Technical Exhibit 10 - Site Management Manual (SMM).pdf

Site Management Manual

Soldier for Life – Transition Assistance Program (SFL-TAP)

September 2018

Technical Exhibit 10

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Table of Contents Chapter 1 Introduction

1.1 Soldier for Life – Transition Assistance Program Site Management Manual

1.2 The Soldier for Life – Transition Assistance Program

Figure 1. Transition SLC Model

1.3 The SFL-TAP Mission

1.4 The SFL-TAP Client

1.5 The SFL-TAP Center, Army Installation, and Contractor

1.6 The SFL-TAP Culture of Professional Service

Figure 2. SFL-TAP Staff Member Creed Figure 3. SFL-TAP Client Bill of Rights

Chapter 2 SFL-TAP Staff, Roles, and Responsibilities

2.1 SFL-TAP Employees

2.2 Human Resources Command (HRC) Government employees

2.3 Installation Management Command (IMCOM) Government Employees

2.4 Transition Services Manager (TSM)

2.5 Contractor Staff Relationship with Government Employees

2.6 Contractor Ethics

2.7 Data Security and Breaches

2.8 Organization Conflict of Interest

2.9 Common Access Card and Other Government Credentials

2.10 Dress

Figure 4. Dress Guidelines

2.11 Timekeeping

2.12 SFL-TAP Contractor Staff

2.13 Contractor Installation Manager (CIM)

2.14 Counselor

2.15 Soldier and Family Assistance Center (SFAC) Counselor

2.16 Financial Counselor

2.17 Installation Liaison Officer (LNO)

2.18 Administrative Specialist (AS)

2.19 Forward Transition Support Teams (FTST)

Chapter 3 The SFL-TAP Process

3.1 Career Readiness Standards (CRS)

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3.2 Transitioning Soldier Process

Figure 5. Transitioning Soldier Process

3.3 Curriculum Delivery Models

3.4 Course Cancellation

Figure 6. Distributive Curriculum Model Figure 7. Consecutive Curriculum Model

3.5 Accountability and Monitoring

3.6 Questionnaires and Assessments

Chapter 4 Identification and Notification of Transitioning Soldiers

4.1 Identifying Transitioning Soldiers

4.2 Notification

4.3 Follow Up with Pre-Clients

4.4 Intake

Chapter 5 Preseparation Briefing

5.1 Manual Preseparation Briefing

5.2 Automated Preseparation Briefing

5.3 Service Provider Referral Handout

Figure 8. Preseparation and Initial Counseling Delivery Figure 9. Online Preseparation Initial Orientation Outline

Chapter 6 Initial Counseling Figure 10. Initial Counseling Outline

Chapter 7 SFL-TAP Courses and Soldier CRS Deliverables

7.1 Transition Overview

7.2 Individual Transition Plan

7.3 Financial Planning Seminar

7.4 MOS Crosswalk

7.5 DOL Employment Workshop (DOLEW)

Figure 11. DOLEW Exemption Criteria IAW AR 600-81

7.6 VA Benefits Briefings

7.7 Continuum of Military Service Counseling

7.8 Career Tracks and Workshops

Chapter 8 Employment Assistance Counseling

8.1 Value Added Classes

8.2 Hiring Events, Employer Days, and other Employment Assistance Events

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Chapter 9 Capstone Counseling and Installation Clearance

