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Xl£l Do! lllJt OIX tr "~' ~ ll>QJI 701 "·~ ooxc 00Lfl HO. lXI OILU -IIOX 111-0IJ RESOURCE MANAGER'S DllXi OIIL XIL· Ul HANDBOOK 00101 0011 for Public Affairs (VOLUME 3) DINFOS AF UNIQUE FOR INSTRUCTIONAL PURPOSES ONLY TABLE OF CONTENTS References-----------------------------------------~----------------------iii Ack now1 edg erne nt s---------------------------------------------------·--------1v Foreword------------------------------~-------------------------------------v Managing Youtself---------------------------~---------------------~-------:-1· Supervis.i.ng Your People---------------------..:..------------------------------8 Training------------------------------------------------------------------14 Going to Bat for Your People---------------------------------------------29 Counseling----------------------------------------------------------------36 Let Your People Have a Say------------------------------.:._-------------39 Ethics-------------------------------------------------------------------40 Functional Account Codes---------------------------------------------------41 Military Personnel Management---------------------------------------------42 Officer Personnel Management----------------------------------------------43 Officer Effectiveness Reports----------------------------------------------44 0 f f icer Ass ignmen.ts -------------------------------------------------------53 The Selection Fo!der-------------------------------------------------------58 Questions and Answers About Career Development in the Public Affairs Career Field--A Handbook for PAOs---------------------59 Enlisted Personnel Management------------------------------------------151 Airman Performance Reports------------------------------------------------153 Enlisted Assignments------------------------------------------------------164 On-The-Job Traini ng-------------------------------------------------------168 Availability and Use of Air Force. Rese·rvists------------------------------169 Guide for USAF Individual Mobilization Augmentees and Their Supervisors---176 Civilian Personnel Management---------------------------------------------294 Hiring a Civilian---------------------------------------------------------295 Important Documents-------------------------------------------------------296 Types of Civilian Leave-----------------------------------------~---------324 Civilian Performance and Promotion Appraisal------------------------------327 REFERENCES The references used in the preparation of this volume include AFR 190-1; SAC News Service; PAD Handbook; AFMPC Officers Career Newsletter (July-Sept '79); AFR 36-10; AFR 36-20; AFR 36-22; AFR 36-23; AFR 36-26; AFR 39-1; AFR 39-6; AFR 39-7; AFR 39-8; AFR 39-11; AFR 39-62; "Questions & Answers about Career Development in the Public Affairs Career Field--A Handbook for PAOs"; Master Labor Agreement between Air Force Logistics Command and the America Federation of Government Employees (AFL-CIO); Local Supplement Agreement between 2750th Air Base Wing (AFLC) Wright-Patterson Air Force Base, Ohio and Local 1138~ American Federation of Government Employees. iii ACKNOWLEDGEMENTS I would like to thank the following supporters for making this volume possible. Their research assistance, enthusiasm, and patience were invaluable. LT Virginia Relph, (USN)--Project Officer, Individual Training Division, DINFOSLT Patrick Sweeney (USN)--Special Projects, Public Affairs Department, DINFOSSMSgt Art Barnes--Instructor, Public Affairs Department, DINFOS Hr. Dan Snyder--Instructor, Public Affairs Department, DINFOS Lt Col Thomas E. Bailey and Capt. David w. Shaw--Air Reserve Personnel Center/PA Maj Valerie A. Elbow and Mr. James R. Newton--SAF/PAX Mr. Donald Swan and Mr. Steve Wolfe--2750th ABW/PA, Wright-Patterson AFB, Ohio Mr. Charles Sexton--Labor Relations Division, Civilian Personnel Office, Wright-Patterson AFB, Ohio 2Lt Jerry E. Herbel--305th AREFW/PA, Grissom AFB, IN Lt Col Ted G. Tilma and SMSgt Charles Majors, AFMPC (PALACE PA) A special thanks to Mrs. Joyce Lay, secretary, Public Affairs Department, Defense Information School, who had to type and retype Volumes 1, 2, and 3 as well as fight the battles with the print plant. ~c~ RANDY E. SIPE, Capt, USAF Instructor, Public Affairs Department iY FOREWORD This volume of the Resource Manager's Handbook for Public Affairs covers the last and most important part of the Public Affairs Resource triad-personnnel. Personnel management in Public Affairs has never been as important as it is today where we are constantly being asked to do more things Managing our military and civilian resources properly with less manpower. This handbook is not intended will enable us to continue to get the job done. to be a substitute for Air Force regulations dealing with personnel I hope it will give you some ideas and point you in the right management. Only you can make it work. direction in the daily management of your people. There are already numerous works available describing different You will find no theory here. Instead, the management and leadership styles. topics covered will be in generalities. You must find your own style. The section which covers the assignment process for public affairs Because of the complexity of the personnel is also general in nature. assignment process, and how quickly it can change, you should continue to work closely with Palace PA and rely on them to give you the latest in how to work an assignment. MANAGING YOURSELF You, as the Public Affairs Officer or Noncommissioned Officer in Charge, The Air Force and are responsible for the proper management of your office. your commander have placed a great amount of responsibility upon your Many of our PAOs are company grade officers. Many of our NCOICs shoulders. are sergeants or technical sergeants. In many cases, you are the youngest and lowest ranking members of the commander's staff. You have the opportunity, years ahead of your contemporaries, to demonstrate an understanding of office and personnel management. As you might surmise, this makes you a very visible officer or NCO as far as the commander and other staff members are concerned. Before you can properly manage your personnel, you must first learn to manage yourself. First, your conduct, both in the office and off duty, must be above Because you are usually the junior member of the commander's staff, reproach. I don't mean that thereyou will be "watched" by other members of the staff. will be a duty roster as to whose turn it is to keep track of public affairs. What I mean is that your abilities and conduct will be observed, unofficially. It will be obvious to the staff when you miss a staff meeting (or any other meeting in which you are expected to attend). It will be obvious when you do not attend a base function (such as a Dining-In). Your conduct at the Officers' or NCO Club will likewise not go unnoticed (do you drink to extreme, are you loud or obnoxious). You will be judged how you respond under stress Page 2 has some tips for staff survival. during crisis situations. Second, you will be judged for your professionalism as an Air Force officer or NCO. All of us tend to forget, at times, that first we are The fact that we are public affairs professionals comes officers and NCOs. second. Page 4 deals with professionalism. Here comesThird, your management of your own personnel will be judged. You will be judged not only by the commander and his the "double jeopardy". staff, but also by the very people you manage. Do you manage your people efficiently and effectively? Do you take corrective measures when needed? Are you fair and equal in your discipline? Do you care about your people? Do you give them the advice and guidance they need? Do you ever get down into the ·trenches with your personnel or are you afraid to get your hands dirty? Pages 6 and 7 con.tain readings for thought. They speak for themselves. l TIPS FOR STAFF SURVIVAL 1. Step 1: Find out -specifically -what your command does, and use your ability to communicate it. 2. Step 2: Somewhere there exists a document that describes your job. Find it! Read it! Use it! 3. As soon as possible, do something noticeable--and good. 4. Conduct an active, continuing campaign to have yourself automatically "cut in·" on what's happening. 5·. Emphasize to others your role as the planner for your Commander's public affairs program. 6. Be a "student of the environment," and a frequent staff/line visitor. 1. Always try to relate the parts (i.e., a news release) to the whole (public affairs objectives), particularly when talking with the commander. 8. Increase the commander's personal prestige whenever the opportunity presents itself. 9. Provide service to other staff members in your specialty. 10. Get it in writing (9 times out of 10 you will, but watch ou.t for the lOth). 1'1.. Be right, then be forthright. 12. 'Grab responsibility. 2 13. Close ~e loop. 14. Coord1.nate 15. Admit your mistakes. 3 IDEAS ON PROFESSIONALISM BE AN EXPERT Others on the commander's staff are experts in their fields; the commander expects you to be an expert, too. Use regs and policy letters to become the authority for PA. You're probably the only one available to perform this task. WORK HARD Like the commander's job, PA is not an 8 to 5 job. There are no free rides, and extra hours may help your relations with the commander. KNOW YOUR COMMANDER Study your commander at every opportunity. Learn to anticipate the commander's needs. WORK WITH THE STAFF A close, personal relationship with the commander isn't enough. The staff can add or subtract from your credibility and program. Develop a good relationship with them, also. BE MISSION-ORIENTED Part of understanding your commander is being aware of his problems. Attend stand-up. You may think those numbers of sorties and mechanical problems don't affect PA, but being aware of them can help you to assist the commander in his job with his problems. BE VERSATILE You need to be the most versatile member on the staff. Most others are concerned only about their areas. The commander (and the PAO) are normally the only ones with the total picture. Extra duties or assignments aren't always a problem. Commanders will normally assign them because of their confidence in you. It's a way of demonstrating your value to the commander. The PAO is probably the single most valuable person the the staff (or should be). PLAN, ORGANIZE, MANAGE Most staff members don't operate by the "seat of their pants," and PA shouldn't either. All aspects of PA, even unexpected situations like aircraft accidents, should be planned and organized. QUALITY CONTROL There should be a quality control function for every part of the PA operation --news releases, photos, newspapers, and radio-tv broadcasts. It saves time for t~e commander and other Correspondence should all be QCed. staff members, and influences their view of the PA function. Checklists will often help ensure this is not forgotten. 4 IDEAS ON PROFESSIONALISM (CON'T.) IMPROVE YOUR WORTH Don't fail to continue your education, whether PME (correspondence or resident), PA courses, or material outside the normal PA area, such as management, photo, etc. This is particularly true overseas. With so much to do, don't let yourself stagnate professionally. TAKE CARE OF YOUR OWN PEOPLE Be concerned, helpful, and interested. Be a motivating factor by showing It will get better results from support, giving compliments when deserved. your people. SUMMARY These are important ideas. They are no guarantee to total success, even to failure if not followed. if diligently followed. They're a guarantee These are the qualities that commanders look at for promotion and job opportunities. If you don't have them, your chances aren't good for either. 5 WINNERS AND LOSERS By Chaplain (Capt.) James A. Sands Beale AFB, Calif. What are some of the most obvious differences between winners and losers? Even a casual observation would reveal that: --When a winner makes a mistake, he says, "I was wrong." When a loser makes a mistake, he says, "It wasn't my fault." --A winner works through a problem; a loser gets around it, and never gets past it. --A winner works harder than a loser and has more time; a loser seems to always be "too busy" to do what is necessary. --A winner makes commitments; a loser makes promises. --A winner says, "I'm good, but not as good as I could be." A loser says, "I'm not as bad as a lot of people. •• --A winner listens; a loser just waits until it's his turn to talk. --A winner respects those who are superior to him and tries to learn something from them; a loser resents those who are superior to him and tries to find chinks in their armor. --A winner feels responsible for more than his job; a loser says, "I only work here." --A winner believes that there is a power greater than himself; a loser believes in nothing outside himself. --A winner says, "There ought to be a better way to do it." A loser says, "That's the way it's ·always been done." --A winner believes he can; a loser is convinced he can't. (From SACNS) 6 DEBATE PROVOKES TRIO By Chaplain (Lt. Col.) Bill McGraw Reese AFB, Texas An engineer, a psychologist and a chaplain were hunting in the wilds of northern Canada when they came across an isolated cabin, far removed from any town. Because friendly hospitality is a virtue practiced by those who live in the wilderness, the hunters knocked on the door to ask permission to rest. No one answered their knocks, but discovering the cabin was unlocked, they entered. It was a simple place--two rooms with a minimum of furniture and household equipment. Nothing was surprising about the cabin except the stove. It was large, potbellied, and made of cast iron. What was unusual was its location--it was suspended in midair by wires attached to the ceiling beams. "Fascinating," said the psychologist. "It's obvious that this lonely trapper, isolated from humanity, has elevated his stove so he can curl up under it and vicariously experience a return to the womb." "Nonsense!" replied the engineer. "The man is practicing laws of thermodynamics. By elevating his stove, he has discovered a way to distribute heat more evenly throughout the cabin." "With all due respect," interrupted the chaplain, "I'm sure that hanging his stove has religious meaning. Fire lifted up has been a religious symbol for centuries". The three debated the point for several minutes without resolving the issue. When the trapper finally returned, they immediately asked him why he had hung his heavy potbellied stove by wire from the ceiling. His answer was short and to the point--"Had plenty of wire and not much stove pipe." Most of us have something in common with the psychologist, engineer and chaplain. We try to read into people's actions things that are simply not there. And we are disappointed when they do not respond in the manner prescribed by us. I believe that our interpersonal relationships with others would be more interesting, and our friendships stronger, if we would throw away the couch-just refrain from putting our friends on the psychoanalytic couch. Quit trying to come up with a reason for their every action. (From ATCNS) 7 SUPERVISING YOUR PEOPLE Providing proper supervision of your personnel is a daily occurence. Often we don't even think about it, but that is what we do most. Supervising our personnel takes skill. It's not something you can read about and immediately know. You will often find yourself in a position like a lot of parents putting together a toy on Christmas Eve: trying to read the instructions (which are often confusing and misleading), trying to make every piece look and fit like the picture on the box, and all the while running short on both time and patience. Supervision includes everything from setting performance standards, running an effective on-the-job training program and giving pats on the back for a job well done, to taking disciplinary action and dealing with non-work related problems. Some of these areas will be discussed later in this handbook. To begin thinking about proper supervision, read the next five pages entitled "Supervisory Interpersonal Skill Guides." This guide was found while cleaning out a desk several years ago. The author and source is unknown. 8 SUPERVISORY INTERPERSONAL SKILL GUIDES In most jobs, managerial effectiveness is highly dependent on the ability of the leader to learn and apply interpersonal skills. The traditional method of teaching these skills has not resulted in increased ability and confidence In fact,for the individual to apply the skills and obtain favorable results. after having attended numerous courses on management, individuals are left to their own wits on how to acquire interpersonal skills and apply the theory or knowledge base. Once an individual is aware of a deficiency in interpersonal skills and given an approach or tool to expand their skill through practice, a While interpersonal skills can significant positive change can be predicted. All the be specified and concisely stated, all have some universal elements. interpersonal skills identified ( 1) require some planning prior to the leader/subordinate discussions, (2) contain the requirement to build rapport, (3) involve two-way communications to clarify understand, and (4) dictate that the leader be supportive and build the subordinate's confidence. Practice and then application in real life situations can only enhance skills and build confidence. As the technique is continued, the skills will become an automatic part of the managerial expertise. Using a valid skill development technique has with it far less risk than taking no action or leaving skill development to chance. To support continued use of this learning approach, the following interpersonal skill guides are presented. 1. Skill Guide for Meeting a New Subordinate o Welcome the subordinate in a relaxed, friendly manner showing familiarity with their background. o Put the individual at ease by getting him/her to talk about themself. o Review the subordinate's job, its importance, and how job fits into the work of the group. Ask for questions. o Express your confidence in the individual's ability to succeed on the job and offer your help . . o Set a follow-up time (e.g., 3 to 5 days) when you will get back with the individual to see how things are going. Skill Guide for Setting Performance Expectations 11. o State that you would like to discuss how things are going on the job and to answer any questions the subordinate may have. o Ask for reactions to the established goals and respond to questions/concerns. 9 o Discuss behaviors which are of special importance to successful job performance. o Ask the individual :for reactions ·to your expectations/views. .If problems exist, discuss causes and possible solutions, develop action plans, and set follow-up date. o Express your confidence in his/her ability to succeed in the job, and stress your desire to 'be ·of assts·tance. III. Skill Guide for ·r-eac'hing a :New Jo'b o Put the su~bordlnate at ease and indicate your .confidence in his/her abilities. Be spe·d:fic. o Describe ·the jo·b and ·how it 'fl:ts .in with other work. o Demonstrate ·the jo'b :step-"by-s:t~p., examining -how and .why it's performed that way. o Patiently let ·the .indiv.idual practice several times and explain how they are doing. Stres•s the posi·tive and not:e that learning takes tlme. o Check back later ;and review progress. Offer assis·tance if necessary, and express confidence in hisfher ,ability •.to perfo·rm jo.b. IV. Skill Guide for 'Giving Work Asslgnmen·ts o State tha·t the purpose of the ses·sion is ·to dls:cuss a work assignment and identify the cause or :reason. o Explain why the ,subordinate is being given the assignment (e.g. special skills, pas't ••experience, .interests, conf.idence ·in ability., workload/mission etc.). o Describe the work ·to :be done,, its importance/necessity_, and your expectations. o Ask the individual for reactions/questions and respond in a constructive and .non...,defensive manner.• o Ask the .subordina·te to ex.press ;his/her understanding ()f the assignment. o Thank the findi•vidual for ·support and again express your confidence in his/her ability to ·do •the job. v. Skill Guide for Recognl·z'ing Average and Above Performance o State clearly what the subordinate did which deserves recognition and the level of his/her performance (satisfactory, above average, outstanding). o Expres.s your :Personal ,satisfaction wi·th the performance. 10 o Explain which type of performance is important o Again express your appreciation for his/her performance. VI. Skill Guide for Discussing a Performance Problem o Put the individual at ease. o Carefully define the problem and focus on it, not the person. o Ask for his/her help in identifying possible causes of and solutions to the problem. o Agree upon actions to be taken by each of you (write these down) and set a date to review results. VII. Skill Guide for Follow-up Action for Unimproved Performance o State what you would like to discuss. Be specific. o Without hostility, ask the subordinate why no change has occurred in performance. o Listen openly to his/her reasons. o Explain again why improvement is necessary. If appropriate, explain the consequence of no improvement in a non-threatening manner. o Review/revise corrective action plans. o Express your continued confidence and interest in the individual and set a follow-up date. VIII. Skill Guide for Performance Review (Focus on Future) o State that the purpose of the session is to have a discussion to review how things are going on the job. o Ask for the subordinate's view of the work situation, listen openly, and do not react defensively. o Provide a summary statement of your evaluation of the overall performance. o Provide recognition for desirable behaviors, especially those improvements since the last review. o Outline one or two areas of performance where improvements are needed. (May not be necessary. ) o Ask for suggestions for solution to problems. (Offer your suggestions only if necessary.) 11 o Outline in writing the corrective action plans which you and the individual develop and agree upon. Set follow-up date to review the status and results of these action plans. o End on encouraging note and, if appropriate, express your personal satisfaction with, and appreciation for, his/her performance. IX. Skill Guide for Taking Disciplinary Action o Define the problem in terms of no improvement since the previous discussion . . o State carefully the disciplinary action, how it relates to discipline system, and reason for action. o Express your continued interest in helping the subordinate succeed in the job, and review/revise corrective action plans. o Set follow-up date to review progress on action plans. X. Skill guide for Dealing with Open Insubordination o Ask the subordinate to state their objection to the task or situation. o Clearly restate your request, explain why the task is necessary and a part of the job. o Ask the employee to carry out the task. o Should the subordinate continue to decline, state refusal could result in disciplinary action. XI. Skill Guide for Dealing with Non-surfaced Work Group Problems o Without hostility, explain what you have observed and why it concerns you. o Ask for and listen openly to the individual •s reasons to make sure you understand. o State your interpretation of the reasons to make sure you understand him/her. o Ask for and listen to ideas for dealing with problem. o Agree upon actions to be taken by each of you (if appropriate) to solve the problem and set a follow-up review date. XII. Skill Guide for Introducing Change o Explain the situation and Why a change is necessary. 12 Explain the details of the change and how it will affect the employee o(benefits, problems, etc.-). o State why individual's help and cooperation is important. o Ask for reactions .to change and ideas or help in making change work. o If appropriate, set follow-up date to discuss subordinate's ideas. XIII. Skill Guide to Deal with Subordinate Initiated Discussion o Listen openly and avoid responding defensively. o State your interpretation of the subordinate's problem to make sure you understand him/her. o Express your appreciation that the individual brought the concern to your attention. o Ask for ideas concerning causes/solutions to problem. o Take action to deal with problem, or if appropriate, develop action plans to set follow-up date. TRAINING Training is an important function of personnel management. .Without properly trained personnel, you cannot accomplish your mission. Semi-skilled or semi-trained personnel may get you by, but at the .expense of not only yourself, but also the individual who has not received the proper training and the supervisor who replaces you or who gets the individual as a result of a PCS move. Training is an on-going process for all of us. Even the most experienced PAOs and NCOs are continuing to make themselves better Air Force members through continued education and training. All public affairs people should be provided the opportunity to better themsselves through professional Military Education, specific Public Affairs-related courses, and private study. Pages 16-24 give details about the different types of PME and Public Affairs-related courses which are available. One of your jobs, as a supervisor, is to ensure you provide the opportunity for your people to attend--even if it means you are short in manpower while your people attend these courses. You may ·think you are saving yourself some grief by not letting your people attend courses because "you can't afford to let them go" or "there's too much work to do". What you are doing, however, is keeping your office from having the best trained people possible. You are also doing a disservice to the individual. On-the-job training is a formal program for all enlisted personnel graduating from DINFOS. Some supervisors expect DINFOS to provide fully trained personnel. This is impossible. Even if the course were extended to twice their current length, you, the supervisor, would still need to fill in the gaps with practical experience. Because the formal On-the-Job Training Program is so important, an explanation of the program can be found in another section of this handbook. There is a less formal on-the-job training program you should develop for your office. Even the "experienced" five skill level personnel can benefit. The first type of training comes during exercises. Each person in your office should participate regularly in base level exercises. Too often we tend to exempt our newspaper staff from participation because of deadlines. But ask yourself, "What if I needed them in a real crisis? Do they know what to do?" If newspaper deadlines is a real problem, talk to your Base Exercise Evaluation Team chief or whoever runs your local exercises. Explain your problem to him and see if he would be willing to occasionally hold an exercise on a slow newspaper day so your newspaper staff can participate. The second type of informal training involves moving your people around. Too often we find a good writer and wouldn't dream of using him/her in community relations or media relations. As a result, some of our people become both professional in only one area of the office and stagnant in one job. Then they get PCS orders to another base as the new community relatins NCO or even the new NCOIC. By keeping them in the same job their entire tour in your office, you haven't trained them in other areas. Now they've got PCS orders for a job they know nothing about and their new supervisor has to spend valuable time training 'them in the new job. Help them get the training they need before they find themselves with these PCS orders to a job they know nothing about. Once a week, or once every two weeks, let them work in another branch of the office on a special project. If they are assigned to you for a regular length tour, move them to a new job once. When they get PCS orders and they find out what their new job will be, set up special training 14 opportunities which relates to their new job. Do everything you possibly can to prepare them for the move. Maybe somewhere, someday, some other supervisor will provide your new person the same opportunity before they arrive in your office. One final comment on training. There are many professional public relations organizations which offer a variety of services for their members. Some have special public relations training. Every Public Affairs Suprvisor should consider joining one of these professional organizaions. No matter how much experience in the field, there is a wealth of knowledge and experience in these organizations awaiting members. Pages 25-28 gives information on some of these organizations. 15 PROFESSIONAL DEVELOPMENT COURSES/SCHOOLS A brief description of each course is provided along with funding responsibility. A full description and course explanation can be found in AFM 50-5, USAF Formal Schools Catalog for most courses/schools listed. Course Descriptions Public Affairs Officer Course, Basic (DINFOS} Course Number: GSOBA7924-002. Length: 10 weeks. location: In-residence, Fort Benjamin Harrison, Ind. Prerequisites: Officer or civilian (GS-7 or above} serving in the Public Affairs specialty. Attendance: Officer accessions are scheduled by AFMPC/MPCMOA (AV 487-5879}. Civilians should apply through their CPO. Funded: ATC Purpose: Provides training in public affairs at all levels of command throughout the Department of Defense. Upon successful completion, individual is able to organize, supervise and perform the duties of a public affairs officer at a level of competency that requires only minimal supervision. The use and application of DOD policies and procedures, the available resources of mass communication and the principles of management applicable to a public affairs office in the areas of internal information, community relations, media relations and service unique instructions are taught. Senior Public Affairs Oficer Course (DINFOS} Course Number: GSOBA7921-00!. length: 5 days. location: In-residence, Fort Benjamin Harrison, Ind. Prerequisites: Officer, 0-4 selectee and above, GS-11 and above. Attendance: Nomination/selection by USAFE/PA and SAF/PA. Funded: Unit funded. Purpose: Provides for continuing professional development of PAOs through a series of graduate-level seminars. AFIT -Advanced Degree Program (Communications Arts) Length: I year. location: Selected universities/colleges. Prerequisites: BA degree with a major in public relations, education, journalism, speech, or communicative arts. Satisfactory completion of the aptitude tests of the Graduate Record Examination. Attendance: Public Affairs Officers. Application to AFMPC (Palace PA) required. Funded: AFIT. Purpose: Provi des PAO with graduate degree and academic background to direct and administer an effective public affairs program at higher levels of command. 16 Education with Industr~ (EWI) Course Number: EWI-CI 433. Length: 10 months. Location: Selected companies. Prerequisites: BA degree mandatory: MA degree desired. Minimum of three years in public affairs (AFSC 7924/7916). Attendance: Officers, 0-3/0-4. Application to AFMPC (Palace PA) required.Funded: AFIT. Purpose: Provides public affairs officers an opportunity to work in a civilian environment centered around the communicative arts (publishing, TV, broadcasting, public relations, mass communication research). EWI is designed to provide mid-career officers (captains and majors) an opportunity to stuqy industry's organization, management and technology so that they may apply this knowledge to their Air Force specialty. This knowledge is obtained through the hands-on, learn-by-doing mode. For 10 months the selected officer will be assigned to a civilian compa~ and work side-by-side with his or her counterpart to achieve the host company's objectives. Air Staff Training (ASTRA) Programlength: 12 months. Location: HQ USAF (Air Staff) activities. Prerequisites: See AFR 36-20, Chapter 8. Attendance: Officers, 0-3. Application to AFMPC (Palace PA) required.Funded: AFIT.Purpose: The objective of ASTRA is to develop a potential resource of future Air Force leaders by stimulating the early career growth of some of the more promising young officers. This is done by the early exposure of selected officers to the complexities of HQ USAF decision making activities with subsequent assignment back to the operational level with their contemporaries. Normally ASTRA officers hold the DAFSC most closely related to the duty being performed. Public Affairs S~ecialist Course, Basic (DINFOS) Course Number: 5ABA79130-001. Length: 10 weeks, 2 days. Location: In-residence, Fort Benjamin Harrison, Ind. Attendance: All enlisted accessions, whether new recruit or retrainee, must attend. Attendance scheduled through AFMPC.Funded: ATC.Purpose: Provides training in the principles, techniques, and skills required to perform the duties and functions of a basic journalist. Successful completion results in individual being awarded the 79130 skill level. 