DEPARTMENT OF THE AIR FORCE CFETP 38PX Headquarters US … · Officers: Wear the basic badge after graduating from Basic Personnel Officer Course (BPOC) (or after attaining a fully

DEPARTMENT OF THE AIR FORCE CFETP 38PX Headquarters US Air Force Parts I and II Washington DC 20330-1030 13 Dec 16

AFSC 38PX PERSONNEL OFFICER

CAREER FIELD EDUCATION AND TRAINING PLAN

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OPR: AF/A1XO Certified by: Col Kevin Brooks (AF/A1XO) Supersedes CFETP38PX, 04 January 2013, CFETP38PXC1, 14 January 2014 Pages: 50

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CAREER FIELD EDUCATION AND TRAINING PLAN PERSONNEL SPECIALTY

AFSC 38PX

Table of Contents

Personnel Officer Badge Heraldry ................................................................................................................ 3

PART I .......................................................................................................................................................... 4

Preface ...................................................................................................................................................... 4

Abbreviations and Terms Explained ......................................................................................................... 5

Section A – General Information .............................................................................................................. 7 1. Purpose ............................................................................................................................................ 7 2. Use ................................................................................................................................................... 7 3. Coordination and Approval ............................................................................................................. 7

Section B – Force Support Enduring Principles. ....................................................................................... 7 1. Introduction to Force Support Enduring Principles......................................................................... 7 2. Combat Support Doctrine ................................................................................................................ 8 3. Force Support Capabilities ............................................................................................................ 10 4. Force Support Critical Knowledge, Skills, and Abilities .............................................................. 15

Section C – 38P Officer Development…………………………………………………………………..21 1. Continuum of Learning ................................................................................................................. 21 2. Force Support Education ............................................................................................................... 21 3. Force Support Training.................................................................................................................. 26 4. 38P Officer Education and Training Roadmap .............................................................................. 28 5. Force Support Experience ............................................................................................................. 29 6. 38P Experience Pyramid................................................................................................................ 30

Section D – Proficiency Training and Experience Requirements ............................................................ 30 1. Purpose .......................................................................................................................................... 30 2. Qualified Level (38P3) .................................................................................................................. 30 3. Staff Level (38P4) ......................................................................................................................... 30

Section E – Resource Constraints. .......................................................................................................... 31 1. Purpose .......................................................................................................................................... 31 2. Constraints ..................................................................................................................................... 31

PART II ....................................................................................................................................................... 31

Section A – Course Training Standard .................................................................................................... 31 1. Task, Knowledge and Proficiency Level Requirements ................................................................ 31 2. Records Documentation................................................................................................................. 32

Section B – Follow-On Unit Training ..................................................................................................... 32 1. Purpose .......................................................................................................................................... 32 2. 38P Follow-On Unit Training Requirements ................................................................................ 33

ANNEX A – Basic Personnel Officer Course, Course Training Standard ................................................. 47

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Personnel 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 AFI 36-2903, Dress and Personal Appearance of Air Force Personnel, the Personnel badge is awarded as follows: Officers: Wear the basic badge after graduating from Basic Personnel Officer Course (BPOC) (or after attaining a fully qualified AFSC 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 38P3 upgrade requirements. Wear the master badge after 15 years in the specialty.

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AFSC: 38P, PERSONNEL OFFICER OFFICER CAREER FIELD EDUCATION AND TRAINING PLAN

PART I Preface. 1. This Officer Career Field Education and Training Plan (CFETP) is a comprehensive document that identifies lifecycle development requirements and support resources. The CFETP will provide a clear development pathway to instill rigor in all aspects of 38P education and training. 2. The CFETP consists of two parts and an annex. Both parts of the plan appear in this document and are used by officers, supervisors, and commanders to plan, manage, and encourage 38P education and training. The annex provides training objectives for BPOC. A copy of the annex will be maintained by AF/A1X and the 335th Training Squadron. 2.1. Part I includes the following: Section A explains how to use this plan. Section B identifies Force Support (FS) enduring principles, the Manpower, Personnel, and Services Lifecycle, Combat Support (CS) Processes, CS Capabilities, FS Capabilities, FS core specialties, and FS Knowledge, Skills, and Abilities (KSAs). Section C contains the continuum of learning, FS education, FS training, 38P Officer and Training Roadmap, FS experience, and the 38P Experience Pyramid. Section D details proficiency training and experience requirements, and Section E addresses resource constraints. 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 identifies the course training standard; Section B contains the required follow-on unit training (FOUT) for 38Ps. 3. The following guidance in this CFETP will ensure individuals in the Personnel Officer specialty receive effective education, training, and experience at the appropriate points in their career. This plan will enable those in the Personnel career field to train today’s 38P officers for tomorrow’s changing demands.

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Abbreviations and Terms Explained. Advanced Academic Degree (AAD). A graduate (masters or doctorate) degree that may aid a 38P to carry out their duties and responsibilities. Advanced Personnel Officer Course (APOC). An in-residence course designed for 38P senior Majors, Lt Cols, and civilian equivalents. Air Force Specialty Code (AFSC). A combination of numbers and alpha characters used to identify an Air Force Specialty. Officer AFSCs 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 (AHLEI). Professional hospitality certifications available for Food Operations and Lodging Operations professionals. Basic Personnel Officer Course (BPOC). The initial skills course that is required for award of the entry skill level 38P1. Career Field Education and Training Plan (CFETP). A comprehensive document that identifies lifecycle development requirements and support resources. Career Field Manager (CFM). Appointed by AF/A1 to ensure all 38Ps have the education, training and experience to support AF mission requirements. Deliberate and Crisis Action Planning and Execution Segments (DCAPES). The standard AF automated data processing system designed to communicate OPLAN requirements and resource monitoring capability to minimize unnecessary movement of personnel and equipment into a theater of operations during execution. Intermediate Developmental Education (IDE). Specific educational opportunities including (but not limited to) Air Command and Staff College, US Army Command and General Staff College, College of Naval Command and Staff, Marine Corps Command and Staff College, USAF Academy AOC Masters Program, Air Force Institute of Technology, and other identified advanced academic degree programs. Intermediate Personnel Officer Course (IPOC). An in-residence course designed for 38P Captains to attend at least 5 but no more than 8 years from their TFCSD. Knowledge, Skills, and Abilities (KSA). Eight KSAs have been identified as essential to the 38P community. These include Advisor Skills, Analysis/Continuous Process Improvement (CPI), Creative Thinking, Critical Thinking, Customer Service, Future Thinking, Performance Management, and Project Management. Non-appropriated Fund (NAF). A classification of government funds that are separate and apart from funds that are recorded by the US Treasury. They are not appropriated by the Congress. NAFs come primarily from the sale of goods and services to Department of Defense

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military and civilian personnel and their families. They are typically used to provide morale-building welfare, religious, educational, and recreational programs and are designed to improve the well-being of military and civilian personnel and their dependents. On-the-Job Training (OJT). 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 (PERSCO). Team of personnel that support the Combatant Commander by providing force accountability, casualty reporting, and sustainment functions to assist in managing the deployed force. Primary Developmental Education (PDE). Officers in the grade of O-3 with at least 4 but no more than 7 years TAFCS at class start may attend in-resident Squadron Officer School at Maxwell AFB, 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 (SDE). Specific educational opportunities to include (but not limited to) Air War College, National War College, Industrial College of the Armed Forces, Army War College, and Naval War College.

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Section A – General Information

1. Purpose. The 38P CFETP provides a development strategy for the Career Field Manager (CFM), commanders, training managers, supervisors, and trainers to plan, develop, manage, and conduct 38P education and training. The outcome of this development strategy is to produce 38Ps capable of delivering Force Support capabilities across the AF and Joint environment at the tactical, operational, and strategic levels. In addition, 38Ps should be developed to provide sound advice on Airmen and family issues to AF and DoD leadership. In sum, this plan outlines the purposeful execution of education, training, and experience opportunities to ensure successful development of 38Ps into proficient managers 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 38P officer during frequent mentoring sessions and performance feedback sessions. They should discuss career development and progression using the 38P Officer Education and Training Roadmap in Figure D and the 38P Experience Pyramid in Figure E. 2. Use. All 38Ps will complete the foundational education and training requirements in their appropriate stage of development as specified in this plan. 3. Coordination and Approval. The Deputy Chief of Staff, Manpower, Personnel and Services is the approval authority for this CFETP. The Ira C. Eaker Center, USAF Personnel Professional Development School (USAF PPDS) and 335th Training Squadron personnel will identify and coordinate on the career field training requirements. The 38P CFM will initiate reviews of this document to ensure currency and accuracy. Section B – Force Support (FS) Enduring Principles For 38Ps to develop appropriately they must understand the Human Capital Lifecycle, Combat Support (CS) Core Processes and CS Capabilities, FS Capabilities, and KSAs. 1. Introduction to FS Enduring Principles. FS 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. FS provides unique capabilities for CS. FS is, by design, not self-sustaining; it depends upon other CS Capabilities for security, health, and infrastructure support. FS 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, 38Ps must understand the Human Capital Lifecycle and FS Capabilities. 1.1. Human Capital Lifecycle (HCL). HCL is the way FS defines, shapes, develops, sustains, and delivers Airman capability to the Total Force. Different versions of this lifecycle have

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appeared in many forms over the years (see Figure A). All aspects of this lifecycle are interdependent, each influencing the other in some way. Capable Airmen do not just happen: they are the end result of this complex and purposeful process that accounts for our human resources from the time they are recruited to the time they separate or retire. This lifecycle provides capable Airmen to the warfighter who globally project airpower. It first appeared in the 1960’s and again in detail within USAF Personnel Plan 1, 1978. 1.1.1. Define. The lifecycle 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. Shaping. 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 crossflow 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 development throughout their careers. 1.1.3. Develop. 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. Sustainment. FS provides continued efforts to meet the psychosocial, physical, and economic needs of Air Force personnel and their dependents. Functions included (but not limited to) in this phase are feeding, sheltering, evaluating, promoting, regenerating, compensating, recognizing, and motivating. 1.1.5. Deliver. This is where Airmen are contributing to the Air Force mission. It effectively classifies Airmen and assigns them to organizations where their required skills are utilized. 1.1.6. Airman Capability. This lifecycle produces an Airman capable to support our national security objectives. This is where FS operates and applies its capabilities to provide (in expeditionary and peacetime environments) combat Airmen for Air Force missions. 2. Combat Support (CS) Doctrine. In order to fully understand how FS Capabilities support the Air Force mission, it is critical to grasp where they fit into the Combat Support role. CS includes Core Effects, CS Core Processes, and CS Core Capabilities. CS contains multiple functional communities that uniquely contribute to the readiness of the most important asset the Air Force has

Figure A. HCL Lifecycle

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– its Airmen, the common denominator in projecting global combat power. CS does this by delivering the effects necessary to ensure every Airman is mission-ready.

