    [House Hearing, 119 Congress]
    [From the U.S. Government Publishing Office]

                              MISSION INCOMPLETE:
                         STRENGTHENING THE TAP PROGRAM
                       TO ENSURE A SMOOTHER TRANSITION TO
                      CIVILIAN LIFE FOR TOMORROW'S VETERANS

    =======================================================================

                                    HEARING

                                   before the

                            SUBCOMMITTEE ON ECONOMIC
                                  OPPORTUNITY

                                     of the

                         COMMITTEE ON VETERANS' AFFAIRS

                         U.S. HOUSE OF REPRESENTATIVES

                        ONE HUNDRED NINETEENTH CONGRESS

                                 FIRST SESSION
                                   __________

                            TUESDAY, MARCH 25, 2025
                                   __________

                               Serial No. 119-12
                                   __________

           Printed for the use of the Committee on Veterans' Affairs

                     [GRAPHIC(S) NOT AVAILABLE IN TIFF FORMAT]

                        Available via http://govinfo.gov
                                    ______

                       U.S. GOVERNMENT PUBLISHING OFFICE

    60-684                     WASHINGTON : 2025

                         COMMITTEE ON VETERANS' AFFAIRS

                         MIKE BOST, Illinois, Chairman

    AUMUA AMATA COLEMAN RADEWAGEN,       MARK TAKANO, California, Ranking
      American Samoa, Vice-Chairwoman      Member
    JACK BERGMAN, Michigan               JULIA BROWNLEY, California
    NANCY MACE, South Carolina           CHRIS PAPPAS, New Hampshire
    MARIANNETTE MILLER-MEEKS, Iowa       SHEILA CHERFILUS-MCCORMICK,
    GREGORY F. MURPHY, North Carolina      Florida
    DERRICK VAN ORDEN, Wisconsin         MORGAN MCGARVEY, Kentucky
    MORGAN LUTTRELL, Texas               DELIA RAMIREZ, Illinois
    JUAN CISCOMANI, Arizona              NIKKI BUDZINSKI, Illinois
    KEITH SELF, Texas                    TIMOTHY M. KENNEDY, New York
    JEN KIGGANS, Virginia                MAXINE DEXTER, Oregon
    ABE HAMADEH, Arizona                 HERB CONAWAY, New Jersey
    KIMBERLYN KING-HINDS, Northern       KELLY MORRISON, Minnesota
      Mariana Islands
    TOM BARRETT, Michigan

                           Jon Clark, Staff Director
                      Matt Reel, Democratic Staff Director

                      SUBCOMMITTEE ON ECONOMIC OPPORTUNITY

                     DERRICK VAN ORDEN, Wisconsin, Chairman

    JUAN CISCOMANI, Arizona              CHRIS PAPPAS, New Hampshire,
    ABE HAMADEH, Arizona                   Ranking Member
    KIMBERLYN KING-HINDS, Northern       MORGAN MCGARVEY, Kentucky
      Mariana Islands                    DELIA RAMIREZ, Illinois
    TOM BARRETT, Michigan                TIMOTHY M. KENNEDY, New York

    Pursuant to clause 2(e)(4) of Rule XI of the Rules of the House, public
    hearing records of the Committee on Veterans' Affairs are also
    published in electronic form. The printed hearing record remains the
    official version. Because electronic submissions are used to prepare
    both printed and electronic versions of the hearing record, the process
    of converting between various electronic formats may introduce
    unintentional errors or omissions. Such occurrences are inherent in the
    current publication process and should diminish as the process is
    further refined.

                             C  O  N  T  E  N  T  S

                                  ----------

                            TUESDAY, MARCH 25, 2025

                                                                       Page

                               OPENING STATEMENTS

    The Honorable Derrick Van Orden, Chairman........................     1
    The Honorable Chris Pappas, Ranking Member.......................     2

                                   WITNESSES

                                    Panel I

    Mr. Alex Baird, Director, Defense Support Services Center, U.S.
      Department of Defense..........................................     4

    Mr. John Green, Acting Executive Director, Outreach, Transition,
      and Economic Development, U.S. Department of Veterans Affairs..     5

            Accompanied by:

        Ms. Regina Yount, Assistant Director, Outreach, Transition,
            and Economic Development, U.S. Department of Veterans
            Affairs

    Ms. Margarita Devlin, Deputy Assistant Secretary for Operations
      and Management, Veterans' Employment and Training Service, U.S.
      Department of Labor............................................     7

                                    Panel II

    Ms. Joy Craig, Associate Director, Service Member Affairs,
      Veterans of Foreign Wars of the United States..................    18

    Ms. Elizabeth O'Brien, Senior Vice President, Hiring Our Heroes..    20

    Ms. Barbara Carson, Managing Director of Programs and Services,
      D'Aniello Institute for Veterans and Military Families,
      Syracuse University............................................    21

    Mr. Brian Lewis, Executive Director of Customer Operations,
      Consumers Energy...............................................    23

    Ms. Kandi Tillman, Managing Co-Founder, 50strong.................    24

                                    APPENDIX

                        Prepared Statements Of Witnesses

    Mr. Alex Baird Prepared Statement................................    39
    Mr. John Green Prepared Statement................................    45
    Ms. Margarita Devlin Prepared Statement..........................    49
    Ms. Joy Craig Prepared Statement.................................    59
    Ms. Elizabeth O'Brien Prepared Statement.........................    65
    Ms. Barbara Carson Prepared Statement............................    87
    Mr. Brian Lewis Prepared Statement...............................    91
    Ms. Kandi Tillman Prepared Statement.............................    94

                           Statements For The Record

    Hire Heroes USA Prepared Statement...............................   105

                              APPENDIX--continued

    Veterans Association of Real Estate Professionals Prepared
      Statement......................................................   107
    The American Legion Prepared Statement...........................   108

                              MISSION INCOMPLETE:
                         STRENGTHENING THE TAP PROGRAM
                      TO ENSURE A SMOOTHER TRANSITION TO
                     CIVILIAN LIFE FOR TOMORROW'S VETERANS

                                  ----------

                            TUESDAY, MARCH 25, 2025

          Subcommittee on Economic Opportunity,
                        Committee on Veterans' Affairs,
                                 U.S. House of Representatives,
                                                        Washington, DC.
        The subcommittee met, pursuant to notice, at 10:15 a.m., in
    room 360, Cannon House Office Building, Hon. Derrick Van Orden
    (chairman of the subcommittee) presiding.
        Present: Representatives Van Orden, Hamadeh, King-Hinds
    Barrett, Pappas, McGarvey, Ramirez, and Kennedy.

            OPENING STATEMENT OF DERRICK VAN ORDEN, CHAIRMAN

        Mr. Van Orden. Good morning. The subcommittee will come to
    order. I want to thank our witnesses for being here today to
    discuss the Transition Assistance Program (TAP) and the role
    that each one of these departments plays in helping our members
    transition from being an active duty servicemember, a
    productive member of the military, to a productive member of
    society as a civilian.
        I want to make sure that we adhere to our strict
    nonpartisan position, the spirit of this committee. I know Mr.
    Pappas shares my intention there. He is a good man.
        As a former SEAL that served our country for 26 years and I
    have first-hand knowledge of how difficult it can be to go from
    being in a military member to being a civilian, and I am not
    kidding you. I used to wake up for, like, 2 years after I
    retired wondering where my gun was. That is not a joke.
        200,000 military personnel leave the service each year and
    for many of them it is a time for them to grow. It is also a
    time, that 24-month period of time, is when our servicemembers
    wind up committing suicide because they lose their identity.
    They lose their uniform. They lose the rank. The joke with
    their spouses are twice the husband and half the paycheck and
    you all know that. I see these old grizzly war dogs back there.
    You know what I am talking about, right? Yes.
        We have got to do something. The bridging mechanism has to
    start while we are in the service. Mr. Baird, you are here
    today from the U.S. Department of Defense (DoD) and I cannot
    tell you how thankful I am and I also cannot tell you how
    pathetic it is that I have to be so thankful that you guys
    showed up. Check?
        That is how these committees work, so thank you for being
    here. Our office because I am on task and I have got your
    paycheck now, too? I do not know. I do not care. You are here
    and I appreciate it.
        We went from about 25 percent to 52 percent so that is an
    extraordinarily huge failure rate for the people that go to
    TAP. That is real and we have got everybody's Situation Reports
    (SitReps) here and talk about this a little bit later, SitReps
    and all yours or whatever. There is no block on here for
    participation of troops that go to TAP. It is a 175-page
    document. It is, like, 150 pages into a 175-page document from
    the Navy. It mentions TAP and a single sentence. What my
    intention is to make this work.
        I spoke to these three folks yesterday in my office in
    private, and I appreciate you guys showing up to do that so we
    could work through some things in long form interview, not like
    this, but I do appreciate that, but we can do better, period.
    We need to have metrics, so we understand if we are doing
    better and I expect that out of you.
        2019 we worked to modernize the TAP program. I think we did
    sort of a good job. I was not here at the time. Were you in
    Congress then?
        Mr. Pappas. Yes.
        Mr. Van Orden. You were? Okay, so it is Mr. Pappas' fault.
    I am just kidding. We did an okay job and we did not do the
    best job and I get it.
        We got 48 percent of servicemembers that are beginning the
    process of TAP and advanced 48 percent, gentlemen, ladies, and
    that is unacceptable and we are just going to do better.
        Last year I introduced the Enhancing the Transitioning
    Servicemember's Experience (ETS) Act to hold DoD accountable.
        That is the department what I have learned from being here
    is I cannot hold a department or an office accountable, but I
    want to hold individual officers accountable, make sure they do
    not get promoted, they do not pass go, they do not get 200
    bucks if there are people who are not going to TAP. If we start
    burning these people down with shoulder boards, it will be
    fixed immediately and that is my intent.
        With that, I would like to yield to my Ranking Member Mr.
    Pappas for any comments he may have.

           OPENING STATEMENT OF CHRIS PAPPAS, RANKING MEMBER

        Mr. Pappas. Thank you very much, Mr. Chairman, for holding
    this oversight hearing on the Transition Assistance Program. We
    know before servicemembers leave the military we must ensure
    that they are adequately prepared to rejoin civilian life.
        This includes having a plan for employment and housing, as
    well as healthcare and other social supports. Under normal
    circumstances over 150,000 servicemembers leave the military
    each year and their ability to successfully reintegrate in
    civilian life depends on many factors and the Federal
    Government is spending more than $13 billion each year to
    support these efforts.
        Without clear oversight of these programs, it is
    challenging to know what will give our transitioning
    servicemembers the best outcomes possible, so this is an area
    of concern for me because the TAP data presented at this last
    hearing in September 2024 indicates that DoD is struggling to
    comply with the transition process 1 year in advance of
    separating or 2 years in advance of retiring.
        While some might argue that this data indicates that DoD
    might not prioritize TAP, there is a clear connection in how
    servicemembers experience their transition to veteran status on
    recruitment. The American Legion recently testified at the
    joint House and Senate Veterans Service Organization (VSO)
    hearing stating that, ``getting this right is a matter of
    national security.'' I expect that DoD, all agencies, and
    partners will treat TAP as a matter of national security as
    well.
        We all need to recognize the history of TAP as it was born
    out of DoD's drawdown in the 1990's and, unfortunately, we face
    some similar economic forces today because of the
    administration's use of Department of Government Efficiency
    (DOGE) to dismantle agencies and the many services that they
    provide.
        It should not be lost on anyone that our servicemembers
    will be transitioning into a more volatile economy with rising
    unemployment and a sinking stock market, and it will be our
    Nation's heroes that could suffer consequences if they are not
    able to rely upon the support of Federal agencies because of
    hiring freezes and firings at agencies like U.S. Department of
    Veterans Affairs (VA).
        Secretary Collins himself said to expect more cuts but
    there has been no evidence from DOGE, the administration, or VA
    that any of these actions are being redirected to provide
    improved services and benefits to veterans. Rather the opposite
    is happening.
        Our offices are inundated with calls and emails about how
    veterans' services are being negatively impacted. In the last 2
    months, citizens in my State in New Hampshire have held a
    number of events at our State capitol. The latest one was
    drawing hundreds of folks who were deeply concerned about the
    projected 80,000 job cuts at VA.
        The American public does not want to see veteran benefits
    and services targeted and with all these uncertainties support
    systems are absolutely necessary. TAP is critical now more than
    ever.
        I also want to express my concern about how the
    administration is targeting a particular class of
    servicemembers, our Lesbian, Gay, Bisexual, Transgender, and
    Queer (LGBTQ) servicemembers and veterans, particularly the
    transgender community, stating that being transgender is
    incompatible with military service I believe is an affront to
    our American values.
        As someone from the live free or die State, I find it
    incomprehensible to discriminate against qualified transgender
    Americans who are willing and capable of serving and are being
    denied services that they bravely earned.
        As these servicemembers transition out of the military I
    expect TAP to pay careful attention to their needs and provide
    them with the support that they deserve.
        I want to thank you again, Mr. Chairman, for your spirit of
    nonpartisanship on this subcommittee. Continuing to look to
    work with you to identify ways that we can improve TAP. With
    that, I yield back.
        Mr. Van Orden. Thank you, Ranking Member Pappas.
        I will introduce our witness panel. Morgan, hey, hey, hey,
    you got a watch? You do not have watches in Kentucky. I love
    that guy. Sorry.
        Our first witness is Mr. Alex Baird, director of the
    Defense Support Services Center at the Department of Defense.
        Our next witness is Mr. John Green, acting executive
    director of Outreach, Transition, and Economic Development at
    the Department of Veterans Affairs. Mr. Green is accompanied by
    Ms. Regina Yount, the assistant director of Outreach,
    Transition, and Economic Development at the VA.
        Our final witness to this panel is Ms. Margarita, great
    name Margarita Devlin, deputy assistant secretary of the U.S.
    Department of Labor (DOL), Veterans Employment and Training.
        Please, I will ask you to rise everybody. Please raise your
    right hand. Do you solemnly swear that the testimony you are
    about to provide is the truth, the whole truth, and nothing but
    the truth? Okay, thank you. You may be seated. Let the record
    reflect that the witnesses have answered in the affirmative.
        Mr. Baird, you are now recognized for 5 minutes to deliver
    your testimony on behalf of the Department of Defense.

                        STATEMENT OF ALEX BAIRD

        Mr. Baird. Good morning, Chairman Van Orden, Ranking Member
    Pappas, and the distinguished members of the subcommittee.
    Thank you for the opportunity to discuss the Transition
    Assistance Program, commonly called TAP.
        Each of us across the department, our interagency partners,
    are fully committed to making TAP the best it can be. A big
    part of that is getting servicemembers to TAP early and
    increasing the number of servicemembers who attend one of the
    four 2-day tracks.
        Throughout 2020 and 2021, we focused on shifting in-person
    TAP to delivering TAP in a 100 percent virtual environment. We
    were successful in the redesigning coursework, information
    technology (IT), and contract support in ensuring
    servicemembers got to TAP.
        Throughout that challenging period, servicemembers
    continued to provide high marks concerning TAP content
    delivery, but our timeliness percentage fell short of both your
    and our expectations. In mid-2022 we began a series of
    corrective actions led by the military departments and
    commanders. We are working together.
        We continue to improve TAP while putting procedures in
    place to increase timeliness and improve 2-day track
    attendance. By the end of 2023, timeliness percentage doubled
    and 2-day track attendance increased by over 7 percent.
        We have not and will not stop there. We are confident that
    the military department's corrective action will produce even
    better results over time and that those results will further
    validate our commitment to our transitioning servicemembers.
        Much of our success is due to the great working
    relationship we have with VA, DOL, and the other members of the
    transition executive committee. DoD, the military departments,
    and our interagency partners are actively involved at every
    level of the TAP to the working groups.
        We are proactive and championing and implementing change
    and fully committed to supporting the warfighters and their
    families. TAP is the foundation of that support and sets the
    conditions for successful transition.
        Today TAP is very different and far more effective than the
    program of 10, 5, or even 3 years ago and provides
    servicemembers more comprehensive support than at any time
    during our Nation's history.
        That is possible because TAP is a commanders' program with
    commanders balancing national defense requirements with
    individual transition goals and with results supporting
    readiness, transition, recruiting, retention, reserve component
    affiliation, and sustainment of the all-volunteer force.
        TAP is and will remain adaptive focused on three
    fundamental tenets, effective counseling, servicemember buy-in,
    and meaningful support connections throughout the transition
    period.
        In closing, Mr. Chairman, I thank you and the ranking
    member and the other members of this committee for your
    outstanding unwavering support of the men and women who proudly
    wear the uniform of our great Nation. Sir, I am very honored to
    be here with you today.

        [The Prepared Statement Of Alex Baird Appears In The
    Appendix]

        Mr. Van Orden. Well again, Mr. Baird, I am very thankful
    that you are here. Your written statement will be entered into
    the record.
        Mr. Green, you are now recognized for 5 minutes to deliver
    your testimony.

                        STATEMENT OF JOHN GREEN

        Mr. Green. Good morning, Chairman Van Orden, Ranking Member
    Pappas, and distinguished members of the subcommittee, thank
    you for the opportunity to discuss the current State of
    Transition Assistance Program sharing model efforts and explore
    collaboration opportunities to improve the program.
        Joining me today is Regina Yount, assistant director from
    Veterans Benefits Administration's (VBA) Outreach, Transition,
    and Economic Development Program. We appreciate your ongoing
    support for the Nation's veterans, their families and
    caregivers and survivors.
        As a retired Army veteran, I understand the challenges
    members face when leaving active duty. During this critical
    time many transition and servicemembers are at increased risk
    for suicide, homelessness, post-traumatic stress, and substance
    use disorders.
        Connecting veterans to the benefits and services they have
    earned acts to safeguard against these threats and supports
    their overall well-being. VA recognizes that transition begins
    well before a servicemember leaves the military and continues
    long after separation making it essential for VA to stay
    connected with veterans throughout their lives and provide
    resources during critical times.
        While servicemembers are still on active duty, VA leads a
    1-day benefits and services course as part of TAP. This course
    helps servicemembers navigate VA resources, including excessive
    benefits and services. In Fiscal Year 2024, benefit advisors
    assisted over 200,000 transitioning servicemembers.
        We understand that information provided can be extensive so
    we offer additional guidance and clarification through one-on-
    one counseling sessions with benefit advisors, as well as those
    online and training that can be accessed any time before or
    after separation.
        We also welcome spouses to all TAP trainings as we
    recognize the key role they play in the transition process. As
    an example, our benefit advisors commitment to transitioning
    servicemembers happened recently at Camp Foster, Okinawa,
    Japan. The benefit advisors assisted a servicemember who was
    overwhelmed with the transition process.
        Their one-on-one sessions with the advisor aided the
    soldier in understanding the benefits available, explain the
    timelines, and help the documentation requirements for
    submission of the benefits delivery at discharge (BDD)
    compensation claim.
        Upon excellent service, VA connects directly with each new
    veteran through a VA Solid Start program providing one-on-one
    sessions tailored to address challenges that may face and link
    them to benefits and resources.
        For example, Jessica, who was on the verge of homelessness
    when Solid Start contacted her and had no idea she was eligible
    for health care and thought it was something only available to
    officers.
        As the representative listened to Jessica, they decided to
    talk with her about healthcare, guided her through how to file
    a claim for compensation, and offer to connect her with a
    representative at the VA national contact center for those at
    risk of homelessness. By her last call with her Solid Start
    representative, Jessica was receiving compensation payments,
    had health care, and was living in an apartment.
        Since TAP's inception in 1991, transition supports has
    significantly improved. VA offers several programs to support
    servicemembers through transition and beyond, such as
    personalized career planning and veteran and spouse transition
    grant program. Ongoing assessment and modifications of TAP
    ensure VA meets the evolving needs of transitioning
    servicemembers.
        In 2024, veteran service organizations' participation was
    added into the TAP course serving as a direct connection
    between participants and service organization. The benefits and
    services course includes a practical exercise to reinforce
    critical information and highlight time-sensitive information
    benefits such as life insurance.
        Last, VA modernized the silent process for scheduling one-
    on-one assistance using quick response codes. The VA is
    committed to maintaining a strong partnership with the
    Department of Defense, Department of Labor, and other
    interagency partners.
        We share Congress' goal to ensure transitioning
    servicemembers, veterans, and their families are supported
    during and after the transition from military to civilian life
    and remain dedicated to strengthening our transition
    initiatives.
        Chairman Van Orden, Ranking Member Pappas, and members of
    the subcommittee this concludes my statement. I am happy to
    respond to any questions you may have.

        [The Prepared Statement Of John Green Appears In The
    Appendix]

        Mr. Van Orden. Thank you, Mr. Green. The written statement
    of Mr. Green will be entered into the record.
        Ms. Devlin, you are now recognized for 5 minutes to deliver
    your testimony.

                     STATEMENT OF MARGARITA DEVLIN

        Ms. Devlin. Chairman Van Orden, Ranking Member Pappas, and
    distinguished members of the subcommittee, thank you for the
    opportunity to testify before you today on the current state of
    the Transition Assistance Program and everything we are doing
    to continue modernizing and refining the program.
        The Department of Labor Veterans Employment and Training
    Service, otherwise known as VETS, exists to support the
    employment and career goals of transitioning servicemembers,
    veterans, military spouses, national guardsmen, and reservists
    as well.
        We have three core TAP workshops. Employment fundamentals
    of career transition is the mandatory 1-day course. We also
    provide two elective tracks. The employment workshop is, as it
    sounds, additional support for direct transition to civilian
    employment.
        The career and credential exploration workshop provides
    support for navigating the labor market and non-college degree
    credentialing options such as apprenticeship, licensure, and
    certifications.
        Our satisfaction ratings for participants who take our
    courses are consistently high. For example, 96 percent indicate
    they would use what they learned in their own transition
    planning. 94 percent reported that the course enhanced their
    confidence in their transition planning.
        Classroom training is not enough and transition is not a
    one-size-fits-all experience. I have been in this space for a
    long time and whether it was during my tenure at VA or now at
    DOL, there is one consistent bit of feedback we get.
    Servicemembers want personalized support beyond the classroom.
        VETS answered that call when we pilot tested and developed
    and implemented the employment navigator and partnership
    program, or ENPP as we call it.
        This program, which is currently available at 40 military
    installations, helps servicemembers and their spouses navigate
    their post-military career journey. Navigators provide one-on-
    one career guidance and job seeking skills support, as well as
    referrals to vetted partner organizations who provide
    additional services during and after separation from the
    military.
        Navigators also facilitate warm handovers to a designated
    point of contact at DOL-funded American job centers, and that
    is especially important if the servicemember does not meet
    career readiness standards.
        Data reflects that ENPP has been a great success. In Fiscal
    Year 2024, 99 percent of survey respondents reported positive
    feelings after meeting with their employment navigator and
    would recommend ENPP to a friend or a colleague.
        Also, 96 percent of respondents felt ENPP partners met or
    exceeded their employment related expectations. Even more
    importantly, we now have outcome data.
        Our preliminary analysis shows, for example, that enlisted
    servicemembers who worked with an employment navigator became
    employed approximately 2 months sooner and earned about 11
    percent more than their counterparts who did not work with the
    navigator during their transition. This program is making an
    impact on servicemembers' lives.
        The transition experiences of wounded warriors, caregivers,
    and military spouses are also unique, so we developed and
    implemented specialized courses like the Wounded Warrior and
    Caregiver Employment Workshop and the transition employment
    assistance for military spouses' workshop to address their
    needs as well.
        We also know transition does not end with the issuing of
    the DD-214. Veterans may have several transitions throughout
    their careers and we continue to provide support after
    separation with programs such as the off-base transition
    training program.
        Facilitating successful military to civilian transitions
    requires coordination between Federal and non-government
    partners. DOL appreciates the strong partnership with our
    interagency colleagues, including VA and DoD plus veteran
    service organizations, State directors of Veterans Affairs, and
    many other non-government partners.
        Our long-term strategic goal for TAP is for the Nation to
    recognize military service as a path to high quality civilian
    careers. The future of the all-volunteer force depends on it.
        We look forward to our continued work with this committee,
    and we share in your commitment to ensuring servicemembers and
    spouses have every opportunity for stable careers post-
    military.
        Mr. Chairman, ranking member, distinguished members of the
    subcommittee, thank you for this opportunity to testify before
    you today, and I welcome your questions.