9.1 Capstone

9.2 Commander’s Verification

9.3 Installation Clearance

Chapter 10 SFL-TAP Resources

10.1 SFL-TAP Website (https://www.sfl-tap.army.mil)

10.2 Marketing Folder

10.3 SFL-TAP Fact Sheet

10.4 Career Skills Program Flyer

10.5 Social Media

10.6 Calendars

10.7 Soldier for Life

Chapter 11 Administration

11.1 Center Hours

11.2 Workplace Safety

11.3 Observed Holidays

11.4 Financial Management

11.5 Travel and Expense Report Management

11.6 Communication

11.7 Media

11.8 Very Important Person(s) (VIP) Visit

11.9 Copyrighted Materials

11.10 SFL-TAP Client Success Stories and Bulletin Boards

11.11 Reports

11.12 SFL-TAP Center Office Files

Chapter 12 Security and Safety

12.1 Facility Security and Safety

12.2 Security Clearance

12.3 Network Enterprise Center (NEC)

12.4 Information Security

12.5 Client Information

Chapter 13 Personnel

13.1 Selecting and Training Staff

13.2 Performance Standards

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13.3 Resolving Problems

Figure 12. Communication Chain

13.4 Disciplinary Actions

13.5 Dismissal

13.6 Personnel—OCONUS

13.7 Paid Work Hours

13.8 Volunteers

Chapter 14 Training

14.1 New Hire Training

14.2 Sustainment Training

14.3 Training Compliance

Chapter 15 Logistics

15.1 Facility

15.2 Equipment

15.3 Maintaining TAP XXI and DoD TAP Connectivity

15.4 Repairing Equipment

15.5 Supplies

15.6 Utilities

15.7 Logistics – Outside of the Continental United States (OCONUS)

Chapter 16 Performance Requirements and Quality Control

16.1 Performance Objectives and Requirements

Figure 13. Performance Requirement Examples

16.2 Quality Control

Chapter 17 SFL-TAP CRS Pilot Figure 14. Pilot Procedures

Appendix 1. Glossary of Terms Appendix 2. Commonly Used Acronyms Appendix 3. Personal Identifiable Information (PII) Security SOP Appendix 4. Service Provider Referral Handout (SEP 2018) Appendix 5. SFL-TAP Fact Sheet (September 2018) Appendix 6. PaYS Handout Appendix 7. Success Story Submission Form Appendix 8. POC Placard Appendix 9. Travel

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Appendix 9 A. Mission SOP Appendix 9 B. Mission Request Appendix 9 C. Travel Request Appendix 9 D. DD Form 1610 Appendix 9 E. XXXXXXXXX Travel Expense Report Appendix 9 F. CTER w 2017 Mileage Rate with extended travel sheet Appendix 9 Fa. Extended travel sheet Appendix 9 G. FTST AAR Master

Appendix 10. DD Form 2648 eForm Appendix 11. CRS Pilot Category Standards Checklists Appendix 12. Client Worksheet for Proxy Registration/Disconnected OPS Appendix 13. XXXXXXXXX Informal Performance Evaluation Appendix 14. SFL-TAP Staff Certification Memos

Appendix 14 A. SFL-TAP CIM Certification Memo Appendix 14 B. SFL-TAP Counselor Certification Memo Appendix 14 C. SFL-TAP Administrative Specialist Certification Memo Appendix 14 D. SFL-TAP Financial Counselor Certification Memo Appendix 14 E. SFL-TAP LNO Certification Memo

Appendix 15. SFL-TAP Monthly Training Report

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Chapter 1 Introduction

1.1 Soldier for Life – Transition Assistance Program Site Management Manual

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

Emerging issues and policy changes often require modifications to the guidance in the SMM. Operational changes are implemented through SFL-TAP Operational Memos (OM). Contractor Operational Memos update SFL-TAP procedures and are disseminated via email. Staff ensure they read and understand all updates to the SMM and OMs. As applicable, OMs are incorporated into the SMM.

TAP XXI is the System of Record for Army transition assistance services. Specific operating instructions for the TAP XXI system are in the TAP XXI User Guide, located in the SFL-TAP Support Center and via the contractor’s reference library/shared drive.

