Air Force Training Program Manual 36-2689 PDF

BY ORDER OF THE DEPARTMENT OF THE AIR FORCE SECRETARY OF THE AIR FORCE MANUAL 36-2689 31 MARCH 2023...

BY ORDER OF THE DEPARTMENT OF THE AIR FORCE SECRETARY OF THE AIR FORCE MANUAL 36-2689 31 MARCH 2023 Personnel TRAINING PROGRAM COMPLIANCE WITH THIS PUBLICATION IS MANDATORY ACCESSIBILITY: Publications and forms are available on the e-Publishing website at www.e-Publishing.af.mil for downloading or ordering. RELEASABILITY: There are no releasability restrictions on this publication. OPR: AF/A1DL Certified by: SAF/MR Pages: 97 This publication implements Department of the Air Force Policy Directive (DAFPD) 36-26, Total Force Development and Management. It provides guidance and procedures for implementing new/emerging foundational and occupational training, and total force ancillary requirements throughout the Department of the Air Force (DAF). This instruction has been developed in collaboration with the Chief of Air Force Reserve (AF/RE), the Director of the Air National Guard (NGB/CF), the Deputy Chief of Space Operations for Human Capital (SF/S1), and the Deputy Chief of Staff for Manpower, Personnel and Services (AF/A1). This instruction applies to all DAF civilian employees and uniformed members of the United States Space Force (USSF), the Regular Air Force (RegAF), the Air Force Reserve (AFR), and the Air National Guard (ANG), and those with a contractual obligation to abide by the terms of DAF issuances. This instruction requires the collection and or maintenance of information protected by the Privacy Act of 1974 authorized by Department of Defense Instruction (DoDI) 5400.11, DoD Privacy and Civil Liberties Programs. The applicable System of Record Notices (SORNs) F036 AF PC C, Military Personnel Records System; F033 AF B, Privacy Act Request File; F036 AF PC Q, Personnel Data System (PDS); F036 AF A1 A, Air Force Automated Education Management System (AFAEMS), and F036 AETC L, Community College of the Air Force Student Transcript, Administration, and Records System; DoD 0005, Defense Training Records are available at https://dpcld.defense.gov/Privacy/SORNs.aspx. This publication may be supplemented at any level, but all supplements must be routed to the OPR listed above for coordination prior to certification and approval. Refer recommended changes and questions about this publication to the office of primary responsibility (OPR) using the DAF Form 847, Recommendation for Change of Publication; route DAF Forms 847 from the field through the appropriate functional chain of 2 DAFMAN36-2689 31 MARCH 2023 command. The authorities to waive wing/unit level requirements in this publication are identified with a tier (“T-0, T-1, T-2, T-3”) number following the compliance statement. See DAF manual (DAFMAN) 90-161, Publishing Processes and Procedures, Table A10.1, for a description of the authorities associated with the tier numbers. Submit requests for waivers through the chain of command to the appropriate tier waiver approval authority, or alternately, to the publication OPR for non-tiered compliance items. Ensure all records generated as a result of processes prescribed in this publication adhere to Air Force instruction (AFI) 33-322, Records Management and Information Governance Program, and disposed of in accordance with the Air Force records disposition schedule (RDS), which is in the Air Force records management system. The use of the name or mark of any specific manufacturer, commercial product, commodity, or service in this publication does not imply endorsement by the Department of the Air Force. Chapter 1—OVERVIEW 5 1.1. Overview.................................................................................................................. 5 1.2. Vision....................................................................................................................... 5 1.3. Accession Training.................................................................................................. 5 1.4. Training in Support of Force Development............................................................. 5 Chapter 2—ROLES AND RESPONSIBILITIES 6 2.1. Headquarters Air Force (HAF)................................................................................ 6 2.2. Air Force Personnel Center Work Force Development (AFPC/DP3D):................. 6 2.3. Air Education and Training Command (AETC):..................................................... 6 2.4. AETC Training Pipeline Managers (AETC/TPM):................................................. 7 2.5. MAJCOM/FLDCOM Functional Managers (MFM) or MAJCOM/FLDCOM Functional Advisors:................................................................................................ 8 Chapter 3—CAREER FIELD FUNCTIONAL TRAINING MANAGEMENT 9 3.1. Overview.................................................................................................................. 9 3.2. Career Field Education and Training Plan............................................................... 10 3.3. Personnel Skills Development................................................................................. 11 Chapter 4—FORMAL TRAINING 13 4.1. Overview.................................................................................................................. 13 4.2. Roles and Responsibilities....................................................................................... 13 4.3. Education and Training Course Announcement (ETCA)........................................ 14 4.4. DAF Instructional Systems Development (ISD)..................................................... 15 4.5. AF Career Development Academy (AFCDA)(2 AF/A3A)..................................... 16 4.6. CDC Creation.......................................................................................................... 17 DAFMAN36-2689 31 MARCH 2023 3 Figure 4.1. Sample Career Development Course Activation Message...................................... 17 4.7. Managing CDCs...................................................................................................... 18 Figure 4.2. Sample Career Development Course Deactivation Message................................... 18 4.8. Advanced Distributed Learning (ADL)................................................................... 19 4.9. Interactive Multimedia Instruction and Advanced Distributed Learning Developer Responsibilities...................................................................................... 22 4.10. AETC Technical Training Distance Learning (DL)................................................ 23 4.11. Special Training....................................................................................................... 24 Table 4.1. Organizations Responsible for Funding, Managing, and Administering Special Training.................................................................................................................... 25 4.12. Student Prioritization............................................................................................... 26 Table 4.2. Student Entry Priorities............................................................................................ 26 Chapter 5—TOTAL FORCE UPGRADE TRAINING PROGRAM 27 5.1. Training Program Administration............................................................................ 27 5.2. Training Program Responsibilities.......................................................................... 28 5.3. Training Forms and Documentation........................................................................ 43 Table 5.1. Proficiency Code Key.............................................................................................. 45 Table 5.2. Behavioral Statement Code Key.............................................................................. 46 5.4. Career Development Course (CDC) Program Management.................................... 48 5.5. Mandatory Craftsman Course Policies and Procedures........................................... 49 Chapter 6—TOTAL FORCE AWARENESS TRAINING (TFAT) 51 6.1. Program Description................................................................................................ 51 6.2. TFAT Categories..................................................................................................... 51 6.3. Training Delivery and Tracking............................................................................... 51 6.4. Requirements........................................................................................................... 52 6.5. Program Responsibilities......................................................................................... 53 6.6. Total Force Airmen and Guardian responsibilities:................................................. 56 6.7. DAF Learning Committee (DAFLC)....................................................................... 56 Attachment 1—GLOSSARY OF REFERENCES AND SUPPORTING INFORMATION 60 Attachment 2—TRAINING STATUS CODE AND DEFINITIONS 72 Attachment 3—FORMAL COURSE DEVELOPMENT DECISION LOGIC PROCESS 74 Attachment 4—CAREER FIELD EDUCATION AND TRAINING PLAN (CFETP) REQUIREMENTS FOR PUBLISHING 78 4 DAFMAN36-2689 31 MARCH 2023 Attachment 5—PROPOSAL FOR TOTAL FORCE ANCILLARY TRAINING REQUIREMENT 89 Attachment 6—TOTAL FORCE AWARENESS TRAINING 90 Attachment 7—TRAINING DETACHMENT POLICY AND PROCEDURES. 93 Attachment 8—DISTANCE LEARNING POC RESPONSIBILITIES FOR MANAGING, ADMINISTERING, AND CONDUCTING DISTANCE LEARNING 95 DAFMAN36-2689 31 MARCH 2023 5 Chapter 1 OVERVIEW 1.1. Overview. The full spectrum of air and space force capabilities stem from the collective efforts and expeditionary mindset of the Total Force. At the core of this spectrum, is a superior training regimen that prepares service members with the right skill sets and capabilities to be flexible and responsive to changing mission requirements and world events. In a resource constrained environment, the enterprise military training system ensures accurate, timely, relevant, affordable, and appropriate training is available to the Total Force: Regular Air Force, Air Force Reserve (AFR), Air National Guard (ANG), Regular Space Force, and Department of the Air Force civilians--anytime, anywhere around the world. 1.2. Vision. Education and training are the foundation of our air and space advantage. Education is the formal academic instruction offered by institutions of higher learning in a given discipline. Training is a set of events or activities presented in a structured manner for the attainment of skills, knowledge, and aptitude required to meet job performance requirements. All Airmen and Guardians, whether instructor or student, have a role in ensuring the enterprise remains the most technically proficient, well-educated, and best-trained Air and Space Force in the world. 