        [The Prepared Statement Of Margarita Devlin Appears In The
    Appendix]

        Mr. Van Orden. Thank you, Ms. Devlin. The written statement
    of Ms. Devlin will be entered into the record.
        We are going to go to questioning you guys, and the deal is
    you--5 minutes is it. If you want to do a second-round 100
    percent or a third or a fifth or a hundredth round I do not
    care. We are going to get some answers this morning.
        I now recognize Ranking Member Pappas for 5 minutes for
    questioning, sir.
        Mr. Pappas. Okay. Thank you very much to this panel and
    your discussion about such an important program which for a
    long time has been a work in progress and we need to continue
    to see improvements over time.
        I want to turn to Mr. Baird first. In March 2024,
    Government Accountability Office (GAO) found that DoD is not
    reliably verifying whether warm handovers occur. GAO found that
    over a 2-year period commanders or their designees verified
    that a warm handover was provided to nearly 78,000
    transitioning servicemembers who were not recorded as receiving
    one.
        GAO recommended that DoD develop additional guidance to
    commanders and their designees on verifying warm handovers and
    on recording the verifications in the TAP data base. I am
    wondering what steps DoD has taken to address this
    recommendation?
        Mr. Baird. Thank you for that question, Ranking Member. We
    have done a lot and the GAO report really caught our attention
    and we have made a lot of changes. Just yesterday, a new course
    stood up on the TAP site that is for military commanders and it
    walks them through what their responsibility is in the TAP
    space, and it mentions the warm handover.
        We have also...probably the strongest arm we have is the
    service Inspector General (IG) teams and they have now, the
    inspector generals are now taking a look at the TAP process
    within the services to make sure that we are meeting all the
    requirements. It is an education process and we will continue
    to educate them until they get it right.
        Mr. Pappas. Thanks for that and we are interested in
    continuing to engage with you as that all rolls forward in
    making sure that those recommendations are, you know,
    continuing to be addressed.
        We have also heard concerns from VSOs that enrollment in
    SkillBridge is down. Our understanding is that the Navy and
    Marines have scaled back eligibility. I am wondering if you can
    explain why requirements might have changed?
        Mr. Baird. The Navy and the Marine Corps took a hard look
    at who is going through SkillBridge and what they found was in
    a lot of cases it was senior people and so they have changed
    the rules.
        They have done policy. We see the same support for
    SkillBridge today that we saw before. The services are just
    getting better at determining who is the right person to go
    through SkillBridge.
        Mr. Pappas. Thanks for that. I have seen the benefits of
    that program and heard about it directly from participating
    businesses, as well as transitioning servicemembers, and we
    want to continue to support a strong SkillBridge program.
        If I can turn to VA now, I am wondering how VA is
    collaborating with DoD to ensure that individuals with mental
    health issues specifically are receiving the services that they
    need during that crucial first year after transition.
        You talked about Jessica, a veteran and her experience with
    Solid Start. It was really important to hear about her example,
    but I am wondering specific to mental health issues how we can
    continue to see the kind of collaboration that is going to
    help?
        Mr. Green. I will say that we continue to collaborate with
    DoD in order for these transitioning servicemembers are
    connected through mental health. We do connect them to VA in
    transition and we also get an opportunity to follow them
    through our VA Solid Start Program.
        There are three particular areas that we actually connect
    with these transitioning servicemembers, 0 to 90 days, 91 to
    180 days, and then 181 days or 365 day. We actually reach out
    to those particular veterans upwards of seven times each one of
    those particular time periods. If one of those calls is
    answered, then we stop calling and we go to the next bucket of
    dates. There is an opportunity for 21 calls to be made.
        Additionally, DoD provides a list to our VA Solid Start
    Program. VA Solid Start prioritizes those programs and those
    particular veterans or servicemembers to get an opportunity to
    outreach and make sure that there are no additional issues that
    may be there.
        Through transition, in transition meeting monthly, they get
    an opportunity to see if there is any additional issues that
    may be there that need to be addressed.
        Mr. Pappas. Just one more quickly, the most recent post-
    separation TAP assessment, I am wondering if you can tell me
    what that indicates about veteran satisfaction with TAP and
    whether the program effectively addresses the challenges that
    veterans are facing entering the civilian workforce?
        Mr. Green. Thank you, sir, for that question. Yes, the most
    recent what we call post-separation transition assessment
    program gives a satisfaction score of 96.3 percent, so it is
    highly touted.
        During that particular study we did have a great
    satisfaction rate that we were meeting exactly what
    transitioning servicemembers needed.
        Mr. Pappas. Thank you. Thank you very much.
        I yield back.
        Mr. Van Orden. Thank you, sir. The gentleman yields back.
        I recognize Representative Hamadeh from the great State of
    Arizona.
        Mr. Hamadeh. Thank you, Mr. Chairman.
        Mr. Van Orden. It is just--yes, Arizona is awesome.
        Mr. Hamadeh. There is so much better weather right now.
        Thank you to our witnesses for being here today. As both a
    veteran and a member of this committee, I find it deeply
    troubling that only 52 percent of our transitioning
    servicemembers are receiving timely access to the Transition
    Assistance Program, TAP. This is unacceptable.
        Now, when I served as an Army Reserve intelligence officer,
    I witnessed first-hand how critical proper transition support
    is for our warfighters. We expect excellence and accountability
    from our servicemembers while they are in uniform, and we
    should demand nothing less when your department is preparing
    them for civilian life.
        Now, my first question is for Ms. Devlin. I was struck by
    something you said during our pre-hearing call yesterday. You
    mentioned that when servicemembers do not complete all parts of
    TAP you consider it simply in the law and DoD's responsibility
    not yours, yet your department's own data shows that
    servicemembers who receive proper transition assistance through
    your employment navigator program find jobs 63 days faster and
    earn 11 percent higher wages.
        Now, how can the Department of Labor claim to prioritize
    veteran employment outcomes while washing your hands of
    responsibility for ensuring servicemembers actually receive the
    Department of Labor's training?
        Ms. Devlin. Thank you for asking that question. Just to be
    clear, we are involved in working with DoD on the
    accountability that is required to make sure that
    servicemembers do participate in TAP and have access to it.
    Forgive me if my answer to that original question was not clear
    in our meeting.
        We do we do take great pride in being a strong partner to
    DoD, and we have a very active engagement in our interagency
    council. We do look at the data. We brainstorm together
    solutions to improve participation rates, how to help military
    leaders understand the importance of TAP.
        We contribute to how that training should look if there is
    training that is required. We definitely are very involved and
    we recognize the importance of early intervention and
    participation in TAP.
        Absolutely the navigator program, which is at 40
    installations, has proven to be incredibly life changing for
    these servicemembers who have access to it.
        Mr. Hamadeh. Section 1144 of Title 10 specifically tasks
    the Secretary of Labor with quote, ``furnishing information on
    employment and training assistance,'' so that is not optional.
    The law does not say when DoD decides to let you. The law makes
    clear that the Department of Labor is a key partner in this
    process with responsibility for coordinating the employment
    components.
        Let me ask you about accountability.
        At Fort Cavasos in Texas, servicemembers who attended TAP
    on time reenlist at a rate of 60 percent compared to just 30
    percent for those who do not. That suggests that TAP actually
    helps retention which should motivate commanders.
        Ms. Devlin, given that your department's data shows
    military members who use the employment navigator program find
    jobs 2 months faster and earn higher wages, what specific
    recommendations has the Department of Labor made to improve
    unit commander accountability for TAP attendance?
        Ms. Devlin. Thank you for that question as well. I agree.
    In many cases participation in TAP early enough helps the
    servicemember really see their options clearly in terms of
    remaining in the military for additional time versus
    transitioning out at that point in their life. In many cases it
    helps them to realize they might need more time to fully
    prepare for a civilian transition.
        With respect to helping the servicemember transition and
    any recommendations that we have for accountability, one of the
    things we talked about in the committee, for example, in the
    interagency committee is training for commanders to help them
    understand the value of sending their troops to TAP, value in
    terms of retention but also in terms of recruitment.
        Every veteran that, you know, becomes a veteran and leaves
    the military is a walking billboard for either military service
    or not based on the experience that they had in the transition.
        We have conversations around those kinds of things that are
    maybe different approaches to tackling the problem. As we sit
    through these committee meetings we are all very engaged in the
    process.
        My colleagues at VA and DoD are very engaged in making sure
    because we all believe it is important that servicemembers have
    access to TAP early enough in the process.
        Mr. Hamadeh. Sure, I keep hearing that there are
    conversations but what about accountability?
        Ms. Devlin. I will defer to my DoD colleague, if it is okay
    with you, Mr. Baird, because I know that he has been working
    with the military services on accountability that we have
    talked about in our committee meetings.
        Mr. Baird. One of the things we ask in their questioning or
    after they have finished with TAP is was there any barrier to
    you getting to TAP, and that number has remained at about 1
    percent.
        Mr. Hamadeh. Mr. Chairman, I yield back.
        Mr. Van Orden. Thank you, Mr. Hamadeh. If you want a second
    round of question we are here. I mean, this is what we are
    doing today, so I appreciate that tremendously. The gentleman
    yields back.
        I now recognize Mr. McGarvey, my very dear friend from the
    great State of Kentucky, for 5 minutes, sir.
        Mr. McGarvey. Thank you, Mr. Chairman.
        Thank you all for being here today. You know, we are
    talking about a really important thing which is how we
    transition active-duty soldiers into civilian life, what our
    veterans do after that initial call to military service and the
    Transition Assistance Program, TAP, what we are talking about
    today, it really helps that transition go smoothly. It provides
    the resources, the training, the support that our veterans need
    whether they are going back to school, whether they are
    starting a business, whether they are just preparing for life
    finding a job outside of the military. It is like a guide that
    helps servicemembers navigate what they are going to encounter
    and to do it confidently.
        Just looking at this panel we can see how many different
    agencies are involved in this, but with TAP shared between you
    guys, collective responsibility also means shared
    accountability. As part of that accountability is ensuring that
    we have common, high-quality standards across the board so that
    no matter where you go do your TAP you have a quality
    experience that prepares you for life after the military.
        You know, in Kentucky, we have got Kentucky Fried Chicken
    (KFC). This may seem like a trivial example, but one of the
    things you do when you are training employees to work at a KFC
    is you have to have training for every employee that ensures
    you have that same quality no matter what restaurant you go to
    anywhere in the world, right?
        We want to make sure that no matter where you go in the
    military for your Transition Assistance Program you get that
    same quality. Right now we are hearing from veterans that that
    is not the case.
        Even the different branches of the service have different
    transition assistance programs. They are frustrated. Veterans
    are frustrated. They are not getting the level of support that
    they feel they need. Sometimes it is available, but when it is
    not available to them because of what city they are in or where
    they are stationed that is frustrating.
        Mr. Baird, how are the DoD and the military branches making
    sure that local leaders and unit commanders stick to the rules
    and ensure servicemembers attend TAP on time?
        Mr. Baird. Thank you for that question. That is the very
    reason we made it a service IG spotlight item so that they
    would take a look at it. Commanders do what the IG looks at and
    so we are hoping that in--prior to 2022 the services did not
    have corrective action plans for how they were going to get.
        Those plans went to GAO. All those plans were accepted and
    now they are executing those plans to reach their, you know,
    higher numbers.
        Mr. McGarvey. I appreciate that because not only do we need
    the quality we are hearing from veterans that there is a
    disregard for the program at DoD. We want to make sure that
    people are going.
        What changes are being made to shift the culture to
    prioritize a quality TAP program and that people go?
        Mr. Baird. I think the emphasis is, one, coming through the
    IG, and two, coming through the increased training we are going
    to do for commanders. For the first time we now have a guide
    that they can download and we also have an online class that
    they can take to help them understand.
        I think when TAP first came out they saw it as just another
    program that they had to do. Now, they are starting to see the
    benefit of it. We need to get really, quite frankly, we need to
    get to the new commanders and make sure we do training with the
    new commanders right off.
        Mr. McGarvey. I appreciate that.
        Ms. Devlin, I want to switch to you for the last time we
    have got remaining. You have talked about, especially in your
    written testimony, the importance of tailoring the TAP program
    to actually meet the demands of private industry and what
    employers are looking for.
        How can the TAP program better involve employers to meet
    the level of involvement that you would like to see to get the
    needs of private industries and adapt to current job market
    trends?
        Ms. Devlin. Some of the things that we do at the Department
    of Labor is that as we engage with specific industries where
    there is a high demand for employment and where they are really
    looking to hire transitioning servicemembers and veterans.
    Defense industrial base, for example, is an area that is in
    high demand and important to national security.
        We engage with employers through our employer outreach
    program and we bring that feedback from those employers back
    into the department and we infuse it throughout our program. We
    also take feedback from servicemembers about what they are
    hearing and even after they leave the military and what their
    experiences were like.
        Mr. McGarvey. Thank you very much.
        Like I said, you know, we want to make sure this is
    actually a program that works for our veterans. It is so
    important. To transition from military life to civilian life is
    not always easy and we have got to do everything we can to help
    them out. Thank you guys so much.
        I yield back Mr. Chairman.
        Mr. Van Orden. The gentleman yields.
        The chair now recognizes Representative King-Hinds from the
    Northern Mariana Islands. Ma'am.
        Ms. King-Hinds. Thank you, Mr. Chairman. It only took me 2
    days to get here this time, but I am here.
        Mr. Van Orden. I do not know how you do it, but God bless
    you for being here. We appreciate it.
        Ms. King-Hinds. Thank you to all the witnesses for joining
    us this morning. I find it very disconcerting that only 52
    percent of servicemembers attended TAP on time, right? How do
    we improve this?
        Should this be mandatory, a mandatory program or, you know,
    where that it is compulsory for every servicemember? Is that
    the case now or is that not the case? It is an open-ended
    question to whoever wants to answer.
        Mr. Baird. Thank you for that question. Yes, TAP is
    mandatory.
        Ms. King-Hinds. Why are the statistics the way they are?
        Mr. Baird. Quite honestly, I believe because we were not
    keeping an eye on them close enough, but we are now. We look at
    them at our level with the transition executive committee but
    also, too, the department IG teams are looking at the numbers
    to make sure that they are staying on track.
        Ms. King-Hinds. Okay. I see that there are different
    agencies here who collaborate, right? Are there gaps or
    legislative fixes that Congress can help with to ensure that
    Department of Labor, Veterans Affairs, and whichever other
    agency works together to be able to streamline the process of
    helping the veterans and ensuring that they are getting the
    assistance that they need?
        Ms. Devlin. I can jump in and just say that from the
    Department of Labor standpoint we believe we have got what we
    need with the committee that we have in place.
        For example, when we pilot tested the employment navigator
    program and were able to demonstrate the success we went to the
    committee and said, listen, we think we should expand this and
    have more servicemembers have access to it.
        DoD and the military services were at the table. They were
    eager to help. We brainstormed a solution. We developed a
    strategy and we are going forward with implementation of the
    expansion subject to funding, of course. Those partnerships are
    really strong that we have.
        When it comes to the data on participation rates, we look
    at that data on a quarterly basis and sometimes more regularly
    in between those quarterly meetings and we ask questions. You
    know, why is this one, you know, a little bit less here? What
    is happening here?
        The military services are there and they help us either
    answer the question on the spot or they go research it and come
    back to us so we have a system that enables accountability
    between our agencies.
        Ms. King-Hinds. All right. I come from a rural community. I
    come from the Northern Mariana Islands where access to care and
    services is very limited anyway for our veterans. How are we
    ensuring that the folks who are coming out of the service are
    getting the assistance that they need so that they are able to
    go right into the workforce, that they are ready to go into the
    workforce?
        Ms. Devlin. Part of getting ready to go into the workforce
    is to understand what the individual's interests, aptitudes,
    and abilities are and where we have the employment navigator,
    they help them navigate all of that. Where we do not have it
    there is still the course, right, so if they do the 1-day
    course it is a lot.
        Sometimes we hear it is like drinking from a fire hose,
    which is why we offered the two elective courses. Taking the
    first course at TAP helps the servicemember understand what
    they might want to do in their elective courses, right?
        If they really know that they just want to get into a job,
    they feel like they have the skills already, maybe they
    completed some college while in the military, they might go to
    the employment workshop to learn more about how to do the
    resume, interviewing skills, networking, all those kinds of
    things.
        If they do not have the training maybe they want to learn
    more hands-on, maybe they want to do an apprenticeship, they
    can do the career credentialing workshop.
        After that the connection to our partners, I think, is
    critical because once they get into their community, they can
    still keep that connection to our partners. For example, the
    American Workforce System being able to connect with the
    Disabled Veteran Outreach Program coordinators, local veteran
    employment representatives. That gives them the continued
    support that they need after they get into their community so
    that they can continue to keep working on getting that stable
    job.
        Ms. King-Hinds. All right, thank you.
        Thank you, Mr. Chairman. I yield back my time.
        Mr. Van Orden. The gentlelady yields back.
        The chair now recognizes myself for 5 minutes in the third
    person, which is never just going to not be weird. Hey, I am
    going to take a point of personal privilege before we start
    that clock. I just want to cover something that Mr. Pappas
    referenced in his opening statements.
        Currently, the DoD is deployed to about 60 countries at any
    given time and that is not going to change. When someone joins
    the military and they decide to, you know, transition from one
    gender to another, that is a 2 to 3 to 4-year process where
    people are taking hormones then having some very, very
    absolutely brutal, barbaric surgeries, and they are
    nondeployable at that point.
        If someone decides to do this, and that is up to them,
    Chris Beck is the first openly transgender Navy SEAL and he is
    a really good friend of mine and he is a guy now again. You
    know, he went back and forth, but he is a really good friend of
    mine and I have known him for 30 years and he is a good man and
    he is a solid operator.
        He was a frogman, and we did not care what was going on but
    he got out of the military and then decided to do this. Here is
    why that is so important. When we say that people are overseas
    in 60 countries, I have to leave my wife and children or a wife
    has to leave her husband or, you know, wife, we do not care
    what you are doing in your personal time, but we have got to
    leave our kids and potentially get killed because someone is
    doing this.
        That is, Mr. Pappas, the reason that I agree with the
    current policy. I understand. I respect you tremendously. I
    just want to make that very clear. Someone is going to leave
    their family to forward deploy at all times and that is all I
    have to say about that.
        Ms. Devlin, I cannot tell you how excited I am that Lori
    Chavez-DeRemer is the new secretary. She said, oh, my gosh. We
    are--did you ever see the movie The Other Guys? Watch it, Marky
    Mark, Will Ferrell, it is great. They did fresh start, so we
    are doing a fresh start.
        Now, I saw you sneak in there Rodriguez. Stand up, sir.
    Yes. Oh, yes, you tried to, yes, nice to see you. Oh, yes, yes,
    trying to sneak in. It did not work. Fresh start, ma'am with
    you guys, and I expect a lot out of you. I expect a lot out of
    Lori and I know she can perform.
        President Trump expects a lot out of you and a lot out of
    Lori and so does the entire country, not just our veterans
    community. You guys are in good hands and I expect the best out
    of you. Okay, that is enough of that.
        Okay. Mr. Baird, do you consider TAP a retention tool?
        Mr. Baird. Yes, sir, I do.
        Mr. Van Orden. Why?
        Mr. Baird. Those folks who go out into the field and do TAP
    and if they do it right then they see the benefits of being in
    the military.
        Mr. Van Orden. Yes.
        Mr. Baird. I think it is a great retention tool.
        Mr. Van Orden. Okay. You are correct, sir, and they talk to
    each other. Our vets talk to each other.
        Mr. Baird. Yes, sir.
        Mr. Van Orden. You know what I mean? It gets around if it
    is terrible. It is a retention tool and is, as Mr. Pappas said,
    it is a national security issue.
        Mr. Green, you gave an anecdote about Jessica and one other
    person, right, but 52 percent of folks go to this program. That
    means 48 percent do not, 200,000 enlisted math, so about 96,000
    people you cannot give me an anecdote for a year. Although I
    appreciate Jessica and her job, there is 96,000 other people
    you cannot give me an anecdote for because they did not go to
    TAP and that, sir, is unacceptable.
        We talked in private. Ms. Yount, I asked you a couple of
    questions yesterday and there is a Solid Start program. You are
    doing it. Here is the legislation and we pulled it up and this
    is highlighted. It says, ``VA employees must call veterans for
    outreach purposes,'' right?
        Ms. Yount. Correct.
        Mr. Van Orden. The survey indicates, ``Veterans preferred
    communication methods other than a phone call.'' They like
    texting and, you know, chatting and whatnot. Okay.
        The Office of General Counsel (OGC) interpreted this to be
    a voice phone call when it says calling each veteran, so who is
    the OGC that made this decision?
        Ms. Yount. That is VA's office of general counsel.
        Mr. Van Orden. Who is the person? I asked you specifically
    yesterday.
        Ms. Yount. Unfortunately, we were unable to get the
    individual's----
        Mr. Van Orden. You are excused.
        Ms. Yount [continuing]. his name.
        Mr. Van Orden. You are excused.
        Ms. Yount. Okay.
        Mr. Van Orden. Now. You will respect this committee ma'am.
        Mr. Green, there have been cuts by DOGE, and I will be very
    frank with you. The messaging and how these guys are getting
    the word out is not okay. They are just not doing a good job of
    it, Mr. Pappas. They are not. We are not beholden to any
    administration. We are not.
        We are beholden to our constituents and our veterans, so I
    am just going to say it out loud. What they are trying to do is
    good and righteous at DOGE. How they are getting the message
    across is confusing it and it is terrifying our veterans,
    right?
        I mean, he is getting calls. I am getting calls. Morgan,
    you get calls? You guys get calls? I want to ask you this
    question. Is there a measurable appreciative degradation of
    your ability from the Department of Veterans Affairs or the
    Department of Labor, ma'am, to deliver services to our veterans
    due to this DOGE stuff?
        Mr. Green. No, sir.
        Mr. Van Orden. Okay. Ma'am?
        Ms. Devlin. No, sir.
        Mr. Van Orden. Okay. Here is what we have got to do. We
    have got to quit fear mongering with veterans and our seniors
    and hungry kids. I was raised on welfare. I went to bed hungry.
    I do not like that. We are not cutting Supplemental Nutrition
    Assistance Program (SNAP) benefits. We are not cutting Special
    Supplemental Nutrition Program for Women, Infants and Children
    (WIC). As a matter of fact, we increased it by $500 million. We
    are not cutting veterans' benefits.
        There were eight folks that were released from the Tomah VA
    healthcare center where I get my care and I love them. I just
    called Karen, she runs the place, and I said, ``Karen, has
    there been any degradation of your ability to provide medical
    care to our veterans?'' She said no.
        I am just going to ask everybody on both sides of the aisle
    and external folks to quit fear mongering. Because when I asked
    you, Mr. Green, you are a subject matter expert, Ms. Devlin,
    subject matter expert and you know what you are talking about,
    right?
        When you say there is no degradation of your ability to
    provide services to our veterans I take you at your word. Let
    us just stop doing that. That is all I am going to ask.
        Mr. Pappas, do you have anything you want to wrap up with,
    sir, before we go to the second panel?
        Mr. Pappas. I have no further questions. I am interested in
    engaging our second panel.
        Mr. Van Orden. Okay, excellent. You guys are excused and I
    hope you stick around for the next panel and we will take,
    what----
        Mr. Pappas. Five.
        Mr. Van Orden. You know, everyone says 5 minutes. It is
    always 10 so let us just say 10 minutes. We will take a 10-
    minute recess. Thank you very much.
        [Recess.]
        Mr. Van Orden. The committee will come to order. Oh, sorry,
    my bad. I am now in the proper uniform of the day.
        Our second panel we are going to be hearing from our
    witnesses Ms. Joy Craig, associate director of Service Member
    Affairs, the Veterans of Foreign Wars of the United States
    (VFW).
        The next witness is Ms. Elizabeth O'Brien, senior vice
    president of Hiring Our Heroes (HOH), U.S. Chamber of Commerce.
    Nice to see you.
        Our third witness is Ms. Barbara Carson, managing director
    of Programs and Services for the D'Aniello Institute for
    Veterans and Military Families (IVMF), Syracuse University.
    That is a very big title.
        Our fourth witness is Mr. Brian Lewis, executive director
    of customer operations at Consumers Energy.
        Our final witness to this panel is Ms. Kandi Tillman, the
    managing co-founder at 50'strong.
        I would like to welcome you and ask you to stand please and
    raise your right hands. Do you solemnly swear that the
    testimony you are about to provide is the truth, the whole
    truth, and nothing but the truth? Okay, please be seated. Let
    the record reflect that all witnesses have answered in the
    affirmative.
        Ms. Craig, you are now recognized for 5 minutes to deliver
    your testimony on behalf of the VFW.

                         STATEMENT OF JOY CRAIG

        Ms. Craig. Thank you, Chairman. Chairman Van Orden, Ranking
    Member Pappas, and members of the subcommittee, on behalf of
    the men and women of the Veterans of Foreign Wars of the United
    States and its auxiliary, thank you for the opportunity to
    provide our remarks on the Transition Assistance Program, or
    TAP.
        Nearly 200,000 servicemembers leave the military each year
    with 80 percent separating before retirement. Military force
    management depends on a steady pipeline of new recruits to
    sustain operational readiness. This ongoing cycle underscores
    the importance of ensuring the Department of Defense delivers
    effective military to civilian transition programs.
        For many servicemembers, joining the military is a means of
    securing stable employment or a path to upward mobility. It is
    a major life event and conversely so is transition.
        Despite spending up to 6 months training new recruits, DoD
    provides only 5 days of preparation for their return to
    civilian life. Veterans who are not fully prepared face
    increased risks of underemployment, financial hardship, and
    suicide, especially within the first year after separation.
        While DOD's primary mission is national security, it has
    legal obligations to provide transition services. Federal law
    mandates that all eligible servicemembers begin transition
    support no later than 1 year before separation. DoD must ensure
    timely TAP attendance and provide a warm handoff to community
    resources.
        In October 2023, DoD testified before Congress that
    commanding officers frequently waived TAP attendance due to
    mission requirements, voluntary separations or personal choice.
    At the same hearing, the Government Accountability Office
    reported that 53 percent of all TAP waivers were approved with
    22 percent of at-risk servicemembers skipping the mandatory 2-
    day track entirely.
        DoD must allow more time for TAP participation, ensure
    command support for transition, tailor courses to different
    separation types, expand access for guard and reserve members,
    and better integrate spouses into the process.
        VFW's transition survey shows that future veterans' primary
    concerns after separation include finding employment,
    navigating service-connected disabilities, maintaining
    financial stability, and losing their sense of purpose and
    camaraderie. It is unrealistic to assume that every
    servicemember has a job waiting or a safety net to catch them
    on the outside.
        The VFW recommends integrating transition support early and
    at multiple points throughout a servicemember's career rather
    than relying solely on the Transition Assistance Program. Poor
    enforcement of TAP attendance disproportionately affects junior
    enlisted servicemembers who are the most vulnerable post-
    discharge.
        The VFW's transition survey highlights other issues with
    TAP. An Army E-6 from Fort Riley reported their unit did not
    provide adequate time for a smooth transition and described TAP
    as an overwhelming fire hose of information with no time to act
    on what was taught.
        One sailor from Quantico was repeatedly pulled from TAP
    classes for operational duties, while another missed crucial
    instruction because they were not released from deployment in
    time.
        These reports reveal a culture of prioritizing operational
    needs over transition. One area showing improvement is VA's TAP
    6.0 program which has increased access to benefits counseling
    allowing in-person accredited representatives to help
    servicemembers navigate VA claims.
        Since its launch in January 2024, VFW has reached 13,000
    more members than the year prior, a 54 percent increase in
    engagement, which is why we urge Congress to pass the TAP
    Promotion Act to ensure all future veterans receive this
    essential assistance to claim their earned benefits as early as
    possible.
        The transition experience can also have lasting effects on
    military recruitment. Poor transition can impact how veterans
    speak to their children and communities about the value of
    military service and could cause young people to be hesitant to
    join fearing their own post-discharge challenges.
        To address these and other ongoing issues, which I have
    detailed in my written testimony, the VFW urges Congress to
    establish a key position within DoD to oversee transition. We
    recommend an undersecretary of defense for transition to
    oversee, coordinate, and modernize all transition programs.
        As it stands, transition services are fragmented and
    inconsistently enforced at the unit level where operational
    priorities often take precedence. An undersecretary would
    provide Congress a single point of accountability and drive the
    necessary culture change within DoD.
        Chairman Van Orden, Ranking Member Pappas, this concludes
    my remarks. I am happy to answer any questions you may have.

