2024 Technical Sergeant Study Guide (October 2023) PDF

2024 S T U D Y G U I D E F O R T E S T I N G T O TECHNICAL SERGEANT 1 N O V E M B E R 2 0 2 3 S O U R C E : A F H A N D B O O K 1 , A I R M A N ( D A T E D 1 N O V E M B E R 2 0 2 1 ) O P R : A E T C S T U D I E S & A N A L Y S I S...

2024 S T U D Y G U I D E F O R T E S T I N G T O TECHNICAL SERGEANT 1 N O V E M B E R 2 0 2 3 S O U R C E : A F H A N D B O O K 1 , A I R M A N ( D A T E D 1 N O V E M B E R 2 0 2 1 ) O P R : A E T C S T U D I E S & A N A L Y S I S S Q U A D R O N A I R M A N A D V A N C E M E N T F L I G H T J B S A - R A N D O L P H A F B  AIRMAN DEVELOPMENT AND TESTING CHART Air Force Handbook 1, Airman (1 November 2021) The Airman Development and Testing Chart (ADTC) is used by the Air Force to identify the relevance of Air Force Handbook (AFH) 1, Airman, testable content for the Promotion Fitness Examination (PFE) as well as to determine subject matter content for inclusion in applicable enlisted promotion study guides. Testable content comprehension levels were determined by survey of all active duty chief master sergeants. The primary purpose of the ADTC is to relate test content relevant to promotion with desired comprehension levels. It is the primary measurement to ensure enlisted promotion tests are developed to the required AF-level of knowledge for enlisted promotion to the next grade. The ADTC is an outline of the subject matter content in AFH 1. For promotion testing purposes, the level of comprehension necessary for each section is identified by rank using a scale of A through D. Enlisted Airmen should use the chart to identify the levels of comprehension of subjectmatter content for the enlisted promotion exam and development expectations associated with eachrank. Level of Indicates the level of comprehension necessary for each Scale Comprehension rank as enlistedAir Force professionals Recognizing or recalling knowledge from memory. Remembering A Remembering is when memoryis used to produce or retrieve definitions, facts, or lists, or to recite previously learned information. Constructing meaning from different types of functions, whether B Understanding written or graphicmessages, or activities like interpreting, exemplifying, classifying, summarizing, inferring, comparing, or explaining. Carrying out or using a procedure through executing or C Applying implementing. Applyingrelates to or refers to situations where learned material is used through products like models, presentations, interviews, or simulations. Breaking materials or concepts into parts, determining how the D Analyzing parts relate to oneanother, how they interrelate, or how the parts relate to an overall structure or purpose. Chapter 4—MILITARY ORGANIZATION AND COMMAND TSgt Section 4A—United States Armed Forces B Section 4B—Military Departments B Section 4C—Military Command Structure B Chapter 6—ENLISTED FORCE DEVELOPMENT TSgt Section 6A—Leadership Levels B Section 6B—Enlisted Force Structure B Section 6E—Training Responsibilities B Chapter 7—ASSESSMENTS AND RECOGNITION TSgt Section 7A—Airman Comprehensive Assessment C Section 7B—Performance Evaluations C Section 7C—Reenlistments and Continuation B Chapter 8—ENLISTED PROMOTIONS TSgt Section 8A—Promotion Systems and Programs B Section 8B—Promotion Cycles B Section 8C—Preparation and Responsibilities B Section 8D—Promotion Testing B Chapter 12—DEVELOPING ORGANIZATIONS TSgt Section 12A—Strategic Thinking and Results Focus B Section 12B—Resources and Organizational Structure B Section 12C—Change and Problem Solving B Chapter 13—DEVELOPING OTHERS TSgt Section 13A—Teamwork B Section 13C—Service Mindset B Section 13D—Leadership B Section 13E—Fosters Inclusion B Chapter 14—DEVELOPING SELF TSgt Section 14B—Military Communication B Section 14C—Preparing to Communicate B Section 14E—Spoken Communication B Chapter 15—DEVELOPING IDEAS TSgt Section 15A—What We Know B Section 15B—Cognitive Processes B Section 15C—Informed Decision-Making B Section 15D—What We Don’t Know B Chapter 17—SECURITY TSgt Section 17B—Operations Security B Section 17C—Information Protection B Section 17D—Information Access, Cyber Security and Mobility B Section 17E—Antiterrorism B Chapter 18—STANDARDS OF CONDUCT TSgt Section 18A—Way of Life B Section 18B—Law of War B Section 18C—Code of Conduct B Chapter 19—ENFORCING MILITARY STANDARDS TSgt Section 19A—Air Force Inspection System B Section 19B—Individual Accountability B Section 19C—Appropriate Working Relationships C Section 19D—Addressing Misconduct C Chapter 21—FITNESS AND READINESS TSgt Section 21E—Readiness State of Mind B Chapter 23—MILITARY CUSTOMS AND COURTESIES TSgt Section 23A—Honored Traditions B Section 23B—Respect for the Flag B Section 23C—Respect for Individuals C Section 23D—Ceremonies and Events B Chapter 24—PROFESSIONALISM TSgt Section 24A—Air Force Professional B Section 24C—Air Force Core Values C Section 24D—Ethical Standards B Study Guide to TSgt 1 October 2023 1 Chapter 4 MILITARY ORGANIZATION AND COMMAND Section 4A—United States Armed Forces REQUIRED LEVEL OF COMPREHENSION FOR DEVELOPMENT AND PROMOTION Chapter 4—MILITARY ORGANIZATION AND COMMAND SSgt TSgt MSgt SMSgt CMSgt Section 4A—United States Armed Forces B B C C C 4.1. Command Authority Since the birth of our Nation, policies and directives have been made by civilians assigned to the military and to the executive and legislative branches of the government. Command authority is the established levels of responsibility for command, control, and communication throughout a chain of command. Responsibility and authority for the U.S. Armed Forces extends from the U.S. President, through the Secretary of Defense, through two distinct branches of command, and through each commander at every level in the branches of service. The various levels within the chain of command have different responsibilities and authority; however, each level in the chain is responsible for all lower levels and accountable to all higher levels. Commander in Chief. The U.S. Constitution establishes the basic principle of civilian control of the U.S. Armed Forces. As Commander in Chief, the U.S. President has final command authority; however, as head of the executive branch, the President is subject to the checks and balances system of the legislative and judicial branches. Chain of Command. By statute, the chain of command runs from the U.S. President, through the Secretary of Defense, to the Combatant Commanders. For all forces not assigned to the Combatant Commanders, the chain of command runs from the U.S. President, through the Secretary of Defense, to the Secretaries of the military departments. When forces are assigned to the Combatant Commanders, administrative control over those forces still typically flows through their respective service branch. Note: A provision of the Public Law 99-433, Goldwater-Nichols Department of Defense Reorganization Act of 1986, 1 October 1986, permits the U.S. President to authorize communications through the Chairman of the Joint Chiefs of Staff, placing the Chairman in the communications chain of command. 4.2. Department of Defense With over 1.3 million members in the Regular Forces, another 826,000 in the National Guard and Reserve Forces, and 742,000 civilian personnel, the Department of Defense is America’s largest government agency. The mission of the Department of Defense is to provide military forces to deter war and protect the security of our country. Headquartered at the Pentagon, the Department of Defense includes the Office of the Secretary of Defense; the Joint Chiefs of Staff; the Joint Staff; and the Departments of the Army, Navy (including the Marine Corps), and Air Force (including the Space Force). Furthermore, the Department of Defense includes the unified combatant commands and forces dedicated to combined commands, defense agencies, and field activities. As the civilian head of the Department of Defense, the Secretary of Defense reports directly to the U.S. President. Study Guide to TSgt 1 October 2023 2 Secretary of Defense. The Secretary of Defense (SecDef), is appointed by the U.S. President, with advice and consent of the Senate. The SecDef serves as principal defense policy advisor to the U.S. President and is responsible for the formulation of general defense policy, policy related to all matters of direct and primary concern to the Department of Defense, and for the execution of approved policy. In addition to exercising the operational chain of command between the U.S. President and the Combatant Commanders, a specific responsibility of the SecDef is to provide written policy guidance for Department of Defense national security objectives and policies, military mission priorities, and projected levels for available resources. The SecDef also provides the Chairman of the Joint Chiefs of Staff with written policy guidance regarding contingency plans. The Secretaries of the military departments and the Combatant Commanders are provided written guidelines to direct the effective detection and monitoring of all potential aerial and maritime threats to the national security of the United States. The Armed Forces Policy Council. The Armed Forces Policy Council assists in matters requiring a long-range view, formulates broad defense policy, and advises the Secretary of Defense on policies, as requested. The Armed Forces Policy Council consists of the Secretary of Defense serving as the Chairman of the Council; the Deputy Secretary of Defense; Secretaries of the Army, Navy, and USAF; the Chairman of the Joint Chiefs of Staff; Under Secretary of Defense for Acquisition and Sustainment, the Under Secretary of Defense for Research and Engineering, the Under Secretary of Defense for Policy; the Deputy Under Secretary of Defense for Acquisition and Technology, the Deputy Under Secretary of Defense for Research and Engineering, the Deputy Under Secretary of Defense for Acquisition and Sustainment; and the Service Chiefs. Under Secretaries of Defense. There are six Under Secretaries of Defense (Policy; Comptroller; Personnel and Readiness; Under Secretary of Defense for Acquisition and Sustainment (A&S); Under Secretary of Defense for Research and Engineering; and Intelligence) who assist the Secretary of Defense. The Secretary of Defense receives staff assistance through a number of special agencies, such as the Defense Threat Reduction Agency, Security Service, and Defense Logistics Agency, which provide special skills, expertise, and advice. 