Technical Exhibit 10 - SMM_FEB_2020.pdf

Site Management Manual

Army

Transition Assistance Program (TAP) February 2020

Table of Contents Table of Contents

Chapter 1 Introduction

Transition Assistance Program Site Management Manual

Transition Assistance Program (TAP)

Figure 1. Transition SLC Model

The TAP Mission

The TAP Client

The TAP Center, Army Installation, and Contractor

The TAP Culture of Professional Service

Figure 2. TAP Staff Member Creed

Figure 3. TAP Client Bill of Rights

Chapter 2 TAP Staff, Roles, and Responsibilities

TAP Employees

Human Resources Command (HRC) Government employees

Installation Management Command (IMCOM) Government 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

Figure 4. Dress Guidelines

Timekeeping

Paid Work Hours

TAP Contractor Staff

Contractor Installation Manager (CIM)

Transition Counselor (CO)

Soldier and Family Assistance Center (SFAC) Counselor

Financial Counselor (FinCO)

Installation Liaison Officer (LNO)

Administrative Specialist (AS)

Forward Transition Support Teams (FTST)

Chapter 3 The TAP Process

Tiers

Figure 5. Tiers

Career Readiness Standards (CRS)

Transitioning Soldier Process

Figure 6. Transitioning Soldier Process

Curriculum Delivery Models

Course Cancellation

Figure 7. Army Transition Timeline (Distributive Model)

Figure 8. Consecutive Curriculum Model (example)

Accountability and Monitoring

Questionnaires and Assessments

Chapter 4 Identification and Notification of Transitioning Soldiers

Notification

Intake

Follow Up with Pre-Clients

Chapter 5 Individualized Initial Counseling (IIC) with Self-Assessment

Chapter 6 Pre-Separation Counseling

Manual Pre-Separation Briefing

Automated Pre-Separation Briefing

Pre-Separation Counseling Supplements

Chapter 7 TAP Courses and Soldier CRS Deliverables

Army Transition Day

Individual Transition Plan

Post Transition Financial Plan

Gap Analysis

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

Figure 9. DOL One-Day Exemption Criteria

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 and Installation Clearance

Capstone

Commander’s Verification

Installation Clearance

Chapter 10 TAP Resources

TAP Website (https://www.sfl-tap.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

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

Figure 10. Communication Chain

Disciplinary Actions

Dismissal

Personnel—OCONUS

Volunteers

Chapter 14 Training

New Hire Training

Sustainment Training

Training Compliance

Chapter 15 Logistics

Facility

Equipment

Maintaining TAP XXI and DoDTAP Connectivity

Repairing Equipment

Supplies

Utilities

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

Chapter 16 Performance Requirements and Quality Control

Performance Objectives and Requirements

Figure 11. Performance Requirement Examples

Quality Control

Chapter 17 Legacy Clients

Appendix 1. Glossary of Terms

Appendix 2. Commonly Used Acronyms

Appendix 3. Standard Issue TAP Library

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. Legacy Client TAP Standards

Appendix 10. Pilot Legacy Client TAP Standards

Appendix 11. TAP Standards (ALL)

Appendix 12. PaYS Access

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 Soldier for Life – Transition Assistance Program, Army Directive 2019-26 (Implementation of Changes to the Soldier for Life – Transition Assistance Program), and DoDI 1332.25 (TAP for Military Personnel).

Emerging issues and policy changes often require modifications to the guidance in the SMM. Updated TAP procedures are disseminated via email and implemented through operational updates. Training and release of information can be accessed via shared means and will be sent out electronically via requested safe mode access. Staff must ensure they read and understand all updates to the SMM and supporting material as it is made available and make changes as applicable.

This manual does not present all corporate contractor policies. Corporate personnel policies pertaining to employee relations take precedence over this manual. Questions regarding corporate personnel policies must be referred to the corporate Human Resources Office through the Contractor Installation Manager (CIM) and Regional Manager (RM) responsible for the site.

