Those that raise their right hand to serve our country in the military, make a minimum of two huge transitions during their lifetime; the transition in by taking an oath to support and defend the Constitution of the United States against all enemies, foreign and domestic; and the transition out. Personally, I remember my transition into service being filled with a spectrum of emotions and above all, the feeling of being proud—proud to be able to make the commitment to my country; proud to say I was a member of the most elite military in the world; proud to become part of something bigger. Though each experience is unique, I believe feelings of pride are common with those that make the commitment to serve their country. Military members are immediately immersed in an unfamiliar world with new rules, language, friends, and many new opportunities. It is a time filled with excitement, change, growth, and fear of the unknown. Many military members look back on this time with fond memories—many with a yearning to go back, like the common wish to reunite with childhood. In contrast, the transition out of the military, also a huge transition point in one’s life, is not the same. I’d like to offer my unique personal experience of what I found most challenging and provide some excellent resources that are available to all veterans and family members through the Transition Assistance Program and Military and Family Life Counseling Program.

The Challenges of Transitioning Out of Service

For me, the “transition out time” was a period filled with excitement and opportunity for growth, but it was not at all easy to navigate. Although I had always had a plan in my head for what I would do once I was discharged, the guidance and resources were not as formulaic as the transition into military life. I was excited to become a civilian free to take any job I wanted, but it was overwhelming not to have concrete steps for how to get there.

It is widely known that the military has a way of building its members up to feel as though they can accomplish anything and believe that they have a step up when it comes to the civilian population. While this may be true, it can be harmful to solely rely on this expectation. It is better to be aware of the potential challenges in advance so you can arm yourself with available resources and tools to navigate a successful transition.

In my experience, these are the top three challenges when transitioning back into civilian life:

1. Unrealistic expectations

• It will be easy to get any job I want.
• I will get paid more as a civilian doing the same thing.
• Working 40 hours a week will be east compared to being on call 24 hours a day.
• My experience will be respected; everyone loves military members.

I will get paid enough retirement that I won’t need to work.

2. Loss of identity

• No longer a leader or looked up to by others daily
• Loss of purpose
• No one really understands what you did in the military
• Bored with the new job
• Loss of connection to your familiar support system
• Work no longer makes a difference on a large scale
• Communication style in the civilian world is not the same

3. Limited immediate support 

• Just a number to the VA
• No longer have a chain of command to help
• Waiting list to get support
• Navigating resources alone

Combat Veteran’s Careers states, “The military provides a sense of purpose, well-defined roles and hierarchy, camaraderie, honor and mission—things that can be hard to find or define in the civilian world.” In my experience, this could not be more true. Although I planned and prepped for my exit, I still fell victim to some of these common beliefs and challenges. So, if you have a plan—or even if you don’t—I encourage you to take advantage of the programs and resources available to you while you are still in service to get a jump start on your transition to a successful civilian career. Here are a few I found helpful, and that Magellan Federal assists in delivering.

Available Career Resources

Transition Assistance Program (TAP)
The Department of Defense TAP provides lots of information, tools, and training to share tips on everything from resume prep to financial planning. For example, I remember them bringing in models to our installation from a local suit store to help us prepare for business dress. TAP is available to all transitioning service members and has a wealth of eLearning guides, trainings, and workshops. Connect with your local Transition Assistance Office or view more information on the DoD TAP website.

Military and Family Life Counseling Program (MFLC)
Military and Family Life Counselors (MFLCs) are on the ground at installations around the world providing confidential non-medical counseling to service members and their families to address issues such as improving relationships, stress, parenting, and grief. MFLCs are also armed with a plethora of training resources specific to making the transition from the military to civilian life. I highly suggest connecting with an MFLC at least a year out from your final separation date, even if it is just to help you organize your thoughts and help you more clearly define the path to your future. Contact your installation’s Military and Family Support Center to get started.

Education and Employment Initiative (E2I)
E2I is a Department of Defense program that assists wounded, ill, and injured Service members with education and career opportunities as part of their recovery and transition to civilian life. E2I’s Regional Coordinators work with Service members to identify skills and match those skills to a desired career path. Contact your Regional Coordinator to request an application, or visit the E2I website.

