Student Workbook Block I - Craftsman course PDF

L6AZW3F171 00AA STUDY GUIDE/WORKBOOK TECHNICAL TRAINING Services Craftsman Course Block I: Resource Management Supports POI dated 15 Jul 2023 37th TRAINING WING 37th TRAINING GROUP 345th TRAINING SQUADRON Fort Gregg-Adams, VA OPR: 345th TRR DESIGNED FOR AETC COURSE USE. NOT INTENDED FOR USE ON THE JOB 1 L6AZW3F171 00AA THIS PAGE INTENTIONALLY LEFT BLANK 2 L6AZW3F171 00AA The purpose of this Study Guide/Workbook is to assist with developing technical skills, required for the Services career field, as well as enhancement and comprehension of the information. Table of Contents Unit 1: Source of Funds/Income---------------------------------------------------------------------------------------------- 5 a. Identify basic facts and terms about Appropriated Funds. ------------------------------------------------------- 5 b. Identify basic facts and terms about Non-Appropriated Funds. ------------------------------------------------ 7 c. Identify basic facts and terms about budgeting concepts. -------------------------------------------------------- 9 d. Identify basic facts and terms about Services Equipment Replacement ------------------------------------- 20 e. Identify basic facts and terms about Facility Improvement Requirements ---------------------------------- 24 Unit 1: Resource Management Review --------------------------------------------------------------------------------- 28 Unit 2: Human Resources----------------------------------------------------------------------------------------------------- 31 a. Identify basic facts and terms about Unit Manpower Document UDM ------------------------------------- 31 b. Identify basic facts and terms about Unit Personnel Manpower Roster (UMPR) ------------------------- 34 c. Identify basic facts and terms about Authorization Change Requests---------------------------------------- 35 d. Identify basic facts and terms about Appropriated Funds (APF) position description (Military & Civilian) ------------------------------------------------------------------------------------------------------------------------ 39 e. Identify basic facts and terms about Non-Appropriated Funds (NPF) position descriptions ----------- 41 f. Identify basic facts and terms about NAF Memorandum of Agreement (MOA) -------------------------- 42 Unit 2: Human Resources Review ------------------------------------------------------------------------------------------ 44 UNIT 3 Training and Professional Development ----------------------------------------------------------------------- 46 a. Identify basic facts and terms about work center training plan/Master Task List (MTL) --------------- 46 b. Identify basic facts and terms about Industry Level Certification Opportunities -------------------------- 54 c. Identify basic facts and terms about Evaluation Criteria and Responsibilities in Force Support Legacy Awards/Recognition Programs. -------------------------------------------------------------------------------- 57 d. Identify basic facts and terms about Customer Service Training. --------------------------------------------- 59 e. Identify basic facts and terms about vehicle requirements. ----------------------------------------------------- 63 Unit 3: Training and Professional Development Review ----------------------------------------------------------- 65 UNIT 4 Contracts --------------------------------------------------------------------------------------------------------------- 69 a. Identify basic facts and terms about Types of Contracts.-------------------------------------------------------- 69 b. Step-by-step procedures to Administer Statement of Work (SOW) ------------------------------------------ 71 c. Step-by-step procedures to Perform Contracting Officer Representative (COR) & Quality Assurance Responsibilities. -------------------------------------------------------------------------------------------------------------- 72 d. Identify basic facts and terms about Contract Officer Representative (COR) Concepts----------------- 72 UNIT 4 Contracts Unit Review ------------------------------------------------------------------------------------------- 73 3 L6AZW3F171 00AA UNIT 5 Protection of Assets & Internal Controls ---------------------------------------------------------------------- 74 a. Identify basic facts and terms about Change Fund Procedures.------------------------------------------------ 74 b. Identify basic facts and terms about Cashier Procedures. ------------------------------------------------------- 77 c. Identify basic facts and terms and state general principles about Internal Controls & Inventory Principles. ---------------------------------------------------------------------------------------------------------------------- 83 d. Identify basic facts and terms about Asset Accountability. ----------------------------------------------------- 83 e. Identify basic facts and terms about Inventory Principles. ------------------------------------------------------ 84 UNIT 5 Protection of Assets & Internal Controls ------------------------------------------------------------------- 91 4 L6AZW3F171 00AA Unit 1: Source of Funds/Income a. Identify basic facts and terms about Appropriated Funds. As a Services Journeyman, there are two different types of funds that you work primarily with–– APF and NAF. One source of APFs, fallout funds, can sometimes provide you with an unexpected cash flow. To understand financial management, all Services personnel are responsible for knowing the different sources of funds, budgeting concepts, and the role effective resource management plays within our organization. Let’s look at the two types of funds available to FSS––APF and NAF. APFs are monies allocated by Congress. When managing APF & NAF it is important to maintain separate lines of accounting. However, to utilize NAF resources most efficiently, expenses should be paid from APFs where authorized, within the limits imposed by availability of resources. There are three major sources of APFs available: 1. Operation & Maintenance (O&M) funds - Use O&M funds (3400 appropriations) for the day-to-day operation of the organization. Installations distribute these funds for payroll, temporary duty (TDY), contract services, and supplies required for operating and maintaining installations, facilities, and equipment. 2. Procurement funds - Procurement funds are designed for procuring investment-type items (primarily equipment) with an initial cost of $50,000 or more. MAJCOM-level personnel normally reserve and control these funds. Based on the relative priorities within the command, the MAJCOM releases 3080 funds to the installation for the purchase of specific equipment items. 3. Fallout funds - Fallout funds generally result from supplemental appropriations passed by Congress to cover military and civilian pay increases, utility cost increases, and so forth, which were not projected in the first approved budget. Funds do not come from money MAJCOMs have reserved for year-end spending. You must spend fallout money within the current fiscal year. A major problem for base agencies is being able to spend this money on short notice. Since you cannot count on how much fallout money your operation will receive, if any will be available, or when it might be released, do not consider it as a primary source of funding for sustainment programs. You should, however, be prepared to spend it should fallout funds become available. Commitment versus Obligation: An obligation is an expense that the government has paid or has committed to pay through awarded contracts, GPC transactions, or DTS vouchers. A commitment however is funds that have been set aside in anticipation of an obligation. This could be funds loaded to the Master Account Code (MAC) for your activities GPC or on a line of accounting in DTS for travel that has not been completed. An obligation is money that has been spent but has not clear the account yet. A way to look at this is your operations total allocation is like your personal paycheck, the Air Force has committed to pay you a set amount of money each month. When you create your 5 L6AZW3F171 00AA personal budget, you commit a set amount of funds to pay for rent, utilities, and other expenses. Once you pay for those expenses you have obligated those funds once the fund clears your bank account, they are no longer an obligation. Note: Total Obligation Authority is direct obligation authority plus accepted reimbursable orders. Typically, this is your activities beginning balance 1 Oct each year. APF Accounting Terms: Accrued Expenses Paid (AEP)-Expenses that have been paid to the vendor or contractor. Accrued Expenses Unpaid (AEU)-Funds reserved against an expense and held as an obligation to the contractor till all service has been completed or goods delivered. Continuing Resolution Authority (CRA)-Budgeting authority granted by Congress that allows government agencies to continue operations until a specified date or until regular appropriations are enacted. Typically, spending during continuing resolution authority is upheld and is limited to existing requirements. Cost Center (CC)-basic production element. This identifies different flights or operations within an organization. For instance, Fitness Centers will have a cost center different from the Dining Facility since the nature of their operations differs and they require different resources. Element of Expense Investment Code (EEIC)-The final break out of the budgeting structure. They vary depending on MAJCOM. EEICs define the specific use for the funding assigned to each Program Element. Master Account Code (MAC)-An account that is used to pay the balance on a GPC(s). Funds must be loaded into this account prior to purchasing. The MAC acts as the checking account for the GPC(s) assigned to it, with government purchases you cannot spend money on a GPC if there is no money in your MAC (checking account). Program Element-Building block of the programming and budgeting system that represents aggregations of organizational entities and resources related to them. This is represented in the form of a program element code (PEC) which is used in accounting and program documents to define the activity. 6 L6AZW3F171 00AA Undelivered Orders Outstanding (UOO)-similar to AEU, funds are reserved in anticipation of an expense, for instance service contracts for mess attendants or landscaping services, however in this account they are considered a commitment not an obligation. b. Identify basic facts and terms about Non-Appropriated Funds. Non-Appropriated funds NAFs are cash and other assets that are self-generated or received from NAFI sources other than congressional appropriation. NAFs provide goods, services, facilities, equipment, and manpower for sustainment programs and activities. NAF dollars may extend APF support already provided or can fill a void where APFs are not available. However, review the applicable guidance to ensure the use of NAFs is an authorized source. Funding support categories Sustainment activities have three classifications to determine the funding source. The determinate factor is the program or activity and not the facility. We may have several different activities, in the same building or location all with different funding categories. The three support categories are: Category A, Category B, and Category C Remember, the support categories are based on the activity and not the facility. Category A: Cat-A (mission sustaining) activities are programs essential to the mission and must be provided in all but the most extenuating conditions. Cat-A activities promote the physical and mental well-being of the military and do not generally generate revenue. Examples of Cat-A activities include food services, fitness centers, libraries, and so forth. Consequently, they must be authorized to receive maximum APF support. They have the least capacity to generate revenue and may be provided virtually 100 percent APF support. Category B: Cat-B (basic community support) activities are closely related to Cat-A activities and are essentially community support programs with the capacity to generate some NAF revenue. Execute a minimum of 65% APF support for Cat-B activities. This category includes essential activities that provide a fundamental core of the force support programs at AF bases. Cat-B activities satisfy basic