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DEPARTMENT OF THE AIR FORCE Career Field Education and Training Plan 38FX
Headquarters United States Air Force Parts I and II
Washington DC 20330-1030 10 Apr 18
AIR FORCE SPECIALTY CODE
38FX
FORCE SUPPORT
OFFICER
CAREER FIELD EDUCATION AND TRAINING PLAN
ACCESSIBILITY: Publications and forms are available on the e-publishing website at
www.e-publishing.af.mil for downloading or ordering.
RELEASABILITY: There are no releasability restrictions on this publication.
Office of Primary Responsibility: AF/A1XO
Certified by: Col Scott Arcuri (AF/A1XO)
Supersedes Career Field Education and Training Plan 38PX, 16 December 2016
Pages: 65
2
SUMMARY OF CHANGES
Major changes to this plan include:
(1) Updates Air Force Specialty Code from 38P to 38F
(2) Updates the following 38F leadership development courses:
a. Basic Personnel Officer Course name change to Initial Force Support Officers Course; length change
from 406 hours to 326 hours beginning 17 April 18
b. Intermediate Personnel Officer Course change to Basic Force Support Staff Officer Course
c. Advanced Personnel Officer Course change to Advanced Force Support Staff Officer Course
(3) Deletes Force Support Professional Development School’s Equal Opportunity Leadership Course and
replaces with Defense Equal Opportunity Management Institute’s Equal Opportunity Advisor Course
(4) Updates the distance learning Force Support Deputy/Operations Officer Course to the in-residence
Force Support Operational Leadership Course to include Force Support Squadron Superintendents
(5) Adds the 335th Training Squadron’s Manpower Apprentice Course for select accessions going into
Major Command manpower positions
(6) Adds Force Support Silver Flag Readiness Training and description
(7) Updates Human Capital Lifecycle nomenclature to Talent Management Life Cycle
(8) Changes recommendation to keep officers in assigned duties for 12-24 months vice 12-18 months
to develop breadth in first four years
(9) Updates time requirement for experience and follow-on unit training completion from 24 months to
36 months for Air Force Reserve officers in order to receive 3 skill level
(10) Updates 38F continuum of learning to include Manpower Apprentice Course, Defense Equal
Opportunity Management Institute, and other course names
(11) Updates 38F experience pyramid to include Manpower Flight Commander (Lieutenant) and
Headquarters Air Force/Major Command/Numbered Air Force/Forward Operating Agency Deputy
Division Chief positions (Lieutenant Colonel)
(12) Adds Postal requirement to initial skills course training standard and follow-on unit training
(13) Refines Air Force Reserve and Air National Guard follow-on unit training requirements
3
CAREER FIELD EDUCATION AND TRAINING PLAN
FORCE SUPPORT SPECIALTY
AIR FORCE SPECIALTY CODE 38FX
Table of Contents
Force Support Officer Badge Heraldry ......................................................................................................... 4
PART I .......................................................................................................................................................... 5
Preface ...................................................................................................................................................... 5
Terms Explained ....................................................................................................................................... 6
Section A – General Information .............................................................................................................. 8
1. Purpose ............................................................................................................................................ 8
2. Use ................................................................................................................................................... 8
3. Coordination and Approval ............................................................................................................. 8
Section B – Force Support Enduring Principles. ....................................................................................... 8
1. Introduction to Force Support Enduring Principles......................................................................... 8
2. Combat Support Doctrine .............................................................................................................. 10
3. Force Support Capabilities ............................................................................................................ 11
4. Force Support Critical Knowledge, Skills, and Abilities .............................................................. 16
Section C – 38F Development................................................................................................................. 22
1. Continuum of Learning ................................................................................................................. 22
2. Force Support Education ............................................................................................................... 23
3. Force Support Training.................................................................................................................. 28
4. 38F Education and Training Roadmap .......................................................................................... 29
5. Force Support Experience ............................................................................................................. 30
6. 38F Experience Pyramid................................................................................................................ 31
Section D – Proficiency Training and Experience Requirements ............................................................ 33
1. Purpose .......................................................................................................................................... 33
2. Qualified Level (38F3) .................................................................................................................. 33
3. Staff Level (38F4) ......................................................................................................................... 33
PART II ....................................................................................................................................................... 34
Section A – Initial Force Support Officer Course Training Standard ..................................................... 34
1. Task, Knowledge and Proficiency Level Requirements ................................................................ 34
Section B – Follow-On Unit Training ..................................................................................................... 39
1. Purpose .......................................................................................................................................... 39
2. 38F Follow-On Unit Training Requirements ................................................................................ 40
ANNEX A – Follow-On Unit Training Development Guide ..................................................................... 48
4
Force Support Officer Badge Heraldry
The globe represents the worldwide scope of operations and the divergent groups of customers
supported. The delta/vector across the globe portrays the linkage of support throughout the world.
The flame represents excellence and captures the attributes of strength, vigilance, spirit, and
camaraderie.
In accordance with Air Force Instruction 36-2903, Dress and Personal Appearance of Air Force
Personnel, the Force Support badge is awarded as follows:
Officers: Wear the basic badge after graduating from Initial Force Support Officer Course (or after
attaining a fully qualified 38F Air Force Specialty Code after receiving a technical school waiver
from the Career Field Manager). Wear the senior badge after 7 years in the specialty and certified
completion of all 38F3 upgrade requirements. Wear the master badge after 15 years in the
specialty.
5
AIR FORCE SPECIALTY CODE: 38F, FORCE SUPPORT
OFFICER CAREER FIELD EDUCATION AND TRAINING PLAN
PART I
Preface.
1. This officer Career Field Education and Training Plan is a comprehensive document that
identifies life cycle development requirements and support resources. It will provide a clear
development pathway to instill rigor in all aspects of 38F education and training.
2. This plan consists of two parts and an annex. It has been created to help officers, supervisors,
and commanders to plan, manage, and encourage 38F education and training.
2.1. Part I includes the following: Section A explains how to use this plan. Section B explains
Force Support enduring principles, combat support doctrine, Force Support capabilities and critical
knowledge, skills and abilities. Section C contains the continuum of learning, Force Support
education, Force Support training, 38F Officer Education and Training Roadmap, Force Support
experience, and the 38F Experience Pyramid. Section D details proficiency training and experience
requirements.
2.2. Part II provides guidance to supervisors and commanders to identify, plan, and conduct
training at their organizations commensurate with the overall goals of this plan. It includes the
following: Section A provides training objectives for the Initial Force Support Officer Course.
Section B lists required follow-on unit training requirements and a supplemental annex for follow-
on unit training tasks. A copy of Part II will be maintained by the Career Field Management and
Readiness Division (AF/A1XO) and the 335th Training Squadron.
3. The following guidance in this plan will ensure individuals in the 38F specialty receive
effective education, training, and experience at appropriate points in their career. This plan will
enable those in the Force Support career field to train today’s 38Fs for tomorrow’s changing
demands.
6
Terms Explained.
Advanced Academic Degree. A graduate (masters or doctorate) degree that may aid a 38F to carry out
their duties and responsibilities.
Advanced Force Support Staff Officer Course. An in-residence course offered to 38F post-
command Majors and Lt Cols with a total federal commissioned service date of 14 to 18 years (or
appropriated fund civilians in an equivalent grade) who are either projected to an assignment or in their
first 6 months of an assignment to a leadership position within a higher headquarters staff.
Air Force Specialty Code. A combination of numbers and alpha characters used to identify an Air
Force Specialty. Officer Air Force Specialty Codes consist of four characters. Alpha prefixes or
suffixes are used with the numerical codes when more specific identification of position requirements
and individual qualifications is necessary.
American Hotel & Lodging Educational Institute. Professional hospitality certifications available
for Food Operations and Lodging Operations professionals.
Initial Force Support Officer Course. The initial skills course that is required for award of the entry
skill level 38F1.
Basic Force Support Staff Officer Course. An in-residence course offered to 38F Captains and pre-
command Majors with a total federal commissioned service date of 4 to 12 years (or appropriated fund
civilians in an equivalent grade) who are either projected to an assignment or in their first 6 months of
an assignment as an action officer/staff officer at a higher headquarters staff.
Career Field Education and Training Plan. A comprehensive document that identifies life cycle
development requirements and support resources.
Career Field Manager. Each officer career field has an appointed career field manager. The 38F
Career Field Manager is appointed by Deputy Chief of Staff, Manpower, Personnel and Services
(AF/A1) to ensure all 38Fs have the education, training and experience to support mission
requirements.
Deliberate and Crisis Action Planning and Execution Segments. The standard AF automated data
processing system designed to communicate operations plan requirements and resource monitoring
capability to minimize unnecessary movement of personnel and equipment into a theater of operations
during execution.
Intermediate Developmental Education. Specific educational opportunities including (but not
limited to) Air Command and Staff College, Army Command and General Staff College, College of
Naval Command and Staff, Marine Corps Command and Staff College, United Stated Air Force
Academy Air Officers Commanding Master’s Program, and other identified advanced academic degree
programs.
Knowledge, Skills, and Abilities. Knowledge is defined as a cognizance of facts, truths, and principles.
A skill is a developed proficiency or dexterity in mental operations or physical processes that is often
acquired through specialized education and training. Ability is the power or aptitude to perform physical
or mental activities that are often affiliated with a particular profession. There are eight critical
knowledge, skills, and abilities that are essential to the delivery of Force Support capabilities across the
Force Support enterprise. These include Advisor Skills, Analysis/Continuous Process Improvement,
7
Creative Thinking, Critical Thinking, Customer Service, Future Thinking, Performance Measurement
and Project Management.
Non-appropriated Funds. A classification of government funds that are separate and apart from funds
that are recorded by the United States Treasury. They are not appropriated by the Congress. Non-
appropriated funds come primarily from the sale of goods and services to Department of Defense
military and civilian personnel and their families. They are typically used to provide morale-building
welfare, educational, and recreational programs and are designed to improve the well-being of military
and civilian personnel and their dependents.
On-the-Job Training. A delivery method used to certify personnel in both upgrade (skill-level award)
and job qualification (duty position certification) training. It is hands-on, over-the-shoulder training
conducted at the duty location.
Personnel in Support of Contingency Operations. Team of personnel that supports the Combatant
Commander by providing force accountability, casualty reporting, and sustainment functions to assist in
managing the deployed force.
Primary Developmental Education. Officers in the grade of O-3 with at least 4 but no more than 7
years total federal commissioned service at class start may attend in-residence Squadron Officer School
at Maxwell Air Force Base, AL.
Resource Constraints. Resource deficiencies such as money, facilities, time, manpower, and
equipment that preclude desired education and training from being delivered.
Senior Developmental Education. Specific educational opportunities to include (but not limited to)
Air War College, National War College, Dwight D. Eisenhower School for National Security and
Resource Strategy, Army War College, and Naval War College.
Society for Human Resource Management. A professional human resources society focused on
promoting key human resource competencies.
8
Section A – General Information
1. Purpose. The 38F Career Field Education and Training Plan provides a development strategy for the
Career Field Manager, commanders, training managers, supervisors, and trainers to plan, develop,
manage, and conduct 38F education and training. The outcome of this development strategy is to
produce 38F leaders capable of delivering Force Support capabilities across the AF enterprise and Joint
environment at the tactical, operational, and strategic levels. In sum, this plan outlines the purposeful
execution of education, training, and experience opportunities to ensure successful development of 38Fs
into strategic leaders of human capital assets.
1.1. Commanders and supervisors must take an active role in an officer’s professional development by
providing mentoring and career planning. Officers should review career goals with their commander
and supervisor or senior 38F during frequent mentoring sessions and performance feedback sessions.
They should discuss career development and progression using the 38F Officer Education and Training
Roadmap in Figure F on page 30 and the 38F Experience Pyramid in Figure G on page 32.
2. Use. All 38Fs will complete the leadership, foundational, and specialized education and training
requirements in their appropriate stage of development or assignment as specified in this plan.
3. Coordination and Approval. The Deputy Chief of Staff, Manpower, Personnel and Services is the
approval authority for this plan. The Director, Force Support Professional Development School, Ira C.
Eaker Center for Professional Development, Maxwell Air Force Base, AL, and the Commander, 335th
Training Squadron, Keesler Air Force Base, MS, will identify and coordinate on the career field
education and training requirements. The 38F Career Field Manager will initiate reviews of this
document to ensure currency and accuracy.
Section B – Force Support Enduring Principles
For 38Fs to develop appropriately, they must understand the Talent Management Life Cycle; Combat
Support Core Processes and Combat Support Capabilities; Force Support Capabilities; and Force
Support Knowledge, Skills, and Abilities.
1. Introduction to Force Support Enduring Principles. Force Support shapes the manner in which
Airmen are postured, employed, sustained, and recovered in order to support the Air Force’s mission.
It defines requirements, acquires and develops specific skills, postures them into an organizational and
individual utilization strategy, sustains them for combat operations, and finally transitions them back to
home station operations. Force Support provides unique capabilities for Combat Support. Force
Support is, by design, not self-sustaining; it depends upon other Combat Support Capabilities for
security, health, and infrastructure support. Force Support is an integral part of the structure employed
to open, establish, and operate air bases worldwide and subsequently redeploy forces to their home
installations. It is an enabler by delivering agile, responsive, and efficient approaches to deliver combat
Airmen to any theater or environment. In order to accomplish this mission set effectively, 38Fs must
understand the Talent Management Life Cycle and Force Support Capabilities.
1.1. Talent Management Life Cycle. The Talent Management Life Cycle is the way Force Support
plans, acquires, develops and utilizes, compensates, retains, and delivers Airman capability to the Total
Force and transitions Airmen from the Force (see Figure A). Different versions of this life cycle have
appeared in many forms over the years. All aspects of this life cycle are interdependent, each
influencing the other in some way. Capable Airmen do not just happen: they are the end result of this
9
complex and purposeful
process that accounts for
our human resources from
the time they are recruited
to the time they separate or
retire. This life cycle
provides capable Airmen
to the warfighter who
globally project airpower.
It first appeared in the
1960s and again in detail
within USAF Personnel
Plan 1, 1978.
1.1.1. Talent Planning. The life cycle begins by determining and defining what the force requirements
are in terms of abilities and skill sets for the Air Force. This involves thorough identification of the
current state of our workforce, what gaps exist within that workforce, and future force requirements.
This examination is the foundation in determining the needs for balancing and shaping the force to meet
current and future demands.
1.1.2. Talent Acquisition. As the Air Force evolves, changes in requirements create inventory
imbalances in affected career fields. The Air Force has a variety of tools available to correct these
imbalances and shape the force as necessary. These tools include recruiting, enlisting, commissioning,
hiring, retaining, formal cross-flow programs, reclassifying, etc. Together, these programs help address
career field manning imbalances with institutionalized methodologies to shape the officer, enlisted and
civilian force within authorized, funded end-strength. Additionally, Airmen are provided the initial
skills and level of competence to be productive and then continuously trained and developed throughout
their careers.
1.1.3. Talent Development and Utilization. As Airmen progress, emphasis is placed on enhancing
capabilities through numerous educational and training opportunities. This is where deliberate
development shapes Airmen through a continuous learning environment to prepare them to be effective
leaders and followers. It uses a combination of developmental education, skills training, and work
experiences to mold Airmen into dynamic contributors in any environment or battlefront.
1.1.4. Talent Compensation and Retention. Force Support provides continued efforts to meet the
psychosocial, physical, and economic needs of Air Force personnel and their dependents. Functions in
this phase include (but are not limited to) feeding, sheltering, evaluating, promoting, regenerating,
compensating, recognizing, and motivating.
1.1.5. Talent Transition. Force Support provides programs to assist Airmen in transition, whether
separating or retiring.
1.1.6. Deliver. Force Support effectively classifies Airmen and assigns them to organizations where
their skills are utilized to deliver unrivaled airpower to meet strategic demands.
1.1.7. Airman Capability. This life cycle produces an Airman capable of supporting our national
security objectives. This is where Force Support operates and applies its capabilities to provide (in
expeditionary and peacetime environments) combat Airmen for Air Force and Joint Force missions.
Figure A. Talent Management Life Cycle
10
2. Combat Support (CS) Doctrine. In order to understand how Force Support capabilities support the
Air Force mission, it is critical to grasp where they fit into the Combat Support construct at Figure B.
Combat Support includes Core Effects, Core Processes, and Core Capabilities, described in detail in Air
Force Doctrine, Annex 4-0, Combat Support at http://www.doctrine.af.mil/Doctrine-Annexes/Annex-4-
0-Combat-Support/.
2.1. Combat Support Core Effects. Combat Support Core Effects are the products provided to a
Commander, Air Force Forces, as outcomes of the Combat Support Core Processes. The six Combat
Support Core Effects are: Readied Forces, Prepared Operational Environment, Positioned Forces,
Employed Forces, Sustained Forces, and Reconstituted Forces.
2.2. Combat Support Core Processes. These processes are the standardized, overarching macro
procedures using core capabilities to produce Combat Support Core Effects. These macro procedures
are the primary means of arranging Combat Support practices due to their cyclical nature. The six
Combat Support Core Processes are: Readying the Force, Preparing the Operational Environment,
Positioning the Force, Employing the Force, Sustaining and Recovering the Force, and Reconstituting
the Force.
2.3. Combat Support Core Capabilities. These include Field Forces, Base Forces, Posture
Responsive Forces, Protect Forces, Generate the Mission, Support the Mission/Forces/Infrastructure,
and Sustain the Mission/Forces/Infrastructure. Each Force Support Capability directly supports one or
more Combat Support Core Capabilities.
2.3.1. Combat Support Capabilities result from the proper employment and integration of all functional
communities within the Combat Support construct. As part of this interdependent construct, Force
CORE EFFECTS
CORE
PROCESSES
CORE
CAPABILITIES
A Readied Force An Employed Force
A Prepared Operational A Sustained Force
Environment A Reconstituted Force
A Positioned Force
Readying the Force Employing the Force
Preparing the Sustaining and
Operational Recovering the Force
Environment
Reconstituting the Force Positioning the Force
Protect Forces Field Forces
Generate the Mission Base Forces
Support the Mission,
Posture Responsive Forces, and Infrastructure
Forces Sustain the Mission,
Forces, and Infrastructure
Figure B. Combat Support Construct
11
Support contributes to executing Combat Support processes and capabilities by delivering numerous
roles within the Combat Support construct (see Air Force Doctrine Annex 4-0, Combat Support,
Appendix: Functional Communities).
3. Force Support Capabilities. 38Fs must be deliberately developed to apply their skills in an
operational environment and articulate, in operational terms, how Force Support Capabilities drive
readiness, impact Combat Support, and affect the Air Force mission. Understanding the following list
of capabilities along with their master processes and effects is the first step in 38F development. Force
Support has separate and distinct capabilities in order to accomplish the roles that enable Combat
Support to deliver its total capabilities. Each capability is delivered through activities, programs or
both to achieve the desired effect. Some activities or programs may support more than one capability.
There are a total of 17 total Force Support Capabilities. Two capabilities (3.1 and 3.2) produce effects
within the Air Force enterprise as a whole on the macro level. The remaining 15 capabilities produce
operational and tactical effects.
