National Training Center & Fort Irwin Cal ifornia

INSIDE THIS ISSUE

DATES TO REMEMBER

MARCH

10 MAR - USR VALIDATION

12 MAR - DAYLIGHT SAVINGS

TIME

14-15 MAR - HRC VISIT (IN/AV)

17 MAR - ST. PATRICK’S DAY

APRIL

10 APR - USR VALIDATION

16 APR - EASTER

18-19 APR - HRC VISIT (SC)

March 2017

SFL-TAP 1

BLENDED RETIREMENT 2

PERSONNEL ACTIONS 3

STRENGTH MANAGEMENT 4

SAFETY 5

EEO/EO 6

RETENTION 7

RESILIENCY 8

MYERS MINUTES 9

Soldier for Life-

Transition Assistance Program

By Jenny Hale , SFL STRATCOM

February 9, 2017

The Soldier Life Cycle starts at the beginning of a Soldier's career, then

continues throughout transition and beyond. It is broken down into three phases

that will help Soldiers determine what path they would like to follow during

their time in Service and help prepare them for a career after active duty.

The Soldier for Life -- Transition Assistance Program may be the final phase of a

Soldier's lifecycle, but smart Soldiers use all phases to help determine their

future in a civilian setting. It is important to get into the mindset of preparing

for a civilian career from the beginning of a military career. The more a Soldier

prepares throughout their career for the future, the more likely they are to be

successful in the civilian sector.

Only 10 to 20 percent of Army Soldiers are in the Service long-term and reach

retirement status. Whether a Soldier is on active duty three years or 30 all

Soldiers will hang up the uniform at some point. There are plenty of

opportunities that the Army provides to help Soldiers prepare for life in the

civilian sector.

In many ways, the Soldier Life Cycle looks the same at the end of an active duty

career as it does in the beginning.

During the initial phase, a Soldier learns job (military occupation specialty)

credentialing information and receives financial readiness training at initial

entry training. During this time, a Soldier also registers for eBenefits through

the Veterans Administration and develops their Initial Development Plan to

mold their future plans in the Army. Some of these same tasks are also required

in the final transition phase during SFL-TAP. When a Soldier begins their career

in the Army, they're already starting to lay the foundation for their future

transition to the civilian sector.

During the service phase (after the first year of service), Soldiers are required to

update their IDP yearly, as well as assess their finances. During re-enlistment

and promotion periods, Soldiers complete a job analysis to bridge the gap

between military and civilian career skills, as well as an occupation interest self-

assessment.

Continued on page 11

Military retirement system will change as outlined in the current FY 2016 National Defense

Authorization Act. Changes will not go into effect until January 2018. Service members who joined after

2006 but before Jan. 1, 2018 will have the choice of whether to stay with the existing system or opt into

the new blended retirement system. Those who joined before 2006 will remain in the current system. To

learn more about the Blended Retirement System, take the training at https://www.milsuite.mil/book/

docs/DOC-347703.

Blended retirement will benefit the entire force. Currently, approximately 81 percent of those members

who join the military leave with no retirement benefit. Under the blended retirement system, about 85

percent of service members will receive a retirement benefit, even if they don't qualify for full

retirement.

Blended retirement will enroll all service members joining after January 2018 into the Thrift Savings

Plan, with automatic and matching Department of Defense contributions. After completion of two years

of service, the service member is vested and that money belongs to them. If they leave, it goes with

them.

Based on the National Defense Authorization Act passed on Nov. 25, 2015, the Department of Defense

will contribute 1 percent of a service member's basic pay to their Thrift Savings Plan after 60 days of

entering service and will begin to match the service member's contributions (up to an additional 4

percent when a service member contributes at least 5 percent) at the start of the third year of service.

Both the Department of Defense automatic 1 percent and the matching contributions continue through

the end of the service member's 26th year of service.

