It is the new mandated initiative by the Department of Defense as the upgraded Transition Assistance Program (a.k.a. TAP) to direct and guide Active Duty military in reaching their Goals (G), make Plans (P), and be Successful (S) in their new chosen path.
The document provides an overview of the training strategy and planning for the Opelika site. It outlines the key phases of planning, development, implementation and sustainment of training. It details the course development plan, risks around construction timelines and hiring waves, and a scorecard to track progress. The goal is to complete priority 1 training for startup production and packaging lines by the end of 2012.
The document provides an overview of the transition and retirement of the Space Shuttle Program. It discusses developing a strategy based on benchmarking other large program retirements. A Strategic Capabilities Assessment was conducted to determine what capabilities need to be retained and when. Governance boards were established for oversight. Implementation involves functions like workforce retention, property disposition, and environmental management. The goal is to safely complete the mission manifest and support exploration goals while retiring unneeded capabilities.
Improve Parts Claim Acceptance Performance at Store 41 (Trakindo Makassar Bra...Raden Darma
This is my second project assignment at PT. Trakindo Utama Makassar Branch. Purpose of this project is to improve parts claim acceptance KPI’s at store 41 (Makassar Branch) to increase the value of claim accepted and credit value of PRA from Caterpillar
1) The document outlines the 2012 4th quarter work plan for the Quality Assurance and Accountability Division of the Department of Education Region VII.
2) The division has 5 objectives for the quarter related to ensuring standards compliance, monitoring quality management systems, and evaluating regional performance.
3) Action steps are provided for each objective with targets, standards, expected completion dates, and budgets for implementation.
The document describes NASA's Baseline Performance Review (BPR) process. The BPR:
- Monitors NASA's performance against its baseline plans on a monthly basis.
- Provides senior NASA leadership with integrated performance information on programs, projects, and institutional capabilities.
- Identifies performance trends, cross-cutting issues, and risks to help inform decision making.
Independent assessors from NASA offices analyze program and project performance using a "green/yellow/red" rating system. The BPR process involves monthly reporting from Mission Directorates and other offices, as well as analysis of risks, costs, schedules, and other metrics. The BPR is intended to improve NASA performance and communication across the agency
The Combined Arms Center-Training (CAC-T) is located at Fort Leavenworth, KS and delivers training programs, products, and services to support Army readiness. CAC-T manages the Combat Training Center program, training aids/devices/simulations, and the Army training support enterprise. It develops integrated training environments and supports readiness through accessible and effective training strategies and products that help prepare agile leaders and versatile units.
This document provides the schedule and staffing for a weekend training programme at Beckingham from March 1-3, 2013. It includes details on the activities, instructors, and additional notes for 84 cadets divided into first aid, JCIC (joint cadet instructional cadre), and company training sections. The training includes first aid lessons, student teaching practices, activities like the shotgun range and air rifle range, and a full-bore shooting event on Sunday. The document lists the area commander, training officer, company sergeant major, and administration staff in charge of the event.
The document provides an overview of the training strategy and planning for the Opelika site. It outlines the key phases of planning, development, implementation and sustainment of training. It details the course development plan, risks around construction timelines and hiring waves, and a scorecard to track progress. The goal is to complete priority 1 training for startup production and packaging lines by the end of 2012.
The document provides an overview of the transition and retirement of the Space Shuttle Program. It discusses developing a strategy based on benchmarking other large program retirements. A Strategic Capabilities Assessment was conducted to determine what capabilities need to be retained and when. Governance boards were established for oversight. Implementation involves functions like workforce retention, property disposition, and environmental management. The goal is to safely complete the mission manifest and support exploration goals while retiring unneeded capabilities.
Improve Parts Claim Acceptance Performance at Store 41 (Trakindo Makassar Bra...Raden Darma
This is my second project assignment at PT. Trakindo Utama Makassar Branch. Purpose of this project is to improve parts claim acceptance KPI’s at store 41 (Makassar Branch) to increase the value of claim accepted and credit value of PRA from Caterpillar
1) The document outlines the 2012 4th quarter work plan for the Quality Assurance and Accountability Division of the Department of Education Region VII.
2) The division has 5 objectives for the quarter related to ensuring standards compliance, monitoring quality management systems, and evaluating regional performance.
3) Action steps are provided for each objective with targets, standards, expected completion dates, and budgets for implementation.
The document describes NASA's Baseline Performance Review (BPR) process. The BPR:
- Monitors NASA's performance against its baseline plans on a monthly basis.
- Provides senior NASA leadership with integrated performance information on programs, projects, and institutional capabilities.
- Identifies performance trends, cross-cutting issues, and risks to help inform decision making.
Independent assessors from NASA offices analyze program and project performance using a "green/yellow/red" rating system. The BPR process involves monthly reporting from Mission Directorates and other offices, as well as analysis of risks, costs, schedules, and other metrics. The BPR is intended to improve NASA performance and communication across the agency
The Combined Arms Center-Training (CAC-T) is located at Fort Leavenworth, KS and delivers training programs, products, and services to support Army readiness. CAC-T manages the Combat Training Center program, training aids/devices/simulations, and the Army training support enterprise. It develops integrated training environments and supports readiness through accessible and effective training strategies and products that help prepare agile leaders and versatile units.
This document provides the schedule and staffing for a weekend training programme at Beckingham from March 1-3, 2013. It includes details on the activities, instructors, and additional notes for 84 cadets divided into first aid, JCIC (joint cadet instructional cadre), and company training sections. The training includes first aid lessons, student teaching practices, activities like the shotgun range and air rifle range, and a full-bore shooting event on Sunday. The document lists the area commander, training officer, company sergeant major, and administration staff in charge of the event.