3.1. Shaping and Balancing the Force. Shaping
and balancing the force is accomplished by
analyzing the needs of the Air Force, providing the
necessary capabilities, and retaining or transitioning
Airmen according to the needs of the Air Force.
Leveraging technology and other innovations are
necessary to support our evolving human resource
management, compensation, and total force policies.
Properly executing this capability keeps the human
capital requirement at the appropriate strength to
accomplish the AF’s current and future missions. It
includes recruiting, retraining, reorganizing, and force shaping/sizing activities to place the right
amount of combat Airmen where they are needed. The right balance of these activities must be
properly applied in the Regular Air Force, Air National Guard, and the Air Force Reserve as particular
needs may vary. Master processes and combat effects of shaping and balancing the force are listed in
Figure C.1. Combat Support Capabilities supported are: Field Forces; Base Forces; and Support the
Mission, Forces, and Infrastructure.
3.2. Force Development. “Force development is a
deliberate process of preparing Airmen through the
continuum of learning with the required
competencies to meet the challenges of the 21st
Century” (Air Force Doctrine, Annex 1-1, Force
Development). Force development is both an
individual and institutional responsibility. The
force development continuum focuses on
developing Airmen to thoroughly understand the Air
Force mission, organization, and doctrine. It
consists of three principle areas (training, education,
and experience). Force development works to foster critical thinking, encourage exploration, and
creative problem-solving. This capability provides a structured skill set to Airmen to be confident and
competent in any scenario at the tactical, operational, or strategic level. Additionally, it involves
development through assignments, promotions, retention, and transition programs by providing
reference and information resources (i.e., Transition Assistance). Master processes and combat effects
of force development are listed in Figure C.2. Combat Support Capabilities supported are: Field
Forces; and Support the Mission, Forces, and Infrastructure.
Master Processes - Recruit
- Train
- Educate
- Assign
- Promote
- Retain
- Transition
Combat Effects - Mission
Accomplishment:
Skills/Leadership
- Build Future Force
- Manpower
Requirements/
Targets Met
Master Processes - Analyze
- Balance
- Retain
- Transition
Combat Effects - Right Number of
Airmen, Right Air
Force Specialties
- Right Airmen with
the Right Skills and
Experience Retained
Figure C.1. Shaping and Balancing the Force
– Master Processes and Combat Effects
Figure C.2. Force Development –
Master Processes and Combat Effects
12
3.3. Manpower and Organization. Commanders
are provided the manpower and organization tools
necessary to effectively and efficiently use their
manpower resources. As this capability projects
outward, it provides services such as establishing
accurate and agile organizational structures and
requirements of locations as determined by the
Commander, Air Force Forces. Additionally,
manpower and organization actions can activate,
inactivate, redesignate a unit, or enable a unit to
vary from a standard organizational structure. It
systematically identifies minimum and essential manpower required for the most effective and
economical accomplishment of assigned missions and functions within organizational and resource
constraints. Master processes and combat effects of manpower and organization are listed in Figure
C.3. Combat Support Capabilities supported are: Field Forces; Base Forces; Posture Responsive
Forces; and Support the Mission, Forces, and Infrastructure.
3.4. Personnel Readiness and Accountability.
Foremost, this capability builds a system which
ensures personnel are eligible to deploy, prepared
for deployment, and properly accounted for during
deployment. It involves the tracking of every
Airman, whether at home station or in a deployed
location, giving commanders across the entire force
knowledge of what type and how many people are
under their control. Personnel Readiness
ensures all Airmen and their families are
resilient and ready for deployments. A
personnel deployment line system helps Airmen
address personal readiness responsibilities such as financial, child care, etc., as well as provides
supportive programs for single Airmen, single parents, and families to better prepare and mitigate
potential adversity. Master processes and combat effects of personnel readiness and accountability are
listed in Figure C.4. Combat Support Capabilities supported are: Field Forces; Base Forces; Posture
Responsive Forces; Protect Forces; Generate the Mission; Support the Mission, Forces, and
Infrastructure; and Sustain the Mission, Forces, and Infrastructure.
3.5. Feeding Operations. Feeding operations
procure, receive, inspect, store, sanitize, prepare,
serve, and dispose of food items. During beddown
operations, forces are provided with meals ready-to-
eat. As operations progress, unitized group rations
are prepared. The final capability goal is to
transition to hot meals using fresh and frozen food
items or A-rations. Food operations provide the
fuel Airmen need to perform their combat missions.
Every mission requires healthy and diverse food
options, despite the location or the hardships
involved. Master processes and combat effects of feeding operations are listed in Figure C.5. Combat
Support Capabilities supported are: Protect the Forces; Generate the Mission; Support the Mission,
Forces, and Infrastructure; and Sustain the Mission, Forces, and Infrastructure.
Master Processes - Define
- Model
- Record
- Program
- Analyze
- Structure
Combat Effects - Valid/Defendable
Requirements
- Planning Enabler
- Accurate Manning
Document
- Accurate and Agile
Org Structure
Master Processes - Prepare Airmen &
Families
- Deploy/Receive
- In-process
- Store Data
- Analyze
- Redeploy
Combat Effects - Accurate Force/Skill
Inventory
- Planning Enabled
- Effective Fighting
Force for JFC
- Deployed Force
Accurately
Accounted for
Master Processes - Procure
- Receive
- Inspect
- Store
- Sanitize
- Prepare
- Serve
- Waste Disposal
Combat Effects - Airmen Weapon
Systems Fed
- Immune Systems
Bolstered
- Higher Energy
Levels
- Feel Good
Figure C.3. Manpower and Organization –
Master Processes and Combat Effects
Figure C.4. Personnel Readiness and Accountability –
Master Processes and Combat Effects
Figure C.5. Feeding Operations –
Master Processes and Combat Effects
13
3.6. Lodging Forces. Lodging operations house
personnel, supply furnishings and necessary items,
provide a personnel locator, manage non-
appropriated fund resale, and provide laundry
operations for Airmen. It adapts available fixed
facilities, erects tents, and/or procures contracts to
provide housing for Airmen. This capability
provides an environment where Airmen can rest
and regenerate to perform future missions. By
considering the rest factor, sanitation, fire, and
ground safety, Force Support personnel can ensure
successful sustainment of human resources in any environment or location. Without proper rest,
Airmen lose their effectiveness. Master processes and combat effects of lodging forces are listed in
Figure C.6. Combat Support Capabilities supported are: Protect Forces; Generate the Mission;
Support the Mission, Forces, and Infrastructure; and Sustain the Mission, Forces, and Infrastructure.
3.7. Keeping Airmen Fit to Fight. Fitness
operations include designing exercise programs
(directed and self-directed), procuring and
maintaining equipment, enhancing mental and
physical health, and creating healthy diversions
from combat activities. It adapts both
outdoor/indoor facilities to provide opportunities
to keep Airmen resilient and fit to fight. It
operates in all environments and locations to
deliver mentally and physically capable Airmen
across the full spectrum of military operations.
Master processes and combat effects of keeping Airmen fit to fight are listed in Figure C.7. Combat
Support Capabilities supported are: Protect Forces; Generate the Mission; Support the Mission,
Forces, and Infrastructure; and Sustain the Mission, Forces, and Infrastructure.
3.8. Casualty and Mortuary Affairs. Casualty
provides notification to leadership and family
members of service-members who are ill, injured,
deceased or are wounded or killed in action.
Mortuary operates under extreme conditions to
identify, track deceased personnel, and care for the
remains of fallen personnel. Mortuary will care
for and arrange the shipment of our fallen Airmen
to their families with the dignity and respect they
deserve. Master processes and combat effects of
casualty and mortuary affairs are listed in Figure C.8.
Combat Support Capability supported is: Support the
Mission, Forces, and Infrastructure.
Master Processes - House
- Personnel Locator
- Supply Occupants
- Procure/Store Linens
- Non-appropriated
Fund Resale
- Laundry
Combat Effects - Rest & Recuperate
- Sleep Deprivation
Prevented
- High Energy Levels
- Immune Systems
Supported
- Safe Environment
- Clean Uniforms
Master Processes - Procure Equipment
- Maintain Equipment
- Design Exercise
Programs (Directed
and Self-Directed)
- Sanitize
Combat Effects - Mental & Physical
Health Maintenance
- Immune Systems
Strengthened
- High Energy Levels
- Stress Relief
- Optimized Job
Performance
Master Processes - Report
- Notification
- Collect
- Recover
- Store
- Prepare
- Ship
- Waste Disposal
- Honors
Combat Effects - Dignity and Respect
for Airmen &
Families
- No One Left Behind
Figure C.6. Lodging Forces –
Master Processes and Combat Effects
Figure C.7. Keeping Airmen Fit to Fight –
Master Processes and Combat Effects
Figure C.8. Casualty and Mortuary Affairs –
Master Processes and Combat Effects
14
3.9. Airmen Regeneration. Airmen regeneration
procures entertainment and creates other
resilience-building methods to cope with work
stress and family separation anxiety by allowing
for decompression and regeneration of Airmen.
This capability is provided through multiple
mediums (virtual, tactile, creative, developmental)
and programs (directed and self-directed). Airmen
Regeneration efforts begin once the base is open for
operations, providing diversion from the hardships
and family separations our Airmen must endure. This capability is very difficult to perform in a
deployed environment and requires great creativity and marketing efforts to make it successful. When
developing programs, consider diverse interests as well as events for both recurring and special
occasions. Master processes and combat effects of Airmen regeneration are listed in Figure C.9.
Combat Support Capabilities supported are: Protect Forces; Support the Mission, Forces, and
Infrastructure; and Sustain the Mission, Forces, and Infrastructure.
3.10. Developing and Connecting Airmen to the
Outside World. This capability delivers
intellectual pursuits for both continued professional
development, as well as mental diversions from the
daily realities faced during combat duty. This
capability connects Airmen and their families,
facilitates professional military education, and
provides recreational reading. It supports Airmen
by delivering both digital and hard copy access
(when available) to various media. The end effects
are Airmen who continue their professional and self-
development efforts. Master processes and combat
effects of developing and connecting Airmen to the outside world are listed in Figure C.10. Combat
Support Capability supported is: Support the Mission, Forces, and Infrastructure.
3.11. Alternative Resource Sourcing.
Alternative resource sourcing provides the
ability to capitalize on various financial resources
and non-appropriated fund and appropriated fund
contracts, commercial sponsorship, private
organizations, partnerships in alternate resourcing
and non-appropriated fund memorandums of
agreement. These different resources provide
alternative options to achieve commanders’
objectives. These alternative resources enable
Force Support to offer programs, maintain service standards, execute programs consistently, and
provide backfill options during crisis or contingency deployments. Master processes and combat
effects of alternative resource sourcing are listed in Figure C.11. Combat Support Capability
supported is: Support the Mission, Forces, and Infrastructure.
Master Processes - Programs (Directed
and Self-Directed)
- Market/Advertise
- Entertainment
- Procure/Store/Display
- Use of Multiple
Mediums
Combat Effects - Healthy Diversions
- Relief from Family
Separation Anxiety
- Decompression
- Low Discipline Rates
Master Processes - Connectivity
- Library
- Professional
Development
Combat Effects - Healthy Mental
Diversions
- Relief from Family
Separation Anxiety
and Stress
- Continued Personal
and Professional
Development
Master Processes - Requirements
Validation
- Budgeting
- Coordination
- Contract anagement
- Memorandums of
Agreement
Combat Effects - Right Resources at
the Right Time
- Service Levels
Maintained
- Capability Execution
Figure C.9. Airmen Regeneration –
Master Processes and Combat Effects
Figure C.10. Developing and Connecting
Airmen to the Outside World –
Master Processes and Combat Effects
Figure C.11. Alternative Resource Sourcing –
Master Processes and Combat Effects
15
3.12. Hosting Official Functions. Hosting official
functions includes planning, scheduling,
coordinating, and conducting distinguished visitor
events with Airmen and visits with base senior
leaders. It develops plans, procedures and budgets
to cover special events, meetings, and entertainment
where distinguished visitors are involved. Master
processes and combat effects of hosting official
functions are listed in Figure C.12. Combat
Support Capability supported is: Support the
Mission, Forces, and Infrastructure.
3.13. Building a Sense of Community.
Building a sense of community strengthens
relationships through programs that develop
Airmen, civilians, dependents, and retirees by
promoting individual development and family
unity. This is accomplished by providing physical
and mental stimulation in a societal environment
designed to support the unique needs of military
members and associated family members.
Community building is accomplished through
directed and self-directed activities, budgeting, sponsorship, marketing, advertising, hosting official and
unofficial functions, family and team building activities. This enables Airmen to focus on the mission
by providing peace of mind in the knowledge that families at home station have access to support
systems that meet their needs. Master processes and combat effects of building a sense of community
are listed in Figure C.13. Combat Support Capability supported is: Support the Mission, Forces, and
Infrastructure.
3.14. Infant to Teenager Development.
This capability offers available, affordable, quality
child care and youth development programs that are
a workforce enabler. These programs generate a
sense of well-being that family members are well
cared for in a quality environment, thus enabling
Airmen to clearly focus on training and mission
accomplishment. This capability provides multiple
avenues for infant through teenager care and
development (i.e., child development centers, family
child care homes, school age care programs, youth
programs, Exceptional Family Member Program respite care, and community-based
programs/partnerships). Properly employing this capability reduces the stress of families who have the
primary responsibility for the health, safety and well-being of their children and helps them balance the
competing demands of family life and the Air Force mission. The end result is a mission-focused
Airman whose family has the skills to thrive in a military environment. Master processes and combat
effects of infant to teenager development are listed in Figure C.14. Combat Support Capability
supported is: Support the Mission, Forces, and Infrastructure.
Master Processes - Programs (Directed
and Self-Directed)
- Budget
- Obtain Sponsorship
- Market/Advertise
- Family & Team
Building Activities
Combat Effects - Focus on Mission
- Esprit de Corps
- Individual & Family
Comfort
- Knowledge of
Support Systems
- Sense of Belonging
Master Processes - Nurture
- Environment
Exploration
- Feed
- Safe/Secure/Healthy
Locations
- Train
- Registration/Fees
Combat Effects - Well-Adjusted
Children & Teens
- Positive Interaction
in Military & Family
Environments
Master Processes - Plan
- Schedule
- Coordinate
- Conduct
- Budget
Combat Effects - Successful
Distinguished Visitor
Functions Facilitated
- Networking at Senior
Levels Enabled
- Consistent Standards
Figure C.12. Hosting Official Functions –
Master Processes and Combat Effects
Figure C.13. Building a Sense of Community –
Master Processes and Combat Effects
Figure C.14. Infant to Teenager Development –
Master Processes and Combat Effects
16
3.15. Airmen and Family Reunification.
Airmen and family reunification capabilities
provide opportunities for healthy reunions after
remote tours and deployments. The expeditionary
nature of the Air Force necessitates the
orchestration of reuniting Airmen with their
families and units to mitigate post-event depression,
maladjustment, suicidal ideations, family violence,
and other negative impacts. Force Support, through
existing and targeted special programming,
concentrates resources to create positive outcomes
in the reuniting process. Special effort may be required to build connections and a sense of community
between Air Reserve Component families and their associated military units if they have not had the
same opportunities as Regular Air Force families to establish those relationships. Additionally,
wounded, ill, injured warriors and their families are provided valuable non-medical care to assist in
their recovery/rehabilitation. Master processes and combat effects of Airmen and family reunification
are listed in Figure C.15. Combat Support Capability supported is: Support the Mission, Forces, and
Infrastructure.
3.16. Prevent and Respond to Sexual Assault.
This capability provides direction, planning, and
management for installation-wide sexual assault
prevention and response programs. This
encompasses creating awareness, sexual violence
prevention, and outreach. It also provides
assistance to victims through advocacy
programs and coordination of services such as
medical treatment, mental health support and
legal services. Master processes and combat
effects of preventing and responding to sexual assault are listed in Figure C.16. Combat Support
Capability supported is: Support the Mission, Forces, and Infrastructure.
3.17. Prevent and Respond to Equal
Opportunity Issues. This capability provides
direction, planning, and management for
installation-wide equal opportunity programs
impacting all Airmen (military and civilian). This
encompasses creating awareness, reduction of
associated risks, and outreach. In addition, it
includes training for individuals and
organizational leadership. Master processes
and combat effects of preventing and
responding to equal opportunity issues are
listed in Figure C.17. Combat Support Capability supported is: Support the Mission, Forces, and
Infrastructure.
4. FS Critical Knowledge, Skills, and Abilities.
4.1. Knowledge is defined as a cognizance of facts, truths, and principles. Application and sharing of
one's knowledge base is critical to individual and organizational success. A skill is a developed
proficiency or dexterity in mental operations or physical processes that is often acquired through
Master Processes
- Awareness
- Prevention
- Training
- Victim Advocacy
- Outreach
- Risk Reduction
Combat Effects - Mutual Trust &
Responsibility
- Camaraderie
- Fairness
- Discipline
- Accountability
Master Processes - Awareness
- Prevention
- Training
- Outreach
- Risk Reduction
Combat Effects - Mutual Trust and
Responsibility
- Camaraderie
- Fairness
- Discipline
- Accountability
Master Processes - Program
- Budget
- Sponsorship
- Market/Advertise
- Outside Agency
Coordination
Combat Effects - Prevention of Family
Violence
- Reduced Suicidal
Ideations
- Offset Post-Event
Depression &
Maladjustment
- Increased Retention
Figure C.15. Airmen and Family Reunification –
Master Processes and Combat Effects
Figure C.16. Prevent and Respond to Sexual Assault –
Master Processes and Combat Effects
Figure C.17. Prevent and Respond to Equal
Opportunity Issues –
Master Processes and Combat Effects
17
specialized education and training; the execution of these skills results in effective performance. Ability
is the power or aptitude to perform physical or mental activities that are often affiliated with a particular
profession.
4.2. Knowledge, skills, and abilities provide the foundation for successful execution of Force Support
capabilities across the entire Manpower, Personnel and Services community and to the Combat Support
structure. 38Fs should strive to develop and master the following eight critical knowledge, skills, and
abilities: Advisor Skills, Analysis/Continuous Process Improvement, Creative Thinking, Critical
Thinking, Customer Service, Future Thinking, Performance Measurement, and Project Management.
4.3. Advisor Skills (Organizational). AF/A1 provides critical personnel advice to our military,
Department of Defense, and civilian leadership. That advice is based on staff work and the multiple skill
sets and experiences of those that advise the AF/A1 staff. The AF/A1 staff receives advice from the
Major Commands and field. Even the best advice may not be taken if the source is perceived as not
being credible. Credibility is earned through consistent delivery of accurate, well-thought out, and
disciplined advice provided at the right time and place.
4.3.1. Advisor Skills (Individual). A 38F leader who develops good advisor skills is better able to
influence superiors, peers, and subordinates in the decision-making process. Once credibility and trust
are built with those he/she works with, a 38F will become the “go to” person leadership relies on for
sound recommendations. If your boss comes to you and asks you what you think, you are on the right
track. See descriptive behavior competencies for advisor skills in Figure D.1.