The blended retirement system also offers a new "continuation pay." After 12 years of service, service

members will receive a cash payment if they opt to stay in for four more years. The payment will be two

and half months of basic pay for the Active Component member and half a month's basic pay for the

Reserve Component member.

The third part of the blended retirement system is a defined benefit or a monthly annuity, which is

similar to the 20-year retirement system now in place. Members who retire will still get their monthly

annuity pay, but at a reduced amount. The annuity's formula is 2 percent times years served times the

"high three" or the average of the highest 36 months of basic pay received. The blended retirement

system annuity is close to the current retirement formula, which uses 2.5 percent as the multiplier.

MAR 2017 PAGE 2

Blended Retirement System

POC PHONE EMAIL LOCATION

Jeffrey Hinkle 760-380-3571 Jeffrey.l.hinkle.civ@mail.mil Bldg #988-B/Rm# 7

ACofS, G1

Retirement Ceremony - The next retirement ceremony is

scheduled for 07 Mar 17. In order to ensure a proper tribute to

the service of our retiring Soldiers, commands should identify

personnel that are attending the retirement ceremony and report

that information to the G3 POC, SGT Valencia at

760-380-6222. Meritorious Service Medal and above, award

recommendations should be forwarded to the NTC & Fort Irwin

G1 Awards section NLT 30-60 days prior to ensure completion for the

ceremony. All awards that require MACOM approval require 90-120 day

lead time to G1.

UPCOMING EVENTS

PERSONNEL ACTIONS BRANCH

MAR 2017

PAGE 3

PAB SECTION POC PHONE

Chief PAB Mrs. Chavez 380-5418

Soldier Actions SPC Ramos 380-5060

Awards & Mrs. Stigall 380-4176

Decorations

FY17 Enlisted Aide Selection Panel Announcement

Are you interested in assisting our Nation’s general and flag officers? The Enlisted Aide (EA) Program

is now open to all military occupational specialties (MOS) in the rank of Sergeant (promotable) through

Master Sergeant. Those candidates who volunteer to be considered for the Enlisted Aide Program and

are selected by the upcoming panel will attend the Enlisted Aide Course or the Advance Culinary Skills

Training Course (ACSTC) at Fort Lee, VA. Soldiers that do not hold the primary MOS of 92G will also

attend the Basic Culinary Course. Upon completion of all training, Soldiers who hold the MOS of 92G

will be granted the Enlisted Aide Additional Skill Identifier, Z5.

The duties of an EA vary and are tailored to the needs of each General/Flag Officer; however, most

Enlisted Aides perform the following types of duties:

Maintaining the General/Flag Officers uniforms.

The planning and execution of official, military social events.

Daily meal preparation, to include menu development, shopping and storage of rations.

Administrative requirements and record keeping of finances.

Household Management to include the upkeep and preservation of the assigned quarters.

Accomplish tasks that aid the officer in the performance of his or her military and official

responsibilities.

Eligible Soldiers who wish to be considered by the EA selection panel must submit a nomination packet

no later than 22 March 2017 to the EA Professional Development Noncommissioned Officer (PDNCO) at

Human Resources Command (HRC), maria.g.fuentes.mil@mail.mil. The selection panel will convene on

20 April 2017 to consider eligible Soldiers in the rank of Sergeant (promotable only), Staff Sergeant,

Sergeant First Class, and Master Sergeant. This panel will select the best qualified for the EA

Program.

An example of this packet can be obtained at: http://www.quartermaster.army.mil/jccoe/

Special_Programs_Directorate/Enlisted_Aide_web_documents/enlisted_aide_program_main.html.

Additional information regarding the EA panel announcement, see MILPER Message 17-065 at

https://www.hrc.army.mil/Milper/17-065.

Also additional eligibility information and requirements can be viewed on the General Officer Enlisted

Aide Program webpage at: http://www.quartermaster.army.mil/jccoe/Special_Programs_Directorate/

Enlisted_Aide_web_documents/enlisted_aide_program_main.html.

