine whether it is adequate to meet the U.S. military's objectives. To inform the 10th Quadrennial Review of Military Compensation, this monograph presents an in-depth examination of the mix and structure of the U.S. military's current retirement-benefit system and several policy alternatives. The study included the development of a model that was estimated and used to run a series of simulations based on active-duty and reserve personnel data to track the careers and potential decisionmaking of military personnel across the services. The simulation results were then assessed in terms of their cost-effectiveness and ability to meet the services' expectations for accession, retention, and career mobility.
The Senate report to accompany the 2011 Defense authorization bill directed GAO to assess the Department of Defense's (DOD) use of cash incentives to recruit and retain highly qualified individuals for service in the armed forces. This report (1) identifies recent trends in DOD's use of enlistment and reenlistment bonuses, (2) assesses the extent to which the services have processes to determine which occupational specialties require bonuses and whether bonus amounts are optimally set, and (3) determines how much flexibility DOD has in managing selected special and incentive pays for officer and enlisted personnel. GAO analyzed service data on bonuses and special and incentive pays, reviewed relevant guidance and other documentation from DOD and the services, interviewed DOD and service officials, and observed two working groups that were determining bonus amounts. GAO recommends that DOD (1) coordinate with the services to facilitate discussions on conducting research, as appropriate, to determine optimal bonus amounts and (2) monitor the implementation of its consolidation of special and incentive pays to determine whether it is resulting in greater flexibility and what impact the consolidation is having on DOD's budget. In commenting on a draft of this report, DOD concurred with both recommendations.
The Military Health System (MHS) is charged with maintaining a healthy active duty force, attending to the sick and wounded in time of conflict, and successfully competing for and treating patients within the peacetime benefit mission. The military must attract and retain high-quality health care professionals. These issues are particularly important for military health care professionals because they are costly to access and train, and they have skills that are readily interchangeable to the private sector. The Department of Defense (DOD) is competing against private sector employees who are offering accession bonuses, flexible work schedules, portable retirement plans, continuing educational opportunities, employee-tailored benefits, and competitive salaries. The TRICARE Management Agency (TMA) asked the Center for Naval Analyses (CNA) to conduct a study to examine appropriate compensation, special pays and bonuses for military health care professionals. Our analysis showed that the current military-civilian health professional pay gap varies widely-from 3 to 63 percent, depending on specialty and years in service.
" DOD uses S&I pay programs to compensate and incentivize servicemembers for occupations that are dangerous, less desirable, or require special skills. Senate Report 114-49 included a provision for GAO to review the effectiveness of DOD's S&I pay programs. This report assesses (1) trends in DOD obligations for S&I pay programs for fiscal years 2005 through 2015 and the extent to which DOD reports such obligations department-wide; and (2) the extent to which the military services applied key principles of effective human capital management in the design of S&I pay programs for selected high-skill occupations for fiscal years 2010 through 2015. GAO analyzed DOD S&I pay obligations for fiscal years 2005 through 2015; reviewed a nongeneralizable sample of S&I pay programs for nuclear propulsion, aviation, and cybersecurity occupations, chosen based on their pay programs' attributes; compared DOD and service policies and documents with key principles of effective human capital management; and interviewed DOD officials. "