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

1.2 The Soldier for Life – Transition Assistance Program

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

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Figure 1. Transition SLC Model

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

1.3 The SFL-TAP Mission

SFL-TAP provides effective transition and employment assistance services that help clients assess their skills and objectives, then helps them to set goals and develop a plan to achieve them. The Army transformed the way Soldiers transition in order to give them the greatest opportunity for a successful and productive post-service career. The Veterans Opportunity to Work (VOW) to Hire Heroes Act mandated Department of Veterans Affairs (VA) Benefits Briefings and the Department of Labor (DOL) Employment Workshop for transitioning Soldiers in addition to Preseparation Counseling. Department of Defense (DoD) also mandated certain Career Readiness

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Standards (CRS), which incorporated VOW Requirements. SFL-TAP staff refer to VOW and CRS singularly as CRS to reduce Soldier confusion on transition requirements.

The Army pays unemployment compensation to eligible Soldiers who transition from their current position without being employed at another job. SFL-TAP training helps reduce the amount of these payments by preparing Soldiers to succeed with their transition and in their next career.

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

SFL-TAP staff demonstrate caring dedication to Soldiers and their families, and continue the Army’s lifelong commitment to Soldiers. Such dedication fosters a positive feeling toward the Army and improves the Army’s ability to recruit young men and women. Soldiers who believe their military service prepared them to succeed in their next career are more likely to remain loyal to the Army and recommend enlistment in the Army to their friends and Family members.

1.4 The SFL-TAP Client

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

Retiring Soldiers may initiate SFL-TAP services 24 months prior to retirement. All other Soldiers may initiate SFL-TAP services 18 months prior to their scheduled release date but no later than 366 days. United States Army Reserve (USAR) and Army National Guard of the United States (ARNG) Soldiers with Title 10 orders that will result in at least 180 days of continuous Active Duty service outside of training days are required to receive transition services.

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

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

81. The AR 600-81 describes three fundamental types of SFL-TAP clients: Soldiers, their Family members, and DA Civilian employees. However, these individuals are part of a larger population of Veterans, retired Soldiers, and Reserve Component Soldiers who are eligible to enroll and receive tailored transition assistance counseling and employment assistance services at SFL-TAP. It is important to understand the distinction between an eligible client who may receive services and an eligible client who is required to receive services. For example, a retired Soldier is eligible to receive services for life; but, IS NOT required to complete Preseparation, Initial, or Capstone Counseling. A Soldier who is retiring within 24 months is eligible for SFL-TAP as well, but IS required to complete Preseparation, Initial and Capstone Counseling and should be career- ready by attaining all applicable CRS in accordance with their ITP. In addition, the Department of the Army policy extends transition assistance to Army wounded Soldiers’ caregivers while Soldiers are assigned to the Warrior Transition Unit (WTU). SFL-TAP services are available to retired Soldiers’ Family members and Veterans on space availability.

1.5 The SFL-TAP Center, Army Installation, and Contractor

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

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

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

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

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

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

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

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

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

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

• Education Center counselors may provide services within the SFL-TAP Center, such as education counseling services and/or instructing the Accessing Higher Education Course.

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

1.6 The SFL-TAP Culture of Professional Service

The Army expects standardized high quality service delivery from SFL-TAP staff.

Therefore, staff comply with the business processes and rules set forth in this manual and other SFL-TAP operating guidance. As members of a professional team, SFL-TAP staff adhere to a strong ethical code. SFL-TAP staff respect client dignity and ensure that personal information, counseling disclosures, and job search documents are kept confidential. SFL-TAP clients are the primary focus; as their goals and needs are the reason SFL-TAP exists. Figure 2 demonstrates the SFL-TAP Staff Member Creed.

SFL-TAP staff cooperate with other service providers, but should not intrude on their missions. SFL-TAP adheres to installation safety, security as well as administrative rules and regulations, which exist to protect SFL-TAP staff and clients. SFL-TAP staff cooperate with unit Commanders, leaders, and supervisors and depend on those relationships to encourage Soldier participation in SFL-TAP. Unit Commanders, leaders, and supervisors expect SFL-TAP staff to respond to inquiries promptly, accurately, and politely. SFL-TAP staff must effectively and efficiently capture and update TAP XXI data for up-to-date tracking of client progress. Updated data reported under the New Reporting Tool is used to ensure mutual support of the SFL-TAP initiative and transition program.

