Technical Exhibit 16 - Career Skills Program Standard Operating Procedure.pdf

Headquarters Installation

Management Command

January 23, Career Skills Program Handbook

References

1. Department of Defense Instruction 1322.25 Voluntary Education Programs, March 15, 2011, Incorporating Change 3, Effective July 7, 2014

2. Department of Defense Instruction 1322.29 Job Training, Employment Skills Training, Apprenticeships and Internships (JTEST-AI) for Eligible Service Members, January 24, 2014

3. Army Regulation 621-5 Army Continuing Education System, Rapid Action Revision, September 6, 2009

4. Army Regulation 25-50, 2-6, May 17, 2013

5. Army Directive 2015-12, March 11, 2015 (rescinded upon publication of AR 600-81)

6. Army Regulation 600-8-10: “Leaves and Passes” dated 15 February 2006, Incorporating Rapid Action Revision Issued 4 August 2011.

7. Army Regulation 600-81: “Soldier for Life –Transition Assistance Program” Chapter 8, dated 17 May 2016.

1. CSP History and Overview

a. The Army Career Skills Program (CSP) began is first program on 14 January 2013 at Joint Base Lewis-McChord with the United Association – Veterans in Piping (UA-VIP) CSP hosting 16 Soldiers with 14 completing the program and 14 hired into civilian careers after their military service..

b. The Veterans Opportunity to Work (VOW) to Hire Heroes Act, November 2011, and the subsequent passing of Public Law 112-56, Returning Heroes and Wounded Warriors Work Opportunity Tax Credits, gave authority to the Department of Defense and Homeland Security to permit Soldiers to participate in job training and employment skills training, including apprenticeships and internships.

c. CSPs provide Soldiers the opportunity to participate in first-class (pre)apprenticeships, on-the-job training, employment skills training and internships. These programs afford Soldiers the opportunity to obtain industry-recognized skills and move into high-demand and highly skilled careers at little to no cost. For Federal partners, the CSP supports Veteran’s Recruitment Appointment (VRA) and Veterans Employment Opportunity Act (VEOA) for direct hire into open positions.

d. Headquarters, IMCOM is responsible for the management, approval and execution of CSPs on installations and verification and reporting of data. Army Regulation (AR) 600-81, Chapter 8, Soldier for Life-Transition Assistance Program, published 17 May 2016, outlines the steps, procedures, standards, and rules for Soldier CSP participation. On 9 Dec 2016, the Army G1 authorized the use of up to 120 days of Permissive Temporary Duty (PTDY) to support Soldier CSP attendance outside the previously restricted 50 mile radius. Additional IMCOM PTDY procedural guidance is located at:

https://home.army.mil/imcom/index.php/customers/career-skills-program

e. The CSP team consists of a CSP Program Manager located at IMCOM HQs, Regional CSP

Coordinators located at Forts: Campbell, Hood, Stewart and Headquarters IMCOM. The Regional CSP Coordinators assist in the development and connection to industries to train and employ transitioning Soldiers. They manage all CSPs in their areas of responsibility for multiple garrisons and work proactively with Soldiers and companies. IMCOM conducts strategic engagements with organizations interested in CSPs or hiring transitioning Soldiers, Veterans, and Family Members.

IMCOM strategically placed contract-Installation Administrators at garrisons for day-to-day management of the CSP.

f. CSPs have trained thousands of Soldiers who have participated since inception which has delivered an above 90% hiring rate. Salaries for civilian employment opportunities through CSPs range from $40K - $140K per year. CSPs are funded by either state/federal funds or industry funds with a focus on free, minimal-cost programs. Company onboarding costs are diminished with the CSP as Soldiers continue to receive their military pay/benefits during the training. Company return on investment is further amplified by military values that prove difficult to find in the Civilian sector:

teamwork, individual responsibility, integrity, selfless service and respect.

g. The CSP has won several prestigious awards to name a few: The Council of Colleges and Military Educators Barry Cobb Government Organization Award; the American Business Awards two

(2) Gold Stevies for Best Overall Organization of the Year (governmental) and Best Overall Customer Service Team of the Year (small, non-profit). In addition, the CSP was one of only seven finalists selected for the prestigious Harvard University Innovations in American Government Award, 2018 and finished second in the Federal Recognition Awards for Large Teams in May 2019.

2. Roles, Responsibilities, and Daily Activities. The development and execution of a successful CSP on an installation requires coordination at multiple levels. Each stakeholder should become familiar with the process of standing up a CSP and understand their role in the process and the functions they are responsible. Maintaining strong working relationships, good communication, and outstanding customer service is paramount to the development, implementation, and execution of a successful program across the Army enterprise.

a. OSD (Force Education & Training): Serves as the policy proponent for the SkillBridge program; known in the Army as the Career Skills Program. OSD works with each Branch of the Services to assist in developing tools to inform organizations and Service Members of the opportunities available across the DoD enterprise.

b. ASA M&RA: Serves as the conduit between OSD and IMCOM and HRC for the Army Career Sills Program. All OSD taskers and requests for CSP information should be routed through the ASA M&RA POC, Chris Traugott. Any CSP information should always be sent through her to OSD.