MAR 2017 PAGE 3

STRENGTH MANAGEMENT POC PHONE

Chief Strength Management Mrs. Harvey 380-5237

Officer Strength Manager Mrs. Lunsford 380-3225

Enlisted Strength Manager Ms. Hardy 380-5697

STRENGTH MANAGEMENT

CONTACT INFORMATION

Assignment Interactive Module 2.0 (AIM 2)

In an effort to better incorporate transparency and officer preference into the assignment

process, HRC is pilot-testing the Assignment Interactive Module 2 (AIM 2). The pilot will take

place over three stages, involving different populations at each stage before the decision will be

made to fully implement it. The end-state is to have a market-based approach to assignments

that represents supply (officers available to move) and demand (units/assignments with

validated requirements) and the bridge between them. This will eventually enable officers to

interact with interested units earlier in the process to identify better potential matches. HRC

will still be involved in the process to both ensure Army Manning Guidance and officer

professional development are still being addressed, but at the end officers should have a better

understanding of their options. Two items to highlight about the new system are the ability to

express your own niche experiences and skills, and the preference sheet.

The ORB can sometimes fail to grasp particular skills, experiences, and abilities, so AIM2 will

provide you the ability to communicate these factors to the force as a whole. Essentially it is a

resume that complements the information on your ORB and is meant to marry officers with

particular skills to those jobs that need them. This is optional for the officer to fill out.

AIM 2 will automate the old preference sheet system that you are probably familiar with.

Instead of an emailed Excel spreadsheet, the process will be entirely online and allow you to

rank-order the assignments that will be open to you. This is no substantial change to what you

have experienced before, but should be a quicker way to submit your preferences. The AO will

take these preferences into account when he does his slating, in addition to the BNRs that we

have received.

Subsequent pilots will test other aspects of the AIM 2 system, but this is the Army’s initial

attempt to address the Talent Management challenges that have been in vogue lately. If you

have any questions, please don’t hesitate to email your assignment manager at HRC.

NATIONAL TRAINING CENTER AND FORT IRWIN SAFETY OFFICE

FORT IRWIN SAFETY OFFICE CONTACT INFORMATION

SAFETY OFFICE POC PHONE

NTC Director Mr. Key 380-5564

11th ACR Mr. Adame 380-2722

916th Spt Bde Mr. Funk 380-6049

Ops Group Mr. Valadez 380-2718

SAFETY OFFICE POC PHONE

Installation Director Mr. Harvey 380-1347

Installation Aviation CW3 Slate 380-6156

Industrial Hygiene Jamie Reese 380-6862

MEDDAC VACANT 380-5166

MAR 2017 PAGE 5

Spring/Summer Safety Campaign (1 MAR –4 SEP 2017). As the temperatures rise every spring, there's a corresponding

increase in fatal Army accidents. Soldiers, Army civilians and their Family members are sometimes a little too eager to get

back to the fun only warm weather can bring: motorcycles, road trips, water activities and relaxation with friends that often

includes alcohol. Because Soldiers and civilians are undoubtedly going to enjoy their off-duty time or time away from the office,

it's incumbent upon leaders at all levels to ensure they're equipped to make smart decisions.

(https://safety.army.mil/MEDIA/SeasonalSafetyCampaigns/SpringSummer2017.aspx)

Snakebite Season - March 1 2017 is the beginning of snakebite season in Southern California. About 221 snake bites are

reported in the state annually. The fatality rate for snake bites is less than one-half of one per cent. There are seven different

species of rattlesnakes found in California. The most venomous is the Mojave Rattlesnake. The Mojave rattlesnake originates

from the Mojave Desert but is also found in Arizona, Utah, Southern Nevada, Western Texas, New Mexico and Southern

Mexico. Some Mojave rattlesnakes are greenish, but may have a similar color as Western Diamondbacks. The venom is a

neurotoxin, which destroys nerves and nerve tissue. The toxin is considered more than thirty times more toxic than that of the

Western Diamondback. The venom paralyzes the snake's prey and prevents its escape. In a high dose, neurotoxin can stop the

breathing process. Rattlesnakes are typically active from April until September.