        [The Prepared Statement Of Joy Craig Appears In The
    Appendix]

        Mr. Van Orden. Thank you, Ms. Craig. The written statement
    Ms. Craig will be entered into the record.
        Ms. O'Brien you are now recognized for 5 minutes to deliver
    your testimony.

                     STATEMENT OF ELIZABETH O'BRIEN

        Ms. O'Brien. Good morning, Chairman Van Orden, Ranking
    Member Pappas, and distinguished members of the subcommittee. I
    am Elizabeth O'Brien. I am the senior vice president of Hiring
    Our Heroes, an initiative of the U.S. Chamber of Commerce
    Foundation.
        I have also been for the last 2 decades an active-duty
    military spouse and proud mother of three army brats during our
    Nation's longest conflicts. Thank you for allowing me the
    opportunity to speak on the need to update and modernize
    Transition Assistance Programs for servicemembers transitioning
    from active duty to the civilian workforce.
        Since our inception at Hiring Our Heroes, we have served
    over 1 million members and currently support 80,000 military-
    connected individuals each year. Economic opportunity sustains
    the all-volunteer force, but success depends on effective
    career navigation.
        Programs like SkillBridge and employment related pathways
    are vital ensuring today's warriors become tomorrow's best
    recruiters. As we all know in 2011, the United States faced a
    crisis in veteran unemployment as young veterans struggled with
    rates soaring up to 30 percent. The U.S. Chamber of Commerce
    Foundation launched Hiring Our Heroes and we united forces with
    State and local chambers, businesses, Department of Defense,
    and Department of Labor, and the VA.
        The public-private effort helped cut post-9/11 unemployment
    from 12.1 percent to 5.8 by 2015. However, today, veteran
    unemployment remains below non-veterans at 4 percent.
        However, the unemployment data reveals little about the
    true employment journey of transitioning servicemembers.
    Research shows from McKinsey and Company that while veterans
    generally out earn civilians, 60 percent of transitioning
    servicemembers earn less in their first civilian job than in
    the military.
        Penn State University reported that 61 percent of veterans
    feel unemployed, citing a mismatch between their skills and the
    civilian job opportunities. Edelman found that 62 percent of
    transitioning servicemembers could not secure a job at their
    desired level and the LinkedIn veteran opportunity report
    revealed that veterans are half as likely as civilians to reach
    leadership roles, again pointing to a disconnect between
    military experience and employer recognition.
        The U.S. still falls short in post-military career support.
    The Rand study confirmed GAO's 2020 findings that 45
    overlapping programs across 11 agencies with less than 5
    percent of funding for job placement or skills translation.
    Most transitioning servicemembers need employment support, yet
    TAP is not solely designated for that.
        Rand's 2024 report urged greater investment in employment
    programs and stronger Federal and nonprofit collaboration.
    SkillBridge, a DoD initiative, is the sole Federal transition
    program that turns conventional transition outcomes on its
    head.
        For over a decade at Hiring Our Heroes we have facilitated
    and worked as one of the largest intermediaries in support of
    SkillBridge. In the past 5 years we have connected 10,600
    fellows with 2,500 employers nationwide, inclusive of all
    ranks, 89 percent job offer rate within 3 months, $107,000
    average starting salary, which is double the pay of an E-6 with
    8 years of service and 20 percent higher than an O-3.
        What we know is that experiential bridge programs close the
    gap around poor transition.
        Our strategic insight report surveyed 1,900 SkillBridge
    participants and 381 non-participants. Time to employment was
    much faster for fellows, with 63 percent being employed within
    1 month of transition versus 38 of non-participants. Fellows
    were far more likely to take a job for positive reasons.
        Fellows who were more likely to recommend service to future
    generations with 61 percent saying they would recommend service
    versus 54 percent. Also, military spouse employment is key to
    veteran transition success providing financial stability and
    allowing the veteran to find the right fit job or upskilling
    opportunity.
        Currently, Hiring Our Heroes facilitates the Department of
    Defense's military spouse career accelerator pilot. Since 2022
    of December, we have placed over 1,000 spouses with an offer
    rate of 85 percent and 60 percent remote placement.
        As we look forward to the future, HOH recommends the
    following areas of focus. Focus on more employment related
    services as part of transition. They should be prioritized
    while reducing or eliminating duplicative programs.
        Expand opportunities for SkillBridge and apprenticeships.
    The programs help servicemembers showcase their skills, create
    informed career decisions playing a crucial role in successful
    transition.
        The military to civilian transition is not a one-time----
        Mr. Van Orden. The gentlelady's time has expired.
        Ms. O'Brien. Thank you. I look forward to your questions.

        [The Prepared Statement of Elizabeth O'Brien appears in the
    Appendix]

        Mr. Van Orden. You are sure welcome and thanks for that.
    Your written testimony will be entered in the record, which I
    actually read. I did.
        Ms. Carson, you are now recognized for 5 minutes.

                      STATEMENT OF BARBARA CARSON

        Ms. Carson. Chairman Van Orden, Ranking Member Pappas, and
    distinguished members of the subcommittee, thank you for the
    opportunity to provide testimony today on behalf of the
    D'Aniello Institute for Veterans and Military Families at
    Syracuse University.
        Even in the best of circumstances we know that military to
    civilian transition can present significant challenges, yet the
    bar for a successful transition is often quite low focusing on
    unemployment despite data showing 62 percent of veterans are
    underemployed after 6-1/2 years.
        When exiting service veterans are qualified to get jobs
    that reflect and respect their service and training. We should
    not assume that those jobs are the same ones that they did in
    the military.
        Securing meaningful employment can help avoid enormous
    financial, social, and personal costs. These costs also have
    implications for our all-volunteer force and in turn our
    national security.
        Data from the Military Family Lifestyle Survey, our
    collaboration with Blue Star families, as well as recent data
    that was recently published by Ipsos with Call of Duty
    Endowment as well as Mission Roll Call, both point to the
    hesitancy to recommend or pursue military service for the
    younger generation despite the positive perception of veterans.
        The available evidence is a fundamental starting point for
    how we might improve TAP and the transition process and where
    TAP alone is not sufficient.
        First, as a mandatory program, TAP must continuously be
    assessed to ensure it is accessible and meets the evolving
    needs of transitioning servicemembers.
        Despite recent progress many still fail to begin TAP as
    early as required by law and some fail to attend the required
    portion at all. At the same time, we recognize the inherent
    tension DoD faces between prioritizing mission readiness and
    focusing on preparation for post-service life.
        We must explore options that preserve flexibility for
    commanders to meet their compliance goals but also include
    consequences for noncompliance, such as integrating TAP
    participation into those performance evaluations.
        Beyond TAP, our system of support is complex and not always
    aligned with what people need or what works best. There are
    currently 46 programs across 11 agencies which Rand estimates
    represent $13 billion of expenditures every year. This
    investment skews heavily toward education services despite
    evidence that employment is the key component of most veterans'
    plans after service.
        Budget and performance data for these programs is hard to
    come by making it difficult to address overlaps and gaps with
    existing programs. TAP is one of the few Federal programs that
    has been evaluated, and while it shows long-term employment
    benefits, effects on wages have been mixed.
        Notably, wages were better when TAP was completed earlier
    and combined with access to other resources. The Veteran
    Metrics Initiative, or TVMI, a longitudinal study of post-9/11
    veterans managed by Penn State University, found that in the
    months following separation, two-thirds of veterans used at
    least one program aside from TAP. A third used even more, and
    veterans who use more programs experience better outcomes.
        Nonprofit initiatives like our Onward 2 Opportunity Program
    (O2O) contribute to these outcomes. O2O provides skilled
    training and credentialing to over 10,000 transitioning
    servicemembers, veterans of every era, and spouses each year.
        As the only program that has been rigorously evaluated by a
    third party, O2O provides non-government efforts, many often
    operate more efficiently--excuse me. It shows that non-
    government programs operate more efficiently and effectively
    than some of the government counterparts.
        In addition to data that is demonstrating the value of
    multiple programs aside from TAP, we know that transition is
    more than one moment in time.
        Given this evidence, warm handovers must be easier between
    DoD, VA, and Labor, as well as to states and communities. We
    encourage appropriate data sharing with safety and other
    reduced barriers to enrollment and benefits and services at the
    Federal, State, and local level.
        Further, though TAP can be a valuable resource, data
    suggests that only about half of military spouses engage with
    it. We encourage increasing their access and/or offering
    programs that are more tailored for them. Transition impacts
    the entire family unit and everyone benefits when spouses are
    prepared.
        In sum, the evidence demands an accountable system of
    supports beyond TAP and government alone, empowering investment
    of scarce resources into programs that work best for veterans
    and their families during this critical time. Doing so not only
    impacts their well-being, successful transition benefits our
    communities, preserves the all-volunteer force, and ultimately
    strengthens our national security.
        Thank you and I look forward to your questions.

        [The Prepared Statement Of Barbara Carson Appears In The
    Appendix]

        Mr. Van Orden. Thank you, Ms. Carson. Your written
    statement will be entered into the hearing record.
        Mr. Lewis, you are now recognized for 5 minutes.

                        STATEMENT OF BRIAN LEWIS

        Mr. Lewis. Thank you, Chairman Van Orden, Ranking Member
    Pappas, and members of the subcommittee for the opportunity to
    discuss critical programs that support our Nation's veterans.
    My name is Brian Lewis, and I am the executive director of
    customer operations at Consumers Energy where I have worked for
    12 years serving in a variety of customer-centric roles.
    Consumers Energy provides natural gas and electric service to
    nearly 7 million Michigan residents.
        Prior to my civilian career I was a combat medic and a lab
    tech in the U.S. Army where I was entrusted with the lives of
    my fellow soldiers. When I transitioned to civilian life,
    however, I had to abandon medical aspirations as I found my
    Army training at that time had limited transferability limiting
    my job prospects.
        The challenges veterans face finding transferable and
    meaningful civilian careers after service to our country are
    real and compelled me to seek out ways to advocate on their
    behalf, which I now support at Consumers Energy when veterans
    join the company.
        At Consumers Energy we have more than 800 military veterans
    who take our pride of service beyond self, a passion we learned
    in the military, and apply it to a new mission, applying
    essential heat and light to our fellow Michiganders. Our
    company's efforts to support veterans is about our earnest
    desire to ease the often-difficult transition out of the
    military by providing a welcoming environment for colleagues
    with different backgrounds and experiences.
        Our veterans-based resource group, the veterans advisory
    panel, provides space for employees to help drive policy change
    both within our organization and with external partners to
    better recruit, retain, and support veterans.
        Today, the veterans advisory panel is one of the company's
    largest resource groups with over 500 members. Their feedback
    ushered in a partnership with the U.S. Department of Labor and
    led to the registration of seven different job roles as
    approved apprenticeship programs.
        Now, our veterans can use their GI bill benefits while on
    apprenticeships that prepare them for rewarding, lifelong
    careers.
        We have also recruited veterans for pre-apprenticeship
    programs referred to as energy style boot camps hosted at a
    training center located in Congressman Barrett's district. In
    partnership with the Utility Workers Union of America and Power
    for America, these gas and electric boot camps have prepared
    over 300 veterans for energy careers by providing a pathway to
    apprenticeships that lead to high-paying, in demand electric
    and natural gas careers.
        As you can imagine though, demand for these programs
    outpaces availability and each time a new boot camp opens we
    receive more applicants than we have spaces to fill.
        While programs like these are meaningful, there is still
    work to be done. We encourage Congress to strengthen the
    connection between the Transition Assistance Program offices
    and companies in states that are not close to active-duty
    military installations.
        We also see great potential in the Department of Defense's
    SkillBridge program but believe further coordination with the
    Transition Assistance Program will improve connections between
    veterans and prospective employers.
        If you are an active duty servicemember of the military or
    a military veteran listening today my message is simple.
    Consumers Energy is the ideal career destination for you. We
    value your heart of service and the unique skills you bring to
    the energy industry.
        We will do everything we can to provide opportunities in
    the field, at a plant, or in an office. We will invest in your
    development and give you the opportunity to thrive in a team
    that is essential to providing energy to Michigan.
        Thank you again for the opportunity to participate in this
    discussion. Consumers Energy stands ready, willing, and able to
    support policymakers in improving economic opportunity for our
    Nation's veterans. With that, I look forward to your questions.
    Thank you.

        [The Prepared Statement Of Brian Lewis Appears In The
    Appendix]

        Mr. Van Orden. Mr. Lewis, I want to thank you for your
    incredibly shameless pitch for your company. That was just so
    in your face. Let us just acknowledge it. Hey, thank you, sir.
    Did you go to Fort Sam?
        Mr. Lewis. I spent a year at Fort Sam with a bunch of
    sailors.
        Mr. Van Orden. That is right. Best year of your life----
        Mr. Lewis. Best year.
        Mr. Van Orden. Okay. Your written testimony will be entered
    into the record.
        Ms. Tillman, you are now recognized for 5 minutes.

                       STATEMENT OF KANDI TILLMAN

        Ms. Tillman. Chairman Van Orden, Ranking Member Pappas,
    members of the subcommittee, thank you so much for giving me
    the opportunity to speak to you today. I am here on behalf of
    50'strong, an impact first small business that my husband and I
    co-founded in 2020. He was a former junior enlisted
    servicemember that served two tours with the Army Rangers.
        Our mission is simple, to help strong employers build
    strong pathways for military talent and to provide easy virtual
    connections for those in transition.
        Just last Thursday, hundreds of military-affiliated job
    seekers registered for one 50'strong event that featured 20
    employers. Of those that registered, 25 percent identified as
    E-1 through E-4 ranks, 54 percent were military-affiliated
    students, and many were transitioning military opting in on
    their own.
        After this one short virtual event 90 percent of those that
    attended say they discovered new civilian employment pathways
    and 98 percent said they would recommend it to others.
        We did this almost every week.
        In 2024, we supported approximately 200 employers, 100
    education institutions, and nearly 13,000 military-affiliated
    job seekers. This was all done at no cost to those job seekers
    and at no cost to taxpayers. It is thanks to the support of 13
    corporate partners.
        Several years ago, a veteran at a Fortune 500 company said
    to me we want to hire more transitioning military. We do not
    know how to reach them efficiently. I still hear this every day
    from employers.
        As a civilian with 20 years of experience in Fortune 500,
    this tells me that we need industry-enabled modern and
    accessible solutions that complement the critical role that
    government and nonprofit organizations play.
        I will offer four areas today for us to consider together.
    First, we must recognize that employment is critical to
    military transition and therefore employers are a critical
    stakeholder for any related policy.
        According to Military One Source, nearly three-quarters of
    all those leaving active duty separate versus retire. As a
    reminder to us all, the vast majority of transitioning military
    will need civilian employment and it is employers that offer
    employment.
        Second, let us recognize that SkillBridge has
    revolutionized employer participation in military transition in
    the last 6 years.
        As one strong example, Lowe's has established a SkillBridge
    program that enables opportunities at any of their locations
    across the country. Last year 95 percent of their SkillBridge
    participants received a full-time job offer at the end of their
    fellowship.
        This means that a servicemember returning home to Oshkosh,
    Wisconsin, or Bedford, New Hampshire, or Buckeye, Arizona,
    where I live, has a pathway to a strong future in their home
    community on day one of post-active duty.
        I will also highlight Cushman and Wakefield, a global real
    estate services firm. They have taken on over a hundred
    SkillBridge interns to more than 30 different types of roles
    with a 90 percent full-time offer rate. My thanks to the
    bipartisan leadership of the past three administrations toward
    this phenomenal growth.
        Third, we must find solutions that work for employers of
    all shapes and sizes, including small businesses that employ 47
    percent of private sector workers in the U.S. Importantly,
    State and local Chambers of Commerce and industry-driven
    business associations and business vertical-supported groups
    are often key drivers of small business enablement.
        Finally, we must recognize that military transition
    includes the very large number of those that enroll in school
    in what I will refer to as extended military transition, yet
    there is no at skill support to help them translate their
    skills from the military. There is little tracking of
    employment outcomes once they complete their education.
        Yes, we must protect this investment and also we must
    recognize that any education training or certification program
    should honor our promise to those who have served by leading to
    meaningful employment, not dead end pathways that exhaust their
    hard-earned education benefits. We must also ensure that the
    funding is used as intended to intentionally support military-
    affiliated students.
        Based on this I have a few recommendations. First, include
    diverse employer voices in all congressional hearings and
    roundtables, enhance TAP curriculum with industry-driven
    virtual career preparation, continue to support DoD's efforts
    toward strong employment outcomes, modify SkillBridge
    Memorandum of Understanding (MOU) requirements to maintain
    flexible internship models, champion local collaboration in
    your communities, develop a tracking mechanism for employment
    outcomes for all transition programs, and encourage all schools
    receiving post----

        [The Prepared Statement of Kandi Tillman appears in the
    Appendix]