1.3. Accession Training. Regular Air Force, Regular Space Force, Air Force Reserve, Air National Guard, and Department of the Air Force civilians attend employee-type specific accession training. Enlisted recruits with no previous military service attend basic military training (BMT) while recruits with prior non-Department of Air Force military service attend the enlisted Airman orientation course (optional for reserve or guard personnel) or the Guardian orientation course. Training for officer accessions is addressed in Chapter 3 under officer skills training requirements. These courses are conducted by Air Education and Training Command (AETC). Enterprise agencies desiring changes to BMT, or enlisted Airman orientation course curriculum should submit requests, in writing, to Second Air Force chief training officer (2 AF/CTO). 1.4. Training in Support of Force Development. Training Airmen and Guardians is a top enterprise priority and key to developmental efforts in providing warfighting assets to combatant commanders. Total force development includes dynamic and deliberate training to ensure service members possess the right expertise and competencies to meet operational needs. The enterprise is committed to a career-long, deliberate process to integrate individual training with developmental opportunities to produce adaptable, knowledge-enabled Airmen and Guardians for today and tomorrow. 6 DAFMAN36-2689 31 MARCH 2023 Chapter 2 ROLES AND RESPONSIBILITIES 2.1. Headquarters Air Force (HAF). 2.1.1. AF/A1 is the lead for training policy with Air Force/Development Learning Division (AF/A1DL) as the OPR. Within the USSF, SF/S1 acts as the lead for training policy with Chief Human Capital Office Force Development (SF/S1D) as the OPR. 2.1.2. AF/A1DL provides budget oversight and advocates for program requirements during the various planning, programming, budgeting, and execution cycles. Additionally, AF/A1DL develops and oversees training policy for upgrade training and Total Force awareness training (TFAT) in support of the Total Force mission. SF/S1D executes these functions for the USSF. 2.1.2.1. Advises service level career field managers (CFM) on training policy. 2.1.2.2. Advises inspection agencies of current upgrade and ancillary training policy. 2.1.2.3. Coordinates on enterprise training program requirements with Department of Defense (DoD) and other agencies. 2.1.3. Service level CFMs ensure assigned AF specialties (AFS) are trained and utilized to support AF mission requirements by determining specialty training tasks, requirements, and resources. The CFM also determines the need for course development including advanced and 7-level courses. Chapter 3 details responsibilities relating to career field training management. 2.2. Air Force Personnel Center Work Force Development (AFPC/DP3D): 2.2.1. Develops guidance to implement training policy, manages operations necessary to support training programs, coordinates policy changes through appropriate major command (MAJCOM)/field command (FLDCOM), and reviews and coordinates on career field education and training plans (CFETP) prior to publication. Air Force Personnel Center Talent Management Division (AFPC/DPCZ) is the point of contact (POC) for civilian CFETPs. 2.2.2. Coordinates with CFMs on approvals for 3-skill level school waivers as described in Air Force manual (AFMAN) 36-2100, Military Utilization and Classification. 2.3. Air Education and Training Command (AETC): 2.3.1. Directs, assists, and monitors AF AETC formal schools. Authorizes the establishment of AETC schools and prescribes and approves their missions. 2.3.2. Manages and provides formal training, including initial, advanced, and supplemental training, delivered in-residence and through distance learning. 2.3.3. Implements approaches to learning that are learner-focused, modular, accessible, and competency-based. Captures, analyzes, validates, and catalogs the foundational and occupational competencies and credentials required to meet the strategic, operational, and tactical mission requirements of the enterprise and its functional communities. 2.3.4. Serves as the Force Development Registrar. Provides functional lead representation for DAF stakeholders for current and future Force Development learning services and oversees DAFMAN36-2689 31 MARCH 2023 7 program management of the Education and Training Course Announcements (ETCA) database administration, maintenance, common system upgrades, releases, or enhancements. 2.3.5. Serves as the OPR and focal point for DAF instructional system development (ISD) procedural guidance, planning and programs for training requirements in system training plans, and prepares DAF ISD publications. 2.3.6. Develops, delivers, and manages all career development courses (CDC) and specialized courses in support of the enterprise upgrade training program. 2.3.7. Serves as the lead command for enterprise advanced distributed learning (ADL). 2.3.8. Serves as the DAF single manager for all special training programs and determines whether government agency or contractor conducted training best serves the needs of the DAF. 2.3.9. Conducts a triannual review of TFAT courses. 2.3.10. Co-chairs the DAF Learning Committee (DAFLC) and acts as the secretariat. 2.3.11. Collects, analyzes, and updates job data concerning: AF specialties, civilian occupational series, and weapon systems. 2.3.12. Propagates advances in learning and learning technologies and seeks efficiencies to create a learning framework that sustains diverse learning operations. 2.3.13. Builds formal and informal delivery options that universally develop Airmen and Guardians while providing a strong foundation of learning capabilities, processes, and analytics that will guide and define the structure and operations of integrated learning systems. 2.3.14. Guides the transition from episodic learning events to a model supporting anytime/anywhere learning. 2.4. AETC Training Pipeline Managers (AETC/TPM): 2.4.1. Direct training groups to develop course training plans, course resource estimates, and service-test plans to identify resource impacts. 2.4.2. Advise DAF CFMs on the health of training pipelines, coordinates course revisions, directs resources and logistics, and monitors student man-year utilization to ensure effective execution of Air Force resources. 2.4.3. Collaborate with DAF CFMs to determine utilization criteria in analyzing feedback. 2.4.4. Collaborate with stakeholders to identify resources needed to resolve training deficiencies. 2.4.5. Coordinate with MAJCOM/FLDCOM functional managers on training activities. 2.4.6. Manage process to certify training plans and CREs. 2.4.7. Assist 2 AF/A5/8/9 (Second Air Force, Strategic Plans, Programs, and Requirements) in developing and coordinating the program objective memorandum (POM) for funding of basic and technical training by validating, prioritizing, and advocating for resources (manpower and funds) in accomplishing program objectives for training life cycle management. 2.4.8. Coordinate on AETC Form 1, Course Cancellation/Discontinuation Request. 8 DAFMAN36-2689 31 MARCH 2023 2.5. MAJCOM/FLDCOM Functional Managers (MFM) or MAJCOM/FLDCOM Functional Advisors: 2.5.1. Along with ANG MFMs, determine education and training activities for their respective specialties. 2.5.2. Manage training programs for applicable AFSs, provide guidance and policy interpretation to subordinate units, serve as the command representative at the specialty training requirements team (STRT), utilization and training workshop (U&TW), and provide the command position on training issues. 2.5.3. Review draft CFETPs to ensure coverage of mission, peacetime, readiness, and contingency requirements and add command-unique requirements to an AF job qualification standard (JQS), if required. Note: Responsibility accomplished by Space Force CFMs for Space Force CFETPs. 2.5.4. Approve the course chart training standard (CCTS) for Type 4 field training. The CCTS constitutes a contract to provide equipment, facilities, and maintenances instructor augmentees, as necessary. 2.5.5. Approve or disapprove any waiver request of mandatory training requirements for individuals identified to attend field training advanced and supplemental courses that are not specified in the respective specialty CFETP. DAFMAN36-2689 31 MARCH 2023 9 Chapter 3 CAREER FIELD FUNCTIONAL TRAINING MANAGEMENT 3.1. Overview. 3.1.1. Service level CFMs are appointed by their Deputy Chief of Staff or director to ensure development, implementation, and maintenance of CFETP for their assigned specialties. CFMs communicate directly with MFMs, Air Reserve Components (ARC) functionals, and AETC training pipeline manager to disseminate career field functional training policy and program requirements. 3.1.2. CFMs’ Functional Training Management Responsibilities: 3.1.2.1. Approve or disapprove individual waiver requests of mandatory training requirements identified in their respective specialty CFETP. ARC waiver authority is the respective ARC functional managers. 3.1.2.2. Develop criteria to accelerate individual training when it is in the best interest of the enterprise. 3.1.2.3. Conduct the STRT/U&TW meetings, in partnership with the AETC/TPM, to develop and review life-cycle DAF specialty performance and training requirements. Additional CFM STRT/U&TW responsibilities include: 3.1.2.3.1. In partnership with the AETC/TPM, identify issues; establish the agenda; determine participants, time frame, location, and additional staffing requirements; ensure minutes are prepared and distributed; and monitor the status of action items. The CFM and AETC/TPM signs and publishes the minutes before adjourning the STRT and U&TW. Note: If the STRT was held without a U&TW, only the CFM signs the meeting minutes. 3.1.2.3.2. Chair the portion of the STRT and U&TW for utilization, authorization, and general career field mission issues. 3.1.2.3.3. Ensure direct involvement and participation of subject-matter experts from the field. 3.1.2.3.4. Ensure, where applicable, the direct involvement and participation of the AF Career Development Academy (AFCDA) personnel in STRT/U&TW proceedings impacting development, revision, or deletion of CDCs or specialized courses used for career field upgrade training. 3.1.2.3.5. Develop a CFETP for life-cycle training at appropriate points throughout a career path. 3.1.2.3.5.1. Ensure conformity with formatting, standardization, and publication guidance along with currency and accuracy of technical references cited in the CFETP. 