4.3. Joint Staff The Joint Staff assists members of the Joint Chiefs of Staff in carrying out assigned responsibilities of strategic direction, unified operation of combatant commands, and integration of all branches of the military into an efficient force. By law, the direction of the Joint Staff rests exclusively with the Chairman of the Joint Chiefs of Staff. The Chairman normally manages the Joint Staff through the Director of the Joint Staff. The Director is selected by the Chairman after consultation with other members of the Joint Chiefs and with the approval of the Secretary of Defense. The Joint Staff consists of more than 1,500 military and civilian personnel, composed of approximately equal numbers of officers from the Army, Navy, USAF, and USSF. Marines make up about 20 percent of the number allocated to the Navy. Chairman, Joint Chiefs of Staff. Appointed by the U.S. President, by and with advice and consent of the Senate, the Chairman of the Joint Chiefs of Staff (CJCS) holds the grade of General or Admiral. The CJCS outranks all other officers of the U.S. Armed Forces but may not exercise military command over the Joint Chiefs of Staff or the U.S. Armed Forces. The CJCS is the principal military advisor to the U.S. President, the National Security Council, and the Secretary of Defense. The Secretary of Defense may assign CJCS responsibility for overseeing the activities of the combatant commands. The CJCS presides over the Joint Chiefs of Staff and objectively Study Guide to TSgt 1 October 2023 3 furnishes recommendations and views of the Joint Chiefs to the U.S. President, National Security Council, or the Secretary of Defense. Vice Chairman, Joint Chiefs of Staff. The Vice Chairman of the Joint Chiefs of Staff (VCJCS), appointed by the U.S. President, by and with advice and consent of the Senate, is a member of the Joint Chiefs of Staff. The VCJCS performs duties prescribed by the Chairman, with the approval of the Secretary of Defense. The VCJCS cannot be from the same branch of service as the Chairman, serves a tour of two years, and may be reappointed for two additional terms. When required, the VCJCS assumes the role of Acting Chairman in the Chairman’s absence. Senior Enlisted Advisor to the Chairman. Senior Enlisted Advisor to the Chairman (SEAC), is designated as the highest senior enlisted position in the U.S. Armed Forces. The SEAC is appointed to serve as an advisor to the Chairman and the Secretary of Defense on all matters involving Total Force integration, utilization, health of the force, and joint development for enlisted personnel. The SEAC also serves as a spokesperson to leaders and organizations on applicable issues affecting enlisted forces. Joint Chiefs of Staff. Subject to the authority, direction, and control of the U.S. President and the Secretary of Defense, members of the Joint Chiefs of Staff serve as advisors to the President, Secretary of Defense, and the National Security Council. The Joint Chiefs provide the strategic direction of the U.S. Armed Forces and review major materiel and personnel requirements according to strategic and logistic requirements, and establish joint doctrine. Members of the Joint Chiefs of Staff are also responsible for the assignment of logistic responsibilities to the military services, formulation of policies for joint training, and coordination of military education. Members of the Joint Chiefs of Staff are the Chairman; Vice Chairman; Chief of Staff of the U.S. Army; Chief of Naval Operations; Chief of Staff of the USAF; Chief of Space Operations; Commandant of the Marine Corps; and Chief of the National Guard Bureau. For the Service Chiefs (Chief of Staff of the Army, Chief of Naval Operations, Chief of Staff of the USAF, Commandant of the Marine Corps), their Joint Chiefs of Staff duties take precedence over all other duties. Consequently, as the military heads of their respective services, the Joint Chiefs delegate many duties to their Vice Chiefs while retaining overall responsibility. Study Guide to TSgt 1 October 2023 4 Section 4B—Military Departments REQUIRED LEVEL OF COMPREHENSION FOR DEVELOPMENT AND PROMOTION Chapter 4—MILITARY ORGANIZATION AND COMMAND SSgt TSgt MSgt SMSgt CMSgt Section 4B—Military Departments B B C C C 4.4. Defending the Nation Since the nation’s birth, our military has had the constitutional duty to ensure national survival, defend lives and property, and promote vital interests at home and abroad. Jointly, senior military leaders underwrite the strategy of defending the homeland and assuring allies, while dissuading, deterring, and defeating enemies. The military departments consist of the Army, Navy (including the Marine Corps and, in wartime, the Coast Guard), and the USAF (including the Space Force), as shown in Figure 4.1. Figure 4.1. U.S. Military Departments. 4.5. General Military Functions The Secretary of Defense and the Joint Chiefs of Staff established the general and specific functions (roles and missions) of each branch of the U.S. Armed Forces in the Key West Agreement of 1948. The latest revision of the Key West Agreement in 1958 states three general functions of the U.S. Armed Forces: (1) support and defend the U.S. Constitution against all enemies, foreign and domestic; (2) ensure, by timely and effective military action, the security of the United States, its possessions, and areas vital to its interests; (3) and uphold and advance the national policies and interests of the United States. Each service shall observe the general principles and fulfill the specific functions as established in the Key West Agreement, and make use of the personnel, equipment, and facilities of the other services in all cases where economy and effectiveness will be increased. Functions of the United States Army. The U.S. Army serves as the land-based branch of the U.S. Armed Forces. The mission of the Army is, “To fight and win our Nation’s wars by providing prompt, sustained land dominance across the full range of military operations and the spectrum of conflict in support of combatant commanders.” The Army is responsible for the preparation of land forces necessary for the effective prosecution of war, and for the expansion of peacetime components of the Army to meet the needs of war. The Army is also responsible for developing weapons, tactics, technique, organization, and equipment of Army combat and service elements and coordinating with the Navy and the USAF in all aspects of joint concern, including those which pertain to amphibious and airborne operations. The specific functions of the Army are to organize, train, and equip land forces for: (1) operations on land, including joint operations; (2) the seizure or defense of land areas, including airborne and joint amphibious operations; and (3) the occupation of land areas. Study Guide to TSgt 1 October 2023 5 Functions of the United States Navy. The mission of the U.S. Navy is to maintain, train, and equip combat-ready naval forces capable of winning wars, deterring aggression, and maintaining freedom of the seas. The Navy includes naval combat and service forces, naval aviation, and the Marine Corps. It is organized, trained, and equipped primarily for prompt and sustained combat at sea. The Navy is responsible for the preparation of naval forces necessary for the effective prosecution of war, and for the expansion of the peacetime components of the Navy to meet the needs of war. U.S. Navy is the largest, most capable navy in the world, with the highest combined battle fleet tonnage and the world’s largest aircraft carrier fleet. The Navy will develop weapons, tactics, technique, organization, and equipment of naval combat and service elements, coordinating with the Army and the USAF in all aspects of joint concern, including those which pertain to amphibious operations. The specific functions of the Navy are to organize, train and, equip naval forces for; (1) operations at sea, including joint operations; (2) the control of vital sea areas, the protection of vital sea lanes, and the suppression of enemy sea commerce; (3) the support of occupation forces as required; (4) the seizure of minor enemy shore positions capable of reduction by such landing forces as may be comprised within the fleet organization; (5) naval reconnaissance, antisubmarine warfare, and protection of shipping. Functions of the United States Marine Corps. The Marine Corps specific functions are: (1) to provide marine forces with supporting components for service in the seizure or defense of advanced naval bases and for the conduct of limited land operations in connection therewith; (2) to develop, in coordination with the Army and the USAF, those phases of amphibious operations which pertain to the tactics, technique, and equipment employed by landing forces; (3) to provide detachments and organizations for service on armed vessels of the Navy; (4) to provide security detachments for protection of naval property at naval stations and bases; and (5) to provide, as directed by proper authority, such missions and detachments for service in foreign countries as may be required to support the national policies and interests of the United States. The Marine Corps will provide, as directed by proper authority, such missions and detachments for service in foreign countries as may be required to support the national policies and interests of the United States and will assist the Army and the USAF in the accomplishment of their missions. Functions of the United States Coast Guard. The U.S. Coast Guard is a military service and a branch of the U.S. Armed Forces at all times. It is a service in the Department of Homeland Security except when operating as part of the Navy on declaration of war or when the U.S. President directs. Major functions of the Coast Guard are to: (1) enforce or assist in the enforcement of all applicable federal laws on, under, and over the high seas and waters subject to the jurisdiction of the United States; (2) engage in maritime air surveillance or interdiction to enforce or assist in the enforcement of the laws of the United States; (3) administer laws and promulgate and enforce regulations for the promotion of safety of life and property on and under the high seas and waters subject to the jurisdiction of the United States, covering all matters not specifically delegated by law to some other executive department; (4) develop, establish, maintain, and operate, with due regard to the requirements of national defense, aids to maritime navigation, icebreaking facilities, and rescue facilities for the promotion of safety on, under, and over the high seas and waters subject to the jurisdiction of the United States; (5) pursuant to international agreements, develop, establish, maintain, and operate icebreaking facilities on, under, and over waters other than the high seas and waters subject to the jurisdiction of the United States; (6) engage in oceanographic research of the high seas and in waters subject to the jurisdiction of the United States; and (7) maintain a state of readiness to function as a specialized service in the Navy in time of war, including the fulfillment of Maritime Defense Zone command responsibilities. Study Guide to TSgt 1 October 2023 6 Functions of the USAF. The USAF includes all military aviation forces, both combat and service, not otherwise specifically assigned, and is organized, trained, and equipped primarily for prompt and sustained air offensive and defensive operations. The USAF is responsible for the preparation necessary for the effective prosecution of war except as otherwise assigned, and for the expansion of the peacetime components of the USAF to meet the needs of war. The USAF will provide the means for coordination of air defense among all services and will assist the Army and Navy in accomplishment of their missions, including the provision of common services and supplies as determined by proper authority. The specific functions of the USAF are to organize, train, and equip air forces for: (1) air operations including joint operations; (2) gaining and maintaining general air supremacy; (3) establishing local air superiority where and as required; (4) the strategic force of the United States and strategic air reconnaissance; (5) airlift and support for airborne operations; (6) air support to land forces and naval forces, including support of occupation forces; (7) air transport for the U.S. Armed Forces, except as provided by the Navy; and (8) to develop weapons, tactics, technique, organization and equipment of USAF combat and service elements, coordinating with the Army and Navy on all aspects of joint concern, including those which pertain to amphibious and airborne operations. Functions of the United States Space Force. The Department of the Air Force is composed of air, space, and cyberspace forces, both combat and support, not otherwise assigned. The USAF and Space Force are the nation’s principal air and space forces, and are responsible for the preparation of forces necessary for the effective prosecution of war. The Department of