Daylight Saving Time begins Sunday, March 12 2017 at 1:59 AM clocks are turned forward one hour. The timing of the

switchover is chosen to minimize the impact to shift workers, bars, restaurants and it also ensures that the entire continental

U.S. switches by daybreak. As a convenient reminder, Fire Prevention and Safety Professionals encourage people to change

batteries in smoke detectors when changing clocks.

National Poison Prevention Week is March 19-25, 2017 This awareness activity is sponsored by the National Safety

Council and Health Resources and Services Administration (PoisonHelp.hrsa.gov.) The National Poison Help line is staffed 24

hours per day every day by nurses, pharmacists, doctors and other experts. They respond to more that 2 million poisoning

exposures every year. The national number is 1-800-222-1222. Almost anything can be poisonous if used in the wrong

concentration and in the wrong way. Children are especially sensitive to many of the products we use during spring cleaning,

painting, gardening and automobile maintenance If you suspect someone has been poisoned do not hesitate to call 911.

March is Workplace Eye Wellness Month. Thousands of people suffer permanent loss of vision every year from work-

related eye injuries that could have been prevented with the proper selection and use of eye and face protection. The most

recent injury on Fort Irwin that resulted in permanent injury occurred in 2009, when an employee was conducting a routine

load and un-load of a Hoffman Device, without a face shield or protective eyewear.

St. Patrick's Day Safety The National Highway Traffic Safety Administration reports that over 276 people were killed

nationwide in crashes involving drunk drivers on St Patrick's Day From 2009 to 2013. On average, every 51 minutes a person is

killed in a drunk-driving crash in the United States and the majority of these crashes involve drivers who have a .15% BAC or

higher. St. Patrick’s Day is one of the deadliest holidays due to the number of drunk drivers on the road. From 2010 to 2014 266

lives were lost due to drunk-driving crashes in California. During the early morning hours of 18 March 2004, two Soldiers were

returning to Fort Irwin after celebrating Saint Patrick's Day in Barstow. The driver fell asleep and drifted off the side of the

road, woke up overcorrected resulting in a vehicle rollover. The passenger had reclined his seat till it was almost horizontal and

was ejected through the back windshield during the rollover sequence.

MAR2017 PAGE 6

EQUAL EMPLOYMENT / OPPORTUNITY

DIRECTOR, Equal Employment Opportunity

POC Phone

Mr. Winkfield 760-380-4961

john.e.winkfield.civ@mail.mil

Bldg #312 / Room #123

Equal Opportunity Advisor

POC Phone

SFC Conklin 760-380-4963

Zachary.b.conklin.mil@mail.mil

Bldg #312 / Room #123

What Constitutes a Hostile Work Environment What Constitutes a Hostile Work Environment

An Employer or Manager who verbally berates your about your Race, National Origin,

Color, Age, Religion, Sex (Gender Identity), or Physical or Mental Disability may be guilty

of creating a hostile work environment. This is especially true if you asked the individual to

stop and the behavior continues.

A hostile work environment is created by a boss or coworker whose action, communication,

or behavior makes doing your job impossible.

The behavior, action, or communication must be discriminatory in nature.

This means that the behavior altered the terms, conditions, and/or reasonable expectations

of a comfortable work environment for employees

Equal OpportunityEqual Opportunity

8 March– Women's History Month Celebration

Time: 1130-1300, Sandy Basin Community Center

Sponsoring Unit- OPS Group

19 April– Days of Remembrance Commemoration

Time: 1130-1300, Sandy Basin Community Center

Sponsoring Unit- DENTAC

I invite all those military or Civilian interested in participating or volunteering for the

upcoming observances to contact my office.

