Technical_Exhibit_14_-_AR_600-81_Soldier_For_Life_Transition_Assistance_....pdf

Army Regulation 600–81

Personnel-General

Soldier for Life

- Transition Assistance Program

Headquarters Department of the Army Washington, DC 17 May 2016

UNCLASSIFIED

Technical Exhibit 14

SUMMARY

AR 600–81

Soldier for Life - Transition Assistance Program

This new Department of the Army Regulation, dated 17 May 2016--o Clarifies specific “warm handover” guidance for Soldiers separating with an under other-than-honorable condition or characterization of service, or with a bad-conduct discharge (paras 7-2e(2) and 7-8c).

o Includes language to permit students and trainees to receive transition assistance program services, on a space-available basis, for up to 180 days post DD Form 214 date, and is consistent with the transition Soldier Life Cycle (chap 7).

o Prescribes the policies for the Soldier for Life - Transition Assistance Program (throughout).

o Includes changes to reflect 10 USC 1142, which excludes Servicemembers who have not completed 180 continuous days of active duty not including full-time training duty, annual training duty, and days attending a service school while in active service (throughout).

o Incorporates Army Directive 2014-18, Army Career and Alumni Program (hereby superseded) (throughout).

Headquarters Department of the Army Washington, DC 17 May 2016

Personnel-General

Soldier for Life - Transition Assistance Program

*Army Regulation 600–81

Effective 17 June 2016

H i s t o r y . T h i s p u b l i c a t i o n i s a n e w Department of the Army regulation.

S u m m a r y . T h i s r e g u l a t i o n p r e s c r i b e s policies governing the Soldier for Life - Transition Assistance Program. This regu-l a t i o n i m p l e m e n t s D O D D 1 3 3 2 . 3 5 a n d

DODI 1332.36

Applicability. This regulation applies to t h e R e g u l a r A r m y , t h e A r m y N a t i o n a l Guard/Army National Guard of the United States, and the U.S. Army Reserve, unless otherwise stated

Proponent and exception authority.

The proponent of this regulation is the Deputy Chief of Staff, G–1. The propo-nent has the authority to approve excep-tions or waivers to this regulation that are consistent with controlling law and regu-lations. The proponent may delegate this approval authority, in writing, to a divi-sion chief within the proponent agency or its direct reporting unit or field operating agency, in the grade of colonel or the civilian equivalent. Activities may request a waiver to this regulation by providing justification that includes a full analysis of t h e e x p e c t e d b e n e f i t s a n d m u s t i n c l u d e f o r m a l r e v i e w b y t h e a c t i v i t y ’ s s e n i o r legal officer. All waiver requests will be e n d o r s e d b y t h e c o m m a n d e r o r s e n i o r leader of the requesting activity and for-warded through their higher headquarters t o t h e p o l i c y p r o p o n e n t . R e f e r t o A R 25–30 for specific guidance.

Army internal control process. This regulation contains internal control provi-sions in accordance with AR 11–2 and identifies key internal controls that must be evaluated (see appendix B).

S u p p l e m e n t a t i o n . S u p p l e m e n t a t i o n o f this regulation and establishment of com-mand and local forms are prohibited with-out prior approval from the Deputy Chief o f S t a f f , G – 1 ( D A P E – H R P – T D ) , 3 0 0 A r m y P e n t a g o n , W a s h i n g t o n , D C 20310–0300.

Suggested improvements. Users are invited to send comments and suggested improvements on DA Form 2028 (Recom-m e n d e d C h a n g e s t o P u b l i c a t i o n s a n d Blank Forms) directly to the Deputy Chief o f S t a f f , G – 1 ( D A P E – H R P – T D ) , 3 0 0 A r m y P e n t a g o n , W a s h i n g t o n , D C 20310–0300.

Committee management. AR 15–1 re-quires the proponent to justify establish-i n g / c o n t i n u i n g c o m m i t t e e ( s ) , c o o r d i n a t e draft publications, and coordinate changes in committee status with the U.S. Army Resources and Programs Agency, Depart-ment of the Army Committee Manage-ment Office (AARP–ZX), 9301 Chapek Road, Building 1458, Fort Belvoir, VA 22060–5527. Further, if it is determined t h a t a n e s t a b l i s h e d “ g r o u p ” i d e n t i f i e d within this regulation later takes on the characteristics of a committee, as found in AR 15–1, then the proponent will follow all AR 15–1 requirements for establishing and continuing the group as a committee.

Distribution. This publication is availa-ble in electronic media only and is in-tended for command levels C, D, and E for the Regular Army, and D and E for the Army National Guard/Army National Guard of the United States, and the U.S.

Army Reserve.

Contents (Listed by paragraph and page number)

Chapter 1 Introduction, page 1 Purpose • 1–1, page 1 References • 1–2, page 1 Explanation of abbreviations and terms • 1–3, page 1 Responsibilities • 1–4, page 1 Mission • 1–5, page 1

*This regulation supersedes AD 2014–18, dated 23 June 2014.