It is the new mandated initiative by the Department of Defense as the upgraded Transition Assistance Program (a.k.a. TAP) to direct and guide Active Duty military in reaching their Goals (G), make Plans (P), and be Successful (S) in their new chosen path.
The document summarizes the role of Command Career Counselors in assisting sailors through the transition process. It outlines that Counselors should initiate pre-separation counseling and the Individual Transition Plan (ITP) 9-12 months from separation. Sailors are required to complete the Transition GPS curriculum, ITP checklist, and CAPSTONE event. Counselors verify sailors have the required documentation to attend Transition GPS and provide additional counseling as requested. The ITP and use of resources like Transition GPS help sailors develop career plans and transition successfully to civilian life.
CSEP Acquisition Preparation Technical Training Course SamplerJim Jenkins
The DoD acquisition process involves taking a system from concept to operation, maintenance and disposal. Key SE activities include:
- Defining stakeholder and technical requirements through concept of operations, requirements analysis and definition
- Developing the system architecture through functional analysis, allocation and architecture synthesis
- Implementing, integrating, verifying and validating the system
- Transitioning to operations, and maintaining and eventually disposing of the system
This covers the key SE roles outlined in section 4.1 of the Defense Acquisition Guidebook, including translating user needs to requirements and designing the system architecture. The course then delves into how SE is applied throughout the different phases of the DoD life cycle.
With time, systems have become very integral part of enterprise "structure" ensuring better functionality & sustainability. iCMG has helped organizations in 16 countries to grow their small architecture groups ( 1-2% of the IT group size) to the next level.
Chirag Patel is seeking a position in mechanical engineering. He currently works as a Design Engineer at L&T Technology Services where he has worked on three projects involving redesigning ship structures and complying with new maritime regulations. His responsibilities include studying structural rules, analyzing designs, and managing projects. He has strengths in areas like critical thinking, problem solving, and time management. He holds a Bachelor's degree in Mechanical Engineering and received a team performance award at his current job.
The Architecture Center of Excellence (CoE) provides various architecture learning and certification options to help enterprises enhance their architecture skills. These include webinars, workshops, seminars, online courses, and customized in-house training programs. The CoE also offers skill governance assessments to evaluate architecture teams, identify gaps, and determine readiness for projects. Certification programs include two tiers to certify architecture essentials and certified architects. The CoE has helped over 800 customers in 16 countries enhance their architecture capabilities.
The Work-based Learning Maturity Toolkit helps institutions assess their current performance in work-based learning, identify a vision for the future, and recommend actions. The toolkit provides criteria and levels of maturity to evaluate performance in areas like institutional readiness, program design, and technology use. Institutions can then identify best practices for organizing work-based learning and enhancing teaching, assessment, and the student experience through continued development.
Training at Wipro involves several stages to prepare employees for projects. The induction program provides an overview of the corporate world. The Project Readiness Program prepares employees for a specific project by filling gaps in their knowledge over 10 weeks. The Fundamental Readiness Program covers foundational topics over 10 days. The Corporate Readiness Program impart corporate training, behavioral skills, and security over 6 days. The Technical Readiness Program covers 10 technology streams with assignments and case studies over 25 days. Finally, the Real Life Lab provides an opportunity to apply learning from the Technical Readiness Program through a real-life case study before employees are assigned to projects.
This document discusses designing training programs for various organizations. It outlines the ADDIE model for designing training which includes analyzing needs, designing the program, developing materials, implementing training, and evaluating effectiveness. Several companies are discussed including their training needs analysis, course design, implementation methods, and evaluation. ONGC, NPTI, Torrent Power, L&T, Infosys, and banking sector training are summarized as examples of industry training practices. The document emphasizes analyzing needs, setting objectives, using various teaching methods, and gathering feedback to improve training programs.
7 Modules (3 weeks each):
1 - International Business
2 - Human Resource Management
3 - International Finance
4 - Globalization and Cultural Awareness
5 - International Marketing
6 - International Management
7 - Business Development and Entrepreneurial Skills
Plus, 26 weeks co-op internship.
Interesting Points:
Learn how to prepare a resume, cover letter and etiquette for interview
Stock Market Game
Marketing Plan on how to sell a product in Canada
Market intelligence
Business Plan for a small or start-up business
Share real word experience in class from students and professors
Work in a Canadian Company --> Career Experience
Available:
Vancouver
Toronto
This document outlines North Star's agile transformation case study. It discusses establishing standard agile frameworks across programs to promote collaboration and faster delivery. The transformation approach involves experimental phased implementation with a focus on continuous improvement, team engagement and learning. The detailed roadmap involves assessing the current state, prioritizing transformation KPIs, implementing action items through coaching and workshops, and reassessing progress in an iterative cycle over 1-2 years. Key elements include establishing cross-functional teams, implementing agile methodologies like Scrum and engineering practices, and scaling the framework over time.
The document describes the Black Belt training program for Six Sigma. It explains that Black Belts undergo intensive training over 4 months divided into 4 phases - Measurement, Analysis, Improvement and Control. Each phase consists of 1 week of classroom training followed by 3 weeks of project work applying the tools and concepts. The document outlines the components and tools covered in each training phase to equip Black Belts with the skills to lead Six Sigma projects and drive process improvement.
NCCET December Webinar - Restructuring Continuing Education and Corporate Tra...NCCET
The Lone Star College CE and Corporate Training Divisions centralized the operations of 5 separate training divisions 3 years ago into two separate entities. Two years later, a reevaluation, with the collaboration of a consultant from NCCET, shaped the new structure and roles of the continuing education personnel as a more effective and streamlined organization focusing on operations, serving students and program/curriculum development to address workforce needs in a time of tightening budgets.