Their office provides CSP information and data to the Army leadership including; Secretary of the Army, Chief of Staff of the Army, and other Army leaders.

c. Army Soldier for Life Fusion Cell: This team is located in Washington DC and reports to the Army G1. Their major role in the Army CSP is to connect organizations to IMCOM who are interested in discussing the Army CSP, submitting a CSP proposal, and connecting to transitioning Soldiers for training opportunities which leads to careers in the civilian sector after their Military Service.

d. HQs IMCOM G1, Army Continuing Education System (ACES): Responsible for the management, approval, oversight, and execution of the CSP program. IMCOM serves in a strategic capacity, developing the strategic communications plan for the entire program; coordinating the vetting and approval process for partner packets; providing centralized recruitment and training of the CSP Coordinators and Installation Administrators; monitors, evaluates and reports program outcomes to stakeholders; identifies, justifies funding requirements; and develops relationships with partners on an enterprise and individual level.

e. HRC- Transition Division: Serves as the CSP policy proponent for AR 600-81. They work to address any issue which arises concerning CSP policy. Additionally, they defend CSP funding requirements in the VCAP POM each year. They also head up the CSP award program each year which recognizes installations participating in the Army CSP ICW IMCOM at the Transition Summit.

f. Director of Human Resources (DHR) - The Garrison DHR is responsible for direct oversight of CSP Staff, existing programs, development of new programs, execution and logistical support. The DHR ensures programs within his or her purview are properly developed, implemented, managed and evaluated on behalf of the Garrison Commander. In other words, the DHR is the gatekeeper for CSP. In coordination with the Transition Services Manager (TSM), Education Services Officer (as appropriate) and the CSP Staff, the DHR decides which programs should be presented to the Garrison Commander for implementation. The DHR ensures all CSPs are properly vetted and approved prior to commencement and will provide quality assurance/control of CSPs at the Garrison.

g. CSP Installation Administrator Roles, Responsibilities and Daily Activities

(1) Employ verbal and written communication with service members, spouses and veterans as well as additional partners to ensure successful program completion.

(2) Create and maintain reports and data analysis tracking of enrolled individuals progress, attendance and compliance of course objectives. Inputs data into the Army’s database for tracking of program metrics.

(3) Seek additional opportunities for service members who may not meet guidelines and timelines to participate in programs due to transition date and/or work requirements and duties.

(4) Collect documentation/forms and distributes to the appropriate office and program manager.

(5) Provides management, scheduling and administrative support to multiple Cohorts connecting Soldiers to employment opportunities.

(6) Recruits new applicants for Career Skills Programs while managing and maintaining current demographics and employment statistics on Soldiers.

(7) Markets the Career Skills Program at education and job fairs connecting Soldiers with employers.

(8) Briefs and counsels Soldiers on multiple Career Skills Programs as they transition from the Army.

(9) Develops and implements recruiting plans and strategies to appropriately place Soldiers in their Career Skills Program (CSP).

(10) Produces agendas and reports, participates in meetings and provides support to the team when needed.

(11) Screens applicants, monitor execution and ensures job placement data is collected.

(12) Recommends programs for closure to the CSP RC based on data elements and also works proactively on behalf of the company. CSP IAs can also recommend review/develop items for print, schedule information sessions in coordination with the TSMs and ESOs.

(13) Schedules interviews for companies, notifies commander of program selection, troubleshoots issues and raises problems for resolution to appropriate leaders and the CSP RC

h. CSP Regional Coordinator (CSPRC): Serves as the Regional Army CSP POC, performing a variety of administrative, logistical, and program planning duties in direct support of the program.

Works with employers, professional associates, and garrison leaders to identify and capitalize upon skill training opportunities that will result in high demand jobs for skilled transitioning Soldiers in the civilian sector.

(1) Mission Accomplishment: Demonstrate commitment & personal responsibility striving for excellence and high-quality CSP results as outlined in DoDI 1322.29, AR600-81 Chapter 8, and the CSP Standard Operating Procedures. CSP proposals should demonstrate a thorough analysis of garrison needs, capabilities and cost/benefit as determined by the IMCOM Career Skills Program Manager and the IMCOM G-1. IAW with applicable guidance & command policy; plan, execute, and monitor programs from initial concept to establishment through results monitoring. Ensure all new CSPs are vetted and approved IAW with regulatory requirements and the CSP Standard Operating Procedures (SOP).

(2) Project Management: Effectively develop, plan, and work garrison CSPs in their Area of Responsibility (AOR), collaborating across garrisons to develop and implement new programs. For each existing CSP, in the Area of Responsibility (AOR) conduct program evaluations and necessary process improvements; including the identification of problem areas & subsequent solutions.

Conduct monthly reviews and ensures program participation results are updated on the CSP database, TAP XXI database and Common Operating Picture (COP)/Authoritative database.

(3) Customer Care: Deliver high quality products/services to customers; stay focused on customer needs through advisory services that are technically correct and ensures military personnel are provided with occupational goal setting, career planning and program requirements.

Ensure CSP information is delivered in briefings, trainings, and surveys are technically accurate and legally sound. Maintain harmonious & professional relationships with managers, employees and staff.

(4) Communication: For each new CSP in the AOR, provide written overview and place on the Common Operating Picture/ Authoritative Database prior to program start. CSP Region Coordinators leverage combined knowledge and experience to support CSPs. Develop and conduct functional training, workshops, data inputs and briefings. At least annually, conduct needs/interest surveys to ascertain program needs.

i. Education Services Officer (ESO)/Transition Services Manager (TSM)

(1) ESO

(a) The ESO provides guidance and input for new CSPs or expansions based on the results of the educational needs assessments conducted every three years.