2.1. CS Core Processes. These processes are the standardized, overarching macro procedures using core capabilities to produce CS effects. These macro procedures are the primary means of arranging CS practices due to their cyclical nature. The six CS 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.

CORE EFFECTS

CORE PROCESSES

CORE CAPABILITIES

FUNCTIONAL COMMUNITIES

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

Munitions Mgmt Force Support Postal Services

Airfield Operations Financial Mgmt/Comptroller Public AffairsAnalyses, Assessments, and Health Services Safety

Lessons Learned Science/TechnologyChaplain Corps Judge Advocate Security Forces Civil Engineer Logistics Planning Test and Evaluation

Weather ServicesMateriel Management

Figure B. Combat Support Doctrine

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2.2. CS Core Capabilities. Include Field Forces, Base Forces, Posture Responsive Forces, Protect Forces, Generate the Mission, Support the Mission/Forces/Infrastructure, and Sustain the Mission/Forces/Infrastructure. A more detailed description of each is located in Annex 4-0, Combat Support. Each FS Capability directly supports one or more CS Capabilities. 2.2.1. CS Capabilities result from the proper employment and integration of all functional communities within the CS construct. As part of this interdependent construct, FS contributes to executing CS processes and capabilities by delivering numerous roles within the CS construct (see Annex 4-0, Combat Support, Appendix: Functional Communities). 3. Force Support Capabilities. 38Ps must be deliberately developed to apply their skills in an operational environment and articulate, in operational terms, how FS Capabilities impact CS and affects the Air Force mission. Understanding the following list of capabilities along with their master processes and effects is the first step in 38P development. FS has separate and distinct capabilities in order to accomplish the roles that enable CS 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 FS 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 (RegAF), Air National Guard (ANG), and the Air Force Reserve (AFR) as particular needs may vary. CS 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” (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

Master Processes - Recruit - Train - Educate - Assign - Promote - Retain - Transition

Combat Effects - Mission

Accomplishment: Skills/Leadership

- Build Future Force - Meet Manpower

Requirements/ Targets

Master Processes - Analyze - Balance - Retain - Transition

Combat Effects - Right Number of

Airmen, Right AFSCs

- Retain the Right Airmen with the Right Skills and Experience

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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). CS Capabilities supported are: Field Forces and Support the Mission, Forces, and Infrastructure. 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 organizational structure and requirements of locations as determined by the Commander, Air Force Forces (COMAFFORs). Additionally, manpower and organization actions can activate, inactivate, or 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. CS 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 ready for deployments. This requires not only personal readiness responsibilities such as financial, child care, etc., but supportive programs for single Airmen, single parents, and families to better prepare and mitigate potential adversity. CS 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 (MREs). As operations progress, unitized group rations (UGRs) are prepared. The final capability goal is to transition to hot meals using fresh and frozen food items or A-rations. Food operations provides the fuel Airmen need to perform their

Master Processes - Define - Model - Validate - Record - Program - Analyze - Structure

Combat Effects - Valid/Defendable

Requirements - Balanced Net Worth - Funded Target - Consistent, Efficient

Org Structure

Master Processes - Prepare Airmen &

Families - Deploy/Receive - In-process - Store Data - Analyze - Redeploy

Combat Effects - Accurate Force/Skill

Inventory - Planning Enabler - Effective Fighting

Force for JFC - JFC Command

Responsibilities Enabler

Master Processes - Procure - Receive - Inspect - Store - Sanitize - Prepare - Serve - Waste Disposal

Combat Effects - Feed Airmen

Weapon System - Bolster Immune

Systems - Higher Energy

Levels - Feel Good - Low GI Rates

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combat missions. Every mission requires a healthy and diverse choice of options, despite the location or the hardships involved. CS Capabilities supported are: Protect the Forces, Generate the Mission, Support the Mission, Forces, and Infrastructure, and Sustain the Mission, Forces, and Infrastructure. 3.6. Lodgment of Forces. Lodging operations house personnel, supply furnishings and necessary items, provide a personnel locator, manage NAF 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, FS personnel can ensure successful sustainment of human resources in any environment or location. Without proper rest, Airmen lose their effectiveness. CS 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 fit to fight. It operates in all environments and locations to deliver mentally and physically capable Airmen across the full spectrum of military operations. CS 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 that have been ill, injured, deceased or have been 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. CS Capability supported is: Support the Mission, Forces, and Infrastructure.

Master Processes - House - Run Locator - Supply Occupants - Procure/Store Linens - NAF Resale - Laundry

Combat Effects - Rest & Recuperate - Prevent Sleep

Deprivation - High Energy Levels - Support Immune

Systems - Safe Environment - Clean Uniforms

Master Processes - Procure Equipment - Maintain Equipment - Design Exercise

Programs (Directed and Self-Directed)

- Sanitize

Combat Effects - Mental & Physical

Health Maintenance - Strengthen Immune

Systems - High Energy Levels - Stress Relief - Effective 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

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3.9. Airmen Regeneration. Airmen Regeneration procures entertainment and creates alternative diversions from 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. CS 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. Developing and Connecting Airmen to the Outside World 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. CS 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 NAF and Appropriated Fund (APF) contracts, commercial sponsorship, private organizations, partnerships in alternate resourcing and NAF memorandums of agreement. These different resources provide alternative options to achieve commanders’ objectives. These alternative resources enable FS to offer programs, maintain service standards, consistent program execution, and provide backfill options during crisis or contingency deployments. CS 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 of 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

Management - T-MOAs

Combat Effects - Right Resources at

the Right Time - Maintain Service

Levels - Capability Execution

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3.12. Hosting Official Functions. Hosting Official Functions includes planning, scheduling, coordinating, and conducting distinguished visitor (DV) events with Airmen and visits to base senior leaders. It develops plans, procedures and budgets to cover special events, meetings, and entertainment where DVs are involved. It facilitates both visits to the Airmen and visits to base senior leadership. Additionally, this capability ensures a synergy and economy of force by avoiding conflicts in the use of NAFs and APFs, contingency funds, special representation funds, and special morale and welfare funds. CS 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. CS Capability supported is: Support the Mission, Forces, and Infrastructure. 3.14. Infant to Teenager Development. Infant to Teenager Development 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 (EFMP) respite care, 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. CS 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 - Facilitate Successful

DV Visits - Enable Networking at

Senior Levels - Positive Showing of

Boss’ Hospitality - Consistent Standards

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3.15. Airmen and Family Reunification. Airmen and Family Reunification provides 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. FS, through existing and targeted special programming, concentrate resources to create positive outcomes in the reuniting process. Special effort may be required to build community between Air Reserve Component (ARC) families who may not have the same unit connectedness as RegAF families. Additionally, wounded, ill and injured (WII) warriors and their families are provided valuable non-medical care to assist in their recovery/rehabilitation. CS 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. CS 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 (EO) 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. CS Capability supported is: Support the Mission, Forces, and Infrastructure. 4. FS Critical Knowledge, Skills, and Abilities (KSAs). 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 specialized education and training; the execution of these skills result 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. 38Ps should strive to develop and master the following critical eight KSAs which span the

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 - Trust - Camaraderie - Fairness - Discipline

Master Processes - Program - Budget - Sponsorship - Market/Advertise - Outside Agency

Coordination

Combat Effects - Prevention of Family

Violence - Reduce Suicidal

Ideations - Offset Post-Event

Depression & Maladjustment

- Increased Retention

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entire community. The following KSAs are essential for the effective delivery of FS Capabilities to the CS structure: Advisor Skills, Analysis/Continuous Process Improvement (CPI), Creative Thinking, Critical Thinking, Customer Service, Future Thinking, Project Management, and Performance Measurement. 4.3. Advisor Skills (Organizational). AF/A1 provides critical personnel advice to our military, DoD, and elected 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 MAJCOMs 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 provided at the right time and place. 4.3.1. Advisor Skills (Individual). A 38P leader who develops good advisor skills is better able to influence superiors, peers, and subordinates in the decision-making process. Once credibility and trust is built with those he/she works with, a 38P 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.

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 FS 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.

CIVILIAN TACTICAL OPERATIONAL STRATEGIC OFFICER LT CAPT MAJ LT COL COL GO

4.4. Analysis/CPI (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/CPI (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. A common issue many 38P 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.

