Technical Exhibit G Site Management Manual (SMM).pdf

Site Management Manual

Army

Transition Assistance Program (TAP) July 2025

Table of Contents

Contents Chapter 1: Introduction

Transition Assistance Program Site Management Manual

The TAP Mission

The TAP Client

The TAP Center, Army Installation, and Contractor

The TAP Culture of Professional Service

Chapter 2: TAP Staff, Roles, and Responsibilities

TAP Employees

Transition Services Manager (TSM)

Contractor Staff Relationship with Government Employees

Contractor Ethics

Data Security and Breaches

Organization Conflict of Interest

Common Access Card and Other Government Credentials

Passport Requirements

Dress

Timekeeping

Paid Work Hours

TAP Contractor Staff

Telephone Etiquette and Email Signature Block

Contractor Installation Manager (CIM)

Transition Counselor (TC)

Soldier and Family Assistance Center (SFAC) Counselor

Financial Counselor (FinCO)

Installation Liaison Officer (LNO)

Administrative Specialist (AS)

Forward Transition Support Teams (FTST)

Education Counselors (EdCO)

Career Skills Program Counselor (CSP CO)

Chapter 3: The TAP Process

Tiers

Career Readiness Standards (CRS)

Transitioning Service Member Process

Curriculum Delivery Models

Course Cancellation

Accountability and Monitoring

Questionnaires and Assessments

Chapter 4: Identification and Notification of Transitioning Service Members

Notification

Intake

Follow Up with Pre-Clients

Chapter 5: Individualized Initial Counseling (IIC) with review of the Enterprise Individualized Self-Assessment (EISA)

Chapter 6: Pre-Separation Counseling

Manual Pre-Separation Counseling

Automated Pre-Separation Counseling

Pre-Separation Counseling Supplements

Chapter 7: TAP Courses and Service Member CRS Deliverables

Army Transition Day

Individual Transition Plan

Post Transition Spending Plan

Gap Analysis

DoL One Day - Department of Labor Employment Fundamentals for Career Transition (EFCT)

VA Benefits and Services

Registration on eBenefits

Continuum of Military Service Counseling

Career Tracks and Workshops

Chapter 8: Employment Assistance Counseling

Value Added Classes

Hiring Events, Employer Days, and other Employment Assistance Events

Chapter 9: Capstone Counseling with the review of the Post Assessment and Installation Clearance

Capstone

Commander’s Verification

Installation Clearance

Chapter 10: TAP Resources

TAP Website (https://www.armytap.army.mil)

Calendars

Marketing Folder

Career Skills Program Flyer

TAP Commander’s Fact Sheet

Social Media

Soldier for Life

Chapter 11: Administration

Center Hours

Workplace Safety

Observed Holidays

Financial Management

Travel and Expense Report Management

Communication

Media

Very Important Person(s) (VIP) Visit

Copyrighted Materials

TAP Client Success Stories and Bulletin Boards

Reports

TAP Center Office Files

Chapter 12: Security and Safety http://www.armytap.army.mil/

Facility Security and Safety

Security Clearance

Network Enterprise Center (NEC)

Information Security

Client Information

Chapter 13: Personnel

Selecting and Training Staff

Performance Standards

Resolving Problems

Disciplinary Actions

Dismissal

Personnel—OCONUS

Volunteers

Chapter 14: Training

New Hire Training

Sustainment Training

Training Compliance

Chapter 15: Logistics

Facility

Equipment

Maintaining TAP SOR and DoDTAP Connectivity

Repairing Equipment

Supplies

Utilities

Logistics – Outside of the Continental or Contiguous United States (OCONUS)

Chapter 16: Performance Requirements and Quality Control Plan

Performance Objectives and Requirements

Quality Control Plan

Appendix 1: Glossary of Terms

Appendix 2: Commonly Used Acronyms

Appendix 3: Reserved for future use

Appendix 4: Commander’s Fact Sheet

Appendix 5: Success Story Submission Form

Appendix 6: POC Placard

Appendix 7: DD Form 2648 eForm (Oct 2019)

Appendix 8: TAP Client Information Sheet for Disconnected OPS

Appendix 9: TAP Standards (ALL)

Appendix 10: PaYS Lookup Access

Appendix 11: Resume Rubric

Chapter 1: Introduction Transition Assistance Program Site Management Manual

The Site Management Manual (SMM) defines the delivery of the Army Transition Assistance Program (TAP) and career assistance services according to contract requirements. It is necessary for contractor staff to be thoroughly familiar with this manual. This manual is for the administrative and operational control of contractor requirements at TAP locations and is not intended to supersede Army Regulation (AR) 600-81 Transition Assistance Program, Army Directive 2019-26 or DoDI 1332.25.

Emerging issues and policy changes frequently necessitate revisions to the guidance outlined in the SMM. Updated TAP procedures are communicated through email and implemented via operational updates. Training and information resources can be accessed through shared channels and will be distributed electronically through requested secure access. Staff members are advised to thoroughly read and comprehend all updates to the SMM.