AR 600–81 • 17 May 2016 i

UNCLASSIFIED

Contents—Continued

Chapter 2 Responsibilities, page 2 Assistant Secretary of the Army for Manpower and Reserve Affairs • 2–1, page 2 Deputy Chief of Staff, G–1 • 2–2, page 2 Chief, National Guard Bureau • 2–3, page 4 Chief, Army Reserve • 2–4, page 5 Assistant Chief of Staff for Installation Management • 2–5, page 6 The Surgeon General • 2–6, page 8 Commander, U.S. Army Training and Doctrine Command • 2–7, page 9 Commander, U.S. Army Recruiting Command • 2–8, page 9 Army commanders at all levels • 2–9, page 9

Chapter 3 Structure, page 10 Overview • 3–1, page 10 Statutory and Department of Defense requirements • 3–2, page 10 Principles of support • 3–3, page 10 Standards of service • 3–4, page 10

Chapter 4 Soldier for Life – Transition Assistance Program, page 11 Command responsibility • 4–1, page 11 Transition priority for services • 4–2, page 11 Transition participation • 4–3, page 11 Virtual curriculum in Joint Knowledge Online • 4–4, page 13

Chapter 5 Soldier for Life - Transition Assistance Program process, page 14 Veterans Opportunity to Work requirements • 5–1, page 14 Career readiness standards requirements • 5–2, page 14 Program Career Tracks • 5–3, page 14 Capstone process (completion is mandatory) • 5–4, page 15 Program transition timeline • 5–5, page 15 Early steps in the program • 5–6, page 16 Identifying Soldiers for transition services • 5–7, page 16 Notifying Soldiers for transition services • 5–8, page 17 Preseparation counseling • 5–9, page 19 Preseparation counseling for Soldiers within the Integrated Disability Evaluation System • 5–10, page 22 Preseparation counseling for prisoners • 5–11, page 23 Preseparation counseling for eligible, pre-deploying Active Component Soldiers • 5–12, page 23 Directed initiatives—Partnership for Youth Success program • 5–13, page 23 Initial counseling • 5–14, page 24 Individual transition plan • 5–15, page 25 Follow up with new clients • 5–16, page 25 Military occupational specialty crosswalk process • 5–17, page 25 Department of Labor Employment Workshop • 5–18, page 25 Department of Labor Employment Workshop exemptions • 5–19, page 26 Veterans Administration Benefits Briefings • 5–20, page 26 Financial Planning Workshop • 5–21, page 26 Wrap-up counseling • 5–22, page 27 Installation clearance • 5–23, page 27 Army retention • 5–24, page 27 ii AR 600–81 • 17 May 2016

Chapter 6 Army National Guard and U.S. Army Reserve, page 28 Army Reserve Component Soldiers • 6–1, page 28 Army National Guard • 6–2, page 28 Army National Guard model • 6–3, page 28 U.S. Army Reserve • 6–4, page 29 U.S. Army Reserve model • 6–5, page 29

Chapter 7 Soldier for Life–Transition Assistance Program Client, page 31 Eligible clients • 7–1, page 31 Soldiers • 7–2, page 31 Spouses and dependents • 7–3, page 31 Exceptions to eligibility • 7–4, page 32 Eligible retirees and veterans • 7–5, page 32 Eligible Soldiers referred to the Integrated Disability Evaluation System • 7–6, page 32 Eligible Soldiers assigned or attached to a Warrior Transition Unit, and Soldier and Family Assistance Center clients

• 7–7, page 32 Eligible prisoners • 7–8, page 32 Eligible Soldiers subject to the Army Stop Loss Program • 7–9, page 33 Eligible demobilizing Reserve Component Soldiers • 7–10, page 33 Involuntary separations • 7–11, page 33

Chapter 8 Army Career Skills Program, page 34 Objective • 8–1, page 34 Implementation • 8–2, page 34 Sample screening and selection process for commander use • 8–3, page 37 Criteria for Career Skills Programs • 8–4, page 38 Army Reserve career skills • 8–5, page 38

Chapter 9 Connect Soldiers: Soldier for Life, page 40 Objectives • 9–1, page 40 Task organization • 9–2, page 41 Connection with Army personnel • 9–3, page 42 Outreach, networking, and connecting • 9–4, page 42 Grassroots Army network development • 9–5, page 43 Retired Soldier services • 9–6, page 44 Tracking and reporting • 9–7, page 44

Chapter 10 Employment Assistance and the Employment Process, page 45 Employment assistance • 10–1, page 45 Employment assistance process • 10–2, page 45 Job search process • 10–3, page 46 Federal job application training • 10–4, page 47 U.S. Army Reserve employment assistance • 10–5, page 47

Chapter 11 Soldier Life Cycle and Transition, page 49 Soldier Life Cycle • 11–1, page 49 Soldier Life Cycle – Transition Assistance Program timeline • 11–2, page 50 Initial phase (0–1 year) • 11–3, page 50 Service phase (1–10 years) “Serve Strong” • 11–4, page 51 iiiAR 600–81 • 17 May 2016

Service phase: (reenlistment) “Serve Strong” • 11–5, page 51 Service phase: (unemployed or at-risk RC Soldiers) “Serve Strong” • 11–6, page 51 Careerist (10 years-retirement) “Serve Strong” • 11–7, page 51 Transition phase (12 months prior to transition) “Reintegrate Strong” • 11–8, page 52

Chapter 12 Support: The Soldier for Life – Transition Assistance Program Staff, page 53 Transition services manager • 12–1, page 53 The transition services manager’s role in the process • 12–2, page 54

Chapter 13 Web-Based Support, page 57 Job portal • 13–1, page 57 Program Web site • 13–2, page 57 Accountability and monitoring • 13–3, page 57 Asynchronous training • 13–4, page 58

Chapter 14 Quality Assurance and Quality Control, page 59 Objectives • 14–1, page 59 Concept • 14–2, page 59 Measuring success • 14–3, page 59 At the installation-site level • 14–4, page 60

Appendixes

A. References, page 61

B. Internal Control Evaluation Checklist, page 64

Table List

Table 4–1: Timeline for meeting phased-transition requirements, page 12 Table 4–2: The five-consecutive-days model, for rapid transitions, page 12 Table 5–1: Automated preseparation counseling for eligible Soldiers, page 20 Table 5–2: Manual preseparation counseling for eligible Reserve Component Soldiers, page 22

