Table of Contents. This guide is available in electronic media at:

Transcription

1

2 Table of Contents Endorsement Message 2 Career Program Overview 3 Civilian Career Programs 3 Leadership 5 Structure 6 Strategic Plan 7 Purpose 7 Scope 7 Risk 7 Major Objectives 8 Roles and Responsibilities 9 Integration Enablers 9 Plan Management 9 Subtasks 10 Definitions 16 Civilian Creed 19 This guide is available in electronic media at:

3 Endorsement Message Every day, both at home and deployed, the Army is challenged with a wide array of safety and occupational health (SOH) hazards that threaten our ability to train, fight and win. Every accident that results in damage to equipment or injury to those who support the Army mission (Soldiers, civilian employees, contractors and family members) weakens readiness. The SOH community stands in support of our Army by enhancing Readiness through Safety. The Army cannot function without an SOH workforce in the right places at the right times with the right skills to prevent, identify and correct hazards before they lead to loss. For that reason, the Strategic Plan provides a framework that includes all facets of our mission, priorities and vision for the future. This plan will guide our efforts and provide the basis for assessing our progress over the next five years. Looking to the future, will consider seven major objectives: 1. Strategic human capital planning and workforce shaping, 2. Improve the SOH workforce proficiency to meet the needs of Army 2025, 3. Develop talent management program, 4. Determine focus areas for training development and delivery, 5.Administer and broaden accredited programs and credentialing, 6. Broaden publication of resourcesand tools, 7. Intern program reset and execution. Achievement of this strategy will require persistence and collaboration by all program participants. Proper execution of this strategic plan will ensure the Army has talented, agile and engaged SOH professionals able to support and sustain our Army team. Eugene Collins Deputy Assistant Secretary of the Army (Environment, Safety and Occupational Health) Career Program 12 Functional Chief BG David J. Francis Commanding General/Director of Army Safety/ Career Program 12 Proponent Dr. Brenda Miller Senior Safety Advisor/ Career Program 12 Functional Chief Representative 2

4 CAREER PROGRAM-12 () OVERVIEW CIVILIAN CAREER PROGRAMS In 2011, the Army initiated Civilian Workforce Transformation (CWT), which aligned the civilian workforce under 32 career programs, each headed by a chief (FC), proponent and chief representative (). The various career programs are, in functions and responsibilities, roughly equivalent to the Army s officer branches. is the civilian career program for safety and occupational health. Army Regulation (AR) , Career Management, governs the development, operation and administration of Department of the Army Civilian (DAC) career programs. AR also directs the Army Civilian Training, Education, and Development System (ACTEDS), which provides the systematic training and development of Army career civilians. PROGRAM Mission: provides the Army a cadre of well-qualified, trained and agile civilian SOH professionals with the technical depth, breadth and insight needed to meet the Army s current and future SOH needs. The program provides structured plans, processes and activities that support the needs of the Army and the individual SOH careerists through a series of training, education and professional development (TE&PD) programs and assignments. The program also provides training in various career fields and in leadership, supervision and managerial development, from entry level to senior manager. The career field provides the Army with a competent SOH workforce that is engaged in the prevention of accidents, incidents and events that harm personnel and cause damage to property and the environment. Due to the wide array of complex hazards involved in Army operations, combines 25 highly specialized job series to comprehensively meet the SOH needs of the Army. Each of the job series has a senior civilian who serves as the point of contact (POC). The 25 unique job series within are as follows: Explosives Safety Specialist Safety and Occupational Health Specialist Safety and Occupational Health Technician Fire Protection and Prevention Emergency Management General Student Trainee Miscellaneous Administration and Program Miscellaneous Clerk and Assistant Program Management Management and Program Analyst Management and Program Clerical and Assistant Administration and Office Support Student Trainee Range Technician Industrial Hygiene Technician Industrial Hygiene Medical and Health Student Trainee Safety Engineer Health Physics Physical Science Student Trainee Accident Investigator Air Safety Investigator Aviation Safety Investigation Student Trainee Gas and Radiation Detection Chemical Plant Operating Note: Within, occupational series 0017, 0018 and 0081 are designated as Army Mission Critical Occupations (MCOs). 3