This manual does not encompass all corporate contractor policies. In matters of employee relations, corporate personnel policies take priority over the guidelines presented in this manual. For any inquiries regarding corporate personnel policies, please direct them to the corporate Human Resources Office via the Contractor Installation Manager (CIM) and the Regional Manager (RM) responsible for your site.

The TAP Mission

TAP provides effective transition and employment assistance services designed to help Transitioning Service members evaluate their skills and objectives. It guides them in setting goals and developing actionable plans to achieve those aspirations.

TAP strictly adheres to both legal and Army policies. Army Regulation 600-81 outlines the Transition Assistance Program policies set forth by the Department of the Army headquarters.

Army transition initiatives encompass various legal obligations, including the Career Readiness Standards policy, as dictated by law and Department of Defense regulations, and the National Defense Authorization Act (NDAA). The Career Readiness Standards (CRS) policy, mandated by the Office of the Secretary of Defense (OSD) and the DoD, specifies a set of requirements that Service Members must fulfill prior to their transition date, as indicated on their DD Form 214.

The National Defense Authorization Act for Fiscal Year 2019 mandates that transition services offer at least three (3) counseling pathways (tiers) for Service Members addressing 13 distinct demographics. It also stipulates that an in-person review of the self-assessment must be conducted before any other transition services can be provided.

U.S. Title 10 Code Chapter 58 provides comprehensive details on these benefits and services, including all amendments.

The Transition Assistance Program (TAP) encompasses all government mandates, including those set forth by the CRS and NDAA. The NDAA designates transition as a mandatory program, detailing the core functional requirements that assess and enhance a Service Member’s career readiness. To streamline our discussion, we collectively refer to all these requirements as CRS.

The Army provides unemployment compensation to eligible Service Members who are separated from Active Duty under specific circumstances; completion of their tour of duty, fulfillment of an enlistment contract, disability retirement, separation due to the Selective Early Retirement Board, or regular retirement, provided they have not received an unfavorable discharge. Transition Assistance Program (TAP) training is designed to minimize the need for these payments by equipping Service Members with the tools they need to successfully navigate their transition and excel in their future careers.

TAP not only supports the transition process but also encourages retention within the Army. It enables Service Members to evaluate the benefits and compensation associated with their services, empowering them to make informed career decisions.

For those opting to leave Active Duty, enlisting in the Guard or Reserves can enhance their income, broaden their community connections, and open doors to educational and career opportunities.

The dedicated staff of TAP contractors express a genuine commitment to Service Members and their families, reinforcing the Army’s lifelong pledge to support them.

This level of dedication fosters a favorable perception of the Army and enhances its capacity to attract the next generation of men and women into service. Service Members who feel that their military experience has prepared them to thrive in civilian careers are more likely to remain loyal to the Army and to recommend it as a career path to their friends and family.

The TAP Client

The TAP Client is outlined in AR 600-81 and DoDI 1332.35. Laws and policies mandates Service Members who transition from military service with 180 or more continuous days of Title 10 Active-Duty service (excluding certain training days) to comply with legal and regulatory requirements for receiving transition assistance services and benefits as early as possible. Retiring Service Members may begin TAP services 24 months before their retirement. All other Service Members can initiate TAP services 18 months prior to their scheduled release date, but no later than 365 days beforehand. Additionally, United States Army Reserve (USAR) and Army National Guard (ARNG) Service Members with Title 10 orders resulting in at least 180 days of continuous Active-Duty service, excluding training days, are also mandated to receive transition services.

A short-notice unanticipated loss is defined as a separation occurring 30 days or less before scheduled separation, retirement, or release from active duty. An unanticipated loss refers to a release from active duty that occurs before the completion of an enlistment, contract, or orders. Service Members who are separated from the Army prior to their scheduled release date, whether voluntarily or involuntarily, face unique challenges and are at a high risk of unemployment. Once such Service Members experiencing short-notice or unanticipated loss are identified, Commanders will immediately refer them to commence Transition Assistance Program (TAP) services.

This includes receiving Individualized Initial Counseling with the review of the Initial Assessment, Pre-Separation Counseling, and participating in all available transition services prior to their departure. A Service Member is deemed to be involuntarily separated if they are discharged involuntarily, or they are denied reenlistment.

All staff will review and adhere to TAP eligibility guidelines as outlined in AR 600-81.

This regulation defines three primary categories of TAP Clients: Service Members, their Family Members, and DA Civilian employees. However, these individuals are part of a broader population that includes Veterans, retired Service Members, and Reserve Component Service Members, all of whom are eligible to enroll in and benefit from specialized transition assistance counseling and employment services offered through

TAP.

It is essential to differentiate between an eligible Client who may receive services and one who is required to do so. For instance, a Veteran who has already retired is eligible for lifetime services, but is not obligated to complete Individualized Initial Counseling, with the review of the Initial Assessment, Pre-Separation or Capstone Counseling with the review of the Post Assessment. Conversely, a Service Member planning to retire within 24 months is also eligible for TAP; however, they are required to complete Individualized Initial Counseling with the review of the Initial Assessment, Pre- Separation, or Capstone Counseling with the review of the Post Assessment. They should aim to be career ready by acquiring all applicable Career Readiness Standards (CRS) in line with their tier assignment.