Figure List

Figure 5–1: Sample notification memo to Soldiers, page 18 Figure 5–1: Sample notification memo to Soldiers, continued, page 19 Figure 5–2: Partnership for Youth Services information sheet, page 24 Figure 8–1: Sample participation letter, page 35 Figure 9–1: Soldier for Life regional alignment map, page 42 Figure 11–1: The life cycle for a Soldier in transition, page 50

Glossary iv AR 600–81 • 17 May 2016

Chapter 1 Introduction

1–1. Purpose This regulation prescribes the policies for the Soldier for Life - Transition Assistance Program (SFL–TAP). The SFL–TAP is a component of the Transition Soldier Life Cycle model, designed to deliver a world-class transition assistance program that will “prepare” Soldiers, Department of Army (DA) Civilians, retirees, and Soldiers’ Family members for a new career, and “connect” Soldiers, with employers primed to hire veterans. The SFL–TAP ensures all eligible Soldiers in transition have the opportunity to develop the knowledge, skills, and self-confidence necessary to be competitive and successful in the global workforce and to achieve their post military service goals. The SFL–TAP helps transitioning Soldiers, DA Civilians, retirees, and Soldiers’ Family members make informed career decisions through benefits counseling, career preparation, and employment assistance to bring about a successful transition.

1–2. References See appendix A.

1–3. Explanation of abbreviations and terms See the glossary.

1–4. Responsibilities Responsibilities are listed in chapter 2 of this regulation.

1–5. Mission

a. SFL–TAP is an enduring program, institutionalized within the Army culture and life cycle functions. The

SFL–TAP provides a broad spectrum of programs, services, and networks. These are designed to prepare and connect Soldiers, DA Civilians, retirees, and Soldiers’ Family members, who are making critical career and transition decisions long before their separation date as stated on DD Form 214 (Certificate of Release or Discharge from Active Duty).

The SFL–TAP is not a job-placement service but instead a program through which a wide range of services are made available to users. This is done through a combination of services provided by the Department of Defense (DOD), Department of Labor (DOL), Department of Veterans Affairs (VA), Small Business Administration (SBA), sister Services, and the U.S. Army. Transition counseling and career planning during the Soldier Life Cycle is the corner-stone service that helps the user properly focus on their career path, and the value of their experience, should they remain on active duty or make the transition to civilian life. Individuals using services have access to an abundance of reference materials and a wealth of information about benefits, civilian employment opportunities, career planning, and services available through many Federal, State, and local government agencies. SFL–TAP establishes a strong partner-ship between the Army and the private sector, creates a connection multiplier, improves employment prospects for personnel in transition, reduces unemployment compensation costs to the Army, and allows career Soldiers to concentrate on their mission.

b. The SFL–TAP fosters and promotes Army retention, both on active duty and in the Army National Guard (ARNG) or U.S. Army Reserve (USAR). The SFL–TAP helps Soldiers compare and contrast Army benefits and compensation with similar public or private sector occupations, to make informed career decisions. When Soldiers decide to leave active duty, the SFL–TAP shows them how continued service in the ARNG or USAR can supplement their income, provide education and career opportunities, and expand their contacts in the community.

c. The Army SFL–TAP’s dedication to Soldiers and their Families engenders a positive feeling toward the Army, and improves the Army’s ability to recruit young men and women. Soldiers who believe military service prepared them to succeed in their next career are more likely to remain loyal to the Army and to recommend serving in the Army to their friends and Family.

d. The SFL–TAP provides effective transition and employment assistance services to help Soldiers in transition assess their skills and objectives, then set goals and get help to achieve them. The transition process, and the personal coaching received, enables Soldiers in transition to overcome barriers. Personal coaching also engenders individual motivation, which encourages the Soldiers to return for more services. Services provided in a caring manner build trust and result in desired outcomes.

1AR 600–81 • 17 May 2016

Chapter 2 Responsibilities

2–1. Assistant Secretary of the Army for Manpower and Reserve Affairs

a. The ASA (M&RA) will—

(1) Provide policy oversight of the SFL–TAP.

(2) Assign the appropriate departmental deputy assistant secretary or director to serve as an Army Transition

Assistance Program Senior Steering Group member.

(3) Provide representation to the SFL–TAP Executive Committee working groups, as necessary.

(4) Coordinate legislative matters that affect Army transition services to ensure adherence to Federal law.

b. Director, Army Marketing and Research Group. The Director, AMRG, on behalf of ASA (M&RA), will—

(1) Introduce employer partners to SFL–TAP.

(2) Synchronize outreach efforts and engagements with industry through SFL–TAP.

(3) Provide a list of Partnership for Youth Services (PaYS) Program Soldiers to USAR and ARNG, and ensure that a methodology for interviews exists.

(4) Report PaYS employment related metrics to SFL–TAP for inclusion in the “Quarterly Connection Update” briefing.

(5) Help develop and synchronize the marketing and branding of SFL–TAP.

2–2. Deputy Chief of Staff, G–1

a. The DCS, G–1 will—

(1) Develop and publish Army policies for transition, credential-fulfillment programs, apprenticeship programs, private sector internships, on-the-job training (OJT), and/or job-shadowing programs for the Active Component (AC) and Reserve Component (RC).

(2) Implement and administer the SFL–TAP in accordance with law and policy.

(3) Represent the SFL–TAP at DOD level.

(4) Review Army SFL–TAP services.

(5) Coordinate Army-wide SFL–TAP in the context of other life cycle and well-being programs.

(6) Ensure appropriate funding across all commands and agencies that support SFL–TAP.

b. The Chief, Soldier for Life (SFL), on behalf of the DCS, G–1, will—

(1) Be responsible to the Chief of Staff of the Army and DCS, G–1 for all Army transition assistance services that connect a Soldier with an employer, to include retirement-connect missions and synchronizing efforts to connect stakeholders.

