Security Forces Journeyman CDC Volume 1 PDF

CDC Z3P051 Security Forces Journeyman Volume 1. General Career Field Knowledge Air Force Career Development Academy Air University Air Education and Training Command Z3P051 01 1512, Edit Code 05...

CDC Z3P051 Security Forces Journeyman Volume 1. General Career Field Knowledge Air Force Career Development Academy Air University Air Education and Training Command Z3P051 01 1512, Edit Code 05 AFSC 3P051 This material contains “For Official Use Only” information, which cannot be released to unauthorized persons. The provisions of DOD Regulation 5400.7/Air Force Supplement apply. For Official Use Only  Author: David R. Hernandez, GS-9 343 Training Squadron US Air Force Security Forces Academy (AETC) 343 TRS/TRRC 1325 Harmon Drive JBSA Lackland, Texas 78236-5717 DSN: 473-7400 E-mail address: [email protected] Instructional Systems Specialist: Patricia Christen Editor: AFCDA Staff Air Force Career Development Academy (AFCDA) Air University (AETC) Maxwell-Gunter Air Force Base, Alabama 36118–5643 Material in this volume is reviewed annually for technical accuracy, adequacy, and currency. For SKT purposes the examinee should check the Weighted Airman Promotion System Catalog to determine the correct references to study. For Official Use Only Preface ___________________________________________________________________ i CONGRATULATIONS! You are now ready to take the next step in your career. You are now enrolled in the Z3P051, Security Force Journeyman, Career Development Course, or CDCs as they are better known. The day you graduated from the Security Forces Academy, you became a 3-skill level apprentice. By completing this CDC course, you will obtain you journeyman status, or the 5- skill level. Best of luck! You will complete four volumes. The first volume, General Career Field Knowledge, consists of an overview of the core knowledge required for you to accomplish the basic Security Forces tasks. Volume 2, Security Forces Operations, Tactics, and Procedures, will cover use of force, non-lethal tactics and tools, incident responses, nuclear weapons systems security, and mobile patrol operations. Volume 3, Security Forces Weapons, addresses the weapon systems you will use both at home station and while deployed in a combat operation. Your last volume, volume 4, Combat and Contingency Operation Skills, will cover integrated base defense, combat collective skills, and land navigation. Unit 1 of this first volume is an over view and history of this career field; Unit 2 addresses some legal considerations; Unit 3 covers Security Forces Operations. Upon completion of this course and other career milestones, you may be selected to attend the D3P051, Military Working Dog Handlers Course, or C3P051, Combat Arms Course. A glossary is included for your use. Code numbers on figures are for preparing agency identification only. The use of a name of any specific manufacturer, commercial product, commodity, or service in this publication does not imply endorsement by the Air Force. To get a response to your questions concerning subject matter in this course, or to point out technical errors in the text, unit review exercises, or course examination, call or write the author using the contact information on the inside front cover of this volume. NOTE: Do not use the IDEA Program to submit corrections for printing or typographical errors. If you have questions that your supervisor, training manager, or education/training office cannot answer regarding course enrollment, course material, or administrative issues, please contact Air University Educational Support Services at http://www.aueducationsupport.com. Be sure your request includes your name, the last four digits of your social security number, address, and course/volume number. This volume is valued at 12 hours and 4 points. For Official Use Only ii __________________________________________________________________ Preface NOTE: In this volume, the subject matter is divided into self-contained units. A unit menu begins each unit, identifying the lesson headings and numbers. After reading the unit menu page and unit introduction, study the section, answer the self-test questions, and compare your answers with those given at the end of the unit. Then complete the unit review exercises. For Official Use Only Contents _________________________________________________________________ iii Page Unit 1. Career Field Overview............................................................................................ 1-1 1–1. Our Profession............................................................................................................. 1-1 1–2. Our Culture and Career Path..................................................................................... 1-13 1–3. Ethics and Integrity................................................................................................... 1-21 1–4. Security Forces Occupational Hazards..................................................................... 1-24 Unit 2. Legal Considerations............................................................................................... 2-1 2–1. Military Jurisdiction and Authority............................................................................. 2-1 2–2 Advisement of Right.................................................................................................... 2-7 2–3. Military Working Dog Legal Considerations.............................................................. 2-9 2–4. Conducting Legal Interviews and Court Testimony................................................. 2-16 Unit 3. Security Forces Operations.................................................................................... 3-1 3–1. Security Forces Technology........................................................................................ 3-1 3–2. Security Forces Training and Evaluations.................................................................. 3-7 3–3. Operational Duties.................................................................................................... 3-15 3–4. The Air Force Corrections System............................................................................ 3-26 Glossary............................................................................................................................................. G–1 For Official Use Only For Official Use Only Unit 1. Career Field Overview 1–1. Our Profession.......................................................................................................................... 1–1 001. Security Forces history...................................................................................................................... 1–1 002. Key events impacting our career field............................................................................................... 1–4 1–2. Our Culture and Career Path............................................................................................... 1–13 003. Our mission and culture................................................................................................................... 1–13 004. Security Forces unit S-function structure........................................................................................ 1–14 005. Security Forces career path.............................................................................................................. 1–17 1–3. Ethics and Integrity................................................................................................................ 1–21 006. Security Forces ethics...................................................................................................................... 1–21 007. General conduct guidelines.............................................................................................................. 1–22 1–4. Security Forces Occupational Hazards................................................................................ 1–24 008. Career field hazards......................................................................................................................... 1–24 009. Bloodborne pathogens..................................................................................................................... 1–27 010. Resiliency training (Defender’s Edge)............................................................................................. 1–32 T HE SECURITY FORCES (SF) career field has a long, rich history. Our career field is one of a handful dating back to the inception of the Air Force in 1947. In this unit, we will examine our history, milestones, and duties and responsibilities. We will also look at our culture, mission, career path, career progression, ethics, our organizational structure, and occupational hazards. You are now carrying the torch many have carried before you. Knowing the history of your career field will help you understand our transformation from Army Air Force Base Security Battalions to the most flexible, global Air Force Security Force in the world. As you will see, the SF profession has a long, storied history and you are now one of the US Air Force’s most versatile all-weather defenders! 1–1. Our Profession The invention of the aircraft and its subsequent military use required a protective force to guard the aircraft and defend the people who fly and fight. In 1921, Italian General Giulio Douhet said, “It is easier and more effective to destroy the enemy’s aerial power by destroying his nests and eggs on the ground than to hunt his flying birds in the air.” Security Forces (SF) are, and have been, that protective force and each SF member is part of a proud history pre-dating the United States Air Force itself. In this section, we will discuss our history and key career field events responsible for shaping our profession. 001. Security Forces history SF history dates before the 1950s. Many milestones in history have shaped SF into what we are today. This lesson describes some of this history, ranging from pre-Air Force times through the 2000s. Pre-Air Force The provision of interior police or guard duty, law enforcement, and defense of the air bases of the growing Army Air Force (AAF) was the responsibility of the Army Provost. Three organizations were established to perform these missions: guard companies (later squadrons), military police (MP) companies (aviation), and air base security battalions. Guard squadrons were organized to provide law enforcement and perform interior guard duties on stateside air bases. These individuals were usually formed from base personnel who had little or no formal police or security training and were often undermanned. For Official Use Only 1–2 Although a school for guard officers was established at Miami Army Air Field, FL, and a military police school was set up at Buckley Field, CO, until these schools could carry the training load, some local commanders provided their own specialized training to their guard squadrons. Military Police companies (aviation) MP companies (aviation) overseas performed the duties performed by the guard squadrons stateside. Forty-seven MP (aviation) companies were formed by the end of 1942 and were composed of mounted and motorized patrol sections, a traffic and gate section, a desk and record section, and a criminal investigative section. MP (aviation) companies performed the normal duties of military police on AAF bases and reported to the Corps of Military Police with the responsibility for these units’ logistical support and training. The MP (aviation) Training Camp was established at Camp Ripley, MN, in May 1942. The camp provided