Transition Assistance Program (TAP)

TAP is part of the Army’s Transition Soldier Life Cycle (SLC), which incorporates sections of transition assistance throughout a Soldier’s career. Displayed in Figure 1, the Army’s Transition SLC consists of three phases: An Initial Phase (0-1 year), a Service Phase (1 year+), and a Transition Phase (as early as 24 months for retiring Soldiers and, 18 months for all others but NLT 12 months for all). Through the SLC, Soldiers will develop key career skills through education, technical training, and financial management that will prepare them for a successful Army career and productive civilian life.

Figure 1. Transition SLC Model

TAP delivers a robust transition program for America’s Army that ensures eligible transitioning Soldiers have the knowledge, skills, and resources necessary to be competitive and successful in the global workforce. TAP helps transitioning Soldiers make informed career decisions through counseling and employment assistance, building upon lessons learned in the Initial and Service phases of the SLC.

The TAP Mission

TAP provides effective transition and employment assistance services that help clients assess their skills and objectives, then helps them to set goals and develop a plan to achieve them.

TAP adheres to Law and Army policy. The Army Regulation 600-81 prescribes the Soldier for Life – Transition Assistance Program policies from the headquarters of the Department of the Army.

Army transition efforts include multiple legal obligations that include the Veterans Opportunity to Work (VOW) Act (Statutory), Career Readiness Standards policy (Law and DoD policy), and the National Defense Authorization Act (NDAA). VOW mandates for Pre-Separation counseling, Department of Labor Employment Fundamentals of Career Transition (One-Day), and VA Benefits and Services. Career Readiness Standards (CRS) policy mandated by OSD and DoD.is a list of requirements Soldiers must meet prior to their transition date on their DD Form 214.

The National Defense Authorization Act for Fiscal Year 2019 requires transition services to have at least three counseling pathways (tiers) for Soldiers that address 13 demographics and calls for an in person self-assessment before any other transition service.

U.S. Title 10 Code Chapter 58 explains all of these benefits and services in detail to include all amendments.

TAP includes all government mandates in the program and includes VOW, CRS, and NDAA. NDAA outlines transition as a mandatory program and core functional requirements that measure and support a Soldier’s career readiness. To simplify, we refer to all requirements as CRS.

The Army pays unemployment compensation to eligible Soldiers separated from active duty either because of completion of tour of duty, completion of enlistment contract, disability retirement, as a result of the Selective Early Retirement Board, or regular retirement, and has not been unfavorably discharged. TAP training helps reduce the amount of these payments by preparing Soldiers to succeed with their transition and in their next career.

TAP fosters and promotes Army retention. TAP helps Soldiers evaluate Army benefits and compensation so they may make informed career decisions. When Soldiers decide to transition from Active Duty, enlistment in the Guard or Reserves can supplement their income, provide education and career opportunities, and expand their contacts in the community.

TAP staff demonstrate caring dedication to Soldiers and their families, and continue the Army’s lifelong commitment to Soldiers. Such dedication fosters a positive feeling toward the Army and improves the Army’s ability to recruit young men and women.

Soldiers who believe their military service prepared them to succeed in their next career are more likely to remain loyal to the Army and recommend enlistment in the Army to their friends and family members.

The TAP Client

The TAP client is defined in AR 600-81 and DoDI 1332.35. Laws and policies mandate Soldiers who leave the Army with 180 or more continuous days of Title 10 Active Duty service (not including training days, in certain instances) comply with legal and regulatory requirements to receive transition assistance services and benefits as early as possible. Retiring Soldiers may initiate TAP services 24 months prior to retirement.

All other Soldiers may initiate TAP services 18 months prior to their scheduled release date but no later than 366 days. United States Army Reserve (USAR) and Army National Guard of the United States (ARNG) Soldiers with Title 10 orders that will result in at least 180 days of continuous Active Duty service outside of training days are also required to receive transition services.

A short-notice unanticipated loss, is defined as a separation with 30 days or fewer before separation, retirement, or release from Active Duty. An unanticipated loss is defined as an Unanticipated Release from Active Duty before completion of enlistment, contract, or orders. Soldiers being separated from the Army prior to their scheduled release date (either voluntarily or involuntarily) create a unique challenge and are at high-risk for unemployment. Once short-notice or unanticipated loss Soldiers are identified, Commanders will immediately refer those Soldiers to commence TAP services, to receive Individualized Initial Counseling/Self-Assessment, Pre-Separation Counseling, and participate in all possible transition services prior to transition. A Soldier is considered to be involuntarily separated if they are involuntarily discharged or they are denied reenlistment.