Tips for Successful Transition
While these programs and other resources will help you build a good foundation, it is ultimately up to you to put a detailed plan in place and complete the necessary steps to prepare for your civilian career.

1. Learn about careers—complete a self-assessment, compare occupations, and research industries
2. Find training—research basic adult education, apprenticeships, certifications, and scholarships
3. Network—connect with professionals in your career of choice to help with advice, job leads, and contacts; inform them of your skills and employment goals

It’s never too early to get a head start on preparing for a career that’s best for you and your family after service. I hope these tips will get you started planning today with confidence.

References
• CombatVeteranstoCareers.org, “5 Reasons Veterans Struggle to Transition to the Civilian Workforce,” view article
• Military OneSource

April is the Month of the Military Child, which celebrates and acknowledges the children of our service members. While living with a military family member can make children resilient and strong, this lifestyle can sometimes make them more susceptible to bullying in a school setting.

The Army’s Adolescent Support and Counseling Services (ASACS) program is a wonderful resource for military families looking for bullying awareness and prevention tactics. The ASACS program provides confidential counseling for adolescents and families to help them thrive while supporting a loved one stationed overseas.

Magellan Federal provides 23 ASACS counselors and four Clinical Supervisors at 22 Department of Defense schools worldwide and is intimately familiar with bullying issues that are prevalent within the military adolescent population. If you are a teacher, counselor, parent, or caregiver, here are some effective techniques our counselors have used to educate and help safeguard military children against bullying.

Educate with Games with Prizes

Create a bullying awareness event to open a discussion about what bullying looks like and how to take action. Have students write down what they would do if their friend was bullied on a sticky note wall and participants spun a wheel to answer questions about bullying scenarios to win a prize. This helps children understand how to identify bullying and actionable skills they can call upon to get help.

Encourage Role Play
We have also found success with conducting lessons on healthy communication through role play. Ask kids to create skits to demonstrate different communication styles. These will help participants identify assertive, aggressive, passive-aggressive, and passive communication, body language, and appropriate social filters to promote healthy communication and dialogue.
Then discuss how other communication styles could be hurtful and why social filters help to improve relationships and decrease instances of bullying.

Organize a Kindness Event
Organizing a school-wide prevention activity can help promote kindness and gratitude on a greater scale. Encourage students to write notes to friends, students, teachers, and staff about what they appreciated about that person. One of our recent events had about 700 messages written!

Schedule Ongoing Discussions
Conduct mini lessons on topics such as bullying prevention and empathy building. Setting aside a scheduled time to chat about bullying-related topics will keep it top of mind and build trust. These talks can also be used as an alternative to detention.

Bullying is a serious issue for military children, who may be more vulnerable in school settings due to their unique lifestyle. As caregivers, educators, and advocates, we must collaborate to provide resources and support to create a safe and inclusive environment for all children. By implementing these effective techniques, such as educating through games, encouraging role play, organizing kindness events, and scheduling ongoing discussions, we can equip military children with the necessary skills to identify and stand up to bullying. Let’s continue to prioritize the safety and well-being of our military children, not just in April — but every day.

Nikki Walker is the director of Federal Program Management with a focus on business innovation for the Magellan Federal Military and Family Life Counseling (MFLC) program. Walker, who has been with Magellan since 2012, oversees innovation projects and pilot initiatives that are either directed by our government customer or in collaboration with Magellan Health. Currently, Walker is working on the NeuroFlow pilot and the Arammu Relationship Checkup, a web-based counseling tool that allows military couples to check the status of their relationship health. They also learn how to manage strengths and challenges in their relationship with help from MFLC counselors. Continue reading to learn more about other innovative projects and pilot initiatives Walker is working on at Magellan Federal.

What sort of innovation projects are you currently working on at Magellan Federal?

I’m currently working on two exciting pilots that are moving the MFLC program forward into a digital dimension. The NeuroFlow wellbeing application is part of Magellan Healthcare’s eMbrace employee assistance program. Magellan Federal has also collaborated with NeuroFlow on a pilot program tailored specifically for the military population that incorporates additional safety features. Our relationship with the NeuroFlow team has allowed for a successful rollout at three military installations.  This is truly innovative work within the Magellan Federal business, and we’re excited to be able to offer this type of resource to our military members.

