maet 11 2 3 040816

March/April 2016 Volume 11, Issue 2/3

www.MAE-kmi.com

Public Private Partnerships O Degrees in Human ResourcesCCME Recap

Education and Career Transition Guide for Servicemembers and VeteransPRSRT STD

U.S. POSTAGEPAID

LEBANON JCT., KY

PERMIT # 805

Veteran Supporter

Joseph SharpeDirectorVeterans Employment and Education DivisionThe American Legion

TransiTion Trends

• MakingtheTransitionwithNS2Serves• CareersinCriminalJustice

CorporateConnection:RaytheonClaytonPaulding,ProgramManagerInformationTechnology

Special Section:Training FaculTy in VeTeran concerns

WE CAN HELP PREPARE YOUR SERVICEMEMBERS

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An Equal Opportunity Affirmative Action Institution. Baker College is accredited by the Higher Learning Commission / 230 South LaSalle St., Suite 7-500, Chicago, IL 60604-1411 / 800-621-7440 / www.ncahlc.org. Baker Center for Graduate Studies’ MBA program is also accredited by the International Assembly of Collegiate Business Education (IACBE). For more information about our graduation rates, the median debt of students who completed the program, and other important information, please visit our Web site at www.baker.edu/gainfulemployment.

Whether the plan is to continue in the military or transition to civilian life, Baker can help your military personnel receive an online degree from anywhere in the world.

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ATTENTION ESOs:FOR INFORMATION ABOUT OUR PROGRAMS OR TO SCHEDULE A FACE-TO-FACE MEETING ON YOUR BASE:CALL: (800) 469-4062 VISIT: bakercollegeonline.com

Baker College strongly believes in the Principles of Excellence as outlined in Executive Order 13607 by being a participant of the Degree Network System (DNS), DANTES, GoArmyEd, and CCAF’s AU-ABC Program. The college is a proud signer of the DOD MOU and is eligible to receive Federal military and Veteran education benefits.

To help your servicemembers see how online classes work, watch our multimedia demo at bakercollegeonline.com/demo.

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Cover / Q&AFeatures

Joseph sharpeDirector,VeteransEmployment&

EducationDivisionAmericanLegion

Departments University Corner2 ediTor’s perspecTiVe14 class noTes26 ccMe grapeVine27 resource cenTer

Kelly oTTer, ph.d.Dean,SchoolofContinuingStudiesGeorgetownUniversity

April 2016Volume 11, Issue 2/3MILITARY ADVANCED EDUCATION & TRANsITION

The leading higher education resource for our nation’s servicemembers

Targeted circulation reaches education services officers and content focuses on current trends in higher education and highlights pressing issues for military students.

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3special secTion: Training FaculTy in VeTeran concerns Teaching our TeachersManyschoolshaveestablishedformaltrainingprogramssothatteachersandadministratorscanfocusonthespecificneedsofactivedutymilitarystudentsandreturningveterans.

By Holly cHriSty

18opening doors, adVancing liVesArecapofthe2016CCMEprofessionaldevelopmentsymposiuminSanAntonio.Thisyear’sconference,“AMilitaryMember’sandVeteran’sPathwaytoEducationandCareerSuccess,”isprojectedtohavemorethan1,000attendees.By SHawn Mann

20The Business oF peopleTherearealargenumberofmilitarypersonnelinHRroles;approximately50,000intheArmyalone.Giventheplannedforcereductions,manyoftheseprofessionalswillbetransitioningtociviliancareersinthehumanresourcesfield.By KaSey cHiSHolM

23readiness Through parTnershipsTheU.S.ArmyReservePrivatePublicPartnershipprogramcreatesemployment,training,andtransitionopportunitiesforArmyReservesoldiersthroughrelationshipsprivate/publicsectororganizations.By erin tHede

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corporaTe connecTionRaytheonClayton PauldingProgramManagerInformationTechnology

6The Many Faces oF criMinal JusTiceAcriminaljusticecareercanbeanaturaltransitionforveteransandservicemembers,andschoolshaveavarietyofdegreeprogramstosuityourneeds.By Holly cHriSty

10MaKing The TransiTion wiTh ns2 serVesNS2Servesisanintensive,three-monthcourse,establishedbySAPNationalSecurityServices,totrainveteransintheuseofSAPsoftwaresolutionsthatsupportavarietyofU.S.governmentandbusinessmissions.

TransiTion Trends MAE&T Supplement

“We continue to diligently

work on ensuring

that federal programs that assist

veterans with education,

job training, employment,

housing or small

business are adequately funded and operating

productively and efficiently.”

— Joseph Sharpe

We all like to share our ideas. But sometimes, the best things are accomplished by listening. On March 20, Student Veterans of America wrapped up the SVA Listening Tour in Salt Lake City, Utah with a recep-tion at The University of Utah.

The listening tour, which kicked off Monday, March 14 in Omaha, Nebraska, took SVA’s newly appointed President and CEO Jared Lyon, Vice President of Programs Walter Tillman; and Chapter Liaison Mark McKenna to 22 campuses throughout the Great Plains and Pacific Northwest.

Over the course of seven days, they traveled more than 2,700 miles across Nebraska, South Dakota, Wyoming, Montana, Washington, Idaho and Utah to hear directly from student veterans about the unique challenges they face on their campus.

Three key themes kept appearing during the town hall style conversations: fundraising, member-ship growth and advocating for support within the educational institution.

These are areas where SVA has made a concerted effort to provide programmatic support to its chapters, and hearing about how these topics impact individual experiences helps to better inform how we improve and grow programs such as SVA Scholarships, the SVA Leadership Series and the Vet Center Initiative.

We applaud SVA for doing the “boots on the ground” work that connects them to the veterans they serve. To learn more, check out the online conversation by following #SVAListens on social media. You can also invite SVA to visit your school at https://speakerrequest.questionpro.com.

EDITOR’s PERsPECTIVE

Education and Career Transition Guide for Servicemembers and

Veteranseditorial

EditorKelly G. Fodel [email protected]

Copy EditorJonathan Magin [email protected]

Correspondents

J.B. Bissell • Kasey Chisholm • Catherine Day Jaime Fettrow-Alderfer • Nora McGann Holly christy

art & design

Senior Graphic DesignerScott Morris [email protected]

advertising

Associate Publishercarol ramirez [email protected]

KMi Media groupChief Executive OfficerJack Kerrigan [email protected]

Publisher and Chief Financial Officerconstance Kerrigan [email protected]

operations, circulation & production

Circulation & Marketing Administratorduane ebanks [email protected]

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Military Advanced Education & Transition

Volume 11, Issue 2/3 • March/April 2016

Kelly G. Fodeleditor

A Proud MeMber of

#SVAListens Tour stops at Sheridan College. [Image Courtesy of SVA]

#SVAListens at South Dakota State University. [Image courtesy of SVA]

www.MAE-kmi.com MAE&T 11.2/3 | 3

Military students are different from other students. They often have demanding full-time jobs, families to support, complicated benefits to deci-pher, and potential mental, physical and emotional health issues resulting from their service. Supporting these students and contributing to their ultimate success is totally unlike supporting an eighteen-year-old freshly graduated from high school—their life experience is different, so their needs are different.

Training faculTy To besT serve miliTary sTudenTs.

by Holly cHrisTy

mae&T correspondenT

Teaching OurTeachers

Special Section: Training FaculTy in VeTeran concerns

www.MAE-kmi.com4 | MAE&T 11.2/3

It’s important that faculty and staff who work with military students have the background, information and tools to pro-vide the necessary support. Many universities have established formal training programs and techniques so that teachers and administrators can learn about and focus on the specific needs of active duty military students and returning veterans. One such program is the “Green Zone,” created in 2010 by the faculty and staff at Virginia Commonwealth University, and co-funded by the Aurora Foundation and the Virginia Wounded Warrior Program. According to the Aurora Foundation, the Green Zone is gaining national attention as an effective way to train faculty and staff on issues facing military students. Ultimately, the goal of the Green Zone Program is to “develop a very visible network of faculty and staff in all schools/colleges and administrative units to whom these students could go to receive assistance.” This approach to train faculty and staff to promote veteran awareness asked all participants to volunteer to be trained, leaving them with basic knowledge about the concerns and issues facing military students and the resources available to assist.

Military and veteran students ought to consider what resources the universities they are considering can offer, what needs they have and whether or not a particular university can meet them, and how dedicated these universities are to their particular success.

granTHam universiTy

Grantham University is fully online and accredited, and about half of its student population is active-duty or military veterans. As such, Grantham is continually developing and putting practices in place to help ensure faculty mem-bers are well-trained and versed in teaching strategies most effective with a military learner and that there are ample faculty members to adequately meet the needs of mili-tary students. Grantham adminis-trators continually refine course delivery to best accommodate the unique learning needs of military students, and they develop specific courses military students can apply and benefit from in advancing their careers.

Cheryl Hayek is Grantham’s interim president, chief aca-demic officer and provost. “We know that it is simply not enough to be student-centered; we must be military-centered, veteran-centered and individual-centered,” she said. “We use research, theory, best practice, innovation and an intense commitment to do what is right for students by instituting a successful infra-structure. Special populations require special treatment and I can think of no more special population than the United States military.”

The university’s leadership team includes an impressive group of military veterans. In fact, Grantham’s Vice President

for Strategic Initiatives and Government Relations, Jeff Cropsey, currently serves as Immediate Past President of the Council of College and Military Educators. Hayek points out that this is “a clear testimony to the level of authority and knowledge possessed by Grantham and its leadership team within the military educa-tion arena.”

In addition to being an institutional member of the National Association of Institutions for Military Education Services (NAIMES), Grantham University continually creates new and nurtures existing relationships with military organizations such as the Enlisted Association of the National Guard of the United States, Defense Acquisition University, Association of the United States Army and the USA Warrant Officers Association in order to offer members and employees educational opportunities. Through these alliances and in its own right, Grantham offers military and veteran scholarships and textbook grants to help supplement military education benefits.

“For military and veteran students, online learning offers the flexibility they need to earn their education amidst their hectic, sometimes transient lifestyles,” Hayek said. “To help them overcome any challenges that come with a virtual learn-ing environment, our faculty and staff believe in walking side by side with our students through their journey to post-secondary learning success.” She continued, “It’s our goal to ensure our students never feel alone or isolated in their online learning journey.”