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

The AR 600-81 describes three fundamental types of TAP clients: Soldiers, their family members, and DA Civilian employees. However, these individuals are part of a larger population of Veterans, retired Soldiers, and Reserve Component Soldiers who are eligible to enroll and receive tailored transition assistance counseling and employment assistance services with TAP. It is important to understand the distinction between an eligible client who may receive services and an eligible client who is required to receive services. For example, a retired Soldier is eligible to receive services for life; but, IS NOT required to complete Individualized Initial Counseling/Self-Assessment, Pre- Separation, or Capstone Counseling. A Soldier who is retiring within 24 months is eligible for TAP as well, but IS required to complete Individualized Initial Counseling/Self-Assessment, Pre-Separation, and Capstone Counseling and should be career ready by attaining all applicable CRS in accordance with their counseling pathway/tier assignment. In addition, the Department of the Army policy extends transition assistance to family members and caregivers of all AC Soldiers and those RC Soldiers on Active Duty who have been referred to IDES and also caregivers of eligible Soldiers assigned or attached to a Warrior Transition Unit or Soldier and Family Assistance Center (SFAC). TAP services are available to retired Soldiers’ family members and Veterans on space availability.

The TAP Center, Army Installation, and Contractor

The Army installation is the basic operating level for services to Soldiers, Army Civilian employees, and their families. To provide these services, the TAP Program Management Office implements regulations, directives, and instructions that carry out the will of Congress, as expressed in authorization and appropriation bills, as well as the policy decisions of DoD.

Based on anticipated demand for TAP client services, the Army Transition Division Director at Human Resources Command (HRC) secures funding and resources for TAP Centers, including forward operations and TAP staff.

Installation Management Command (IMCOM) budgets for and directs the delivery of essential installation services. At the installation level, the Garrison Commander resources and manages all installation support functions and services.

The TAP contractor staff does not provide all transition-related services, but they are part of a diverse multidisciplinary team. The Transition Services Manager (TSM), who has government oversight for local TAP operation, coordinates the delivery of transition services and support between TAP and other contractors, interagency partners, civilian entities, and installation service providers. The following are examples of some installation elements that may also work closely with transitioning Soldiers during the TAP process:

Directorate of Human Resources (DHR) activities influence working and living environments on the installation. Services delivered under the purview of this Directorate include Military Equal Opportunity and Affirmative Action Programs.

Army Substance Abuse Program (ASAP); Director, Family and Morale, Welfare & Recreation (DFMWR); Civilian Personnel Advisory Center (CPAC), and Military Personnel Division (MPD).

Network Enterprise Center (NEC) personnel set operating policies, administer automation activities and systems, and maintain the network on the Installation.

Office of the Staff Judge Advocate (SJA) provides legal advice to Commanders, Soldiers, and Family members and counsels transitioning Soldiers regarding post government employment restrictions.

The Chaplain provides traditional religious services and coordinates counseling services to Soldiers and Family members.

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

Education Center counselors may provide services within the TAP Center, such as education counseling services and/or instructing the DoD Education Track.

Army Community Service (ACS) installation representatives may assist transitioning Soldiers with many topics from relocation assistance to behavioral health concerns.

The TAP Culture of Professional Service

The Army expects standardized high quality service delivery from TAP staff, therefore, staff comply with the business processes and rules set forth in this manual and other TAP operating guidance. As members of a professional team, TAP staff adhere to a strong ethical code. TAP staff respect client dignity and ensure that personal information, counseling disclosures, and job search documents are kept confidential.

TAP clients are the primary focus; as their goals and needs are the reason TAP exists.

Figure 2 demonstrates the TAP Staff Member Creed.

Figure 2. TAP Staff Member Creed

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.

TAP staff cooperate with other service providers, but should not intrude on their missions. TAP adheres to installation safety, security as well as administrative rules and regulations, which exist to protect TAP staff and clients. TAP staff cooperate with unit Commanders, leaders, and supervisors and depend on those relationships to encourage Soldier participation in TAP. Unit Commanders, leaders, and supervisors expect TAP staff to respond to inquiries promptly, accurately, and politely.