Another pilot we’re working on is the Arammu Relationship Checkup. It’s a digital-based questionnaire that allows military couples to rate their relationship health. Couples can go online and confidentially complete the questionnaire. The results of the questionnaire are immediately presented to the couples and provides concrete techniques to help them enhance their relationship wellbeing. The Relationship Checkup has had a positive impact on how we conduct non-medical counseling. Our MFLC counselors can use the Relationship Checkup in their non-medical counseling sessions to talk with couples about their strengths and any challenges they may work on to build their relationship. The pilot has been successful, and military couples have been very receptive of the checkup.

Why is Magellan Federal the best place to do these projects?

I believe Magellan Federal emphasizes collaboration as well as delivery. We deliver what’s expected of us when innovative programs are requested. Also, when we are working on business development, we are very good at identifying its key partners and stakeholders who are critical to successfully execute and deliver the product or the service that is expected. This collaboration is at all levels and within different arenas: government, military, community, greater Magellan Health, and internal Magellan Federal teams. We’re good at collaboration and building relationships, which help us deliver value to the customer.

What are your thoughts on the culture at Magellan Federal?

The Magellan Federal culture thrives on precision and accuracy. Getting things done right is very important. That supports what I’ve said about delivery. Our culture is about getting it right, which speaks to our professionalism, attention to detail, and the quality of the work we deliver. It’s that high level of professionalism that’s really rooted in delivering consistently. This is engrained in our culture. It speaks to the high level of quality work that our partners, the government, and the military want to see and why they continue to come back to us.

What exciting trends in the healthcare industry, related to military healthcare, have you noticed? In what direction do you see healthcare going? What lessons are there to learn in other industries that can be applied to healthcare?

One of the biggest trends is self-directed wellbeing or self-directed care. Many of our military members and families want something at their fingertips that allows them to easily access and navigate their healthcare. It’s mobile first. Cell phones and the web are readily available to service members, so being able to deliver wellbeing and healthcare services by phone or web gives them the opportunity to get the care they need, when and where they need it. This is especially important with our younger service members and spouses.

Lessons from other industries we can learn from include how to diligently explore the best way to operationalize research-based work. Pilot programs are often based on clinical and research studies, which is good because you do want evidence-based work. But we must also have due diligence in properly translating evidence-based work into daily operations. That takes time and skill. We must be able to think through how to manage and mobilize the workforce to be able to deliver the product and the service. Being able to successfully transition from a clinical study to operations is a big task. Having a plan of action on how to mobilize your team and how to operationalize that clinical study is especially important.

Learn more about the various solutions provided by Magellan Federal here.

The role of being a leader is one that is of foremost importance to Paul Messier. As Senior Director of Federal Program Management, Messier, who has been with Magellan Federal since April 2014, works on programs that provide HR services to military members and their families. He is one of three Senior Directors assigned to the Human Readiness Division (HRD), where he leads six contracts that include 310 people located at 75 Army and Navy military bases around the world.

Messier shows pride in his leadership role by pointing out that everything in the Federal service delivery contracts is designed to ensure the human readiness of Service members and their families. He also points out that the same elements of human readiness that apply in delivering operational excellence to customers are relevant when engaging with Magellan’s own employees in a culture of servant leadership. “Just as military members and their families are serving our Nation; our federal employees and their families are also serving our Nation in their respective military communities. If we expect our employees to address the human readiness needs of their customers, then we as leaders have an obligation to attend to the basic human readiness needs of our work force. From that perspective, human readiness has a double meaning to me – one is operational and the other is organizational.”  Continue reading to learn more about Messier’s work with the Human Readiness Division and what being a leader means to him.

What cool, innovative projects are you currently working on?