training for individuals and units and included courses for AAF officers, enlisted men, provost marshals, and MP company commanders. This resulted in MP (aviation) companies redesignated as guard squadrons the same year. In 1943, as result of the reorganization of the War Department, General Henry H. ‘Hap’ Arnold established the Office of the Air Provost Marshal. Army Air Force (AAF) military police companies were brought together and named AAF base security battalions. This marked the first major milestone in the history of our career field. Air base security battalions Air Base Security (ABS) battalions were formed to be the Army Air Force’s infantry marking the first recognized air bases in combat theaters requiring specially trained and equipped defenders. These battalions can rightfully claim the distinction of being the ancestors of today’s Air Force Security Forces units. Designed to protect air bases against riots, parachute attacks, and air raids, ABS battalions were equipped with small arms, machine guns, mortars, grenade launchers, rocket launchers (bazookas), half-tracks, self-propelled 75 millimeter guns, and even light tanks. Unlike the MP (aviation) companies and guard squadrons, designed to focus on interior police or law enforcement duties common to the military police, the ABS units and their combat security mission were unique to the AAF. National Security Act of 1947 As World War II progressed, AAF MP and base security responsibilities expanded. This expansion led the Army to create a separate provost marshal’s office for the Air Forces. On July 26, 1947, President Harry Truman signed the National Security Act of 1947 into law. This Act authorized the creation of the United States Air Force as a separate branch of service, with the responsibility to take over the personnel, aircraft, and mission of the AAF including the MP force eventually becoming the United States Air Force Security Forces. All Army Air Corps officers transferred to the United States Air Force by September 26, 1947. Included in this transfer were all military police officers who were serving in MP (aviation) companies along with the personnel of the Army Air Forces Air Provost Marshal’s (APM) office. On January 2, 1948, General Order No. 1, Headquarters (HQ) USAF, designated these units and the individuals serving under them as Air Police, and established the Air Provost Marshal. Colonel Joseph V. Dillon became the first Air Provost Marshal of the United States Air Force. Approximately 22 MP companies were converted en mass to Air Police squadrons, although the designation of Air Police did not come into use until November 1948. Air Police School established On September 1, 1950, the first Air Police (AP) School was established at Tyndall AFB, Florida. In 1952, the Air Council approved the development of an air base defense capability to be placed under the direction of the APM. As a result, the AP school was transferred to Parks AFB, CA, and redesignated as the Air Base Defense School. The base defense training effort was discontinued in 1956, when it became evident the program as envisioned was not making significant headway. On For Official Use Only  1–3 October 13, 1956, AP training was transferred to Lackland AFB, TX, where it became home to Air Police training and continues today as the Security Forces Academy. History of the Security Police shield In 1959, General Curtis E. LeMay, the Air Force Vice Chief of Staff, issued the first official air police shield to Brigadier General R.F. Burnham, the Air Provost Marshal. The shield actually started out as a military police/air police brassard, but repeated requests by the air police to Headquarters Air Force finally resulted in the Air Force approving the first trial issue of the shield in 1957. Mr. Thomas H. Jones, who also created many WWII awards and the Tomb of the Unknown Soldier in Arlington National Cemetery, created this first tentative design. Instead of a conventional police badge design, most police units use today, the SF shield is unique in shape. The shield was incorporated into a cloth design in the 1970s for use with the fatigue uniform and later for the battle dress uniform (BDU) and Airmen battle uniform (ABU). Leather nametags with an embossed shield were used during the early 1990s, but were later phased out. However, the leather tag with shield is still used on the SF blue cold weather jacket and the SF brassard is now available through normal Air Force supply channels. The current shield (fig. 1–1) was adopted in 1966. The Air Force crest surmounts the shield and consists of three elements. The eagle represents the United States and its airpower, overlaid on the billowing cloud representing the new sky faced by the newest branch of service, the USAF. The final element of the crest is the wreath consisting of six twists of metal: in color, these are the alternating blue and silver colors of the Air Force. The Air Force shield lies at the center of the SF badge and consists of three portions. A nebulous line representing clouds divides the background horizontally. The final element is the winged flames and lightning bolts representing striking power through the use of aerospace power. The shield body is a stylized warrior’s shield representing the protection SF provide to Air Force members and resources. The Security Forces uniform SF members have long worn uniform items to distinguish them from other career fields. Primarily, it is so personnel can readily identify SF members in a crisis. Additionally personnel should readily identify SF members as a symbol of authority, trust, and responsibility. Your unique appearance has the effect of Figure 1–1. Security Forces Shield. providing a deterrent to those who may seek to violate the law, damage and steal property, or harm others. More recently, however, the distinctive uniform, specifically the beret with the Defensor Fortis flash (fig. 1–2), identifies SF members as an elite group of Airmen charged with the primary responsibility of protecting the Air Force worldwide. Your uniform presents a strong visible symbol of a Force Protection commitment to the Air Force and the public. Established appearance standards instill in the public a confidence in SF abilities. A failure to maintain appearance standards or properly wear the beret or SF shield erodes the Figure 1–2. SF beret with Defensor Fortis flash. public’s confidence in SF abilities and is not tolerated at any level. For Official Use Only 1–4 Although largely replaced by the security forces shield, the brassard (fig. 1–3) is still authorized for wear under certain circumstances. When worn by SF members, it is worn with the shield, not in place of it. Wear the brassard on the left arm with the top pinned to the seam between the shoulder and the arm. Wear of the brassard is authorized under various circumstances including, but not limited to, the following:  When authorized by the installation commander.  In overseas areas where the host nation government recognizes it.  By SF augmentees in lieu of issuing the SF shield. Figure 1–3. SF brassard. 002. Key events impacting our career field Numerous events in our historical heritage affected us, but none more so than the ones discussed on the following pages. It is the lessons our career field learned from our past situations having molded our career field into today’s streamlined, highly mobile force. Korean War In the initial stages of the Korean War, American and South Korean forces were ill prepared and forced to fall back hurriedly in the face of the communist onslaught. Air bases in forward areas were suddenly overrun by the enemy. In many instances, AP was the only armed force on the base. These experiences led to the decision the Air Force needed to develop a more extensive base defense capability by concentrating on the training of AP who would then train other members of the Air Force. The 1960s: Vietnam and air base defense During the 1950s, the growing emphasis on massive nuclear retaliation gave rise to the present mission concept of providing security to our combat ready weapons systems. This led to the formation of protective standards versus the previous practice of individual commanders solely determining the utilization of the base police. In the 1960s, the name Air Provost Marshal was dropped in favor of Director of Security and Law Enforcement, a title reflecting the actual responsibilities involved in the job. First Air Policeman killed in action Staff Sergeant Terrance Jensen was the first Air Policeman killed in action during the Vietnam Conflict on July 1, 1965, while supervising flight line security at Da Nang Air Base. Sergeant Jensen was conducting post checks on troops who were working isolated posts at night, when a small force of saboteurs surprised him and a sentry. He only had enough time to shout a few instructions at the frightened sentry and fire several rounds at the intruders before he was fatally shot by enemy gunfire. At that time, Air Police leadership had been promoting the use of canine teams and felt had the canines been used, the tragedy might have been avoided. Approximately two weeks later, 40 canine teams shipped to Vietnam as part of a test program called Top Dog. Within two months, 149 additional canine teams deployed. Career field name change In 1966, the name of the career field changed from Air Police to Security Police (SP). This term was considered descriptive, concise, and uniformly applicable; it combined the two main mission elements: police and security functions. For Official Use Only  1–5 Operation Safe Side The demands of the Vietnam War led to the creation of Operation Safe Side in 1967. This was an effort to bolster protection of air bases by training SP in light infantry tactics and special weapons. Many of the lessons learned during this time are the basis of today’s force protection doctrine. Through Operation Safe Side, the 1041st Security Police Squadron (Test) was formed to train for operational deployment to South East Asia and to acquire the experience necessary to develop Air Force doctrine on base defense. After extensive training, the unit deployed to Phu Cat Air Base, Republic of Vietnam, in January 1967. The 1041st SPS (Test) established observation and listening posts, conducted recon and ambush patrols, and provided mobile response forces. The success of this special unit led to the development of ground combat skills training for SP and the evolution of the 82nd Combat Security Police Wing. Battle of Tan Son Nhut The biggest test of SP combat effectiveness came during the Vietnam Tet Offensive on January 31, 1968. It was a Vietnamese holiday so no enemy activity was expected. On this day, a force of over seven Viet Cong and North Vietnamese Army Battalions, totaling more than 2,500 enemy troops, attacked Tan Son Nhut Air Base. The attack on Tan Son Nhut started shortly after 0300 with small arms fire directed at various positions on the base. Heavy fighting commenced soon thereafter with extensive enemy fire concentrating on the west perimeter of the base. Blowing a hole in the west fence line, the enemy penetrated the base. A five-man team positioned in Bunker 051 held off the enemy assault long enough for backup forces to respond and prevent further penetration of the base. Four of the five men in Bunker 051 lost their lives but saved countless others by their fierce resistance of the enemy attack. The men of Bunker 051 were Sergeants Louis Fisher, William Cyr, Charles Hebron, Roger Mills, and Alonzo Coggins (the only survivor). For several hours, the enemy occupied the bunker and used it against the defending SP forces. The SP forces fired constantly at the