THE UNIVERSITY OF THE ARMY OF THE AMAZZATES DAZETTE
Headquarters
Department of the Army
Washington, DC
18 April 2025

*Army Regulation 690–950

Effective 18 April 2025

Career Program Management

By Order of the Secretary of the Army:

JAMES C. MCCONVILLE
General, United States Army
Chief of Staff

Official:

MARK F. AVERILL
Administrative Assistant
to the Secretary of the Army

History. This publication is a mandated revision. The portions affected by this mandated revision are listed in the summary of change.

Authorities. This section contains no entries.

Applicability. This regulation applies to all Army Civilian employees to include appropriated fund, non-appropriated fund, direct hire foreign nationals, and federal wage system. Applicability is limited for temporary and term employees to those activities necessary for them to effectively perform in their current positions. This regulation does not apply to National Guard technicians or Indirect-hire foreign national employees who are employees of their states and host nations, respectively.

Proponent and exception authority. The proponent for this regulation is the Assistant Secretary of the Army (Manpower and Reserve Affairs). The proponent has the authority to approve exceptions to this regulation that are consistent with controlling law and regulation. The proponent may delegate this approval authority, in writing, to a division chief within the proponent agency or its direct reporting unit or field operating agency, in the rank of colonel or the civilian equivalent. Activities may request waivers to this regulation by providing justification that includes a full analysis of the benefits and must include a formal review by the activity's legal office. All waiver requests will be endorsed by the commander or senior leader of the requesting activity and forwarded through their higher headquarters to the policy proponent. Refer to AR 25–30 for specific requirements.

Army internal control process. This regulation contains internal control provisions in accordance with AR 11–2 and identifies key internal controls that must be evaluated (see appendix B).

Suggested improvements. Users are invited to send comments and suggested improvements on DA FormDA FormDepartment of the Army form 2028 (Recommended Changes to Publications and Blank Forms) directly to the Assistant Secretary of the Army (Manpower and Reserve Affairs), 111 Army Pentagon, Washington, DC 20310–0111.

Distribution. This regulation is available in electronic media only and is intended for the Regular Army, the Army National Guard/Army National Guard of the United States, and the U.S. Army Reserve.

*This publication supersedes AR 600-950, dated 16 November 2016.

AR 690–950 • 18 April 2025

UNCLASSIFIED

2‒1. Assistant Secretary of the Army (Manpower and Reserve Affairs) The ASA (M&RA)ASA (M&RA)Assistant to the Secretary of the Army (Manpower and Reserve Affairs) is the proponent for career program management and is responsible for Army Civilian SHCP and a competency-based workforce planning system to ensure the readiness of the Army Civilian Corps to meet mission requirements. The ASA (M&RA)ASA (M&RA)Assistant to the Secretary of the Army (Manpower and Reserve Affairs) will—

Activity career program manager At the discretion of the commander or agency head based upon command size, structure, geographic dis- persion, and/or workforce composition, an ACPM is appointed as the Army Civilian career program official within their organization for their designated career program and supports the CCPM.

Army Career Tracker ACT is a single aggregated source for assignment history, experience, skills, education, civilian acquired skills, interests, and extended relationships. As a leader development tool, it integrates data on training, education, and experiential learning from a number of source systems into one personalized and easy to use interface, provides users a more efficient and effective way to monitor their career development, al- lows supervisors to track and advise employees on their leadership development and CPMs the ability to reach their geographically dispersed careerists. ACT is the Army’s authoritative source for the IDP.

Army Civilian Training, Education and Development System ACTEDS provides a framework for progressive, systematic approach to technical, professional, and lead- ership training, education, and professional civilian career development throughout the human capital life cycle.

Army Civilian Training, Education and Development System plan An ACTEDS plan is a requirement for each career program; it guides the organizational, occupational, and individual growth of an Army Civilian through the full spectrum of the civilian human capital life cycle and contains a progressive series of TE&PD opportunities and assignments. An ACTEDS plan docu- ments the functional and leadership TE&PD opportunities eligible for ACTEDS funding support.

Career ladder A graphic depiction of grade progression within a career program and the associated position titles and organizational level at each grade. A ladder documents, by grade, the sequential progression of each oc- cupational series within the career program.

Career map A documented source that provides employees comprehensive information on all available opportunities for development within the Army that includes specific career paths that define progressive and sequen- tial functional training, professional training, and developmental requirements for specific types of careers that are needed for enhancement and promotion. The career map documents the associated training and development at each level of progression that provides the requisite competencies required of the posi- tion or grade level.