TAP XXI is the System of Record for Army transition assistance services. Specific operating instructions for the TAP XXI system are in the TAP XXI User Guide, located in milSuite and via the contractor’s reference library/shared drive. TAP staff must effectively and efficiently capture and update TAP XXI data for up-to-date tracking of client progress. Updated data reported from TAP XXI is used to ensure mutual support of the TAP initiative and transition program.

TAP staff must maintain objectivity at all times and avoid anything that detracts from their ability to do so. The counselor (transition or financial) role in facilitating transition and job search activities is one of motivating, not controlling. The goal is client empowerment. Counseling must ultimately allow clients to take ownership of their transition process. For example, counselors should not dominate conversations, dictate, or impose their own values. Counselors should avoid interruptions during meetings with clients. Figure 3 demonstrates the Client Bill of Rights.

Figure 3. TAP Client Bill of Rights

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.

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 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.

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 (CORs) are located at HRC. In addition, the technical team responsible for TAP XXI is also comprised of government employees who oversee additional contractors for the maintenance and revision of TAP XXI.

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 the Transition Services Manager (TSM) of their assigned region and the HQ IMCOM Staff.

Transition Services Manager (TSM)

The AR 600-81 provides insight to the TSM function for TAP. This section identifies items pertaining to local TSM responsibilities as they relate to the TAP contractor. A TSM may function as an Assistant Contracting Officer Representative (ACOR) to the CORs in order to assist the Army in monitoring contract performance and standardization. TSMs in their role as an ACOR are limited in scope in regards to government employee/contractor staff working relationships. For example, TSMs do not supervise the TAP center staff or have authority to direct the contractor not to report to work. If closure of a center is needed, the TSM must obtain confirmation from the CORs at HRC prior to closure if the installation is operational and will also inform the IMCOM Regional Leader. In the event of inclement weather, the TSM should notify the CORs at

HRC.

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 the process to obtain security clearances due to installation guidance. The TSM monitors and reports compliance and makes sure that contractor Common Access Cards (CAC) are issued. The TSM also conducts coordination with the local security office and/or other government entities responsible for documenting and granting access to technical 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 support to the TAP contractor at multiple junctures, such as identification and notification of eligible TAP Soldiers and their Commanders and Commanders’ designees, during TAP course delivery, and at Capstone. The TSM/government provides 18-month Projected Loss Rosters to TAP contractor staff with Soldier email addresses to support the contractor in the identification and notification of eligible TAP Soldiers. By mutual arrangement, the TSM and CIM ensure Soldiers are identified and referred for Individualized Initial Counseling/Self-Assessment and Pre-Separation Counseling along with all required transition assistance. The TSM ensures information pertaining to unanticipated losses is also obtained so official notification to Commanders, supervisors and Soldiers can be prepared. 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.

The TSM may also complete and submit a mission request for staffing support in the event of a surge in transitioning Soldiers, such as a mobilization, demobilization, or Soldier 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) to serve as a TAP installation POC in support of 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 of time, or the TSS may assist the contract staff in working with installation officials in support of TAP endeavors. Regardless of the presence 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 Soldier 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. Policy and operational guidance is 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 (QC) 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/Self-Assessment, Pre-Separation Counseling and TAP additive courses. TAP additive classes should be offered at least once a month and if they are not, the CIM is to inform their RM as to 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 CORs. 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 government contractor employees providing services to clients, staff must conduct themselves in a professional manner compliant with company and contractor policies.

Contractor employees are accountable to the FAR and other applicable statutes.

Impropriety, the appearance of impropriety, or conflicts of interest between an employee's official duties and personal interests are not allowed.

Contractors are not government employees. In order to reduce mistakes, misrepresentation, or confusion, contract employees must self-identify as a contractor by wearing a contractor-issued badge, in their correspondence such as email signature blocks, on work product documents, when answering the telephone, and in meetings.

Contractor personnel should wear the contractor-issued badge, which must be attached to clothing above the waist at all times when performing work under this contract.

Badge cannot be hidden under clothing or in a pocket and must be displayed at all times while on the military installation.

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

Contractor employees may not give gifts to government or federal employees, including their TSM or TSS. Contractor employees are not authorized within the U.S. to use government facilities, such as a commissary, unless they are entitled to these services, perhaps as retired military or dependent.

