2024E5-Study-Guide-1-Nov-23.pdf

Study Guide to SSgt AFH 1 1 November 2021 AIRMAN DEVELOPMENT AND TESTING CHART Air Force Handbook 1, Airman (1 November 2021) The Airman Development and Testing Chart (ADTC) is used by the Air Force to identify the relevance of Air Force Handbook (AFH) 1, Airman, testable content for the Promotion Fitness Examination (PFE) as well as to determine subject matter content for inclusion in applicable enlisted promotion study guides. Testable content comprehension levels were determined by survey of all active duty chief master sergeants. The primary purpose of the ADTC is to relate test content relevant to promotion with desired comprehension levels. It is the primary measurement to ensure enlisted promotion tests are developed to the required AF-level of knowledge for enlisted promotion to the next grade. The ADTC is an outline of the subject matter content in AFH 1. For promotion testing purposes, the level of comprehension necessary for each section is identified by rank using a scale of A through D. Enlisted Airmen should use the chart to identify the levels of comprehension of subjectmatter content for the enlisted promotion exam and development expectations associated with eachrank. Scale Level of Comprehensi on A Rememberi ng B Understandi ng C Applying D Analyzing Indicates the level of comprehension necessary for each rank as enlistedAir Force professionals Recognizing or recalling knowledge from memory. Remembering is when memoryis used to produce or retrieve definitions, facts, or lists, or to recite previously learned information. Constructing meaning from different types of functions, whether written or graphicmessages, or activities like interpreting, exemplifying, classifying, summarizing, inferring, comparing, or explaining. Carrying out or using a procedure through executing or implementing. Applyingrelates to or refers to situations where learned material is used through products like models, presentations, interviews, or simulations. Breaking materials or concepts into parts, determining how the parts relate to oneanother, how they interrelate, or how the parts relate to an overall structure or purpose. 2 Study Guide to SSgt AFH 1 Chapter 4—MILITARY ORGANIZATION AND COMMAND Section 4A—United States Armed Forces Section 4C—Military Command Structure Section 4E—Air Force Structure Chapter 6—ENLISTED FORCE DEVELOPMENT Section 6E—Training Responsibilities Section 6F—Professional Military Education Chapter 7—ASSESSMENTS AND RECOGNITION Section 7A—Airman Comprehensive Assessment Section 7B—Performance Evaluations Section 7C—Reenlistments and Continuation Chapter 8—ENLISTED PROMOTIONS Section 8A —Promotion Systems and Programs Section 8C—Preparation and Responsibilities Section 8D—Promotion Testing Chapter 10—PERSONNEL PROGRAMS & BENEFITS Section 10A—Benefits and Services Section 10B—Leave and Authorized Absences Chapter 12—DEVELOPING ORGANIZATIONS Section 12C—Change and Problem Solving Chapter 13—DEVELOPING OTHERS Section 13A—Teamwork Section 13B—Develops People Section 13D—Leadership Section 13E—Fosters Inclusion Chapter 14—DEVELOPING SELF Section 14A—Accountability and Self-Management Section 14B—Military Communication Section 14C—Preparing to Communicate Section 14E—Spoken Communication Chapter 17—SECURITY Section 17B—Operations Security Section 17C—Information Protection Section 17D—Information Access, Cyber Security and Mobility Section 17E—Antiterrorism Chapter 18—STANDARDS OF CONDUCT Section 18A—Way of Life Section 18B—Law of War Section 18C—Code of Conduct Chapter 19—ENFORCING MILITARY STANDARDS Section 19B—Individual Accountability Section 19C—Appropriate Working Relationships Section 19D—Addressing Misconduct Chapter 21—FITNESS AND READINESS Section 21E—Readiness State of Mind Chapter 23—MILITARY CUSTOMS AND COURTESIES Section 23A—Honored Traditions Section 23B—Respect for the Flag Section 23C—Respect for Individuals Section 23D—Ceremonies and Events Chapter 24—PROFESSIONALISM Section 24A—Air Force Professional Section 24C—Air Force Core Values 1 November 2021 SSgt B B B SSgt B B SSgt B B B SSgt B B B SSgt B B SSgt B SSgt B B B B SSgt B B B B SSgt B B B B SSgt B B B SSgt B B B SSgt B SSgt B B B B SSgt B C 3 Study Guide to SSgt Section 24D—Ethical Standards AFH 1 1 November 2021 B 4 Study Guide to SSgt AFH 1 1 November 2021 Chapter 4 MILITARY ORGANIZATION AND COMMAND Section 4A—United States Armed Forces REQUIRED LEVEL OF COMPREHENSION FOR DEVELOPMENT AND PROMOTION Chapter 4—MILITARY ORGANIZATION AND COMMAND SSgt TSgt MSgt SMSgt CMSgt Section 4A—United States Armed Forces B B C C C 4.1. Command Authority Since the birth of our Nation, policies and directives have been made by civilians assigned to the military and to the executive and legislative branches of the government. Command authority is the established levels of responsibility for command, control, and communication throughout a chain of command. Responsibility and authority for the U.S. Armed Forces extends from the U.S. President, through the Secretary of Defense, through two distinct branches of command, and through each commander at every level in the branches of service. The various levels within the chain of command have different responsibilities and authority; however, each level in the chain is responsible for all lower levels and accountable to all higher levels. Commander in Chief. The U.S. Constitution establishes the basic principle of civilian control of the U.S. Armed Forces. As Commander in Chief, the U.S. President has final command authority; however, as head of the executive branch, the President is subject to the checks and balances system of the legislative and judicial branches. Chain of Command. By statute, the chain of command runs from the U.S. President, through the Secretary of Defense, to the Combatant Commanders. For all forces not assigned to the Combatant Commanders, the chain of command runs from the U.S. President, through the Secretary of Defense, to the Secretaries of the military departments. When forces are assigned to the Combatant Commanders, administrative control over those forces still typically flows through their respective service branch. Note: A provision of the Public Law 99-433, Goldwater-Nichols Department of Defense Reorganization Act of 1986, 1 October 1986, permits the U.S. President to authorize communications through the Chairman of the Joint Chiefs of Staff, placing the Chairman in the communications chain of command. 4.2. Department of Defense With over 1.3 million members in the Regular Forces, another 826,000 in the National Guard and Reserve Forces, and 742,000 civilian personnel, the Department of Defense is America’s largest government agency. The mission of the Department of Defense is to provide military forces to deter war and protect the security of our country. Headquartered at the Pentagon, the Department of Defense includes the Office of the Secretary of Defense; the Joint Chiefs of Staff; the Joint Staff; and the Departments of the Army, Navy (including the Marine Corps), and Air Force (including the Space Force). Furthermore, the Department of Defense includes the unified combatant commands and forces dedicated to combined commands, defense agencies, and field activities. As the civilian head of the Department of Defense, the Secretary of Defense reports directly to the U.S. President. 5 Study Guide to SSgt AFH 1 1 November 2021 Secretary of Defense. The Secretary of Defense (SecDef) is appointed by the U.S. President, with advice and consent of the Senate. The SecDef serves as principal defense policy advisor to the U.S. President and is responsible for the formulation of general defense policy, policy related to all matters of direct and primary concern to the Department of Defense, and for the execution of approved policy. In addition to exercising the operational chain of command between the U.S. President and the Combatant Commanders, a specific responsibility of the SecDef is to provide written policy guidance for Department of Defense national security objectives and policies, military mission priorities, and projected levels for available resources. The SecDef also provides the Chairman of the Joint Chiefs of Staff with written policy guidance regarding contingency plans. The Secretaries of the military departments and the Combatant Commanders are provided written guidelines to direct the effective detection and monitoring of all potential aerial and maritime threats to the national security of the United States. The Armed Forces Policy Council. The Armed Forces Policy Council assists in matters requiring a long-range view, formulates broad defense policy, and advises the Secretary of Defense on policies, as requested. The Armed Forces Policy Council consists of the Secretary of Defense serving as the Chairman of the Council; the Deputy Secretary of Defense; Secretaries of the Army, Navy, and USAF; the Chairman of the Joint Chiefs of Staff; Under Secretary of Defense for Acquisition and Sustainment, the Under Secretary of Defense for Research and Engineering, the Under Secretary of Defense for Policy; the Deputy Under Secretary of Defense for Acquisition and Technology, the Deputy Under Secretary of Defense for Research and Engineering, the Deputy Under Secretary of Defense for Acquisition and Sustainment; and the Service Chiefs. Under Secretaries of Defense. There are six Under Secretaries of Defense (Policy; Comptroller; Personnel and Readiness; Under Secretary of Defense for Acquisition and Sustainment (A&S); Under Secretary of Defense for Research and Engineering; and Intelligence) who assist the Secretary of Defense. The Secretary of Defense receives staff assistance through a number of special agencies, such as the Defense Threat Reduction Agency, Security Service, and Defense Logistics Agency, which provide special skills, expertise, and advice. 4.3. Joint Staff The Joint Staff assists members of the Joint Chiefs of Staff in carrying out assigned responsibilities of strategic direction, unified operation of combatant commands, and integration of all branches of the military into an efficient force. By law, the direction of the Joint Staff rests exclusively with the Chairman of the Joint Chiefs of Staff. The Chairman normally manages the Joint Staff through the Director of the Joint Staff. The Director is selected by the Chairman after consultation with other members of the Joint Chiefs and with the approval of the Secretary of Defense. The Joint Staff consists of more than 1,500 military and civilian personnel, composed of approximately equal numbers of officers from the Army, Navy, USAF, and USSF. Marines make up about 20 percent of the number allocated to the Navy. Chairman, Joint Chiefs of Staff. Appointed by the U.S. President, by and with advice and consent of the Senate, the Chairman of the Joint Chiefs of Staff (CJCS) holds the grade of General or Admiral. The CJCS outranks all other officers of the U.S. Armed Forces but may not exercise military command over the Joint Chiefs of Staff or the U.S. Armed Forces. The CJCS is the principal military advisor to the U.S. President, the National Security Council, and the Secretary of Defense. The Secretary of Defense may assign CJCS responsibility for overseeing the activities of the combatant commands. The CJCS presides over the Joint Chiefs of Staff and objectively 6 Study Guide to SSgt AFH 1 1 November 2021 furnishes recommendations and views of the Joint Chiefs to the U.S. President, National Security Council, or the Secretary of Defense. Vice Chairman, Joint Chiefs of Staff. The Vice Chairman of the Joint Chiefs of Staff (VCJCS), appointed by the U.S. President, by and with advice and consent of the Senate, is a member of the Joint Chiefs of Staff. The VCJCS performs duties prescribed by the Chairman, with the approval of the Secretary of Defense. The VCJCS cannot be from the same branch of service as the Chairman, serves a tour of two years, and may be reappointed for two additional terms. When required, the VCJCS assumes the role of Acting Chairman in the Chairman’s absence. Senior Enlisted Advisor to the Chairman. Senior Enlisted Advisor to the Chairman (SEAC), is designated as the highest senior enlisted position in the U.S. Armed Forces. The SEAC is appointed to serve as an advisor to the Chairman and the Secretary of Defense on all matters involving Total Force integration, utilization, health of the force, and joint development for enlisted personnel. The SEAC also serves as a spokesperson to leaders and organizations on applicable issues affecting enlisted forces. Joint Chiefs of Staff. Subject to the authority, direction, and control of the U.S. President and the Secretary of Defense, members of the Joint Chiefs of Staff serve as advisors to the President, Secretary of Defense, and the National Security Council. The Joint Chiefs provide the strategic direction of the U.S. Armed Forces and review major materiel and personnel requirements according to strategic and logistic requirements and establish joint doctrine. Members of the Joint Chiefs of Staff are also responsible for the assignment of logistic responsibilities to the military services, formulation of policies for joint training, and coordination of military education. Members of the Joint Chiefs of Staff are the Chairman; Vice Chairman; Chief of Staff of the U.S. Army; Chief of Naval Operations; Chief of Staff of the USAF; Chief of Space Operations; Commandant of the Marine Corps; and Chief of the National Guard Bureau. For the Service Chiefs (Chief of Staff of the Army, Chief of Naval Operations, Chief of Staff of the USAF, Commandant of the Marine Corps), their Joint Chiefs of Staff duties take precedence over all other duties. Consequently, as the military heads of their respective services, the Joint Chiefs delegate many duties to their Vice Chiefs while retaining overall responsibility. 