the Air Force shall organize, train, equip, and provide air, space, and cyberspace forces for the conduct of prompt and sustained combat operations, military engagement, and security cooperation in defense of the nation, and to support the other Military Services and joint forces. The USAF and Space Force will provide the nation with global vigilance, global reach, and global power in the form of in-place, forward-based, and expeditionary forces possessing the capacity to deter aggression and violence by state, non-state, and individual actors to prevent conflict, and, should deterrence fail, prosecute the full range of military operations in support of U.S. national interests. The Space Force, within the Department of the Air Force, shall develop concepts, doctrine, tactics, techniques, and procedures and organize, train, equip, and provide forces to perform the following specific functions: (1) provide freedom of operation for the United States in, from, and to space. (2) provide prompt and sustained space operations. (3) protect the interests of the United States in space. (4) deter aggression in, from, and to space. (5) conduct space operations. Study Guide to TSgt 1 October 2023 7 Section 4C—Military Command Structure REQUIRED LEVEL OF COMPREHENSION FOR DEVELOPMENT AND PROMOTION Chapter 4—MILITARY ORGANIZATION AND COMMAND SSgt TSgt MSgt SMSgt CMSgt Section 4C—Military Command Structure B B C C C 4.6. Combined Commands Combined commands consist of forces from more than one allied nation. Since combined commands are binational or multinational, their missions and responsibilities (including command responsibilities) must establish, assign, and conform to binational and multinational agreements. Normally, a combined command operates under the terms of a treaty, alliance, or bilateral agreement between or among the nations concerned. Examples of multinational commands are: North American Aerospace Defense Command, Combined Forces Command Korea, and Allied Command Operations. 4.7. Unified Combatant Commands The U.S. President, assisted by the Chairman of the Joint Chiefs of Staff through the Secretary of Defense, establishes unified combatant commands for the performance of military missions. Unified combatant commands have a broad, continuing mission composed of forces from two or more military departments. All units assigned to a unified combatant command remain under the combatant command authority of the unified combatant command commander and the administrative control authority of the respective service component commander. The combatant commander deploys, directs, controls, and coordinates the action of the command’s forces; conducts joint training exercises; and controls certain support functions. Once assigned to a unified combatant command, a force cannot be transferred except by authority of the Secretary of Defense or under special procedures with approval of the U.S. President. Unified Command Plan. The Unified Command Plan is an unclassified executive branch document prepared by the Chairman of the Joint Chiefs of Staff that assigns missions; planning, training, and operational responsibilities; and geographic areas of responsibilities to combatant commands. The Unified Command Plan has a significant impact on how combatant commands are organized, trained, and resourced—areas over which Congress has constitutional authority. The plan is reviewed and updated every two years. 4.8. Combatant Command Organization There are currently 11 combatant commands, as shown in Figure 4.2. They are organized geographically or functionally. Geographic combatant commands operate in clearly delineated areas of responsibility and have a distinctive regional military focus. Geographic unified combatant commands include: U.S. Africa Command, U.S. Central Command, U.S. European Command, U.S. Northern Command, U.S. Indo-Pacific Command, and U.S. Southern Command. Functional combatant commands operate world-wide across geographic boundaries and provide unique capabilities to geographic combatant commands and the services. Functional unified combatant commands include: U.S. Special Operations Command, U.S. Strategic Command, U.S. Cyber Command, U.S. Transportation Command, and U.S. Space Command. Study Guide to TSgt 1 October 2023 8 Figure 4.2. Combatant Commands. United States Africa Command. United States Africa Command (USAFRICOM) headquarters is located at Kelley Barracks, Stuttgart, Germany. USAFRICOM is responsible for military relations with African nations, the African Union, and African regional security organizations. It protects and defends the interests of the United States by strengthening the defense capabilities of African nations and, in cooperation with African governments, conducts military missions that increase security while deterring and defeating a variety of transnational threats. United States Central Command. United States Central Command (USCENTCOM) headquarters is located at MacDill Air Force Base, Florida. USCENTCOM is responsible for operations in 20 countries that fall in the “central” area of the globe, to include countries in the Middle East, parts of Northern Africa, and Central Asia. USCENTCOM utilizes national and international partnerships to build cooperation among nations, respond to crises, deter and defeat threats, and support development that ultimately increases stability in the region. United States European Command. United States European Command (USEUCOM) headquarters is located at Patch Barracks, Stuttgart, Germany. USEUCOM works closely with countries in the North Atlantic Treaty Organization and other partner nations to address the security and defense needs of nations in Europe, parts of the Middle East, and Eurasia. USEUCOM coordinates with these nations to find cooperative solutions in peace and wartime alike, to plan training missions, provide humanitarian assistance, and develop strategies for promoting peace and stability in the region. United States Northern Command. United States Northern Command (USNORTHCOM) headquarters is located at Peterson Air Force Base, Colorado. USNORTHCOM operates in the area of responsibility encompassing the Continental United States, Alaska, Mexico, Canada, portions of the Caribbean, and surrounding waters. USNORTHCOM is primarily responsible for civil support and homeland security. The Commander of USNORTHCOM is designated as the Commander of U.S. Element, North American Aerospace Defense (NORAD) Command and Commander of NORAD Command when a United States officer fulfills that role. Indo-Pacific Command (vice Pacific Command). United States Indo-Pacific Command (USINDOPACOM) headquarters is located at Camp H.M. Smith, Hawaii. USINDOPACOM oversees an area of responsibility stretching from the western shores of the United States to the western border of India, and from Antarctica to the Aleutian Islands, encompassing 36 diverse nations. USINDOPACOM and its partners work to promote the development of the region while cooperating to enhance security, deter aggression, respond with force, when necessary, provide Study Guide to TSgt 1 October 2023 9 humanitarian assistance associated with illicit trafficking, and conduct multinational military exercises designed to strengthen partnerships while developing collective capabilities. United States Southern Command. United States Southern Command (USSOUTHCOM) headquarters is located at Miami, Florida. USSOUTHCOM oversees an area of responsibility encompassing 31 nations in Latin America south of Mexico, Central and South America, and the Caribbean Sea. USSOUTHCOM works to increase the security of the United States by engaging its partners to enhance the peacekeeping abilities of the region, promote human rights, deter illegal activities associated with illicit trafficking, and conduct multinational military exercises designed to strengthen partnerships while developing collective capabilities. United States Special Operations Command. United States Special Operations Command (USSOCOM) headquarters is located at MacDill Air Force Base, Florida. USSOCOM is responsible for planning and conducting special operations. It offers direct action in the form of short duration strikes and small-scale offensives, special reconnaissance, unconventional warfare, foreign internal defense, civil affairs operations, counterterrorism, psychological operations, information operations, counter-proliferation of weapons of mass destruction, security force assistance, counterinsurgency operations, and any specific activities directed by the U.S. President or the Secretary of Defense. United States Strategic Command. United States Strategic Command (USSTRATCOM) headquarters is located at Offutt Air Force Base, Nebraska. USSTRATCOM conducts global operations in partnership with other combatant commands, services, and U.S. Government agencies, to deter and detect strategic attacks against the United States. USSTRATCOM is responsible for command of nuclear capabilities, space operations, global strike, joint electromagnetic spectrum operations, and global missile defense. United States Cyber Command. United States Cyber Command (USCYBERCOM) headquarters is located at Fort Meade, Maryland. USCYBERCOM is responsible for achieving and maintaining cyberspace superiority in alignment with the National Security Strategy and National Defense Strategy as a critical component of advancing national interests. United States Transportation Command. United States Transportation Command (USTRANSCOM) headquarters is located at Scott Air Force Base, Illinois. USTRANSCOM provides the Department of Defense with an aggregate of transportation capabilities and assets. Together with commercial partnerships, USTRANSCOM enables a diverse array of joint mobility. United States Space Command. United States Space Command conducts operations in, from and to space to deter conflict, and, if necessary, defeat aggression, deliver space combat power for the Joint/Combined Force and defend U.S. vital interests with allies and partners. Ultimately, space combat power is how United States Space Command ensures there is never a day without space. 4.9. USAF Service Component to a Combatant Commander In compliance with Title 10 United States Code, Armed Forces, and the Unified Command Plan, the Secretary of the Air Force, in accordance with direction of the Secretary of Defense, selects and assigns Air Force Forces to Air Force Service Component Commands, commanded by a Study Guide to TSgt 1 October 2023 10 Commander, Air Force Forces (COMAFFOR). The COMAFFOR is under the operational branch authority (also called operational control or OPCON) of the combatant commander to whom he or she is assigned, and under the administrative branch authority (also called administrative control or ADCON) of the Secretary of the Air Force. Further details can be found in AFI 38-101, Manpower and Organization, 29 August 2019. Study Guide to TSgt 1 October 2023 11 Chapter 6 ENLISTED FORCE DEVELOPMENT Section 6A—Leadership Levels REQUIRED LEVEL OF COMPREHENSION FOR DEVELOPMENT AND PROMOTION Chapter 6— ENLISTED FORCE DEVELOPMENT SSgt TSgt MSgt SMSgt CMSgt Section 6A—Leadership Levels B B C C C 6. 