17 Newspaper Editor Course (DINFOS) Course Number: G4A2A79150-001. Length: 3 weeks. Location: In-residence, Fort Benjamin Harrison, Ind. Prerequisites: AFSC 79130 or higher. Six months on staff of base newspaper. Attendance: Quota required/apply through Unit Training Section. Funded: ATC. Purpose: Provides highly individualized, self-paced program of instruction for base newspaper editors and staff writers. Gives the principles, techniques and skills of editing military publications. Includes practical hands-on application of principles and techniques employed in modern newspaper design. Intermediate Photojournalism Course (DINFOS) Course Number: G5A2A79150-002. Length: 7 weeks. Location: In-residence, Fort Benjamin Harrison, Ind. Prerequisites: Military, E-4 and above; civilian, GS-5 and above. Graduate of Basic Public Affairs Specialist Course or a minimum of 15 hours credit for college-level course work in related or comparable areas. Type 20 words per minute. Minimum one year of military public affairs experience. Attendance: Quota required/apply through Unit Training Branch. Funded: ATC. news Purpose: Provides instruction in layout and design principles, and feature writing skills and advanced photographic techniques to provide total packages ready for publication. Public Affairs Su~ervisor Course (DINFOS) Course Number: GA2A79170-000. Length: 3 weeks. Location: In-residence, Fort Benjamin Harrison, Ind. Prerequisites: E-5 or above. Five years of military experience in the Public Affairs field. or two years experience and graduate of the basic course. Must be currently assigned in Public Affairs. Attendance: Quota required/apply through Unit Training Branch. Funded: ATC. Purpose: Provides advanced training in the planning, supervision and coordination of public affairs activities for individuals who perform duties as assistant to the public affairs officer. 18 Senior Enlisted Public Affairs Course (DINFOS} Course Number: GSAZA79170-001. Length: 5 days. Location: In-residence, Fort Benjamin Harrison, Ind. Prerequisites: E-7 and above; GS-7 through GS-9. Currently assigned to Public Affairs and at least 5 years experience in career field. Attendance: Nomination/selection by USAFE/PA and SAF/PA. Funded: Unit funded. Purpose: Provides for continuing professional development of senior enlisted personnel and equivalent civilians through a series of graduate level seminars. Air Force Short Course in Communication (AFIT} Course Number: WCIP05W. Length: 8 weeks. Location: In-residence, University of Oklahoma. Prerequisites: Currently serving in Public Affairs: Officers: 2 years in career field, 3 years commissioned service (waived for prior service officers} and volunteer. Enlisted: Serving in career field; minimum 3 years experience and volunteer. Civilians: Must be serving in career field, prior experience necessary and volunteer. Attendance: Commissioned officers, 0-1 and above; enlisted, E-6 selectee and above (E-5, exceptionally well-qualified sometimes considered} and civilian, GS-11 and above. Nomination/selection through USAFE/PA and SAF/PA. Funded: AFIT. Purpose: Graduate-level university professional education in state-of-the-art communication, theory, research, strategies and tactics. Scholarly study of human behavior; human interpersonal and organization communication; types of research; research theory; directions, perspectives, methodology, evaluation, and application; communication strategies through image formulation and media; and legal, political, sociocultural, economic, and educational aspects of media employment. Environmental Protection Committee Members Course Number: WGMT004. Length: 1 week. Location: In-residence, Wright-Patterson. Prerequisites: Assigned as a primary or alternate member of a HQ USAF MAJCOM or base Environmental Protection Committee. Nonmembers of an EPC will be accepted based on quota availability. Attendance: 2Lt and above or GS-9 and above. Apply through Unit Environmental Representative. Funded: AFIT. 19 Purpose: Designed for members of base, MAJCOM, and HQ USAF environmental protection committee (EPCs). Provides broad familiarization with the Air Force environmental planning program and an understanding of EPC member functional area responsibilities with respect to this program. Course topics include an overview of the Air Force environmental planning program; the role of the EPC; the environmental impact analysis process (EIAP); interagency/intergovernmental coordination for environmental planning (ICEP); the base comprehensive plan; the Air Installation Compatible Use Zone (AICUZ) program; key elements of the National Environmental Policy Act of 1969 (NEPA) and other environmental legislation and regulations; ecology and natural resources; community relations; air, water, and noise pollution; pesticides; the handling of toxic and hazardous materials; and solid waste management and recycling. Environmental Mana ement Seminar (AFIT) em1nar 1s condensed version of the 5-day Environmental Protection Committee members course (MGT-004). AFIT provides instructors. Base Civil Engineer is responsible for scheduling seminar. Length: 2 days. Location: Local installation. Prerequisites: Primary/alternate EPC members. Attendance: Public Affairs people who are Environmental Protection Committee (EPC) members. Funded: AFIT. Purpose: To provide specialized training for EPC members. Topics include: an overview of the Air Force environmental planning program; the role of the EPC; the environmental impact analysis process (EIAP); air, water, and noise pollution; key elements of the National Environmental Pol icy Act (NEPA) of 1969 and other environmental laws and regulations; the Environmental Technical Information System (ETIS); natural resources; the Air Installatior. Compatible Use Zone (AICUZ)~ and interagency/intergovernmental coordination for environmental planning (IICEP). Dynamics of International Terrorism Course (MAC) Course Number: MAC-147000. Length: 5 days. Offered eight times a year. Location: In-residence, Hurlburt field, Fla. Prerequisites: Officer and senior NCOs assigned to overseas locations. Attendance: Quota required/apply through Unit Training Branch. Quotas controlled by HQ MAC. Funded: Unit funded. Purpose: To provide personnel actively involved in planning or administering USAF antiterrorism programs. Provides PA personnel with a better understanding of terrorism as a political phenomenon, the historical perspective of terrorism, background on terrorist groups that operate in the European theater, and the relationship between the media and terror·ism. A Secret clearance is required. 20 ACE PIO COURSE (SHAPE) Cours£ Number: Annually, SHAPE conducts a two part orientation course and an information seminar. No course numbersassigned. Length: ACE PIO Course, Part I is 5 1/2 workdays long; Part II is a four day course; and the seminar is four days. Location: In-residense, SHAPE/NATIS.Prerequisites: Officer and civilian (GS-9 or above) serving in the Public Affairs speciality.Attendance: Quota required. Nominations/selection by SHAPE and USAFE/PA. Funded: Unit funding required. Purpose: Part I is a workshop of basic public affairs concepts and techniques designed for personnel with little or formal PA training. Part II is an orientation to the practice of PI in NATO and ACE, designed to give people who attended Part I and others who are PA-experienced but new to USAFE. The seminar is designed for personnel who are PA-experienced but new to the ACE/NATO environment. The seminar includesbriefings on ACE, NATO exercises, actions in times of tension or conflict, and major NATO issues. For individuals, both officer and enlisted, selected for duty with the American Forces Radio and Television Service (AFRTS), OINFOS offers a Basic Broadcaster Course (5ABA79131-000); Electronic Journalism Course (5AZA79151-000}; and the Broadcast Manager Course (G50ZA7921-004}. Finally, one should not overlook the Extension Course Institute (ECI). In addition to the public affairs career development course, ECI also offers a selection of related correspondence courses that will benefit public affairs people. ECI overall offers 380 courses covering 79 Air Force career career development, specialized, and specialities in the three categories: off1ce can provideprofessional military education. The base education additional information and request ECI courses. 21 PROFESSIONAL MILITARY EDUCATION The following information provides a brief review of PME for officers and enlisted personnel. Information includes method or procedures for selection of attendees and responsibility for funding. The importance of completing these schools either in res i,dence or by correspondence cannot be over-emphasized. It should be noted that completion of NCO PME programs can contribute significally to improved performance in the Promotion Fitness Examination (PFE). Officers and enlisted personnel may also receive full credit for completion of USAF PM£ schools through correspondence and seminar programs where possible. It is recommended that people attend in-residence if the opportunity is afforded at a later date. OFFICER PME . - The three Air University (AU) schools offering progressive steps in an officer's PME are the Squadron Officer School, the Air Command and Staff College and the Air War College. All are conducted at Maxwell AFB, Ala. Selections for Squadron Officer School are made by Major Air Command/SOAs. This results in USAFE units being allocated quotas; they in turn will identify and select officers for attendance. USAF officers for the Air Command and Staff College, Air War College and sister service and allied schools are selected by HQ USAF central selection boards. sguadron Officer School {SOS). SOS prepares selected captains and first l1eutenants for command and staff tasks, strengthens professional values and provides a foundation for further professional development. Course provides teaching in communication skills, leadership, management, USAF and force employment, with emphasis on air power; and personal development. Course length is eight weeks. AU funds. Air Command and Staff Colleae {ACSC). ACSC, an intermediate service school, provides the skills, knowle ge and understanding that will enhance the officer's value to the Air Force for the balance of his career in responsible command and staff positions. Areas of stuqy are st~ff communication and research options; command, leadership and resource management; military environment; and military employment. Majors and major selectees are considered for attendance. Course length is 10 months; requires PCS and is funded by AU. Air War College {AWC). The AWC is a senior service school in the USAF professional military education system. Its role is to prepare senior officers--lieutenant colonel selectees, lieutenant colonels, and colone.ls --for high command and staff positions with responsibility for developing, managing and employing airpower as a component of national security. Course length is 10 months, requires PCS and is funded by AU. 22 Air Force officers also compete for selection to attend the joint military colleges of th~ United States, operated under the direction of the Joint Chiefs of Staff. These schools are the Armed Forces Staff College, Industrial College of the Armed Forces and the National War College. Armed Forces Staff College (AFSC). This college is an intermediate service school and prepares selected majors and major selectees for duties in all echelons of joint and combined command operations and planning in higher echelons of DOD and international organizations. Course length is six months; requires PCS and is Air Force funded. National Security Mana ement Pro ram (NSMP). The NSMP consists of graduate eve courses o stu 1n nat1ona secur1ty with emphasis on management of natural resources under current and predicted environments. The school prepares selected lieutenant colonels and colonels for positions of high trust in the national and international security structure. Course length is 11 months; requires ~CS and is Air Force funded. National War College (NWC). The course of instruction at this school prepare$ personnel of the Armed Forces and the State Department for joint and combined high-level policy functions, command and staff functions and strategic planning duties. Officers in the grade of lieutenant colonel and colonel are eligible to attend. Course length is 11 months; requires PCS and is Air Force funded. ENLISTED PME Noncommissioned Officer (NCO) Professional l~ilitary Education (PME) is a four-level program that prepares Air Force NCOs for positions of responsibility by broadening their leadership and management skills and by expanding their perspective of the military profession. NCO Prefaratory Course (NCOPC). This 60-hour course focuses on leadership, -the abi ity to follow, and familiarizes airmen first class and senior airmen with NCO duties and responsibilities. All personnel promoted to senior airman and airman first class completing 24 months total active federal military service (TAFMS) and who are recommended by their comnanders will attend. This course is a prerequisite for appointment to NCO status. NCO Leadership School (NCOLS}. This 143-hour course broadens the leadership and management skills of selected sergeants and staff sergeants. Annual Air Force production should provide the opportunity for 95 percent of the staff sergeants to attend an NCOLS by their ninth year of TAFMS. Completion of an NCO PME course by correspondence does not exempt an NCO from attending a resident or in-resident (live-in student quarters) course. Those in grades sergeant or staff sergeant (not technical sergeant selectee) on their second or subsequent enlistment may be selected. 23 Command NCO AcademY (NCOA). This 216-hour course prepares selected technical and master sergeants to peform mid-level supervisory and management responsibilities. Annual Air Force production should provide the opportunity for 89 percent of the technical sergeants to attend an NCO academY by their 15th year of TAFMS. The NCOA fs an in-resident course and completion of an NCO PME course by correspondence does not exempt an NCO from attending an in-resident course. USAF Senior NCO AcademY (SNCOA). This 40-day course provides the education necessary for senior master serg.eants ( i ncl udi ng selectees) and chief master sergeants to become more effective and efficient leaders and managers. Annual Air Force production should provide the opportunity for 65 percent of the senior master sergeants to attend the SNCOA before reaching the average TAFMS of individuals selected for promotion to chief master sergeant (ap~Jroximately 22 years service). Selection is made by the Air Force Military Personnel Center and the completion of any NCO PME course by correspondence does not exempt an NCO from attending the in-resident course. The SNCOA is located at Gunter AFS, Ala., and TOY is funded by AU. NOTE: Since some individuals may not be selected to attend the NCOA or SNCOA in-resident, eligible individu.als should take both the NCOA and SNCOA by correspondence at the first opportun.i ty. 24 PROFESSIONAL ASSOCIATIONS Public Relations Society of America Public Relations Society of America (PRSA) is a national organization of public relations professionals. They have nearly 10,000 members and chapters in 80 major cities. Professional Development:-National conference sponsored annually -PRSA institute -annual graduate level institute on the campus of a major university-Seminars and workshops ~P.lf-study programs Information/Publications: -Public Relations Journal, monthly magazine -PRSA Newsletter, monthly -Channels, monthly newsletter -Public Relations Register-annual list of members -Speakers Bureau Recognition/Award: -Silver Anvil, for outstanding work in public relations -Gold Anvil, for a career of distinguished service Membership: Associate membership is open to applicants with at least one year of professional public relations experience; after five years experience they may apply for voluntary accreditation. Address: PRSA 845 Third Avenue New York, N.Y. 10022 Telephone: AC212-826-1750 National Association of Government Communicators National Association of Government Communicators (NAGC) is an organization for government information workers. They have local chapters across the country. Professional Development: -National seminar -Workshops and seminars 25 -Local monthly luncheons -Professional development committee Information/Publications:-NAGC Commun1cator, monthly newsletter -Directory, list of members -Journal of Public Communication, semiannual magazine Awards: Annual awards program. Membership: Open to communicators employed by federal, state, county, municipal or other government agency. Address: National Association of Government Communicators P.0. Box 7127 Alexandria, VA 22307 Telephone: AC 703 768-4546 Vaaen in Cam.un1cations, Incorporated Women in Communications, Incorporated, is a national organization of professionals and students in print and broadcast journalism, com munications education, public relations and photojournalism. Professional Develolment: -Annual Nationa Professional Conference -Continuing Education Unit -Job Information Bulletin Information/Publication: -Matrix, quarterly magazine -National Membership Directory, annual -Monthly national newsletter Recognition/Awards: -Clarion Awards, thirteen annual awards recogn1z1ng excellence in print, public relations and broadcast areas -Headliner awards Membershi~: Professional members must be active in communications for at least wo years. Address: Women in COI'IITiunications, Inc. P.O. Box 9561 Austin, Texas 78766 Telephone: AC 512 345-8922 26 Aviation/Space Writers Association Aviation/Space Writers Association (AWA) is a worldwide organization of aviation/space writers, editors, photographers and public relations representatives. Professional Development:-Annual news conference-Consideration for invitations to news conferences, media tours and other aviation/space events Information/Publications:-AWA Newsletter, bimonthly-AWA manual, annual membership roster · -AWA booklets Recognition/Awards: A series of major awards in several areas: writing, public relations, and public information officer award. Membership: Open to all who qualify as aviation/space writers, editors, photographers and public relations representatives. Address: Aviation/Space Writers Association William F. Kaiser, Executive Secretary/Treasurer Cliffwood Road Chester, N.J. 07930 Society ot Professional Journalists/Sta-a Delta Chi The Society of Professional Journalists/Sigma Delta Chi was established in 1909 as a professional journalistic organization and is the oldest organization of its kind. Professional Development: Annual National Convention. Recognition/Awards: Fellows of the Society of Professional Journalists, awarded yearly to three members for outstanding achievement. Publications: Quill, monthly magazine. Membership: Professional, must be elected from the professional field by professional and campus chapters with approval by the Board of Directors; must be engaged in journalism for at least one year and signify it as life's work. Address: The Society of Professional Journalists, Sigma Delta Chi HQ 35 E. Wacker Drive Chicago, Ill 60601 27 INTERNATIONAL ASSOCIATION OF BUSINESS COMMUNICATORS International Association of Business Communicators (!ABC) is an international organization of business and organizational communicators. They have more than 10,000 members in chapters located in 44 countries. Professional Development: -International conference sponsored annually -Seminars and management forums -Book/videotape loans on more than 200 topics -Daily advice, counsel, and networking Information/Publications: -Communication World monthly newsmagazine -Publishes own communications books -Annual directory of members -Book club Recognition/Award: -Gold Quill, for outstanding work in communications Membership: Open to all applicants. Written and oral examinat·ions can earn you accreditation as. a professional business communicator. Address: !ABC870 Market S.tr.eet Suite 940San Francisco, CA 94102 Telephone: (415) 433~3400 GOING TO BAT FOR YOUR PEOPLE There comes a time in every Public Affairs office when the Public Affairs officer and NCOIC must intercede on behalf of their people. The most common example is when a unit commander comes to the newspaper staff and demands a certain story or photo be run in the newspaper. Although the newspaper staff can normally handle such situations, there will always be a time when they need help from the supervisor. The supervisor must be willing to back up the newspaper staff and handle the situation. There are other times when supervisors should be helping their people. These are the times when personal problems surface that prevent our people In a lot of cases, the people from performing to the best of their ability. who need the help either don't know where to turn or are reluctant to seek the help. In both cases, the supervisor must step in and try to help the individual. The first indication that something is wrong can usually be detected in a change in work performance or a change in attitude, either toward work or toward others in the office. The supervisor's response should be informal. Talk to the individual privately in a nonthreatening environment. The supervisor should let the individual know that a change has been noticed and ask the individual if there is anyhthing wrong. The supervisor should not, at this point, push the individual into telling what the problem is. The supervisor should let the individual know that they care and are available at any time to listen should the individual want to talk. If the situation does not get better, a second, more formal, meeting should be held. At this time the supervisor should try to gain the trust of the individual and try to get the individual to talk about what is wrong. The problem may be something that the suprvisor can handle individually. It may be, however, a problem where an expert should be helping the individual. Each installation has experts who can help our people. Each supervisor must know who these individuals are and how to refer someone to these professionals. Some of the most common organizations which can help, depending on the problem, are Social Actions, Mental Health, the Chaplain, Family Support Center, Air Force Aid Society, American Red Cross, and Married Airmen Sharing Together (MAST). If the individual having the problem is a civilian employee, contact the Civilian Personnel Office and find out what similar services are available for civilian employees. There is one other area where the supervisor must go to bat for his or her people. That is by submitting them for awards. Nominate them for Airman and NCO of the Quarter. Nominate civilian employees for Sustained Superior Performance Awards and Quality Step Increase. Reward your people for a job well done. Finally, make sure your people receive Letters of Appreciation when they do something special. Present them to the individual during a special office meeting so others in the office know the good job the individual has done and keep a copy of the letter for reference in writing evaluation reports. 29 There is an important difference between a Letter of Appreciation and a Letter of Commendaton as far as civilian employees are concerned. A Letter of Commedation for a civilian employee can be placed in the employee's personnel record. A Lettter of Appreciation cannot. So, if a civilian employee does something special beyond the call of duty, consider a Letter of Commendation. Air Force Pamphlet 3Q-31, Recognition Guide for Air Force Supervisors, gives more information of recognizing your people for their accomplishments. One final thought: Don't forget to recognize people outside your own office for their efforts in helping you carry out your Public Affairs mission. Write them Letters of Appreciation/Commendation when appropriate and route them through the individual's unit commander for proper presentation. Pages 31-35 gives some advice and sample for writing these types of letters. 30 SUGGESTED CHECKLIST .. FOR WRITING A LETTER OF COMMENDATION/APPRECIATION DO: 1. Be concise. 2. Cite the specific incident, example, or contribution that is responsible for your writing the letter. 3. Be sure that the individual's performance is above that normally expected under the circumstances. 4. State how you or your organization benefited from efforts or contributions made by subject of letter. 5. Send original of· letter to individual's supervisor or commander so that subject will be recognized for their outstanding work. 6. Try to present publicly. Do NOT: 1. Commend for routine performance of job. 2. Over-state the case and add too many frills. 3. Include superfluous remarks and verbiage. Fail to acknowledge others if effort was a joint-venture or 4. the work of a group of people. Be too generous with written expressions of appreciation, lest S. they become meaningless. 31 (EXAMPLE) Commandant (DATE) Letter of Commendation Major Michael Axelrod Michael, I commend you for your outstanding contribution to the Professional Personnel Management School and for three specific accomplishments: (1) The professional, timely, and perceptive manner in which you have performed your duties as my Executive Officer. (2) For the superb job you have done on scheduling Air Staff speakers for our courses and the corresponding maintenance of the Course Scheduling Board. (3) For the terrific class-picture-gift-idea you developed for our VIPs. Please accept my sincere "thank you". You ar-e the strongest right arm any Commander or Commandant could possibly have. JAMES L. FLOOD Colonel, USAF Commandant 32 (-EXAMPLE) DI-62CCR (Date)Appreciation (Tsgt Buster Smith, FR 88-844-4222) Commander 4676 AB Gp Richard Gebaur AFB, MO 64030 1. I would like to express my sincere appreciation for the outstanding assistance we received from TSgt Smith during his recent temporary duty assistance visit here. 2. During this visit, TSgt Smith displayed outstanding enthusiasm toward his assigned responsibilities in our Explosive Ordinance Disposal (EOD) section. His performance was outstanding. He quickly adapted to the requirements of the job. He completed his qualification training in minimum time and subsequently spent over 500 hours on stand-by duty in a 30-day period. He also monitored the EOD personnel. His support of our Detachment activities included his enthusiastic participaton as a member of the Truax Field softball team. 3. I was particularly impressed with TSgt Smith's military bearing and highly combined with his superior performance, professional attitude. This attitude, set an outstanding example for our personnel. Please convey my thanks to TSgt Smith for his outstanding assistance. PHILLIP MORRIS, Lt Col, USAF Commander 33 (Example) DMC (Date) Letter of Commendation ' 1. Recently the Directorate of Management Strategies and Education in our Center had to conduct a training program for newly as-signed members. As is often the case, the course had to be developed in minimum· time and meet the needs of the students. 2. The Administration Division, Base Duplicating Center,. copied, collated, stapled and punched more than 600 pages of source documents and did so in less than 14 hours. This outstanding support~, far beyond what is normally expected, was instrumental in perfecting the course materials and having them available on time for the class. The positive. attitude and. cooperation of the Duplicating Center personnel were notably commendable and praise-worthy. Our contact with Mr. John C. Law, Ms. Mary E. Grey, Mr. Gail Jones, and. Mr. Jack P. Smith convinces us that there is a high dedication to mission and teamwork among these and other members of the Duplicating Cerrte.r. Please convey our thanks for the outstanding assistance. provid'ed. 3. In accordance with AFR 40-470:, a copy of' this let.ter is being placed in the official personnel folders of the above· named ind--ividuals. GARY C. WILSON' Colonel, USAF Commander (EXAMPLE) (DATE)E002 Letter of Commendation TSgt A. J. Henry, Fr 246-88-6425 1. I would like to express my sincere appreciation to you for the outstanding support you provided Colonel Nicholson in arranging transportation during her recent assistance visit to our base. 2. You provided an immaculate staff car, in excellent working order, which was ready and waiting at the scheduled time. She was impressed by the quality of the vehicle and the promptness and courteousness you displayed in making the necessary arrangements. I commend you for your demonstrated professional approach to your responsibilities. R. D. STEVENS, Lt Col, USAF Commander 35 COUNSELING Supervisors must counsel their personnel on personal appearance and job performance. Most often these counseling sessions are conducted for negative reasons. We often fail to counsel for positive reasons. Before discussing negative counse-li~g, let's look at positive counseling. When a member of your staff does an outs·tanding job, let the individual know they are doing a good job. Failure to reinforce .good work oft-en leaves our people not knowing how they are doing.. A -pat on 'the back goes a long way, but we often fail to give it. ·When you do positive counseling, keep a record of it for reference when it comes time .to write the individual's evaluation. Another form of counseling comes in ·the form of le·t·ttng the individual know how they stand as far as the eva'luation goes. The individual should be told how you rated them and wqy along 'with ways to improve the next evaluation. Don't let your people be taken by surprise when they see the evaluation in their records.• The hardest .counseling is a negative session. 'This is when someone on your staff has stopped per.forming in an acceptable manner, has developed an "attitude problem," or is causing conflict within the office.. The individual involved must be counseled, told that his or her performance or behavior is not acceptable, and a decision made as to what is going to be done to correct the problem. The individual must also be told -what will happen if the problem is not corrected. Most commands have a special form which should be used when counseling someone. Use the form for documentation of what was discussed and maintain a copy of the form. If the problem is not corrected, additional counseling sessions may be needed. These too should be documented. Only by proper documentation of what the problem is and how you tried to solve it can any other action be taken. In other words, if it comes to the point where administrative or Uniformed Code of Military Justice action is necessary, you must provide documentation showing 'the indlvdual has been counseled. This is, in tnos t cas.es, the only way to get rid of a "bad apple" in your office. This is true for the most junior person in the office all the way to the most senior ,person on your staff. Don't pass the buck to the next office where the person is assigned-· Don't let someone on your staff get away with substandard performance just because they are going to another assignment or have only a sho:rt time left before retirement. You need .all members of your staff to perform at .a high :level. You can-'t afford to :let one person disrupt the office. This is true for both military and civilian employees. There are also ;t-:imes ·when you as :a supervisor must sit and 'listen to a complaint or a ,grlevance from -a membe.r of your staff. In most cases, the person expects some ·type of action from you. What action is necessary, if any, depends on -the :sltuaion.. Pa,ges 37-38 gives ·some baJ·ic guidelines for handling a grl!evance. -36 A CHECKLIST FOR GRIEVANCE HANDLING 1. RECEIVE THE GRIEVANCE WELL a. Give the person a good hearing. b. Listen -don't interrupt. c. When he has finished, ask questions but take no position. d. Take notes, KEEP DETAILED RECORDS. e. Review the essentials in your own words. 