5 STRUCTURE The FC is the senior career program official responsible for the integration of competencybased TE&PD activities and programs into the human capital life cycle for. The FC supports strategic human capital planning, including workforce capability and readiness efforts, within the framework of total force planning. The FC also monitors the strategic environment, workforce and demographic diversity trends, competency assessments and gap analyses to ensure recruitment, retention and development initiatives address current and future mission requirements, including those of an expeditionary nature. The commanding general, U.S. Army Combat Readiness Center, and director of Army Safety, serves as the proponent and is responsible for all Army specialized SOH training. The is the senior civilian career program official responsible for the integration and management of competency-based TE&PD activities and programs into the human capital life cycle for. The communicates, coordinates and collaborates with Headquarters, Department of Army (HQDA) staffs, Army Commands (ACOMs), Army Service Component Commands (ASCCs) and Direct Reporting Units (DRUs) to seek situational awareness and understanding of the current and future total force mission requirements at all organizational levels. The is the Army component community manager (CFCM) in order to assist the Office of Secretary of Defense (OSD) community manager (OFCM) on Department of Defense (DOD)-wide career program management issues. The also leads the competency-based management process; publishes information about career program policies, responsibilities, procedures and opportunities to community; participates in the enterprise management process for the Army Civilian Training, Education and Development System (ACTEDS) intern program and directly oversees the management of ACTEDS interns under the cognizance of the career program; reviews the ACTEDS plan annually, submits the annual POM and budget estimates to Deputy Chief of Staff, G-3/5/7 for TE&PD requirements and ensures the competitive selection of candidates for career program sponsored TE&PD activities and program assignments. In addition, the executes and supports developmental program learning opportunities with enterprise-wide competencies adequate to meet leadership and technical succession planning needs. The chairs the career program planning boards and selects participants for planning boards. The Career Program Proponency Office (CPPO) is the principal advisor to the. The CPPO staff provides direct support to the and operationalizes the CPPO strategy and policy requirements. 4

6 CAREER PROGRAM 12 LEADERSHIP Mr. Eugene Collins (SES) Deputy Assistant Secretary of the Army (Environment, Safety and Occupational Health) Career Program 12 Functional Chief BG David Francis U.S. Army Combat Readiness Center Commanding General/ Director of Army Safety/ Career Program 12 Proponent Dr. Brenda Miller U.S. Army Combat Readiness Center Senior Safety Advisor/ Career Program 12 Assisant Proponent and Functional Chief Representative 5

7 CAREER PROGRAM STRUCTURE: Secretary of the Army Assistant Secretary of the Army (Manpower and Reserve Affairs) Deputy Assistant Secretary of the Army (Civilian Personnel Policy) Career Program Policy Committee Functional Chief (FC) Functional Chief s Representative () Planning Board Functional Chief s Representative/CP Director Army Career Program Proponency Office Direct Reporting Unit Career Program Managers Army Command Career Program Managers (CCPM) Army Service Component Command Career Program Managers Activity Carrer Program Managers (ACPM) Managers and Supervisors Department of the Army Civilians 6

8 STRATEGIC PLAN PURPOSE The purpose of this plan is to describe how will adapt to strengthen the Army cadre of civilian SOH professionals. SCOPE This plan will be applicable to all careerists and will serve as the baseline reference for all of the commands and agencies that support in the execution of its mission. This plan will be updated annually and managed dynamically to remain current with evolving requirements. The Fiscal Year (FY) 2018 Strategic Plan supports the achievement of the FY18 Army SOH Objectives; specifically, Line of Effort 3, Improve SOH workforce proficiency. This plan begins execution in FY18 and spans a five-year period. FY19 is the budget tear. FY20 and beyond planning will be aligned with the Program Objective Memorandum (POM) and the Future Years Defense Program (FYDP). RISK must address budgetary challenges facing the Army while supporting current requirements and directing efforts to meet future demands. does not have sufficient resources nor the predictability to completely eliminate all risk; therefore, we must routinely analyze the needs of our career program and the Army to make informed decisions. Failure of the Program to adapt as necessary in structure, processes and outcomes could jeopardize the Army s ability to meet SOH challenges now and in the future. MAJOR OBJECTIVES This strategic plan has seven major objectives (MOs) which serve as the organizing constructs for all subtasks associated with achieving the purpose of this Strategic Plan. Subtasks of each major objective are assigned to lead and support proponents. Major Objectives 1. Strategic human capital planning and workforce shaping 2. Improve the SOH workforce proficiency to meet the needs of Army Professional development and partnering 4. Training development and delivery 5. Administer and broaden accredited programs and credentialing 6. Broaden publication of resources and tools 7. Intern program reset and execution 7