physical and psychological needs of military member and their families and have limited ability to generate revenue. Examples of Cat-B activities include skills development, youth centers, bowling centers (16 lanes or less), child development centers, and so forth. Category C: Cat-C (revenue generating) activities have the highest capacity to generate revenue and are considered self-sustaining and capable of funding most expenses. Cat-C activities are considered desirable to the military community and make major contributions to mission accomplishments and personnel recruitment and retention. Cat-C activities are not authorized direct APF support, except for minor construction to correct health and safety deficiencies. In addition, overseas locations (including Hawaii and Alaska) are authorized overseas 7 L6AZW3F171 00AA transportation, rents, leases, and utilities. Cat-C activities provide recreational activities with military morale benefits and are supported by general revenue. Examples of Cat-C activities include open messes, golf courses, and bowling centers (more than 16 lanes). Sources of NAF Income:        Resale Activities - MWR programs may engage in resale activities and services that are directly related to their program. NAF operated activities shall obtain written first right of refusal from AAFES prior to beginning operation of a resale not related to their activity. Examples of resale activities that relate to the program’s activity is sale of water, protein shakes, and electrolyte replenishing beverages in a Fitness Center. Sales of Service - Fees and charges for services rendered. No tangible item is provided to the customer. Examples include, massage therapist, personal trainer, group exercise instructor at the Fitness Center or a cooking, martial arts, or dance instructor at the Community Center. Reimbursements from higher headquarters NAFIs Membership dues AAFES allocations from the Air Force Morale, Welfare, and recreation Fund. Gaming proceeds (overseas) from amusement machines Other Sources of Income 8 L6AZW3F171 00AA o Donations, Gifts, and Commercial Sponsorship - Activities may not solicit from any organization or individual donations or gifts. However, they may identify goods or services needed for their operation if asked. o Concessionaire-operated activities NAF Accounting Terms: Cost Center (CC)-basic production element. This identifies different activities within a NAFI. For instance, the Skills Center will have costs centers for Auto Skills, Frame Shop and Arts and Crafts since the nature of their activities differs and they require different resources. Current Assets-Cash or other assets that should be turned into cash (accounts receivable and inventory) during the next 12 months. Depreciation-The method used to expense the acquisition cost of a fixed asset over the life expectancy of the asset. Unlike APF operations, NAF must account for all assets should they need to close business. Depreciation helps managers determine the overall value of an operation. Should an activity close, depreciation is the estimated value those items could be expected to recoup from their sale. Fixed Asset-Tangible items with an individual cost of $1,000 or more, and with a life expectancy of two years or more, which do not lose their identity through use (includes items such as furniture, equipment, tools, machinery, facilities, major repairs and improvements, etc.) General Ledger-The core of the NAF Accounting system, it provides details of all accounting entries for the current period. The system consists of control accounts for assets, liabilities, equity, income and expenses. Liabilities- Obligations to transfer assets, provide services, or otherwise expense assets to satisfy responsibilities resulting from past or current transactions. They are classified on financial statements as either current or noncurrent liabilities. Current Liabilities-Debts that should be paid within the next 12 months; includes accounts payable, taxes and current portion of loans payable. c. Identify basic facts and terms about budgeting concepts. After determining what type of funds your activity is allotted, then comes the process of establishing budgets. The nature of your activity and the funds available will determine which types of budgets will need to be used and it will also determine how they will be used. APFs differ from NAFs in that each year you will have an initial allocation of funding for that fiscal year (FY). Although your facility may have $250,000 to spend, managers should plan to spend those funds quarterly to meet spending limits milestones. This ensures that your team has 9 L6AZW3F171 00AA adequate time to purchase the goods and services that are required to maintain your operation and shows leadership and the Resource Manager that you are executing funding properly. Returning to the example in the APF and NAF lesson, the Air Force disburses payroll on a monthly or bimonthly basis, versus paying our entire salary once a year. The same concept can be applied to APF allocations, on 1 October our operations are informed what our total allocation is however the expectation is that units will spend 25% of their total allocation quarterly, versus all at once. This allows for recurring expense payments and emergency expense to be covered. NAFs on the other hand require income, as discussed early, to maintain cash in the bank. NAFs operate like any other commercial business and for that reason they include a wider range of assets and expenses into their budgeting process. Where the management of APFs is streamlined to request funding, funding allocation, and funds execution, NAFs are more complex. Expenses include goods, supplies, operating expenses, rentals, payroll, equipment purchase and depreciation. With that, the efficiency and solvency (NAF operations) of an activity depends upon proper budgeting procedures. Budgets serve as guideposts allowing managers and supervisors to gauge their organization’s fiscal health. Through the budgeting process, managers and leaders must think "outside of the box" and plan for any contingency. This leads to the activity being well prepared and able to react to changing circumstances. Preparing budgets and budget types Budgets evolve constantly and there will always be changes. To keep up with changes, FSS updates budgets at the completion of each quarter (Oct, Jan, Apr, and Jul) at a minimum. This includes a top-down review of goals and performance, adjustments as required, and development of the budgets for three quarters out by activity and financial managers in addition to annually before the fiscal year. Preparing budgets involves everyone from the approval of the installation commander all the way down to the activity manager. Activity managers generate the budget with guidance from the RM and Non-appropriated Fund Financial Analyst (NAFFA) to meet their established goals. In addition, the RM ensures management receives budget training, if needed. The NAFFA provides formal training if requested. DAFI 34-101, Department of the Air Force Morale, Welfare, and Recreation (MWR) Programs and Use Eligibility , further shows the different NAF budgeting schedules and management responsibilities. Again, right before you do a budget, you must remember the following: identify your unit’s mission and understand it, establish goals, and then establish requirements. To illustrate this, consider a fitness center's mission, to provide an environment for Airmen and their families to maintain their physical fitness while increasing the morale of the entire installation’s population. For the NAF portion of the operation, providing a resale operation that offers sports drinks, towels, water bottles, headphones, and other items that are focused on physical fitness is in line with the unit's mission. To establish a goal for this resale operation, managers need to consider what the benefit to the operation and the customer this would 10 L6AZW3F171 00AA provide. Would income from the resale operation be sufficient to provide the operation with a NAF employee who's dedicated to providing personal training services, or prizes for fitness and sports event? Finally, managers need to establish the requirements for the NAF resale. What is needed to stand up the instrumentality, this will be the inventory that will be for sale, registers, safe, credit card machines, and training for the staff. Before preparing your budget, our FSS activities use several budgets to develop and shape the financial plan. These budgets are listed in the table below followed by the suggested budgeting actions schedule for a given fiscal year. Each has a specific purpose, is interrelated, and together provides a realistic and comprehensive financial plan. NAF I&E budget broken down by month across the columns and by Cost Center (CC) and General Ledger Account Code (GLAC) down the rows. Depending on the sales and services that your operation performs for the customer will determine what CCs and GLACs are relevant to your activity. NOTE: Across the top the budget it is broken out by month with the totals on the far right broken down by quarter. 11 L6AZW3F171 00AA Income & Expense Budget NAF budgets project sales and expenses by month over the course of the year. Managers project 12 months in advance to help plan their activities fiscal health. Manager may use past data from financial reports to assist in forecasting (AFSV.Net - Air Force Services Center). Managers should also include bulk purchases of high value supply items from the NAF Requirements budget. These high dollar expenses can be recorded as pre-paid and expensed over time to prevent an extreme variance in the overall budget. Additionally, they must consider upcoming events into their budget. As shown here in December the anticipated sales for this club in December are more than twice the sales of the preceding months. This is because units will hold Holiday parties during that month and the manager is anticipating an increase in sales and expenses. I&E Budgets are used by activity managers to compare their projections with actual performance to help identify specific areas where they need to revise planning or implement corrective actions in their operations. The I&E budget is an estimate of what the activity expects to receive from income and what it anticipates spending. The AFSVC posts account statements on ssc.afsv.net - /Statements/ in which managers can search their base and FYs up to 5 years back. This tool is helpful in forecasting income and expenses, by showing the history of the operation. Statements include all NAF Instrumentalities and are organized by cost center. NOTE: Cost of sales calculated at the top of the budget is helpful for managers, since it shows them how much they can spend in that time period. Cost of sales (COS) and cost of goods (CoG) are expenditures required to generate income. Typically, each activity will have a goal COS percentage that they need to meet, and this percentage is dependent on the nature of that activity’s resale operation. There is an allowable variance from that percentage of 5% over and under that goal (i.e. 35%-45%). In this example that goal is 40%. If managers do not meet their income and expense goals in any given month, they can correct that in the previous or following month if it is within that quarter. To calculate cost of sales, managers start with the beginning inventory for the period and add any transactions that were expensed during that period. They will deduct any credits and discounts. The ending inventory is subtracted since that inventory is still considered an asset of the activity. The balance is the cost of sales. This can then be calculated into a percentage that will aid the activity manager in determining if the NAFI is within tolerances. For example, if the activity generated $200,000 in revenue and the COS is $75,000, the COS is represented as 38%. 