(2) Develop virtual career fair and/or hiring events to support Soldiers in transition who seek employment.

(3) Support the SFL–TAP by clearing a path for community and retired Soldier networks.

(4) Report connection data and/or metrics to the U.S. Army Human Resources Command (HRC) Transition Division and senior Army leadership.

(5) Support the SFL–TAP strategic communications plan.

(6) Ensure employers wanting to hire veterans are introduced to SFL Fusion Cell (at http://soldierforlife.army.mil/) and directed to go there to post meaningful employment opportunities to the Army-designated job portal.

(7) Encourage the development of community networks that benefit those in transition.

(8) Provide community resources and points of contact by zip code and state to support eligible Soldiers’ transitions to the HRC Transition Division.

(9) Promote the Transition Soldier Life Cycle (SLC) model to reintegrate the Soldier and/or Family within the community.

(10) Form an Executive Transition Advisory Group, comprised of Army and corporate leaders, to support transition outreach efforts.

(11) Under authority of the DCS, G–1, coordinate with ASA (M&RA) and Office of the Secretary of Defense

(OSD) to sustain and capitalize on OSD job fairs.

(12) Develop feedback systems from industry.

(13) Maintain communications with retirees to keep the path open to mentorship, employment connections, and access to community resources.

(14) Compile data from the ARNG, USAR, Installation Management Command (IMCOM), U.S. Army Recruiting

Command (USAREC), and Army Marketing and Research Group (AMRG) to support SFL–TAP assessment.

(15) Submit a “Quarterly Connection Update” to senior Army leaders through the HRC Transition Division. The update should report the participation and success measures related to Soldier outcomes (for example, job interviews, offers, and acceptances) with more detailed analyses as possible by region, economic sectors, and installations.

(16) Complete a quarterly analysis of unemployment compensation for ex-Servicemembers (UCX) expenditures, for

2 AR 600–81 • 17 May 2016

Army veterans, by state, for Army senior leaders. The update should also include some indication or analysis on where employment opportunities exist for Soldiers in transition.

c. The Commander, U.S. Army Human Resources Command (USAHRC), on behalf of the DCS, G–1, will–—

(1) Be responsible for all Army transition assistance services that prepare a Soldier, to include transition policy and regulations.

(2) Allocate adequate resources to the Army Transition Division, HRC to accomplish its mission.

(3) Coordinate with the DOL, VA, and SBA for recommended curriculum changes.

(4) Coordinate with OSD to define transition program execution at Joint bases—and lines of responsibility and common output level standards—and to adjust transition policy as it pertains to the Army Transition Program.

(5) Integrate transition policy within Army counseling and career counselor requirements.

(6) Maintain Credentialing Opportunities On-Line (COOL) as the Army Web site for information on credential-fulfillment.

d. The Director, Army Transition Division, on behalf of the DCS, G–1, will–—

(1) Provide established standards, policy, and program guidance to Headquarters (HQ), IMCOM for program execution and oversight on the installation.

(2) Develop, coordinate, resource, budget, and write program objective memorandum (POM) requirements for a consolidated budget request that is "defended" throughout all phases of the planning, programming, budgeting, and executing system and/or POM process. Examples include requirements for all SFL–TAP, Public Law 101–510 (The Veterans Opportunity to Work Act of 2011), and/or career readiness standards (CRS), in support of all AC and RC Soldiers.

(3) Help eligible Soldiers prepare for a smooth transition from active duty.

(4) Track and report all metrics for the Veterans Opportunity to Work Act (VOW) and/or CRS, to include SLC requirements as they become institutionalized.

(5) Ensure that transition assistance services and resources are maximized; collaborate with other military and civilian agencies to maximize the use of allocated resources.

(6) Review and provide recommendations to transition programs developed by IMCOM and other commands, to ensure implementation and compliance with policy requirements.

(7) Coordinate with DOL and Department of Education (ED) for recurring, accurate, and timely projections on national and regional labor market trends. These projections must support credential-fulfillment, apprenticeship, OJT, job-shadowing, and/or internship programs.

(8) Develop an over-arching quality assurance (QA) program to ensure standard delivery; assess compliance, employment skills initiatives, and connection effectiveness; and provide periodic transition assistance curriculum reviews. This will include a face-to-face QA and staff assistance visit (SAV) at each SFL–TAP location, a minimum of every 2 years, in coordination with IMCOM transition regional leaders.

(9) Establish a process within the military personnel organizations of the Army to receive a legible copy of the completed, and authenticated, DD Form 2648 (Preseparation Counseling Checklist For AC, Active Guard Reserve (AGR), Active Reserve (AR), Full Time Support (FTS), and Reserve Program Administrator (RPA) Service Members) or DD Form 2648–1 (Transition Assistance Program (TAP) Checklist For Deactivating and/or Demobilizing National Guard and Reserve Service Members) from the SFL–TAP staff. The process will include a mechanism to verify transmission of the form to the eligible Soldier’s permanent official military personnel file.

(10) Update the site management manual to include Web-based “TAP XXI” application access, policies and procedures, as well as resources at the local level (SBA, VA, DOL, Veteran Service Organizations (VSOs) and Military Service Organizations (MSOs)); provide training and guides for resources and tools such as the TAP XXI database and the Army Career Tracker (ACT) Web site.

(11) Establish program elements or accounting codes to separately and independently verify and review the monthly Military Department-funded execution data (for example, program funding levels, obligations, disbursements) in Defense Finance and Accounting Service reports and submit through ASA (M&RA) to Transition to Veterans Program Office (TVPO) quarterly. Any reduction to the SFL–TAP annual program funding of 5 percent or greater must be reported to TVPO.