position, keeping the enemy pinned down. Army and SP forces worked together to eventually retake Bunker 051 and subsequently forced the enemy to retreat. The Vietnam Conflict changed the threat to air bases and identified the need, under insurgent or limited war conditions, for revised doctrine. Specifically, a whole-base protective system was needed, rather than one centered solely on weapons systems. There were no front lines, no clearly defined battle zones, and no safe rear areas. The North Vietnamese targeted air bases on a regular basis and destroyed a large number of aircraft. In 1965, each base was responsible for its own protection, freeing Army maneuver units for other missions. The 1970s In March 1971, the enlisted career field divided into two separate specialties: security and law enforcement. This concept provided specialized training and the use of specific abilities. This resulted in the establishment of SP as a Category A career field for formal training requirements. This important career field milestone meant all SP personnel received formal training before assignment to a unit. The split improved the professionalism of the law enforcement and nuclear security forces and allowed for the expertise needed to perform each specialty. Female Airmen enter law enforcement training Another milestone was reached in November 1971, when 12 female Airmen entered law enforcement specialist training at the Security Police Academy at Lackland AFB, Texas. In November 1976, 100 female volunteers were selected for security specialist training in a test to determine the suitability of employing women in combat-related jobs. The graduating women were assigned to security duties at stateside and overseas bases; however, the program was phased out after a short period. Participants were allowed to retrain, including many who transitioned to the law enforcement career field. For Official Use Only 1–6 High-priority rescue mission The first time SPs were tasked with a high-priority rescue mission was in May 1975, when Khmer Rouge communist forces in Cambodia seized the S.S. Mayaguez merchant ship. When diplomatic efforts failed to secure the release of the Mayaguez, a force of SP from each of the four bases in the region assembled at U-Tapao Royal Thai Naval Airfield, along with elements of the 21st Special Operations Squadron and 40th Aerospace Rescue and Recovery Squadron, to recapture the ship and rescue the ship’s crew. During the assembly, one of the rescue helicopters carrying a crew of four (4), a linguist, and 18 SP, crashed shortly after takeoff from Nakhon Phanom AB, plummeting into a thickly wooded area and exploding. A trailing CH–53C “Jolly Green” helicopter landed and dismounted its SP force to assist the crew of the downed aircraft. After the crash, a decision was made to employ a United States Marine Corps (USMC) assault element rather than the SP force. Although listed as having died in a training accident, each of the 18 SPs who perished in the crash received a posthumous Bronze Stars with a “V” for Valor. Shift commander program The shift commander program became part of the SP career field in 1975. The purpose of the program was to provide continuous support by an SP commissioned officer to SPs on duty. The shift commander is responsible for making critical decisions and judgments in situations during the tour of duty and is a visible security forces authority to the base at all times. The 1980s During the period from 1981 to 1989, ground launched cruise missiles (GLCM) were developed, staged, and deployed throughout Europe. This highly mobile, extremely destructive, and easily concealable weapons system directly influenced Eastern Bloc countries to withdraw their nuclear missiles from neighboring countries. During GLCM deployments, SP were the pivotal element for safety and protection of this important weapon system. Operation URGENT FURY In 1983, Operation URGENT FURY kicked off in Grenada. The Cuban government knew the value of Grenada’s location when it decided to utilize the former British colony, complete with a major airport, as a holding place for arms and military equipment. Eastern Caribbean nations fully understood the implication of the communist threat and called upon the United States for help. The response was Urgent Fury, a multinational, multiservice effort. SP units were among the first US forces to arrive. SP units secured air landing strips and assumed control of enemy prisoners of war. 1985–1987 In January 1985, the secretary of the Air Force lifted the ban on women in the security career field. In February 1985, the first female security specialist since 1976 entered the career field. Women now serve in SF throughout the career field, including SF managers and Air Force major command (MAJCOM) division chiefs. Another milestone reached in 2006, began with the selection of Brigadier General (now Major General/Ret) Mary Kay Hertog, the first female SF general officer as the USAF Director of Security Forces. In 1987, the Air Base Ground Defense School moved from Camp Bullis, TX to Fort Dix, NJ when the Army assumed responsibility for training SF personnel in ground combat skills. Each instructor team integrated SF personnel to maintain an Air Force presence during the training. Panama invasion Operation JUST CAUSE, the US invasion of Panama in December 1989, ended the dictatorial regime of General Manuel Antonio Noriega, the country’s political strongman and commander of the Panamanian Defense Forces. Approximately 27,000 American troops hit 27 targets in Panama on December 20, achieving most of the stated combat objectives within hours. For Official Use Only  1–7 Of these targets, many were located in Panama’s two principal cities, Colón and Panama City, thereby providing the US military its first significant experience in urban operations since Vietnam. Again, the SP secured the landing strips. Those units also participated in drug interdiction and humanitarian relief. End of the Cold War November 9, 1989 the Berlin Wall fell. Although the wall was not completely demolished for another two years, this date ceremonially marked the end of the Cold War. SF played a major role in this victory. All across American and overseas, stoic defenders guarded this country’s nuclear arsenal often in some of the worst weather imaginable. A close-in sentry walking the nose of a B–52 in a raging snowstorm sums up the selfless sacrifice of the Cold War defender. Without SP members, guarding our nuclear missile sites, our alert bombers, and munitions (MUNS) sites this victory would not have been possible. 1990s The 1990s pointed out the need for a highly trained and mobile expeditionary force capable of deploying anywhere at any time to defend Air Force personnel and resources. Operation Desert Storm found SP involved in a large-scale war on foreign soil for the first time since the Vietnam conflict. Operation DESERT SHIELD Operation DESERT SHIELD began in August 1990. The objective was to defend Saudi Arabia in the wake of the invasion of Kuwait by Iraq. In January 1991, Desert Shield turned into Operation Desert Storm and the objective became the liberating of Kuwait from Iraqi occupation. During Operations Desert Shield and Desert Storm, SP personnel secured air bases, providing dignitary support, securing classified information and resources, and counterterrorism. In August 1995, Air Base Defense Training moved back to Camp Bullis, Texas, and was, once again, under control of the Air Force. Operation Joint Endeavor in Bosnia also began in 1995. There, SP units conducted convoy operations and acted as a peacekeeping force. Khobar Towers On June 25, 1996, three SF members—Staff Sergeant Alfredo Guerrero, Senior Airman Corey Grice, and Airmen First Class Christopher Wager—were conducting sentry duty on the roof of a dormitory at Khobar Towers (fig. 1–4) in Saudi Arabia. Just after 2200 hours, they noticed a suspicious vehicle pull up outside the compound’s northern perimeter fence and the occupants suddenly run away. Suspecting terrorist activity, Sergeant Guerrero directed the evacuation of the building. The vehicle exploded approximately three and one half minutes later, leaving 19 Airmen dead and more than 260 injured in its wake. The three defenders continued to evacuate wounded and assist with first aid after the explosion. Their quick reaction saved numerous lives and prevented further loss of personnel. All three received the Airman’s Medal for their efforts. For Official Use Only 1–8 Figure 1–4. Khobar Towers. Career fields merge The bombing of Khobar Towers prompted then Secretary of the Air Force, Dr. Sheila Widnall, to state … “our review of the facts and circumstances surrounding it (the bombing) has drastically altered the way the Air Force thinks about, prepares for, and defends threats to the safety of our forces.” In light of the changed environment, the Air Force directed and instituted actions to ensure force protection changes met those threats. On October 31, 1997, the Security Specialist, Law Enforcement Specialist, and Combat Arms Training and Maintenance career fields merged into one career field renamed Security Forces. The SF career field merger was necessary because the design of the previous organization no longer existed—the Cold War. During the lengthy contingency and the relative mission stability derived from a clearly defined threat/mission, SP could afford the luxury of highly specialized personnel performing singular skills at fixed locations. The SF new mission became force protection. This mission knows no boundaries of responsibility and varies by degree at different locations based upon the threat. Additionally, we must prepare SF members to perform non- traditional missions such as humanitarian relief, nation building, or migrant/refugee camp security. In response to the ever-changing threat and the increasingly expeditionary nature of the Air Force, SF made a number of organizational changes in 1997. 