BEGIN:VCALENDAR VERSION:2.0 PRODID:-//swoogo.com//NONSGML kigkonsult.se iCalcreator 2.41.90// CALSCALE:GREGORIAN UID:66346134-3934-4237-a334-346337356233 BEGIN:VEVENT UID:f4c467924d89cde230a255d91572c806166166d8@swoogo.com DTSTAMP:20261008T010331Z DESCRIPTION:The DHA has a clear mission of improving health and building re adiness across the Joint Force and to all those we are privileged to serve . The MHSER study (April 2023) has indicated the Defense Health Program (D HP) has a programmatic shortfall (FY26-30) of $12.7B\, inclusive of the IM /IT programmatic shortfall\, to meet the requirements established by the S ervices. While working closely with the Department to obtain that level of resourcing\, in the interim\, the DHA has prioritized services to rebalan ce MTF cost structure and is optimizing available resources to (a) ensure safe patient care\, (b) stave off insolvency across the Military Healthcar e System (MHS)\, while (c) continuing to support the medical readiness of the force\, (d) ready medical forces (Knowledge Skill and Abilities (KSA)) \, and (e) force generation. MHS/DHA ASSESSMENTS: In early 2023\, the new DHA Director conducted a 90-day assessment of the agency that identified D HA’s priorities for the coming years. This assessment highlighted the chal lenges faced by the MHS and the focus areas for DHA investments and attent ion for the next several years: “The MHS cannot sustain readiness of the m edical force in the present operating model. The accelerating shift in hea lthcare to digitalization\, patient-centeredness and hyper-specialization requires the MHS to adapt or face obsolescence….and I will partner with le aders in healthcare on virtual care\, better using tools available now to improve both patient and provider experiences. In the medium term\, I will look to incorporate artificial intelligence in clinical decision-making.” *This assessment was shared with military and civilian leaders throughout the Department. Also in later 2023\, Deputy Secretary of Defense Hicks ov ersaw a broad review of the MHS that determined the complex approach to ma naging medical manpower “coupled with a challenging health care economy an d ambitious private sector care capacity assumptions\, led to chronically understaffed MTFs and DTFs that at times cannot deliver timely care to ben eficiaries or ensure sufficient workload to maintain and sustain clinical skills.” The Deputy Secretary directed a number of steps to address this t hreat to readiness\, to include both increasing MTF capacity\, and reattra cting at least 7% of care delivered in the private sector back to MTFs by the end of 2026.” MTF OPTIMIZATION EFFORTS: . Improved administrative over sight and resource management to include contracts management\, data quali ty\, coding and credit for workload\, cost accounting\, UBO activities for TPC\, UBO\, and MAC\, and supply and equipment management. Improved hirin g and contracting speed. Improved recruitment and retention of civilian em ployees (large scale application of SSRTs\, etc.). Improved understanding and analytics regarding the availability and quality of Network (MCSC) car e to MTF Prime enrolled beneficiaries. Improved analytics regarding necess ity of Direct Care capabilities and capacities. DTSTART:20250304T213000Z DTEND:20250304T223000Z LAST-MODIFIED:20261008T010331Z LOCATION: SEQUENCE:0 STATUS:CONFIRMED SUMMARY:Stabilizing the Defense Health Program (DHP) TRANSP:OPAQUE X-ALT-DESC;FMTTYPE=text/html:

The DHA has a clear mission of improving he alth and building readiness across the Joint Force and to all those we are privileged to serve. The MHSER study (April 2023) has indicated the Defen se Health Program (DHP) has a programmatic shortfall (FY26-30) of $12.7B\, inclusive of the IM/IT programmatic shortfall\, to meet the requirements established by the Services. While working closely with the Department to obtain that level of resourcing\, in the interim\, the DHA has prioritized services to rebalance MTF cost structure and is optimizing available reso urces to (a) ensure safe patient care\, (b) stave off insolvency across th e Military Healthcare System (MHS)\, while (c) continuing to support the m edical readiness of the force\, (d) ready medical forces (Knowledge Skill and Abilities (KSA))\, and (e) force generation. MHS/DHA ASSESSMENTS: In e arly 2023\, the new DHA Director conducted a 90-day assessment of the agen cy that identified DHA’s priorities for the coming years. This assessment highlighted the challenges faced by the MHS and the focus areas for DHA in vestments and attention for the next several years: “The MHS cannot sustai n readiness of the medical force in the present operating model. The accel erating shift in healthcare to digitalization\, patient-centeredness and h yper-specialization requires