ADVISOR SKILLS DESCRIPTIVE BEHAVIOR COMPETENCIES
DEFINITION BASIC INTERMEDIATE ADVANCED
To advise is to give expert
advice on specific topics. In
the A1 community there are
multiple areas where members
will function as the senior
leader’s Force Support key
advisor.
Recognizes the current
situation, applies information
to influence a positive action,
decision, or outcome.
Demonstrates understanding
and ability to advise, influence
and develop skills up and
down the chain of authority;
maintains focus on success and
effectively guides towards
productive solutions. Explains
consequences/effects of
decisions and actions.
Evaluates and synthesizes
economic, political and social
awareness to identify
opportunities and issues when
formulating strategy and
evaluating impact of mission
implementation.
Communicates long-term
impacts and risks on the
enterprise.
TACTICAL OPERATIONAL STRATEGIC
LT CAPT MAJ LT COL COL GO
4.4. Analysis/Continuous Process Improvement (Organizational). Use of analysis enables an
organization to link data points together in understanding how their organization functions (cause and
effect) and then uses that data to advance their programs and services (continuous improvement). Topics
include: Six Sigma, LEAN, Organizational Analysis, Basic Statistical Concepts, Auditing, Problem
Solving, and Continuous Process Improvement.
4.4.1. Analysis/Continuous Process Improvement (Individual). This skill helps you select the right
data and facts to ensure you are making well-informed decisions before implementing new programs or
changes. An issue many 38F leaders will deal with is adjusting hours of operation. Asking your team
for the right data such as usage rates and operating costs per hour will help you determine the most
effective hours of operation and provide justification for your change. Another example is to examine
the processing of evaluations at different levels to find the root cause of late trends. Once you find the
Figure D.1. Descriptive Behavior Competencies for Advisor Skills
18
root cause, you can then develop and implement an appropriate solution to improve the process. See
descriptive behavior competencies for analysis/continuous process improvement in Figure D.2.
ANALYSIS/CONTINUOUS
PROCESS
IMPROVEMENT
DESCRIPTIVE BEHAVIOR COMPETENCIES
DEFINITION BASIC INTERMEDIATE ADVANCED
To analyze is to examine data
and facts to uncover and
understand cause-effect
relationships, thus providing a
basis for problem solving and
decision making. A constant
process by which processes
and activities are continually
evaluated and improved to
meet current and future
demands.
Identifies and seeks
opportunities to improve
existing conditions and
processes; generates ideas for
solutions. Describes the
importance of proactively
embracing, supporting and
leading change and continuous
process improvement. Adopts
and supports organizational
changes. Understands the
importance of data (facts,
assumptions, and emotions),
and how data is utilized in
assessing performance and
viability of activities.
Distinguishes causes from
symptoms and identifies
primary root causes; devises
appropriate measures of
success and progress; selects
appropriate solutions.
Identifies, evaluates and
assimilates information from
multiple sources according to
utility.
Compares, evaluates, and
approves improvement ideas
based on organizational
strategy and vision.
Synthesizes requirements for
and implements and assesses
improvement efforts utilizing
sound approaches to manage
and minimize complexity,
paradoxes, risks and
contradictions and their impact
on improvement initiatives.
TACTICAL OPERATIONAL STRATEGIC
LT CAPT MAJ LT COL COL GO
4.5. Creative Thinking (Organizational). In an era of decreasing resources, we must find creative
solutions to deliver and improve personnel programs and services. Force Support programs and
activities directly contribute to Air Force quality of life, readiness and resiliency. Creative thinking
skills are required to evaluate and develop new and improved ways to support our Air Force family.
4.5.1. Creative Thinking (Individual). As a 38F, you will be required to find answers and solutions
not always found in Air Force Instructions or checklists. To be successful in this career field you will
need to use innovation, ingenuity, and imagination to work through issues that are not clearly defined.
As a leader, you will be expected to find solutions to problems, like maintaining services during a
deployment cycle when your unit is 50% manned. See descriptive behavior competencies for creative
thinking in Figure D.3.
CREATIVE THINKING DESCRIPTIVE BEHAVIOR COMPETENCIES
DEFINITION BASIC INTERMEDIATE ADVANCED
Creative thinking is a way of
looking at problems or
situations from a fresh
perspective that suggests
unorthodox solutions or
innovation. Creative thinking
can be stimulated both by a
loosely structured process such
as brainstorming, and by a
more rigid, structured process
such as lateral thinking.
Demonstrates openness and
support for new and
innovative ideas; develops
new solutions for existing
problems; generates ideas for
solutions; analyzes the effect
or impact of each solution
and develops new ideas.
Predicts/thoroughly considers
factors such as history,
politics, availability of
resources (financial,
informational, technological,
material, energy, and human)
impacting mission success;
integrates information from
multiple sources to develop
different approaches to solving
issues, creating new concepts,
and making processes better.
Compares, evaluates, and
approves new ideas based on
organizational strategy and
vision. Promotes creativity
and innovation within the
organization; leads teams in
creative thinking to impact
organizational issues. Directs
implementation of activities
derived from creative efforts
at, and up to, the
organizational level.
TACTICAL OPERATIONAL STRATEGIC
LT CAPT MAJ LT COL COL GO
Figure D.2. Descriptive Behavior Competencies for
Analysis/Continuous Process Improvement
Figure D.3. Descriptive Behavior Competencies for Creative Thinking
19
4.6. Critical Thinking (Organizational). The 38F community is responsible for implementing Air
Force-wide and Joint personnel programs and manning solutions. Many initiatives have service-wide
impact and require detailed analysis and disciplined reasoning prior to implementation. Even then, these
initiatives can result in unforeseen second and third order effects. Critical thinking skills allow the 38F
community to ask the right questions, provide well-reasoned Air Force solutions, and anticipate
consequences so they can be taken into account prior to implementation. Senior 38Fs will be involved
in Air Force-wide personnel solutions and must possess disciplined reasoning skills to arrive at optimum
enterprise solutions.
4.6.1. Critical Thinking (Individual). Critical thinking starts with the individual. It is a skill that,
when practiced, allows people to make informed decisions by using logical, well-reasoned thinking.
38Fs will be leading large organizations and are often assigned to positions where they do not possess all
the background/knowledge to be experts in their domain. This limitation can be overcome by knowing
the right questions to ask, who to ask, and using a disciplined thought process prior to making decisions.
See descriptive behavior competencies for critical thinking in Figure D.4.
CRITICAL THINKING DESCRIPTIVE BEHAVIOR COMPETENCIES
DEFINITION BASIC INTERMEDIATE ADVANCED
Critical thinking is the art of
analyzing and evaluating
thinking with a view to
improving it. It is self-directed,
self-disciplined, self-monitored
and self-corrective thinking.
Learning to identify and gather
relevant information; test data
against criteria and standards;
weigh risks; and arrive at well-
reasoned conclusions.
Identifies critical factors in
thinking; seeks to
understand different
approaches to situations,
issues, and concerns.
Formulates thoughts,
theories, and concepts that
clearly convey strategies,
processes, systems, plans,
information, and ideas to
individuals or groups
throughout the organization.
Translates the concepts and
strategies into day-to-day
activities/behaviors.
Synchronizes and integrates
effective concepts and practices
to deliver timely, credible
information and analysis;
informs and appropriately
influences key audiences
within the organization.
Suggests or creates strategic
messages for leadership.
Evaluates systems, situations,
pressures, and culture inside/
outside the DoD to identify
potential organizational
problems and opportunities.
Develops the most effective
organization structure and
creates effective relationships
across federal levels to
accomplish a mission or
strategy.
TACTICAL OPERATIONAL STRATEGIC
LT CAPT MAJ LT COL COL GO
4.7. Customer Service (Organizational). The Force Support community has an arduous task: to
continually support and take care of people at home and abroad. Policies and processes should be
developed with an approach that fosters an environment where customers feel positive and confident
about the service received and the organization providing it. Creating a customer service culture across
the Force Support portfolio is accomplished by keeping the customer and their perspective in mind in all
we do.
4.7.1. Customer Service (Individual). A customer service focus helps you understand the relationship
you and your team have with the customer in order to anticipate customer needs and adjust services
accordingly. Good customer service promotes repeat business and can mean the difference between an
activity meeting financial goals or going out of business. You can be the person who gives customers a
positive impression of your activity and/or organization. See descriptive behavior competencies for
customer service in Figure D.5.
Figure D.4. Descriptive Behavior Competencies for Critical Thinking
20
CUSTOMER SERVICE DESCRIPTIVE BEHAVIOR COMPETENCIES
DEFINITION BASIC INTERMEDIATE ADVANCED
To provide customer service
is the ability to provide a
service or product in the way
that it has been promised;
Customer service is about
treating others as you would
like to be treated yourself; It is
an organization's ability to
supply their customers' wants
and needs.
Accepts the value of customer
experiences in mission
accomplishments and
appropriate ways to
effectively meet customer
needs. Identifies and
addresses issues; evaluates
alternatives considering
customer experiences while
considering priorities and the
availability of resources.
Responds in a pro-active
manner to ambiguous
customer experience
situations; actively seeks
information about ways to
improve customer
experiences. Challenges
others to treat customer
experiences as learning
opportunities. Plans the needs
of all stakeholders.
Evaluates and prioritizes
among multiple requests to
determine appropriate
customer service in support of
higher level strategy, goals,
and mission. Implements
"best practice" management
techniques.
TACTICAL OPERATIONAL STRATEGIC
LT CAPT MAJ LT COL COL GO
4.8. Future Thinking (Organizational). When implementing enterprise solutions and personnel
policy, the A1 community should ensure polices are sustainable and congruent with long-term Air Force
objectives. For example, a 38F leader working changes to the overall end strength must understand what
the future missions will be, what jobs will be required, and how much the personnel needed for those
additional positions will cost over the years and into retirement.
4.8.1. Future Thinking (Individual). Future thinkers are able to predict changes in the environment
and spend more time driving change vice reacting to change. Future thinking allows Force Support
leaders to look beyond today’s roadblocks and plan for an uncertain future. Future thinking drives
technology and resource priorities. Individuals with this skill can better dictate mission tempo and focus
efforts or resources to shape a new path for themselves and their units. In other words, be visionary.
See descriptive behavior competencies for future thinking in Figure D.6.
FUTURE THINKING DESCRIPTIVE BEHAVIOR COMPETENCIES
DEFINITION BASIC INTERMEDIATE ADVANCED
Future thinking involves
examining and testing
different possible outcomes--
potential threats, emerging
ideas, and exciting
opportunities. It can help us
to determine what planning
factors to use for what might
be and to strengthen our
collective capacity to deal
with what really happens.
Identifies and seeks
opportunities to improve
existing processes; provides
ideas and develops others’
ideas to solve future issues.
Analyzes and translates future
thinking into strategy and
operational reality. Aligns
new ideas, processes,
resources, and systems in
new, effective ways to
provide improved results.
Describes organizational
vision and strategy in a way
that helps others understand
their contributions to
achievement. Leads through
new ideas and uses the future
as a reference point in
conducting day-to-day
activities. Identifies a course
of action to accomplish long-
range goals, missions, and
strategic initiatives or vision
after analyzing factual
information and assumptions.
Creates a shared vision that
describes a future state.
Anticipates, formulates, and
evaluates solutions to threats
and opportunities impacting
vision and mission
accomplishment.
Compares, evaluates, and
approves new ideas based on
organizational strategy and
vision.
TACTICAL OPERATIONAL STRATEGIC
LT CAPT MAJ LT COL COL GO
4.9. Performance Measurement (Organizational). Measurements/metrics are critical in determining
an organization’s health. Many officers are proficient in measuring individual performance; however,
they struggle to find answers when asked how well an organization is doing. The first step is to set
expectations and then design methods to monitor results. Determining the right data to collect will
Figure D.5. Descriptive Behavior Competencies for Customer Service
Figure D.6. Descriptive Behavior Competencies for Future Thinking
21
provide a solid measurement of your organization. Whether it is the Air Force or a Force Support
Squadron, organizational performance can and should be measured.
4.9.1. Performance Measurement (Individual). How do you know how well you are doing? What
about your subordinates? Individual performance measurements are more common and come in the
form of feedback, OPRs, awards, etc. However, 38Fs should not simply rely on those formal
mechanisms. Developing yourself and those working for you requires a more in-depth look. Like
organizational measurement, it starts with setting expectations for yourself and those around you. See
descriptive behavior competencies for performance measurement in Figure D.7.
PERFORMANCE
MEASUREMENT
DESCRIPTIVE BEHAVIOR COMPETENCIES
DEFINITION BASIC INTERMEDIATE ADVANCED
The ongoing monitoring and
reporting of program
accomplishments, particularly
progress towards pre-established
goals. Performance measures
may address the type or level of
program activities conducted
(process), the direct products
and services delivered by a
program (outputs), and/or the
results of those products and
services (outcomes). A
“program” may be any activity,
project, function, or policy that
has an identifiable purpose.
Identifies and seeks
opportunities to collect,
analyze, and/or report
information regarding the
performance for individuals,
groups, and organizations.
Supports strategy and future
states of skills and abilities
through setting and
monitoring activities.
Utilizes facts vice emotion
in evaluation and making
decisions. Effectively
defines standards and
expectations for
performance measures.
Demonstrates understanding
and ability to change
outcomes with better
solutions and ideas; helps
individuals or teams
overcome resistance to
develop new concepts and
ideas. Analyzes human and
organizational behavior;
quickly and proactively
modifies behavior/activity
to meet organizational
goals. Does not persist in
actions or activities not
supporting strategy or future
states. Manages continuity
for self and others when
mission requirement varies
or becomes ambiguous.
Compares, evaluates, and
approves recommendations for
implementation based on
organizational strategy and
vision. Analyzes data,
identifies trends and potential;
leads development of
activities/actions that
positively impact
organizational performance.
Utilizes performance
measurement to adjust future
organizational vision and
strategy.
TACTICAL OPERATIONAL STRATEGIC
LT CAPT MAJ LT COL COL GO
4.10. Project Management (Organizational). An organization which practices solid project
management is able to plan, prioritize resources, organize, and complete projects across the enterprise on
time and on schedule. Disciplined project management is required to manage Air Force level programs.
4.10.1. Project Management (Individual). 38Fs are often tasked with managing projects. A 38F
leader needs to learn and implement project management tools to successfully complete initiatives while
effectively leading teams. Everyday projects such as the deployment processing line, or the more
complex projects like reorganization of manpower on the base, require project management skills to be
successful. See descriptive behavior competencies for project management in Figure D.8.
Figure D.7. Descriptive Behavior Competencies for Performance Measurement
22
PROJECT
MANAGEMENT
DESCRIPTIVE BEHAVIOR COMPETENCIES
DEFINITION BASIC INTERMEDIATE ADVANCED
Project management is the
body of knowledge concerned
with principles, techniques,
and tools used in planning,
control, monitoring, and
review of projects. This
includes time management,
prioritizing, setting goals,
delegation, etc.
Recognizes the current
situation, applies information
to influence a positive action,
decision, or outcome.
Identifies capability and
developmental needs. Plans
and supports deliberate
development of projects;
explains the process for
identifying and securing
resources to complete
projects.
Determines, analyzes and
prioritizes timelines,
milestones, and resources
required for mission.
Generates alternatives to
address issues and utilize
available resources;
evaluates/selects alternatives
considering mission priorities
and the availability of
additional resources including
those outside immediate
control or domain.
Evaluates and prioritizes
among multiple requests to
determine appropriate
utilization of strategic
(enterprise) resources in
support of higher level
strategy/goals/ mission.
Implements "best practice"
management techniques
throughout the organization.
TACTICAL OPERATIONAL STRATEGIC
LT CAPT MAJ LT COL COL GO
Section C – 38F Development
1. The Continuum of Learning. The Continuum of
Learning is the deliberate process of combining education,
training and experience to produce officers with the right
expertise and competence to meet the Air Force’s
operational needs. This is the foundation for developing an
Airman. (Air Force Doctrine, Annex 1-1, Force
Development).
1.1. Education, training, and experience are the three
distinct but related force development components of the
CoL (Figure E). These complementary aspects of force
development are essential in developing the right person at
the right time, equipping Airmen with the competencies to
serve as leaders as they progress in rank and responsibility.
This is an ongoing process and is continuously examined for
new needs. Education and training represent a large
investment of resources and are the primary tools in Airman development.
1.2. Education. Provides critical thinking skills, encourages exploration into unknown areas, and
promotes creative problem solving. Its greatest benefit comes in unknown situations or new
challenges; education prepares the individual for unpredictable scenarios.
1.3. Training. Is focused on a structured skill set, and the results of training performance should be
consistent. Thus, training provides the individual with skill expertise. Education and training together
provide the tools for developing Airmen.
1.4. Experience. The continuously growing part of any Airman’s career is where the synthesis of
education and training occurs.
Figure E. Continuum of Learning
Figure D.8. Descriptive Behavior Competencies for Project Management
23
2. Force Support Education. Professional development is more than just assignments. The
completion of career field-specific professional continuing education, professional military
education, and relevant advanced academic degrees facilitate professional development.
2.1. Force Support Professional Continuing Education Objectives. The objective of
professional continuing education is to equip students with the information, tools and techniques
necessary to lead and serve successfully in a variety of positions across the span of a career within
the Force Support career field. The Force Support Professional Development School provides
career field-specific professional continuing education that focuses on three main areas of
emphasis: leadership development, foundational development and technical/specialized
development. Leadership development provides the capacity to lead effectively within both an
installation-level Force Support Squadron environment and complex higher headquarters staff
positions. Foundational development enables the effective delivery of Force Support capabilities
across the enterprise to include successful employment within a deployed environment.
Technical/specialized development provides the competencies required to perform a range of
highly specialized duties within the career field. Force Support professional continuing education
is key to developing multi-disciplined, multi-faceted Force Support leaders that are capable of
thinking critically and developing successful outcomes within environments that are highly
complex, rapidly evolving and filled with uncertainty.
2.2. Force Support Professional Development School. The Force Support Professional
Development School is one of four functional schools located within the Eaker Center for Professional
Development at Maxwell Air Force Base, AL. The school is responsible for 38F force development
strategy and for conducting professional continuing education courses that serve the officer,
appropriated fund civilian and enlisted Force Support communities. 38F professional continuing
education has three main focus areas: Leadership Development, Foundational Development and
Technical Development. There are three major program learning outcomes associated with these three
main focus areas:
Program Learning Outcome 1 – Leadership Development: Demonstrate competencies
required to effectively lead people and manage resources within both installation-level and higher
headquarters staff environments
Program Learning Outcome 2 – Foundational Development: Demonstrate comprehension
of basic, intermediate and advanced Knowledge, Skills and Abilities required to perform the full-
range of FS capabilities within both home-station and deployed environments
Program Learning Outcome 3 – Technical Skills Development: Demonstrate competencies
required to perform a range of highly specialized functional skills within both installation-level and
higher headquarters staff environments
With the exception of the Initial Force Support Officer Course, Manpower Apprentice Course, and
Equal Opportunity Advisors Course, the school conducts in-residence and distance learning courses
that support these three program learning outcomes and that provide the core development that 38Fs
need in order to lead and serve effectively throughout the various phases of their career. 38Fs will
attend various courses at specific career milestones (see below listing and Figure F on page 30).