In 2001, Grantham received an Innovative Best Practice/New Program Award for their holistic approach to student support called VIP2.The acronym VIP2 stands for Visible, with active course engagement four days a week, including weekends; Immediate, 48 hour maximum turnaround times for assign-ments and emails; Personal, live office hours and the ability to greet and interact with students every day; and Proactive, reaching out to students to help ensure their success, both from their student advisor and their instructors. This VIP2 framework was a result of Hayek’s professional research, and it encourages and supports innovation in both course content and online learning technologies. The approach is embraced by both faculty and university staff in supporting military and veteran students.

In 2011, Hayek was awarded an Aurora Foundation grant to develop the Veterans in Transition program at Grantham University. The program was developed to ensure faculty and staff had the necessary skills to ensure that veteran students are successful in achieving their educational goals. It does so by teaching laypeople how to use Schlossberg’s Transition Theory coupled with Appreciative Advising to gain understand-ing of the relevant issues and provide a pathway to assist vet-erans in their journey. Hayek explained, “Our faculty and staff who take the course learn, practice and apply this knowledge through the use of role-based training. Program materials help individuals understand the challenges faced by veterans in their transition back to civilian life, and offer real-world advice and activities that can be used to serve those who have served us so honorably.”

Cheryl Hayek

Grantham University



Troy universiTy

“Troy University often describes itself as servant; an institution that espouses the principles of servant leadership,” said Joseph Houghton, director of military affairs. How bet-ter to manifest this concept than in the service to those who serve? Houghton explained: “Service to the military is an important component of university life. Troy has built a culture where the importance of mil-itary affiliated students is obvious. More than 60 percent of the univer-sity’s leadership team have worn the uniform; there are military focused initiatives of the SGA (the Student Government Associa-tion has an initiative to support our troops currently serving in Iraq and Afghanistan); the university band presents an annual Salute to Veterans’ Concert; the university football team honors our military population with an annual Military Appreciation Day Game; the relationship between the university and the military is a component of the faculty and staff orientation program.”

The main vehicle for the university’s training is the Green Zone initiative, available to all faculty and staff at Troy University. Several universities across the nation have a form of Green Zone training. At Troy, the Green Zone project is intended to better prepare faculty and staff to interact with military and veteran students through the completion of modules that include: Our Student Veteran Population, Military Education Benefits and Scholarships, Military 101, Transition Issues, Mental Health and Disabilities, Post-Traumatic Stress, Traumatic Brain Injury, Military Sexual Trauma, and Substance Abuse, Depression and Suicide. The Troy program has been developed into a self-paced, online training course in order to accommodate the time requirements of participants and support faculty and staff on all campuses, districts and locations.

Troy University has developed a unique Green Zone decal and electronic badge for those faculty and staff who have successfully completed the Green Zone course. Houghton explained, “The badge signifies the university’s commitment to support our mili-tary students and it is desired that the participants completing the program will display their decal on their office door or virtual door signifying their readiness to talk with military students about their experiences at Troy, and any needed support.”

Additionally, military students at Troy University have access to the Troy for Troops Center (TFTC), which encompasses three physical and one virtual veteran’s centers. The TFTCs provide space for camaraderie, study, academic advising and counsel-ing, and computing. They also host a VetSuccess On Campus (VSOC) Counselor who provides assistance and support to vet-eran students and their eligible family members. Troy also hosts an official chapter of Student Veterans of America, a SALUTE National Veterans Honor Society and both Air Force and Army ROTC Units. “Beyond this strong level of support, our Military

Affairs Staff works in coordination with the campus adaptive needs office, with counseling and career services, as well as with the university’s VA Certifying Officials,” Houghton added.

Regarding Troy University’s multi-layered approach to sup-port of military and veteran students, Houghton said, “At Troy, we remember that support of our military students, our veterans and their families is a university-wide undertaking and not limited to just one office.” In fact, support of student veterans is actually mandated by the university’s current stra-tegic plan. He explained, “In support of the strategic plan, and under the direction of the Vice Chancellor for Military Affairs, the Military Affairs Division undertakes research, col-lects data from military affiliated students through regularly administered Military Student Satisfaction Surveys, discusses veteran support with colleagues from other universities, actively participates in NAIMES and multiple state ACMEs and attends professional conferences, including CCME. The findings are considered within the Military Affairs Division, then shared and amended based on input from the University’s Military Affairs Advisory Committee. Action plans are then finalized and implemented.”

According to Houghton, this comprehensive training for fac-ulty and staff is part of what sets Troy University apart. “At Troy, our approach is unique because it is built on a proven history of success. After more than six decades as an education partner to the armed services, few institutions can rival Troy’s experi-ence and knowledge of the unique needs of our servicemembers and veterans. Our approach is consistent and we continually seek ways to improve the quality of our own service in order to insure that our veterans have an excellent experience at Troy University.”

regenT universiTy

Bob Habib, director of grad-uate and military admissions at Regent University, says, “Our goal is to create a military-supportive environment where our student servicemembers, veterans and family members can achieve their academic, transitional and spiri-tual goals. We are very intentional with ensuring all staff and faculty members understand our mission by providing ongoing outstanding, relevant, engaging and meaningful training.”

Regent University will become an official Green Zone uni-versity by the end of the second quarter, indicating their staff and faculty’s level of equipment and readiness to provide supe-rior services to all military-related students. Habib explained, “While our staff is dedicated to providing superior service to all students, we are especially intentional with the type of support provided to our military-related population (staff and

Bob Habib

Regent University

Joseph Houghton

Troy University


For more information, contact MAE&T Editor Kelly Fodel at [email protected] or search our online archives

for related stories at www.mae-kmi.com.

students alike). Through research, partnerships with other higher education institutions and individual experiences, we stay current with industry-standard best practices regarding counsel-ing, advising, processing and community-related activities. We are currently using the Green Zone training platform as one of our [initiatives] for providing superior education to our staff and faculty.”

Regent University ensures that avenues of communica-tion among military students, staff and faculty remain open by employing intentional and individual outreach. “We offer numerous campus events year-round that demonstrate our over-all awareness of the unique challenges and obstacles our mili-tary-related students face,” Habib said. “We also offer a trauma seminar, legal clinics, military lunch and learn sessions, and on-campus and online information sessions that provide direct guidance on such issues.” Furthermore, all new staff members receive training regarding the uniqueness of the military-related student population during their orientation training to the university. Also included in this training is an in-depth session regarding VA benefits and how the Military and Veterans Affairs team provides support services to students. Habib added, “Once a quarter, we invite a leader in the field of military-transitioning

to our campus to provide a seminar on how to help veterans suc-cessfully navigate the transition process and journey.”

The Military and Veterans Affairs (MVA) Office at Regent University serves as the cornerstone for all military-related community and outreach events, and is responsible for the military-experience training offered to students, staff and faculty. According to Habib, the MVA team is “passionate and equipped to serve all military-related students’ challenges, issues, barriers and successes; almost all members of the MVA team are veterans themselves. Furthermore, we are currently training a new team of academic advisors that will be dedicated to serving our mil-itary-student population.” In addition to these services, Regent also has a Psychological Services Center (PSC) on campus, which provides direct mental health support to faculty, staff and local students free of charge. O

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Johnson & Wales University admits students of any race, color, and national or ethnic origin, among other catagories. A private, non-profit institution.


www.MAE-kmi.com8 | MAE&T 11.2/3 | Transition Trends

TransiTion Trends

CORPORATE CONNECTION Military Advanced Education & Transition

Why does your company believe veterans are a valuable investment?

At Raytheon, we value the strategic and tactical talents that veterans bring to our company. Their unique expe-

riences, product-knowledge and customer-centric insights are a competitive discriminator for us.

We believe that military service reinforces the importance of leadership, collaboration, integrity, and a disciplined focus, which are key attributes any employer will look for. Veterans’ military experience helps the company better understand mis-sion needs and translate them into innovative solutions for our customers.

What advice would you offer service members and veterans looking to make the transition to a civilian career?

My advice is to have a game plan. That means doing some work to understand what it is that you really

enjoy and then find a career that would allow you to do that. Once you’ve picked a target career, research what skills and experience you’d need to get your first job in that field and then develop a plan to get those skills. Connect with people already in that line of work to get a feel for what their experiences have been and to get their advice.

What do you think is the biggest challenge vet-eran’s face in making their transition to civilian employment?

The challenge that I’ve seen veterans struggle with the most is articulating their qualifications in terms that

civilian employers will understand. It’s something I experienced myself. When I first started job hunting after leaving the Army, my resume had quotes from my award citations on them, but civil-ian employers couldn’t relate to them. I had to learn how to think about my experience and skills in a way that made sense to the people looking at my resume. The career coaches at my school helped me with that; I strongly recommend getting advice from a civilian career coach to address this challenge.

Why does your company believe veterans are a valuable investment?

I love where I work because of our shared values. We have a focus on teamwork and our products are used

by the military so everyone here strongly believes in that mis-sion. Veterans have those same values; they enjoy teamwork

and want to keep serving our country even once they are out of uniform.

What percentage of your employees are veterans?

17 percent of Raytheon employees are veterans.

What do you believe makes your company par-ticularly veteran-inclusive and supportive?

For starters, Raytheon is simply a great place to work, regardless of if you are a veteran of not. We have a

company culture that is focused on serving our customers (who are often our warfighters), and collaboration from all team mem-bers that values them for who they are. What makes us special for veterans is that they get to continue serving our country when they work here. And because there are so many other veterans working at Raytheon, it means that you have co-workers who can relate to your background.

We also have an employee resource group called Raytheon’s Veterans Network, or RAYVETS. This group supports the com-pany’s veterans and their families as well as veterans in our local communities. This network provides veterans a ready resource to help them navigate the company, learn the culture, and pro-vide guidance on their career development plans.

And lastly, the company supports national organizations that are focused on helping veterans and their families make the transition to civilian careers. For example, we partner with Student Veterans of America and American Corporate Partners to support veterans’ goals for higher education and career advancement.

How can companies better assist veterans in their transition?

We have a special recruiting team called Operation Phoenix that is dedicated to helping veterans make

the transition into the civilian workforce. We offer personalized feedback and assistance with understanding the hiring process and best practices. This allows veterans to interact directly with recruiters and hiring managers and get candid advice, which will help them not only find a job at Raytheon but anywhere in the civilian workforce.Prior to his current role as an IT program manager at Raytheon, Clayton Paulding led the IT leadership development program. He is also a U.S. Army Infantry veteran and holds a degree from the University of Maryland’s Robert H. Smith School of Business. O

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RaytheonClayton PauldingProgram Manager Information Technology

www.MAE-kmi.com Transition Trends | MAE&T 11.2/3 | 9

TransiTion Trends

When you hear “criminal justice,” your mind automati-cally thinks “police officer.” And while uniformed police are a large and crucial component of the criminal justice system, there are numerous other roles to play. Finding a place in the criminal justice system often appeals to prior military personnel because there can be a lot of carry-over from one career to the next.