the MHS to adapt or face obsolescence….and I will partner with leaders in healthcare on virtual care\, better using too ls available now to improve both patient and provider experiences. In the medium term\, I will look to incorporate artificial intelligence in clinic al decision-making.” *This assessment was shared with military and civilia n leaders throughout the Department. Also in later 2023\, Deputy Secretary of Defense Hicks oversaw a broad review of the MHS that determined the co mplex approach to managing medical manpower “coupled with a challenging he alth care economy and ambitious private sector care capacity assumptions\, led to chronically understaffed MTFs and DTFs that at times cannot delive r timely care to beneficiaries or ensure sufficient workload to maintain a nd sustain clinical skills.” The Deputy Secretary directed a number of ste ps to address this threat to readiness\, to include both increasing MTF ca pacity\, and reattracting at least 7% of care delivered in the private sec tor back to MTFs by the end of 2026.” MTF OPTIMIZATION EFFORTS: . Improved administrative oversight and resource management to include contracts man agement\, data quality\, coding and credit for workload\, cost accounting\ , UBO activities for TPC\, UBO\, and MAC\, and supply and equipment manage ment. Improved hiring and contracting speed. Improved recruitment and rete ntion of civilian employees (large scale application of SSRTs\, etc.). Imp roved understanding and analytics regarding the availability and quality o f Network (MCSC) care to MTF Prime enrolled beneficiaries. Improved analyt ics regarding necessity of Direct Care capabilities and capacities.

BEGIN:VALARM UID:31353738-6636-4164-b364-323934633231 ACTION:DISPLAY DESCRIPTION:The DHA has a clear mission of improving health and building re adiness across the Joint Force and to all those we are privileged to serve . The MHSER study (April 2023) has indicated the Defense Health Program (D HP) has a programmatic shortfall (FY26-30) of $12.7B\, inclusive of the IM /IT programmatic shortfall\, to meet the requirements established by the S ervices. While working closely with the Department to obtain that level of resourcing\, in the interim\, the DHA has prioritized services to rebalan ce MTF cost structure and is optimizing available resources to (a) ensure safe patient care\, (b) stave off insolvency across the Military Healthcar e System (MHS)\, while (c) continuing to support the medical readiness of the force\, (d) ready medical forces (Knowledge Skill and Abilities (KSA)) \, and (e) force generation. MHS/DHA ASSESSMENTS: In early 2023\, the new DHA Director conducted a 90-day assessment of the agency that identified D HA’s priorities for the coming years. This assessment highlighted the chal lenges faced by the MHS and the focus areas for DHA investments and attent ion for the next several years: “The MHS cannot sustain readiness of the m edical force in the present operating model. The accelerating shift in hea lthcare to digitalization\, patient-centeredness and hyper-specialization requires the MHS to adapt or face obsolescence….and I will partner with le aders in healthcare on virtual care\, better using tools available now to improve both patient and provider experiences. In the medium term\, I will look to incorporate artificial intelligence in clinical decision-making.” *This assessment was shared with military and civilian leaders throughout the Department. Also in later 2023\, Deputy Secretary of Defense Hicks ov ersaw a broad review of the MHS that determined the complex approach to ma naging medical manpower “coupled with a challenging health care economy an d ambitious private sector care capacity assumptions\, led to chronically understaffed MTFs and DTFs that at times cannot deliver timely care to ben eficiaries or ensure sufficient workload to maintain and sustain clinical skills.” The Deputy Secretary directed a number of steps to address this t hreat to readiness\, to include both increasing MTF capacity\, and reattra cting at least 7% of care delivered in the private sector back to MTFs by the end of 2026.” MTF OPTIMIZATION EFFORTS: . Improved administrative over sight and resource management to include contracts management\, data quali ty\, coding and credit for workload\, cost accounting\, UBO activities for TPC\, UBO\, and MAC\, and supply and equipment management. Improved hirin g and contracting speed. Improved recruitment and retention of civilian em ployees (large scale application of SSRTs\, etc.). Improved understanding and analytics regarding the availability and quality of Network (MCSC) car e to MTF Prime enrolled beneficiaries. Improved analytics regarding necess ity of Direct Care capabilities and capacities. TRIGGER:-PT15M END:VALARM END:VEVENT END:VCALENDAR