Background/Purpose: The ACR has engaged in workforce studies as a mechanism to address ongoing and future needs of college members.  In order to address needs over the next decade, the ACR developed and completed a workforce survey in 2015.  The data included specific descriptive information about division directors (DD) who are critical to future training and research in rheumatology.

Methods: The ACR appointed a committee to develop a workforce survey in association with The Academy for Academic Leadership (AAL). The survey was completed on line by rheumatology professionals, fellows in training and patients with rheumatologic diseases. Secondary data included an environmental scan and comprehensive literature review. This abstract contains descriptive data obtained for rheumatology professionals who self-identified as division directors.

Results: There were 166 Division Directors who responded to the survey (61.5% (n=102) male, 37.3% (n=62) female and 1.2% (n=2) chose not to answer). The majority were adult rheumatologists (59.1%, n=94), 35.8% (n=57) were pediatric rheumatologists, 8 (5.1%) self-identified as Adult-Ped. A majority of respondents were between the ages of 46-65 (n=110; 69.1%), non-Hispanic (n=131; 82.9%), practicing over 20 years (n=84, 53.8%).  The average number of years in their position was 10.3, with 27 (18%) reporting they have been in their position for more than 20 years with a preferred length as Director of 9 years. Over 40% (n=83) plan to retire in the next 10 years with 50% (n=78) planning on reducing their patient workload by up to 50% in the next ten years.  Division Directors reported plans to recruit a total of 167 new faculty overall to 88 centers.  Most clinical faculty recruits were for time in clinical practice and teaching with <25% effort in clinical research. Recruitment for translational or bench research and administrative positions were unusual.  Table 1 details retention and recruitment reported issues.  

Conclusion: The DD survey reveals that the DD population is somewhat homogenous population who has served in their positions for lengthy periods.  Most new recruitments are for clinical junior faculty. Recruitment and retention challenges involve inability to match salary, educational debt, no tenure, loss or lack of research funding and career advancement. There is a suggestion that improvement in divisional support and mentoring may promote retention in the academic workforce.  

Table 1. Reported Retention and Recruitment Reasons

Table 2.  Most Common Reasons Reported for Leaving Academics

·         Lack of strong divisional and institutional support

·         Difficulty obtaining funding for research and /or other activities

·         Lack of autonomy of my practice schedule

·         Desire for higher pay

·         Desire for shorter work hours

·         Inadequate mentoring

·         Preference for community/clinical care

·         Retired