17-03 Equal Opportunity Leaders Course 15-23 May 2017

EEO / EO CONTACT INFORMATION

Do you ETS on or before Sep 30, 2017?

Personnel with the above ETS date can take advantage of the following options:

12 month extension = $ 10 ,000

If your MOS has a bonus & you reenlist, you will receive an additional $13,000

added on to the bonus you were already receiving

If your MOS does not have a bonus and you reenlist, you will receive a$10,000

bonus

If you previously had an Over strength MOS and were unable to get to the

duty assignment of choice, check with your Career Counselor to see what

options are currently available. As of January 2017, numerous job assignments

have become available to locations both stateside and overseas. All

assignment locations are available Army wide on a first come first serve basis,

don’t lose your assignment of choice for waiting too long.

Want to stay on Fort Irwin longer? Check with your unit Career Counselor to

see if the stabilization option is available to you

Assignment Instructions

On Orders????? All Soldiers, regardless of ETS, currently pending Assignment

Instructions to another duty location and do not meet the service remaining

requirement to go to their next duty assignment must reenlist, extend, or sign

a Declination of Continued Service Statement. It is a Soldiers responsibility to

check their enterprise email account for assignment notification.

Unit POC Phone

11th ACR Senior MSG Leggett

1/11th ACR Counselor SSG Burley 380-2546

2/11th Counselor SFC Hume 380-4385

RSS, 11th ACR SSG Scruggs 380-3762

MEDCOM Counselors SSG Martin 380-6737

Unit POC Phone

Installation Command Career Counselor SGM Nava 380-4509

Installation Operations SSG Douglas 380-3580

Reserve Command Career Counselor MSG Floyd 380-4786

Ops Group Career Counselor SFC Freeman 380-3491

916th Support Brigade Career Counselor SSG Walker 380-3841

FORT IRWIN RETENTION TEAM CONTACT INFORMATION

CAREER COUNSELOR CORNER

MAR 2017 PAGE 7

MAR2017 PAGE 8

RESILIENCY

R2C CHIEF

POC Phone

LTC Agpalza 760-380-2290

Michelle.m.agpalza.mil@mail.mil

Bldg #988-B / Room #5

HEALTH PROMOTION PROGRAM ASSISTANT

POC Phone

Melissa Pinckney 760-380-7905

Melissa.b.pinckney.ctr@mail.mil

Bldg #988-B/ Room #4

Building Readiness and Resilience

Personal Readiness

Our nation’s trust and confidence in the U.S. Army as an institution is measured by our commitment, ability and collective

efforts to sustain individual Soldier, unit and Total Army readiness at the highest levels possible. Actively engaging in

leadership practices that positively encourage and motivate individuals builds personal resilience and enhances readiness.

Reaching out to others, particularly those in transition or during off-duty time, to assist them in managing family and

professional responsibilities enhances work efforts; improves skill sets; and enables Soldiers to cope with life stressors.

Recognizing societal and Army culture challenges and increasing intervention and support when needed, strengthens trust,

both personally and of others. Positive encouragement by all Army leaders further enhances visibility among all Soldiers,

family members, peers, and Army civilian employees and results in sustained unit preparedness.

Numerous, invaluable Department of the Army, Navy, Air Force, Marine, federal, state, local and community resources are

readily available and can provide supporting efforts to proactively strengthen Personal Readiness and Resilience and directly

or indirectly address individual behaviors. These include, but are not limited to the following initiatives:

Ready and Resilient Campaign (R2C) -- an Army initiative that strives to achieve and sustain a more ready “total force.”