Right now, I’m focused on developing a new leadership model for our division. This is a reality-based, relationship-driven leadership approach that emphasizes bringing our most authentic selves to the workplace and creating more welcoming environments for our employees that foster trust and transparency. It’s an intentional effort to promote the health, well-being, and overall human readiness of our employees by integrating leadership principles and practices across four key domains:

• Practicing authentic servant leadership that emphasizes emotional and cultural awareness.
• Promoting a healthy work environment that fosters unity and cohesion for world-class service delivery.
• Providing continuous professional development through mentoring and coaching of the workforce.
• Encouraging shared governance that empowers employees to inquire, innovate and make decisions to the maximum extent within their professional scope of practice, and recognize them for their achievements.

I think there is a need for a model that offers a framework and training tool for sharing these leadership principles with our mid-level and junior leaders.

Why is Magellan Federal the best place to do these kinds of innovative projects?

I believe that when we consider our overall strategy of bringing products and services to the marketplace, we should always focus on being compelling, contemporary, and competitive. So, when I think about our collective role as leaders, I think about how we can apply these same principles to leadership. In these uncertain times, employees are asking for more from their leaders and seeking a healthier work-life balance. If we want to reach the hearts and minds of our employees and retain our human capital, we’ve got to find the courage to show them our own hearts and minds…show them who we are and how much we care for them.  If we can do that, then our message will indeed be compelling, contemporary, and competitive.

What are your thoughts on Magellan’s culture? How has the culture impacted your projects?

Magellan Health and Magellan Federal leaders have enhanced our culture by opening an atmosphere of transparency. That culture will be propagated if leaders replicate positive messaging by flowing it down the chain and engaging with our employees. Leaders cope with change, and more change always demands more leadership. We have the right leaders in place and the messaging channels and mediums are fully evolved and robust.  The stars are aligned for a new leadership model that we can share with our junior leaders and employees. Our corporate vision emphasizes leading humanity to healthier, vibrant lives, so I believe our organizational culture should also emphasize leading our own employees to help them achieve healthier, vibrant lives.  That’s what gets me excited about leading my projects.

What trends are you noticing in the healthcare industry that are related to the work being done at Magellan Federal? Are there any lessons from other industries that can be applied to the work happening at Magellan Federal?

I see many positive trends, but I also see that the healthcare industry faces many of the same challenges as an industry in general. There are remarkable things happening with innovative technologies such as artificial intelligence and digital apps that show great promise to improve healthcare outcomes.  But there are also issues and trends involving burnout of physicians and caregivers, politicization of healthcare, and issues of diversity, equity, and inclusion. What I try to do is learn the lessons I can from what I see happening around me and apply what I’ve learned as best I can when I engage with my own employees. To me, the common denominator when we look at these issues always seems to circle back to the need for authentic, reality-based leadership.

Learn more about the various solutions provided by Magellan Federal here.

This article was co-authored by Stephanie Bender, DA, MA, LMHC.

Misconceptions, Risk Factors, and How You Can Help

The military suicide rate has gradually increased over time. Among active-duty members, the suicide rate per 100,000 significantly rose from 2015 (20.3) to 2020 (28.7). Most of the suicides were completed by enlisted service members less than 30 years old. The most common method of suicide was a firearm, followed by hanging/asphyxiation. (1)

Misconceptions about Military Suicide (1, 3)

Due to stigma of mental health problems, cultural issues, and ways in which the media covers suicide, there are many beliefs among the general population and the military about suicide that are not true. Some are:

• Seeking mental health treatment will negatively impact one’s ability to obtain a security clearance and pursue a chosen career.
  • Fact: Seeking mental health treatment, in and of itself, does not negatively impact one’s ability to obtain/retain a security clearance. In fact, waiting to seek mental health treatment may cause increased work-related problems that could negatively affect one’s career.
• After receiving hospital care for mental health issues, individuals are no longer at risk for suicide.
  • Fact: Suicide risk is significantly higher immediately following hospitalization when individuals are in the process of adjusting to their previous lives and return to settings in which stressors previously occurred.
• Most military firearm deaths are from combat.
  • Fact: Most military firearm deaths are from suicide.
• Suicide risk is not related to how firearms are stored.
  • Fact: Unsafe firearm storage increases suicide risk. Those who lock or unload guns when not in use are much less likely to die from suicide when compared to those who keep them unlocked and/or loaded.
• Most people who have suicidal thoughts die by suicide.
  • Fact: Most people who think about suicide do not act on these thoughts.
• Suicide is never impulsive.
  • Fact: Some individuals ponder suicide for significant periods of time, while others do not. It can take less than 10 minutes between thinking and acting on suicidal thoughts and concomitant use of substances can increase impulsivity.
• Most military suicides are completed by individuals who experience deployment and/or combat.
  • Fact: Most military suicides are completed by individuals who have never been deployed and/or experienced combat.