Jim Reynolds, Academic Program Chair for Criminal Justice and Homeland Security at Florida Tech, said that in his time as Deputy Police Chief, “I liked hiring veterans, because they knew and understood how to function in an organization and work as a team, but also make indepen-dent assessments and decisions. For servicemembers, the addition of foundational knowledge to real-world experience is a winning combination.” He goes on to explain the appeal of criminal justice to prior servicemembers: “What I hear most often is a desire to help people and improve the com-munity. We all have legitimate needs for feeling secure in our homes, neighborhoods and workplaces. Military personnel and veterans already have the attitude toward service to the country that does not just vanish with the discharge date. If anything, those who have served deployments have often seen firsthand the poor quality of life and high stress that can come with a community that is unsafe and unstable. They don’t want that for their own neighborhoods and fami-lies when they muster out.”

Whether preparing for a new career, a promotion or a transition out of the military into the civilian criminal justice world, universities of every size and specialty can help you take the next step.

Florida Tech

Criminal Justice degree candidates at Florida Tech can either pursue the Bachelor of Arts in Criminal Justice, or fol-

low the track for Criminal Justice/Homeland Security. Both programs are fully online and cover the essential topics for entry into the respective career field. These programs also provide the knowledge and skills enhancement to assist those currently employed in public safety professions who are seeking advancement.

After covering the basics of the justice system, criminal investigations, criminology and law, along with the usual general education requirements, Florida Tech students pre-pare for more advanced topics with coursework in research methods and writing. They then delve into such topics as Community Policing, Crime and the Media, Police Organi-zations, Ethics and Comparative Criminal Justice Systems.

Those in the Bachelor of Arts in Criminal Justice track then study topics of special interest, such as White Collar Crime, Cybersecurity, Violent Crime, Serial Killers, Crime Analysis and Organized Crime. The students seeking the Homeland Security option study Terrorism, Emergency Management, Transportation and Border Security, Planning for Homeland Security, Critical Infrastructure Protection and Intelligence. They can then choose from continued study in Homeland Security topics like Domestic Terrorism or they can go back into the Criminal Justice courses to finish up.

Reynolds described Florida Tech’s programs as chal-lenging, saying, “We have a very challenging program that we update regularly. We have high expectations for our stu-dents, but we also have an array of student services avail-able to bring struggling students up to speed. This isn’t a “spare time” program; it takes commitment and dedication.”

Reynolds added that Florida Tech also has a strong practitioner-based faculty. “All of our instructors have work experience in the fields they teach, or they don’t teach it. Seasoned investigators teach Criminal Investigations, law-yers and judges teach the legal courses, police chiefs teach ethics and police organization. Our Organized Crime class is

By Holly Christy, MAE&T Correspondent

The Many Faces of Criminal Justice

A plethora of career options await the servicemember-turned-CJ student.


CAREERs IN CRIMINAL JUsTICE

taught by a nationally recognized expert in the field. Home-land Security courses are taught by career professionals chosen for their direct experience in this still-developing field of study and practice. At some colleges, a professional educator covers whatever topic is in the rotation that term, and while I give that due respect, I think our way is superior in providing students with real-world knowledge.”

Central Texas College

Real-world, hands-on experi-ence is also of utmost importance at Central Texas College. According to Terry Cramer of Central Texas College-Europe, “Our instruction in Criminal Jus-tice is grounded in theory but supplemented by the real-life experience of our instructors and by ‘hands-on’ instruction whenever appropriate. This is never more obvious than in our course, Criminal Investigation. In teaching this course, I have my students actually do a mock

crime scene investigation as their culminating project. They must protect the crime scene, take notes, make sketches and take photographs, as well as interviewing witnesses. Then they must write up a polished investigative report and defend it in mock court. The report must indicate any follow-up steps that they would take if this were a real case. The students learn by first understanding the methods used, and then by putting them into actual practice. This ‘hands-on’ approach makes the learning relevant and gives them insights into real-world police work. They find it challenging and exciting, which motivates them to continue on with their studies.”

Central Texas College offers two Associate of Applied Science degrees in the Protective Services Department: the AAS in Criminal Justice and the AAS in Corrections. CTC also offers Certificates of Completion in Criminal Jus-tice, Corrections Specializa-tion and Fire Protection.

Many of CTC’s active duty and veteran students are or were military police, and as such, they receive some evaluated credit for their military training and experience. In fact, CTC’s Police Academy and Law Enforcement Train-ing Director, Patrick Boone, said: “Over the past year, 41 percent of our police academy students were either prior service or in the military while going through the academy. Approximately 60 percent of our Jailers course students were prior service.” Boone added, “We are trying to reach out to the military and build the relationship with the Military Police Corps in order to convince them to start sending their soldiers through the police academy as sponsored students.”

Excelsior College

It is also the case at Excelsior College that a large percentage—about 90 percent—of the criminal jus-tice students are active duty, veterans, in the reserves or the National Guard. Accord-ing to Michael Verro, Senior Program Director in Crimi-nal Justice at Excelsior: “We also have a significant number of veterans look-ing for a career change, or [seeking] to start in the field of criminal justice after they leave the military. They tend to be attracted to the field of criminal justice, as it reflects some of the characteristics of military life and careers. Military personnel are usually physically fit, disciplined and follow a similar chain of command and codes of behavior as many

Patrick BooneCentral Texas College

Michael VerroExcelsior College

LOOKING TO ADVANCE OR TRANSITION TO A CAREER IN CRIMINAL JUSTICE?

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TransiTion Trends

jobs in the field of criminal justice. These are traits that are highly regarded by criminal justice organizations when they vet potential candidates.”

The School of Public Service at Excelsior offers associ-ate’s, bachelor’s and master’s degrees. Students pursuing bachelor’s and master’s degrees can choose from concen-trations including forensics, law enforcement, homeland security and administration. Students will cover the basics from criminal justice, criminology and ethics to domestic terrorism and infrastructure security and policy. Depend-ing on their interests, students may also study topics such as drugs and crime, juvenile delinquency and family law, among others.

Mr. Verro pointed out, “What you know is more important than where you learned it. Excelsior College offers a variety of support to both military and veteran populations, begin-ning with a review of each prospective student’s prior mili-tary experience and training to determine which, if any, has been evaluated and approved as college-level equivalent by the American Council on Education (ACE). This review is conducted by The Center for Military Education and can save our veteran students both time and money. The college has many partnerships and agreements with the military, state and federal government entities, businesses, train-ing academies, and other colleges which allow students to

transfer in the maximum amount of previously earned cred-its toward their education.”

Colorado State University–Global Campus

Olivia Yu, Coordinator of Criminal Justice Programs at CSU, explained the natu-ral fit that servicemembers find with the field of crimi-nal justice. “A course of study in criminal justice can be particularly attrac-tive to servicemembers,” she said. “Criminal justice professionals are expected to conduct themselves with integrity, empathy, common sense, discernment and courage, and be in good mental and physical condition, all of which are traits servicemem-bers are likely to have developed. Additionally, service-members understand security clearances, how to work under pressure and meet deadlines, how to give and follow directions, and how to conform to rules and structure. They

Olivia YuColorado State University–

Global Campus

Today is the day when limited turns

into limitless.

4 campuses. 100+ online programs. online.nebraska.edu

“My today started when I realized my leadership skills were building blocks. After serving my country with tours in

Afghanistan and Iraq, I was equipped with the fundamentals. But I knew there was room to grow and more to learn. At the

University of Nebraska at Omaha, I found a highly ranked program available

online that worked with me while overseas and helped develop the skills I apply in my role each day.

Thanks to my advanced degree, I’m able to use my leadership

and managerial expertise to tackle administrative

challenges. And I’m excited to see my opportunities continue to grow today and tomorrow.”

JEFF LEHMKUHLMaster of Public Administration

University of Nebraska at Omaha


CAREERs IN CRIMINAL JUsTICE

are capable of leadership, have the ability to work as team members and team leaders, and are self-directed. Employ-ers value these traits which servicemembers acquire from their military experience.”

While pursuing a degree in criminal justice at CSU, stu-dents learn the skills necessary to succeed in administrative and leadership positions in the public sector (including law enforcement, courts and law, correction, social services) and the private sector (including security and investigation). “We do our best to provide students with an education that will allow them to find the criminal justice career that is best [suited] for them, and students customize their learning experience and knowledge base with one of our specializa-tions,” Yu said.

The specializations that students can follow to tailor their bachelor’s or master’s coursework at CSU are Crimi-nal Forensics, Criminal Justice Management, Criminology and Fraud Management. “We also provide students with an optional practicum/internship upon the completion of course requirements, allowing them to place their learnings directly into practice in real-world settings and develop hands-on experience,” Yu added.

East Coast Polytechnic Institute

Robert Larned, Execu-tive Director of Military Edu-cation at ECPI University, said, “Ours is an increas-ingly dangerous world; protecting your fellow citi-zens from harm can be very rewarding. When crimes do occur, helping victims seek justice can also be quite satisfying. [Criminal justice] is also a fascinating career that involves critical think-ing skills and all your powers of observation and judge-ment.”

ECPI University has developed a program designed to prepare graduates to work in a variety of settings involving investigations, security, law enforcement, forensic science and technology. It can prepare graduates to play a vital role in the investigation and prosecution of criminals in both the physical world and cyberspace. ECPI also offers a concentration focused on Homeland Security, counter-terrorism and emergency planning. Larned explained: “It is designed to provide graduates the ability to understand the policies and procedures of the Department of Homeland Security, follow security and surveillance principles, assume the role of intelligence gathering in protecting the nation’s critical infrastructure, apply knowledge of the legal issues surrounding Homeland Security and acquire knowledge of NIMS (National Incident Management System) and its appli-cation to Homeland Security.”

There are approximately 250 military related students in ECPI’s criminal justice program. Larned pointed out that

“vets do very well in the field, as they are conditioned to the structure in regards to hierarchy of rank and responsibility levels.” He added, “ECPI University is dedicated to serving the men and women who serve the nation. We value not just their service to the country, but also what they add to ECPI’s student body…their leadership, experience and maturity.”

Park University

Park University’s crimi-nal justice program is large and diverse, with more than 930 active military, veter-ans and their families cur-rently enrolled nationwide. A range of degrees in criminal justice are avail-able, including Associate of Science, Bachelor of Arts, Bachelor of Science and an Undergraduate Certificate in Terrorism and Homeland Security.

