Author: Joel Schofer, MD, MBA, CPE
Message to the Fleet
CLASSIFICATION: UNCLASSIFIED/ ROUTINE R 241527Z FEB 25 MID180001621453U FM CNO WASHINGTON DC TO NAVADMIN INFO CNO WASHINGTON DC BT UNCLAS UNCLAS NAVADMIN 038/25 // MSGID/NAVADMIN/CNO WASHINGTON DC/CNO/FEB// SUBJ/MESSAGE TO THE FLEET// RMKS/1. All Hands: As Vice Chief of Naval Operations, I am now performing the duties of the Chief of Naval Operations until the new CNO is appointed, per 10 U.S.C. 8035. 2. The work of our Navy continues without disruption. We will sustain forward-deployed lethal forces that enhance the peace and deter our adversaries. 3. We remain focused on improving lethality, strengthening our warfighters, and readying our platforms. We will continue to do what the Navy does best: deliver warfighting advantage for the Nation. 4. We thank ADM Franchetti and her family for their 39 years of dedicated service to our Navy and our Nation. 5. We are a Navy in combat for the last 17 months, and our Nation needs your continued focus and commitment. 6. Released by Admiral James W. Kilby, performing the duties of Chief of Naval Operations.// BT #0001 NNNN CLASSIFICATION: UNCLASSIFIED/
HEALTH CARE FLEXIBLE SPENDING ACCOUNT SPECIAL ENROLLMENT PERIOD FOR MILITARY PERSONNEL
CLASSIFICATION: UNCLASSIFIED//
ROUTINE
R 181951Z FEB 25 MID120001748339U
FM CNO WASHINGTON DC
TO NAVADMIN
INFO CNO WASHINGTON DC
BT
UNCLAS
NAVADMIN 031/25
PASS TO OFFICE CODES:
FM CNO WASHINGTON DC//N1//
INFO CNO WASHINGTON DC//N1//
MSGID/GENADMIN/CNO WASHINGTON DC/N1/FEB//
SUBJ/HEALTH CARE FLEXIBLE SPENDING ACCOUNT SPECIAL ENROLLMENT PERIOD FOR
MILITARY PERSONNEL//
RMKS/1. This NAVADMIN announces the new opportunity for eligible Sailors to
enroll in a Health Care Flexible Spending Account (HCFSA) during a Special
Enrollment Period from 3-31 March 2025. The Department of Defense
coordinated with the Office of Personnel Management to provide eligible
Service Members access to this benefit. HCFSA is an optional benefit that
enables Service Members to use pre-tax earnings to pay for eligible health
care expenses, such as co-payments and cost shares, deductibles, dental
(braces and orthodontia), vision (glasses and contact lenses), prescription
drugs, and wellness treatments (acupuncture, massage, and chiropractic care).
Contributions are directly deposited from pay into the Sailor's HCFSA before
taxes are deducted, which reduces the Service Member's taxable income.
2. Eligibility. Both Active Component and Training and Administration of
the Reserves (TAR) Sailors are eligible for enrollment in HCFSAs. Sailors in
the Reserve Component, except for TAR Sailors, are not eligible. For
complete eligibility information, see
https://finred.usalearning.gov/Benefits/HCFSA.
3. Enrollment:
a. Eligible Sailors may enroll in a HCFSA for the 2025 plan year during
the Special Enrollment Period from 3-31 March 2025.
Enrollment will be processed by the Federal Flexible Spending Account Program
(FSAFEDS) at https://www.fsafeds.gov/. An HCFSA allows each Sailor to
contribute $100-$3,300 per year in pre-tax income to their account to pay for
eligible health care costs.
Households where both earners are eligible for an HCFSA through their
employer may maintain two separate accounts and contribute a combined $200-
$6,600 per year. A HCFSA typically operates on a calendar year, starting 1
January and ending 31 December. Sailors who enroll during the 2025 Special
Enrollment Period have from the day after they enroll to 31 December 2025 to
use and claim funds in their HCFSA account.
b. Eligible Sailors may also enroll at any time in an HCFSA following a
qualifying life event such as the birth or adoption of a child, a divorce, or
a permanent change of station.
c. Upon enrollment, a specified amount of funds will be withheld each
pay period and deposited into their HCFSA.
d. Funds are available in the Sailors' HCFSA after each pay period to
pay for eligible health care expenses. Sailors can then submit claims
through the FSAFEDS website or official FSAFEDS app and receive reimbursement
to their bank account or by check. For the procedures to file a claim, see
https://www.fsafeds.gov/file.
e. Sailors or their families sometimes must pay out-of-pocket for
certain health care expenses, supplementing the comprehensive coverage
offered through TRICARE. Contributions to an HCFSA should be carefully
planned based on expected out-of-pocket medical, dental, and vision expenses
to be incurred during the year.
f. Sailors must use and claim the funds in their HCFSA account by the
end of the plan year (e.g., 31 December 2025 for the 2025 plan year).