WPLAR 2010 - RPL in Workplace Learning: International UpdateDon Presant
This document discusses the use of recognition of prior learning (RPL) in workplace learning and development. It provides an overview of RPL, highlighting how RPL can help document, assess, and recognize workers' skills regardless of how they were acquired. RPL uses authentic assessments like demonstrations, interviews, and portfolios to validate competencies. RPL benefits both employees and employers by identifying skill gaps, supporting career transitions, and improving retention. The document also outlines how ePortfolios can effectively manage informal learning through reflection, assessment, knowledge sharing, and collaboration.
WPLAR 2010 - RPL in Workplace Learning: International UpdateDon Presant
This document discusses the use of recognition of prior learning (RPL) in workplace learning and development. It provides an overview of RPL, highlighting how RPL can help document, assess, and recognize workers' skills regardless of how they were acquired. RPL uses authentic assessments like demonstrations, interviews, and portfolios to validate competencies. RPL benefits both employees and employers by identifying skill gaps, supporting career transitions, and improving retention. The document also outlines how ePortfolios can effectively manage informal learning through reflection, assessment, knowledge sharing, and collaboration.
This document discusses Scrum processes used at Sokrati to transform time-to-market. Key aspects include 1+3 month sprints for development and maintenance, back-to-back sprints with cool off periods, and QA and operations transitions every release. Roles like the Lead, Product Manager, team, and QA are defined along with their responsibilities. Metrics like velocity and task overrun are monitored using Agilo for automated tracking. A 2 week release strategy is used along with conditional beta releases every 3 months.
The document discusses roles and responsibilities in continuous process improvement (CPI). It describes the CPI deployment director as owning the deployment plan and communication plan. Project sponsors are responsible for the project charter and removing barriers. Process owners implement process changes. Black belts and green belts lead CPI projects under a master black belt. A DACI chart defines roles as drivers, approvers, contributors, and informers. CPI uses tollgates to approve project definitions, measures, analyses, improvements and controls.
The Work-force Development Maturity Toolkit is designed to help institutions assess their maturity in lifelong learning and work-force development. It provides criteria and level statements to evaluate performance, along with guidance and resources. Institutions can identify strengths and weaknesses, set a vision for improvement, and develop action plans. A consortium including universities and colleges will develop the toolkit materials based on prior benchmarking initiatives. The toolkit will allow institutions to benchmark themselves and work towards enhancing learning, teaching, and support for staff and students.
The Work-force Development Maturity Toolkit is designed to help higher education institutions assess their maturity in lifelong learning and work-force development. It provides criteria and level statements for institutions to evaluate their performance, identify areas for improvement, and develop strategic plans and actions. The toolkit was developed by several UK universities and colleges in partnership with JISC. It uses a benchmarking methodology involving stakeholders to gather evidence, conduct self-assessments, and produce reports and change management plans tailored to each institution's needs and goals related to lifelong learning and workforce preparation.
The training process involves several stages: (1) needs analysis to determine current and desired performance, (2) design of training programs based on needs, (3) development of training materials and activities to engage trainees and improve knowledge retention, (4) implementation of training, and (5) evaluation of training effectiveness immediately after and later on. Wipro's training program includes project readiness training, fundamental and corporate readiness programs, technical readiness training covering different technology streams, and a real life lab to apply skills before staffing projects.
Organizations such as Coast Guard, Facebook, Amazon, Department of Defense has a career service provider that helps members make good career decisions and transition enhancing morale and focus on doing a better job in their current position. A lecture and proposal to Coast Guard.
Dr. Astro talks about the importance of Personal wellness and discusses the holistic approach in career counseling in making good personal decisions in life.
It is the new mandated initiative by the Department of Defense as the upgraded Transition Assistance Program (a.k.a. TAP) to direct and guide Active Duty military in reaching their Goals (G), make Plans (P), and be Successful (S) in their new chosen path.
The document summarizes the role of Command Career Counselors in assisting sailors through the transition process. It outlines that Counselors should initiate pre-separation counseling and the Individual Transition Plan (ITP) 9-12 months from separation. Sailors are required to complete the Transition GPS curriculum, ITP checklist, and CAPSTONE event. Counselors verify sailors have the required documentation to attend Transition GPS and provide additional counseling as requested. The ITP and use of resources like Transition GPS help sailors develop career plans and transition successfully to civilian life.
CSEP Acquisition Preparation Technical Training Course SamplerJim Jenkins
The DoD acquisition process involves taking a system from concept to operation, maintenance and disposal. Key SE activities include:
- Defining stakeholder and technical requirements through concept of operations, requirements analysis and definition
- Developing the system architecture through functional analysis, allocation and architecture synthesis
- Implementing, integrating, verifying and validating the system
- Transitioning to operations, and maintaining and eventually disposing of the system
This covers the key SE roles outlined in section 4.1 of the Defense Acquisition Guidebook, including translating user needs to requirements and designing the system architecture. The course then delves into how SE is applied throughout the different phases of the DoD life cycle.
With time, systems have become very integral part of enterprise "structure" ensuring better functionality & sustainability. iCMG has helped organizations in 16 countries to grow their small architecture groups ( 1-2% of the IT group size) to the next level.
Chirag Patel is seeking a position in mechanical engineering. He currently works as a Design Engineer at L&T Technology Services where he has worked on three projects involving redesigning ship structures and complying with new maritime regulations. His responsibilities include studying structural rules, analyzing designs, and managing projects. He has strengths in areas like critical thinking, problem solving, and time management. He holds a Bachelor's degree in Mechanical Engineering and received a team performance award at his current job.
The Architecture Center of Excellence (CoE) provides various architecture learning and certification options to help enterprises enhance their architecture skills. These include webinars, workshops, seminars, online courses, and customized in-house training programs. The CoE also offers skill governance assessments to evaluate architecture teams, identify gaps, and determine readiness for projects. Certification programs include two tiers to certify architecture essentials and certified architects. The CoE has helped over 800 customers in 16 countries enhance their architecture capabilities.