Greg Plumb, Chair of the Department of Criminal Jus-tice at Park University, said: “The criminal justice program emphasizes developing strong oral and written communi-cation skills. With a focus on critical thinking and problem solving, students progress from basic essay writing to a capstone research project that results in the completion of a thesis.”

Real-world experience is also highly valued at Park University, evidenced by the fact that all full-time faculty in Park’s criminal justice program have more than 20 years of professional experience. Furthermore, Park has a required internship that culminates with students evaluating their experience, in light of the academic skills, knowledge and experiences developed during their course work. “What’s unique is the internship allows external professionals in the field to provide the Park criminal justice faculty with an unbi-ased evaluation of our students,” Plumb added.

Park University is committed to training its criminal jus-tice students well to fill the needs of a growing and chang-ing field. “As a result of an ever-increasing demand for law enforcement, corrections and security professionals in the field, career opportunities for the criminal justice graduate continue to expand exponentially,” Plumb said. “Further, as a result of the versatility of the criminal justice degree, graduates can also pursue disciplines across the private, public or government business sectors. The improved critical thinking and problem-solving skills of our graduates prepares them well for the changing environment in today’s criminal justice.” O

Robert LarnedEast Coast Polytechnic

Institute

Greg PlumbPark University




TransiTion Trends

As veterans attempt to re-enter the workforce following military service, they often face multiple challenges. The skills they’ve acquired during their tenure in the military may not directly translate to current industry needs. In order to address these issues and empower veterans, SAP National Security Services (SAP NS2) established NS2 Serves, a three-month training course focused on training vets in world-class software solutions that support U.S. national security.

The most recent class, a record 22 military veterans, graduated from the NS2 Serves program, which culminated with each becoming a “Certified SAP Associate,” a globally respected credential that opens doors to multiple career paths across the IT industry.

This was the fourth class to complete the course since the program launched in early 2014, bringing the total number of graduates to 78 veterans. The training program boasts a nearly 100 percent job placement success rate with major U.S. corporations and agencies, with an average annual starting salary of $65,000.

Training is conducted by renowned educators, IT experts and business leaders, and takes place at the National Con-ference Center in Leesburg, Va. In addition to technical coursework covering topics such as data modeling, analyt-ics, and business intelligence, the veteran trainees polished critical soft skills including resume building, public speak-ing, presenting and interviewing.

NS2 Serves Chairman, VADM Joe Kernan, US Navy (ret.) praised the graduates for their hard work throughout the challenging curriculum.

“You came to the program equipped with skills you developed in the militarydiscipline, persistence and an appreciation for the mission,” he said. “You leave today with a new sense of confidence and a technical skill set that pre-pares you for the next step in your civilian careers.”

However, the most moving words came from the gradu-ating veterans themselves:

“This program is everything I expected to be. It wasn’t a hand-outthat’s what attracted me to it. It was intense. I stand here today more confident and equipped with skills that I can take to employers and say, ‘Heythis is what I can do.’” – Orlando Tyrell, U.S. Navy veteran

“There are so many opportunities in this program to fail, but there are so many people around you, the classmates, the teachers. No veteran here wants a hand-out; no veteran here got a hand-out. We all worked very hard. Through teamwork, we made the most of a phenomenal opportu-nity.” – Casey Traxler, U.S. Army veteran

“I thought I was at the top¾I’m young, I’m motivated, I’ve been in the military, I have a degree…and no one gave me a second chance. So many interviews, so many contacts to go through every day, and nothing. And these guysthey see the potential that each and every one of us has, and they’ve invested so much into us. And for that, I hold a lifetime of gratitude.” – Marvin Rodriguez, U.S. Army veteran

NS2 Serves is an independent, nonprofit organization established by SAP National Security Services, Inc. to give back to the community it servesthe people of the U.S. national security community. NS2 Serves offers valuable training and employment assistance to recent veterans who have served our country’s national security needs. Full-time, paid participants are trained in world-class software solu-tions that support U.S. national security, leading to certifi-cations that are valuable in many career paths in the U.S. and around the world. Further details on the program and instructions on how to apply for the next round of classes are at www.NS2Serves.org. O

making The TransiTion



Adm. Eric T. Olson (U.S. Navy, Ret.) addresses the graduates. [Image courtesy of NS2 Serves]

Making the Transition with NS2 Serves


compiled by KMi Media Group staffCLAss NOTEs

Grantham University, a 100 percent online accredited university with students worldwide, is hosting a special event to help Washington, DC, area residents enhance their personal branding, social networking and profes-sional image skills to further their careers.

The free “Professional Branding that Gets You Noticed” event will be held on Wednesday, April 20, 2016, at the National Association of Manufacturers Headquarters. Several Grantham University representa-tives who specialize in career services and marketing will cover topics including networking, resume and cover letter writing, and using social media to enhance personal branding. A professional photographer will also be on hand to take professional head shots at no cost for use with LinkedIn and other social media profiles.

Tabitha Davis, Grantham University director of university outreach said, “We are looking forward to holding this event for Grantham students, alumni and Washington, DC, area residents. This is a great oppor-tunity for those who are interested in enhancing their professional networks.”

For more information or to register visit: https://www.eventbrite.com/e/grantham-university-professional-branding-event-in-washington-dc-tickets-23060461461

The field of cybersecurity is growing at an extraordinary rate, but there are not enough cybersecurity professionals to meet the demand. In Colorado alone, there currently are 12,000 unfilled cybersecurity jobs. Nationally, there are expected to be 1.5 million unfilled positions by 2019.

Understanding the mounting need to fill these positions, the University of Denver’s Daniel Felix Ritchie School of Engineering and Computer Science now offers a one-year master’s degree in cybersecurity. This fast-track, experi-ential degree will equip students from any undergraduate discipline with the technical foundation they need to have an accelerated career in the fastest-growing industry in the nation.

JB Holston, dean of the Ritchie School, joined Gov. John Hickenlooper and several Colorado industry partners in Washington earlier this month to meet with federal policy experts to discuss how business, policy, technology and higher education can come together in a multi-sector effort to provide training and education for jobs in cybersecurity.

These meetings happened at the same time President Obama sent Congress his annual budget, which calls for nearly $20 billion for cybersecurity.

“President Obama’s latest annual budget proposal includes $19 billion for cybersecurity,” Holston said. “The nation is in need of more experts as cybersecurity has become a central global concern. We’re positioning DU as a critical platform for driving the public/private cybersecurity ecosystem in Colorado.”

On April 19, the University, along with the University of Colorado Colorado Springs, will cohost a convening on “Growing a Cybersecurity Ecosystem” on the DU campus. The event will cover a broad range of critical cybersecurity topics for attendees from industry, government and academia, including a talk by Gov. Hickenlooper regarding Colorado’s new National Cybersecurity Response Center Initiative. The event will kick off with a guest panel of Israelis who have been at the center of building that country’s best-in-class cybersecurity ecosystem.

Five University of West Florida graduating engineering students have been accepted to the highly selective United States Air Force S&E Palace Acquire Program, established to heighten the Air Force’s ability to maintain the leading edge in today’s technology-intensive environment by hiring dynamic, creative and innovative scientists and engineers.

UWF students Josue DeJesus, Lee Fulton, William Posey, Shawn Reid and Jessica Whitten will have the opportunity to participate in the well-planned, three-year development and training program.

The first and third year involve work experience at the cutting edge of technology, while the second is devoted to graduate studies paid by the Air Force. Successful completion of the PAQ program can result in promotion to journeyman-level engineer or scientist.

Sean Sylvester is a recruiter for the Air Force and instructor at UWF. He says the students who stand out are self-motivated and consistently go the extra step in class, in lab assignments and homework.

“The PAQ program is a great way to start an Air Force civilian science and engineering career,” Sylvester stated. “Completing grad school makes them stronger assets for their organizations and prepares them for future competi-tive promotions beyond the GS-12 level.”

Incentives to participate in the PAQ program include a 25 percent hiring bonus, student loan repayment up to $20,000 and a year of graduate school with paid tuition and books, during which they earn a full GS-9 salary.

UWF Students Accepted to Prestigious Air Force Program

Grantham Offers Free Branding

Event

Fast-Track Master’s Degree in Cybersecurity


Veteran SupporterThe American Legion helps veterans reach their educational and career goals

Q&AQ&A

Joseph C. Sharpe Jr. was appointed to the position of Direc-tor of the Economic Division in April 2009, now the Veterans Employment & Education Division. Prior to serving as Director, he served as Deputy Director of the Economic Division, Health Care Field Representative and Assistant Director of the Veterans Affairs and Rehabilitation Commission.

He is a graduate of The Johns Hopkins School of Advanced International Studies in Washington, DC, where he earned a M.A. in International Relations and Economics. He also has two Graduate Certificates in International Business and Trade and Health Care Management from Georgetown University. Joseph also earned his B.A. in Sociology from the University of Mary-land, College Park, Md.

He is a U.S. Army veteran and has served in the Army Reserves.

Q: Tell us about the mission of the National Veterans Employment & Education Division of the American Legion.

A: The mission of The American Legion’s National Veterans Employment & Education Division is to ensure America’s veter-ans have the opportunity to provide, with honor and dignity, the economic necessities of life for themselves and their families. In other words, it is responsible for the basic “bread and butter” issues that are vital to all veterans. These include education, job training, employment, veterans’ preference in federal hiring and retention, post-retirement income, small-business opportunities and housing.

Q: What kind of partnerships does your division use to leverage resources for veterans?

A: Below is a list of some of our relationships we have cultivated in order to properly serve the veteran community within our mission:

• Military.com• U.S. Chamber of Commerce Foundation• Avue Central• State Approving Agencies

• Federal Agencies (i.e., DOL, HUD, SBA, USDA, VA)• National Association of Veteran Program Administrators• Western Association of Veteran Education Specialists• Post-Secondary Education Institutions and Associations

Q: Many people are unaware that you have American Legion offices on some college campuses. Explain their purpose for us.

A: Establishing Legion Posts on campuses allows our Legion-naires to assist student-veterans in properly transitioning into college life as well as provide meaningful dialogue on issues of health care/disability benefits, employment opportunities and life after college. Basically, our Commission desires to see these Posts help student-veterans excel on college campuses and go on to lead productive and financially stable lives.

Q: What sort of legislation is your division currently part of or involved in supporting?