7 Study Guide to SSgt AFH 1 1 November 2021 Section 4C—Military Command Structure REQUIRED LEVEL OF COMPREHENSION FOR DEVELOPMENT AND PROMOTION Chapter 4—MILITARY ORGANIZATION AND COMMAND SSgt TSgt MSgt SMSgt CMSgt Section 4C—Military Command Structure B B C C C 4.6. Combined Commands Combined commands consist of forces from more than one allied nation. Since combined commands are binational or multinational, their missions and responsibilities (including command responsibilities) must establish, assign, and conform to binational and multinational agreements. Normally, a combined command operates under the terms of a treaty, alliance, or bilateral agreement between or among the nations concerned. Examples of multinational commands are: North American Aerospace Defense Command, Combined Forces Command Korea, and Allied Command Operations. 4.7. Unified Combatant Commands The U.S. President, assisted by the Chairman of the Joint Chiefs of Staff through the Secretary of Defense, establishes unified combatant commands for the performance of military missions. Unified combatant commands have a broad, continuing mission composed of forces from two or more military departments. All units assigned to a unified combatant command remain under the combatant command authority of the unified combatant command commander and the administrative control authority of the respective service component commander. The combatant commander deploys, directs, controls, and coordinates the action of the command’s forces; conducts joint training exercises; and controls certain support functions. Once assigned to a unified combatant command, a force cannot be transferred except by authority of the Secretary of Defense or under special procedures with approval of the U.S. President. Unified Command Plan. The Unified Command Plan is an unclassified executive branch document prepared by the Chairman of the Joint Chiefs of Staff that assigns missions; planning, training, and operational responsibilities; and geographic areas of responsibilities to combatant commands. The Unified Command Plan has a significant impact on how combatant commands are organized, trained, and resourced—areas over which Congress has constitutional authority. The plan is reviewed and updated every two years. 4.8. Combatant Command Organization There are currently 11 combatant commands, as shown in Figure 4.2. They are organized geographically or functionally. Geographic combatant commands operate in clearly delineated areas of responsibility and have a distinctive regional military focus. Geographic unified combatant commands include: U.S. Africa Command, U.S. Central Command, U.S. European Command, U.S. Northern Command, U.S. Indo-Pacific Command, and U.S. Southern Command. Functional combatant commands operate world-wide across geographic boundaries and provide unique capabilities to geographic combatant commands and the services. Functional unified combatant commands include: U.S. Special Operations Command, U.S. Strategic Command, U.S. Cyber Command, U.S. Transportation Command, and U.S. Space Command. 8 Study Guide to SSgt AFH 1 1 November 2021 Figure 4.2. Combatant Commands. United States Africa Command. United States Africa Command (USAFRICOM) headquarters is located at Kelley Barracks, Stuttgart, Germany. USAFRICOM is responsible for military relations with African nations, the African Union, and African regional security organizations. It protects and defends the interests of the United States by strengthening the defense capabilities of African nations and, in cooperation with African governments, conducts military missions that increase security while deterring and defeating a variety of transnational threats. United States Central Command. United States Central Command (USCENTCOM) headquarters is located at MacDill Air Force Base, Florida. USCENTCOM is responsible for operations in 20 countries that fall in the “central” area of the globe, to include countries in the Middle East, parts of Northern Africa, and Central Asia. USCENTCOM utilizes national and international partnerships to build cooperation among nations, respond to crises, deter and defeat threats, and support development that ultimately increases stability in the region. United States European Command. United States European Command (USEUCOM) headquarters is located at Patch Barracks, Stuttgart, Germany. USEUCOM works closely with countries in the North Atlantic Treaty Organization and other partner nations to address the security and defense needs of nations in Europe, parts of the Middle East, and Eurasia. USEUCOM coordinates with these nations to find cooperative solutions in peace and wartime alike, to plan training missions, provide humanitarian assistance, and develop strategies for promoting peace and stability in the region. United States Northern Command. United States Northern Command (USNORTHCOM) headquarters is located at Peterson Air Force Base, Colorado. USNORTHCOM operates in the area of responsibility encompassing the Continental United States, Alaska, Mexico, Canada, portions of the Caribbean, and surrounding waters. USNORTHCOM is primarily responsible for civil support and homeland security. The Commander of USNORTHCOM is designated as the Commander of U.S. Element, North American Aerospace Defense (NORAD) Command and Commander of NORAD Command when a United States officer fulfills that role. Indo-Pacific Command (vice Pacific Command). United States Indo-Pacific Command (USINDOPACOM) headquarters is located at Camp H.M. Smith, Hawaii. USINDOPACOM oversees an area of responsibility stretching from the western shores of the United States to the western border of India, and from Antarctica to the Aleutian Islands, encompassing 36 diverse nations. USINDOPACOM and its partners work to promote the development of the region while cooperating to enhance security, deter aggression, respond with force, when necessary, provide humanitarian assistance associated with illicit trafficking, and conduct multinational military exercises designed to strengthen partnerships while developing collective capabilities. 9 Study Guide to SSgt AFH 1 1 November 2021 United States Southern Command. United States Southern Command (USSOUTHCOM) headquarters is located at Miami, Florida. USSOUTHCOM oversees an area of responsibility encompassing 31 nations in Latin America south of Mexico, Central and South America, and the Caribbean Sea. USSOUTHCOM works to increase the security of the United States by engaging its partners to enhance the peacekeeping abilities of the region, promote human rights, deter illegal activities associated with illicit trafficking, and conduct multinational military exercises designed to strengthen partnerships while developing collective capabilities. United States Special Operations Command. United States Special Operations Command (USSOCOM) headquarters is located at MacDill Air Force Base, Florida. USSOCOM is responsible for planning and conducting special operations. It offers direct action in the form of short duration strikes and small-scale offensives, special reconnaissance, unconventional warfare, foreign internal defense, civil affairs operations, counterterrorism, psychological operations, information operations, counter-proliferation of weapons of mass destruction, security force assistance, counterinsurgency operations, and any specific activities directed by the U.S. President or the Secretary of Defense. United States Strategic Command. United States Strategic Command (USSTRATCOM) headquarters is located at Offutt Air Force Base, Nebraska. USSTRATCOM conducts global operations in partnership with other combatant commands, services, and U.S. Government agencies, to deter and detect strategic attacks against the United States. USSTRATCOM is responsible for command of nuclear capabilities, space operations, global strike, joint electromagnetic spectrum operations, and global missile defense. United States Cyber Command. United States Cyber Command (USCYBERCOM) headquarters is located at Fort Meade, Maryland. USCYBERCOM is responsible for achieving and maintaining cyberspace superiority in alignment with the National Security Strategy and National Defense Strategy as a critical component of advancing national interests. United States Transportation Command. United States Transportation Command (USTRANSCOM) headquarters is located at Scott Air Force Base, Illinois. USTRANSCOM provides the Department of Defense with an aggregate of transportation capabilities and assets. Together with commercial partnerships, USTRANSCOM enables a diverse array of joint mobility. United States Space Command. United States Space Command conducts operations in, from and to space to deter conflict, and, if necessary, defeat aggression, deliver space combat power for the Joint/Combined Force and defend U.S. vital interests with allies and partners. Ultimately, space combat power is how United States Space Command ensures there is never a day without space. 4.9. USAF Service Component to a Combatant Commander In compliance with Title 10 United States Code, Armed Forces, and the Unified Command Plan, the Secretary of the Air Force, in accordance with direction of the Secretary of Defense, selects and assigns Air Force Forces to Air Force Service Component Commands, commanded by a Commander, Air Force Forces (COMAFFOR). The COMAFFOR is under the operational branch authority (also called operational control or OPCON) of the combatant commander to whom he or 10 Study Guide to SSgt AFH 1 1 November 2021 she is assigned, and under the administrative branch authority (also called administrative control or ADCON) of the Secretary of the Air Force. Further details can be found in AFI 38-101, Manpower and Organization, 29 August 2019. 