10 DAFMAN36-2689 31 MARCH 2023 3.1.2.3.5.2. Ensure risk management processes are incorporated in all applicable areas of training in concert with the U&TW process. It is the CFM’s responsibility to specify the exact risk management-related tasks and identify offsets or additional resources for this training. 3.1.2.3.5.3. Establish the career field progression within the CFETP. 3.1.2.3.5.4. Validate training requirements in coordination with the MFMs and ANG MFMs and identify training detachment-provided training in CFETP. 3.1.2.3.5.5. Ensure final version of the CFETP is coordinated with AFPC/DP3D and AETC/TPM using DAF Form 673, Department of the Air Force Publication/Form Action Request, prior to publication through AF Departmental Publishing Office. 3.1.2.3.5.6. Conduct annual review of the CFETP and corresponding documents such as Air Force Job Qualification Standard (AFJQS). Notify Air Force Personnel Center/Workforce Development (AFPC/DP3DW) with date of review and if applicable: identified discrepancies, and action plan. 3.1.2.3.6. Determine distribution of training documents such as CFETPs, AFJQS, etc. 3.1.2.3.7. Develop competency models for career field education and training requirements. Guidance for competency models can be found in AFH 36-2647, Competency Modeling. 3.1.2.3.8. Ensure, where applicable, the direct involvement and participation of AFCDA personnel in STRT/U&TW proceedings impacting development, revision, or deletion of CDCs or specialized courses used for career field upgrade training. 3.1.2.4. Ensure formal training requests are processed according to the ETCA SharePoint site. The link is found on the AF Portal. 3.1.2.5. Establish and maintain regular coordination with appropriate MAJCOM/FLDCOMs, ARC functional managers to ensure training consistency and quality. 3.1.2.6. Approve specialized procedures for training to include identification of core tasks, coordinating with the functional area manager (FAM) to identify deployment unit type code (UTC) task requirements, special certification, and frequency of recurring certification requirements, special experience identifier review, and training record maintenance. 3.1.2.7. Oversee the CDC program for assigned enterprise specialties. CFMs also review CDCs for accuracy and initiate actions to develop new or revised CDCs to meet new requirements. 3.2. Career Field Education and Training Plan. 3.2.1. The CFETP is the primary document used to identify life-cycle education and training requirements. It serves as a road map for career progression and outlines requirements that should be satisfied at appropriate points throughout the career path. The CFETP also specifies the mandatory task qualification requirements and/or required learning behaviors and occupational competences for award and maintenance of an AFSC. Deployment UTC task DAFMAN36-2689 31 MARCH 2023 11 requirements can be identified with a symbol to assist commanders in prioritizing training. Use the CFETP to plan, conduct, evaluate, and document training. 3.2.1.1. Officer CFETPs are used only when the CFM determines there is a need. 3.2.1.2. Civilian CFETPs meet all the same development requirements as enlisted or officer. Air Force Personnel Center/Assignment & Workforce Development (AFPC/DP2L) coordinates and publishes. 3.2.1.3. Special duty identifier and reporting identifier CFETPs are developed, if required, by the CFM. 3.2.1.4. Forward recommended changes, additions, or deletions to a published military CFETP to the MFM of the AF specialty. Civilian CFETP change requests are forwarded to AFPC/DP2L. 3.2.1.5. AFJQS. CFMs issue AFJQS for unique duty positions, weapons systems, or equipment. The AFJQS supplements the CFETP, Part 2, by outlining specific skill and task requirements. AFJQS publication must follow the same process as a CFETP. CFMs must review and approve any MAJCOM/FLDCOM JQS. (T-2) Note: Limit use of AFJQS to the absolute minimum to reduce duplicate documentation. 3.2.2. CFETP Format. The CFETP is designed to meet enterprise specialty needs. For guidance on preparing and publishing a CFETP refer to Attachment 4. 3.2.3. STRT and U&TW Procedures. Use the STRT and U&TW as forums to determine education and training requirements, by bringing together the expertise to establish the most effective mix of formal and on-the-job (OJT) training for each enterprise specialty skill level. Also, use the forums to create or revise training standards and set responsibilities for providing training. For guidance on preparing and publishing a CFETP refer to Attachment 4. 3.3. Personnel Skills Development. 3.3.1. Overview. The purpose of functional training is to ensure each individual is prepared to meet mission requirements. Training programs for the Total Force are developed using the continuum principle. 3.3.2. Enlisted personnel skill-level training requirements. Enlisted personnel must complete all mandatory training requirements as outlined in this DAFMAN, the specialty description in the AF Enlisted Classification Directory (AFECD), and the applicable CFETP for award of the 3-, 5-, 7-, and 9-skill levels. (T-1) Unit commander or designated representative (must be appointed in writing by Unit commander) is the approval authority for all upgrade training actions. (T-2) The following outlines the minimum requirements for award of these skill levels: 3.3.2.1. Apprentice. Complete an initial skills training course(s) 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 CFM or ARC functional. Personnel retraining via OJT training may be awarded a 3-skill level when they complete knowledge training on all tasks taught in the initial skills course, other tasks, and mandatory requirements identified by the CFM. 3.3.2.2. Journeyman. Complete mandatory CDCs (if applicable), time in training (if applicable as determined by the CFM), and mandatory core tasks as needed for upgrade in 12 DAFMAN36-2689 31 MARCH 2023 the CFETP (see Part 1 and Part 2). Supervisors may identify and standardize local tasks for upgrade. Core tasks not applicable or available at home station are not required for upgrade, unless specified by the CFM. Units are not required to send personnel temporary duty (TDY) for core task training. Document core tasks not required, with justification, in the service members’ DAF Form 623A, On-the-Job Training (OJT) Record Continuation Sheet, or approved electronic equivalent. Award of the 5-skill level requires completion of mandatory requirements listed in the AFECD, supervisor recommendation and commander approval. (T-1) Minimum time in training required for the award of 5 skill level is determined by the CFM. Individuals in retraining status, training status code (TSC) “F” are subject to the same training requirements. 3.3.2.3. Craftsman. Be at least a Staff Sergeant/Sergeant (E-5), complete mandatory CDCs (if applicable), time in training (if applicable), complete 7-skill level craftsman course (if applicable), and mandatory core tasks needed for upgrade in the CFETP (see Part 1 and Part 2 of the CFETP). Supervisors may identify and standardize local tasks for upgrade. Core tasks not applicable or available at home station are not required for upgrade unless specified by the CFM (units are not required to send personnel TDY for core task training). Document core tasks not required, with justification, in the Airman’s DAF Form 623A, or approved electronic equivalent. Award of the 7-skill level also requires completion of a 7-skill level craftsman course (if applicable) along with mandatory requirements listed in the AFECD, supervisor recommendation and commander approval and required minimum time in training (if any) determined by the CFM. Individuals in retraining status (TSC “G”) are subject to the same training requirements. 3.3.2.4. Superintendent. Must be at least a Senior Master Sergeant (E-8), meet mandatory requirements listed in the AFECD and CFETP, recommended by their supervisor and approved by their commander for award of the 9-skill level. (T-2) 3.3.3. Officer Skills Training Requirements: 3.3.3.1. Enter initial skills training as applicable and complete all requirements (knowledge, education, experience, and training) listed in the specialty description in the AF officer classification directory (AFOCD) and CFETP, if applicable. 3.3.3.2. Complete advanced or supplemental education and training courses, as required by the CFM. 3.3.3.3. Submit waiver requests to the CFM for review and approval or disapproval. Waivers are considered on a case-by-case basis. Examples of waiver requests may include prerequisite AFSCs, mandatory course attendance (if the individual has equivalent skills through civilian experience or education) and skills gained through duty assignments. 3.3.4. Waiving specialty qualification requirements. Specialty qualification requirements are published in the AFOCD and AFECD, and the CFETP. These requirements may be for entry, award, or retention of the enterprise specialty and respective skill level. However, special circumstances may warrant waiving these requisites. A waiver saves training resources without impacting career field progression or mission accomplishment when an individual possesses qualifications equivalent to the established requirements. Comply with procedures for processing waiving of mandatory training requirements outlined in AFMAN 36-2100, paragraph 2.3.7. DAFMAN36-2689 31 MARCH 2023 13 Chapter 4 FORMAL TRAINING 4.1. Overview. Formal training is a key part of the enterprise training resource and plays a vital role in maintaining readiness and a quality force. The objectives are to develop and maintain professional and technical skills, knowledge, and abilities to meet enterprise needs. It provides advanced and supplemental training courses for officers, enlisted, and civilian personnel when other types of training such as OJT, unit training, or exportable training will not satisfy the need. 4.2. Roles and Responsibilities. 4.2.1. AFPC/DP3D is the OPR for the formal training program. Personnel assigned to AETC are responsible for life-cycle management (planning, directing, implementing, and overseeing) of AETC formal training pipelines. This process begins with basic military training and extends through advanced skills courses. Personnel administer and execute MAJCOM/FLDCOM level training management to include prioritizing and advocating training resource requirements to the Air Staff. 4.2.2. AETC Training Pipeline Managers (AETC/TPM). 4.2.2.1. In partnership with the CFM, acts as an advisor during the STRT process and serves as co-chair for the U&TW meetings; provide meeting participants information concerning training policy guidance and resource impact recommendations. 4.2.2.2. Advises CFM on timelines to request occupational analysis data, Field evaluation questionnaire summaries, trend analyses, etc. for use during the STRT. Uses feedback data to recommend efficient and effective training delivery methods. In coordination with the DAF CFM, determines if proficiency levels for AETC courses require adjustment based on feedback data and available resources. 