A: Presently, our division is supporting legislation that addresses education issues that include affordability and col-lege costs: access, persistence and completion; better informa-tion for consumers; student loan programs; accreditation and

Joseph SharpeDirector

Veterans Employment and Education Division

The American Legion


oversight; innovation; and the burden of federal regulations. In addition, we’re advocating for veteran-owned businesses to be included into the Transportation and Infrastructure construction set-asides at the state level. Lastly, we’re sup-porting a bill that will modernize and strengthen existing Depart-ment of Veterans Affairs housing programs for homeless and at-risk veterans.

Q: Education is only part of the equation for veterans; they also need to find employment. Describe how your division assists in accomplishing this.

A: For years, we’ve sponsored Job Fairs, Employment Seminars & Summits and Small Business Development Workshops to pro-vide the necessary information and tools for veterans and their spouses to find employment within high-growth industries. In addition, our division has held resume (both for the federal and private sector) and interview technique workshops to assist vet-erans in being prepared to interacting with potential employers. Please note our events include a networking lunch or reception that allows veterans to engage employers in a more intimate setting, so they have the ability to build knowledge regarding specific companies as well as to broaden their networking base for future employment opportunities. Lastly, our website www.legion.org has articles, videos and links that assist veterans with resume and interview tips, translating military skills and infor-

mation about starting a small business from successful veteran business owners.

Q: What is the National Employer Rewards Program?

A: Each year since 1969, The American Legion’s National Veterans Employment & Education Commission has spon-sored an Employer of the Year Awards Program. This pro-gram seeks to honor those employers across the country who had established outstanding records in the employ-ment and retention of veterans. There are nine awards in all, which include:

• Employer of Veterans Award(a) Small-sized Employer; (b) Medium-sized Employer; and (c) Large-sized Employer

• Enhance the Lives of Disabled Persons Award• Employer of Older Workers Award• Homeless Veteran Outreach Award• Employment Service Award(a) Disabled Veterans Outreach

Program (DVOP) Specialist; (b) Local Veterans Employment Representative (LVER); and (c) Employment Service Local Office

Q: What sorts of skills do veterans obtain at your Employment & Empowerment Summit?

A: Regarding the Summit, the full day of workshops and educational sessions includes opportunities for one-on-one career coaching and résumé review, corporate panels and ben-efits discussions. Please note that programs and services spe-cifically designed to help women veterans and spouses have also been available.

The servicemember, veteran and/or spouse will leave this event with the knowledge and tools to obtain gainful employ-ment along with a larger network in which to apply for employ-ment opportunities. The one or two-day summit has a way of transforming the way participants search for employment, reach out to potential employers and navigate the employment process of both the federal and private sectors.

Q: Describe for us the importance of credentialing for veterans in their careers.

A: Since the release of The American Legion’s landmark 1997 study on civilian licensure and certifications for veterans, our organization has consistently distinguished itself as a respected and thoughtful voice for improving the employment prospects of veterans through better understanding and use of professional certification. These efforts are finally paying off.

In the last few years, there has been a major culture shift in the military, which once believed that making it easier for troops to get jobs in the private sector would reduce retention and hurt the Armed Forces. Now, an expanded credentialing program has widespread support on Capitol Hill and from many top defense officials. For example, Congress passed the VOW to Hire Heroes Act of 2011 that requires the Department of Labor to take a hard look at how to translate military skills and train-ing to private sector jobs, and will work to make it easier to get the licenses and certifications our veterans need. Congress also


passed the Veterans Skills to Jobs Act of 2012, which directs the head of each federal department and agency to treat relevant military training as sufficient to satisfy training or certification requirements for federal licenses. The Department of Defense (DoD) has established a Military Credentialing and Licensing Task Force. This group will focus its initial efforts on indus-tries that need more skilled workers and stand to benefit from military expertise and training, including manufacturing, first responders, health care, information technology, transportation and logistics.

DoD provides some of the best vocational training in the country for military personnel. Many occupational career fields in the Armed Forces easily translate into the civilian workforce. However, there are many civilian occupations that require licenses or certification. Every year, skilled service-members leaving active-duty miss out on the chance to quickly move into good, high-paying, career-building jobs because they must undergo lengthy and expensive retraining to meet civilian licensing and certification requirements. Often, such retraining is for the same type of jobs they held in the military. This situation forces veterans into underemployment, ham-pers businesses because skilled workers are unavailable and stunts the economy due to delayed job creation and limited consumer spending.

Q: It seems that encouraging veteran-owned small businesses is a primary focus of the division. Please share some of those details.

A: America’s small businesses—28 million strong—are the backbone of our nation’s economy. They represent more than 99 percent of American companies, create two-thirds of the net new jobs, employ half of the U.S. private work force, and gener-ate half of private gross domestic product. Based upon the data mentioned and that 1 out of 9 veterans start a small business, we began to host/sponsor small business development workshops for the veteran community during our annual Washington Con-ference and National Convention.

In the process of making small business a priority within the division, we created The American Legion’s Small Business Task Force, which is a consortium of accomplished veteran business owners who have volunteered to advise the Legion on legisla-tive matters that pertain to veteran businesses. The group of 30 members shares their experiences—ranging from the public and private sectors—to help inform the National Veterans Employ-ment & Education Division on matters relating to federal con-tracting for veterans, procurement and other areas that affect veteran business owners.

Q: What are the biggest challenges in the work you do?

A: One of our biggest challenges is to create and/or support quality legislation that gets passed through Congress and signed by the President to become law. That process can be slow and agonizing based upon the mood of Congress and the other com-peting priorities that it has when it comes to governing. Another challenge is dealing with veterans who fell through the cracks without knowing all of their benefits they earned through their military service; received poor service/treatment from federal or

state agencies; or did not realize the kind of resources available in their local communities.

Q: What are the greatest rewards?

A: Our division’s greatest reward is to see veterans (and their families) obtain meaningful employment, establish a small business or complete their college education. We continue to diligently work on ensuring that federal programs that assist veterans with education, job training, employment, housing or small businesses are adequately funded and operating produc-tively and efficiently. It’s a privilege to serve America’s veterans in this capacity, as all of us in the division have served in the military as well.

Q: Any upcoming events that you’d like to share information about?

A: On Monday, April 11, we’ll be hosting a Credentialing Round-table to discuss new initiatives and recent updates on this impor-tant issue at our headquarters office in Washington, DC. On Friday, June 3, our Department of Puerto Rico will be hosting a Career Fair in San Juan. Lastly, on Thursday, August 25 to Thurs-day, September 1, our division will be hosting similar events during our annual National Convention in Cincinnati, Ohio. O

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Almost 900 members of the Department of Defense, academic institutions serving the active duty military, and veterans and ven-dors in the education marketplace gathered in San Antonio, Texas for the annual Council of College and Military Educators (CCME) Professional Development Symposium in February. CCME originally started in California when, in 1973, a group of education services officers (ESOs) gathered to exchange ideas on how to best serve the needs of military personnel who were seeking a college education.

Over the years, military and veteran education funding and delivery styles have changed considerably. The move to 100 percent TA (tuition assistance), the increased availability and hardiness of distance learning courses and programs (both synchronous and asyn-chronously delivered), MyCAA, the Post 9/11-GI Bill and other posi-tive initiatives all brought notable growth. With that growth came some uncertainties and need for regulation through Executive Order 13607, the DoD MOU, TA cessation and a government shutdown. Military and veteran education has had a tumultuous last couple of years; this year’s CCME offered a glimmer of a little more stability on the horizon.

Throughout all those peaks and valleys of change, however, CCME has managed to provide a stable annual gathering and open forum to address concerns and share best practices. This year’s symposium did not disappoint in this regard and truly had a “back to basics, back to fundamentals” feel, while also having some serious upgrades. Depart-ment of Defense support and attendance was restored back to pre-government shutdown levels with ESOs from every service branch in attendance en masse. Beginning with the ACME meetings on the

first day, it was apparent that there has been considerable turnover at academic institutions with their military staff and leadership. Many of the ACMEs were revitalizing themselves, seeking new board mem-bers to fill their ranks, new web presences and renewed direction. As the parent group of the thirteen current ACME organizations, CCME made rooms available to all of these groups, the Army, Air Force, NCPACE, ACE and SOC.

Michael Midura, CCME’s ACME Liaison said, “Attendance was higher than expected and many of the sessions included positive dialogue between institutions and government personnel, which has been lacking in the past few years.” The interest in ACMEs continues despite recent challenges, Midura added: “The future of the ACMEs is challenging due to fiscal pressures on many levels, but their numbers are increasing, indicating that the commitment is there to start these organizations. A few short years ago there were only a handful of ACMEs; now, that number is thirteen.”

a recap of THe 2016 ccme professional developmenT symposium.by sHawn a. mann

Sergeant Major of the Army Daniel A. Dailey inspires the crowd during his keynote address on Thursday, February 18, 2016. [Image courtesy of ???]



Attendees could not say enough positive things about the confer-ence application designed for the smartphone, which was introduced this year. It was easy to use, complete with reminders, ratings, con-tacts, speaker biographies, the complete conference schedule and so much more. Typically, the massive book that has become the agenda was cumbersome and must have greatly contributed to global defor-estation. In contrast, the app was bug-free, easy to use and probably kept more people on track, since it fit neatly into their existing work styles. This app was definitely a positive addition to the CCME Annual Symposium. Franc Lopez, the new president of CCME, explained that “the CCME app was well-received and appreciated. It also provided a cost savings and allowed immediate updates so attendees could make timely decisions on what sessions to attend.”

The concurrent sessions were thoughtfully put together and DoD offered several sessions to provide guidance on everything from the DoD MOU to EO 13607 to base access. While DoD’s sessions probably did not offer too much new information to anyone who has followed these changes closely, they were great and highly informative ses-sions for this year’s larger-than-normal crowd of newcomers. There is a pervasive concern that the Navy will proceed with its plan to close the physical Navy College Offices. The National Association of Mili-tary Institutions for Military Education Services (NAIMES) has been addressing this planned closure and it is hoped the Navy will change course on this.

On a bright note, Hildegard Buan, the Chief of Air Force Volun-tary Education, indicated that the Air Force would be increasing its number of counselors in the coming years. General session presen-tations on Army University by Brigadier General John S. Kem and the Medical Education and Training Campus (METC) by Brigadier General Robert I. Miller illustrated that the services remain com-mitted to having a well-educated force and making certain that our nation’s military are awarded the credit they have earned through their military training.

The final day of roundtable discussions had a great mix of best practices and success stories. The three that this author was able to attend had a good deal of thought-provoking discussion and many of the attendees were able to take away vital information. Like the con-current sessions, the roundtables were a balanced mix of information on how best to service military and veteran students, how to foster collaboration between institutions and states, understanding licen-sure, certification and credit transferability and, generally, everything institutions need to know today to be successful with their military and veteran populations.