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ANALYSIS/CPI DESCRIPTIVE BEHAVIOR COMPETENCIES DEFINITION BASIC INTERMEDIATE ADVANCED To analyze is to examine data and facts to uncover and understand cause-effect relationships, thus providing 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 improvement process. 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.


4.5. Creative Thinking (Organizational). In an era of decreasing resources, we must find creative solutions to deliver and improve personnel programs and services. A1 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 38P, you will be required to find answers and solutions not always found in AFIs 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.

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.


4.6. Critical Thinking (Organizational). The 38P community is responsible for implementing Air Force-wide 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 38P 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 38Ps

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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. 38Ps 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.

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.


4.7. Customer Service (Organizational). The A1 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 A1 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 has 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 that one person that gives that customer a positive impression of your activity and/or organization.

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.


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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 38P 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 FS 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.

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 ideas providing 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.


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 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, 38Ps 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.

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PERFORMANCE MEASURMENT

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 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.


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). 38Ps are often tasked with managing projects. A 38P 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

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.


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Section C – 38P Officer Development 1. The Continuum of Learning (CoL). The CoL is the deliberate process of combining education, training, and experience to produce the right expertise and competence to meet the Air Force’s operational needs is the key element of developing an Airman. (Annex 1-1, Force Development). 1.1. Education, training, and experience are the components of the CoL. These complementary aspects of force development are essential in tailoring the right development for the right person at the right time. This is an ongoing process and is continuously being examined for new needs. Education and training represent a large investment of resources and are the primary tools in developing Airmen for leadership levels. Education, training, and experience are distinct but related force development activities. 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. 1.5. The Air Force believes in learning across the continuum of an Airman’s career beginning with the knowledge obtained from accession sources and continuing throughout a career. Through the CoL, the Air Force exposes Airmen to a broad-based education, training, and experience framework that equips them with the competencies to serve as leaders as they progress in rank and responsibility. 2. Force Support Education. Professional development is more than just assignments. The completion of professional continuing education (PCE), foundational and job-specific courses, professional military education (PME), and relevant advanced academic degrees facilitate professional development. 2.1. FS PCE Objectives. The objective of PCE is to equip students with the tools, techniques, and theories necessary to think critically, be creative, measure performance, analyze complex issues, and project visionary collaborative solutions. PCE delivers systematic foundational education and job-specific courses that are current, relevant, and effective for our manpower, personnel, and services professionals. PCE is key to developing multi-disciplined, critical-thinking leaders, and professionals who are warrior-scholars.

Figure C. Continuum of Learning

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2.2. USAF Personnel Professional Development School (USAF PPDS). Located within the Eaker Center at Maxwell AFB, AL, PPDS is responsible for 38P development strategy and conducting all 38P PCE courses. 38P PCE has two main focus areas. The first focus area is foundational courses. These courses provide the core development 38Ps will need over the course of their careers. All 38Ps will attend these foundational courses at specific career milestones (see below listing and Figure D). The second focus area is job-specific courses. These courses prepare 38Ps to be effective in job-specific roles (see below listing and Figure D).

Foundational Courses: Location: Basic Personnel Officer Course 335th Training Squadron Basic KSA Course Distance Learning Basic Contingency Course Distance Learning Intermediate KSA Course Distance Learning Intermediate Personnel Officer Course USAF PPDS Advanced KSA Course Distance Learning Advanced Contingency Course USAF PPDS Advanced Personnel Officer Course USAF PPDS Job-Specific Courses: Location: FSS Flight Leadership Course Distance Learning Force Support Deputy and Operations Officer Course Distance Learning FSS Commander and Civilian Leaders Course USAF PPDS Manpower Staff Officer Course USAF PPDS Mortuary Officer Course USAF PPDS Protocol Fundamentals Course USAF PPDS Air Force Sexual Assault Response Coordinator Course USAF PPDS Equal Opportunity Leadership Course USAF PPDS 2.2.1. Foundational Courses. 2.2.1.1. Basic Personnel Officer Course (BPOC). This is mandatory initial skills training for all aspiring Personnel officers to complete in order to be awarded the 38P1 designation. BPOC is designed for new accessions and cross-flow officers from other career fields. Field Grade Officers require CFM approval to attend. This course includes a capstone Officer Field Education (OFE) at Tyndall AFB, FL. The course provides a basic orientation to A1 doctrine, mission, and capabilities in all areas of the Personnel community and formal field training. BPOC curriculum is posted at the following Sharepoint site. https://cs3.eis.af.mil/sites/OO-DP-AE-83. DURATION: BPOC is a 406 hours in length and is held at Keesler AFB, MS. PRE-REQUISITES: N/A. 2.2.1.2. Basic KSA Course (DL) (MFSS125). This is a mandatory course for all 38Ps to complete within 24 months of graduating BPOC. The course is self-paced and intended to be completed over a 3-6 month period. The objective for the Basic KSA Course is to build a foundational level of understanding focusing on individual implementation and practice of the eight critical KSAs during day-to-day operations. DURATION: The Basic KSA Course is 14 hours in length and is available on the Air Force e-learning site https://usafprod.skillport.com/skillportfe/main.action. PRE-REQUISITES: N/A.

https://cs3.eis.af.mil/sites/OO-DP-AE-83

https://usafprod.skillport.com/skillportfe/main.action

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2.2.1.3. Basic Contingency Course (DL) (MFSS100). This is a mandatory course for all 38Ps to complete within 24 months of graduating BPOC. The Basic Contingency Course provides information on the overarching doctrine, enduring capabilities, and organizational framework through which FS enables missions in deployed environments. This course also provides FS readiness managers 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 ADLS. PRE-REQUISITE: BPOC. 2.2.1.4. Intermediate KSA Course (DL) (MFSS126). This is a mandatory course for all 38Ps to complete within 48 months of graduating BPOC. The course is self-paced and intended to be completed over a 3-6 month period. The objective for the Intermediate KSA Course is to further develop 38Ps across the eight critical KSAs and is team focused. DURATION: The Intermediate KSA Course is 18 hours in length and is available on the Air Force e-learning site https://usafprod.skillport.com/skillportfe/main.action. PRE-REQUISITES: BPOC and Basic KSA Course. 2.2.1.5. Intermediate Personnel Officer Course (IPOC) (MFSS350). This is a mandatory course for all RegAF 38P Captains (5 to 8 years from TFCSD) to attend. The objective of this course is to educate 38Ps on strategic and operational missions and responsibilities within the Personnel career field. IPOC includes instruction on the Organize, Train, and Equip mission pertaining to Personnel officers with overviews of the FOAs, MAJCOMs, A1 missions, and A1 Joint Employment mission. Additionally, the course will educate action officers to serve in Personnel positions at all levels. DURATION: IPOC is 80 hours in length and is held at Maxwell AFB, AL. PRE-REQUISITES: BPOC, Basic KSA Course, Basic Contingency Course, Intermediate KSA Course, and NAF Financial Management 101 Course (https://fskc.adls.af.mil/kc/main/kc_frame.asp?blnWhatsNew=True). 2.2.1.6. Advanced KSA Course (DL) (MFSS128). This is a mandatory course for all 38Ps to complete within 12 years of graduating BPOC. The course is self-paced and intended to be completed over a 3-6 month period. The objective of the Advanced KSA Course is to develop senior Captains and FGOs across the eight critical KSAs and is organization/strategic focused. DURATION: The Advanced KSA Course is 20 hours in length and is available on the Air Force e-learning site https://usafprod.skillport.com/skillportfe/main.action. PRE-REQUISITES: BPOC, Basic KSA Course, and Intermediate KSA Course. 2.2.1.7. Advanced Contingency Course (MFSS275). This is a mandatory course for all RegAF 38Ps to complete within 18 years of graduating BPOC. 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 FS 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 AFB, AL. PRE-REQUISITES: BPOC, Basic KSA Course, and Basic Contingency Course.


https://fskc.adls.af.mil/kc/main/kc_frame.asp?blnWhatsNew=True


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2.2.1.8. Advanced Personnel Officer Course (APOC) (MFSS250). This course will be offered to select 38P officers between 14-18 years TIS. The purpose of this course is to provide tools, capabilities, and perspectives to prepare emerging senior 38P officers for post-squadron command assignments at the senior levels across the A1 enterprise. DURATION: APOC will be an in-resident course at Maxwell AFB, AL. The curriculum is currently in development. PRE-REQUISITES: TBD. 2.2.2. Job-Specific Courses. 2.2.2.1. FSS Flight Leadership Course (DL) (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. 38Ps must be selected for and currently sitting as a Flight Chief or Flight Commander in order to attend. DURATION: The FSS Flight Leadership Course is 34 hours in length and is hosted distance learning. PRE-REQUISITES: BPOC, Basic KSA Course, and NAF Financial Management 101 (https://fskc.adls.af.mil/kc/main/kc_frame.asp?blnWhatsNew=True). 2.2.2.2. Force Support Deputy/Operations Officer Course (MFSS375). This course curriculum includes FS enduring principles, squadron organization, unit training management, readiness and planning processes, installation contingency plans, installation force accountability, financial resources, customer service, personnel resources, leadership, and support advisor responsibilities. DURATION: The Force Support Deputy/Operations Officer Course is 37 hours in length and is hosted distance learning. PRE-REQUISITES: BPOC, Basic KSA Course, Basic Contingency Course, Intermediate KSA Course, and NAF Financial Management 101 (https://fskc.adls.af.mil/kc/main/kc_frame.asp?blnWhatsNew=True). 2.2.2.3. FSS Commander/Director Course (MFSS400). This course provides FSS commanders and directors with a thorough familiarization of FS enduring principles, FSS organization, force development, business models, resource management, squadron programming, readiness responsibilities, and other pertinent topics necessary to fulfill roles as an FSS commander and the base strategic advisor for A1 issues. During the course, students receive briefings from senior A1 leaders (e.g., AF/A1, AFPC/CC). Students also participate in seminars with current and graduated squadron commanders, FSS 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: FSS Commander/Director Course is 80 hours in length and is hosted at Maxwell AFB, AL. PRE-REQUISITES: BPOC, Basic KSA Course, Basic Contingency Course, Intermediate KSA Course, IPOC, Advanced KSA Course, and NAF Financial Management 101 Course (https://fskc.adls.af.mil/kc/main/kc_frame.asp?blnWhatsNew=True). 2.2.2.4. Manpower Staff Officer Course (MAFHRMS405). This course encompasses Air Staff manpower functions, MAJCOM manpower functions, regional manpower squadron functions, total force, senior leader perspectives, management engineering, manpower programming, Air Force organizations, history of USAF manpower, whole system optimization, the art and science of manpower, student projects and a capstone team exercise.