1. Commitment to Responsibility–A Team of Teams Many enlisted Airmen have officers or civilians as direct supervisors. There is a compelling need for officers, civilian personnel, and enlisted Airmen to have a deliberate and common approach to force development, career progression, and the assumption of increased supervisory and leadership responsibilities. Each day as we execute our missions, we should all be familiar with and understand these responsibilities and how they relate to the force structure. Our force structure, core values, foundational and occupational competencies, describe what makes us Airmen. Officer Responsibilities. The officer force structure is comprised of three distinct and separate tiers. The tiers are Company Grade Officer with grades O-1 thru O-3, Field Grade Officer with grades O-4 thru O-6, and General Officer, with grades of O-7 thru O-10. Progression through the tiers correlates to increased levels of leadership and managerial responsibilities, with each tier building on previous responsibilities and focusing on developing the appropriate tactical, operational, and strategic competencies associated with their rank and position. Therefore, General Officers are expected to have mastered Field Grade Officer responsibilities. Likewise, Field Grade Officers are expected to have mastered Company Grade Officer responsibilities. Above all, the focus of each tier is leadership, professionalism, and mission success in the profession of arms. Enlisted Responsibilities. Functionally, the USAF develops technical experts through career field progression and succession planning. Institutionally, the USAF strives to develop experienced leaders. From the earliest stages, Airmen and supervisors must comprehend the progression path for technical and professional development. As Airmen demonstrate expertise and potential, opportunities should be made available to encourage more responsibility and increased leadership roles. Developmental opportunities, such as deployments, exercises, joint assignments, special duty assignments, and headquarters staff assignments, offer unique perspectives on how the USAF functions. Effective career progression and development are dependent upon deliberate conversations between supervisors and subordinates regarding career field and USAF requirements, personal qualifications, and goals. Civilian Responsibilities. The USAF Civil Service consists of more than 180,000 professional civilians in over 35 countries. Within 11 personnel systems there are 22 career fields, 472 occupational series, and 27 different pay plans. Civilians serve in critical positions, such as scientists, engineers, contract specialists, instructors, intelligence experts, mechanics, human resource professionals, firefighters, aircraft mechanics, childcare providers, and many others. They provide corporate knowledge and stability across the USAF and deploy to various contingency areas. Civilians are fundamental to the strength of our USAF, and like the enlisted and officer corps, have a compelling need for a deliberate and common approach to force development, career progression, and the assumption of increased supervisory and leadership responsibilities. Study Guide to TSgt 1 October 2023 12 6.2. Continuum of Learning Force development generally results in leadership, management, and warrior ethos proficiency. The force development construct is a framework that links developmental needs with foundational competencies through the continuum of learning. Occupational competency development generally results in technical skill proficiency. The continuum of learning, along with the defined competencies, are aligned to ensure Airmen are qualified and ready to meet the challenges of current and future operating environments. The continuum of learning is a career-long process of development where challenging experiences are combined with education and training through a common taxonomy to produce Airmen who possess the tactical expertise, operational competence, and strategic vision to lead and execute the full-spectrum of USAF missions. The three distinct levels associated with leadership skills are: tactical expertise, operational competence, and strategic vision. These levels are recognized with varying emphasis across the foundational competencies. As Airmen progress from tactical expertise to strategic vision leadership levels, emphasis on the use of foundational competencies shifts to a broader focus. The nature and scope of leadership as well as preferred leadership methods differ based on the level of leadership and responsibilities. Tactical Expertise. Development at the tactical expertise level includes a general understanding of team leadership and an appreciation for organization leadership. It is a time to master core duty skills, gain experience in applying those skills, and begin acquiring knowledge and experience essential for demonstrating effective, ethical leadership. Airmen at the tactical expertise level learn to become the USAF’s primary technicians and specialists, assimilate into the USAF culture, and adopt the USAF core values. The tactical expertise level is a time for honing followership abilities, motivating subordinates, and influencing peers to accomplish the mission while developing a warrior ethos and exercising communication skills as effectively and efficiently as possible. Operational Competence. Development at the operational competence leadership level includes developing a broader understanding of the USAF perspective and the integration of diverse people and capabilities in operational execution. It is a time to transition from specialists to leaders with an understanding of themselves as leaders and followers, while applying an understanding of organizational and team dynamics. It is a time to lead teams by developing and inspiring others, taking care of people, and taking advantage of diversity. It is a time to foster collaborative relationships through building teams and coalitions, especially within large organizations, and negotiating with others, often external to the organization. The majority of enlisted Airmen operate at the tactical expertise and operational competence levels. Strategic Vision. Development at the strategic vision level includes combining highly developed personal and people/team institutional competencies, applying broad organizational competencies, and leading and directing exceptionally complex and multi-tiered organizations. It is a time to develop a deep understanding of how Airmen achieve synergistic results and desired effects with their operational capabilities. It is a time when an Airman employs military capabilities, understands the operational and strategic arts, and has a thorough understanding of unit, USAF, joint, and coalition capabilities. Development at the strategic vision level includes an enterprise perspective with a thorough understanding of the structure and relationships needed to accomplish strategic objectives. The strategic vision level focuses on the effects an Airman can have across the USAF and on the Department of Defense. Study Guide to TSgt 1 October 2023 13 6.3. Core Competencies Core competencies are about big picture concepts that the USAF does, or is expected to do or know, all of the time. Being competent means that a person or organization has the necessary abilities or qualities to perform or function successfully. Core competencies are a key set of abilities or qualities at the heart of the organization’s reason for being. For the USAF, core competencies are those special abilities and qualities we collectively possess that enable us to function successfully and create airpower effects. Some core competencies are unique to the USAF and distinguish us from our sister services, while other core competencies are aligned across the branches of service. Occupational Competencies. Occupational competencies are required of Airmen within a specific workforce category or specialty. Occupational competencies describe technical/functional knowledge, skills, abilities, and other characteristics needed to perform that function’s mission successfully. Refer to AFH 36-2647, Competency Modeling, 25 April 2019, for additional details. Foundational Competencies. Foundational competencies prepare Airmen to operate successfully across the widest array of USAF tasks and requirements, and to adapt in a constantly changing operational environment. They are broadly applicable across (enlisted, officer, and civilian) USAF members, spanning all occupations, functions, and organizational levels, and form the framework for force development in the USAF. Foundational competencies are observable, measurable patterns of knowledge, skills, abilities, and other characteristics needed to perform successfully across a USAF career. The Foundational competencies are enduring and encompass attributes the USAF believes are critical to mission success. The Foundational Competencies are grouped into four major categories: Developing Self, Developing Others, Developing Ideas, and Developing Organizations. Each of these competency categories is addressed in subsequent chapters of AFH1. Study Guide to TSgt 1 October 2023 14 Section 6B—Enlisted Force Structure REQUIRED LEVEL OF COMPREHENSION FOR DEVELOPMENT AND PROMOTION Chapter 6—ENLISTED FORCE DEVELOPMENT SSgt TSgt MSgt SMSgt CMSgt Section 6B—Enlisted Force Structure B C C C D 6.4. Enlisted Force Structure Framework To best leverage our resources, we must have a consistent, well-defined set of expectations, standards, and growth opportunities for all Airmen, regardless of rank or specialty. The enlisted force structure fulfills a compelling need for a deliberate and common approach to force development, career progression, increased supervisory, and leadership responsibilities. The enlisted force structure provides the framework to best meet mission requirements while developing foundational and occupational competencies. It is comprised of three distinct and separate tiers, each correlating to increased levels of education, training, and experience, which build increasing levels of proficiency, leadership, and managerial responsibilities. Responsibilities of enlisted tiers are outlined in detail in The Little Brown Book, The Enlisted Force Structure, 16 May 2022, Chapter 4. 6.5 Junior Enlisted Tier The junior enlisted tier consists of the ranks: Airman Basic, Airman, Airman First Class, and Senior Airman. Initial enlisted accessions enter the USAF in this tier and are introduced to the foundational competencies. They focus on adapting to the military, being part of the profession of arms, achieving occupational proficiency, and learning to be productive members of the USAF. In this tier, Airmen are trained, qualified, and ready to operate at home station and in an expeditionary environment, and they prepare for increased responsibilities. Junior enlisted Airmen will progress early in their career through the Airmanship Continuum of 100 (BMT), 200 (Technical Training) and 300 (First-Term Airmen Center). Airman Basic and Newly Enlisted Airmen. Airmen Basic, as well as Airmen who initially enlist in the USAF as Airman or Airman First Class, are primarily adapting to the military profession, acquiring knowledge of USAF standards, customs, courtesies, as well as striving to attain occupational proficiency under close supervision. The written abbreviation for Airman Basic is “AB” and the official term of address is “Airman Basic” or “Airman.” Airman. Airmen continue learning and adapting to the military profession, and are expected to understand and conform to military standards, customs, and courtesies. An Airman begins to show occupational proficiency at basic tasks and still requires significant supervision and support. The written abbreviation is “Amn”, and the official term of address is “Airman.” Airman First Class. Airmen First Class fully comply with USAF standards and devote time to increasing skills in their career fields and the military profession while becoming effective team members. For the Airman First Class, continued supervision is essential to ongoing occupational and professional growth. Typically, the 5-skill level is earned at this grade. The written abbreviation is “A1C”, and the official term of address is “Airman First Class” or “Airman.” Senior Airman. Senior Airmen commonly perform as skilled technicians and trainers. They begin developing supervisory and leadership skills through progressive responsibility, individual study, and mentoring. Senior Airmen strive to establish themselves as effective trainers through the maximum use of guidance and assistance from officer and enlisted leaders. Senior Airman must Study Guide to TSgt 1 October 2023 15 complete Airman Leadership School before assuming the grade of Staff Sergeant. The written abbreviation is “SrA”, and the official term of address is “Senior Airman” or “Airman.” 