Even as national and service policies change and fluctuate, the military and the civilian sector continue to train and educate, and CCME remains a vital organization for academic institutions to learn about these policy changes and educational initiatives. This year’s 2016 CCME Professional Development Symposium was one of the best in recent history, and it certainly set the bar high for the new members of the CCME board and the new president, Franc Lopez.

Though the bar is set high, the 2017 CCME scheduled for next March in Atlanta has the potential to be even better as voluntary and veteran education stabilizes somewhat in comparison to the tumultuous previous years. Franc Lopez is an outstanding leader who understands that openness to ideas is a cornerstone of the CCME organization. As he put it: “Collaboration is a key to the success of CCME. To communicate is to inform, to inform leads to discussion, to discuss results in resolution. CCME resolves to maintain the lines of communication open, active and relevant.”

Lopez encouraged all CCME members to “not wait until the next symposium to share your ideas, concerns or issues. Let us know what they are and we will address them as the year progresses.” O

Shawn A. Mann is the director of Military Enrollment Management for Thomas Edison State University.

Georgetown University offers three distinct master’s degree formats in Emergency & Disaster Management that are designed to shape the next generation of practitioners and leaders in this evolving field. Available in online, on-campus, and executive formats, these programs emphasize the critical skills and leadership strategies that you need to take action and manage response efforts when disaster strikes.

Take a closer look at our program formats and see which degree is right for you.

http://scs.georgetown.edu/departments/36/degrees-in-emergency-disaster-management



The CCME exhibit hall provided an opportunity for media, vendors, and educational institutions to meet with conference attendees. [Image courtesy of ???]


Employees are the true heart of any business. These people, these human resources, are critical to the success of all business endeavors. Staffing, compensation, training, employee benefits, labor relations and more are just some of the critical areas of human resources that must be skillfully managed. With projected employment increase of 9 percent in the human resources field by 2024, now is an ideal time to consider a career in HR. “With the increased pressure of globalization, organizations will be relying heavily on their personnel to create [a] competitive advantage,” said Chad Cook, the director of military and veteran services at Upper Iowa University. “HR managers and specialists are needed to coordinate this effort, and these positions will continue to become more important as we move into the future.” With strong understandings of organization, teamwork and leadership, mili-tary veterans are ideal candidates to pursue an HR degree and/or certification.

Hr cerTificaTion insTiTuTe

Kerry Morgan, chief marketing officer at HR Certification Insti-tute (HRCI), noted that “HRCI is the premier professional creden-tialing organization for the world-wide human resources profession.” HRCI has set a standard for HR mastery for the past 40 years since its founding in 1976. Certifications offered include NCCA-accredited Professional in Human Resources (PHR) and Senior Professional in Human Resources (SPHR). New in 2016 is the Associate Professional in Human Resources (aPHR), designed for those new to HR or transitioning into the field. Morgan explained, “The aPHR is a great choice for high school graduates and college students seeking a degree in HR, those serving in HR support roles or who have HR responsibilities but do not currently hold an HR position, and military personnel seeking HR professional development or transitioning to civilian HR roles.”

Certified HR professionals can work in specialized HR posi-tions, or serve multiple HR functions in a smaller organization. Morgan expressed the value of achieving certifications, saying, “HRCI certification allows the employer to feel confident that they are hiring a professional who understands and can apply their knowledge to mastering the profession.” She continued, “The link between HRCI certification and career success and satisfaction is clear. Employers and organizations want HR professionals who can think and perform strategically, and this study shows that HRCI-certified professionals fit the bill.”

Certification is valuable after a military career, but can also hold significance during a military career as well. The aPHR, PHR and SPHR are all certifications that Army HR professionals can pursue while serving. Such certifications allow HR professionals greater opportunities throughout their military career lifecycle as well as post-service life. These certifications can help ease the transition to civilian life because “certification provides assurance to a potential employer that a transitioning soldier understands HR concepts beyond what they practiced in the military.” HRCI has worked closely with the military to determine how military HR can overlap with civilian HR concepts, making certifications more beneficial for military members.

american miliTary universiTy

American Military University (AMU) offers an associates, BA and MA in management with human resources concentrations. Marie Gould Harper, the AMU program director of management, explained that “our BA and MA programs are recognized by the Society for Human Resource Management (SHRM), the world’s largest HR organization, as being aligned with its HR cur-riculum guidelines.” Graduates of AMU’s HR degree programs have a variety of career choices available to them. “Some are interested in quantitative aspects of HR like

careers in Human resources offer a way for veTerans and servicemembers To conTinue serving.by Kasey cHisHolm, mae&T correspondenT

Marie Gould Harper

American Military University

Kerry Morgan

HR Certification Institute

The Business of People


compensation, classification and analytics, while many others who are more people-oriented will seek out careers in training, recruit-ing and employee relations,” Harper shared. She continued, “Our graduate students seeking to advance to the management level pursue opportunities in strategic HR and/or organizational devel-opment.” With more and more companies recognizing the value of their employees and work culture, HR has become an integral part of business success, making careers in the field vital. Stu-dents at AMU can complete their chosen degree and then receive support in completing HRCI certifications in their chosen spe-cializations, ultimately making them ready to lead and manage in their careers.

Approximately 28 percent of AMU’s HR program enrollments are military or military-affiliated students. Harper believes this is due to the strong correlation between a successful military career and HR, noting that “military students are very familiar with organizational dynamics, interpersonal communications and key leadership values.” Many of AMU’s faculty and staff are military veterans or family members of former servicemen and women. This experience has allowed AMU to focus on meeting the needs of servicemembers and their families by “design-ing our classes to include assessments that would be relevant to the military, assisting in the assimilation of the classroom experience with non-military peers, and evaluating military programs for appropriate transfer level.” In addition to classes, AMU hosts a virtual chapter of SHRM, allowing for many helpful networking opportunities.

sainT leo universiTy

Offered in-person in Saint Leo, Fla., at various education centers in seven states, and online, students at Saint Leo can pursue a BA in human resource management and an MBA with a concentration in human resource management. According to Adam Shoemaker, associate pro-fessor of management and human resource management in the Donald R. Tapia School of Business at Saint Leo, “Our human resource man-agement degree is focused around business and requires a core business curriculum in addition to specialized human resource-related courses. Our undergraduate and graduate curricula have been reviewed and endorsed by the Society of Human Resource Management.”

Graduates of Saint Leo’s HR programs can go on to be HR gen-eralists, consultants or specialists. Many go on to earn HRCI cer-tifications or graduate studies such as MBAs or master’s degrees in HR management. Daily work could include recruiting, staffing, selection assessment, performance evaluation, job and compensa-tion analysis, benefits administration, training, career counseling, legal compliance, occupational health and safety, employee rela-tions, and industrial (union) relations.

Shoemaker says the Saint Leo family is grateful for the mili-tary men and women who support their nation, and because of this Saint Leo has implemented many supports for veterans. The school is a Yellow Ribbon Program participant. A Veteran

Student Emergency Fund is available for veterans facing finan-cial hardships. Saint Leo also offers a Student Veteran Transition Course. 42 percent of Saint Leo’s human resource management majors in the fall of 2015 were military related, meaning they were active enlisted, officers, dependents, spouses, guards, reserves and veterans.

“Human Resources is a great role for veterans because many of the tasks are highly administrative, and many vets have gained military experience by either directly managing people or manag-ing training and development, evaluation and compensation for troops,” Shoemaker said.

THomas edison sTaTe universiTy

Thomas Edison State University (TESU) offers undergraduate and graduate HR programs intended to meet the needs of working adults, including active duty servicemem-bers and veterans. The Bachelor of Science in Business Administration (BSBA) in human resources man-agement/organizational manage-ment is a 120-credit hour program offered online, allowing working students to complete their degree in any location. In addition, stu-dents can “satisfy course require-ments through exam programs, portfolio assessment, credit earned through military training and other professional training and transfer credit earned at other regionally accredited institu-tions,” said Michael Williams, dean of the School of Business and Management.

TESU also offers an Undergraduate Certificate in human resources management, an 18-credit hour program that is an easy transition to the BSBA. A 36-credit hour master’s degree program, MS in human resources management, is entirely online for working HR professionals seeking career advancement. A 39-credit MBA with a specialization in human resource manage-ment is also offered completely online, and is intended to “prepare students to integrate complex HRM functions with the strategic initiatives of the organization resulting in increased stakeholder value.” 12-credit graduate certificate programs are also available in human resources management and industrial-organizational psy-chology. Williams explained, “To enable workplace and business productivity, organizations need human resource professionals educated and seasoned in business practices, employment trends and talent management.”

TESU currently has 95 active and former servicemembers in their HR programs. “Students benefit from military training and experience as they have developed effective organization and time management skills which are often attractive professional characteristics to employers,” Williams said. TESU has an Office of Military and Veteran Education to help serve the needs of mili-tary members and their families. Williams explained that supports include “developing program plans that map out how a student will complete the degree, determining how military training and previous college experience can be applied as credit toward a degree and helping students access and utilize military tuition

Adam Shoemaker

Saint Leo University

Michael Williams

Thomas Edison State University


assistance and GI bill education benefits to help cover the costs of earning a degree.” TESU has representatives on military bases throughout the US.

TridenT universiTy

Trident University offers a variety of Human Resources degree programs. The Master of Science in Human Resource Manage-ment (MSHRM) degree is a 36 semester-hour program that is particularly useful for students seeking managerial positions. Topics include HR’s consulting role in organizations, managing the functional areas of staffing, performance management and talent development, as well as employee compensation systems, and labor/employee relations, among others. The Bachelor of Sci-ence in Business Administration - Human Resource Management is intended to help students prepare for entry-level management positions. Four electives help students develop specializations tailored to their interests. The Bachelor of Science in Human Resource Management is designed for those entering the HR field in need of practical skills including staffing, training, HR infor-mation systems, benefits, global HRM and more.

Tanya White-Earnest, manager for the Center for Career Development, said that HR education is necessary because, as she put it, HR is no longer simply the “people department.” She con-tinued, “HR encompasses several specialty areas that attract tal-ented men and women with diverse skill sets who help strengthen companies through the effective use of its human capital.”