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

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Staff must know their limitations and be able to refer clients to the principal source of information and assistance whenever appropriate. Regardless of their professional background, SFL-TAP staff does not provide family counseling, substance abuse treatment, or mental health counseling. Clients may indicate a need for such services and are to be referred to appropriate service providers.

Figure 2. SFL-TAP Staff Member Creed

The SFL-TAP Staff Member Creed I am an SFL-TAP Professional dedicated to my clients.

• I will not administer; I will lead.

• I will regard clients as individuals and respect them.

• I will respect and maintain client confidentiality.

• I will push my clients to excel and participate in program offerings prior to their transition.

Figure 3. SFL-TAP Client Bill of Rights

Client Bill of Rights

As an SFL-TAP Client, I have the right to . . .

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

• A trained and knowledgeable counseling staff.

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

• Honest responses from my SFL-TAP Counselors.

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

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

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

• A responsive and attentive Counselor who listens.

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Chapter 2 SFL-TAP Staff, Roles, and Responsibilities

2.1 SFL-TAP Employees

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

2.2 Human Resources Command (HRC) Government employees

HRC government employees include the Transition Division Director, who oversees the policy for SFL-TAP, Army separations, and the funding for the SFL-TAP contract.

Multiple policy analysts support the Transition Division Director. The Contracting Officer Representatives (CORs) are located at HRC. In addition, the technical team responsible for TAP XXI is also comprised of government employees who oversee additional contractors for the maintenance and revision of TAP XXI.

2.3 Installation Management Command (IMCOM) Government Employees

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

2.4 Transition Services Manager (TSM)

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

The TSM also assists the SFL-TAP contractor staff by coordinating all contact with installation officials, arranging work orders, and maintaining an effective relationship with the NEC for staff access. The TSM or other assigned local government employee assists contractor staff with the process to obtain security clearances. The TSM monitors and reports compliance and makes sure that contractor Common Access Cards (CAC) are issued. The TSM also conducts coordination with the local security office and/or other government entities responsible for documenting and granting access to technical and functional items. An example would be coordinating for

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The TSM ensures local resources are available for SFL-TAP success, such as staff and client computers, office furniture, copiers/printers, paper, office supplies, telephones, classrooms, and adequate storage areas for SFL-TAP materials.

Contractor staff assist the TSM with labeling and inventory activities for government utilized equipment.

The TSM’s role in the SFL-TAP process includes providing direct support to the SFL- TAP contractor at multiple junctures, such as identification and notification of eligible SFL-TAP Soldiers and their Commanders and Commanders’ designees, during SFL- TAP course delivery, and at Capstone. The TSM/government provides 18-month Projected Loss Rosters to SFL-TAP contractor staff with Soldier email addresses to support the contractor in the identification and notification of eligible SFL-TAP Soldiers.

By mutual arrangement, the TSM and CIM ensure Soldiers are identified and referred for Preseparation Counseling along with all required transition assistance. The TSM ensures information pertaining to unprogrammed losses is also obtained so official notification to Commanders, supervisors and Soldiers can be prepared. At training installations, the TSM works with the installation to identify courses where students or trainees accrue 180 days or more of continuous active duty military service outside of training days to determine eligibility. The TSM must also complete and submit a Forward Transition Support Team FTST Mission Request Form for staffing support in the event of a surge in transitioning Soldiers, such as a mobilization or demobilization, which requires a temporary increase in SFL-TAP services at their location. Contractor personnel vacancies do not warrant a FTST request for staffing support. Appendix 9 B shows the FTST Mission Request Form.

The TSM may designate a Transition Services Specialist (TSS) to serve as an SFL- TAP installation POC in support of the TSM or Director of Human Resources (DHR).

A common occurrence may be that the TSS and CIM coordinate to ensure sufficient materials are on hand to meet expected throughput for a defined period of time, or the TSS may assist the contract staff in working with installation officials in support of SFL- TAP endeavors. Regardless of the presence of a TSS, contract requirements dictate that the TSM and CIM must meet weekly as communication between these two entities is vital to program success.