(12) Maintain a list of State Government agencies that approve VA programs and State Government military advisory councils; publish it in the site management manual, and post it on the SFL–TAP Web site.

(13) Establish, maintain, and update all pertinent transition regulations and transition implementation instructions;

publish guidance for transition assistance procedures for USAR and the ARNG’s State adjutants general.

(14) Develop requirements and budgets for the POM; the Future Years Defense Program (FYDP); program budget reviews; and as required to comply with the SFL–TAP requirements. Coordinate through ASA (M&RA) with OSD TVPO for the SFL–TAP resource advocacy throughout these cycles.

(15) Identify and submit the SFL–TAP related issues at the general officer and senior executive service equivalent level, through ASA (M&RA), to TVPO in a timely manner. This ensures that the SFL–TAP related issues can go before the Senior Steering Group for discussion and decision.

3AR 600–81 • 17 May 2016

(16) Coordinate with TVPO to implement any new information technology (IT) systems or capabilities and revisions to existing systems that support the SFL–TAP, and ensure IT systems are compatible with OSD systems.

(17) Distribute adequate resources to allow the SFL–TAP to accomplish its mission.

(18) Use Army-approved standardized individual assessment tools.

(19) Ensure that eligible Soldiers receive an individualized assessment of the various positions of civilian employ-ment in the private sector for which Soldiers may be qualified. The qualifications would encompass skills developed through military occupational specialty (MOS) qualification, successfully completing resident training courses, attaining military ranks or rates, or other military experiences.

(20) Act as the Army Staff (ARSTAF) point of contact for Army transition data management and SFL–TAP QA.

(21) Manage and monitor the centralized SFL–TAP services contract, and ensure transition assistance and employ-ment services rendered on installations are appropriate to the needs of eligible individuals.

(22) Coordinate Army-wide transition assistance services and SFL–TAP, in the context of other life cycle and well-being programs.

(23) Monitor and provide technical assistance to ensure that transition assistance services are accessible, effective, and responsive to the needs of eligible individuals.

(24) Oversee a strategic communication program to ensure the success of the transition mission by communicating that mission to the Army leaders who support the mission, and to the individuals who are supported by the mission.

Develop and deliver Army strategic communications to HQ, IMCOM for use by installation transition services managers (TSMs) at SFL–TAP Centers.

(25) Maintain a robust and current SFL–TAP home page as part of the DCS, G–1 Web site, providing 24/7 Virtual Center support to eligible individuals.

(26) Review, analyze, assess, and provide input to information provided by HQ, IMCOM regarding SFL–TAP and the operational circumstances of each installation’s SFL–TAP; inform HQ, IMCOM of specific operations in need of enhancement in accordance with this regulation; provide input to HQ, IMCOM based on assessments, reviews, and analyses regarding long-term planning and goal-setting.

2–3. Chief, National Guard Bureau The CNGB will—

a. Ensure that eligible Soldiers receive the SFL–TAP standardized transition curriculum, develop a viable individual transition plan (ITP) with a transition counselor, or at https://www.sfl-tap.army.mil/, and meet CRS as outlined in this regulation.

b. Ensure each eligible Soldier participates in a Capstone event to verify the eligible Soldier’s ability to attain CRS.

c. Ensure that eligible Soldiers who do not meet the CRS, or do not have a viable ITP, receive a warm handover

(see section II in the glossary) to the appropriate interagency partner.

d. Act as the ARSTAF point of contact for transition assistance services for the ARNG to ensure program implementation and compliance.

e. Publish guidance for transition assistance services procedures for the ARNG.

f. Ensure coordination with Headquarters, Department of the Army (HQDA) offices regarding future policies and program updates or improvements.

g. Collaborate with SFL–TAP to ensure the transition assistance and employment services rendered meet the needs of those in transition.

h. Ensure individuals who provide transition counseling, and related actions, complete the Transition Counselor

Course.

i. Act as the ARSTAF point of contact for ARNG Soldiers, not in an active status, who request transition under the provisions of this regulation.

j. Develop requirements and budgets for the POM; FYDP; program budget reviews; and as required to comply with the SFL–TAP requirements. Coordinate with the HRC Transition Division for the SFL–TAP resource advocacy throughout these cycles.

k. Ensure eligible Active Guard Reserve (AGR) Soldiers comply with the AC transition timeline, and receive access to and complete the SFL–TAP VOW and CRS requirements.

l. Provide the HRC Transition Division with quarterly curriculum feedback from ARNG Soldiers.

m. Provide SFL–TAP a list of ARNG employment programs, and State government points of contact, to support AC

Soldiers’ transition to local communities.

n. Coordinate with the SFL office to report measures of effectiveness for all ARNG employment programs.

o. Provide critical information requirements to support the SFL–TAP (compliance, employment skills, and connec-tion) for ARNG Soldiers.

p. Provide HRC Transition Division with RC benefits, by state, to put in site manuals and post to the SFL–TAP

Web site.