820th Security Forces Group activated The 820th Security Forces Group (SFG) was activated on 17 March 1997 at Lackland AFB, TX. The design of the 820th allowed the unit to deploy to a location with the initial deployment of forces, set up defenses, turn the mission over to follow-on forces within 90 days, and redeploy to home base to wait for their next tasking. The group was designed to be multifunctional, therefore only half of its 68 headquarters manpower authorizations were SF; the remainder came from fields such as Air Force Office of Special Investigation (AFOSI), intelligence, communications, logistics, transportation, and explosive ordnance disposal. For Official Use Only  1–9 In June 1997, the new Force Protection Battlelab joined the 820th SFG at Lackland AFB, TX. Created to explore and integrate technology, tactics, and training to increase Force Protection readiness. Like the 820th, the Battlelab was a multi-disciplinary organization integrating SF personnel with experts from AFOSI, civil engineering, communications, aviation, medical, and contracting fields. The Battlelab focused on finding off-the-shelf items with the capability of playing a role in force protection rather than developing new systems: chasing ideas not technology. The Battlelab actively solicited ideas from SF members who were performing the security mission. The 820th moved to Moody AFB, GA, in 2000 and stood up three permanent squadrons, the 822nd, 823rd, and 824th Security Forces Squadrons. Air Force Security Forces Center established On November 12, 1997, The Air Force Security Police moved from Kirtland to a facility at Lackland AFB, TX, and officially became the Air Force Security Forces Center (AFSFC). Established as a direct reporting unit to the Headquarters, USAF, and to function as the Air Force Center of Excellence for force protection. In addition to overseeing the 820th SFG and Force Protection Battlelab, the AFSFC had four divisions: operations, plans and programs, corrections, and force protection. Brigadier General Richard A. Coleman was the moving force behind this consolidation at Lackland. Air Mobility Command (AMC) also adopted the concept of a “first in” security force early in 1997 with its Phoenix Raven Program. Raven teams of two or more personnel, specially trained and equipped SF personnel, deploy as aircrew members on AMC missions. The Raven teams help detect, deter, and counter threats to AMC aircraft by performing close-in aircraft security; advising aircrews on force protection measures; conducting airfield assessments and assisting aircrews in the performance of their duties when not performing their primary security duties. The Phoenix Ravens were specially trained volunteers who attended an intensive eight-day course at the Air Mobility Warfare Center at Fort Dix, New Jersey focusing not just on combat skills, but on human relations and international law. The 2000s: The Global War on Terror The terrorist attacks on September 11, 2001 and the ensuing Global War on Terror brought about broad changes in how SF conducted its home station and deployed mission. Beginning on September 11, 2001, and continuing through the next year, the Air Force logged 23,733 total sorties in defense of the airspace of the US. Enhanced security of military facilities was a key part of Operation Noble Eagle and contributed to major force commitment involving thousands of Airmen from the Air National Guard, Air Force Reserve, and regular Air Force; hundreds of fighters, tankers, and airborne early warning aircraft were utilized during this period. SF leaders assumed Force Protection Condition Bravo in the continental US (CONUS) would be the maximum sustained effort needed, but bases remained at the more labor-intensive Force Protection Condition Charlie as the new standard. This heightened security level placed heavy demands on SF personnel due to increased installation patrols, identification checks, and vehicle checks. On September 18, 2001, Congress authorized President George W. Bush to use all necessary and appropriate force against those nations, organizations, or persons he determined planned, authorized, committed, or aided in the terrorist attack occurring on September 11, 2001. It was determined the Taliban government of Afghanistan harbored the organizations attacking the United States. President Bush requested the cooperation of the Taliban government in apprehending the terrorists and bringing them to justice. With no response received from Mullah Omar, the leader of the Taliban government, by the president’s October 7, 2001 deadline, the president addressed the nation and announced he had ordered an attack on Afghanistan’s Taliban regime. The president noted this military action was part of a campaign against terrorism, another front in a war already joined through diplomacy, intelligence, the freezing of financial assets, and the arrests of known terrorists by law enforcement agents in 38 countries. The military operation launched against the Taliban was “Operation For Official Use Only 1–10 ENDURING FREEDOM.” On December 16, 2001, members of the 86th Contingency Response Group (CRG), including the 786 SFS, from Ramstein AB, Germany, labored in the bitter cold of winter to build a base from scratch at Manas International Airport, in the former Soviet republic of Kyrgyzstan. Within three months, 200 tents were set up, more than 12 million pounds of cargo and over 1,000 troops were processed. The 376th Air Expeditionary Wing (AEW) later took over operations from the 86th CRG and the 822 SFS arrived to take over security. Along with performing force protection duties on base, they went outside the wire patrolling nearby villages to conduct counter insurgency operations aimed at deterring standoff attacks and developing a rapport with the villagers. On March 19, 2003, the United States opened another front on the war on terrorism when it began an aerial bombardment of Iraq to kick off Operation Iraqi Freedom. As SF members supported the effort by securing airfields around the world, others prepared to enter Iraq itself. The same day, a 13-person team from the Arizona Air National Guard’s 161 SFS, assigned to the 305th Tanker Airlift Control Element from McGuire AFB, NJ, moved into the captured Iraqi Tallil AB near the city of Al Nasiriyah. This unit claimed the honor of being the first SF team in Iraq and for Staff Sergeant Dena Brackin the title of first female SF member in the war zone. Defenders from the 822 SFS, as part of the 407 Air Expeditionary Group SFS, soon joined them as part of a convoy from Kuwait. Assisting its sister services would require some of the most fundamental changes in the Air Force in general and the security forces in particular since the creation of the Air Force in 1947. New, non- traditional missions taken on by the Air Force to assist the Army and Marines brought many of these changes about. One of these new tasks was convoy escort duty. On March 26, 2003, the 786th SFS conducted the career fields first combat parachute assault when 18 of its paratroopers jumped into Bashur Airfield, Iraq in conjunction with the 173rd Airborne Brigade to open up the northern front in Iraq during Operation Iraqi Freedom. Their objectives included establishing communications, controlling runway-crossing points, conducting airfield survey, analyzing air base defense requirements and preparing to receive Air Force C–17’s bringing in another 1,200 soldiers and vehicles of the brigade’s assigned and attached Units. The airfield would also serve as a secure location to bring in tons of humanitarian relief supplies for distribution to displaced civilians in the region. In 2004, the Army and Marines requested help from the Air Force to conduct ground convoy security. One of the first in-lieu of taskings, convoy escort duty, was a new mission for the Air Force, and gave rise to a new type of organization: the Aerospace Expeditionary Force Transportation Company. Designated a company in the Army model rather than a squadron, these organization’s subunits were designated platoons rather than flights and were commanded by senior non-commissioned officers. After training at Army bases stateside, the 2632d Aerospace Expeditionary Transportation Company arrived at Balad ABG, Iraq in April 2004. The Airmen in these special units operated 5-ton gun trucks mounting.50 caliber machine guns in makeshift armored turrets. To prepare them for this new duty, SF Airmen developed curriculum and trained Airmen at the Air Force’s Basic Combat Convoy Course (BC3) at Camp Bullis San Antonio, TX. The training included weapons use, tactics, maneuvers, and small-unit and leadership skills to prepare them for convoy escort duties. SF also served as escorts themselves. The duty was dangerous; convoys were and remain ripe targets for terrorist attacks and improvised explosive devices (IED) and have taken a deadly toll. On January 1, 2005, Task Force (TF) 1041, built around a squadron of the 820 SFG, launched Operation Desert Safe Side, a 60-day operation designed to kill or capture insurgents responsible for bombarding Balad Air Base with mortars, some with up to a 6.5 kilometer range. TF 1041 implemented the aggressive base defense doctrine originally designed for the Vietnam Era 1041 SPS was originally designed for, but was unable to execute. TF 1041’s area of operation was one of the region’s most violent areas and encompassed a rectangle 10 kilometers wide and 6 kilometers deep For Official Use Only  1–11 stretching from the Balad perimeter to the Tigris River. In 60 days, TF 1041 captured 17 high value targets (high ranking insurgents and terrorists), eight major weapons caches, 98 other insurgents and terrorists, and reduced enemy attacks to near zero. Another unique mission of SF in Iraq was helping staff US Central Command’s (CENTCOM) largest internment facility at Camp Bucca. SF were part of this truly joint effort (Army and Navy forces were also involved) from January 2005 to December 2009. At its peak, the facility housed over 20,000 detainees, making it the largest facility of its kind in the world. In its compounds, SF troops were responsible for the direct care of detainees to included ensuring food, water, and medical care was available. SF also helped establish a training course for the Iraqi correctional officers who worked at their sides. Besides working in a corrections environment inside the facility, SF helped provide security for the compound. Defenders staffed towers, conducted perimeter patrols, provided entry control, and provided a Quick Reaction Force (QRF). The QRF conducted detainee in processing, searched the compound for contraband, and provided tactical response to disturbances. On February 1, 2006, the Air Staff abandoned its traditional two-letter system of designating offices in favor of the joint services A-staff organization. As part of this reorganization, the director of SF and force protection moved from the operational side of the house to the mission support side as it realigned from XO to the DCS for Logistics, Installations, and Mission Support or A4/7. As part of the realignment and the adoption of the A-staff organization, the director’s office symbol changed from XOF to A7S. In August 2006, during the height of sectarian violence in Iraq, SF was tasked to train and deploy a police transition team to Baghdad. The mission of the unit was to train Iraqi police forces, and help the people of Iraq take back some of the city’s most dangerous neighborhoods from insurgents. The unit accomplished its mission despite being the constant target of ambushes, IED attacks, and sniper fire. The initial unit tasked with this operation was the 824 SFS from Moody AFB, GA. Subsequent rotations were filled by volunteers throughout the SF career field who were brought together to train for two months at an Army Power Projection Platform (PPP) prior to departing for Iraq on a one-year deployment. A second detachment was tasked, trained, and deployed in January of 2009 to Mamadia, Iraq, south of Baghdad. In the summer of 2008, the 332d Expeditionary Security Forces Group stood up at Balad AB, Iraq, which is the most important hub for air activity in the Iraq Theater of Operations. This marked the first time since the Vietnam War where SF personnel assumed full responsibility for the security of a major air base in a combat zone. The unit, with close to 1,000 members (over 600 SF plus coalition forces), provides all interior security, entry control, and air provost services to the base. Additionally, the group supported the outside-the-wire mission with defenders who have received extensive specialized training at the 99th Ground Combat Training Squadron, Creech AFB, NV. The publication of the new AFI 31–101, Integrated Defense, in October 2009 represented a transformational change in the way SF protects Air Force resources. Prior SF doctrine mandated a resource focus requiring directive-based compliance to secure our assets. A Cold War paradigm was not in line with the current threat environment. By shifting to a threat-focused, capabilities-based perspective, defense of resources transforms from an ownerless directive-centric operation to a capabilities-based operation focused on deterring and defeating threats. In addition, the Integrated Defense Risk Management Process (IDRMP) implemented in AFI 31–101, gives commanders a tool to determine how to best use their scarce resources to deliver enduring integrated defense against threats to the Air Force mission. On May 19, 2010, during defense of Bagram Air Base, Afghanistan, SF along with close air support halted an attack consisting of small arms fire, indirect fire, and suicide bombers. Enemy forces failed to penetrate the perimeter of the base, resulting in unhindered air operations. The three-hour fight resulted in 19 Taliban killed and four captured. For Official Use Only 1–12 On November 13, 2010, Forward Operating Base (FOB) Fenty in Jalalabad, Afghanistan, was attacked by enemy force in multiple sectors along the west perimeter of the FOB. SF initially engaged the enemy and with support of rotary wing air support halted the attack consisting of small arms fire, indirect fire, and suicide bombers. Enemy forces failed to penetrate the perimeter of the FOB, resulting in unhindered operations for key Army Task Force resources. Self-Test Questions After you complete these questions, you may check your answers at the end of the unit. 001. Security Forces history 1. In 1943, as a result of the reorganization of the War Department, what were the Army Air Force military police companies renamed? 