2.5 Contractor Staff Relationship with Government Employees

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

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

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

Within the limits of the contract, the TSM coordinates the location and number of events, such as Preseparation Briefings and SFL-TAP Courses. The TSM serves as the primary link for administrative and logistical support between the CIM and the installation; however, the TSM has no legal status as a Contracting Officer (KO) or Contracting Officer’s Representative (COR), and cannot direct a member of the SFL- TAP Center contractor staff to take an action that will obligate the government in any manner. Likewise, the contractor staff cannot obligate the government in any manner.

Should a conflict arise between the TSM and CIM over these responsibilities, the TSM should immediately notify his or her Chain of Command, HQ IMCOM, and the CORs.

The CIM should promptly notify his or her Regional Manager (RM).

2.6 Contractor Ethics

As government contractor employees providing services to clients, staff must conduct themselves in a professional manner compliant with company and contractor policies.

Contractor employees are accountable to the Federal Acquisition Regulations (FAR) and other applicable statutes. Impropriety, the appearance of impropriety, or conflicts of interest between an employee's official duties and personal interests are not allowed.

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

SFL-TAP contractor’s work under a non-personal contract defined in the FAR 37.101.

In this relationship, government employees cannot direct or authorize contract employees. For example, they cannot grant administrative leave or change the dress code. Contractors work toward the PWS as interpreted by government contract officials and the Program Manager. Contractor hours may vary and may include working on federal holidays or weekends. Contractor employees may not give gifts to government or federal employees, including their TSM or TSS. Contractor employees are not

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

2.7 Data Security and Breaches

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

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

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

2.8 Organization Conflict of Interest

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

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2.9 Common Access Card and Other Government Credentials

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

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

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

Display of Contractor/Subcontractor ID card: Contractor personnel should wear the company-issued badge, which must be attached to clothing above the waist at all times when performing work under this contract. Badge cannot be hidden under clothing or in a pocket and must be displayed at all times while on the military installation.

2.10 Dress

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

For SFL-TAP contractors, formal business attire such as a suit is preferred when instructing courses or presenting information. Business casual dress is also acceptable for daily work activity. In the event an employee does not adhere to dress guidelines, a contract manager or supervisor will ask the employee to dress professionally in the future. If an employee’s attire is inappropriate, the contract manager or supervisor will ask the employee to go home and change to meet the dress guidelines before returning to work. See Figure 4.

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

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

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Figure 4. Dress Guidelines

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

Dress shirt with tie

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

Clean shaven or neatly groomed facial hair

Dress shoes (open-toed is okay, dress sandals are okay)

Conservative neckline and perfume/cologne

UNACCEPTABLE Regular Workday Dress Jeans See-through or excessively tight clothing Leggings or gym clothing Clothing with obscene, vulgar, profane wording or graphics Flip flops Shorts Ripped, torn, or stained clothing Tank tops or tops with spaghetti straps Tee shirts No sundresses or strapless dresses Head and footgear with slogans, drawings, or language which could be construed as being lewd, obscene, profane, or sexually suggestive, or which advocates or glorifies use of illegal drugs or other unlawful conduct.

2.11 Timekeeping

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

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

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

Knowingly completing a timesheet that is not accurate may constitute a crime under Federal Law. Therefore, all contractor staff must ensure that the hours he or she charges accurately reflect work performed and that only approved contract charges are applied. Those hours cannot include time spent on non-work related activities (e.g., attending an activity day).

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2.12 SFL-TAP Contractor Staff

The SFL-TAP contractor staff is led by a PM, who leads the PMO for the contract. The PM is responsible for overall management of the contract and all contractor staff that fall within. The Contract Administrator is the liaison between the contracting entity and the Army Contracting Officer and Army Contracting Officer’s Representative, and is responsible for management of all contractor staff and day-to-day functions of SFL-TAP.