Courses are funded centrally through the Air Force Educational Requirements Board process, or by
AF/A1, Major Command, or unit.
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Leadership Development Courses: Location:
Initial Force Support Officer Course 335th Training Squadron
Basic Force Support Staff Officer Course Force Support Professional Development School
Advanced Force Support Staff Officer Course Force Support Professional Development School
Force Support Squadron Flight Leadership Course Distance Learning
Force Support Operational Leadership Course Force Support Professional Development School
Force Support Squadron Commander
and Director Leadership Course Force Support Professional Development School
Foundational Development Courses: Location:
Basic Knowledge, Skills, and Abilities Course Distance Learning
Intermediate Knowledge, Skills and Abilities Course Distance Learning
Advanced Knowledge, Skills and Abilities Course Distance Learning
Basic Contingency Course Distance Learning
Advanced Contingency Course FSPDS
Technical/Specialized Courses: Location:
Manpower Apprentice Course 335th Training Squadron
Manpower Staff Officer Course Force Support Professional Development School
Mortuary Officer Course Force Support Professional Development School
Protocol Fundamentals Course Force Support Professional Development School
Air Force Sexual Assault Response Coordinator
Course Force Support Professional Development School
Equal Opportunity Advisors Course Defense Equal Opportunity Management Institute
2.2.1. Leadership Development Courses.
2.2.1.1. Initial Force Support Officer Course. This course is required for wear of the basic 38F
occupational badge and completion is one of the requirements for award of the 38F3 skill level. It
provides a basic orientation to A1 doctrine, mission, and capabilities in all areas of the Force Support
community and formal field training. It is designed for new accessions and cross-flow officers from
other career fields. Field grade officers require 38F career field manager approval to attend. This
course includes a capstone Officer Field Education at Tyndall Air Force Base, FL. While quotas for
this course are determined and funded based on annually projected new accessions and officer cross-
flows, Major Commands/units may also fund seats on a space available basis. DURATION: The Initial
Force Support Officer Course is 326 hours in length and is held at Keesler Air Force Base, MS.
PRE-REQUISITES: N/A.
2.2.1.2. Basic Force Support Staff Officer Course (MFSS350). This in-residence course is for 38F
Captains and pre-command Majors with a total federal commissioned service date of 4 to 12 years (or
appropriated fund civilians in an equivalent grade) who are either projected to an assignment or in their
first 6 months of an assignment as an action officer/staff officer at a higher headquarters staff. The
objective of this course is to educate 38Fs and Force Support civilians to serve in Force Support action
officer/staff officer positions at higher headquarter staffs across the A1 enterprise. DURATION: The
Basic Force Support Staff Officer Course is 56 hours in length and is held at Maxwell Air Force Base,
AL. RECOMMENDED PRE-WORK: Initial Force Support Officer Course, Basic Knowledge, Skills,
and Abilities Course, Intermediate Knowledge, Skills, and Abilities Course, and Non-Appropriated
Fund Financial Management 101 Course.
2.2.1.3. Advanced Force Support Staff Officer Course (MFSS450). This in-residence course will
be offered to 38F post-command Majors and Lieutenant Colonels with a total federal commissioned
25
service date of 14 to 18 years (or appropriated fund civilians in an equivalent grade) who are either
projected to an assignment or in their first 6 months of an assignment to a leadership position within a
higher headquarters staff. The purpose of this course is to provide tools, capabilities, and perspectives
to prepare emerging senior 38Fs for post-squadron command assignments at the senior staff levels
across the A1 enterprise. DURATION: The Advanced Force Support Staff Officer Course is 40 hours
in length and is held at Maxwell Air Force Base, AL. RECOMMENDED PRE-WORK: 38F
Development Team vectored, squadron command complete, Advanced Key, Skills, and Abilities
Course.
2.2.1.4. Force Support Squadron Flight Leadership Course (Distance Learning) (MFSS300).
This course focuses on general flight leadership topics including critical thinking, financial
management, marketing, ethical leadership, force development, performance measurement, advisor
skills, and customer service. 38Fs or equivalent civilians must be selected for or currently sitting as a
Flight Chief or Flight Commander in order to attend. DURATION: The Force Support Squadron
Flight Leadership Course is 34 hours in length and is hosted via facilitated distance learning.
RECOMMENDED PRE-WORK: Initial Force Support Officer Course, Basic Knowledge, Skills, and
Abilities Course, and Non-Appropriated Fund Financial Management 101 Course.
2.2.1.5. Force Support Operational Leadership Course (MFSS375). This course is for 38Fs,
equivalent civilians and senior non-commissioned officers who are either projected to an assignment or
within their first 6 months of assignment to a Force Support Squadron Deputy Director, Force Support
Squadron Operations Officer or Force Support Squadron Superintendent position. DURATION: The
Force Support Operational Leadership Course is 40 hours in length and is offered in-residence at
Maxwell Air Force Base, AL. RECOMMENDED PRE-WORK: Initial Force Support Officer Course,
Basic Knowledge, Skills, and Abilities Course, Basic Contingency Course, Intermediate Knowledge,
Skills, and Abilities Course, and Non-appropriated Fund Financial Management 101. CIVILIAN AND
SENIOR NON-COMMISSIONED OFFICERS: N/A.
2.2.1.6. Force Support Squadron Commander/Director Leadership Course (MFSS400). This
course provides Force Support Squadron commanders and directors with a thorough familiarization of
Force Support enduring principles, Force Support Squadron organization, force development, business
models, resource management, squadron programming, readiness responsibilities, and other pertinent
topics necessary to fulfill roles as a Force Support Squadron commander and the base strategic advisor
for A1 issues. During the course, students receive briefings from senior A1 leaders (e.g., Deputy Chief
of Staff for Manpower, Personnel and Services; Air Force Personnel Center Commander). Students
also participate in seminars with current and graduated squadron commanders, Force Support Squadron
superintendents, and a wing commander, where they discuss and receive insight on subordinate, peer,
and senior command expectations. In-depth seminars are conducted on legacy manpower, personnel,
and services issues and programs. DURATION: The Force Support Squadron Commander/Director
Leadership Course is 80 hours in length and is hosted in-residence at Maxwell Air Force Base, AL.
38Fs and civilian equivalents must attend this course prior to assuming command. RECOMMENDED
PRE-WORK: Initial Force Support Officer Course, Basic Knowledge, Skills, and Abilities Course,
Basic Contingency Course, Intermediate Knowledge, Skills, and Abilities Course, Advanced
Knowledge, Skills, and Abilities Course, and Non-appropriated Fund Financial Management 101
Course.
2.2.2. Foundational Development Courses:
Air Force e-learning: https://usafprod.skillport.com/skillportfe/main.action
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2.2.2.1. Basic Knowledge, Skills, and Abilities Course (Distance Learning) (MFSS125). This
distance learning course is designed for 38Fs to complete within 24 months of graduating the Initial
Force Support Officer Course and is a requirement for award of the 38F3 skill level. The course is self-
paced and intended to be completed over a 3-6 month period. The objective for the Basic Knowledge,
Skills, and Abilities Course is to build a foundational level of understanding focusing on individual
implementation and practice of the eight critical knowledge, skills, and abilities during day-to-day
operations. DURATION: The Basic Knowledge, Skills, and Abilities Course is 14 hours in length and
is available on the Air Force e-learning site. RECOMMENDED PRE-WORK: Initial Force Support
Officer Course.
2.2.2.2. Intermediate Knowledge, Skills, and Abilities Course (Distance Learning) (MFSS126).
This distance learning course is designed for 38Fs with a total federal commissioned service date of 4
to 12 years. The course is self-paced and intended to be completed over a 3-6 month period. The
objective for the Intermediate Knowledge, Skills, and Abilities Course is to further develop 38Fs across
the eight critical knowledge, skills, and abilities, and is team focused. DURATION: The Intermediate
Knowledge, Skills, and Abilities Course is 18 hours in length and is available on the Air Force
e-learning site. RECOMMENDED PRE-WORK: Initial Force Support Officer Course and Basic
Knowledge, Skills, and Abilities Course.
2.2.2.3. Advanced Knowledge, Skills, and Abilities Course (Distance Learning) (MFSS127). This
distance learning course is designed for 38Fs with a total federal commissioned service date of 12 to 18
years. The course is self-paced and intended to be completed over a 3-6 month period. The objective
of the Advanced Knowledge, Skills, and Abilities Course is to develop senior Captains and field grade
officers across the eight critical knowledge, skills, and abilities and is focused on the
organizational/strategic level. DURATION: The Advanced Knowledge, Skills, and Abilities Course is
20 hours in length and is available on the Air Force e-learning site. RECOMMENDED PRE-WORK:
Initial Force Support Officer Course, Basic Knowledge, Skills, and Abilities Course, and Intermediate
Knowledge, Skills, and Abilities Course.
2.2.2.4. Basic Contingency Course (Distance Learning) (MFSS100). This distance learning course
is a requirement for award of the 38F3 skill level and must be completed within 24 months of
graduating the Initial Force Support Officer Course. The Basic Contingency Course provides
information on the overarching doctrine, enduring capabilities, and organizational framework through
which Force Support enables missions in deployed environments. This course also provides Force
Support readiness managers with an overview of sustainment requirements for the primary mission
support functions. The curriculum addresses quality of life improvements that should be planned
during bare base sustainment, steady-state operations, and during transition to temporary/semi-
permanent facilities. DURATION: The Basic Contingency Course is 20 hours in length and is
available on the Advanced Distributed Learning Service Portal. RECOMMENDED PRE-WORK:
Initial Force Support Officer Course.
2.2.2.5. Advanced Contingency Course (MFSS275). This in-residence course is for 38Fs to take
upon completion of the basic contingency course or within 18 years total federal commissioned service.
Priority for attendance is given to those deploying to a contingency operation in a valid Force Support
position and those projected to or in their first 6 months of assignment to a personnel readiness
function. The Advanced Contingency Course consists of general Force Support contingency operations
and addresses areas of concern to leaders in contingency situations, such as force beddown and base
recovery. Major components of the course include Force Support enduring principles, organizational
structures, command and control, contingency personnel program support, resource management,
installation development, leadership/management, and sustainment operations. DURATION: The
Advanced Contingency Course is 37 hours in length, and is held at Maxwell Air Force Base, AL.
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RECOMMENDED PRE-WORK: Initial Force Support Officer Course, Basic Knowledge, Skills, and
Abilities Course, and Basic Contingency Course.
2.2.3. Technical/Specialized Development Courses.
2.2.3.1. Manpower Apprentice Course (E3OZR38F3 0A1A). This course is designed for 38F
accessions assigned to perform Manpower duties. Students will learn Manpower core competencies, to
include: program allocation, requirements determination, organization and performance management.
(This course is the first three blocks of the enlisted Manpower Course E3ALR3F331 0A1A, Manpower
Apprentice, PDS Code 0V1.) DURATION: The Manpower Officer Course is 155 hours in length and
is held at Keesler Air Force Base, AL. RECOMMENDED PRE-WORK: N/A.
2.2.3.2. Manpower Staff Officer Course (MAFHRMS405). This course encompasses Air Staff
manpower functions, Major Command manpower functions, regional manpower squadron functions,
total force, senior leader perspectives, management engineering, manpower programming, Air Force
organizations, history of United States Air Force manpower, whole system optimization, the art and
science of manpower, student projects and a capstone team exercise. DURATION: The Manpower
Staff Officer Course is 80 hours in length and is held at Maxwell Air Force Base, AL.
RECOMMENDED PRE-WORK: N/A.
2.2.3.3. Mortuary Officer Course (MFSS250). This course provides the technical aspects of
mortuary affairs presented from a managerial perspective. This course includes procedures for care and
disposition of the deceased, communications with the Person Authorized to Direct Disposition, Person
Eligible to Receive Effects, higher headquarters, escort and transportation of remains, entitlements and
eligibility criteria, and search and recovery operations. In addition, it includes information on Air Force
and contract mortuaries, honor guard, Summary Courts Officer, and Family Assistance Representative
duties. Students will be introduced to the psychological aspects of the mortuary affairs arena and will
review current case studies. DURATION: The Mortuary Officers Course is 37 hours in length and is
held at Maxwell Air Force Base, AL. RECOMMENDED PRE-WORK: Basic Knowledge, Skills, and
Abilities Course.
2.2.3.4. Protocol Fundamentals Course (MFSS200). This course provides an in-depth knowledge of
protocol presented from a base-level and deployed perspective. The course includes procedures for
administration, meetings and conference planning, entertaining and social events, ceremonies, funding
sources, distinguished visitor events, hands-on training, flight line protocol, flag usage, and escort
duties. The target audience is newly assigned protocol officers or just-in-time training for deployments.
DURATION: The Protocol Fundamentals Course is 56 hours in length and is held at Maxwell Air
Force Base, AL. RECOMMENDED PRE-WORK: N/A.
2.2.3.5. Air Force Sexual Assault Response Coordinator Course (MAFHRMS140). This course is
designed to develop the knowledge and skills of Sexual Assault Response Coordinators. This course
will enable them to perform their sexual assault prevention, response, and outreach responsibilities, thus
building a foundation for excellence in this critical area of Air Force concern. DURATION: The Air
Force Sexual Assault Response Coordinator Course is 74.5 hours in length and is held at Maxwell Air
Force Base, AL. RECOMMENDED PRE-WORK: N/A.
2.2.3.6 Equal Opportunity Advisors Course (EBOZD38P3 0A1A). 38Fs who serve as advisors to
Commanders on equal opportunity matters are required to attend this 11-week joint, in-residence
course. It is intended for officers, civilian and enlisted personnel assigned to an equal opportunity
position. The course is divided into three distinct areas of training: 7 weeks of core curriculum, 1 week
of mediation training, and 3 weeks of Air Force service-specific training. The Equal Opportunity
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Advisors Course consists of general equal opportunity advisor duties, self-awareness, group
development, socialization, conflict management, discrimination dynamics, organizational assessments,
mediation, and Equal Opportunity program management and execution. This course is 440 hours in
length and is held at the Defense Equal Opportunity Management Institute at Patrick Air Force Base,
FL. The office of primary responsibility for training is Air Force Personnel Center Equal Opportunity
Operations. RECOMMENDED PRE-WORK: N/A
2.2.4. Force Support Development Center. This site provides a centralized location for
professional continuing education within the 38F career field. It includes the 38F Development
Strategy; Knowledge, Skills and Abilities; professional continuing education course information to
include offerings, schedules, announcements, registration, and useful links to other development
sites. The link is: https://www.my.af.mil/gcss-
af/USAF/ep/globalTab.do?channelPageId=s330D98A145D1A7750145D8196345013B
2.3. Self-Development. Just as in every other profession, 38Fs should take the initiative to
develop themselves. 38Fs are encouraged to take advantage of professional reading, civilian
degrees, certifications, and other personal initiatives to aid them in gaining a deeper understanding
of how to increase their individual and organizational effectiveness.
2.3.1. Credentials. Obtaining the below credentials are not required, however, they are recognized by
the civilian community and can enhance current performance as well as help prepare for civilian
employment.
• The Human Resource Certification Institute offers the Professional in Human Resources
and Senior Professional in Human Resources certifications. More information can be
found at: https://www.hrci.org/.
• The Society for Human Resource Management offers the Certified Professional and Senior
Certified Professional certifications. More information can be found at: https://www.shrm.org/.
• The Institute of Certified Professional Managers offers the Certified Manager certification for
general management. It is appropriate for supervisors, managers and leaders at all levels, in any
industry. More information can be found at
https://www.icpm.biz/index.php/icpm_site/certified-manager.
• Project Management Institute is a not-for-profit professional membership association for the
project, program and portfolio management profession and offers certifications including the
Certified Associate in Project Management and the Project Management Professional. More
information can be found at: https://www.pmi.org/.
• American Hotel & Lodging Educational Institute is widely recognized as the preeminent leader
in hospitality certifications. Certifications include Leadership and Management in the
Hospitality Industry and Managing Hospitality Human Resources. More information can be
found at: https://www.ahlei.org/.
3. Force Support Training. 38Fs have the opportunity to broaden their job-specific knowledge
by taking advantage of the many in-resident and online training courses available.
3.1. Force Support Knowledge Center. This site has numerous self-paced online course offerings.
https://fskc.adls.af.mil/kc/main/kc_frame.asp?blnWhatsNew=True. Some of the courses applicable to 38Fs
include:
• Services Activity Managers Course
• Fitness
• Library Management Course
• Non-Appropriated Fund Financial Management/Budget & Analysis Course
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• Human Resources
• Food and Beverage
• Marketing
• Readiness
• Lodging
• Recreating and Leisure
3.2. Air Force e-Learning. Provides information technology and business skills resources to
enhance personal and professional knowledge. Certain courses are labeled if the material will assist
in the preparation for a civilian certification, including the Human Resource Certification Institute
and Society for Human Resource Management exams. The Basic, Intermediate, and Advanced
Knowledge, Skills, and Abilities Courses are posted on this site.
https://usafprod.skillport.com/skillportfe/main.action
3.3. Force Support Silver Flag and Home Station Readiness Training. Force Support Silver Flag
and Home Station Readiness Training are the two major components of the Force Support Readiness
Training Program. These programs maintain a foundation of forces prepared to provide deployed
commanders with fully-qualified Force Support personnel capable of accomplishing the wide variety of
Force Support deployed responsibilities. Force Support team members must be trained and ready for
deployment to austere bare-base locations with limited or no facilities and transition to sustained
operations. Force Support Silver Flag and Home Station Readiness Training should challenge team
members to improve their individual and unit type code team capabilities for deployed operations.
Force Support Silver Flag and Home Station Readiness Training consists of computer-based training
enhancements, self-study guides, classroom education, hands-on equipment training, duty-specific
training based on unit type code assignment and ancillary training such as weapons qualification,
Nuclear, Biological, and Chemical warfare defense training, and Self-aid Buddy Care. See Air Force
Instruction 10-214, Air Force Prime Readiness in Base Services Program, for specific requirements
and training intervals.
3.4. Deliberate and Crisis Action Planning and Execution Segments (E3A2R35051 AA2B in-
residence / E7A2T35051 OA1B Mobile Training Team). All 38Fs serving in Installation Personnel
Readiness and those selected for specific deployment missions must complete a formal Deliberate and
Crisis Action Planning and Execution Segments course. This course introduces wing/base-level users
to the knowledge and skills needed to manage deployment requirements. This course provides
introductory Global Command and Control System and Deliberate and Crisis Action Planning and
Execution Segments training, focusing on personnel deployments processes for installation
contingency and exercise requirements. Newsgroups and chat tools enhance the course, putting the
user in direct contact with experts from Major Commands and the Air Force Personnel Center. A
comprehensive base exercise scenario practical exercise completes the training experience. This
course satisfies the formal training requirement for wing/base echelon personnel to hold Deliberate and
Crisis Action Planning and Execution Segments write permission. The Deliberate and Crisis Action
Planning and Execution Segments Course is 72 hours in length and is held at Keesler Air Force Base,
MS.