12 L6AZW3F171 00AA NAF Requirements Budget (NRB) The activity manager will prepare the NRB for a minimum of 5 years for each activity before the beginning of the FY. Each requested asset on the NRB should include the asset’s priority, funding source, the cost center that will use the asset, the estimated month and year of purchase, and the estimated cost of the asset. This includes NAF purchases of capital assets, which can be fixed assets, facilities acquired or constructed, and improvements made on existing facilities from NAFs. Bulk assets that are considered expendables should also be included on the NRB, particularly if they are high value supplies or expendable equipment. Higher headquarters funding should be included for the specific assets they will fund and justification for the requirement. The Resource Manager will provide a template for the NRB. NAF Cash Flow Budget The Resource Management Flight Chief prepares an annual cash flow budget for each NAFI and updates it quarterly in conjunction with the I&E budget. The Force Support Squadron commander or director and the Resource Management Flight Chief use the cash flow budget to plan the use of cash resources and determine the cash solvency of the NAFI. 13 L6AZW3F171 00AA Acid Test Ratio Similar to a commercial business Non-Appropriated Funds Instrumentalities (NAFI) need to evaluate the fiscal health (solvency) of their operation. A way that NAFIs do this is by calculating the acid test ratio of their actual budget or current income and expenses. The way this is performed is through the following formula: Your activity will need to determine what the upper and lower limit cash balance is for the NAFI to maintain a goal acid test ratio. The cash balance should cover all operating expenses to include goods, supplies, and payroll. The lower limit cash balance should be high enough to keep the facility above the AF level as published through the Commanders Non-Appropriated Fund Sustainment Program discussed in DAFMAN34-201. For the upper limit the same rules apply however the cash balance should be high enough to result in a healthy acid test ratio and allow for unanticipated expenses and enhancement purchases. Before moving on to APF budgeting, the hierarchy tree on the right shows the flow of responsibility from the installation commander all the way down to the activity manager. The budgeting process starts with the activity manager and is reviewed and approved all the way up to the installation commander. Conversely the installation commander's intent and decisions flow back down through the chain to the activity manager. Each step of the way serves as a checks and balance for the execution of both APF and NAF. 14 L6AZW3F171 00AA Execution Plan (EXPLAN) An EXPLAN is similar to a NRB for NAF in that it is an explanation on an activity’s intension for the next FY. The EXPLAN is the APF requirements budget for the coming FY, where the NRB is for the next 5 FYs. This does not preclude the requirement for a 5-year plan and that document utilized correctly can prepare managers for completing their EXPLAN. NOTE: In the justification, references to DAF guidance, safety hazard reports, and Public Health findings expand on the urgency or bona fide need for the requested APFs. NOTE: Managers will include anticipated funding for their request. Funding should be based on market research, quotes, and inflation. 15 L6AZW3F171 00AA Unlike NAF budgets, there are only expenses when it comes to APFs and no revenue generation. EXPLANs are typically due to the Resource Advisor six months prior to the next FY and are a detailed explanation of the activity’s needs. These needs are grouped by Element of Expense Investment Code (EEIC) and Program Element Code (PEC). The Resource Advisor will typically generate a form from the previous year’s EXPLAN, and managers will only adjust the "Justification" portion and required funding, unless additional requirements are needed. Status of Funds (SOF) The SOF is the balance sheet for APFs within a unit. Resource Managers will develop a product for managers to view the current balance of APFs within their unit. The SOF will show what was originally allocated in the Total Obligation Authority (TOA), what has been Obligated (spent), what has been Committed (planned to be spent), and what is Uncommitted (available to spend). This report is also broken down by PEC and EEIC. NOTE: A unit's Status of Funds (SOF) for APF may vary in appearance however the Resource Advisor will develop a product to help managers view the status of their allocation. On this SOF the individual activities are grouped together based on their Cost Center (CC). Each CC is further broken down by Element of Expense Investment Code (EEIC). EEIC determines what type of expenses these APFs may be used for. For instance, GPC expenses are EEIC 61950. 16 L6AZW3F171 00AA As discussed in the previous lesson the Total Obligation Authority is the sum of APFs authorized for each activity. Some of Commitment is funding that has been reserved against an expense. The funds remain in the account until funds have been processed for payment. Typically, commitments are funds loaded to the Master Account for GPC transactions, in DTS prior to the TDY member's voucher processing, or an awarded contract that has not been paid to the contractor due to goods and service not being delivered or performed. UOO, AEU, & AEP can be seen as separate accounts to track where funds reside for contracts. UOO (Undelivered Orders Outstanding) are typically for base services contracts (mess attendants, landscaping services, etc.). The money is only a commitment in this account. AEU (Accrued Expenditures Unpaid) is an account to hold the funds as obligated to pay the contractor when the service has been completed and AEP (Accrued Expenditures Paid) is the account that tracks funds that have been paid to the contractor. Sum of Gross Obligation is the total for the AEU and AEP columns and the last column shown here is Total Authority Uncommitted. Every Resource Manager will organize their SOF differently depending on the need of their activities and mission. 17 L6AZW3F171 00AA 18 L6AZW3F171 00AA Sample APF Budgeting Schedule Month Action October Congressional Appropriation or Continuous Resolution Notice Pushed to Units. Prior Year expenses are identified to ensure funds are reserved for those expenses. Initial GPC card load for first quarter (approx. 25%). December 25% Obligation rate should be met. 1st Quarter Financial Management Board held January 33% Obligation rate should be met. February 42% Obligation rate should be met March 50% Obligation rate should be met. Unfunded requests (UFR) data call. All adjustments for prior year expenses should be complete otherwise they will be deducted from current year funds. Next year execution plan for APF expenses due. 2nd Quarter Financial Management Board held. 58% Obligation rate should be met April May June Jul Aug Sep RM OPR CCs, RMs, Activity Managers Activity Managers Activity Managers CCs, RMs, Activity Managers Activity Managers 67% Obligation rate should be met Activity Managers 75% Obligation rate should be met. 3rd Quarter Financial CCs, RMs, Management Board held Activity Managers 83% Obligation rate should be met. End of Year UFR data call CCs, RMs, Activity Managers 92% Obligation rate should be met. All GPC transactions CCs, RMs, th completed by 19 for statement close out. Group will take Activity control of funds uncommitted. Managers All GPC must pays completed (vehicle fuel, utility bills, etc.) CCs, RMs, by 19th. Planning purchase requests for next FY submitted, and Activity Wing takes control of uncommitted funds. 4th Quarter Managers Financial Management Board held. NOTE: APF budget schedules are dependent on Congressional Appropriation and CRA timelines as well as local guidance. This sample is a general reference and managers should work with their RMs to determine actual annual deadlines each year. 19 L6AZW3F171 00AA Suggested NAF Budgeting Actions Schedule Actions To Be Taken Action Time Frame Action Officer(s) Provide budget training 15-20 May RM, NAFFA if Needed Establish financial goals 20-31 May Activity managers, flight chiefs, RM, FSS/CC Prepare Income and Expense, NAF Requirements Budget, and Account Payable Fund budgets Review and consolidate I&E, NAF Requirements Budget and Account Payable Fund budgets and Prepare cash flow budget. Make recommendations for revisions, provide guidance as needed Prioritize consolidated NAF Requirements Budgets Review budgets and make recommendations for revisions Review and finalize all budgets prior to submission for approval Submit all completed budgets to installation commander for approval Approve/Disapprove final budgets Distribute approved budgets to managers, MAJCOMs and others, as appropriate 1-30 Jun Activity managers 1-25 Jul RM 26-31 Jul 1-15 Aug FSS/CC or director or budget working committee NAFFA 16-31 Aug FSS/CC or director 1-30 Sep NAF Council 1-30 Sep 1-30 Sep Installation commander RM d. Identify basic facts and terms about Services Equipment Replacement Strategic capital improvement planning program. As a manager, supervisor, or activity manager within the 3F1 career field, we must not only build future leaders, but also plan for further expansion and improvements in our facilities. This is done through a forward looking, adaptive program called Strategic Capital Improvement Planning (SCIP) commonly referred to as a 5-year plan. This planning is very broad and covers multiple areas of your operation from equipment and facilities to financial needs. You will need to develop a long-range plan for equipment replacement using the life expectancy of the equipment and facilities, while factoring in its proper use. Always keep in mind that equipment may break at any time and need replacement. The plan created, assists with forecasting and budgeting, especially if you are purchasing the equipment though self-generated funds. If your facility is Category B then you should have a plan that covers both APF and NAF resources. 20 L6AZW3F171 00AA Concurrent with equipment replacement, facility improvement also needs to be planned for. In sustainment, we use the AF NAF Facilities Program to provide quality-of-life facilities to support the AF FSS mission. Identification of facility renovation or replacement is critical in providing quality facilities for base personnel. Funding depends on the classification (A, B, or C) of your facility––mission sustaining, community support, or revenue generating. LINK: Services Installation Support Portal - STA - 3. Strategic Capital Improvement Planning All Documents (dps.mil) Reminder: Cat-A: Mission sustaining that generally do not generate revenue and are provided virtually 100% APF support. Cat-B: Basic community support that generate some revenue and receive a minimum of 65% APF support. Cat-C: Revenue generating and are not authorized direct APF support except for minor construction to correct health and safety deficiencies. Keep in mind, whether an equipment item meets or exceeds its life expectancy depends on the use, care, and maintenance it receives. Replacement is usually based on condemnation of an existing item. Condemnation occurs when an item cannot be repaired, or when the estimated cost of repair exceeds the maximum repair allowance for the item involved. Cost of repair includes labor, materials, and other expenses. In addition, condemnation considers the overall serviceable condition, availability of funds, or urgency of need of the equipment. An example of an equipment item that could be considered for condemnation would be, a refrigerator that continues to break. Cost of repair should include not only parts and labor, but also subsistence wasted due to spoilage. Equipment replacement may also be based on the need to modernize or upgrade equipment to meet a significant change in operation or mission requirement. Under these circumstances (where equipment is to be replaced for other than uneconomical repair or expiration of useful life), justification must be fully substantiated and maintained on file. The justification must describe how the replacement promotes efficiency in time, manpower, money, and productivity. An example of a requirement that would need substantial justification is when a DFAC transitions from legacy to Food 2.0 dining operation. The nature of the operation changes from batch cooking to made to order and small batch cooking. In this situation two large steam jacketed kettles would need to be replaced by a six-burner stove with pots and pans to meet the new nature of the operation. Regardless of the condition of the kettles and their life expectancy they no longer meet the needs of staff, the expense of operating a large piece of equipment for small batch cookery is no longer supportable, and finally the efficiency of the staff in preparation is hindered by being limited to the two kettles. All these points could substantiate the expense for the six-burner stove by outlining the limitations the kettles pose on the operation. 