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DURATION: The Manpower Staff Officer Course is 108 hours in length and is held at Maxwell AFB, AL. PRE-REQUISITES: N/A. 2.2.2.5. 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 (PADD), Person Eligible to Receive Effects (PERE), 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 (SCO), and Family Assistance Representative (FAR) 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 AFB, AL. PRE-REQUISITES: Basic KSA Course. 2.2.2.6. 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, DV visits, 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 AFB, AL. PRE-REQUISITES: N/A. 2.2.2.7. Air Force Sexual Assault Response Coordinator (SARC) Course (MAFHRMS140). This course is designed to develop the knowledge and skills of SARCs. This course will enable SARCs 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 SARC Course is 64 hours in length and is held at Maxwell AFB, AL. PRE-REQUISITES: N/A. 2.2.2.8. Equal Opportunity (EO) Leadership Course (MAFHRMS118). This course empowers EO leaders to be a strategic resource by developing leadership competencies required as key advisors to leaders and customers, to align with the Air Force EO Strategic Plan, and to develop and mentor employees for future growth and development. DURATION: The EO Course is 32 hours in length and is held at Maxwell AFB, AL. PRE-REQUISITES: N/A. 2.2.3. 38P Personnel Officer Development Center Website. This site provides a centralized location for Education and Training within the 38P career field. It includes the 38P Development Strategy, KSAs, PCE 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, 38Ps should take the initiative to develop themselves. 38Ps 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.

https://www.my.af.mil/gcss-af/USAF/ep/globalTab.do?channelPageId=s330D98A145D1A7750145D8196345013B

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2.3.1. Credentials. Obtaining the below credentials that are recognized by the civilian community can enhance current performance as well help prepare for civilian employment.

• The Human Resource Certification Institute (HRCI) offers the Professional in Human Resources (PHR) and Senior Professional in Human Resources (SPHR) certifications.

• The Society for Human Resource Management (SHRM) offers the SHRM-Certified Professional (SHRM-CP) and SHRM-Senior Certified Professional (SHRM-SCP) certifications.

• Certified Manager (CM) is a general management certification. It is appropriate for supervisors, managers and leaders at all levels, in any industry, and benefits certificate recipients and their organizations.

• 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 (CAPM) and the Project Management Professional (PMP).

• American Hotel & Lodging Educational Institute (AHLEI) is widely recognized as the preeminent leader in hospitality certifications. Certifications include Leadership and Management in the Hospitality Industry and Managing Hospitality Human Resources.

3. FS Training. 38Ps 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 (FSKC). 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 38Ps include:

• NAF Financial Management 101 • NAF Financial Management Accounting • NAF Internal Controls Training • NAF HR Supervisors Course • Central Appropriated Funds (CAPF) Budget • Introductory Services Management • Basic Protocol Fundamentals • Marketing • Lodging Operations

3.2. Air Force Services Activity (AFSVA) Training. AFSVA offers a variety of in-resident and online courses. Unlike the FSKC courses, these courses are only available at certain periods of time during the year. The dates of course offerings can be found on the AFSVA/SVI portal. https://org1.eis.af.mil/sites/100002/SiteAssets/Pages/Home.aspx; https://org1.eis.af.mil/sites/100002/Pages/Training/Home.aspx The courses include but are not limited to:

• Services Activity Managers Course • On-Line Fitness Management Course • Human Resources Management (HRM) Course • Library Management Course • NAF Financial Management/Budget & Analysis Course • Community Programming and Partnership Office Course • Food Management Operations Course


https://org1.eis.af.mil/sites/100002/SiteAssets/Pages/Home.aspx

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• Commercial Sponsorship Course • Culinary Institute of America (CIA) Culinary Skills Courses • FSS Unit Training Manager/Air Force Training Record (AFTR) Course • Lodging Management Courses • Lodging Accounting Course • Outdoor Recreation Programmer Course

3.3. 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 HCRI and SHRM exams. The Basic, Intermediate, and Advanced KSAs Courses are posted on this site. https://usafprod.skillport.com/skillportfe/main.action 3.4. Home Station Readiness Training (HSRT). Effective HSRT is critical to provide deployed commanders with fully-qualified Prime Readiness in Base Services (RIBS) team members capable of accomplishing the wide variety of FS deployed responsibilities. Prime RIBS team members must be trained and ready for deployment to austere bare-base locations with limited or no facilities and transition to sustained operations. HSRT should challenge Prime RIBS team members to improve their individual and UTC team capabilities for deployed operations. HSRT consists of computer-based training enhancements, self-study guides, classroom education, hands-on equipment training, duty-specific training based on UTC assignment, and ancillary training such as weapons qualification, Nuclear, Biological, and Chemical warfare defense training, and Self-aid Buddy Care. See AFI 10-214 Air Force Prime RIBS Program for specific requirements and training intervals. 3.5. Deliberate and Crisis Action Planning and Execution Segments (DCAPES) (E3A2R35051 AA2B in-res / E7A2T35051 OA1B MTT). All 38Ps serving in Installation Personnel Readiness (IPR) and those selected for specific deployment missions must complete a formal DCAPES course. This course introduces wing/base-level DCAPES users to the knowledge and skills needed to manage deployment requirements. This course provides introductory Global Command and Control System (GCCS) and DCAPES 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 MAJCOMs 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 DCAPES write permission. The DCAPES Course is held at Keesler AFB, MS. 3.6. Personnel in Support of Contingency Operations (PERSCO) Training. 38Ps will participate in PERSCO training to include in-house training IAW AFI 36-3802 Personnel Readiness Operations. 4. 38P Officer Education and Training Roadmap. The roadmap details the foundational PCE courses that make up the educational continuum that 38Ps will participate in during their careers. All courses may not apply to ANG and AFR 38P officers due to limited training allocations and course attendance challenges. Job-specific PCE courses, training, PME, and AAD opportunities are also presented (see Figure D).


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Figure D. 38P - Personnel Officer Education & Training Roadmap

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5. FS Experience. In addition to foundational and job-specific education and training, experience plays an important role in 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. 38Ps should develop depth early in their career with appropriate assignments. Subsequently, officers will gradually broaden their knowledge and experience baselines within and outside the personnel career field. In order to develop depth in the initial four years, commanders and supervisors should keep officers in their assigned duties for no less than 12-18 months. During the first 10 years, officers should develop a solid technical and operational experience in a broad range of FS capabilities supported by appropriate PCE, PME, and AAD. 38Ps should strive to complete leadership assignments in a least two flight commands within the FSS. We believe that the flight command experience provides significant tests in leadership, organization, and resource management further enhancing functional expertise across all FS KSAs. 5.2. Core Assignments. The majority of CGO 38P functional opportunities are in the FSS. These assignments provide the deeper knowledge and experience across all the FS Capabilities and KSAs. Joint, HAF, MAJCOM/A1, State Headquarters, Joint Force Headquarters (JFHQ), National Guard Bureau (NGB), and FOAs provide additional growth and broadening opportunities. 5.3. Out of Core Assignments. Out of core assignments include any assignment where the duty AFSC is not 38P. 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 officers career progression. An officers’ first two assignments should be focused on developing depth in FS Capabilities and KSAs. 5.4. Deployments. The experience gained with Air Force and joint deployment tours adds to an officers’ operational credibility and further enhances one’s understanding of FS KSAs. The opportunities to work in austere environments will provide operational challenges requiring critical thinking and resourcefulness that will benefit future development. 5.5. 38P Experience Pyramid. The following pyramid displays assignment opportunities available at different times in a 38P career. Experiences may vary for ARC 38Ps. 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 AFI 36-2110, Assignments. Ultimately, an officer’s career path will be influenced by personal aspirations and Air Force needs.

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Figure E. 38P Experience Pyramid 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 (38P3). For award of the 38P3 AFSC, completion of BPOC is mandatory. A waiver from the CFM is required if any portion of BPOC is not completed. In addition, a minimum of 24 months of experience is mandatory. Within the 24 months of graduating BPOC, an officer must also complete the Follow-On Unit Training (FOUT), Basic KSA Course, and Basic Contingency Course. All requirements must be certified by the FSS commander or senior career field leader assigned to the organization. A waiver from the CFM is required if the FOUT or other tasks cannot be completed within the 24-month period. ANG and AFR personnel will coordinate waivers with their component CFM and the RegAF CFM.

3. Staff Level (38P4). Awarded based on position. Officers must be appointed to a staff position at the Air Staff, MAJCOM, Numbered Air Force, Field Operating Agency, Direct Reporting Unit, State JFHQ, NGB, or Combatant Command to achieve the Staff Level 38P4 AFSC. Section E – Resource Constraints 1. Purpose. This section identifies known resource constraints that preclude optimal/desired education and training from being developed or conducted.