4 AR 600–81 • 17 May 2016

q. Ensure employers wanting to hire veterans are introduced to SFL Fusion Cell (at http://soldierforlife.army.mil/) and directed to go there to post meaningful employment opportunities to the Army-designated job portal.

r. Appoint, at a minimum, one full-time and one assistant counselor to implement the SFL–TAP outlined in this regulation.

s. Position the counselor on the State Adjutant General’s staff to provide high visibility for the transition and alumni community.

t. Ensure the counselor reports directly to a principal staff officer of the State Adjutant General’s office.

u. Ensure SFL–TAP functions are allocated adequate resources to accomplish their missions, as developed by the

DCS, G–1, to include funding the mandatory training.

v. Ensure that transition-eligible Soldiers, Soldiers who will become transition eligible (anticipated to be on orders for at least 180 days) and, when present, their Family members, are informed of pre-transition and post-transition policies outlined in this regulation.

w. Coordinate with commanders of direct reporting units (DRUs), satellite installations, tenant or remote units or organizations, and military communities within their jurisdiction to deliver pre-transition and/or post-transition services to eligible Soldiers in transition.

x. Further support the Army’s SFL–TAP by doing the following:

(1) Set a command climate that sends the message “Soldiers in transition are valued.”

(2) Understand the local installation SFL–TAP resources as well as virtual capabilities available to help eligible

Soldiers meet VOW and CRS requirements.

(3) Become familiar with this regulation.

(4) Provide updates on SFL–TAP activities to the State Adjutant General’s office, commanders of DRUs, satellite installations, and tenant or remote units or organizations within their jurisdiction.

(5) Provide monthly statistical data, through the respective IMCOM region, to comply with the established suspense date. Installations not covered by an IMCOM region will report directly to the HRC Transition Division.

(6) Allow facility access to interagency partners on installations in the United States and abroad, to carry out transition services, in accordance with DODD 5500.07–R and DODI 1344.07.

(7) Encourage installation commanders to permit civilian employers access to transition-assistance-related events and activities in the United States and abroad, in accordance with DODD 5500.07–R and DODI 1344.07. This will be done at no cost to the U.S. Government and to offer job opportunities, mentoring, internships, or apprenticeships leading to employment.

(8) Encourage installation commanders to permit VSOs and MSOs access to transition-assistance-related events and activities in the United States and abroad, in accordance with DODD 5500.07–R and DODI 1344.07. This will be done at no cost to the U.S. Government, to assist Soldiers with the post-military disability process and offer transition resources and services.

y. Provide transition assistance services for all ARNG Soldiers within available resources.

z. Collaborate with military State and Federal agencies to provide transition-related benefits, information, and services to current and former ARNG Soldiers.

2–4. Chief, Army Reserve The CAR will—

a. Ensure that eligible Soldiers receive the SFL–TAP standardized transition components, develop a viable ITP with a transition counselor or at https://www.SFL–TAP.army.mil, and meet CRS as outlined in this regulation.

b. Ensure each eligible Soldier participates in a Capstone process to verify the eligible Soldier’s ability to attain

CRS.

c. Ensure that eligible Soldiers who do not meet the CRS or do not have a viable ITP receive a warm handover, as defined in section II of the glossary, to the appropriate interagency partner.

d. Publish guidance for transition assistance procedures for the USAR.

e. Ensure coordination with HQDA regarding future policies and program updates or improvements.

f. Act as the ARSTAF point of contact for USAR Soldiers not in an active status, who request transition assistance, under the provisions of this regulation.

g. Develop requirements and budgets for the POM; FYDP; program budget reviews; and as required to comply with the SFL–TAP requirements. Coordinate with the HRC Transition Division for the SFL–TAP resource advocacy throughout these cycles.

h. Collaborate with SFL–TAP to ensure the transition assistance and employment services rendered meet the needs of those in transition.

i. Ensure Army Reserve Soldiers are provided transition benefits, as outlined in this regulation, and act as the ARSTAF point of contact for transition assistance services for troop program unit Soldiers.

j. Ensure individuals who provide transition counseling and related actions complete the Transition Counselor Course.

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k. Ensure eligible AGR Soldiers comply with the AC timeline and receive access to services.

l. Provide the HRC Transition Division quarterly curriculum feedback from USAR Soldiers.

m. Coordinate with the SFL office to report measures of effectiveness for all USAR employment programs.

n. Provide critical information requirements to support the SFL–TAP (compliance, employment skills, and connec-tion) for USAR Soldiers.

o. Provide SFL a list of USAR employment programs, and points of contact, to support AC Soldiers’ transitions to local communities (for example, the Private Public Partnership Office (P3O)).

p. Ensure employers wanting to hire veterans are introduced to SFL Fusion Cell (at http://soldierforlife.army.mil/) and directed to go there to post meaningful employment opportunities to the Army-designated job portal.

q. Appoint at a minimum, a full-time support position, and an assistant position, to implement the SFL–TAP outlined in this regulation.

r. Position the full-time support positions at the best locations, to provide high visibility for the transition and alumni community.

s. Ensure that SFL–TAP functions are allocated adequate resources to accomplish their missions, as developed by the DCS, G–1, to include funding of mandatory training.

t. Ensure that transition-eligible Soldiers, Soldiers that will become transition eligible (anticipated to be on orders for at least 180 days) and, when present, their Families, are informed of pre-transition and/or post-transition policies outlined in this regulation.

u. Coordinate with commanders of DRUs, satellite installations, tenant or remote units or organizations, and military communities within their jurisdiction, to deliver pre-transition and/or post-transition services to eligible Soldiers and their Families.

v. Further support the Army’s SFL–TAP by doing the following:

(1) Set a “command climate” that sends the message “Soldiers in transition are valued.”

(2) Understand the local installation SFL–TAP resources, as well as virtual capabilities available, to assist eligible

Soldiers in meeting VOW and CRS requirements.