Additionally, the Department of the Army policy extends transition assistance to family members and caregivers of all Active Component (AC) Service Members, as well as those Reserve Component (RC) Service Members on Active Duty who have been referred to the Integrated Disability Evaluation System (IDES). This support also encompasses caregivers of eligible Service Members assigned or attached with Soldier Recovery Unit (SRU) or Soldier and Family Assistance Center (SFAC). Furthermore, TAP services are available to the family members of retired Service Members and Veterans, contingent upon space availability.

TAP offers effective transition and employment assistance services designed to help Clients evaluate their skills and career aspirations, thereby providing them with a roadmap to establish future goals and develop actionable plans.

The TAP Center, Army Installation, and Contractor

The Army installation serves as the fundamental operational hub for delivering services to Service Members, Department of the Army (DA) Civilian employees, and their families. To provide these services, the Transition Assistance Program (TAP) Program Management Office (PMO) implements regulations, directives, and instructions which carry out the will of Congress, as expressed in authorization and appropriation bills, along with the policy decisions of DoD.

Installation Management Command (IMCOM) is responsible for budgeting and overseeing the provision of essential installation services. At the installation level, the Garrison Commander allocates resources and manages all functions and services that support the installation.

While the TAP contractor staff does not provide all transition-related services, they are integral members of a diverse multidisciplinary team. The Transition Services Manager (TSM), who holds governmental oversight for local TAP operations, facilitates the coordination of transition services and support among TAP, various contractors, interagency partners, civilian organizations, and installation service providers. Several installation elements collaborate closely with transitioning Service Members throughout the TAP process, including but not limited to:

• The Directorate of Human Resources (DHR) plays a pivotal role in shaping the working and living environments on the installation. The services offered under this Directorate encompass Military Equal Opportunity and Affirmative Action Programs, the Army Substance Abuse Program (ASAP), the Director of Family and Morale, Welfare & Recreation (DFMWR), the Civilian Personnel Advisory Center (CPAC), and the Military Personnel Division (MPD)

• Personnel from the Network Enterprise Center (NEC) establish operating policies, manage automation activities and systems, and ensure the maintenance of the network on the installation

• The Office of the Staff Judge Advocate (SJA) offers legal counsel to Commanders, Service Members, and Family Members, as well as advising transitioning Service Members about restrictions on post-government employment

• The Chaplain provides traditional religious services and oversees counseling programs for Service Members and their Families

• The Public Affairs Officer (PAO) staff delivers guidance on public and media relations, facilitating information exchange within the Command

• Public Affairs Officer (PAO) staff provides advice on public and media relations and information exchanged within the Command

• Army Community Service (ACS) representatives on the installation assist transitioning Service Members with a variety of issues, ranging from relocation assistance to behavioral health concerns

The TAP Culture of Professional Service

The Army expects a standardized delivery of high-quality service from TAP contractor staff. Consequently, staff members are required to adhere to the business processes and guidelines outlined in this manual, as well as other TAP operating directives. As integral members of a professional team, TAP contractor staff uphold a strong ethical code, respecting the dignity of Clients and ensuring that personal information, counseling disclosures, and job search documents remain confidential. TAP Clients are the central focus of our mission, as their goals and needs are the foundation of TAP’s existence. Figure 1 illustrates the TAP Staff Member Creed.

Figure 1: TAP Staff Member Creed

TAP contractor staff cooperate with other service providers but should not intrude on their missions. TAP adheres to installation safety and security, as well as administrative rules and regulations, which exist to protect TAP contractor staff and Clients. TAP contractor staff cooperate with unit Commanders, leaders, and supervisors and depend on those relationships to encourage Service Member participation in TAP.

Unit Commanders, leaders, and supervisors expect TAP contractor staff to respond to inquiries promptly, accurately, and politely.

TAP SOR (System of Record) is the central database for Army transition assistance services. Detailed operating instructions for the TAP system can be found in the TAP User Guide, available on the contractor’s reference library or shared drive. TAP contractor staff must effectively and efficiently capture and update data in TAP SOR to track Client progress accurately. The updated data reported from TAP SOR is essential for ensuring mutual support of the TAP initiative and transition program.

TAP contractor staff must always maintain objectivity and avoid behavior that could compromise their impartiality. The roles of Counselors (Transition, Education, Career Skill or Financial) in facilitating transition and job search activities focus on motivating Clients, not controlling them. The goal is to empower Clients to take ownership of their transition process. For example, counselors should not dominate conversations, impose their own values, or interrupt during meetings with Clients. Figure 2 demonstrates the Client Bill of Rights.

The TAP Staff Member Creed

I am a TAP Professional dedicated to my Clients.

• I will not administer; I will lead.

• I will regard Clients as individuals and respect them.

• I will respect and maintain Client confidentiality.

• I will encourage my Clients to excel and participate in Program offerings prior to their transition.