Suicide Risk Factors (1, 2, 3)

Suicide is rarely caused by a single issue. It is a complex phenomenon, precipitated by a combination of emotional, psychological, physical, and cultural/environmental circumstances. Many military suicide risk factors are similar to those in the general public; but some are unique to military life. Major military suicide risk factors include:

Life circumstances

• Relationship problems
• Financial problems
• Legal issues
• Lack of advancement or having a sense of a loss of honor due to a disciplinary action
• Lack of social support
• Challenges related to post-deployment reintegration
• Multiple redeployments
• Challenges related to retirement and re-engaging in civilian life

Physical/Psychological issues

• History of physical/sexual abuse, violence, or trauma
• Prior suicide attempt and/or family history of suicide
• Prior or current alcohol and substance misuse
• Severe or prolonged combat stress
• Combat-related psychological injury
• Traumatic Brain Injury

Environmental/Cultural issues

• Limited access to mental health care
• Religious beliefs that support suicide as a solution; negative attitudes toward getting help
• Perception of being weak or placing career at risk if mental health support is sought
• Stigma from family, friends, and colleagues

How the Military is Addressing Suicide (5)

Due to concerning levels of suicide in the military population, in March 2022, Secretary of Defense Lloyd J. Austin announced the creation of a Suicide Prevention and Response Independent Review Committee to explore and recommend interventions to address suicide and the mental health of military service and family members. Findings and recommendations will add to the already existing information and initiatives the Department of Defense has previously established across all or specific to military branches.

New Suicide Hotline

The 988 Suicide and Crisis Lifeline launched in July 2022. Congress designated the new 988 dialing code to improve access to crisis services in a way that meets our country’s growing suicide and mental health-related crisis care needs.

988 connects those experiencing mental health, substance use, or suicidal crises with trained crisis counselors through the National Suicide Prevention Lifeline. People can also dial 988 if they are worried about a loved one who may need these types of crises supports. Chat is also available.

Pressing “1” after dialing 988 will connect you directly to the Veterans Crisis Lifeline which serves our nation’s Veterans, service members, National Guard and Reserve members, and those who support them. For texts, continue to text the Veterans Crisis Lifeline short code: 838255.

Learn more about 988 in Magellan’s blog post: https://mfed.info/988.

How Family and Friends Can Help (6)

Family and friends can also help prevent suicide by (6):

• Being aware of risk factors (see above-listed risk factors) and warning signs such as:
  • Statements regarding no reason to live or being a burden to family
  • Buying or storing means to suicide such as weapons or medications
  • Making plans to say goodbye such as updating wills and giving away possessions
• Being supportive and non-judgmental
• Staying involved: just asking “how was your day?” can help one feel supported and connected
• Giving positive affirmations that the loved one is not a burden and is loved
• Knowing how to contact emergency help
  • Call 911, 988, or the Military/Veteran Crisis line at 1-800-273-8255 (press 1)
  • If there is any chance that someone might get injured:

– Remain calm

– Remove yourself or your children from any danger

– If possible, remove items that the person can use in a suicide attempt

For a downloadable version of this article, please visit MFed Inform.

