1. OVERVIEW OF THE DOD MILITARY HEALTH SYSTEM (MHS)

2. MHS Strategic Human Capital Mission Mission: –To facilitate and coordinate the integration of human capital policies, initiatives, and solutions to enable the sustainment of well-qualified health care professionals Vision –Implementing the best human capital solutions across the MHS –MHS is the employer of choice for top health care professionals 2

3. MHS Strategic Human Capital Goals Develop Human Capital Strategies with emphasis on recruitment, retentions, and compensation Provide competitive employment opportunities for civilian health care professionals Develop comprehensive metrics for the Human Capital Force Market and communicate MHS Human Capital initiatives and other opportunities Develop policies and procedures to support more flexible and agile civilian personnel processes 3

4. MHS DEMOGRAPHICS Total beneficiaries: 9.6 million –1.5 million active duty service members –2.1 million active duty family members –139,000 eligible dependent survivors (under age 65) –3.0 million retirees and family members (under age 65) –1.9 million retirees (age 65 and over) –642,00 Guard and Reserve and families (active) –324,00 Guard and Reserve and families (inactive) Size of the MHS Workforce (Number of Healthcare providers) –120,589 active duty military –81,809 Reserves –40,063 civilians ~83% of MHS healthcare providers are military 4

5. Primary CHCO Challenges We track 53 different civilian healthcare occupations –8 occupations identified as “Mission Critical Occupations” (MCOs) Psychologist (projected to grow 22% by 2020 (BLS)) Social Worker (projected to grow 25%) Physician (projected to grown 24%) Nurse (including Advanced Practice RNs) (projected to grow 19%) Licenses Practical Nurse (projected to grow 25%) Physical Therapist (projected to grow 33%) Pharmacist (projected to grow 25%) We must combine a tactical (current) view of issues with a strategic view of projected employment challenges in an extremely competitive job market –Competition comes from the private sector as well as other Federal agencies like VA 5

6. Challenges (con’t) Budget Control Act (Sequestration) makes it very difficult for leadership to plan, and that includes workforce issues –Workforce Projection Tool exceptional tool if leadership can identify what the future requirements are going to be Working under a 25% reduction in all HQ elements in all Services/DHA –Attrition is likely method…but doesn’t allow targeting reductions where they can best be absorbed Projecting to become more “Joint” meaning standardizing clinical and business processes, including human capital 6

7. Some Unique MHS Employment Characteristics Civilian employment often starts after first careers in private industry or military service We tend to hire former military in clinical occupations because they’re comfortable with the culture and understand the requirements Civilians are expected to come into service experienced, with no need for additional training Leadership slots in many professional series are primarily reserved for military There is a lack of career paths for civilians There are limited training/education programs for civilian employees SSR approval process can be a lengthy process 7