The Work-based Learning Maturity Toolkit helps institutions assess their current performance in work-based learning, identify a vision for the future, and recommend actions. The toolkit provides criteria and levels of maturity to evaluate performance in areas like institutional readiness, program design, and technology use. Institutions can then identify best practices for organizing work-based learning and enhancing teaching, assessment, and the student experience through continued development.
Training at Wipro involves several stages to prepare employees for projects. The induction program provides an overview of the corporate world. The Project Readiness Program prepares employees for a specific project by filling gaps in their knowledge over 10 weeks. The Fundamental Readiness Program covers foundational topics over 10 days. The Corporate Readiness Program impart corporate training, behavioral skills, and security over 6 days. The Technical Readiness Program covers 10 technology streams with assignments and case studies over 25 days. Finally, the Real Life Lab provides an opportunity to apply learning from the Technical Readiness Program through a real-life case study before employees are assigned to projects.
This document discusses designing training programs for various organizations. It outlines the ADDIE model for designing training which includes analyzing needs, designing the program, developing materials, implementing training, and evaluating effectiveness. Several companies are discussed including their training needs analysis, course design, implementation methods, and evaluation. ONGC, NPTI, Torrent Power, L&T, Infosys, and banking sector training are summarized as examples of industry training practices. The document emphasizes analyzing needs, setting objectives, using various teaching methods, and gathering feedback to improve training programs.
7 Modules (3 weeks each):
1 - International Business
2 - Human Resource Management
3 - International Finance
4 - Globalization and Cultural Awareness
5 - International Marketing
6 - International Management
7 - Business Development and Entrepreneurial Skills
Plus, 26 weeks co-op internship.
Interesting Points:
Learn how to prepare a resume, cover letter and etiquette for interview
Stock Market Game
Marketing Plan on how to sell a product in Canada
Market intelligence
Business Plan for a small or start-up business
Share real word experience in class from students and professors
Work in a Canadian Company --> Career Experience
Available:
Vancouver
Toronto
This document outlines North Star's agile transformation case study. It discusses establishing standard agile frameworks across programs to promote collaboration and faster delivery. The transformation approach involves experimental phased implementation with a focus on continuous improvement, team engagement and learning. The detailed roadmap involves assessing the current state, prioritizing transformation KPIs, implementing action items through coaching and workshops, and reassessing progress in an iterative cycle over 1-2 years. Key elements include establishing cross-functional teams, implementing agile methodologies like Scrum and engineering practices, and scaling the framework over time.
The document describes the Black Belt training program for Six Sigma. It explains that Black Belts undergo intensive training over 4 months divided into 4 phases - Measurement, Analysis, Improvement and Control. Each phase consists of 1 week of classroom training followed by 3 weeks of project work applying the tools and concepts. The document outlines the components and tools covered in each training phase to equip Black Belts with the skills to lead Six Sigma projects and drive process improvement.
NCCET December Webinar - Restructuring Continuing Education and Corporate Tra...NCCET
The Lone Star College CE and Corporate Training Divisions centralized the operations of 5 separate training divisions 3 years ago into two separate entities. Two years later, a reevaluation, with the collaboration of a consultant from NCCET, shaped the new structure and roles of the continuing education personnel as a more effective and streamlined organization focusing on operations, serving students and program/curriculum development to address workforce needs in a time of tightening budgets.
WPLAR 2010 - RPL in Workplace Learning: International UpdateDon Presant
This document discusses the use of recognition of prior learning (RPL) in workplace learning and development. It provides an overview of RPL, highlighting how RPL can help document, assess, and recognize workers' skills regardless of how they were acquired. RPL uses authentic assessments like demonstrations, interviews, and portfolios to validate competencies. RPL benefits both employees and employers by identifying skill gaps, supporting career transitions, and improving retention. The document also outlines how ePortfolios can effectively manage informal learning through reflection, assessment, knowledge sharing, and collaboration.
WPLAR 2010 - RPL in Workplace Learning: International UpdateDon Presant
This document discusses the use of recognition of prior learning (RPL) in workplace learning and development. It provides an overview of RPL, highlighting how RPL can help document, assess, and recognize workers' skills regardless of how they were acquired. RPL uses authentic assessments like demonstrations, interviews, and portfolios to validate competencies. RPL benefits both employees and employers by identifying skill gaps, supporting career transitions, and improving retention. The document also outlines how ePortfolios can effectively manage informal learning through reflection, assessment, knowledge sharing, and collaboration.
This document discusses Scrum processes used at Sokrati to transform time-to-market. Key aspects include 1+3 month sprints for development and maintenance, back-to-back sprints with cool off periods, and QA and operations transitions every release. Roles like the Lead, Product Manager, team, and QA are defined along with their responsibilities. Metrics like velocity and task overrun are monitored using Agilo for automated tracking. A 2 week release strategy is used along with conditional beta releases every 3 months.
The document discusses roles and responsibilities in continuous process improvement (CPI). It describes the CPI deployment director as owning the deployment plan and communication plan. Project sponsors are responsible for the project charter and removing barriers. Process owners implement process changes. Black belts and green belts lead CPI projects under a master black belt. A DACI chart defines roles as drivers, approvers, contributors, and informers. CPI uses tollgates to approve project definitions, measures, analyses, improvements and controls.
The Work-force Development Maturity Toolkit is designed to help institutions assess their maturity in lifelong learning and work-force development. It provides criteria and level statements to evaluate performance, along with guidance and resources. Institutions can identify strengths and weaknesses, set a vision for improvement, and develop action plans. A consortium including universities and colleges will develop the toolkit materials based on prior benchmarking initiatives. The toolkit will allow institutions to benchmark themselves and work towards enhancing learning, teaching, and support for staff and students.