(b) He or she effectively evaluates the academic component of a CSP and ensures delivery of quality education programs and stimulates program improvement.

(c) The ESO must perform a vetting process of the academic partner in CSPs IAW DoDI

1322.25 and ensure the academic partner complies with installation access rules and regulations.

(d) Marketing of CSPs through GoArmyEd Broadcast email is also coordinated and approved through the Education Services Officer.

(e) The DHR relies upon the coordination of the ESO, TSM, CSP Coordinator and CSP Installation Administrator to guide decisions on potential programs and submit to the Garrison Commander. In some cases, the ESO provides direct oversight for the CSP based on DHR guidance.

(f) The ESO or his/her staff will counsel Soldiers on the use of the GI Bill and upon using their education benefits they cannot recoup those benefits.

(g) ESO may also provide the Army Education Center for CSP briefings and or CSP graduations.

(2) TSM

(a) TSMs and the Soldier For Life (SFL) Transition Assistance Program (TAP) staff identify Soldiers within their window of transition who can participate in CSPs.

(b) SFL TAP personnel provide additional industry and business contacts for new programs. Support and assist with marketing opportunities of CSPs through targeted email blasts and conducting job/career fairs.

(c) TSMs provide guidance and input with respect to new programs or expansions at the behest of the Garrison DHR and Garrison Commander. The DHR relies upon the coordination of the TSM, CSP Coordinator and CSP Installation Administrator to guide decisions on potential programs and submit to the Garrison Commander.

(d) In some cases, the TSM provides direct oversight for the CSP based on DHR guidance.

(e) Provides a budget entries to accommodate CSP operation, equipment and supplies.

In some garrisons, the TSM reviews and approves the visit of a CSP Coordinator’s TDY travels.

(f) Assist the CSP Regional Coordinator in evaluating CSP’s for quality/productivity, enrollment, completions and job placement.

(g) Works along with the CSP Regional Coordinator to resolve any issues with CSP sponsor and keeps the leadership informed of any changes or updates.

(h) Ensures that the transition staff assist in facilitating a needs assessment.

j. Soldier - Soldiers are authorized to participate in one Army Career Skills Program during their last 180 days in the Service. They can either participate in a CSP or an individual training program.

Soldiers should contact their installation CSP team for assistance to better understand the opportunities available to them. The installation CSP point of contact will also assist with the forms required to be completed to participate in a program. The CSP is a Commander’s program and a Soldier’s participation in a CSP must be approved by the first field grade officer with UCMJ authority in the Soldier’s chain of command.

k. Federal/Civilian Organizations: Career Skills Program providers may be Federal or Civilian organizations. These companies should connect Soldiers to civilian job opportunities post military service. Some examples of these could be Unions, Government Organizations, Department of Agriculture or Army and/or Civilian companies.

(1) Examples of previously approved Union programs are United Association of Veterans in Piping (Pipefitting/ Welding), ABF Freight (Truck Driving operated by the Teamsters) and The Brotherhood of Carpenters (Millwrights).

(2) Examples of previously approved Civilian companies are General Motors Shifting Gears (Auto Repair), Caliber Collision (Auto Body Repair) and Hiller Transition to Trades (HVAC, Plumbing and/ or Electrical).

l. JAG Office - The Installation SJA is responsible for conducting a comprehensive legal review of each CSP, both for a full program and individual training programs. Their review includes, but is not limited to:

(1) Adherence to Program Guidelines and qualifying criteria IAW with AR 600-81, Soldier for Life- Transition Assistance Program, and DoDI 1322.29 Job Skills Training under DoD Skill Bridge for Eligible Service Members.

(2) All agreements (MOUs/MOAs/Employer Internship Agreements) outline responsibilities of CSP training providers and commercial entities.

(3) Potential gifts or benefits provided to Soldiers by CSP training providers and commercial entities, must comply with DoD 5500.07-R (Joint Ethics Regulation). Gifts are broadly defined to include any gratuity, favor, discount or other items having monetary value; services; and gifts of training. Examples of potentially prohibited gifts include, but are not limited to, free or reduced education costs, access to free or reduced examinations, and free or discounted training materials and supplies, unless the discounts and benefits are offered to all military personnel regardless of rank or position.

(4) Ensuring there is no Soldier conflict of interest with CSP training provider, especially for self-identified individual Soldier CSPs.

m. Garrison Commander –

(1) The Garrison Commander is responsible for oversight of all CSP programs, program development, execution of a MOU between the installation and the CSP corporation.

(2) In coordination with DHR, the Transition Services Manager, Education Services Officer and CSP staff, the Garrison Commander determines which programs should be an approved program at their installation.

(3) The Garrison Commander ensures that the DHR manages all CSPs and that they are properly vetted and approved prior to completion. The CSP RC will complete Quality Assurance/Quality Control of the CSPs at the garrison/installations.

(4) The Garrison Commander keeps the Senior Commander informed concerning all CSP’s at the garrison to include the implementation, development and productivity.