Figure 2: TAP Client Bill of Rights

Staff must know their limitations and be able to refer Clients to the principal source of information and assistance whenever appropriate. Regardless of their professional background, TAP contractor staff does not provide family counseling, substance abuse treatment, or mental health counseling. Clients may indicate a need for such services and are to be referred to appropriate service providers at the time of question; if it is not indicated until Capstone, then the Transition Counselor will provide a Warm Handover.

Except in emergency cases, then reference the Threat to Life section.

Chapter 2: TAP Staff, Roles, and Responsibilities

TAP Employees

There are many differing types of TAP employees. This section will explain various roles government and contractor employees serve within the program.

Human Resources Command (HRC) Government Employees

HRC government employees include the Transition Division Director, who oversees the policy for TAP, Army separations, and the funding for the TAP contract. Multiple policy analysts support the Transition Division Director. The Contracting Officer Representatives (COR) are located at HRC. In addition, the Transition team responsible for TAP system of record (SOR) comprises of government employees who oversee additional contractors for the maintenance and revision of TAP SOR.

Installation Management Command (IMCOM) Government Employees

IMCOM government employees include Transition Regional Leaders responsible for monitoring the relative health of each installation’s TAP. These individuals maintain communication with their assigned region’s Transition Services Manager (TSM) and the HQ IMCOM Staff.

Client Bill of Rights

As a TAP Client, I have the right to . . .

• Efficient TAP services and programs provided in a timely manner.

• A trained and knowledgeable counseling staff.

• Be recognized as an individual and regarded as a person with value.

• Honest responses from my TAP counselors.

• Assistance or guidance as I define my goals and objectives.

• A TAP experience that centers on my goals and objectives.

• Empathy; not judgment, personal opinions, or sympathy.

• A responsive and attentive counselor who listens and wants what is best for me.

Transition Services Manager (TSM)

The AR 600-81 provides insight into the TSM function for TAP. This section identifies items related to local TSM responsibilities related to the TAP contractor. A TSM may function as an Assistant Contracting Officer Representative (ACOR) to the COR to assist the Army in monitoring contract performance and standardization. All TAP ACORs are designated and appointed by the HRC COR in writing and work directly for the HRC COR. TSMs, in their role as an ACOR, are limited in scope regarding working relationships between government employee/contractor staff. For example, TSMs do not supervise the TAP Center staff nor have authority to direct the contractor not to report to work. If closure of a Center is needed, the TSM will inform the HRC COR of the closure and reason. In inclement weather, the TSM should notify the HRC COR.

The TSM also assists the TAP contractor staff by coordinating all contact with installation officials, arranging work orders, and maintaining an effective relationship with the NEC for staff access. The TSM or other assigned local government employee can assist contractor staff with obtaining security clearances due to installation guidance. The TSM monitors and reports compliance and ensures contractor Common Access Cards (CAC) are issued. The TSM also coordinates with the local security office and/or other government entities responsible for documenting and granting access to Transition and functional items. An example would be obtaining signatures on items such as Acceptable Use Policies (AUP), System Authorization Access Request Forms (SAAR – DD form 2875), and access to necessary or required training.

The TSM ensures local resources are available for TAP success, such as staff and Client computers, office furniture, copiers/printers, paper, office supplies, telephones, classrooms, and adequate storage areas for TAP materials. Contractor staff assist the TSM with labeling and inventory activities for government utilized equipment.

The TSM’s role in the TAP process includes providing direct facility and logistic support to the TAP center contractors. TSMs play a critical role in the initial identification of eligible Service Members in the TAP process. The TAP SOR provides TSMs and Commanders the Service Member TAP eligibility roster (projected loss roster). TSM obtains information about unanticipated losses from Commanders to identify Service Member who are rapidly discharged. TSMs and Commanders work together to get Service Members registered in the TAP SOR. Once the Service Member is registered in the TAP SOR, the CIM ensures Service Members are identified and referred for Individualized Initial Counseling, with the review of the Initial Assessment and Pre- Separation Counseling along with all required transition assistance. At training installations, the TSM works with the installation to identify courses where students or trainees accrue 180 days or more of continuous Active-Duty military service outside of training days to determine eligibility and TAP SOR registration.

The TSM may also complete and submit a mission request for staffing support in the event of a surge in transitioning Service Members, such as mobilization, demobilization, or Service Member Readiness Processing (SRP) which requires a temporary increase in TAP services at their location. Contractor personnel vacancies do not warrant a request for staffing support.

The TSM may designate a Transition Services Specialist (TSS) as a TAP installation POC supporting the TSM or Directorate of Human Resources (DHR). A common occurrence may be that the TSS and CIM coordinate to ensure sufficient materials are on hand to meet expected throughput for a defined period, or the TSS may assist the contract staff in working with installation officials in support of TAP endeavors.

Regardless of a TSS, contract requirements dictate that the TSM and CIM must meet weekly as communication between these two entities is vital to program success.