9 Major Objective 1: Strategic human capital planning and workforce shaping. Description: This MO focuses on employing, forecasting and workforce planning models to adjust and advocate training, education and personal development in partnership with commands. Endstate: Ensure the Army systematically plans and forecasts SOH workforce requirements to support the Army s mission with trained and ready personnel. Major Objective 2: Improve the SOH workforce proficiency to meet the needs of Army Description: This MO focuses on technical and training. Endstate: Close skill gaps to increase individual and organizational performance for the Army. Major Objective 3: Develop a talent management program to include leadership training for mid-level careerists to ensure a balanced workforce for Army Description: This MO focuses on the means by which the Army prepares careerists to assume positions of greater responsibility across the department. Endstate: An adaptive professional talent pool essential to the success of our Army in this complex and dynamic global security environment. Major Objective 4: Determine focus areas for training development and delivery based on gap analysis; assess and close competency gaps. Description: This MO focuses on identifying and assessing competency gaps, developing and executing gap closure strategies and reevaluating and reporting results. Endstate: Improved readiness. Major Objective 5: Continue to administer and broaden accredited programs and credentialing effort. Description: This MO focuses on establishing a common skill level across each job series, validating and standardizing training and establishing a well-defined roadmap for career development. Endstate: Well-trained SOH professionals with the right skills who contribute to reduced number and severity of losses, improved readiness for military operations, increased productivity in support operations, and lowered injury, occupational illness and loss rates within the Army, contributing to cost savings. Major Objective 6: Broaden publication of resources and tools in support of commanders, careerists and recruitment. Description: This MO focuses on fostering collaborative enterprise-wide decision-making between and commands integrating efforts via publication of tools and resources. Endstate: Enhanced readiness, increased communication with stakeholders and more effective use of resources. Major Objective 7: Intern program reset and execution. Description: This MO focus on enterprise planning for the execution of the ACTEDS intern program life cycle. Endstate: Functional and technical skillsets are developed in a deliberate manner which provides a predictable level of proficiency to meet replenishment needs of the Army. 8

10 ROLES AND RESPONSIBILITIES Lead Proponents that have primary responsibility for a subtask, from assignment, through development of plans, and monitoring of progress until completion. Leads coordinate with subtask support agencies and other organizations as necessary to facilitate all aspects of planning and execution. Leads report status to at strategic focus/update meetings, or as directed. Support Proponents that provide augmentation, coordination, products, funding or otherwise support completion of a subtask. Support includes, but is not limited to, all applicable Doctrine, Organization, Training, Materiel, Leadership and Education, Personnel, Facilities and Policy (DOTMLPF-P) domains, core functions and key enablers. INTEGRATION ENABLERS Resourcing SOH programs and objectives will face resourcing challenges for the foreseeable future. Leads must prioritize resource requirements for manpower, time and funding to ensure completion of designated subtasks. Leads must ensure fiscal integrity and controls are in place that support financial management requirements, sound stewardship of resources and compliance with audit readiness requirements. Communication Communication must be proactive, integrated and program-wide to inform and educate key audiences in support of this plan. Leads will account for and develop communication plans and policies that support the execution of their subtasks. PLAN MANAGEMENT Command and Control The FC, and proponent/director of Army Safety exercise command of the Strategic Plan through leads. The exercises control. The has visibility across all aspects of and has the overall responsibility for ensuring integration and control of execution. The will record and publish progress toward the completion of MOs and subtasks, their decision points, timelines and milestones. Leads are responsible for producing executable plans, managing the day-to-day activities and ensuring milestones and decision points are developed and executed toward project completion. Meetings Leads will brief the FC, and proponent on progress across their MOs and subtasks at strategic focus/update meetings. The purpose of these meetings is to report progress, resolve friction points and provide visibility to the leadership and stakeholders of emergent issues, requirements and any upcoming required decisions and key milestones. The will provide strategic plan updates/progress reports to the Career Program Planning Board (CPPB). On an annual basis, the CPPB, in conjunction with the FC and, will identify initiatives no later than the end of the first quarter of each FY that will be entered into the Strategic Management System (SMS). Progress will be tracked through in-progress reviews, the SOH Board, and at the Safety Executive Council and the Safety Oversight Council levels. 9