11 Study Guide to SSgt AFH 1 1 November 2021 Section 4E—USAF Structure REQUIRED LEVEL OF COMPREHENSION FOR DEVELOPMENT AND PROMOTION Chapter 4—MILITARY ORGANIZATION AND COMMAND SSgt TSgt MSgt SMSgt CMSgt Section 4E—USAF Structure B B C C C 4.14. Department of the United States Air Force Title 10 United States Code, Armed Forces, provides specified duties, responsibilities, and legal obligations of the Department of the Air Force. The USAF’s mission is to fly, fight, and win…airpower anytime, anywhere. The Department of the Air Force (DAF) is comprised of the secretariat (including the Secretary of the Air Force and the Secretary’s principal staff), HAF and field units, and Headquarters Space Force and field units. It is responsible for preparing the air, space and cyber forces necessary for the effective prosecution of war and military operations short of war for the expansion of the peacetime components of the USAF and Space Force to meet the needs of war. DAF consists of three major entities: the Secretariat (including the Secretary of the Air Force and the Secretary’s principal staff) and the Air Staff (headed by the Chief of Staff of the Air Force), and the Space Staff (headed by the Chief of Space Operations). Field units are the component organizations within the USAF and Space Force. USAF Distinctive Capabilities. To achieve strategic, operational, and tactical objectives unhindered by time, distance, and geography, the USAF employs six distinctive capabilities: Air and Space Superiority, Global Attack, Rapid Global Mobility, Precision Engagement, Information Superiority, and Agile Combat Support. USAF Primary Functions. In addition to general and specific functions of the military branches outlined in the Key West Agreement, there are also primary functions of the branches. The primary functions of the USAF include, but are not limited to organizing, training, equipping, and providing forces for prompt and sustained combat operations in the air and space; strategic air and missile warfare; joint amphibious, space, and airborne operations; close air support and air logistic support to the other branches of service; operating air and space lines of communication; support and conduct of psychological operations; and equipment, forces, procedures, and doctrine necessary for effective electronic warfare operations. As stated in AFI 1-1, the USAF will be a trusted and reliable joint partner with our sister services known for integrity in all activities, including supporting the joint mission first and foremost. We will provide compelling air, space, and cyber capabilities for use by the combatant commanders. We will excel as stewards of all USAF resources in service to the American people, while providing precise and reliable Global Vigilance, Global Reach, and Global Power for the nation. Secretary of the Air Force. The Secretary of the Air Force (SecAF) is a civilian appointed by the U.S. President, by and with the advice and consent of the Senate. The SecAF is the head of the Department of the Air Force and is subject to the authority, control, and direction of the Secretary of Defense. Responsibilities of the SecAF include recruiting, organizing, supplying, equipping (including research and development), training, servicing, mobilizing, demobilizing, and administering personnel (morale and welfare programs); maintaining, constructing, outfitting, and repairing military equipment; constructing, maintaining, and repairing buildings, structures, and utilities; and acquiring real property and interests in real property. 12 Study Guide to SSgt AFH 1 1 November 2021 4.15. Levels of Command and Responsibility Chief of Staff of the Air Force. The Chief of Staff of the Air Force (CSAF) is a USAF General Officer appointed for four years by the U.S. President, by and with the advice and consent of the Senate. The CSAF is subject to the authority, direction, and control of the Secretary of the Air Force, and presides over the Air Staff. The CSAF acts as an agent in carrying out recommendations or plans by the Secretary, and exercises supervision consistent with the authority assigned to commanders of unified or specified combatant commands and organizations of the USAF. As a member of the Joint Chiefs of Staff, the CSAF informs the Secretary of the Air Force regarding military advice rendered by the Joint Chiefs of Staff on matters affecting the Department of the Air Force to the extent that such action does not impair the independence or performance of required duties as a member of the Joint Chiefs of Staff. Air Staff. The function of the Air Staff is to assist the Secretary of the Air Force in carrying out his or her responsibilities. The Air Staff is composed of the Chief of Staff, Vice Chief of Staff, Deputy Chiefs of Staff, Assistant Chiefs of Staff, Surgeon General of the Air Force, The Judge Advocate General of the Air Force, Chief of the Air Force Reserve, and other USAF and civilian employees in the Department of the Air Force assigned or detailed to the Air Staff. Responsibilities are organized based on function and identified with office symbol codes. The USAF office symbol codes are provided here. A1 – Manpower, Personnel, and Services A2 – Intelligence, Surveillance, and Reconnaissance A3 – Operations A4 – Logistics, Engineering, and Force Protection A5 – Plans and Requirements A6 – Communications A8 – Strategic Plans and Programs A10 – Strategic Deterrence and Nuclear Integration (as designated by USAF) Field Operating Agencies. Field Operating Agencies (FOA) are USAF subdivisions directly subordinate to a HAF functional manager. A FOA performs field activities beyond the scope of major commands. The activities are specialized or associated with a USAF-wide mission and do not include functions performed in management headquarters (such as Headquarters Air Mobility Command), unless specifically directed by a Department of Defense authority. Two examples of FOAs are the Air Force Personnel Center and the Air Force Office of Special Investigations. Direct Reporting Units. Direct Reporting Units (DRU) are USAF subdivisions directly subordinate to the Chief of Staff of the Air Force. A DRU performs a mission that does not fit into any of the major commands but has many of the same administrative and organizational responsibilities. Two examples of DRUs are the Air Force District of Washington and the USAF Academy. Note: The Air Force District of Washington (AFDW), headquartered at Joint Base Andrews, Maryland, is a DRU to HAF, reporting to the Chief of Staff of the Air Force. AFDW was reactivated in 2005 to address three broad objectives: align the USAF command structure in the National Capital Region (NCR) and abroad; improve USAF support to the Joint Force 13 Study Guide to SSgt AFH 1 1 November 2021 Headquarters-NCR (JFHQ-NCR); and designate a single voice for USAF cross-service issues in the NCR. AFDW serves as the USAF Service Component for coordination purposes to JFHQ-NCR and the supporting command to the Defense Health Agency National Capital Region Medical Directorate. When the JFHQ-NCR transitions to the Joint Task Force NCR (JTF-NCR), the 320th Air Expeditionary Wing (320 AEW) activates and becomes the USAF Service Component of JTFNCR. When activated, the Commander of AFDW is dual-hatted as the Commander, 320 AEW. Air Force Mission Directive 13 delineates missions and clarifies assigned duties applicable to AFDW in both its worldwide USAF role and its JTF-NCR USAF Service Component role. Major Commands. Major commands (MAJCOM) are organized functionally in the United States and geographically overseas. A MAJCOM, as shown in Figure 4.3., represents a major USAF subdivision having a specific portion of the USAF mission. Each MAJCOM is directly subordinate to HAF. MAJCOMs are interrelated and complementary, providing offensive, defensive, and support elements. An operational command consists (in whole or in part) of strategic, tactical, space, or defense forces, or of flying forces that directly support such forces. A support command may provide supplies, weapon systems, support systems, operational support equipment, combat material, maintenance, surface transportation, education and training, special services, and other supported organizations. Within the USAF MAJCOM structure, there are two specialized types of MAJCOMs: Lead MAJCOMs and Component MAJCOMs. Figure 4.3. Major Commands. Lead MAJCOM. A Lead MAJCOM is the type of MAJCOM that consolidates responsibilities for a particular function in a single MAJCOM, supporting the entire USAF, as applicable. For example, Air Education and Training Command is the Lead MAJCOM for education and training for the USAF. Component MAJCOM. A Component MAJCOM (C-MAJCOM) is the type of MAJCOM that is the USAF Component to a unified combatant command. A C-MAJCOM is commanded by the Commander of Air Force Forces and includes supporting staff, one or more Component Numbered Air Forces (through which it presents its forces to the combatant commander), and all assigned and attached forces. The C-MAJCOM integrates, at the strategic level, component activities across all phases of conflict. An example of a C-MAJCOM is Pacific Air Forces, the USAF Component to United States Indo-Pacific Command. For additional information on component relationships and roles, refer to AF Doctrine Volume 1, Command, AF Doctrine Annex 3-30, Command and Control, and AFI 38-101. Note: A MAJCOM can be both a Lead MAJCOM and a C-MAJCOM. 14 Study Guide to SSgt AFH 1 1 November 2021 Air Combat Command. Air Combat Command (ACC), was activated as a MAJCOM on 1 June 1992, and is headquartered at Joint Base Langley-Eustis, Virginia. ACC is the primary provider of air combat forces to America's warfighting commanders. ACC’s mission is to support global implementation of the national security strategy by operating fighter, bomber, reconnaissance, battle-management, and electronic-combat aircraft. It also provides command, control, communications, and intelligence systems, and conducts global information operations. ACC organizes, trains, equips, and maintains combat-ready forces for rapid deployment and employment while ensuring strategic air defense forces are ready to meet the challenges of peacetime air sovereignty and wartime air defense. Additionally, ACC develops strategy, doctrine, concepts, tactics, and procedures for airpower employment. The command provides conventional and information warfare forces to all unified commands to ensure air, space, and information superiority for warfighters and national decision-makers. The command can be called upon to assist national agencies with intelligence, surveillance, and crisis response capabilities. ACC also has responsibility for inland search and rescue operations in the 48 contiguous states. Overall, ACC operates more than 1,300 aircraft, 34 wings, 19 bases, and has more than 70 worldwide operating locations with 94,000 Total Force members. Air Mobility Command. Air Mobility Command (AMC) was activated as a MAJCOM on 1 June 1992, is headquartered at Scott Air Force Base, Illinois, and is the USAF Component to U.S. Transportation Command. AMC’s mission is to provide global air mobility, the right effects, right place, right time. The command plays a crucial role in providing humanitarian support at home and around the world and provides airlift and aerial refueling for all U.S. Armed Forces. Many special duty and operational support aircraft and stateside aeromedical evacuation missions are assigned to AMC. This rapid, flexible, and responsive force promotes stability in regions by keeping America’s capability and character highly visible. Overall, AMC has one Numbered Air Force, 17 wings, two airlift groups, and one air base group. AMC has nearly 133,700 Total Force members who make the command's rapid global mobility operations possible. Pacific Air Forces. Pacific Air Forces (PACAF) was activated as a MAJCOM on 3 August 1944, is headquartered at Joint Base Pearl Harbor-Hickam, Hawaii, and is the USAF Component of U.S. Indo-Pacific Command. PACAF’s mission is to deliver rapid and precise air, space, and cyberspace capabilities to protect and defend the United States, its territories, allies, and partners; provide integrated air and missile warning and defense; promote interoperability throughout the area of responsibility; maintain strategic access and freedom of movement across all domains; and respond across the full spectrum of military contingencies to restore regional security. PACAF's area of responsibility is home to 60 percent of the world's population in 36 nations across 52 percent of the Earth's surface and 16 time zones, with more than 1,000 languages spoken. The unique location of the strategic triangle (Hawaii-Guam-Alaska) gives our Nation persistent presence and options to project airpower from sovereign territory. PACAF’s Airmen are postured to deploy at any given time in support of overseas contingency operations, many participating in non-traditional missions, such as convoy and detainee operations. Overall, PACAF has approximately 46,000 military and civilian personnel serving in nine strategic locations and numerous smaller facilities, primarily in Hawaii, Alaska, Japan, Guam, and the Republic of Korea. Approximately 320 fighter, tanker, cargo, air battle management, surveillance, rescue, and attack aircraft are assigned to the command with approximately 100 additional deployed aircraft rotating on Guam. 15 Study Guide to SSgt AFH 1 1 November 