Contractor Staff Relationship with Government Employees

TAP service delivery is governed by the centrally managed, non-personal services contract. According to the Federal Acquisition Regulation (FAR) 37.101, a non-services contract is typically defined as a contract under which the personnel rendering the services are not subject, either by the contract's terms or by the manner of its administration, to the supervision and control that usually prevails in the relationship between the government and its employees. Under a non-personal services contract, the contractor is required to perform or deliver work as defined in the Performance Work Statement (PWS). The government tells the contractor what to deliver and to what standard and the contractor supervises their employees to achieve those goals.

Consequently, at the installation/activity level, when providing work defined in the PWS, the CIM supervises the contractor staff. As the Commander’s principal staff agent for TAP, the TSM is the source of installation policy and transitioning Service Member needs for the CIM and contractor staff.

The contractor hires the TAP contractor staff and implements all personnel actions for these employees. The TSM does not participate as an approving agent in the selection process, evaluate individual performance, or release contractor staff. Policies and operational guidance are communicated, and issues are resolved through a management chain within the contractor organization. The contractor’s Program Manager establishes performance standards based on the PWS. The contractor uses periodic reports, Quality Control Plan (QCP) inspection results, and input from the TSM to ascertain how well these standards are met.

Within the limits of the contract, the TSM coordinates the location and number of events, such as Individualized Initial Counseling with the review of the Initial Assessment, Pre- Separation Counseling and TAP additive classes. TAP additive classes should be offered at least once a month, and if they are not, the CIM is to inform their RM why they are not being facilitated. The TSM serves as the primary link for administrative and logistical support between the CIM and the installation; however, the TSM has no legal status as a Contracting Officer (KO) or Contracting Officer’s Representative (COR) and cannot direct a member of the TAP Center contractor staff to take an action that will obligate the government in any manner. Likewise, the contractor staff cannot obligate the government in any manner. Should a conflict arise between the TSM and CIM over these responsibilities, the TSM should immediately notify his or her Chain of Command, HQ IMCOM, and the HRC COR. The CIM should promptly notify his or her Regional Manager (RM).

Contractor Ethics

TAP contractors work under the Federal Acquisition Regulations (FAR) 37.101, as defined above. In this relationship, government employees cannot direct or authorize contract employees. For example, they cannot grant administrative leave or change the dress code. Contractors work toward the PWS as interpreted by government contract officials and the Program Manager.

As employees of a government contractor providing services to Clients, staff are expected to maintain a professional demeanor and adhere to both company and contractor policies. Contractor employees are accountable to the Federal Acquisition Regulation (FAR) as well as any other relevant statute. Engaging in impropriety, the appearance of impropriety, or conflicts of interest between an employee’s official responsibilities and personal interests are strictly prohibited.

Contractors are not considered government employees. To minimize errors, misrepresentation, and confusion, contract employees are required to self-identify as contractors by wearing a contractor-issued badge. This identification should be reflected in various forms of communication, including email signature blocks, work product documents, phone interaction, and during meetings. Contractor personnel must display the contractor-issued badge prominently above the waist while performing work under this contract. Badges should never be concealed under clothing or kept in pockets; they must always be visible while on a military installation.

Contractor hours may vary and can include work on federal holidays or weekends.

Contractor employees are prohibited from giving gifts to government or federal employees, including their TSM (Transition Services Manager) or TSS (Transition Services Specialist). Additionally, contractor employees are not authorized to utilize government facilities, such as a commissary, within the United States unless they are entitled to these services, potentially as retired military personnel or dependents.

Personal information regarding Clients or their family members may only be shared with other TAP contractor staff or the TSM/TSS when conducting official business or to provide transition services. Client approval is required before releasing this information to any third party. It is strictly prohibited to disclose Client information to an employer or business that may benefit financially from it. Files and information pertaining to Clients and their family members must be protected to prevent unauthorized access. Unauthorized access to information in the web-based TAP SOR system must be strictly controlled.

Data Security and Breaches

All contractor personnel are tasked with preventing and addressing information security threats, monitoring workstations to control access, and ensuring adherence to security protocols. To safeguard against unauthorized disclosure or disposal, contractor staff must protect all forms of sensitive written or digital information. Credentials, including usernames and passwords, must not be shared.

The documents, publications, and information acquired during work with TAP and found in TAP SOR are considered Army property and cannot be used, discarded, or exploited by an employee for personal gain or for the benefit of anyone other than the Army, TAP Center Clients, or the contractor while fulfilling contract obligations.

All contractor personnel are responsible for reporting security lapses, violations, or breaches involving Personally Identifiable Information (PII) to the PMO. This must be done by submitting a written report to the PMO, specifically to the Program Manager (PM), Deputy Program Manager (DPM), Regional Manager (RM), Contractor Installation Manager (CIM), and HRC COR within ONE HOUR of the breach. This report must include detailed accounts of the “who, what, when, where, and why” (the 5W’s) related to the incident.

Organization Conflict of Interest

Organizational Conflict of Interests (OCI) typically refers to a situation involving a contractor who provides advice, information, direction, or assistance to an offeror or another contractor in the preparation or submission of an offer for a government contract. In the event an OCI is identified, a written report must be submitted to the Program Manager (PM), Deputy Program Manager (DPM), Regional Manager (RM), Contractor Installation Manager (CIM), Designated Government Representative (DGR) and assigned Contracting Officer’s Representative (COR) within ONE HOUR. This report should encompass the 5W’s. Subsequently, a staff member from the Program Management Office (PMO) will promptly develop a plan for the avoidance or mitigation of the conflict and submit it to the Contracting Officer.