(3) Become familiar with this regulation.

w. Provide USAR leadership and commanders of DRUs, satellite installations, and tenant or remote units or organizations within their jurisdiction, with updates on the execution of the SFL–TAP.

x. Provide monthly statistical data through the respective IMCOM region, to comply with the established suspense date. Installations not covered by an IMCOM region will report directly to the HRC Transition Division.

y. Allow facility access to interagency partners on installations in the United States and abroad, to carry out transition services, in accordance with DODD 5500.07–R and DODI 1344.07.

z. Encourage installation commanders to permit civilian employers access to transition-assistance-related events and activities in the United States and abroad in accordance with DODD 5500.07–R and DODI 1344.07. This will be done at no cost to the U.S. Government, to offer job opportunities, mentoring, internships, or apprenticeships leading to employment.

aa. Encourage installation commanders to permit VSOs and MSOs access to transition-assistance-related events and activities in the United States and abroad, in accordance with DODD 5500.07–R and DODI 1344.07. This will be done at no cost to the U.S. Government, to assist Soldiers with the post-military disability process and offer transition resources and services.

2–5. Assistant Chief of Staff for Installation Management

a. The Commander, IMCOM, on behalf of ACSIM, will—

(1) Act as the single integrator and synchronizer with regions to resolve execution issues at SFL–TAP designated locations.

(2) Deliver and enforce the services of the SFL–TAP to DA standards at IMCOM installations; be responsible for the management and operational supervision of SFL–TAP Centers and set professional standards for the operation of the SFL–TAP Center.

(3) Develop requirements and budgets for the POM; FYDP; program budget reviews; and as otherwise required to comply with the SFL–TAP requirements. Coordinate with HRC Transition Division for the SFL–TAP resource advocacy throughout these cycles.

(4) Provide adequate classrooms and/or space, wireless Internet, computers, and liaise with DOL, VA, and SBA for scheduling classes.

(5) Submit quarterly reports on VOW and/or CRS compliance through the HRC Transition Division to ASA (M&RA) along with comments and/or recommendations for program improvement; provide summaries of QA visits to

ASA (M&RA).

(6) Assess installations’ SFL–TAP execution in accordance with established transition policies, procedures, and guidance.

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(7) Allow facility access to interagency partners on installations in the United States and abroad, in order to execute transition services in accordance with DODD 5500.07–R and DODI 1344.07.

(8) Encourage installation commanders to permit civilian employers access to transition-assistance-related events and activities in the United States and abroad in accordance with DODD 5500.07–R and DODI 1344.07. This will be done at no cost to the U.S. Government, to offer job opportunities, mentoring, internships, or apprenticeships leading to employment.

(9) Encourage installation commanders to permit VSOs and MSOs access to transition-assistance-related events and activities in the United States and abroad, in accordance with DODD 5500.07–R and DODI 1344.07. This will be done at no cost to the U.S. Government, to assist Soldiers with the post-military disability process and offer transition resources and services.

(10) Ensure those in transition have access to military-friendly employers, access to employers in search of military skills, and qualifications appropriate for meaningful, sustainable employment. Coordinate job fairs and hiring events with RC units and locations.

(11) Notify the SFL–TAP office of any immediate or foreseen, long-range, strategic curtailment or interruptions in service or major program functions.

(12) Ensure the appropriate allocation of program resources, staffing, and physical facilities are provided at installa-tions to enable TSMs to perform their primary program duties and responsibilities effectively, efficiently, and equitably.

(13) Use program policies established and provided by the HRC Transition Division, along with procedures and standards developed by HQ, IMCOM, to assess the quality and uniformity of services being provided by installation TSMs worldwide.

(14) Maintain, document, and oversee the ITP development process.

(15) Inform and educate unit, command, and installation leadership on their responsibility to administer the Army

SFL–TAP to ensure that eligible Soldiers meet the CRS before transition.

(16) Help commanders identify the eligible population for SFL–TAP transition services.

(17) Coordinate with the Defense Suicide Prevention Office, and the Suicide Prevention Program managers to provide information and updates in support of the transition curriculum module on resilient transitions and to distribute suicide prevention information and resources pursuant to Title 10, United States Code, Chapter 1142.

(18) Provide eligible Soldiers with the link (https://www.dmdc.osd.mil/tgpsp/) to the Web-based Transition Partici-pant Assessment, and encourage them to complete it at the end of each transition course’s brick-and-mortar and virtual curriculum module, or group of modules. Responses will not identify individual Soldiers.

(19) Maintain or establish permanent employment assistance centers at appropriate military installations pursuant to Title 10, United States Code, Chapter 1142.

(20) Use appropriate assets at military installations and in the local community to enhance transition services in accordance with DODD 5500.07–R, and DODI 1344.07.

(21) Coordinate with the appropriate SFL–TAP interagency partners for scheduling and conduct of the VA Benefits Briefings I and II and career technical training track; DOL Employment Workshop (DOLEW); and SBA entrepreneur-ship track, in accordance with memorandum of understanding (MOU) among DOL, DOD, VA, Department of Homeland Security (DHS), ED, U.S. Office of Personnel Management (OPM) and SBA, titled “Transition Assistance Program for Separating Service Members.”

(22) Coordinate warm handovers and Capstone support with interagency partners.

(23) Provide facilitator-to-student ratio (classes cannot exceed 50 participants; a minimum of 10 participants is required to conduct a class; except in those cases where the Military Departments request a class of fewer than 10 participants on a case-by-case basis); classrooms; appropriate facilities; IT infrastructure, Web access, and support; and equipment, including classroom computers and/or accommodation for personal computers to enable effective transition instruction and counseling in accordance with the MOU among DOL, DOD, VA, DHS, ED, OPM and SBA, titled “Transition Assistance Program for Separating Service Members.”

(24) Provide adequate facilities and workspace for instruction and counseling, as agreed to by interagency partners in accordance with the MOU among DOL, DOD, VA, DHS, ED, OPM, and SBA, titled “Transition Assistance Program for Separating Service Members.”