2. When did the designation “Air Police” come into effect? 3. Why was base defense training discontinued in 1956? 4. When and to whom was the first Air Police shield issued? 5. When was our current shield adopted? 6. Primarily, why do SF members wear distinctive uniforms? 002. Key events impacting our career field 1. In the initial stages of the Korean War, why did American and South Korean forces fall back? 2. Based on the experience of Korea, the Air Force was led to make what base defense decision? 3. In the 1960s, why was the name Air Provost Marshal dropped in favor of Director of Security and Law Enforcement? 4. Explain Operation Safe Side. For Official Use Only  1–13 5. What career field milestone occurred in Nov 1971? 6. What is the purpose of the Shift Commander Program, and in what year was it introduced? 7. During GLCM deployments, what role did Security Police play? 8. What event found SP units involved in war on a large scale on foreign soil for the first time since the Vietnam Conflict? 9. After Khobar Towers, what action did the Air Force direct to ensure force protection changes were instituted? 10. In what way did Air Mobility Command adopt the “first in” security force concept? 11. After the terrorist attacks on September 11, 2001, what heightened security levels placed heavy demands of SF personnel? 12. What unit conducted the career fields first combat parachute assault? 1–2. Our Culture and Career Path Our vision is mission-ready, resilient, and air-minded security forces organized, trained, and equipped to deliver enduring integrated defense against threats to Air Force, Joint, and Coalition missions. Every Airman, enlisted and officer, must be knowledgeable in basic police and integrated defense skills. We must be great leaders, great followers, and must rigorously train our bodies and minds to meet the challenges of the Air Force mission. As an SF member, you are part of a team, whether it is a part of a fire team, a squad, a flight, or other unit. The failure of any one person to fulfill their responsibility to the mission can have potentially devastating consequences for the team and the Air Force mission. 003. Our mission and culture The mission of all SF is to protect, defend, and fight to enable Air Force, Joint, and Coalition mission success. Changes in threats and world events make Integrated Defense (ID) the primary SF mission. ID is the application of active and passive defense measures, employed across the legally defined ground dimension of the operational environment, to mitigate potential risks and defeat adversary threats to Air Force operations. ID skill sets are applicable across the spectrum of conflict and include nuclear and non-nuclear security, operational doctrine, standards and policy, physical security, integrated defense, combat arms, law enforcement, Air Provost, antiterrorism, crime prevention, resources protection, corrections, and the Department of Defense Military Working Dog Program. For Official Use Only 1–14 SF culture The Air Force expects, and the nature of the mission demands, SF personnel are first in and fit to fight when they arrive at a duty location. Consequently, it was deemed the SF career field needed a symbol of its commitment to and focuses on the wartime mission of ground defense in addition to the traditional symbol, the SF shield. The Defensor Fortis emblem and motto are descriptive of the career field direction and present a strong visible symbol of the Force Protection commitment to the Air Force and the public. Defensor Fortis Our motto adopted in 1997 is Defensor Fortis or Defenders of the Force. Our symbol is the Falcon over crossed runways. Derived from the heraldry of the Vietnam Era Operation Safe Side 1041st Security Police Squadron (Test) this evolved into the 82nd Combat Security Police Wing whose mission was to provide the Air Force with worldwide ground defense capability and it serves as the model for modern SF operations. The use of this unit’s heraldry is appropriate and significant. Blue alludes to the sky, the primary theater of Air Force operations. Yellow refers to the sun and the excellence required of SF members. The crossed runways represent all bases and Air Force operations. The falcon, with talons extended, is swooping in on its prey symbolizing force protection. 004. Security Forces unit S-function structure The Defense Force Commander (DFC) and the S-Staff plan, direct, coordinate and integrate the efforts of all ID assets under their control. The DFC is also the primary coordinator with other elements, including US host nation (HN) or allied forces. The entire staff normally operates from the Base Defense Operations Center (BDOC) when space is available. The DFC The DFC is responsible for the total execution of the ID mission, to include tactical employment, training, administration, personnel management, and sustainment of ID forces. They must know the capabilities of their forces and support weapons and exercise authority through the chain of command. There are times when it might be necessary to request support from higher headquarters (HHQ) to accomplish the ID mission. Unit S structure On 4 April 2006, the Air Force Vice-Chief of Staff approved the SF request to align in a “S” Staff organizational structure. This move created the standardization of our organization both at home station and at deployed locations. The SF unit structure consists of six main areas: S-1/Administrative, S-2/ Intelligence, S-3/Operations and Training, S-4/Logistics, S-5/Plans and Programs, and S-6/Communications. The following paragraphs will identify and explain each “S” function and its role. S-1/Administrative The S-1 branch is responsible to the DFC for all plans, estimates, reports, and requests as they relate to personnel and administrative matters. Some of the duties of the S-1 include maintenance of unit strength such as loss estimates and personnel reports and records, personnel management, development of maintenance of morale, decorations and awards, health services, maintenance of discipline, and headquarters management. S-2/Intelligence The S-2 branch is comprised of antiterrorism, force protection, and investigations sections. Antiterrorism and force protection The antiterrorism/force protection section develops and writes installation antiterrorism policy. They also conduct program reviews, staff assistance visits, and exercises for both host and associate For Official Use Only  1–15 organizations. Individuals assigned to this section work closely with base agencies such as civil engineering to ensure vulnerabilities are reduced or eliminated. Investigations SF investigators are primarily responsible for investigating crimes and incidents requiring more detailed or specialized analysis than most SF personnel are used to conducting while assigned to flight. SF investigators are responsible for safeguarding crime scenes released to OSI. S-3/Operations and Training The S-3 branch is typically the largest and comprised of the operations and training sections. Operations The operations section is responsible for the day-to-day operational ID matters, to include all plans, movements, training, and communications. Training The objective of the SF Training Program is to build aggressive, lethal, highly maneuverable, air- minded, capabilities-based, and combat-focused defenders. Trained defenders will possess enhanced individual and collective skills running the gamut from law enforcement and security operations to high-order infantry type skills ensuring the delivery of ID desired effects and mission success. The SF Training Program encompasses Home Station Training (HST), Combat Readiness Training (CRT), AF Expeditionary Skills Training (EST), Base Security Operations (BSO) training and Formal Training. The program ensures the execution of all required upgrade training (UGT) and HST needed to build, reinforce, and sustain SF’s ability to deliver enduring ID against threats to Air Force, Joint and Coalition missions. SF training programs must be rooted in the evaluate-train-evaluate methodology. Evaluate-train-evaluate ensures members are proficient in the identified task, by first evaluating, identifying weak areas, and in turn, training those areas to a level of proficiency. S-4/Logistics The S-4 branch includes positions such as resource advisor, mobility and readiness, supply, combat arms, armory, and vehicle sections. Resource advisor The resource advisor (RA) manages the unit’s funds for the commander. The RA is responsible for budgeting funds and developing an operations budget to ensure continued mission operations. RAs monitor and help prepare resource estimates. They help develop obligations and expense fund targets, monitor the use of resources in daily operations compared to projected consumption levels, and serve as the primary points of contact (POC) on resource management matters pertaining to their responsibility center. The responsibility center manager appoints RAs in writing Mobility and readiness The mobility and readiness section reports to the commander on matters concerning the accuracy of the unit designed operation capability statement (DOC). They report the status of the unit’s war fighting readiness to higher headquarters by ensuring the Status of Resources and Training (SORT) and Aerospace Reporting Tool (ART) are up-to-date. Additionally, they maintain and safeguard the unit’s mobility equipment and ensure the proper scheduling of regional training for unit type code (UTC) teams. Supply Supply section personnel monitor equipment and supply accounts. They also issue supplies and equipment as required. Additionally, they act as a liaison between the unit, base supply, and hazardous material (HAZMAT), General Services Administration (GSA), and Defense Reutilization Marketing Office (DRMO). For Official Use Only 1–16 Combat Arms Combat Arms section personnel provide instruction for installation personnel concerning safety and qualification on assigned small arms weapons. They perform weapons inspections, repair, and maintenance of all installation weapons. Additionally, they manage the unit ammunition and weapons accounts and provide oversight and direction to their unit’s armory. Armory Armory personnel are responsible for the security and accountability of all SF and select base weapons, associated munitions, and equipment. Armory personnel serve as custodians for munitions accounts as well as issue, receive and store weapons, ammunition, equipment, and