Begun in 2012, the campaign recognized that Army leaders and organizations required tools and processes to increase the

readiness and resilience of Soldiers, Department of the Army civilian employees and family members. The R2C, acknowledging

the toll of 12 years of war, focused its efforts on providing the means to heal a wide array of “wounds” while introducing

methods to increase the resilience and effectiveness of the Total Army. R2C integrates and synchronizes multiple efforts and

programs to improve the readiness and resilience of the Army Family - Soldiers (Active Duty, Reserve and National Guard),

Army civilians and families. It creates a holistic, collaborative, and coherent enterprise to increase individual and unit

readiness and resilience, and builds physical, emotional, and psychological resilience in our Force in order to improve

performance and deal with the rigors and challenges of our demanding profession.

Community resources -- these are resources that commanders and leaders may utilize within the local on-post and off-post

community to support Soldiers, Army civilian employees and families. A few examples are Army Community Services,

American Red Cross, Veterans of Foreign Wars, faith-based organizations and other local not-for-profit organizations.

Federal, state and local governments -- an abundance of federal, state and locally funded governmental organizations

provides services to Service communities which assist Soldiers, Army Civilian employees and families to improve their quality

of life and resilience.

To this end, Personal Readiness is the physical, psychological, social, spiritual and family preparedness to achieve and sustain

optimal performance in supporting the Army mission in environments of uncertainty and persistent danger. It is incumbent on

the Soldier, his or her leaders and the institution to achieve and sustain high levels of Personal Readiness to meet the demands

of a complex and constantly evolving security environment demanding a more agile, adaptive, durable, and competent force.

To assist you and / or your organization with building resilience through personnel readiness, please contact our NTC & Fort

Irwin Ready and Resilient Training Center (R2-TC), Bldg 128, located between WACH and the Resiliency Campus / Splash

Park for further information.

*This information was extracted directly from the Leaders Guide for Building Personal Readiness and Resilience, dated

December 2016.

R2C CONTACT INFORMATION

Top 20 Requirements for a Successful S1/G1

The S1 / G1 must always integrate with the staff, command group, and subordinate command teams to coordinate

human capital equities and to synchronize HR support across the formation. The HR leader exists to enable

commanders to support Soldiers and their Families by ensuring unit readiness and building Soldier resiliency.

This is not an all-inclusive or prioritized list; it is a compilation of inputs from experienced, successful G1s and

senior commanders. The following bullets provide a focus for HR-related training, programs, and required

knowledge. Priorities must be based upon the commander’s guidance and the unit mission.

1.Track, transition, and lift flags (Suspension of Favorable Personnel Actions (SFPA) in a timely manner

2.Process AAA-117 / conduct promotion functions and execute required transactions in eMILPO

3.Establish and track the unit leave and pass program

4.Process and track awards, decorations, and badges

5.Conduct staff assistance visits / inspections

6.Update HR database(s) of record to facilitate accurate unit status report (USR)

7.Execute a personnel asset inventory (PAI) and sustain accuracy of Units’ personnel accountability report (UPAR,

AAA 162) and the Deployed Theater Accountability System (DTAS)

8.Develop routine Soldier readiness process (SRP) and be able to explain impact on unit readiness; quickly react to

and track new global requirements (i.e., Passports, Visas, vaccines etc.)

9.Enable the command team to monitor high risk Soldiers by working across the staff to develop and use available

risk reduction tools

10.Track and reduce the number of non-available Soldiers weekly by working with staff and commanders –

maintaining Soldier readiness is just as important as vehicle readiness

11.Coordinate the selection, training, and employment of additional duty Family Readiness Liaisons (FRL)

12.Institute a process to update and maintain DD93 and SGLI, conduct personnel readiness review / financial

readiness review, and annual Soldier record audits

13.Arrive, depart, and slot personnel in HR system(s) of record EVERY day

14.Develop a valid unit sponsorship program using the ACT process

15.Establish and maintain rating schemes and senior rater profiles, ensure all evaluations are correctly completed

and submitted to HQDA on time and be the resident expert on the evaluations entry system

16.Maintain proper unit manning and strength projections in coordination with higher headquarters as applicable

17.Conduct casualty operations – rehearse it with other staff stakeholders to ensure a battle drill attitude