2. GET THE FACTS -ALL THE FACTS AVAILABLE a. Ascertain the section of the agreement or rules or regulations allegedly breached. b. Ask questions requiring more than a "yes" or "no" answer. c. Ask advice if necessary. d. Check activity policy, practices, directives, and regulations. e. Check previous grievance settlements for guidance. f. Check the experience of others in similar cases. g. Reach a preliminary decision in the case -but temporarily keep it to yourself. 3. TAKE THE NECESSARY ACTION a. Avoid confusion. b. Settle the grievance at the earliest moment that a proper settlement can be reached. c. Explain your position. d. Make the corrections required by your decision. e_. If necessary, pass all the facts to the next step of .level. 37 4. FOLLOW UP a. Make sure the action was carried out. b. Be alert to similar situations which might bring additionalgrievances. c. Correct such situations before a grievance is filed. d. Know your employees and their interests. e. Maintain an atmosphere promoting the highest morale. 38 LET YOUR PEOPLE HAVE A SAY A good way to have a smooth-running, well-motivated staff is to offer them the opportunity to participate in the decision making process. While it is not always possible to do this, there are plenty of opportunities to get your staff involved. Let members of your staff know what is going on in the office. Give them the chance to make suggestions on how to do something and then discuss the pros and cons of adopting their suggestions. Finally, once you make the decision, let those who contributed their ideas know why you chose one course of action over another and stress that you did consider their ideas and that you encourage future suggestions. Another means of letting your people have a say is to delegate the authority for decision making to the lowest possible level, based on your people's ability and experience. Don't become a "micro-manager" where you make the decision on issues your staff should be making. It's important that they keep you informed about the decisions they make and you must be prepared How else can your people for the inevitable bad decision once in a while. learn how to make decisions, which is part of the training for becoming a supervisor themselves, if you don't have enough faith in them to let them learn from experience? 39 ETHICS Public Affairs Officers and NCOICs often find themselves in situations where a conflict between personal ethics and duty requirements confronts them. Everyone in the military is expected to perform in an ethical manner. But there may be times when our personal ethics may conflict with our view of required action. First, there is the ethical question of if you should "snitch" or become an "informer" when you know of someone, on your staff or on someone else's staff, who is in violation of the law or Air Force Regulations. For example, a member of your staff confides in you that they took an illegal drug. What do you do? You have no choice. You must inform the proper authorities of what you know (or even what you suspect). Failing to do so makes you just as guilty as the person who committed the offense and both of you could face UCMJ action. Another example would be a civilian employee who does an outstanding job for you. The employee calls in "sick" and says they are going to take "sick leave" that day. You later find out that the individual was not sick but had chosen not to take annual leave for whatever reason. What do you do? Once again, you have no choice. Although the individual is a good worker, they have violated regulations by taking sick leave instead of annual leave and you must report them. If you don't report them, you are just as guilty as they are and you could face UCMJ action. These are pretty simple in terms of what your action must be. But let's look at another situation. Your job is to advise the commander concerning Public Affairs situations. Your advice should be based on AFR 190-1, your own personal experience, and sometimes on your instinct. Once you have given your advice, the commander must make his decision. The commander does not have to follow your advice. The commander does not have to follow AFR 190-1. However, he must be able to justify to higher command authorities why he decided not to follow the regulation or your advice if asked to do so. You may never know why the commander does not follow your advice or why he chose to ignore 190-1. But it may happen. Now the ethical question. You know the commander is in violation of the regulation. What do you do? Let's say the commander has told you to withhold information from the news media; information that, by regulation, is releasable. The commander basically tells you to ignore the regulation or to lie to the news media. Your personal ethics may now start bumping against a direct order from the commander. Do you follow the commander's order or do you let your personal ethics overrule the order? That decision, tough as it may be, is up to you. Only you can make that choice. You must realize, however, that should you make the choice to go with your personal ethics and against the order of your commander, you must be prepared to suffer the consequences. Those consequences could be a bad No one can make the choice evaluation, a letter of reprimand, or UCMJ action. for you. That's why decisions involving personal ethics are often the hardest to make. 40 PUBLIC AFFAIRS FUNCTIONAL ACCOUNT CODES So far we have been talking about personnel. One of the personnel actions concerns Public Affairs Functional Account Codes (FAC). These are manpower They tell you how designations to ensure uniformity throughout the Air Force. many people you can have working full-time in each position. The FACs for Public Affairs are: FAC 1040 (EI) Public Affairs Management,,Administration and Plans *FAC 1041 (EIA) Internal Information *FAC 1042 (EIB) Media Relations FAC 1043 (EIC) Community Relations Generally speaking, FACs 1040/1041 are funded within the Program Element Code (PEC) related to the command 0 & M Funds and FACs 1042/1043 within PEC 91214 (Media Relations and Community Relations). Personnel authorizations within FACs 1042/1043 are defined as those primarily engaged in Media Relations and Community Relations activities. By mutal understanding throughout DoD, primarily engaged is considered to mean 50 percent or more of the person's activities are directly in support of Media Relations or Community Relations. This means that those individuals that you have assigned the specific duties of Media Relations and Community Relations should be assigned against those This does not preclude them authorizations with FAC 1042/1043 and PEC 91214. from accomplishing tasks within the other FACs, 1040/1041, provided they adhere to the primarily engaged concept. It also does not preclude those individuals assigned with FACs 1040/1041 from accomplishing tasks within Media or Community Relations provided they adhere to the primarily engaged concept-they are not engaged in those activities in excess of 50 percent of their time. Congress monitors these actions and, from time to time, directs accounting of time spent in these areas. NOTE: Authorizations within PEC 91214, FAC 1042/1043 cannot be altered at the base level. Any actions concerning these positions require command level and Secretary of the Air Force coordination and approval. *FACs 1042/1043 are within both PECs 91214 (Public Affairs -Field) and 91298 (Management Headquarters Public Affairs). 41 MILITARY PERSONNEL MANAGEMENT The preceding pages have dealt with personnel management in general. There are, however, unique aspects about managing military (both officer and enlisted) personnel and civilian personnel which must be dealt with separately. Another category of personnel management which must be covered of Reserve Mobilizaton Augmentees. The following separately is management chapters will discuss each of these categories. 42 OFFICER PERSONNEL MANAGEMENT This section will cover special interest items for the management of Public Affairs officers. First will be a discussion of Officer Effectiveness Reports. Next will be a discussion of how officer assignments are made and how the Public Affairs officer can have a say, through the "dream sheet" (AF Form 90), about what types of assignments are received. Finally, there will be a discussion of promotion opportunities and what is contained in the Officer Selection Folder. 43 OFFICER EFFECTIVENESS REPORTS Officer Effectiveness Reports (OERs) are completed by your immmediate supervisor. If you are a branch chief in your office or are the deputy PAO, then the Public Affairs Officer would be your immediate supervisor and whoever you report to (deputy or vice commander or the commander) fills out the report on you. You wi~l have to fill out the report for those officers who work for you. The OER (AF Form 707) is an evaluation of what you do and how well you do it. Although your supervisor writes the evaluation, his immediate supervisor must endorse your OER. Additional endorsements are authorized and how high your OER is raised for endorsement depends on local or command policy. You should be asked for significant data which should be included in your your boss wants to know what significant evaluation. This usually means things you have accomplished since your last OER. Therefore, you need to keep notes on what you have done and keep copies of any letters of appreciation you have received so that your boss can consider including the information in your OER. The one thing that you should not be asked, although write your own OER. Likewise, you should not ask someone write their OER. It is the immediate supervisor's job to it happens, is to who works for you to write OERs on their officers • . OERs should never be used for counseling. Likewise, OERs should never surprise the person who is being rated. If the person being rated is weak in a particular area or if the person needs counseling, that person should be counseled prior to the OER being written so that the individual has a chance to improve. If no improvement is made, then the person being rated should be told in advance what "grade" he will receive on his OER. Pages 45-52 are from AFR 36-10 and gives detailed instructions for completing AF Form 707 and includes a sample of how to fill out the form as well as some phrases which can be used when filling out the form. A word of CAUTION: These pages are included in this handbook forBefore you write an OER, check the regulation instructional purposes only. for changes that may have been made since this handbook was printed • .Chapter Six of "Questions & Answers About Career Development in the Public Affairs Career Field--A Handbook for PAOs" has additional information Tucker, on Officer Evaluations. The handbook was written by Lt Col Charles G. and is reprinted in its entirety starting on page 59 of this handbook. 44 AFR 36-10 Attachment 1 . 26 October 1182 Effective 1 Novemb« 1182 DETAILED INSTRUCTIONS·FOR COMPLETING AF FORM 707 g. Item 7. Period of Report:1. Section 1. Ratee ldentlflcetlon Dau. Ratee iden(1) From. Use table 4-6 to determine this date. tification data should be as shown on the OER notice. If (l) Thru. Use table 4-7 to determine this date. Theany data on the OER notice is incorrect, the rater anno "THRU" date is the closeout date of the report. /tates the correct information on the notice, and prepares AF Form 2095, or other source document as prescribed h. Item 8. Days of Supervision~:rN\ C. (j'l.f by AFM 30-130, volume II, chapter 3, ifrequired to subs(1) For officers on EAD, enter the number of days that ratee was under the supervision of the designatedtantiate the changes. Instructions for entries in each item rater during the period of the report; or, if the report isfollow: being written by a rater as defined in parairaph 2-22b,a. Item 1. Name. Enter last name, first name, middle enter the number ofdays for which the evaluator has perinitial, and Jr., Sr., and so on. b. Item 2. SSAN. Enter the SSAN, suffix optional. sonal or written knowledge of the ratee's duty perfor mance during the period of the report. Deduct from thec. Item 3. Grade: (1) For officers on extended active duty (other period of supervision all periods of 30 or more consecutive calendar days during which time the ratee's duties than Statutory Tour officers) enter the active duty grade were not performed under the supervision of the raterin which serving on the closeout date of the report. (2) For ANG and USAFR officers not on extended due to TOY, leave, travel, patient status, and so on, of active duty, enter grade in which serving and "NONeither the ratee or rater. EAD." When an officer awaiting federal recognition of a (2) For USAFR officers not on EAD, enter the number of days of supervision under the rater. Tours of unit vacancy promotion to a higher grade is due a report, active duty under other than the designated rater forshow the officer's federally recognized grade as of the closeout date of the report, not the projected grade. which a letter of evaluation has been prepared should be deducted from the period of supervision. For example, if (3) For officers on EAD under 10 U.S.C. 265, 8033, and 8496, or 32 U.S.C. 708 (Statutory Tour Proa report is being prepared to cover the period from 1 July to 31 December and the rater was first so designated on 1grams), enter grade in which serving and "Stat Tour." d. Item 4. DAFSC. Enter duty Air Force specialty September and served in this capacity without a break to code held as ofthe "THRU" date of the report, including 31 December, and the ratee reported for training and duty a total of 27 days from 1 September to 31 December, thenprefix and suffix, if applicable. the period ofsupervision is 121 days not 27 days. NOTE:e. Item 5. Organization, Command, and Location: (1) For EAD officers, enter organizational designaThe rater is responsible for the accuracy of the period of tion, mlijor command, and location to which ratee was supervision. assigned on the closeout date of the report (if classified (3) For ANG officers not on EAD, enter the numsee paragraph 3-4). Items such as educational institutions ber ofdays that the ratee was under the supervision ofthe for officers assigned to Air Force Reserve Officers' Traindesignated rater during the period of the report; or ifthe report is being written by a rater as defined in paragraph 2 ing Corps (AFROTC) detachments and contractor iden22b, enter the number ofdays for which the evaluator hastification for officers assigned to Air Force Plant Reprehad personal or written knowledge of the duty perforsentative Offices (AFPROs) may be included. mance of the ratee during the period of report. Deduct(2) For USAFR officers not on EAD, enter from the period of supervision all periods of 30 or more organizational designation, major command, and location of assignment and if applicable, organization and location consecutive days during which the ratee's duties were not performed under the immediate supervision of the raterof attachment, for example: 9019 ARS (ARPC) Lowry AFB CO WIAtch unit at Mather USAF Hosp Mather due to active duty, active duty for training, or formal training. For example, the period of supervision for a AFB CA. (3) For ANG officers not on EAD, enter organiza ratee who had been assigned to a rater for a calendar year is 365, not the sum of unit training assembly (UTA) and tional designation, major command, state affiliation, and field training days. location. For example: 131st Tactical Fighter Squadron TAC, Barnes MAP, Westfield, Massachusetts, MASS i. Item 9. Reason for Report. Enter reason for report ANG. as determined by tables 4-1, 4-2, and 4-3. (4) Ifabbreviations are used for organization desig nation, use the organization designation nomenclature 2. Section II. Job Deacrlptlon. The description of duties codes in AFM 300-4, volume I, ADE OR-265. and tasks in all cases must be confined to the space in this f. Item 6. PAS Code. Enter Personnel Accounting section. Do not include classified· material (paragraph 3-Symbol (PAS) code ofunit to which ratee was assigned on 4). a. Item 1. Duty Title. Enter the duty title as it appears the closeout date of the report. For non-EAD USAFR of ficers use PAS of assignment. NOTE: Always enter PAS; on the OER notice or the base-level military personnel systems (BLMPS) as of the closeout date of the report. it is never classified when used by itself. 45 Effective 1 November 1982 Duty title information is frequently abbreviated on the OER notice. On the OER itself, these abbreviations should be spelled out to the extent necessary for clarity. b. Item 2. Key Duties, Tasks and Responsibilities. The description of the ratee 's job must make the ratee come alive for the user. It must make clear the degree of assignment selectivity involved, the responsibility exercised, and the nature of the tasks performed by the ratee. Be specific: include facts such as dollar value of projects managed, number of people supervised, level to which responsible, and so on, where possible. Make it clear: jllJ'Ion, acronyms, and topical references obscure rather than clarify meaning and should be avoided. Significant additional duties should be included in this section. Other additional duties and prior duties performed during the period ofthe report may also be included if they influence ratings or comments in the report. Completion of this item is not mandatory but is encouraged. 3. Section Ill. Peiiormance Factora: a. No individual does all things equally well --accurate evaluations therefore require separate consideration of the various factors contributing to total job effectiveness. Ratees are evaluated on how well they accomplish their particular job; they are not to be compared to other officers of the same grade in this section. This may be accomplished by the use of the ratee's job objectives and the standards of performance in this attachment. These standards of performance are to be used as guidelines for evaluating the ratee, and are not an all-inclusive ideal. Rather, they establish certain minimum requirements for a specific rating. A "Well Above Standard" rating for any factor assumes the officer also meets all the criteria for "Above" and "Meets Standard" ratings. Similarly, the "Above Standard" rating assumes the officer "Meets Standard." A rating of "Far Below" or "Below Standard" should be recorded whenever an officer's performance fits any one of the criteria in this category. b. Specific examples of ratee's performance must be recorded for each performance factor. Examples must be clear, concise, and specific, and should be confined to the appropriate area on the front of the form. Where necessary, examples may be continued in section VI. These examples are appropriately identified by: "CONT'D FR SEC III, items 1, 2, 3," and so on. Performance factor continuations are entered at the end of the comments in section VI. Do not use attachments or continuation sheets for this purpose. In the event of a significant disagreement, an additional rater or indorser will comment on AF Form 707, in either section VII or VIII as appropriate. Additional raters never comment in section Ill; indorsers do not comment in section III unless also serving as the rater. c. For each performance factor, the rater places a handscribed "X" in the appropriate block. Additional raters and indorsers indicate nonconcurrence with the AFR 36-10 Attachment 1 26 October 1982 previous evaluator's ratings by initialing the block they believe more accurately reflects the ratee's performance. If the block already contains an "X," or the initials cf a previous evaluator, use the area immediately to the right of the block. d. Ifa performance factor is checked "Not Observed," no comment is made on that factor. 4. Section IV. Recommended Assignment Information: a. All entries are optional. However, entry of a suggested job assignment in item 2 requires completion of items 3 and 4. (1) Strongest Qualification. Enter any area or areas in which the ratee had demonstrated superior ability or talents. The rater is not limited to the 10 performance factors in section III. (2) Suggested Job. Identify the duty title most appropriate for the ratee's career progression. Examples ofjobs are in the Career Progression Guide (AFR 36-23) and the Officer Classification Regulation (AFR 36-1). Enter the four-digit AFSC, plus prefix or suffix, if applicable, when known. (3) Organizational Level. Recommendations for level of assignment should be consistent with the recommended job. Indicate the general descriptions of organizational level, such as squadron, wing, MAJCOM, or HQ USAF. Recommendations for assignment to joint service duty (such as JCS or Office of the Secretary of Defense (OSD)) should be indicated as HQ USAF level. (4) Timing. Indicate when the officer should be assigned to the suggested job and if the ratee should attend a professional service school or technical training course before the recommended job assignment. b. If this section is filled out by the additional rater or indorser, the evaluator completing the section initials at the right of the section. &. Section V. Evaluation of Potential: a. Evaluators will assign ratings in section V according to the definition of potential from paragraph 2-20. Potential: The ratee's capability for assuming increased reponsibilities as compared to other officers in the same grade known by the evaluator. Potential for the purpose of OER rating decisions will be determined primarily by the evt 'uator's assessment of the ratee's performance and accomplishments during the period of the report. Consideration may also be given toother "whole person" factors such as experience, scope and responsibility of the job, and education. Generally, there is a correlation between the potential rating and the officer's demonstrated performance during the period of the report. However, because the potential rating compares the officer with contemporaries, there is not necessarily a direct correlation between it and the 46 AFR 38-10 Attachment 1 26 October , 882 various ratings given for job performance in section III. An officer could conceivably be rated "Well Above Standard'' in many of the job performance factors and still not be rated in the top block in section V. b. Rating Criteria. Place a handscribed "X" in the block that best indicates your evaluation of this officer's potential, based on the following rating criteria. (1) Ratings of "1" and "2" identify officers who currently demonstrate varying degrees of potential to successfully handle increased responsibility. Specifically, a rating of "1" should be given to those officers who possess the highest degree of potential to successfully handle increased responsibility. A rating of "2" identifies those extremely effective officers who have clearly demonstrated potential for expanded or more diverse responsibility. (2) A rating of "3" should be awarded to officers who are performing well at their current level of responsibility but whose potential for expanded or more diverse responsibilities needs to be more clearly demonstrated. A stronger pattern of performance, additional experience, training, or maturity, and so on, may be necessary before the ratee's potential becomes more evident. (3) Ratings in the 4, 5, and 6 blocks identify officers who, during the current reporting period, have demonstrated insufficient potential to assume increased responsibility. A "4" rating should be given when performance during the period reflects less than average potential and the officer needs to improve before being awarded increased responsibility. The "5" rating describes the officer whose performance during the period is marginal and does not indicate potential for increased responsibility. The "6" rating constitutes a referral report (paragraph 2-24). Specific justification is required ifan officer is given the lowest rating. The comments of the evaluator assigning this rating will include a statement as to whether the officer can continue in his or her current assignment and be expected to achieve an acceptable level of performance. Justification for the rating must include specific examples, and indicate whether weaknesses are a result of insufficient experience and qualifications or lack of motivation and disinterest in the job. 8. Eveluator Comments. Sections VI, VII, and VIII are provided to permit evaluators to comment on aspects of the ratee's performance and potential not recorded elsewhere on the form. a. Comments must be limited to the space provided on the form unless the report is referral. Comments concerning a referral report may be continued on AF Form 77, and attached to the report. b. Provide pertinent information that makes the report more meaningful. The evaluator should prepare this section with a sincere desire to communicate to someone else the true evaluation of the ratee. The evaluator should be particularly conscious of how well it reads. What does it really say? Is it clear and concise? The key to writing per- Effective 1 November 1882 tinent comments is to describe the officer's potential rather than to list adjectives to describe the officer. Comment only on those positive and negative aspects of the ratee's performance and potential that add to or detract from the officer's value to the Air Force. Stick to facts. c. Mention of enrollment in off-duty education programs or PME correspondence courses should focus on the progress being made. The mere act of enrollment provides little assurance that the ratee has the initiative to co~lete the program. J 7. Section VI, Rater Comments. Information that adds to the meaning of the report should be included unless prohibited by paragraph 1-5 or 3-14. Except for referral reports and mandatory comments in paragraph 3-15, rater comments are optional. 8. Section VII, AddltiOMI Rater Comments. The additional rater reviews the ratings and comments of the rater for completeness and impartiality, and indicates agreement or disagreement. a. If you concur with all the ratings and comments of the rater place an "X" in the "CONCUR" block and in the appropriate block in section V. Comments are optional unless required by paragraph 4-6c. You should include information not prohibited by paragraph 1-5 or 314 which adds to the meaning of the report. b. If you disagree with any rating or comment of the rater, place an "X" in the "NONCONCUR" block. If changes in the ratings result in significant disagreement (paragraph 2-26), substantiate with specific comments. If changes do not constitute significant disagreement, comments are optional unless required by paragraph 4-6c. 8. Section VIII, Indorser Comments. The indorser reviews the ratings and comments for completeness and impartiality, and indicates agreement or disagreement with the previous evaluator. Even though an indorser may not have personal knowledge of the ratee, an effective review ofthe report can be accomplished. This review serves both the purpose of quality control over individual reports and the control over rater tendencies to overrate. The indorser should reject improperly prepared rep()rts and downgrade ratings not substantiated or reflecting unacceptable inflationary practices. The indorser should add any information, not precluded by paragraph 1-5 or 314, that contributes to a more complete report. a. If you concur with all the ratings and comments of the previous evaluator, place an "X" in the "CONCUR" block and in the appropriate block in section V. Comments are optional unless required by paragraph 4-6c. b. If you disagree with any rating or comment of the previous evaluator, place an "X" in the "NONCONCUR" block. If changes in the ratings result in significant disagreement (paragraph 2-26) substantiate with specific comments. If changes do not constitute significant disagreement comments are optional unless required by 47 Effective 1 November 1982 paraaraph 4-6c. 10. Ev•tu.tor lclentlflcetion: a. Required information concerning the evaluator is as follows (see paragraph 3-4): (1) Name. (2) Grade. (3) Branch of Service {military officers and DAF civilians only). (4) Organization. (S) Command of Assignment. (6) Location. (7) If non-EAD ANG, state ofaffiliation and gaining MAJCOM. (8) SSAN is required if the evaluator is a USAF officer (suffix is optional, not required). SSAN is not required if the evaluator is a civilian or a member of another US or foreign service. (9) Official duty title. Do not include command level unless it is an integral part of the duty title. b. The following guidelines cover the entry of the information required by a above: AFR 36-10 Attachment 1 26 October 1982 (I) For raters, enter the information as of the closeout date of the report. (2) For additional raters and indorsers, enter the information as of the date signed. NOTE: This is a general rule and may be modified to suit circumstances. For example, an officer is the commander of a wing on the closeout date of an OER but moves before he or she has a chance to indorse that OER. This officer must still sign the report as "Wing Commander." Judgment may be applied to determine when such exceptions are in the best interests of the Air Force and will result in the most accurate and meaningful OER. c. Data and signature entry requirements are as follows: (1) Evaluators will sign the original and enter the date the report was actually signed. (Other copies of the report may be signed, initialed, or stamped "SIGNED.") (2) Reports will not be signed or dated before the closeout date of the report. (3) Evaluators will not sign or date a report earlier than, the date it was signed by the previous evaluator. 48 Effective 1 November 1182 AFR 38-10 Attachment 1. · 26 October 1982 SAMPLE RATEE IDENTIFICATION DATA (R..d AFR 36-10 c.i-efully lnfore filling in •ny itMt) I. z. SSA N (Include Sulfbc) J. GltADII •. DAP'SC 1. NAME (Liut. First, Mfddl~ lnltiiJI) SMITH, Jack II 231-34-5432 Captain Al321X I. OJIGANIZATION, COMMAND, LOCATION 345 Tac Ftr Wg (TAC), Mt Home AFB, ID MTOTDKLS 1. NO. DAYS 01" I. ltiiASON P'Oit Jtiii'OitT 7. ~IEJIIOD 01" JIIEI'OJIT •u~•"vlsloN 120 Annual 13 Jul 81 THitUo 31 Oct 82 I"JIOMo 11. JOB DESCRIPTION '· DuTv TITLE; Enter GQAIRiafts le·;el afts approved duty title as of the z. KIEV DUTIES, TASKS AND RIES~ONSI81LITIIISt ClOSeOUt date of the report (paragraph 2a this attachment). Item 2: Describe the type and level of responsibility, the impact, the number of people supervised, the dollar value of projects managed, and any other facts which describe the job of this particular ratee. Ill. PERFORMANCE FACTORS I Sp~cifk ~xampl~ of~r{ormanc~ nqulred NOT 08SIEitVED t. J08 KNOWLEDGE (D~pth, cu~ncy, Q br~adth) What has the ratee done to actually demonstrate depth, currency or breadth of job knowledge? Consider both quality and quantity of work. 2. JUDGMENT AND DECISIONS (Conzlstrmt, Q accurat~. e{{ectlv~) Does the ratee think clearly and develop correct and logical conclusions? Does the ratee grasp, analyze, and present workable solutions to problems? J, ~LAN AND ORGANIZE WORK (T/m~/y, 0 cr~ativ~) Does the ratee look beyond immediate job requirements? How has the ratee anticipated critical events? •. MANAGEMENT 01" RESOI,.RCES 0 Does the ratee get maximum return for personnel, material and energy expended Consider the balance between minimizing cost and mission accomplishment. (Manpowttr and matttrltJ.l) 5. LEADERSHI~ (Initiative, GCC~pt Q re!pOMibiJity) , How has the ratee demonstrated initiative, acceptance of responsibility, and ability to direct and motivate group effort towards a goal? t. ADAI"TA.ILITY TO STRESS (Stable, 0 flexible, dependable) How has the ratee handled pressure? Does quality of work drop off? Improve? 7. ORAL COMMUNICATION (Clear, conci!t!, conlfd~nr) 0 How has the ratee demonstrated the ability to present ideas orally? 