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September 4, 1996

Gastroenterology Workforce Modeling

Author Affiliations

From the Division of Health Services Administration, Center for Health Care Quality Assessment, Department of Preventive Medicine and Biometrics, Uniformed Services University of the Health Sciences, Bethesda, Md (Drs Meyer, Jacoby, Krakauer, and McCardle, and Ms Aurand); the Gastroenterology Leadership Council Manpower Committee, Department of Internal Medicine, University of Texas Medical Branch, Galveston (Dr Powell); and the National Institutes of Health, Bethesda, Md (Dr McCardle).

JAMA. 1996;276(9):689-694. doi:10.1001/jama.1996.03540090035008

Objective.  —To examine the current supply and distribution of gastroenterologists and project future supply under various scenarios to provide a paradigm for workforce reform.

Design.  —An analysis of current practices and distribution of gastroenterologists and a demographic model, using the 1992 gastroenterology workforce as a baseline.

Main Outcome Measure.  —Comparison of current supply, distribution, and practice profiles with past data and future projections, using analyses of data from the 1993 Area Resource File, 1992 Medicare Part B file, age- and sex-specific death and retirement rates from the Bureau of Health Professions, managed care staffing patterns, the National Survey of Internal Medicine Manpower, and the Bureau of the Census.

Results.  —Rapid growth in the number of US gastroenterologists has resulted in a gastroenterologist-to-population ratio double that used on average by health maintenance organizations. In addition, the work profile of gastroenterologists is shared significantly by primary care physicians and other specialists, with the exception of a few specific and uncommon procedures.

Conclusions.  —Empirical evidence suggests that, even in the absence of detailed models to describe the desired supply/need balance for gastroenterology, the US health care system and clinicians may benefit from a reduction in gastroenterology training programs. The Gastroenterology Leadership Council endorsed a goal of 25% to 50% reduction in trainee numbers over 5 years, and recent National Resident Matching Program data indicate that a voluntary downsizing process is in full force. This study illustrates a paradigm for workforce planning that could be useful for other medical specialties.