        Mr. Van Orden. The gentlelady's time has expired and,
    ma'am, your written testimony will be entered into the record.
    I read it, too, and you have some fantastic recommendations.
    You certainly do.
        I now recognize the Ranking Member, Mr. Pappas, for 5
    minutes to question the witnesses at his leisure.
        Mr. Pappas. Well, thank you. I thought it appeared you were
    close to the end, but I think your recommendations are really
    important for the subcommittee.
        Ms. Tillman. My last recommendation, thank you so much,
    sir, my last recommendation, encourage all schools receiving
    post-9/11 GI bill funds to allocate resources specifically for
    student veteran support services.
        Mr. Pappas. Well, thank you for that, and maybe I could
    just turn to you for a question. You highlighted SkillBridge as
    a really important development, something that has been really
    working. Can you help us understand what the barriers are for
    more businesses to participate in SkillBridge and what we
    should be doing to ensure that that connection is made?
        Because every time I am out in my district, I meet
    employers that have veteran employees and are incredibly eager
    to continue to find more. This is a time where most industries
    are continuing to hire, so talk about the need to make sure
    SkillBridge reaches more employers.
        Ms. Tillman. Thank you so much for the question.
    SkillBridge is often an entry point for new employers that are
    trying to figure out how to engage with military talent. There
    was an important component of SkillBridge that has enabled so
    much growth and so much momentum in industry and that is the
    ability for employers to open internships through what we will
    refer to as third-party intermediary facilitators.
        One recommendation I would like to make, I will point out
    that thanks to the DoD, the military to civilian transition
    office, tremendous efforts have been made to ensure strong
    outcomes in the last year's MOU updates.
        There is one modification I would like to offer to ensure
    that new employers, particularly small businesses, can most
    flexibly engage in the program, and that is to delay Section
    4.3.4 of the current MOU that requires individual MOUs for all
    host employers until a future date but mandate employment
    outcomes reporting immediately, as outlined in section 4.3.3
    for the third-party facilitators that are making their
    participation possible.
        Mr. Pappas. Well, thanks for that recommendation. I
    appreciate your focus on the small business community, too,
    which I know is valuable to all of our districts here.
        Ms. Carson, if I can turn to you for a question? You
    highlighted your Onward 2 Opportunity Program, and can you tell
    us a little bit more about how that got started? What makes it
    unique and if there are lessons that can be translated from the
    success of that program to other initiatives that provide
    transition assistance?
        Ms. Carson. Thank you for the question. The Onward 2
    Opportunity Program began with a philanthropic effort by the
    Schultz Family Foundation and it continues to this day with
    both corporate and philanthropic support.
        It is credentialing, not made-up ones that we say that you
    have a badge from Syracuse University but industry recognized
    credentials in cyber, IT, Human Resources (HR), and the Project
    Management Professional (PMP), for example. We make that
    available at no cost thanks to those funders that I just
    mentioned.
        When combined with a connection to employers it is a very
    successful intervention that, as I shared in my testimony
    written and verbal, has been evaluated by third parties. That
    is exactly what we would like to see with other interventions.
    What are the outcomes you intend and are you achieving them?
        Mr. Pappas. Thank you very much for that.
        Ms. Craig, if I can turn to you? I appreciate your
    testimony here today and I think you identified that push and
    pull relationship that exists between those who are actively
    serving in their command when it comes to setting aside time to
    prepare for transition.
        Right now, there is only a small amount of time for TAP and
    some describe it as an experience like drinking from a fire
    hose. We hear that term all the time.
        What suggestions do you want to highlight to ensure that
    folks can manage the flow of that water and that every
    servicemember is given adequate time to be able to prepare?
        Ms. Craig. Thank you for that question, Ranking Member
    Pappas. As I mentioned earlier, you know, DoD does spend
    anywhere between 6 weeks and 6 months training, onboarding
    servicemembers to become warfighters but they are lucky if they
    get 5 days when they prepare to leave the military.
        The real question is why only 5? Why cannot TAP be longer
    or segmented in a way that members touch base with the program
    multiple times throughout their service? We do believe that
    that would be a great question for an undersecretary of defense
    to investigate further.
        The fire hose of information that they receive during those
    TAP classes they are given very little time to actually act on
    all the long to-do list that they create for themselves. We
    believe that TAP should be either extended in time or that
    commanders could be a little bit more gracious in giving
    servicemembers time on the clock to prepare for transition.
        Mr. Pappas. Thanks very much.
        I yield back.
        Mr. Van Orden. The gentleman yields back.
        The chair now recognizes Mr. Hamadeh from the great State
    of Arizona for 5 minutes, sir.
        Mr. Hamadeh. Thank you, Mr. Chairman.
        Thank you to our witnesses and thank you Ms. Tillman for
    everything you and Kevin have done for promoting veterans and
    the entire Tillman family is near and dear to me.
        You know, my first picture I hung up on my office wall was
    actually one of Pat Tillman and it is a constant reminder of
    the sacrifices our military servicemembers make. It reminds my
    staff and I always choose to hire veterans. I prioritize them
    first and foremost.
        As we both know, Arizona's economy is growing and I want to
    make sure that our employers understand that the veteran pool
    is the best pool to, you know, to take from, especially with
    the growing economy and all the semiconductors coming in.
        Ms. Tillman, I have got a question for you. What has been
    your experience working with the Department of Labor with the
    navigator program, the ENPP?
        Ms. Tillman. Thank you so much for the question. I would
    like to offer when we first started 50'strong as a private
    small business, as you can imagine, navigating government here
    in DC was quite complicated for us. I will offer the Department
    of Labor VETS team was one of the first groups to welcome us
    in.
        We have had the privilege of hosting and helping to host
    employer roundtables with Assistant Secretary Rodriguez and
    their team has been incredibly supportive and open to the
    employer community.
        Also, as of January of this year, 50'strong is now an
    official partner of the DOL ENPP program. Referrals are just
    now starting to come in for that, but we do certainly look
    forward to further collaboration with their team. I am grateful
    for their team's efforts to include all types of organizations
    and employers.
        Mr. Hamadeh. Do you have any other recommendations to make
    that program better?
        Ms. Tillman. My recommendations are as what they would be
    for any other program. We have to continue to look toward
    outcomes. I will applaud the DOL team. They are tracking
    outcomes of the DOL ENPP program, and I appreciate that.
        Mr. Hamadeh. What feedback have you received from the 200
    employers that 50'strong works with when it comes to hiring
    veterans?
        Ms. Tillman. It is important to note that the vast majority
    of those 200 employers are opting into our services at no fee.
    Of those that are coming what we always tell them is if you get
    value then please continue to come back.
        You know, as a small business we will no longer exist if we
    are not offering value to all in our community and making sure
    that we are doing it in a way that is trusted and honored.
        The feedback that we are hearing from employers is that. I
    just heard a feedback from an employer that came to one
    50'strong event for their first time. They found two great
    candidates and they ended up hiring one of them.
        We are incredibly appreciative to the employers that are
    coming prepared, offering pathways, and importantly, offering
    much-needed industry-led career preparation as part of the
    employment search.
        Mr. Hamadeh. Thank you.
        Mr. Lewis, what gaps do you most often see in hiring
    transition servicemembers versus civilians?
        Mr. Lewis. The gaps that we find--thank you for the
    question, Representative. I would say the gaps that we find
    most often is that they are still looking for the camaraderie
    that they had while serving and that is why we have been very
    diligent and investing in our veterans advisory panel that just
    led to hearing their challenges, their concerns, and their
    needs.
        It is helped shape some of the benefit packages that we put
    forward, but I think that is it the most. They have rejoined
    the team at Consumers Energy, but they want to have the same
    level of esprit de corps that they had in their time in the
    service, so we are very deliberate about spending time,
    investing time in providing that social outlet so that they can
    feel a little what they had previously.
        Mr. Hamadeh. How do you provide that?
        Mr. Lewis. Our veterans advisory panel has weekly and
    monthly meetings. We have an annual event where we will bring
    everybody together for Veteran's Day to celebrate their
    service. We have outside parties come in and speakers.
        We continue to invest in the benefits policies, so we have
    30 days of paid military leave that is fully paid. We do not
    require any kind of a gap fill there. We offer 1 year of
    complete gap fill pay as well.
        We provide different mental health offerings. It is just
    being intentional about spending time with veterans, listening
    to their needs, and finding programs that meet those needs.
        Mr. Hamadeh. Has the feedback been positive from the
    veterans?
        Mr. Lewis. Completely positive. I think the national
    average with self-identified veterans is around 7 percent. We
    have 12 percent at Consumers Energy and continue to fill that
    pipeline. We are intentional about going out and finding that
    talent.
        Mr. Hamadeh. Very good, thank you. Thank you.
        I yield back.
        Mr. Van Orden. The gentleman yields back.
        The chair now recognizes Ms. Ramirez from the great State
    of Illinois, my dear friend, ma'am, 5 minutes.
        Ms. Ramirez. Thank you, Chairman and thank you ranking
    member for holding today's hearing.
        Thank you for the witnesses that are here. We know that the
    current attacks on the VA's workforce and its funding are
    alarming, and I personally am deeply concerned about the
    impacts those attacks will have on all veteran programs and
    services.
        However, we know that the unique importance of the
    Transition Assistance Program has on veteran lives. Having ran
    a homeless shelter where we served a number of veterans
    experiencing homelessness, I know that the transition from
    military service to civilian life is distinct and complex.
        From employment assistance to mental health services,
    housing support and access to continued education, our veterans
    deserve an integrated, streamlined, comprehensive approach to
    TAP that recognizes their sacrifices, honors their needs, and
    also provides them with the necessary tools, the resources and
    the support they need so that they can succeed.
        While we continue to fight for full funding and staffing at
    the VA, given today's conditions we also have to be
    particularly aware of programs like TAP that provide essential
    support at a moment of significant transition in veterans'
    lives instead of recklessly reducing resources and capacity in
    the VA, which has the potential to impact veteran access to and
    experience of TAP. We should be instead investing in
    improvements to the TAP program so that we can meet the diverse
    needs of our veterans.
        I have a couple of questions. Ms. Craig, in your testimony
    you shared that you believe transitioning out of the military
    presents unique challenges. You said that this includes shifts
    and identity, needing further education, struggling with
    employment, and overall a lack of support.
        What additional support do you believe is still needed from
    our Federal agencies, particularly the VA, to ensure that the
    TAP program equips veterans to successfully reintegrate into
    civilian life?
        Ms. Craig. Thank you for that question, Congresswoman
    Ramirez. We, the VFW, believes that the VA is doing the best
    that they can with, you know, the resources that they have at
    the time. I am sorry. Do you mind do you mind rephrasing the
    question?
        Ms. Ramirez. What additional support? Are there any
    specific gaps in resources that Congress should be addressing
    as it pertains to the TAP program?
        Ms. Craig. I would not say necessarily gaps in resources
    right now. The VFW is highly supportive of the benefits
    delivery at discharge program, which the VA is gracious enough
    to allow our representatives to go into that 1 day of their TAP
    course.
        Our BDD reps are able to engage with servicemembers as they
    are transitioning and link them to the VA at the point of
    discharge, which we know that when servicemembers get away from
    the military and do not connect with VA, particularly within
    that first year, they are even less likely to circle back to
    the VA and they miss out on crucial resources and services that
    the VA provides.
        Ms. Ramirez. Thank you, Ms. Craig.
        I want to shift gears now and ask a question to Ms. Carson.
    Your testimony highlights a key issue that many veterans face,
    the need for a longer period of plan separation from military
    service before that 1-year mark. Based on available research,
    what do you think is a recommended timeframe for servicemembers
    to begin that transition?
        Additionally, as you are answering that question, how
    should we account for economic conditions when determining the
    timeframe? For example, if job growth is slowing or if certain
    industries are seeing layoffs, should we be adjusting the
    timeline or tailoring resources accordingly?
        Ms. Carson. Thank you for your question, ma'am. This is a
    great one that has been looked at by TVMI, which I referenced,
    and they suggest, and we agree that at 1 year prior to
    separation it could be extended even more.
        It is as easy potentially as making information available
    that is going to be provided at TAP available earlier. The VA
    does some of that right now at military it is part of the
    military lifecycle, being aware of the benefits that are
    available before you even begin to separate.
        In terms of being sensitive to economic trends, we do need
    more data on that. That is not always available to those of us
    who are not within the government's data collection resources
    and that we could adjust and be more timely if that were
    provided.
        One way to do that is to keep a longitudinal study and look
    in on servicemembers long before they have left service and
    continue long post-service. The TVMI would be, again, a great
    place to start the baseline for those questions to see that the
    four domains of health that have been identified are sustained.
        Ms. Ramirez. Thank you, Ms. Carson, I appreciate that. I
    mean, I could not agree more. We have to improve the system
    coordination. We need to be streamlining dual enrollment
    processing, staff up more navigators, and conduct greater
    outreach for the program earlier.
        Instead, however, we are trying to stop a staffing purge
    that will create needless hardship for veterans. The actions of
    this administration, let me say on the record, are not
    progress. They are adored to privatization and they put
    servicemembers' transition to civilian----
        Mr. Van Orden. The gentlelady's time has expired.
        Ms. Ramirez [continuing]. life in jeopardy and it is
    shameful.
        Mr. Van Orden. The gentlelady's time has expired.
        Ms. Ramirez. With that, I yield back, Chairman. Thank you.
        Mr. Van Orden. The gentlelady yields back.
        The chair now recognizes Representative King-Hinds from the
    Northern Mariana Islands for 5 minutes.
        Ms. King-Hinds. Thank you, Mr. Chair.
        I made a promise to our local VFW chapter to extend their
    half a day to the folks here in DC, who represent the VFW
    during these testimoneys and to say thank you on their behalf.
        I hear from Ms. Craig and Ms. O'Brien about the importance
    of providing spouse services, that they are included as part of
    the TAP program, and I just wanted to, kind of, hear more on
    that subject because I do believe that, you know, when families
    transition into civilian life it impacts the entire family. I
    want to hear your thoughts on what that would look like?
        Ms. O'Brien. Thank you for the question. First and
    foremost, for the duration of a military servicemember's career
    if they have a partner, if they are married, the military
    spouse is expected to come alongside and is a very active
    participant oftentimes.
        As we near transition, we find that military spouses are
    often included only on an opportunity where there is space
    available for them to push in and to sit in. The reality is
    military spouses carry a huge burden to make a successful
    transition for the entire family.
        We also know that military spouse employment, having the
    opportunity for spouses to go to work 5 to 6 years, especially
    1 year before transition, has a direct impact on how the
    servicemember transitions out and the job that they select. If
    we have financial stability in the home, it provides the
    opportunity for the servicemember to make the right choice and
    the right fit in terms of employment.
        Recommendation is certainly that military spouses are
    included in TAP, have the opportunity to come alongside and not
    only on a space available opportunity.
        Ms. King-Hinds. Thank you for that. I agree. This question
    is also for you. You mentioned that in terms of transitioning
    back into civilian life one of the issues is not necessarily
    unemployment but underemployment. How can we help address that
    issue?
        Ms. O'Brien. Well, in terms of what Ms. Carson recommended
    beginning that process at least a minimum of a year out in
    terms of transition. We know oftentimes because we are not
    plugging military servicemembers into TAP at the right time it
    puts them further and further behind and they are forced then
    to take a job because there is economic pressure to feed our
    families, to ensure that there is a pathway to economic
    opportunity.
        If we can start that process at minimum a year out and it
    allows them to figure out what is the right career for them,
    what skills do they need to acquire, how can they better
    articulate their soft skills that they bring to employers?
        Each of those mile markers becomes increasingly more
    important and we see those that do not have the time to
    participate in TAP fully and to participate in SkillBridge end
    up underemployed over and over again.
        There are programs in place. There are nonprofits that have
    the ability to fill the gaps where needed and to step forward
    and so creating a tighter synergy in that warm handoff is
    absolutely important and going back to at least minimum of a
    year participation.
        Ms. King-Hinds. Thank you, Mr. Chairman. I yield back my
    time.
        Mr. Van Orden. The gentlelady yields back.
        The chair now recognizes Mr. Barrett from the great State
    of Michigan. Sir.
        Mr. Barrett. Thank you, Mr. Chairman, and thank you for
    hosting this committee today and want to thank the panelists
    for your time.
        I know Ms. Tillman. I think you, kind of, were explaining
    through your remarks it reminded me a little bit of the
    difference between outputs and outcomes. The DoD will say,
    well, we put this many people through this program. This many
    people went through the TAP program and did this many briefings
    and everything else, but we never ask, well, what is the
    outcome of that?
        We know how many outputs were done, but the outcome is
    still uncertain from there. I think that has got to be a shift
    in focus of what we do is less about how many people we run
    through a program and more about what the outcome of that is
    and the deliverable for it for the purpose of the veterans that
    it is supposed to be benefiting. I appreciate your
    acknowledgement of that distinct difference.
        Also, Mr. Lewis, thank you so much for being here from
    Michigan. Appreciate the partnership with Consumers and the
    work that you do employing veterans. I know first-hand men and
    women that I served with in the military who ultimately went
    and worked at Consumers.
        I think a big part of what veterans are looking for,
    whether they consciously think about it or not, is they are
    looking for their next purpose in life.
        They have a distinct purpose in the military. They know
    that. They can feel it. There is a mission behind what we do
    every single day.
        Then as you leave service, I think you want to feel that
    same sense of purpose or at least a degree of that. You
    understand that military and civilian life are going to be
    different and they are not going to be entirely exact but
    having that sense of purpose is very important.
        I am curious if you have had any lessons learned through
    the program that you are doing along the way that you have been
    doing it for over a decade now, I believe, of some of how you
    build that connection through that sense of purpose perhaps?
        Mr. Lewis. Thank you for the question, Representative. I
    know I am repeating myself but being intentional about it, like
    you have got to get started and I have seen too many employers
    that just do not get started.
        Pulling a group of veterans together we will figure it out
    for you. We have opinions and we will share them, so I think
    really being intentional about providing time, getting that
    group together, hearing their voices. They are going to tell
    you how to recruit veterans, where you need to look, where we
    are falling short of a benefits package, and with that we can
    make those changes.
        Veterans bring to the workplace a myriad of skills. They
    are dependable. They work safe. They show up on time. They
    execute. They know how to work in a team. If you get us
    together in a room, we will create the outcomes that are
    necessary. Just give us space.
        It is an easy investment for companies to make. Far too
    often we fall short because we are focused on the task at hand
    where we can solve our own problems by getting folks engaged
    into their own futures.
        Mr. Barrett. Do you think that--and thank you for that. Do
    you think Consumers has recognized, look, there is a real
    purpose behind what your company does, right? It is life
    critical for, you know, home heating, for electricity, for, you
    know, all the various things that go into that?
        Do you feel that that provides a natural fit for veterans
    to really have a very clear answer of the purpose behind the
    work that they are doing?
        Mr. Lewis. Absolutely. There is a purpose in our work.
    There is a beginning and an end. There is always a mission as
    we start the day. We ride in the literal storms sometimes to
    throw up power lines. Veterans connect with that very well
    because they are used to that.
        They are used to being in uncomfortable positions for long
    periods of time because there are people in need and I think
    they find a greater outcome, a greater opportunity, a greater
    mission when they do work like providing energy to their
    citizens.
        Mr. Barrett. Sure. Thank you and the partnership you have
    with the facility in Potterville that you mentioned, I have
    toured that facility. I have seen it first-hand some of the
    work what they do.
        When I was in the State legislature we got them approved
    for some of the tuition assistance programs that are available
    to our National Guard men and women there. Can you tell me a
    little bit about how that has worked from the Federal
    partnership that you describe with the Department of Labor?
        Mr. Lewis. Yes. Shout out to Amber Fogarty. She is my
    previous co-chair at the veterans advisory panel. She was very
    intentional with working with the Department of Labor to get
    seven different apprenticeship programs recognized.
        I did not know that was an option when I was coming out of
    the service. I did not think about skilled trades. The fact
    that you can now take your GI bill and apply it to those
    apprenticeship programs and start making significant incomes
    immediately after service it is just, again, being intentional.
        I know the Department of Labor has a program to have
    apprenticeships recognized. She went through that. I mean, it
    is a task for businesses to get involved in but the talent will
    follow those apprenticeship programs. Again, be intentional
    about it.
        Mr. Barrett. Thank you.
        Last I will just say to each of you thank you again for
    being here. I think this really demonstrates that work has--
    there is a dignity that comes along with working and having
    that continued mission.
        Thank you, Mr. Chair.
        Mr. Van Orden. The gentleman yields back.
        The chair now recognizes myself for 5 minutes. Again, hey,
    I am just going to cover this again. I am going to ask Ms.
    Craig, how much money do you guys get from the government?
        Ms. Craig. Actually, Congressman, I am not sure.
        Mr. Van Orden. Ms. O'Brien.
        Ms. Craig. I do not believe any.
        Ms. O'Brien. We have one solar energy grant from the
    Department of Energy.
        Mr. Van Orden. How about from the VA? From the VA? Do you
    get any money from the VA?
        Ms. O'Brien. Do we?
        Mr. Van Orden. Yes.
        Ms. O'Brien. No.
        Mr. Van Orden. Okay. Ms. Carson.
        Ms. Carson. The IVMF receives Federal grants from the Small
    Business Administration and Commerce.
        Mr. Van Orden. Okay but not the VA?
        Ms. Carson. Correct.
        Mr. Van Orden. Correct.
        Mr. Lewis.
        Mr. Lewis. No dollars from the VA.
        Mr. Van Orden. Zero.
        Ms. Tillman.
        Ms. Tillman. No dollars from the VA.
        Mr. Van Orden. Okay. Once again, I am not going to tolerate
    anybody fear mongering with my veterans period. We had the DoD
    here. We had everybody here. We had the VA here. There has not
    been a single incident that I can find anywhere where there has
    been even the most miniscule degradation of our ability to
    provide services or education benefits, medical benefits to our
    veterans, so knock it off.
        Write that down. If any of you hear about any of that you
    call me personally. We are not going to tolerate it.
        I met Elon Musk's number one person for the VA, not
    somebody cleaning the toilets. The first words out of his mouth
    was we will never cut our veterans' benefits period. I said
    that is great that was your opener because mine was going to be
    if you try cutting our veterans benefits I will rip it--oh, I
    almost was a senior chief just right there, okay?
        We are not going to do it. They are not doing it. We are
    not doing it. He is not doing it so knock it off period. Done
    with that. It is stupid.
        Ms. Craig, 11 agencies are involved in the Transition
    Assistance Program, is that correct?
        Ms. Craig. I am sorry, Chairman, you said 11?
        Mr. Van Orden. You said, like, 11 agencies are involved in
    the TAP.
        Ms. Craig. I believe the number of----
        Mr. Van Orden. Or Ms. Carson? Who said that?
        Ms. Craig. I think the number is greater than that. Ms.
    Carson. Ms. O'Brien and I both said that.
        Mr. Van Orden. Okay, so how many people, like, how many
    people are out of these 11 agencies full-time equivalents. Do
    you have any idea?
        Ms. Carson. I do not know the answer to that.
        Mr. Van Orden. Okay. Well, it is more than 11, I am going
    to say. If we have more than 11 agencies involved in something
    and we have a 52 percent success rate that is a failure. What
    we could probably, you know, surmise from this is that more
    agencies does not necessarily mean more better, okay? That is
    how I listen to people talk.
        What we need to do is make sure across the board soldiers,
    sailors, airmen, Marines, everybody has the ability to go to
    this TAP program and here is what is going to change.
        Oh, sorry, Mr. Lewis. This is what you were trying to say
    here. You want to hire veterans because they know where to be,
    when to be there, what to wear, and they are not high, right?
    Those are big things.
        Mr. Pappas is in the restaurant business. He knows what I
    am talking about. Okay? Nothing is changing here. Nothing until
    it is on here in a line item that a commissioned officer is
    held responsible.
        Let me tell you what I am talking about. The difference
    between the retirement pay for an O-5, which would be a
    squadron commander, a SEAL team commander, like a wing
    commander, you know, I mean, like Colonel Johnson and they are
    really a lieutenant colonel. That is a phone colonel.
        The difference between the pay for an O-5 and an O-6
    retirement is $3,000 a month. Hopefully, they live, what, 40
    years like we did, 30 years? That is $1 million. It is $1
    million difference between an O-5 and an O-6 retirement.
        If I go to these screwballs and I am, like, hey, dude, you
    do not have your people going to TAP it is going to cost you $1
    million. You will have a 100 percent, 100 percent attendance
    rate, and that is my intention.
        Again, an E-7 is making $27,000 annually. These guys are
    making $78,000 a month annually, O-5, O-6s are $96,000 a month
    retirement. If I tell you right now if anybody is paying
    attention here, all you people in charge of stuff, I am coming
    for you. I am gunning for you O-5s and O-6s and you are trying
    to blame it on a first sergeant or a master chief? Nope.
        It is on you and we will charge you $1 million if you do
    not use these programs because you are statutorily obligated to
    do so. I do not have any questions.
        You guys think I am joking. I am not. Okay? What do
    veterans bring to the workplace? Anger apparently, I do not
    know.
        Listen, I want to thank you all for being here today for
    both panels. You are awesome. I really appreciate your work.
        Ma'am, you are killing it. However, Oshkosh is not in my
    district, sorry. You got his right though.
        If there is anything we can do collectively as a committee
    we will do it. I know that Mr. Pappas' intention. He is a good
    man. We are going to do what we can to help you regardless of
    your political party affiliation or what you do in the privacy
    of your home. We do not care.
        We just want better for our veterans and I know you do, and
    I thank you very much. I think you are doing God's work.
        I now recognize Mr. Pappas for any closing comments that he
    may have.
        Mr. Pappas. No, just a brief thank you. I really appreciate
    the contributions of this panel. You are all working in your
    own capacities to help meet the needs of those who wear the
    uniform of this country and their spouses and family members.
        We are really grateful for it. I think there is a lot that
    I learned today from you all and the programs that you run, the
    way that you open doors of opportunity to veterans.
        As I said before, you know, transition assistance has been
    a work in progress over a lot of years. It can continue to get
    better, but only if we engage, learn these lessons and help
    promote smart policies. We are all in on that proposition.
        Thanks very much.
        I yield back.
        Mr. Van Orden. The gentleman yields back.
        I ask unanimous consent that all members have 5 legislative
    days to revise and extend their remarks and include extraneous
    materials. Without objection, so ordered.
        This hearing is now adjourned.
        [Whereupon, at 12:02 p.m., the subcommittee was adjourned.]

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                             A  P  P  E  N  D  I  X

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                        Prepared Statements of Witnesses

                                  ----------

                        Prepared Statement of Alex Baird

        Chairman Van Orden, Ranking Member Pappas, and distinguished
    members of the Subcommittee, thank you for the opportunity to discuss
    the Transition Assistance Program (TAP) and the collaborative
    relationship between the Department of Defense (DoD), the Department of
    Veterans Affairs (VA), the Department of Labor (DOL), and our other
    Federal agency partners.
        DoD and our partners are working closely to improve the
    effectiveness, quality, timeliness, and efficiency of the delivery of
    military-to-civilian transition support and services, while enhancing
    interoperability and efficiency in our joint operations. We advance
    these goals primarily through the Joint Executive Committee (JEC), a
    VA-DoD interagency collaborative body co-chaired by the VA Deputy
    Secretary and the DoD Under Secretary for Personnel and Readiness, and
    the JEC's subordinate Transition Executive Committee (TEC). As a result
    of the JEC and TEC, we moved past the historically bifurcated view that
    DoD's role ends when the Service member separates from military
    service, to embrace a new appreciation of overlapping interests and
    dependent responsibilities across the Service member and Veteran
    journey.

    Joint Framework for Transition Success

        The JEC is responsible for oversight and implementation of the
    Military to Civilian Readiness (M2C Ready) framework, which brings all
    interagency programs under one overarching umbrella, ensuring that
    transitioning Service members receive the necessary interconnected
    resources and support throughout the critical 365-days pre-to 365-days
    post-separation. The TEC, co-chaired by DoD, VA, and DOL, includes the
    Departments of Education and Homeland Security, the Small Business
    Administration, the Office of Personnel Management, and the Military
    Departments. The TEC is supported by tiered interagency collaborative
    groups that include a senior transition steering group, an overarching
    transition working group, a DoD/Military Departments transition
    coordinating council, and six standing focus area working groups
    (Employment, Performance Management, Curriculum, Integrated Reserve
    Components, Data Sharing/Information Technology, and Strategic
    Communications). and. In November 2024, the TEC established a
    subordinate interagency Mental Health Task Force to identify TEC inter-
    agency and intra-agency mental health touchpoints, resources, and
    tools; and assess information or data sharing connectivity and/or gaps
    across the full transition continuum. The desired outcome is
    synchronization closing the gap between clinical and non-clinical
    mental health support and services.
        The JEC and TEC partnerships are best-in-class examples of
    effective Federal interagency collaboration and service delivery,
    providing leadership synergy and subject matter expertise that
    prioritizes our joint strategic goals, identifies challenges, and
    guides solutions to ensure continuous, meaningful improvement in TAP.
    The JEC and TEC support DoD's mission by ensuring readiness of our
    force; this includes preparing Services members and their families for
    transition. Over the last 7 years, DoD and our interagency partners
    have hosted numerous Military to Civilian Transition Summits that
    yielded two key outcomes: (1) we aligned disparate DoD and interagency
    transition activities into one overarching transition framework, and
    (2) we designated the year before and year after separation as the
    ``critical transition period.'' These summits led to the development of
    the Military to Civilian Readiness (M2C Ready) Framework.
        Under the auspices of the JEC and TEC, the Departments began
    implementation of a more interconnected and efficient transition
    process that aligns military-to-civilian transition activities along a
    continuum during the critical 365 days before separation and extending
    through the critical 365 days after separation. This 365-pre and 365-
    post transition time provides for comprehensive, standardized, and
    individualized assessments across DoD, VA, and the military services;
    and reinforces development of an individualized transition plan
    according to a Service member's unique circumstances.
        As the new administration sets its priorities, there is a renewed
    commitment to working with our joint partners to establish new, bold,
    and transformative initiatives in transition support. The focus will be
    on creating a seamless continuum of care and assistance, leveraging
    data-driven insights, and strengthening partnerships to address
    emerging challenges. This collaborative vision will ensure that Service
    members, veterans, and their families receive holistic and adaptive
    support as they transition into civilian life. Through the JEC's
    stewardship of M2C Ready, and the TEC's collaborative forums, these
    priorities will drive forward-looking policies that enhance the long-
    term success of the transitioning military community.

    Military to Civilian Readiness (M2C Ready) Framework

        M2C Ready is an overarching framework that aligns all the various
    activities during transition to provide transitioning Service members
    with an understanding of, and easy access to, all the benefits,
    services, and resources they are entitled to. Further, M2C Ready
    provides interagency support to facilitate a holistic and successful
    transition, and it guides policymakers toward areas of the process that
    need additional attention without creating duplicative programs or
    activities. The M2C Ready framework assists in identifying gaps in the
    transition process and facilitating agency efforts aimed at advancing
    the health, benefits, and support of Service members, Veterans, and
    their families.

    Transition Assistance Program (TAP)

        DoD is committed to supporting our Warfighters and their families
    as they complete their active military service and navigate the
    transition from military to civilian life. TAP is the foundation of
    that support, setting the conditions for successful transition by
    providing approximately 200,000 Service members each year with a common
    level of support--regardless of location, Service, or component--at
    over 200 locations around the globe. TAP is proactive in championing
    and implementing change; is markedly different and exponentially more
    effective than the program of 10, 5, or even 3 years ago; and provides
    Service members more comprehensive transition preparation, information,
    support, and services than at any time during our Nation's history.
        TAP is first and foremost a Military Departments' Secretary and
    Commander program executed while Service members are on active duty.
    TAP is a statutorily mandated program that Service members are required
    to attend upon meeting eligibility requirements. To be eligible, and
    thereby required to attend TAP, Service members must have completed 180
    days or more of continuous active duty in Title 10 active-duty status,
    to include Reserve Component members on active-duty orders. In the case
    of an anticipated retirement, pre-separation counseling must commence
    as soon as possible during the 24-month period preceding the
    anticipated retirement date. In the case of a separation other than a
    retirement, pre-separation counseling must commence not later than 365
    days before the anticipated date. If a retirement or other separation
    is unanticipated with less than 365 before the anticipated retirement
    or separation date, or in the event a member of a reserve component is
    demobilized or deactivated when, as determined by the Secretary
    concerned, operational requirements make the 365-day requirement
    unfeasible, pre-separation counseling must begin as soon as possible
    within the remaining period of service.
        The Secretaries and Commanders are committed to supporting TAP as
    both a Service member support program and a strategic readiness
    program. DoD supports the Secretaries and Commanders by leading
    collaborative interagency development and delivery of TAP. This design
    ensures fully informed prioritization and preservation of national
    defense strategic, operational, and tactical priorities governing
    active duty Service member requirements balanced with effective and
    timely TAP delivery supporting individual transition goals. The results
    directly support and enhance readiness, transition, recruiting,
    retention, reserve component affiliation, and sustainment of the All-
    Volunteer Force.
        The John S. McCain National Defense Authorization Act for Fiscal
    Year 2019 transformed TAP from a one-size fits all program to an
    individualized approach providing comprehensive, holistic, timely
    transition support focused on the Service member's needs and transition
    goals. Groups or cohorts transition on common timelines, but military-
    to-civilian transition is an individual activity. The unique personal
    circumstances, experiences, needs, and post-transition goals of each
    Service member determine whether that Service member requires
    employment, education, entrepreneurial, financial, housing, healthcare,
    or peer-to-peer support during their transition.
        Today, TAP is agile and dynamic, and ensures both flexibility and
    relevance supporting Service member achievement of individual
    transition goals. Tailoring of the transition process to individual
    needs and goals provides flexibility. Service members receive
    information and resources that best support their individualized
    preparation for transition. Relevance, predicated on preparation for
    civilian life, ensures Service members' buy-in and active
    participation. Flexibility, relevance, and individualization ensure TAP
    works and empowers transitioning Service members to become successful
    veterans who attain their goals and reach their potential in their
    chosen civilian career paths, and in so doing, strengthens their local
    communities and the Nation.
        Today's TAP is an individualized, robust program with alternate
    pathways and multiple levels of assistance. At each step of the
    process, Service members have access to trained counselors who guide
    the Service member and tailor the program, allowing Service members to
    be in control of their transition and use programs, resources, and
    information that fit their specific needs and align with their post-
    transition goals.