1. WJIITTEN COMMUNICATION (Clear, concls~. o,.,anaed) 0 How has the ratee demonstrated the ability to present ideas in writing? I. ~ROI'ESSIONAL QUALITIES (Attiflld~. dr~u. cnoperation, betJ.rlng) 0 How well does the officer meet and enforce Air Force standards of bearing, dress, grooming an~ c9•rtesy? asset . ? ;t,,th~../;'-~~-•.£~~~ected by the ratee an 5 \. ~ 10. HUMAN RlfLATIONI (EqutJ.J opporruniry ptVficiparton. z~nsltiviry) How has the ratee demonstrated support for the AF Equal Opportuni-ty Program, and sensitivity for the human needs of others? Evaluation of this factor is MANDATORY - EDITION WILL •11: USIED. OFFICER EFFE.CTIVENESS REPORT ~REVIOUS 49 Effective 1 November 1882 AFR 36-10 Attachment 1· 26 October 1882 ~ .. _A IV. ASSIGNMENT RECOMMENDATION: I. STRONGEST QUALIFICATION' Perserver;nce Z. SUGGESTED Jo• (Include AFSC): J. ORGANIZATION LEVEL' •. TIMING: ~·EVALUATION OF POTENTIAL: lXI [X] ... Compare the rrltu's capability to ~ZUWm~ increu~d respomibUity with that .. ofother offiurs whom you know in the mme grade. Indicate your rrzting "" .~ ~ by pillcing an "X" in the designated portion of the most appropriDte block. I I>< I I I I I II I I 'I I I I I I I I I RATER ADDN INDORS-RATER ADON INDORS-RATER ADON INDOAS-RATER ADDN INDORS- RATER ER RATER ER RATER ER RATER ER /,owest VI. RATER COMMENTS Orqanize comments within the standards of good writing. Do not use headings; Underline 1 or capitalize merely to add emphasis. Include those comments required by paragraph 3-15. Add any other comments not covered elsev'1ere and not excluded by paragraph 3-14 which will increase the value and meaning of the report. Amplify those positive aspects of the ratee's performance deserving special note. !NAME, GRADE, .R OF SVC, ORGN, COMO, LOCATION DUTY TITLE JDATE JACK LAMB, JR. I Lt Col, USAF Operations Officer 1 Nov 82 529 Bomb Sq (H) (SAC) SSAN Plattsburg AFB NY 012-34-5678FR JIGNATu_:r~~,L~ ~II. ADDITIONAL RATER COMMENTS OcoNCUR 8NONCONCUA Review the ratings and comments of the rater for comple'teness and impar tiality. If the additional rater does not concur with any rating in section III or v, or any comments, check the nonconcur block. To reflect disagreement, initial appropriate blocks (section III) and mark additional rater block (section v) . Significant disagreement (para 2-26) requires justification. ¢• NAME, GRADE, .R OF SVC, ORGN, COMO, LOCATION DUTY TITLE lDATE FRANK HARRIS I COL, USAF Commander 2 Nov 82 529 Bomb Sq (H) (SAC) SSAN Plattsburg AFB NY 987-65-4321 r~~~ VIII. INDORSER COMMENTS OcoNCUR ISINONCONCUN Review the ratings and comments of the rater and additional rater for completeness and impartiality. If the indorser does not concur with the additional rater's comments or ratings, check the nonconcur block. To reflect disagreement, initial appropriate block (section III) and mark indorser block (section v) . Significant disagreement (para 2-26) requires justification. NAME, GRADE, .R OP' SVC, ORGN, COMO, LOCATION DUTY TITLE JOATE James M. Robinson, Col, USAF Commander 4 Nov 82 380 Bomb Wg (SAC) SSAN Plattsburg AFB NY 234-56-7890FR l:~_·m.~~ tzu.s. GOVERNMI:NT ,.RINTJNG OP',.IC:&. lt..-JJJ-II.Z AF Form 707. (Rev...aide.) so AFR 38-10 Att.chment 1. · 2& October 1982 Effective 1 November 1982 PERPOIUIIANC2 BELOW STANDARD (Any 1-1 FAA BELOW STANDARD (Any 1-1 PERFORMANCE FACTORS • Hu •riolll ppt ID teciiAical and profelliollAI • Todudcol and profllllioaal taowWp Ia 1. JOB KNOWLEDGE (Depth, c:unency, bnoddl) inedequate rex die job knowledae • Kllows Ollly mOlt naclimenwy phi-. of job • Nuat be llllped Ollly roulille dDdu aDil • Lack of lalowiedp affoc:a productiVity monitored..........,. • Requina abllormal unount of c:heckina • Requina~~ 1. JUDGMENT AND DEOSIONS (Consillellt, • Reluctant to make doc:ilio111 oil Ilia ex her own • Usually maltea 1011nd roulille dedlialll acauare, eiToc:ttve) • Decillio111 are uaually not nliable • Tendo to procnmaate on _,.dldllcB • Doc:linea to .:c:ept mpolllibDity for decWonl • ReiiiCWit to evaluate fxtcn befcxe ~at decillona 3. PLAN AND ORGANIZE WORK (Timely and • Falllto plall ahead • Schedu1llll and orpllizatlollll effora DOftlllllr fd cnalive) • Dilorprllzed and IIIUIDY unprepued • Encounten difficulty with t.uka odler dlaa roulille • Objectivee are not met on time • Fiaiabed produca are uaually beldlld tcMdu1e • Wutea or mlsu-naourcea • Aa:ompllibea c:ozuervadoa of material oa a and material) • No ll)'ltem eatabllibed for accountina of material spondlcbaaa 4. MANAGEMENT OF RESOU1lCES (Mallpoww • cau-delay for othen by mism....,..ment • Squanders resource~ to aet job daDe s. LEADERSHIP (lnltiattve, acceptance of • Often weak. Fails to show initiatiVe and accept • Avoida responsibility mpolllibilil)') mporuibilil)' • Disptaya coafldeace ollly wile worldal wit11 • LaA:ka self-c:onftderw:e funiliar 111\ljecll • lncollliatentiD deallnJ with 111bordinatee • InitiatiVe and acceplaftce or reaponalbillry ldequate in moat situatlona 6. ADAPTABIUTY TO STRESS (Stable, Oex..ible, • Panica in new situation • Pnfen to work on routine taaka • Tendency to lhlrk difficult siNations • Jwnpa to enoneoua condolllo111 ID new situatio•dependable) • Reaction II unpredictable • Heaitatea to become iDYolved iD new altuadona to Yerbelly CODYeY -'111 confident) • Hu limited vocabulary information 7. ORAL COMMUNICATION (Oeu, concile, • D-not convey ldeu cleuly and conciaely • Only oc:culonllly able • Cannot expnu tho111111a in a lopcat tequence • Brieflnp and diacuaaloftl frequently elthibit a lack or confidence 8. WRITTEN COMMUNICATION (Oeu, concile, • Written communications are inadequate due to • Oarity of writtea conununlcatiolll II IDcolllilteDt orpnized) erron ID vocabulary, apeWna, and punmu • Only occ:uionally abie to cotmly a copnt Idea • Communications often raile doubt u to exact • Extensive edltlnc and correctina Ia llluaDy required meanin& befon conununlcadona can be dllpatclled • Odlen m111t continuaUy -k c:larillcation or conec:t enon • Does not accept AF at.aDduda &D4 m-be 9. PROFESSIONAL QUALITIES (AttiNcle, • Dilplaya a n•ative attiNcle toward the military continuaDy maillclecl to comply cooperation, beerina) • Bearinl II llipshod and aeaenUy reneca cue'- • Shows IM:k of eathllllum with die -ex • TotaDy unable to work with othen faDure of·AF millloa • D-not accept or practice Air Force llandards of • b awan of shoru:omlnp but tnaba ~rex beann,. behavior or grooming them • Frequently unable to work with othon • Bearini, beha'flor and lfoomlrlc create a very pocx inrpreaioa • Doel not enforce Air Force atallduda of beartzli, beha'fior or lfoomina 10. HUMAN RELATIONS (Equal opportuaity • Openly and knowlntly practices diacrinunation • Dlaptaya very llmlted aallliti'fil)' to equal participation, telllitiVII)') • u-ncial epitheu or •xuat slun maliciously opportuaity pollcila • b deliberately holllle to miaoritiel or memben ol • Treata miaorldel ex members of the appolite mukedly dltfenmt than oilier penoarlll the oppceite • Doea not show aay conaidentioa or concern for • Employa inflammaiOJ)' or deroptocy llllllltowud othan minorities or memben or the oppotlte • Tenda to lack co~fcx peGS and 111bcxdlaatee apeciftc exunplea in .ction 111 or AF Form 707. They ue simply ltlndardlllyPerformmce Stan~da. NOTE: na.. atandanb ue not to be llled or p~hrued u wtllch the ntar can JUdp which performallce ratlaa Ia 111pported by die apeci1lc example die nter 11 uaq. U• of paenllerrlllaucb u "-inplace of apecUk aunp1ee II Inappropriate and lllfounda for the npcxt belac returned to die nter for reaccompllibrnenL 51 Effective 1 Novem• 1182 AFR 38-10 Attllchment 1 · 2& October 1182 ...ANDARD8 (-aote) MEETS STANDARD (Any 1-1 ABOVE STANDARD lAD 1-1 1. • Demoaatnlel adequate tec:lmll:al and _o P-ben lnlllaht ancl the ability to evolve It prof.W.W knowleclp Nquiled for thejob into practical aolutlons • Seardles out fac11 and .m-at ..unci • Keeps informed of important developments in IOiutions to problema related fleldl • Brold knowledae of related jobl and • Can hanclle difficult lltnatio111.effectivoly fUDCtions • Brold lalowledae of related mlulons • Conwnant with llipllflclflt joiMelated • Rarely Nquires JUidance or &lllstance developmenu o SeeU out Ill available data before arriYIDI•t • AD exoeptionally sound, lop:al thinker dec:lllons · • Does not hesitate to make required decisions o Collliltendy provides accurate dec:lllons • Dec:lllons are conllatently correct o Aoceptl telpOIIIiblllty for 4ecldons 111d • Opinjons ancl jlldament are often IO!icited by leama from incoaect judpltlltl odlen o PrcMdel effec:t!Ye dec:kions by clear &Del ICIIical thiDkiDI 3. • Careflll, effective plallner • Plans beyond requlremen11 of preoent job • Alltk:ipatet IDd aolv• problems • Plans coinCide with related activities • Effec:t!Yely balance& reeowcea • Is flexible ancl able to ldjuat priorities • FiDIIhecl producta are colllistendy • Frequendy cl1led 11ft to orpnize complex taab submitted 11ft time 4. o U• mlnlmum material with aood reaults • Excellent rellllts accomplbbed at mlnlmum cost • Eatablilh• controls to eomre that • Collliltently llllgN1I metbocll of COIII8n'inl manpower 111d material are accounted for and conserved • SldllfuUy u• cost-effective,_ ltudiel o Develops and -cost-effective medlocll s. • Aa:epts raponlibility of aalped tults • Demonstrates a hilh cklpee or iDitlative ancl • Collliltendy clllplays iDitiative acceptance of r•polllibility • Commands respect of subordinates • Dilplays exoeptionallldll In cllrectlJII othen • b fair 111d consistent in clealiJII with o Promotes enthullum by interest IDd sincerity 111borcl1Dates o Acknowledpclleader UDODI his or her peen 6. • Flexible &Del open to new idou • Readily adapts to fluctuations 111d dlanPDI • Willin&IY -b Uliltance In dlfficlllt priorities . situations o Consistently performs weD in difficlllt situations • Provides reliable decisions under p.-ure o Anticipates c:hanaes 111d is prepared to react • Collliltendy clilplays calm IDd CllfttroDed acconlb!aly behavior 7. • Gives direct and understandable responses • Very articulate in a wide ·flfiiO of difflclllt to questions communi<:ations1ituatio111 0 Gives brleflnp which are orpDized 111d well • Puts extra effort into conversing ·weD presented • Capable of persuadin& an audience a. • WriW., Is clear 111d concile • Written repor11 can be euily followed by an • Written Instructions IDd reports are radily readers undentandable • Communications are tuccinct and concUe, • Written eommwdcations ore colllistendy containina only thoae words necessary to express well orp.;ized 111d grammaticllly correct 111 idea 9. • b awue of lfld follows Air F on:e policies • Practices 111d a<..:ivoly promotes AF policies &mODI and objec:tn. .peen and subordinates • Remlins current on developments and • Punues new developments and applies diem to procedweo exiltinc procedures o Cooperates fuQy with DOW idou.lfld policies • Actively promotes participation 111d willinliY • Volun'-1 for additional duties &Del .accepts jobs that others avoid promotes participation • Bearina. behavior ancl poornin& create a very o Bearinl· behavior 1Dd poomJna create a favorable impreaion 1ood impJellion • Demonstrates exoeptional lldiJ in workins with o F.ffective In workinl with pMII and odlen and elicitinc their cooperation IUbordlnates 10. • Trea11 aD penoMel fairly and equitably • Eatablilhes and endiUJiutieaDy maintains • Voluntarily participates In KtiYl1iel in lliDdardJ or equal oppol'lWilty support of equal oppol'lWilty • Encourqes prattice of equal opportunity and • Sbows conoem ancl Is sensitive to needs of treatment In aD acrmties otboa • Dilplaya a hich depoe of senlltivity and concern for odlen WELL.ABOVE STANDARD (AIIItamsl • Poueaes 111perb technical 10d professional knowledge • Sufficiently weD venecl in hll or her job to cliscuu ancl implement improved methocll resllltinc In aavinp In mlllpower or material • Maintains and in~professional and technical lalowledp • Actively pu!Siles DOW ideas and developments ancl their relation to the overan million • Recognized authority in his or her field • Keen, IJWytical thinker • Makes aocurate decisions under intense pressure • Exuemely effectiVe in exercillns logic in broad ueu of responsibility o Able to lflticipate critical events and makes prior provisions to deal with them • Plans encompus all feaalble continaencies • Exuemely effective in utilization of resources • Extremely effective in use of material • Conalstently -ks and projects ways of usinl exllliftl equipment • Is often usianed to dlfflclllt 111d important projects where limited resouroea are a lilniflclflt factor • Consistently demonstrates outstandlftl Initiative ancl acceptance of responsibility • Exhibits complete confidence in his or ha ability to handle any task • Induces maximum effort from everyone • Is decisive in critical situations • Provides cllrection and guidance for broad arou of responsibility • Leadalhip not limited to subordinates 111d peen • Responds quickly and effectively to crises • Systematicany succeeds where others fail • Consistently provides outstandin& leadership and guidance under difficult and stressflll conditions • Delivas concise, weU-<>rpnizecl presentation• • Is often cllled on to pr-nt ancl explain cllfficult and complex subjects • Can sway a hostile audience to his or her point of view • Able to describe complex or technical concepti so weU that even the casual reader can readily comprehend the idea • II consistently chosen for the molt important and dlfflclllt writing assignments • Is frequently asked to edit the written correspondence of others • Firm, fair. and uniform in enforcin& Air Force policies on bearing, behavior, and poomin1 • Represents his or her organi.r.ation 111d ·the AF for the most important events • Actively promotes organiz.ational and AF objectives • Bearin&.behavior and groom ins are outstanding • Demonstrates clearly superior ability to work willa others and to elicit .their .cooperation • Actively demo111trates atroftl, visible, and credible support of equal opportunity • Is extremely knowled3eable in the area of equal opportunity and treatment • Displays extreme 10t1sitivity and a deep concan in an dealings with .peers and subordinates • II extremely effective in aolvin& human relations problems -solution• always reflect fair and equal treatment 52 OFFICER ASSIGNMENTS Assignments for public affairs personnel are handled by PALACE PA at AFMPC. Chapter four of "Questions & Answers About Career Development in the Public Affairs Career Field--A Handbook for PAOs" talks in general terms about the officer assignment process. Some of the details have changed since the career development handbook was written, but the basic process remains the same. If you have detailed questions about officer assignments, call PALACE PA at AUTOVON 487-4051. One item that can let you have a say in where you will be assigned and what types of assignments you receive is AF Form 90, "Officer Career Objective Statement". This document, more commonly known as the "dress sheet", tells PALACE PA how you 'want your career in Public Affairs to develope, what types of assignments you would like, and where you would like to be assigned. This document is the only means (other than by telephone) that you can make your goals and assignment choices known to the people who make your assignments. Every attempt is made by PALACE PA to match your desires to the needs of the Air Force. You should keep the form as current as your desires. You should have a current form 90 on file at least one year before you come up for reassignment. In order to be "fully qualified" in Public Affairs, you should have a ,, wide range of public affairs assignments. The more varied your types of better qualified as a PAO you are. And, the more qualified assignments, the you are, the better your chances for promotion. You should have assignments that range from wing level, numbered Air Force and major command level, to HQ, Air Force level. One option for getting headquarters level experience without having to serve at the Pentagon is AFSINC at Kelly AFB, Texas. Pages 54-57 of this handbook tells how to complete Form 90. 53 Use reverse for OFFICER CAREER OBJECTIVE STATEMENT (Lt col and below) remarks. (THIS FORM IS AFFECTED BY THE PRIVACY ACT OF 1974-See reverse) rAME (Last, First Middle Initial) ~E(r'.. MO) ,_PGRADE PSSAN IMMEDIATE ASSIGNMENT OBJECTIVES II lA. CONUS DAFSC BASE DUTY TITLE OR POSITION AND LEVEL 17. FIRST K9 K9 PREFERENCE I 0. SECOND PREFERENCE K9 ~ 13. THIRD PREFERENCE ~ ~ eOVERSEA VOLUNTEER STATUS IB OVERSEA DAFSC COUNTRY OR AREA !TOUR LENGTH (C heel< only one) 14. 0 NON VOLUNTEER CJ VOLUNTEER 0 COT FIRST ~ ~ PREFERENCE 0 EXTENDED TOUR 0 ANY SHORT TOUR SECOND 17. 0 ANY LONG TOUR 0 WORLDWIDE PREFERENCE ~ 1<3 DNON-CONUS RESIDENT c. MAJCOM/GEDGRAPHIC PREFERENCES SHOUL VOLUNTE IEFE IENCESBE JNAVillAB L E ~CONUS STATE ~1ST CONUS AREA I~2ND CONUS AREA MAJOR COMMAND BIST 1®3RD r'2ND SPECIAL ASSIGNMENT PREFERENCES !!-. A CAREER BROADENING (Complete only If you deaire thl• aaa111nment next) ASSIGNMENT DAFSC DUTY TITLE OR POSITION AND LEVEL 28. FIRST PREFERENCE ~ 30. SECOND PREFERENCE ~ ,, B RETRAINING (Complete If you want to /eave your current Af'SC pFIRST PREFEI'IENCE pSECOND PREFERENCE I~THIRD PREFERENCE DAFSC RATED SUPPLEMENT: THIS INDICATES PREFERENCE ONLY AND DOES NOT CONSTITUTE A VOLUNTEER STATEMENT. c. TO VOLUNTEER COMPLETE SECTION IIA ABOVE. DUTY TITLE OR POSITION AND LEVELASSIGNMENT DAFSC s 311. FIRST PREFERENCE 37. SECOND PREFERENCE ~ SPECIAL DUTY APPLICATION: DO NOT COMPLETE THESE BLOCKS UNLESS YOU ARE A VOLUNTEER FOR A SDA ON lo. YOUR NEXT ASSIGNMENT AND MEET THE ELIGIBILITY CRITERIA IN AFR 36·20, CHAPTER 8. ~TYPE r'DATE DESIRED 40. LOCATION/POSITION 1111. LONG RANGE OBJECTIVES lA NEXT ASSIGNMENT PLUS ONE 41. DAFSC 42. DUTY TITLE OR POSITION U. MAJCOMILEVELILOCATiONETC. ACADEMIC AND PROFESSIONAL MILITARY OBJECTIVES A :ADEMIC MAJO iE js ruDY IE iOD ENTRY DATE COMPLETION DATE Ia 4&. 47. 4&. ACADEMIC 44. 411· 14G. so. Ill. 112. PME IIV. CURRENT AS iiGNMENT INFORMATION VOLUNTEER STATUS FOR PCS MOVE WITHIN CONUS D VOLUNTEER 0 NO PREFERENCE D DESIRE TO REMAIN AT CURRENT STATION BASE MAJCOM DAFSC AUTOVON AND EXT DEROS CURRENT SIGNAT IRE1DATE ARRIVED s rATION' DUTY TITLE FORM AF JUN 77 90 PREVIOUS EDITION IS OBSOLETE. 54 AUTHORITY: 10 U.S. C. 8012;44 U.S.C. 3101 ;and Executive Order 9397. PRINCIPAL PURPOSES: To allow an officer to indicate assignment preference within primary Air Force Specialty and two choices outside primary utilization field. Gives opportunity to indicate if retrainh1g is desired and three choices for new career areas. Permit! officer to volunteer for Special Duty assignment. Lets rated officer indicate rated supplement duty preferred. Gives officer three choices for MAJCOM lllld geographic location ofassignment and two choices fo•· oversea area ofassignmen1. Permits officer to Indicate long range objective and J academic and professional military education desired. ROUTINE USES: Allows MAJCOM and AFMPC Career Managers to /sam the type ofassignments training, and long .ange progression pattern ' the officer desires. The SSAN is used for identification and records. DISCJ,OSURE IS VOLUNTARY: If information is not provided, Including SSAN, career managers will be unable to properly assign officers In line with the officers' progression desires. REMARKS ,• ~U.S. G.P.O. 1978-261"301/139~ 55 OFFICER CAREER OBJECTIVE STATEMENT INSTRUCTIONS FOR COMPLETION OF AF FORM 90 (Lt Col and below) Item Instructions I. GRADE-Enter numeric code. 2-4. Self~xplanatory. 5. Enter Duty Air Force Specialty Code number (DAFSC)-Ist preference in your primary utilization field. Rated officers should enter a DAFSC relating to their primary weapon system or general operations area. 6. Base of Preference. Must be an active CONUS base, station, or activity. 7. Enterduty title ortype of position desired and level (Headquarters AF. MAJCOM. WG. SQ. DOD, etc.). 8-13. In these blocks enter your second and third preferences within your primary utilization field (primary weapon system for rated officers). "14& 17 DAFSC preference for oversea assignment. Mandatory entry for rated officers who are overSea volunteers; optional entry for all other officers. Officers may restrict oversea volunteer status to specific AFSC(s) and will be selectd as volunteers only for those AFSCs listed. An officer who does not choose to restrict his or her volunteer status must stateNP (no preference). Only the four digit AFSC without suffix and the five digit AFSC with suffix will be considered; prefixes to AFSCs will not restrict an officer's volunteer status. AFSC information may be found in AFR 36-1, however, the following examples are provided as an aid. Examples: II XX indicates volunteer for all AFSCs beginning with "II .. within preferred country (pilot tactical fighter, fighter intercept, special tactics fighter. forward air controller or tactical air liaison officer). Example: 1115 indicates volunteer for any tactical fighter within preferred country. EXAMPLE: NP (No preference) indicates individual is a volunteer for preferred country or area and has not restricted his or her selection to a particular AFSC. Rated officers who desire either flying duties or operations staff duties should state NP. 15 & 18 OVERSEA COUNTRY-Enter your first and second preferences for country or area in which you prefer to serve on your next oversea assignment. Reference AFR 36-20, table 4-1, for individual countries. 16& 19 Enter tour length for area listed in 15and 18, see AFR 36-20, table4-J, for correct tour lengths for individual countries; if you are volunteering for an extended tour, add 12 months to the normal tour length. You are responsible for correctness of this entry. Tour lengths of under 18 months are considered short tours and those of over 18 are long tours. If that specific tour length is not available in the country you arc volunteering for, you will be considered a volunteer for any tour length in the same category (short or long) in your country ofpreference. 20. OVERSEA VOLUNTEER STATUS-Check only one block. . CODE Explanation 0 nonvolunteer-you are not a volunteer. I volunteer-you are a volunteer from CONUS, but only for countries named in items 15 and 18 and only for tour length categories, short, long, or extended as specified. COT (Consecutive overseas tour)-you are overseas and yf'u want another oversea assignment on your date eligible for return from overseas (DEROS) to countries named in 15 and 18. F or G extended oversea tour-you are a volunteer to serve 12 months over the prescribed 2 tour length in AFR 36-20, table 4-1. This moves you ahead of volunteers for a normal tour. (F for CONUS; G for con-applies only to items 15 and 18. 3 any long tour-ifyour prereferences in 15 and 18 are not available you would like to be considered for any accompanied tour. 4 any short tour-although your preferences are shown in 15 and 18, if these are not available, you are a volunteer for any short tour. 7 worldwide-IS and 18 are your first two choices but you are a volunteer for any available oversea tour. (Be sure this is what you really mean. You have to take what you get.) 8 Non-CONUS resident-youare volunteering only for the preference in block 15 as a non-CONUS resident. 21. CONUS STATE. If your base choices (6, 9, 12) are not available, you would like an assignment to this state. Yourstate ofpreference does not have to be geographically related to your base choices. 22&23 FIRST AND SECOND PREFERENCES CONUS AREA. Ifyour base and state preferences are not available, you would like an assignment to this area. Enter code or area. CODE Explanation I Tenn-NC-SC-Miss-Ala-GA-Fla 2 ME-VT-NH-Mass-NY-Conn-NJ-PA-MD-Del-DC-VA-WVA-K-OH-RI 3 lnd-IL-Mich-Wis-Minn-lowa-Neb-SD-ND 4 WY-Mont-10-WA-OR5 CO-NM-AZ-Nev-CA-UT 6 Ark-LA-KA-OK-MO-TX 8 No preference 24, 25, & 26 First, second, and third MAJCOM preferences. These preferences do not have to match your base preferences. 27-37. Here you may request duty outside your primary utilization field or weapon system. Enter your code ortype from AFR 36-20, Chapter 8. It is very important that this be correctly 38. input since consideration for special duty assignment (SDAs) depend on personnel data system (PDS) update. You must be eligible in orderto apply. You can only volunteer for one SDA.39-40. Self-explanatory. 41-52. Self-explanatory and optional. REMARKS: Enterany additional information you think would assist AFM PC in monitoring your career See back or selecting you for special assignments. of form 57 THE SELECTION FOLDER When you are considered for a promotion or Regular Air Force appointment, you do not have the chance to appear in person before the selection board. You must compete solely on the merits of your Officer Selection Folder. This is a record which is maintained at the Air Force Manpower and Personnel Center and contains some very important documents about you and your career. Your folder contains all your Officer Effectiveness Reports and Training Reports that have been written since the day of commissioning. They are filed in chronological order. Your ,official photograph is also included in the folder. You must have a new photograph taken every five years or upon promotion. Board members only use the photo to evaluate your dress and personal appearance as outlined in AFR 35-10. So before getting that picture taken, get a haircut and make sure your uniform is sharp and the ribbons are on correctly. All citations and orders for approved decorations are also maintained in the folder. For officers commissioned prior to March 1974, AF Form 11, Officer Military Record, is maintained in the selection folder as well. This is·a manually posted document, kept at the CBPO to track significant events in an officer's career. It contains information about duty history, foreign service, service schools, formal education, decorations and awards. It was last updated in March 1974. The document which replaced AF Form 11 is the Officer Selection Brief. It is a computer generated two-page document which contains various categories of informatin similar to those on the old Form 11. Each officer receives a copy of the brief about 60-90 days prior to consideration by a board. This is your only opportunity to make sure that your record is accurate and up-todate. Discrepancies should be reported immediately to CBPO for correction. There is some other information that may be found in some selection folders. First are letters concerning Professional Military Education. Those officers who decline to attend PME in residence for personal reasons, cannot attend due to operational requirements, or who are promoted to a grade which precludes attending, have a letter placed in their folder. Another document some folders contain are Article 15 or court-martial correspondence, which is filed in the record for one promotion consideration or for two years, whichever comes first. Third, you may correspond directly to the board on any subject that is a matter of record. These letters may not contain any attachments and must be written by you. Letters written on behalf of another person will not be included in that person's folder. Last, a small number of officers may have a Not Yet Qualified action or a Digest file (an open record of investigation). For both these cases, the officer and his commander are notified in writing and the officer is given the opportunity to exercise certain legal appeal rights. How do you know your record is up-to-date? You can review your record in person at AFMPC or you may obtain a microfiche copy by writing AFMPC/MPCDOX2D and including your social security number. 58 ---------------. --- OUESTIONS &ANSWERS ABOUT CAREER DEVElOPMENT IN THE PUBliC AFFAIRS CAREER FIElD • AHANDBOOI< FOR PAOs • The viP.WS and op1n1ons expressed in this document represent the pers.~ma I views of the author only, and should not in any way ·be con~;trued to reflect any endorsement or confir111ation by the Department of Defense, the Department of the Air Force, or any nther aqency of the United State·> Government. This document is the property of the United States Government and is not to be reproduced in whole ·or in part without pennission of the :corrmandant • .1\ir Cormnand and Staff College3 Air University, Maxwell AfB, Alabama. Clearance for public r.elease ·under t'he provisions of .AFR 110-17 has not heen ohtai ned. --- A ioan copy of this document and limited permission to pho"tocopy may be obtained (subject to p.roof of eligi'bility to receive in the case of clas·· sification or caveat .restri:cti·ons) from the Ai.r :University Interlibrary Loan Service (AUL/LDEX), Maxwell AFB AL 36112. (AUTOVON 875-72.23, commercial Area Code 205~ 293-7223.} ;Requests must include the author'<; name and complete title of the .study. Requests for quantity reproducti-on .(more than 10 copies) should be addressed to Air Command and Staff College ,(EDCC), .Maxwell AFB AL 36112. Requests should include a :bri·ef explanation of intended use and distri'bu tion. Copies of technical and logi.stics related studies are provided to the Defense Technical lnformati:on Cente:r '(:OTI:C) a·s a convenience to subscribers. Include this notice with any reproduced portion of thi:s document. i6:() REPORT NUMBER 82-2490 TIT~E QUESTIONS AND ANSWERS ABOUT CAREER DEVELOPMENT IN THE PUBLIC AFFAIRS CAREER FIELD, A HANDBOOK FOR PAOs AUTHOR(S) Major Charles G. Tucker, USAF FACULTY ADVISOR Major Wade A. Taylor, ·Jr., USAF ACSC/EDOWCC SPONSOR Major Ted Ti lma, USAF HQ AFMPC/ROS4D Submitted to the faculty in partial fulfillment of requirements for graduation. AIR COMMAND AND STAFF COLLEGE AIR UNIVERSITY (ATC) MAXWELL AFB, AL 36112 61 UNCLASSIFIED SECURITY CLASSIFICATION OF THIS PAGE (It'll., Dolo Entered) READ INSTRUCTIONS REPORT DOCUMENTATION PAGE BEFORE COMPLETING FORM 3. RECIPIENT'S CATALOG NUMBER I. REPORT NUMBER rGOI/T ACCESSION NO. 82-2490 5. TYPE OF REPORT a PERIOD COVEF'ED 4. TITLE (and Sublll/e) QUESTIONS AND ANSWERS ABOUT CAREER DEVELOPMENT IN THE PUBLIC AFFAIRS CAREER FIELD A Handbook for PAOs 6. PERFORMING ORG. REPORT NUMBER I. CONTRACT OR GRANT NUMBER(o)7. AUTHOR(e) Major Charles G. Tucker, USAF 8 Sep 1943 10. PROGRAM ELEMENT. PROJECT, TASK 9. PERFORMING ORGANIZATION NAME AND ADDRESS AREA 6 WORt< UNIT NUMBERS ACSC/EDCC Maxwell AFB, Alabama 36112 12. REPORT 0 ATEII CONTROLLING OFFICE NAME AND ADDRESS March 1982 ACSC/EDCC ---- 13. NUMBER OF PAGES Maxwell AFB, Alabama 36112 96 14. MONITORING AGENCY NAME 6 ADDRESS(If dlf/eront/rom Control/In• Olllce) 15. SECURITY CLASS. (ol th•• r~port) UNCLASSIFIED 15a. DECL ASS& FICATIO"'I DOWNGRADING·-SCHEDULE II. DISTRIBUTION STATEMENT (ollhle Report) 11 811 STATEMENT -OFFICIAL/OPERATIONAL USE 17. DISTRIBUTION STATEMENT (of lito obotraet ontorod In Bloelc 20, II dltferonl from Report) 11. SUPPLEMENTARY NOTES / KEY WORDS (Conrlnuo on,.,.,•• eldo tl noc:oee..,. and ldenrlty.by block ""?'bar) 19. ABSTRACT (Conllnuo on,.,.,•• -'*IIneco..llf}' and /deniiiJr by ltloclc.numbor) 20.Handbook addresses questions frequently asked by Air Force officers about career Handbook is organized intodevelopment in the public affairs career specialty. chapters dealing with career development programs, assignments, officer effectiveness reports, and general roles and responsibilities. A glossary of applicable terms and an index are appended. DO 1473 UNCLASSIFIED 62 .