Personal information for clients or their family members can be given to other TAP staff or the TSM/TSS only when conducting official business or when required to provide transition services. The client must give approval to release this information to another party. Releasing client information to an employer or firm that may profit from the information is strictly prohibited. The files and information concerning clients and family members must be safeguarded to prevent unauthorized release. Unauthorized access to information in the web-based TAP XXI, DoDTAP, and OEMA systems must be prevented.

Data Security and Breaches

All contractor staff are responsible for preventing and taking appropriate measures with information security threats, monitoring workstations to control access, and ensuring compliance with security procedures. To prevent unauthorized disclosure or disposal, contractor staff protect all forms of sensitive written or digital information. Credentials such as usernames and passwords will not be shared.

Contractors cannot create a database with information obtained from TAP XXI or any other Army application, database or system without the approval of the Program Management Office (PMO). The documents, publications, and information obtained from working with TAP and found in TAP XXI are Army property and cannot be used, disposed of, or utilized by an employee for personal benefit or the benefit of anyone other than the Army, TAP center clients, or the contractor while performing contract requirements.

All contractor staff are responsible for reporting security or Personally Identifiable Information (PII) lapses, violations, or breaches to the PMO; this is accomplished by submission of a written report to the PMO (minimally the Program Manager (PM), Deputy Program Manager (DPM), Regional Manager (RM), Contractor Installation Manager (CIM)) AND assigned ACOR within ONE HOUR of the breach. This report must contain the “who, what, when, where and why” (5 W’s) details of the breach.

Organization Conflict of Interest

Organizational Conflict of Interests (OCI) generally applies to a contractor who furnishes advice, information, direction, or assistance to an offeror or any other contractor in support of the preparation or submission of an offer for a government contract by that offeror. If an OCI occurs, a written report must be submitted minimally to the Program Manager (PM), Deputy Program Manager (DPM), Regional Manager (RM), Contractor Installation Manager (CIM), AND assigned ACOR - within ONE HOUR, which contains the 5 W’s. In turn, a PMO staff member will promptly submit a plan to the Contracting Officer for avoidance or mitigation.

Common Access Card and Other Government Credentials

A Common Access Card (CAC) is an identification card containing a smart chip encoded with information that uniquely identifies the bearer of the card, and is read by a device typically connected to a computer. The DoD and the Army use CACs to identify an individual and confirm that individual’s right to use an automated system, gain access to a network, and/or gain entry to a facility or installation.

All contractor staff must obtain a CAC as soon as possible following the return of the favorable security investigation. All contractor staff must follow the government rules for keeping, storing, and displaying their CAC as it is a sensitive item.

No staff member may give his or her AKO user name and password to another staff member to use. No staff member may use another individual’s AKO or CAC for any reason regardless of his or her relationship (e.g., spouse). Additionally, to protect sensitive information, staff must keep clients from observing their user name and password.

Passport Requirements

Due to the sustained military operations and deployment of Army personnel, TAP staff, to include Forward Transition Support Teams (FTST) personnel, may be tasked to provide remote TAP services to those Soldiers on deployment or stationed overseas.

TAP FTST staff assigned to CONUS transition locations must have a valid United States passport in their possession for the occasional OCONUS travel requirements (e.g., QC support and OCONUS support). Due to travel requirements, a valid passport with at least 6 months from expiration date must be maintained at all times.

Dress

Employees are to present themselves in a professional manner at all times in business attire since all employees come into contact with clients and business associates, whether they are working on the client site or in the employer’s office. There may be times that the nature of work allows for less formal attire, such as moving an office or working in a non-business environment. The CIM is responsible for determining the appropriate attire in these limited cases.

For TAP contractors, formal business attire such as a suit is preferred when instructing courses or presenting. Business casual dress is also acceptable for daily work activity.

In the event an employee does not adhere to dress guidelines, the CIM will ask the employee to dress professionally in the future. If an employee’s attire is inappropriate, the CIM will ask the employee to go home and change to meet the dress guidelines before returning to work. See Figure 4 and refer to Contractor Additional Employment Information (CAEI) training for more information.