(25) Ensure equitable distribution of Army base operations resources to installations’ transition programs, consider-ing serviced populations (that is, pre-/post-transitions, Families, and DA Civilians), to enable them to provide mandated services that include, but are not limited to—

(a) Delivery of pre-/post-transition services.

(b) Preseparation counseling.

(c) Execution of DD Form 2648 and DD Form 2648–1.

(d) Execution of DD Form 2958 (Service Member Career Readiness Standards/Individual Transition Plan Checklist).

(e) Transition Overview and/or Resilient Transitions Class.

(f) MOS Crosswalk Workshop.

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(g) Financial Planning Workshop.

(h) Transition Career Tracks Workshop.

(i) Veterans Administration benefits briefings.

(j) The DOLEW.

(k) Employment skills verification (DD Form 2586 (Verification of Military Experience and Training) is the deliverable).

(26) Ensure that installation TSM job descriptions are standardized.

(27) Ensure that eligible people in transition are informed about the policy in this regulation.

(28) Provide HRC Transition Division with a quarterly QA inspection schedule for each SFL–TAP location, in order to conduct face-to-face QA inspection at each SFL–TAP location a minimum of every 2 years, in coordination with the HRC Transition Division.

(29) Ensure installations conduct quarterly Transition Council meetings.

(30) Provide the HRC Transition Division and the responsible Army command, Army service component command

(ASCC), or DRU the meeting notes for all installations’ quarterly Transition Council meetings.

(31) Develop internal control procedures for installation SFL–TAP assessments.

(32) Pilot or expand apprenticeship and OJT and/or job shadowing programs on installations and surrounding communities. Report all apprenticeship, credential-fulfillment, OJT, and job shadowing programs to the HRC Transi-tion Division.

(33) Report measures of effectiveness to SFL for installation and community job fairs and/or hiring events.

(34) Report installation and community job fairs, and hiring events, metrics (number of Soldiers in transition attending, number of eligible Soldiers who conducted a job interview, received a job offer, and accepted a job) to SFL for inclusion in the Quarterly Connection Update.

(35) Coordinate with VA, DOL, and SBA to provide VOW and/or CRS curriculum at SFL–TAP Centers and Mobilization Force Generation Installation platforms.

(36) Distribute information to eligible Soldiers on State government agencies that approve VA programs and state military advisory councils.

(37) Ensure Soldier and Family Assistance Centers (SFACs) provide needed adaptive transition classes and services to wounded, ill, and injured Soldiers in their facilities.

b. Garrison commanders. The garrison commanders will, on behalf of ACSIM—

(1) Identify community needs and resource requirements to their IMCOM regions.

(2) Allocate adequate resources to operate the installation SFL–TAP Center in accordance with this regulation.

(3) Ensure that SFL–TAP Center personnel are aware of HRC Transition Division and IMCOM resources to support operations and services.

(4) Ensure the SFL–TAP Center conducts an annual internal review, in accordance with this regulation.

(5) Establish written memorandums of agreement and MOUs with guidance from the Staff Judge Advocate.

Organizations may include SBA, VA, DOL, and any others that contribute to SFL–TAP.

(6) Provide facilities that meet requirements of this regulation.

(7) Support the overall senior commander in establishing and conducting quarterly transition councils.

(8) Allow facility access to interagency partners on installations in the United States and abroad in order to execute transition services, in accordance with DODD 5500.07–R and DODI 1344.07.

(9) Encourage installation commanders to permit civilian employers access to transition assistance-related events and activities in the United States and abroad, in accordance with DODD 5500.07–R and DODI 1344.07. This will be done at no cost to the U.S. Government, to offer job opportunities, mentoring, internships, or apprenticeships leading to employment.

(10) Encourage installation commanders to permit VSOs and MSOs access to transition-assistance-related events and activities in the United States and abroad, in accordance with DODD 5500.07–R and DODI 1344.07. This will be done at no cost to the U.S. Government, to assist Soldiers with the post-military disability process and offer transition resources and services.

2–6. The Surgeon General The Commander, U.S. Army Medical Command. The Commander, MEDCOM, on behalf of TSG, will—

a. Ensure MEDCOM’s advanced individual training RC trainees, completing their first 180 continuous days or more on active duty (AD), meet transition requirements and are VOW- and CRS-compliant.

b. Develop and maintain credential-fulfillment programs for medical MOSs.

c. Provide credential-fulfillment information during MOS schools in accordance with Public Law 113–66.

d. Adjust training to correct any gaps in military-to-civilian credentials.

e. Report unmitigated gaps to the HRC Transition Division.

f. Report status of credential-fulfillment efforts by MOS.

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g. Provide subject matter expertise on program adaptations for eligible disabled Soldiers.

h. Help exchange information between the TAP XXI database and the Army Warrior Care and Transition System, also known as AWCTS.

i. Report measures of effectiveness to the SFL fusion cell, for employment programs for eligible Soldiers in Warrior

Transition Battalions (WTBs) and Warrior Transition Units (WTUs).

j. Report transition metrics (number of eligible wounded, ill, and injured (WII) Soldiers, number of WII Soldiers who completed a job interview, received a job offer, and accepted a job) to SFL for inclusion in the Quarterly Connection Update.

k. Report monthly to HRC Transition Division the status of MOS credential-fulfillment programs (number of eligible Soldiers beginning these programs—by MOS, and number completing—by MOS). Implement procedures to record awarded credentials in ACT.

2–7. Commander, U.S. Army Training and Doctrine Command The Commander, TRADOC will—

a. In support of the transition SLC, ensure ACT records individual development plans (IDP), earned education and credential-fulfillment activities, completed CRS requirements prior to transition phase, and that it tracks SLC metrics.

b. Update Army school curricula at every level to include the transition SLC, as…