21 L6AZW3F171 00AA Substantiated Justifications To substantiate a justification your activity will need back up documentation or other evidence that the equipment is essential to the operation. Some examples of evidence that would support a substantiated justification are: - Work Order/Maintenance or Service Call Log (Items that are continually in need of repair are reaching the end of serviceability) - A five-year plan with item type, brand, life expectancy, and warrantee information - Public Health or Base Safety report - Examples of industry standards with data supporting the claim item will improve customer service, productivity, and safety for your activity - Customer feedback showing that a significant percentage of the population desire this equipment for use in your activity. NOTE: Depending on the request the justification may require some or all these documents to create a strong argument for the purchase. 22 L6AZW3F171 00AA Five-year financial and strategic plan Your five-year plan starts with one quarter of the current or next FY and then is built forward. Here is an example of what a one quarter budget summary for a food service facility might look like. Under the expendable categories listed, there will be another detailed budget for each line item. LINK: https://usaf.dps.mil/sites/10042/FoodandBeverage/Forms/AllItems.aspx?id=%2Fsites%2F10042 %2FFoodandBeverage%2F5%20Year%20Plan%202%2E0%20Handbook%202019%2Epdf&par ent=%2Fsites%2F10042%2FFoodandBeverage After your annual budget is complete, you can move on to your five-year plan. As you update this year’s budget with actual expenditures, you may need to update future year forecasts based on price or usage increases or decreases. You will have a forecasted budget for each of the next four years. Then, you can summarize that and have a five-year look on a single document. Here is what a five-year plan may look like. LINK: https://usaf.dps.mil/:x:/r/sites/10042/_layouts/15/doc2.aspx?sourcedoc=%7BC263FAA5B683-4E84-9951C730321502AA%7D&file=5%20Year%20Plan%20v2.0.xlsx&action=default&mobileredirect=t rue&DefaultItemOpen=1 NOTE: The linked examples are for a DFAC, however all FSS activities should have a similar product based of the nature of the operation. 23 L6AZW3F171 00AA e. Identify basic facts and terms about Facility Improvement Requirements For operations that receive APFs, facility improvement may seem a task relegated to CE. However, when work orders for recurring problems do not resolve a repeat issue or the facility needs a renovation managers must act. Additionally, managers in Services must be familiar with Category Codes (CATCODES). CATCODES are a listing of structural and equipment items within a facility that are funded directly to CE each FY. CE has their own fiscal demands to attend to, so it is on managers to advocate for needs within their facility. Working with your installation’s Real Property Manager within CE will help you to identify what areas and CATCODES are assigned to your facility. Once you have that information you can look up the Facility Sustainment Components and find the listing of items maintained by CE. This will help you determine what items are your responsibility and ones that are CEs. Home (dps.mil) NOTE: You can search CATCODES on the AF Airmen and Family Service sharepoint through this link. The CATCODE for fitness centers is 171157. If you do not know the CATCODE for your facility, you can search by name or part of the name as well. As with APF facility improvements, NAF facilities also have CATCODES. Some renovation and repair projects are NAF, depending on the category of the activity or activities that operate within the facility. Identifying the proper fund source for FSS facility improvements is critical to the process. 24 L6AZW3F171 00AA NOTE: Remote and isolated activities receive Category B, APF support. The objective of the AF NAF Facilities Program is to provide quality-of-life facilities to support the AF FSS mission. Identification of facility renovation or replacement is critical in providing quality facilities for base personnel. General appearance upgrades, much like equipment, are items that should be programmed automatically. For instance, when a project to re-carpet and renovate a facility is completed, another should be immediately programmed in the future. Managers and supervisors should be able to put a time frame to this type of upgrade based upon the amount and type of business experienced by their facilities. Identification for repair or replacement projects begins with an annual inspection of each facility conducted by the deputy director, flight chief, and activity manager. This annual inspection is critical in the beginning phase of facility improvement projects. 25 L6AZW3F171 00AA Project validation purpose and types Project validation assessments (PVA) validate and document the need for NAF projects. Since NAFs rely on income to fund their activities the PVA is used to determine if the requested improvement is valid. The AFSVC will review projects over $500,000 and will verify the condition of the existing facility, programs and financial operations, commercial competition, and market demographics. Rate of return on investment plays a factor in validation to prevent the funding from being used on a facility that will not recoup the expense through normal business or ultimately close. The cost of the project determines the type of validation used to document the need. There are internal needs validation studies, and independent project validation assessments. Internal Needs Validation Study (INVS) The base must complete an INVS for each new construction or any proposal for Air Force Base Capital Improvement Funding project costing $200,000 or more, regardless of the source of the NAFs. Installation commanders and key staff use the INVS to validate the need for projects and prioritize projects under consideration for NAF funding at AF level. Installation commanders must provide strong and compelling justification for the submittal of any project for Air Force Base Capital Improvement Fund (AFBCIF) with an INVS score below 2.80. The panel uses the INVS to evaluate projects competing for AFBCIFs. Independent Project Validation Assessments If recommended for this type of assessment the request will undergo an independent or commercial assessment that will certify the need based on consumer demand, market competition, cost estimates, and financial viability. Air Force Base Capital Improvement Fund guidelines The primary objectives of the AFBCIF are to ensure the most urgent NAF facility needs are addressed first, and to accelerate the validation and funding process to provide needed facilities for AF members and families as quickly as possible. The AFBCIF program operates within the following guidance and parameters: - Do not use NAFs where APFs are authorized without a waiver from the appropriate authority (i.e., is there a CATCODE that indicates CE funding for this requirement). - Do not use APFs for maintenance or repair of facilities leased or constructed with NAFs until the AF acquires the title. - The AFBCIF does not fund projects less than $300,000. - The project scope/need must meet a validated market demand. 26 L6AZW3F171 00AA To make sure all the facilities on base are maintained or replaced when needed, you must remain on top of the facility improvement program. The base facilities are critical to accomplishing the mission. 27 L6AZW3F171 00AA Unit 1: Resource Management Review 1. Where do fallout funds generally result from? 2. NAF provides. 3. NAFs are cash and other assets that are self-generated. 4. This category of activity provides basic community support and a minimum of 65% APF support is authorized. 5. Cat A facilities include these types of activities _____________, ______________, and ________________. 6. ___________________ Uses the APF budget to obtain authorized APFs to support FSS squadron requirements. 7. ______________________________ are required to plan for future procurement of capital items. 8. ______________________________ also known as the operating budget is prepared to forecast all income and expenses for each cost center in every FSS activity with NAF income and expenses. 28 L6AZW3F171 00AA 9. ______________________________ is prepared to determine the available cash to finance FSS operations, their expenses, or obligations. 10. FSS updated budgets at least at 11. The budget updates include a top-down review of goals and performance, adjustments as required, and development of the budgets for________________. 12. Before you do a budget, you must remember the following: 13. The AFSVC will review projects over ___________ and will verify the condition of existing facility, programs and financial operations, commercial competition, and market demographics. 14. Condemnation occurs when an item can be repaired, or when the estimated cost of repair does not exceed the maximum repair allowance. a. True b. False 15. The Air Force Base Capital Improvement Funds (AFBCIF) primary objective is to 29 L6AZW3F171 00AA 16. Project validation assessments (PVA) validate and document the need for NAF projects. a. True b. False 17. Installation commanders and key staff use the ______________________________to validate the need for projects and prioritize projects under consideration for NAF funding at AF level. 18. If recommended a(n) ______________________________ will assess a request by performing an independent or commercial assessment that will certify the need based on consumer demand, market competition, cost estimates, and financial viability. 19. This program does not fund projects less than $300,000 and will not use NAFs where APFs are authorized without a waiver from the appropriate authority. ______________________________. 30 L6AZW3F171 00AA Unit 2: Human Resources a. Identify basic facts and terms about Unit Manpower Document UDM Manpower planning and programming is centralized at Headquarters Air Force, for Active-Duty personnel and General Series (GS) civilian positions, where national security policy is translated into force structure programs. Execution is decentralized to Major Commands and certain field operating agencies where budget and resource allocations are translated into command programs and units. Air Reserve (ARC) and National Guard (ANG) Bureau Components are based on their unique missions and Department of the Air Force and Department of Defense guidance. ARC and ANG manpower determinations include in-place mobilization and management, support, and training for units in non-mobilized status. MAJCOMs are required to develop specific priorities and objectives to develop, allocate, and manage manpower requirements and resources. Additionally, MAJCOMs manage all manpower requirements within their portfolio, this means that they must balance manpower requirements based on mission and end strength at each instillation assigned. Civilian Positions Civilian positions balance mission needs with economy and efficiency of operations. Civilian positions are not military essential but may be inherently governmental or exempt commercial activities. Position Description Review 1. Servicing manpower activity will work with servicing civilian activities to review position descriptions. 2. Verify position descriptions do not include inferred work, assumed work, or work done by existing contracts. Directed work defines manpower requirements. Do not use civilian position descriptions to capture work not otherwise directed to the unit by higher headquarters directives. 3. Verify the occupational series and duties are consistent with the position’s Air Force specialty and skill level. Unit Manpower Document The UMD is the primary document that reflects positions authorized to accomplish the mission. This document is a computer-generated report that contains Regular Air Force military, civilian, traditional reservists (TR), Active Guard Reserve (AGR), Air Reserve Technician (ART), and Individual Mobilization Augmentee (IMA) authorizations. The Unit Manpower Document report reflects total force manpower position information for funded authorizations, unfunded requirements, and non-FYDP positions by unit and work center. 