4.2.2.3. Supports the CFM to ensure training meets AF specialty requirements. 4.2.2.4. Coordinates all initial skills training requirements are documented through development of the CFETP. List all advanced/supplemental courses in the CFETP and explains what drives the requirement for the course (certification, upgrade training, equipment, assignment, etc.). New or revised CFETP changes are based on internal or external training evaluation and feedback. Reviews and coordinates (include ARC CFMs on coordination) on CFETPs prior to publication. 4.2.2.5. Provides CFM with information to identify and justify unfunded training resource requirements such as: resource impact statements, STRT/U&TW minutes, and other applicable meeting minutes. Produces standardized meeting minutes in partnership with the CFM to accurately reflect training decisions and maintain UT&W results. 4.2.3. MAJCOM/FLDCOMs. 4.2.3.1. Develop training and education programs and provide guidance to schools under their jurisdiction. Use the course development decision logic process to categorize formal courses in Attachment 3. All charts are used singularly or in varying combinations to meet DAF training needs. 14 DAFMAN36-2689 31 MARCH 2023 4.2.3.2. Appoint a commander or commandant and a faculty board for each school in the command and determine board procedures within the scope of applicable DAF instructions. The authority to appoint a commandant may be delegated to a subordinate commander having jurisdiction over the school. Authority to appoint a board and to determine its procedures may be delegated to a commissioned officer at any level of command. 4.2.3.3. Request force development command assistance, as needed, to identify and adopt emerging technologies, processes, and best practices to continually advance education and training programs under the jurisdiction of the given MAJCOM or FLDCOM. When assistance is needed, contact force development (FD) command through the FD gateway at Air Education and Training Command /Programs Compliance and Support Branch (AETC/A3G). As the AETC designated entry-point for FD support, the FD gateway will receive and validate FD mission requests, coordinate with appropriate authorities to prioritize requests, and route to appropriate office or agency for action. (T-1) 4.3. Education and Training Course Announcement (ETCA). 4.3.1. ETCA serves as a reference for the United States Air Force (USAF), USSF, other military services, DoD government agencies, and security assistance programs. ETCA is an internet information resource located in the AETC SharePoint environment. ETCA can be accessed through the AF Portal and contains procedures, reporting instructions, course information, funding information, and listings for formal and AF ancillary courses conducted or managed by the MAJCOM/FLDCOMs or other agencies. Note: AETC TDY-to-school funds are obtained by processing orders through the TDY-to-school site. 4.3.2. All users with an active Air Force network (AFNET) account and originating from a.mil or.gov domain can access ETCA. Users outside the.mil and.gov domain are allowed access on a case-by-case basis. Contractor requests are verified to determine the contractor’s relationship with the government. 4.3.3. Organizational Responsibilities. 4.3.3.1. Air Education and Training Command/Learning Professionals and Force Development Credentials (AETC/A3B): 4.3.3.1.1. Serves as ETCA program manager and oversees ETCA database administration, maintenance, common system upgrades, releases, and enhancements. Requestors are responsible for funding all unique system changes. 4.3.3.1.2. Grants organizational administrative access to functional POCs and course maintainers. 4.3.3.1.3. Performs quarterly course reviews within the ETCA and informs functional POCs and ETCA course maintainers of course announcements that are overdue for annual review. 4.3.3.2. MAJCOM/FLDCOMs and other agencies designate a POC responsible for the courses being conducted or administered by the command/agency. Any MAJCOM/FLDCOM or other agency courses in the ETCA will coordinate with ETCA course maintainers for applicable ETCA content and establish procedures for monitoring and updating information. (T-2) DAFMAN36-2689 31 MARCH 2023 15 4.3.3.3. Functional POCs and ETCA Course Maintainers: 4.3.3.3.1. Request ETCA course maintainer access through the ETCA site or via email to the Air Education and Training Command/Force Development Registrar (AETC/A3BL ETCA) Inbox ([email protected]). 4.3.3.3.2. Conduct an annual review of ETCA course announcements to ensure all course information is current, correct, and complete on the ETCA site. Contact the ETCA program manager for problem resolutions via the AETC/A3BL ETCA inbox ([email protected]). 4.3.3.3.3. Coordinate with AETC/FMAM on all AETC formal training course changes impacting funding such as courses added or deleted, course length and location changes, excess baggage, or travel directions. 4.3.3.3.4. Complete all required coordination prior to updating course or general information. 4.3.3.3.5. Functional POCs task ETCA course maintainers to conduct an annual review of their respective course announcements. Accomplish necessary updates to ensure data is current, correct, and complete. AETC/A3B is the waiver authority for these requirements. 4.4. DAF Instructional Systems Development (ISD). 4.4.1. The ISD process provides a systematic approach to planning, developing, and implementing training and education. The goal of ISD is to increase the effectiveness and cost efficiency of training by developing instruction based on job performance requirements; eliminating irrelevant skills and knowledge instruction from courses; and ensuring graduates acquire the necessary knowledge, skills, and attitudes to do the job. 4.4.2. AETC Force Development Policy Branch (AETC/A3KP) is the OPR for Department of Air Force handbook (DAFH) 36-2675, Information for Designers of Instructional Systems, which outlines the ISD implementation process. Each command provides additional guidance as required. 4.4.3. AETC ISD Responsibilities. 4.4.3.1. Distribute ISD-related information as requested and assists other MAJCOM/FLDCOMs and FOAs with ISD-related information. 4.4.3.2. Develop and manage ISD training courses. 4.4.3.3. Coordinate with CFMs and MAJCOM/FLDCOMs to ensure the most cost- effective mix of resident, advanced distributed learning (ADL), correspondence, field, unit, contract, and other agency training across the entire career pyramid. 4.4.3.4. Plan, program, and budget resources for training requirements in the system training plans for AETC acquisitions. 4.4.3.5. Collect, analyze, and update job data concerning: DAF specialties; civilian occupational series; and weapon systems. AETC will continue to provide field training support to ARC when a weapon system is no longer maintained by the AF and only operated by ARC. (T-2) 16 DAFMAN36-2689 31 MARCH 2023 4.4.3.6. Use the ISD process to determine if training is the best solution to resolve skills, knowledge, and attitude gaps. 4.4.4. MAJCOM/FLDCOM ISD Responsibilities. 4.4.4.1. Ensure subordinate organizations apply the ISD process to all types and phases of training, development, and management. 4.4.4.2. Review proposed system acquisition or modification programs to ensure subordinate organizations use the ISD process (to include media and cost benefit analysis) to decide upon the mix, quantity, sophistication of training equipment, and use of technology to deliver efficient and cost-effective courseware. Note: Refer to AFI 65-501, Economic Analysis, for specific information on cost analysis. 4.4.4.3. Use the planning, programming, budgeting, and execution system to ensure subordinate organizations are funded to meet training requirements. 4.4.4.4. Define the proficiency level (education and training) qualifications for personnel selected to plan, develop, or manage instruction. Consider continuous needs appropriate to maintain personnel qualifications. 4.4.4.5. Appoint appropriate representatives to serve on training planning teams, STRT, U&TW, and specialty training standard (STS) and course training standard reviews. 4.4.4.6. Ensure AETC is included early in proposed system acquisition or modification programs to ensure timely development of training. 4.5. AF Career Development Academy (AFCDA)(2 AF/A3A). Authority and responsibility to develop, deliver, and manage all Total Force CDCs and specialized courses in support of the enterprise upgrade training program. AFCDA responsibilities include: 4.5.1. Submit current and future year resource requests to 2 AF staff directorates for manpower, facilities, support services, budget and financial plans, policy guidance, staff oversight, and required support to meet AFCDA mission needs. 4.5.2. Establish policy and guidance for the development, delivery, enrollment, and completion of CDCs in coordination with AF/A1DL (and SF/S1D for the USSF). 4.5.3. Develop, revise, deliver, or delete unclassified CDCs as required by the CFM. 4.5.4. Coordinates with CFM and supervises CDC writers to develop content of CDCs ensuring CDCs meet or exceed specialty training standard (STS) criteria. 4.5.5. Advise CFMs of CDC development issues. Informs CFMs and CDC writers when CDCs are deactivated and activated. 4.5.6. Conduct reviews of CDCs and specialized courses to validate the requirements for the courses and currency of their content. 4.5.7. Prescribe educational and interactive multimedia instructional development publishing standards for all media and ensure instructional soundness of CDCs and specialized courses. 4.5.8. Provide course examination results data and other pertinent course content data to CFMs and CDC writers. DAFMAN36-2689 31 MARCH 2023 17 4.5.9. Provide AFSC listings and CDC information, ensuring updates are reflected within 5 duty days of CDC activations and deactivations. 4.5.10. Develop and manage CDC end-of-course surveys for students and supervisors. 4.5.11. Compile responses and provide course analyses to CFMs and CDC writers. 4.5.12. Develop and administer CDC writer course to train CDC writers on curriculum development methodology. 4.5.13. Ensure CDCs are available to AETC Innovation and Analysis (AETC/A9/SAS) for use in preparing and providing references for specialty knowledge tests in support of the weighted airman promotion system (WAPS). 4.6. CDC Creation. 4.6.1. CDC writers serve as subject-matter experts, complete course outlines and task analysis worksheets, assist AFCDA in the development of CDCs and associated assessments, review course development artifacts, and conduct CDC beta tests along with ensuring copyright permissions are obtained from the author or copyright holder, as required. 