3. Types of CSPs and criteria:

a. Internship: An internship is a system of on-the-job-training offered by a provider to eligible Soldiers to develop job and employment skills training assisting them to gain employment in the civilian sector. It offers a type of work experience for entry-level job seekers. Internships may be completed in Federal, State or local government or in the private sector. An eligible transitioning Soldier can participate in an internship program with a qualified private-sector organization (either for-profit or not-for-profit). Participation in this program is based on strict adherence with all of the following criteria:

(1) The Soldier participant will receive full military pay and benefits for the duration of the internship and no compensation from the organization sponsoring the internship; and will be accounted for by their military unit while performing daily duties for the organization.

(2) The Soldier will work under close supervision of the organization's staff for the duration of the program.

(3) Under no circumstances will a participating Soldier be requested or permitted to work more than 40 hours in any work week.

(4) To the extent not covered in paragraphs 3a(1)-(3), the internships must comply with DoDI 1322.29, enclosure 4, paragraph 3, www.dtic.mil/whs/directives/corres/pdf/132229p.pdf, until such time that it is revised.

(5) Internships will consist of OJT and work-experience at entry level positions. Soldiers are eligible for only one internship during their transition period, with the exception of WTU / Critical Care Unit (CCU) and Integrated Disability Evaluation System (IDES) Soldiers, who may participate in more than one with the approval of the battalion- or squadron-level commander.

(6) Program Examples:

(a) Army Approved Program: Anheuser-Busch

(b) Individual Program: Waikiki Aquarium

b. Apprenticeship/Pre-Apprenticeship: A system of training new practitioners of a trade or profession with on-the-job training and often some accompanying study (classroom work and reading). The program is designed to prepare individuals to enter and succeed in a registered apprenticeship program. The program has a documented partnership with at least one or more registered apprenticeship program(s). These programs are jointly sponsored by employer and union groups, individual employers, or employer associations. They must meet at least one of the criteria listed below:

(1) Registered with U.S. Department of Labor (DOL) and/or registered in the state in which it operates - See U.S. DOL’s “List of State Apprenticeship Websites” -http://www.doleta.gov/oa/sainformation.cfm.

(2) Be an “Education and Job Training Program” approved by the U.S. Department of Veterans Affairs (VA). See U.S. Department of Veterans Affairs “Search for Approved Education and Job Training Programs” web site -http://inquiry.vba.va.gov/weamspub/buildSearchInstitutionCriteria.do.

(3) Be a certificate program accredited by the American National Standards Institute (ANSI).

See ANSI’s “Directory of Accredited Certificate Issuers, Applicants, and Suspended Issuers” web site - https://www.ansica.org/wwwversion2/outside/CAPdirectory.asp?menuID=212.

(4) Be accredited by an accrediting agency recognized by the U.S. Department of Education.

See U.S. Department of Education’s (DOE) “Database of Accredited Programs and Institutions” web site – http://www2.ed.gov/admins/finaid/accred/index.html

(5) Apprenticeship programs must also meet ALL of the following criteria:

(a) Be offered by an industry-related organization that is a sponsor of or oversees the sponsorship of a registered apprenticeship program related to the training to be offered.

(b) Documented in a MOU that establishes the parameters for cooperative support between the local Army installation and local business/industry/union. The MOU will define each party’s responsibilities and liabilities.

(c) Have the potential to provide post-service employment once Soldiers successfully complete the apprenticeship/pre-apprenticeship and fulfill their military service commitment.

(d) Program Examples would include:

(1) Army Approved Program: Airstreams, MSSA

(2) Individual Program: Pacific Mountain Workforce Council

c. Employment Skills: Career or technical training focusing on practical application of skills learned, leading to employment in a specific career or technical trade. OJT is employee training and tasks learned while performing an actual job and occurs in the particular working situation that an employee can expect to work in daily. An OJT or employment skills training program must meet at least one of the criteria in paragraphs (1) through (5):

(1) Be an “Education and Job Training Program” approved by the U.S. Department of Veterans Affairs (VA). See U.S. Department of Veterans Affairs “Search for Approved Education and Job Training Programs” web site – http://inquiry.vba.va.gov/weamspub/buildSearchInstitutionCriteria.do, or

(2) Be accredited by an accrediting agency recognized by the U.S. Department of Education.

See U.S. DOE “Database of Accredited Programs and Institutions” web site – http://www2.ed.gov/admins/finaid/accred/index.html, or

(3) Be a certificate program accredited by the ANSI. See ANSI’s “Directory of Accredited Certificate Issuers, Applicants, and Suspended Issuers” web site – https://www.ansica.org/wwwversion2/outside/CAPdirectory.asp?menuID=212, or

(4) Be approved by National Association of State Approving Agencies (NASAA). See Search for Approved Education and Training Programs web site – http://www.nasaa-vetseducation.com/programs/default.aspx, or

(5) Be a training program accredited by the Council on Occupational Education (COE). See COE’s list of accredited training programs at web site – http://www.council.org/accredited-institutions/.