------------------wl j • ' I l I I 1 t i j 1 I i PREFACE 63 Most Air Force Public Affairs Officers (PAOs) don't understand the personnel system that promotes and reassigns them. Equally confusinq are the programs designed to develop their careers and enhance their personal and professional fulfillment. These observations were confirm ed in literally hundreds of career counseling sessions and twice as many telephone conversations during my assignment as Chief of Palace Public Affairs (PA) at the Air Force Manpower and Personnel Center (AFMPC). This handbook is designed to add understanding and unlock many of the mysteries of career development in the Public Affairs career field. This document will be published as a PA handbook after review and approv al of content by AFMPC. The primary source of facts and information in this handbook is my professional background. In addition to the two years I served at AFMPC, r have served in the Public Affairs career field for ten years. My assignments have ranged from Base Chief of Public Affairs (stateside and overseas) to four years in the Secretary of the Air Force Office of Public Affairs (SAF/PA) in the Pentagon. My last year in the Pentagon I. served as Special Assistant to the Director. I also completed an Education With Industry (EWI) tour with AIR FORCE Magazine during my years in Washington, D.C. My undergraduate degree is in graphic design from the University of Texas. I received a Master of Science in public relations (summa cum laude) from American University. I received the Arno H. Luehman Scholarship in conjunction with completing the University of Oklahoma,Short Course in Communication in 1975. These assign ments have afforded me a broad perspective of PAOs and the elements essential to their career development. I trust that much of my experi be shared with you through the pages of this handbook. ence can 1 wish to thank the following people for their help and encouragement during the researching, writing and publishing of this work: Major Ted Tilma, Chief of Palace PA, for his sponsorship and constructive sugges tions; 2nd Lt. Frank Stanley, Deputy Chief of Palace PA, for his re search support and keen editorial ski 11 s; Majors Tom Mahr and Dave Kraus, PAOs currently attending ACSC, for their interest, ideas, and comments; the 315 PAOs who responded to my questionaire concerning the utility of this handbook and questions it should address; and Major Wade Taylor, my faculty advisor, for his thoroughness in directing the overall effort and his super helpful comments. Finally, my greatest thanks go to my wife, Suzanne. Her prayers, encouragement and patience have been an important part of all my studies at ACSC, but most particu larly the completion of this handbook. Major Charles G. Tucker, USAF Air Command and Staff College June 1982 64 Everything you ever neededlo know aboul..• TABLE OF CONTENTS . 65 iv Preface. • Chapter One -Introduction About This Handbook. 3 . . . 3 Using The Handboo-k • Some Ca.utions and Limitations . 3 4 The Final Test . Chapter Two -The Environment 7 Introduction . . 7 Career Development . 8 Responsibilities. 10 Additional Sources • .• 10 Sumnary. -Chapter Three -Career Development Programs 12 Introduction • . . . Education and Training. • . . 1414 Professional Military Education. 15 Defense Information School . . Air Force Institute of Technology 16 16 Oklahoma University Short Course . . . . . . 17Foreign language Training. Defense Officer Pe.rsonnel Management Act. 1718 Air Staff Training Program 19 White House Fellowship. 19 Research Associates. . . 19Career Broadening . . 20 Sunmary. . • . • ·. Chapter Four -Assignments 23 Introduction • • 23Reassignment logic • • • 24 Reassignment Considerations • 25 Timing • . • • • 26Selection Process • 26 Assignment Cycle. 26 Options. . . . • . Educational Deferments. . 2727 Assignment Selection Date. . 27 Nominate vs. Select and Assign . 28 Orders . • . 28 Tour.lengths •.•.• 29 lieutenants• Assignments . 66 ConUS Assignment Exchange Program . • 29 Join-Spouse • • • • 29 Overseas Assignments . .. . 34 Dependents Overseas. . 34 Departmental/Joint • . 34 Pentagon Assignments • • 35 AF -FORM 90. . 36 Summary. .38 Chapter Five -Promotions Introduction . . . 41 Timetable . . • . . ~ • 41 Promotion Opportunities • • 42 PME and uraduate Education • • 42 Records Review • • • • .. _.. . 43 Official Photographs . . 44 Promotion Board Proceedings • .. . 44 Sunmary. • .44 Chapter Six -Officer Effectiveness Reports Introduction • • • • • 55 Inflation and Controls. . . • • • 56 Rating Officials' Respons1M11ties. • 56 OER ''Effective Writing11 • 56 • AF FORM 707 • . . . . • • 58 Ratee Identification Data • • • 58 Job Description • • 59 Job Knowledge . • • • .60 Judgment and Decisions . . 61 Plan and Organize Work·. • 61 Management of Resources. . 62 leadership . . . . • 62 Adaptability to Stress • .. . 63 Oral Conmunication . • 63 Written Communication . • 64 Professional Qualities • 64 Human Relations . . • . • 65 Assignment Recommendations. • 65 Evaluation of Potential. • 66 Rater Comments. . . . • . . . • • 67 Additional Rater and Indorser Comments. . 69 Summary. . 70 Chapter Seven -Final Reflections Introduction . . . 73 Tips For Success. . 73 AppendicesGlossary of Terms • 76 Index . • 78 67 Notes • 80 Feedback Form • 68 Ar\ncr '(Vu~on attmr jfar,far a\uap... INTRODUCTION CH/\PTER 1 69 Studies beget Studies beget "Studies begetStudies etc. ·..,. ·:._-.•.. ':· 10 ABOUT THIS HANDBOOK This handbook is a compendium of information about YOUR Air Force career. It contains answers to a collection of questions recommended by a randomly-selected group of PAOs. Its purpose is to give you a more comprehensive knowledge of career development by acquainting you with various subjects that influence and make up your Air Force career. The handbook is written for use by PAOs in the grades of Lieutenant through Lieutenant Colonel, although more senior officers will find it helpful as a reference or counseling aid. The need for this handbook was assessed by asking 400 PAOs, 11 Would a handbook on career development be a help to you? 11 11 If so, what questions should it answer?11 A large majority (315 PAOs) responded in the affirmative. Most respondents offered recommendations on the handbook contents. The result hopefully will be a useful, concise source of information that will enjoy a long shelflife and lots of use by its intended audience. USING THE HANDBOOK This handbook will complement the information you receive from your local personnel office and AFMPC. The handbook is organized into chap ters which discuss the major elements of successful career development. A glossary of terms and index are appended. The handbook can best serve you by being kept in a convenient desk drawer where it is readily avail able when you have questions. After you have used the handbook and be come famili3r with its contents, please use the feedback sheet on the last page to record comments and suggestions worthy of being included in a possible future update. SOME CAUTIONS AND LIMITATIONS For all the handbook includes, it is not a panacea that unlocks the mystical door of success or wisdom in the realm of career development. No handbook can be so exhaustive or thorough. The handbook is meant to be a source of information and guidance: just one of many such sources you should consult regularly. Other sources are your boss, your peers, and the subject matter experts at the local Consolidated Base Personnel Office (CBPO), AFMPC, and higher headquarters. You should recognize that implementation of policy may vary between Major Air Commands (r·1AJCOMs). Knov1, too, that differences in personalities and professional 71 mindsets among the people you work for will alter their ordering of priorities for achieving success as an Air Force PAO. Given all these variables, the 11 Common sense11 content of this handbook should still keep''the big picture,. of career development clear in your mind. THE FINAL TEST lime is this work's worst enemy. I've attempted to treat time-sensitive subjects accordingly. Still, in a changing Air Force, parts of the handbook may be overcome by events and pass into obscurity. t trust that future articles in the PUBLIC AFFAIRS PROGRAM BULLETIN and periodicupdates from Palace PA will extend the shelflife of the handbook. If, in its lifetime, the handbook can answer your questions, arrest yourfears of the.unknown, or create in you an awareness or an inquisitiveness you pass to the next generation of PAOs, then its purpose will have been well fulfilled. I trust your career as a PAO will be as excitingand challenging as mine! · 72 THE ENVIRONMENT ULWTER 2 -·-----··---------73 ··-· .. ________. -· . _ The • hll1Th'lll racel1as •one• ereally effective weaf'on elnd •.that•h,••• Laftgiter. .. ~ INTRODUCTION Career development, like leadership and success, is a hard-to-quantify commodity. A personnel planner at Headquarters USAF in the Pentagon will define career development one way. The PAO at Norton AFB, who has just been told she's been selected to serve a remote tour at Osan AB, Korea, will have an entirely different definition. Yet, if we are to truly communicate on such a nebulous subject, our initial concern must be to achieve a common definition. We must also reach an agreement on the roles and responsibilities of the key players in career develop ment. This chapter is designed to define career development (for the purpose of this handbook) and pinpoint roles and responsibilities, with special emphasis on those of the PAO and Palace PA. It lays a foundation on which subsequent discussions of career development programs, assignments, promotions and evaluations will be built. · W/ta.-( i6 c.MeeJr. development? Simply stated, career development is the way the Air Force makes sure you are available and qualified to take on the responsibilities inherent in future Air Force needs. To prepare you for these additional responsibilities, the Air Force provides you opportunities for professional and intellectual growth. These opportunities include: • Developing your qualifications to meet current and forecasted Air Force needs. 1 Filling experience gaps needed to improve your performance and encourage your professional advancement. • Providing the training and rotation of assignments needed to develop your capabilities. • Insuring you have an opportunity to compete for positions which satisy your career goals. • Insuring adequate information is available to allow you to plan your career realistically. • Encouraging officers who demonstrate outstanding potential to stay for a full military career. 75 Who .i6 _'!:~POM-ible. nolL my c.aAe.e.Jt de.veR..o~e.n..t?_ Your career is developed through several avenues, including your efforts and those of your commander or supervisor, your major com mand (MAJCOM) of assignment, and Headquarters USAF. Although the Air Force recognizes and accepts its responsibilities for a part of your career development, the ultimate responsibility is vested in you. It can•t be forced on you, yet your initiative in taking advantage of the opportunities available to you will be the most important factor in determining the relative success of your career. Career development isn•t new. It has always occurred at everylevel of command •. Until the late 60 1 s, the Air Force developed most of its PAo•s through informal, unit-level programs. The philosophy at that time was that by exposing officers to an operationalenvironment and on-the-job training, they would develop the required professional and technical skills. The Air Force of the ao•s has more sophisticated leadership needs which require a formal career development program. The Air Force Manpower and Personnel Center (AFMPC) administers the program.Included in AFMPc•s career development program are assignments, educational and training opportunities geared uniquely to each career field and a promotion program that allows officers to competeagainst their peers Air Force wide for increases in rank and pay. What c.o~ide.!Ldtionh aAe. given to the. unique. ne.e.d6 on the. Publ-ic. A66~ AFSC? AFMPC provides for the unique progressional growth pattern of every Air Force specialty. The career development pattern for the Public Affairs career field, for example, shows the general timeframe when PAOs should move among the various education and training options and be assigned to command billets or special duty assignments in the Pentagon. The proper sequencing of these moves is required to insure the PAO receives well-rounded career enhancement and exposure. AFMPC is made aware of the unique needs of the public affairs career field by a PAO who is assigned as personnel resource manager for the career field. But, this has not always been the case. Before 1967, when career development responsibilities were vested at the local unit, the assignments for PAOs were handled at AFMPC by personnel officers and technicians. The pre-1967 assignment process did not always give full consideration to officers• individual desires (other than overseas volunteer status) or career development needs. As a result of these limitations, AFMPC established an Officer Career Management Division. In August 1968, a PAO was assigned to AFMPC with primary responsibility for general career development of his fellow PAOs in the grades of lieutenant through l·H:!utenant colonel. Assignments, however, were still handled by a personnel officer. 76 Palace INFO, the predecessor to Palace PA, was established at AFMPC in July 1971, and assumed responsibilities for management of-all PAO career development. Ultimate approval of assignments, however, was .. st i11 the respons i bility of a personne1 officer assigned to oversee several Palace teams. In July 1975, the Palace INFO team chief was given full responsibility for both assignments and career develop ment of PAOs. A personnel NCO remained on the team as policy advi sor.. In 1978, responsibility for career development and assignment of enlisted members of the public affairs career field was added to the Palace INFO charter and a senior-level public affairs NCO was added to the team. Whctt Me. Palace. PA' .6 Jr..e..6pon.6ib~e..6? The chief of Palace PA is your primary counsel concerning your career development. Palace PA advises PAOs on career plans and directs career development actions such as: 1 Initiating and processing reassignments. 1 Nominating officers for assignment to Air Force Institute of Technology (AFIT} programs. 1 Selecting officers for public affairs·unique training programs. 1 Recommending officers for Professional Military Education (PME) (except for Squadron Officer School). • Monitoring eligibility for promotion and augmentation into the Regular Air Force. 1 Monitoring overall Air Force manning for the public affairs career field. • Matching job vacancies with PAOs who are eligible and q·ual i fied for reassignment. 1 Approving or denying requests to enter or leave the public affairs career field. 77 The Palace PA team chief is the focal point in the per~onnel corllmunity for matters relating to career development of the pub! ic affairs career field. While he works i.n a personnel organization, for personnel bosses, with a personnel mission, he is also responsible to the functional manager of the career field--the Air Force Director of Public Affairs (SAF/PA). Thus, when there are differences of opinion between the functional and personnel coiT1Tlunities, it's his responsibility to mediate those differences. It's a tough, but rewarding job and one that's filled by an officer carefully selected with the concurrence of the senior leadership of both communities. WheJte C.an 1 go 6oJt a..d.d.U.ionai. -in6o!Urla;tion 011 c.Mee.ll. de.velopme.n-t? Begin by expressing your interest to the Customer Service Center of your local Consolidated Base Personnel Office (CBPO). In addition to local or MAJCOM-unique publications recommended by the CBPO, review the following Air Force publications (available at the Customer Service Center: • AFR 36-1 Officer Classification. 1 AFR 36-20 Officer Assignments. 1 AFP 36-22 Officer Career Information. 1 AFR 36-23 Officer Career Development. Finally, tell Palace PA of your particular interests and ask them to recommend additional sources of information. SUMMARY Because of the conceptual nature of career development programs,this chapter has been of necessity broad. The primary aim of this chapter has been to point out that the Air Force has an organized career development program. It is administered to meet the uniqueneeds and interests of each career field and the officers assignedto that AFSC. The program has many players. In the final analysis, you are the key player in your career development. No matter how complicated or comprehensive the Air Force career development program may appear to be, it will be no better or achieve no higher degree of success 'than your personal involvement will allow it to. PAOs who define their career goals, develop a plan for attaining them and work with Palace PA can achieve, in a relative high percentage of cases, those goals. The experts at Palace PA have a strategic perspective of the career field that no one else, including the Director of Public Affairs, can share. Work WITHIN the system so that advantage is working FOR, not AGAINST,you. 7ij_ t TECHNICAL TRAINING COURSES t PROFESSIONAL MILITARY EDUCATION t PROFESSIONAL DEVELOPMENT COURSES t CAREER BROADENING t LANGUAGE TRAINING t AFIT GRADUATE DEGREES t EDUCATION WITH INDUSTRY I AIR STAFF TRAINING PROGRAM I OKLAHOMA UNIV, SHORT COUR~E -AND MUCII MORE - CAREER DEVELOPMENT PROGRAMS CHAPTER 3 79 ---·--------·-·- An expert doesn't know anymore than you do. He is merely better organized and uses slides. -Mahr' s Law 80 INTRODUCTION This chapter explains programs designed to increase your professionalism as an Air Force officer. Also discussed are programs and opportunities to make you a more competent PAO. Application procedures for each program are included. Not all career developing programs discussed in this chapter will be applicable to your professional needs and personal desires. In determining the appropriateness of each program for your career pattern, you should consider two factors. These are: 1 The Air Force mission. Every career development program must be evaluated in terms of how it supports the Air Force mission. Response to mission needs will always receive priority consideration. • Your personal desires. The Air Force personnel community will always weigh your personal desires against Air Force mission needs. When there is no conflict, the decision will most likely favor your personal desires. When there is a contradiction between the two, a more detailed inspection of all the factors involved will be made. With these two considerations in mind, you can examine each of the various programs discussed in this chapter and gain a more realistic assessment of which ones should be an "absolutely required" part of your career plan, and which ones are, for you, "nice to have's." After discussing PAOunique programs, the chapter closes by discussing factors to be considered in career broadening to another Air Force career field. * * * Rl Wha.t educ.ati.on and .tJr.tLi.rU.ng pJr.og~ Me a'-!__~(~'!:~~c~.--~~c:_ !'AO~? (Author's note: Within the Air Force, there is widesrrerld discussion about what constitutes a "training" program vs. an "education" program. For the sake of clarity, we avoid the issue here and choose, instead, to divide the programs according to the nature of the subject matter covered. Professional Military Education Courses are those dealing with broad, general knowledge of the Service. Pro fessional Growth courses concern themselves with perfecting PAD unique skills.) Education and training available to PAOs fall into two broad categories. The first is Professional Military Education (PME). Included here are Squadron Officer School (SOS), Intermediate Service Schools (ISS), and Senior Service Schools (SSS). A second category called Professional Growth includes Defense Information School (DINFOS) Basic Officer Course, Broaacast Officer Course, and Public Affairs Seminar and Air Force Institute of Technology (AFIT) courses. AFIT includes graduate degree programs, and Education with Industry (EWI) assignments. Other Professional Growth courses are the Oklahoma University Short Course in Communication, Foreign Service Institute {FSI) area studies programs (for selected PAOs being assigned overseas), Air Staff Training (ASTRA) program, and foreign language training courses (for PAOs being assigned to selected positionsoverseas.) Details on education and training programs, includingeligibility criteria and application procedures, are included in AFM 50-5 and Chapter 2, AFR 36-23. (See more detailed answers to questions which follow.) How .impoJLta.n,t .i.6 c.omple.:Uon o6 PME c.oi..Vt.6v.? You are expected to complete all levels of PME at appropriate phasepoints in your career. You can complete the courses in residence,via seminar program, or thru correspondence courses. Completing a course by seminar or correspondence does not preclude attending in residence. Actually, such attainment may-enhance your opportunityfor being selected for in-residence by demonstrating your initiative to voluntarily enroll in the course. You should enroll in Squadron Officer School (SOS) via correspondence not later than two years after entry on active duty and complete the course prior to your first consideration for Captain{upon completion of 4 years commissioned service). SOS resident quotas are distributed to the MAJCOMs and Separate OperatingAgencies {SOAs) on a fair-share basis, determined by comparing the number of officers eligible in each command to the total number of officers eligible Air Force-wide. MAJCOMs hold central selection ba.rds to designate officers for attendance, or they delegate selection to the wing/base level. Selection is on a best-qualifiedbasis and maY. be quite competitive. A small number of quotas are centrally controlled by AFMPC for officers to attend TOY en route 82 on a PCS move between commands or overseas. You may apply to attend TOY en route through the AF Form 90 or by. notifying Palace PA. (For information concerning MAJCOM quotas, talk with your local CBPO Classification and Training unit. Other useful refer ences concerning SOS are AFR 53-8, AFM 50-5, and AFR 36-23.) You should enroll in Intermediate Service School (ISS) (Air Command and Staff College or one of the other Service's ISS) via seminar or correspondence by your eighth year of service and complete it before you are considered in the primary zone for major. In conjunc tion with your selection for promotion by the major promotion board, you will also be cons.dered by the ISS nomination board for ISS in-residence attendance. If selected to attend school, you will be considered for actual attendance every year for the next three years until you attend, your eligibility period expires or your eligibility period is extended. You may indicate your choice of ISS via Form 90 for Air Command and Staff College, Armed Forces Staff College, one of the other Service's schools or a foreign country school. Palace PA can advise you on specifics. Generally, attendance at Armed Forces Staff College requires an indication from Palace PA that after graduation you will be assigned to a Departmental/Joint Agency. Sister service schools and those of foreign countries are usually reserved for officers on some sort of exchange program. If selected to attend ~ISS in residence, you most certainly should attend. Only the top 25-30% are selected to attend in residence. You will be considered for in-residence attendance at Senior Service School (Air War College, Army War Colle~e, Naval War College, Industrial College of the Armed Forces, etc.) by the Senior Service School selection board, immediately after being selected for promotion by the lieutenant colonel promotion board. A second consideration will be made in conjunction with your promotion to colonel, if you were not picked up as a SSS nominee by the lieutenant colonel SSS board or if you have not attended as a lieutenant colonel. Procedures and consideration for Air Force, joint, other Service or forei~n countries• schools are the same as for ISS. What V., VINFOS? DINFOS is the acronym for Defense Information School, a DOD-wide school operated by the Army at Ft. Benjamin Harrison, Indiana. DINFOS provides public affairs training for officer, enlisted personnel and civilian employees. Completion of the DINFOS Basic Officer Course is mandatory for award of the fully qualified 7924 or 7916 Air Force Specialty Code to all new QAOs entering the career field. Officers selected for assignment to·-Arrrted Forces Radio ~ and Television Service (AFRTS) outlets and to Conu~ installations operating closed-circuit radio or television outlets usually com plete the DINFOS Broadcast Officer Course. Senior PADs--majors and above--are selected by MAJCOMs to attend the Public Affairs Seminar, 83 an advanced 5-day program conducted twice annually by DINFOS. Infonnation concerning availability of student quotas for all courses and seminars may be obtained from Palace PA. 1he DINFOS crest io; a white shield with a disk of blue at its center inclosing three white stars. Extending from the disk are three rays.of blue that reach to the upper left and lower right corners of the crest. Atop the emblem a golden lamp of knowledge sits on an escutcheon or wreath of blue and white. The words: "Defense Information School," hangs from the bottom of the shield. The crest colors were taken from those of the Commonwealth of Pennsylvania the site of the school. The disk is symbolic of the world, the color blue represents truth, while the rays are emblematic of the truth that can be spread over the world. The stars represent the departments of the Army, Navy, and Air Force. What AFIT P4ognam~ a4e available to PAO~? AFIT masters degree programs, as well as Education With Industry (EWI) programs,are available for PAOs. Officers are selected for these programs on a competitive basis by an AFMPC board. If interested, you should visit your base education office and establish your academic eligibility for graduate study. Typically, captains and majors are selected for AFIT graduate study programs in public affairs disciplines including journal1sm, mass communication, broadcast management and public relations. Captains, majors and a few lieutenant colonels are selected for the EWI programs which focus on magazine management, public relations, broadcasting, and corporate conmunication. Be sure to indicate your volunteer status for AFIT graduate study and EWI on your AF Form 90. How c.an I get .!lei.ec;t.ed 6M. the O.U. Sho4-t CoWL6e? The Public Affairs Officer Short Course is an 8-week TOY program at the University of Oklahoma (O.U.) in Norman, Oklahoma .. Graduates receive 8 graduate school credit hours from O.U. Honor graduates compete annually for the Arno H. Leuhman Scholarship which is· sponsored by the Air Force Association. The scholarship includes a cash stipend to support further independent (non-AFIT) graduate studies in conmunication. · Career officers (captains and above) with at least two years in Public Affairs .are selected for the O.U. Short Course by a board held annually in the spring at AFMPC. MAJCOM nominations are solicited when the board dates are announced via message. 84 (See AFM 50-5 for specific application instructions.) ~e theAe any Fo~eign Language Co~~ available to PAO~? Foreign language training is given only to PAOs selected for a few critical overseas assignments where language ability is required upon arrival. Officers identified for this training are scheduled by Palace PA for language training at the Defense Language Institute, Monterey, California. All other PAOs should learn host-nation language on their own. Wha.t L6 VOPMA and how do~ .U a6 6ec.t me? The Defense Officer Personnel Management Act (DOPMA) updates and standardizes current law relating to officer appointments, promo tions, separations and retirements. Under DOPMA, active duty Re serve officers will continue to be governed by policy established by the Secretary of Defense. The length of time these officers may serve is not expected to change. However, effective 15 Septem ber 1981, Reserve officers on extended active duty are no longer considered for Reserve Officer Personnel Act (ROPA) promotions. Reserve officers now compete for active duty promotions along with Regular officers in a single permanent system. Also under DOPMA, length of career is affected by the type of com mission held. By law, Regular officers selected for lieutenant colonel may serve for 28 years, while colonels may serve for 30 years. By policy, Reserve officers are limited to a 20-year career. Tenure may, however, be extended in some cases to meet Air Force requirements. Reserve or Regular officers not selected for promo tion to lieutenant colonel may remain on active duty until they are eligible to retire. Regular officers selected for permanent major, prior to 15 September 1981, may serve to 21 years. The tenure of Regular officers would be protected if a reduction in force (RIF) were required in the future. Reserve officers, however, serve at the discretion of the Secretary and may be involuntarily released if no longer needed. Under DOPMA, Reserve (Line) officers will continue to have opportunities for Regular augmentation in conjunction with promotion to captain, and at the five and seven-year points. In addition, Reserve officers selected for major, lieutenant colonel, or colonel 85 will be offer~d a Regular appointment, if otherwise eligible. The rules for post-retirement government employment are different for Regular and Reserve officers. AFR 30-30, Standards of Conduct, outlines the restrictions arising from the conflict of interest laws. In addition to these laws, the Dual Compensation Act and the Civil Service Refonn Act prohibit combined military retired pay and federal civil service salary for Regular and Reserve officers from exceeding the pay for Executive Level V. Further, retired Reserve officers are exempt from this dual compensation limitation. (Your CBPO can clarify questions on most matters concerning DOPMA, and Regular and Reserve appointments. If you have a more detailed question, ask Palace PA to refer you to the appropriate office at AFMPC.) Wha.t i6 ASTRA and how do I a.pply? The Air Staff Training (ASTRA) Program is an excellent career development opportunity for junior public affairs officers. The object of ASTRA is to develop a pool of potential future Air Force leaders by stimulating their early growth. Under the auspices of ASTRA, selected company grade officers are exposed early in their careers to the complexities of HQ USAF decision-making activities at the Pentagon, AFMPC and the Air Force Safety and Inspection Center (Norton AFB, California). The deadline for applying for the ASTRA program is usually in November, two years before you want to attend (i.e. November 81 for summer of 83 entry). The selection board is held in December.Announcement of the ASTRA selectees is made through the CBPOs the following January. If you are eligible, and wish to volunteer, submit a completed AF Form 90 to your CBPO indicating ASTRA volunteer status in block 38 (Special Duty Application Block). Eligibility requirements may change, but generally require: 1 Four to five years commissioned experience. 1 If serving in the Continental US (ConUS), have one year timeon-station as of application. 1 If servin.9 overseas, have a Date Eligible to Return fromOverseas (DEROS) 1n the year you desire to enter. • Have completed Squadron Officer School in residence or by correspondence. 1 If rated, have at least three years rated experience since completion of Undergraduate Navigator Training (UNT) or 86 Undergraduate Pilot Training (UPT). • If previously assigned to an Air Force Institute of Technol ogy (AFIT) program, have three years experience since completion of the last AFIT tour. (If you have any questions concerning application procedures or eligibility criteria, write or call AFMPC/MPCRPC2 at AUTOVON 487 4053.) What -iA the. WWe. Hou.6e. Fe.U.oW6h.