3.5. Personnel in Support of Contingency Operations Training. 38Fs will participate in Personnel
in Support of Contingency Operations training to include in-house training in accordance with Air
Force Instruction 36-3802, Personnel Readiness Operations.
4. 38F Officer Education and Training Roadmap. The 38F Continuum of Learning roadmap at
Figure F details the leadership, foundational and technical/specialized professional continuing
education courses that make up the educational continuum 38Fs will participate in during their careers.
30
All courses may not apply to Air National Guard and Air Force Reserve 38Fs due to limited training
allocations and/or course attendance challenges. The chart also lists several other training,
Developmental Education, Exchange Programs and advanced academic opportunities that comprise the
comprehensive Continuum of Learning for 38Fs.
Figure F. 38F – Force Support Officer Education & Training Roadmap
5. Force Support Experience. In addition to leadership, foundational and technical/specialized
professional continuing education, advanced education and other training opportunities, experience plays
an important role in officer development. Successful senior officers build their careers one assignment
at a time, always keeping in mind that their current assignment is the most important assignment for
career progression. Each assignment offers valuable experience to enhance breadth and develop depth.
5.1. Experience Timeline. 38Fs should develop depth early in their career with appropriate
assignments. Subsequently, officers will gradually broaden their knowledge and experience baselines
within and outside the 38F career field. In order to develop depth in the initial 4 years, commanders and
ACRONYMS
- FSS – FORCE SUPPORT SQUADRON - DE – DEVELOPMENTAL EDUCATION - KSA – KNOWLEDGE, SKILLS, AND ABILITIES - SPEED – SPECIAL EXPERIENCE EXCHANGE DUTIES - SARC – SEXUAL ASSAULT RESPONSE COORDINATOR - AAD – ADVANCED ACADEMIC DEGREE - FS – FORCE SUPPORT - CSAF – CHIEF OF STAFF OF THE AIR FORCE - DEOMI – DEFENSE EQUAL OPPORTUNITY MANAGEMENT INSTITUTE - AFIT – AIR FORCE INSTITUTE OF TECHNOLOGY - IFSOC – INITIAL FORCE SUPPORT OFFICER COURSE - PME – PROFESSIONAL MILITARY EDUCATION - PERSCO – PERSONNEL IN SUPPORT OF CONTINGENCY OPERATIONS - USAFA – UNITED STATES AIR FORCE ACADEMY - DCAPES – DELIBERATE AND CRISIS ACTION PLANNING EXECUTION SEGMENTS - CPI – CONTINUOUS PROCESS IMPROVEMENT - CFETP – CAREER FIELD EDUCATION AND TRAINING PLAN
31
supervisors should keep officers in their assigned duties for 12-24 months. During the first 10 years,
officers should develop a solid technical and operational experience in a broad range of Force Support
capabilities supported by appropriate professional continuing education, professional military education,
and advanced academic degrees. 38Fs should strive to complete leadership assignments in at least two
flight commands within the Force Support Squadron. Flight command experience provides significant
tests in leadership, organization, and resource management further enhancing functional expertise across
all Force Support knowledge, skills, and abilities.
5.2. Core Assignments. The majority of company grade officer 38F functional opportunities are in
the Force Support Squadron. These assignments provide deeper knowledge and experience across all
Force Support capabilities and knowledge, skills, and abilities. Other organizations, such as Air Staff,
Major Commands, Joint Forces Headquarters, National Guard Bureau and field operating agencies
provide additional growth and broadening opportunities.
5.3. Out of Core Assignments. Out of core assignments include any assignment where the duty Air
Force specialty code is not 38F. While out of core assignments are important growth opportunities,
core assignments should take precedence in officer development and care must be taken to not allow
out of core assignments to hinder an officer’s career progression. An officer’s first two assignments
should be focused on developing depth in Force Support capabilities and knowledge, skills, and
abilities.
5.4. Deployments. The experience gained from deployment tours adds to an officer’s operational
credibility. It further enhances one’s understanding of Force Support knowledge, skills, and abilities
and Force Support capabilities/combat effects in Combat Support. The opportunities to work in austere
environments will provide operational challenges requiring critical thinking and resourcefulness that
will benefit future development.
6. 38F Experience Pyramid. The following pyramid at Figure G displays assignment opportunities
available at different times in a 38F career. The pyramid is only a guide and it cannot possibly
represent every career path or road to success. This pyramid should be used as a planning guide by
senior leaders, mentors, commanders, supervisors, and individuals in conjunction with other planning
tools, to include Air Force Instruction 36-2110, Assignments. Ultimately, an officer’s career path will
be influenced by personal aspirations and Air Force needs.
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Figure G. 38F Experience Pyramid
ACRONYMS AND OFFICE SYMBOLS
- AF/A1 – HEADQUARTERS AIR FORCE, MANPOWER, PERSONNEL & SERVICES - MRS – MANPOWER REQUIREMENTS SQUADRON - AF/REP – AIR FORCE RESERVE DIRECTORATE OF PERSONNEL - OIC – OFFICER IN CHARGE - J1 – JOINT DIRECTORATE OF PERSONNEL - SARC – SEXUAL ASSAULT RESPONSE COORDINATOR - FOA DIR - FORWARD OPERATING AGENCY DIRECTOR - A1M AO – MANPOWER ACTION OFFICER - HAF – HEADQUARTERS AIR FORCE - AFPC/ARPC AO – AIR FORCE PERSONNEL CENTER / - MAJCOM - MAJOR COMMAND AIR RESERVE PERSONNEL CENTER ACTION OFFICER - COCOM – COMBATANT COMMAND - GP/CD – GROUP DEPUTY COMMANDER - OSD – OFFICE OF THE SECRETARY OF DEFENSE - SQ/CC – SQUADRON COMMANDER - NAF – NUMBERED AIR FORCE - ROTC – RESERVE OFFICER TRAINING CORPS - FSS – FORCE SUPPORT SQUADRON - FAO/PAS – FOREIGN AREA OFFICER / POLITICAL-
MILITARY AFFAIRS STRATEGIST
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Section D – Proficiency Training and Experience Requirements
1. Purpose. Proficiency training requirements in this career field are defined in terms of tasks and
knowledge requirements. This section outlines the specialty qualification requirements for entry,
award, and retention of each Air Force Specialty level.
2. Qualified Level (38F3). For award of the 38F3 Air Force specialty code, completion of the Initial
Force Support Officer Course is mandatory. A waiver from the 38F Career Field Manager is required if
any portion of the course is not completed. In addition, a minimum of 24 months of experience is
mandatory (Initial Force Support Officer Course time counts towards the 24 months of experience). Within 24 months of graduating the Initial Force Support Officer Course (36 months for Air Force
Reserve officers), an officer must also complete Follow-On Unit Training, the Basic Knowledge, Skills,
and Abilities Course, and the Basic Contingency Course. All requirements must be certified by the
Force Support Squadron commander or senior career field leader assigned to the organization. A
waiver from the 38F Career Field Manager is required if the Follow-on Unit Training or other tasks
cannot be completed within the 24-month period. Air National Guard and Air Force Reserve personnel
will coordinate waivers with their component Career Field Manager.
3. Staff Level (38F4). Awarded based on position. Officers must be appointed to a staff position at
the Air Staff, Major Command, Numbered Air Force, Field Operating Agency, Direct Reporting Unit,
Joint Forces Headquarters, National Guard Bureau, or Combatant Command to achieve the Staff Level
38F4 Air Force specialty code.
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PART II
Section A – Initial Force Support Officer Course, Course Training Standard
1. Task, Knowledge, and Proficiency Level Requirements. The tasks and corresponding training
proficiency levels on the Initial Force Support Officer Training Course, Course Training Standard
were reviewed and validated during the January 2016 Specialty Training Requirements Team and
Utilization and Training Workshop. The qualitative requirements for each task are based on the
proficiency values listed below in Figure H. Proficiency values are defined in Figure I on page 41 of
this document.
Figure H. Initial Force Support Officer Course Task, Knowledge, and Proficiency Level
Requirements
1. INTRO TO A1-
1.1. Foundational Principles -
1.1.1. Air Force Institutional Competencies A
1.1.2. Force Support Enduring Principles A
1.1.3. Manpower, Personnel and Services Life Cycle A
1.1.4. Force Support Capabilities A
1.1.5. Force Support Knowledge, Skills & Abilities A
1.2. A1 Structure -
1.2.1. Headquarters Air Force A1 A
1.2.2. Field Operating Agency A1
1.2.3. MAJCOM A1s A
1.2.4. Air Reserve Components A
1.2.5. Operational Control/Administrative Control Relationship A
1.2.6. Types of Association A
1.3. Force Support Squadron Structure -
1.3.1. Force Support Squadron Organizational Chart B
1.3.2. Wing 38F Functional Areas A
1.4. Career Development -
1.4.1. Career Path A
1.4.2. Development Team A
1.4.3. Development Plan A
1.4.4. Professional Continuing Education A
1.4.5. In-house Training A
1.5. Air Force Inspection System B
2. FORCE MANAGEMENT -
2.1. Evaluations -
2.1.1. Officer Evaluation System B
2.1.2. Enlisted Evaluation System B
2.2. Promotions -
2.2.1. Officer Promotions Processes/Management B
2.2.2. Enlisted Promotions Processes/Management B
2.3. Reenlistments and Extensions -
2.3.1. Selective Reenlistment Program A
2.3.2. Career Job Reservations A
2.4. Separation and Retirement -
35
2.4.1. Voluntary A
2.4.2. Involuntary A
2.4.3. Retirement A
2.4.4. High year tenure A
2.5. Assignments -
2.5.1. Utilize Assignment Management System 2b
2.5.2. Assignments A
2.5.3. Enlisted Quarterly Assignments List/Enlisted Quarterly Assignments List PLUS A
2.5.4. Orders Process Management A
2.6. Personnel Information Technology Systems/Applications -
2.6.1. Privacy Act/Freedom of Info Act/Personally Identifiable Information A
2.6.2. Utilize Base Level Service Delivery Model Information Technology Tool 2b
2.6.3. Navigate Virtual Military Personnel Flight b
2.6.4. Military Personnel Data System -
2.6.4.1. Functions B
2.6.4.2. Management Assessment Products B
2.6.4.3. Transaction Registers B
2.6.5. Discoverer A
2.6.6. Utilize virtual Personnel Center 2b
2.6.7. myPers/Right Now Technology A
2.6.8. Defense Enrollment And Eligibility Reporting Systems A
2.6.9. Automated Record Management System / Personnel Records Display Application B
2.6.10. Utilize Case Management System 2b
2.6.11. Manpower Programming and Execution System A
2.6.12. Air Force Reserve Order Writing System A
2.6.13. Unit Training Assembly Processing System Web Based A
2.6.14. Air Force Reserve Component Data Accuracy Report A
2.7. Other Programs -
2.7.1. Personnel Reliability Program A
2.7.2. Awards and Decorations A
2.7.3. Personnel Services Delivery Guides/Personnel Services Delivery Memorandums A
2.7.4. Adverse Actions A
2.7.5. Duty Status A
2.7.6. Leave/LeaveWeb A
2.8. Civilian Employee Management -
2.8.1. Non-appropriated Funds A
2.8.2. Appropriated Funds A
3. FORCE DEFINITION -
3.1. Manpower and Organization A
3.2. Principles of Air Force Organization A
3.3. Manpower Standard A
3.4. Interpret Unit Manpower Document 2b
3.5. Unit Personnel Management Roster B
3.6. Apply Management Improvement Tools And Techniques 2b
4. FORCE SUSTAINMENT -
4.1. Air Force Services Agency Portal A
4.2. Food Operations -
4.2.1. Food Service Mission A
4.2.2. Food Operations Organization -
36
4.2.2.1. Dining Facilities B
4.2.2.2. Clubs B
4.2.3. Daily Operations B
4.2.4. Point of Sales A
4.2.5. Meal Prep Techniques A
4.2.6. Flight and Ground Support Meals A
4.2.7. Interpret Dining Facility Spend Plan 2b
4.2.8. Food Transformation Initiative B
4.2.9. Fitness -
4.2.10. Daily Operations B
4.3. Lodging -
4.3.1. Daily Operations B
4.3.2. Mission A
4.4. Non-Appropriated Fund Financial Management -
4.4.1. Financial Policies and Guidance B
4.4.2. Financial Standards A
4.4.3. Non-appropriated Fund Categories (A, B, C) A
4.4.4. Review Non-appropriated Fund Activity Business Plan b
4.4.5. Develop Non-appropriated Fund Activity Income and Expense Budget 2b
4.4.6. Interpret Non-appropriated Fund Financial Statement 2b
4.4.7. Memorandums of Agreement/Memorandums of Understanding A
4.4.8. Commander's Non-appropriated Fund Sustainment Program/Non-appropriated Fund
Council B
4.5. Protocol Operations A
5. FORCE DEVELOPMENT -
5.1. Education and Training Mission A
5.2. Developmental Education Programs A
5.3. Formal Training/Retraining A
5.4. Enlisted Specialty Training A
5.5. Enlisted Upgrade Training A
5.6. Active Duty Service Commitment A
5.7. Test Control A
6. FORCE READINESS -
6.1. Air Force Constructs -
6.1.1. Force Concepts -
6.1.1.1. Joint Force Concepts A
6.1.1.2. Total Force Concepts A
6.1.2. Air Expeditionary Force -
6.1.2.1. AEF Concept A
6.1.2.2. AEF Purpose A
6.1.2.3. Unit Type Code B
6.1.2.4. Total Force Posturing B
6.1.2.5. Coding B
6.1.2.6. Force Modules B
6.1.2.7. Contingency Sourcing Process B
6.1.3. Operation Plan -
6.1.3.1. Force Support Annexes A
6.1.3.2. Concept of Operations A
37
6.1.3.3. Other Operation Plan Annexes A
6.1.4. Base Support and Expeditionary Site Planning Annex A
6.1.5. Deliberate Crisis Action Planning & Execution Segments A
6.2. Force Support Constructs -
6.2.1. Force Support Unit Type Codes B
6.2.2. Force Support Force Modules B
6.2.3. Expeditionary Force Support Squadron Construct B
6.2.4. Force Support Readiness Functions and Capabilities A
6.2.5. Expeditionary Force Support Mission Planning -
6.2.5.1. Perform Bare Base Beddown Planning 2b
6.2.5.2. Perform Surge Planning 2b
6.2.5.3. Perform Sustainment Planning 2b
6.2.5.4. Perform Drawdown Planning 2b
6.3. Installation Personnel Readiness -
6.3.1. Daily Operations B
6.3.2. Accountability -
6.3.2.1. Manage Accountability via Air Force Personnel Accountability and Assessment
System 2b
6.3.2.2. Recall B
6.3.2.3. Categories of Accountability B
6.3.2.4. Total Force Accountability B
6.4. Unit Readiness -
6.4.1. Readiness Reporting Tools B
6.4.2. Daily Operations B
6.4.3. Readiness Training A
6.5. Integrated Deployment Function -
6.5.1. Roles and Responsibilities B
6.5.2. Operations B
6.6. Emergency Family Assistance Center B
6.7. Casualty Program -
6.7.1. Roles and Responsibilities A
6.7.2. Casualty Report B
6.7.3. Communications B
6.7.4. Mass Casualty Procedures/ Casualty Augmentation Support Team B
6.7.5. Benefits A
6.7.6. Case Files A
6.8. Mortuary Affairs -
6.8.1. Roles and Responsibilities A
6.8.2. Communications A
6.9. Deployed Force Support Capability -
6.9.1. Personnel Support for Contingency Operations Responsibilities -
6.9.1.1. Perform Reception Processing b
6.9.1.2. Accountability Management B
6.9.1.3. Personnel Sustainment Operations A
6.9.1.4. Reachback Support A
6.9.2. Manpower Management -
6.9.2.1. Deployment Requirements Manning Document Management A
6.9.2.2. Unit Type Code Management Comparisons A
38
6.9.2.3. Provisional and Expeditionary Organizational Actions A
6.9.2.4. Requirements Determination A
6.9.3. Connecting Airmen To the Outside World B
6.9.4. Non-appropriated Fund Resale Operations B
6.9.5. Airmen (Education and Training) Development -
6.9.5.1. Library A
6.9.5.2. Learning Resource Center A
6.9.6. Programmatic Marketing Analysis And Implementation Plan A
7. Officer Field Education Temporary Duty -
7.1. Perform Crisis Response/Integrated Base Response Planning 2b
7.2. Perform Search and Recovery 2b
7.3. Produce Contingency Reports 2b
7.4. Perform Feeding Operations 2b
7.5. Perform Fitness Operations 2b
7.6. Perform Lodgment of Forces 2b
7.7. Perform Airmen Recreation Requirements 2b
7.8. Perform Mortuary Affairs Operational Requirements 2b
7.9. Perform Expeditionary Financial Management 2b
7.10. Perform Expeditionary Procurement Actions 2b
39
Section B – Follow-On Unit Training
1. Purpose. Follow-On Unit Training is designed to teach new officers operating procedures, requirements, and
common practices that will enhance knowledge already gained at the Initial Force Support Officer Course.
Officers must complete Follow-On Unit Training prior to being awarded the 38F3 skill level.
1.1. Concept. The intent of Follow-On Unit Training is to provide officers with a more detailed, in-depth, and
working knowledge of A1 enduring principles and core competencies. When used correctly as a tool to manage
training for a 38F, it can significantly enhance the job knowledge and application of key tasks and processes.
1.2. How to Use. The Force Support Squadron Commander or senior career field leader assigned will appoint the
appropriate member to serve as the officer training manager. This individual will track completion of the Follow-
On Unit Training in Air Force Training Record (e.g. Operations Officer, Unit Training Manager, or Staff Division
Chief). The officer training manager is encouraged to use task experts (i.e. Flight Commanders and Senior Non-
commissioned Officers/Non-commissioned Officers) to conduct this training. Recommended trainers are provided
on the attached Follow-On Unit Training Annex. However, units may select other subject matter experts to conduct
training, as long as they can validate the trainee understands the information and has successfully completed the
corresponding task. Upon completion of each training item, the Air Force Training Record system will be updated
accordingly. Each task is annotated as it applies to Regular Air Force, Air Force Reserve, and/or Air National
Guard 38Fs. For certain tasks, there are separate and distinct requirements for Air Force Reserve and Air National
Guard officers. In addition, there are specific tasks that are not mandated for Air Force Reserve and/or Air National
Guard officers. These tasks are listed as “not required”.
1.3. Flow of Follow-On Unit Training. The Follow-On Unit Training is organized accordingly to the two
enterprise Force Support Capabilities and 15 operational Force Support Capabilities.
1.4. Implementation. Each unit has a distinct operations tempo and will have to determine how and when to
implement Follow-On Unit Training. The officer training manager and trainee must work together to ensure all
tasks are completed within 24 months (36 months for Air Force Reserve officers) after the trainee’s Initial Force
Support Officer Course graduation.