(6) Program examples would include:

(a) Army Approved Program: Heavy Equipment College of America (Mobile Crane Operations)

(b) Individual Program: Heavy Construction Academy

4. Steps to starting and implementing a program Career Skills Program (CSP) Chain of Command

(a) HQ IMCOM G1 – ACES: Responsible for the management and oversight and final vetting/approval of the CSP

(b) Regional CSP Coordinator

(1) Identify opportunities to provide skills training for Transitioning Soldiers

(2) Coordinate the activities of all CSP Partners

(3) Perform administrative, logistical and program planning duties

(4) Keep Garrison Commanders informed on policy, procedure and program trends

(5) Provide support to regions CSPIA

(6) Consolidate metrics and assessments and forward to Installation DHR and HQ IMCOM

G1 – ACES

(e) Garrison DHR: Responsible for oversight of program staff, program development, execution and logistical support

(f) Education Services Officer (ESO): Provides guidance and input for new CSPs or expansions based on the results of the educational needs assessments conducted every three years. ESOs are also responsible for all installation access rules and all approved training providers and academic institutions must be approved to access the installation prior to coming on the garrison. ESOs are often asked by the DHR to manage CSPs with academic providers due to their expertise working in this area.

(g) Transition Services Manager (TSM)

(1) Identifies Soldiers within their window of transition who can participate in CSPs

(2) Provides additional industry and business contacts for new programs and support and assist with marketing opportunities

(3) Provides guidance and input with respect to new programs or expansions

(h) Career Skills Program Installation Administrator (CSPIA)

(1) Works directly with the CSP Regional Coordinator

(2) CSP activities on respected installation

(3) Initiate vetting packets

(4) Perform administrative, logistical and program planning

(5) Develop local marketing strategies

(6) Plan and execute program graduation ceremonies as appropriate

(7) Collect, verify, and report key metrics to the local garrison and the CSP Regional Coordinator

(8) Update the HQ IMCOM Common Operating Picture (COP) in a timely manner with CSP and mission success

(i) Soldier CSP Chain of Command Approval:

(a) All CSPs require

(1) Company Command

(2) Battalion Command

(3) CSPs outside 50-miles from duty station (requesting PTDY)

(b) Brigade Command

(1) Up to 30 days – O6 Commander or Field Grade Commander Delegee

(2) More than 30 days – Commander with General Court-Martial Authority or Colonel or higher Commander Delegee

5. Marketing of CSPs: The CSP team has many avenues/resources to market CSPs.

a. The newspaper, both local and off post, can run featured articles on the CSP and how they assist transitioning soldiers during their last 180 days of active duty to transition into civilian careers.

b. Post program fliers and brochures on post at the SFL-TAP center, the Education Center and other agencies.

c. Social Media outlets: Facebook and Linkedin. These outlets can inform Soldiers what programs are offered and access to them. Additionally, these social media platforms provide the allowance to post information on program briefings as well as other pertinent information.

d. Marquees on the installation. This allows for CSP information to be posted to include briefing dates and other information associated with CSP.

e. Word of mouth. Soldiers who have participated in a CSP is the best marketing tool because they have experienced it first hand and can tell how amazing their experience was and how much it assisted them with their transition.

6. Common Operating Picture (COP): The COP” contains a Career Skills Program Authoritative Database, a tool used for data collection and analysis to support measures of effectiveness and performance. The CSP database is a direct feed to the COP and is routinely used by senior leaders to monitor the effectiveness of CSPs. It is imperative that this database be kept up to date and accurate.

a. CSP Regional Coordinators and Installation Administrators are responsible for updating the CSP Authoritative Database at key touch points to include, but not limited to: 1) adding newly approved CSPs, 2) adding cohorts for approved CSPs as they are scheduled and individual internships as they are approved, 3) editing cohort or individual program key data entries upon start, completion and as employment placement occurs. Note: CSP providers/partners are responsible for providing completion and placement data. At a minimum, data must be reported at: 30, 60, 90 & 180 days post-CSP completion. This allows us to track how successful the program is in placing transitioning Soldiers into careers.

b. To access the CSP Authoritative Database, use the following link and use the Authenticate Certificate:

https://army.deps.mil/army/cmds/imcom_G3/cop/SitePages/CSP%20Data.aspx Data fields are self-explanatory. You can add comments as appropriate. If a program is open to PTDY applicants, be sure to check the “Open for PTDY Applicants” box; this will populate the PTDY website (See Paragraph 10 in the handbook for information on PTDY). Be sure to add program description, program pre-requisites and POC information so that interested Soldiers from other installations can view program details and contact appropriate personnel for additional information or application procedures. PDTY URL: https://home.army.mil/imcom/index.php/customers/career-skills-program. This is a public facing site and allows users to search for program by geographic area and provide program descriptions and POCs.

c. The following step-by-step instructions will guide you through adding and editing entries in the

COP.

Steps to Adding Information and Editing the COP

All CAC holders have access to add or edit entries. Version control is in place and all modifications are tracked by User ID.

1. To add a new CSP entry or edit an existing entry navigate to:

https://army.deps.mil/army/cmds/imcom_G3/cop/SitePages/CSP%20Data.aspx

2. To add a new entry select “new item” on the All Records tab.

1. A data entry form will appear in a new window. Complete all required fields, add any necessary attachments and hit ‘save.’

2. Once you select “Save” the CSP database will be updated and your information will be visible on the Common Operating Picture for Senior Leader review.

3. To edit an existing entry, find the entry you wish to edit in the list (columns can be sorted /filtered just like excel) and click on the box to the left of the entry.

1. By selecting an entry on the list, tabs will appear on the black ribbon at the top of the page with options available to you to edit that entry. Select “Edit Item”.

1. A data entry form will appear in the window. Edit all fields that you need to “Save” at the bottom of the form.

2. Once you select “Save” the CSP database will be updated and your information will be visible on the Common Operating Picture for Senior Leader review.