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2. Constraints.

2.1. Education Constraints. PCE foundational courses will be either centrally funded under the Air Force Educational Requirements Board (AFERB) process, funded by AF/A1, or MAJCOM or unit funded. Job-specific courses will be funded by the AFERB process, funded by AF/A1, or MAJCOM or unit funded. 2.2. Training Constraints. BPOC quotas are determined and funded based on annually projected new accessions and officer cross flows. PART II Section A – Basic Personnel Officer Course, Course Training Standard (CTS) 1. Task, Knowledge, and Proficiency Level Requirements. The tasks and corresponding training proficiency levels on the BPOC CTS (Annex A) were reviewed and validated during the January 2016 Specialty Training Requirements Team (STRT) and Utilization and Training Workshop (U&TW). The qualitative requirements for each task are based on the proficiency values listed below.

2. Records Documentation. Upon completion of BPOC, students will receive a certificate of completion and a training report (AF Form 475, Education/Training Report). Section B – Follow-On Unit Training (FOUT). 1. Purpose. FOUT is designed to teach new officers operating procedures, requirements, and common practices that will enhance knowledge already gained at BPOC. Officers must complete FOUT prior to being awarded the 38P3 skill level. 1.1. Concept. The intent of FOUT is to provide officers with a more detailed, in-depth, and working knowledge

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of A1 enduring principles and core competencies. When used correctly as a tool to manage training for a 38P, it can significantly enhance the job knowledge and application of key tasks and processes.

1.2. How to Use. The FSS 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 FOUT in Air Force Training Record (AFTR) (e.g. Operations Officer, UTM, or Staff Division Chief). The officer training manager is encouraged to use task experts (i.e. Flight Commanders and SNCOs/NCOs) to conduct this training. Recommended trainers are provided on the attached FOUT. However, units may select other subject matter experts to conduct training, as long as they can validate the trainee understands the information and have successfully completed the corresponding task. Upon completion of each training item, AFTR will be updated accordingly. Each task is annotated as it applies to RegAF, AFR, and/or ANG 38Ps. For certain tasks there are separate and distinct requirements for AFR and ANG officers. In addition, there are specific tasks that are not mandated for AFR and/or ANG officers. These tasks are listed as “not required”. 1.3. Flow of FOUT. The FOUT is organized accordingly to the two enterprise FS Capabilities and 15 operational FS Capabilities (see paragraphs 3.1. and 3.3.). 1.4. Implementation. Each unit has a distinct ops tempo and will have to determine how and when to implement FOUT. The officer training manager and trainee must work together to ensure all tasks are completed within 24 months of the trainee’s BPOC graduation. 1.5. Certification. Once the officer training manager confirms the trainee has achieved the required levels of understanding for all FOUT tasks and AFTR has been updated accordingly, he/she will track the completion of the other 38P3 level requirements (24 months of experience, Basic KSA 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 38P Trainees. While working through this plan take notes, ask lots of questions, and request clarification on any training item. The FOUT 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 38Ps to help increase your effectiveness. Enjoy, learn, and network across your organization!

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1. Shaping and Balancing the Force Reference Time (hrs) Trainer 1.1. Human Resources (HR) Systems Training: Review the HR systems training for new Commanders and/or invite the trainee to accompany a presentation. At a minimum, system training should include: Personal Records Display Application (PRDA), Virtual Military Personnel Flight (vMPF), and Virtual Personnel Center (vPC). RegAF 38Ps should also review the Airmen Development Plan (ADP), Assignment Management System (AMS), Base Level Services Delivery Model (BLSDM) IT Tool, and Case Management System (CMS). ANG 38Ps should also review ANG Reserve Order Writing System (AROWS), Case Management System (CMS), Command Human Resource Information System (CHRIS). RegAF & AFR Task: 1) Present the Commander HR systems training to a member in the MPS and be evaluated by the MPF/CC or Superintendent. 2) Detail the steps an Officer would take to pull his/her last OPR from PRDA. 3) Detail the steps an Officer would take to update his/her vRED. ANG Task: Present the Commander HR systems training to a member in the MPS and be evaluated by the MPF/CC or Superintendent. 1) Demonstrate the process to navigate ARCNet. 2) Demonstrate how to run reports in vPC. 3) Demonstrate how to navigate AROWS. 4) Run a MOACR, UPMR, or Force Management Report from CHRIS. 5) Brief the sections of a SURF and what they highlight. 6) Brief the sections of a Point Credit Summary Inquiry.

PSD Guide document Force

Support Squadron Personnel Service,

Delivery, Execution,

Organization, and

Responsibilities, 1A-3.3.1.

3 Military Personnel Flight Commander or Superintendent

1.2. Transaction Management: Meet with the MPF/CC or Superintendent to discuss the MPF self-assessment program. This includes how the MPF validates the quality of personnel data through the use of transaction registers (TRs), management assessment products (MAPs), data reconciliations, and/or other HR system output products. Walk through the process of how the MPF leadership ensures all personnel data errors or reject conditions are analyzed to determine trends and underlying causes. RegAF, AFR & ANG Task: Run or facilitate the local process for identifying errors, whether that be a review of reports (TRs/MAPs) or facilitating a meeting of subject matter experts.

Personnel Service Delivery

(PSD) Guide document FSS

Personnel Service,

Delivery, Execution,

Organization, and

Responsibilities. 1C-8.3.1.7. thru

1C-8.3.1.7.5

1 Military Personnel Flight Commander or Superintendent

1.3. Non-Appropriated Funds (NAF) Hiring: Discuss the process for hiring NAF employees. Specifically, discuss the different types of NAF employees (flex, regular, etc.), the challenges in the hiring process, requirements, and general timelines. RegAF: Working with the NAF-HR, select a vacant NAF position within the FSS. 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 OPRs, approval authorities, interview process, general timelines, and potential challenges. AFR & ANG Task: Not required.

AFI 34-301 1.5 NAF HR Section Chief

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1.4. Full Time (Civilian and AGR) employees: Review the process for hiring Appropriated Fund (APF) civilian employees and AGR employees if appropriate. Specifically, discuss the challenges in the hiring process, requirements, and general timelines. RegAF & AFR 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 (OPR), approval authorities, interview process, general timelines, and potential challenges. ANG Task: Work with the state HRO to understand the general process from solicitation to onboarding for both Technician and AGR positions. The officer should demonstrate a clear understanding of the processes, including Manpower Change Requests (MCR) that may need to be accomplished for a given position, the interview process, general timelines, and potential challenges.

AFMAN 36-606 and AFMAN 36-

203

1.5 Civilian Personnel Flight

Chief

2. Force Development Reference Time (hrs) Trainer 2.1. Evaluations: Complete a review of two Enlisted Performance Reports (EPRs) and two Officer Performance Reports (OPRs) with the Force Management NCOIC. 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 inappropriate comments or recommendations? The NCOIC should discuss common trends, training that is provided to the units, local management processes, and required EPR/OPR timeliness tracking (i.e. Wing Commander briefs). RegAF, AFR & ANG Task: 1) Review one EPR and one OPR package and provide comments to the Force Management Chief/NCOIC on any required corrections, 2) Utilize local management processes to update EPR/OPR trackers (i.e. Wing Commander brief), 3) Identify what questions the Wing Commander or other commanders may ask.

AFI 36-2406, 1.6.1. and

1.6.1.1, Table 3.1 and Table

3.2, 1.3.3.,1.6.1. and1.6.1.3

2 Force Management Chief/NCOIC

2.2. Referral Reports: Meet with the Force Management Chief/NCOIC to determine how referral report procedures are being followed IAW AFI 36-2406 para 1.10. (i.e. ensuring EPR packages contain a memorandum). Force Management Chief/NCOIC should provide an example with attachments that were processed (if available). RegAF, AFR & ANG Task: Mock Phone Call - A Security Forces Squadron officer calls asking for advice on how to route a referral EPR for a TSgt that has failed his fitness test twice during the reporting period (the unit agrees a referral is the appropriate course of action).

AFI 36-2406, 1.10.6.2, Figure

1.1., Table 3.2

(Enlisted) and Table 3.1 (Officers)


35

2.3. Forced Distribution (2 part task): 1. Meet with the FSS 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 Chief/NCOIC to review how the MPF manages installation wide forced distribution. Training should include how the MPF determines Large Unit and Small Unit allocations, orchestrates Enlisted Forced Distribution Panels (EFDP), and reviews/processes completed evaluations. RegAF & AFR Task: Utilizing a previous TSgt or SSgt Master Eligibility Listing (MEL), prepare for an EFDP. Brief the Force Management Chief or NCOIC 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 EFDP Report. ANG Task: Not required.

AFI 36-2406 1.12.1.6.1, 1.12.1.8.

1.5 Force Support Superintendent

& Force Management Chief/NCOIC

2.4. Officer Promotions: Meet with the Officer Promotions POC to review the MyPers Officer Promotions page, Air Force Promotions System (AFPROMS), and how the MPF can identify who is eligible for each board, when Promotion Recommendation Forms (PRFs) are due, and how releases are managed. Training should include the Officer Promotion Brief (OPB), the OPB instructions (provided in the board specific PSDM), jr/sr rosters, and validating base eligibility. AFR 38Ps should also review and understand Position Vacancy promotion process. A previous release should be reviewed to showcase how the release instructions provide specific directions based on a member's selection, nonselection, etc. and the associated timelines. RegAF Task: Access the DOR charts and print the Officer Promotions Schedule/Milestones. Mock Phone Calls - A Logistics Readiness Officer (Capt, DOR ) calls and wants to know when he is eligible to promote to Maj and historically when his PRF will need to be completed. A BSC officer (Maj, DOR ) calls and wants to know when she is eligible to compete for Lt Col. AFR Task: A Reserve Maintenance Officer (Maj, DOR ) calls and wants to know if he is eligible for a position vacancy promotion to Lt Col. There are currently 6 authorized and 7 assigned O-5s in his AFSC. ANG Task: An ANG Medical Officer (Capt, DOR ) calls and wants to know if she is eligible for a position vacancy promotion to Maj. An ANG Public Affairs officer (Maj, DOR ) calls and wants to know if he is eligible for mandatory promotion to Lt Col. What documents are required to request Federal recognition of promotion?