18.Conduct Unit Mailroom (UMR) or Postal Operations

19.Enable Personnel Information Management (PIM) using HR systems to conduct records management functions

20.Conduct MILPAY audits; reconcile transmittal records with finance (e.g. track meal cards issuance and

associated BAS deductions when required)

MAR 2017 PAGE 9

MYERS MINUTES

POC PHONE EMAIL LOCATION

SGM Raymond Myers 760-380-7531 Raymond.h.myers.mil@mail.mil Bldg #988-B/Rm# 7

G1 SERGEANT MAJOR

**AG WEEK**

AG CORPS REGIMENTAL ACTIVITIES 20 June - 23 June May 2017

Fort Jackson

−20 June

•0700 - 0830 Carolina Chapter AG Breakfast (NCO Club)

•1500 - 1630 HRC WO Assignment Briefings to WOBC / WOAC Auditorium (Photo Tank)

−21 June

•0530 - 0700 AG School Run (Darby Field)

•0830 - 1000 WO HRCI Brief CW4 Hickman Mrs. Hastings (SSI Auditorium)

•0900 - 0930 CSM and SGMs Meet and Greet (AG School Conf Rm)

•1015 - 1130 State of the Corps Brief (81st RSC, 81 Wildcat Way)

•1330 - UTC HRC CMF Review (AG School Conf Rm)

•1800 - 2000 AG Hall of Fame No-Host Dinner (Invite Only Double Tree, Columbia, SC*)

−22 June

•0800 - 1200 AG Hall of Fame Tour (Invite Only) (AG Museum)

•0800 - 0900 AG SGM Professional Development (81st RSC, 81 Wildcat Way)

•0900 - 1100 NOM CSM / SGM Panel (81st RSC, 81 Wildcat Way)

•0800 - 1500 CW5 Session (AGS Conference Room)

•1100 - 1230 Combat to Corporate (NCO Club)

•1330 - 1800 Carolina Chapter Maude Foundation Golf Tournament (non-duty status)

−23 June

•0900 - 1100 AG HOF / DMOR Induction Ceremony (SSI Auditorium)

•1700 - 2400 AG Corps Regimental Ball (Double Tree, Columbia, SC*)

Color Legend:

Private association event - AGCRA

Professional Development (open to public – student/credentialing

focus)

Official AG School Training or Event

Official AG Regimental Event

*Tentative

MAR2017 PAGE 10

MYERS MINUTES

POC PHONE EMAIL LOCATION

SGM Raymond Myers 760-380-7531 Raymond.h.myers.mil@mail.mil Bldg #988-B/Rm# 7

G1 SERGEANT MAJOR

MAR 2017 PAGE 11

Soldier For Life– Transition Assistance Program

FOR QUESTIONS ABOUT THE NEWSLETTER PLEASE CONTACT MRS. PAMELA CREWS AT 760-380-4367

Soldiers work towards their education or technical training goals through traditional

education, technical training, job credentials, and military experience. Soldiers will also receive

credentialing information during their professional military education courses.

As a Soldier continues their career in the Army, it is important to pick up training and

credentials that could help meet future civilian goals. All of these preparations play a key role

in the transition process later in a military career.

It's important for Soldiers to start the transition process early, not only throughout the Soldier

Life Cycle, but towards the end as well. SFL-TAP encourages Soldiers to attend the program 18

months prior to transition or 24 months prior for retirees, and for good reason. The earlier a

Soldier begins their transition preparations, the more prepared they will be to pursue career,

educational, or entrepreneurial goals.

To get a jump-start on life after Army active duty, visit www.sfl-tap.army.mil. SFL-TAP is also

available on social media! Check out SFL-TAP on Facebook (Soldier for Life -- Transition

Assistance Program), Twitter (@SFLTAP), and LinkedIn (Soldier for Life -- Transition

Assistance Program Connection Group).