1.5. Certification. Once the officer training manager confirms the trainee has achieved the required levels of
understanding for all Follow-On Unit Training tasks and the Air Force Training Record has been updated
accordingly, he/she will track the completion of the other 38F3 level requirements (24 months of experience, Basic
Knowledge, Skills, and Abilities Course, and Basic Contingency Course). The officer training manager will notify
the Squadron Commander or equivalent leader when all upgrade requirements have been completed, and ensure an
AF Form 2096 Classification/On-The-Job Training Action is prepared for signature and processed.
1.6. A Note to 38F Trainees. While working through this plan, take notes, ask lots of questions, and request
clarification on any training item. The Follow-On Unit Training includes guidance references to allow you to
conduct research on the topic before and after your training sessions. This is your plan, designed for and by other
38Fs to help increase your effectiveness. Enjoy, learn, and network across your organization!
1.7. A Note to 38F Trainers. The below Follow-On Unit Training (Figure L) outlines core tasks, knowledge and
technical references. A proficiency code key (Figure I), behavioral statement codes (Figure J), and behavioral
statement verbs (Figure K) are provided to aid trainee evaluation. Annex A is provided as an additional resource
for your consideration in training plan development.
40
2. 38F Follow-on Unit Training Requirements:
Follow-On Unit Training Requirements
38FX, FORCE SUPPORT OFFICER
41
Figure I. Proficiency Code Key
Scale
Value Definition: The individual
1
Can do simple parts of the task. Needs to be told or shown how to do most of the task. (extremely limited)
Task Performance
Levels
2 Can do most parts of the task. Needs only help on hardest
parts. (partially proficient)
3 Can do all parts of the task. Needs only a spot check of
completed work. (competent)
4
Can do the complete task quickly and accurately. Can tell or
show others how to do the task. (highly proficient)
a
Can name parts, tools, and simple facts about the task. (nomenclature)
*Task Knowledge
Levels
b Can determine step-by-step procedures for doing the task. (procedures)
c Can identify why and when the task must be done and why each step is needed. (operating principles)
d
Can predict, isolate, and resolve problems about the task. (advanced theory)
A Can identify basic facts and terms about the subject. (facts)
**Subject
Knowledge
Levels
B Can identify relationship of basic facts and state general principles about the subject. (principles)
C Can analyze facts and principles and draw conclusions about the subject. (analysis)
D
Can evaluate conditions and make proper decisions about the subject. (evaluation)
Explanations * A task knowledge scale value may be used alone or with a task performance
scale value to define a level of knowledge for a specific task. (Example: b and 1b) ** A subject knowledge scale value is used alone to define a level of knowledge for a subject not
directly related to any specific task, or for a subject common to several tasks. This mark is used alone instead of a scale value to show that no proficiency training is provided in the
course or Career Development Course. X - This mark is used alone in course columns to show
that training is required but not given due to limitations in resources. Note: All tasks and knowledge items shown with a proficiency code are trained during wartime.
42
Figure J. Behavioral Statement Codes
BEHAVIORAL STATEMENT CODES
CODES DESCRIPTION
P Performance Training - Identifies that the individual has performed the task to the satisfaction
of the course; however, the individual may not be capable of meeting the field requirements
for speed and accuracy.
K Subject Knowledge Training - The verb selection identifies the individual’s ability to identify
facts, state principles, analyze, or evaluate the subject.
pk Performance Knowledge Training - The verb selection identifies the individual’s ability to
relate simple facts, procedures, operating principles, and operational theory for the task.
X Training is required but not yet part of a formal course.
- Training is required but the item is not included in a formal training course. Training will be
conducted through on-the-job or home station training.
Figure K. Behavioral Statement Verbs
BEHAVIORAL STATEMENT VERBS
LEVEL OF LEARNING PROFICIENCY LEVEL BEHAVIORAL VERBS
Knowledge Limited
List, name, match, describe, define,
state, outline, identify, select, give
an example
Comprehension Partially Proficient
Compare, contrast, differentiate,
predict, explain, summarize,
generalize, paraphrase, distinguish,
solve, compute
Application Fully Competent
Solve, prepare, use, participate,
develop, construct, modify,
conduct, teach
43
Figure L. Follow-On Unit Training Outline
Tasks, Knowledge and Technical
References
Certification For
Follow-On Unit Training
A B C D Training
Start
Date
Training
Complete
Date
Trainee
Initials
Trainer
Initials
1. Shaping and Balancing the Force
1.1. Human Resources Systems
Training
Technical Reference: Personnel
Services Delivery Guide for Human
Resources Systems
1.2. Transaction Management
Technical Reference: Personnel
Services Delivery Guide
1.3. Non-appropriated Fund (Hiring)
Technical Reference: Air Force
Instruction 34-301
1.4. Full Time (Civilian and Active
Guard Reserve) Employees
Technical References: Air Force
Manual 36-606, Air Force Manual 36-
203
2. Force Development
2.1. Evaluations Procedures Technical Reference: Air Force
Instruction 36-2406
2.2. Referral Reports Procedures Technical Reference: Air Force
Instruction 36-2406
2.3. Forced Distribution Procedures Technical Reference: Air Force
Instruction 36-2406
2.4. Officer & Enlisted Promotions Technical References: Air Force
Instruction 36-2406, Air Force
Instruction 36-2501, Air Force
Instruction 36-2502
2.5. Upgrade Training
Technical Reference: Air Force
Instruction 36-2201
2.6. Civilian Appraisal Process
/Administrative Actions
Technical References: Air Force
Instruction 36-1001, Air Force
Instruction 36-704
2.7. Non-appropriated Fund Human
Resources
Technical References: Air Force
Instruction 34-301, Air Force Manual
34-310
44
Tasks, Knowledge and Technical
References
Certification For
Follow-On Unit Training
A B C D Training
Start
Date
Training
Complete
Date
Trainee
Initials
Trainer
Initials
3. Manpower and Organization
3.1. Continuous Process Improvement Technical References: Air Force
Instruction 1-2, Air Force Instruction
38-401; Air Force Instruction 90-201
3.2. Manpower and Programming
Execution System
Technical Reference: Air Force
Instruction 38-204
3.3. Manpower Standards
Technical References: Air Force
Instruction 38-201, Air Force Manual
38-208
3.4. Organization Change Request
/Authorization Change Requests
Technical References: Air Force
Instruction 38-101, Air Force
Instruction 38-201
4. Personnel Readiness and
Accountability
4.1. Assignment Actions
Technical Reference: Air Force
Instruction 36-2102
4.2. Unfavorable Information File
Technical Reference: Air Force
Instruction 36-2907
4.3. Personnel Deployment Function
Technical Reference: Air Force
Instruction 36-3802
4.4. Unit Readiness
Technical Reference: Air Force
Instruction 10-244
4.5. Installation Personnel Readiness
Technical Reference: Air Force
Instruction 36-3802
4.6. Postal Operations
Technical Reference: Department of
Defense Instruction 4525.6-M
4.7. Protecting Sensitive Information
Technical Reference: Air Force
Instruction 33-332
5. Feeding Operations
5.1. Kitchen Operations
Technical References: Air Force
Instruction 34-239, Air Force
Instruction 34-240, Air Force Manual
34-102
45
Tasks, Knowledge and Technical
References
Certification For
Follow-On Unit Training
A B C D Training
Start
Date
Training
Complete
Date
Trainee
Initials
Trainer
Initials
5.2. Serving and Dining Operations
Technical References: Air Force
Instruction 34-239, Air Force
Instruction 34-240, Air Force Manual
34-102
5.3 Non-appropriated Fund
Dining Operations Technical Reference: Air Force
Instruction 24-272
6. Lodgment of Forces
6.1. Front Desk Operations
Technical Reference: Air Force
Instruction 34-135
6.2. Housekeeping/Room Inspection
Technical Reference: Air Force
Instruction 34-135
7. Keeping Airmen Fit to Fight
7.1. Fitness Assessment Cell
Technical Reference: Air Force
Instruction 36-2905
7.2. Fitness Center Operations
Technical Reference: Air Force
Instruction 34-266
8. Casualty/Mortuary Affairs
8.1. Mortuary
Technical Reference: Air Force
Instruction 34-501
8.2 Casualty (Survivor Benefit &
Casualty Augmentation Support
Team) Technical Reference: Air Force
Instruction 36-3009
9. Airmen Regeneration
9.1. Outdoor Recreation
Technical Reference: Air Force
Instruction 34-110
10. Developing and Connecting
Airmen to the Outside World
10.1. Library Operations
Technical Reference: Air Force
Instruction 34-150
10.2. Voluntary Education Technical Reference: Air Force
Instruction 36-2649
11. Alternative Resource Sourcing
11.1. Non-appropriated Fund
Instrumentalities Memorandums of
Agreement Technical Reference: Air Force
Instruction 65-106
46
Tasks, Knowledge and Technical
References
Certification For
Follow-On Unit Training
A B C D Training
Start
Date
Training
Complete
Date
Trainee
Initials
Trainer
Initials
11.2. Commercial Sponsorship
Technical Reference: Air Force
Instruction 34-108
11.3. Non-appropriated Fund
Contracts
Technical Reference: Air Force Manual
64-302
11.4. Resource Management Technical Reference: Air Force
Instruction 34-209
12. Hosting Official Functions
12.1. Distinguished Visitor Events Technical Reference: Air Force
Instruction 34-1201
12. 13. Building a Sense of Community
13.1. Customer Satisfaction Technical Reference: Air Force
Instruction 34-104
14. Infant to Teenager Development
14.1. Youth Programs
Technical References: Air Force
Instruction 34-144, Department of
Defense Instruction 6060.4, Department
of Defense Instruction 1402.05, Child
and Youth Program Inspection
Management System
14.2. Family Child Care
Technical References: Air Force
Instruction 34-144, Department of
Defense Instruction 6060.4, Department
of Defense Instruction1402.05, Child
and Youth Program Inspection
Management System
14.3. Child Development Center
Technical References: Air Force
Instruction 34-144, Department of
Defense Instruction 6060.4, Department
of Defense Instruction 1402.05, Child
and Youth Program Inspection
Management System
15. Airmen and Family Reunification
15.1. Pre/Post Deployment Briefing Technical References: Air Force
Instruction 36-3009, Air Force
Instruction 10-403
15.2. Family Readiness Operations
Plan Technical Reference: Air Force
Instruction 36-3009
47
Tasks, Knowledge and Technical
References
Certification For
Follow-On Unit Training
A B C D Training
Start
Date
Training
Complete
Date
Trainee
Initials
Trainer
Initials
16. Prevent and Respond to Sexual
Assault
16.1. Sexual Assault Response
Coordinator Technical Reference: Air Force
Instruction 90-6001
17. Prevent and Respond to Equal
Opportunity Issues
17.1. Equal Opportunity Technical Reference: Air Force
Instruction 36-2706
18. Commander Support Staffs
18.1. Section Commander and
Commander Support Staff Support
to the Squadrons Technical Reference: Personnel
Services Delivery Guide: Commander
Support Staff Execution, Organization,
Responsibilities, 1 Aug 17v3
48
Annex A
1. Shaping and Balancing the Force Reference Time (hrs) Trainer
1.1. Human Resources Systems Training: Review the
Human Resources systems training for new Commanders
and/or invite the trainee to accompany a presentation. At a
minimum, system training should include: Virtual Force
Development Center, Personnel Records Display
Application, Virtual Military Personnel Flight, and
Virtual Personnel Center. Regular Air Force: Review the
Airman Development Plan, Assignment Management
System, Base Level Services Delivery Model Information
Technology Tool, and Case Management System. Air
National Guard: Review Air National Guard Reserve Order
Writing System, Case Management System, Command
Human Resource Intelligence System. Regular Air Force
and Air Force Reserve Task: 1) Present the
Commander Human Resources systems training to a
member in the Military Personnel Section and be
evaluated by the Military Personnel Flight Commander
or Superintendent. 2) Detail the steps an Officer would
take to pull his/her last officer performance report from
the Personnel Records Display Application. 3) Detail
the steps an Officer would take to update his/her
Virtual Record of Emergency Data. Air Force Reserve
Task: 1) Demonstrate the process to navigate Air
Reserve Component Network. 2) Demonstrate how to
run reports in the Virtual Personnel Center. 3)
Demonstrate how to navigate the Air National Guard
Reserve Order Writing System. 4) Brief the sections of
a Point Credit Summary Inquiry. Air National Guard
Task: Present the Commander Human Resources
systems training to a member in the Military Personnel
Section and be evaluated by the Military Personnel
Flight Commander or Superintendent. 1) Demonstrate
the process to navigate Air Reserve Component
Network. 2) Demonstrate how to run reports in Virtual
Personnel Center. 3) Demonstrate how to navigate the
Air National Guard Reserve Order Writing System. 4)
Run a “Mother of All Chris Reports” (a.k.a. MOACR),
Unit Personnel Management Roster, or Force
Management Report from Command Human Resource
Intelligence System. 5) Brief the sections of a Single
Unit Retrieval Format and what they highlight. 6)
Brief the sections of a Point Credit Summary Inquiry.
Personnel Service
Delivery Guide:
Force Support
Squadron Personnel
Service, Delivery,
Execution,
Organization, and
Responsibilities,
para. 1A-3.3.1.
3 Military Personnel
Flight Commander
or
Superintendent
1.2. Transaction Management: Meet with the Military
Personnel Flight Commander or Superintendent to discuss
the Military Personnel Flight’s self-assessment program.
This includes how the Military Personnel Flight validates
the quality of personnel data through the use of transaction
registers, management assessment products, data
reconciliations, and/or other Human Resource system
output products. Walk through the process of how the
Military Personnel Flight leadership ensures all personnel
data errors or reject conditions are analyzed to determine
Personnel Services
Delivery Guide:
Force Support
Squadron
Personnel Service,
Delivery,
Execution,
Organization, and
Responsibilities,
1 Military Personnel
Flight Commander
or
Superintendent
49
trends and underlying causes. Regular Air Force, Air
Force Reserve & Air National Guard Task: Run or
facilitate the local process for identifying errors,
whether that be a review of reports (transaction
registers/management assessment products) or
facilitating a meeting of subject matter experts.
para. 1C-8.3.1.7.
through
1C-8.3.1.7.5
1.3. Non-appropriated Funds Hiring: Discuss the
process for hiring non-appropriated fund employees.
Specifically, discuss the different types of non-
appropriated fund employees (flex, regular, etc.), the
challenges in the hiring process, requirements, and general
timelines. Regular Air Force Task: Working with
Non-appropriated Fund Human Resources, select a
vacant non-appropriated fund position within the Force
Support Squadron. Outline the general process from
solicitation to onboarding for that position, and provide
an estimated timeline for completion. The officer should
demonstrate a clear understanding of the
process, including offices of primary responsibility,
approval authorities, interview process, general
timelines, and potential challenges. Air Force Reserve
& Air National Guard Task: Not required.
Air Force
Instruction 34-301
1.5 Non-appropriated
Fund Human
Resources Section
Chief
1.4. Full Time (Civilian and Air Reserve Technician)
employees: Review the process for hiring appropriated
fund civilian employees and Air Reserve Technician
employees, if appropriate. Specifically, discuss the
challenges in the hiring process, requirements and
associated federal laws, regulations, and general
timelines. Regular Air Force & Air Force Reserve
Task: Working with the Civilian Personnel Flight,
select a vacant civilian position on the installation.
Outline the general process from solicitation to
onboarding for that position, and provide an
estimated timeline for completion. The officer should
demonstrate a clear understanding of the process,
including offices of primary responsibility, approval
authorities, interview process, general timelines, and
potential challenges. Air Force Reserve Task:
Understand hiring process for Air Reserve Technician
positions. Air National Guard Task: Work with the
state Human Resources Office to understand the
general process from solicitation to onboarding for
both civilian and Air Reserve Technician positions.
The officer should demonstrate a clear understanding
of the processes, including Manpower Change
Requests that may need to be accomplished for a given
position, the interview process, general timelines,
and potential challenges.
Air Force Manual
36-606,
Air Force Manual
36-203
1.5 Civilian
Personnel
Flight Chief
50
2. Force Development Reference Time (hrs) Trainer
2.1. Evaluations: Complete a review of two Enlisted
Performance Reports and two Officer Performance
Reports with the Force Management Non-commissioned
Officer in Charge. The following items should be
addressed: Are all applicable blocks completed (marked,
dated and signed)? Do reports contain accurate
information (particularly in the ratee identification and
job description sections)? Are reports checked for
spelling accuracy and proper sentence/bullet structure?
Are reports checked to ensure that they do not contain
prohibited or inappropriate comments or
recommendations? The Non-commissioned Officer in
Charge should discuss common trends, training that is
provided to the units, local management processes, and
required Enlisted/Officer Performance Report timeliness
tracking (i.e. Wing Commander briefs). Regular Air
Force, Air Force Reserve & Air National Guard Task:
1) Review one Enlisted Performance Report and one
Officer Performance Report package and provide
comments to the Force Management Chief/Non-
Commissioned Officer in Charge on any required
corrections, 2) Utilize local management processes to
update Enlisted /Officer Performance Report trackers
(i.e. Wing Commander brief), 3) Identify what
questions the Wing Commander or other commanders
may ask.
Air Force
Instruction 36-2406,
para 1.6.1., 1.6.1.1.,
Table 3.1, Table
3.2, para 1.3.3,
1.6.1., 1.6.1.3.
2 Force Management
Chief
or
Non-commissioned
Officer in Charge
2.2. Referral Reports: Meet with the Force
Management Chief/Non-commissioned Officer in Charge
to determine how referral report procedures are being
followed in accordance with Air Force Instruction
36-2406 para 1.10. (i.e., ensuring Enlisted Performance
Report packages contain a memorandum). Force
Management Chief/Non-commissioned Officer in Charge
should provide an example with attachments that were
processed (if available) along with local process steps and
stakeholders. Regular Air Force, Air Force Reserve &
Air National Guard Task: Mock Phone Call - A
Security Forces Squadron officer calls asking for
advice on how to route a referral Enlisted
Performance for a Technical Sergeant that has failed
his fitness test twice during the reporting period (the
unit agrees a referral is the appropriate course of
action).
Air Force
Instruction 36-2406,
para 1.10.6.2.,
Figure 1.1,
Table 3.2 (Enlisted),
Table 3.1 (Officers)
1 Force Management
Chief
or
Non-commissioned
Officer in Charge
2.3. Forced Distribution (2 part task): 1. Meet with the
Force Support Squadron Superintendent to review the
unit's internal forced distribution process. Discuss how
expectations are provided to the enlisted members and
tools utilized for providing feedback and finalizing the
distribution. 2. Meet with the Force Management
Air Force
Instruction 36-2406,
para 4.19.