Dress guidelines are flexible to extend for religious and disability accommodations.

Employees requiring dress accommodations must submit a request through their CIM who will inform their manager for a final determination.

Figure 4. Dress Guidelines

ACCEPTABLE Workday Dress Guidelines Suit with skirt or slacks Suit or sport jacket with dress slacks Dress or skirt slightly above the knee, knee length or longer (typical rule is longer than end of fingertips when hands are at sides)

Dress shirt with tie

Skirt or dress pants with a sweater or appropriate blouse, shirt or sweater with blazer

Clean shaven or neatly groomed facial hair

Dress shoes (peep toe is ok) Conservative neckline and perfume/ cologne UNACCEPTABLE Regular Workday Dress

Jeans See-through or excessively tight clothing Leggings or gym clothing Clothing with obscene, vulgar, profane wording or graphics Flip flops, sandals Shorts Ripped, torn, or stained clothing Tank tops or tops with spaghetti straps Tee shirts Sundresses or strapless dresses Head and footgear with slogans, drawings, or language which could be construed as being lewd, obscene, profane, or sexually suggestive, or which advocates or glorifies use of illegal drugs or other unlawful conduct.

Timekeeping

All contract staff must adhere to strict timekeeping practices. Timesheets, whether electronic or paper, must be kept up-to-date with daily time entries for hours worked.

Assigned labor charge codes will be entered for time worked performing the tasks specific to the contract. Holiday, Paid Time Off (PTO), and Leave Without Pay (LWOP) codes will be entered to reflect time off. PTO and LWOP must be approved in advance.

Installation announcements regarding training holidays, inclement weather closings, or holiday parties have no impact on contractor timekeeping rules. The 59-Minute rule does not apply to contractors. Each employee is expected to contact their CIM in the event of an emergency which prevents an on-time arrival to the worksite and/or a work absence.

Knowingly completing a timesheet that is not accurate may constitute a crime under Federal Law, therefore, all contractor staff must ensure that the hours he or she charges accurately reflect work performed and that only approved contract charges are applied.

Those hours cannot include time spent on non-work related activities (e.g., attending an activity day). All time must be submitted no later than 0900 the next business day.

Paid Work Hours

The staff may be comprised of some combination of full and part-time employees.

Full-time employees may be exempt or non-exempt. Exempt employees are salaried employees; non- exempt employees are hourly-wage employees. Non-exempt employees are eligible for paid overtime when required to work more than 40 hours per week. Part-time employees are funded for a minimum number of paid hours per pay period.

All staff maintain their calendars; the CIM verifies all scheduled events for part-time employees are consistent with their hours allotted and the non-exempt employees will not accrue overtime unless already approved through the RM.

From time to time, staff illnesses, vacations, vacancies, or TAP mission requirements can require overtime or an increase in a part-time employee’s hours. In some instances, the CIM receives authorization to increase overtime or part-time hours to a certain limit.

Any increase beyond previously authorized limits requires prior approval from the RM.

To ensure effective transition and employment assistance services, the CIM manages all employee schedules, including employee vacations or illness. If a projected extended absence requires support, the CIM must notify the RM to request approval to hire a temporary replacement.

To meet mission requirements, the TSM is authorized to direct changes to the TAP center's operating hours. However, the TSM is not authorized to make changes that impose costs not previously authorized by the Army. The TSM must ensure that any proposed change to the operating hours can either be met without additional cost or, if a cost is involved, that the COR approves the change. The TSM or CIM is not authorized to close a TAP center or satellite office without prior approval from the TAP Program Management Office at Fort Knox, unless an emergency condition exists.

Each employee is responsible for documenting hours worked. The contractor has established rules for timesheet documentation and the CIM enforces those rules. The CIM and RM verify individual hours reported on timesheets. Since timesheets document contractor costs to the Army, falsifying timesheets may be construed as fraud under Federal law and will be cause for disciplinary measures, to include dismissal.

Timesheets must reflect only actual hours worked or credited as legitimate sick leave, vacation, observed holidays, or leave without pay, etc. Even though all official hours worked must be documented, crediting an employee with overtime for hours worked is prohibited. This includes evening or weekend hours required by the center's operating hours. Questions concerning documenting work hours or authority to work outside the TAP center should be referred to the RM.

