This document provides an overview of the Installation Management Career Program 29 (CP29). It discusses the demographics of CP29 employees, including gender, grade level, occupation series, and education levels. It outlines the objective of CP29 to provide continuous learning and development opportunities. It describes resources for training, education and individual development plans. The selection process, funding sources, and examples of credentialing options are reviewed. Two sample career paths of CP29 employees are provided, highlighting developmental experiences, education, and progression. Key references for additional leadership and human capital development information are listed.

1. INSTALLATION MANAGEMENT
CAREER PROGRAM (CP29)
usarmy.jbsa.imcom-hq.mbx.mycareer29@mail.mil
(210) 466-0956

2. Agenda
Demographics – Who are we?
1
2
3
4 Intern Program
Training, Education and Development
Key Objective
2

3. Key Objective
Objective: Provide a continuous learning environment to
enable innovative, agile and adaptive installation
management professionals; promote and provide training,
education & experience in support of organizational and
Army objectives
3

4. White collar positions include
Business Managers, Sports,
Theater and Recreation
Specialists, Management Analysts, Training
Instructors and Program Administrators.
Demographics
61occupational series
NAF
62%
APF
26%
LN
12%
CP-29 serves Army civilian employees whose preponderance of duties contribute to
installation management and its core functions.
Trade & Labor positions include
Electricians, Masons, Painters,
Plumbers, Roofers, Bowling
Equipment Repairers,
Cemetery Caretakers
and Custodial Workers.
White
Collar
71%
Trade &
Labor
29%
LN: Local National
APF: Appropriated Fund
NAF: Non-Appropriated Fund
4

5. Demographics
19283
1381
10 6 9 23 11 627 6 48 369 86 6 197 789 50
1011
1 11 4 2 4 78
5
3% United States Army
Pacific
6% United States Army
Materiel Command
4% United States Army
Corps of Engineers
80%
IMCOM
23Commands and organizations

6. 2%
7%
78%
2% 12%
GS-11 and Below
Grad degree <HS HS grad Other Credential Undergrad degree
Key Workforce Demographics
Civilian education level by grade (includes NAF/WS equivalents)
6
27%
37%
36%
GS 13-15
Grad degree HS grad Undergrad degree
14% 0%
47%
1%
38%
GS 11-12
Grad degree <HS HS grad Other Credential Undergrad degree

7. ALL CAREER PROGRAMS
PARTICIPATION RATES
Source: DCPDS and MD 715 2015
GRADE AND ETHNICITY GRADE AND GENDER
* Appropriated Fund Army Civilian Employees Only
GS1-4 GS5-8 GS9-13 GS14-15 SES
White 62.90% 61.11% 69.09% 77.77% 86.88%
Black 22.29% 23.55% 16.94% 11.39% 6.38%
Hispanic 7.72% 8.54% 6.90% 4.58% 3.55%
Asian 3.54% 3.35% 4.16% 4.18% 2.13%
Native Hawaiian/Pacific
Islander
1.12% 0.87% 0.53% 0.32% 0.35%
American Indian/Alaska
Native
0.80% 0.74% 0.70% 0.54% 0.00%
Two or More Races 1.64% 1.85% 1.68% 1.20% 0.71%
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
70.0%
80.0%
90.0%
100.0%
GS1-4 GS5-8 GS9-13 GS14-15 SES
Men 39.15% 44.35% 61.47% 72.79% 78.72%
Women 60.85% 55.65% 38.53% 27.21% 21.28%
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
70.0%
80.0%
90.0%
UNCLASSIFIED
7

8. CP29 INSTALLATION MANAGEMENT
PARTICIPATION RATES
GRADE AND ETHNICITY GRADE AND GENDER
* Appropriated Fund Army Civilian Employees Only
GS 1-4 GS 5-8 GS 9-13 GS 14-15 SES
White 38.79% 50.98% 61.97% 80.25% 100.00%
Black 39.39% 32.55% 22.94% 12.23% 0.00%
Hispanic 11.52% 10.85% 8.35% 1.88% 0.00%
Asian 7.88% 3.53% 3.12% 3.13% 0.00%
Native Hawaiian/Pacific
Islander
0.61% 0.52% 0.84% 0.31% 0.00%
American Indian/Alaska
Native
1.82% 0.52% 0.67% 0.63% 0.00%
Two or More Races 0.00% 1.05% 2.12% 1.57% 0.00%
0.0%
20.0%
40.0%
60.0%
80.0%
100.0%
120.0%
GS 1-4 GS 5-8 GS 9-13 GS 14-15 SES
Men 31.52% 52.81% 63.81% 79.62% 66.67%
Women 68.48% 47.19% 36.19% 20.38% 33.33%
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
70.0%
80.0%
90.0%
Source: Source: DCPDS 2015
Male participation rate in NCLF
Female participation rate in NCLF
White participation rate in NCLF (National Civilian Labor Force – Our Benchmark)
Black participation rate in NCLF Hispanic participation rate in NCLF 8

9. Competency Management
Position
Descriptions
Developmental
Activities
Competencies
Position DescriptionPosition Description
Also consider bios of
encumbents of target
position and selection
board results
IDP - Training,
education and
experience
KSAs
9