4.6.2. The CFM defines who enrolls and completes new CDCs and specialized courses after CDC or course activation to include whether the CDC or course is applicable to individuals in other training situations. As a minimum, CFMs consider the following factors: 4.6.2.1. If the new CDC or specialized course replaces another course currently being used to meet the career knowledge requirement, determine if trainees currently in the original course should finish or disenroll immediately, and under what conditions. 4.6.2.2. If the new CDC or specialized course does not replace another CDC or course, establish the conditions of enrollment to include the target population. If a target population does not enroll in the new course, identify interim career knowledge training requirements. 4.6.2.3. Determines CDC or specialized course requirements resulting from STRT and U&TW, AF specialty mergers, weapons system conversions, or force structure changes. Consider trainees already in transition training and future trainees. 4.6.3. The CFM will approve the CDC or specialized course content, in coordination with the CDC writer, before activation. (T-1) The CFM coordinates with AFPC Workforce Development to announce the course target group, activation date, and enrollment or disenrollment instructions. (See Figure 4.1). 4.6.4. Once approved, AFCDA updates the AFSC listing and CDC catalog as necessary. Figure 4.1. Sample Career Development Course Activation Message. SUBJECT: ACTIVATION OF CAREER DEVELOPMENT COURSE (CDC) XXXXX EDIT CODE 01 1. This message provides guidance to all Base UTMs and supervisors for personnel in 5-skill level upgrade training in AFSC XXXXX. The following instructions are provided by the XXXXX AF CFM. 18 DAFMAN36-2689 31 MARCH 2023 2. CDC XXXXX EC 01 was activated effective 14 February 2017. All personnel entering upgrade training on or after 14 February 2017 must complete CDC XXXXX EC 01 as part of the 5-skill level upgrade training requirements. All personnel must complete the requirements outlined in Department of the Air Force manual 36-2689, unless specified by the AF CFM. 3. This is an AF/A1DL and AFPC/DP3D coordinated message, ensure widest dissemination and compliance. The POC for this message: AF/A1DL. Subordinate units and supervisors coordinate your questions through your unit or base training manager (BTM). 4.7. Managing CDCs. 4.7.1. AFCDA publishes, via MyLearning, an AFSC listing to reflect all AFSCs with CDC requirements. 4.7.2. Unit and BTMs use the listing to determine course enrollment requirements. 4.7.3. The CFM must notify, as a minimum, AFCDA and AFPC Workforce Development (AFPC/DP3D) whenever activating, revising, or deactivating CDCs to ensure the action is publicized. (T-2) 4.7.4. The CFM approves CDCs and specialized courses for activation, initiate actions to develop new or revised CDCs and specialized courses, and review CDCs and specialized courses for accuracy. 4.7.5. The CFM has the authority to waive CDC requirements when it is in the best interest of the AF. (See Figure 4.2). Figure 4.2. Sample Career Development Course Deactivation Message. SUBJECT: DEACTIVATION OF CAREER DEVELOPMENT COURSES XXXXX EDIT CODE 01 AND ACTIVATION OF CAREER DEVELOPMENT COURSE (CDC) XXXXX EDIT CODE 02 1. This message provides guidance to all Base, UTMs and supervisors for personnel in 5-skill level upgrade training in AFSC XXXXX. The following instructions are provided by the XXXXX AF CFM. 2. CDC XXXXX Edit Code (EC) 01 was deactivated effective 14 February 2017 and CDC XXXXX EC 02 was activated effective 14 February 2017. All personnel entering upgrade training on or after 14 February 2017 must complete CDC XXXXX EC 02 as part of the 5-skill level upgrade training requirements. Personnel enrolled in CDC XXXXX EC 01 prior to 14 February 2017 must complete the course as part of the 5-skill level upgrade training requirements and are not required to complete the new version. All personnel must complete the requirements outlined in DAFMAN 36-2689, unless specified by the AF CFM. 3. This is an AF/A1DL and AFPC/DP3D coordinated message, ensure widest dissemination and compliance. The POC for this message: AF/A1DL. Subordinate units and supervisors coordinate your questions through your unit or BTM. DAFMAN36-2689 31 MARCH 2023 19 4.8. Advanced Distributed Learning (ADL). 4.8.1. ADL models can be used in combination with other forms of instruction or can be used to create wholly virtual classrooms. ADL is an evolving, outcomes-focused approach to distributed learning that blends standards-based models emphasizing reusable content objects, content and learning management systems, performance support systems and devices, web applications services, and connectivity. Air Force myLearning is a system that delivers ADL content, tracks student progress, and provides a variety of reporting capabilities. 4.8.2. The DAF emphasis is on converting courses to ADL instruction, where appropriate, to deliver training anywhere, anytime. ADL is the evolution of distributed learning (DL) and, although agencies may use different terms (i.e., exportable training, Type 6), all fall within the enterprise definition of ADL. 4.8.3. Organizational Responsibilities. 4.8.3.1. AETC is the lead command for enterprise ADL with AETC/A3G as the OPR. HQ AETC’s responsibilities include: 4.8.3.1.1. Provide input to AF/A1DL and SF/S1D to support development of AF ADL policy and guidelines to implement AF ADL policy. In coordination with AF/A1DL, recommend training solutions to the Office of the Deputy Assistant Secretary of Defense (Readiness) Training Readiness and Strategy Directorate and J7 staff. 4.8.3.1.2. Provide execution oversight, integration, and management direction in support of ADL and coordinate ADL functions and implementation actions for the Total Force in concert with the offices of corollary responsibility from the ARC. 4.8.3.1.3. Execute ADL program management office function. AETC/A3G is the designated enterprise representative to serve on the Defense Advanced Distributed Learning Action Committee. As the enterprise representative, AETC: 4.8.3.1.3.1. Collects, prioritizes, and forwards programming and budget actions for ADL through command channels for DAF ADL systems that cut across MAJCOM/FLDCOMs. Participates in forums to develop, review, and approve policy and practical issues related to DoD ADL research and development and combatant command training requirements. 4.8.3.1.3.2. Plans, programs, and budgets resources for ADL implementation and sustainment requirements for education, flying and technical training courses and ADL training that has applicability across functional areas of responsibility. 4.8.3.1.3.3. Provides oversight for ADL to increase readiness, reduce costs, and increase flexibility and application, when possible. 4.8.3.1.3.4. Evaluates new training technologies and determines their application to AF training programs. 4.8.3.1.3.5. Defines standards for DAF ADL software, hardware, and courseware system specifications. 4.8.3.1.3.6. Coordinates with Office of the Secretary of Defense, MAJCOM/FLDCOMs, and intra-service agencies or commands, as required, to implement ADL standards and ensure interoperability. 20 DAFMAN36-2689 31 MARCH 2023 4.8.3.1.3.7. Ensures the identification of ADL course conversion candidates and assists with conversion efforts for AF courses, as requested. 4.8.3.1.3.8. Assists with contract support to develop or redesign courseware for ADL. 4.8.3.1.3.9. Coordinates ADL issues with MAJCOM/FLDCOMs, disseminates ADL information and implements technological advances. 4.8.3.1.3.10. AETC/A3G maintains a list of MAJCOM/FLDCOM ADL OPRs for coordinating cross-MAJCOM/FLDCOM ADL capability issues and inputs. Submit ADL OPR updates to AETC/A3G. 4.8.3.1.4. Assists using MAJCOM/FLDCOMs, other services, joint or combined commands, and foreign governments when AF authorizes such actions under the security assistance program, with identifying special training needs. 4.8.3.1.5. Validates requests for special training (except for recurring en route training or operational flying training); determines the most economical and efficient methods to meet needs and requirements; provides or contracts for special training, reviews the necessity of training; and determines whether sufficient funds are available to support the training if contracting is necessary. 4.8.3.1.6. Assists survey users in obtaining future requirements forecasts; validates and processes out-of-cycle and emergency requests; and assists using MAJCOM/FLDCOMs in developing and validating non-system-specific special training requirements. 4.8.3.1.7. Assists the training planning teams in developing the system training plan and set allocations to support system-specific training requirements. 4.8.3.1.8. Negotiates, writes, and implements contracts for special training or prepares and approves training statements of work or performance work statements and contract line items for inclusion in defense system acquisition requests for proposal. Approves contractors' proposals for preparing and conducting special training and provides technical surveillance of contractor performance. 4.8.3.1.9. Determines the entry requirements for special training and, if necessary, coordinates the preparation of an entrance examination. 4.8.3.1.10. Issues reporting instructions and allocations through the military personnel data system (MilPDS) and oracle training administration. 4.8.3.1.11. Manages information to include cost, student production, and training quality. 4.8.3.1.12. Maintains an audit trail of contracted security assistance training and all USAF-funded training in support of Department of Defense directive (DoDD) 5000.01, The Defense Acquisition System operations and maintenance training; international military education and training; and grants-in-aid. 4.8.3.1.13. Plans, programs, funds, and controls special training requirements and assists the acquisition agencies in developing training requirements for new systems and programs in which MAJCOM/FLDCOMs participate. DAFMAN36-2689 31 MARCH 2023 21 4.8.3.2. MAJCOM/FLDCOMs. 4.8.3.2.1. Designate a command ADL OPR for coordination and integration of ADL, and notify, by letter, AETC, Directorate of Force Development (AETC/A3/6), Learning Services Operation Division (AETC/A3G), Directorate of Plans, Programs, and Requirements (AETC/A5/8), and Acquisition Division (AETC/A5Q). 4.8.3.2.2. Identify funding used in support of ADL objectives using the appropriate ADL program element code. 4.8.3.2.3. Submit all plans in support of ADL implementation to AETC/A3G to ensure compliance with policy, plans, and standards. 