31 L6AZW3F171 00AA NOTE: Fiscal Year Defense Program (FYDP)-is the 5-year plan for the DoD concerning funding, manpower, and force structure. This plan typically includes the 2 years prior to the current fiscal year and the force structure estimates for the 3 subsequent years. Office Symbol Code (OSC)-The internal structural alignment of the unit. Shows who reports to whom, with fewer characters indicating an OSC in a higher echelon in the organization (i.e.CC=Commander, CCF=First Sergeant) This table is the summary of the OSC for a unit and is at the end of the UMD for each type of function within the unit. CME-Contract Manpower Equivalent FAC Allocations Each unit has assigned Functional Account Code(s) (FAC) that is used to break down duty sections. This is important to be aware of when requesting manning backfills. For instance, when managing a Food 2.0 Dining Facility requests for 45D1 (Food Operations) back fill. There are specific requirements that must be met to receive Overseas Contingency Operations (OCO) funding to hire civilian cooks. Airmen assigned to Food Operations may need to be deployed to specific FAC billets in order for their home station Dining Facility to receive OCO funding. Each FAC is allotted a certain number of billets based on your base's mission and population. Knowing how many personnel, Active Duty, ANG ARC, and civilians will help you understand where your manning is being utilized and if it is utilized appropriately. Improper utilization can leave a work center short manned, even though on the Unit Personnel Manpower Roster (UMPR) the correct number of personnel are assigned. This can happen if they are not actually present for duty in their assigned FAC. For instance, when people are assigned to duties outside their work section (honor guard, made up positions, protocol). UMD and UMPR The UMD is the foundational document for the Unit Personnel Manpower Roster (UPMR). Information included on the UMD includes the FAC, AFSC, required grade (RGRD), authorized Grade (GRD), funding (MNT-Manpower Type Code), and how long that position is funded. Additionally, if the position is a civilian position, it will include the Civilian 32 L6AZW3F171 00AA Occupational Code (OCC). This information aids managers in determining manning across all FSS activities and ensures proper distribution of skills in each work center. A way to describe the UMD and the UPMR is to think of the UMD as the ingredients list on a recipe card. The ingredients list tells you the quantity of the items that you need. The UPMR is a snapshot of the ingredients (your Mise en Place) that you have compiled after measuring out the quantities. If you do not have the ingredients, you need those measurements will be over or short. The UMD is how your organization should be and the UPRM is how it really is when considering manning. RGRD indicates the grade that is earned for a position established by the manpower standard and the GRD listed is the authorized or funded grade needed to accomplish the duties of a position. OCC groups the civilian jobs into occupational categories and correlates to Job series Standardized Core Personnel Document (SCPDs) found in MyPers. 33 L6AZW3F171 00AA b. Identify basic facts and terms about Unit Personnel Manpower Roster (UMPR) Unit Personnel Manpower Roster (UPMR) The UPMR is a detailed manpower listing that reflects the distribution of manpower allocations into a finite structure of authorizations by work center. This document pulls allocations from the UMD and assigns personnel information based on the position code. Personal information is drawn from MilPDS. For that reason, it is important that the UMPR is reviewed frequently to ensure personnel are assigned to the correct position number. Position number assignments are tied to skill level in MilPDS but not Duty Title. For the purpose of Performance Briefs and personnel records it is important to ensured that your personnel are assigned to the correct position number. Although an Airman may be a 5 level if they are assigned to a position number that is for a 3 level their records will reflect that they are filling a 3 level position. With the UMD being the foundational document the UPMR pulls the information from the UMD and MilPDS into one cohesive format for managers to view. The UMPR places authorized and assigned information side-by-side for managers to compare. In the image above you can see a sample of the UMD with the information for personnel assigned to 3 position numbers. The bold position number shows that there are two personnel assigned to one position. Also note that the grade authorized, and the grade assigned are not the same for all but one member. Remember that Authorized Grade is funded where Required Grade is earned but may not be funded. NOTE: There are many reasons that managers will assign a member to a position that is above their current grade or to a position number that is held by another member. In some cases, managers will assign a second person to a position number in anticipation of a PCS or promotion to make room on the UMPR for the inbound or lower ranking personnel. 34 L6AZW3F171 00AA c. Identify basic facts and terms about Authorization Change Requests You probably wondered why on certain days you are short manned on shift in the dining facility or the fitness center. How are these types of facilities staffed? How do you add more positions? FSS activities are unique as we have a blend of military personnel, APF and NAF civilians and, last but not the least, contractors. As a future manager, you need to understand how manning is distributed within the squadron as well as make the necessary steps to gain additional personnel. There are specific circumstances in which you can request additional military personnel, however that is not the only avenue you have to increase manning. Keep in mind that military, civilian, or contracted manpower is an expense that needs to be paid for. Recall in the last lesson that the FYDP is based on the previous two years and the upcoming three years. This indicates that it may take a few years for a MCR to affect the UMD and the additional personnel assignment. Maintaining consistent manpower levels will take a focused effort on your part. Why? Because Congress controls manpower by authorizing end strengths, appropriating civilian work years, and military grade distributions for military and civilian (APF only) positions. This means all MAJCOMs compete for the same available personnel to fill their manpower needs; if you are not utilizing your manpower appropriately you will find that manning will continuously be short. The following lessons will provide some insight into how the AF manning process works and how you can use this knowledge to meet demands for your activity. 35 L6AZW3F171 00AA Requirement versus Authorization Requirement – What a work center earns by manpower standard or directive to perform mission (may be funded or unfunded) Authorization –positions that can be filled due to funding (also called funded position) Manpower standards are based on Standard Work Documents that describe the work performed at applicable locations. Units that have variances to this standard will have increased or decreased manpower based on differences in mission, environment, and/or technology. An example of this would be to compare manning at a Legacy Dining Facility to that of a Food 2.0 operation. Those types of operations vary in mission in that at a Legacy Dining Facility may offer a midnight meal and run fewer service lines than a Food 2.0 operation. This same Legacy facility my operate a separate flight kitchen or even have Missile Alert Facilities (MAFs) to support. With the understanding of what drives manpower requirements for your FAC you may find that a Manpower Change Request (MCR) is required. Keep in mind that justification for an MCR will be driven by your unit’s unique mission, environment, and/or technology. Requests for insufficient manning alone will not facilitate approval. MCR Process MCR is the methodology a customer uses to request a change to the UMD. This is a tool that unit commanders use to fine-tune their organizations. It affects the population, distribution, composition of manpower requirements, programs, and organization in the Manpower Programming and Execution System. Commanders or designated approval officials are the release authority to submit manpower change requests for their unit and any subordinate units. If delegated, they will identify the subordinate authority to the servicing manpower activity. Air Force directives define manpower requirements. Program allocation, distribution, and risk management shape the requirements. A valid requirement must drive all manpower changes. 36 L6AZW3F171 00AA Manpower Change Request Process Before submitting a change request. You should be familiar with the process and what each step involves. 1. Change Action. Briefly describe the requested action. What is it you are trying to change. 2. Change Rationale. The rationale is often the only information available to a reviewing and approving authority evaluating the request. Provide enough justification that an independent party can adequately evaluate. 3. Coordination Requirements: The proper functional authority must review changes affecting specific resource 37 L6AZW3F171 00AA - Program Element Code: Identifies the specific AF program which the position is tied to, and which congressional funding had been approved and appropriated. Program Element Code (PEC) is used by the DoD to budget for and control its resources. For this reason, units must evaluate actions affecting this attribute for effect to the program. Some constraints could limit or prohibit changing this attribute. For change requests initiated below the Command, servicing manpower activities contact the MAJCOM/A1M staff to coordinate the change request to the appropriate staff division to assess the feasibility of the action before sending the change request to the command. MAJCOM/A1M staff reviews all other requests affecting this attribute. - Resource Identifier Code: Identifies if the resource/manning is officer, enlisted, or civilian and differentiates them further within their assigned category, i.e. ANG enlisted or AD enlisted. Resource Identifier Code (RIC)- Identifies the category of resource that this change will affect. RICs subdivide three broad resource types (Manpower, Total Obligational Authority, and Force) into categories and are enumerated by a 4-digit numeric code ranging from 0000 to 9999. Apply the same considerations to evaluate the PEC. - Air Force Specialty Code - Servicing manpower activities coordinate changes with local specialty functional, if applicable. MAJCOM/A1Ms coordinate all specialty changes with the appropriate Major Command Functional Manager. - Grade Mil/Civ - MAJCOM/A1Ms coordinate all changes to military grades with the Major Command Functional Manager for impact on specialty lifecycle management and command grade limit compliance. - Funded Civilian Position - Coordinate all change requests affecting unit, office symbol, Air Force specialty of funded civilian positions with the servicing civilian personnel activity for effect on position descriptions and the encumbered employees. Changes in position description could upgrade or down grade a position which will affect career progression pay and entitlements for civilian employees. Additionally, for upgraded positions the cost of that change could affect funding for positions to the activity or unit. - Resource Neutral Actions - All manpower changes are resource neutral unless authorized by the MAJCOM/A1M. Offset any action resulting in an increase or decrease of an accountable resource with a comparable resource. It is important to note that an MCR is used to request increases, decreases, realignments, or manpower authorizations; changes in AFSCs; adjustments in grades of skill levels; deviations from norms or standards and organization or mission changes. An MCR should not be submitted if there is a shortage of assigned personnel; inadequate organizational structure; poor or inadequate supervision, personality conflicts, lack of worker’s skills; self-imposed or peaking workloads, inefficient procedures, or use of personnel. The MCR is checked against the UMD to ensure all the manpower positions data elements are correct. In other words, the position or positions in question should be reflected on the UMD as shown on the request. 