2021 United States Air Forces in Europe & Air Forces Africa. United States Air Forces in Europe & Air Forces Africa (USAFE-AFAFRICA) was activated as a MAJCOM on 20 April 2012 and is headquartered at Ramstein Air Base, Germany. USAFE-AFAFRICA is a combined organization that provides two separate combatant commands. USAFE is the USAF Service Component to U.S. European Command, and AFAFRICA is the USAF Service Component to U.S. Africa Command. Both USAFE and AFAFRICA, which function together as a blended USAFE-AFAFRICA staff, are commanded by the same General Officer in two different billets. USAFE-AFAFRICA plans, conducts, controls, coordinates, and supports air and space operations in Europe, parts of Asia, and all of Africa with the exception of Egypt, to achieve United States and North Atlantic Treaty Organization objectives. As part of its mission, USAFE-AFAFRICA commands USAF units maintaining combat-ready wings based from Great Britain to Turkey. USAFE-AFAFRICA directs air operations in a theater spanning three continents, covering more than 19 million square miles, containing 104 independent states, possessing more than a quarter of the world's population, and producing more than a quarter of the world's gross domestic product. Its role in Europe and Africa has expanded from war-fighting to humanitarian and peacekeeping operations, as well as other non-traditional contingencies throughout its area of responsibility. Overall, USAFE-AFAFRICA consists of one Numbered Air Force, seven main operating bases, and 114 geographically separated locations. More than 35,000 Total Force members are assigned to USAFE-AFAFRICA. Equipment assets include about 217 aircraft and a full complement of conventional weapons. Air Education and Training Command. Air Education and Training Command (AETC) was activated as a MAJCOM on 1 July 1993 and is headquartered at Joint Base San Antonio-Randolph, Texas. AETC’s mission is to recruit, train, and educate Airmen to deliver airpower for America. AETC develops America’s young men and women who have volunteered to serve their country, into Airmen, motivating them to embrace the USAF culture by teaching (by our example) the USAF and USSF core values. AETC’s training mission makes it the first command to touch the lives of nearly every USAF member. Over the years, more than 25 million students have graduated from AETC. Overall, AETC includes USAF Recruiting Service, two Numbered Air Forces and the Air University. AETC operates 12 major installations and supports tenant units on numerous bases across the globe. Air Force Materiel Command. Air Force Material Command (AFMC) was activated as a MAJCOM on 1 July 1992 and is headquartered at Wright-Patterson Air Force Base, Ohio. AFMC’s mission is to equip the USAF for world-dominant airpower. AFMC delivers war-winning expeditionary capabilities to the warfighter through development and transition of technology, professional acquisition management, exacting test and evaluation, and world-class sustainment of all USAF weapon systems. AFMC fulfills its mission of equipping the USAF with the best weapon systems through the Air Force Research Laboratory and several unique centers which are responsible for the “cradle-to-grave” oversight for aircraft, electronic systems, missiles, and munitions. AFMC employs a highly professional and skilled command work force of some 80,000 Total Force members. Air Force Special Operations Command. Air Force Special Operations Command (AFSOC) was activated as a MAJCOM on 22 May 1990, is headquartered at Hurlburt Field, Florida, and is the USAF Component of U.S. Special Operations Command. AFSOC’s mission is to provide our Nation’s specialized airpower, capable across the spectrum of conflict…any place, anytime, 16 Study Guide to SSgt AFH 1 1 November 2021 anywhere. AFSOC provides highly trained, rapidly deployable Airmen for global special operations missions ranging from precision application of firepower to infiltration, exfiltration, resupply, and refueling of operational elements for worldwide deployment and assignment to regional unified commands. The command's core missions include battlefield air operations; agile combat support; aviation foreign internal defense; information operations/military information support operations; precision strike; specialized air mobility; command and control; and intelligence, surveillance, and reconnaissance. AFSOC’s priorities are to ensure readiness to execute global special operations today, transform our force and fleet to maintain relevance tomorrow, and invest in the resiliency of our force, family, and relationships always. The Air Force Special Operations Air Warfare Center, headquartered at Hurlburt Field, Florida, organizes, trains, educates, and equips forces to conduct special operations missions; leads MAJCOM irregular warfare activities; executes special operations test and evaluation and lessons learned programs; and develops doctrine, tactics, techniques, and procedures for Air Force special operations missions. AFSOC’s special tactics squadrons combine combat controllers, special operations weathermen, pararescuemen, and tactical air control party specialists with other services to form versatile joint special operations teams. AFSOC has more than 19,500 Total Force members assigned and operates multiple fixed-wing and rotary-wing assets. Air Force Global Strike Command. Air Force Global Strike Command (AFGSC) was activated as a MAJCOM on 7 August 2009, is headquartered at Barksdale Air Force Base, Louisiana, and is one of two USAF Service Components of U.S. Strategic Command. AFGSC’s mission is to provide strategic deterrence, global strike, and combat support…anytime, anywhere. AFGSC is responsible for the nation's three intercontinental ballistic missile wings, the USAF’s entire bomber force, the Long Range Strike Bomber Program, and operational and maintenance support to organizations within the nuclear enterprise. AFGSC is the guardian of the most powerful weapons on the planet and is the force provider for two legs of the nuclear triad. AFGSC’s intercontinental ballistic missile force is postured around the clock to answer the U.S. President’s call, just as it has been for over 50 years. AFGSC’s bomber fleet remains prepared and equipped for nuclear deterrence and conventional global strike. Approximately 31,000 professionals are assigned to two Numbered Air Forces, nine wings, two geographically-separated squadrons, one detachment in the Continental United States, and deployed around the globe. Air Force Reserve Command. Air Force Reserve Command (AFRC) was activated as a MAJCOM on 17 February 1997, and is headquartered at Robins Air Force Base, Georgia. AFRC’s mission is to provide combat-ready forces to fly, fight, and win. AFRC provides the USAF approximately 20 percent of the Total Force for about 5 percent of the manpower budget. Capabilities include nuclear deterrence operations; air, space, and cyberspace superiority; command and control; global integrated intelligence surveillance reconnaissance; global precision attack; special operations; rapid global mobility; and personnel recovery. AFRC also perform space operations, aircraft flight testing, aerial port operations, civil engineering, security forces, military training, communications, mobility support, transportation, and services missions. The commander of AFRC is responsible for organizing, training, and equipping all USAF Reserve units. Overall, AFRC is composed of three Numbered Air Forces, a Force Generation Center, the Air Reserve Personnel Center, 35 wings, 10 independent groups, various mission support units, and additional miscellaneous locations and ranges. AFRC has nearly 74,718 Total Force members assigned to accomplish the demands of its diverse mission. 17 Study Guide to SSgt AFH 1 1 November 2021 4.16. Subordinate Levels of Command and Responsibility Below MAJCOMs are several structured subordinate levels of command, each with an established purpose and assigned responsibilities to be carried out respectively, as briefly described here. For additional details on USAF levels of command, refer to AFI 38-101. Numbered Air Force. The Numbered Air Force (NAF) is an administrative level of command directly under a MAJCOM. NAFs provide intermediate level operational leadership and supervision. They do not have complete functional staffs. In non-component NAFs, the number of personnel assigned varies but should not exceed 99 manpower authorizations without an approved waiver. A NAF is assigned subordinate units, such as wings, groups, and squadrons. USAF Component Numbered/Named Air Forces. A Component NAF (C-NAF), nicknamed as warfighting headquarters, is structured to perform an operational and warfighting mission in support of a Joint Force Commander. The 10 USAF C-NAFs are the primary operational-level warfighting component commands. The C-NAF headquarters normally consists of an Air Force Forces staff and an assigned air and space operations center or operations center. They are dedicated to supporting the unified combatant commander and subordinate Joint Force Commanders across the full range of military operations. The C-NAF commander, assigned as the Commander of Air Force Forces to a geographic combatant command, will normally also be designated as the theater Joint Force Air Component Commander. A C-NAF commander may also be designated by the component commander to command a joint task force, as required. Wing. The wing is a level of command below the Numbered Air Force and has a distinct mission with significant scope. A wing is responsible for maintaining the installation and may have several squadrons in more than one dependent group. Wings will have a minimum adjusted population of at least 1,000 (750 for Air National Guard and Air Force Reserve Command), to include manpower authorizations, students, and a percentage of contractor workforces. The different types of wings are operational, air base, or specialized mission. Operational Wing. An operational wing is one that has an operations group and related operational mission activity assigned. When an operational wing performs the primary mission of the base, it usually maintains and operates the base. In addition, an operational wing is capable of self-support in functional areas, such as maintenance and munitions, as needed. When an operational wing is a tenant unit, the host command typically provides base and logistics support. Air Base Wing. An air base wing performs a support function rather than an operational mission. This type of wing maintains and operates a base. An air base wing often provides functional support to a MAJCOM headquarters. Specialized Mission Wing. A specialized mission wing performs a specialized mission and usually does not have aircraft or missiles assigned. Examples include intelligence wings, training wings, and so on. This wing is either a host or a tenant wing, depending on if it maintains and operates the base. Group. A group is a level of command below the wing. Like the Numbered Air Force, a group is a tactical echelon with minimal staff support. A group usually has two or more subordinate units. A dependent group is a mission, logistics, support, medical, or large functional unit, such as a civil engineer group. Dependent groups may possess small supporting staff elements that are organized as sections, such as standardization and evaluation or quality control. An independent group has the same functions and responsibilities as a like-type wing, but its scope and size do not warrant 18 Study Guide to SSgt AFH 1 1 November 2021 wing-level designation. Groups will have a minimum adjusted population of at least 400 (200 for Air National Guard and Air Force Reserve Command), to include manpower authorizations, students, and a percentage of contractor workforces. Squadron. A squadron is the basic unit, the nuclei, and the basic building block of the USAF. The different types of squadrons are either mission units, such as operational flying squadrons, or functional units, such as civil engineering, security forces, or logistics readiness squadrons. Squadrons vary in size according to responsibility and should be organized and resourced to allow Airmen to focus on the USAF mission. Squadrons will have a minimum adjusted population of at least 35 and can range up to several hundred personnel, which includes manpower authorizations, students, and a percentage of contractor workforces. Flight. If internal subdivision within a squadron is required, numbered/named, alpha, or functional flights may be established. Flights typically consist of 12 to 100 people. A numbered or named flight primarily incorporates smaller elements into an organized unit. The administrative characteristics for a numbered or named flight include, strength reporting, like those of a squadron. Alpha flights are part of a squadron (usually a mission squadron) and are composed of several elements that perform identical missions. Functional flights are usually part of a squadron and are composed of elements that perform specific missions. Element. Elements are subdivisions of flights. Typically, flights are broken into three or four evenly distributed elements, when necessary. 