11 SUBTASKS MO Subtask Description Lead Support 1 Strategic human capital planning and workforce shaping Conduct a baseline assessment of the manning to determine a balanced workforce to meet mission requirements. Optimize the manning model by developing and instituting policies and practices that focus on readiness. proponent, G34, USAAMA, proponent, G34, USAAMA, FC, DRU (SOH), DASAF FC, DRU (SOH), DASAF 1.3 Revise the ACTEDS plan to reflect Civilian Workforce Transformation (CWT) initiatives. FC, AC, ASCC and DRU (SOH directors), USACRC 1.4 Identify and integrate all foreign nationals and wage grade personnel affiliated with SOH-equivalent job series into., G-1 AC, ASCC and DRU (SOH directors) Expand collegiate partnerships to support SOH programs in every region that supports the readiness of Army SOH professionals at every ACOM/ASCC/DRU. Identify a disciplined, structured approach to meet current and future opportunities and challenges facing Army Fire & Emergency Services (F&ES). Strengthen human capital strategies to recruit, select and place SOH professionals. FC,, G3/5/7, MR&A FC,, G3/5/7, MR&A FC,, G3/5/7, MR&A AC, ASCC and DRU (SOH directors) AC, ASCC and DRU (SOH directors) AC, ASCC and DRU (SOH directors) 1.8 Assess the effectiveness of existing strategies and recommend course corrections, examine root causes of newskill or competency gaps, prioritize skills and/or competencies for gap closure and establish gap-closure strategies., CP- 12 proponent AC, ASCC and DRU (SOH directors) 10

12 MO Subtask Description Lead Support 2 Improve the SOH workforce proficiency to meet the needs of Army Close competency gaps across all job series and increase awareness of the competency model across the community. DASA- ASA, FC, CPPO, CPPB, AC, ASCC, DRU, POCs 2.2 Professionalization Effort: Refine the SOH business case and collaborate with Army, DoD and Office of Personnel Management to revise the classification standards for the 0018, 0690 and 0081 job series. DASA- ASA, FC, CPPO, DASA CP, Army CPPO, CPPB, AC, ASCC, DRU, POCs 2.3 Develop and implement field outreach strategy. 2.4 Engage, train and collaborate with CPACs/G1 and SOH directors to invigorate the effort to hire qualified SOH professionals that meet the more significant challenges of SOH professionals in today s complex environment. CPPO, CPPB, AC, ASCC, DRU, POCs AC, ASCC and DRU (SOH directors) MO Subtask Description Lead Support 3 Develop a talent management program. 3.1 Plan and implement an Emerging Leader SOH Professional Development Summit to focus on mid-level leadership. Host courses and learning experiences in an effort to provide growth in leadership, coaching and mentoring, team building and experiential learning. DASAF, CPPO, CPPB, AC, ASCC, DRU, POCs 3.2 Formalize a talent management program focused on building a labor pool of leaders. Promote the Army Senior Enterprise Talent Management Program for GS-14/15s, the Army Enterprise Talent Management Program for GS-12/13s and the Enterprise Emerging Leaders Program for GS-11/12s for career progression. DASA- ESO, FC,, G-1, DRU, directreporting SOH directors USACRC 3.3 Professionalization Effort: Refine the SOH business case and collaborate with Army, DoD and Office of Personnel Management; develop and expand partnerships with sister services, other federal agencies, institutions of higher learning and private industry to address common concerns and leverage best practices. DRU SOH directors 11

13 MO Subtask Description Lead Support 4 Determine focus areas for training development and delivery based on gap analysis; assess and close competency gaps. 4.1 System Safety resource and develop course(s) to fully train and equip SOH professionals across the Army., Systems Safety POC AC, ASCC and DRU (SOH directors), proponent, USACRC 4.2 Emergency Management resource and develop course(s) to fully train and equip SOH professionals across the Army and initiate credential., EM POC DRU SOH directors, proponent, Army G37, MEDCOM EM POC, USACE EM POC 4.3 Explosives Safety resource and develop course(s) to fully train and equip SOH professionals across the Army (0017 pilot); provide commanders professional personnel to safely manage storage, transport and demilitarization of military munitions., proponent, USATCES, Explosives Safety POC FC, AC, ASCC and DRU (SOH directors), USACRC 4.4 Contract Safety resource and develop course(s) to fully train and equip SOH professionals across the Army and initiate credential. DASA-ESO, proponent,, Army Contracting Command AC, ASCC and DRU (SOH directors) 4.5 Support the development of careerists assigned to the U.S. Army Corps of Engineers in conjunction with the SOH director through a strategic field outreach plan. USACE safety director, proponent, USACRC 4.6 Identify a disciplined, structured approach to meet current and future opportunities and support the development of careerists in each job series in conjunction with the POC through a strategic field outreach plan. CPPB and POCs 4.7 Revise the Master Training Plan and career maps to reflect the SOH critical skills and competencies needed to execute current and future mission requirements, develop unique job series training and professional development (including intern initial training), and incorporate requirements defined in the Army SOH Management System. CPPB and POCs 4.8 Industrial Hygiene Technician Define competencies and associated professional development. 0690/0640 POC 12