Unclaimed funds will be forfeited at the end of the plan year (e.g., 1
January 2026 for the 2025 plan year).
g. Sailors can carry over up to $660 of unused HCFSA funds to the next
plan year if they re-enroll. Any carry over funds in excess of $660 will be
forfeited.
h. Annual Re-enrollment. Eligible Sailors must re-enroll each year
during the Federal Open Season (e.g., from mid-November through mid-December
2025 for the 2026 plan year) to continue participation.
A Sailor's participation will not automatically carry over from year to year.
Sailors must re-enroll each year to have access to any carryover funds.
Sailors have until 30 April to submit prior year claims (e.g., 30 April 2026
for those enrolled in the 2025 plan year).
i. Carryover funds do not count against the $3,300 maximum contribution
limit per year (e.g., $3,300 can be contributed for the
2026 plan year even if $660 is carried over from the 2025 plan year).
4. Things to consider before you enroll in HCFSA:
a. Review your family's budget and cash flow. Enrolling in a HCFSA will
impact your take-home pay.
b. Understand your tax benefits. Free tax software and one-on- one help
from military tax experts are available to Service Members and their
families.
5. HCFSA Resources. Free assistance is available to help Sailors make the
right decision, provide enrollment information, and understand how the HCFSA
affects both their families' financial budget and tax situation. Resources
can be obtained from the following sources:
a. Office of Financial Readiness DCFSA webpage:
https://finred.usalearning.gov/Benefits/HCFSA.
b. Military OneSource:
https://www.militaryonesource.mil/benefits/health-care-flexible-spending-
account/.
c. FSAFEDS: https://www.fsafeds.gov/explore/hcfsa.
d. Local Command Financial Specialists and Fleet and Family Support
Center Personal Financial Managers.
e. Tax consultation from MilTax via Military OneSource at
https://www.militaryonesource.mil/media/toolkits/miltax/.
6. Released by Vice Admiral Richard J. Cheeseman, Jr., N1.//
BT
#0001
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CLASSIFICATION: UNCLASSIFIED//
A Message from the Acting Assistant Secretary of Defense for Health Affairs—DHA Director Transition Announcement
Colleagues,
This morning, Army Lieutenant General (LTG) Dr. Telita Crosland, the fourth Director of the Defense Health Agency (DHA), is beginning her retirement. I want to thank LTG Crosland for her dedication to the nation, to the Military Health System, and to Army Medicine for the past 32 years.
I have designated Dr. David Smith, the Acting Principal Deputy Assistant Secretary of Defense for Health Affairs, as the Acting Director of the DHA while the Department conducts the normal nomination process. Dr. Smith is a steady hand with decades of experience in the Military Health System in and out of uniform. I ask everyone to support Dr. Smith and the entire DHA team as we stabilize and strengthen our system serving the most lethal fighting force on the planet. Dr. Smith’s biography is available on Health.mil.
I am confident the DHA will continue to improve health care in support of our beneficiaries and rise to meet complex security challenges worldwide. Thank you for all you do for the Department of Defense and our great nation.
Respectfully,
Stephen Ferrara, M.D.
Acting Assistant Secretary of Defense for Health Affairs
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2025 Lewis E. Angelo Professional Symposium (LEAPS) – 23-27 MAR 2025
The Lewis E. Angelo Professional Symposium (LEAPS) is more than just an event—it’s a movement. Designed to empower current and future health care leaders, LEAPS 2025 serves as a launchpad for innovation, collaboration, and professional growth. With the theme, “No Better Time to Inspire, No Greater Time to Launch,” this symposium aims to ignite new ideas, inspire action, and equip attendees with the tools and connections needed to lead the way in modern health care.
Ready to take your leadership journey to the next level? LEAPS 2025 is your opportunity to step into a transformative space where innovation meets action. Stay tuned for registration details and secure your spot at this must-attend event! Let’s make 2025 a year of growth, inspiration, and impact.
Language for Writing Your FITREPs
One of the most popular posts of all time is when I took a promotion board precept and convening order and pulled out all the language so it could be used to write FITREPs. Last year I did the same thing with a promotion board precept. Here is an updated pull from the FY26 O6 promotion board convening order:
“a commitment to operational excellence and continual performance improvement”
“character, as evidenced by the presence of the four core attributes of integrity, accountability, initiative,
and toughness”
“adhere to Navy and Department of Defense (DoD) ethical standards , are physically fit, and demonstrate loyalty to the Navy Core Values”
“a readiness for leading and solving problems at larger and larger scales”
“reflect Navy Core Values: Honor, accountability for behavior, mindful of the privilege to serve our fellow Americans; Courage, the moral and mental strength to do what is right, with confidence and resolution
even in the face of temptation or adversity; and Commitment, joining together as a team to improve the quality of our work, our people, and ourselves”
“foundation of Navy Core Values”
“a mindset of continuous self-improvement, a desire to Get Real, Get Better every day. This includes the ability to self-assess, to be absolutely honest, humble, and transparent in determining the actual performance of themselves and their teams; self-correct, to apply problem solving frameworks to
pursue root cause and solve the Navy’ s hardest problems in a lasting way; and always learn, to pursue knowledge and apply learning from varied sources in order to make themselves and their teams better”
“ability to build teams and rapidly collaborate across organizations to solve problems and achieve lasting outcomes.”