TAP Contractor Staff

The Contract Administrator is the liaison between the contracting entity and the Army Contracting Officer and Army Contracting Officer’s Representative, and is responsible for management of all contractor staff and day-to-day functions of TAP. The TAP contractor staff is led by a PM, who leads the PMO for the contract. The PM is responsible for overall management of the contract and all contractor staff that fall within. The PM directs all performance management and review, investigations, and counseling of contractor staff. The DPM supports the PM with the day-to-day functions of TAP. RMs provide management support and guidance to TAP contractor staff to ensure required services are provided in a standardized manner across the program to include a staffing, recruiting and coverage plan.

Additional staff are assigned to the PMO, such as quality control, strategic communications, intelligence, liaison officers, analysts, and trainers. The additional staff support TAP centers in a variety of ways and serve to meet additional contract requirements outside of providing direct services to transitioning Soldiers. The vast majority of the contract staff are located at TAP centers in order to provide direct services to transitioning Soldiers, therefore, the following sections will focus on the TAP center staff commonly placed at these sites and their roles.

Contractor Installation Manager (CIM)

As the TAP contractor’s representative on the installation, the CIM is responsible for the efficient and effective operation of the TAP center and for compliance with the terms of the contract. The CIM effectively manages personnel and materials provided by the contractor according to contractor policies and rules. At OCONUS sites, the CIM ensures employees comply with host nation Status of Forces Agreements (SOFA) provisions. The CIM serves as the contractor's POC on the installation and works closely with the RM and TSM to achieve TAP goals. New CIMs are trained and certified by the RM and report to a RM.

The CIM ensures that new employees complete and submit a NACI application and that the NACI process is initiated and completed for each staff member. The CIM submits NACI status report updates for staff members. The CIM submits a DD Form 2875 for newly hired employee’s TAP XXI, DoDTAP, and OEMA accounts for signature and further processing once requirements are met. TAP XXI account requirements include:

a NACI, TAP XXI training, Cyber Awareness Challenge, Personally Identifiable Information (PII), and HIPAA training completion in addition to a DD Form 2875 and possibly additional Acceptable Use Policy agreements.

The CIM does not create, change, or delete a TAP XXI account locally and will follow the procedures outlined in the TAP XXI User Guide and Transition Division Director’s communication. 48 hours before an employee’s departure, the CIM ensures no clients are assigned nor TAP XXI appointments are made for a departing employee and will notify the contractor Information Technology Liaison Officer (IT LNO) of the employee’s departure date for deactivation.

The CIM performs all duties as a counselor would and provides all the same services as any staff member across the TAP setting. The CIM also trains, directs, evaluates, and when necessary, disciplines contractor employees in accordance with contractor policies and operating procedures contained in this manual. The CIM ensures contractor staff understand policies and procedures and are implementing them according to their intent. The CIM explains TAP performance standards to staff to ensure they are trained and prepared to achieve those standards. The CIM does not allow any new staff member to perform any substantive activity, such as counseling a client or teaching a class without supervision, until the new staff member has demonstrated proficiency in the activity. The CIM observes, or assigns a certified employee, to observe new contractor staff performance to ensure proficiency prior to teaching classes, counseling, or performing other tasks. Ultimately, the CIM must certify a new employee’s proficiency by completing a certification memo, which is then sent to the Training Team for process.

The CIM meets weekly with the TSM, or local installation proponent for TAP to ensure the site is meeting the Command’s needs, maximizing efficiency, and eliminates redundancy.

The CIM monitors and verifies hours charged against timesheets to ensure only approved contract charges and charge codes are applied. Knowingly completing or approving a timesheet that is not accurate may constitute a crime under Federal law.

The CIM, in coordination with the TSM, establishes an appropriate protocol and referral procedure to be followed (e.g., when to call the Military Police) and shares the protocol and referral procedures with all TAP center staff.

The CIM ensures that counselors are available for all walk-in clients during normal business hours to accommodate the local mission. Scheduled counseling appointments have priority over walk-ins, hence walk-in clients should not displace scheduled clients.