The PM directs all performance management and review, investigations, and counseling of contractor staff. The DPM supports the PM with the day-to-day functions of SFL-TAP. RM’s provide management support and guidance to SFL-TAP contractor staff to ensure required services are provided in a standardized manner across the program and in accordance with contract requirements.

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

2.13 Contractor Installation Manager (CIM)

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

The CIM ensures that new employees complete and submit a NACI application and that the NACI process is initiated and completed for each staff member. The CIM submits NACI status report updates for staff and local Fire Brigade members. The CIM submits a DD Form 2875 for newly hired employees TAP XXI, DoDTAP, and Online Resource Support Center (OLRSC) accounts to the TSM for signature and further processing once requirements are met. TAP XXI and OLRSC account requirements include: a NACI, TAP XXI, Cyber Awareness Challenge, Personally Identifiable Information (PII), and HIPAA training completion in addition to a DD Form 2875 and possibly additional Acceptable Use Policy agreements.

Staff submit functional and technical tickets via the email link and format provided by the PMO IT LNO. The document is available in the contractor’s reference library/shared drive. The CIM should be kept informed of all tickets entered. Upon an employee’s departure, the CIM ensures no clients are assigned nor TAP XXI appointments made

SMM SEP 2018 Page 20 of 171 for that employee before notifying the contractor Information Technology Liaison Officer (IT LNO) of the employee’s departure. The CIM does not create, change, or delete a TAP XXI account locally and will follow the procedures outlined in the TAP XXI User Guide and Transition Division Director’s communication.

The CIM trains, directs, evaluates, counsels, and when necessary disciplines contractor employees in accordance with contractor policies and operating procedures contained in this manual. The CIM ensures contractor staff understand policies and procedures and are implementing them according to their intent. The CIM explains SFL-TAP performance standards to staff to ensure they are trained and prepared to achieve those standards. The CIM does not allow any new staff member to perform any substantive activity such as counseling a client or teaching a class without supervision until the new staff member has demonstrated proficiency in the activity. The CIM observes, or assigns a certified employee to observe, new contractor staff performance to ensure proficiency prior to teaching classes, counseling, or performing other tasks.

Ultimately, the CIM must certify a new employee’s proficiency on a memo, which is sent to the RM for final approval.

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

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

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

The CIM ensures that counselors are available for all walk-in clients during normal business hours to accommodate local mission. Walk-in clients should not displace scheduled clients. For Soldiers requiring follow-on or one-on-one counseling, the scheduled wait time for an appointment should not exceed ten (10) working days from date of request. The CIM will ensure brick and mortar sites are staffed adequately to ensure the wait does not exceed the required ten (10) day period based on previous FY average weekly throughput for each individual site. The CIM ensures the SFL-TAP Center is staffed accordingly to accommodate incoming calls and walk-in clients wanting to schedule appointments or ask general transition related questions. The CIM ensures that a minimum of one counselor is always available.

The CIM schedules, sets-up/breaks-down classrooms, announces and plans local group briefings; and coordinates DOL Employment Workshops (DOLEW) and VA Benefits Briefings as required to meet the needs of the Soldiers. Efforts outlined herein should be coordinated with TSM in advance of implementation. Set-up and break-down of classrooms include any of the following actions but are not limited to: scheduling, SMM SEP 2018 Page 21 of 171 opening/closing of rooms (signing for keys, if needed), laying out materials (note pads, pencils, pen, manuals, disk, etc.), wiping down tables or white boards, setting trash cans outside the door, clearing easel pads, turning off/on or testing equipment in rooms, and making appropriate notification if equipment is broken or not working properly.

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

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

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

The CIM protects and conserves the SFL-TAP Center library if these materials are issued to the site. The CIM is required to ensure that library materials are made available for use and are safeguarded from damage and theft. The CIM conducts semi-annual inventories using the updated standard issue SFL-TAP Center Library Inventory Form.