6.6. Noncommissioned Officer Tier The Noncommissioned Officer (NCO) tier consists of the ranks: Staff Sergeant and Technical Sergeant. NCOs continue occupational growth and become expert technicians while developing as leaders, supervisors, managers, and mentors in the profession of arms. Additionally, NCOs ensure they keep themselves and subordinates trained, qualified, and ready to deploy and operate at home station and in an expeditionary environment. In this tier, NCOs understand and internalize foundational competencies in preparation for increased responsibilities while pursuing professional development through a variety of means, including the developmental special duty selection process and professional military education. Staff Sergeant. Staff Sergeants are skilled technicians with supervisory and training responsibilities. Typically, the 7-skill level is earned at this rank. Staff Sergeants ensure proper use of resources under their control for effective, efficient accomplishment of the mission. The written abbreviation is “SSgt,” and the official term of address is “Staff Sergeant” or “Sergeant.” Technical Sergeant. Technical Sergeants are often a unit’s technical experts. They continuously strive to develop as technicians, supervisors, leaders, and mentors through professional development opportunities, including professional military education. Technical Sergeants must complete the NCO Academy before assuming the grade of Master Sergeant. The written abbreviation is “TSgt”, and the official term of address is “Technical Sergeant,” “Tech Sergeant,” or “Sergeant. 6.7. Senior Noncommissioned Officer Tier The Senior Noncommissioned Officer (SNCO) tier consists of the ranks: Master Sergeant, Senior Master Sergeant, and Chief Master Sergeant. SNCOs serve as leaders in the profession of arms. They advise, supervise, mentor, and develop junior enlisted Airmen and NCOs under their charge. In this tier, SNCOs continue professional development and participate in decision-making processes on a variety of technical, operational, and organizational issues. They have a great deal of leadership experience to leverage resources and personnel against a variety of mission requirements. They continue professional development through functional opportunities, professional military education, and may attend sister-service or international SNCO courses. Master Sergeant. Master Sergeants are technical experts, transitioning from first-line supervisors to leaders of operational competence. This rank carries increased responsibilities for leadership, management, and team building. Master Sergeants should consider broadening opportunities through the developmental special duty selection process. Master Sergeants must complete the SNCO Academy before assuming the grade of Senior Master Sergeant. The written abbreviation is “MSgt,” and the official term of address is “Master Sergeant” or “Sergeant.” Senior Master Sergeant. Senior Master Sergeants are experienced, operational leaders, skilled at merging team talents, skills, and resources with other organizations. The written abbreviation is “SMSgt,” and the official term of address is “Senior Master Sergeant,” “Senior,” or “Sergeant.” Study Guide to TSgt 1 October 2023 16 Chief Master Sergeant. Chief Master Sergeants possess substantial operational and occupational experience and hold strategic leadership positions with tremendous influence. They are charged with mentoring and developing junior enlisted personnel and influencing the professional development of company grade officers. All newly selected RegAF chiefs will attend the Chief Leadership Course. Newly selected Reserve Component chiefs will attend either the Chief Leadership Course or their Chief Orientation Course. The written abbreviation is “CMSgt,” and the official term of address is “Chief Master Sergeant” or “Chief.” Study Guide to TSgt 1 October 2023 17 Section 6E—Training Responsibilities REQUIRED LEVEL OF COMPREHENSION FOR DEVELOPMENT AND PROMOTION Chapter 6—ENLISTED FORCE DEVELOPMENT SSgt TSgt MSgt SMSgt CMSgt Section 6E—Training Responsibilities B B C C C 6.12. Training Opportunities Well-trained workers mean higher production, positive morale, greater profits, and higher wages. The demand for training costs the USAF millions of dollars annually, and for good reason. To accomplish the mission, whether that means sending satellites into orbit, planes in the air, reports to higher headquarters, or vehicles on the road, training is a must. Training is something every Airman needs throughout their career, from basic military training to technical training, to advanced skill level training, and beyond. 6.13. Basic Military Training All enlisted Airmen are trained in the fundamental skills necessary to be successful in the USAF. These skills include basic combat skills, field training exercises, weapons training, military discipline, physical fitness, drill and ceremonies, dormitory inspections, history and heritage, core values, and a comprehensive range of subjects relating to USAF life, such as financial management, family issues, and alcohol/substance abuse. More than seven million young men and women have entered USAF basic military training. Basic military training begins with the receiving phase (zero week) and ends with graduation. Military training instructors are responsible for most of the training that takes place, and they accompany trainees throughout the training process. Following graduation, all Airmen proceed to the appropriate technical training school or their first duty assignment. Technical training typically lasts anywhere from one month to two years, depending on the Airman’s assigned Air Force Specialty Code (AFSC). 6.14. On-the-Job Training The USAF on-the-job training (OJT) provides personnel the opportunity to attain knowledge and skill qualifications required to perform duties in their specialty. Effective training, knowledge, proficiency, and experience are integral parts of a unit’s mission that will ultimately lead to a successful career and contribute to a solid national defense. An effective OJT program requires commander and supervisory involvement at all levels. While the supervisor’s primary responsibility is to plan OJT that outlines specific short-term, mission-related goals for the trainee, overall success depends on the supervisor’s ability to advise and actively assist Airmen in reaching their long-range career objectives. The USAF OJT program consists of three components: job knowledge, job proficiency, and job experience. Job Knowledge. Job knowledge is satisfied through a planned program of study involving Career Development Courses (CDC) or technical references listed in the Career Field Education and Training Plan (CFETP) or identified by the supervisor. Job Proficiency. Job proficiency is hands-on training provided on the job, allowing the trainee to gain proficiency in tasks performed in the work center. Job Experience. Job experience is gained during and after upgrade training to build confidence and competence. Study Guide to TSgt 1 October 2023 18 6.15. Upgrade Training Upgrade training leads to award of higher skill levels and is designed to increase skills and abilities. AFSC upgrade training requirements for award of 3-, 5-, 7-, and 9-skill levels are outlined AFMAN 36-2100, Military Utilization and Classification, 7 April 2021, Department of the Air Force Instructions (DAFI) 36-2670, Total Force Development, 12 October 2021, and the applicable CFETP. Apprentice. Airmen must complete an initial skills course for award of the 3-skill level. Retraining into an AFSC may be accomplished via OJT training alone, only when specified in the retraining instructions and as approved by the career field manager or the career field functional manager (Air Reserve Component). Personnel retraining via OJT may be awarded a 3-skill level when they complete knowledge training on all tasks taught in the initial skills course and other tasks and mandatory requirements. Journeyman. Airmen must complete mandatory CDCs, if available, and applicable mandatory core tasks identified in the CFETP. Award of the 5-skill level also requires completion of all mandatory requirements listed in the Air Force Enlisted Classification Directory (AFECD). Additionally, the member must be recommended by the supervisor and approved by the commander. Individuals in retraining status (Training Status Code F) are subject to the same training requirements. Craftsman. To be a craftsman, the member must be at least a Staff Sergeant Select; complete mandatory CDCs, if available, and complete applicable mandatory core tasks identified in the CFETP. Award of the 7-skill level also requires completion of a 7-skill level craftsman course (if career field requires it) and mandatory requirements listed in the AFECD. Additionally, the member must be recommended by the supervisor and approved by the commander. Individuals in retraining status (Training Status Code G) are subject to the same training requirements. Superintendent. For award of the 9-skill level, the member must be at least a Senior Master Sergeant, meet mandatory requirements listed in the AFECD, be recommended by the supervisor, and be approved by the commander. 6.16. Unit Training Management The unit training program is designed to ensure all Airmen receive quality, standardized, comprehensive training. The trainee is the focal point of the training program, while at the forefront, unit training managers and supervisors work together to plan, conduct, and evaluate the trainees’ efforts to become qualified to perform in their USAF specialty. The success and quality of training greatly depends on the trainee’s active participation and understanding of the training program, as well as the relationship between the supervisor, trainer, and trainee. Basic requirements of the unit training program state that newly assigned personnel will be interviewed within 30 days (60 days for Air Reserve Component) to determine training status and issue CDCs upon confirmation within the Course Development Student Administration Record System. Work center training orientation will be conducted within 60 days of assignment (120 days for Air Reserve Component); a comprehensive trainee orientation will be conducted for trainees initially entering upgrade training within 60 days of assignment (90 days for Air Reserve Component); and a training progress review will be conducted with the unit training manager, supervisor, and trainee at the 24th month of upgrade training. Before being submitted for upgrade, the trainee must meet all mandatory requirements as defined in the CFETP, AFECD, and the Air Force Job Qualification Study Guide to TSgt 1 October 2023 19 Standard (AFJQS). Unit Training Managers. Unit training managers are the commander’s key staff members responsible for overall management of the training program. Training managers serve as training consultants to all unit members and determine if quality training programs are in effect within all sections. Training managers develop, manage, and conduct training in support of in-garrison and expeditionary mission requirements; advise and assist commanders and unit personnel in executing their training responsibilities; and conduct a staff assistance visit of the unit’s training program when requested by the unit commander. Supervisors. In addition to unit training managers, supervisors have the single greatest impact on mission accomplishment with regard to training. They must share their experiences and expertise with trainees to meet mission requirements and ensure a quality training program is provided. Supervisors develop master training plans to ensure completion of all work center duty position requirements (for example, 100 percent task coverage). The supervisor must also integrate training with day-to-day work center operations and consider trainer and equipment availability, training opportunities, and schedules. Trainers. The trainer (often the trainee’s supervisor) is selected based on their experience and their ability to provide instruction to the trainee. Additionally, they must maintain task qualification and complete the USAF training course. Trainer responsibilities include planning, conducting, and documenting training; preparing and using teaching outlines or task breakdowns; developing evaluation tools; and briefing the trainee and supervisor on the training evaluation results. Task Certifiers. Task certifiers provide third-party certification and evaluation of progress in the training program. Certifiers must be at least a Staff Sergeant with a 5-skill level or civilian equivalent, complete the USAF training course, and be capable of evaluating the task being certified. Certifiers will develop evaluation tools or use established training evaluation methods to determine the trainee’s abilities and training program effectiveness, and will brief the trainee, supervisor, and trainer on evaluation results. 