1.5 Force Support
Squadron
Superintendent
& Force
Management Chief
or
51
Chief/Non-commissioned Officer in Charge to review
how the Military Personnel Flight manages installation-
wide forced distribution. Training should include how the
Military Personnel Flight determines Large Unit and
Small Unit allocations, orchestrates Enlisted Forced
Distribution Panels, and reviews/processes completed
evaluations. Regular Air Force Task: Utilizing a
previous TSgt or SSgt Master Eligibility Listing
(MEL), prepare for an Enlisted Forced Distribution
Panel. Brief the Force Management Chief or Non-
commissioned Officer in Charge which Forced
Distributors must be in attendance, how many “Must
Promote” and “Promote Now” quotas are available,
how many records will be reviewed, how “splits” will
be resolved, and the required content in the Enlisted
Forced Distribution Panel Report. Air Force Reserve
and Air National Guard Task: Not required.
Non-commissioned
Officer in Charge
2.4. Officer and Enlisted Promotions: Meet with the
Officer Promotions point of contact to review the MyPers
Officer Promotions page, Air Force Promotions System,
how the MPF can identify who is eligible for each board,
when Promotion Recommendation Forms are due, and
how releases are managed. Training should include the
Officer Promotion Brief, its instructions (provided in the
board specific Personnel Services Delivery
Memorandum), junior/senior rosters, and validating base
eligibility. Understand how the Air Force Reserve Officer
promotion process works (Position Vacancy). Understand
the enlisted promotion process. Review how enlisted
Airmen are promoted to the next grade. Understand how
points are calculated towards promotion. Regular Air
Force Task: Access the date of rank charts and print
the Officer Promotions Schedule/Milestones. Mock
Phone Calls - A Logistics Readiness Officer (Capt,
date of rank____) calls and wants to know when he is
eligible to promote to Major and historically when his
promotion recommendation form will need to be
completed. A Biomedical Sciences Corps officer
(Major date of rank ____) calls and wants to know
when she is eligible to compete for Lieutenant Colonel.
Air Force Reserve Task: A Reserve Maintenance
Officer (Major, date of rank ____) calls and wants to
know if he is eligible for a position vacancy promotion
to Lieutenant Colonel. There are currently 6
authorized and 7 assigned Lieutenant Colonels in his
Air Force Specialty Code. Air National Guard Task:
An Air National Guard Medical Officer (Captain, date
of rank ____) calls and wants to know if she is eligible
for a position vacancy promotion to Major. An Air
National Guard Public Affairs Officer (Major, date of
Air Force
Instruction 36-2501,
para 1.4.3., 3.6.1.;
Air National Guard
Instruction 36-2504;
Air Force
Instruction 36-2501;
Air Force
Instruction 36-2502
1.5 Force Management
Chief
52
rank ____) calls and wants to know if he is eligible for
mandatory promotion to Lieutenant Colonel. What
documents are required to request Federal recognition
of promotion?
2.5. Upgrade Training: Meet with the Force Support
Superintendent, First Sergeant, Flight Chiefs, and/or
Unit Training Manager to learn how leadership
schedules, conducts and documents supervised training
sessions when the trainee has difficulty with upgrade
training, Career Development Course progression, or task
certification. Regular Air Force, Air Force Reserve &
Air National Guard Task: Attend a unit upgrade
training meeting or with the Unit Training Manager
to review the status of enlisted upgrade training.
Air Force
Instruction 36-2201,
para 6.7.1.15.
1.5 Force Support
Squadron
Superintendent,
First Sergeant,
Flight Chiefs,
and/or
Unit Training Manager
2.6. Appraisal Process/Administrative Processes:
Regular Air Force & Air Force Reserve: Discuss the
civilian performance program and civilian development
with the local Civilian Personnel Office. Specifically,
discuss how 38Fs can help civilians develop and have
opportunities for promotion. Air National Guard: Discuss
the Technician performance program with Human
Resources Office. Specifically, discuss how they, as
officers, can help their Enlisted Technicians to develop
and have opportunities for promotion. Understand how
MyBiz and MyWorkplace work and the importance of
the system's hierarchy being correct. Regular Air Force
& Air Force Reserve Task: Review a series of civilian
appraisals/administrative actions with the Civilian
Personnel Office and provide/fill out an award
recommendation based on established guidelines and
the installation's proposed bogey. Ensure that one of
the appraisals selected is a Quality Step Increase
submission. For administrative actions,
understand discipline/rehabilitative processes for
civilians and who the points of contact are. Air
National Guard Task: Review a series of civilian
appraisals with the Human Resources Office and
provide/fill out an award recommendation based on
established guidelines and the installation's proposed
bogey. Ensure that one of the appraisals selected is a
Quality Step Increase submission.
Air Force
Instruction 36-1001,
Air Force
Instruction 36-704
1.5 Civilian Personnel
Flight Chief
2.7. Non-appropriated Fund Human Resources
Training: Discuss methods and availability of non-
appropriated fund training. Choose an activity manager
that is responsible for non-appropriated fund personnel
and discuss their plans for long-term development of
their employees. Regular Air Force Task: Review
the non-appropriated fund employee training plan
for a Force Support Squadron activity and provide
Air Force
Instruction 34-301,
Air Force Manual
34-310
1 Activity Manager
or
Non-appropriated
Fund Human
Resources Section
Chief
53
inputs to the Activity Manager. Air Force Reserve
and Air National Guard Task: Not required.
3. Manpower and Organization Reference Time (hrs) Trainer
3.1. Continuous Process Improvement: Review the Air
Force Continuous Process Improvement website and the
Continuous Process Improvement SharePoint site. Discuss
how promoting Continuous Process Improvement can help
commanders resolve self-assessment findings in the four
Major Graded Areas. In addition, discuss local
Continuous Process Improvement programs and how
projects are identified and completed, how success has
been captured, and the way ahead. Regular Air Force,
Air Force Reserve & Air National Guard Task: Access
the Continuous Process Improvement SharePoint site,
select an A3 from the "Continuous Process
Improvement Projects/Practitioners" and brief the
project and your takeaways to the Manpower &
Organization Flight Commander.
Air Force
Instruction 1-2,
Air Force
Instruction 38-401,
Air Force
Instruction 90-201
1 Manpower &
Organization Flight
Chief
or
Continuous Process
Improvement
Black Belt
3.2. Manpower Programming and Execution System:
Review the Manpower Programming and Execution
System and learn how the system enables the manpower
mission. Specifically, discuss how the system is designed
to collect and disseminate Total Force execution of
programmed end strength, and how the system executes
the Program Objective Memorandum and the President’s
Budget allocated end strength by command. Air Force
Reserve: Training can be accomplished either by temporary
duty to HQ AFRC or via Defense Communications System.
Regular Air Force & Air Force Reserve Task: Explain
the Manpower Change Request routing process,
approval authority, and Manpower Programming and
Execution System-related actions to a member of the
Manpower & Organization Flight. Air National
Guard Task: Not required.
Air Force
Instruction 38-204
1 Manpower &
Organization
Flight Chief
or
Manpower Officer
3.3. Manpower Standard: Review how manpower
standards are developed and/or how enterprise-wide
manpower standards are communicated and implemented
at the base level. Specifically, discuss the Commander's
Support Staff Manpower Standard. Air Force Reserve:
Training can be accomplished either by temporary duty to
HQ AFRC or via Defense Communications System.
Regular Air Force, Air Force Reserve & Air National
Guard Task: Identify the number of personnel across
each squadron and apply the Commander’s Support
Staff manpower standard. Once the information is
verified by the trainer, discuss the current
Commander’s Support Staff manning with the
Military Personnel Flight Commander or
Superintendent.
Air Force
Instruction 38-201,
Air Force Manual
38–208
1 Manpower &
Organization Flight
Chief
or
Manpower Officer
54
3.4. Organization Change Requests and Authorization
Change Requests: Review the Standard Levels of Air
Force Organization and Associated Terms. Regular Air
Force: Review the eight questions making up an
Organization Change Request. Air Force Reserve:
Review the Manpower Change Requests using the Air
Force Reserve Command Form 106. Training can be
accomplished either by temporary duty to HQ AFRC or
via Defense Communications System. Understand the
process for authorization change requests. Regular Air
Force & Air Force Reserve Task: Create a “current”
organization chart using an active unit with Officer,
Enlisted, Civilian, and Total. (Explain if/how the unit
differs from the standard structure or if the unit is a
non-standard unit and why. Air National Guard Task:
Not required.
Air Force
Instruction 38-101,
Air Force
Instruction 38-
201
1 Manpower &
Organization
Flight Chief
or
Manpower Officer
4. Personnel Readiness and Accountability Reference Time (hrs) Trainer
4.1. Assignment Actions: Regular Air Force: Meet the
Career Development Chief/Non-commissioned Officer in
Charge to review an overseas and continental United
States assignment. Review the notification Report on
Individual Personnel and corresponding assignment
folder, Personnel Processing Codes that may delay out-
processing, i.e. process when a member fails to submit
required documents for order processing, and how
passports are processed for overseas assignments, etc. Air
Force Reserve: Review assignment process and Air Force
Information Management Tool (AF IMT) 1288
requirement. Regular Air Force Task: Run checklist
for Personnel Processing Codes/clearance and report
the findings to the Career Development Chief/Non-
commissioned Officer in Charge. Air Force Reserve
Task: Mock Phone Call: A traditional reservist is
applying for an Individual Mobilization Augmentee
position at USAFE and calls asking how to process the
Air Force Information Management Tool 1288 in
order to be released from his current unit and gained
to his projected unit. Air National Guard Task: Mock
Phone Call: A traditional reservist is applying for a
Component or State to State transfer and calls asking
how to process the Air Force Information Management
Tool 1288 in order to be released from his current unit
and gained to his projected unit.
Air Force
Instruction 36-2102
1 Career Development
Chief
or
Non-commissioned
Officer In Charge
4.2. Unfavorable Information File: Review
Unfavorable Information File management with the Force
Management Chief/Non-commissioned Officer in Charge,
including: What are the mandatory Unfavorable
Information File items and attachments? How do
Commanders learn about and use Unfavorable
Information Files to lead their squadrons? What
Air Force
Instruction 36-
2907, para 1.7.2.,
1.7.3.3.
1 Force Management
Chief
or
Non-commissioned
Officer in Charge
55
promotion, reenlistment, assignment availability, and
assignment limitation codes must be updated? What tools
does the Unfavorable Information File monitor use to
manage and audit Unfavorable Information Files? Run
through one of the management tools with the
Unfavorable Information File monitor. Regular Air
Force, Air Force Reserve & Air National Guard Task:
Mock Phone Call - A First Sergeant calls and wants to
know what actions can be taken by the Commander to
remove a member's Unfavorable Information File.
(Force Management Chief/Non-commissioned Officer
in Charge provides record/ Air Force Instruction and
evaluates the 38F).
4.3. Personnel Deployment Function Processing:
1. Meet with a Unit Deployment Manager to review a
deployment folder to understand the tasking process (i.e.
receive tasking, review reporting instructions, chalk
processing). 2. Meet with the Operations Officer and a
Personnel Deployment Function Officer in Charge to walk
through the Personnel Deployment Function process (i.e.
receiving personnel, station processing, mass briefing,
orders generation, and holding area) and discuss local
processes for responding to discrepancies - replacement of
Common Access Card, Virtual Record of Emergency Data
incomplete/not updated, Deployment Availability codes,
etc. Review Air Force Instruction 36-3802 and Air Force
Instruction 10-403 in regards to the Personnel
Deployment Function, read lessons learned from the last
real world Air and Space Expeditionary Force
deployment, shadow an exercise deployment and
contingency deployment from Installation Personnel
Readiness. Regular Air Force, Air Force Reserve &
Air National Guard Task: 1) Run a deployment folder
checklist and provide comments to the Unit
Deployment Manager, 2) Identify the troop
commander using a mock/previous exercise
Deployment Requirements Manning Document, 3)
Provide a mock troop commander briefings and
explain the contents of the Troop Commander’s
Personnel Accountability Kit.
Air Force
Instruction 36-
3802, para
2.12.5.1.4.,
2.12.11.1.;
Air Force
Instruction 10-403,
para 4.4.5.
2 Unit Deployment
Manager
&
Force Support
Squadron Operations
Officer
4.4. Unit Readiness: Review deployment bands and
alignment of personnel in bands. Regular Air Force, Air
Force Reserve & Air National Guard Task: Review an
Air and Space Expeditionary Force Unit Type Code
Reporting Tool Report and Resource Readiness
Reporting data. Interpret and describe the capability of
the squadron to the Readiness Officer in Charge/Non-
commissioned Officer in Charge and/or Operations
Officer.
Air Force
Instruction 10-244
1 Readiness Officer
in Charge
or
Non-commissioned
Officer in Charge
&
Operations Officer
56
4.5. Installation Personnel Readiness: Meet with the
Installation Personnel Readiness Office to review the
deployment tasking process, individual processing
requirements, and accountability responsibilities. Also
review the basic Deliberate and Crisis Action Planning and
Execution Segments operational capabilities. Regular Air
Force, Air Force Reserve & Air National Guard Task:
Explain the steps of how Installation Personnel
Readiness receives and processes a deployment tasking.
With the trainer, produce an alpha roster and duty
status report.
Air Force
Instruction 36-3802
2 Installation Personnel
Readiness Chief
4.6. Postal Operations (ADDED). Meet with the senior
3F5XX and discuss postal operations both overseas and in
the deployed area of responsibility. Comprehend how
postal operations are staffed, what regulations are
applicable and what agencies (civilian/military) support
postal operations. Regular Air Force, Air Force
Reserve & Air National Guard Task: Same, if
applicable.
Department of
Defense Instruction
4525.6-M
1 3F5XX
4.7. Protecting Sensitive Information. 38Fs handle
personally identifiable information related information on
a daily basis. Protecting this information is critical to
both the Department of Defense, Air Force and the
members involved.
Regular Air Force, Air Force Reserve & Air National
Guard Task: Discuss personally identifiable
information PII with supervisor and how to protect it
and ensure work centers are doing the same.
Air Force
Instruction 33-332
30 min Supervisor
5. Feeding Operations Reference Time (hrs) Trainer
5.1. Kitchen Operations: Tour the kitchen with the Food
Service Officer in Charge/Non-commissioned Officer in
Charge. Briefly review standards for food production logs,
compliance with World Wide menus, progressive cooking,
and pre-cooking preparation. Meet with the storeroom
Non-commissioned Officer to review ordering process and
storage and inventory controls. Also discuss how the same
operations are conducted at the Flight Kitchen or Grab n'
Go depending on your location. If your installation has
undergone the Food Transformation Initiative, review the
contract management operations. Air Force Reserve:
Coordination with host base Force Support Squadron
required for Regular Air Force installations. Regular
Air Force, Air Force Reserve & Air National Guard
Task: Run Air Force Form 1038 Category A - Kitchen
Operations and discuss the results with the Food
Service Officer in Charge/Non-commissioned Officer in
Charge.
Air Force
Instruction 34-239;
Air Force
Instruction 34-240;
and Air Force
Manual 34-102;
Hennessey
Competition Guide
located on the
Services Installation
Support Portal; Air
Force Form 1038,
Food Service
Evaluation Record
2 Food Service Officer in
Charge
or
Non-commissioned
Officer in Charge
and Non-appropriated
Fund Contracting
(for Food
Transformation
Initiative locations)
5.2. Serving and Dining Operations: Tour the dining
facility with the Food Service Officer in Charge/Non-
commissioned Officer in Charge and discuss health
inspection standards and food service operations. Has the
Same as 5.1. 2.5 Food Service
Officer in Charge
or
57
Dining Facility Manager established preventive measures
to ensure proper sanitation for facility, production, and
personnel, both civilian and military? Are foods labeled
(time and dated), refrigerated, and used within the
prescribed period? Are potentially hazardous foods held at
less than 41°F or greater than 140°F? Observe a Publice
Health inspection and understand the grading process.
Serve a meal with the Airmen. Also discuss how the same
operations are conducted at the Flight Kitchen or Grab n'
Go depending on your location. Air Force Reserve:
Coordination with host base Force Support Squadron
required for Regular Air Force installations. Regular Air
Force, Air Force Reserve & Air National Guard Task:
Run Air Force Form 1038 Category B - Serving and
Dining Operations and discuss the results with the
Food Service Officer in Charge/Non-commissioned
Officer in Charge.
Non-commissioned
Officer in Charge
5.3. Non-appropriated Fund Operations Food &
Alcohol: Meet with the Club and Non-appropriated Fund
Managers and review the last Food Sales Mix Analysis
from the Aloha TableService application. In addition,
discuss catering operations and an overview of Caterease.
Discuss required training for employees including Dram
Shop and ServSafe training etc., how it is tracked, and how
standards are enforced. Also, train on the operating
procedures established to ensure required internal controls
of the beverage operations are in place. Air Force Reserve: Coordination with host base Force
Support Squadron required for Regular Air Force
installations. Regular Air Force & Air Force Reserve
Task: Review the internal control checklist and
describe how an Air Force Form 2556 is used during a
Surprise or General Cashier’s Cash Count. Air
National Guard Task: Not required.
Air Force
Instruction 34-272,
para 3.13.3., 3.14.
2 Non-appropriated
Fund/Club Managers
& Resources
Director
6. Lodging Forces Reference Time (hrs) Trainer
6.1. Front Desk Operations: Attend a pre-shift meeting
and observe front desk operations (coordinate with the
lodging manager to ensure the selected day will have a
volume of check-ins/outs). Observe the customer service
provided by the Guest Service Representatives, become
familiar with the Defense Lodging System or Automated
Lodging Reservation System, requirements for checking a
member in/out, identifying the priority levels of guests,
and use of non-availability letters. Learn manual
procedures when the Defense Lodging System or
Automated Lodging Reservation system is down. Review
process for sundry sales. Observe/understand the working
relationship between the front desk, maintenance, and
housekeepers. Air Force Reserve: Coordination with host
base FSS required for Regular Air Force installations.
Regular Air Force, Air Force Reserve & Air National
Guard Task: Run The Lodging Standards Checklist -
Air Force
Instruction 34-135;
Lodging Standards
(located on the
Services
Installation Support
Portal)
1.5 Lodging General
Manager
or
Front Desk Supervisor
58
Front Desk and Reservations Program, discuss the
results with the Lodging Manager.
6.2. Housekeeping/Room Inspections: Regular Air
Force & Air Force Reserve: Discuss housekeeping
operations with the Housekeeping manager. Specifically,
discuss training that housekeepers receive to become
certified, how rooms are distributed for cleaning and how
housekeeping scheduling is managed. Also, cover Air
Force required cleaning standards and how guest
feedback/issues are addressed. Air Force Reserve:
Coordination with host base Force Support Squadron
required for Regular Air Force installations. Air
National Guard: Discuss the negotiating phase of a hotel
contract agreement or renewal. Regular Air Force, Air
Force Reserve Task: Accompany the Lodging
management (i.e., general/assistant manager) and
inspect at least 1-2 percent of guest rooms (each room
type) to meet the weekly requirement outlined in Air
Force Instruction 34-135, 1.9.1. When completing the
cleaning checklist in a Temporary Lodging Facility,
also complete the Lodging Standards Temporarly
Lodging Facility Checklist. Air National Guard Task:
Accompany 3F1s on hotel contract inspections to
evaluate the cleanliness and safety of each property.