Data analytics is one area of growth in particular which students can explore. Graduates have a wide variety of potential career paths, according to Debra Lewis, program director for MBA, Master of Science in Human Resource Management, and Master of Science in Leadership degrees. “Logical career paths for an MSHRM graduate with a military background include pro-fessional and management positions in law enforcement, private security, intelligence, international relations, many technical fields and global HR, for example,” Lewis explained, “Positions working directly in HRM might include Human Resources Spe-cialist, Equal Employment Advisor, Employee Relations Spe-cialist, Labor Relations Specialist, Training and Development Manager, Human Resources Generalist, Executive Recruiter, Staffing Specialist, and Compensation and Benefits Manager.”

331 current or former servicemembers were enrolled in Trident’s HR programs in the past year, according to Heidi Sato, the director of institutional research at Trident. “Employers are finding that veterans are often well-suited for careers in human resources because their military service required them to regularly perform some of the HR functions,” explained Stefan Hanson, professor of Business Administration and program direc-tor of the Bachelor of Science in Business Administration and Bachelor of Science in Human Resource Management programs. “Recruiting, training, shaping culture, maintain regulations, tracking performance—these are just a few of the tasks a service-member might have to do on a regular basis.”

CSM (R) Philip F. Johndrow, senior director of military and veteran alliances, shared the many supports Trident has in place for military students. In addition to offering online, flex-ible course work, the Trident Military Assistance Center (TMAC) is a key to student success. “From helping you make the most of military education benefits like GI Bill tuition assistance to

converting your experience in the military to college credits, the TMAC team will get your education off to a great start,” Johndrow said. Financial assistance through a military education grant, including tuition savings, is available for military students and their families.

upper iowa universiTy

Upper Iowa University offers a Bachelor of Science Human Resources Management as well as a Masters of Business Adminis-tration-HRM program, both of which are certified by the Society for Human Resource Management (SHRM). Cook explained that “the purpose of a human resources management major is to build on the foundation of business core requirements to better enable the learner to apply specific skills, knowledge and ethical standards to strategic planning, staffing, training and development, compensation and employee relations,” which Upper Iowa strives to achieve. Graduates can pursue varied career paths, either as HR generalists or specialists. Certification opportunities also broaden a graduate’s marketability and upward career mobility.

“Human resources managers plan, direct and coordinate the administrative functions of an organization,” Cook detailed. “They oversee the recruiting, interviewing and hiring of new staff; consult with top executives on strategic planning; and serve as a link between an organization’s management and its employees.” He explained that HR graduates could be involved with employee hiring and placement, payroll and tax administra-tion, liability protection, legal compliance, benefits negotiation, benefits administration, talent acquisition, new hire onboarding, performance management, leadership training, employee devel-opment, time and attendance monitoring, termination review and guidance, and more.

Sixteen percent of Upper Iowa’s current student body is made up of military members. Flexibility is the true key in help-ing Upper Iowa serve as a military-supportive institution. Cook shared, “Military personnel can combine aspects of any of the three UIU Academic Extension programs—Self-Paced Degree, Online and Military Learning Centers—to work with personal schedules and duty status.”

UIU offers five on-base military education centers, civil-ian education centers in Iowa, Wisconsin, Illinois, Arizona or Louisiana, in addition to its online programming. A physical and virtual Military and Veteran Service Center provides information and support as needed. Cook feels that military experience can be a key to success for HR program students, because “leaders at all levels are trained and developed to be able and willing to make sound decisions based on the best available information, are clear communicators, are able to serve both the employee and the company, are able and willing to solve problems and manage conflicts, and apply ethical practices, professionalism and discretion.” O




When Staff Sgt. Adam Butler joined General Electric (GE) Health Care’s Military Externship Program last year, he thought it would be just an opportunity to get some quality training with a large and well-respected company.

He was only partially correct. Not only did he receive hands-on training from a leading health care company, he began a career with that same company as a Client Service Engineer.

“I can’t see how I would have gotten to where I am today without [the program],” said Butler. “I have always wanted to work for an equipment manufacturer, and now I am, thanks to the partnership GE made with the military.”

GE works with the U.S. Army Reserve Private Public Partner-ship (P3) to develop programs that expand the skills and core competencies of soldiers and civilians. The externship program does just that, as it trains veterans and reserve soldiers in bio-medical fields and provides paths to promising careers.

Jackie Hammond, a military spouse and veteran, resigned from her job to help her husband recover from back surgery. After he healed, she sent more than 20 resumes and applications daily for positions in Texas, New Mexico and California in hopes of rejoining the work force. She did not receive a single job offer.

“The main reason was my resume,” said Hammond. “One thing I learned [from the Private Public Partnership Office] was that you can’t use the same resume to apply for different posi-

tions.” She secured three job interviews and two offers within one

week after heeding P3’s advice—and still receives emails for interviews.

u.s. army reserve privaTe public parTnersHip

For over a decade, direct access to the cutting-edge training and practical experience through employment with private indus-try has added depth and breadth to the best-trained, best-led and most effective Army Reserve in the history of our nation. As the Army’s combat service and combat service support provider, the force’s doctors, engineers, military intelligence officers and other Citizen-Soldiers representing scores of highly technical career fields must hone their skills regularly to be ready to support and defend our homeland and interests on short notice.

Budget and end-strength reductions stymie soldiers’ involve-ment in practical, high-quality training and expertise relevant to their career fields. In addition to maintaining their high state of readiness, Army Reserve soldiers must supplement drill pay with private sector employment, which is complicated by the slow recovery of our nation’s economy.

The P3 program was developed by the Army Reserve to estab-lish mutually beneficial relationships between its soldiers as well

Readiness Through Partnershipsu.s. army reserve public privaTe parTnersHip provides Training and job opporTuniTies.by erin THede


as private and public sectors to create opportunities for 1) Citizen-Soldiers to increase unit, leader and individual readiness, 2) contribute to national emergency response and peace and stability operations around the world, and 3) permit Army Reserve soldiers to sharpen their techni-cal and leadership skills while employed by companies in their communities. P3 also supports the Army’s Soldier for Life program by easing soldiers’ transition from active duty to the Army Reserve through its Private Pub-lic Partnership Office (P3O), which develops, integrates and directs partner relations for the Army Reserve.

HisTory and evoluTion of THe p3o

The P3O was initially established as the Employer Partnership Office (EPO) in 2008 to build and leverage employment relationships between civilian and military communities. In April of that year, the Army Reserve entered into its first partnership agreement with INOVA Health System, a large, not-for-profit health care system in Northern Virginia, to increase employment and technical training opportunities for Army Reserve soldiers.

More organizations quickly followed, including large compa-nies such as Wal-Mart, General Electric and the American Truck-ing Association. EPO then combined efforts with the Employer Support of the Guard and Reserve and Yellow Ribbon Reintegra-tion Program for online job search capability and case manage-ment. This collaboration culminated in a successful partnership with Hero 2 Hired, a comprehensive employment program designed to address the unique needs of reserve component ser-vicemembers, in March 2013.

In December 2013, the office expanded its responsibilities to include private and public sector partners that could help the Army Reserve boost its overall readiness level. At that time, the unemployment rate for Operations Enduring and Iraqi Freedom veterans remained higher than the national average; 250,000 veterans were out of work. On April 23, 2014, the P3O was redi-rected to respond to this crisis, leveraging veterans’ hard-earned and honed leadership skills, technical proficiency, integrity and perseverance to make them better Army Reserve soldiers and employees.

a force mulTiplier for Today’s army reserve soldiers

Through its private public partnerships, P3 has had tremen-dous success mitigating employment, training and transition challenges for members of the Army Reserve community, which includes soldiers, their families and veterans across the country. Over the last fiscal year, the P3O connected over 1,300 of these members to jobs through its national network of approximately 5,000 companies.

Three key factors—disabilities, lack of civilian work experi-ence and obstacles for veterans making the transition—were identified as contributing to the high unemployment rate of veterans who have served since 9/11. P3 utilizes cutting-edge technology and processes to address each by partnering with U.S. companies to improve unit, leader and soldier readiness across the Army Reserve. In exchange, the program provides employers

and the Army Reserve with highly capable soldier-employees who are trained, knowledgeable and experienced in the various facets of each industry. Together, the two entities share and enhance the skills of soldiers, who, in turn, contribute to a robust national economy and defense of our nation.

ACEing the Job Search: Connecting Soldiers and Families with Employers and Resources

The success of the P3 program hinges upon its ability to attract quality soldiers and private industry partners that mutually benefit from one another’s distinctive skill sets and resources. Matching soldiers representing 148 Military Occupa-tion Specialties with private, public and academic partners that will test their technical and leadership prowess requires intimate knowledge of the value each party lends to the other. Employers and soldiers alike have been pleased with P3’s results.

Bill McLennan, chief executive officer of FASTPORT, a leading trucking company, said that P3’s unique organizational structure is “hardwired for success” in that it helps him to educate, inspire and hire soldiers and veterans.

“The desire to serve, lead, train and comprehend a company’s operations are but a few of the benefits of hiring soldiers, mak-ing them very attractive to employers,” said McLennan. “Army Reserve soldiers’ breadth of experience and talent earned by hav-ing one foot in the military and the other in the private sector makes them particularly valuable to us.”

Soldiers’ real-world experience, proven performance under pressure and attention to detail are a boon to GE Health Care’s business, creating an externship program to tap into their skills and expertise. “Army externs are a model of pride in terms of their backgrounds, the spirit they bring to their work and cus-tomers, and the partnership between the Army Reserve and GE Health Care,” said Pete Macakanja, Customer Care Specialist in GE Health Care’s ultrasound product line and co-leader of its Veteran Network. “The partnership between the Army Reserve and GE Health Care creates an atmosphere of success for these men and women, along with both of our larger organizations.”

The “connective tissues” between soldiers and the employ-ers in their communities are P3O’s Army Career Employment Specialists (ACES) and Transition Employment Liaisons (TELs). Over 40 ACES are stationed at Army Reserve Career Centers throughout the U.S. as advisers to servicemembers, providing guidance on how to prepare for an interview, develop a resume

Lt. Gen. Jeffrey W. Talley, Chief of Army Reserve and Commanding General, U.S. Army Reserve Command, (front row, right) with corporate executives and university leaders during February 2015 Cyber Private Public Partnership kickoff ceremony on Capitol Hill. [Image Courtesy of U.S. Army Reserve]


and offer feedback on career paths that help Army Reserve Sol-diers secure career-broadening employment. In short, they act as conduits between job-seeking soldiers and organizations search-ing for quality employees by serving as career experts in their local job markets.

Additionally, ACES speak to units and commanders about the free and wide range of employment services offered through P3O, attend job fairs to meet job-seeking veterans, soldiers and their family members, and track unemployment trends in their areas of responsibility.