References

1. Department of Defense Under Secretary of Defense for Personnel and Readiness. Annual Suicide Report. Calendar Year 2020. https://www.dspo.mil/Portals/113/Documents/CY20%20Suicide%20Report/CY%202020%20Annual%20Suicide%20Report.pdf?ver=0OwlvDd-PJuA-igow5fBFA%3d%3d
2. Military OneSource. When a Service Member May Be at Risk for Suicide. Sept. 2, 2021. https://www.militaryonesource.mil/health-wellness/mental-health/suicide/when-a-service-member-may-be-at-risk-for-suicide/
3. Association for Behavioral and Cognitive Therapies. (No date) ABCT Fact Sheet. Military Suicide. https://www.abct.org/fact-sheets/military-suicide/
4. Suitt TH. Watson Institute. International & Public Affairs. Brown University. High Suicide Rates among United States Service Members and Veterans of the Post 9/11 Wars. June 21, 2021. https://watson.brown.edu/costsofwar/files/cow/imce/papers/2021/Suitt_Suicides_Costs%20of%20War_June%2021%202021.pdf
5. U.S. Department of Defense. May 17, 2022. DOD Names Lead for Suicide Prevention and Response Independent Review Committee. https://www.defense.gov/News/News-Stories/Article/Article/3034968/dod-names-lead-for-suicide-prevention-and-response-independent-review-committee/
6. Mental Illness Research Education and Clinical Center. Suicide Prevention: A Guide for Military and Veteran Families (no date). (https://www.mirecc.va.gov/visn19/docs/A_Guide_for_Military_Veteran_Families.pdf

Stephanie Bender, DA, MA, LMHC is a Regional Supervisor for Magellan Federal working in the Military and Family Life Counseling Program. Stephanie currently manages school-based MFLCs in Virginia Beach, VA. Stephanie received her undergraduate degree in Family Studies from Messiah University, her Master’s Degree in Counseling from the Seattle School of Theology and Psychology, and her Doctorate in Ecopsychology and Environmental Humanities from Viridis Graduate Institute. She has been independently licensed since 2008 in the state of Washington. Stephanie’s grandfathers were Veterans of the Army, and her father is a retired Lieutenant Colonel in the Air Force. Stephanie’s hobbies include hiking in the mountains, taking walks with her goats, and hosting visitors to her hometown of Olympia, WA.

Article originally published on MFed Inform.

Veterans, as a talent pool, are often overlooked as they transition to civilian employment. Employers may not understand how to translate their experience and skillsets into nonmilitary roles or how to offer support to our veterans as they experience that evolution in their careers.

Magellan Federal has a long legacy of empowering military personnel, their families, and veterans to live healthier, more productive lives. To deliver our important mission, we are privileged to hire talented veterans across multiple disciplines in a variety of roles as part of our team. Tapping into this unique pool of talent has been extremely successful in delivering professional services to the federal government. Our many years of experience attracting and retaining military talent allows us to offer expertise to other organizations looking to hire this mission-critical population.

First, promote a military-friendly culture

To establish your organization as being a good fit for veterans, you will need to first promote a culture of support. This will help veterans understand how they will be supported as an employee at your organization.

Magellan Federal’s support includes on-the-job training programs and managerial training programs for veterans; public workshops; live and on-demand trainings; a dedicated military/veteran group within our Diversity, Equity, and Inclusion program; and military paid leave programs.

Magellan Federal is honored that veterans made up 20% of all new hires in 2021, and that we have been designated a Military Friendly, Top 10 employer for 2022. Tracking and promoting your veteran demographics within your workforce will also help veteran candidates feel more at ease that there is a community within your organization.

Now, hire!

Helpful military veteran recruitment techniques:

• Partner with organizations dedicated to veteran employment, such as Vetjobs, Military Spouse Employment Partnership (MSEP), Veterans ASCEND, MilitaryHire.com, and Hiring Our Heroes to find veterans that will complement and enrich your workforce.
• Have your talent acquisition team participate in trainings and certification on how to uniquely identify talent within the veteran community.
• Participate in recruiting efforts within the military population, including virtual and in person hiring events.
• Consider participating in a Fellowship Program, such as with Hiring Our Heroes. The HOH Fellows Programs are workforce development programs that place highly skilled and educated transitioning service members, veterans, military spouses, and military caregivers with employers committed to hiring them.
• Celebrate the successes of the veterans that you hire within your organization to attract additional talent. As our veteran on the talent acquisition team attests, “I’ve worked at Magellan Federal more than five years and can tell you I’ve absolutely found my new “tribe.” I feel that I’m part of something bigger than myself and that I’m surrounded by dedicated professionals that wake up every day and strive to improve the lives of warriors and their families. In my humble opinion, there is no finer place of employment for veterans, military spouses, or anyone that’s passionate about supporting our nation’s warriors and their families.”
• Commend your dedication to hiring veterans and look to obtain designations that increase visibility as an employer for this special population such as a Military Friendly Employer. Magellan Federal is proud to have this designation and intend to maintain our status and continue to support the military community.