38 L6AZW3F171 00AA d. Identify basic facts and terms about Appropriated Funds (APF) position description (Military & Civilian) In the Unit Manpower Document and Manpower Change Request lessons we discussed that manpower is a resource, that if not utilized properly will cause staffing issues within your work center. For APF manning (military and civilian) planning and programming is performed at the MAJCOM level with commanders having the ability to request changes to manpower. This is not always guaranteed you will have the manning you need. However, being able to understand your UMD and UPMR can help you determine if there are funded positions available for an APF civilian position. Hiring the right civilian employees APF and NAF will help your team operate effectively. For NAF positions the work center has more latitude to hire based on revenue and workload. Keep in mind that NAF activities operate partially or entirely on income generated within their activity. If that income is not sufficient to support the wages for that employee, the activity cannot afford it. Military position descriptions are based of the Enlisted Force Structure BrownBook.pdf (af.mil). Therefore, position descriptions should be based off the following general duty titles; Supervisors, Noncommissioned Officer in Charge (NCOIC), Manager, Flight Chief, Section Chief, and Superintendent. Within the Services Career Field (cfetp3f1x1.pdf (af.mil)), there are duty positions specific to our mission. They include the following: Skill Level 3-Level 5-Level 7-Level Duty Positions Food Service Specialist Intercontinental Ballistic Missile (ICBM) Food Service Specialist Storeroom Specialist Fitness Center Specialist Readiness and Plans Specialist Mortuary Technician Community Programming Recreation Specialist Dining Facility Shift Leader Fitness Center Specialist Readiness and Plans Technician Mortuary Technician Fatality Search and Recovery Team (FSRT) (ANG only) Dining Facility Manager Fitness Center NCOIC Readiness and Plans NCOIC Mortuary NCOIC NCOIC, FSRT (ANG only) ICBM Feeding Operations NCOIC Community Programing and Recreation Lead Section Chief (MSgts) 39 L6AZW3F171 00AA As a craftsman, you may be assisting your section leadership or manager in the process of hiring a new APF or NAF employee to fill a specific duty position. Both APF and NAF job announcements are generally published on www.usajobs.gov for all eligible job seekers to view and apply for the vacancy. Before you can publish a job vacancy, you must create or modify an existing position description to be considered by the job seeker. A position description or “PD” is a statement of the major duties, responsibilities, and supervisory relationships of a position. In essence a PD is a contract between the government/your organization and the employee. The purpose of a PD is to document the major duties and responsibilities of a position, not to spell out every possible activity during the workday. The Standard Core Personnel Document Library, myFSS SCPD Library, has a catalog of PDs that managers can use to meet their hiring needs. Managers should reach out to their local Civilian Personnel Office within FSS for further assistance. 40 L6AZW3F171 00AA There are two types of APF PDs that you may encounter, supervisory and non-supervisory. For a supervisory position, the description should identify the information necessary to evaluate the position by the appropriate supervisory criteria. The scope and degree of supervisory responsibility are of primary importance. The description of a supervisory position need not include a detailed discussion of the work performed by subordinate employees. It is important, however, that there be consistency between a supervisor’s and subordinates’ PDs concerning supervision given and received. For a nonsupervisory position, the description should include enough information so that proper classification can be made when the description is supplemented by other information about the organization’s structure, mission, and procedures. The PD should define clearly the major duties assigned and the nature and extent of responsibility for carrying out those duties. Qualification requirements should be evident from reading the description, and specialized requirements not readily apparent from the description should be specifically mentioned and supported by the described duties. e. Identify basic facts and terms about Non-Appropriated Funds (NPF) position descriptions NAF Civilian Positions are established and utilized to provide care solutions that enhance Air and Space Force missions and to ensure the most cost-effective use of labor to maximize return on investment. NAF employees typically work retail and customer serviceoriented positions. Unlike the APF pay system, the NAF pay system is built around part-time, seasonal, and other flexible scheduling and pay structures. However, many of the entitlements and benefits that apply to APF employees are extended to their NAF counterparts. Pay schedules, employee benefits, performance appraisals, and equal opportunity programs are modeled off the DoDs policies for APF civilian positions. Where active-duty military and APF civilian positions are full time employment NAF positions are either 41 L6AZW3F171 00AA “regular’ or “flexible” employees. Regular employees are hired either in a part-time or full-time status with regular work schedules and flexible employees fill positions with irregular schedules, that are not on a continuous basis. Both regular and flexible employment can be on a limited term basis and the hiring organization should post a work schedule for all employees. f. Identify basic facts and terms about NAF Memorandum of Agreement (MOA) Memorandum of Agreements (MOAs) are a type of intra-agency, inter-agency, or support agreement between two or more parties. The MOA lays out the terms that are agreed to and the commitment of one or more of the parties to engage in action. The types of MOAs addressed in this lesson have to do with the transfer of funds and manpower between APF and NAF. Typically, when it comes to managing APF and NAF resources, the lines must be clear on what you can utilizes these resources for. However, it is not always cost effective to fill positions in FSS activities with military personnel or APF civilians. In these cases, the best option may be a NAF MOA. A MOA allows the transfer of APFs to a Non-Appropriated Funds Instrumentality (NAFI) by creating a contract where the APFs are transferred to the NAFI as payment for goods or services. Once this agreement is established the funds are no longer considered APFs and for all purposes belong to the NAFI until expended. APFs cannot be transferred to extend the fiscal life of the APFs or used for purposes not authorized APF support. All APFs allocated for each FY must be expended within that FY, since the allocation is specifically intended to meet that year’s requirements. NAFI MOA is an agreement between the installation comptroller, representing APFs, and resource manager (RM), representing the NAFI. The purpose of the agreement is to use APFs to purchase goods and services from the NAFI the same way an installation would purchase them from a commercial contractor. The NAFI operates specific activities with NAF employees and is paid with APFs for providing those services. The installation is still responsible to fund all APF requirements to maintain, at a minimum, the same level of service provided by the activity prior to the MOA. When it comes to APF support for an MWR or Lodging facility authorized APFs, for instance facility maintenance and utilities at a fitness center, those expenses are considered a “must pay” requirement and should not be affected by the implementation of a MOA. Bottom line you cannot use funds authorized to operate the activity to support a MOA. The installation commander approves NAFI MOAs. All NAFI MOAs must meet the requirements of Department of the Air Force Manual (DAFMAN) 64–302, Nonappropriated Fund (NAF) Contracting Procedures. The types of NAFI MOAs that your will find are Strategic sourcing memorandum of agreements (SS MOA), Non-strategic sourcing memorandum of agreements (non-SS MOA), and temporary memorandum of agreements (T-MOA). The template for MOAs can be found on the AFSVC sharepoint site. 42 L6AZW3F171 00AA Strategic sourcing memorandum of agreements (SS MOA) are established to generate savings by replacing APF manpower listed on the Unit Manpower Document that are vacant due to lack of funding. They result in APF dollar savings or better-quality service within a specific service activity. SS MOAs allow continued in-house operation of activities despite the loss of APF manpower. Non-strategic sourcing memorandum of agreements (non-SS MOA) Non-strategic sourcing (non-SS) MOAs are not established for replacing APF manpower or APF-contracted service. APF manpower positions are not reduced as a result of non-SS MOAs. Non-SS MOAs may be used to provide goods or services to installations as long as the goods or services are among those NAFIs that are authorized. Non-SS MOAs are approved at the wing level. An example of a non-SS MOA would be when the installation pays the NAFI APFs to provide base engraving service for awards. A signed copy of the MOA must be forwarded to the MAJCOM/SV. Refer to HQ USAF/ILV memo, policy on NAFI MOAs, and SS MOA guidance for more information. Both are located on the AFSVC sharepoint. Temporary memorandum of agreement (T-MOA) The T-MOA may be used for a number of purposes, such as to backfill deployed troops with NAF employees during contingency operations, provide contingency subsistence-in-kind (SIK) feeding at AF clubs, or provide interim service during an APF-to-NAF transition period. The installation provides APFs upfront to the NAFI for specified service to be performed by NAF employees. The T-MOA is another option wing leadership has to use during contingencies or transitional periods to help augment and sustain service activities and functions. The primary purpose of the T-MOA is sustainment not dollar savings. Nonetheless, the MOA must still be beneficial to both APFs and NAFs as required by DAFMAN 64–302, Non-appropriated Fund (NAF) Contracting Procedures. 43 L6AZW3F171 00AA Unit 2: Human Resources Review 1. The UMPR is the foundational document for the UMD. a. True b. False 2. The UMPR is a detailed manpower listing that reflects the distribution of manpower allocations. a. True b. False 3. Civilian Positions serve what purpose? 4. Civilian positions are not military essential but may be inherently governmental or exempt commercial activities. a. True b. False 5. Which part of the change request process briefly describes the requested action? 6. Manpower change requests affect the ________________ distribution, ________________ of manpower requirements, ________________, and organization in the Manpower Programming and Execution System. Commanders or designated approval officials are the ________________ authority to submit manpower change requests. Air Force directives define ________________ requirements. A ________________ requirement must drive all manpower changes. 7. A MCR is used to request ________________, ________________, realignments, or manpower authorizations; changes in ________________, adjustments in grades or 44 L6AZW3F171 00AA ________________ levels; deviations from norms or standards and organization or mission changes. 8. Anyone with knowledge of the valid requirement can submit a manpower change request. a. True b. False 9. What is a position description (PD)? 10. What are the two types of Position Descriptions? 11. What is the purpose of a position description? 12. In addition to supervisory and non-supervisor what are the two types of NAF positions. 13. The purpose of an NAF fund instrumentality memorandum of agreement is to use APFs to purchase goods and services from the NAFI similar to the way an installation would purchase them from a commercial contractor. a. True b. False 14. All NAFI MOAs must meet the requirements of 15. ________________ is established to generate savings by replacing APF manpower. 45 L6AZW3F171 00AA 16. ________________ are not established for replacing APF manpower or APF-contracted services. 