19 Study Guide to SSgt AFH 1 1 November 2021 Chapter 6 ENLISTED FORCE DEVELOPMENT Section 6E—Training Responsibilities REQUIRED LEVEL OF COMPREHENSION FOR DEVELOPMENT AND PROMOTION Chapter 6—ENLISTED FORCE DEVELOPMENT SSgt TSgt MSgt SMSgt CMSgt Section 6E—Training Responsibilities B B C C C 6.12. Training Opportunities Well-trained workers mean higher production, positive morale, greater profits, and higher wages. The demand for training costs the USAF millions of dollars annually, and for good reason. To accomplish the mission, whether that means sending satellites into orbit, planes in the air, reports to higher headquarters, or vehicles on the road, training is a must. Training is something every Airman needs throughout their career, from basic military training, to technical training, to advanced skill level training, and beyond. 6.13. Basic Military Training All enlisted Airmen are trained in the fundamental skills necessary to be successful in the USAF. These skills include basic combat skills, field training exercises, weapons training, military discipline, physical fitness, drill and ceremonies, dormitory inspections, history and heritage, core values, and a comprehensive range of subjects relating to USAF life, such as financial management, family issues, and alcohol/substance abuse. More than seven million young men and women have entered USAF basic military training. Basic military training begins with the receiving phase (zero week) and ends with graduation. Military training instructors are responsible for most of the training that takes place, and they accompany trainees throughout the training process. Following graduation, all Airmen proceed to the appropriate technical training school or their first duty assignment. Technical training typically lasts anywhere from one month to two years, depending on the Airman’s assigned Air Force Specialty Code (AFSC). 6.14. On-the-Job Training The USAF on-the-job training (OJT) provides personnel the opportunity to attain knowledge and skill qualifications required to perform duties in their specialty. Effective training, knowledge, proficiency, and experience are integral parts of a unit’s mission that will ultimately lead to a successful career and contribute to a solid national defense. An effective OJT program requires commander and supervisory involvement at all levels. While the supervisor’s primary responsibility is to plan OJT that outlines specific short-term, mission-related goals for the trainee, overall success depends on the supervisor’s ability to advise and actively assist Airmen in reaching their long-range career objectives. The USAF OJT program consists of three components: job knowledge, job proficiency, and job experience. Job Knowledge. Job knowledge is satisfied through a planned program of study involving Career Development Courses (CDC) or technical references listed in the Career Field Education and Training Plan (CFETP) or identified by the supervisor. Job Proficiency. Job proficiency is hands-on training provided on the job, allowing the trainee to gain proficiency in tasks performed in the work center. 20 Study Guide to SSgt AFH 1 1 November 2021 Job Experience. Job experience is gained during and after upgrade training to build confidence and competence. 6.15. Upgrade Training Upgrade training leads to award of higher skill levels and is designed to increase skills and abilities. AFSC upgrade training requirements for award of 3-, 5-, 7-, and 9-skill levels are outlined AFMAN 36-2100, Military Utilization and Classification, 7 April 2021, Department of the Air Force Instructions (DAFI) 36-2670, Total Force Development, 12 October 2021, and the applicable CFETP. Apprentice. Airmen must complete an initial skills course for award of the 3-skill level. Retraining into an AFSC may be accomplished via OJT training alone, only when specified in the retraining instructions and as approved by the career field manager or the career field functional manager (Air Reserve Component). Personnel retraining via OJT may be awarded a 3-skill level when they complete knowledge training on all tasks taught in the initial skills course and other tasks and mandatory requirements. Journeyman. Airmen must complete mandatory CDCs, if available, and applicable mandatory core tasks identified in the CFETP. Award of the 5-skill level also requires completion of all mandatory requirements listed in the Air Force Enlisted Classification Directory (AFECD). Additionally, the member must be recommended by the supervisor and approved by the commander. Individuals in retraining status (Training Status Code F) are subject to the same training requirements. Craftsman. To be a craftsman, the member must be at least a Staff Sergeant Select; complete mandatory CDCs, if available, and complete applicable mandatory core tasks identified in the CFETP. Award of the 7-skill level also requires completion of a 7-skill level craftsman course (if career field requires it) and mandatory requirements listed in the AFECD. Additionally, the member must be recommended by the supervisor and approved by the commander. Individuals in retraining status (Training Status Code G) are subject to the same training requirements. Superintendent. For award of the 9-skill level, the member must be at least a Senior Master Sergeant, meet mandatory requirements listed in the AFECD, be recommended by the supervisor, and be approved by the commander. 6.16. Unit Training Management The unit training program is designed to ensure all Airmen receive quality, standardized, comprehensive training. The trainee is the focal point of the training program, while at the forefront, unit training managers and supervisors work together to plan, conduct, and evaluate the trainees’ efforts to become qualified to perform in their USAF specialty. The success and quality of training greatly depends on the trainee’s active participation and understanding of the training program, as well as the relationship between the supervisor, trainer, and trainee. Basic requirements of the unit training program state that newly assigned personnel will be interviewed within 30 days (60 days for Air Reserve Component) to determine training status and issue CDCs upon confirmation within the Course Development Student Administration Record System. Work center training orientation will be conducted within 60 days of assignment (120 days for Air Reserve Component); a comprehensive trainee orientation will be conducted for trainees initially entering upgrade training within 60 days of assignment (90 days for Air Reserve Component); and 21 Study Guide to SSgt AFH 1 1 November 2021 a training progress review will be conducted with the unit training manager, supervisor, and trainee at the 24th month of upgrade training. Before being submitted for upgrade, the trainee must meet all mandatory requirements as defined in the CFETP, AFECD, and the Air Force Job Qualification Standard (AFJQS). Unit Training Managers. Unit training managers are the commander’s key staff members responsible for overall management of the training program. Training managers serve as training consultants to all unit members and determine if quality training programs are in effect within all sections. Training managers develop, manage, and conduct training in support of in-garrison and expeditionary mission requirements; advise and assist commanders and unit personnel in executing their training responsibilities; and conduct a staff assistance visit of the unit’s training program when requested by the unit commander. Supervisors. In addition to unit training managers, supervisors have the single greatest impact on mission accomplishment with regard to training. They must share their experiences and expertise with trainees to meet mission requirements and ensure a quality training program is provided. Supervisors develop master training plans to ensure completion of all work center duty position requirements (for example, 100 percent task coverage). The supervisor must also integrate training with day-to-day work center operations and consider trainer and equipment availability, training opportunities, and schedules. Trainers. The trainer (often the trainee’s supervisor) is selected based on their experience and their ability to provide instruction to the trainee. Additionally, they must maintain task qualification and complete the USAF training course. Trainer responsibilities include planning, conducting, and documenting training; preparing and using teaching outlines or task breakdowns; developing evaluation tools; and briefing the trainee and supervisor on the training evaluation results. Task Certifiers. Task certifiers provide third-party certification and evaluation of progress in the training program. Certifiers must be at least a Staff Sergeant with a 5-skill level or civilian equivalent, complete the USAF training course, and be capable of evaluating the task being certified. Certifiers will develop evaluation tools or use established training evaluation methods to determine the trainee’s abilities and training program effectiveness, and will brief the trainee, supervisor, and trainer on evaluation results. 6.17. Training Forms and Documentation Training documentation is important to personnel at all levels because it validates the status of training and task qualification. Documentation also helps managers assess mission capability and readiness, and it defines requirements for individual career progression. Air Force Form 623, Individual Training Record. The AF Form 623, Individual Training Record Folder, six-part folder (when required by the career field manager), or approved electronic equivalent, is generated for all trainees entering upgrade training for the first time. The training record reflects past and current qualifications and is used to determine training requirements. Supervisors maintain the training record, and ensure it is available to applicable personnel in the chain of command, including the unit training manager, upon request. Unless classified, the training record is returned to the member upon separation, retirement, commissioning, promotion to Master Sergeant, or as otherwise directed by the career field manager. 