14 MO Subtask Description Lead Support 5 Continue to administer and broaden accredited programs and credentialing effort. 5.1 Formalize SOH level II Professional Certificate requirements. DASA- ESOH, DRU SOH director, USACRC, 5.2 Formalize and execute Emergency Management Level III Professional Certificate/Certification requirements and obtain ANSI accreditation., EM POCs (IMCOM, MEDCOM, USACE, G-3/7) CPPO, CPPB, AC, ASCC, DRU, POCs 5.3 Formalize and execute Explosives Level III Professional Certification Program and obtain ANSI accreditation. MESMC. TKMWG USATCE, Army Safety Office, 5.4 Maintain accreditation and credentialing programs within CP- 12 (ANSI, IACET, TRADOC, ACE) and encourage certification when appropriate., EM POCs (IMCOM, MEDCOM, USACE, G-3/7) AC, ASCC, DRU SOH director 13

15 MO Subtask Description Lead Support Broaden publication of resources and tools in support of commanders, careerists and recruitment. Update all Leader Guides and develop one for safety professionals. Develop marketing tools to enhance recruiting efforts and to educate the force on Career Program 12 requirements (CP- 12 strategic communication plan, ACTEDS plan, intern handbook, Certificate Program brochures, intern brochure, academic degree training and industry programs, among others). Train workforce on Army Career Tracker and GoArmyEd. Improve SOH Army doctrinal knowledge describing basic descriptive principles, processes and common language for conducting Army and specific unit operations to communicate, coordinate and collaborate with commanders and staff. DRU SOH directors, POCs, USACRC DRU SOH directors, POCs, USACRC DRU SOH directors, POCs, USACRC DRU SOH directors, POCs, USACRC MO Subtask Description Lead Support 7 Intern Program Reset and Execution. 7.1 Develop Pilot Program Intern Reset. None 7.2 Train interns using five phased approach (DL, OSHA Ed Centers, USACRC, Developmental Assignments, and OJT). DRU SOH directors, POCs, USACRC 7.3 Assess pilot and adjust as needed. CPPB 14

16 DEFINITIONS Accreditation: A disciplined approach to ensuring standardization across the Army in assuring training institutions meet accepted standards and are in accordance with higher headquarters guidance. It is the result of an evaluative process that certifies an institution meets the required percentage of Training and Doctrine Command (TRADOC) accreditation standards with a focus on quality current and relevant training and education that meets the needs of the Army. (AR 350-1) It is also the voluntary process of evaluating institutions or programs to guarantee acceptable levels of quality, including recognition by the U.S. Secretary of Education, American Standards Institute (ANSI) and/or International Association for Continuing Education and Training (IACET). Army Career Tracker (ACT): An Army s leaderdevelopment tool that integrates training, education and experiential learning into one personalized and easy-to-use interface. The ACT provides users with a more efficient and effective way to monitor their career development while allowing leaders to track and advise subordinates on personalized leadership development. Go to ACT to find your career map: Army Civilian Training, Education and Development System (ACTEDS): A requirements-based system that ensures planned development of civilians through a blending of progressive and sequential work assignments, formal training, educational courses and self-development for individuals as they progress from entrylevel to key positions. ACTEDS provides an orderly, systematic approach to technical, professional and leadership training, education and development similar to the military system. ACTEDS is applicable to all civilian occupations covered by CPs and career fields alike. (AR ) Army Civilian Training, Education and Development System (ACTEDS) plans: These plans provide information about career management training, education and development by the CPs and personnel proponents. They also provide specific guidance on Armywide training, education and development requirements from the intern or trainee to the executive level. These requirements are based on the results of job analyses, which identify the competencies (knowledge, skills and abilities [KSA]) that individuals need to do their jobs. In addition to formal training, each ACTEDS plan recommends developmental assignments to broaden careerists perspectives and to expand the depth and breadth of knowledge needed for movement into higher-level positions. These assignments may be in other specialty areas, in related occupations, at different organizational levels or at different geographical sites. (AR ) Career development: A method of obtaining additional knowledge, skills and abilities within a career program through training, assignment or self-development. Career ladder: A graphic depiction of the levels of grade progression, by job series, within the career program. The career ladders describe the grade levels by position titles and organizational level within each function and across functions where applicable. Career program: Specified occupational series and fields grouped together based on population, occupational structure, grade range and commonality of job and qualification characteristics. 15