AFI 36-2501, 1.4.3, 3.6.1,

ANGI 36-2504

1.5 Officer Promotions POC

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2.5. Upgrade Training: Meet with the Force Support Superintendent, First Sergeant, Flight Chiefs, and/or Unit Training Manager (UTM) to learn how leadership schedules, conducts and documents supervised training sessions when the trainee has difficulty with upgrade training, Career Development Course (CDC) progression, or task certification. RegAF, AFR & ANG Task: Attend a unit upgrade training meeting or with the Unit Training Manager (UTM) to review the status of enlisted upgrade training.

AFI 36-2201, 6.7.1.15

1.5 Force Support Superintendent, First Sergeant, Flight Chiefs, and/or UTM

2.6. Awards Packages: Meet with the FSS Superintendent to review the Annual A1 Awards Guide and previous year submitted packages. Discuss the installation quarterly and annual awards program and package requirements (number of bullets, acronym formatting, etc.). In addition, the FSS Superintendent will explain the FSS review processes (boards to edit packages, grading criteria, etc.) RegAF, AFR & ANG Task: 1) Score at least four former FSS SNCO or NCO of the Quarter packages to select a mock winner. Justify your thoughts to the FSS Superintendent, 2) Create three bullets from your own performance in the "what you did, how you did it, and impact" format, 3) Review with the FSS Superintendent.

Annual A1 Awards Guide

1 Force Support Superintendent

2.7. Appraisal Process: RegAF & AFR Discuss the civilian performance program and civilian development with the local CPO. Specifically, discuss how 38Ps can help civilians develop and have opportunities for promotion. ANG Discuss the Technician performance program with HRO. 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. RegAF & AFR Task: Review a series of civilian appraisals with the CPO 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 QSI submission. ANG Task: Review a series of civilian appraisals with the HRO 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 QSI submission.

AFI 36-1001 1.5 Civilian Personnel Flight

Chief

2.8. NAF Training: Discuss methods and availability of NAF training with NAF HR. Choose an activity manager that is responsible for NAF personnel and discuss their plans for long-term development of their employees. RegAF & AFR Task: Review the NAF employee training plan for an FSS activity and provide inputs to the Activity Manager. ANG Task: Not required.

AFI 34-301; AFMAN 34-310

1 Activity Manager/NAF

HR Section Chief

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3. Manpower and Organization Reference Time (hrs) Trainer 3.1. Continuous Process Improvement (CPI): Review the AF CPI website and the CPI SharePoint site. Discuss how promoting CPI can help commanders resolve self-assessment findings in the four Major Graded Areas (MGAs). In addition, discuss local CPI programs and completed projects, how success has been captured, and the way ahead. RegAF, AFR & ANG Task: Access the CPI SharePoint, select an A3 from the "CPI Projects/Practitioners" and brief the project and your takeaways to the Manpower & Organization Flight Commander.

AFI 1-2, AFI 38- 401, AFI 90-201

1 Manpower & Organization

Flight Chief or CPI Black Belt

3.2. Manpower Programming and Execution System (MPES): Review Manpower Programming and Execution System (MPES) and learn how the system enables the manpower mission. Specifically, discuss how MPES is designed to collect and disseminate Total Force execution of programmed end strength, and how MPES executes the Program Objective Memorandum (POM) and the President’s Budget (PB) allocated end strength by command. RegAF & AFR Task: Explain the Manpower Change Request routing process, approval authority, and MPES-related actions to a member of the Manpower & Organization Flight. ANG Task: Not required.

AFI 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 (CSS) Manpower Standard. RegAF, AFR & ANG Task: Identify the number of personnel across each squadron and apply the CSS manpower standard. Once the information is verified by the trainer, discuss the current CSS manning with the MPF/CC or Superintendent.

AFI 38-201, AFMAN 38–208,

1 Manpower & Organization


Officer

3.4. Organization Change Requests: (RegAF) Review the eight questions making up an Organization Change Request. Ensure there is an understanding of Standard Levels of Air Force Organization and Associated Terms. (AFR) Review the Manpower Change Requests (MCR) using the AFRC Form 106. Training can be accomplished either TDY to HQ AFRC or via DCS. RegAF & AFR Task: Create a “current” organization chart using an active unit with Officer, Enlisted, Civilian, and Total (O/E/C/T). Explain if/how the unit differs from the standard structure or if the unit is a non-standard unit. ANG Task: Not required.

AFI 38-101 1 Manpower & Organization


Officer

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4. Personnel Readiness and Accountability Reference Time (hrs) Trainer 4.1. Assignment Actions: (RegAF) Meet the Career Development Chief/NCOIC to review an OCONUS and CONUS Assignment. Review the notification RIP and corresponding assignment folder, Personnel Processing Codes (PPC) that delay out-processing, i.e. process when a member fails to submits required documents for order processing, and how passports are processed for overseas assignments, etc. (AFR) Review assignment process and AF IMT 1288 requirement. RegAF Task: Run checklist for PPC/clearance and report the findings to the Career Development Chief/NCOIC. AFR Task: Mock Phone Call: A TR is applying for an IMA position at USAFE and calls asking how to process the AF IMT 1288 in order to be released from his current unit and gained to his projected unit. ANG Task: Not required.

AFI 36-2102 1 Career Development Chief/NCOIC

4.2. Unfavorable Information File (UIF): Review UIF management with the Force Management Chief/NCOIC, including: What are the mandatory UIF items and attachments? How to Commanders learn about and use UIFs to lead their squadrons? What promotion, reenlistment, assignment availability, and assignment limitation codes must be updated? What tools does the UIF monitor use to manage and audit UIFs? Run through one of the management tools with the UIF monitor. RegAF, AFR & ANG 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 UIF. (Force Management Chief/NCOIC provides record/AFI and evaluates the 38P).

AFI 36-2907, 1.7.2. and 1.7.3.3


4.3. Personnel Deployment Function (PDF) Processing: 1. Meet AFI 36-3802, 2 UDM & with a Unit Deployment Manager (UDM) to review a deployment 2.12.5.1.4, Operations folder to understand the tasking process (i.e. receive tasking, review 2.12.11.1 AFI 10- Officer the reporting instructions, chalk processing). 2. Meet with the 403. 4.4.5. Operations Officer and a PDF OIC to walk through the PDF 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 (CAC), vRed incomplete/not updated, Deployment Availability (DAV) codes, etc. Review AFI 36-3802 and AFI 10-403 in regards to PDF, read lessons learned from last real world AEF, shadow an exercise deployment and contingency deployment from IPR. RegAF, AFR & ANG Task: 1) Run a deployment folder checklist and provide comments to the UDM, 2) Identify the troop commander using a mock/previous exercise Deployment Requirements Manning Document (DRMD), 3) Provide a mock troop commander briefings and explain the contents of the Troop Commander’s Personnel Accountability Kit (PAK).

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4.4. Unit Readiness: Review deployment bands and alignment of personnel in bands. RegAF, AFR & ANG Task: Review an Air Expeditionary Force (AEF) Unit Type Code (UTC) Reporting Tool (ART) Report and Status of Resources and Training System (SORTS) Report. Interpret and describe the capability of the squadron to the Readiness OIC/NCOIC and/or Operations Officer.

AFI 10-244 1 Readiness OIC/NCOIC &

Operations Officer

4.5. Installation Personnel Readiness (IPR): Meet with the IPR Office to review the deployment tasking process, individual processing requirements, and IPR accountability responsibilities. Also review the basic DCAPES operational capabilities. RegAF, AFR & ANG Task:

AFI 36-3802 2 IPR Chief

Explain the steps of how IPR receives and processes a deployment tasking. With the trainer, produce an alpha roster and duty status report.

5. Feeding Operations Reference Time (hrs) Trainer 5.1. Kitchen Operations: Tour the kitchen with the Food Service OIC/NCOIC. Briefly review standards for food production logs, compliance with World Wide menus, progressive cooking, and pre- cooking preparation. Meet with the storeroom NCO 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 the your location. If your installation has undergone the Food Transformation Initiative (FTI), review the contract management operations. RegAF, AFR & ANG Task: Run AF Form 1038 Category A - Kitchen Operations and discuss the results with the Food Service OIC/NCOIC.

AFI, Competition

guide --FOOD SERVICE

EVALUATION RECORD

2 Food Service OIC/NCOIC and NAF Contracting

(for FTI locations)

5.2. Serving and Dining Operations: Tour the dining facility with 2005 Food Code, 2.5 Food Service the Food Service OIC/NCOIC and discuss health inspection standards Chapter 2, 3- OIC/NCOIC and food service operations. Has the Dining Facility Manager 501.16 3- established preventive measures to ensure proper sanitation for 501.17, facility, production, and personnel, both civilian and military? Are Competition foods labeled (time and dated), refrigerated, and used within the guide --FOOD prescribed period? Are potentially hazardous foods held at less than SERVICE 41°F or greater than 140°F? Observe a PH inspection and understand EVALUATION the grading process. Serve a meal with the Airmen. Also discuss how RECORD the same operations are conducted at the Flight Kitchen or Grab n' Go depending on the your location. RegAF, AFR & ANG Task: Run AF Form 1038 Category B - Serving and Dining Operations and discuss the results with the Food Service OIC/NCOIC.