7. Approved Programs vs Individual Programs

a. Approved CSPs have already been vetted and approved at another or several Army installations. These programs have established selection/screening criteria. Approved programs have job interviews/job placement and employment stats on the CSP Authoritative Database which should be reviewed prior to making a decision to expand a program to your garrison or a garrison in your area of responsibility. Commander often prefer their Soldiers attend a CSP on or near an installation opposed to having their Soldiers go PTDY to areas without Command and Control (C2).

Several of the approved programs offer free housing/transportation. Often time these programs are located at multiple installations and the benefit to the Soldiers is if one location isn’t available they can apply at another location PTDY (PTDY is discussed more in paragraph 10 in this document).

Approved programs provides the Soldier with more choices/selections to choose from. The CSP Installation Administrators/TSMs assist the Soldier with the paperwork and the process to apply for approved programs.

b. Individual Programs requires the Soldier to locate the Company, explain the Army’s program to the company and get the private company to agree to participate in the program. The Soldier receives the packet for the individual CSP from the CSP Installation Administrator but the completion of the packet is the Soldier’s responsibility. The Soldier must get the participating company to sign the Employer Agreement Form, complete the Individual Internship Packet, receive a SJA legal review, and provide a training schedule, company overview/training overview and purpose/outcome.

Individual internships are a good fit for Soldiers who want to pursue careers in fields for which the CSP does not have a current program—or if the Soldier is aware of a particular field/employer the Soldier wants to work at. The CSP Installation Administrators assist the Soldier with the paperwork and the process to apply for approved programs.

8. Memorandum of Agreement / Memorandum of Understanding (MOA/MOU): A MOA/MOU will define the relationship, functions and responsibilities between the HQs IMCOM, select US Army Garrisons (USAG) and (Name of Enterprise Corporation) for the purpose of providing a CSP for Soldiers who are either separating or retiring from transitioning military Soldiers. Paragraph 9d(2) of this handbook provides detailed information required when submitting for approval.

9. Steps to Starting and Implementing a Program:

a. Evaluate the Need

(1) Are there a substantial number of Service members at your installation requesting a type of training/experience?

(2) Is the training likely to lead to sustainable job opportunities with a livable wage?

(3) Will the added program add balance to the programs already being offered at your installation? Example: Your installation currently offers certification programs in IT and construction. Your installation has a lot of mechanics seeking training that will aid in their transition to civilian mechanic positions.

(4) Is the training already being offered at another installation that would meet the needs of Service members at your installation? Example: Ryder Diesel training is offered at a nearby post.

The program is well established and housing is provided.

b. Identify the Training to be Offered:

(1) What certifications/training is required to increase employability in the field.

(2) Determine what certification/training can be accomplished within the time guidelines for the CSP.

(3) What training providers/industries are at/near your garrison looking to hire transitioning military. Is this a bright-outlook career occupation; occupations expected to grow rapidly in the next several years, employment increase of 7% or more) or will have a large number of job openings determined by the Department of Labor.

c. Find the Right Provider

(1) Research and connect with providers in your community offering this training. Consider the following:

(a) Industry recognized certification

(b) Cost (Funded vs GI Bill)

(c) Location (On post, Off post, Distance from post)

(d) Connection to employment

(2) Connect with provider

(a) Discuss need

(b) Curriculum

(c) Length of training

(d) Connection to employers/employment

(e) Marketing

(f) Reporting outcomes (completions, interviews, placements)

(g) Proposed calendar (number of cohorts per year, dates)

(h) Cost and cost reduction [- focus on return on investment for the company in an effort to get free programs as opposed to programs that require GI Bill benefits.

(i) Screening criteria/qualifications

(j) Cohort size (minimum/maximum and pool [Active Duty, Veterans, Spouses, Civilians])

(k) Location

(3) Approval to move forward from Regional Coordinator (RC), Transition Services Manager (TSM), and Education Services Officer (ESO)--as appropriate to your location

d. Initiate the Career Skills Program Packet: From start to finish: In coordination with the training program manager, complete the Army CSP Request for Approval Packet (see page 8 in the packet for detailed instructions)

Army CSP Request for Approval Packet.

(1) Additional Instructions for packet:

(a) If the training is on post, coordinate with the TSM for a reality license as opposed to a lease if appropriate. See Enclosure 8, Realty License for CSP, of this document for additional information on this subject.

(b) If using the GI Bill, are there additional funding options available? Explain.

(c) As appropriate, be sure to include annex A and B (Installation access approval) signed by ESO and/or Ed Center representative), and proof of the academic provider’s intent to adhere to installation access procedures.

Annex A to OPORD 15-014.docx

Annex B to OPORD 15-014.docx

(2) Complete the MOA

MOA Template

(Master)_Mar 2019.d

(a) Processing:

(1) Route your packet through your internal channels for review/approval.

(2) Directorate of Resource Management (DRM), Support Agreements Manager (SAM) will make any required edits based on regulations.

(3) DRM, SAM will email corrected copies to all parties for approval of revisions.

(4) DRM, SAM will email the packet to the Office of the Staff Judge Advocate (OSJA) for legal review.

(5) If there are no legal objections, the agreement will be forwarded thru the DRM Director to the Garrison commander’s (GC) Office for final review, approval, and signature.