    TAP Initial Counseling

        For Service members with an anticipated retirement or separation,
    the TAP journey begins with an Initial Counseling (IC) session
    initiated no later than 365 days prior to their separation or
    retirement. DoD strongly encourages Service members with an anticipated
    retirement to initiate IC as soon as possible during the 24 months
    preceding retirement. Service members with an unanticipated separation
    or retirement initiate IC as soon as possible within their remaining
    period of service.
        In 2022, the Military Departments developed Corrective Action Plans
    (CAP) to improve IC timeliness. The CAPs have already produced marked
    improvement with 65 percent of Service members meeting IC timeliness
    requirements in 2023, including 52 percent of those with anticipated
    separations or retirements beginning TAP no later than 365 days prior
    to separation or retirement. The CAPs include updates to internal
    Service administrative regulations and changes to the Inspector General
    checklist to provide for stricter grading criteria on timeliness. CAPs
    also include marketing to Service members to ensure understanding,
    training for commanders and senior leaders on the requirement as well
    as the benefits of attending TAP early, and additional training for TAP
    counselors. The full impact of implementing the CAP changes will not be
    manifested in the data until 2026 at the earliest.
        During the individualized counseling session with a trained TAP
    counselor, the Service member completes an Individual Self-Assessment
    and begins development of an Individual Transition Plan (ITP). Based on
    the self-assessment, counseling, and ITP, the TAP counselor assigns the
    Service member to a transition tier level. The assigned tier level--one
    (minimal assistance), two (medium assistance), or three (most
    assistance)--determines the transition assistance a Service member
    needs. Each individual Service member's tier assignment details which
    TAP components, courses, 2-day tracks, and Career Readiness Standards
    are mandatory.

    TAP Pre-Separation Brief

        Once the IC and assessment are complete, the Service member attends
    the Pre-Separation Brief (Pre-Sep). Pre-Sep informs the Service member
    of various services, benefits, and resources available during and after
    transition. The Pre-Sep also familiarizes the Service member with
    available resources and content within the TAP courses. Pre-Sep
    provides the Service member with the knowledge and flexibility to
    determine when to use services based on their individual needs and
    transition timeline. October 2024 updates to Pre-Sep included addition
    of information on the U.S. Department of Agriculture Food and Nutrition
    Service programs and an interactive pdf resource guide.

    TAP Courses and Tracks

        During TAP, Service members complete five core courses: Managing
    Your Transition, Military Occupational Code Crosswalk, Financial
    Planning for Transition, VA Benefits and Services, and DOL Employment
    Fundamentals for Career Transition. In 2024, the VA Benefits and
    Services course incorporated participation by Veteran Service
    Organizations identified by the VA.
        Along with the core curriculum, TAP includes four 2-day workshops
    (tracks) to provide focused information and resources aligned with
    individual post-transition goals. The four tracks are Employment,
    Managing Your (MY) Education, Vocational (Career and Credential
    Exploration), and Entrepreneurship (Boots to Business). During initial
    counseling and regardless of their designated tier, Service members
    must elect a track based on individual post-transition goals and are
    encouraged to attend the track-specific course.
        Only Service members designated as Tier Level 3 are required to
    attend the elected track. In 2022, the Military Departments developed
    Corrective Action Plans (CAP) to increase Tier 3 track attendance. The
    CAPs have already produced marked improvement with 83 percent (29.8K of
    35.9K) of Tier 3 Service members attending a track in 2023. The CAPs
    include training for TAP counselors; reports for commanders identifying
    Service members who had attended and those who need to attend a track;
    and inclusion of track attendance in Inspector General checklists. The
    full impact of implementing the CAP changes will not be manifested in
    the data until 2026 at the earliest.
        Military Departments may exempt Service members designated as Tier
    Level 2 from track attendance based on the results of their IC and
    self-assessment. Service members determined as Tier Level 1 are exempt
    from track attendance. In 2023 over fifty thousand Tier 1 and Tier 2
    Service members attended a track (50.1K of 135K). Regardless of tier
    designation, DoD encourages every Service member to attend any or all
    the tracks in preparation for transition.

    TAP Capstone

        Conducted no later than 90 days before transition from active duty,
    Capstone is the final component of TAP. During Capstone, the Commander,
    or Commander's designee, reviews the Service member's transition
    journey to determine completion of all applicable components and
    individual preparedness for transition. Service members identified as
    needing additional support require a warm handover by the Commander or
    designee. These warm handovers may include connection to Military
    OneSource for peer support, VA for housing assistance, or DOL for
    employment assistance. A warm handover creates a connection between the
    Service member and the appropriate partner or agency with the resources
    to assist in transition and beyond. Service members may also request a
    warm handover from the TAP counselor if they have a concern with their
    preparedness for transition beyond any identified by the TAP Counselor
    or Commander.

    TAP Assessment

        DoD uses the Transition Assistance Participant Assessment (TAPA) to
    capture Service member experiences and knowledge gained throughout the
    TAP process. TAPA, along with assessments from both governmental and
    non-governmental entities, allows DoD to evaluate TAP, the perception
    of TAP, and the quality of the counseling and instruction provided. The
    TAPA also captures basic demographics, such as Service, component,
    grade, length of service, location, and sex. Participation in the TAPA
    is voluntary and anonymous. However, DoD encourages Service members to
    complete the TAPA after each TAP course to ensure continuous program
    improvement. 2023 TAPA results demonstrate that Service members
    perceived TAP as valuable and of high quality. 89 percent understand
    how to access post-transition resources; 87 percent plan to use what
    they've learned; and 86 percent feel prepared to meet their transition
    goals.
        The TAPA also provides Service members the opportunity to self-
    identify barriers to TAP, with a 3-year average of only 1 percent of
    respondents perceiving a barrier (e.g., not allowed time away from work
    duties to attend TAP). While many operational, administrative, and
    individual factors contribute to this small percentage, DoD, Service
    Secretaries, and Commanders are focused on mitigating, reducing, and
    eliminating barriers.

    Future TAP Enterprise Individual Self-Assessment

        In 2024, DoD completed a year-long pilot at 17 military
    installations of an Enterprise Individual Self-Assessment (EISA) to
    replace the current Individual Self-Assessment. EISA is a standardized,
    evidence-based self-assessment tool that will assist in determining the
    likelihood the Service member will face major readjustment, health
    care, employment, or other transition-related challenges across nine
    life domains: social & relational, resiliency, hope, financial,
    employment, housing, sense of belonging, mental health resource
    awareness, and physical health resource awareness. The Military
    Departments will administer EISA twice, during IC at the beginning and
    during Capstone at the end of TAP, to inform and improve counseling,
    risk mitigation, support connections, and warm handover protocols. DoD
    contracted development of a modernized transition and reintegration
    information technology capability that will support EISA worldwide
    implementation in 2026.

    Transition Support

    SkillBridge

        The highly popular SkillBridge program permits interested Service
    members to gain valuable civilian employment skills by providing job
    training, including apprenticeship programs, with defense industrial
    base employers as well as Federal, State, local, and private sector
    employers. In return, these businesses have access to the world's most
    highly trained and motivated workforce and can evaluate participants'
    suitability for future employment within their company. The program is
    voluntary, with the scope and individual participation defined by
    Service operational needs, force structure policy, and Service member
    interest.
        In 2023, DoD realigned SkillBridge within the Office of the
    Assistant Secretary of Defense for Manpower and Reserve Affairs to
    improve program stability, governance, evaluation, and management.
    Those efforts include enhanced information systems, data collection,
    and data analysis. The DoD is conducting employer and stakeholder
    outreach engagements to ensure that the next evolution of SkillBridge
    is fully informed by DoD, Military Departments, Service member, and
    industry partner assessments and requirements.

    Financial Readiness

        DoD's financial readiness program provides mandatory financial
    literacy training to members at specific milestones across the military
    lifecycle, including transition, following the best practices outlined
    by the congressionally established Financial Literacy Education
    Commission. DoD programs provide trusted, factual, objective, and
    unbiased education and counseling support to members and spouses free
    of conflict-of-interest, delivered in a nonjudgmental manner, allowing
    individuals to make informed financial decisions to meet their goals
    and navigate potential financial challenges.

    Eligibility for Military OneSource After Separation

        Military OneSource's 24/7 call center, website, and mobile app with
    access to over 100+ support services for transitioning Service members
    and their dependents, are available for 365 days after separation.
    Military OneSource is a familiar and trusted resource for Service
    members and their families. The top three services requested by
    transitioning Service members and their families are non-medical
    counseling (relationship and readjustment counseling), tax services,
    and hometown information and referral services.

    InTransition

        DoD's InTransition Program assists Service members who have used
    behavioral health care services while on active duty in finding new
    providers and maintaining continuity of care across transitions--
    including when relocating to another assignment, returning from
    deployment, transitioning from active duty to the reserve,
    transitioning from the reserve to active duty, or preparing to leave
    military service. This assistance takes the shape of worldwide,
    specialized, telephonic transition coaching to facilitate the
    connection to a new provider, such as VA, community, or other
    providers.

    Benefits Delivery at Discharge

        DoD and VA encourage Service members to apply for VA Disability
    compensation benefits prior to separation and therefore coordinate
    closely in the execution of the Benefits Delivery at Discharge (BDD)
    program. BDD allows Service members who are separating and applying for
    VA disability to file their claim as early as 180 days prior to
    separation. DoD and VA are leveraging electronic pre-separation service
    treatment records as a foundation for considering Service members'
    applications for BDD. This eliminates burdensome requirements for
    Service members to obtain and transmit records to VA, reduces time-
    consuming administration at military medical treatment facilities, and
    speeds the application process.

    Common Separation Health Assessment

        Improved collaboration across agencies and within DoD has led to a
    single, common Separation Health Assessment. This unified assessment
    supports both the VA disability compensation process and the required
    DoD health assessment at separation. By adopting a shared form for use
    by both VA and DoD, the need for Service members to complete multiple
    assessments is reduced. This change enhances the overall separation
    experience and boosts efficiency. The creation of a single Separation
    Health Assessment emerged from the JEC. Its purpose is to ensure
    continuity in both mental and physical healthcare during transition,
    increase awareness of the health effects of military service, and
    support Service members' eligibility for VA disability compensation,
    benefits, and services.

    Enhanced Statement of Benefits

        After separation, a Service member is provided with a list of all
    the benefits, services, and health care to which they may be entitled,
    though that list is not tailored to each individual Service member.
    Under the direction of the JEC, DoD and VA are developing an online,
    authoritative, and individualized Enhanced Statement of Benefits, which
    will be hosted on VA.gov. This tailored, searchable listing of eligible
    DoD, VA, and DOL post-separation benefits will make it easier and
    faster for Veterans to identify eligibility; search for benefits,
    services, and health care; and apply for benefits.

    VA Solid Start

        As a result of DoD, VA, and DOL's collaboration on M2C Ready, the
    VA's Solid Start program was launched in 2021. Solid Start contacts
    Veterans at three critical points during the first year of transition
    at the 90-, 180-, and 360-day mark in order to achieve early and
    consistent contact and support the transition to civilian life--from
    help getting a home loan, to health care, to returning to work to
    mental health support. Additionally, DoD data provided to Solid Start
    assists VA counselors in prioritizing outreach to Veterans.

    DOL Employment Navigator and Partnership Program (ENPP)

        In response to feedback from Veterans who stated that, while their
    TAP classroom experience was educational, they desired a more
    personalized approach, DOL developed, piloted, and implemented the
    ENPP. DOL Employment Navigators provide one-on-one, tailored career
    guidance and job seeking skills support to transitioning Service
    members and their spouses, as well as referrals to vetted partner
    organizations. ENPP is currently available at 40 military installations
    worldwide and is expanding.

    States: An Integral Partner in Transition

        State Department of Veterans Affairs (SDVA) offices play a critical
    role in transition as they have been tasked to specifically manage
    Veterans' affairs on behalf of their Governor and carry out the
    responsibility for Veteran services and programs in their respective
    states or territories. Additionally, SDVA's welcome Veterans and
    connect them to Federal and State benefits, support, high-quality care,
    and recognition they have earned. TAP curriculum includes introductory
    information and links to SDVAs for 54 states and territories and the
    District of Columbia.
        Recognizing the importance of data, in both outreach and connecting
    Veterans to services and resources, DoD updated our data-sharing
    Memoranda of Understanding with SDVAs. In addition to sharing DD Form
    214: Certificate of Release or Discharge from Active Duty data with
    SDVAs, Service members can also share contact information from the DoD
    Form 2648: PreSeparation Counseling Checklist with SDVAs up to a year
    prior to separation, providing SDVAs the ability to proactively engage
    with and support Service members' transition experience.

    Conclusion

        As illustrated in our recent Report to Congress and highlighted in
    this statement, the Military Departments achieved significant
    improvements in IC timeliness and Tier 3 track attendance.
    Additionally, the number of Service members reporting a perceived
    barrier to TAP remains low, demonstrating Commanders' commitment,
    prioritization, and support of TAP and their transitioning Service
    members. DoD will work with the Military Departments to ensure
    continuous improvement across TAP and are confident that improvements
    evidenced in 2023 will continue and further validate the positive steps
    the Military Departments put into place.
        Thank you again for the opportunity to discuss the Transition
    Assistance Program. Military to civilian transition is an ever-
    evolving, complex, and multi-faceted environment in which the diversity
    of individual goals equals the number of transitioning Service members.
    TAP is and must remain adaptive while vigilantly maintaining
    programmatic focus on three foundational and complimentary tenets:
    effective counseling, Service member buy-in, and meaningful support
    connections throughout the transition period. Correspondingly, TAP will
    sustain emphasis on an individualized approach that best meets each
    Service member's post-transition goals. To that end, TAP will remain
    innovative, proactive, transparent, and collaborative. DoD, working
    closely with the Service members, Military Departments, interagency
    partners, and Congress, will continuously improve transition services
    while building upon current successes to achieve ever-improving
    outcomes for Service members through TAP.
        In closing, Mr. Chairman, I thank you, the Ranking Member, and the
    members of this Subcommittee for your outstanding and unwavering
    support of the men and women who proudly wear the uniform in defense of
    our great Nation.

                        Prepared Statement of John Green

        Chairman Van Orden, Ranking Member Pappas, and distinguished
    Members of the Subcommittee, I appreciate the opportunity to appear
    before you today to discuss how we can strengthen the Transition
    Assistance Program (TAP). Accompanying me today is Ms. Regina Yount,
    Assistant Director, Outreach, Transition, and Economic Development,
    Veterans Benefits Administration (VBA). I appreciate your continued
    support of the Nation's Veterans, their families, caregivers, and
    survivors. Within the Department of Veterans Affairs (VA), our focus
    will always remain on keeping Veterans and their families at the center
    of everything we do.
        The military to civilian transition period can present many
    challenges for Service members, including increased risk for suicide,
    homelessness, posttraumatic stress disorder (PTSD), and substance use
    disorders, to name just a few. Connecting Veterans to the benefits and
    services they have earned and deserve serves as protective factors,
    guarding against threats to their overall mental, physical, and
    financial well-being. VA recognizes that transition starts well before
    a Service member leaves the military and continues for months or even
    years, as they seek stability at home, at work, and in their community.
        Established in 1991, TAP is an interagency effort, led by the
    Department of Defense (DoD) and designed to help more than 200,000
    transitioning Service members annually. Together, with interagency
    partners such as the Department of Labor (DoL), Small Business
    Administration, Office of Personnel Management, Department of
    Education, and Department of Homeland Security, TAP helps equip
    transitioning Service members with the tools they need to succeed in
    civilian life, including needed access to benefits and services. In
    partnership with these agencies, VA takes a comprehensive approach,
    ensuring the implementation of a tailored program that evolves with the
    changing needs of transitioning Service members. The connections VA
    makes during the TAP course are building blocks for the relationship we
    aspire to have with Veterans for a lifetime, as their needs evolve and
    change.
        During classroom instruction, VA leads a 1-day Benefits and
    Services Course that helps Service members understand how to navigate
    resources available within VA, as well as how to access the benefits
    and services they have earned through their military service. Spouses
    and caregivers are also invited to participate in the course, as VA
    recognizes and values them. During Fiscal Year (FY) 2024, Benefits
    Advisors assisted over 206,000 transitioning Service members by
    delivering 6,039 Benefits and Services Courses (5,767 in-person and 272
    instructor led virtual) to over 153,000 transitioning Service members,
    Veterans, their families, and caregivers. Additionally, 52,898
    individuals completed the eLearning online VA Benefits and Services
    course through the VA Transition Online Learning at tapevents.mil.
    During the same period, the VA Benefits and Services Course had a
    satisfaction rate of 96.3 percent for in-person instruction and 93.6
    percent for virtual classes.
        As the needs of transitioning Service members evolve, so must the
    delivery of our transition services. To that end, VA has made the
    following updates to the 1-day Benefits and Services Course.
        VA understands the integral role Veterans Service Organizations
    (VSO) have in assisting transitioning Service members. Knowing the
    importance of fostering supportive relationships, in January 2024, VA
    began inviting accredited VSO representatives (working on or near
    military installations) to directly connect with attendees during the
    VA Benefits and Services Course. The goal of these interactions is to
    increase benefit utilization through information sharing and by
    creating lasting connections with VSOs. Since the start of this
    initiative, VSOs have connected with over 53,000 transitioning Service
    members through the VA Benefits and Services Course. Surveyed course
    participants have an overall satisfaction rate of 95.7 percent for
    these VSO interactions.
        TAP also goes beyond classroom instruction. VA Benefits Advisors
    provide one-on-one sessions for transitioning Service members and their
    families that are based on each individual's specific or unique needs.
    In Fiscal Year 2024, VA conducted more than 54,000 one-on-one sessions.
        The most prevalent topics during one-on-one appointments with
    Benefits Advisors have been education benefits, disability
    compensation, and health care questions. The percentages of each topic
    are the following:

          42 percent (over 22,800) on claims and application
    support;

          42 percent (over 22,700) on education and training
    program benefits; and

          34.5 percent (over 16,000) on health care benefits and
    support services.

        To increase direct connections for transitioning Service members,
    VA modernized the sign-up process for one-on-one appointments. As of
    October 2024, Benefits Advisors are using Quick Response (QR) Codes to
    enable Service members to connect directly with them via e-mail to ask
    questions or to request a one-on-one session. Based on this
    enhancement, VA has seen an increase in the number of one--on-one
    appointments made, from 33 percent in quarter one of Fiscal Year 2024
    to 40 percent in quarter one of Fiscal Year 2025.
        VA continues to enhance access to critical information outside of
    the Benefits and Services Course. Military Life Cycles are 45-to 60-
    minute information sessions that can be accessed anytime throughout a
    Service member's career or after separation. Transitioning Service
    members and their spouses, who may need to refer to the information
    provided during the TAP week, can access information at their leisure.
        In 2024, VA added a session for Service members discharged for
    Other Than Honorable conditions. Along with this new course, during the
    same period, 21,282 Service members, Veterans, and their spouses
    utilized Military Life Cycles that covered the following:

          Reserve Component Dual Payments;

          Social and Emotional Health Resources;

          Survivor and Casualty Assistance Resources;

          VA Benefits 101;

          VA Education Benefits;

          VA Home Loan Guaranty Program;

          VA Life Insurance Benefits;

          Vet Centers;

          Community Integration Resources;

          VA Education and Training Benefits for Spouses and
    Dependents;

          Mental Health for Families; and

          Disability Compensation.

        VA understands that major life transitions, including separation
    from the military, can lead to an increased risk of suicide. To address
    the increased risk, the Transition Executive Council has created a VA-
    DoD-DoL Task Force. Established in December 2024, the Task Force has
    been charged with the following:

            (1) Identifying and refining the mental health touchpoints
            along the transition continuum.

            (2) Evaluating the effectiveness of the mental health
            touchpoints connection through referral and warm handover
            processes to resources and tools for mental health services
            during the critical 365 days pre-separation to 365-days post-
            separation.

            (3) Establishing a standardized referral process between VA and
            DoD, which may leverage programs including inTransition,\1\
            Military OneSource,\2\ and Solid Start, among others.
    ---------------------------------------------------------------------------
        \1\ https://www.health.mil/Military-Health-Topics/Centers-of-
    Excellence/Psychological-Health-Center-of-Excellence/inTransition
        \2\ https://www.militaryonesource.mil/

        Further, VBA has been diligently working on updating communication
    to Veterans, to include trauma-sensitive written correspondence and
    forms. VA made several updates to letters including those addressed to
    Veterans who have experienced military sexual trauma. VBA is continuing
    to update its letter inventory to ensure a customer-centric approach.
        VA's support of transitioning Service members does not end with
    separation. VA continues our support during the critical first year
    following release from active duty through the VA Solid Start Program.
        VA research shows that during the first-year of transition,
    Veterans face increased challenges with homelessness, family
    reintegration, employment, PTSD, and substance abuse, all of which can
    increase the risk for suicide. The VA launched the Solid Start Program
    on December 2, 2019, to make early, consistent, and caring contact with
    newly separated Service members. On October 17, 2022, Solid Start was
    signed into law (P.L. 117-205), permanently authorizing VA to continue
    the program with DoD coordination.
        In Solid Start, VA calls all eligible, recently separated Service
    members, regardless of their character of discharge, at three key
    stages (90-, 180-, and 365-days after separation) during their first
    year after separation from active duty. Using data provided by DoD,
    Solid Start provides priority contact to individuals meeting certain
    mental health risk factors, supporting continuity of care, and lowering
    any barriers to accessing mental health care treatment and support
    through VA. These representatives receive specialized training to
    recognize the signs of crisis and, when needed, can provide a warm
    transfer to the Veterans and Military Crisis Line for additional
    support. Since the launch of Solid Start through January 2025, VA has
    reached 57 Veterans who were actively in crisis at the time of the call
    and successfully connected them to the crisis line for support.
        Solid Start representatives address challenges recently separated
    Service members may be facing by connecting the individual with the
    appropriate benefits or resources for assistance. Solid Start calls are
    not scripted, and they do not have any talk time limitations.
    Representatives ask open-ended questions that seek to establish the
    individual's status and potential needs. Follow-up materials or
    connected resources are also driven by these individualized calls and
    are unique to the Veteran's needs. By establishing a personal, one-on-
    one relationship with VA in the first critical year post-separation
    from active duty, Solid Start aims to increase the likelihood that
    transitioning Service members will stay connected to VA and utilize VA
    benefits and services, including mental health resources when needed.
    Since the launch of the program, Veterans who successfully connected
    with Solid Start have shown increased benefit utilization compared to
    those with whom Solid Start was unable to successfully connect.
        Since its launch, through January 2025, Solid Start has
    successfully connected with 556,702 recently separated Service members,
    representing a 74.3 percent successful connection rate. In addition to
    improving successful connection rates year over year, VA analyzes
    benefit utilization rates for Solid Start-eligible, recently separated
    Servicemembers. For those who had successful connections, benefit
    utilization of compensation, education, health care, home loan, Veteran
    Readiness and Employment, and Personalized Career Planning and Guidance
    (PCPG) are higher than for those who did not successfully connect with
    a VASS representative.
        To continue improving connections between active duty and Solid
    Start, TAP will be launching one-on-one data sharing with Solid Start
    using the Visitor Engagement Reporting Application (VERA) by April
    2025. During one-on-one engagements with Benefits Advisors,
    transitioning Service members will be able to share information with
    Solid Start regarding VA benefits they are interested in or plan to
    enroll in or apply for. The goal is to provide Solid Start
    representatives with enhanced individualized information that enables
    VA to get to know the transitioning Service member and their interests
    before they separate.
        Part of ensuring transitioning Service members, Veterans, and their
    families are cared for and experience a smooth transition into civilian
    life involves providing them with access to tools needed to address
    their overall economic well-being and enable their success as valuable
    community members and leaders. While multiple programs within VA
    provide pathways to financial well-being such as Education and Veteran
    Readiness and Employment services, two additional programs that help in
    this area are highlighted below.
        The PCPG program is a critical VA benefit that provides career
    counseling, assessment, education planning, and guidance resources.
    This service is customized to each Veteran's needs, supporting them in
    achieving their personal, career, and education goals. PCPG, also known
    as Chapter 36 services, fulfills 38 U.S.C. Sec.  3697A requirements by
    providing these services to transitioning Service members, Veterans,
    and qualified dependents, who are within 6 months of leaving the
    military, to Veterans who have left the military within the past 12
    months, or at any time to individuals who are eligible to use a VA
    education benefit. PCPG career and education counseling services
    include resume support, education and employment planning, detailed
    skills assessment, a personalized action plan to achieve education and
    career goals, adjustment counseling to successfully transition to
    civilian employment, and a direct connection to VA benefits and
    services. In Fiscal Year 2024, PCPG processed 14,931 applications
    requesting services.
        The Veteran and Spouse Transitional Grant Program (VSTAGP) is a new
    5-year grant program which was established to provide sustainable
    employment transition assistance services to former members of the
    Armed Forces who are separated, retired, or discharged from the Armed
    Forces and to their spouses. Transition services include resume
    assistance, interview training, job recruitment training,
    apprenticeships, employment training and education, and employment
    referrals, including placement and related services that may contribute
    to a successful transition into civilian life. Fiscal Year 2025 is the
    first year of performance for VSTAGP, which has 13 geographically
    dispersed recipients providing services to former Service members and
    spouses. As of January 2025, all grantees are signing up applicants and
    providing services, and, while VA expects our first performance data
    metrics from grantees to be available in April 2025, we already have
    some good news stories to share.
        For example, a Veteran believed he was ineligible for VA services.
    After experiencing homelessness alongside his wife and two children, he
    felt hopeless, struggling to face his family under the weight of their
    circumstances. Fortunately, he learned about VSTAGP and connected with
    the Jewish Vocational Service (JVS) Southern California. Through their
    employment services, he not only regained confidence but also secured a
    stable job as a non-emergency ambulance driver, earning $24.22 per
    hour. Additionally, JVS was able to leverage other Veteran support
    programs to help the family secure permanent housing, providing them
    with the fresh start they so desperately needed. This story and many
    others like it exemplify the lifelong connection to VA that we are
    seeking to build so they know to come to us during the downturns in
    life.
        VA also recognizes that the full transition to civilian life does
    not have a set end date and differs from individual to individual. VA
    ensures a Veteran, spouse, family member, or survivor can connect with
    VA at any time in their life journey by building positive lasting
    relationships with them before and after leaving active service.
        Through a robust outreach program, VA provides a variety of
    benefits and services that can help reduce risk factors associated with
    suicide and promote protective factors for some Veterans. Outreach is
    conducted in local and regional areas by VA regional office personnel
    through in-person or virtual events. During these events, VA
    representatives address VA's benefits and services such as disability
    compensation, pension, and education/GI Bill benefits while also
    connecting them to healthcare resources. During Fiscal Year 2024, VBA
    conducted 62,661 hours of outreach across 18,526 events. Out of these
    events, 1,003 were held at military installations, demonstrating VA's
    continued dedication to providing access across the transition
    continuum.
        In addition to the VA-led efforts for outreach, VA supports DoL's
    Off-Base Transition Training (OBTT) Program. VA facilitates virtual,
    bi-weekly 45-minute VA benefits overview sessions providing active-duty
    Service members, Veterans, spouses, survivors, and their families with
    the information they need to access their earned benefits. Each session
    includes time for questions to be answered and participants receive a
    resource list to connect them with more information on the benefits and
    topics that were discussed during the session. Since launching the
    collaborative effort in June 2024, VA has facilitated 16 VA benefits
    overview sessions. VA and DoL will continue to collaborate and improve
    the OBTT program.
        VA transition support has undergone major enhancements since the
    inception of TAP in 1991. Ongoing program modifications ensure VA's
    support continues to meet the changing needs of all transitioning
    Service members. VA is committed to ensuring that the partnership
    between VA and DoD is aligned, enduring and strong, with a shared focus
    on putting the needs of Service members, Veterans, and their families
    first. We seek continuous improvements, recognizing the driving factors
    are the major life events impacting Veterans and their families today.