The Work-force Development Maturity Toolkit is designed to help higher education institutions assess their maturity in lifelong learning and work-force development. It provides criteria and level statements for institutions to evaluate their performance, identify areas for improvement, and develop strategic plans and actions. The toolkit was developed by several UK universities and colleges in partnership with JISC. It uses a benchmarking methodology involving stakeholders to gather evidence, conduct self-assessments, and produce reports and change management plans tailored to each institution's needs and goals related to lifelong learning and workforce preparation.
The training process involves several stages: (1) needs analysis to determine current and desired performance, (2) design of training programs based on needs, (3) development of training materials and activities to engage trainees and improve knowledge retention, (4) implementation of training, and (5) evaluation of training effectiveness immediately after and later on. Wipro's training program includes project readiness training, fundamental and corporate readiness programs, technical readiness training covering different technology streams, and a real life lab to apply skills before staffing projects.
Similar to Transition GPS MSC CCC crash course (20)
Organizations such as Coast Guard, Facebook, Amazon, Department of Defense has a career service provider that helps members make good career decisions and transition enhancing morale and focus on doing a better job in their current position. A lecture and proposal to Coast Guard.
Dr. Astro talks about the importance of Personal wellness and discusses the holistic approach in career counseling in making good personal decisions in life.
Humans can often determine a lot about other people just by looking at their faces and bodies. Subtle cues like facial expressions, posture, and clothing choices unconsciously provide clues about personality traits, emotions, intentions, social status, and more. While quick judgments based on appearance alone can be inaccurate, research shows that people tend to form initial impressions about others based primarily on visual information.
This document discusses cultural intelligence (CQ) and how it relates to age and generational culture. It provides links to resources on defining CQ and the pros and cons of diversity as well as a blog post about technologists and CQ, suggesting CQ is important for understanding differences between age groups and cultures.
Tony Astro has experience in career counseling, human resources, business ownership, and diversity training. He has traveled to over 30 countries and volunteers in his community. The document discusses how the Internet of Things will impact customers, innovation, competitors, work styles, and cultural intelligence. It suggests using social media, video, blogs, mobile phones, networking, and other online tools to connect, create, celebrate, collaborate, contact, and communicate in this new digital landscape.
This document contains announcements and advertisements for a series of talks called "FusionTalk" held bi-monthly that last 15 minutes each and cover topics related to business, career, and culture. The talks are free for members of ABAHR and open to all, and are sponsored by various groups and individuals. They are held at different locations in Virginia Beach.
1. Here is something you already know. People like to get free stuff. What kind of people? well, new prospects who need to become aware of your company or services loyal customers who deserve to be appreciated and employees who have gone the extra mile.
2. How about others? Well, trade show visitors love advertising specialties and so do the more than 6 out of 10 people who enjoy receiving their mail every day
3. In fact, the direct marketing association says you can double your response rates with lumpy envelopes containing small items because they make people curious and like we said everyone likes free stuff.
4. Here at Mvoss Creation we have access to thousands of promotional products to fit any budget or company. Better still we can show you how to save time and money by helping you match the right things to the right people for the right occasions that’s what we call flexibility
5. But are logoed items really effective? you bet. Logoed items can promote your company much longer than most other forms of advertising. The advertising specialty institute says promotional items are kept for an average of seven months and more than 60% get passed along to someone else plus they’re memorable - nearly 90 percent of recipients are able to recall the company name on their promotional products.
6. Best of all they’re affordable to business of all sizes delivering a fantastic return on investment of course to get these great results you need to find a great local product
7. Contact Mvoss Creation about totes, backpacks and caps or functional desk accessories, calendars, USB drives and more.
8. There truly is something for everyone Mvoss Creation your convenient one stop source for practical cost effective marketing and print solutions with the power of promotional items to bring your brand to life and Market your Visuals to Optimize your Social & Services of your company, events or your brand contact Mvoss Creation today.
Military & Veteran Career Issues
What challenges and issues do I foresee facing the veteran and military affiliated student population? What role would CHIEFPRENEUR play as the coordinator?
10 minutes presentation
Tony Astro gave a 10 minute briefing on 3 undergraduate degrees: Bachelor of Science in Business, Bachelor of Arts in Christian Ministry, and Bachelor of Arts in Animation. He described the career opportunities, program requirements, and contact information for each degree. The Business degree focuses on principles, theory, and real-world experience to prepare students for careers in fields like marketing, human resources, and accounting. The Christian Ministry degree teaches the Bible, communication, and discipleship to prepare students for church roles and nonprofit work. The Animation degree utilizes advanced technology and software to train students for careers in areas such as game design, animation, and graphic design.
Eligibility Communicating with the board Pre board Membership Quotas Tools of the board Not Presented to Board Members What the Board Considers Board Process Overview Post Board Process Special boards Common Issues/FAQs/MythsEnl advancement board brief for pers 803 webpage (feb 10 2015)
This is directed at all of my Reserve Component Chief Petty Officer shipmates:
“Do you want to take COMMAND? Can you be entrusted to stand tall under pressure? If you are a Chief then the answer must be a resounding “Aye, Aye!” Would you like to drill/serve your country past the maximum 30 years of TIS allowed for enlisted personnel? Do you have what it takes to wear "eagles" on your collar or be a CWO5? Would you like to increase your retirement pay by 50% or even 100%?
If you are an E-7 through E-9 with the desire to reach for one of the most demanding and satisfying positions in the Navy, the Limited Duty Officer or Chief Warrant Officer Commissioning Program may be for you.