<.p PJLogJtam? While the White House Fellowship (WHF) program is not an Air Force program, it is supported by the Air Force. The program offers a unique opportunity to serve for one year as a special assistant in a Cabinet level agency, in the Executive Office of the President, or with the Vice President. If you desire additional information, write: The President's Commission on White House Fellowships1900 E. Street, N.W., Room 1308Washington, D.C. 20415 What -iA the. Re..6e.aJr..c.h A6.6ocia.te..6 PllogJtam? The Research Associates (RA) provide a means of exchanging information between the military and civilian. sectors on military issues and policies. This exchange is accomplished by assigning 10 to 14 field grade officers to selected civilian study centers and univer sities concerned with national defense policy and strategy. Aboard convened at AFMPC identifies potential candidates. The normal tour for RAs is one academic year--from August to June. Follow-onassignments are nonnally in the "political-military affairs" c~reer field or your primary career field at HQ USAF or equivalent level staff positions. You may apply through your CBPO via your AF Form 90. Indicate RESEARCH ASSOCIATES volunteer status in block 38 (Special Duty Application Block). (Eligibility criteria andapplication procedures are in AFR 36-20, Paragraph 8-35. For addi tional information contact HQ AFMPC/MPCRPC2, AUTOVON 487-4053 or HQ USAF/XOXID, AUTOVON 227-0213.) There are probably as many arguments for as against career broaden ing. Some might say the ability to show outstanding performance in more than one AFSC would be to your advantage promotion-wise. Yet, there is no conclusive evidence to support that officers who did 87 consistently jUperior work in more than one career field fared any better before promotion boards than officers who consistently did a super job in one AFSC. Some officers prefer the challenge of a new environment, a new mission and a new perspective on the Air Force. Career broadening will give you all those things. Concurrently, going into an unfamiliar job means you will be competing, initially, with officers who have a lot more experience in the career field. That could put you at a temporary disadvantage in terms of vying for a key job or promotion. Some officers WILL be career broadened whether they want it or not. A good explanation of why we have involuntary career broadening is found in AFP 36-6, Vol II, Support Officer Assignment Information Directory. The pamphlet also explains how the decision is made concerning who will career broaden, and concludes with comprehensive fact sheets about most of the career fields open for career broad ening. Ask to see a copy of AFP 36-6, Vol II at your CBPO Customer Service Center. And, for the latest information about career broadening for PAOs, telephone the experts at Palace PA. SUMMARY This chapter has examined the two major categories of career development programs for PAOs. You've learned that Professional Military Education is administered on a MAJCOM or Air Force-wide basis. ProInformation about PME can be obtained from your local CBPO. fessional Growth courses are, for the most part, administered by AFMPC. Call Palace PA if you need additional information about these PAO-unique schools and courses. Whether your Air Force career lasts four or forty years, in one or a dozen career fields. there will probably be more career develop ing programs than you'll be able to avail yourself of. New ones are added and existing ones deleted each year to meet changing Air Force needs, fiscal guidelines and personnel policies. The Public Affairs career field has an abundance of diversed programs. It behooves you to be familiar with each program in the career field, not only for your own development, but also for the benefit of young. inexperienced officers working for you now and in the future. 88 ASSIGNMENTS CHAPTER I I I 4 I I 89 I DID YOU KNOW ••• SERVICE MEMBERS STATIONED OVERSEAS HAVE 24-HOUR TELEPHONE SERVICE AVAILABLE WITH THE AIR FoRCE f1ANPOWER AND PERSONNEL CENTER AT RANDOLPH AFB, TEXAS. SERVICE MEMBERS CAN CALL AUTOVON 487-5861 ANY TIME. JUST LEAVE YOUR FULL NAME, GRADE, SociAL SEcURITY NUMBER, AIR FoRcE SPE ciALTY coDE, MAILING ADDREss, AND AUTO VON NUMBER ALONG WITH SPECIFIC DETAILS OF PROBLEM OR REQUEST. AN AFMPC REPRE- SENTATIVE WILL CONTACT YOU • 90 INTRODUCTION Along with the career development programs discussed in the last chapter, the Air Force assignment system plays a key role in your career development. An understanding of the system is essential if you hope to assist AFMPC in selecting future assignments that meet your professional needs and satisfy your personal desires. This chapter dissects the Air Force assignment system into small, easy to understand decisions and operations. Then, through a series of specific questions on assignment actions, the · chapte.r traces the assignment seqP~nce from the time a forecasted vacancy appears on the 11 books 11 at Palace PA until an officer is identified to fill the vacancy. The chapter includes answers to questions about how PAOs are selected for assignment overseas and to the Pentagon. Also included is an explanation of Air Force policy concerning join-spouseassignments. The chapter finishes with the 11 gospel 11 on how to communi cate your assignment preferences to AFMPC via AF Form 90. * * * Why do I have to be 4~~igned? The rudimentary answer to this often-asked question is to meet Air Force needs created when PAOs return from overseas assignments or when they separate from the Air Force or retire. Reassignments are also required to fill vacancies created when PAOs are selected to further their education, either professionally (PME) or academically through the Air Force Institute of Technology (AFIT}. Also, PAOs completing Pentagon and joint service or other controlled-lengthtours must be replaced. Not so obvious is that while Air Forcepe;·sonnel strength has generally declined since 1974, the number of Air Force PAO authorizations has increased. These additional authorizations must be filled from the pool of available active duty PAOs. Finally, authorization changes occur when a unit moves or a base is closed. Changes in mission may create or delete PAO autho rizations (such as creation of PAO authorizations to support the Bl program and deletion of PAO authorizations in the MX program}. When unit moves, base closures, or changes in mission result inreduced authorizations, surplus officers are reassigned to fillrequirements elsewhere. When moves and changes result in increasedauthorizations, PAOs must be reassigned to fill the new jobs. (Author's note: Additional information on the logic of reassign ments is found in the answer to the next question.} 91 Wha.:t C.On4.i.deJla.t.ion6 go into .&e..le.W.ng me. noll lle.Ml>igmne.n:t? AFR 36-20, Paragraph 1-1 explains four important factors considered in all reassignment decisions. First and foremostarethe mission needs of the Air Force. The needs are expressed in terms of uniquerequirements for a particular job. Some examples of these requirements are grade, experience needed and responsibilities. Also, your availability to fill the job and your personal desires to be reassigned are considered. Thus, the primary factor in assignment selection is mission needs. The second parameten availability, encompasses a number of jobconsiderations. The officers first considered for reassignment into forecasted vacancies are those completing a controlled tour because they must be reassigned. Next are the officers who meet time-on-station requirements to be moved to another ConUS .assignment or overseas. If none of the officers 1n these two categories meet the qualifications forthe job being filled, Palace PA selects a qualified officer who doesn't meet the normal time-on-station minimum. Often, organizations with a vacancy identify an officer by name who is their 11 ideal choice .. for the job. Palace PA must then decide if the requested PAO best satisfies the job-officer match when compared to all other available PAOs. Inherent in the whole selection process are the qualifications of officers available for reassignment. Education, experience, training and performance are a few of the factors. If you don't meet the qualifications for a job, you simply aren't considered for it. Another parameter is your individual desires. The primary ·tool for. you to express your individual desires is Air Force Form 90. (The form is explained in detail at the end of this chapter.) Also, stay in telephone contact with AFMPC to remind them of your interests in a particular job or location. · THE AUTOVON NUMBER FOR PALACE PA IS: 487•4051 92 Assignment selection also considers your individual career progres sion. This factor is a matter of timing in most cases. There is no one-correct path for career progression. Timing is keyed to your personal and progessional growth, capabilities, grade, and the opportunities available to you. Your career progression will vary based on your unique experience and individual career goals. Palace PA will work closely with you to determine where your next assignment should be and when the move should be made. (Author's note: AFR 36-23, Chapter 40, is a career progression guide for the 79XX career field. I have not included a copy here because the chapter is currently being rewritten to reflect changes fnom "Infonnation" to "Public Affairs" and to incorporate statistical updates. You should make a copy of the new Chapter 40 and append it to this handbook. Remember, Chapter 40 is to be used as a guide, not a blueprint to be followed by every PAO.) When witt 1 be looked at no~ ~~~ignment? If you are currently assigned to one of the more common controlled tours (SAF/PA, Air Staff, Office of the Secretary of Defense/PA, overseas,or education programs (PME/AFIT/EWI)), you'll be in a "must move" status at the end of your tour and can count on being reassigned unless authority to extend your assignment is granted. A controlled tour at MAJCOM level is a different matter. When your MAJCOM tour expires, you are considered available for reassignment, but you do not have to be reassigned. Lastly, you may not be on a controlled tour at all. Most PAO assignments fall into this category. PAOs on uncontrolled tours will usually remain at that job for 3 or more years before reassignment to another stateside job. For assignment overseas, (if you are a volunteer) you need only one year at your current base before you may be moved. If you are a nonvolunteer and are selected as the most eligible, you must have 2 years (1 year for lieutenants) time at your current base before moving. You can see that time since our last move the ersonnel communit calls it 'time-on-station' is a key element 1n determ1ning when you w e moved. PAOs with most time-on-station, and qualified to fill the vacJncy will be the first ones selected to move. For overseas moves, averse~ dutyselection date (ODSD), and short tour return date (STRD) also play a significant role in who would be selected. Generally speaking, a PAO who has never been overseas will be selected over a PAO who has already completed an overseas tour. (Author's note: Time-on-station and overseas duty selection criteria are, at best, too complex for a short, concise answer. See AFR 36-30, Paragraph 3-5, and Chapter 4 for additional information.) 93 Who ~ele.ct6 PAO~ 6oll lr..e.46.6.ignme.nt? Generally, Palace PA selects officers for reassignment. When the decision is made to fill a vacancy, Palace PA reviews the qualifications needed for the job. Next, they examine the records of PAOs completing overseas or controlled tours and those with the most time-on-station to decide if any are qualified for the job. For officers identified as qualified, Palace PA then considers thecareer development aspects of the move and each officers• desires (as communicated via the AF Form 90). After all factors are con sidered, one officer is then selected to fill the vacancy. MAJCOMs and SOAs play an important role in the selection process. They assist Palace PA by identifying any unique qualificationsneeded for the job and sometimes may even screen potential candidates for qualification. Occasionally, MAJCOMs and SOAs will have a PAO within their command who satifies the requirement. Thatofficer will be given every consideration by AFMPC when filling the vacancy. By-name requests are an important source of information for Palace PA. Such requests communicate interest in a particular officer and while a by-name request will not in itself guaranteereassignment to a particular job, it will be given priority consid eration in the assignment decision. Wha:t .U meant b9 the. t:eJun "M~:{,gnme.nt Ctjci.e.?" The assignment cycle is the process by which AFMPC selects P.~Os to fill existing and projected vacancies. Generally, it begins by identifying a projected vacancy (about 9 months from the required fill date). Palace PA examines the particular requirements of the job, reviews the records of officers available for assignment, and decides who is most eligible. The chief of Palace PA then coordin ates the decision with the officer(s) · and units involved.. Afterwards, the assignment is finalized and entered into the Advanced Personnel Data System (APDS). The PAO selected is notified that he or she has been identified as the replacement. This completes the assignment cycle. Whe.n 1'm no.tifi,e.d o6 my a.6.6.i.gnme.nt, wha.t aiLe. m9 op.tionll ? Once notified, you have two basic choices--accept,or reject the assignment and separate or retire.· In some cases an active duty service commitment to the USAF may preclude you from accepting or rejecting the next assignment. In most cases you do have a choice.If your decision is negative, the required steps are clearly spelled out to you by your CBPO using AFR 36-20, Paragraph 1-13 (commonly called "the 7-day option rule.") Because of personal or family situations, you may be entitled to humanitarian deferment or Children Have A Potential (CHAP) assignment consideration. In either case, it is your responsibility to, present your case to the Air Force. Palace· PA and your CBPO can assist you. (See AFR 36-20, Chapter 5.) 94 How c.a.n my M~ignment be de6C?Nt.e.d W1U.l I complete. an o66-duty mM.t~ /Jiw91UUTJ ? The Air Force will, in some cases, defer you from permanent change of station (PCS} assignment $0 you can complete an advanced degree program. It is too late to apply once you have been selected for assignment, so you must apply before you are identified for reassignment. Work closely with Palace PA, your CBPO, and your base education office to insure your request for educational deferment is approved and posted to your personnel file. The rules and pro visions are clearly stated in AFR 36-20, Paragraph 3-26. (~hat .W an M~ignme.nt ~e.le.c.Uon date. (ASV)? The ASD is the date you are actually selected for an assignment. The important thing to remember about ASD is you can•t make certain requests after your assignment selection date. For example, requests to retire (except under 7-day option rule and certain specialized ci.~umstances) are not authorized. Detailed questions can be answered by your CBPO. This subject 1s covered 1n detail in AFR 36-20, Paragraph 1-12, and Table 1-2. What .W :the. cU'66e.JLe.nc.e. be.twe.e.n 11 nominate." and 11~e.le.c.t and au.i..gn? 11 "Nominate" and "select and assign11 describe the process by which PAOs are assigned. Some Air Force units, because of specialized mission or level of command, are authorized to review the records of officers potentially identified for assignment to their unit and to exercise final approval or disapproval authority over the assignment. Officers offered to these units are said to be 11 nomi nated ... AFR 36-20, Chapters 8 and 9 provide information and list the units with nomination authority (Some examples are: HQ USAF, Joint Chiefs of Staff, OSD, Defense Logistics Agency, Air Force Reserve Officers Training Corps (AFROTC}, USAF Academy (faculty, not PAO jobs)). All other units are in the "select and assign" category. In this second category, Palace PA reviews the require m~nts of the job to be filled, selects the most qualified PAO to 1ill the job and assigns him/her there. Gaining and losing units coordinat~ on the assignment, but have no authority to approve ordisapprOV0 the action. 95 How de• I a~_f mlj u't !,•_'l-6 !' Once coordination on your dssiqnment i'-cmTir:>tf'd at /\fl1PC, your servicing CBPO is notified of your ~election throuqh thf· 1\PDS or, if timing is critical, via message. A representative of the CBPO will contact you and from the date they notify you of your assign· ment, you have 7 days to either accept or reject the as~iqnment under the 11 7-day option rule" discussed earlier. If you accept the assignment, a CBPO staff member will meet with you to begin PCS processing. The CBPO prepares necessary orders. Usually this happens 4 to 5 weeks after notification i~ r~cPived by AFMPC. The bottom line is that the CBPO, not AmPC, J~r_ep_are_:;_p_c_s_o_r~e!S_· ~ha-t a.buu.t :toUII. i.e..ng:th-6? Four terms need to be understood. They are: • Maximum tours (for example, Air Staff, Joint Chiefs of Staff, etc.) require reassignment upon completion. • Minimum tours (for example, MAJC0~1 staffs) require stability for specified periods but do not require reassignment upon completion. PADs completing a miniwum tour are not auto matically considered for reassignment (see AFR 36-20, Chapter 9). NOTE: Controlled tour lengths vary by level of organization and mission requirements~ To determine the lenqth of any controlled tour ask your local CBPO. • Time-on-station requirements provide as much stability as possible for PAOs while reducing PCS costs. In general, the base residency requirement (for captains and above) for a PCS move from one ConUS base to another ConUS base is 36 months. The reside~cy requirement for a 9€$. move from the ConUS to overseas is 12 months for volunteers and 24 months for nonvolunteers. a Overseas tour lengths vary by location based on accompanied status and the type of tour established for the location. (Author's Note: Overseas tour length is another area where rules and policies are complex and potentially confusing. AFR 36-20, Table 4-1 gives the standard overseas tour lengths for countries with PAO authorizations. But, there may be exceptions. See your CBPO for details.) 96 M.e theJr.e any .6pecA..o..i piLoc.edulr.u on a.6~ignmen-U o6 Ue.utenatr.t6 f In general, lieutenants may not be reassigned (PCS) more than twice during their initial 4 years of service. This limitation does not include assignments for initial training such as OTS, DINFOS, etc. (See AFR 36-20, Paragraph 3-28 for more information.) How dou the ConUS A6~~gnment Exchange PILog!Lam wo~? Under the ConUS Assignment Exchange Program, you can swap assignments with another PAO. Ther~ are several restrictions and it is your responsibility to find someone to make the swap. Remember,also, the exchange of assignments is at no PCS or trainin~ coststo the aovernment. Applications are submitted to your CB 0 and approve by Palace PA. (See AFR 36-20, Paragraph 3-30 for complete details.) What dou jo~-~poU4e mean? (NOTE: The correct term is join not joint.) Air Force policy is to give military couples every opportunity toestablish a common household and to minimize family separation atleast to the degree exeerienced by other married members. This- policy must be viewed 1n the context of individual duty commitments,mission requirements, and equitable assignment consideration. Also, Air Force members married to other Service personnel have a responsibility to help minimiLe separation and understand that join-spouseassignments or stability cannot be guaranteed. When you discuss thejoin-spouse program with Palace PA, you must identify your spouse's grade, name, Social Security account number (SSAN), and AFSC so Palace PA can work with your spouse's career advisor. See the next page for additional information. * * * 'Trying to make sure we have the right people in the right jobs is about as close as any of us ever will come to prescience --foreknowledge of things to come. We try to match current and projected capabilities of people with current and projected requirements of jobs. It might be easier to predict tornados." Brig. Gen. Richard F. Abel 97 Author•s Note: The following article, Whither Thou Goest (from the December 1981 AIRMAN), gives an excellent treatment of joinspouse assignments. For additional infomat1on, review AFR 36-20, Paragraph 3-21, available at your local.CBPO. 98 .As their numbers grow. Air Force couples will increasingly face the dilemma. Wh. by Capt. Katie Cutler photos by TSgt. Jose Sanchez, AAVS The Air Force policy of assigning married couples in uniform together whenever manpower requirements will allow has worked well over the past few years--so well, in fact, that personnel officials are concerned they may not be able to meet the expectations of that growing number of military men and women. Although no dramatic change in the join-spouse assignment policy is forecast, the increasing numbers and the corresponding increase in grades of these couples in blue has made joint assignments a more difficult match. Resource managers at the Air Force Manpower and Personnel Center (AFMPC) at Randolph AFB, Thxas, are cenain that the process of matching skill levels and grade requirements for two people at the same location will become even more difficult as the numbers and grades continue to rise. The number of military couples in the Air Force now exceeds 21,000. "That's over forty-two thousand individuals to assign in pairs," emphasized Capt. Robert A. Hooper. chief of women's assignment policy at AFMPC. "We work hard to keep couples together-hard enough to keep a pretty high joint assignment success rate," Hooper noted. "Unfortunately. many couples now feel that a join-spouse assignment is virtually guaranteed, and that's not the case. Assignments are based upon skill and grade requirements. Whether you're married and who you're married to--civilian or military-is secondary." · Military members with civilian spouses--the so-called traditional famil;es--have faced family separations in the pa~t and will umtinue to do so in the future. Although the number of military couples has doubled ova the past five years, AFMPC's success in assigning them together has grown to nearly 95 percent. But while the numbers have been increasing, the couples have also· been rising in the ranks. That compounds the problem, because the availability of job slots becomes more limited as either officer~ or NCOs become more senior in rank. With these limiting factors in mind, AFMPC launched an information campaign this summer to ensure that couples understand the joint assignment program, how it works, and how couples in blue can en~ure that they are considered for a joint assignment. News stories and fact sheets underscored the bottom line: Air Force requirements determine assignments: no guarantees can be made to couples. "Because we've been so successful in the past,. many manicd c0uplcs have come to expect joint assignments as their right," Hooper continued. "Young men and women make L·areer 'cp:•rations arc a fact of military life. But ,., . "". tl;.· ·\ir I-oree must mat~:h as,ignment needs for l•••lh "'''1111•..:1' ol a military coup1c. separations for them "'·'' h.:coiiiL' "'"''' l'lllllllllllt. .. o(>• Decl'mber 1981 101 ...~. --~.. -.~... How aJr.e. OV{'/v~{'M a J6ignrr.e.nt6 ft..iUed? AFR 36-20, Chapter 4, is the governing directive for overseas duty. Paragraph 4-la states "Air Force personnel are required to serve in overseas areas to support the Air Force mission as an instrument of national policy." Management of assignments for PADs overseas differ from those in ConUS only in that AH1PC knows when the officer overseas will return to the ConUS and therefore when the overseas job has to be filled. When a projected vacancy overseas exists, the responsible MAJCOM will notify Palace PA. The overseas volun teer list serves as the first basis for identifying the best qualified officer to fill the job. If there are no volunteers for the country in question, or the volunteers are not qualified for the job, Palace PA will select the most eligible officer from the nonvolunteer list. How do I c.ommwuc.a..te. my ovelt6ea.6 vo£unteVt ~.>:ta..tU-6? Communicate your overseas volunteer status to Palace PA via AF Form 90. Remember you may not change your volunteer status after you are selected for assignwent. Also, when you volunteer for overseas duty, you are considered a volunteer only for the country or countries you select. However, you remain vulnerable for selection as a nonvolunteerworldwide. (See information on AF Form 90 in this chapter.) How dou :ta./Ung my de.pe.nde.nU ovelt6e.M v.U.;th me. a66e.ct how long 1 mi.L6t .6til!f? There are two categories of overseas tours. "Accompanied-by-depen dents" tours apply if you are selected for a country where dependents are allowed. "Accompanied-by-dependents" tours are longer than the second category, "a11 others" tours. "A11 others" tours apply if you are selected for a country where dependents are not allowed, or, if ·you elect not to move your dependents to the overseas location. If you are selected for a country where dependents are allowed. you have two options. You may elect the "accompanied-by-dependents" tour. or the "all others" tour. However, if you are a captain or above and do not have dependents. you still may have to serve the •accompaniedby-dependents" tour, depending on the country. If you are selected for a remote tour area, you will serve the "all others" tour. usually 12 months. (A remote tour is an assignment outside the ConUS. with out dependents, in an area where the tour length is less than 18 months. See AFR 36-20, Table 4-1 for more details.) Wha.t .i6 a Ve.pa!IAlne.n:tal.lJo.in:t M-6-i.gnme.n:t? Departmental/Joint assignments are the highest level assignments_a~d require the best qualified officers available. Departmental actlvlties include such assignments as SAF/PA and the Air Staff. Joint activities include assignments to the OSD, Joint Commands (REDCOM, PACOM, AFSOUTHCOM, EUCOM, and PAC0~1), and other DOD agencies. (A complete list of the above organizations is found in AFR 36-20, Table 9-1). 102 . How du I~.a Jub .i11 :the Pen:tagoH? Assignments to the Secretary of the Air Force Office of Public Affairs (SAF/PA) are reserved for officers showing the greatest potential as PAOs. This does not mean officers new to the Air Force or public affairs will not be assigned to SAF/PA. It does mean SAF/PA assignments will normally go to PAOs who have demon strated potential for increased responsibilities in grade. SAF/PA and Palace PA regularly solicit recommendations for potential Pentagon officers from the MAJCOM and SOA public affairs directors. If you desire a Pentagon assignr~~~nt, indicate it on your AF Fonn 90 and inform your MAJCOM PA staff. Vacancies in the Office of the Assistant Secretary of Defense for Public Affairs (OSD/PA) are normally Again, this enables an officer tofilled directly from SAF/PA. have different jobs without the need for an additional PCS move. It has the advantage, too, of providing OSD/PA with an officer who is already familiar with SAF/PA•s organization, methods, and people. One of the biggest challenges of working at the Pentagon is the D.C. traffic. Autlw.'!• ~ expe'lA.c..nce. 103 New PAOs include second lieutenants on their initial assignmentsand officerswho have become PAOs through AFIT graduate degree programs or crosstrained from another career field. All should have an opportunity to work for another PAO before assuming total responsibility for a public affairs office. This is not alwayspossible. AFIT graduates, for example, must be assigned to positions for which an advanced academic degree has been prescribed.Most of these are at the MAJCOM headquarters level. Therefore,AFIT graduates new to the career fie1 d are usually assigned to MAJCOM or numbered air force headquarters for their initial tour of duty. Later, those same officers will have a base-level assignment where they can direct the entire spectrum of activities. How do 1 c.onve.y my dM.ilte..-6 6oll tU.t.ignme.nt on .the. AF Follm 90? Don't be in a hurry. First, talk about your career objectives with Palace PA, your peers, supervisors and senior officers in yourchain of, command. Then, take a trip to the base CBPO and review the following publications: 1 AFR 36-23, Officer Career Development. This publicationprovides information on career progression for each career field. Review the career progression steps for PAOs and use the steps as a guide while developing your career plan on the AF Form 90. This. will help insure a realistic planand will enable Palace PA to properly place you. 1 AFR 36-20, Officer Assignments. Information concerning the assignment process is found here. If you wish to apply for special duty or overseas assignments refer to this regulation.All special duty assignments and overseas and consecutive overseas assignments are discussed fully. 1 AFR 36-1, Officer Classification. This regulation discusses qualifications for each AFSC should you desire to retrain. You can determine if you meet the required qualifications. 1 AFRP 36-1, Air Force Officers' Career Newsletter. Look for the latest changes to personnel policies. This publicationalso provides information on special duty assignments and other job opport~nities. Once you have reviewed these items, determine your career objectivesand analyze your past experience, specifically duties and responsibilities. Then, project 6 to 12 years in the future and determine what you want to be doing.· Finally; decide what jobs, training and experience will prepare you for these long range goals, and write them on your Fonn 90. 104 The actual mechanics of filling out AF Form 90 are explained in ~FR 36-23, Figure 4-2. A key part of the Form 90 is the remarks section (partially depicted here). 11 Th."f.:/fl. 10 t'. SC. IJC/2: 44 v~S.C. JIOI.111d 1-:nf'urtow Order 9]97. PH.I.\"CII'A 1. PIJRPtJSES: To uii•Jl" 1111 officer ''' mdtcatc .uli(nmcnt prcfcrf"'Ce wttflilt prlm11ry Air ,..orcc SpecUIIt)•ll~td "''" ciJ,-.;~1 0 .,,.;_1, r··:•nary utili:~ .;0 ,. lfr/11. Gives opportunity to indkat~ if rcrr~Uning Is desired arJd three chol~•for rww caJYcr 11rcU. hrmits <•fflccr to •··•lunt~,.-for Sp~cial Out)• oJuil(l•ment Lets rated oJlia• ;ndicntc mtN supplcm,.rtt oltlt)l P~Y{crrcd. GIW!I afll~r tl•rrt c-ho/cr1 for MAlCOM all.t grv~:•apl-c loratlort of.Juipmrnt llltd rwn .:hol«s fa• ownra tltCG o{us""'"'"''· hrmla of1ker to lrtfllcllte longi'I'•IJIC ob/f'Ct/\'t! and .:cadt·mic and rrofel'Sit"loJI rrllitary cJucarton drs•n.!"l. Rl :I•TJf';t. {;Sf··s: .-1/lo..-s MAJCV/If artd AFMPC Cart'•• Mant~~ters ru l11am thr type oftJJ.tlgrtn•rntJ tlf:illl"'. and lon1 "'"•" pro,rt!nlo11 partem til~ ofllar dnirt'J. The SSAN is und for id•lltiflcarton IJrld rrcorth. DISCI. (lSI'.'\,:: IS VOL I'NTAR )': /flnjormarlort is nnt prollldcd. includlftl SSAN, ctuWr lrtllllflll<'I"S will be unaNc to properly a.uign offkrr.< '" /uw wlfh tile oflfc:rrs · progrcs.don d1·slre1. ···-· -----...------------------~------------------------1 RE .... \.RM.!j This sectio11 .'r~hles you to add anything you feel is important (family situation, curt·•;nt education program, working spouse) and what you want Palace PA to consider in making your next assignment. A properly completed AF Form 90 with realistic career objectives and duty locations can be very effective in obtaining your desired assignment. You may change your AF Form 90 at any time, but it is particularly important that it be current when you are eligible for reassignment. Your preferences will be given the fullest consideration, but remember Air Force needs are uppermost in the assignment process. The "Dream Sheet" will be exactly that unless you insure it realistically reflects your desires. 105 sum-1ARY This chapter has shown that every PAO can expect to be reassigned periodically. Reassignment affords you the opportunity to build on your previous experience in the face of an even more challenging job than your last one. Further, reassignment gives the ·Air Force the flexibility required to fill PAO vacancies with the best qualified and experienced officers. The confusion concerning reassignment usually results from not understanding the assignment process. This chapter has presented a comprehensive, but not overly-detailed, analysis of the primary factors in the assignment process. learning that you•re being reassigned can be one of the most exciting or confusing parts of your Air Force career. You may not always get the assignment or location you desire, but you should always be able to understand why and how you were selected for your next assignment. Hopefully, this chapter will give you that understanding. * * * The. human mind -U. Uke. a paJLa.c.hu;te.--d 6u.ncti.oM but whe.n it't, open. Alr.n.ie •t, Axi.oPI KEEP )Ria~=~ MINDI 106 PROMOTIONS ni'\DT[·P, ,.. t I . . . 