(6) If there is a legal objection, or format changes, these will be handled on a case-by-case basis and returned to SJA for another legal review.

(7) Upon receipt of GC approval, the agreement will be forwarded back to DRM, SAM for further processing.

(8) DRM, SAM will then forward the agreement to the other Parties for signature.

(9) Upon receipt of the signed agreement by all Parties, DRM, SAM will distribute to all required customers.

(10) Submit the MOA and all supporting documents to IMCOM through your RC.

e. Expanding an Enterprise MOA to your installation

(1) Coordinate through your internal channels.

(2) Provide the Support Agreements Manager (SAM) with a copy of the agreement for the files. If DHR wants to inform the GC, it can be done verbally, by email, thru a briefing or in a Memorandum for Record (see AR 25-50).

f. Terminating a MOA (process time varies depending on reason for termination)

Steps to sunsetting a CSP

(1) Background: CSPs must meet criteria in the Department of Defense Instruction 1322.29 Job Training, Employment Skills Training, Apprenticeships and Internships (JTEST-AI) for Eligible Service Members, January 24, 2014 and Army Regulation 621-5 Army Continuing Education System, September 6, 2009. Additionally, they must be the vetted and approved discussed earlier in this document before implementation. These programs must be provided at minimal to no cost, be in an occupational area in sufficient demand in the civilian workforce with a HIGH probability of post-Service employment that provides a livable wage. While every effort is made to ensure that our programs are successful, there are times when it is appropriate to “sunset” a program.

(2) Programs should only be terminated after efforts to repair/continue the program have been attempted and/or the garrison commander agrees to sunset the program. Success of the program requires data that demonstrates a high probability of employment. As the Garrison Commander approved the MOU, they are also the proponent to cancel/sunset a program. Coordination with and approval by your Garrison Commander to sunset a CSP is required. Examples of when this might be appropriate include, but are not limited to, the following:

(a) Low completion or employment placement rates that do not meet established measures of success. The Army/IMCOM metric goals used are: 85% graduation rate, 100% interview rate, and 90% placement rate. If a CSP organization does note meet these, a discussion should be held to understand the issue and assist them in correcting the issue(s)

(b) Low enrollment numbers

(c) Wages associated with employment placement are actually lower than anticipated/promised

(d) At the request of the CSP provider based on their inability to meet the terms outlined in MOUs/MOAs

(e) At the request of the installation based on operational requirements or national emergency

(3) Processing: When determined that the CSP should be sun-set and the MOU/MOA terminated, a written notification is required by the respective party (Installation or CSP Provider).

Most MOUs/MOAs outline a timeline for this notification. For example, “This MOU may be terminated with 90 days written notice to the other Party.” In the instance of the installation making this determination, the written notification should be signed by the individual who signed the MOU/MOA. In most cases, this will be the Garrison Commander for the installation. If an organization terminates, then the organization representative would sign the memo.

(a) Provide appropriate notice to the program manager (check MOA for requirements)

(b) Route the memo through your internal channels for review/approval.

(c) Submit memo to SAM who will distribute to all required customers.

(d) Submit signed memo and all supporting documents to IMCOM through your CSP Regional Coordinator. The CSP will then be deleted from the CSP map.

(4) Example of MOA/MOU Termination Template:

Termination MOA Template.docx

10. Permissive Temporary Duty (PTDY):

a. Army G1 delegated authority to the CG, IMCOM on 9 December 2016 to authorize use of up to 120 days of PTDY to support Soldiers attendance at CSPs outside of the previously restricted 50-mile radius. IMCOM issued an ALARACT in support of the memo which outlines the delegation of approval of PTDY for CSP: The first O-6 commander in the Soldier’s chain of command has the authority to approve up to 30 days of PTDY to attend an Army approved CSP. Commanders having general court-martial authority have the authority to approve 31 days or more of PTDY to attend an approved CSP activity.

b. The opportunities for Soldiers to attend a CSP have largely been based upon a Soldier’s location. Larger installations or those located in larger cities have a variety of CSP courses to offer transitioning Soldiers, while smaller garrisons may only have one or two programs, if any at all. The CSP aims to set conditions for post-service careers and decrease high unemployment compensation (UCX) paid to veterans. PTDY authority will allow more Soldiers to participate in CSPs and to select CSPs based on location outside of the 50-mile restriction. Partner employers recognize the importance Army values and ethos bring to their companies and benefit from PTDY opportunities that may allow more Soldiers to participate in their programs.

c. Approval Authorities

(1) Up to 30 days PTDY -first 0-6 Commander in the Soldier's Chain of Command. This authority may be delegated to the first field grade Commander in the Chain of Command, but may not be further delegated.

(2) Up to 120 days PTDY -Commanders having general court-martial authority. This authority may be delegated to Commanders of units, normally commanded by officers in the rank of Colonel or higher, but may not be further delegated.

(3) CSP PTDY Guidelines

(a) Will not exceed 120 days.

(b) May not be used ICW other TOY, other PTDY, leave or pass.

(c) Limited to transitioning Soldiers who are within 180 days of being discharged or released from active duty. The 180 days is counted back from the Soldier's official separation date, not the date the Soldiers signs out on transition PTDY and/or transition leave.

(d) Separation or retirement dates will not be extended for use of PTDY for CSP.