    Conclusion

        VA shares Congress' goal of ensuring Service members and their
    families are supported as they transition from military to civilian
    life and will remain dedicated to strengthening our transition
    initiatives. Chairman Van Orden, Ranking Member Pappas, this concludes
    my testimony. I am happy to respond to any questions you or the
    Subcommittee members may have.

                     Prepared Statement of Margarita Devlin

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                        Prepared Statement of Joy Craig

        Chairman Van Orden, Ranking Member Pappas, and members of the
    subcommittee, on behalf of the men and women of the Veterans of Foreign
    Wars of the United States (VFW) and its Auxiliary, thank you for the
    opportunity to provide our remarks on this important topic.

    Background

        The all-volunteer force is continually evolving as service members
    complete their terms of service and transition to civilian life.
    Pentagon data shows that approximately 80 percent of enlisted personnel
    separate from the military before reaching retirement eligibility. This
    reflects the military's structured approach to force management, which
    depends on a steady pipeline of new recruits to sustain operational
    readiness and force structure. This ongoing cycle, coupled with the
    fact that nearly 200,000 service members exit the force each year,
    underscores the importance of ensuring the Department of Defense (DOD)
    delivers robust and effective military-to-civilian transition programs.
        Recognizing the importance of a strong transition, DOD has taken
    steps to support service members as they reintegrate into civilian
    life. Just as military training instills discipline, skills, and
    resilience, an effective transition process empowers veterans to apply
    those strengths in new careers, communities, and personal endeavors. A
    well-prepared service member leaving the military can become a
    thriving, productive member of society who brings leadership,
    adaptability, and experience into the civilian workforce.
        The critical nature of military-to-civilian transition cannot be
    understated. It is a major life event that, if navigated well, can lead
    to the reintegration of productive members of society. But new veterans
    who are not fully prepared for the challenges ahead can just as easily
    falter and struggle to become stable. However, transitioning out of
    service presents unique challenges. Leaving the military is often
    complicated by injuries or illnesses, shifts in identity and support
    networks, and the need for education or training to embark on a new
    career. For those unprepared for these changes, the transition can be
    disorienting, leading to struggles with employment, well-being, and
    overall security. Tragically, veterans face an increased risk of
    suicide during their first year after leaving service, underscoring the
    urgent need for focused support during this time.
        To ensure the long-term success of veterans, comprehensive and
    well-structured transition programs must be a top priority. While the
    military invests months and sometimes years indoctrinating civilians
    into military service, transitioning service members (TSMs) often
    receive only a few days of formal preparation for reintegration.
    Strengthening transition resources, ensuring early access to support,
    and fostering a culture that prioritizes a successful post-service life
    are all essential to maintaining the health and stability of those who
    have served.
        While DOD's primary mission is national security, supporting
    successful transitions is an extension of that mission. The military
    builds warriors, but it must also ensure that those warriors are
    prepared to succeed beyond their time in uniform. By fully embracing
    transition as a critical component of military service, DOD can
    solidify its commitment to those who have served by helping them not
    only to leave the military, but to thrive in the next chapter of their
    lives.

    DOD's Legal Obligations

        Title 10 of the United States Code (U.S.C.) Sec. 1142 requires DOD
    to provide individual pre--separation counseling to all service members
    preparing to leave active duty. Additionally, the National Defense
    Authorization Act (NDAA) for Fiscal Year 2019 (Sec. 552) places the
    responsibility for delivering the Transition Assistance Program (TAP)
    squarely with DOD. The law mandates that all eligible service members
    begin transition support services on time, which should be no later
    than 365 days before their expected separation.
        Although TAP is a core part of the transition process, Title 10
    U.S.C. Sec. 1142 also mandates that DOD connect TSMs with external
    support systems in the communities where they will reside. This
    includes not only employment assistance but also local health care
    options, housing resources, peer support networks, and mental health
    services. The Fiscal Year 2020 NDAA requires collaboration between DOD
    and the Department of Veterans Affairs (VA) to ensure the most at-risk
    service members receive a ``warm handoff''--a process in which TSMs are
    directly referred to VA services and connected to veteran-specific
    community programs upon discharge.
        Despite these mandates, there is a persistent belief within DOD
    that any gaps in transition services will be addressed by VA after a
    service member has left the military. This assumption that ``VA will
    take care of them on the other side'' can lead to critical gaps in
    support at a time when service members need it most.
        Additionally, junior enlisted service members face significant
    challenges post service. Research from The Veterans Metrics Initiative
    (TVMI) at The Pennsylvania State University shows that this group
    experiences disproportionately high rates of underemployment, financial
    instability, substance abuse, housing and food insecurity, and even
    suicide.
        Alarmingly, only 65 percent of veterans feel fully transitioned 3
    years after separation, and 61 percent remain underemployed even six-
    and-a-half years later. TVMI researchers also found that within the
    first 3 months after leaving the military, veterans struggled most with
    employment and financial stability. However, the challenges do not end
    there. Up to 78 months after separation, veterans continue to
    experience difficulties with social connections, and mental and
    physical health.

    The Current State of TAP

        The benefits of attending TAP courses, both tangible and
    intangible, are difficult to measure, but ensuring service members
    attend TAP fully and on time is critical to their post-service success.
    On January 17, 2025, DOD submitted a report to Congress detailing TAP
    participation in 2023. While the report showed progress in attendance
    rates from previous years, still just more than half attended on time.
        According to DOD's report, nearly 177,000 service members attended
    TAP in 2023. Of these, 65 percent began pre-separation counseling at
    least 365 days before separation or retirement, as required by law.
    However, 35 percent still failed to meet this requirement, leaving them
    with less time to prepare for civilian life.
        Among those service members with planned separations, only 52
    percent met the requirement to begin counseling at least 1 year before
    leaving the service. In contrast, 100 percent of service members with
    unplanned separations began counseling as soon as possible after
    receiving their separation orders. This contrast underscores an
    important opportunity for improvement. When required by operational
    needs, DOD effectively ensures that service members attend TAP, as seen
    with those undergoing unplanned separations. For those with planned
    separations--who make up the majority of TSMs--attendance has improved
    but remains inconsistent. While the increase in compliance is
    encouraging, further progress is needed to ensure all service members
    receive the full benefits of early transition preparation.
        Under current law--Title 10 U.S.C. Sec.  1144(c)(2)(A)-(B)--service
    secretaries have the authority to waive the mandatory TAP instruction
    of Two-Day Tracks if a service member is deemed unlikely to face
    significant challenges in readjustment, health care, or employment.
    Additionally, waivers may be granted for those with specialized skills
    who are essential to supporting a unit's imminent deployment due to
    unavoidable circumstances. However, in practice, waivers are often
    issued for reasons beyond these intended exceptions, frequently tied to
    mission requirements or administrative convenience rather than a
    service member's actual transition needs.
        In October 2023, DOD testified before Congress that commanding
    officers frequently waive TAP attendance due to mission requirements,
    involuntary separations, or even personal choice. At the same hearing,
    the Government Accountability Office testified that 53 percent of all
    TAP waiver requests were approved, with 22 percent of Tier-III service
    members (those identified as being at the highest risk for transition
    challenges) not attending the mandatory 2-day course at all.
        DOD's own January 2025 report further highlights the widespread use
    of waivers by commanders, showing that 55 percent (74,000 TSMs) who
    were eligible for exemptions in 2023 did not attend the 2-day course.
    Of the Tier III TSM's who were required to attend the full TAP
    curriculum, 17 percent (33,000 service members) did not attend an
    employment, education, or entrepreneurship track. Tier III personnel
    who miss out on TAP lack the individualized support necessary for a
    smooth transition and leave the military without being properly
    connected to VA resources. If commanders can prioritize getting every
    service member to weapons qualification or other mandatory training,
    they must also recognize that preparing them for civilian life and
    educating them about their earned benefits is just as mission critical.

    VFW Survey Data

        The VFW conducts a post-transition survey with service members who
    participated in VA's Benefits Delivery at Discharge (BDD) program,
    gathering firsthand insights into their experiences with TAP. The
    feedback reveals common challenges faced by TSMs and highlights areas
    where DOD can improve TAP to better prepare future veterans.
        For many, transitioning from military to civilian life is an
    overwhelming process. A separating Air Force E-5 described it as
    ``dealing with a bunch of important life decisions'' without enough
    guidance. An Army E-6 from Fort Riley, Kansas, said the unit did not
    give enough time to complete a smooth transition. Many reported feeling
    rushed through TAP, with one participant describing it as a ``firehose
    of information'' with no time to act on what was being taught. Because
    most service members must still perform their regular duties while
    attending TAP, they often struggle to focus fully on their transition.
    Several suggested that TAP should incorporate dedicated time to begin
    working on transition tasks rather than just presenting information.
        When facing transition out of the military, TSMs share that their
    primary concerns are finding employment and living with the impacts of
    their service-connected disabilities. They worry about the loss of
    their sense of purpose and mission, as well as the camaraderie and
    dependable network they have come to know. They are concerned about
    paying their living expenses, finding and affording health care, and
    housing and food security. It is unwise to assume every service member
    has a job waiting or a ready support network.
        For National Guard and Reserve members, TAP presents additional
    frustrations. An Air Force O-5 noted that ``we need more support for
    guardsmen. We're the most complicated group of all, and I don't think
    there's enough support for our unique circumstances.'' Additionally,
    several TSMs emphasized that the core 3-day TAP course is too short,
    recommending either an extension or a second round of participation. A
    Navy O-5 in Washington, DC, remarked, ``One should attend TAP twice or
    at least have access to review materials more than once. It's too much
    information to absorb in 1 week, and some of it becomes more relevant
    later in the transition process.'' Others suggested the need for ``pre-
    TAP'' at the 18-year service mark to allow for earlier preparation.
        Many TSMs also reported significant barriers caused by their parent
    commands. A retiring Army E-7 admitted that the workload made it
    difficult to focus on transition, saying, ``the 82d keeps on trucking
    along, regardless of folks moving on.'' A sailor from Quantico,
    Virginia, noted being constantly pulled from TAP classes to assist with
    unit operations, making it difficult to focus. Another service member's
    TAP experience was rushed due to not being released from deployment in
    time to complete the program properly. The common theme was clear--
    units prioritize operational readiness over transition, leaving many
    service members scrambling. The lack of personalization within TAP was
    another frequent concern. Multiple respondents suggested that TAP
    should be tailored to separation type, such as retirement, medical
    discharge, or end of service contract, so that service members receive
    information relevant only to their situation. A soldier from Fort
    Bragg, North Carolina, explained, ``TAP could be improved if each
    cohort was broken up by separation type so that only relevant info is
    provided.'' A Navy E-7 echoed this, saying the program ``lacks the
    bandwidth to individualize for non-standard retirees.'' Others
    expressed frustration over limited TAP availability, with a sailor from
    Naval Support Activity Annapolis, Maryland, struggling to register
    because the first open session was not available for 3 months.
        Many also highlighted the need for greater spouse and family
    involvement. An Army O-5 retiring from Fort Belvoir, Virginia, said,
    ``They need to encourage family attendance. It wasn't clear when and
    where to include them.'' A Navy E-6 agreed, saying, ``Spouses should be
    encouraged to attend. It's a wealth of information, and as a team, more
    can be retained.'' These insights suggest that better outreach and
    flexibility are needed to integrate families into the transition
    process. Despite these challenges, some found elements of TAP
    effective. A soldier retiring from Fort Cavazos, Texas, praised the
    executive TAP course for being ``time-effective and relevant to the
    audience.'' However, others found TAP ``surprisingly stressful'' with
    one participant stating, ``We reviewed each section of the book, which
    I can do on my own. TAP lacked details that would actually benefit my
    transition.''
        These survey responses underscore the need for DOD to improve TAP
    by allowing more time for participation, ensuring units prioritize
    transition, tailoring courses to different separation types, expanding
    access for Guard and Reserve members, and integrating spouses into the
    process. By addressing these gaps, TAP can become a more effective
    bridge to civilian life, helping future veterans to be better prepared
    for success beyond military service.

    Gaps in TAP

        While DOD has made significant strides in supporting service
    members' transitions, there are still areas for improvement,
    particularly for junior enlisted personnel and those at high risk. As
    stated earlier, despite legal requirements many service members do not
    attend TAP classes on time and commanders can waive attendance for
    mission requirements or operational needs. As a result, junior enlisted
    personnel, who often benefit the most from early transition
    preparation, may not receive the same level of access as their senior
    counterparts.
        VFW staff have observed disparities in TAP participation. According
    to VFW's accredited BDD representatives, senior enlisted personnel and
    officers attend TAP at significantly higher rates than junior enlisted
    service members. For example, during one particular week at Fort Bragg,
    out of 28 disability and compensation claims submitted by VFW's BDD
    representative, only six came from junior enlisted service members,
    even though they constitute a much larger share of those leaving the
    military. This suggests that many junior enlisted personnel are not
    receiving the same level of guidance and time to file for their
    benefits as their senior counterparts. Addressing this gap would help
    ensure that all service members, regardless of rank, receive the full
    range of support needed for a smooth and successful transition. TAP has
    proven to be effective for senior enlisted personnel and officers, who
    often have greater stability, education, and resources. However, junior
    enlisted service members--who are statistically more vulnerable to
    challenges such as underemployment, homelessness, and mental health
    struggles--may require additional outreach and command encouragement to
    fully engage in the program. By strengthening engagement efforts for
    this population, DOD can enhance TAP's impact and better equip all
    service members for life after service.
        Additionally, while TAP offers specialized tracks tailored to
    different career paths, not all service members receive sufficient
    counseling to help them select the most suitable option. Those
    uncertain about a post-military path may benefit from more in-depth
    guidance to explore available opportunities effectively and make
    informed decisions about the future.
        Another opportunity for improvement lies in structured post-
    separation follow up. While TAP focuses heavily on pre-separation
    preparation, many veterans struggle in the critical first six to twelve
    months after leaving the military. Expanding follow-up support during
    this critical period could further enhance the success of TSMs long
    term.
        Finally, continued efforts to foster a culture that fully supports
    transition preparation will be key. While TAP is a valuable program,
    some service members, particularly those leaving involuntarily, may
    feel disengaged due to lingering cultural stigma or varying levels of
    command emphasis on transition planning. By reinforcing the importance
    of TAP across all ranks and ensuring that every service member is
    encouraged to participate fully, DOD can further strengthen its
    commitment to set up TSMs for long-term success.

    Successes of VA's TAP 6.0

        With the establishment of TAP 6.0 in January 2024, VA has taken a
    proactive approach by ensuring TSMs receive direct, in-person counsel
    on navigating the VA benefits system. TAP 6.0 includes accredited
    representatives who provide crucial guidance on the complex process of
    filing a VA disability and compensation claim through the BDD process.
    These accredited representatives assist TSMs in filing claims,
    expediting disability ratings, and ensuring continuity of essential
    care including mental health services. This access has significantly
    increased the number of TSMs receiving benefits upon discharge.
    Codifying it into law would secure its long-term impact at no
    additional cost.
        Since the implementation of TAP 6.0, the VFW has had no difficulty
    accessing military installations to support its portion of the VA TAP
    day. Although VFW representatives are typically allocated only 15
    minutes during the Veterans Service Organization (VSO) briefing, they
    prefer to be scheduled at the end of the day to maximize their
    opportunity to engage with TSMs. After the briefing, they often remain
    available to answer questions, schedule appointments, and discuss
    various aspects of VA disability and compensation claims, including
    time requirements, necessary documentation, and evidentiary criteria.
    Representatives distribute their business cards and encourage TSMs to
    contact them for follow-up appointments. When accredited
    representatives write their contact information on the classroom
    whiteboard, nearly every TSM takes a photo for future reference. It is
    important to note that VFW representatives do not file claims or
    request TSMs to sign any forms during TAP courses.
        During the first year since TAP 6.0 became effective, the VFW
    briefed 13,000 more TSM's than the year prior, a 54 percent increase in
    contact. This effort resulted in a 25 percent increase in establishing
    service connection for VA benefits for service members seeking claims
    assistance. The VFW's accredited representatives alone briefed nearly
    24,000 TSMs in 2023, and in 2024 they briefed 37,000 TSMs, achieving a
    26 percent increase in awards.
        The VFW urges Congress to pass the TAP Promotion Act to codify this
    practice and ensure that all TSMs have access to this essential
    benefits assistance before leaving the military.

    Community Connections

        As TSMs step away from the structured environment of the military,
    they are faced with a multitude of new and often complex challenges.
    Connections to local resources are essential for service members'
    successful transitions, as they can significantly impact outcomes
    including those related to military sexual trauma. However, VFW survey
    data indicates that one third of respondents were either unaware of
    these resources or reported not being connected to them. While DOD
    prioritizes warm handoffs for those identified as most in need of
    transition assistance, expanding these connections to all TSMs, as
    outlined in the law, would help ensure that every TSM has access to the
    support they need to thrive in civilian life.
        To address this, the VFW urges Congress to ensure that all service
    members are consistently connected to reliable community resources,
    especially those specialized transition organizations receiving Federal
    grants. The National Resource Directory is a resource for vetted
    organizations that could be designated to support these connections.
    Additionally, VA's partnership with Onward Ops provides trained
    volunteer sponsors to guide approximately 25,000 service members each
    year during their first year of civilian reintegration.
        While no national transition services exist in every city, many
    organizations specialize in specific industries or locations. For
    example, TSMs seeking education can be connected with Student Veterans
    of America chapters. Those interested in technology jobs in Texas can
    connect with VetsinTech, and those pursuing finance in New York City
    with can connect with FourBlock. Specialized organizations like The
    Honor Foundation serve members from U.S. Special Operations Forces.
    These resources cannot be fully effective if they are underutilized or
    not well-known to those who need them.

    Successful Suicide Prevention Efforts - VA's Veteran Sponsorship
        Initiative

        Building on DOD's responsibility to connect TSMs with community
    resources, VA's Veteran Sponsorship Initiative (VSI) takes a targeted
    approach to supporting those at the highest risk for suicide, ensuring
    they receive personalized, life-saving assistance during transition.
    VSI plays a critical role in linking TSMs at risk to essential
    services, including VA medical care, mental health and wellness
    support, housing assistance, financial aid, vocational training, and
    peer mentorship. A key feature of the program is the DOD STARRS
    Practical Risk Calculator for Suicidal Behavior, a predictive analytics
    tool designed to identify service members at the highest risk for
    suicide. This questionnaire, which has been administered to 18,000
    active duty TSMs, has demonstrated remarkable accuracy by identifying
    93 percent of potential suicide attempts among the top 30 percent of
    at-risk individuals. Those flagged as high risk receive rapid access to
    VA health care and peer-certified sponsors through Onward Ops, an
    organization that provides structured, veteran-led sponsorship to
    ensure a smoother and more supported transition. Results from VSI show
    a reduction in suicide attempts after military discharge. By
    integrating data--driven risk assessment with personalized support, VSI
    and Onward Ops are ensuring that vulnerable TSMs receive the critical
    assistance they need. To enhance suicide prevention, the VFW urges DOD
    to expand VSI and mandate universal participation by all TSMs in the
    STARRS Practical Risk Calculator for Suicidal Behavior risk assessment.

    Impact on DOD's Force Readiness

        Proper transition support for TSMs is vital to sustaining the long-
    term strength and readiness of the force. Ensuring that service members
    successfully transition to civilian life not only helps maintain their
    well-being but also fosters a culture of support and commitment in the
    military. When transitions are well managed, service members are more
    likely to remain advocates for military service, whether by rejoining
    in the future, supporting the military in civilian roles, or
    encouraging their families and communities to consider service.
        Data from the Pew Research Center shows that perceptions of
    military service are evolving, with younger generations expressing more
    concerns about challenges post service. These concerns influence
    recruitment efforts, especially among families who have traditionally
    been strong supporters of military careers. If potential recruits
    perceive gaps in the military's transition support, they may hesitate
    to enlist because of uncertainty about long-term benefits, career
    options, or challenges after leaving service.

    VFW's Recommendations for Improving DOD's Transition Services

        To enhance DOD accountability and support TSMs, the VFW recommends
    that Congress pass legislation to create an Under Secretary of Defense
    for Transition (USD-T) within DOD. This office would oversee and
    coordinate all transition programs, ensuring comprehensive and
    standardized support for service members as they prepare for life after
    military service. The USD-T would enforce compliance with TAP
    requirements, hold commanders accountable for participation, and
    address cultural stigmas around transition assistance, reinforcing that
    it is a key part of career development. The office would also implement
    targeted interventions for service members at high risk for post-
    transition challenges such as suicide, substance use disorders, and
    mental health issues.
        The VFW urges Congress to pass the TAP Promotion Act that would
    strengthen transition support across all branches of service. To ensure
    service members receive the support to which they are entitled, we
    recommend that Congress mandate TAP compliance and timeliness by
    requiring DOD to create an accountability system. Commanders should be
    incentivized to prioritize transition services by establishing
    performance metrics and reporting requirements that evaluate their
    support for transition preparation. Waivers for TAP attendance should
    be granted only in exceptional circumstances, under strict criteria,
    rather than for administrative convenience. A cultural shift within the
    military is needed to ensure that transition preparation is viewed as
    equally mission critical as other mandatory training.
        To expand and strengthen transition programs, the VFW recommends
    enhancing collaboration with transition service organizations,
    especially those receiving Federal grants, and increasing integration
    with programs like Veteran Sponsorship Initiative and Onward Ops.
    Additionally, the VFW calls for DOD to expand the use of the STARRS
    Practical Risk Calculator for Suicidal Behavior throughout the
    Department, ensuring all TSMs are screened.
        Finally, the VFW recommends integrating transition support early
    and at all levels of a service member's career. Transition education
    should be expanded beyond TAP and introduced at multiple points,
    including a ``Pre-TAP'' program around the 18-year service mark for
    those approaching retirement. TAP itself should also be tailored to
    different transition paths, ensuring more relevant guidance for each
    service member's unique situation. Moreover, increasing family and
    spouse involvement in TAP sessions and improving scheduling flexibility
    will ensure a smoother transition for the entire family.
        The VFW urges Congress and DOD to take decisive action in
    establishing the USD-T and implementing these critical reforms. By
    embedding transition preparation into military culture, enforcing
    accountability for TAP participation, and expanding access to
    specialized transition resources, DOD can better equip service members
    for life after service. Recognizing transition as a core mission within
    DOD will not only improve veterans' well-being but also enhance
    recruitment, retention, and the overall quality of life for all who
    have served. This approach will ultimately make it easier for every
    service member to transition successfully.
        Chairman Van Orden and Ranking Member Pappas, this concludes my
    testimony. I am prepared to answer any questions you or the
    subcommittee members may have.