For Soldiers requiring counseling appointments, the scheduled wait time for an appointment should not exceed ten (10) working days from date of request. The CIM will ensure brick and mortar sites are staffed adequately to guarantee the wait does not exceed the required ten (10) day period based on previous FY average weekly throughput for each individual site. The CIM ensures the TAP center is staffed accordingly to accommodate incoming calls and walk-in clients wanting to schedule appointments or ask general transition related questions. The CIM confirms that a minimum of one walk-in counselor is always available; the CIM could also be scheduled as the walk-in counselor as long as this does not cause any conflict with other duties assigned throughout the day.

The CIM schedules, sets-up/breaks-down classrooms, announces and plans local group briefings; and coordinates DOL One-Day and VA Briefings as required to meet the needs of the Soldiers. Efforts outlined herein should be coordinated with TSM in advance of implementation. Set-up and break-down of classrooms include any of the following actions but are not limited to: scheduling, opening/closing of rooms (signing for keys, if needed), laying out materials (note pads, pencils, pen, manuals, disk, etc.), wiping down tables or white boards, setting trash cans outside the door, clearing easel pads, turning on/off or testing equipment in rooms, and making appropriate notification if equipment is broken or not working properly.

Each week on Friday, the CIM emails the TSM an informal written projected Personnel Status Report (PSR) describing contractor staff duty status and projected absences from a staff member’s place of duty for the upcoming week to ensure the TSM is aware of the contractor staff’s ability to perform the mission. The CIM manages staff member absences to ensure missions are covered. The CIM notifies the TSM if that status changes during the week. This information is also given to the RM weekly.

The CIM determines bulletin board layout, features and location. The CIM displays, promotes and makes available materials received from the TAP Program Management Office at Fort Knox, the contractor or the TSM. The CIM is authorized to display job announcements and materials (e.g., hiring events) he or she judges as relevant and important to a large portion of the client population, space being the primary limiting factor. Bulletin board materials must be updated monthly at a minimum.

The CIM cannot, unilaterally, deny an employer the opportunity to post job vacancies on the job bulletin board and must be authorized by the TSM to do so. When determining how unsolicited materials received from other sources are made available, the CIM and TSM consider the quality, quantity and currency of both the new materials and the materials they will replace. The CIM does not display or make available to clients any materials from persons, companies, or agencies that are not actual employers or that intend for clients to buy any product or services unrelated to education or training that promote the client’s employment.

The CIM protects and conserves the TAP center library if these materials are issued to the site. The CIM is required to ensure that library materials are made available for use and are safeguarded from damage and theft. The CIM conducts semi-annual inventories using the updated standard issue Standard Issue TAP Library Form. The CIM should have a record of account for their library and this should be filed IAW with ARIMS; this is verified during inspection with VQC or QC. Refer to Appendix 3 for the Standard Issue TAP Library Form.

The CIM may account for or assign another TAP contract staff member to account for supplies, furniture or equipment solely for contractor staff use at the location in order to provide inventory support.

The CIM ensures all Partnership for Youth Success (PaYS) participants receive their information through PaYS and that staff is thoroughly familiar with the PaYS Program and the PaYS website. Review Appendix 12 on how to gain access to the Army PaYS website.

In conjunction with the TSM, the CIM works toward achieving TAP standards.

The CIM, working within resource constraints, cooperates with the TSM to establish operating hours; as well as Individualized Initial Counseling/Self-Assessment, Pre- Separation Counseling, workshop and briefing schedules to meet the needs of the installation. The TSM and CIM meet weekly to determine and monitor the availability of Individualized Initial Counseling/Self-Assessment, Pre-Separation Counseling, Army Transition Day courses, DOL Employment workshops, VA Briefings and other employment assistance training to determine if the number and capacity of scheduled events are compliant and meet client need. The goal is to achieve a balance between Soldiers having reasonable access to required services early enough in their transition process to take advantage of them and scheduling too many briefings, workshops and courses that use valuable staff resources inefficiently. As necessary, the TSM and CIM meet to reassess the frequency and capacity of TAP center event schedules.

The CIM ensures that events created in TAP XXI are compliant, accurate, and available for scheduling, as well as Soldiers attending Individualized Initial Counseling/Self- Assessment and Pre-Separation Counseling learn about TAP’s 24/7 Virtual Center and its potential for supporting TAP services.