Common Access Card and Other Government Credentials

A Common Access Card (CAC) is an identification card equipped with a smart chip that encodes information uniquely identifying the cardholder. It is read by a device typically connected to a computer. The Department of Defense (DoD) and the Army utilize CACs to establish an individual’s identity and confirm their authorization to access automated systems, networks, or facilities.

All contractor personnel are required to obtain a CAC as soon as possible after receiving a favorable security investigation. It is essential that all contractor staff adhere to government guidelines regarding the handling, storage, and display of their CAC, as it is considered a sensitive item.

No staff member is permitted to share their username and password with others, nor may they use another individual’s login of CAC under any circumstances, regardless of their personal relationship (e.g., spouse). Furthermore, to safeguard sensitive information, staff must ensure that Clients do not observe their username and password.

Passport Requirements

As a result of ongoing military operations and the deployment of Army personnel, TAP contractor staff, to include Forward Transition Support Teams (FTST) personnel, may be assigned to provide remote TAP services to Service Members who are deployed or stationed overseas. It is essential to maintain a valid passport with at least six months from remaining before its expiration date due to travel requirements.

Dress

Employees are expected to always present themselves in a professional manner, whether in business casual or formal attire, as all Clients are considered business associates. There may be instances where the nature of the work permits less formal clothing, such as an office relocation or when operating in a non-business setting. In such limited cases, site management will determine the appropriate attire.

For TAP contractors, formal business attire (such as a suit) is required while delivering courses, presenting to Clients, or during VIP visits. Business casual attire is also acceptable for daily work activities. Should an employee fail to adhere to the dress code, site management will remind them to comply with the guidelines in the future. If an employee’s attire is deemed inappropriate, site management will request that the employee go home to change into suitable clothing before returning to work. Please refer to Figure 3 and consult the Contractor Additional Employment Information (CAEI) training for further details.

The dress guidelines are flexible to accommodate religious beliefs and disabilities.

Employees requiring such accommodation must submit a request through their supervisor, who will then notify the manager of a final decision.

Figure 3: Dress Guidelines

ACCEPTABLE Dress Guidelines Outerwear:

Suit jacket, sport jacket, blazer

Bottoms:

Dress or skirt at the knee or longer (typical rule is longer than end of fingertips when hands are at sides), khakis, dress pants, dress jeans

Tops:

Appropriate blouse/shirt, turtleneck, suit vests, dress shirt (with tie), knit shirt, sweater, polo, camisole or similar (when layered)

Footwear:

Dress shoes/sneakers/sandals, loafers, flats, heels, pumps, peep toe shoes (all toes should not be exposed)

UNACCEPTABLE Dress Jeans that are faded, torn, or ripped (jeans not allowed while presenting to Clients)

Tank tops, spaghetti straps, low cut shirts, crop top; Sundresses or strapless dresses or shorts

Leggings or gym clothing; see-through or excessively tight clothing

Clothing with obscene, vulgar, profane wording or graphics

Flip flops, or sandals (No strappy or fully open toe heels/sandals)

Tee shirts, sweatshirts, hoodies, hats, or visors

Ripped, torn, dirty, or stained clothing Earbuds when interacting with Clients

Timekeeping

All contract staff are required to adhere to strict timekeeping practices. Timesheets, whether electronic or paper format, must be maintained consistently with daily entries for hours worked. Assigned labor charge codes must be recorded for time spent on tasks specific to the contract. Codes for Holiday, Time Off, and Leave Without Pay (LWOP) should be entered to accurately reflect any time away from work. It is essential that both Time Off and LWOP are approved in advance. Contract Installation Managers (CIMs) retain authority to deny LWOP requests if they disrupt operational needs. Please note that installation announcements pertaining to training holidays, inclement weather closures, or holiday gatherings do not alter contractor timekeeping regulations. The government authorized 59-minute rule does not apply to contractors. Employees are expected to notify their CIM in the event of an emergency that prevents timely arrival at the worksite or leads to a work absence. Deliberately submitting an inaccurate timesheet may constitute a violation of Federal Law. Therefore, all contractor staff must ensure that the hours recorded accurately reflect work performed, and only approved contract charges should be applied. Additionally, all submitted hours must exclude any time spent on non-work-related activities, such as attending activity days hosted by the Government or Contractor. All time entries must be submitted daily by 0900 on the following business day.

Paid Work Hours

The staff may consist of a combination of full-time and part-time employees. Full-time employees can be classified as either exempt or the Service Contract Act (SCA).

Exempt employees receive a salary, while SCA employees are compensated on an hourly basis. Part-time employees are allocated a maximum of 20 paid hours per week.

All staff members are responsible for maintaining their calendars, and the CIM ensures that the scheduled events for part-time employees align with their allotted hours.