Complete all required checklists.
Air Force
Instruction 34-135,
para 1.9.1.;
Temporary
Lodging Facility
Standards Checklist
(located on the
Services
Installation Support
Portal)
1.5 Lodging General
Manager
or
Housekeeping Manager
7. Keeping Airmen Fit to Fight Reference Time (hrs) Trainer
7.1. Fitness Assessment Cell Operations: Meet with the
Fitness Assessment Cell Non-commissioned Officer in
Charge and discuss Fitness Assessment Cell operations to
include: the local method and requirements for individuals
to register for testing, how metrics are shared with wing
leadership, the current obstacles with the program, how
Physical Training Leaders assist with the program, how
the Fitness Assessment Cell ensures Unit Fitness Program
Managers and Physical Training Leaders administering
testing do not test members from their own unit. Also,
discuss procedures if an Airman fails and the requirements
to retest (i.e. memo from Commander is required if retest
is taken within 42 days, etc.). Review the role of the
Fitness Assessment Cell in managing the Air Force
Fitness Management System II and resources available to
units in the Air Force Fitness Management System II. Air
Force Reserve: Coordination with host base Force Support
Squadron required for Regular Air Force installations.
Regular Air Force, Air Force Reserve & Air National
Guard Task: Observe an entire Fitness Assessment
process with the Fitness Assessment Center Non-
commissioned Officer in Charge from member check-
in (Fitness Screening Questionnaires/Air Force Form
469, test instructions) to the completion of all the
components.
Air Force
Instruction 36-
2905, para
2.23.1.1., 2.23.5.
2 Fitness Center
Manager,
Non-commissioned
Officer in Charge,
or
Fitness Assessment
Cell
Non-commissioned
Officer in Charge
59
*Unless the 38F is already a trained Physical Training
Leader, he/she is not permitted to lead or track scores for
any portion of the testing.
7.2. Fitness Center Operations: Meet with the Fitness
Manager to: understand how after-hours access is
managed, how to order new equipment/create new classes,
review contract procedures for group fitness classes,
custodial, and sports officials. Meet with the sports
program manager and learn how to run intramural and
varsity programs. Review a planning document/after-
action report on a base-wide fitness event. Know the
procedures for Air Force fitness nominations. Air Force
Reserve: Coordination with host base Force Support
Squadron required for Regular Air Force installations.
Regular Air Force, Air Force Reserve & Air National
Guard Task: Run through the Department of Defense
Fitness Center Compliance Worksheet and review the
results with the Fitness Center Manager.
Air Force
Instruction 34-266,
para 2.5.;
2015 Air Force DoD
Fitness Center
Standards
Compliance
Worksheet (located
on the Services
Installation Support
Portal)
1 Fitness Manager
Or
Non-commissioned
Officer in Charge
8. Casualty/Mortuary Affairs Reference Time (hrs) Trainer
8.1. Mortuary: Review the installation-level plan for the
implementation and execution of Mortuary Affairs
Program and for Search and Recovery operations. Discuss
how the Search and Recovery team is postured, training
that is conducted, and what additional agencies provide
training and support. Review a Memorandum of
Agreement with the State Medical Examiner, as
applicable. Air Force Reserve: Coordination with host
base Force Support Squadron required for Regular Air
Force installations. Regular Air Force, Air Force
Reserve & Air National Guard Task: For mortuary
affairs, meet with the Mortuary Officer to review a
recent case file together, using both the Defense
Casualty Information Processing System and hard
copy. Validate what is entered into Defense Casualty
Information Processing System follows the User Guide
and that the hard copy follows the guidance from Air
Force Instruction 34-501 Attachment 3. The Mortuary
Officer should instruct the individual as to how a case
is managed from initial tasking from the Air Force
Mortuary Affairs Operations to completion and
management of that file. For Search and Recovery
operations, participate in an Search and Recovery
exercise as part of the base Search and Recovery team.
Air Force
Instruction 34-501,
para 1.1.2., 1.10.2,
6.3.1., 6.4., 6.5.,
6.8., 6.8.4., 6.8.5.2.,
6.8.6.1., 6.8.6.5.1.
1 Mortuary
Non-commissioned
Officer in Charge &
Operations
Officer
or
Mortuary Officer
8.2. Casualty (Survivor Benefit & Casualty
Augmentation Support Team): Meet with the Casualty
Assistance Representative to discuss management of the
Survivor Benefit Plan. Items to discuss include: Is the
installation Survivor Benefit Plan implementation in
accordance with the AFPC/DPF Operations Guide for
Casualty and Survivor Benefit Program? Discuss the
Rules for Casualty Reporting, Notification, and
Assistance. Air Force Reserve: Coordination with host
Air Force
Instruction 36-3009,
para 3.17.3.;
Air Force
Instruction 36-3002,
Table 1.1.
1 Casualty Assistance
Representative
60
base Force Support Squadron required for Regular Air
Force installations. Regular Air Force, Air Force
Reserve & Air National Guard Task: Give mock just-
in-time briefing to the Casualty Assistance
Representative (acting as a commander). Explain the
process to put together a next of kin team.
9. Airmen Regeneration Reference Time (hrs) Trainer
9.1. Outdoor Recreation Operations: Review the 5-
year plan detailing long-term goals and annual purchasing
plan for appropriated fund and non-appropriated fund
items. Discuss the published quarterly or seasonal schedule
available to customers, how different events and programs
are managed from Independence Day to Recharge for
Resiliency. Cover the six components of a comprehensive,
well-rounded operation. Explain how the different
Memorandums of Agreement work to get funding, how
employees are scheduled for different seasons (i.e. summer
hires for the pool, splash park, Outdoor Recreation, etc.). Air Force Reserve: Coordination with host base Force
Support Squadron required for Regular Air Force
installations. Regular Air Force & Air Force Reserve
Task: Run the Outdoor Recreation quarterly checklist
and discuss results with Outdoor Recreation Director.
Air National Guard Task: Not required.
Air Force
Instruction 34-110,
para 1.3, 1.7.5.5.,
2.5., 2.6.
1 Force Support
Community Activity
Manager
10. Developing and Connecting Airmen to the Outside
World
Reference Time (hrs) Trainer
10.1. Library: Review Air Force Instruction 34-150
regarding the three library service delivery models:
traditional, modified, and digital. Review Officer Account
Procedures and Actions including: request for mission
support, commercial publication request, and the
requirements for receiving monthly paperback book kits.
Learn what resources the library offers from free internet
access, study rooms, reading programs, etc. Regular Air
Force Task: Create a proposal for a library event
(traditional/modified) or an advertising campaign to
promote the use of library resources
(modified/digital). Include the target audience,
reasoning for the date/time, the purpose of the event,
and create a marketing advertisement. Air Force
Reserve & Air National Guard: Not required.
Air Force
Instruction 34-150
1 Force Development
Flight Chief
or
Library Director
10.2. Voluntary Education: Discuss Officer and
Enlisted Military Tuition Assistance eligibility, the tuition
assistance process, and when an Airman would receive a
notification of indebtedness. Review what on-site
educational institutes are available to Airmen, and
resources for officers and enlisted members to research
online programs. Also, cover the Air Force Credentialing
Opportunities On-Line website and the process for an
enlisted member to apply for certification funding.
Regular Air Force, Air Force Reserve & Air National
Guard Task: Mock Phone Calls - A Captain calls and
Air Force
Instruction 36-2649
2 Force Development
Flight Chief
or
Education and
Training Section
Chief
61
asks what the active duty service commitment is for
receiving tuition assistance. He then asks if there is a
waiver process, and if so, are there any consequences
to separating before the active duty service
commitment. A Senior Airman calls and explains that
her supervisor said she may not apply for tuition
assistance because she just failed her fitness test. The
Airman asks if this is a true restriction, is there a
waiver process, and if she pays on her own and passes
her fitness test, can she be reimbursed?
11. Alternative Resource Sourcing Reference Time (hrs) Trainer
11.1. Non-appropriated Fund Instrumentality
Memorandums of Agreement: Discuss the purpose for
these memorandums of agreement and the process
required to establish one. Review the benefits and
limitations of non-appropriated fund instrumentality
memorandums of agreement and discuss the various
components of the agreement. Air Force Reserve:
Coordination with host base Force Support Squadron
required for Regular Air Force installations. Regular Air
Force & Air Force Reserve Task: Review a non-
appropriated fund instrumentality memorandum of
agreement with critical information changed or
deleted. The officer should provide the Non-
appropriated Fund Resource Advisor inputs on
proposed changes to the memorandum of agreement
and/or potential issues. Air National Guard Task: Not
required.
Air Force
Instruction 65-106;
AF/A1S
Memorandum, 15
Aug 08, Non-
appropriated Fund
Instrumentality
Memorandum of
Agreement Policy
1 Non-appropriated
Fund Resource
Advisor
11.2. Commercial Sponsorship: Discuss the methods for
acquiring unsolicited and solicited commercial
sponsorship. Review guidance outlining sponsorship
limitations and authorized uses and how it enhances
established Force Support Squadron programs. Air Force
Reserve: Coordination with host base Force Support
Squadron required for Regular Air Force installations.
Regular Air Force & Air Force Reserve Task: Process
a mock unsolicited commercial sponsorship request
including drafting the commercial sponsorship
agreement. Officer must demonstrate understanding of
proper approval authorities, required coordination,
agreement requirements, and authorization for
spending sponsorship dollars. Air National Guard
Task: Not required.
Air Force
Instruction 34-108
1
Marketing Director
or
Community
Sponsorship
Representative
11.3. Non-appropriated Fund Contracts: Discuss the
process for developing a non-appropriated fund contract
as well as the purpose, benefits, and limitations. Air Force
Reserve: Coordination with host base Force Support
Squadron required for Regular Air Force installations.
Regular Air Force, Air Force Reserve Task: Based on
an emerging requirement, the officer should work
Air Force Manual
64-302
1 Non-appropriated
Fund Resource
Advisor
or
Flight Commander
62
with the Non-appropriated Fund Resource
Advisor/Flight Commander to draft a non-
appropriated fund contract (with provided sample).
The officer should be able to explain the various
components of the contract, coordination required,
and proper approval authorities. Air National Guard
Task: Not required.
11.4. Resource Management: Meet with Resource
Management Flight Chief to review the requirement for
activity managers to submit Income and Expense and
Non-appropriated Fund Requirements Budgets for each of
their cost centers. Select one or two Income and Expense
documents and Non-appropriated Fund Requirement
Budget to review in detail. Discuss the quarterly non-
appropriated fund budget process for activity managers to
update their projections each quarter. Learn how the
Resource Management Flight Chief consolidates these
revisions to provide more accurate cash flow projections
and trend analyses throughout the year. Air Force
Reserve: Coordination with host base Force Support
Squadron required for Regular Air Force installations.
Regular Air Force, Air Force Reserve Task: Review
the quarterly non-appropriated fund budget for one
cost center. Discuss how changes to unit operations
(i.e. the addition of a 1/2 marathon to the fitness center
calendar) would affect the budget in the following
quarter. Make recommendations to the Resource
Management Flight Chief. Air National Guard Task:
Not required.
Air Force
Instruction 34-209,
Air Force Manual
34-214
1 Resource
Management
Flight Chief
12. Hosting Official Functions Reference Time (hrs) Trainer
12.1. Distinguished Visitor Events: With the Protocol
Chief, review site visit checklists and sample itineraries.
Discuss base services/coordination required to support a
distinguished visitor event (itinerary/agenda, labor plan,
funding requests, support plan, a menu, flag protocol, and
a seating/parking strategy. Regular Air Force, Air Force
Reserve & Air National Guard Task: Acting as the
Protocol Chief, the officer must outline what services
the FSS will provide (in detail) to set up an All Call
event followed by a Commanders Social. The officer
must demonstrate understanding of Force Support
Squadron functions, services, and base coordination
requirements. This information should be organized in
a decision briefing for the Operations Officer.
Air Force
Instruction 34-1201,
Air Force Pamphlet
34-1202
2 Protocol Chief
and
Operations Officer
13. Building a Sense of Community Reference Time (hrs) Trainer
13.1. Customer Satisfaction: Review/conduct customer
satisfaction surveys, competitive assessments, and
marketing/promotional programs lessons learned as
required by Air Force Instruction 34-104. If possible,
attend an Installation Integrated Delivery System meeting
with marketing represented. Air Force Reserve:
Air Force
Instruction 34-104,
para 2.1.6.1.,
2.1.6.2., 2.1.6.3.,
2.1.6.4.
1 Marketing
Director
or
Force Support
Squadron Deputy
63
Coordination with host base Force Support Squadron
required for Regular Air Force installations. Regular Air
Force, Air Force Reserve & Air National Guard Task:
Review an Interactive Customer Evaluation comments
monthly report and analyze trends. Make a suggestion
for improvement to the appropriate Flight Commander
and/or recommend which employee should be
recognized for excellent service.
14. Infant to Teenager Development Reference Time (hrs) Trainer
14.1. Youth Programs: Review the Office the
Secretary of Defense Youth Inspection Criteria and
topics including: Is the annual program based on
feedback and needs of youths and their parents? How
are community service and leadership opportunities
offered and managed for pre-teens and teens? Are
programs offered on a regular basis to help youths
succeed in school and achieve educational and career
development goals? Regular Air Force Task: Run the
Programming section of the Office of the Secretary of
Defense Youth Inspection Criteria. Review the
results with the Youth Director. Air Force Reserve &
Air National Guard Task: Not required.
Air Force
Instruction 34-144,
Department of
Defense Instruction
6060.4,
Department of
Defense Instruction
1402.05,
Child and Youth
Program Inspection
Management
System (CYP-IMS)
1.5 Child and Youth
Services Flight Chief
or
Youth Program
Director
14.2. Family Child Care: Review the Office of the
Secretary of Defense Family Child Care Inspection
Criteria. Specifically, discuss the monitoring of Family
Child Care providers (review former inspections), the
Family Child Care Panel, certification, and training
provided to Family Child Care staff and providers.
Regular Air Force & Air National Guard Task: Mock
Phone Call - A military spouse living in base housing
wants to apply to be a Family Child Care provider.
Explain the Air Force requirements to the caller. Air
Force Reserve Task: Not required.
Air Force
Instruction 34-144,
Department of
Defense Instruction
6060.02,
Department of
Defense Instruction
1402.05,
Child and Youth
Program Inspection
Management
System (CYP-IMS)
1.5 Child and Youth
Services Flight Chief
or
Family Child Care
Coordinator
14.3. Child Development Center: Review the Office of
the Secretary of Defense Child Development Center
Inspection Criteria. Specifically, discuss staffing
operations, food and service nutrition, and the Infant
Instructional Guides for feeding and diapering. The
trainee should also review the 15 training modules for
each age group. In addition, discuss how the Child
Development Center adjusts operations based on mission
operations (inspections, etc.), how new requirements are
implemented, and how Child Development Center hours
are mandated. Regular Air Force Task: Conduct
classroom observations and complete one portion of
the National Association for the Education of Young
Children checklist. Review the results with the Child
Development Center Director. Air Force Reserve &
Air National Guard Task: Not required.
Air Force
Instruction 34-144,
Department of
Defense Instruction
6060.02,
Department of
Defense Instruction
1402.05, National
Association for the
Education of Young
Children
Accreditation
Criteria, Child and
Youth Program
Inspection
Management
System (CYP-IMS)
1.5 Child and Youth
Services Flight Chief
or
Child Development
Center Director
64
15. Airmen and Family Reunification Reference Time (hrs) Trainer
15.1. Pre/Post Deployment Briefing: Review/discuss the supporting services provided to deploying members and their spouses in addition to the timelines of the associated pre/post deployment briefings. Regular Air Force, Air
Force Reserve & Air National Guard Task: Provide a
pre/post deployment briefing to the Airman and Family
Services Flight Chief outlining services available to
military members and spouses. Officers should provide information on Military & Family Life Counseling,
Military One Source, deployed spouse programs, and
other available services.
Air Force
Instruction 36-3009,
Air Force
Instruction 10-403
1 Airman & Family
Services Flight Chief
or
Readiness Non-
commissioned Officer
15.2. Family Readiness Operations Plan. Learn how
the Airman and Family Readiness Center activates the
Emergency Family Assistance Center on direction of the
installation commander in accordance with the
Emergency Family Assistance Center Operations Guide.
Review after-action items from previous exercises and
real-world events. Regular Air Force, Air Force
Reserve & Air National Guard Task: Brief the
components of the Emergency Family Readiness
Center and specific instances when it will be activated
to the Airman and Family Readiness Chief.
Air Force
Instruction 36-3009,
para 2.1.5.13.
1 Airman & Family
Services Flight Chief
16. Prevent and Respond to Sexual Assault Reference Time (hrs) Trainer
16.1. Sexual Assault Response Coordinator: Meet with
the Sexual Assault Response Coordinator to discuss the
local Sexual Assault Prevention and Response and Victim
Advocate program. Discuss the difference between
restricted and unrestricted reporting, what annual training
is required, and how units identify who requires training.
In addition, review the local Sexual Assault Prevention
and Response webpage and discuss base-specific Sexual
Assault Prevention and Response efforts coordinated with
installation-level Staff Judge Advocates and Public
Affairs representatives. Air Force Reserve: Coordination
with host base Force Support Squadrons required for
Regular Air Force installations. Regular Air Force, Air
Force Reserve & Air National Guard Task: Mock
Phone Calls/Interactions - The Sexual Assault
Response Coordinator will present and evaluate two
scenarios for the 38F to answer. Examples: An
Airman comes to your office and says "Lieutenant, I
think I want to tell you something but I am not sure
what will happen" and "Lieutenant, something
happened to my friend in the Logistics Readiness
Squadron and I really need your help."
Air Force
Instruction 90-6001,
para 2.5.26.
1 Sexual Assault
Response Coordinator
17. Prevent and Respond to Equal Opportunity Issues Reference Time (hrs) Trainer
17.1. Equal Opportunity: Meet with the Equal
Opportunity Director to review the Air Force standardized
Equal Opportunity Self-Inspection Management Internal
Control Toolset Checklist. The Equal Opportunity
Air Force
Instruction 36-2706,
para 1.20.6.
1 Equal Opportunity
Director
65
Director should also review his/her own process of being
trained for the role. Regular Air Force, Air Force
Reserve & Air National Guard Task: Complete any
two Defense Equal Opportunity Management Institute
training courses. https://www.deomi.org/human-
relations/training-media.cfm
18. Commander Support Staffs Reference Time (hrs) Trainer
18.1. Section Commander and Commander Support
Staff Support to the Squadrons: Meet with a current
38F Section Commander or sit down with the Military
Personnel Flight Superintendent to understand the roles,
responsibilities, and functions a Section Commander plays
in supporting the squadron and installation. Regular Air
Force, Air Force Reserve & Air National Guard Task:
Same if applicable.
Commander Support
Staff Personnel
Services Delivery
Guide,
1 Aug 17 V3
1 Current 38F Section
Commander
or
Military Personnel
Flight Superintendent