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5.3. Club Operations Food & Alcohol: Meet with the Club Manager and review the last Food Sales Mix Analysis from ALOHA. 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. RegAF & AFR Task: Review the internal control checklist and describe how an AF Form 2556 is used during a Surprise or General Cashier’s Cash Count. ANG Task: Not required.

AFI 34-272, 3.13.3, 3.14

2 Club Manager & Resources Director

6. Lodgment of 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 (DLS) or Automated Lodging Reservation System (ALRS), requirements for checking a member in/out, and identifying the priority levels of guests. Learn manual procedures when the DLS or ALRS system is down. Review process for sundry sales. Observe/understand the working relationship between the front desk, maintenance, and housekeepers. RegAF, AFR & ANG Task: Run The Lodging Standards Checklist - Front Desk and Reservations Program, discuss the results with the Lodging Manager.

References: AFI 34-135 and the AFSVA/SVOL

Lodging Standards

(located on the USAF Services

Portal)

1.5 Lodging General Manager or Front Desk Supervisor

6.2. Housekeeping/Room Inspections: RegAF & AFR: Discuss housekeeping operations with the Housekeeping manager. Specifically, discuss training that housekeepers receive to become certified, how rooms are distributed for cleaning and housekeeping scheduling is managed. Also cover Air Force required cleaning standards and how guest feedback/issues are addressed. ANG: Discuss the negotiating phase of a hotel contract agreement or renewal. RegAF, AFR 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 AFI 24-135, 1.9.1. When completing the cleaning checklist in a TLF, also complete the Lodging Standards TLF Checklist. ANG Task: Accompany 3M0s on hotel contract inspections to evaluate the cleanliness and safety of each property. Complete all required checklists.

AFI 34-135, 1.9.1. & TLF

Lodging Standards Checklist category

1.5 Lodging General Manager or

Housekeeping Manager

41

7. Keeping Airmen Fit to Fight Reference Time (hrs) Trainer 7.1. Fitness Assessment Cell (FAC) Operations: Meet with the FAC NCOIC and discuss FAC operations to include, the local method and requirements for individuals to register for testing, are metrics shared with wing leadership, what are current obstacles with the program, do Physical Training Leaders (PTLs) assist with the program, how does the FAC ensure Unit Fitness Program Manager (UFPMs) and PTLs 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 FAC in managing the Air Force Fitness Management System (AFFMS) II and resources available to units in AFFMS II. RegAF, AFR & ANG Task: Observe an entire Fitness Assessment process with the FAC NCOIC from member check-in (Fitness Screening Questionnaires /AF 469, test instructions) to the completion of all the components. *Unless the 38P is already a trained PTL, he/she is not permitted to lead or track scores for any portion of the testing.

AFI 36-2905, 2.23.1.1., 2.23.5.

2 Fitness Center Manager/NCOIC or FAC NCOIC

7.2. Fitness Center Operations: Meet with the Fitness Manager to understand how after hour 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 AF fitness nominations. RegAF, AFR & ANG Task: Run through the DoD Fitness Center Compliance Worksheet and review the results with the Fitness Center Manager.

AFI 34-266, 2.5, 2015 Air Force

DoD Fitness Center Standards

Compliance Worksheet

(AFSVA Portal)

1 Fitness Manager/NCOIC

8. Casualty/Mortuary Affairs Reference Time (hrs) Trainer 8.1. Mortuary: Review the installation-level plan for the AFI 34-501 1 Mortuary implementation and execution of Mortuary Affairs Program and for 1.1.2, 1.10.2, NCOIC & Search and Recovery (S&R) operations. Discuss how the S&R team is 6.3.1, 6.4, 6.5, Operations postured, training that is conducted, and what additional agencies 6.8, 6.8.4, Officer would provide training and support. Review a Memorandum of 6.8.5.2, 6.8.6.1, Agreement with the State Medical Examiner, as applicable. RegAF, 6.8.6.5.1 AFR & ANG Task: Conduct SAV on one full case file in Defense Civilian Intelligence Personnel System (DCIPS) and hardcopy. Report your results to the Mortuary NCOIC and Operations Officer. 8.2. Casualty (Survivor Benefit & CAST): Meet with the Casualty Assistance Representative (CAR) to discuss management of the Survivor Benefit Plan. Items to discuss include: Is the installation Survivor Benefit Plan (SBP) implementation IAW the AFPC/DPF Operations Guide for Casualty and SBP. Discuss the Rules for Casualty Reporting, Notification, and Assistance. RegAF, AFR & ANG Task: Give mock just-in-time briefing to the CAR (acting as a CC). Explain the process to put together a next of kin team.

AFI 36-3009, 3.17.3.; AFI 36- 3002, Table 1.1

1 CAR

42

9. Airmen Regeneration Reference Time (hrs) Trainer 9.1. Outdoor Recreation (ODR) Operations: Review the 5-year AFI 34-110, 1.3, 1 Community plan detailing long-term goals and annual purchasing plan for APF

1.7.5.5., 2.5. & Services Flight

NAF items. Discuss the published quarterly or seasonal schedule 2.6 Chief or available to customers, how different events and programs are Recreation

managed from Independence Day to Recharge for Resiliency (R4R). Director Cover the six components of a comprehensive, well-rounded operation. Explain how the different MOAs work to get funding, how employees are scheduled for different seasons (i.e. summer hires for the pool, splash park, ODR, etc.). RegAF & AFR Task: Run the ODR quarterly checklist and discuss results with ODR Director. ANG Task: Not required.

10. Developing and Connecting Airmen to the Outside World Reference Time (hrs) Trainer 10.1. Library: Review AFI 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, child reading programs, etc. RegAF 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. AFR & ANG: Not required.

AFI 34-150 1 Force Development

Flight Chief or Library Director

10.2. Voluntary Education: Discuss officer and enlisted Military Tuition Assistance (MilTA) eligibility, the MilTA 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 AF Credentialing Opportunities On-Line (AF COOL) website and the process for an enlisted member to apply for certification funding. RegAF, AFR & ANG (ARC Only) Task: Mock Phone Calls - A Capt calls and asks what the ADSC is for receiving TA. He then asks if there is a waiver process, and if so, are there any consequences to separating before the ADSC. A SrA calls and explains that her supervisor said she may not apply for TA 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?

AFI 36-2649 2 Force Development

Flight Chief or Education and

Training Section Chief

43

11. Alternative Resource Sourcing Reference Time (hrs.) Trainer 11.1. Nonappropriated Fund Instrumentalities (NAFI) MOAs: Discuss the purpose for NAFI MOAs and the process required to establish one. Review the benefits and limitations of NAFI MOAs and discuss the various components of the agreement. RegAF & AFR Task: Review a NAFI MOAs with critical information changed or deleted. The officer should provide the NAF Resource Advisor inputs on proposed changes to the MOA and/or potential issues. ANG Task: Not required.

AFI 65-106 and AF/A1S

Memorandum, 15 Aug 08, NAFI MOA Policy

1 NAF Resource Advisor

11.2. Sponsorship: Discuss the methods for acquiring unsolicited and solicited commercial sponsorship. Review guidance outlining sponsorship limitations and authorized uses. RegAF & AFR 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. ANG Task: Not required.

AFI 34-108, Commercial

Sponsorship and Sale of

Advertising

1

Marketing Director or Community Sponsorship Representative

11.3. NAF Contracts: Discuss the process for developing a NAF Contract as well as the purpose, benefits, and limitations. RegAF, AFR Task: Based on an emerging requirement, the officer should work with the NAF Resource Advisor/Flight CC to draft a NAF contract (sample provided). The officer should be able to explain the various components of the contract, coordination required, and proper approval authorities. ANG Task: Not required.

AFMAN 64-302 1 NAF Resource Advisor or

Flight Commander

11.4. Resource Management: Meet with Resource Management Flight Chief (RMFC) to review the requirement for activity managers to submit Income and Expense (I&E) and NAF Requirements Budgets (NRB) for each of their cost centers. Select one or two I&Es and NRBs to review in detail. Discuss the Quarterly NAF Budget process for activity managers to update their projections each quarter. Learn how the RFMC consolidates these revisions to provide more accurate cash flow projections and trend analyses throughout the year. RegAF, AFR Task: Review the Quarterly NAF 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 RMFC. ANG Task: Not required.

AFI 34-209, AFMAN 34-214

1 Resource Manageme

nt Flight Chief

44

12. Hosting Official Functions Reference Time (hrs) Trainer 12.1. Distinguished Visitor (DV) Event: With the Protocol Chief, review site visit checklists and sample itineraries. Discuss base services/coordination required to support a DV visit (itinerary/agenda, labor plan, funding requests, support plan, a menu, flag protocol, and a seating/parking strategy. RegAF, AFR & ANG 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 FSS functions, services, and base coordination requirements. This information should be organized in a decision briefing for the Operations Officer.

AFI 34-1201, AFPAM 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 AFI 34-104, 1 Marketing surveys, competitive assessments, and marketing/promotional 2.1.6.1 2.1.6.2 Director programs lessons learned with the Marketing Manager, as required by 2.1.6.3 2.1.6.4 AFI 34-104. If possible, attend an Installation Integrated Delivery System (IDS) meeting with marketing represented. RegAF, AFR & ANG Task: Review an ICE comments monthly report and analyze for trends. Make a suggestion for improvement to the appropriate Flight Commander and/or recommend which employee should be recognized for delivery excellent service.

