The United States pediatric cardiology 2015 workforce assessment: A survey of current training and employment patterns

The number of pediatric cardiology trainees in the United States doubled between 2004 and 2015, but there is a lack of information on the current pediatric cardiology workforce. Therefore, a survey was administered to members of the American Academy of Pediatrics Section on Cardiology and Cardiac Surgery and to nonduplicative board-certified or -eligible pediatric cardiologists. Of 2897 individuals contacted, 823 completed the survey (28%), with a higher response rate among program directors (87%) and division chiefs (71%). Program directors reported that in the academic years of 2013/2014 and 2014/2015, 140 of the 237 (59%) fellows completing the 3-year core training program went on to additional subspecialty training, and of these, 125 (89%) accepted academic positions. The other 97 graduates accepted positions after the 3-year core fellowship; 51 (53%) of these went into academic settings, whereas 46 (36%) joined a private practice. The most difficult fields in which to find jobs were cardiac catheterization, electrophysiology, and general cardiology. The easiest fields in which to find positions were critical care cardiology, heart failure/transplant, and adult congenital cardiology. Imaging positions were in the middle range of ease of getting a position. No graduates left the field within this time range. On the basis of the responses from the division chiefs, 135 job openings per year are anticipated over the next 2 years, while the number of fellowship match positions has increased steadily to the current number of 141 openings per year. These graduates will be competing for open positions with faculty who are changing institutions, who have filled 25% of these positions in the past 2 years. In conclusion, the field of pediatric cardiology is very competitive currently, and training programs should consider suspending any increase in fellowship training positions until the next survey is performed. Continued close monitoring at least every 2 years will be crucial to adapt appropriately to workforce fluctuations and needs as they arise.