The RC LDO/CWO program is actively seeking candidates with the “right stuff”. The RC CWO program is in particular need of support from the CPO mess. We are approximately 50% manned in our RC CWO inventory and we are losing folks almost as fast as we are “making” them. The RC LDO situation is a bit better, but not by much. So the fleet has an incentive to get as many highly qualified candidates into those billets as possible.
If you are a Reserve Component Chief Petty Officer and are interested in the RC LDO/CWO program, then now is the time to take the next step.
The following designator/career fields are OPEN:
623X (LDO SUB REPAIR)
626X (LDO SUB ORDNANCE)
628X (LDO SUB ELEX)
629X (LDO SUB COMMS)
633X (LDO AV MAINT)
641X (LDO ADMIN)
642X (LDO INFO PRO)
645X (LDO INTEL)
649X (LDO SECURITY)
653X (LDO CEC)
711X (SURF DECK CWO)
712X (SURF OPS CWO)
713X (SURF REP CWO)
715X (SEAL CWO)
716X (SURF ORD CWO)
717X (SWCC CWO)
742X (INFO TECH CWO)
744X (INFO WARFARE CWO)
745X (INTEL CWO)
Any interested applicants should take a look at the attached program flyer for more information. Anyone that does NOT already have an RC LDO/CWO mentor to assist with application preparation and the interview appraisal process should immediately contact our Recruiting Action Officer for assistance: CWO2 Richard Townsend: richard.townsend@navy.mil
Applications are due NLT 01OCT2015, so time is running short. The fleet needs you now. I am "living proof" of what the program offers. It worked for me and it can work for you too. Please pass the word.
R,
CAPT Jim Elizares ("commissioned CPO", Anchors earned in 1985)
RC LDO/CWO Community Leader “Mustangs Earn it Everyday”
jameselizares@yahoo.com
james.f.elizares@navy.mil
*** No College Required: Active Duty Commissioning or Officers Program: LDO/CWO *** If you are an E-7 through E-9 with the desire to reach for one of the most demanding and satisfying positions in the Navy, the Limited Duty Officer or Chief Warrant Officer Commissioning Program may be for you.http://www.npc.navy.mil/…/LDO%20and%20CWO%20Recruit%20Your%…
The document discusses eligibility requirements and benefits of the Post-9/11 GI Bill. Key points include:
- To receive full benefits, members must have at least 36 months of qualifying active duty service. Lesser amounts provide reduced benefits.
- Benefits include payment of tuition and fees at public and private colleges, books and supplies stipends, housing allowances, and licensing exam reimbursement.
- The GI Bill can now be transferred to dependents if the service member commits to additional years of military service.
This document provides instructions for requesting access to the CIMS system. It outlines the steps to open an internet browser and navigate to the NSIPS login page, where a CAC is required for authentication. It describes selecting "CIMS Departmental/Divisional Career Counselor" and filling out fields with name, email, phone and justification. Requestors are also instructed to select the appropriate CIMS UIC and notify a CCC once access is approved so sailors can be assigned.
The Career Tools Afloat (CTA) page replaced "NKO at Sea" and provides access to Navy eLearning (NeL) Afloat, Electronic Training Jacket (ETJ) Afloat, and FLTMPS Afloat. When Internet is available, it also provides links to systems ashore.
This document summarizes updates from a September 2014 Navy College newsletter. It outlines changes to Navy Tuition Assistance (TA) policy in NAVADMIN 190/14, including allowing TA use in the first year and reimbursement requirements for failing grades. It also provides tips for TA success, information on the Department of Defense Memorandum of Understanding (MOU) with education providers, and details the new Postsecondary Education Complaint System. Contact information is given for local Navy College Offices and the Virtual Education Center.
This document provides an overview of the Exceptional Family Member Program (EFMP) for command points of contact. It discusses the history and goals of EFMP, common myths about the program, benefits of enrollment, eligibility criteria, the enrollment process, categories of enrollment, and responsibilities of command EFMP points of contact. Contact information is provided for EFMP liaisons and medical coordinators who can assist with the program.
More from Tony Astro - Veteran Counselor & Entrepreneur (20)
1. MSC Career Counselor Crash Courses
http://www.public.navy.mil/BUPERS-NPC/CAREER/TRANSITION/Pages/TAP.aspx
NCC(AW/SW/SCW) Astro
Slides are effective as of January 2012. The intent of this shortened slide is to accommodate those who needs a very quick snapshot of new Navy policy
and not intended to replace the actual NPC Slides. Visit www.facebook.com/careerwise to get the updated slides. To view unedited slide click this link:
http://www.public.navy.mil/bupers-npc/career/careercounseling/HotPress/Documents/TGPS%20CCC%20TRN%202%20JAN(a).ppt
2. It is the new mandated initiative by the Department of
Defense as the upgraded Transition Assistance Program (a.k.a.
TAP) to direct and guide service member in setting their Goals
(G), making a Plan (P), and to be a Success (S) in their new
chosen career path.
4. Transition GPS Model –
Full Operational Capability
Day-1 Day-2 Day-3 Day-4 Day-5 Optional Tracks
Service DoL Employment WorkshopDOLEW
DOLEW DOLEW VA Benefits
Overview Brief
(1hrs.) Change Mgt.
Plan Building an Federal • Education Education Module
(3hrs.) Effective Hiring, (1hr.) (NAVY – 2 days)
Resume Resume, and • All Other
Develop Your (7hrs.) Programs Benefits
GPS Military Job Search (1.5hrs.) (3hrs.) Technical Training
Pre- Plan/
Occupation Module
Separation Career Interview
Crosswalk (VA 2-days)
Counseling (2hrs.) Exploration Skills VA Brief
& Validation (4.5hrs.) Sign Up
(2hrs.) Entrepreneurship
Post- Module
Effective Job Interview 2hrs. (SBA – TBA)
GPS Financial Search (2hrs) Analysis (1
hr.) Individual
Planning
Transition
(4hrs.)