107 . An expert 150118• who knows 11101-e and moreaboutless and less. 108 INTRODUCTION Few things are as important to your career as the promotion board and its selective process. Each year more than 30 selection boards convene at the direction of the Secretary of the Air Force to consider thousands of officers for a number of major programs: temporary and permanent promotions, Regular appointments, and nomination to attend resident professional military education schools. These boards are conducted in a manner that assures 11 fair and equitable treatment" to all officers being considered. This chapter examines promotions. It is included to give you an appreciation for and understanding of the complexity of the promotion process. The heart of the chapter is an article which explains how the board process is designed to carry out the spirit and intent of 11 fair and equitable treatment." * * * The average phase points for IPZ promotions are as follows: • To 1st Lt, 2 years total active federal commissioned service (TAFCS) t To Captain, 4 years·TAFCS • To Major, 11~ y~ars TAFCS • To Lt Colonel, 16 years TAfCS t To Colonel, 21 years TAFCS (Author's note: Phase points are not exact because they must take into consideration the size of the year group beinq considered and the vacancies available for actual advancement. For example, a lar9e year group -1967 -generates more promotions than a smaller year group. Therefore, the 1967 year group's waiting time for pinon is longer.} 109 • To 1st Lt, 100% of fully qualified 2nd Lts will be promoted. • To Captain, 97.5% of first time eligible (FTE} 1st Lts will be promoted. Promotion opportunity to Major, Lt Colonel and Colonel vary with each board based on the number of available promotion quotas. Results of the last three boards for each rank show promotion opportunity to be as follows: • To Major, 90% of FTE Captains will be promoted. • To Lt Colonel, 75% of FTE Majors will be promoted. • To Colonel, 55% of FTE Lt Colonels will be· promoted . .and when (Author's note: Terms for promotion zones have changed. DOPMA changed "secondary zone .. and 11 below-the-zone {BTZ)" to "below-thepromotion. zone {BPZ)." "Primary zone" has been changed to .. in-thepromotion zone {IPZ). 11 A new category, .. above-the-promotion zone(APZ)," applies to officers previously considered for promotion.) There are no BPZ promotions to 1st Lt and Captain. for promotions to Major, up to 5 percent of the first time eligible (FTE) promotionquotas may be designated for BPZ promotions. For promotion to Lt Colonel, up to 7.5 percent of the FTE !Promotion quotas may be designated for BPZ promotions. For promotion to Colonel, up to 15 percent of tt.e FTE promotion quotas may be designated for BPZ promotions.Eligibility for BPZ promotion to Major starts three years before IPZconsideration. For Lt Colonel and Colonel, BPZ eligibility begins two years before IPZ consideration. Wha.:t Jto.te dou PME a.nd gJta.Clu.a.t:e educ.a.Uon pl.a.y .in making my Jtec.oJtd moJte c.ompet.Ltlve 6oJt eomodon7 . Officers who scored highest on recent field grade promotion boardswere those whose performance demonstrated initiative, leadership and a solid record of performance. Additionally, most of these officershad completed appropriate PME courses and graduate study programs and then used the information to enhance their performance and leadership ·skills. Thus, when promotion PME statistics are viewed independently of the performance factor, they can create the false impression PME and graduate degrees are mandatory for promotion. PME.and advanced studies broaden you beyond your primary specialty and help prepare you for future command-and staff jobs. Their influence on your future promo tions, however, will depend;to a large extent on how you apply the 110 knowledge gained to the way you perform on the job. Whl•!te maa 1 'tcv-<.ew my p!tomot-<.on .6elec.tion 6olde!t? You may personally review your MAJCOM selection folder at your headquarters or you can review the master folder at AFMPC. Another option is to write AFMPC/MPCOXZD, Randolph AFB, Texas 78150, and request a microfiche copy of your selection record. Include your Social Security number in the request. Microfiche will be mailed to you along with a bill, about one dollar per page. (A selection record typically contains tt.ree pages.) . ,. ·. Microfiche, not Microfish! In Section VI (rater's comments) of your OER, the rater may elect to comment on your efforts and the degree of your progress. Addition a 11 y, vJhen you have accumulated 15 semester hours toward a graduate degree, your career officer brief can be amended to show "bachelor +" as your highest level of education. The base education office must have an official transcript to input the new information to AFIT. Only AFIT can change the education data in your records. The process can be time consuming, especially just prior to a promotion board when many officers will be submitting updates and corrections. Don't wait tin the last minute to get new education data (or an,l'_ data) into your selection folder. 111 Wlutt ..iA the. new AUt FoJtee. po.Uc.y c.onc.eJtrU.ng o66J.-c.io.J_ photogMpM 6o!t o6&-ic.eJL6? The following changes are effective 1 March 1982: 1 Mandatory photos are required when you are promoted to 1stLt through Lt Colonel. 1 A new photo may be taken if your last one is more than a year old. 1 When you are eligible for promotion, a new photo may betaken regardless of when your current one was taken. 1 If the CBPO requests you have a new photo taken, you have 45 days to do so. SUMMARY Promotions, like assignments, can be a confusing subject if you do not understand the processes involved. This chapter has explained the promotion process.. Lt Colonel Townsend's article on promotionboards {to follow) should arrest any doubts you may have about the integrity and fairness of board proceedings. This chapter is important, but especially so when used in combination with the next chapter which discusses OERs • "foJr. pJr.omo.tion6 and powe.Jr. c.ome. 6Jr.Om nowhe.Jr.e. on e.aJt;th, but only 61tom God." P~al..m6 15:6 LB 112 Author•s note: Lt Colonel Gene E. Townsend, an Air Force PAO, wrote the following article on promotion boards during his Education With Industry tour at Air Force Association headquarters. His record of board activities and his explanation of promotion selection folders is thorough and accurate. Colonel Townsend currently serves as editor of AIRMAN Magazine. Article reprinted with permission from AIR FORCE Magazine, July 1980. Copyright ~. 1980. The Air Force Association. 113 In April, USAF offered AIR FORGE Magazine a unique opportunity to ohsen"; 'hl' proct>edmgs of the Central Temporary Mfl1or Promotion Board and report on how a typical promotion board operat~d-~ h•s onnel yet comfortable room, with its wood-paneled walls and Center, welcomed the group and told them this: "The blue-brown streaked carpet. Although the mood was temporary major board probably sends more signals to more people than any other board. A lot of people will positive, there was tension in the air. This was an impor tant event in the career of thousands of Air Force offimake career decisions based on what they see coming cers. In a nearby office, other Air Force people were reout of this board. Therefore, yours is a very important viewing their briefings and double-checking to make sure task." -Col. Glenn L. Nordin, Director of Personnel Programthat almost 5,000 records were ready. Actions at the Center, then presented the "formalThe place: the boardroom ofthe Selection Board Sec retariat, a unit ofthe Air Force Manpowerand Personnel charge'' and gave an overview of the next two weeks' Center at Randolph AFB, Tex. The time: 7:30 Monday activities. He explained that the purpose of the bo~ud was to select officers of the line. and chaplains, judge morning, April7, 1980. The event: the calendar year ·so allvocates, and health professionals (except physicians Central Temporary Major Board. -It felt strange being there, probably because I was not and dentists) in the primary and secondary zones for lm\ior. He also told the board that they would nominate normally associated with the official Air Force promo tion process. However, it was a unique opportunity. I some officers selected for promotion to attend inter mediate service school. select Reserve officers for Regwas to be sworn in as an assistant recorder, allowed to observe the closed-door proceedings, and report a story ularaugmentation, and choose some Reserve officers for from an insider's point of view. continuation. Before this experience, my knowledge of how Air Force promotion boards worked was virtually nil. I subOilier Briefing Highlights Several other key points were explained to the board scribed to an almost fatalistic philosophy: Do a goodjob that morning. Here are some highlights:and the system will take care ofyou. For me, there was a • Since there was a maximum number that could bestrong ring of truth to that view since, so far, it had. promoted, the best-qualified method of selection would However, my beliefs about the board process were perbe used. This meant that the board would arrange the meated by a healthy skepticism, nourished over the eligibles in an order-of-merit listing (best to least qual years by several unsubstantiated rumors that previous articles, film reports, and briefings had not dissolved. ified). The quota is then applied to this listing and those To put it simply, this skepticism was totally unofficers above the line where the quota runs out can be promoted. More details on quota computation and scorfounded. There was not an iota of truth in any of the rumors I had heard, such as: "It helps to have a friend on ing records later. • Officers would be evaluated using the whole-personthe board; boardmetnbers have time only tocheck where concept. Board members were told to carefully reviewthe blocks are marked (i.e., word pictures aren't that imeach officer's folder, especially in the areas of job perportant); the process is designed to favor select groups formance and responsibility, leadership, breadth of exsuch as the rated or scientific career fields." perience, professional competence, and education. After watching a promotion board operate for almost However, no one in the secretariat attempted to definetwo weeks, I walked awayconvinced that the Air Force tlie more subjective areas such as leadership. has the best system possible, that every officer meetinga • Steps were taken to put the different OER systemsboard receives fair and equitable treatment, and that there is no way that the deck canbe stackedfor or.against_ into their proper historical context. It was explained that the records would contain evaluations under several one~ra grou~fofficers. Here's why: different systems. Board members were reminded that the controlled OERs were prepared under rules that re Prept~ratory Actlvltln quired reviewers to apply rating controls consistentlyFirst, board members don't just show up and start throug"out the Air Force. The members were told that scoring records. Neither do they catch no more than a the controls were applied without regard to qualitative . few briefings before being turned loose on the links. Indifferences between review groups. the ratee's job, unitstead, considerable time is spent the first day in prepaof assignment. or level of responsibility. They wereratory activities. They are briefed on their special reasked toevaluate each ofthe ratings within the contextof sponsibilities, provided facts about the demographics of the rules under which they were prepared, and to care eligibles, told the philosophy behind the whole-person fully consider all OERs in the folder. "The controlledconcept, and provided detailed instructions on how a reports constitute only part ofan officer's record. They board operates. AIR FORCE Megulne I July 1980 .. 114 rc1tions, the AF Form II (Officer Military Record-nowa should not negate nor diminish the importance of other historical document last updated in April 1974), the offi information," the briefer said. • Although the selection folder reflects each officer's cer selection brief. professional military education letlevel of academic and professional military education, ters (either for declining to attend resident PME courses for personal reasons or for being denied the opportunitythe board was to judge how these achievements enafter i)eing selected because ofoperation requirements),hanced performance or potential to assume greater reand copies of administrative requests for missing docu sponsibility. "Mere completion of these courses should not be given disproportionate credit, nor should officers ments. The folders were split into two sections. The left sidebe penalized for not obtaining advanced degrees or contained all OERs, arranged chronologically with thePME." the group was told. most recent on top, and the official photograph underthe• The subject of specialists and generalists was disst'\ck of OERs. The right side of the folder contained allcussed. The board was informed that specialists may not other personnel data. After the initial screening, the have had an opportunity for career broadening and should not be penalized for that reason. "The Air Force folders were collected and another fifteen passed out for the trial run. These records were carefully chosen to repneeds both specialists and generalists," the briefer said. • One AFMPC colonel explained that central selec-· resent the full spectrum of quality, and to mirror the tion boards are appointed by the Secretary of the Air characteristics of the eligibles. For example, for this Force to promote the best individuals regardless of board the records included pilots, navigators, and about eight other career areas. command or assignment. "Each of you takes an oath to The purpose of the trial run was to provide membersserve without prejudice or partiality, having in view both experience in screening records consistently, using thethe special fitness of • . individuals concerned and the secret ballot concept. An important point needs to beefficiency of the US Air Force. When you enter the made here. Secret ballot means just that. Although theboardroom, you are expected to take actions which are in records used in the trial run were later discussed for inthe best interest ofthe Air Force as a whole and not any one command. In this regard, your evaluation of structional purposes, during the actual selection process board members were not allowed to discuss records, andminorities and women must clearly indicate that you have afforded them fair and equitable consideration. ballots were marked in secret. Equal opportunity for all is an essential element of our Scoring the Records selection system." When the briefing concluded, the board president, Here is how the record~ were scored for both the trial Maj. Gen. Walter D. Druen, Commander ofSeventeenth run and subsequent selection process: Each panel Air Force (USAFE), passed on some additional advice. member could vote a record in half-point increments from a low of six points to a maximum of ten (see box). "Remember, you are here to represent the Air Force,. The Selection Board Secretariat recommended 7.5 as an· not a particular command. I have seen both ends of our promotion system and believe it is the best one possible. average score. What happened if four membt:rs voted a record 8 and one a 10? That is called a "split." A split is However, our jobs will be tough. There are more good people than promotions. Don't concern yourselves with any difference in scores on a panel of two points or how people that you might know are doing. Also, after more. For example, if a record was scored 7.5, 8.0, 7.5, the board is adjourned, information regarding selection and 8.5, the scores would stand without further discus sion since there was no split vote. However, ifthe varor nonselection of officers is privileged and can't be iance was two points or more, the record was broughtpassed on to anyone. "'The next few weeks will be some of the most imporback to the same panel for rescoring. The reasons for the tant ones you will ever spend in the Air Force," he said. split rate procedure are to ensure that board members do not miss important aspects ofthe record, that there is no bias, or that board members are not letting personal The Trial RunFollowing the briefings, the board members were knowledge of individuals influence their assessment. If given some practical experience before the actual selection process began. This was done through two procedures: an initial screening of ten records and a trial SCORING SCALE run-a practice scoring of fifteen records. At this time, the board members for the non-line promotion categories-chaplains, judge advocates, and health profesABSOlUTELY TOPS-10 > OliTSTANOJNB_..'.. OUTSTANDING RECORD L sions-moved to a separate part ofthe room, and began their own initial screening and trial run. Since they had FEW COULD BE BETTER-I far fewer records to review, their work-including STRONG RECORD-~ABOV~~~~ .. selecting officers for promotion in the primary and sec1 SLIGHTLY HIGHER THAN AVERAGE ondary zone-was completed in only a few days. The procedures used by these panels were exactly the same AVERAGE-~-~< as for the line, described in more detail btlow. SLIGHT\.Y BELOW AVERAGE-7 The purpose of the initial screening was to give the WEU. BELOW AVERAGE-~~~~~ panel members a feel for the contents of the folders and LOWEST IN POTENTIAL-I to ensure consistency of scoring. The records contained all officer effectiveness and training reports, an official photograph, citations or orders for approved US deco 95 AIR FORCE Magazine I July 1980 115 THE OVERALL BOARD RESULTS PRIMARY ZONE TOTAL ELIGIBLES NEW EUGIBLES ~;. SELECTED PROMDnON CATEGORY CONSIDERED SEUCTED 'I.SEUCTED CONSIDERED SEUCTED 76'1'. Line 4,433 2,745 62% 3,211 2,425 47 37 79"/a '40 33 83% Judge Advocate 22 17 77"1o Chaplain 29 20 69"'a 89 59 66"'a 137 72 53"/a Nurse ,. 47 28 _, 60% 32 25 78% Medical Service ...... 68 110"1. 112 75 -. 67'!'. 85 Biomedical Stienc:es ~-: . 62% 3,479 2,627 76'1'. TOTALS ,-. 4,805 2.9n 'The Hq. USA~and~llaantsminatedoHicenoflhe line from the 10.338101&1 eligibleslorturmer cons-by111eCem81 aa.rt1 A11~1ig-in 011'111f promoroon e<!QOfoes were considlm!d by 111e a...t ·-· necessary, the panel chief, the senior member on each feeling a board get under way about 120 days before it is convened. At that time, the eligibility criteria are estabpanel, would arbitrate a disCussion until the scores were brought within one and a half points. Resolving split lished, eligible officers identified, and preselection briefs votes was the only time during the selection process sent out. For the April temporary major board, officers werewhen discussing a record was allowed. eligible in the primary ~ne if they were line captains, Back to the trial run. Each participant marked the fif teen records by secret ballot, using the 6-to 10-point chaplains.-or members of the health professions with a scale described above. Then the ballots were collected, date ofrank ofDecember 31, 1972, orearlier. To be eligi ble in the primary zone,judge advocates needed a date of and the board members left for lunch. In a nearby conrank of December 31, 1973. or earlier. Line officers and trolled area, Secretariat personnel tallied the ballots. After lunch, scores were displayed on blackboards, health professions with a date of rank from January 1, board members were briefed on the results, and then 1973, through December 31, 1976, were eligible for the secondary zone. Judge advocates with a date of rank they participated in a lengthy discussion about the con tents of the fifteen records they reviewed. Here were from January I, 1974, through December 31, 1976, and some oftheir candid observations about those records: chaplains from January I, 1973, through December 31, 1975, also were eligible for the secondary zone. "OER comments didn't reflect initiative-the blocks ' The primary recorder noted that about sixty days bewere all checked, but the word pictures didn't show enfore the board met, the Secretariat received a list ofeligi. thusiasm; the individual had tough jobs, but didn't do bles by career area, major command ofassignment, andthem all that well; I was impressed that s~e actually used aeronautical rating. Then the primary recorder requested heradvanced degree onthejob; it appears he picked up a couple of3's being the new guy in the division; this offiselection ofboard members from the Assistant for Gencer was eliminated from pilot training for circumstances eral Officer Matters and the Assistant for Colonel As· beyond his control, yet went on to become an outstandsignments, as appropriate. Board members were then as· signed from the major commands and other agencies toing navigator; this person was a fast burner in the early mirror insofar as is possible the characteristics listed days, but later OERs ~eren't as good; the officer would above of the officer population being considered for have been stronger with some PME or decorations; this officer has a solid record of proven performance, promotion. That's right. The senior officers chosen to work this board, as is true of all promotion boards, acgraduated in the top third at Squadron Officer School, tually reflected roughly the same distribution of career and was consistently pushed for early promotion." areas and commands that the eligibles being consideredThese observations show that very little escaped the for promotion display. In addition, appropriate minority eyes ofthe board members. However, more important is and Reserve officer representation was provided. Torethis P<>int: The records were reviewed in light of the flect the characteristics described above, colonels werewhole-person concept with the most important factor chosen from fourteen major commands and specialbeina consistent, solid perfonnance. The give and take operatingand otheragencies. Une and component boardfrom the trial run discussion helped establish a general members consisted oftwelve pilots, five navigators, andscoring standard and put each board member into a cor porate frame ofmind for the real exercise the following twenty-_eight nonrat .d colonels from sixteen career areas. Non-line members came from the chaplain, judgeday. advocate, nurse, medical service, and Biomedical Sci Board·Member Cotnpo.nlon ences Corps. After the trial run, I asked the primary recorder for the The Panel Concept Selection Board Secretariat how the board members Both Title 10 ofthe US Code &md Air force policy r~·were chosen, and what was the eligibility criteria for the captains nprcaring before this honrd. He explained thnt quire promotion hoa_rds to provide each otlicer fair and equitable consideration. Title 10 also requires tllat per· although officer promotion planning is done on an anmanent promotion boards consist ofat least five officersnual, and even longer-term basis, the major actions af • AIR FORCE Megezlne I July 1980 116 then to the personnel data, working their way back through the OERs from the most recent. The only noise in the boardroom was the shuffling of papers. Finally, someone jotted down a score, followed by another, and SECONDARY ZONE another. · The board was fully in operation. Although the process EUGIBLE NOMINATED SELECTED % SELECTED was based on routine, it was an impressive situation; on each panel more than 100 years ofexperience reviewing 10,338* 552 145 H'!. ten years of performance. The career advancement of 204 2 1.0,.. 204 thousands of officers was hanging in the balance. Once 73 73 o·· 0 521 521 4 0.8% the panel members found their scoring rhythm, they 134 134 1 0.7% !T'arked between tOO and 140recordsaday. Mostarrived 326 326 2** 0.6% early in the morning and stayed until late evening. 11,596 1,810 154 1.3% Recorda Flow ""Elected not to use the lull oecondary .zona quola baaed on 1 quality eaaeesrnent. Contrary to what you may have heard, the records were not distributed among panel members in groupings such as by career area or m~orcommand. Rather, they who are senior, in both temporary and permanent grade, were distributed using a true random method. Here's to the most senior officer being considered. Air Force how: Once the files were received from the Records Ser vice Branch at MPC, they were filed in sequence by repolicy has been to use five-member panels on all tempo rary and permanent promotion boards. To ensure fairverse Social Security account number, and in stacks of ness and equity, and to comply with all requirements of twenty. Ballots were prepared for each panel member law and policy, the Air Force normally uses only colwith twenty names corresponding to each stack of onels as panel members for temporary and permanent twenty records. The records were then loaded on carts promotion boards from captain through lieutenant coland wheeled into the boardroom. The first stack of onel (see box). Brigadier generals serve as panel memtwenty records was given to Panel One, along with the bers for temporary and permanent colonel promotions. ballots, the second stack to Panel Two, and so on. Each panel has a fair distribution ofthe characttristics After a record was scored, the ballot was marked, and ofthe board. For example, if there are twelve pilots, and another record scored until all five panel members fin six line panels, each panel would have two pilots scoring ished scoring the stack of twenty records. As each member finished a ballot, an assistant recorder removed records. On captain and major temporary and permanent proit from the table and took it to the administrative area. motion boards, the senior colonel on each panel doubles When all five panel members thus finished scoring a as panel chief. For temporary and permanent lieutenant stack of records, the ballots were checked for splits by colonel promotion boards, each panel consists of four Secretariat personnel. If there were none, the scores colonels with a brigadier general as the panel chief. On were fed into the computer. The computer tracks both individual and compositethe corresponding colonel boards, a major general serves as panel chief with four brigadier generals rounding out scores for each record, and is programmed to reject split each panel. Basically. the panel chief works as any other votes. The composite score is simply the sum of all five member with the exception of monitoring discussion panel members' marks. For example, if three scored a over split votes. particular record 8.5 and two 9.0, the composite score is Specifically. the recent temporary major board had six 43.5. All data is double-checked before being entered in five-member panels swring line officer records and three or retrieved from the computer. Only the records with split votes were brought back forfive-member panels scoring the chaplains. judge advo cate-;. and health professions. About three days into the arbitration. After the splits were resolved, those scores selection process. one of the line panels was chosen to score the secondary zone, leaving from that time on five scoring the primary zone. Since component panels had fewer records to consider. they scored all records in both COMPOSITION OF THE BOARDS the primary and secondary 7one. BOARD PRESIDENT PANEL CHIEF NIB.IIEIIIERS Temporary Colonels Lt. General Maj. General Brig. Generals (4)Panel Operations Regular Colonels Tuesday morning. the second day of the board, the Temporary Lt. Cols. Maj. General Brig. General Colonels (4) panels were n:ady to score records. Nine panels were Regular Lt. Cols. di~pcrsed throughout the boardroom, the five members Temporary Majors Maj. General Colonel Colonels (4)I of each panel at one table. which was large enough for Regular Majors working in private. The boardroom was designated a Temporary Capts. Brig . General Colonel Colonels (4) controlled area. with no one entering without permisRegular Capts. sion. I noticed that panel members did not use any one Regular Appointment Brig. General Colonel Colonels (4) system for reviewing records. Some looked at the per sonnel data on the right side ofthe folder. then the official photograph. and up the ~ta<.:k of OERs from the earliest Board:, cons1sr off,ve-:nember panels. In each case the chief doubles to the most re~:ent. Other~ ll•rred to the photograph. :•e a panel member AIR FORCE Magazine July 1980 97 117 were then fed into the computer. 1 was lold 1hat 1e~~ 1han llrst llllet· •~'· on.h, 1hey would have been m th..: ior'>l !>lack one percent ol the records scored itad spl1t votes. of tw~nt v r-ecords and scored by Panel One. lhts prucev; Let's consider a hypothetical example. Since the recwas repeated with the seventh stack also going 111 l'anel Om· (there were six panels scoring line records the fir->•ords are distributed by reverse Social Security numher, • ., "' record number one could have been a pilot a~signed to day I :md the eighth to Panel Two, until all t!w '"t MAC, record n••mber two a personnel officer in the were thus '>Cored. Pentagon, and record number three an engineer assigned Remember, panel members only score recor·h they to Systems Command. In this example, since they are the do not say ..promote or don't promote." If, u~111g the News regarding Air Force officer promotions is expected to remain good for the next several years because .~f more stable requirements, smaller year groups, and shorter ''pin-on·· times. The result is a ... VteYI From ~Top-MosdyOptimistic . . \ I Since the accompanying article dealt primarily with promotion motivation." he said. General Peek noted that it is "the American board operations and procedures, a few senior Air Force officers way" to have competition and recognize people who are a cut were invited to address some broader issues of promotion policy above. However. he recognized that many people who are perand outlook. For the most part, the view from the top is optimistic. forming well can't be promoted becauseofgrade restraints. "There U. Gen. Andrew P. losue, DCS Manpower and Personnel, Hq. is a continuation program for manyof those individuals," he said. USAF. saidthat promotion opportunity for all grades is projected to There is another important aspect of this issue. General Peek observes that if the Air Force promoted on a seniority instead of . remain high for the next several years. He cites two main reasons: "First. smaller year groups are coming along. In addition, since best-qualified basis. people would not be promoted to major until about seventeen years, lieutenantcolonel abouttwenty-one years, . retention has fallen, the phase points (pin-on times] are dropand colonel about twenty--eight. "H you don'thave a best-qualified pln~atis. people are being promoted sooner." However, he notes that the Senate version of OOPMA srimewhat system. you are talking aboutsignificantchanges to the promotion clouds the picture. '1H) proposes a tremendous reduction in the phase points," he said. · · . ·. Maj. Gen. William R. Usher, Oirectoiof Personnel Plans. at Airgradetables, butwedonotbelievethe House will goalongwith the Force Headquarters. raises an even more basic issue about Air _Senate proposal." • . Force promotion policies. "n iseasy to overemphasize the career · General 1osue also pointed out the lessening impact ol "up-orout" and his frustration with some who don't fully understand the progression aspects of our promotion system. True. that is imporconcept. "I'd like to remove the 'out' from up-or-out and call it 'uptant. but the Air Force promotes people to meet its needs." He ex plained that the Air Force goes through an extensive process to or-in' or 'up-or-continued.' On the one hand, we must have a com petitive promotion processto ensure quality throughout the officer determine manpower spaces and thegrades necessary to sustain corps. However. with selective continuation, a very high percentthem. "We don'tthrow darts at a board todetermine our grade require ageof Reserve officers in all career fields is being offered the opportunity to remain on active duty," he said. _ ments. We establish standards for each function, thetotal ofwhich are our aggregate needs. From there we determine how those· Turning to the subject of promotion boards; General losue needs compare to ourauthorized gradestructure. Therefore, while stressed that the Air Force never skews promotion opportunity to the promotion process does provide career progression. it is imfavor a particulargroup, ordictateswhatpercentage of a particular portant to rememberthat it isalsotied to our required grade struc careerfieldwillbepromoted. .: ·,<'_; .:· , ·.