“creating opportunities to remove barriers to individual, team, and Navy warfighting excellence”
“proven and sustained superior performance in command or other leadership positions in difficult and challenging assignments”
“contributions to warfighters and warfighting through successful performance and leadership in combat conditions”
“seize absolute ownership of their assigned mission and all that goes into its accomplishment. A command’s mission is absolutely essential to the Navy’s ability to fight and win. Look for those officers that imbue this belief in their team. Look for those that take fierce pride in this obligation. Select the officers that are the example their team reflects and those that embody humility, selflessness, and
complete transparency”
“relentless in building a culture of the highest character and a tough, resilient team that wins”
“seek those officers that acknowledge the value of every Sailor and civilian. Consider those that take care of themselves and their teammates. Seek those that always do the right thing, especially when it is hard. Consider those that keep close watch on their own mental, physical, and emotional health, and the health of those they lead”
“an unrelenting commitment to operational excellence”
“mastery of the skills critical to naval warfare”
“service and superior performance on operational fleet and subordinate command staffs”
“the ability to self-assess and self-correct”
“using a Get Real, Get Better mindset every day”
“the ability to develop a culture of learning in the teams they are called to lead, embracing meaningful feedback as an opportunity to get better”
“operational excellence and increasing education, and exposure to strategic concepts”
“the ability to outthink and outfight all competitors and adversaries”
“seek opportunities to broaden their cultural awareness through experiences and education to enable better communication in a global operating environment”
“think creatively, develop new ideas, take prudent risks, and deliver superior outcomes
“build great teams that innovate as they manage risk and ensure standards”
“prepared for decentralized operations”
“demonstrate the four core attributes that guide our decisions and actions: integrity, accountability, initiative, and toughness. Integrity may be demonstrated as an individual or as a team member by displaying conduct that is upright, honorable, and by working to strengthen the resolve of their peers, superiors, and subordinates. Accountability may be demonstrated by achieving and maintaining
high standards, honestly assessing progress, and adjusting as required. Officers demonstrate initiative by taking ownership, acting to the limit of their authorities, and looking at new ideas with an open mind. Toughness can mean marshalling all sources of strength and resilience, including rigorous training;
encouraging the fighting spirit of our people; and providing steadfast support to our families. Officers who demonstrate these core attributes ensure the Navy remains the world’s finest navy and deserve your careful consideration when selecting officers who are best and fully qualified”
“builds strong culture and teams while achieving measurable outcomes”
“relentlessly builds a culture of the highest character – a tough, resilient team that wins.”
“acknowledges and honors the value of every Sailor and civilian”
“takes care of themselves and their teammates”
“leads with humility, with the ability to self-assess”
“always does the right thing , especially when it is hard”
“keeps close watch on their own mental, physical, and emotional health, and the health of those they lead”
“build on our Core Values of commitment in how they demonstrate a Get Real, Get Better mindset; use data-driven insights; master the skills critical to naval warfare; and act transparently in how they receive feedback from seniors, peers, and subordinates alike”
“is loyal to and behaves consistently with the Navy’s Core Values”
“actively pursue what is right and behave consistently with the Navy’s Core Values”
“demonstrate consistency between the Navy’ s Core Values and their on- and off- duty behavior”
“Championing a Culture of Excellence”
“deliberate in how they build great people, leaders, and teams. This is demonstrated through emotional intelligence, self-awareness, and investing in their people’s needs”
“excelled in their knowledge of the political-military affairs and U. S. strategic interests in the Indo-
Pacific region, and operational contingency planning for Indo-Pacific war plans”
“inspire and deliver results in complex and challenging environments”
“exceptionally high operational and clinical professional competence”
“critical thinking skills to analyze any situation and are willing to make risk informed decisions that address the root cause of any problem”
“able to succinctly articulate their findings and actions to patients and/or senior leaders depending on their professional practice”
“must engage all stakeholders to help create and communicate Navy Medicine’s vision, as well as build, empower and motivate teams to accomplish that vision”
“understand the balance of readiness and operational requirements”
“have the courage to stand on principles and demonstrate a clear potential to lead the Navy of the future”
“recognize talent and mentor, coach, and develop juniors, then build the environment in which subordinates can thrive through instilling trust and confidence by subordinates”
“understand and use best clinical practices, business tools, and operational risk management in ensuring the readiness of our operating forces so they are healthy and on the job”
“clearly understand Navy Medicine’s obligation to support the Fleet, Marine Corps, and Joint Force and demonstrate the capacity to meet the challenges of our commitment to maritime superiority”
“demonstrate proven leadership within their operational, clinical, educational, scientific, and other specialty communities”
“proven leadership experience”
“demonstrated experience and expertise across the spectrum of military medicine, especially inclusive of operational experience and operational platforms”
“experience and expertise with the intersection of the strategic and tactical issues in provision of military healthcare through experience in headquarters or other associated DoD agencies”
“The qualities of effective martial leadership, including initiative, innovation, and concern for subordinates, are indicators that an officer is prepared for the increased responsibility of promotion”
Joel Schofer's Career Planning Blog 