6.17. Training Forms and Documentation Training documentation is important to personnel at all levels because it validates the status of training and task qualification. Documentation also helps managers assess mission capability and readiness, and it defines requirements for individual career progression. Air Force Form 623, Individual Training Record. The AF Form 623, Individual Training Record Folder, six-part folder (when required by the career field manager), or approved electronic equivalent, is generated for all trainees entering upgrade training for the first time. The training record reflects past and current qualifications, and is used to determine training requirements. Supervisors maintain the training record, and ensure it is available to applicable personnel in the chain of command, including the unit training manager, upon request. Unless classified, the training record is returned to the member upon separation, retirement, commissioning, promotion to Master Sergeant, or as otherwise directed by the career field manager. Air Force Form 623A, On-the-Job Training Record Continuation Sheet. Use AF Form 623A, On-the-Job Training Record Continuation Sheet, or automated version, to document an individual’s training progress. The form reflects status, counseling, and breaks in training. Study Guide to TSgt 1 October 2023 20 Career Field Education and Training Plan. The CFETP is a comprehensive core document identifying life-cycle education and training requirements, training support resources, core and home station training, and deployment/unit type code task requirements for USAF specialties. Supervisors use the CFETP to plan, prioritize, manage, and execute training within the career field and to identify and certify all past and current qualifications. CFETP Part I provides information necessary for overall management of the specialty and is maintained as part of the work center master training plan. CFETP Part II contains the specialty training standard identifying the duties, tasks, and technical references to support training, core and home station training tasks, deployment/unit type code tasks, and CDC requirements. At least one copy of the entire CFETP (Part I and II), should be kept in the work center for general access and master training plan development. Air Force Job Qualification Standard. The AFJQS is a training document approved by the career field manager for a particular job type or duty position within a USAF specialty. Air Force Form 797, Job Qualification Standard Continuation/Command JQS. AF Form 797, Job Qualification Standard Continuation/Command JQS, is a continuation of the CFETP Part II, or AFJQS. This form defines locally assigned duty position, home station training, and deployment/unit type code requirements not included in the CFETP, Part II. Air Force Form 803, Report of Task Evaluations. Evaluators use the AF Form 803, Report of Task Evaluations, to conduct and document completion of task evaluations during training staff assistance visits, when directed by the commander, or when task certification requires validation. Completed evaluations conducted on a single trainee by the supervisor/trainer or task certifier are filed in AF Form 623, Individual Training Record, until upgraded or no longer applicable. Air Force Form 1098, Special Task Certification and Recurring Training. Supervisors use the AF Form 1098, Special Task Certification and Recurring Training, to document selected tasks requiring recurring training or evaluation. USAF and major command directives may identify tasks contained in the CFETP that require special certification, as well as recurring training or evaluations. Master Training Plan. All work centers will have a master training plan established. The master training plan employs a strategy for ensuring all work center job requirements are completed by using a master task listing. The master training plan provides milestones for tasks and CDC completion, and prioritizes deployment/unit type code, home station training, upgrade, and qualification tasks. 6.18. Retraining Program The retraining program is designed to balance the number of personnel in specific grades and year groups of a USAF specialty. Once retraining is approved and the Airman has been assigned duty in the new specialty, upgrade training begins. With minor exceptions, training requirements are identical for retrainees and standard upgrade trainees. Refer to AFMAN 36-2100 for additional details. Study Guide to TSgt 1 October 2023 21 6.19. Language Enabled Airman Program The Language Enabled Airman Program (LEAP), designed and managed by the USAF Culture and Language Center at Air University, Maxwell Air Force Base, Alabama, provides opportunities for officers and enlisted Airmen in the general purpose force (GPF) who have outstanding service records and possess some level of skill in a foreign language, as measured by the Defense Language Proficiency Test (DLPT) or Oral Proficiency Interview (OPI). LEAP is a highly-competitive, board-selected program that enables the USAF to sustain, deliberately develop, and posture Airmen for utilization in language designated positions, deployments, and other combatant command requirements. Selected members develop and professionalize their skills through an online synchronous platform called “eMentor” and through periodic overseas language immersions. Additional information on the Strategic Language List or the LEAP program can be found at: https://www.airuniversity.af.edu/AFCLC/. Study Guide to TSgt 1 October 2023 22 Chapter 7 ASSESSMENTS AND RECOGNITION Section 7A—Airman Comprehensive Assessment REQUIRED LEVEL OF COMPREHENSION FOR DEVELOPMENT AND PROMOTION Chapter 7—ASSESSMENTS AND RECOGNITION SSgt TSgt MSgt SMSgt CMSgt Section 7A—Airman Comprehensive Assessment B C C C C 7.1. Airman Comprehensive Assessment Administration The Airman Comprehensive Assessment (ACA) is used during formal communication between a rater and a ratee to communicate responsibility, accountability, USAF culture, an Airman’s critical role in support of the mission, individual readiness, expectations regarding duty performance, and how well the ratee is meeting those expectations. Also, during feedback sessions, raters will provide the ratee with the most current USAF Benefits Fact Sheet. The ACA is designed to increase Airmen interaction and support at all levels, provide Airmen an opportunity to discuss personal and professional goals, and assist Airmen in achieving those goals. Once the ACA has been completed, raters will give the original, completed, and signed worksheet to the ratee, and maintain copies of all completed ACAs and all signed ACA notices, or appropriate statements (RegAF only). Unit commanders are responsible for developing a tracking mechanism for ACAs and ensuring they are conducted properly. Rater’s raters will monitor personnel to ensure ACAs are conducted, as required. When a lower-level rater is not available due to unusual circumstances, or when officially assuming the subordinate rater’s responsibilities, the rater’s rater will conduct ACA sessions in place of the rater. Ratees are responsible for knowing when their ACA sessions are due. When a required or requested ACA does not take place, ratees will notify the rater and, if necessary, the rater’s rater. ACAs are mandatory for officers up through the rank of Colonel, and for all enlisted RegAF and Air Reserve Component personnel. For student officers receiving AF Form 475, Education/Training Report, or for enlisted personnel in initial or advanced skills training, an ACA is not required, but may be given at the discretion of school leadership. For performance evaluations completed on non-rated initial or advanced skills training students, documented academic progress reports, such as the AETC Form 156, Student Training Report, will serve in- lieu of the mandatory mid-term ACA. The mid-term ACA is a mandatory supporting document to be routed with the performance evaluation but will not be made a matter of official record. 7.2. Guidance for Conducting ACA Sessions Effective feedback is a realistic assessment of an individual’s performance. Raters should be impartial and provide honest, realistic feedback. The private, face-to-face feedback session is an opportunity to inform an individual of where they need improvement, determine if an individual needs more information, and set future expectations. It also lets the ratee know what needs to be done before the evaluation performance report is due. Feedback, whether positive or negative, needs to be specific. Specific positive comments reinforce the behavior, and specific negative comments focus the attention where the ratee needs improvement. Raters may only conduct sessions by telephone in unusual circumstances where face-to-face sessions are impractical. Study Guide to TSgt 1 October 2023 23 7.3. Airman Comprehensive Assessment Worksheet ACA Worksheets are used to document formal communication between raters and ratees and may be used on the ratee’s evaluation. Each section of the form should be filled out to the best of the ratee’s and rater’s ability. The ratee completes Section III on their own and reviews Section IX (AB thru Technical Sergeant) or VIII (Master Sergeant thru Chief Master Sergeant) prior to the feedback session. The areas following Section III are completed by the rater. Sections are broken into various categories to allow raters to objectively indicate the ratee’s level of performance in each area. There are three different ACA Worksheets, designated for use based on the ratee’s rank. AF Form 724, Airman Comprehensive Assessment (2Lt thru Col) AF Form 931, Airman Comprehensive Assessment (AB thru TSgt) AF Form 932, Airman Comprehensive Assessment (MSgt thru CMSgt) 7.4. When to Conduct the Airman Comprehensive Assessment In most cases, the military personnel flight will provide a computer-generated ACA notice to raters and ratees within 30 days of when supervision begins (identifying initial or follow-up ACA sessions, as required), and again halfway between