Plan
Review
2hrs
Individual
Transition Career Readiness Standards CAPSTONE
Plan
4 Piloting Transition GPS Curriculum
5. CAPSTONE & Optional Tracks
• CAPSTONE (Mandatory)
– Verify outcome-based objectives of the Transition
GPS curriculum
– Verify service member has a viable plan for
transition
• EDUCATION TRACK (Optional)
– Provides service members with comprehensive
assistance in navigating the university education
process to ensure academic success
• TECHNICAL TRAINING (Optional)
– Provides service members with comprehensive
assistance in navigating the technical/trade
process to ensure success
• ENTREPRENEURSHIP (Optional)
– Provides overview of entrepreneurship with 8-
week follow on class available through SBA
5
6. Career Readiness Standards (CRS)
Core Curriculum DoL Employment Workshop Education Track Outcomes
Outcome Outcomes
• Continuum of Military Service • List of suitable colleges or universities.
• “Gold Card” Certificate for DoL One-
decision. • Application package for a selected college
Stop Career Centers.
or university.
• Military Occupational Code (MOC) • Confirmed one-on-one counseling with an
• Job Application Package that
Crosswalk documenting civilian advisor at a college or university.
includes:
• Documented connection with Student
certification, licensure, and/or • Resume (private and/or
apprenticeship applicability. Veterans Organization (SVO).
federal
• Reference list (personal and
• Registration for VA eBenefits and professional Technical Training Track Outcomes
relevant applications (e.g., Initial • Job applications (2)
claim, home loans, health benefits, • List of suitable Technical Training
prescription benefits, and GI Bill institutions.
transferability). • Application package for a selected
Technical Training institution
• 12 month budget reflecting personal • Understanding of web-based tools for
goals. certification training.
• Confirmed one-on-one counseling with an
• Standardized Individual Transition advisor at a technical training institution .
Plan (ITP) documenting personal and • Documented connection with SVO.
employment/entrepreneurship/
education/technical training goals,
actions, and milestones. Entrepreneurship Track Outcomes
• Connection to the Small Business
Administration (SBA in local area.
• Preliminary outline of a business plan.
PQS for Transition – Outcomes of Transition GPS
Part of Individual Transition Plan 6
8. 24-12 months prior to End of Active Obligated Service
•DD Form 2648 / DD Form 2648-1
•Prepare your Individual Transition Plan (ITP) with assistance from
your CCC
•www.mynextmove.org/explore/ip
•www.online.onetcenter.org/crosswalk
•https://www.cool.navy.mil
•https://www.ebenefits.va.gov/ebenefits-portal
9. Timeline
Timeline
• Nov 2012 Mandatory TAP attendance
• Nov 12 – Oct 2013 Implement new Transition Curriculum workshop
(Transition GPS: Goals – Plan – Success )
• January 2014 CAPSTONE required
• 2014 Implement TAP in Military Life Cycle
(Career Development Board)
9
10. VOW Act Exemption Policy
No Service member, to include Reservist, is
exempt from participating in Pre-separation
counseling or the VA Benefits Brief.
• Service members retiring after 20 or more years
may opt out of DOL Workshop
10
11. For More Details
• For TAP GPS Schedule click this link:
http://www.cnic.navy.mil/CNIC_HQ_Site/WhatWeDo/FleetandFamily
Readiness/FamilyReadiness/FleetAndFamilySupportProgram/Transiti
onAssistance/TAPEmploymentWorkshopSchedules/index.htm
• For more on TGPS click this link: http://www.public.navy.mil/BUPERS-
NPC/CAREER/TRANSITION/Pages/TAP.aspx
• For completed unedited slide click this link:
http://www.public.navy.mil/bupers-
npc/career/careercounseling/HotPress/Documents/TGPS%20CCC%20
TRN%202%20JAN(a).ppt
12. http://www.public.navy.mil/BUPERS-NPC/CAREER/TRANSITION/Pages/TAP.aspx
Questions?
Further questions may also be posted and answered
at www.facebook.com/careerwise
NCC(AW/SW/SCW) Astro
Slides are effective as of January 2012. The intent of this shortened slide is to accommodate those who needs a very quick snapshot of new
Navy policy and not intended to replace the actual NPC Slides. Visit www.facebook.com/careerwise to get the updated slides.
Editor's Notes
Slides are effective as of January 2012. The intent of this shortened slide is to accommodate those who needs a very quick snapshot of new Navy policy and not intended to replace the actual NPC Slides. Visit www.facebook.com/careerwise to get the updated slides.
Perform to Serve (PTS) is an end strength force management tool that utilizes a performance criteria within individual ratings and year groups to ensure long term sustainment of experience throughout our Navy. (Reference NAVADMIN 128/10) Your performance determines Fleet RIDE/PTS results. Fleet RIDE/PTS incorporates individual Sailor performance indicators during the PTS selection process. Then it creates a ranking of all PTS applications based on these factors and determines whether or not you are eligible for an available enlistment quota. The number of available quotas is different for every rate and rating, and changes every month based on needs of the Navy. Your performance directly impacts Fleet RIDE/PTS determination. Use the TIMELINE and the CHECKLIST provided below to prepare for the Fleet RIDE/PTS selection process. Start now to make yourself the best possible candidate for retention!