To ensure the effective provision of transition and employment assistance services, the CIM is responsible for managing all employee schedules, including vacation and illness-related absences.

To fulfill mission requirements, the TSM is authorized to implement changes to the TAP Center's operating hours. However, the TSM cannot initiate changes that incur costs not previously approved by the Army. The TSM must confirm that any proposed alterations to operating hours can be accommodated without additional expenses, or that, if costs are involved, the HRC COR has approved the change. Furthermore, the TSM or CIM is not permitted to close a TAP Center or satellite office without prior authorization from the TAP Program Management Office at Fort Knox, unless an emergency arises.

It is the responsibility of each employee to document the hours they have worked. The contractor has established guidelines for timesheet documentation, and the CIM is tasked with enforcing these rules. Both the CIM and RM are responsible for verifying the hours reported on timesheets. As timesheets reflect contractor costs to the Army, any falsification may be considered fraud under Federal law and will result in disciplinary actions, up to and including dismissal.

Timesheets must accurately represent only the actual hours worked or otherwise credited as legitimate sick leave, vacation, observed holidays, or leave without pay, among others. While all official hours worked must be documented, granting overtime for hours worked is prohibited, including evening or weekend hours required by the Center’s operating hours. Any inquiries regarding work hour documentation or authorization for work outside the TAP Center should be directed to the RM.

TAP Contractor Staff

The Program Manager (PM) serves as the primary liaison between the contracting entity and the Army Contracting Officer, as well as the Army Contracting Officer’s Representative. This role encompasses the management of all contractor personnel and the daily operations of TAP. The contractor staff within TAP is led by the PM, who oversees the Project Management Office (PMO) for the contract. The PM is accountable for the overall management of the contract and all associated contractor personnel. This includes directing performance management, conducting reviews, and overseeing investigations and counseling for contractor staff. Supporting the PM, the Deputy Program Manager (DPM) assists with the day-to-day operations of TAP. Regional Managers (RMs) provide management support and guidance to TAP contractor staff outside of the PMO, ensuring that required services are delivered in a standardized manner across the program, which includes staffing, recruiting, and coverage planning.

Additional personnel are assigned to the PMO, including quality control specialists, strategic communications experts, intelligence officers, liaison officers, analysts, and trainers. This additional staff supports TAP Centers in various capacities and helps fulfill contract requirements beyond the direct services offered to transitioning Service Members.

Most contract personnel are stationed at TAP Centers to deliver direct services to transitioning Service Members. Therefore, the following sections will concentrate on the staff typically found at these sites and the roles they play.

Telephone Etiquette and Email Signature Block

All staff must maintain the standard voicemail/answer greetings and utilize the default signature block on all email correspondence.

• Front Desk:

"Thank you for calling (Installation Name) Transition Assistance Program (Company Name) Contractor, we are sorry that we cannot come to the phone right now. However, if you leave your First & Last Name along with your Phone Number, a TAP Staff Member will call you back within 24hours. Thank you and have a great day."

• Staff Member – Desk:

"Thank you for calling the (Installation Name) Transition Assistance Program. You have reached the desk of (Company Name, Contractor) (Staff Member Name). I am sorry, I am unable to take your call at this time, but please leave your First & Last Name along with your Phone Number, and I will call you back at my soonest opportunity, within 24hours. If you need immediate assistance, please call our main office at (Provide Main Center Phone Number). Thank you and have a great day."

• Telephone Etiquette – When you Answer a Call on your Desk Phone:

“Thank you for calling (Installation Name) Transition Assistance Program (Company Name) Contractor (Staff Member Name) speaking, how may I assist you?”

Threat to Life Phone Procedures

Step 1. Identify that caller is a threat to self or others.

Step 2. Keep Service Member on phone. Get as much information as possible: name, location, unit, and phone number.

Step 3. Get a coworker’s attention and have them call the National Suicide Prevention Lifeline 988.

Step 4. Coworkers will give National Suicide Prevention Lifeline SM phone number to call.

Step 5. When the National Suicide Prevention Lifeline calls SM’s phone, have SM answer call. This will end your call with SM.

Step 6. Immediately notify your Chain of Command and SM’s Commander about the situation. (Notification should occur within 60 minutes)

• Email Signature block should read as follows: (returned Within 24 hours) First and Last Name Position Title, Company Name, Contractor Transition Assistance Program Government Email Address Contractor Email Address (if applicable) Site Address U.S. Army Human Resources Command Follow Army TAP on social media!

Facebook @USArmyTAP LinkedIn @linkedin.com/in/taphq Twitter @usaarmy_tap Desk Number Confidentiality Notice: This email may contain confidential information. If you received this email in error, please delete and notify sender.

Contractor Installation Manager (CIM)

As the representative of the TAP contractor at the installation, the Contract Installation Manager (CIM) is responsible for the smooth and efficient operation of the TAP Center, ensuring compliance with the contract terms. The CIM manages personnel and materials supplied by the contractor in accordance with contractor policies and regulations. In overseas (OCONUS) locations, the CIM ensures that employees adhere to the provisions outlined in the host nation’s Status of Forces Agreements (SOFA).