the time supervision began and the projected performance report close-out date (identifying mid-term ACA session requirements). The notice serves to remind raters that an ACA session is due; however, failure to receive an ACA notice does not justify failing to hold a required session. The Air National Guard does not currently have an automated process for ACA notices and may use an alternate form of communication to notify raters and ratees of ACA schedules. All initial ACA sessions must be conducted within the first 60 days of when supervision begins. This will be the ratee’s only initial feedback until there is a change of reporting official. The rater must conduct a mid-term ACA session midway between the date supervision begins and the next evaluation projected close-out date. For the end-of-reporting period, the rater conducts the ACA session within 60 days after the evaluation has been accomplished. Note: Ratees may request a feedback as long as 60 days have passed since the last session. For Chief Master Sergeants and colonels, the initial ACA is the only feedback required. Air Reserve Component personnel do not require an ACA if action is pending in accordance with AFI 36-3209, Separation Procedures for Air National Guard and Air Force Reserve Members, 20 September 2011. If the ratee is due an annual evaluation and the period of supervision is less than 150 days, the rater conducts the ACA approximately 60 days before the projected evaluation close-out date. For Lieutenant through Captain only, if an evaluation is due to a change of reporting official, the new rater will do an initial feedback. This feedback may be accomplished using the ACA Worksheet, but documentation is not required. For Airman Basic, Airman, or Airman First Class (with less than 20 months of Total Active Federal Military Service), after the initial feedback, a mid-term ACA session is conducted every 180 days until the rater writes a performance report or a change of reporting official occurs. Study Guide to TSgt 1 October 2023 24 Section 7B—Performance Evaluations REQUIRED LEVEL OF COMPREHENSION FOR DEVELOPMENT AND PROMOTION Chapter 7—ASSESSMENTS AND RECOGNITION SSgt TSgt MSgt SMSgt CMSgt Section 7B—Performance Evaluations B C C C D 7.5. Performance Evaluation Administration The performance evaluation system is designed to provide a reliable, long-term, cumulative record of performance and potential. The key aspects associated with the evaluation system are how well the individual does his or her job and the qualities the individual brings to the job. It is important for supervisors to help subordinates understand their strengths and weaknesses and how their efforts contribute to the mission. Supervisors must understand how and when to employ the officer and enlisted evaluation systems and the civilian performance program. Access to Evaluations. Evaluations are subject to the Public Law 93-579, Privacy Act 1974, 31 December 1974. They are exempt from public disclosure under Department of Defense Manual (DoDM) 5400.07_AFMAN 33-302, Freedom of Information Act Program 27 April 2018, and AFI 33-332, Air Force Privacy and Civil Liberties Program, 10 March 2020. Only persons within the agency who have a proper need to know may read evaluations. The office with custodial responsibility determines if a person’s official duties require access. Classified information should not be included in any section of evaluation forms or on attachments to evaluations, referral documents, or endorsements to referral documents. Specific instructions for completing evaluations, with reference to proper formatting, appropriate raters/evaluators, additional raters, content, acronym use, classified information, and other details, are found in AFI 36-2406, Officer and Enlisted Evaluation Systems, 25 June 2021. 7.6. Performance Evaluation Uses The officer and enlisted evaluation systems should be used with the following objectives in mind: 1. Establish performance standards and expectations for ratees, meaningful feedback on how well the ratee is meeting those expectations, and direction on how to better meet those established standards and expectations. 2. Provide a reliable, long-term, cumulative record of performance and promotion potential based on that performance. 3. Provide officer selection boards, enlisted evaluation boards, and personnel managers with sound information to assist in identifying the best qualified personnel for promotion, as well as other personnel management decisions. 4. Document in the permanent record any substantiated allegation of a sex-related offense against an Airman, regardless of grade, that results in conviction by court-martial, non- judicial punishment, or other punitive administrative action. Study Guide to TSgt 1 October 2023 25 7.7. Performance Evaluation Forms and Documentation There are a number of forms, as listed below, used to document performance and potential over the course of a ratee’s career. These forms are considered when making promotion recommendations, selections or propriety actions, selective continuations, involuntary separations, selective early retirements, assignments, school nominations and selections, and other management decisions. Note: The ratee’s grade or projected grade on the static close-out date is used to determine the appropriate performance report form. AF Form 77, Letter of Evaluation (multipurpose evaluation form) AF Form 475, Education/Training Report (used in education and training environments) AF Form 707, Officer Performance Report (Lt thru Col) AF Form 910, Enlisted Performance Report (AB thru TSgt) AF Form 911, Enlisted Performance Report (MSgt thru SMSgt) AF Form 912, Enlisted Performance Report (CMSgt) 7.8. Performance Evaluation Responsibilities Unit commanders are responsible for ensuring all first-time supervisors receive mandatory officer evaluation system and/or enlisted evaluation system training, as applicable, within 60 days of being appointed as a rater. Additionally, USAF members should receive annual recurring evaluation system training. How and when this training is conducted is at the unit commander’s discretion. Unit commanders must conduct a record review of all personnel assigned to and/or transferred into his or her command to ensure knowledge of and familiarization with the Airman’s history of sex- related offenses resulting in conviction by courts-martial, non-judicial punishment, or other punitive administrative action. This is accomplished to reduce the likelihood that repeat offenses will escape the notice of current, subsequent, or higher-level commanders. Review of the record will be conducted by the immediate commander of the Airman at the lowest unit level. These responsibilities will not be delegated. Raters and additional raters must consider the contents of Unfavorable Information Files or Personal Information Files when preparing a performance evaluation. They must assess the ratee’s performance, what the ratee did, how well he or she did it, and the ratee’s potential based on that performance throughout the rating period. Ratees must review evaluations prior to them becoming a matter of record. This is the time to bring typos, spelling errors, and inaccurate data to the attention of the rater. When the ratee signs the evaluation, he or she is not concurring with the content, but rather acknowledging receipt of the completed evaluation, and certifying they have reviewed the evaluation for administrative errors. If the ratee disagrees with any comments and/or ratings on the report, the ratee may file an appeal after the evaluation becomes a matter of record. Study Guide to TSgt 1 October 2023 26 7.9. Documenting Performance Bullet format is mandatory. Bullets are limited to a minimum of one line and a maximum of two lines per bullet. White space is authorized. Main bullets begin at the left margin and will have one space after the “-”. For additional guidance on bullet writing, refer to “The Bullet Background Paper” in AFH 33-337, The Tongue and Quill, 27 May 2015, Certified Current 27 July 2016. Although the Tongue and Quill, allows three lines per bullet, evaluations will not have more than two lines per bullet. Note: In very rare and unique cases, evaluations may be handwritten, only when authorized by HAF or Air Reserve Personnel Center, as appropriate. The U.S. President or Vice President may handwrite evaluations. Adverse Information. The expectation for performance evaluations is fair and equal treatment of all, and enforcement of the same behavior in subordinates. The goal is for fair, accurate, and unbiased evaluations to help ensure the best qualified members are identified for positions of higher responsibility. Failure to document misconduct that deviates from the core values of the USAF is a disservice to all Airmen who serve with honor and distinction. Situations involving convictions or violations of criminal law must be handled appropriately and in accordance with required timelines and procedures. In all cases, when comments are included in performance evaluations, they must be specific, outlining the event and any corrective action taken. Comments, such as “conduct unbecoming…” or “an error in judgment led to an off-duty incident…,” are too vague. Examples of valid comments are “Master Sergeant Smith drove while intoxicated, for which he received an Article 15” and “Captain Jones made improper sexually suggestive and harassing comments to a squadron member, for which he received a Letter of Reprimand.” Some aspects of performance that may need to be considered when preparing an accurate assessment of behavior include: - Impact of the misconduct on the USAF as an institution (Did it bring discredit on the USAF?). - Impact of the misconduct on, and its relationship to, the ratee’s duties (Did it affect the ratee’s ability to fulfill assigned duties?). - Impact of the misconduct on the USAF mission (Did the mission suffer in any way? Was unit morale affected?). - Grade, assignment, and experience of the ratee (Is the ratee in a sensitive job? Did the ratee know better?). - Number of separate violations and frequency of the misconduct (Is this an isolated or repeated incident?). - Consequences of the misconduct (Did it result in death, injury, or loss of/damage to military or civilian property?). - Other dissimilar acts of misconduct during the reporting period (Is the ratee establishing a pattern of misconduct?). - Existence of unique, unusual, or extenuating circumstances (Was the misconduct willful and unprovoked, or were there aggravating factors or events?). Adverse Actions. For the purpose of this policy, an adverse action includes reportable civilian offenses or convictions, other than convictions for motor vehicle violations that do not require a court appearance. Specifically, convictions required to be reported include: 1) any finding of guilt; Study Guide to TSgt 1 October 2023 27 2) any plea of guilty; 3) any plea of no contest or nolo contendere; 4) any plea of guilty in exchange for a deferred prosecution or diversion program; or 5) any other similar disposition of civilian criminal charges. In the event a commander or military law-enforcement official receives information that a member of the USAF, under the jurisdiction of another military department, has become subject to a conviction for which a report is required by this section, the commander or military law- enforcement official receiving such information shall forward it to the member’s immediate commander. Complaints of sex-related offenses against a member, regardless of grade, resulting in conviction by court-martial, non-judicial punishment, or punitive administrative action, require a mandatory notation on the member’s next performance report or training report and promotion