    Information Required by Rule XI2(g)(4) of the House of Representatives

    Pursuant to Rule XI2(g)(4) of the House of Representatives, the VFW has
    not received any Federal grants in Fiscal Year 2025, nor has it
    received any Federal grants in the two previous Fiscal Years.

    The VFW has not received payments or contracts from any foreign
    governments in the current year or preceding two calendar years.

                    Prepared Statement of Elizabeth O'Brien

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                      Prepared Statement of Barbara Carson

    Introduction: Our Work and Policy Priorities

        Mr. Chairman, Ranking Member, and distinguished Members of the
    Committee, thank you for the opportunity to provide testimony today
    about transition and the Transition Assistance Program (TAP) on behalf
    of the D'Aniello Institute for Veterans and Military Families' (IVMF)
    at Syracuse University.

    About the IVMF

        The IVMF was founded in 2011, as higher-education's first
    interdisciplinary academic institute singularly focused on advancing
    economic, social, and wellness outcomes on behalf of the Nation's
    military, veterans, and their families. In support of that mission, the
    IVMF team designs and delivers class-leading programs and supportive
    services to the military-connected community, positioning them for a
    successful transition from military to civilian life. Each year, more
    than 20,000 service members, veterans, and family members engage IVMF
    programs and services, which are provided at largely no cost to
    participants. Our offerings span a variety of categories, from
    entrepreneurship and career training to connecting individuals with
    local resources in their communities. The IVMF's programs are
    underpinned by the Institute's sustained and robust data collection,
    applied research on the most pressing issues impacting veteran well-
    being, and evaluation services for public and private partners who also
    serve the military-connected population.
        Accordingly, the IVMF's policy priorities are directly informed by
    insights from our programmatic, research, and evaluation efforts, as
    well as from engagements with the IVMF's many external partners
    including from the public sector, higher education, national and
    community nonprofits, philanthropy, and the private sector. We remain
    committed to contributing to the effort to knit together the patchwork
    of government and non-government support greatly needed to support
    successful transition.

    Key Message

        We commend the Committee's continued dedication and progress to the
    improvement of TAP and the broader transition process, including the
    attention to measurement and oversight. While important strides have
    been made, more must be done to ensure veterans and their families are
    equipped to thrive in their post-service lives.
        Below, we offer for consideration:

          Relevant insights from the available evidence about the
    transition experience and associated outcomes, as well as the limits of
    what TAP alone can achieve.

              Key takeaway: Successful transition is essential to
            individual and family well-being and our national security.

              Key takeaway: Transition can be difficult, but
            preparation and support beyond TAP are associated with better
            outcomes.

          Recommendations for changes that would optimize TAP given
    its role in the overall transition process, based on areas where TAP
    currently provides value and where it falls short in its design,
    implementation, and results.

              Key takeaway: TAP remains an important part of the
            transition process and therefore requires greater
            accountability through compliance, standards, and evaluation.

              Key takeaway: TAP should be part of a broader
            connected system of support that includes high quality public,
            nonprofit, and private sector programs that align with
            transitioning service member needs.

    State of Current Evidence

    Defining the Problem

        Every year, an estimated 200,000 service members transition out of
    the military. When we include military spouses, National Guard members,
    and reservists, the number of individuals navigating this transition
    each year is even higher. Many face challenges during the critical
    first 3 years outside the service, and data shows that more than half
    of veterans find the transition to civilian life difficult. Researchers
    from the Department of Veterans Affairs (VA) have even referred to the
    first year after separation as ``the deadly gap'' for transitioning
    veterans due to an even more elevated risk for death by suicide. The
    ability to establish meaningful employment and financial stability are
    critical to a service member's successful transition from active duty
    to civilian life, and can help avoid enormous economic, social, and
    personal costs.
        These costs have broader implications for our national security.
    There is evidence to suggest hesitancy to recommend or pursue military
    service for the younger generation, which in turn influences our
    ability to recruit and sustain a robust All-Volunteer Force. In the
    most recent annual Military Family Lifestyle Survey (MFLS) report, a
    collaboration with Blue Star Families, we found that while seven in ten
    respondents say military service has added value to their family's
    life, only one-third would recommend military service to a young family
    member.
        Additionally, recent data published by Ipsos with Call of Duty
    Endowment and Mission Roll Call indicated that 55 percent of adults are
    unlikely to recommend military careers to teens, and that 80 percent of
    teens are uninterested in military service as a viable career path--
    despite positive perceptions of veterans overall. The study also found
    that roughly half of adult respondents believed challenges in military
    recruitment pose a significant risk to national security.

    Transition and the Programmatic Landscape

        Data shows that most veterans are seeking employment after service,
    even those also interested in school or starting a business. Further,
    about 62 percent of veterans are underemployed after 6.5 years. Yet,
    per a recent report from RAND, 95 percent of Federal spending on
    military-to-civilian transition programs focus on general education
    services despite those services being utilized by just 41 percent of
    participants.
        More broadly, per U.S. Government Accountability Office (GAO)
    classifications, there are 45 Federal programs overseen by 11 Federal
    agencies that help veterans transition--now 46 with the addition of the
    new Veteran and Spouse Transitional Assistance Grant Program--which
    RAND estimated collectively represent over $13 billion of expenditures
    per year.
        Critically, RAND found it difficult to compile dependable budget
    information about these programs, and that almost none have been
    rigorously or independently evaluated, including 27 programs that serve
    few individuals and for which almost no budget or performance data
    exists.
        RAND's assessment made clear that the current state of Federal
    programming includes overlaps across the existing programs, but also
    noted that gaps remain, particularly with employment assistance.
    Nonprofits have created programs that fill these and other gaps that
    TAP and the Federal Government may not be best suited to address. For
    example, 8 years ago the IVMF launched the Onward to Opportunity (O2O)
    program. O2O provides career exploration and employability skills
    training, along with access to industry-recognized certifications to
    over 10,000 transitioning service members, veterans, and spouses every
    year at no cost. The program operates on 19 military communities,
    reaching over 70 installations across the country and provides virtual
    training to participants in all 50 states.
        Importantly, O2O is the only program that has undergone a rigorous
    third-party evaluation to prove its efficacy at helping transitioning
    service members--especially those leaving the military from junior
    enlisted ranks--secure better salaries. While a second report from RAND
    noted challenges nonprofits face with measurement of their employment
    services, some are already tracking spending and performance to a fair
    extent. This data suggests there are currently organizations that
    deliver evidence-based programs more efficiently than the government.
        Relatedly, the Ipsos study found there were high levels of support
    for enhancing certain services for former service members.
    Specifically, despite generally believing veterans are employed in jobs
    appropriate for their experience and education, respondents still
    overwhelmingly backed the expansion of programs focused on job
    placement.

    Transition Experience for Individuals in Context

        Our programmatic support and advocacy for those who have served
    acknowledge that there are differing needs among transitioning service
    members. We also recognize that the timeline to military transition can
    vary from one individual to another. Specifically, and in reference to
    an earlier section of this testimony, we know that even in the best of
    circumstances, the military transition process can be difficult. Cross-
    sectional annual data from the MFLS demonstrate that year after year,
    roughly half of veteran respondents described their transition
    experience as ``difficult'' or ``very difficult.'' This finding is
    dismaying. Yet, further data supports that ``preparedness'' lessens the
    challenges associated with military transition.
        There are multiple ways to foster preparation for military
    transition. First is through giving transitioning service members more
    time for this change. For example, 61 percent of veterans agreed with
    the statement ``I needed time to figure out what to do with my life
    during my transition.'' Additionally, while many veterans do not get a
    lot of lead time before separation, preliminary data also show that 82
    percent of veterans who prepared for transition three or more years
    before separating felt ``prepared.'' Among those veterans who said they
    were not able to prepare for transition, only 21 percent felt prepared.
        Another aspect of having enough time for military transition is
    recognizing that the transition process can extend beyond the specific
    moment of military separation. Additional evidence from The Veteran
    Metrics Initiative (TVMI), a national longitudinal study of post-9/11
    veterans managed by the Clearinghouse for Military Family Readiness at
    Pennsylvania State University, found prevalent utilization of
    transition support programs and services from approximately a year
    prior to separation through 3 years after separation. Furthermore, even
    at 5 years post-service, only 81 percent of veterans say they felt
    fully transitioned, demonstrating that military transition can be a
    lengthy and uneven process for many service members and veterans.
        As outlined above, there is compelling evidence to validate that
    transitioning out of the military presents challenges and is more than
    a moment in time, which requires us to think more broadly about
    military transition. We know that veterans and their families have
    varying needs before, during, and after the point of transition. They
    also require different levels of support to meet these needs and
    struggle to navigate to the right programs at the right time.
    Preliminary evidence shows that being prepared for military transition
    can pave the way for a smooth transition but at the same time, we must
    acknowledge the Department of Defense (DoD) priority of warfighting.
    This dichotomy highlights an inherent tension between prioritizing
    mission readiness and focusing on preparation for post-service life.

    TAP Challenges and Opportunities

    Compliance and Evaluation

        TAP has significantly changed over the years and will continue to
    require adjustment to meet the needs of different generations of
    veterans in years to come. This necessary evolution means what is and
    is not working will also shift over time. This fact, coupled with TAP
    being the transition intervention available to the broadest swath of
    transitioning service members, reinforces how vital it is to monitor
    compliance and formally evaluate it for effectiveness.
        While improving compliance has been a stated focus of DoD and a
    priority of this committee, data suggests that many service members
    still fail to begin TAP as early as required by law, and that a subset
    fail to attend the required portion at all. We know this varies by
    service branch and installation, and acknowledge the challenges faced
    at smaller or more remote locations. However, GAO reports have
    consistently recommended that DoD identify and address reasons for non-
    participation, including reducing the reliance on waivers.
        In addition to making ongoing monitoring and reporting of key
    measures at the installation level more robust, other options should be
    explored to better support and hold commanders accountable for
    achieving compliance. Options should preserve flexibility to ensure
    transition can be prioritized in parallel with mission readiness, but
    also be paired with more consequences for noncompliance, such as
    integrating TAP participation into performance evaluations.
        To date, potentially because of past periods where veteran
    unemployment rates were quite high, the bar for a successful transition
    was accordingly set quite low: employed vs. not employed and
    unemployment compensation spending. We should aspire to more than this
    bare minimum. Walking out of the service, veterans should be able to
    get jobs that reflect and respect their service and training, without
    assuming those jobs should be the same as the ones they did in the
    military. That is not to say that the first job out of the service will
    or needs to be the perfect long-term fit; it is to say that it's
    unacceptable to have to take huge leaps backward or start over, and
    it's certainly unacceptable to be underemployed after 6 years.
        However, TAP is one of the few transition programs to have
    undergone more formal evaluation. Results have generally been mixed,
    though there appear to be some important long-term benefits, such as
    higher labor force participation. One study found that Department of
    Labor (DOL) employment workshop participants comparatively found jobs
    more quickly and remained employed longer--but, they had significantly
    lower wages. Wages were higher if participants also attended sessions
    on VA benefits and completed the workshops earlier, reinforcing ways
    TAP might be structured to help with preparation.
        Overall, it is time to build on existing evaluations and
    standardize metrics for TAP, using measures validated by existing
    evidence. As programs outside the government continue to adopt these
    measures, this approach will increase oversight, comparability, and
    ultimately help us improve the overall system of transition supports.

    Value of TAP and Transition Programs

        It is important to consider the role TAP plays during the
    transition process. There is data to indicate the circumstances under
    which it may offer the most value, as well as how it can be augmented
    to offer further value.
        One way TAP has value for preparedness is through provision of
    necessary resources. MFLS data shows that veteran respondents tend to
    turn to multiple sources (e.g., word of mouth, TAP, engagement with
    veteran-and military-serving organizations) to gather information about
    military transition. And among those veterans who used these needed
    resources during military separation, 41 percent indicated that the
    resources were shared with them at TAP. However, despite the broad
    availability of transition resources, data from TVMI also showed that
    of the 19 percent who did not feel fully transitioned, many were not
    using services, specifically citing lack of awareness of what was
    available and confusion about their eligibility.
        TVMI findings also show that during the first 3 months after
    transition, 66 percent of veterans use at least one program aside from
    TAP and 33 percent of veterans use multiple programs and services.
    These additional programs include both public and private offerings,
    and veterans who utilized more programs experienced better outcomes.
        Empowering family members, such as spouses, to be part of the
    process of military transition through TAP can also create more
    capacity to tackle the transition process. Unpublished data from the
    2024 MFLS showed that among veteran spouses who have experienced
    military transition, 32 percent are already engaging with resources
    through TAP and found it helpful.
        At the same time, 17 percent of veteran spouses said they used TAP
    but found it unhelpful, and 51 percent said that they did not engage
    with TAP during their family's military transition. Anecdotally,
    spouses of veterans and separating service members have cited numerous
    reasons for not engaging with TAP, including scheduling difficulties,
    lack of understanding about what TAP is, and/or little to no knowledge
    that their attendance is encouraged.
        Additionally, among those spouses who had been through this
    process, 36 percent indicated that they found the varying sets of
    transition resources they used through information given to them at
    TAP. So, while families deploy many informal networks (such as friends,
    coworkers, neighbors, etc.) in their transition information-seeking
    process, formal channels such as TAP remain important and relevant,
    particularly for those who may not necessarily have a robust informal
    network of supports.
        To provide tailored and more useful support, Congress might explore
    options to work with MSOs and VSOs to develop a separate or targeted
    transition program for spouses and family members. A program
    specifically for this population--not a duplication of TAP--would
    improve awareness of and connection to resources, both at the point of
    separation and beyond. Congress might also consider legislative
    solutions that make it easier for military spouses to navigate to TAP
    and other resources, as they are often the ones managing household
    finances and their children's education goals. In general, providing
    opportunities for spouses may distribute responsibility and resources
    across the family unit in ways that help with preparation.
        Taken together, these insights underscore that TAP can be an
    essential component for both veterans and their families, but they also
    demonstrate the clear need for additional and complementary supports.

    Connections Outside DoD

        Given the importance of connecting transitioning service members
    and their families to public and private offerings alongside TAP and
    after separation, we need to make warm handoffs easier between DoD, VA,
    and DOL, as well as between the Federal Government to states, counties
    and communities--the places where individuals in fact transition into
    civilian life.
        These linkages can be integral to crisis prevention. When they are
    unaware of a veteran's presence, government and community services
    cannot effectively address needs in a timely manner. We encourage
    Congress to come to an agreement on recent legislative proposals that
    would support data sharing and enrollment in benefits and services at
    the VA, DOL, State, and local levels for those that choose to do so
    once they officially separate from the military. To do this efficiently
    and effectively, we need to decrease barriers for the individual to
    move between the DoD and new systems of care. Doing so has the added
    benefit of empowering better oversight and evaluation long-term.

    Conclusion

        In light of the available evidence, our collective approach to
    transition requires us to consider interventions further upstream and
    downstream, moving beyond TAP and government alone. We must also
    implement more oversight to set veterans and their families up for
    success during what we know is a critical time.
        Finally, setting measurement standards and evaluating TAP and other
    Federal programs against these standards will help us restructure and
    enact holistic, systemwide reforms that put resources to their first
    best use. This system should also include stronger connective tissue
    between agencies and with the nonprofit sector, including ways to
    empower allocation of resources to effective, evidence-based nonprofit
    programs that deliver positive outcomes.
        The ability of veterans and their families to thrive in their post-
    service lives depends on getting transition right. Doing so not only
    impacts their well-being. Successful transitions benefit our
    communities, preserve our All-Volunteer Force, and ultimately
    strengthen our national security.
        We thank the Committee again for the opportunity to provide
    testimony on this topic, and for your enduring commitment to improve
    transition. We stand ready to continue sharing insights from our
    research and programs in support of this vital goal.

                       Prepared Statement of Brian Lewis

        Chairman Van Orden, Ranking Member Pappas, and Members of the
    Subcommittee, thank you for devoting time to the discussion of
    essential programs that provide economic opportunity for veterans and
    thank you for the opportunity to testify about the critical role
    employers, like Consumers Energy, can play in helping veterans as they
    move from military to civilian life including ways to leverage industry
    partnerships through the Transition Assistance Program and SkillBridge
    Program. My name is Brian Lewis, and I am Executive Director of
    Customer Operations at Consumers Energy.
        I've worked at Consumers Energy for 12 years, serving in a variety
    of customer centric roles. As the leader of our customer operations
    team, I oversee our contact centers, complaints resolution, revenue
    operations, energy assistance and our digital channels. I am also a
    proud veteran having served as a Combat Medical Specialist and Medical
    Laboratory Specialist in the U.S. Army and Army Reserve from 1994 to
    2002. During my years of service, the Army entrusted me with the lives
    of my fellow soldiers. However, despite having been trained to provide
    life-saving support, operate a blood bank or even oversee a
    microbiology bench, when I transitioned to a civilian life I found my
    Army training had limited transferability to the civilian medical field
    and my job prospects were extremely limited. While I'm grateful for the
    time spent serving my country, I felt underprepared and under resourced
    to navigate the transition from military to civilian life and I
    ultimately abandoned my medical aspirations. My experience led me to
    seek out other ways to serve and contributed to my desire to advocate
    on behalf of other veterans, helping them navigate the transition to
    civilian roles. I know firsthand the challenges that veterans can face
    entering a new career path after national service. It Is because I know
    those challenges firsthand that I helped found the Consumers Energy's
    Veterans Advisory Panel and served as a past co-chair of this employee
    resource group.
        Our company--Consumers Energy--provides natural gas and electric
    service to nearly 7 million Michigan residents. We are the state's
    largest utility with customers in every county within the Lower
    Peninsula. My Consumers Energy colleagues and I take pride in serving
    our customers each and every day. This pride of service beyond self is
    something I, along with the over 800 other military veterans employed
    by Consumers Energy, have carried with us from our time serving our
    Nation into our new civilian mission to provide essential heat and
    light to our fellow Michiganders. Serving our customers can sometimes
    demand personal sacrifice as they count on us to keep power on around
    the clock and respond to emergencies during nights, weekends, or
    holidays, a similar sacrifice that our military men and women are
    accustomed to as well.
        Consumers Energy has a longstanding commitment to provide
    opportunities for our military veterans. This commitment to veterans is
    backed up by the numbers. Our workforce is made up of 12 percent
    military veterans--far greater than the national average of 7 percent.
    The company has also partnered with the Michigan Veterans Trust Fund to
    support energy vulnerable Veterans, giving nearly $550,000 to that
    organization since 2020. Through our efforts to support veterans
    Consumers Energy has been recognized by the Michigan Veterans Affairs
    Agency as a gold-level ``Veteran-friendly Employer'' for 9 years
    running. This designation recognizes our Company's efforts to recruit,
    train, and retain veteran employees, helping us fill critical positions
    across our electric and gas operations.
        Our efforts to support veterans have been further recognized by the
    Department of Defense. In 2023 Consumers Energy received the Secretary
    of Defense Freedom Award in recognition of our support for employees
    serving in the National Guard and Reserve capacities. This award is the
    Department of Defense's highest recognition for a civilian employer and
    demonstrates the Company's efforts to support our employees that
    transition from active duty to a reserve capacity by providing
    stability that helps them balance their continued national service with
    career aspirations and other aspects of civilian life.
        The Company's efforts to support our veterans is about more than
    awards or accolades, it is about our earnest desire to help ease, what
    can often be, the difficult transition out of the military by providing
    a welcoming environment for colleagues with different backgrounds or
    experiences. Our Veteran's Advisory Panel Business Employee Resource
    Group is one way we continuously seek input from our veteran employees
    to help drive policy change within our organization and with external
    partners. Today the Veteran's Advisory Panel is one the Company's
    largest resource groups with over 500 members. The group provides
    essential support for employees and in recruiting and retaining
    veterans.
        Consumers Energy employees are also active in Veterans in Energy--a
    national organization founded by veterans for the purpose of providing
    professional support for veterans working in the energy industry.
    Employee engagement through Veterans in Energy includes annual
    leadership trainings, peer-to-peer networking, benchmarking and best
    practices sharing, and advocacy on behalf of veterans' issues. Through
    engagement with Veterans in Energy, Consumers Energy employees have
    been instrumental in advocating for policy changes that have improve
    Department of Labor apprenticeship programs and demystifying the self-
    identification process for veterans so employers can have a better
    understanding of veterans in the workforce.
        Consumers Energy has also recognized the importance of providing
    training and technical skills programs to help develop the highly
    skilled workforce needed for careers in energy. In partnership with the
    U.S. Department of Labor, the Company has registered seven different
    job roles to ensure that veterans can use their GI bill benefits toward
    apprenticeships that prepare them to work in gas or electric fields.
        One way the Company has recruited potential, new apprentices is
    through electric and gas worker boot camp programs at our training
    center in Potterville, Michigan. In partnership with the Utility
    Workers Union of America and Power for America, these training programs
    have, to date, helped prepare over 300 veterans for careers in electric
    and natural gas fields. Not only do these boot camp programs help
    connect graduates with high starting wage jobs, they also provide a
    pathway to placement in apprenticeship programs that can ultimately
    lead to careers in the energy sector with even higher earning
    potential. Each time we open a new boot camp the demand from applicants
    is significantly higher than the number of spaces we have to fill. We
    believe, and the demand for the programs affirms, that training
    programs are a win-win for veterans and Consumers Energy because the
    programs make the Company more attractive for job seekers while
    providing future employees with a pathway to essential and rewarding
    career opportunities.
        Building a skilled, dedicated energy workforce isn't just in
    Consumers Energy's best interest, its vital to America's national
    interest. The demand for energy is growing at rate not seen in decades.
    Whether its increasing energy demands from data centers to power
    artificial intelligence or to support an American manufacturing
    renaissance, the Nation's gas and electric utilities are making
    significant investments in our energy systems to ensure businesses have
    the energy supplies they can rely on to thrive. Meeting this moment is
    going to require more and more lineworkers and gas construction
    crewmembers. We believe that fostering the talent pipeline from the
    Nation's military to careers in energy will be an essential strategy to
    fill these critical roles.
        Even with all our past efforts and success, Consumers Energy
    recognizes there is more to be done to help serve the roughly 200,000
    service members who transition out of military service each year.
    Through our past partnerships with State and Federal agencies we've
    found many ways to help ease this transition, however we acknowledge
    there is always opportunity for continuous improvement. We believe that
    more can be done to strengthen the connection between Transition
    Assistance Program offices and companies in states that don't have the
    same proximity to our nations active-duty military installations.
    Because Michigan does not have large numbers of active-duty personnel
    it's been more challenging to make connections with the TAP offices.
    Additionally, we see more potential with the Department of Defense's
    SkillBridge program to make more direct connections between employers
    and prospective employees. However, SkillBridge is not accessible to
    all veterans and coordination with Transition Assistance Program needs
    to be improved. We believe that further funding for SkillBridge and
    making this platform more accessible for veterans will vastly improve
    engagement between veterans and prospective employers.
        Thank you again for the opportunity to participate in this
    discussion. Consumers Energy stands ready, willing, and able to support
    policymakers in improving economic opportunity for our Nation's
    veterans.

                      Prepared Statement of Kandi Tillman

    [GRAPHIC(S) NOT AVAILABLE IN TIFF FORMAT]

                           Statements for the Record

                                  ----------

                     Prepared Statement of Hire Heroes USA

    Introduction

        Chairman Van Orden, Ranking Member Pappas, and distinguished
    members of the Subcommittee, thank you for the opportunity to submit a
    written statement for the record regarding the Transition Assistance
    Program (TAP) on behalf of Hire Heroes USA.
        Hire Heroes USA is one of the leading veteran employment nonprofit
    organizations in the Nation. Founded in 2005, we have secured
    employment for more than 100,000 transitioning service members,
    veterans, and military spouses. We provide comprehensive, one-on-one
    employment services in all 50 states to 20,000 individuals annually at
    no cost to our clients. With nearly 40 percent of our staff, including
    our CEO, being veterans, we understand the unique strengths, values,
    and insights inherent in our veteran, transitioning service member, and
    military spouse clients.
        The transition to civilian life is more than just the point-in-time
    marked by separation from the military--it is, at times, a years-long
    process of adjusting to a new way of life. To meet and overcome our
    clients' challenges, Hire Heroes USA implements a highly individualized
    one-on-one approach, pairing each client with a Transition Specialist
    who walks with the client on the road to employment. The relationship
    between client and Transition Specialist often extends beyond the point
    in time when a client is employed, providing ongoing and continued
    support as the service member adjusts to the civilian workplace. Hire
    Heroes USA is focused not only on the quantity of clients served, but
    on the quality of the service they receive.
        A 2022 Government Accountability Office (GAO) study found that
    nearly 25 percent of service members who need maximum transition
    support did not attend TAP's mandatory 2-day class, and many did not
    enroll in TAP the requisite year before separation.\1\ While there is a
    need to strengthen and improve the rates at which transitioning service
    members participate in TAP, there is a simultaneous need to strengthen
    programs where individuals are currently receiving services.
    ---------------------------------------------------------------------------
        \1\ Government Accountability Office. Servicemembers Transitioning
    to Civilian Life: DOD Could Enhance the Transition Assistance Program
    by Better Leveraging Performance Information. May 17, 2023. https://
    www.gao.gov/products/gao-23-106793.