17. ________________ may be used to backfill deployed troops with NAF employees during contingency operations. UNIT 3 Training and Professional Development a. Identify basic facts and terms about work center training plan/Master Task List (MTL) 46 L6AZW3F171 00AA Purpose: A Work Center/Master Training Plan is a guide for supervisors, trainers, and certifiers to ensure that personnel are trained in an effective and efficient manner to meet training and mission requirements. CFETP The Master Task List is based on the STS in the CFETP. The CFETP sets the standard for training for the Services career field. Part I covers the administration and career progression paths for Service UGT. Part II covers the training to be certified and how that training is supposed to be executed. For developing the MTL the Part II is the key section. Proficiency Levels There are three categories of proficiency levels that are used to determine the minimum comprehension that the trainee must achieve to be certified on each task. Those three categories are: Task Performance – the scale value for this proficiency is numerical from "1" being the lowest level and "4" being the highest. This proficiency is a measure of how well a trainee can perform a task. Task Knowledge – the scale value for this proficiency is lower-cased letters from "a" being the lower level of proficiency and "d" the highest. This proficiency measures the knowledge related to performance of a task. This includes the steps involved in a task how to analyze the task to identify and resolve a problem. This knowledge is directly related to the procedures, steps, or practice required to perform a specific task. Subject Knowledge – the scale value for this proficiency is upper-cased letters from "A" being the lower level of proficiency and the "D" being the highest. This proficiency measures the trainee’s knowledge of the subject. This knowledge is not directly related to the performance of a specific task or may be a subject common to several tasks. 47 L6AZW3F171 00AA TR is the Technical Reference for the task or knowledge listed on the STS. This guidance is the training reference that is the backup documentation for course development by the Services Academy. Within operational units the supervisor and trainers build their training material on the TRs to ensure continuity of training across the career field. 48 L6AZW3F171 00AA The skills listed in this column are taught at the Service Apprentice Course schoolhouse. This includes both performance and knowledge-based tasks. Once Airmen are assigned to their first duty assignment the supervisor should review the information that was covered in this course and certify that the training was completed upon graduation. Knowledge based information is provided to Airmen that upgrade from the 3 to 5 skill level through the Services Career Development Course (CDC). All tasks that are performance based (numeric code; 1,2,3, & 4), must be accomplished through OJT. This course covers the knowledge-based proficiencies (letter codes, both upper and lower-case) for 7 level. As with the 5 level UGT, all tasks that are performance base must be trained in OJT. The MTL is an integral part of a training plan. It is a - list of all required tasks in a work center and is a source from which one selects tasks for training. - source from which to select tasks for developing individual training plans. Identify all task requirements within the duty section to include contingency/wartime tasks, additional duties identified as certifiable, and all mandatory core tasks required by the Services Career Field Manager (CFM). The diamond symbol on the STS is the indication that the task is a contingency requirement. Documents: Documents used to develop the MTL include but are not limited to 1. CFETP 2. AF Form 797, Job Qualification Standard Continuation/Command JQS (If applicable) 3. AF Form 1098 49 L6AZW3F171 00AA 4. Automated forms 5. MAJCOM-required forms As you can see, there is no requirement to train everyone in a work center on every task that is done; however, someone must be trained and qualified on every task that is listed on the work center’s MTL. It would be a very good idea to have more than one person qualified on each task. That way you have coverage for days off, leave, and deployments. Even though you may not be required to learn every task in your assigned work center, you should always be ready to learn something new to make yourself and your team better. Now Let's go over what you have learned so far. There are 7 steps to developing the Master Task List (MTL). Click on each step for more information. 1. Identifying Tasks 2. Identify all normal day-to-day mission requirements - Tasks performed by personnel in the work center. 3. Identify Special Work Requirements - Tasks that are not performed on a regular basis. 4. Determine Mandatory Qualifications - CFETP and the Enlisted Classification Directory may list additional requirements that must be met before an Airman is qualified to be upgraded 5. Recurring Training Requirements- Monthly/Quarterly/Annual certification or recertification requirements 6. Documenting the MTL - Unless otherwise directed by AF Career Field Manager, any number of computer programs, such as Word, Excel, etc., maybe used to develop the master training list. However, the CFETP must be used as the core document; other forms used to expand or list tasks not found in the CFETP are considered supplemental. 7. Coding - Color-coding, symbols, or other means to identify individual duty position requirements, core tasks, qualification tasks, additional duties, and so forth. 50 L6AZW3F171 00AA The MTP should include method of instruction and the time period in which the training should be conducted. myTraining The left side are the task from the source document. In this example the source document is from the CFETP. This example shows the tasks under the category 7.9 Alcohol Resale Operations. On the source document task that are included on the MTL are blue and the tasks that have not been included are in gray. The right side of the screen show what is on the MTL in myTraining. As shown in this example the category of tasks includes 7.8 Contingency Recreation and 7.10 Contingency Mortuary. 51 L6AZW3F171 00AA The tasks highlighted in blue on the right side of this example have been selected to be removed from the MTL. 52 L6AZW3F171 00AA We now know the purpose and the steps to developing the Master Task List. Now, let's determine the training needs of the work center. Identify Requirements from Initial Evaluations Compare what the trainee knows or can perform against the tasks in the master training list. The difference between what the trainee can perform, and the work center requirements is the individual’s training requirements. Prioritize Training: Some tasks may require training before others. Other tasks may have prerequisite tasks or knowledge requirements. Determine Training Capabilities/Resources 1. Identify most qualified trainers – Trainers may provide training to one trainee or small groups of trainees, depending on the task. 2. Select Training Strategies – Decide how and where to provide the training and resources required. Determine Training Objectives What must the trainee do or know in order to be considered qualified? Reminder, this is tied to the proficiency code for the task on the CFETP STS or the DAFJQS with numerical code being performance based (do), and letter codes being knowledge based (know). A training objective must define the resultant behavior (what the trainee must do or know) The standard (how well the task must be performed) The condition (what will be given or denied during the final evaluation) Reminder, this is tied to the proficiency code for the task on the CFETP STS or the DAFJQS with numerical code being performance based (do), and letter codes being knowledge based (know). 53 L6AZW3F171 00AA The next considerations for developing a Master Task List are to develop lesson guides and task breakdowns, schedule training and lastly, evaluate the training. Break down large more complex task into smaller, teachable unites or sessions that provide for a number of successes. Remember, not all tasks will require a breakdown. Scheduled training gets priority attention. Schedule training around and to coincide with work schedules. Now.... Evaluate the Training! After training has been conducted, allow trainees time to practice what has been learned. The trainer will determine when the trainee is ready to be certified on the task. b. Identify basic facts and terms about Industry Level Certification Opportunities Air Force Credentialing Program. The last lesson covered training within the work center. The foundation for Airmen’s Services career progression is built off the MTL and AETC’s Apprentice and Craftsman course and the Journeyman CDCs. This lesson talks about elevating the training we provide for our airmen through industry level credentialing. The purpose of this program is to provide a vehicle for Airmen to obtain and maintain professional credentials that will enhance their personal development and their competitiveness in the DAF and post-military civilian careers. Additionally, this program is intended to improve readiness and enhance professional skills and competencies. DODI 1322.33_DAFI 36-2683 expands on the benefits that the Air Force has afforded airmen since 2016. The goal of this program is to help translate military experience and training into a format that civilian organizations recognize and accept. Responsibilities: In order for this program to be effective for both airmen and the DAF, oversight needs to be in place to ensure the program is efficient. AF/A1DLV Program execution oversight to ensure compliance, program development, and program sustainment. Provides guidance to the Credentialing Program Office Reviews/Approves budget. Responsibilities continued: AF Credentialing Program Office Daily execution of AFCOOL Program within policy and guidelines Liaise between business partners and AF Career Field Managers to resolve concerns. Provide recommendations to AF/A1DLV 54 L6AZW3F171 00AA Assess program. Liaise with sister service. Complete reports Air Force Career Field Managers, MAJCOM Function Managers, Unit Leadership Encourage Airmen to pursue credentials. Advise and counsel Airmen on significance. Ensure Airmen requesting funding do not register, take, participate in, schedule, or otherwise obligate the members or government to pay for a credentialing expense without first obtaining approval for funding. Ensure Airmen meet eligibility requirements prior to approval of request. Airmen Follow program procedures. Obtain funding approval prior to taking any actions that would obligate funds. Submit completed AFCOOL Request NET 60 days and NLT 30 days prior to the anticipated exam or training date. The Air Force Credentialing Program provides a vehicle for the award of civilian-recognized credentials to help you succeed within the Air Force and as a civilian. 55 L6AZW3F171 00AA Funding The AFCOOL has authorized and unauthorized use of funds. Authorized Multiple credentials Maximum of $2750 per goal not to exceed $4500 lifetime cap. Provided if the credential requires periodic recertification and only if the recertification process requires retesting. SNCOs may be eligible for an additional funded leadership credential. Unauthorized For degrees for non-mandatory membership societies or associations Re-examinations (after a failed exam) Attending conferences/workshops Travel, hotel, per diem, air fare, etc. Eligibility Requirements The AFCOOL requires Airmen have: 5-skill level No UIF, failed AFPT Test, Referral EPR or Control Roster Airman must be in on active orders for completion of entire credential. Reserve members are required to include a copy of their orders in the Air Force Automated Education Management System. AFCOOL 3F1X1 Funded Certifications Examples: Certified Executive Chef Certified Personal Trainer Food Safety Manager Certification Personal Certified Chef Other Certifications: Non-AFSC related credential must be approved in AFVEC as an AFCOOL eligible for another AFSC. Awarded Degree Related-Credential related to an already obtained academic degree. 