4.8.3.2.4. Plan, program, and account for all ADL students and report, as required, by AETC. Use standardized course characters for ADL and post course descriptions as specified on the ETCA SharePoint site. 4.8.3.2.5. Provide funding for adequate infrastructure, facilities, equipment, and manpower for agency-specific ADL course creation, conversion, and sustainment. Ensure media and economic analyses are performed prior to all ADL and non-ADL course development or redesign. Each agency is responsible for their individual program objective memorandum submissions. 4.8.3.2.6. Ensure courseware acquired or developed complies with Section 508 of the Rehabilitation Act of 1973: (29 United States Code (USC) § 794 (d), Nondiscrimination Under Federal Grants and Programs) to require federal agencies to make their electronic and information technology (EIT) accessible to people with disabilities. Where undue burden can be shown, the MAJCOM/FLDCOM OPR works with the originating agency and coordinates with the MAJCOM/FLDCOM chief information officer to provide appropriate documentation. 4.8.3.2.7. Appoint a primary and alternate DAF distance learning POC for each base in the command to perform duties. MAJCOM/FLDCOM/A1 ADL OPR will notify 2 AF of any changes to base distance learning POC appointments using the distance learning POC worksheet accessible on the Air Force distance learning point of contact (DL POC) listing MilSuite site. (T-1) 2 AF contact information is found in worksheet instructions. 4.8.3.2.7.1. Only MAJCOM/FLDCOM-appointed base distance learning OPRs are authorized to request AETC distance learning training products (i.e., course materials, tests, and broadcasts). Base distance learning POC informs unit training managers (UTM) of upcoming AETC presentations. 4.8.3.2.7.2. MAJCOM/FLDCOM distance learning POCs ensure all base distance learning POCs receive training to perform specific duties and responsibilities to administer AETC distance learning found in Attachment 8. Provide newly assigned base distance learning POCs training within 90 calendar days of POC assignment. 22 DAFMAN36-2689 31 MARCH 2023 4.8.3.3. Commanders and commandants of enterprise schools. 4.8.3.3.1. Develop, maintain, and update internal ADL plans to execute ADL implementation responsibilities. Ensure classroom modernization is compatible with AETC-approved ADL standards. Train instructors and training developers to use ADL media. Produce ADL products in accordance with AETC-approved standards. (T-2) 4.8.3.3.2. Provide life cycle management and serve as OPR for both in-house and contractor-developed ADL. 4.8.3.3.3. Maintain record of labor hours and costs associated with ADL development and maintenance projects for in-house and contractor developed ADL. 4.8.3.3.4. Support assigned ADL facilities and functions with equipment maintenance, courseware management, and test administration and management. 4.8.3.3.5. Advertise information concerning ADL opportunities available at the base. 4.8.3.3.6. Develop courseware that meets applicable DoD and enterprise ADL standards and policies. Provide inputs for clearinghouse and repository courseware inventory of completed ADL products. Maintains course versions to reference. 4.9. Interactive Multimedia Instruction and Advanced Distributed Learning Developer Responsibilities. 4.9.1. Develop or manage ADL or interactive multimedia instruction (IMI) as prescribed within DoDI 1322.26, Distributed Learning (DL), and DAFH 36-2675. 4.9.2. A training group (TRG) or contractor may develop resident or non-resident IMI training. Use the ISD process to decide upon the mix, quantity, sophistication of training equipment, and use of technology to deliver efficient and cost-effective IMI. Design courseware so the learning experience is based on the interaction between the student and the computer system. 4.9.3. Conduct a front-end analysis and document the work as prescribed with DoDI 1322.26, and International Organization for Standardization/International Electro Technical Commission/Institute of Electrical and Electronics Engineers/Electronics Industries Associates 12207, Standard for Systems and Software Engineering Software Life Cycle Processes. Ensure all acquired or developed DoD systems conform to the sharable content object reference model (current version) to ensure accessibility, durability, reusability, maintainability, and interoperability. This includes DoD systems designed to: deliver, track, report on, and manage advanced distributed learning content, learner progress, and learner interactions; and deliver, track, report on, and manage content and systems. 4.9.4. Provide media selection and guidance at U&TWs when requested. 4.9.5. Coordinate with the AFCDA prior to the start of a CDC development or redesign project and furnish master-quality copies of final product to the AFCDA for duplication and distribution. 4.9.6. Develop courseware that meets applicable DoD and AF ADL Program standards and policies. Provide inputs from clearinghouse and repository courseware inventory of completed ADL products. DAFMAN36-2689 31 MARCH 2023 23 4.9.7. Before developing an IMI program, query defense visual information distribution service to determine if existing products meet or can be modified to meet training requirements. 4.9.8. An instructional technology unit may develop interactive multimedia or monitor the contractor development of IMI. Use ISD to determine whether in-house development or contractor developed IMI is the most appropriate. Maintain all costs for courseware development, implementation, and maintenance in the ISD course documentation file. 4.9.9. Consider the procedures and technical requirements of the military performance specification (MIL-PRF)-29612B, Training Data Products Performance Specification. 4.9.10. Consider the procedures and requirements of International Organization for Standardization/International Electro Technical Commission/Institute of Electrical and Electronics Engineers 12207, when preparing lessons in a programming language. 4.9.11. In conjunction with contracting specialists, ensure unlimited or government purpose rights are included when procuring contractor-developed courseware and associated presentation programs. 4.9.12. Follow the procedures of DoDI 5040.02, Visual Information (VI), when acquiring audiovisual or visual products for IMI development. 4.9.13. Develop or acquire logistics support packages, documentation, and source code to help operate and maintain all IMI programs as prescribed with DoDD 5000.01. 4.9.14. Conduct a training system requirement and media selection analysis and document the work as prescribed with DoDI 1322.26, and International Organization for Standardization/International Electro Technical Commission/Institute of Electrical and Electronics Engineers 1484.11. 4.9.15. Validate IMI in an actual training environment. 4.9.16. Conduct training effectiveness evaluations and document them as prescribed within International Organization for Standardization/International Electro Technical Commission/Institute of Electrical and Electronics Engineers 12207 and MIL-PRF-29612B. 4.9.17. Establish procedures for periodic reviews based on user inputs. 4.10. AETC Technical Training Distance Learning (DL). Is formal training developed by a training wing (TRW), TRG, or a contractor for export to students at bases of assignment designed for students to learn without an on-site AETC course-qualified instructor. 4.10.1. AETC technical training DL is also known as “Type 6” formal technical training, exportable training, and ADL. AETC DL extends the training capabilities of AETC schools to meet specific job and equipment training needs in place of resident training. AETC DL media includes but is not limited to: IMI, internet-based instruction, synchronous web conference, or a combination of these. AETC DL does not include CDCs. Depending on the delivery mode, receiving sites require a POC available for AETC DL administration and to perform duties described in this chapter. 4.10.2. Final approval authority for cancellation and discontinuation of AETC DL courses is the AETC/TPM. 24 DAFMAN36-2689 31 MARCH 2023 4.11. Special Training. The DAF uses special training when regular training programs cannot satisfy the unique training requirements of a new system. It is normally used to train selected personnel to operate and maintain new systems and may include a contract with civilian industrial or educational institutions or commercial off-the-shelf courses. Often personnel in training are initial cadre and AETC instructors who, upon completion of the special training, return to their technical TRW or TRG to develop AETC courses. 4.11.1. Identifying, Managing, and Funding Special Training. 4.11.1.1. As the DAF single manager for all special training programs, AETC determines whether government agency or contractor conducted training best serves the needs of the AF. 4.11.1.2. Funds to procure special training may be procurement (3010, 3020, and 3080), operations and maintenance (3400), or research, development, test, and evaluation for contract only (3600). The using command and the acquisition agency fund special training and travel, along with daily costs required in support of a system-specific program. 4.11.1.3. The using command funds special training to support non-system specific programs. Refer to Table 4.1. 4.11.1.4. The respective foreign government funds security assistance training via a separate training line in the letter of offer and acceptance. 4.11.2. Waivers for Special Training. 4.11.2.1. A waiver is not required to embed training in an initial acquisition contract. 4.11.2.2. When/if waivers are needed to embed training in follow-on acquisition contracts the waiver will include; name and total cost of acquisition contract; estimated cost of the training portion of the contract by fiscal year, course cost, TDY costs; and number of personnel to be trained by fiscal year, by category (i.e., DoD military, DoD civilian). (T- 2) Include a MAJCOM/FLDCOM statement of availability of operations and management (O&M) funds to pay for requested contract training and associated travel/er diem costs. If waiver is approved, MAJCOM/FLDCOMs will finance related contract training, travel and per diem. (T-2) 4.11.2.3. The requester will forward the waiver request to their respective MAJCOM/FLDCOM. (T-2) 4.11.2.4. The MAJCOM/FLDCOM will forward the waiver request to the AETC/TPM for approval. (T-2) DAFMAN36-2689 31 MARCH 2023 25 Table 4.1. Organizations Responsible for Funding, Managing, and Administering Special Training. A B C D E F G L Responsible AETC I Acquisition Training US Foreign If Training Supports: User See N Agency Organization Government Country Note 3 E (RTO) Research, Development, 1 X Test & Evaluation Initial Operational Test 2 X & Evaluation Follow-on Test & Evaluation and 3 Qualification X Operational Test & Evaluation Operations & 4 X X X Maintenance 5 Follow-on Aircrew X International Military 6 Education Training and X Grants-in-Aid Security Assistance 7 X Training Program Sales Follow-on Tech 8 X Training System Specific 9 See Note 1 X X Training System Specific 10 Training-Unique to X MAJCOM/FLDCOM Non-System Specific Training Command 11 X Unique See Note 2 Notes: 1. The acquisition agency funds procurement of training supporting system-specific special training. 