10. Critical Resources
https://actnow.army.mil
• Review career maps
• Identify development opportunities
• Construct Individual Development Plans
• Supervisors review your employees’ plans
Army Career Tracker (ACT 2.0)
Go Army Ed (GAE)
• Training Applications
• Supervisor Approval
• SF182
https://www.goarmyed.com
10

11. ACTEDS Funding
• Developmental Assignment Program
• Certified Public Manager training
• On-site Short Term training
• Academic Degree training
• Business Analysis training
• Project Management training
• Senior Executive Institute
FY 16 – estimated $295,000 budget
11

12. Application Process
• Army Career Tracker (ACT) account
• Go Army Ed (GAE) account
• Completion of or credit for appropriate CES for grade
• Performance rating of “successful”
• Three (3) years permanent/full-time service
• Proper completion of packet
• Supervisor and ACPM endorsements
12

13. Selection
Selection Considerations
• ACPM endorsement
• Character - Army Values
• Competence - Performance
• Commitment - Career Goals
Selection
• Diverse panel of IM professionals
• Functional Chief Representative approval
• Order of Merit List (OML)
Approval Authority is the
Functional Chief Representative
13

14. Credentialing
• Nationally or internationally recognized standards
• Helps ensure current and relevant training and education
• Enhances competency and credibility
• Examples
• Certified Public Manager (CPM)
• Project Management Institute's “Project Management Professional”
• International Institute of Business Analysis’ Certified Business Analysis
Professional
14

15. Free Self Development Option
• Coursera and partner universities offer free courses online
• Coursera’s business model: free college classes with option for “Verified Certificates” (for a fee)
• Courses address competencies required for Installation Management professionals
• Examples:
• Leading Strategic Innovation in Organizations, Vanderbilt
• Data Analysis and Statistical Inference, Duke
• Project Management, University of Virginia
• TechniCity (Technologically Enhanced Cities), Ohio State
• Successful Negotiation, University of Michigan
• Introduction to Mathematical Thinking, Stanford
• Business Writing, University of California, Irvine
• Sustainable Development, Columbia
• Coursera link is https://www.coursera.org/
15

16. More Free Self Development Options
• Skillport - https://usarmy.skillport.com
• Examples: Microsoft Excel, Business Analysis and Customer Service
• JAG School - https://jagu.army.mil/
• Example: Fiscal Law
• train.org
• Focused on public health, many lessons transferable to other professions
• Example: Harvard University, Using Exercises to Enhance and Measure
Preparedness
• Office of Personnel Management HR University - https://hru.gov/index.aspx
• Examples:
• COACH for Success: How to Hold Performance Conversations
• Creative Approaches for Innovative Solutions
• Defense Equal Opportunity Institute -http://deomi.org/Education&Training/E-
Learning.cfm
• Examples: Group Development & Bystander Intervention
• Kahn Academy - https://www.khanacademy.org
• Example: Probability and Statistics
16

17. GS-0101-09
FAPM/EFMP
Manager 0CONUS
Small (2 yrs)
GS-0101-11
ACS Officer
OCONUS Small (3 yrs)
GS-0101-11
ACS Officer
OCONUS Med (1 yr)
GS-0301-12
Deputy DFMWR
OCONUS (1 yr)
GS-0301-13
Director FMWR
OCONUS (2 yrs)
GS-0340-13
Executive Officer
OCONUS (3 yrs)
GS-0340-14/
Executive
Officer/Deputy GC
CONUS (3 yrs)
GS-0340-15
Deputy Garrison
Commander (Med)
CONUS (3 yrs)
NSPS YC-03
Deputy Garrison
Commander
CONUS (2 yrs)
GS-0340-15
Deputy Garrison
Commander (LG)
CONUS (Current)
US Army
War College
Masters
(1 yr)
Child Protection
Enforcement –
Municipal
Civilian Workforce
Bachelors
Degree
Masters
Degree
(MPA)
SBLM
Additional Professional Development
• 80 hour Mediation Course
• Lean Six Sigma Executive level course
1993
Example #1 CP 29 Career
17