Career program Specified occupational series and functional fields group together on the basis of population, occupational structure, grade range, and commonality of job and qualification characteristics.

Career program manager A CPM is the principal advisor to the FC and/or FCR and executes the day-to-day operations of the CPPO. The CPM operationalizes the CPP strategy and policy requirements.

Career program planning board The CPPB provides the FCR with a systematic process to identify and resolve issues, determine priori- ties, and make decisions in support of the human capital life cycle, the civilian SHCP, and succession planning as related to a career program.

Career Program Policy Committee The CPPC is a biannual intra-Army departmental committee established to provide a systematic process to identify and resolve issues, determine priorities, and make decisions in support of the CPP. Chaired by the DASA (CP), the members of the CPPC serve as the senior advisory group to recommend career pro- gram policy and procedure changes and improvements to the ASA (M&RA)ASA (M&RA)Assistant to the Secretary of the Army (Manpower and Reserve Affairs).

Career program proponency office The CPPO staff provides direct support to the FCR. The CPPO performs career program activities related to all aspects of the career program administration, management, and budgeting.

Command career program manager Under appointment by their commander or agency director and FCR notification, the CCPM is a senior civilian career program official within an ACOMACOMArmy service component command, ASCCASCCArmy service component commander, or DRUDRUDirect reporting unit responsible to contribute to the command SHCP efforts and to support the Army’s execution of TE&PD programs and activities for the designated career program. The CCPM provides an essential critical link between command strategic planning and career program TE&PD execution; the CCPM functions as a liaison between the FCR and/or CPPO and the command.

Competency An observable, measurable pattern of knowledge, abilities, skills, and other characteristics that individuals need to perform work roles or occupational functions successfully.

Competency–based management A systematic approach to developing, evaluating, and aligning employee competencies with mission and job requirements throughout Army human capital life cycle.

Component functional community manager Senior executive-level leader responsible for supporting the execution DoD SHCP in their respective DoD component career program by working with the OSDOSDOffice of the Secretary of Defense, command leadership, manpower and financial management representatives, OSDOSDOffice of the Secretary of Defense functional community manager, and human resource strategic advi- sors.

Functional chief A FC is the senior career program official at the general officer or senior executive-level responsible for the integration of competency-based TE&PD activities and programs into the human capital life cycle for a designated career program.

Functional chief representatives Upon appointment and on the behalf of the FC, the FCR is the senior civilian career program official re- sponsible for the integration and management of competency-based TE&PD activities and programs into the human capital life cycle for a designated career program.

Human capital An inventory of skills, experience, knowledge capabilities that drive productive labor within an organiza- tion's workforce.

Individual development plan A document used to record short-range and long-range career goals, the specific competencies, knowledge, skills, and abilities necessary to meet current objectives, and training, education, and other professional development strategies used to develop the desired competencies. In conjunction with a per- formance plan, the IDP assists in making employee performance more effective in present or future posi- tions and is used for employees below the executive-level. The intent of an IDP is to promote career de- velopment and continued personal growth.

Intern A candidate who meets all entrance requirements for an entry-level position in a career program and ac- cepts an obligation to complete a highly structured training program and occupy a position with known po- tential for noncompetitive promotion to the target level.

Master intern training plan The MITP is a component of each career program’s ACTEDS plan and provides an Army intern with a detailed training plan consisting of on-the-job developmental assignments and the technical training nec- essary to prepare the intern for the target grade level.

Master training plan The MTP is a component of each career program’s ACTEDS plan and provides a career TE&PD plan from entry-level to executive-level. The TE&PD described within this plan are not intended to be all-inclu- sive; rather, the MTP shows the range of courses to be considered fir career development planning. TE&PD opportunities listed in the MTP serve as a reference for Army Civilians preparing their IDPs.

Strategic Human Capital Planning The method by which an organization designs a coherent framework of human capital policies, programs, and practices to achieve a shared vision integrated with the agency’s strategic plan. Implementation of the strategic human capital plan is a key step in an organization’s progress to build a highly effective, per- formance-based organization by recruiting, acquiring, motivating, and rewarding a high-performing, top quality workforce. The plan becomes the roadmap for continuous improvement and the framework for transforming the culture and operations of the agency.

Strategic workforce planning The systematic process for identifying and addressing the competency gaps between the workforce of today and the human capital needs of tomorrow.

Succession planning A systematic approach to building key position and leadership pipelines to ensure workforce continuity. Succession planning develops potential successors in ways that best fit their strengths, identify the best candidates for categories of positions, and concentrate resources on talent development.