provide storage and control of base privately owned weapons. Vehicles The vehicle section is typically your first stop for any problems involving vehicles assigned to your unit. The vehicle section is responsible for maintaining the unit’s vehicle fleet. Additionally, the vehicle section ensures vehicle operators are fully trained and knowledgeable on how to operate assigned vehicles. S-5/Plans and Programs The S-5 section consists of several different, but equally important, sections such as, pass and identification, reports and analysis, plans, installation security, physical security, resource protection, police services, and maintaining the Security Forces Management Information System (SFMIS). Pass and identification The duties of the pass and identification section include planning and monitoring the issuance and control of identification media to include vehicle registration, restricted area badges, and other media as required. Additionally, they manage the pass and registration mobility processing requirements. Reports and analysis The reports and analysis section process reports on incidents and investigations, maintains barment and driving revocation files. This section also provides investigative and background information to authorized requesting agencies. Additionally, reports and analysis maintains criminal incident data and provide required statistical and information reports/analysis as needed or required. Plans The plans section develops, coordinates, and publishes all SF installation-level publications. This includes the base Integrated Defense Plan (IDP) and SF annexes to all installations plans. Installation security Installation security sections are responsible for training unit custodians/monitors, documenting and filing program orientation and training, as well as forwarding copies of the training memorandums to the custodians/monitors for their files. This section also reviews criminal statistic data to analyze crime patterns/trends and provides crime prevention recommendation strategies. Installation security analyzes crime data for unit commanders, police services, and other interested agencies as well as interacting with civilian authorities through AFOSI. Lastly, this section develops media campaigns to publicize the base crime prevention program and inform the populace on criminal problems. Physical security The physical security section personnel develop and write installation physical security policy to ensure and maintain the appropriate level of physical security during normal and increased threat environments. The noncommissioned officer in charge (NCOIC) of physical security is responsible for the coordination of security for deployed resources and ensures the installation and SF personnel For Official Use Only  1–17 are prepared by conducting exercises and reviews to evaluate the installation’s physical security posture. Resource protection The Resource Protection Program (RPP) manager coordinates and performs two types of surveys: initial and periodic. The RPP manager and the owner/user commander maintain completed surveys. They use the survey results to review a unit’s program to determine if it adequately protects assigned resources from criminal or terrorist acts. These surveys also recommend program improvements and provide feedback for command action. Additionally, the RPP manager conducts annual anti-robbery exercises on funds facilities storing over $100,000 and annual controlled penetration exercises on category I, II, III and IV Arm, Ammunition and Explosive facilities (AA&E) as well as Sensitive Compartmented Information Facilities (SCIF). Police services The police services section manages a wide range of general law enforcement services provided to the installation. Below are a few programs police services personnel could perform. Corrections Police services personnel assigned to the corrections staff provide pretrial and post-trail confinement, processing, supervision, and program management investigations. Crime prevention Police services personnel directly interact with the base populace and provide guidance and procedures aimed at protecting both personal and government property. Additionally, they work directly with the reports and analysis section for historical data to manage the unit directed run schedules. Lastly, they positively interact with the base populace by using programs such as McGruff–the Crime Dog, National Night Out, and many other events aimed at educating the base populace. Security Forces Management and Information System The Security Forces Management and Information System (SFMIS) was developed to improve the day-to-day operations of the Air Force SF and meet the congressionally mandated Defense Incident- Based Reporting System (DIBRS) requirements. S-6/Communications The S-6 is a functionally organized staff controlling and coordinating joint signal services for all elements in the joint operation or exercise. Additionally, the S-6 is responsible for ensuring all equipment is in proper working order, having sufficient and applicable equipment to meet mission requirement, and enforcing communication security (COMSEC) procedures. 005. Security Forces career path The SF career field performs a variety of force protection duties. To carry out these duties, you must continue to develop the skills necessary to progress to greater levels of responsibility and professional competence. The Air Force Security Forces Center publishes the SF Career Field Education and Training Plan (CFETP) under the authority of AF/A4SM, the Air Force career field manager (AFCFM) to specify the training needed to develop and progress throughout a career in SF. The CFETP is located in each SF member’s training record. You should be familiar with the contents of the CFETP as it provides a concise roadmap for your successful progression in the SF career field. Skill advancement requirements The following skill-level requirements are outlined in your CFETP. Knowing these will help your career progression (fig. 1–5) and allow you to make solid decisions about your future. For Official Use Only 1–18 Figure 1–5. Security Forces career field pyramid. Apprentice (3-skill level) Knowledge of the following is mandatory for the apprentice 3-skill level:  SF weaponry, laws, directives, programs, policies, and procedures governing SF activities.  Installation security, weapon system and resource security, antiterrorism, law enforcement, investigations, and military working dogs (MWD).  Air base defense, training, pass and registration, civilian work force, and combat arms. The following training courses are mandatory for award of the AFSC indicated:  3P031: Completion of the SF apprentice course.  3P0X1A: Completion of the MWD handler apprentice course. However, you must possess AFSC 3P051 prior to entering the MWD handler apprentice course. Direct entry of active duty AFSC 3P031 and prior service personnel may be permitted by HQ USAF/A4SM as required.  3P0X1B: Mechanical score of 35 or better on the Armed Services Vocational Aptitude Battery (ASVAB) and completion of Combat Arms Apprentice Course. Air National Guard (ANG) and Air Force Reserve (AFR) personnel may enter this course directly (pipeline) from the SF apprentice course. ANG units must have a waiver approved by ANG/A4S prior to submitting a school request. After graduation, they must complete all core and combat arms upgrade requirements. Active duty SF members must possess AFSC 3P051 prior to entry. Direct entry of active duty AFSC 3P031 and prior service personnel may be permitted by HQ USAF/A4SM as required. For Official Use Only  1–19 Journeyman (5-skill level) Knowledge mandatory at this level is the same as the 3-skill level plus the following for the award of the 3P051 AFSC:  3P051: Must complete the Security Forces Journeyman CDC, a minimum of 12 months on- the-job training (OJT) (9 months for retrainees), and applicable 5-level core tasks for award of AFSC 3P051.  3P051A: Must complete the Military Working Dog Journeyman CDC (3P051D), a minimum of 9 months on-the-job training and applicable 5-skill level core tasks on the MWD specialty training standard (STS) for award of AFSC 3P051A.  3P051B: Must complete the Combat Arms (CA) Journeyman CDC (3P051C), a minimum of 9 months on-the-job training and applicable 5-skill level core tasks on the CA STS for award of AFSC 3P051B. SF members must complete additional requirements as outlined in the CFETP before being awarded the 5-skill level. Craftsman (7-skill level) Knowledge mandatory at this level is the same as the previous levels. For award of the 3P071 AFSC, the individual must complete the SF Craftsman 7-skill level CDC (must be done before attending the resident course), and attend the SF Craftsman resident course. Minimum rank of SSgt, 12 months OJT (six months for retrainees) and applicable 7-skill level core tasks (on the core STS) are mandatory for award of AFSC 3P071. SF members must complete additional requirements as outlined in the CFETP before award of the 7-skill level. In addition, personnel in AFSC 3P051A, who have been awarded a 7-skill level and have attained the rank of TSgt, will be awarded the Special Experience Identifier (SEI) 311 and their control AFSC will be 3P071. Personnel in AFSC 3P051B, who have been awarded a 7-skill level and have attained the rank of TSgt, will be awarded the SEI 312 and their control AFSC will be 3P071. Superintendent (9-skill level) Knowledge of the following is mandatory for the award of the 3P091 AFSC:  SF weaponry and laws, directives, programs, policies, and procedures governing SF activities.  Installation security; weapon system; and resource security, antiterrorism, law enforcement, investigations, and MWD function.  Integrated defense (ID), armament and equipment, training, pass and registration, and combat arms. In addition, personnel must have a qualification in and possession of AFSC 3P071. They should also have experience in leading, managing, and directing SF activities. The minimum upgrade times for retrainees consist of 9 months for 5-level and 6-months for 7-skill level UGT. Also, retrainees must complete all other mandatory requirements (including grade requirements) for the applicable skill level prior to award of the 9-skill level. For Official Use Only 1–20 Self-Test Questions After you complete these questions, you may check your answers at the end of the unit. 003. Our mission and culture 1. Where is the integrated defense applications of active and passive defense measures employed? 2. What year was, the Defensor Fortis emblem and motto adopted? 3. What do the crossed runways on the SF flash represent? 004. Security Forces unit S-function structure 1. What are the DFC responsibilities? 2. What are the duties of the S-1? 3. What sections comprise the S-2 branch? 4. What type of duties do combat arms personnel perform? 5. What functions fall under the S-5/plans and programs branch? 005. Security Forces career path 1. What agency publishes the SF CFETP? 2. What knowledge is mandatory for the apprentice 3-skill level? For Official Use Only  1–21 3. What skill level must an SF member possess prior to entering the MWD handler apprentice course? 4. Personnel in 3P051A who are awarded the 7-skill level and attain the rank of TSgt are awarded what SEI? 1–3. Ethics and Integrity As SF members, we are obligated to perform our duties in a professional, courteous, and impartial manner. Your on- and off-duty conduct must be above reproach. Lapses in discipline, unethical behavior, and lack of integrity will not be tolerated. Use your chain of command whenever you are in doubt as to your actions in a given situation. 