(e) CSP does not make a Soldier eligible for special leave accrual.

(f) Policy and Regulations:

(1) DoDI 1322.29: “Job Training, Employment Skills Training, Apprenticeship and Internships” 24 January 2014.

(2) Army Regulation 600-8-10: “Leaves and Passes” dated 15 February 2006, Incorporating Rapid Action Revision Issued 4 August 2011.

(3) Army Regulation 600-81: “Soldier for Life –Transition Assistance Program” Chapter 8, dated 17 May 2016.

11. Barracks Usage: IMCOM/Army is working to obtain an Exception to Policy (ETP) which allows Soldiers to use unaccompanied barracks space at an installation they are not assigned while attending a CSP. Prior to attending a CSP, Soldiers are responsible for their lodging and the Soldiers must check with the gaining installation to see if housing is available by the organization hosting the CSP. Barracks usage is an issue being looked into to ensure all legal requirements are being adhered to. More information is forth coming once the Army develops a policy concerning barracks usage and that information will be passed down to all installations.

12. Do’s and Don’t in regards to CSPs

a. Do utilize Post-CSP Surveys to gather feedback from the participants in a CSP. This is particularly important when the CSP is new. Provide this feedback to the company POC to improve the program and/or Commanders if the issue is related to Army support.

b. Don't forget to review and updated the COP on a regular basis. We recommend that you add a reminder to your calendar to do this every Friday.

c. Do schedule time to welcome new CSP cohorts as they start. This gives you time to remind participants about attendance policy, installation-specific policies, etc. Focus on the opportunity the Soldiers have in front of them.

13. WTU Solders and Participation in CSPs: Warrior Transition Unit (WTU) Soldiers are authorized to participate in more than one Army CSP. MEDCOM ICW the installation CSP team assists our Wounded Warriors in participating in CSPs. If a WTU Solider desires to participate in an approved installation CSP at their assigned garrison, the Installation CSP team will assist them in the paperwork required to participate. If a WTU Soldier desires to participate in an individual program then the installation WTU representative will assist them in developing their program. If questions arise, contact the CSP Manager at IMCOM HQs to assistance.

14. CSP Metrics:

a. Career Skills Programs are created not only to train transitioning Soldiers for a post-military career, but also to provide a high probability of employment after successful completion of the CSP.

Organizations hosting a CSP are strongly encouraged to ensure cohorts have ample opportunity for interviews for employment prior to and after graduation from a program. The metrics for each CSP and cohort are collected on the CSP Authoritative Database:

https://army.deps.mil/army/cmds/imcom_G3/cop/SitePages/SFL_CSP_RR1.aspx

b. CSP Installation Administrators collect, verify and report all metrics required through the CSP COP, to include CSP type, partners, funding sources, applicants, enrollees by type, graduations and placements. IAW most MOU/MOA, partners shall report metrics and placements to the CSP IA at 30/60/90/180 days and or the after completion of a cohort. For this reason, it is important for a CSP IA to keep a good working relationship with the organization hosting a CSP after a graduation, as follow-up will be necessary in order to obtain the prescribed metrics. The metrics will be updated by the Installation Administrator as often as need to reflect updated data or changes.

c. Once metrics are obtained, a CSP IA shall update and the CSP Coordinator shall verify the Database on SharePoint as soon as possible so internal stakeholders remain informed of the progress of placement and can follow up with garrisons or organizations if necessary. In-depth SharePoint/Database instructions are located on the website.

d. These aggregated metrics will include but are not limited to: An aggregate successful completion rate of 85% not including withdrawals due to conduct, voluntary withdrawal or operational requirements, or discontinued training for any participant who fails to exhibit the ability to complete the program requirements. 100% of program graduates interviewed by employers for open positions.

90% of graduates offered employment.

15. CSP Success Stories and Story Boards:

SuccessStories_Stor yBoards_SOP.pptx

16. CSP Vetting Checklist (see figure 4-5): Choosing the right corporate and academic partners is paramount to the CSP development process. Once a potential provider is identified, an initial vetting should take place to ensure the goals and objectives of the entity align with the Army CSP goals and objectives and the local garrison commander. A packet is then developed, containing all necessary installation documentation and is then submitted to the Regional CSPC for forwarding to HQ IMCOM for vetting. CSP packets will be returned to the garrison commander with a copy furnished to the CSPRC and/or the CSPIA with final decision.

a. An overview of the program purpose and objectives.

b. Expected funding sources for training activities.

c. Dates of training and location of program(s).

d. Description of the target population to be trained.

e. Criteria used to select training provider (e.g., DOL Servicemembers Opportunity College

(SOC) codes, accrediting authority, placement success).

f. Criteria used by the training provider to select candidates.

g. Program scope, to include milestones with expected quantitative goals.

h. Expected Return On Investment (ROI).

i. Legal review of planned agreements with training providers.

j. Completed CSP Vetting Checklist (SAMPLE).

k. Accrediting or Approving Authority.

Figure 4-5 Vetting Checklist

CSP Request for Approval Form (SAMPLE): The CSP request for approval form provides HQ IMCOM a categorical overview of the program, categorical parameters, partnerships, training dates.

Section 4-2 of this pamphlet provides detailed information required when submitting for approval.

Figure 4-6 Request for Approval Form

Enclosures:

1. CSP Map: The CSP map is updated periodically and is…