14. Infant to Teenager Development Reference Time (hrs) Trainer 14.1. Youth Programs: Review the Youth Program Standards checklist and topics including: Is the annual program based on feedback and needs of youths and their parents? How are community service and leadership clubs offered and managed for pre-teens and teens? And are programs offered on a regular basis to help youths succeed in school and achieve educational and career development goals? RegAF Task: Run the Program Quality section of the current Air Force Unannounced Inspection Criteria Checklist. Review the results with the Youth Director. AFR & ANG Task: Not required.

AFI- 34-144, DODI 6060.4,

DODI 1402.05, AF Youth Program

Inspection Criteria (AFSVA

Portal)

1.5 Airman & Family

Services Flight Chief or Youth

Program Director

14.2. Family Child Care Home (FCCH): Review the Family Child Care Programs Standards. Specifically, discuss the monitoring of FCC Providers (review former inspections), the FCC Panel, licensing process, and training provided to FCC staff and providers. RegAF & ANG Task: Mock Phone Call - A military spouse living in base housing wants to apply to be a FCC provider. Explain the Air Force requirements to the caller. AFR Task: Not required.

AFI- 34-144, DODI 6060.02, DODI 1402.05,

AF Family Child Care Inspection

Criteria (AFSVA Portal)

1.5 Airman & Family

Services Flight Chief or FCC

Director

45

14.3. Child Development Center (CDC): Review the CDC Standards. 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 CDC adjusts operations based on mission operations (inspections etc.), how new requirements are implemented, and how CDC hours are mandated. RegAF Task: Conduct classroom observations and complete one portion of the National Association for the Education of Young Children (NAEYC) checklist. Review the results with the CDC Director. AFR & ANG Task: Not required.

AFI- 34-144, DODI 6060.02, DODI 1402.05,

NAEYC Accreditation

Criteria, AF CDC Inspection

Criteria (AFSVA Portal)

1.5 Airman & Family

Services Flight Chief or CDC

Director

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 the addition to the timelines of the associated with the pre/post deployment briefings. RegAF, AFR & ANG Task: Provide a pre/post deployment briefing to the A&FRC 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

AFI 36-3009; AFI 10-403

1 Airman & Family

Services Flight Chief or

Airman & Family

Readiness Center

(A&FRC) Chief 15.2. Family Readiness Operations Plan. Learn how the A&FRC activates the Emergency Family Assistance Center (EFAC) on direction of the installation commander IAW the EFAC Operations Guide. Review after-action items from previous exercises and real- world events. RegAF, AFR & ANG Task: Brief the components of the EFAC and specific instances when it will be activated to the A&FRC Chief.

AFI 36-3009, 2.1.5.13

1 Airman & Family

Services Flight Chief or

A&FRC Chief

16. Prevent and Respond to Sexual Assault Reference Time (hrs) Trainer 16.1. Sexual Assault Response Coordinator (SARC): Meet with the SARC to discuss the local Sexual Assault Prevention and Response (SAPR) 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 SAPR webpage and discuss base-specific SAPR efforts coordinated with installation-level Staff Judge Advocates and Public Affairs representatives. RegAF, AFR & ANG Task: Mock Phone Calls/Interactions - The SARC will present and evaluate two scenarios for the 38P to answer. Examples: Airman comes to your office and says "Lt, I think I want to tell you something but I am not sure what will happen" and "Lt, something happened to my friend in LRS and I really need your help."

AFI 90-6001, 2.5.26.

1 SARC

46

17. Prevent and Respond to EO Issues Reference Time (hrs) Trainer 17.1. Equal Opportunity (EO): Meet with the EO Director to review the AF standardized EO Self-Inspection MICT Checklist. The EO Director should also review his/her own process of being trained for the role. RegAF, AFR & ANG Task: Complete any two Defense Equal Opportunity Management Institute training courses. https://www.deomi.org/eoadvisortoolkit/airforce.cfm.

AFI 36-2706, para 1.20.6.

1 EO Director

http://www.deomi.org/eoadvisortoolkit/airforce.cfm

47

ANNEX A BPOC Course Training Standard

Task, Knowledge, and Proficiency Level

1. INTRO TO A1 - 1.1. Foundational Principles -

1.1.1. AF Institutional Competencies A 1.1.2. Force Support Enduring Principles A 1.1.3. Manpower, Personnel and Services Lifecycle (MPSL) A 1.1.4. Force Support Capabilities A 1.1.5. Force Support Knowledge, Skills & Abilities (KSAs) A

1.2. A1 Structure - 1.2.1. HAF A1 A 1.2.2. A1 FOA A 1.2.3. MAJCOM A1s A 1.2.4. Air Reserve Components A 1.2.5. OPCON/ADCON Relationship A 1.2.6. Types of Association A

1.3. Force Support Squadron Structure - 1.3.1. FSS Organizational Chart B 1.3.2. Wing 38P 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 (PCE) A 1.4.5. In-house Training A

1.5. Air Force Inspection System (AFIS) B 2. FORCE MANAGEMENT -

2.1. Evaluations - 2.1.1. Officer Evaluation System (OES) B 2.1.2. Enlisted Evaluation System (EES) 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 - 2.4.1. Voluntary A 2.4.2. Involuntary A 2.4.3. Retirement A 2.4.4. High year tenure (HYT) A

2.5. Assignments - 2.5.1. Utilize Assignment Management System (AMS) 2b 2.5.2. Assignments A 2.5.3. EQUAL/EQUAL PLUS A 2.5.4. Orders Process Management A

2.6. Personnel IT Systems/Applications -

48

2.6.1. Privacy Act/Freedom of Information Act (FOIA)/Personally Identifiable Information A (PII)

2.6.2. Utilize BLSDM IT Tool 2b 2.6.3. Navigate vMPF b 2.6.4. MilPDS -

2.6.4.1. Functions B 2.6.4.2. MAPs B 2.6.4.3. TRs B

2.6.5. Discoverer A 2.6.6. Utilize virtual Personnel Center (vPC) 2b 2.6.7. myPers/Right Now Technology (RNT) A 2.6.8. Defense Enrollment And Eligibility Reporting Systems (DEERS) A 2.6.9. Automated Record Management System (ARMS) / PRDA B

2.6.10. Utilize Case Management System (CMS) 2b 2.6.11. Manpower Programming and Execution System (MPES) A 2.6.12. Air Force Reserve Order Writing System (AROWS) A 2.6.13. Unit Training Assembly Processing System (UTAPS) Web Based A 2.6.14. AFR Component Data Accuracy Report (AFRCDAR) A

2.7. Other Programs - 2.7.1. Personnel Reliability Program (PRP) A 2.7.2. Awards and Decorations A 2.7.3. PSD Guide/PSDMs 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. NAF A 2.8.2. APF A

3. FORCE DEFINITION - 3.1. Manpower and Organization A 3.2. Principles of AF Organization A 3.3. Manpower Standard A 3.4. Interpret Unit Manpower Document 2b 3.5. Unit Personnel Management Roster (UPMR) B 3.6. Apply Management Improvement Tools And Techniques 2b

4. FORCE SUSTAINMENT - 4.1. AFSVA Portal A 4.2. Food Operations -

4.2.1. Food Service Mission A 4.2.2. Food Operations Organization -

4.2.2.1. DFAC 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 DFAC Spend Plan 2b 4.2.8. Food Transformation Initiative B

4.3. Fitness -

49

4.3.1. Daily Operations B 4.4. Lodging -

4.4.1. Daily Operations B 4.4.2. Mission A

4.5. NAF Financial Management - 4.5.1. Financial Policies and Guidance B 4.5.2. Financial Standards A 4.5.3. NAF Categories (A, B, C) A 4.5.4. Review NAF Activity Business Plan b 4.5.5. Develop NAF Activity Income and Expense Budget 2b 4.5.6. Interpret NAF Financial Statement 2b 4.5.7. MOA/MOU A 4.5.8. Commander's NAF Sustainment Program/NAF council B

4.6. 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 (UGT) A 5.6. Active Duty Service Commitment (ADSC) 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 (UTC) 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 (OPLAN) - 6.1.3.1. Force Support Annexes A 6.1.3.2. Concept of Operations (CONOPS) A 6.1.3.3. Other OPLAN Annexes A

6.1.4. BaS&E Site Planning Annex A 6.1.5. Deliberate Crisis Action Planning & Execution Segments (DCAPES) A

6.2. Force Support Constructs - 6.2.1. Force Support UTCs B 6.2.2. Force Support Force Modules B 6.2.3. EFSS 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 Barebase Beddown Planning 2b

50

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 AFPAAS 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/CAST 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. PERSCO 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. DRMD Management A 6.9.2.2. UTC Management Comparisons A 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. NAF 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. OFE TDY -

7.1. Perform Crisis Response/Integrated Base Response Planning 2b 7.2. Perform Search and Recovery 2b

51

7.3. Produce Contingency Reports2b

7.4. Perform Feeding Operations2b

7.5. Perform Fitness Operations2b

7.6. Perform Lodgment of Forces2b

7.7. Perform Airmen Recreation Requirements2b

7.8. Perform Mortuary Affairs Operational Requirements2b

7.9. Perform Expeditionary Financial Management2b

7.10. Perform Expeditionary Procurement Actions2b

Documents

DEPARTMENT OF THE AIR FORCE CFETP 38PX Headquarters US … · Officers: Wear the basic badge after graduating from Basic Personnel Officer Course (BPOC) (or after attaining a fully