CAPSTONE (Mandatory)Verify outcome-based objectives of the Transition GPS curriculum Verify service member has a viable plan for transitionEDUCATION TRACK (Optional) Provides service members with comprehensive assistance in navigating the university education process to ensure academic successTECHNICAL TRAINING (Optional)Provides service members with comprehensive assistance in navigating the technical/trade process to ensure successENTREPRENEURSHIP (Optional)Provides overview of entrepreneurship with 8-week follow on class available through SBA
Full Operational Capability (FOC)Preferred method is to attend a CAPSTONE event conducted by transition counselors at Navy transition sites in small group (less than 25) seminars (2-4 hours). For those unable to attend a transition site CAPSTONE event due to operational commitment, a local CAPSTONE with a transition counselor (CCC or designated rep) will be conducted to verify that mandatory elements on the DD Form 2958 ITP checklist are complete and CRS is verified.Currently working on a CAPSTONE SOPCapstone event is mandatory for those separating after 1 January 2014.
NOTES: The CAPSTONE event is not intended to be a pro-forma review of course work completion. It is intended to provide a forum where the desired outcomes of transition services/activities are verified. Service members are evaluated in all dimensions of post-Service preparedness, and where final interventions are made to ensure Service members are career ready to include: Career Readiness StandardsVerification that an Individual Transition Plan (ITP) is in place/in progressPre-separation Counseling was completedVerification that a short-term budget was completedReview common risks, and provide recap of available resourcesVerification Sailors received VA Benefits Brief/Sign-Up CAPSTONE Event – to facilitate continued and/or follow-up support as needed by agency partners prior to separation and/or retirement.DoL, VA, and SBA staff will be present for warm hand-offs.
NOTE: Career Readiness Standards are a set of common and measurable transition readiness standards that service members must meet prior to separation.These standards will guide the professional development of the SM and will ensure that they capitalize on the skills and experiences gained during their military services, and align them to personal civilian career goals.
In addition to the VOW Act requirements the VEI Task Force, with White House approval, made these recommendations for implementation across the Services.- Individual Transition Plan (ITP) and ITP Checklist. * The ITP is based on a standard dod template and is the key document to navigate the Transition GPS curriculum. * Completion of the ITP is based on service members ability to meet career readiness standards commensurate with desired employment, education, or technical training objectives prior to separation. * The ITP Checklist (dd form 2958) coincides with the ITP and should be issued to SVM at the time of pre-separation counseling. This checklist must be completed prior to SVM separation, certified by transition counselor, approved by SVM’s commander or designated representative and filed in member’s service record along with the DD Form 2648. Transition GPS versus legacy TAP workshops. * For purposes of meeting objectives of vow act and Transition GPS, attendance at legacy TAP workshops suffice for meeting the above requirementsCopy of your Verification of Military Experience and Training (VMET) from https://www.dmdc.osd.mil/appj/vmet/index.jsp Most recent LES from https://mypay.dfas.mil/mypay.aspx Copy of your credit report from https://www.annualcreditreport.com/cra/index.jsp Copy of your Career Interest Inventory Assessment from O*Net “Interest Profiler” www.mynextmove.org/explore/ip Copy of your medical record Review the benefits of Reserve Affiliation at www.navyreserve.com and www.npc.navy.mil/career/transition Develop your résumé(s) Prepare and submit an Education/Technical training application, if applicable
Discover how your interests relate to the world of work using the O*NET “Interest Profiler” at www.mynextmove.org/explore/ip Translate your military skills, training, and experience into civilian occupations, credentials, and employment using the O*NET OnLine “Crosswalk Search” at www.online.onetcenter.org/crosswalk Find civilian credentials related to your enlisted rating, officer designator, or collateral duty/ out of rate assignment using Navy COOL at https://www.cool.navy.mil Register for Veterans Affairs (VA) eBenefits at https://www.ebenefits.va.gov/ebenefits-portal Attend Transition GPS24-12 months prior to End of Active Obligated Service (EAOS) Attend pre-separation counseling and complete DD Form 2648 / DD Form 2648-1 with assistance from your Command Career Counselor (CCC) Prepare your Individual Transition Plan (ITP) with assistance from your CCC Discover how your interests relate to the world of work using the O*NET “Interest Profiler” at www.mynextmove.org/explore/ip Translate your military skills, training, and experience into civilian occupations, credentials, and employment using the O*NET OnLine “Crosswalk Search” at www.online.onetcenter.org/crosswalk Find civilian credentials related to your enlisted rating, officer designator, or collateral duty/ out of rate assignment using Navy COOL at https://www.cool.navy.mil Register for Veterans Affairs (VA) eBenefits at https://www.ebenefits.va.gov/ebenefits-portal Attend Transition GPS and provide the following documents: Completed DD Form 2648/DD Form 2648-1 (see your CCC) Copy of your Verification of Military Experience and Training (VMET) from https://www.dmdc.osd.mil/appj/vmet/index.jsp Most recent LES from https://mypay.dfas.mil/mypay.aspx Copy of your credit report from https://www.annualcreditreport.com/cra/index.jsp Copy of your Career Interest Inventory Assessment from O*Net “Interest Profiler” www.mynextmove.org/explore/ip Copy of your medical record Review the benefits of Reserve Affiliation at www.navyreserve.com and www.npc.navy.mil/career/transition Develop your résumé(s) Prepare and submit an Education/Technical training application, if applicable
Must still submit 2648, ITP & ITP Checklist.Members of the Reserve Components and Guard being demobilized/deactivated after serving 180 continuous days or more on Active Duty may opt out.Must have confirmed employment or documented acceptance to education institutionAll Guard and Reserve members who have previously attended TAP may opt out of TAP.Commanders in the Service member’s chain of command may waive mandatory participation where Sailors are needed to support a unit on orders to be deployed within 60 days. A “make-up” plan must be developed. [exemption for time requirements]An exempt Service Member must formally document their decision to not participate on the DD Form 2958.LIMITED PARTICIPATION:Bad Conduct or dishonorable discharge– not eligible to attend optional tracks or CAPSTONE event.Other than honorable discharge – CO determine whether can attend optional tracks or CAPSTONE event.