2. The requesting MAJCOM/FLDCOM funds travel and per diem supporting non-system specific special training using operations and maintenance funds. 3. AETC does not fund or manage contractor personnel attending special training. Contractors process requests for special training through the Defense Logistics Agency to the acquisition agency. 26 DAFMAN36-2689 31 MARCH 2023 4.12. Student Prioritization. 4.12.1. Ensure students awaiting class seats are entered using student entry priorities detailed below. 4.12.1.1. When schoolhouses have multiple students awaiting entry into available class seats, ensure students with the higher priorities enter ahead of those with lower priorities. The intent of prioritizing ARC students is to minimize the impact to citizen Service members returning to civilian employment after training. Students arriving without training line numbers (TLN) normally do not enter into class ahead of students who arrive with a TLN for specific class start date. 4.12.1.2. Schoolhouses should consider returning ARC students in a TDY status only when no other alternative is available. Schoolhouses will coordinate the return of ARC students with their Numbered Air Force, reserve advisor, training squadron commander, the member’s home unit, the training requirement quota identifier manager, and the ARC liaisons as appropriate (T-2) 4.12.1.3. Refer to Table 4.2 to determine priorities and authorities to approve placing students in higher-numbered priorities ahead of a member’s assigned priorities. Table 4.2. Student Entry Priorities. Priority Rule Approval Authority 1 International students with a TLN. Numbered Air Force (NAF)/A3 2 ARC late arrivals (students arriving late for class due to NAF/RF delayed BMT graduation). Enter any ANG or AFR students in the next available class on a priority basis. 3 TDY ARC students with a TLN. NAF/RF 4 Active duty students with a TLN for specific class start TRG/CC date. 5 Active duty AF non-prior service (NPS) late arrivals. TRG/CC 6 International students without a TLN. NAF/A3 7 TDY ARC students without a TLN. TRG/CC 8 TDY Active duty students without a TLN. TRS/CC 9 NPS students without a TLN. TRS/CC DAFMAN36-2689 31 MARCH 2023 27 Chapter 5 TOTAL FORCE UPGRADE TRAINING PROGRAM 5.1. Training Program Administration. 5.1.1. Overview. The Total Force upgrade training program enables personnel to attain knowledge, skill qualifications, and proficiency required to perform duties within their specialty through OJT training and experience. 5.1.2. Strategy. Develop, manage, and execute training programs providing realistic and flexible training producing a highly skilled, motivated force capable of carrying out all tasks and functions in support of the USAF and USSF missions. These programs provide the foundation for DAF readiness. 5.1.3. Training and career progression. Supervisors are responsible for explaining to trainees the relationship of training to career progression. While the supervisor’s primary responsibility is to plan a program outlining specific short term mission related goals for the trainee, overall success depends on the supervisor’s ability to advise and assist service members to reach long range career objectives. Supervisors take an active role in the trainee’s career progression. 5.1.4. Training Components. 5.1.4.1. The first component, job knowledge, is satisfied through CDCs designed to provide basic knowledge across a wide spectrum of subjects pertaining to a career field. When CDCs are not available, trainees study the applicable technical references identified by the supervisor and the CFETP. 5.1.4.2. The second component is job proficiency. This is the hands-on training provided on the job, allowing the trainee to gain proficiency in tasks performed in the work center. 5.1.4.3. The third component is job experience, gained during and after upgrade training, to build confidence and competence. Career knowledge, general task, and deployment UTC task knowledge, applicable to the AFSC, is gained through a planned program of study involving CDCs or training requirements listed in the applicable CFETP. 5.1.5. Upgrade Training. Upgrade is the key to the total training program. It leads to the award of higher skill levels and is designed to increase skills and abilities. AFSC upgrade training requirements for the award of 3-, 5-, 7-, and 9-skill levels are outlined in AFMAN 36- 2100, AFECD and the applicable CFETP. 5.1.6. Job Proficiency. Qualification in and possession of skill level commensurate with grade or retraining status timeline. Experience hands-on task training via OJT training. 5.1.7. Retraining Program. The retraining program is designed to balance the numbers of personnel in specific grades and year groups of the enterprise specialty. Upgrade training begins when retraining is approved, and the Airman has been assigned duty in the new specialty. (For ARC, upgrade training begins after completion of technical training or waiver approval). With minor exceptions, training requirements for retrainees and standard upgrade trainees are identical. The Chief Master Sergeant (CMSgt) Management Office (AF/A1LE) coordinates and approve CMSgt crossflows, including those returning to active duty from ARC assets. 28 DAFMAN36-2689 31 MARCH 2023 5.2. Training Program Responsibilities. 5.2.1. Career Field Managers (CFM): 5.2.1.1. Determine training requirements, in coordination with MAJCOM/FLDCOM, FLDCOM and ARC Functionals to ensure implementation of training programs for assigned DAF specialties. 5.2.1.2. Identify core tasks, task qualification training, deployment UTC task requirements (coordinating with functional area manager), third-party certification, and other unique USAF and USSF specialized certification requirements. These also include war skills tasks identified by the USAF and USSF CFM, MAJCOM or FLDCOM or local units to be performed in mission-oriented protective posture gear. 5.2.1.3. Monitor AF specialty evaluation activities to ensure service members meet qualification requirements. 5.2.1.4. Coordinate training documentation deviations (such as DAF Form 623, Individual Training Record Folder, exceptions, and documentation alternatives) with MAJCOMs and FLDCOMs and AFPC/DP3D. 5.2.1.5. Notify AFPC/DP3D when activating and deactivating CDCs. Coordinate the announcement with AFPC/DP3D. 5.2.1.6. Coordinate CFETPs with functional area managers to ensure deployment unit type- code task requirements are identified and coordinated with AFPC/DP3DW prior to publication. 5.2.1.7. Provide guidance for distance learning courses used for skill-level upgrade training. Refer to the distance learning for skill-level upgrade training administration PSD guide. 5.2.1.8. Coordinate with AFPC/DP3D, AETC/TPM and the applicable schoolhouse training manager on the development, implementation, and management of the distance learning for skill-level upgrade course. Refer to the distance learning for skill-level upgrade training administration PSD guide. 5.2.1.9. Waive mandatory training requirements on a case-by-case basis (see paragraph 3.3.4). 5.2.1.10. Coordinate training changes, course resource estimates, and training change implementation plans with AETC/TPM and MAJCOM/FLDCOM/ARC functional managers. 5.2.1.11. Coordinate changes to the AFSC specialty description, to include entry or retention requirements (officer and enlisted classification directories) or deviations from classification procedures established in AFMAN 36-2100 with AFPC/DP3D. 5.2.2. AFPC/DP3D: 5.2.2.1. Maintains historical training data to include training messages, instructions (i.e., AFI, DAFI), and training advisory group minutes as prescribed within AFI 33-322. 5.2.2.2. Implements AF training program policy. DAFMAN36-2689 31 MARCH 2023 29 5.2.2.3. Develops, coordinates, and distributes instructions, procedures, training guides, and materials. 5.2.2.4. Coordinates with the MAJCOM/FLDCOMs on matters relating to USAF and USSF training policy and guidance. 5.2.2.5. Coordinates with MAJCOM/FLDCOMs and the AF Career Development Academy on CDC issues. 5.2.2.6. Monitors and evaluates training technology developments and advise AF/A1DL and SF/S1D on training applications. 5.2.2.7. Assists USAF and USSF CFMs and MAJCOM/FLDCOM training managers in conducting training programs. 5.2.2.7.1. Reviews and coordinates draft CFETP/AFJQS prior to publication. 5.2.2.7.2. Upon review, forwards electronic copy of CFETP/AFJQS back to USAF and USSF CFM or designated POC for publication processing. 5.2.2.7.3. Maintains annual review dates of CFETPs and distributes a 90-day forecast to CFMs monthly. 5.2.2.8. Advises inspection and evaluation agencies on training policies and procedures. 5.2.2.9. Forwards draft DAF training publications to appropriate agencies for review. 5.2.2.10. Reviews and recommends training policy, procedures, or instructions to the OPR of draft DAF and MAJCOM/FLDCOM publications. 5.2.2.11. Reviews inspection reports to assess training program trends, deficiencies, and best practices. 5.2.2.12. Conducts meetings and visits to address program issues, requirements, and corrective measures. 5.2.2.13. Serves as OPR for DAF personnel systems associated with training and develops, evaluates, and implements operational procedures. 5.2.2.14. Schedules and convenes the AF Training Advisory Group at least biennially. Minimum attendance will consist of; 3F2X1 (AF CFM, SF/S1D Chief of Enlisted Training, A1 & A4 MAJCOM/FLDCOM functional managers/representatives to determine implementation procedures for enterprise training policies and the 3F2X1, Education and Training career field. (T-1) AFPC/DP3DW determines additional attendance. 5.2.3. MAJCOM/FLDCOM Functional Manager and ARC functional managers: 5.2.3.1. Develop, implement, and manage career field training programs for assigned specialties. 5.2.3.2. Provide or coordinate training as necessary to support ARC personnel. 5.2.3.3. Provide recommendations to the CFM and appropriate MAJCOM/FLDCOM training managers on training policy and documentation requirements. 