A Call to Action

Commit your organization to supporting a community that has spent years supporting the safety and wellbeing of our nation. Recognize their dedication and sacrifice for our freedom. Challenge yourself to look at their talents, skills, and experiences and how they can enhance your own employee population as a diverse and unique population. How can you help them transition to a civilian workforce? Offer to help them grow their networks—review a resume or introduce them to colleagues. These small steps are the foundations of a successful career.

Article originally published on MFed Inform.

Posttraumatic stress disorder (PTSD) is an increasingly important topic and issue within the U.S. military, across all Services. With thousands of counselors around the globe providing health and wellness care on military installations, Magellan Federal has a wealth of knowledge on PTSD and we would like to raise awareness around the symptoms, causes, and share some of the resources available to those who suffer from it.

Get to Know PTSD

PTSD is a medically diagnosed mental health condition that can develop after experiencing, witnessing, or learning the details of a traumatic event. Common causes include:

• Combat
• Threat of injury or death
• Terrorist attack
• Serious accident
• Sexual assault
• Physical assault
• Natural Disaster
• Childhood sexual or physical abuse

There are four different categories of symptoms that must be present for a diagnosis of PTSD:

1. Intrusions: recurring distressing memories, dreams, or flashbacks
2. Avoidance: staying away from people or places that remind them of the trauma
3. Persistent negative mood or thoughts: inability to experience positive emotions; excessive blame, fear, shame and/or guilt; detachment from others
4. Arousal or reactivity: irritability, hypervigilance, difficulty concentrating, self-destructive behaviors

PTSD became a mental health diagnosis in 1980 with the influence of social movements, such as veteran, feminist, and Holocaust survivor advocacy groups. Research about veterans returning from combat was a critical piece to the creation of the diagnosis. So, the history of what is now known as PTSD often references combat history.[i]

Prevalence in Service Members

According to the Defense Health Agency, between 2016–2020, 93,346 Service members received care for PTSD in the Military Health System and 74,232 of those Service members were diagnosed during or following deployment.[ii]

Available Programs and Resources for Service Members

While individual, trauma-focused psychotherapy is the first line of treatment recommended for PTSD, non-clinical support is also important and available to enable the healing process.

Magellan Federal helps deliver the Defense Health Agency’s Warrior Care Recovery Coordination Program (WC-RCP) to proactively support Recovering Service members (RSMs) who have been wounded, ill, and injured – including those with PTSD – in their recovery and reintegration into military service or transition to civilian life through non-clinical specialized programs and resources that also include support for their families and caregivers. Some of these programs and resources include:

Recovery Coordination Program (RCP): Under this program, available to all branches of service, Recovery Care Coordinators (RCCs) work closely with each Service member to develop a non-medical plan for recovery. Service members who may be suffering from PTSD are eligible to receive the support of an RCC.

RCCs are available at military treatment facilities and installations across the country. You can access assistance through your military services’ wounded, ill, and injured programs including:

• S. Army Recovery Care Program (ARCP)
• S. Navy Wounded Warrior – Safe Harbor (NWW)
• S. Air Force Wounded Warrior Program (AFW2)
• S. Marine Corps Wounded Warrior Regiment (USMC WWR)
• S. Special Operations Command (USSOCOM) Warrior Care Program
• S. Army Reserve Recovery Coordination Program

Military Caregiver Support: Provides resources and information for military caregivers who assist RSMs with activities of daily living. Since 2013, DoD’s support for military caregivers has positively impacted thousands of lives by addressing key issues that affect caregivers in the short and long term. These issues often include mental and physical health, finances, transportation, maintaining a strong family, navigating through legal issues, and housing. In partnership with the National Resource Directory (NRD), the new electronic Caregiver Resource Directory (e-CRD) is also available. The e-CRD is a live document that is searchable, ready to download, and updated weekly to populate the most current vetted caregiver-specific resources available.