18. Senior
Service
College
ICAF
1 yr
MBA
Degree
Bachelors
Degree
Entry level
Management
Positions in Private
Industry
GS-2005 GS 4/5
Supply Clerk Typist
Military spouse
OCONUS (1 yr)
GS-0301-15
Chief Future Plans,
IMCOM HQ
(0.5 yr)
GS-0346-13
Ch, Logistic Plans & Ops
(4.5 yrs)
Joint IA Task Force
GS-0343-13
Sr Program Analyst
(1 yrs)
Joint IA Task Force
GS-0343-12
Program Analyst
(2 mo.)
Joint IA Task Force
GS-0560-9/11
Budget Analyst
(10 mo.)
COCOM
GS-0343-5/7/9
DA Intern
OCONUS (2 yrs)
GS-0301-09
Quality Mgt
Specialist
OCONUS (2 yrs)
GS-0301-07
Admin Officer
OCONUS (1 yr)
GS-0301 GS 5/7
Records Manager
Air Force
OCONUS (3 yrs)
GS-0343-11/12
Quality Mgt
Specialist
OCONUS (2 yrs)
GS-0346-14
Deputy J4, HQ
CMDT & Contracting
(1 yrs)
Joint IA Task Force
GS-0346-15
Director J4 & HQ
CMDT & Contracting
(4.5 yrs)
Joint IA Task Force
GS-0301-15
Chief Strategic
Communications,
IMCOM HQ
(1.5 yrs)
GS-0340-15
Deputy Garrison
Commander (LG)
OCONUS (Current)
Additional Professional Development
• DA Army Performance Improvement
Evaluator 2 yrs and Quality Mgt and Army
Performance Improvement Criteria Trainer
• LEAD, LEAD Train-the-The Trainer, PME I
Additional Professional
Development – Private Industry
• Ran a Home School High School
16 students
• Real Estate License
SBLM
Keys to Success
• Experience at different command echelons
and in multiple diverse career fields.
• Steady progression within organizations
• Used IDP to ensure I received critical TNG.
Example #2 CP 29 Career

19. Interns – An Army Strategic Resource
• Two year program
• GS7/9 - target GS11
• Multiple occupation series
• PAIO (0301, 0343)
• ACS (0301, 0101, 0187)
• DPTMS (0301)
• DPW BOID (0343)
• Mobility agreement
• Consider internal and external candidates
• Primary recruitment sources: WRP, Wounded Warriors,
LinkedIn, USAJOBS and professional referrals
• Command and SME involvement in selection
19

20. • Why diversity?
Innovation = (X/fear)Diversity
• Leader involvement in recruiting yields richer and more diverse
applicant pools. Selections based on merit and without quotas from
those pools result in better qualified and more diverse employees
• Total Army intern population:
• 38% female
• 85% have bachelor’s degree or higher
• CP29 intern population is (as of SEP 2015):
• 53% female
• 100% with bachelor’s degree or higher
• National Civilian Labor Force is:
• 48% female
• 23% with bachelor’s degree or higher
Improving Innovation through Diversity
20

21. Questions?
usarmy.jbsa.imcom-hq.mbx.mycareer29@mail.mil
(210) 466-0956

22. Career Program 29 Org Chart
As of: 1 November 15
CP29 Career Program Manager
Mr. Tim Weathersbee
W6BDAA 014F-0006, GS 0301-15
timothy.a.weathersbee.civ@mail.mil
210-466-0674
New CMSP
Career Management Specialist
Mr. John W. Thompson
W6BDAA 001E-0005, GS 0301-12
john.w.thompson29.civ@mail.mil
210-466-0685
Human Resources Specialist
Ms. Rebecca Silvas
W6BDAA 014G-03, GS 0201-13
rebecca.r.silvas.civ@mail.mil
210-466-0684
Deputy Career Program Manager
Ms. Catherine Miller
W6BDAA 014G-0002, GS 0301-14
catherine.d.miller6.civ@mail.mil
210-466-0688
CP-29 FCR
Ms. Diane Randon (SES)
DACSIM, HQDA
CP-29 FC
LTG David D. Halverson
Assistant Chief of Staff for Installation
Management (OACSIM)
Program Support Specialist
Mr. Jorge Millet-Castillo
W6BDAA 014G-0004, GS 0301-11
jorge.l.milletcastillo.civ@mail.mil
210-466-0686
Program Specialist**
Vacant
W6BDAA 014G-0005, GS 0301-13

23. Some Key References
• “Adaptive Leadership in the Military Decision Making Process,” Dr. William Cojocar,
published in Military Review, Nov-Dec 2011 issue
• ADRP 1, The Army Profession, June 2015
• ADRP 6-22, Army Leadership, August 2012 w/ change 1
• Army Regulation 350-1, Army Training and Leader Development, 19 AUG 2014
• Army Regulation 672–20, Decorations, Awards, and Honors (Incentive Awards), April
1, 2014
• Army Regulation 690–400, Total Army Performance Evaluation System, October 16,
1998
• AR 690-900, Civilian Personnel- General and Miscellaneous, December 1979
• AR 690-950, Career Management, December 31, 2001
• “Building the Right High Potential Pool,” Aon Hewitt, January 2013
• “Developing Adaptive Leaders,” Dr. Leonard Wong, July 2004
• “Human Capital Assessment and Accountability Framework Practitioners’ Guide,”
Office of Personnel Management, September 2005
•“ICMA Credentialing Advisory Board Policies and Procedures,” March 27, 2013
• “Identifying High-Potential Talent in the Workplace,” UNC Kenan-Flagler Business
School, 2013
• IMCOM Strategic Human Capital Plan, 2015
• IMCOM Regulation 350-1, Training and Leader Development, 1 JUN 2010
• IMCOM 2025 and Beyond
• “Innovative Strategies for a New System of Workforce Development and Lifelong
Learning,” the Council for Adult and Experiential Learning, November 2008
• TRADOC Pam 525-8-2, The U.S. Army Learning Concept for 2015, January 2011
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