22 Study Guide to SSgt AFH 1 1 November 2021 Air Force Form 623A, On-the-Job Training Record Continuation Sheet. Use AF Form 623A, On-the-Job Training Record Continuation Sheet, or automated version, to document an individual’s training progress. The form reflects status, counseling, and breaks in training. Career Field Education and Training Plan. The CFETP is a comprehensive core document identifying life-cycle education and training requirements, training support resources, core and home station training, and deployment/unit type code task requirements for USAF specialties. Supervisors use the CFETP to plan, prioritize, manage, and execute training within the career field and to identify and certify all past and current qualifications. CFETP Part I provides information necessary for overall management of the specialty and is maintained as part of the work center master training plan. CFETP Part II contains the specialty training standard identifying the duties, tasks, and technical references to support training, core and home station training tasks, deployment/unit type code tasks, and CDC requirements. At least one copy of the entire CFETP (Part I and II), should be kept in the work center for general access and master training plan development. Air Force Job Qualification Standard. The AFJQS is a training document approved by the career field manager for a particular job type or duty position within a USAF specialty. Air Force Form 797, Job Qualification Standard Continuation/Command JQS. AF Form 797, Job Qualification Standard Continuation/Command JQS, is a continuation of the CFETP Part II, or AFJQS. This form defines locally assigned duty position, home station training, and deployment/unit type code requirements not included in the CFETP, Part II. Air Force Form 803, Report of Task Evaluations. Evaluators use the AF Form 803, Report of Task Evaluations, to conduct and document completion of task evaluations during training staff assistance visits, when directed by the commander, or when task certification requires validation. Completed evaluations conducted on a single trainee by the supervisor/trainer or task certifier are filed in AF Form 623, Individual Training Record, until upgraded or no longer applicable. Air Force Form 1098, Special Task Certification and Recurring Training. Supervisors use the AF Form 1098, Special Task Certification and Recurring Training, to document selected tasks requiring recurring training or evaluation. USAF and major command directives may identify tasks contained in the CFETP that require special certification, as well as recurring training or evaluations. Master Training Plan. All work centers will have a master training plan established. The master training plan employs a strategy for ensuring all work center job requirements are completed by using a master task listing. The master training plan provides milestones for tasks and CDC completion, and prioritizes deployment/unit type code, home station training, upgrade, and qualification tasks. 6.18. Retraining Program The retraining program is designed to balance the number of personnel in specific grades and year groups of a USAF specialty. Once retraining is approved and the Airman has been assigned duty in the new specialty, upgrade training begins. With minor exceptions, training requirements are identical for retrainees and standard upgrade trainees. Refer to AFMAN 36-2100 for additional details. 23 Study Guide to SSgt AFH 1 1 November 2021 6.19. Language Enabled Airman Program The Language Enabled Airman Program (LEAP), designed and managed by the USAF Culture and Language Center at Air University, Maxwell Air Force Base, Alabama, provides opportunities for officers and enlisted Airmen in the general purpose force (GPF) who have outstanding service records and possess some level of skill in a foreign language, as measured by the Defense Language Proficiency Test (DLPT) or Oral Proficiency Interview (OPI). LEAP is a highlycompetitive, board-selected program that enables the USAF to sustain, deliberately develop, and posture Airmen for utilization in language designated positions, deployments, and other combatant command requirements. Selected members develop and professionalize their skills through an online synchronous platform called “eMentor” and through periodic overseas language immersions. Additional information on the Strategic Language List or the LEAP program can be found at: https://www.airuniversity.af.edu/AFCLC/. 24 Study Guide to SSgt AFH 1 1 November 2021 Section 6F—Professional Military Education REQUIRED LEVEL OF COMPREHENSION FOR DEVELOPMENT AND PROMOTION Chapter 6—ENLISTED FORCE DEVELOPMENT SSgt TSgt MSgt SMSgt CMSgt Section 6F—Professional Military Education B B C C C 6.20. Education Opportunities Educational opportunities exist throughout an Airman’s career which contribute to individual overall development. Professional military education (PME), enhances performance in each phase of professional development and builds upon the foundation of leadership abilities developed during the earlier stages of an individual’s career. PME complements training, experience, and other educational programs to provide enlisted leaders a continuum of learning via progressive courses concentrated on developing leadership, Airmanship, and military professionalism. PME courses provide professional education to enlisted Airmen to ensure development of USAF institutional competencies and sub competencies vital to the knowledge and skills required for critical thinking, sound decision-making, and a strategic mindset. For additional information about USAF PME programs and policies, refer to DAFI 36-2670. 6.21. Enlisted Professional Military Education In 1955, enlisted PME schools were established across the USAF to provide non-commissioned officers leadership and management training required to assume day-to-day mission execution responsibilities. The stand-up of these schools coincided with the release of the first official enlisted force structure which established the leadership roles and responsibilities of enlisted Airmen at each grade. Operational control of stateside enlisted PME schools lies with Air Education and Training Command at the Thomas N. Barnes Center for Enlisted Education, located at Maxwell Air Force Base-Gunter Annex, Alabama. The Barnes Center, Academic Affairs is responsible for developing and providing enlisted PME program development, faculty development, and operational program management. Barnes Center programs consist of academic courses that use performance evaluations and objective examinations to determine how well students achieve instructional objectives. Courses are designed with principle instructional methods, experiential activities, problem-centered leadership laboratories, personal reflection, guided discussion, case study analysis, and writing assignments. Note: With the exception of the Chief Leadership Course, Airmen are awarded collegiate academic credit for completing enlisted PME courses through the Community College of the Air Force, which is accredited through Air University by the Southern Association of Colleges and Schools Commission on Colleges. Airman Leadership School Distance Learning. The Airman Leadership School Distance Learning (ALS-DL) Course provides PME to prepare Senior Airmen to supervise and foster a commitment to the military profession. The ALS-DL curriculum is designed to develop a mindset and associated skills with respect to four core attributes: (1) professional Airmen, (2) expeditionary Airmen, (3) supervisor of Airmen, and (4) supervisory communicator. The ALS-DL course is open to Air National Guard and USAF Reserve Senior Airmen and Staff Sergeants. The course is not available for RegAF personnel. Students must pass two course exams by attaining the minimum passing score on each exam. 25 Study Guide to SSgt AFH 1 1 November 2021 Airman Leadership School Blended Learning. In October 2016, the Airman Leadership School launched the Blended Learning Course (ALS-BLC), which combines distance learning principles with traditional classroom learning. ALS-BLC is divided into two phases. Phase I is eight weeks long and delivered by utilizing an online learning management system. Students complete core academic work in an asynchronous environment. Phase II is two weeks long and conducted at the Paul H. Lankford PME Center located on McGhee Tyson Air National Guard Base, Tennessee. The ALS-BLC curriculum is designed to develop a mindset and associated skills with respect to four core attributes: (1) professional Airmen, (2) expeditionary Airmen, (3) supervisor of Airmen, and (4) supervisory communicator. Airman Leadership School. Airman Leadership School (ALS) is the first level of enlisted PME that Airmen complete as they progress through their USAF careers. ALS is offered at almost every installation across the USAF and is designed to prepare Senior Airmen to be professional warfighting Airmen, able to supervise and lead USAF teams to support the employment of air, space, and cyberspace power. The first level of ALS is the distance learning course (ALS-DL). ALS-DL includes: (1) professional Airmen, (2) expeditionary Airmen, (3) supervisor of Airmen, and (4) supervisory communicator. The ALS curriculum includes: (1) mission, (2) leadership, (3) problem solving, and (4) USAF culture. Noncommissioned Officer Distance Learning. The Noncommissioned Officer Distance Learning (NCO-DL) Course provides PME for basic NCO institutional competency development required to prepare enlisted leaders to be professional, warfighting Airmen and Guardians who can lead and manage USAF units in the employment of air and space power. The NCO-DL course consists of three course modules: (1) course foundation, (2) leadership and management, and (3) operational Airman. The NCO-DL course is open to Air Reserve Component Airmen. To successfully complete this course, students are required to pass three course exams, demonstrating curriculum mastery by attaining the minimum passing score on each exam. Furthermore, EPME Distance Learning Courses (DLC) completion is no longer a prerequisite for resident attendance effective 26 April 2018. Additionally, Air University will no longer allow new enrollments for active duty Airmen. Airmen may access EPME DLC for reference purposes only through the Air University Student Information System (AUSIS). Noncommissioned Officer Academy. The NCO Academy (NCOA) mission is to prepare enlisted leaders for current and future leadership and management opportunities to operate (think and act) critically in complex and ambiguous environments. The NCOA program encompasses the intermediate leadership experience, which includes: guided discussions, experiential exercises, case study analysis, and immersive leadership development laboratories designed to improve an NCO’s competence, confidence, and will to exercise assigned leadership responsibilities. Senior Noncommissioned Officer Distance Learning. The Senior Noncommissioned Officer Distance Learning (SNCO-DL) Course provides institutional competency development required to prepare SNCOs to lead the enlisted force at the tactical and operational levels. The curriculum’s design heightens students’ appreciation and understanding of three attributes: (1) self-awareness, (2) leadership and management, and (3) joint warfighter. This course is open to Air Reserve Component Airmen. To successfully complete the course, students are required to demonstrate curriculum mastery by attaining the minimum passing score on each of three module exams. Senior Noncommissioned Officer Academy. The SNCO Academy (SNCOA) trains up to 2,250 USAF, Navy, Coast Guard, Marine, and international SNCOs, annually. The SNCOA mission is 26 Study Guide to SSgt AFH 1 1 November 2021 to develop joint and coalition senior enlisted leaders to influence mission success in dynamic service environments. The SNCOA program encompasses the advanced leadership experience, representing comprehensive institutional competency development. The SNCOA is designed to sharpen senior enlisted leader skills with education that helps prepare them for continued and increased relevant responsibilities in joint, combined, interagency, and strategic environments. Chief Leadership Course. The Chief Leadership Course (CLC) is the capstone and pinnacle level of enlisted PME. Currently, the CLC provides newly selected Chief Master Sergeants with foundational, strategic-level leadership competencies. The CLC conducts seven classes per year, educating 750 Total Force Chief Master Sergeants and Chief Master Sergeant-selects annually. The CLC mission is to provide chiefs the education to bridge operational-to-strategic perspectives of the Air Force. The CLC vision is to develop chiefs into strategic level leaders and to inspire them to effectively lead, manage, and mentor today's Airmen. The CLC demands extensive selfstudy, critical creative thinking, communication, and interpersonal skills. 