Acting as the contractor's point of contact on the installation, the CIM collaborates closely with the Regional Manager (RM) and Transition Site Manager (TSM) to achieve the goals of the TAP program. New CIMs undergo training and certification under the guidance of their RM.

The CIM ensures that newly hired employees complete and submit a National Agency Check with Inquiries (NACI) application and that the NACI process is initiated and finalized for each staff member. Additionally, the CIM provides regular updates on the NACI status for staff members. For newly hired employees, the CIM submits a DD Form 2875 for their TAP System of Record (SOR) and DoD TAP accounts, seeking the necessary signatures for further processing once all requirements are fulfilled. The prerequisites for the TAP SOR account include completion of a NACI, TAP SOR training, Cyber Awareness Challenge, training on Personally Identifiable Information (PII), and HIPAA training, in addition to the submission of a DD Form 2875 and potentially other Acceptable Use Policy (AUP) agreements.

The CIM does not create, modify, or delete a TAP SOR account locally and will adhere to the procedures outlined in the TAP SOR User Guide and the communication from the Transition Division Director. Forty-eight hours prior to an employee's departure, the CIM ensures that no Clients are assigned to the departing employee and that all TAP appointments are resolved. Additionally, the CIM will notify the contractor or Information Technology Liaison Officer (IT LNO) of the employee's departure date for deactivation purposes.

The CIM performs all duties akin to those of a counselor and provides the same services as any staff member within the TAP setting, except for the approval of Spending Plans (unless the individual is a Certified Financial Counselor). The CIM is also responsible for training, directing, evaluating, and, when necessary, disciplining contractor employees in accordance with the policies and operating procedures outlined in this manual. The CIM ensures that contractor staff comprehends and implements these policies and procedures as intended. Furthermore, the CIM conveys TAP performance standards to the staff to prepare them for achieving those expectations.

No new staff member is permitted to engage in substantive activities, such as counseling Clients or teaching classes, without supervision until they have demonstrated proficiency in those activities. The CIM, or an employee with certification, must observe the performance of new contractor staff to confirm this proficiency prior to allowing them to facilitate classes, counsel, or engage in other activities. Ultimately, the CIM is responsible for certifying a new employee's proficiency by completing a certification memo, which is then forwarded to the Training Team for processing.

The CIM conducts weekly meetings with the TSM and DGR for TAP to ensure that the site aligns with the Command's requirements, optimizes efficiency, and reduces redundancy. Additionally, the CIM will hold weekly staff meetings at their respective locations.

The CIM is responsible for monitoring and verifying the hours recorded on timesheets to ensure that only authorized contract charges and charge codes are utilized. It is important to note that knowingly completing or approving an inaccurate timesheet may be considered a violation of Federal law.

In collaboration with the TSM, the CIM establishes appropriate protocols and referral procedures to be followed (e.g., in situations that warrant contacting Military Police) and disseminates this information to all TAP Center staff.

Scheduled counseling appointments take precedence over walk-in Clients, which means that walk-in Clients should not disrupt the appointments of those who are scheduled. For service members seeking counseling appointments, the maximum wait time from the date of request should not exceed ten (10) working days. Contractors are responsible for ensuring that Brick and Mortar sites are adequately staffed to maintain this timeline, based on the average weekly throughput from the previous fiscal year for each specific location.

Contractors must also ensure that the TAP Center is appropriately staffed to handle incoming calls and assist walk-in Clients who wish to schedule appointments or inquire about general transition-related questions. Walk-in Clients without a scheduled appointment will be attended to by a TAP Center staff member within 15 minutes of their arrival at the TAP site. The CIM confirms that at least one walk-in counselor must always be available; additionally, the CIM may serve as the walk-in counselor when it does not interfere with other assigned responsibilities throughout the day.

The CIM is responsible for managing class schedules, setting up, and breaking down classrooms. This includes planning and announcing local group briefings, as well as coordinating Department of Labor (DoL) One Day and Department of Veteran Affairs Benefits and Services classes to address the needs of Service Members. It is important that the efforts outlined here are coordinated with the TSM prior to implementation.

The setup and breakdown of classrooms involve a range of activities, including but not limited to scheduling, signing for room keys if necessary, arranging materials (such as notepads, pencils, pens, manuals, etc.), wiping down tables or whiteboards, placing trash cans outside the door, clearing easel pads, turning equipment on and off, and testing it to ensure proper function. Additionally, any issues with broken or malfunctioning equipment should be reported appropriately. The CIM may either manage the inventory of supplies, furniture, or equipment designated solely for contractor staff use at the location or designate another TAP contract staff member to do so.

Every Friday, the Contractor Installation Manager (CIM) sends an informal projected Personnel Status Report (PERSTAT) to the Regional Manager (RM) and the Transition Services Manager (TSM). This report outlines the duty status of contractor staff and any anticipated absences for the upcoming week, ensuring that the TSM is informed about the contractor staff's capacity to fulfill the mission. The CIM oversees staff absences to guarantee that mission coverage is maintained.