Military Adaptive Sports Program (MASP): This program provides opportunities for all RSMs to participate in adaptive sports and reconditioning activities to improve their physical and mental quality of life throughout the continuum of recovery and transition. MASP is designed to enhance recovery by engaging RSMs early in individualized physical and cognitive activities outside of traditional therapy settings. Through MASP, Service members also have access to the Healing Arts, which support both physical and psychological recovery and rehabilitation from visible and invisible wounds of war including PTSD, traumatic brain injury (TBI), and others.

National Resource Directory (NRD): This website provides access to tens of thousands of vetted services and resources at the federal, state, and local levels that support recovery, rehabilitation, and community integration for Service members, wounded warriors, veterans, and their families/caregivers. There are over 300 resources readily available regarding PTSD, such as:

• PTSD Foundation of America
• Brain Injury Network
• National Center for PTSD
• National Veterans Wellness & Healing Center
• And many more…

When to Ask for Help

Remember, PTSD affects people differently and treatment is not one size fits all. If you think you or someone you know is possibly experiencing signs or symptoms of PTSD, no one has to cope alone. Help is out there in an array of forms from a variety of sources to meet anyone’s unique needs, whether it be clinical, non-clinical, or a combination of both.

To learn more about PTSD, visit https://health.mil/Military-Health-Topics/Total-Force-Fitness/Psychological-Fitness/Post-Traumatic-Stress-Disorder or https://www.ptsd.va.gov/index.asp.

To learn more about WC-RCP programs and resources, visit https://warriorcare.dodlive.mil/.

[i] Friedman MJ, MD, PhD. Department of Veterans Affairs. PTSD: National Center for PTSD. History of PTSD in Veterans: Civil War to DSM-5. Available online: https://www.ptsd.va.gov/understand/what/history_ptsd.asp

[ii] Defense Health Agency, Military Health System. PTSD 101 Infographic (May 2021). Available online: https://www.health.mil/-/media/Images/MHS/Infographics/June-Toolkit-2021/PTSD-101-Infographic.ashx

With a rich history of providing service and support to Warriors, Veterans, and their families, Magellan Federal is fortunate to attract and employ talent who have served our country or who have family members who have served. Here’s why Magellan Federal is fully committed to hiring military spouses.

Employment Challenges for Military Spouses

Deployments and relocations often lead to gaps in resumes, leading recruiters to incorrectly conclude that these candidates don’t have what it takes to keep a job. But in the context of military spouses, nothing could be further from the truth. The challenges of military life require an underlying creativity, grit, and a commitment to persevere.

In our experience, resume gaps are sometimes reflections of great self-sacrifice and the application of hidden talents. Military spouses are incredibly resourceful at using their time to their advantage—seizing additional education opportunities and certifications, stepping up for important volunteer opportunities as “unsung heroes,” and continually expanding their professional networks and interests. Many times, these highly desirable talents stay locked within the realm of volunteer organizations as employers make false assumptions about the employability of military spouses and the benefits of hiring them. Smart organizations see the benefit of employing military spouses in flexible roles to ensure they can support their home life while delivering important work.

Employer Benefits—Service and Loyalty

Once an employer has whittled a candidate field down to those with the desired or required skill sets, it is time to look further at the quality of the candidate and potential for retention. Of note, less than 1% of eligible Americans commit to service in the Armed Forces.

It’s no surprise that those who choose to marry service members often share these values and desire to serve. Bringing military spouses onboard at your organization will not only boast diverse skills that complement and improve your capabilities, but these individuals also often have an unmatched dedication to service. Military spouses spend their lives supporting their partner’s career, ensuring their spouse can perform their job with the certainty that all is well on the home front. That level of effort and flexibility to adapt to the ever-changing demands to meet the daily and emergent situations that arise, makes them extremely self-sufficient, alert for challenges, and exceptionally skilled in multi-tasking and dealing with changing priorities. These “soft skills,” coupled with the fact that most are driven to make their own significant contributions make them an invaluable addition to any organization.

To read the full article, visit https://www.magellanfederal.com/whats-new/mfed-inform/