56 L6AZW3F171 00AA c. Identify basic facts and terms about Evaluation Criteria and Responsibilities in Force Support Legacy Awards/Recognition Programs. Purpose To recognize the best performers and best Installation level programs—to honor their accomplishments and commitment to excellence and to improve the situational awareness for everyone in the A1 Community. All awards are on a fiscal year cycle – 1 October through 30 September. Installation Awards General Curtis E. Lemay (large installation) This prestigious award was named in honor of General Curtis E. LeMay, who had a life-long interest in support and quality of life programs provided to AF members and their families around the globe. In 1928, he became a flying cadet in the armed forces eventually achieving the position of Chief of Staff, United States Air Force (USAF) until retirement in 1965. This award recognizes the best large installation-level FSS. Major General Eugene L. Eubank (small installation) This prestigious award was named in honor of Major General Eugene L. Eubank, who recognized the importance of morale and welfare for America’s fighting forces to further the overall AF mission. In 1917, he became a flying cadet in the Signal Corps culminating in becoming the Commander of the Technical Training Air Force in 1951 until retirement in 1954. This award recognizes the best small installation-level FSS. These awards recognize the best installation level Force Support Squadrons Categories are determined by the number of full-time equivalent personnel assigned to an installation’s FSS. Assigned personnel includes military (Active and AFRC), civilians (APF and full-time equivalent NAF, and Non-US), and contractor employees (full-time equivalent). Full time equivalent personnel is a method of adding up the hours of full and part-time employees into measurable ‘full-time’ units. This allows units to include the efforts of our regular and flex employees and their AFRC counterparts. It recognizes their efforts to support they contribute to the organization regardless of their time contribution. Criteria: Mission and Mission Accomplishment (60 points) Describe the FSS’s impact on mission and significant accomplishments in managing, developing, and sustaining military. Expand on core functions of the FSS and Total Force initiatives and use of resources to support accomplishments. 57 L6AZW3F171 00AA Leadership, Innovation, and Integration (20 points) Describe how leadership uses Total Force initiatives, resources, and community partnership to deliver extraordinary programs or services. Describe how squadron capitalized on new, integrated FSS structure and how the unit leads the way in providing cutting-edge programs or services. Illustrate how innovative efforts have institutionalized lasting, enterprise-wide changes that significantly improved programs and base-wide support. Describe any new initiatives or techniques developed that could be potential best practices. Management and Customer Focus (20 points) Describe how unit and individual sections, programs, and activities demonstrate exceptional management qualities. Explain how well the programs adhere to program and (if applicable) financial standards. Illustrate how managers collectively apply current trends and benchmarks best practices. John L. Hennessy Trophy This program recognizes excellence in AF food service. The award is named for John L. Hennessy, a hotel and food service industry leader and advisor to Presidents on military food-service issues. Any AF installation (except medical facilities) providing mission essential (appropriated funded) food service and nominated by the MAJCOM is eligible to compete. Categories Single Category: a base that has one main dining facility. Multiple Category: a base that has two or more main dining facilities. A dining facility is a ―main facility if it is open for at least five days per week and serves at least three meals per day. 58 L6AZW3F171 00AA Criteria AF Form 1038 - Five Categories 1. Kitchen Operations – 250 points 2. Serving and Dining Operations – 225 Points 3. Training, Personnel, and Readiness – 150 points 4. Sanitation and Repair Maintenance – 200 points 5. Management – 175 points AF Form 1038: Used to evaluate Food Service Operations Should be performed by the Food Service Officer or designee quarterly. Used by Hennessy Team during evaluation. d. Identify basic facts and terms about Customer Service Training. When thinking back to BMT and Technical Training, as a trainee you were required to render courtesy by standing at attention or parade rest when a person of higher rank entered the area. At the time, most Airmen do not realize that this practice of followership is preparation for leadership. We learn an ingrained muscle memory in rendering customs and courtesies for higher ranking individuals, but this practice should also be extended to lower ranking individuals as well. The practice is a demonstration that our full attention is being given to the person in front of us. As a Services Manager it is important to provide our undivided attention to all our customers. Be they an external customer who is looking to purchase a good or service, or our internal customers, supervisors subordinates or peers. As a Services Journeyman, you should now be familiar with the basics of customer service training. There are many philosophies concerning excellent customer service training. When we broaden our perspective on who customers are we remove barriers to providing care solutions for them. We now no longer have only the external customers that we serve in a business capacity, but the contractors, PH, and CE personnel that support our operation. Our internal customers are no longer just our coworkers, but the entire team within our section. When we approach each customer with a care solution mindset, we increase our customer service capabilities. Customer services is not so much the adage "The customer is always right", as how can we make this right for the customer? Like every other AFSC we have the restrictions of DAF guidance, leadership expectations, and mission objectives. When we add the business aspects of NAF activities our objective to create care solutions that make the situation right for the customer becomes more difficult. Managers need to balance all these challenges and find creative ways to help the customer to have an experience that exceeds their expectations. 59 L6AZW3F171 00AA Video: Simon Sinek: https://youtu.be/Em7NPWmyw6w?si=KvoNj7jNfJN6eBoy In the plane ticket example that Simon Sinek presents shows two examples where the airline employee told the customer no. The first scenario he presents resulted in a dissatisfied customer since the employee was inflexible and unwilling to take a few extra steps to show empathy. In the second scenario the employee tried every possible method to assist the customer with the same result, but the customer came away with a more positive reaction. This video shows that we cannot be complacent in how we provide customer care, even when we may be the only option for the customer. Whether you’re assigned to the DFAC and serving on the line, or in the readiness office preparing fellow squadron members for deployment customer service plays a factor in performing your assigned duties. Customer service is the reason for our continued operation within the Department of Air Force. As Mahatma Gandhi opined: "A customer is the most important visitor on our premises; he is not dependent on us. We are dependent on him. He is not an interruption in our work. He is the purpose of it. He is not an outsider in our business. He is part of it. We are not doing him a favor by serving him. He is doing us a favor by giving us an opportunity to do so." Training The AFSVC has annual customer service training called Customer Experience (CX) Annual Refresher on Genius IS. This is a great tool for managers to set a base line for their customer service training however, the tools and techniques taught in this course require follow through from trainers and supervisor to ensure they are being applied correctly. We have bad days, our customers have bad days, and our staff have bad days. The challenge with customer service can be overlooking bad days and approaching the situation with care. Supervisors and trainers should shadow their trainees as they interact with customers and provide feedback on what went well and what needs improvement. If possible, create scenario-based training to evaluate customer service skills to handle difficult situations. Excellent customer service requires practice. Customer Experience Customer experience is the proactive form of customer care in which we anticipate the customers need and put touch points in place to meet their needs. Customer Service is not a lower form of customer care, it is a reaction to a customer’s complaint. Both forms of customer care should be utilized to elevate the service we provide. The way to differentiate the two concepts is that 60 L6AZW3F171 00AA customer service is reactive to a patron’s complaint or compliment and customer experience is proactive by putting practices in place to exceed your customers’ expectations. Video: The Fred Factor: https://youtu.be/4GKQ9kTnSg4?si=jVjdgkfJ3NVfA9Nt Customer service and experience are partners under the customer care umbrella. They complement each other and are the tools that your team can use to provide care solutions for both your internal and external customers. Platforms for Customer Interaction Your operation’s mission will determine which platform of customer service you will provide within your activity. In the DFAC and Fitness Center most customer service is face to face, while in the readiness office phone conversations, or emails will drive the customer service provided. Trainers and supervisors should tailor their training for new employee to meet their activities mission, while not overlooking the other platforms. New airmen should know how to professionally answer the phone while being prepared to provide customer service for those customers. Each platform has its individual challenges, so preparation is key. Types of Communication There are four types of communication when it comes to customer service, we typically use the first three: Non-verbal, Verbal, and Written. The fourth is Visual communication which is a service that the Marketing Office performs for our activities, and we will discuss further in Block III. We are going to go over the first three forms here: Non-verbal: this includes facial expressions, posture, eye contact, and gestures and physical touch. These forms of communication can betray your true thoughts and feelings if they are not managed to help you achieve a mutual agreement between another party and yourself. This is not a problem when using verbal communication on the phone, or written communication through emails and hard copy documents. Verbal: can be affected by pitch, tone, and content. Emotions can not only be translated through non-verbal communication, but also in the pitch and tone of voice. The content of verbal communication is the most important and word choice and what we say should be carefully selected. When we talk to a new Airman who has arrived at their first duty section, we need to avoid jargon and acronyms that they may not be familiar with, and if these terms must be used, we should take the time to explain it to them. Understanding information about the audience we are speaking to can help us tailor the content of our verbal communication to ensure our message is effective. 61 L6AZW3F171 00AA Written: with written communication the benefits and difficulties are stripped away to the content and format of our words. The opportunity for misreading the tone or message of an email, teams chat, or signage can stem from missing information, misinterpretation of tone or content. Proof reading can help mitigate miscommunication in written communication, but in some situation a quick verbal conversation may be required to correct inaccurate impressions. Measurement of Customer Care The most effective measurement of the quality of customer care is typically repeat customers. When customers have a choice where they spend their money, they will choose to go where they feel their needs are being met, their welcomed by the staff, and when problems arise, they will be resolved efficiently. With activities like the DFAC this may not be a reliable measurement due to ESM customers receiving meals on meal card status. However, a steep incline or decline in customer headcount can

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