recommendation form (if not already documented on an evaluation or court-martial in the selection record). Sex-related offenses include violations of the Uniform Code of Military Justice or attempts to commit related offenses. If a member has been convicted by a court-martial or if the senior rater decides to file any adverse information in an Airman’s selection record, comments relating to the ratee’s behavior are mandatory on the ratee’s next performance or training report and promotion recommendation form (if not already documented on an evaluation or court-martial in the selection record). The evaluation becomes a referral for the performance report or training report. Extraordinary Cases. Raters may request a waiver of the mandatory requirement to document civilian convictions for good cause. The waiver request will route from the rater, through any required additional rater and the ratee’s commander, to the ratee’s senior rater, and, if endorsed, be forwarded to the major command commander or authorized final approval authority. Study Guide to TSgt 1 October 2023 28 Section 7C—Reenlistments and Continuation REQUIRED LEVEL OF COMPREHENSION FOR DEVELOPMENT AND PROMOTION Chapter 7—ASSESSMENTS AND RECOGNITION SSgt TSgt MSgt SMSgt CMSgt Section 7C—Reenlistments and Continuation B B C C C 7.10. Selective Reenlistment Program The Selective Reenlistment Program applies to all enlisted personnel by which commanders/civilians, directors, and supervisors evaluate first-term, second-term, and career Airmen to ensure the USAF retains those who consistently demonstrate the capability and willingness of maintaining high professional standards. First-term Airmen receive selective reenlistment consideration when they are within 15 months of their expiration of term of service. Second-term and career Airmen with less than 19 years of total active federal military service are considered within 13 months of the original expiration of term of service. Career Airmen receive selective reenlistment consideration within 13 months of completing 20 years of total active federal military service. Career Airmen who have served beyond 20 years of total active federal military service receive selective reenlistment consideration each time they are within 13 months of their original expiration of term of service. 7.11. Selective Reenlistment Program Considerations Commanders and civilian directors consider enlisted performance report ratings, unfavorable information from any substantiated source, the Airman’s willingness to comply with USAF standards, and the Airman’s ability (or lack thereof) to meet required training and duty performance levels when determining if a member may reenlist. Supervisors should carefully evaluate the Airman’s duty performance and review the Airman’s personnel records, to include the AF Form 1137, Unfavorable Information File Summary, if applicable, before making a recommendation to unit commanders and civilian directors concerning the Airman’s career potential. Non-Selectee. If an Airman is not selected for reenlistment, an AF Form 418, Selective Reenlistment Program (SRP) Consideration/Denial of Continued Service for Airmen, is completed, and the Airman is informed of the decision. The commander sends the completed form to the military personnel flight after the Airman signs and initials the appropriate blocks. The commander must make sure the Airman understands the right to appeal the decision. The Airman has up to three calendar days to render an appeal intent. The Airman must submit the appeal to the military personnel flight within 10 calendar days of the date he or she renders the appeal intent on the form. Appeal Authority. The specific appeal authority is based on an Airman’s total active federal military service. The appeal authority for first-term Airmen and career Airmen who will complete at least 20 years of total active federal military service on their current expiration of term of service appeal selective reenlistment program non-selection is the respective group commander. The appeal authority for second-term and career Airmen who will complete fewer than 16 years of total active federal military service on their current expiration of term of service is the respective wing commander. The appeal authority for second-term and career Airmen who will complete at least 16 years of total active federal military service but fewer than 20 years of total active federal military service on their current expiration of term of service, is the Secretary of the Air Force. The decision of the appeal authority is final. The appeal authority’s decision is documented, and Study Guide to TSgt 1 October 2023 29 the Airman is advised of the outcome. Commanders may also conduct selective reenlistment consideration at any time outside the standardized window. 7.12. Noncommissioned Officer Career Status Program The Noncommissioned Officer Career Status Program extends the length of reenlistments for RegAF Airmen. All Airmen who have been selected for continued service by their commander/civilian director (to include those with approved waivers), and who have at least 12 years total active federal military service on date of discharge (day prior to reenlistment) will be reenlisted for an unspecified period. These Airmen will serve up to their High Year of Tenure based on current grade, or if promoted, projected grade unless sooner separated by USAF policy or law under the NCO Career Status Program. Airmen who serve 20 or more years of total active federal military service may retire, if otherwise eligible, no later than the first day of the month following High Year of Tenure. This program streamlines the reenlistment and extension process and alleviates unnecessary administrative actions for Airmen, supervisor chains, and military personnel flights. 7.13. Career Job Reservation Program Because of various career force size and composition restrictions, there are times when the USAF must place a limit on the number of authorized first-term Airmen who may reenlist. The Career Job Reservation (CJR) Program exists to assist in the management of first-term Airmen reenlistments by Air Force Specialty Code (AFSC) to prevent surpluses and shortages. All eligible first-term Airmen must have an approved CJR to reenlist. Airmen are automatically placed on the career job applicant list on the first duty day of the month during which they complete 35 months on their current enlistment (59 months for six-year enlistees), but no later than the last duty day of the month during which they complete 43 months on their current enlistment (67 months for six- year enlistees). To keep their approved CJR, Airmen must reenlist on or before the CJR expiration date. CJRs may be constrained (limited) quotas or unconstrained (unlimited) quotas. Constrained: First-term Airmen in constrained AFSCs have limited quotas, when available and compete for a CJR. Commanders or civilian directors recommend award of CJRs to Airmen in constrained AFSCs where an allocation has been awarded. Approval of CJRs is made at the group commander level or equivalent. Commanders or civilian directors may recommend First Term Airmen for award of a CJR anytime during the Airman’s CJR window. Airmen outside their CJR window are not eligible for award of a CJR. Airmen’s EPRs must reflect that the member has met the minimum expectation and not have an unfavorable information file, lost time, or record of active nonjudicial punishment on their current enlistment in order to be considered for a CJR. The Airman’s job performance, demonstrated leadership, how the Airmen exemplifies USAF core values, and ability to succeed in the AFSC should also be considered. Upon Airmen entering their CJR window, commanders or civilian directors are encouraged to advise Airmen on their potential for a CJR and when appropriate, encourage retraining. When constrained AFSCs are implemented, Air Force Personnel Center issues CJR quotas on a fiscal year basis and selection authorities may consider Airmen by board, nomination packages, etc. Airmen who are on the CJR waiting list and whose AFSC is removed from the constrained list will receive a CJR. Airmen who are removed from the waiting list prior to the AFSC being removed, will not receive supplemental consideration. If eligible, Airmen qualify for award of a Study Guide to TSgt 1 October 2023 30 CJR when an allocation exists, and the Airman is in their CJR eligibility window. When the group commander (or equivalent) approves an Airman for award of a CJR, Air Force Personnel Center will verify an allocation exists and will reduce the number of remaining CJRs accordingly. Note: Approved CJRs do not expire until the Airman’s date of separation. Unconstrained: Airmen in unconstrained AFSCs do not compete for a CJR. Airmen are automatically awarded the CJR on the first duty day of the month during which they complete 35 months on their current enlistment (59 months for six-year enlistees), but no later than the last duty day of the month during which they complete 43 months on their current enlistment (67 months for six-year enlistees), provided they have been selected for continued service by their commander/civilian director under the selective reenlistment program. 7.14. Enlistment Extensions Airmen serving on an active enlistment may request an enlistment extension if he or she has a service-directed retainability reason and the extension is in the best interest of the USAF. Extensions are granted in whole-month increments. For example, if the individual needs 15½ months of retainability for an assignment, the individual must request a full 16-month extension. Voluntary extensions for all Airmen are limited to a maximum of 48 months per enlistment. In the event that USAF specialties are constrained, the Air Staff may limit first-term Airmen extensions to a specified period. Certain situations (such as citizenship pending) may warrant exceptions to policy. Airmen may be eligible to request an extension of enlistment to establish a date of separation at high year of tenure to separate or retire. Normally, Airmen must be within two years of their high year of tenure before they can extend. Note: Once approved, an extension has the legal effect of the enlistment agreement by extending the Airman’s period of obligated service. Enlistment extensions can only be canceled when the reason for the extension no longer exists, as long as the Airman has not already entered into the extension. 7.15. Selective Retention Bonus The Selective Retention Bonus (SRB) Program is a monetary incentive paid to Airmen serving in certain selected critical military skills who reenlist for additional obligated service. The bonus is intended to encourage the reenlistment of sufficient numbers of qualified enlisted personnel in military skills with either demonstrated retention shortfalls or high training costs. Airmen in SRB skills who reenlist or extend their enlistment in the active duty for at least three years are eligible for an SRB provided they meet all criteria listed in AFI 36-2606, Reenlistment and Extension of Enlistment in the United States Air Force, 27 January 2021. Airmen can expect to serve in the SRB specialty for the entire enlistment for which the bonus was paid. SRB designations are established by zones, which are determined by the total active federal military service of Airmen at the time of reenlistment or the date they enter the extension. Eligible Airmen may receive an SRB in each zone (A, B, C or E), but only one SRB per zone. Zone A applies to Airmen reenlisting between 17 months and 6 years. Zone B applies to Airmen reenlisting between 6 and 10 years. Zone C applies to Airmen reenlisting between 10 and 14 years. Zone E applies to Airmen reenlisting between 18 and 20 years. Stud