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

The CIM ensures all Partnership for Youth Success (PaYS) participants receive information about PaYS (handout as seen in AR 600-81) and that staff is thoroughly familiar with the PaYS Program and the PaYS website.

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

The CIM, working within resource constraints, cooperates with the TSM to establish operating hours; as well as Preseparation Briefing/Initial Counseling, workshop and briefing schedules to meet the needs of the installation. The TSM and CIM monitor the

SMM SEP 2018 Page 22 of 171 availability of Preseparation Briefing/Initial Counseling, Transition Overview, MOS Crosswalk, Financial Planning Seminars, DOL Employment Workshops, VA Benefits Briefings and other employment assistance training to determine if the number and capacity of scheduled events are compliant and meet client need. The goal is to achieve a balance between Soldiers having reasonable access to required services early enough in their transition process to take advantage of them and scheduling too many briefings, workshops and seminars that use valuable staff resources inefficiently.

As necessary, the TSM and CIM meet to reassess the frequency and capacity of SFL- TAP Center event schedules. At a minimum, the CIM will meet with the TSM at least weekly to ensure the location(s) is meeting need, maximizing efficiency, and eliminating redundancies.

The CIM ensures that events created in TAP XXI are compliant, accurate, and available for scheduling, as well as Soldiers attending Preseparation Briefing/Initial Counseling learn about SFL-TAP’s 24/7 Virtual Center and its potential for supporting SFL-TAP services. The CIM and staff encourage Soldiers to use the Virtual Center if they are located more than 50 miles away from a local brick and mortar or for short-notice separations. The CIM ensures staff uses the TAP XXI by-name sign-in log for the event to document attendance at the beginning of each class and that the attendance is entered into TAP XXI by the next day following the event. The CIM encourages staff to give special attention to events conducted on Friday and/or the last day of the month.

Not later than the last week of the current month, the CIM confirms that Transition Overview, MOS Crosswalk, DOL Employment Workshop, Financial Planning Seminar, and VA Briefing schedules are extended at least 180 days beyond the last day of the current month.

The CIM ensures services and data are recorded accurately in TAP XXI in a timely manner, provides reports, questionnaire responses, and administrative documents required to manage the center and to support management decisions by the Army and the PMO. The CIM prepares or reviews and distributes reports such as the Weekly and Monthly Reports.

The CIM encourages clients who receive SFL-TAP services to go to https://www.surveymonkey.com/r/EXIT99 and complete an Exit Questionnaire. The CIM encourages clients to submit only one questionnaire and does not ask those who complete a questionnaire to do so again. On a monthly basis, the CIM analyzes client questionnaire data with the TSM. This self-assessment process enables the CIM to identify trends and investigate potential problems. Using this information, the CIM builds on the findings of the QC inspection and, as necessary, plans and implements corrective action.

On a daily basis, the CIM uses queries to complete a same day QC check to prevent errors and omissions from appearing on the following day’s reports. The CIM confirms that client registrations display the correct type, affiliation, status, grade and DD Form https://www.surveymonkey.com/r/EXIT99

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2648 (eForm) is done for the correct phase of the Soldier. When the center opens, the CIM completes a next day QC check and corrects any remaining errors or omissions.

If the center has an SFAC the CIM visits the SFAC weekly to maintain visibility with the SFL-TAP SFAC Counselor(s) and determine if support is adequate, ensuring the counselor’s needs are met. The CIM or SFAC counselor must meet with the SFAC Director weekly. If this does not occur, the CIM or SFAC counselor must annotate as to why a weekly meeting did not occur in the monthly SFAC Report and when the next one is scheduled. As necessary, the CIM assigns permanent and replacement staff to the SFAC, as well as notifies the TSM and RM if demand exceeds current staffing.

The CIM conducts counseling and provides the same services as any staff member across the whole SFL-TAP services landscape.

2.14 Counselor

SFL-TAP counselors must have a master’s degree (or bachelor’s degree when enrolled in a master’s program), The COR may waive the requirement for a master’s degree with written recommendation from the contractor.