6.22. Senior Enlisted Joint Professional Military Education In addition to enlisted PME courses, the Chairman of the Joint Chiefs of Staff Instruction (CJCSI) 1805.01B, Enlisted Professional Military Education Policy, 15 May 2015, requires all enlisted personnel operating in joint, interagency, multinational, and coalition warfighting organizations to learn joint concepts. Senior Enlisted Joint Professional Military Education (SEJPME), provides SNCOs a comprehensive joint education to prepare them for assignments to joint billets at the senior enlisted leader or command senior enlisted leader level. SEJPME is web-based and is designed to expose enlisted personnel to joint education, prepare them to succeed by improving their ability to operate effectively and supervise multiple service members. SEJPME courses are offered online and are accessible from anywhere at any time. SEJPME consists of two courses of instruction referred to as SEJPME I and II. SEJPME I emphasizes curriculum commensurate with E-5/E-7 joint assignment responsibilities. SEJPME II is focused on preparing E-7/E-9 enlisted members for their senior leadership roles in joint assignments. SEJPME I and II have learning areas and objectives in: (1) national strategic overview; (2) joint interagency, intergovernmental, and multinational capabilities; (3) foundations of joint operations; and (4) Joint Force leadership. For additional information on SEJPME I and II or to enroll, refer to: https://jkodirect.jten.mil/Atlas2/faces/page/login/Login.seam. Note: Students must complete rank-required service enlisted PME before enrolling in SEJPME. 6.23. International Professional Military Education Defense Security Cooperation Agency. Security cooperation, under the Department of Defense guidance, leads national security objective efforts to train, educate, advise, and equip foreign partners. Department of Defense policy states that security cooperation, as an important tool of national security and foreign policy, shall be planned, programmed, budgeted, and executed with the same high degree of attention and efficiency as other integral Department of Defense activities. Inter-American Air Forces Academy. In addition to enlisted and joint PME, Air Education and Training Command hosts the Inter-American Air Forces Academy (IAAFA), an organization designed to focus on education, training and security cooperation. IAAFA was initially established as a training program on 15 March 1943, at the request of Peru's Minister of Aeronautics, General 27 Study Guide to SSgt AFH 1 1 November 2021 Fernando Melgar. The Academy trained 11 Peruvian students in support of Allied unity in the western hemisphere at Albrook Air Force Station, Panama Canal Zone, marking the first United States aeronautics training in Latin America. Today, as an element of the U.S. Security Assistance Program, and more specifically the International Military Education and Training Program, IAAFA has provided significant contributions to promote regional stability, encourage the growth of democracy, prevent low intensity conflicts, and counter foreign intervention in Central America. Since its inception, IAAFA has served as a military training center for Latin American Air Forces by training military forces, national police services, and civilian personnel from over 25 nations in areas ranging from PME for officers and enlisted personnel, security forces training, principles of logistics, aircraft maintenance, and pilot aviation training. IAAFA has served a variety of national interests in the Latin America region, ranging from support of United States-Allied efforts in World War II, to Counter-Insurgency/Civic Action actions during the Alliance for Progress era, to current national and security policies in support of democracy, individual freedoms, and human rights. IAAFA’s mission is to provide military education and training to military personnel of the Americas and other eligible partner nations and its vision is to strengthen partnerships that advance shared interests and enable partner nations to act in support of aligned strategic objectives. The Academy integrates USAF and guest instructors from different partner nations as critical enablers to provide the highest quality of in-residence training, mobile training and a virtual learning environment to support of our Latin American partners from Central, South America, and Caribbean nations. Currently located at Joint Base San Antonio-Lackland, Texas, IAAFA graduates an average of 900 students annually, it has graduated over 35,000 students in its 75-year history, and it allocates the only PME center in the USAF with the capability of offering the three enlisted tiers of professional military education (Airman Leadership School, Noncommissioned Officer Academy and Senior Noncommissioned Officer Academy). Inter-European Air Forces Academy. The Inter-European Air Forces Academy (IEAFA) was passed into U.S. law in the Public Law 106-291, Section 1268, Carl Levin and Howard P. “Buck” McKeon National Defense Authorization Act for Fiscal Year 2015, 19 December 2014. In 2017 IEAFA was codified as a permanent authority to train and educate partner nations. The purpose of IEAFA is to provide military education and training to military personnel of countries that are members of the North Atlantic Treaty Organization (NATO) or signatories to the Partnership for Peace (PfP) Framework Documents. IEAFA's mission is to enable combined, joint air operations by strengthening NATO and PfP air force capabilities and interoperability through targeted military education and training. The Academy was officially activated on 23 March 2016, and is subordinate to Headquarters, United States Air Forces in Europe & Air Forces Africa (USAFE-AFAFRICA), and the Warrior Preparation Center located at Einsiedlerhof Air Station, Germany. Since its establishment, IEAFA has educated and trained more than 500 students from 32 countries. With PME as the Academy's primary focus, IEAFA's unique approach develops officers and NCOs in a combined learning environment, integrating the learning experience between the ranks, thus showcasing the benefit of a professional working relationship and how it drives mission success. Additionally, IEAFA is expanding its technical training course offerings to boost partnership capacity in the European theater for specific disciplines, which in-turn strengthens NATO and enables successful combined air operations. 28 Study Guide to SSgt AFH 1 1 November 2021 Chapter 7 ASSESSMENTS AND RECOGNITION Section 7A—Airman Comprehensive Assessment REQUIRED LEVEL OF COMPREHENSION FOR DEVELOPMENT AND PROMOTION Chapter 7—ASSESSMENTS AND RECOGNITION SSgt TSgt MSgt SMSgt CMSgt Section 7A—Airman Comprehensive Assessment B C C C C 7.1. Airman Comprehensive Assessment Administration The Airman Comprehensive Assessment (ACA) is used during formal communication between a rater and a ratee to communicate responsibility, accountability, USAF culture, an Airman’s critical role in support of the mission, individual readiness, expectations regarding duty performance, and how well the ratee is meeting those expectations. Also, during feedback sessions, raters will provide the ratee with the most current USAF Benefits Fact Sheet. The ACA is designed to increase Airmen interaction and support at all levels, provide Airmen an opportunity to discuss personal and professional goals, and assist Airmen in achieving those goals. Once the ACA has been completed, raters will give the original, completed, and signed worksheet to the ratee, and maintain copies of all completed ACAs and all signed ACA notices, or appropriate statements (RegAF only). Unit commanders are responsible for developing a tracking mechanism for ACAs and ensuring they are conducted properly. Rater’s raters will monitor personnel to ensure ACAs are conducted, as required. When a lower-level rater is not available due to unusual circumstances, or when officially assuming the subordinate rater’s responsibilities, the rater’s rater will conduct ACA sessions in place of the rater. Ratees are responsible for knowing when their ACA sessions are due. When a required or requested ACA does not take place, ratees will notify the rater and, if necessary, the rater’s rater. ACAs are mandatory for officers up through the rank of Colonel, and for all enlisted RegAF and Air Reserve Component personnel. For student officers receiving AF Form 475, Education/Training Report, or for enlisted personnel in initial or advanced skills training, an ACA is not required, but may be given at the discretion of school leadership. For performance evaluations completed on non-rated initial or advanced skills training students, documented academic progress reports, such as the AETC Form 156, Student Training Report, will serve inlieu of the mandatory mid-term ACA. The mid-term ACA is a mandatory supporting document to be routed with the performance evaluation but will not be made a matter of official record. 7.2. Guidance for Conducting ACA Sessions Effective feedback is a realistic assessment of an individual’s performance. Raters should be impartial and provide honest, realistic feedback. The private, face-to-face feedback session is an opportunity to inform an individual of where they need improvement, determine if an individual needs more information, and set future expectations. It also lets the ratee know what needs to be done before the evaluation performance report is due. Feedback, whether positive or negative, needs to be specific. Specific positive comments reinforce the behavior, and specific negative comments focus the attention where the ratee needs improvement. Raters may only conduct sessions by telephone in unusual circumstances where face-to-face sessions are impractical. 29 Study Guide to SSgt AFH 1 1 November 2021 7.3. Airman Comprehensive Assessment Worksheet ACA Worksheets are used to document formal communication between raters and ratees and may be used on the ratee’s evaluation. Each section of the form should be filled out to the best of the ratee’s and rater’s ability. The ratee completes Section III on their own and reviews Section IX (AB thru Technical Sergeant) or VIII (Master Sergeant thru Chief Master Sergeant) prior to the feedback session. The areas following Section III are completed by the rater. Sections are broken into various categories to allow raters to objectively indicate the ratee’s level of performance in each area. There are three different ACA Worksheets, designated for use based on the ratee’s rank. AF Form 724, Airman Comprehensive Assessment (2Lt thru Col) AF Form 931, Airman Comprehensive Assessment (AB thru TSgt) AF Form 932, Airman Comprehensive Assessment (MSgt thru CMSgt) 7.4. When to Conduct the Airman Comprehensive Assessment In most cases, the military personnel flight will provide a computer-generated ACA notice to raters and ratees within 30 days of when supervision begins (identifying initial or follow-up ACA sessions, as required), and again halfway between the time supervision began and the projected performance report close-out date (identifying mid-term ACA session requirements). The notice serves to remind raters that an ACA session is due; however, failure to receive an ACA notice does not justify failing to hold a required session. The Air National Guard does not currently have an automated process for ACA notices and may use an alternate form of communication to notify raters and ratees of ACA schedules. All initial ACA sessions must be conducted within the first 60 days of when supervision begins. This will be the ratee’s only initial feedback until there is a change of reporting official. The rater must conduct a mid-term ACA session midway between the date supervision begins and the next evaluation projected close-out date. For the end-of-reporting period, the rater conducts the ACA session within 60 days after the evaluation has been accomplished. Note: Ratees may request a feedback as long as 60 days have passed since the last session. For Chief Master Sergeants and colonels, the initial ACA is the only feedback required. Air Reserve Component personnel do not require an ACA if action is pending in accordance with AFI 36-3209, Separation Procedures for Air National Guard and Air Force Reserve Members, 20 September 2011. If the ratee is due an annual evaluation and the period of supervision is less than 150 days, the rater conducts the ACA approximately 60 days before the projected evaluation close-out date. For Lieutenant through Captain only, if an evaluation is due to a change of reporting official, the new rater will do an initial feedback. This feedback may be accomplished using the ACA Worksheet, but documentation is not required. For Airman Basic, Airman, or Airman First Class (with less than 20 months of Total Active Federal Military Service), after the initial feedback, a mid-term ACA session is conducted every 180 days until the rater writes a performance report or a change of reporting official occurs. 