    ---------------------------------------------------------------------------
    Employment Navigator and Partnership Program

        The Employment Navigator & Partnership Program (ENPP) was initially
    created in response to transitioning service members' feedback
    regarding TAP's lack of personalized services. ENPP addresses this gap
    by connecting transitioning service members to employment service
    providers to assist with career preparation and job placement services.
    Available at 40 installations and with over 70 private and nonprofit
    partners, ENPP takes a critical first step in addressing the need for
    continuity of services beyond the point of separation from the
    military.
        In its short tenure, the ENPP has successfully complemented TAP:
    initial Department of Labor (DOL) data show high satisfaction and
    strong employment outcomes among ENPP participants. ENPP's one-on-one
    career services, offered by DOL staff and partnering organizations,
    directly address transitioning service members' needs and have
    demonstrated strong employment outcomes. DOL data show high
    satisfaction and strong employment outcomes among ENPP participants. In
    Fiscal Year 2024, 99 percent of program participants reported
    satisfaction with their Employment Navigators and said they would
    recommend the program to a friend. Furthermore, 96 percent of
    participants reported that ENPP partners met or exceeded employment-
    related expectations. The DOL Veterans' Employment and Training Service
    (VETS) also reports that compared to their counterparts who do not
    participate in ENPP, transitioning service members who participate in
    ENPP experience a time from military separation to employment that is
    63 days faster. Additionally, these same service members earn 11
    percent higher wages than those who do not participate in ENPP on
    average.
        ENPP's success lies in the one-on-one career services, offered by
    DOL staff and high-performing, nonprofit partners, that directly
    address transition issues and have demonstrated stronger employment
    outcomes. An original partner of the ENPP program, Hire Heroes USA
    fills a critical gap in service provision for veterans and
    transitioning service members. Top requests from ENPP clients--
    including mentoring, industry-specific training, webinars, and virtual
    career fairs--reflect this.
        Hire Heroes USA has supported over 2,400 client referrals from the
    program since 2021. Of these referrals, Hire Heroes USA provided
    services to over 1,900, resulting in over 1,100 confirmed hires. For
    Hire Heroes USA's ENPP referrals, the 2024 average salary upon hire was
    $64,485. According to DOL VETS, ENPP served more than 17,700
    individuals as of June 2024.\2\ These numbers demonstrate that through
    referrals, Hire Heroes USA is serving nearly 11 percent of the total
    ENPP participants. These services are provided free of charge to the
    client because Hire Heroes USA incurs the cost, without compensation
    from the Federal Government. At a cost of approximately $1,500 per
    participant placed, Hire Heroes USA commits significant financial
    resources to serving ENPP clients.
    ---------------------------------------------------------------------------
        \2\ Department of Labor Veterans' Employment and Training Service.
    ``Employment Navigator and Partnership Program (ENPP) Factsheet,''
    August 5, 2024. https://www.dol.gov/sites/dolgov/files/VETS/files/ENPP-
    Factsheet-2024-08--05.pdf.

    ---------------------------------------------------------------------------
    Opportunities for Improvement

        While the program has early indicators of positive success, there
    are concerns regarding program sustainability and evaluation of its
    effectiveness. Without standardized performance metrics to evaluate
    outcomes, public and private leaders and decision makers cannot
    adequately determine the efficiency of the program. ENPP, as well as
    other Federal programs like TAP and SkillBridge (a DOD program to
    jumpstart transitioning service members' civilian career through
    internships, trainings, and apprenticeships with private sector
    companies), requires increased emphasis on standardized outcomes
    metrics over outputs and volume of clients served.
        The RAND Corporation's recent investigation of the Federal and
    nonprofit landscape of transition programs demonstrates these problems.
    A June 2024 report found that the Federal Government spends over $13
    billion on 45 different programs across 11 agencies to support military
    transition each year. Approximately 97 percent of these funds are spent
    on education services rather than employment services.\3\ Upon further
    investigation into the role of nonprofit organizations in the
    transition process, RAND found that these organizations fill a critical
    gap to supplement Federal transition programs and initiatives,
    particularly in providing individualized employment services.\4\
    ---------------------------------------------------------------------------
        \3\ RAND Corporation. Federal Programs to Assist Military-to-
    Civilian Employment Transitions: Limited Scrutiny and Substantial
    Investment in Education Programs, 2024. https://doi.org/10.7249/
    RRA1363-12.
        \4\ RAND Corporation. The Role, Effectiveness, and Sustainability
    of Nonprofit Organizations That Provide Employment Support for
    Veterans, 2024. https://doi.org/10.7249/RRA1363-10.
    ---------------------------------------------------------------------------
        Hire Heroes USA recommends examining the key takeaways from these
    reports-including standardizing reporting requirements, outcomes, and
    metrics in both the public and privatesectors-to improve ENPP and other
    government military-to-civilian transition programs. Such
    standardization would increase transparency and improve oversight by
    allowing for more rigorous program evaluation to determine
    effectiveness. Furthermore, there is a need for increased public-
    private partnerships to grow effective transition programs. Rather than
    risk duplicity by creating new programs, the government should
    strengthen existing programs by partnering with nonprofit organizations
    that are already producing positive outcomes for those they serve. In
    these partnerships, RAND cites the need for nonprofit partners to be
    appropriately funded to do this work. Private organizations, relying on
    philanthropic support, have mitigated TAP's shortcomings, but declining
    resources jeopardize the private sector's continued sustainment of
    ENPP.
        ENPP's continued success depends on the involvement of non-
    governmental partners that have dedicated and experienced staff, data-
    backed best practices, and local relationships that the government
    cannot provide. The ENPP partnership model should include compensation
    for private sector nonprofits providing the highest impact on
    transitioning service members. All ENPP partners participating in the
    program ought to continue doing so, but those organizations devoting
    significant operational resources to supplanting DOL's mission in TAP
    cannot continue an unsustainable and uncompensated business model.
        A limited number of veteran employment organizations are currently
    positioned to provide high-quality services at a national or
    international scale. The sustainability of the current model relies on
    nonprofit partners' continued, voluntary participation funded through
    limited, private resources.
        For veterans and their families, the military-to-civilian
    transition is not merely a career or lifestyle change; it represents a
    fundamental challenge that they should not face alone. For many of our
    clients, this is the first time they've navigated the civilian
    workforce, including searching for jobs, creating a resume,
    interviewing for a role, negotiating compensation, and adjusting to the
    workplace after securing employment. ENPP partners provide effective
    resources and support to help veterans and transitioning service
    members navigate transition; however, without compensation to referral
    partners and evaluation of program outcomes, the longevity and impact
    of ENPP is at risk.
        Thank you for the opportunity to contribute to this important
    discussion. Hire Heroes USA looks forward to working with the
    government to improve services and outcomes for all who have served our
    country.

    Prepared Statement of Veterans Association of Real Estate Professionals

        Chairman, Ranking Member, and Members of the Committee:

        On behalf of the Veterans Association of Real Estate Professionals
    (VAREP), we appreciate the opportunity to submit this Statement for the
    Record on H.R. 1814 and its impact on veteran homeownership and
    foreclosure prevention. As the only HUD-approved Veteran Service
    Organization (VSO) dedicated to housing and financial stability, VAREP
    supports stronger foreclosure prevention measures, including HUD-
    approved counseling, a Partial Claim Program, and structured borrower
    engagement--initiatives that align with industry leaders such as the
    Mortgage Bankers Association and Freedom Mortgage.

    Support and Enhancing H.R. 1814 to Better Serve Veterans

        While H.R. 1814 is a positive step forward, additional provisions
    would strengthen its impact and ensure more effective foreclosure
    prevention:

          Require servicers to refer delinquent VA borrowers to
    HUD-approved housing counselors by the 31st day of missed payment to
    prevent further hardship.

          Implement structured action plans that help struggling
    borrowers actively resolve delinquencies with professional support.

          Enhance coordination between the VA and HUD-approved
    housing counselors to align foreclosure prevention strategies with
    veterans' financial realities.

          Establish third-party VSO representation for VA loan
    default cases to provide case management and borrower advocacy.

    The Absence of VSO Advocacy for Veteran Borrowers

        At the March 11, 2025, Subcommittee on Economic Opportunity
    Hearing, no Veteran Service Organizations (VSOs) addressed H.R. 1814,
    VA loan defaults, or foreclosure prevention. Similarly, at the March 4,
    2025, Joint House and Senate VSO Hearing, multiple VSOs testified, yet
    none focused on veteran financial security, home retention, or loss
    mitigation.
        Unlike VA healthcare and benefits claims, where VSOs play a
    critical advocacy role, veterans facing foreclosure have no dedicated
    representation. This gap leaves them vulnerable to financial
    uncertainty, predatory servicing practices, and unnecessary
    foreclosures.

    Closing the Advocacy Gap: A HUD-Certified VSO for Veteran Borrowers

        To address this critical issue, VAREP urges the Committee to
    establish a federally chartered, HUD-certified VSO dedicated to veteran
    housing stability, foreclosure prevention, and financial security.

          Purpose--Serve as the official advocate and resource for
    veterans struggling with mortgage challenges.

          Responsibilities--

              Provide direct financial counseling and foreclosure
            prevention assistance.

              Act as a liaison between VA, servicers, and veteran
            borrowers to ensure fair servicing practices.

              Monitor and report servicer performance to Congress
            for greater oversight and accountability.

              Ensure veteran borrowers have a permanent voice in
            legislative discussions impacting VA housing policies.

        By integrating these crucial improvements, H.R. 1814 can deliver
    real, lasting solutions for veteran homeowners at risk of foreclosure.

                   Prepared Statement of The American Legion

        Chairman Van Orden, Ranking Member Pappas, and distinguished
    members of this subcommittee, on behalf of National Commander Jim
    LaCoursiere Jr., and more than 1.6 million dues-paying members of The
    American Legion, we thank you for the opportunity to offer our
    statement for the record on the Transition Assistance Program (TAP).
    The American Legion is guided by active Legionnaires who dedicate their
    time and resources to serve veterans, service members, their families,
    and caregivers. As a resolutions-based organization, our positions are
    directed by more than 106 years of advocacy and resolutions that
    originate at the post level of our organization. Every time The
    American Legion testifies, we offer a direct voice from the veteran
    community to Congress.
        Through its founding principles, The American Legion offers a
    unique perspective on this issue--especially as TAP straddles both the
    service member and veteran community. As Congress knows, the TAP is
    critical to ensuring that those leaving the military have the proper
    tools and resources to transition back into civilian life. Military
    Commanders are responsible for a full range of tasks that are paramount
    to the success of units across the globe. Unfortunately, operational
    requirements frequently overshadow a service members' transition needs
    as they enter their final phase of military service.
        As our Nation's technology capabilities and data collection
    improves, it is imperative that the TAP program is continuously
    modernized and streamlined. Transition is not a one-size-fits-all
    journey. Addressing the innumerable needs of transitioning service
    members requires the program to impart all available information to
    them ahead of their unique journey. Additionally, the experience and
    requirements for active-duty service members are vastly different than
    those in the National Guard or the Military Reserves. The American
    Legion believes that TAP must meet service members and their families
    where they are to provide the most effective information for their
    unique needs, which will require change.
        To ensure the success of our service members transitioning back to
    civilian life, TAP must continue to improve to better serve those who
    are embarking on this major life shift. As The American Legion is a
    resolution-based organization, the following resolutions support and
    inform the recommendations below: Resolution No. 100: Accountability of
    the Department of Defense's Transition Assistance Program (TAP),\1\
    Resolution No. 13: Transition Assistance Program App,\2\ and Resolution
    No. 81: Transition Assistance Program Employment Workshops for National
    Guard and Reserve Members.\3\ The American Legion looks forward to
    continuing to work on improvements with both the veterans and armed
    services committees.
    ---------------------------------------------------------------------------
        \1\ ``Resolution No. 100: Accountability of the Department of
    Defense's Transition Assistance Program (TAP).'' Resolution No. 100:
    Accountability of the Department of Defense's Transition Assistance
    Program (TAP) - Digital Archive, n.d. https://archive.legion.org/node/
    586.
        \2\ ``Resolution No. 13: Transition Assistance Program App.''
    Resolution No. 13: Transition Assistance Program App - Digital Archive,
    n.d. https://archive.legion.org/node/15147.
        \3\ ``Resolution No. 81: Transition Assistance Program Employment
    Workshops for National Guard and Reserve Members.'' Resolution No. 81:
    Transition Assistance Program Employment Workshops for National Guard
    and Reserve Members - Digital Archive, n.d. https://archive.legion.org/
    node/328.
    ---------------------------------------------------------------------------

                               Background on TAP

        According to the congressional Research Service, the U.S.
    Department of Defense (DOD) estimates that more than 200,000 service
    members (both the active and reserve component) transition to civilian
    life each year--joining the more than 18 million veterans
    nationwide.\4\ This transition to civilian life is not the first major
    life transition that the service member has faced, but for many it can
    be the most difficult. Often, a service member's transition is filled
    with financial instability, lack or loss of purpose, food insecurity,
    familial and marital hardship, all while struggling to navigate the
    Veterans Health Administration (VHA) and the Veterans Benefits
    Administration (VBA).
    ---------------------------------------------------------------------------
        \4\ Military transition assistance program (TAP): Background and
    issues for Congress - Congress.gov - library of Congress, n.d. https://
    www.Congress.gov/crs-product/R48114.
    ---------------------------------------------------------------------------
        TAP was established through the Fiscal Year (FY) 1991 National
    Defense Authorization Act (NDAA). At its inception, TAP was designed to
    be a cooperative Federal interagency effort led by the DOD, the
    Department of Veterans Affairs (VA), the Department of Labor (DOL), The
    Department of Education, the Department of Homeland Security, and the
    Office of Personnel Management to provide assistance, resources, and
    training to retiring or separating active duty service members,
    National Guard and Reserve members, and their spouses.\5\ TAP is
    governed by both the Deputy Secretary of Veterans Affairs and the Under
    Secretary of Defense for Personnel and Readiness who co-chair the
    Department of Veterans Affairs-Department of Defense Joint Executive
    Committee (JEC). The JEC oversees the Transition Assistance Program
    Executive Council (TAP-EC), which is responsible for the oversight of
    the TAP course curriculum, performance management, communication,
    supportive services, and data sharing with input from various working
    groups.
    ---------------------------------------------------------------------------
        \5\ Text--H.R. 4739--101st Congress (1989-1990): National Defense
    Authorization Act for Fiscal Year 1991 - Congress.gov - library of
    Congress, n.d. https://www.Congress.gov/bill/101st-congress/house-bill/
    4739/text.
    ---------------------------------------------------------------------------
        The most significant recent changes to the TAP took place in the
    Fiscal Year 2019 NDAA with the requirement that service members need to
    begin the TAP curriculum no later than 365 days before their
    anticipated separation or release from active duty, or 24 months prior
    to their retirement date.\6\ The updated program was comprised of the
    following mandatory days of instruction: DOD Transition Day, VA
    Benefits and Services Day, and the DOL Employment Fundamentals Day.
    Once these 3 days are completed, service members are then required to
    complete the final 2 days known as career tracks, covering
    entrepreneurship, employment, educational, and vocational pathways. The
    Fiscal Year 2019 NDAA also required inclusion of immigration status on
    pre-separation checklists, and authorized Federal agency participation
    in Skillbridge, a program later codified in the Fiscal Year 2023 NDAA.
    The TAP's most recent updates came from the Fiscal Year 2024 NDAA in
    which the counseling pathways and requirements for the Skillbridge
    program were amended.\7\
    ---------------------------------------------------------------------------
        \6\ Text--H.R. 5515--115th Congress (2017-2018): An Act to
    authorize appropriations for Fiscal Year 2019 for military activities
    of the Department of Defense, for military construction, and for
    defense activities of the Department of Energy, to prescribe military
    personnel strengths for such fiscal year, and for other purposes -
    Congress.gov - library of Congress, n.d. https://www.Congress.gov/bill/
    115th-congress/house-bill/5515/text.
        \7\ Military transition assistance program (TAP): Background and
    issues for Congress - Congress.gov - library of Congress, n.d. https://
    www.Congress.gov/crs-product/R48114.
    ---------------------------------------------------------------------------
        Service members are assigned to one of three tiers based on their
    preparedness level for transition as identified in their pre-TAP
    counseling. Factors for the tiers include rank, time in service,
    disability, health, military occupational specialty, and previous
    employment history. Service members who are placed in tier one requires
    minimal support and only need to attend the first 3 days of TAP. Those
    placed in tier two are also only required to take the first 3 days of
    TAP but are encouraged to participate in the career track portion.
    However, service members assigned to tier three are required to
    complete the TAP curriculum in full. Following the completion of the
    required curriculum, all service members must complete the Capstone
    certification showing that they have a verified individual transition
    plan approved by the commander at least 90 days prior to separation.

                  Force Readiness and Accessibility Challenges

        The American Legion holds a unique position and perspective, in
    that our advocacy is not simply rooted in veterans' issues. As an
    organization, we advocate for our veterans, service members, their
    families, America's youth, and on occasion, the general public. Because
    of our position and perspective, we understand that the highest
    priority for the DOD is to ensure our country's security needs are met,
    but without proper recruiting and retention within the department,
    security needs cannot be accomplished. Additionally, to ensure DOD can
    accomplish its mission, military leaders must ensure that service
    members return to society as successful citizens. To achieve this,
    service members must be permitted to complete the necessary TAP
    training activities to be best prepared for their transition back to
    the civilian world. Frequently, force readiness requirements create
    competing priorities for commanders, leading to service members being
    prevented from completing the entire TAP program. Lack of participation
    in TAP leads to an ill-prepared veteran and future challenges.
        In December 2022, the U.S. Government Accountability Office (GAO)
    released a report on TAP that found 22 percent of service members in
    tier three did not attend or did not complete the required 2-day career
    track portion of the curriculum. Further, GAO found that 70 percent of
    servicemembers failed to meet the statutory requirement to initiate TAP
    counseling at least 1 year in advance of separation. GAO brought forth
    recommendations for the DOD to remediate the identified
    deficiencies.\8\ However, GAO has not determined if DOD implemented
    said recommendations, nor have they been able to measure the
    recommendation's impact. By delaying TAP participation, the window in
    which service members have to participate in or learn about post-
    service programs, apply for earned benefits, or prepare for their
    transition properly is drastically reduced. Systemic delays must be
    remedied to ensure service members thrive rather than struggle in life
    post military service.
    ---------------------------------------------------------------------------
        \8\ Office, U.S. Government Accountability. ``Servicemembers
    Transitioning to Civilian Life: DOD Could Enhance the Transition
    Assistance Program by Better Leveraging Performance Information.''
    Servicemembers Transitioning to Civilian Life: DOD Could Enhance the
    Transition Assistance Program by Better Leveraging Performance
    Information - U.S. GAO, November 9, 2023. https://www.gao.gov/products/
    gao-23-106793.
    ---------------------------------------------------------------------------
        The American Legion believes that as long as a service member is
    operationally ready in their primary occupational specialty or who is
    deployed or on temporary duty during the transition phase, the
    challenges GAO noted will not be resolved. If service members are not
    in an operationally ready status during their transition phase,
    participation and compliance in the TAP as codified in law can be
    ensured. Similarly, participation in the Skillbridge program is less
    likely as service members must remain operationally ready and employed
    in their primary duties. Far too often, we have heard from veterans
    that they simply could not participate or plan for life after service
    because they were needed for training, field operations, exercises, or
    because they were deployed until weeks or months prior to the end of
    their service. With these factors in mind, military leaders must ensure
    that service members have all the training they need before deployments
    that are close to the end of a service member's career. Veterans who
    experience a turbulent transition will surely influence how friends,
    family, and siblings view service in the military. The American Legion
    supports legislation that would identify service members who express an
    intent to complete their current contract and separate from the
    military. Once said service member has been identified, they will only
    report to their respective command to ensure that military operations
    do not interfere with the transition process.

                      TAP Modernization Through Technology

        Beyond the TAP curriculum, there are a wide array of resources
    available to separating service members and veterans, but the most
    common hurdle lies in finding resources that are reliable. The VA
    currently offers Military Life Cycle (MLC) modules that centralize
    reliable information for separating service members and their families.
    The MLC's robust modules, which consist of 14 distinct sessions,
    address a wide range of topics in-depth, including VA Education
    Benefits, the VA Home Loan Guaranty Program, Community Integration
    Resources, and other critical areas that support service members'
    transition from military to civilian life.\9\ The modules are offered
    in-person or online--allowing users to access information at their own
    pace.
    ---------------------------------------------------------------------------
        \9\ ``TAP ONLINE COURSES.'' Tapevents.mil, n.d. https://
    tapevents.mil/courses.
    ---------------------------------------------------------------------------
        The MLC module's structure, while currently underutilized, appears
    to be the most promising approach in reaching a wider audience in a
    faster and more efficient manner. MLC modules offer a promising model
    for government agencies involved in military transition to promote
    easily accessible micro-learning opportunities and increase awareness
    of benefits long before military separation. Simply creating
    educational content is insufficient if the intended recipients are not
    fully aware of its availability or relevance to their needs.
        With the ever-evolving landscape of media and artificial
    intelligence, Congress should take advantage of emerging technologies
    to make TAP more accessible. The American Legion believes that the
    creation of a mobile application would serve as a powerful alternative
    to existing virtual offerings--providing servicemembers with an
    extensive toolkit of on demand, easily accessible, transition-related
    content. By making TAP resources available on smartphones and tablets,
    the application would enable the military-connected community to access
    critical information any time and place, facilitating consistent
    engagement with the material. Moreover, the application would offer
    personalized features, allowing users to tailor their career and
    transition plans to their unique circumstances--ensuring the
    information they receive is relevant to their specific needs. Finally,
    the application would ideally incorporate offline capabilities so that
    personnel deployed in remote or low-connectivity areas could still
    access essential resources without interruption.
        The American Legion cautions that the development of such an
    application must be done thoughtfully, ensuring it is user-friendly,
    effective, and accessible. The application should not be rushed into
    design but rather implemented with careful consideration of the diverse
    needs of servicemembers, veterans, and their families. Last, it is
    critical that interagency partners, community resource groups, and
    veterans service organizations, such as The American Legion, be
    actively involved in the design process to provide feedback and suggest
    potential improvements to ensure that the final product meets the needs
    of its users and maximizes its impact on transition readiness.

      Establishing Separate Pathways for Active Duty, National Guard, and
                                    Reserve

        Currently the benefits earned for military service to this country
    are varied based on the component in which an individual served. The
    requirements and ability to use the Post 9/11 GI Bill differ based on
    whether the service member was active duty, National Guard, or Reserve.
    Additionally, the transition process for active-duty service members is
    different than those in the Guard and Reserves.
        In 2023, GAO identified that information disseminated through TAP
    was applicable for active duty members but not the National Guard and
    Reserves--leading to numerous TAP managers and counselors raising
    concerns regarding how the program meets their unique needs.\10\
    Because of the identified gap, there is a need for an alternative
    pathway for National Guard and Reserve service members to complete TAP
    so that they have the best information possible when pursuing their
    transition back to civilian life.
    ---------------------------------------------------------------------------
        \10\ Office, U.S. Government Accountability. ``Servicemembers
    Transitioning to Civilian Life: DOD Could Enhance the Transition
    Assistance Program by Better Leveraging Performance Information.''
    Servicemembers Transitioning to Civilian Life: DOD Could Enhance the
    Transition Assistance Program by Better Leveraging Performance
    Information - U.S. GAO, November 9, 2023. https://www.gao.gov/products/
    gao-23-106793.
    ---------------------------------------------------------------------------
        Challenges faced by National Guard and Reserve component service
    members do not mirror those faced by active-duty service members.
    Members who serve in the National Guard or Reserves have a civilian
    profession and have utilized the Uniformed Services Employment and
    Reemployment Rights Act while activated, therefore not requiring as
    much in-depth training on seeking employment. Occasionally, some
    service members need additional services to enter a new occupation due
    to injuries sustained while activated. Within the National Guard and
    Reserve pathway, the objective is to clarify which VHA, VBA, and
    retirement benefits are available to the National Guard and Reserves in
    comparison to their active-duty counterparts.
        The unique experience of being deployed 1 day and then returning to
    a civilian job the next is a transition that needs to be facilitated
    with resources and a potential warm handoff to one or multiple Federal
    agencies, which will assist in the process of assimilating back into
    the general public. Recently, there has been a wave of confusion
    regarding the benefits available to service members who are activated
    under Title 32 versus Title 10 orders. The American Legion has
    previously supported legislation that would improve TAP by specifically
    tailoring the program for National Guard and Reserve members, such as
    The Improving TAP for Guard and Reserve Servicemembers Act.\11\ The
    modification of the TAP program through this bill would ensure all
    service members, regardless of component, receive quality and
    informative transitional assistance.
    ---------------------------------------------------------------------------
        \11\ H.R. 8336--118th Congress (2023-2024): To amend title 10,
    United s Code, to establish a counseling pathway in the Transition
    Assistance Program for members of the reserve components of the Armed
    Forces., n.d. https://www.Congress.gov/bill/118th-congress/house-bill/
    10545/text.
    ---------------------------------------------------------------------------

                                   Conclusion

        Chairman Van Orden, Ranking Member Pappas, and distinguished
    members of the subcommittee, The American Legion thanks you for your
    leadership and for allowing us the opportunity to provide our insight
    on the Transition Assistance Program.
        The American Legion stands ready to work with the subcommittee on
    changes as they develop, and we look forward to sharing the feedback we
    receive from our membership. For 106 years, The American Legion has
    never shied away from the responsibility of being a voice for veterans,
    and we will not start now.
        Questions concerning this testimony can be directed to Eric C.
    Johnson, Legislative Associate, at ejohnson@legion.org.

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