ACES also work with 13 TELs, who are stationed at specific military posts across the country. TELs speak to soldiers tran-sitioning from the active to the reserve component, civilian workforce, or retiring as well as reserve soldiers returning from deployment. Once these soldiers are identified, TELs contact ACES for a “warm-hand-off” to ensure proper case management and consistent care in service.

“My TEL was a breath of fresh air; a confidence booster,” said Staff Sgt. Marvin McClendon, a retired communications officer recently hired as a contractor by NCI Information Systems. “I was discouraged with the transition process. He helped narrow my job search and reworked, critiqued, and provided detailed edits on my current resume.”

He continued: “My job is great—I’m loving it! The work is very rewarding and I enjoy the opportunity to work with all of the same folks I worked with in the military.”

way aHead for p3

Today’s veterans have attributes companies want in an employee—discipline, critical thinking skills, technical expertise and above all, leadership. Service in the Army Reserve provides the added benefit of being trained in highly technical specialties such as engineering, computer programming and logistics. P3 will continue to develop and expand partnerships with leading corporations, national agencies, civilian service organizations and Department of Defense commands to provide new and greater opportunities to them. Partner organizations will get a sneak preview of top-tier talent as they train veterans to be better employees and servicemembers.

For more information, visit www.usar.army.mil/Featured/PrivatePublicPartnership.aspx O

Erin Thede, a U.S. Marine veteran, is director of the U.S. Army Reserve’s Private Public Partnership. Ms. Thede holds a bachelor’s degree in Management from Park University and a master’s degree in Strategic Studies from the U.S. Army War College.




As the sun peeks above the horizon, and a new day dawns for the 2016-2017 Council of College and Military Educa-tors (CCME), we are excited to meet the challenges that are ahead of us all. The recent Professional Development Sympo-sium held in San Antonio is proving to be a huge success. The challenge it presents: how can we be as successful next year? Mind you, that is a great challenge, but one that will require a concerted effort on everyone’s part.

The core of the CCME mission, “pro-viding a forum for the exchange of infor-mation on educational programs” remains the focus of everything the CCME board revolves around. Having been on the board for the last 3 years, it is a dedicated group of “volunteers” motivated towards making that happen, in the form of the annual Professional Development Symposium. The culmination of the symposium bears fruit to the exchanging of information, strategical updating of current academic and DoD educational programs and ser-vices, lessons learned, and the opportunity to discuss new and innovative ideas. All efforts towards enhancing the chances for our military servicemembers so that they are “armed” with the most technologically and academically educational resources possible, leading them to be successful in reaching their individual educational goals.

As we move forward toward the next CCME Professional Development Sym-posium, we remain open to any and all

ideas, willing to resolve any CCME issues and concerns, and be that conduit of information between academia, DoD, and partners. The CCME organization has always been and will continue to be valued among its membership and “our” world of education.

The next CCME Professional Develop-ment Symposium will be held in the great city of Atlanta. The host hotel, the Atlanta Marriott Marquis, has been preparing for our evolution and is looking forward to our stay there from March 6-10, 2017. Mark your calendars now! The agenda format will be much as you have seen this past symposium. Start your planning now for a possible concurrent session so that you can share your story and successes. If you have that special person that would be a great speaker and share the mes-sage of the value of education, from all levels, administratively to academically, send their names to your board members, today!

Those of you that want to take an active part in this endeavor, volunteer (http://ccmeonline.org/volunteers), roll up your sleeves and join in on the shared quest of taking care of our uniformed military members and their families, they deserve our best. If you know colleagues that are not members of CCME, let them know who we are and what we do, better yet, have them join in on the excitement!

Collaboration is a key to the success of CCME. To communicate is to inform, to inform leads to discussion, to discuss

results in resolution. CCME resolves to maintain the lines of communication open, active, and relevant. Do not wait until the next symposium to share your ideas, concerns, or issues. Let us know what they are and we will address them as the year progresses.

I am excited to lead such an auspicious group. It is daunting and comes with some measure of fear, because the membership consists of professionals that have been involved in the military Voluntary Edu-cation programs and CCME a lot longer than I. Fortunately, the critical support is present and the continuity of your CCME board for the most part remains.

Until we meet, “Mahalo Nui Loa” in all that you do for our military. O

Francisco Lopez is the Vice President of Strategic Partnerships for the Higher Education Resource Center. For more information about our organization, please visit CCMEonline.org.

by francisco lopez, ccme presidenT

Francisco Lopez

A New DayDawns


In the Next Issue of:May 2016

Volume 11, Issue 4

Cover and In-Depth Interview with

Jeff AllenDirectorDANTEs

special section: Certification Programs

Features:• student Veterans of America• Minuteman scholarships

ad material deadline: may 9, 2016

Transition Trends:Corporate Connection

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MAE&T REsOURCE CENTER

Advertisers indexAmerican Military University ...........................................................................C3www.amuonline.com/maeBaker College ....................................................................................................C2www.bakercollegeonline.comGeorgetown University .....................................................................................19www.Grantham University ........................................................................................16www.grantham.edu/mae

Johnson & Wales University ................................................................................6http://military.jwu.edu/nowThomas Edison State University .......................................................................17http://mvp.tesu.eduUMUC .................................................................................................................C4http://military.umuc.edu/mae

CAlendArApril 10-12, 201690th Annual Distance Education Accrediting Commission Annual ConferenceWashington, DC.http://www.deac.org

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TransiTion Trends


UNIVERsITY CORNER Military Advanced Education & Transition

Kelly Otter, Ph.D. Dean, School of Continuing Studies

Georgetown University

Q: Please provide a brief overview of your school’s history, mission and curriculum.

A: Since its founding in 1956, Georgetown University’s School of Continuing Studies (SCS) meets students where they are in their lives. Programs are designed for students’ needs throughout the lifecycle of their aca-demic and professional careers. Our 17 degree programs, baccalaureate through graduate degrees in liberal studies and professional fields, six of which are currently available online, and more than 30 professional certifi-cate programs help students reach their full potential through flexible part-time formats.

Q: What is your school’s background in military education?

A: Serving military students and families has always been a priority for the School of Con-tinuing Studies and Georgetown University. In 2015, the University was ranked the #1 College for Veterans by U.S. News & World Report. We currently have 220 students using VA benefits to pursue their degrees and 84 veterans enrolled across 26 certificate pro-grams. This year, we celebrated the five-year anniversary of our scholarship partnership with the U.S. Army. Going forward, we hope to create an educational pipeline for military students from all branches.

Q: What makes your school unique in the benefits and programs you offer to military servicemembers?

A: From our metro-accessible, downtown D.C. location to our variety of online degree and certificate programs, our curriculum is designed for servicemembers’ busy lives and their transitions back into the work force. We replicate many student services offered on Georgetown’s Main Campus, such as a full-service library and digital media center to complement classroom instruction. As seasoned professionals, our expert faculty members merge theory and practice in the classroom, equipping graduates to make an impact in their organizations from day one. Additionally, a Georgetown education is now

more affordable than ever for military stu-dents. The Post-9/11 GI Bill with the Yel-low Ribbon Program covers 100 percent of Georgetown SCS tuition for eligible under-graduate and graduate students in a majority of our degree programs.

Q: What online degree and certificate programs do you offer and how do these distance learning programs fit in with the lives of active duty and transitioning military personnel?

A: The School offers six master’s programs completely online, including Technology Management, Project Management, and Real Estate. Our Master’s in Emergency & Disaster Management is scheduled to launch in the fall of 2016, as a complement to the execu-tive-level offering. Our Executive Master’s programs in Global Strategic Communica-tions, Emergency & Disaster Management, and Program & Portfolio Management follow a hybrid online/on-ground model, allowing students to move through their academic coursework as a cohort. Additionally, SCS’s Center for Continuing & Professional Edu-cation offers an ever-growing array of cer-tificate courses online, including certificates in Project Management and Social Media Management.

Q: Looking ahead, how will your school realize its core objectives and aspirations?

A: SCS continuously engages with the com-munity, seeking to identify emerging social and economic needs that can be met with education. Through innovation and a com-mitment to serving the contemporary needs of students throughout their academic and

professional careers, we adapt our programs, teaching methods, and build support systems and professional networks to prepare stu-dents to advance as leaders in society. Our guiding objective is to meet students where they are in their lives and take them where they want to be.

Q: What are some of your most popular programs, and which ones are the most appealing to military students?

A: Our largest programs are our Master’s in Public Relations & Corporate Communica-tions, three-time winner of PRWeek’s “Pro-gram of the Year” award; and our Master’s degrees in Sports Industry Management and Real Estate.

There are 62 military-affiliated students currently enrolled in our part-time Bachelor of Arts in Liberal Studies program, and 11 U.S. Army Public Affairs Officers in our Pub-lic Relations & Corporate Communications master’s program. Other popular programs for military students include our Executive Master’s in Emergency & Disaster Manage-ment, Master’s in Technology Management, and Master’s in Project Management.

Q: How has your school positioned itself to serve military students?

A: SCS is uniquely suited to serve military students by offering flexible program for-mats so that higher education fits within their busy lives. To achieve our goals, we are reaching out to the military and corpo-rate partners to build a veteran workforce transition strategy. Georgetown University’s Veterans Office serves military connected students as they apply to, attend, and advance beyond Georgetown. This includes assis-tance navigating the admissions process, applying for financial aid and U.S. Depart-ment of Veterans Affairs education benefits, academic assistance, health and wellness, and preparing to re-enter the workforce. The University’s Student Veteran Association advocates for veterans issues on campus and maximizes opportunities for veterans to suc-ceed at Georgetown and beyond. O

Copyright © 2016 University of Maryland University College

Call 800-939-UMUC or visit military.umuc.edu/mae to learn more.* Named “Best for Vets” for 2015 by Military Times, “Best of the Best” for 2015 by US Veterans Magazine, and “Educator of the Year 2015” by the World Aff airs Council.

Since 1947, UMUC has been dedicated to educating America’s servicemembers, veterans, and their families around the world. With such a long, rich heritage,

UMUC ranks among the top military-friendly colleges in the nation.*

• Innovative, quality education developed in partnership with employers to address workforce needs and skills gaps

• 90+ programs and specializations in high-demand fi elds such as business and management, cybersecurity, IT, healthcare and more

• Online and on-site classes and 140+ locations throughout the world, including military installations

• Resources for veterans, including our Veterans Resource Center, VetSuccess on Campus, dedicated advisors, mentor program, career services and more

• A respected state university with a worldwide reputation for excellence

SERVING THE MILITARY

IS IN OUR DNAUniversity of Maryland University College

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