30 Study Guide to SSgt AFH 1 1 November 2021 Section 7B—Performance Evaluations REQUIRED LEVEL OF COMPREHENSION FOR DEVELOPMENT AND PROMOTION Chapter 7—ASSESSMENTS AND RECOGNITION SSgt TSgt MSgt SMSgt CMSgt Section 7B—Performance Evaluations B C C C D 7.5. Performance Evaluation Administration The performance evaluation system is designed to provide a reliable, long-term, cumulative record of performance and potential. The key aspects associated with the evaluation system are how well the individual does his or her job and the qualities the individual brings to the job. It is important for supervisors to help subordinates understand their strengths and weaknesses and how their efforts contribute to the mission. Supervisors must understand how and when to employ the officer and enlisted evaluation systems and the civilian performance program. Access to Evaluations. Evaluations are subject to the Public Law 93-579, Privacy Act 1974, 31 December 1974. They are exempt from public disclosure under Department of Defense Manual (DoDM) 5400.07_AFMAN 33-302, Freedom of Information Act Program 27 April 2018, and AFI 33-332, Air Force Privacy and Civil Liberties Program, 10 March 2020. Only persons within the agency who have a proper need to know may read evaluations. The office with custodial responsibility determines if a person's official duties require access. Classified information should not be included in any section of evaluation forms or on attachments to evaluations, referral documents, or endorsements to referral documents. Specific instructions for completing evaluations, with reference to proper formatting, appropriate raters/evaluators, additional raters, content, acronym use, classified information, and other details, are found in AFI 36-2406, Officer and Enlisted Evaluation Systems, 25 June 2021. 7.6. Performance Evaluation Uses The officer and enlisted evaluation systems should be used with the following objectives in mind: 1. Establish performance standards and expectations for ratees, meaningful feedback on how well the ratee is meeting those expectations, and direction on how to better meet those established standards and expectations. 2. Provide a reliable, long-term, cumulative record of performance and promotion potential based on that performance. 3. Provide officer selection boards, enlisted evaluation boards, and personnel managers with sound information to assist in identifying the best qualified personnel for promotion, as well as other personnel management decisions. 4. Document in the permanent record any substantiated allegation of a sex-related offense against an Airman, regardless of grade, that results in conviction by court-martial, nonjudicial punishment, or other punitive administrative action. 31 Study Guide to SSgt AFH 1 1 November 2021 7.7. Performance Evaluation Forms and Documentation There are a number of forms, as listed below, used to document performance and potential over the course of a ratee’s career. These forms are considered when making promotion recommendations, selections or propriety actions, selective continuations, involuntary separations, selective early retirements, assignments, school nominations and selections, and other management decisions. Note: The ratee’s grade or projected grade on the static close-out date is used to determine the appropriate performance report form. AF Form 77, Letter of Evaluation (multipurpose evaluation form) AF Form 475, Education/Training Report, (used in education and training environments) AF Form 707, Officer Performance Report (Lt thru Col) AF Form 910, Enlisted Performance Report (AB thru TSgt) AF Form 911, Enlisted Performance Report (MSgt thru SMSgt) AF Form 912, Enlisted Performance Report (CMSgt) 7.8. Performance Evaluation Responsibilities Unit commanders are responsible for ensuring all first-time supervisors receive mandatory officer evaluation system and/or enlisted evaluation system training, as applicable, within 60 days of being appointed as a rater. Additionally, USAF members should receive annual recurring evaluation system training. How and when this training is conducted is at the unit commander’s discretion. Unit commanders must conduct a record review of all personnel assigned to and/or transferred into his or her command to ensure knowledge of and familiarization with the Airman’s history of sexrelated offenses resulting in conviction by courts-martial, non-judicial punishment, or other punitive administrative action. This is accomplished to reduce the likelihood that repeat offenses will escape the notice of current, subsequent, or higher level commanders. Review of the record will be conducted by the immediate commander of the Airman at the lowest unit level. These responsibilities will not be delegated. Raters and additional raters must consider the contents of Unfavorable Information Files or Personal Information Files when preparing a performance evaluation. They must assess the ratee’s performance, what the ratee did, how well he or she did it, and the ratee’s potential based on that performance throughout the rating period. Ratees must review evaluations prior to them becoming a matter of record. This is the time to bring typos, spelling errors, and inaccurate data to the attention of the rater. When the ratee signs the evaluation, he or she is not concurring with the content, but rather acknowledging receipt of the completed evaluation, and certifying they have reviewed the evaluation for administrative errors. If the ratee disagrees with any comments and/or ratings on the report, the ratee may file an appeal after the evaluation becomes a matter of record. 7.9. Documenting Performance Bullet format is mandatory. Bullets are limited to a minimum of one line and a maximum of two lines per bullet. White space is authorized. Main bullets begin at the left margin and will have one 32 Study Guide to SSgt AFH 1 1 November 2021 space after the “-”. For additional guidance on bullet writing, refer to “The Bullet Background Paper” in AFH 33-337, The Tongue and Quill, 27 May 2015, Certified Current 27 July 2016. Although the Tongue and Quill, allows three lines per bullet, evaluations will not have more than two lines per bullet. Note: In very rare and unique cases, evaluations may be handwritten, only when authorized by HAF or Air Reserve Personnel Center, as appropriate. The U.S. President or Vice President may handwrite evaluations. Adverse Information. The expectation for performance evaluations is fair and equal treatment of all, and enforcement of the same behavior in subordinates. The goal is for fair, accurate, and unbiased evaluations to help ensure the best qualified members are identified for positions of higher responsibility. Failure to document misconduct that deviates from the core values of the USAF is a disservice to all Airmen who serve with honor and distinction. Situations involving convictions or violations of criminal law must be handled appropriately and in accordance with required timelines and procedures. In all cases, when comments are included in performance evaluations, they must be specific, outlining the event and any corrective action taken. Comments, such as “conduct unbecoming…” or “an error in judgment led to an off-duty incident…,” are too vague. Examples of valid comments are “Master Sergeant Smith drove while intoxicated, for which he received an Article 15” and “Captain Jones made improper sexually suggestive and harassing comments to a squadron member, for which he received a Letter of Reprimand.” Some aspects of performance that may need to be considered when preparing an accurate assessment of behavior include: - Impact of the misconduct on the USAF as an institution (Did it bring discredit on the USAF?). - Impact of the misconduct on, and its relationship to, the ratee’s duties (Did it affect the ratee’s ability to fulfill assigned duties?). - Impact of the misconduct on the USAF mission (Did the mission suffer in any way? Was unit morale affected?). - Grade, assignment, and experience of the ratee (Is the ratee in a sensitive job? Did the ratee know better?). - Number of separate violations and frequency of the misconduct (Is this an isolated or repeated incident?). - Consequences of the misconduct (Did it result in death, injury, or loss of/damage to military or civilian property?). - Other dissimilar acts of misconduct during the reporting period (Is the ratee establishing a pattern of misconduct?). - Existence of unique, unusual, or extenuating circumstances (Was the misconduct willful and unprovoked, or were there aggravating factors or events?). Adverse Actions. For the purpose of this policy, an adverse action includes reportable civilian offenses or convictions, other than convictions for motor vehicle violations that do not require a court appearance. Specifically, convictions required to be reported include: 1) any finding of guilt; 2) any plea of guilty; 3) any plea of no contest or nolo contendere; 4) any plea of guilty in exchange for a deferred prosecution or diversion program; or 5) any other similar disposition of civilian criminal charges. 33 Study Guide to SSgt AFH 1 1 November 2021 In the event a commander or military law-enforcement official receives information that a member of the USAF, under the jurisdiction of another military department, has become subject to a conviction for which a report is required by this section, the commander or military lawenforcement official receiving such information shall forward it to the member’s immediate commander. Complaints of sex-related offenses against a member, regardless of grade, resulting in conviction by court-martial, non-judicial punishment, or punitive administrative action, require a mandatory notation on the member’s next performance report or training report and promotion recommendation form (if not already documented on an evaluation or court-martial in the selection record). Sex-related offenses include violations of the Uniform Code of Military Justice or attempts to commit related offenses. If a member has been convicted by a court-martial or if the senior rater decides to file any adverse information in an Airman’s selection record, comments relating to the ratee’s behavior are mandatory on the ratee’s next performance or training report and promotion recommendation form (if not already documented on an evaluation or court-martial in the selection record). The evaluation becomes a referral for the performance report or training report. Extraordinary Cases. Raters may request a waiver of the mandatory requirement to document civilian convictions for good cause. The waiver request will route from the rater, through any required additional rater and the ratee’s commander, to the ratee’s senior rater, and, if endorsed, be forwarded to the major command commander or authorized final approval authority. 34 Study Guide to SSgt AFH 1 1 November 2021 Section 7C—Reenlistments and Continuation REQUIRED LEVEL OF COMPREHENSION FOR DEVELOPMENT AND PROMOTION Chapter 7—ASSESSMENTS AND RECOGNITION SSgt TSgt MSgt SMSgt CMSgt Section 7C—Reenlistments and Continuation B B C C C 7.10. Selective Reenlistment Program The Selective Reenlistment Program applies to all enlisted personnel by which commanders/civilians, directors, and supervisors evaluate first-term, second-term, and career Airmen to ensure the USAF retains those who consistently demonstrate the capability and willingness of maintaining high professional standards. First-term Airmen receive selective reenlistment consideration when they are within 15 months of their expiration of term of service. Second-term and career Airmen with less than 19 years of total active federal military service are considered within 13 months of the original expiration of term of service. Career Airmen receive selective reenlistment consideration within 13 months of completing 20 years of total active federal military service. Career Airmen who have served beyond 20 years of total active federal military service receive selective reenlistment consideration each time they are within 13 months of their original expiration of term of service. 7.11. Selective Reenlistment Program Considerations Commanders and civilian directors consider enlisted performance report ratings, unfavorable information from any substantiated source, the Airman’s willingness to comply with USAF standards, and the Airman’s abili

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