006. Security Forces ethics In almost all cases, you will be the first person contacted when assistance is needed. Adhering to our Code of Conduct and General Orders ensures mission accomplishment and preserves our respected career field. Always conduct yourself with the highest degree of ethics and integrity; these are the cornerstones of our profession. Code of Conduct The Code of Conduct is a guide for actions during war and as prisoners of war. It is an acceptance of responsibility for actions honorable to the United States. The Code of Conduct is applicable to all military personnel regardless of duty position or branch of service. In our role as the primary defenders of the force, we stand a greater risk of coming in contact with the enemy than most other career fields. As such, the Code of Conduct should be taken to heart. It is a proven source of guidance during the most difficult times. Security Forces General Orders SF duties and responsibilities can vary greatly from one location to another, but the General Orders overarch the whole spectrum of our duties and serve as an important guide while performing those duties. The number of posts, the limits of those posts, and responsibilities of those posts are determined logically; however, the basic SF General Orders remain the same. They are as follows: I. I will take charge of my post and protect personnel and property for which I am responsible until properly relieved. SF members have been entrusted with the protection of personnel and resources and as such will not leave nor abandon any post. They will stay within post limits until properly relieved. This is true regardless of how long you have been posted there and what the conditions may be. In the event an extenuating circumstance should occur, the second General Order below provides further guidance. II. I will report all violations of orders I am entrusted to enforce and will call my superior in any case not covered by instructions. SF members have the authority to apprehend anyone violating those orders. If any situation arises not covered by written instructions, contact your superiors for guidance. If SF members cannot contact superiors, they must exercise discretion and act according to their training, best judgment, and common sense. III. I will sound the alarm in case of disorder or emergency. SF members must report any event threatening the security of the installation or endangering life or property. They must also take reasonable actions to save life and property and/or lessen danger. For Official Use Only 1–22 007. General conduct guidelines Although every situation you will encounter will present its own set of circumstances, the following general guidelines should be followed: GENERAL CONDUCT GUIDELINES Situation Guidelines Exercising Authority As on-duty SF members, you are the visible representatives of the US government, the Air Force, the installation commander, and the DFC. It is your duty to accept the authority entrusted to you and to carry out this important trust impartially, firmly, and in a manner, that commands respect from the public. Fulfilling the Mission The enforcement of laws and regulations dealing with members of the US Armed Forces brings you into direct contact with the public. In fulfilling your mission, you must deal with offenders in a dignified manner. Refrain from being disobedient, insulting, or offensive with whom you come in contact. Personal Appearance Maintain a high standard of appearance in accordance with (IAW) AFI 36–2903, Dress and Personal Appearance of Air Force Personnel. Set the example for all to follow. Personal Attitudes Perform your duties in an impartial, just, friendly, and helpful manner. The Air Force will not tolerate biases based on age, physical disability, race, religion, national origin, creed, or gender. Do not discuss offenses or incidents, except in the line of duty. In addition, you cannot accept any advantage, gratuity, or reward for performing official duties. Assistance to Others Render assistance to the public. Promptly assist any injured or ill individuals. Attention to Duty Remain mindful of your duty commitments. Do not consume any form of intoxicant while on duty or within eight hours of a tour of duty. Seeking Favors Do not seek personal advantage through your status as a SF member. Do not try to gain favor or popularity by showing favoritism, overlooking violations, or otherwise failing to enforce the law. Punishment of You have the authority only to apprehend based on reasonable grounds. Do not punish Offenders offenders. Use your discretion to correct, caution, or warn someone for minor violations of the law, but you may not admonish or reprimand. Apprehension of Protect the health and welfare of all apprehended suspects. Use force in accordance Suspects with AFI 31–117, Arming and Use of Force by Air Force Personnel. The USAF will not tolerate the intentional mistreatment of apprehended suspects. Do not use abusive, profane, or insulting language toward a suspect or show disregard for the suspect’s valuables, personal property, or physical well-being. Dealing with Apprehend personnel obviously intoxicated beyond any sense of self-control and Intoxicated Persons mobility. Make every effort to avoid verbal and physical confrontations. Off -Duty Conduct You represent security forces 24 hours a day, regardless of the duty schedule. Therefore, your conduct must always remain above reproach. Unique to the SF career field is the SF pledge (fig. 1–6), a promise to the United States, the Air Force, individual SF members, and all those who came before to honor the past, protect the present, and secure the future. It is also a promise to be ready to act and live the ideals guiding the actions of all SF members. For Official Use Only  1–23 Figure 1–6. SF pledge. Self-Test Questions After you complete these questions, you may check your answers at the end of the unit. 006. Security Forces ethics 1. To whom does the Code of Conduct apply? 2. What are your actions according to General Order number II, if you cannot contact a superior? 007. General conduct guidelines 1. As on-duty SF member, what are your guidelines for exercising authority? 2. What general conduct guideline would you violate if you consumed alcohol within 8 hours prior to duty? 3. What is the SF pledge? For Official Use Only 1–24 1–4. Security Forces Occupational Hazards Our career field is one of the most hazardous in the Air Force, making us more susceptible to hazards. Not only are we exposed in our day-to-day duties, we are also susceptible on the flight line where there are aircraft, major accidents, fires, traffic accidents, assaults, and entry control points. In this section, we will discuss some of the hazardous you may come across, ways to help you protect yourself, and Resiliency Training. 008. Career field hazards As an SF member, you are classified as a first responder. SF personnel respond to everything happening on an Air Force installation. Understanding this and being prepared will greatly enhance your capability to come through these situations unharmed. The first hazard we will cover is vehicle pursuits, then flight line safety, excessive noise hazards, heat injuries, cold injuries, and additional hazards MWD handlers and Combat Arms personnel encounter. Vehicle pursuit Pursuit driving is inherently dangerous and should be avoided except in extreme situations. Examples of extreme situations include pursuing a vehicle with material extremely dangerous to others, such as nuclear, biological, or chemical munitions or components and pursuing a vehicle whose occupant(s) are suspects in an incident authorizing the use of deadly force. In situations where deadly force would not be authorized and high speed pursuit is not preferred, consider alternative courses of action, such as vehicle intercept where SF strategically move their vehicles into a position to block or disable the suspect vehicle and use of barrier system or Stop Sticks. Safety At no time will pursuit driving endanger the public or SF personnel involved in the pursuit or USAF resources. When engaged in a vehicle pursuit, SF personnel must weigh the need to immediately apprehend a suspect against the danger created by the pursuit. Extreme caution must be exercised to ensure public safety. Responsibility The decision to pursue an offender rests with each vehicle operator; however, on-duty SF supervisors can, at any time, order termination of any vehicle pursuit. Carefully evaluate each situation and consider the following factors:  Mission impact.  Local policy.  Danger to the public.  Danger to self and fellow patrols.  Experience and training.  Weather and road conditions.  Time of day (e.g., Is it rush hour? Has school just let out? Is it the middle of the night with deserted streets?)  Facilities located along the route (e.g., schools, hospital, shopping centers, etc.). Type of violation Even if deadly force prerequisites are met, this does not mean you may disregard the safety of the public or other SF personnel. You may be held responsible for injuries or deaths if you act with reckless disregard for the safety of others. For Official Use Only  1–25 Vehicle characteristics Use of emergency equipment is essential; therefore, ensure vehicle operators turn on the siren and emergency lights. Use both throughout the pursuit. If vehicle is not equipped with emergency lights and siren, do not pursue. The warning effect of the siren will decrease rapidly as pursuit speed increases. Use no more than two marked emergency vehicles in the immediate pursuit. Other SF vehicles will support the pursuit units without actively joining the pursuit. Position other SF vehicles to block suspect from threatening priority resources and close installation gates to contain the suspect’s vehicle on base. Radio and driving technique Use the radio sparingly and keep the frequency open for the desk sergeant and other units to assist. Where possible, use both hands on the steering wheel to maintain control. In the case of a two-person patrol, the rider conducts the radio communications. If two separate units are involved in the pursuit, the lead patrol concentrates on the suspect vehicle while the second patrol makes all radio transmissions concerning the pursuit. When transmitting, remain calm and speak clearly and coherently. Do not shout, when a pursuit begins, call the desk sergeant immediately and relay the following information:  Direction of travel.  Vehicle description and license number.  Number of occupants.  Exact reason for pursuit.  