5.2.3.4. Coordinate training feedback from supported units with the appropriate MAJCOM/FLDCOM training manager, appropriate training agency, and CFM. 30 DAFMAN36-2689 31 MARCH 2023 5.2.3.5. Monitor supported unit training programs to ensure qualification and skill level upgrade requirements meet appropriate MAJCOM/FLDCOM priorities. 5.2.3.6. Ensure Base 3F2 (education and training) functional managers implement a consistent training program for UTM and additional duty unit training managers (ADUTM) to include system use and program monitoring. Ensure Base 3F2 functional managers are consistently executing guidance in paragraph 5.2.6. 5.2.3.7. Respond to requests for training to the appropriate AFPC/DP2L. 5.2.3.8. Assist appropriate MAJCOM/FLDCOM inspection and evaluation activities and identify priority qualification requirements and standards. 5.2.3.9. Ensure deployment UTC tasks are included in appropriate MAJCOM/FLDCOM exercises. 5.2.3.10. Ensure trained personnel requirements, mission readiness training program, Program Guidance Letter, and mobile training teams resources for their respective specialty reflects appropriate MAJCOM and FLDCOM mission priorities. Training requester quota identifiers are assigned to MAJCOM/FLDCOMs, FOA, and DRUs responsible for training accountability of personnel. Only one training requester quota identifier is assigned to a functional entity for mission readiness training program. 5.2.3.11. Coordinate on requests for withdrawal from training, AFSC downgrade or withdrawal, and training requirement waivers as required for approval by CFMs. 5.2.4. MAJCOM/FLDCOM Training Managers: 5.2.4.1. Serve as the focal point for skills development and are responsible for overall management and effectiveness of the command’s training program. The MAJCOM/FLDCOM training manager, in conjunction with MAJCOM/FLDCOM functional managers, is responsible for the development, implementation, and assessment of training programs for personnel assigned within their functional areas. 5.2.4.2. Conduct conferences, workshops, and periodic staff assistance visits (SAV), if requested and funded by requesting organization. 5.2.4.3. Provide guidance to the base education and training office, force development office (FDO) for ANG, on managing and controlling CDC program administration according to AF policy, and paragraph 5.4.1. 5.2.4.4. Review base training office staff assistance visit reports and takes corrective action as necessary. 5.2.4.5. Assist base 3F2X1 functional managers, if needed, in developing a structured training program for all assigned unit training managers to include ADUTMs. 5.2.4.6. Develop, implement, and execute MAJCOM/FLDCOM training policy and procedures. Coordinate with appropriate agencies as required. 5.2.4.7. Recommend cost-effective training methods and procedures to meet AF specialty requirements. 5.2.4.8. Analyze and monitor training data and recommend corrective actions for training deficiencies. DAFMAN36-2689 31 MARCH 2023 31 5.2.4.9. Provide guidance to MAJCOM/FLDCOM functional managers to resolve problems with training capability. Conduct training meetings as needed. 5.2.4.10. Act as OPR for AETC external evaluation programs. 5.2.4.11. Review inspection results and coordinate corrective actions. 5.2.4.12. Conduct periodic reviews of wing upgrade training programs to verify accurate records and proper upgrade certification. 5.2.5. Base Training Managers (BTM): 5.2.5.1. Ensure programs are in place to manage upgrade, qualification, and ancillary training. The BTM duties will not include UTM duties, maintenance training superintendent duties, or any other significant additional duties detracting from their primary responsibilities. (T-2) The base training office, FDO for ANG, is the OPR for training programs for units serviced by the host military personnel flight regardless of the functional area to include tenant units (including MAJCOM/FLDCOM staff and NAF staff). Note: The 3F2 functional manager will serve as the BTM or will appoint BTM responsibilities to any fully qualified 3F2 at locations without a BTM. (T-2) The functional will ensure member has no other duties that detract from BTM responsibilities in support of the installation training programs. (T-2) Note: AFR see paragraph 5.2.6.1. 5.2.5.2. Implement and manage training programs, policies, and procedures as directed by higher headquarters. 5.2.5.3. Develop, implement, and manage base-level training policies and procedures. 5.2.5.4. Coordinate and disseminate training policy and program changes with installation commanders, supported units, and MAJCOM/FLDCOM training managers. 5.2.5.5. Base-level OPR for the AETC field evaluation questionnaire (FEQ) and interview survey program. 5.2.5.6. Review and coordinate wing and unit-level training publications, supplements, and operating instructions, and provide recommendations to the appropriate OPR. 5.2.5.7. Respond to requests for training support by identifying available training resources, and coordinating with other sources (i.e., local units, training providers, MAJCOM/FLDCOM training managers, contingency program OPR). 5.2.5.8. Assist with developing task lists, schedules, documentation, and evaluation procedures supporting unit operations, mission priorities, and CFETP requirements. 5.2.5.9. Collect and analyze trend data, by unit and assigned AFSC, and provide recommendations to commanders. Provide training performance metrics (TPM), formerly status of training report, to the wing commander and command CMSgt at least quarterly on the status of training and maintain data for a minimum of 1 year. When BTMs service multiple wing commanders (or equivalent), TPM report may be consolidated jointly, if all wing commanders concur. If TPMs are reported separately, BTMs must provide report to and advise all wing commanders (T-2) The BTMs TPM report must be forwarded to MAJCOM/FLDCOM, Direct Reporting Unit, and Field Operating Agencies by the last duty day of January, April, July, and October (T-2) and will include (if applicable): 32 DAFMAN36-2689 31 MARCH 2023 5.2.5.9.1. Number of personnel in training. (T-2) 5.2.5.9.2. Number of personnel in upgrade training by skill level (3 level = TSCs A and E; 5 level = TSCs B and F; 7 level = TSCs C and G). (T-2) 5.2.5.9.3. Number of personnel in requalification training by skill level (TSC I). (T-2) 5.2.5.9.4. Number of personnel in qualification training by skill level (T TSC Q) if applicable. (T-2) 5.2.5.9.5. (ARC only) Number of personnel awaiting BMT or technical training (TSCs Y or M) and must separately identify those personnel awaiting technical training over 6 months. (T-2) (For ANG only) Additionally, identify NPS over 360 without BMT attendance and NPS members with a scheduled break in training between BMT and initial TTS. (T-2) 5.2.5.9.6. (ARC only) Number of personnel enrolled in CDCs for 15 months or more (at a minimum). (T-2) 5.2.5.9.7. CDC pass rates (including one and/or two-time failures). (T-2) 5.2.5.9.8. Base staff assistance visits scheduled and completed. (T-2) 5.2.5.9.9. 7-Level school cancellations, reschedules, and no-shows. (T-2) 5.2.5.9.10. Personnel withdrawn from training (TSCs P, T, and D). (T-2) 5.2.5.9.11. Trainees in excessive training over 24 months (36 months for ANG). (T-2) 5.2.5.10. Conduct unit SAV at least every two years, or as requested by commanders; this includes serviced units located off station. (T-2) 5.2.5.10.1. Refer to the training management staff assistance visit PSD guide. Note: Training inspections conducted by the BTM (or 3F2), and documented, with the wing inspection team may be used to satisfy this requirement. 5.2.5.10.2. Submit a written report to the unit commander and group commander, with a copy to the parent MAJCOM/FLDCOM no later than 30 calendar days after SAV completion (no later than 60 calendar days for ARC). Units with individual mobilization augmentees assigned also provide a courtesy copy to HQ Air Reserve Personnel Center, Education & Incentives Division (ARPC/DPAT). (T-2) 5.2.5.11. Analyze the unit staff assistance visit reports (if available), training performance metrics and OJT rosters monthly (quarterly for ARC) for trends. Provide recommendations to the UTM and commander. 5.2.5.12. (ARC only) Review and make applicable recommendations to UTMs on monthly OJT training rosters. Provide support to UTMs and (ADUTM) in managing MilPDS to include ensuring assigned UTMs and ADUTMs are maintaining TSCs as required. 5.2.5.13. Train authorized personnel to teach the AF Training Course (AFTC). Instruct AFTC for any unit without an assigned and trained 3F2X1 or civilian equivalent. Update course completion in MilPDS for all assigned units (if applicable) and maintain class rosters on file. Maintain class rosters until information is verified in MilPDS. Provide DAFMAN36-2689 31 MARCH 2023 33 DAF Form 1256, Certificate of Training (LRA) to students. Note: Only AFSC 3F2X1 and civilian education and training personnel are authorized to teach the course. (T-2) 5.2.5.14. (ARC only) Verify all newly assigned enlisted personnel TSCs are correct. If the TSC is incorrect, coordinate with UTM to update the TSC information in military personnel section automated personnel system. 5.2.5.15. Coordinate with military personnel flight personnel on matters relating to classifying, assigning, and utilizing personnel being trained via OJT training. Note: For units without MilPDS, provide OTJ training rosters, coordinate DAF Form 2096, Classification/On-The-Job Training Action, and update TSC changes. 5.2.5.16. Establish test control office and test control facility duties in accordance with DAFMAN 36-2664, Personnel Assessment Program, and test control facility guide. (T-1) For installations without a BTM, the Force Support Squadron education and training (FSS/FSDE) will be the OPR for test control office/test control facility duties. (T-1) 5.2.5.17. (ANG only) Assist DL site coordinators in identifying annual training requirements for AETC Type-6 courses. 5.2.6. Base 3F2X1 functional manager: 5.2.6.1. Must be the senior ranking enlisted member, possessing a 7-skill level or higher, assigned to the host MAJCOM/FLDCOM of the installation. (T-3) Note: The force development flight chief serves as the base 3F2X1 functional manager for the ARC. MAJCOM/FLDCOM personnel should not fill this position. 5.2.6.2. Ensure UTMs and ADUTMs, to include tenant units (MAJCOM, FLDCOM, and NAF staff), are trained. 5.2.6.3. Ensure training sessions for UTMs and ADUTMs are conducted and documented during each quarterly meeting. Maintain training session documentation to include attendance logs for at least one year. 5.2.6.4. (Not applicable to ARC) Determine utilization and assignment of installation 3F2X1 personnel. 5.2.6.5. Interview prospective 3F2X1 retrainees and prepare retraining recommendation letters. Refer to the 3F2 base functional manager PSD