17 Certificate program: A non-degree program established or purchased by an agency to provide structured training or education course(s). Certificate programs award a certificate after a course of study has been completed and does not generally require previous work experience or exhibited skill level for participation. The certificate documents completion of the training or education. (DoDI V410) Certification: A formal written confirmation by a proponent organization or certifying agency that an individual or team can perform assigned critical tasks to a prescribed standard. The team or individual must demonstrate ability to perform the critical tasks to the prescribed standard before certification is issued. It is also the recognition or credential given to individuals who have met predetermined qualifications set by an agency of government, industry or a profession. (DoDI V410 and AR 350-1) Civilian Workforce Transformation (CWT): Established by the Assistant Secretary of the Army (Manpower and Reserve Affairs) ASA (M&RA), CWT is chartered to look at existing civilian workforce programs and offer recommendations and modifications to realize the Army s vision of a civilian workforce management program able to attract and retain top talent and prepare the workforce to succeed in leadership positions throughout the Army. All of CWT s efforts are focused on ensuring the civilian cohort is a trained and ready professional workforce with increased capabilities to execute the Army s current and future missions. ( Command career program managers (CCPM): Under appointment by their commander or agency director and notification, the CCPM is a senior civilian career program official within an ACOM, ASCC or DRU responsible to contribute to the command s career program efforts and to support the Army s execution of TE&PD programs and activities for the designated career program. The CCPM provides an essential critical link between command strategic planning and career program TE&PD execution. The CCPM functions as a liaison between the and/or CPPO and the command. Competency: An observable, measurable pattern of knowledge, abilities, skills and other characteristics that individuals need to successfully perform their work. Competency gap: The difference between the availability of (projected or actual) and demand for (projected or actual) competencies to accomplish the mission. ( management/ referencematerials/# url=glossary) Core competencies: Technical areas of knowledge, skills and abilities, as well as other characteristics (nontechnical competencies such as interpersonal skills) that cross all specialties that are required by the majority of the positions in an occupational series or career program for the successful execution of critical tasks associated with the duties and responsibilities of positions. (AG-1[CP]) Credentialing: The process by which reviews and validates the technical and professional qualifications, ensuring they meet our standards. Functional chief (FC): The senior career program official (general officer or SES level), 16

18 whose responsibilities include identifying strategic workforce issues that need to be addressed in the life-cycle management of civilians within their career program. They have enterprise-level responsibility for ensuring the readiness of employees in occupational series and CPs in support of Army missions. (Army Policy Memorandum: SAMR-CQ, Subject: Civilian Career Program Management Guidance, 21 April 2011) Functional Chief Representative (): An Army senior civilian, designated by the FC, to serve as the principal advisor on career program management issues. (Army Policy Memorandum: SAMR-CQ, Subject: Civilian Career Program Management Guidance, 21 April 2011) Go Army Ed: The GoArmyEd website provides Army civilians with a single location to submit applications and create a Standard Form 182: Request, Authorization, Agreement and Certification for Training form for all training requests. Within the GoArmyEd site, careerists can select from more than 2,500 accredited schools and over 250 training institutions. GoArmyEd is the Army s virtual gateway to request tuition assistance, ACTEDS funding and approval of training applications and SF-182 online. This system is a dynamic online portal that automates many of the paperbased processes historically conducted by Army education counselors, career program managers and training managers. It is a one-stop location for managing education, training and professional development as well as managing and resourcing training requests. GoArmyEd programs (DCS, G-3/5/7/TRV) Intern: An employee who has met entrance requirements for an entry-level position in an established career program. The employee accepts an obligation to complete a highly structured training program and occupies a position with known potential for noncompetitive promotion to the target level. The intern may be centrally or locally funded. 17

19 Army Civilian Corps Creed I am an Army civilian a member of the Army team. I am dedicated to our Army, our Soldiers and civilians. I will always support the mission. I provide stability and continuity during war and peace. I support and defend the Constitution of the United States and consider it an honor to serve our nation and our Army. I live the Army values of loyalty, duty, respect, selfless service, honor, integrity, and personal courage. I am an Army civilian. 18

20