Traffic conditions and other details necessary to assist other patrols in the area. Terminating pursuit You must use good judgment throughout a pursuit and continuously evaluate whether to terminate the pursuit. Heat injuries When the mission permits, all personnel should work and exercise in a manner to allow them to gradually become acclimated to the heat and humidity in the area of operation (AO). Significant heat acclimatization requires at least 3 to 5 days and full acclimatization can take up to two weeks. Exercising in the heat and humidity for 1 to 2 hours daily and gradually increasing the workload each day can produce acclimatization. When the mission does not permit time for gradual increases in workload, then leaders and coworkers must observe each other and ensure everyone drinks plenty of water during each work period. Individuals arriving from a cold or cool climate will require additional time to become acclimatized to a hot climate. Proper hydration Depending on the heat and your activity level, you may need to drink from ½ to 1¼ quarts of water per hour. Drinking water is necessary in order to prevent heat injury. If desired, individuals may add flavoring to the water to enhance consumption. Field rations/meal(s), meals ready to eat (MRE) have flavoring for water in each meal. If the flavoring is used, add it to water in your canteen cup. Do not add flavoring to the water in your canteen; it increases the risk of contamination and illness. Never flavor the bulk source water supply. Work/rest cycles Work and rest as your leader directs. A rest period helps prevent dangerous increases in body temperatures by minimizing heat production. Work and rest in the shade, if possible. For Official Use Only 1–26 Modify uniform When directed/authorized by your commander to reduce heat stress and to protect against ultraviolet (UV) radiation, you should unblouse your pants, cover all skin exposed to sun and wear sunscreen and lip balm with a sun protection factor of 15 or higher. Additionally, protect the eyes from UV with UV-protective sunglasses, especially wraparound sunglasses, and keep clothing loose at the neck, wrists, and lower legs. Cold injuries This type of injury is most likely to occur when an unprepared individual is exposed to winter temperatures. They can even occur with proper planning and equipment. The cold weather and the type of operation the individual is involved, impacts on whether a service member is likely to be injured and to what extent. The service member’s clothing, physical condition, and mental makeup are also determining factors. Divide cold injuries into two types; freezing type injuries such as frostbite and nonfreezing type injuries such as chilblains, trench foot, and immersion foot. Wear uniform properly Wear the clothing your commander and leaders direct. Wear clothing in loose layers (top and bottom). Avoid tight clothing, including tight underwear. Keep clothing clean and dry. Remove or loosen excess clothing when working or in heated areas to prevent sweating. Wear headgear to prevent body heat loss. The body loses large amounts of heat through the head. Avoid spilling fuel or other liquids on clothing or skin. Evaporating liquids increase heat loss and cool the skin. In addition, liquid stains on clothing will reduce the clothing’s protective effects. Change wet/damp clothes as soon as possible. Wet/damp clothing pulls heat from body. Keep your body warm Keep moving, if possible. Exercise your big muscles (arms, shoulders, trunk, and legs) frequently to keep warm. If you must remain in a small area, exercise your toes, feet, fingers, and hands. Avoid the use of alcohol as it makes your body lose heat faster. Avoid standing directly on cold, wet ground, when possible. Avoid tobacco products as the use of tobacco products decreases blood flow to your skin. Eat all meals to maintain energy. Drink plenty of water and/or warm nonalcoholic fluids. Dark yellow urine means you are not drinking enough fluids! You can dehydrate in cold climates too! Military working dog safety The use of dogs in the US military has changed significantly over the years. Traditionally, dogs were used solely for detecting the enemy. Today, dogs are trained to perform variety of roles. Not only must you learn how to handle your dog, but you must use it within the perimeters of the law. While working around dogs, SF members must maintain a 10-foot safety distance from all MWDs on a leash. Approach all vehicles marked with K-9 only after talking to the MWD handler to ensure it is safe. Do not stick fingers or other objects inside kennels or kennel crates. Ensure proper training has been conducted with kennel staff before becoming or being used as a decoy. CAUTION: Do not attempt to pet or handle any MWD. Combat arms safety SF members must wear all required personal protective equipment (PPE) as outlined by the Combat Arms instructor. SF members must not have live ammunition within the classroom and must only handle weapons when instructed to do so. SF members must follow all range directions and ensure any safety concerns are brought to the instructor’s attention. SF members must use caution when handling all cleaning materials associated with weapons maintenance in accordance to Occupational Safety and Health Administration (OSHA) standards. For Official Use Only  1–27 Sight protection Eyesight is easily destroyed. It is imperative you take every precaution to protect your eyes from injury. There are several safety devices you can use to protect your eyes and face from sparks and flying objects. Some of the devices designed to protect eyesight include safety glasses, goggles, and face shields. Hearing protection Consider electronic, noise cancelling hearing protection as well as hearing protection providing two- way communication between range personnel. Bioenvironmental Engineering officials can provide specific guidance. During live-fire training, all personnel must wear hearing protection. Dual hearing protection may be necessary (for students and instructors) depending on decibel levels and exposure time. Bioenvironmental Engineering officials will determine the protection level needed based on the noise levels and exposure time. Lead exposure Lead exposure is a result of oxide dust or the fumes of metallic lead from bullets impacting or becoming lodged in backstop surfaces of indoor or outdoor ranges. Being exposed to high concentrations of lead can lead to an unacceptably high level of lead in your blood. The Bioenvironmental Engineering Section (BES) should test firing range on a routine basis for amounts of lead exposure. You should also be tested for lead blood levels by the hospital on a routine basis if you work on a range with high lead exposure. You must never attempt to remove lead from your backstop without first consulting the BES. Protection of arms, ammunition, and explosives Because you are also responsible to protect weapons and munitions, you need to further your knowledge of the specific security requirements associated with this duty. You should also know the risk categories, protection requirements, and storage considerations. 009. Bloodborne pathogens Bloodborne pathogens are a danger you may be exposed to daily when responding to incidents. Although there are protective measures and equipment to assist you in preventing the contraction of a disease, you need to know exactly what you are dealing with and what action to take if exposed. Terminology is very important in understanding the threat and how to counter it. Terms SF members need to have knowledge about the terms associated with blood borne pathogens. OSHA The OSHA is a federal organization (part of the Department of Labor) designed to ensure safe and healthy working conditions for Americans by enforcing standards and providing workplace safety training. Human Immunodeficiency Virus The human immunodeficiency virus (HIV) destroys the body’s ability to fight infections. The resultant state is referred to as acquired immune deficiency syndrome (AIDS). HIV destroys a person’s defense against infection (by attacking and destroying white blood cells). These defenses are known as the immune system. Once infected with the HIV virus, a person may remain without symptoms for a long time, but may be able to infect others. Persons with weakened immune systems are very likely to suffer from severe pneumonia and fungal infections of the mouth and esophagus. Individuals infected with HIV may also develop unusual cancers. A person infected with HIV may not feel or look sick. A blood test, however, will detect the presence of the HIV antibody. Normally, a For Official Use Only 1–28 person diagnosed with AIDS has certain infections and cancers present. Until these infections and cancers present themselves, the person is HIV positive, not diagnosed with AIDS. Contaminated Contamination is the presence of other potentially infectious materials. First responder A first responder is a person trained in emergency care and called on to provide such care as a routine part of their job; often, we are the first trained professional to respond to emergencies. Bloodborne pathogens Bloodborne pathogens are microorganisms present in the blood and cause disease. Hepatitis B and C Hepatitis B and C are serious diseases caused by a virus attacking the liver. The virus, called hepatitis B virus (HBV) and hepatitis C virus (HCV), can cause lifelong infection, cirrhosis (scarring) of the liver, liver cancer, liver failure, and death. Who is at risk? Hepatitis B and C can infect anyone. Each year in the US, many people of all ages get HBV or HCV, and many die of sickness caused by HBV and HCV. How great is your risk for hepatitis B or C? One out of 20 people in the US will get hepatitis some time during their lives. Your risk is higher if you fit the following description:  Have sex with someone infected.  Have sex with more than one partner.  Live in the same house with someone who has lifelong HBV infection.  Have a job involving contact with human blood.  Use intravenous drugs.  Are a patient or works in a home for the developmentally disabled.  Have hemophilia.  Travel to areas where hepatitis B or C is common. Who are carriers of hepatitis B or C virus? Sometimes, people who are infected with HBV or HCV never recover fully from the infection; they carry the virus and can infect others for the rest of their lives. In the United States, about one million people carry HBV. Is there a cure for hepatitis B or C? There is no cure for hepatitis B or C; this is why prevention is so important. Hepatitis B vaccine is the best protection against HBV. Three doses are needed for complete protection. There is no vaccine for HCV. Disease transmission The human body is very capable of fighting diseases. The disease fighting process begins with the white blood cells, moving about the body identifying invading germs. When detected, white blood cells surround the germs and release antibodies to fight infections. Usually these antibodies are successful in weakening and destroying germs. For Official Use Only  1–29 Hepatitis B, C, and HIV are important bloodborne diseases. Although the potential for HBV and HCV transmission in the workplace setting is greater than for HIV, the modes of transmission for these viruses are similar. All have been transmitted in occupational settings. Blood is the single most important source of these viruses in the workplace setting. Protective measures against the transmission of HIV, HBV, and HCV for SF should focus primarily on preventing exposures to blood as well as receiving the HBV vaccination. The risk of hepatitis B or C infection following a needle stick or cut is directly proportional to the probability that the blood contains hepatitis B or C surface antigen, the immunity status of the recipient, and the efficiency of transmission. The probability of the source of the blood being positive for hepatitis varies from 1 to 3 per thousand in the general population to 5 percent to 15 percent in groups at high risk for HBV or HCV infection, such as the following:  Immigrants from areas with high numbers of diagnosed cases of HBV and HCV (China and Southeast Asia, sub-Saharan Africa, most Pacific islands, and the Amazon Basin).  Clients in institutions for the mentally retarded.  Intravenous drug users.  Household (sexual and nonsexual) contacts of HBV or HCV carriers. Of persons who have not had prior hepatitis B vaccination, only 6 percent to 30 percent of persons who receive a needle stick exposure from an individual who is hepatitis B-positive become infected. The most important way to prevent bloodborne disease transmission is through safe handling of sharp instruments, use of barrier protection, and following disinfection and sterilization practices. As a SF member, you are at risk of exposure to