-;··..... "Iknow thatsome believea computer or some othermechenized ture,.. he said. system scores all the records with everyone above a certain line General Usher alsodescribed the relationship between promotion opportunity andphase points (pin-on times). He noted that the automatically promoted. That just isn't so. Every officer competes extentto which phase points can be reduCed is ll function of the .on an equal basis with everyother officer. Our promotion system is year-group size, coupled with retention. Normally. the Air Force equitable,Ucan bescrutinized, and serves the purpose of both the tries tokeep promotionopportunitystableand, ifadjustmentsneedAir fOrce and the individual well." , . · . ) to be made. they are made to the phase points. ·· · General losue was asked what-If any-lingering effects still "If we have both improved promotion opportunity and improvedremain from the controlled OERs? phase points, that means that retention isn1 as good as it should"There are still some; however, as time passes, the more diluted be, withanattendant tossofexperience. nisimportanttohaveboththey will become. We find that the most recent OERs carry the most good retention and promotion opportunity. Also. if promotion opweightwith a promotion board. It Is important, however, to maintain portunity and phasepointsare poor, thatwiU affectretention negaa consistent record of good ratings. Records reflecting erratic tively. Our promotion policies aredesigned tomaintain an appro performance don'tfare too well," he said. . priate balance betweenthe needsofthe AirForcefor experienced..• He also noted that people writing OERs equivocate too much. officers in the various grades and the needs of the individuals for The General suggests that raters be clear. concise, and say exactlywhatthey mean. "H they want a person to be promoted, they . career progression," he said. General Usherfurther explainedthatthe reason thequotaforthe should say 'promote.' Hthey think a person should be augmented temporary major board was increased to ninety percent, and·In the Regular Air Force, Or attend a service school, it should be selective continuation boards convened, was beCause the forCe·clearly stated In the evaluation. One problem promotion boards moved from a declining strength following Vietnam to the current. have Is trying to read between the lines," he said. more stableone. 'ThroughoutmUch ofthe 70s,decliningAirForce .· The General has some advice for those trying hard, but worried nbout being promoted. "Hang in thera," he said. "Promotion oprequirements led to force reduction programs and restrictive promotion quotas. Now. our more stable requirements and emphasis pOrtunity looks goodfor at least the next five years. Do the best job on retention and preserving experienceenable usto improve pro-·you can. Show initiative, seek responsibility, and you will be rec-. motion opportunities, offer continuation to Reserve captains. andognized as the type of officer the Air ~orca needs and wants to Jet other Reserve officers serve beyond twenty years. These .. .•:. promote." changesweren'tmadetightly. We reitlize itis importantto maintain The Commander of the Air Force Manpower and Personnel Center, Maj. Gen. Kenneth L. Peek, Jr., underscored the imconsistency so evecyone has a fair and equitable promotion op portunity. While there isalways some uncertainty about.the future, portance for the Air Force of maintaining a competitive~romotion we believe we can maintain the higher promotion opportunities aystem; and continuation prognims for the years to come." he said. ."Competition provides incentive for people to achieve or excel. -By Maj. Gene E. Townsend, USAFIfyou lake ittMay, you could remove the edgefrom an individual's • AIR FORCE Magazine I July 1 118 panels had finished scoring records, and on Wednesday example cited above. the engineer's record was clearly morning received their share of the overall quota based outstanding. it might have received scores ranging from on the numberofrecords scored. Forexample, one panel 9.0 to 10. lf the personnel officer's record was solid, but not quite as good, it would have scored slightly lower, had scored 826 records. Independent studies have proven that when a panel has scored 240 ormore records, and so on. It is important to note that people assigned to it has seen the full spectrum of quality. Since about the Selection Board Secretariat take care of all the ad sixty-two percent ofthe officers reviewed by each panel ministrative details during the selection process to include posting scores. In short, panel members don'teven could be promoted, this panel could promote 512. Here's how the Secretariat actually figured out the math: They know how another member voted, much less what com divided the 826 records scored by the total officers eligi posite score was given a particular record. Nor do they know what mark will be necessary for promotion since ble (4,433) for 18.63 percent. Then they took 18.63 perthat isn't computed until after the scoring is completed. c:nt times the total promotions possible (2,745) for At this point. some may be wondering whether or not a 511.47 (rounded up to 512). The other panels received a record might have received a higher, or lower score, if proportionate share of the quota using the same procereviewed by a different panel. The answer is yes, but that dures. really doesn't matter. Panel-by-panel scores do run· The main point is this: It doesn't matter if one panel pretty close to each other, but may vary a point or two. scored slightly higher or lower than another, or ifthere Therefore. a record could receive a different score if rewere slight differences in the number of records re viewed among panels. Because each panel has received a viewed by a different panel. However. it must be re random selection of records, the distribution of quality membered that people are not promoted based on a raw score. They are promoted based on the order-of-merit among panels is the same. Each panel received an exact share of the quota based on the number of records it listing resulting from the panel .\cnrinl( the record. In other words, any score is relative only to other scores scored and promoted from its own order-of-merit listing. generated by the same panel. To better understand this, However, it is likely that the quota cutoff will fall at a point where several officers have identical scores. When let\ describe how the quota is broken out. this happens, each panel goes through an exercise called Overall Quota Breakout "resolving the gray." When discussing promotion opportunity and how the quota is generated, there are a few things to keep in mind. Resolving the Gray Area First, only lll'll. eligibles generate quota. For example, Forthis board, there were 425 officers in the gray area, 3,211 new eligible line officers met the recent temporary but only 103 of these officers could be promoted. To see major hoard. Promotion opportunity was ninety percent how the gray is resolved, let's again use the panel that scored 826 records of which 512 could be promoted. ofthat number, or 2,890 officers. However, five percent of the 2,890 (145) could be promoted in the secondary When their order-of-merit listing was completed, zone. Yes, secondary zone promotions come out ofthe everyone with a score of 40.5 and above-470 in all were clearly above the gray and could be promoted. primary zone quota. Therefore, subtract 145 from 2,890 to leave 2,745 promotions for the primary zone. But new Since their quota was 512, another forty-two could be promoted. Going down another half-point on the order or first-time eligibles and secondary zone nominees aren't the only officers meeting a board. Each board also of-merit listing included 109 people. Now comes the has several hundred previously considered, nonselected officers. Therefore. this figure must be added to find the total eligihle. Since there were 1.222 previously considPROMOTION BOARD SAFEGUARDS ered ollicers. the tot;tlnumber of officers eligible on this hoard came to 4.433. To find the percentage of officers • Board and panel membership reflects characteristics of eligibles, e.g., aeronautical rating, major command, career that could be promoted out ofthe total eligible, divide the area. numhcr of promotions ailowed-2,745-by the total • Eligibll! officers review and verify accuracy of their seleceligihlc-4.431--and the figure comes to slightly less tion brief before it is included in selection folder. than sixty-two percent. In other words, about sixty-two • Board members are thoroughly prepared tor task via percent of the total eligible line officers meeting this briefings and trial run exercise; take oath to consider the legit...· mate interests of both the individual and the Air Force. hoard could be promoted. • Records are randomly distributed to panel members with Many officers think that the ninety percent promotion out regard to career area. aeronautical rating, or other charac opplll'tunity from captain to major means that ninety perteristics. cent of the offiu:rs meeting the board get promoted. It • Each panel member independently evaluates each record and records h1s score on a secret ballot. dt~l''n·t hrcak out that way. llowever. there is another • Significant variance between panel member scores on awav to look at the is'>ue. If a captain considers his given record requires reevaluation of that record.lllfllttlatt\c chanL·e~ for promotton in the secondary and • Board president performs extensive review of panel memprimary mnes (hoth "" new and previously considered bers' work to assure consistency among panels and to assure cligihkl it will approximate ninety percent-that is, each record is appropriately scored relative to all others. Hal record reviewed by another panel if appropriate. ahout ninety out oiiOO will be selected. Just remember, • Records are updated and rescored as long as board is in though. th inthi:. ;;;.l~ whose scores are identical or virtually so? gm y. f'ulld members simply reviewt:d each record tu ~:nAgain, to ensure fairness and equity, all 109 records surc that each individual mel high standard~ of quality .. were rescored. The same was tme fur the gmy area ofth~ As a result ofthe review, each one is being offered a Keg· other panels. After the records were rescored, a separate ular commission. Finally, the panel's order-of-merit listing wa::. u~.tcO to order-of-merit listing was prepared for them and 103 offi help board members decide which officers ~llould be cers were selected out of the 425 for all panels. nominated to attend intermediate profession;~! rnilitary Secondary Zone Selections schools. All the secondary zone selections a::. wdl as For this board, major commands and Air Force Headtwenty-five percent of the primary zone selc~.:t~:c' from quarters nominated 552 to be considered for promotion the top of the order-of-merit listing were nominated·. below the zone. Officers are selected in the secondary zone basically the same as for the primary. As mentioned A Few Final PointsA few general observations round out this report on earlier, about the third day ofthe board. one ofthe line officer panels was chosen to score the secondary zone. the promotion process. First, the board president. This Remember, the quota for the secondary zone came to a experience showed me how important his role is. Gen· maximum of five percent of the primary zone quota, or eral Druen did not just serve as a figurehead. He actively 145. After the records were scored, an order-of-merit monitored all the panels throughout the process. Stacks listing was prepared. The secondary zone panel conof records were continually being piled on his desk for review. He told me his job was to act as a leveling influ ducted a gray arearesolution similartotheprimary zone. However, there was an additional quality check. Each ence to ensure fairness, consistency, and equity. promotion board is required to certify that the quality of "I looked at more than twenty percent of all the rec ords near the cut point to make sure that the quality in the secondary zone is superior to the primary zone offi this area was about the same among the panels. Since it cers who will be displaced. Each panel made this deter was, I knew they were doing their job," General Druen mination by comparing the records ofthe lowest scoring officers that could be selected from the secondary zone, said. He pointed out that records are reviewed by a proto the records ofthe highest scoriq offacers tbat would motion board a lot more than people realize. He ;,aid many records had been evaluated by as many as three he displaced from the primary zone. In each panel's judgment, the quality and potential of the secondary panels to ensure they were scored appropriately. General Druen also said that many officers with controlled zone candidates was clearly better than those being dis 3's on OERs were selected by the board for promotion. placed, so the full secondary zone quota was used. Fi Second, the role of the Selection Board Secretariat. nally, the board had completed its primary task-that of They were around the office working from 6:00a.m. until selecting people for promotion. However, it stiU had some work to do. midnight-a heavy schedule when you consider that AFMPC holds about thirty-five central selection boards Selective Continuation, Aegul•r Augmentation, a year. One day I saw the NCOIC of the Secretariat, a and School Selection chief master sergeant, inserting a document into a rec Ofcourse, the big question comi111 outofa promotion ord. That prompted me to ask him how late additional board is: Did I get promoted? On this board, the news information-i.e., OERs, citations for decorations, or was good for the majority, yet not totally bad for those notices of completing PME or an advanced degreethat didn't make it. For the second consecutive year, the could be inserted into a record for board review. "Until Air Force decided to offer a significant number of Rethe last record has been scored and that phase comserve officers who twice failed promotion a chance to pleted," he told me. Ifa record has already been scored extend on active duty for three years. To provide the and new documentation comes in, the record will be board members some baclqp"ound, a special briefing was pulled, the document inserted, and the record given back to the panel to be rescored. The Chief recommends that pven highlighting Air Force needs. In short, the board was told thatthe Air Force has shoJta&es ofcaptainsinall each officer .do everything possible to ensure that his record is up to date well in advance of the board. areas, but especially in the pilot, oaviptor, and en-· Finally, the professionalism of the board members. pneeriqskills. They were told that there was no limita They approached their tasks with complete seriousness tion on the number that could be otrered continuation. and dedication. When it was aU over, I asked several for but to exercisejudgment to ensure that the AirForce re their impressions ofthe process. Here's what they said: tained fully-qualified officers. Separate panelswere then . ..In spite ofrumors to the contrary, it is impossible to formed toreview all the eliaibleofficersfor continuation. be an advocate for someone, affecting selection or non The result was that a very ·hip percentage-about selection. • • • I personally spent several minutes on ninety-five percent across the boanl-was selected. each record as did all other members of my panel. . .• ' In past years, the percentage of Reserve officers We didn'tjust Dip through a record, look at the picture, selected for promotion to ~orwho were also offered a mark a score, and move on to the next one. . . • We Reaular commissionwas very small. Todetermine which didn't decide performance or potential-the individual officers should be offered Reaular, tiM: records were re did-along with the raters and reviewers." . ·scored, an order-of-merit listina prepared, and a certain One colonel put it this way: "The most important thin& ,percentqe nominated. This year that wasn't necessary. is to do your job well. There is no substitute for per· .The Air Force decided that. the boanl could offer Regular .' appointments to all ReServe officen selected for promoformance. How a person performs in the past is a aood doll ifotherwise eliaible.Therefore, the board clcc:ided~ in9icator ofhow he will perform in the futu~." • AtR FORCE ·MIIoellne I Julv 1910 ....•. 120 DOUBTFUL JUESTIONABLC POSSIBLE PROBABLE OUTSTANDING BPZ OFFICER EFFECTIVENESS REPORTS .· CHAPTER 6 121 --·------- 1san• aggressive andmilitantabsorberandtransformer ofculture \111 ~ 122 INTRODUCTION Previous chapters have examined assignments and promotions. This chapter considers Officer Effectiveness Reports (OERs), the last of the three most frequently discussed parts of career development. Like assignments and promotions, the mystique of OERs contributes to their popularity for discussion. The rationale for what makes a "good" OER different from a "great" one often defies definition. Hopefully, this chapter will eliminate most of the mystique and reveal some truths about what makes one OER of greater value to the ratee's career development than another. Emphasis in the chapter is on writing OERs. You may be wondering why the chapter is included since you don 1t write your own reports. The answer is twofold. First, even if you don't write OERs, you should know what factors your rater uses in reporting your potential. By knowing those factors, you can tailor your performance toward them and therefore make your rating official's duty easier. Second, 1f you write OERs on other officers, you have a responsibility for their career development. An earlier chapter stated that career development is more than the ratee's responsibility; it is the officer's supervisor's responsibility also. The professionalism you display in writing OERs will have an impact on the ratee's professional future. This chapter answers one question: How c.an I -Unp11:ove. :the. qu.aiily o6 OER6 1 WIU:te.? Some general background information is presented first. The majority of the discussion is a by-section review of AF Form 707, Officer Effec tiveness Report, with specific comments for more effectively communicat ing the rcttee's performance and potential. Information presented in this cha~ter was gleened primarily from AFR 36-10, Officer Effectiveness Reports and SACP 36-1, OERs: A Guide for Rating Officials. * * * WJt.d:A.ng a. good OER i6 ort.f.y a. bi.:t luvtde.Jt .tha.rt c.oa..f. m..i.tU.rtg 1 FJta.Ytk '.6 F..i.YLdirtg 123 The following ~nformation should assist you in the difficult task of documenting the accomplishments and potential of officers under your supervision. OER INFLATION AND CONTROLS In 1974, more than 90% of Air Force ·officers received the highest possible OER rating--a "9/4." Three out of every four officers had "9/4lsn as the top five OERs in their selection record. This led to the application of controls on ratings during 1975 through October 1978. The 11 Controlled OER System" reduced the numbers of officers receiving the highest possible rating, but it did not end inflation. Evaluators still found ways to exaggerate the performance and potential of certain categories of officers. Many lessons were learned from this experience. One of the most important insights gained is that inflation is not a function of percentages, rates, or numbers. Rather, inflation is best viewed as something that happens each time an evaluator knowingly overstates an officer's accomplishments and readiness for greater responsibility. RATING OFFICIALS' RESPONSIBILITIES Ra~ing officials may error in either extreme--by overstating o~ under stating ratings and co11111ents on an OER. Avoiding overstatement requir.es personal restraint. Avoiding understatement requires conscientious effort and effective writing skills. The objectivity, judgment and integrity needed for the task must come from you! OER "EFFECTIVE WRITING" An Air Force General once gave the foll~wing advice on writing citations for awards and decorations: "Write it so his mother will understand what her son is being recognized for." This same principle applies to OERs. The worst (and most common) error made by rating officials is to write comments so ambiguous, technical, or specialized, report users simply don't understand the significance of what is being reported. Many OERs are so full of such comments they become totally ineffective--ignored as worthless to the user. Meaningful OERs of value to board members, re source managers and other users will meet the following criteria: 124 e Claftity. A report user can't evaluate what he or she does not understand. Our work vocabulary is rampant with acronyms, project names, unique equipment terminology, and jargon which are second nature to us, but alien to people not experienced in our command or specialty. At times it seems impossible to explain our activities in terms which will be understood by everyone. However, this is precisely what must be done when writing an OER. Raters who take pride in their ability to complete an OER in an hour are often the most guilty of ignoring this fundamental. The solution is to write with the assumptionthat the intended reader knows absolutely nothing about your specialty, mission, project, etc. Your objective is to educate the reader about the ratee's job performance and potential. e ~edibility. Board members may not have a working knowledge of your mission or specialty, but neither are they stupid! Consider, for example, this quote from an OER: "Saved the United States Air Force from certain financialruin through aggressive accomplishment of his additionalduty as treasurer of the base recycle committee." .. If in your zeal to write a good OER, you lose credibility with report users, the entire report may become suspect. ·The challenge is to express your high regard for the officer without exaggeration of the significance of accomplishments or exceeding reasonable, believable descriptions of the ratee's value to the Air Force, base or mission. t Compo~ilion. There is one additional ingredient foun.d in "effective" OERs. Let's call it "composition" and define it as using writtenlanguage to communicate the thoughts, opinions, and ideas of a writer with maximum understanding by anyone who reads the product. This is what will make an OER (and the ratee) come alive in the minds of board members, commanders, resource managers, or anyone who readsthe report. By making the report come alive, the reader can con struct a mental image from your words. So, how do you write an OER that communicates with maximum understanding? Here are sevensuggestions: t Begin with an objective to communicate, not just to meet therequirement to write an OER. • Write from a positive point of view. ("He hit the target" rather than "He did not miss the target.") t Write to describe action. C'Leads by example" rather than"Leadership is an example for others.") t Use short sentences.(Readers can get "lost" in long and complex sentences. Single words and phrases can be very effec tive if not overused.) 125 • Be alert to possible double meanings. (Words like aggressive. competent, satisfactory, and perfectionist may not be taken in the spirit intended.) • Make every word count. (Deadheads like "during the period of this report" and doubling like "advised and informed" waste valuable space and are distracting.) • Give every OER you write the attention and effort you would like given to your report. t The Readab~y T~t. If, instead of writing an OER, you appeared before a board to answer questions about your ratee's perfonnanceand potential, would you still say the same things? The facts would be the same, but you would use more expressive, personal, and direct spoken English. You can achieve these same effective communication qualities in an OER by reading aloud your draft and revising until it sounds good. This technique, used by many professional writers, will improve the readability of any written material. The 6o.U.Owi.ng ~ugge.6:ti..on6 have been 011.ga.n-i..zed Mound the 6oJUnat o6 the c.uiiJLe.n:t AF Fo.IUrl 707. ·. RATEE IDENTIFICATION DATA (RIIMIAFR :16-IOmrwtully~fo,. fiJI, In e,Y,_,I•• li. SIAM (lttcllld• Stllflx) IL GIIADII I. NAMC {LMf, Ftlf. Mltld'-1""'-l) ... DA"C I. OIIGANIZATION, COMMAND, LOCATION I. ~AI CODII 7. ~1111100 OP' IIII~IIT I'· MO. DAYS OP' I'· IIIIASOH POll RII~RT IUP'I:"V IliON P'IIOMt I THRUt RATEE IDENTIFICATION DATA The infonnation needed to complete Section I will be on the OER RIP {Re port Individual Person) more co!TITlonly known as a "notice" or "shell." However, you may not receive a "shell." The CBPO computer projects annual OERs and those which result from known supervisory changes. The catch is, no "shell" is produced until the paper work for a change of supervision-is completed. 126 If you know a report is due, don't wait for the OER "shell." Get the needed infonmation for Section I and start writing. It's a good idea to have the ratee verify the data. DAFSC and grade data may have changed. A 1 so, verify the period of report and days of supervision. · The "from" date should be the date following the closeout of the ratee's.last OER or Training Report (AF Form 475). Errors in Section I detract from the over all effectiveness of the report and may delay its entry into the ratee•s records. Supervision begins on the first day of the reporting period or the date you became the rating official (if· that is later). Interruptions of supervision (TOY, leave, hospitalization, etc.) of more than 30 consecu tive days should be subtracted from the days of supervision. If you reduce the days of supervision below 120, check with the CBPO or your unit OER monitor to insure the report is still required. II. JOB DESCRIPTION 1. DUTY TITLih a. KEY DUTIES, TASKS AND ltESPONSI.ILITIESa JOB DESCRIPTION Feedback from boards at MAJCOM and AFMPC indicates a continuing need for improvements in this area. An ambiguous job title and/or a poor descrip tion of the ratee's duties can cause the officer's accomplishments to not be fully appreciated. To call the "Chief Engineer" for the Panama Canal a "ditch digger" would be criminal. Unfortunately, Section II of many OERs contain equally unfair understatements of the importance of ratees• duties. Vuty Title. There are some limitations on construction of duty titles, but you have more flexibility than you may realize. For example: • Duty titles must be compatible with the DAFSC. This does not mean the title must be the same as the classification title for the AFSC, i.e., Public Affairs Officer-AFSC 7924. In fact, you should avoid using the AFSC title. Find a title which clearly and concisely describes the officer 1 s primary duty--"Wing Chief of Public Affairs," not "PAO," or''Chief of Corrmunity Relations Branch," not "PA Staff Officer." Some titles are fixed by the position the officer is filling. For example, a Wing Commander may not improve his duty title by using "Chairman of the Board--Boondock AFB" and a Director of Public Affairs may not be "Vice President In Charge of Public 127 Affairs." What you do in these cases is make sure Section II, Item 2, "Key duties, tasks, and responsibilities" is well written. • The title on the OER must agree with the title in the personnel computer system. Only 31 characters are allowed in the system{resulting in many titles being abbreviated}. However, the title used on the OER can and should be spelled out in its entirety.Abbreviations, acronyms, and project names may not be known to all OER users. Therefore, their use may result in damaging ambiguity. o It is not too late to change a title simply because a report is due. If the-title is in error or is weak, make a retroactive changeto the title. AF Form 2095, Assignment/Personnel Action, is used to make the change, but you should seek the advice of your local CBPO before you do it. Ke.y Vu.U.u, Ta.61u and Rupon.6-ib~u. This item should never be left blank. Someone reviewing the form will surely not know what your ratee's job entails. Write this portion of the OER as if no one knows what the job includes. Again, like the "ditch digger" example, don't understate the duties, tasks, and responsibilities. Remember to include as many of the following as you can: · • Number of people supervised or at least the fact supervision is involved. • Dollar amounts of programs managed, budgets, weapon system costs, etc. • Critical nature and/or scope of responsibilities--nuclear weapons, mission completion, mission support, senior management support, presidential support, etc. 1 Special or additional duties which may not be a normal functi~n of the officer's primary duty. Ill. PERFORMANCE FACTORS NOT o•SIIftVIID Oft 18p«l1fc RMIP'* 0/,_rfo""-rwqulrtd NOT ftiii.IIVANT t. 10• KNOWL.IIDGII (Dqtlt, CVtrwlley, ,_tltlt} 0 JOB KNOWLEDGE Since 1t's at the top of the section, "Job Knowledge" is like the headline of a newspaper article. If it attracts your attention you will read · on~ Otherwise, you will look for something more interesting •. You need a good, strong example here to identify your ratee as someone worth reading about. Also, recognize that report users will expect officers to 128 have a high degree of knowledge in their specialty, especially an AFSC held for years. Use one of the ratee's more impressive accomplishments and try to make your comments indicate: (1) The significance of the achievement and (2) the degree of knowledge required. This is often the best place to reflect special recognition(s) the officer received--Public Affairs Officer of the Year, 8est-in-MAJCOM, competition results, etc. I, JUDGMENT AND DECISIONS (COrtlfiHrtt, 0 accvr11tr, r{{rctivr) JUDGMENT AND DECISIONS Demonstrated judgment (professional and personal) is strong evidence of potential for greater responsibility and more abstract duties. This makes Item 2 among the most important of all performance factors. Few (if any) of us can be correct all of the time, but our track record had better be pretty good. As a rule, the standards for this factor get tougher with each promotion and as we gain experience in our specialty or job. Rating another officer's judgment is admittedly a very subjective task. However, there are indicators of this ability which you should consider and try to reflect in your comments. Some are: • Ability to think logically. • Ability to make decisions under pressure. • Timely results when decisions are required to achieve objectives. • Evidence other people respect and seek the ratee 1s advice. 1 Putting the needs of the mission and others ahead of "personal advantage." PLAN AND ORGANIZE WORK Ability to achieve work objectives by planning and organizing (personal and other people's) activities is another indicator of potential for greater responsibility. Many Air Force officers have technical or specialist duties which do not allow total freedom to decide what they do 12.9 However, everyone must plan ahead and remain organized or how they do it. to meet their own responsibilities. The rater's task is to recognize this aspect of performance and describe it. Examples should make the reader understand the complexity, timeliness,and value of the ratee's specific accomplishment. It's great if the results are all in, but things "still on the drawing board" with a high potential for success may also be used. •• MANAGIEMIINT OP' ltiESOUitCIIS (Mt~r~powo•rtd m•terllll) 0 LJ MANAGEMENT OF RESOURCES We all manage some resources in the accomplishments of our duties. We are not equally blessed in the number of people and/or the value of assets under our control. However, marking this factor (or any other in Section III) as "not observed" may be a •'kiss-of-death." Ingredients or examples for this factor are: • Numbers and value of resources. • Results obtained. • Conservation achievements. • Enhancing the value or productivity of fixed resources .. Don't forget to consider ways the ratee may have demonstrated ability to manage through .additional duties, organization of social events, or in off-duty activities. 0 LJ LJ LJ LJ LJ LEADERSHIP Leadership is considered by many senior officers to be the most important of all performance factors. Board members are senior officers. If you find this item difficult to justify, your ratee is in deep trouble. It's best, but not absolutely necessary, to gfve examples which depict the officer's performance 1n an actual leade~hip role relative to other people. However, "initiative and acceptance of respons1b11ity" are also 130 These qualities should be evident in everyone's perfor documented here. mance. Examples of leadership should reveal the context of your observa tion. These examples include results attributable to the ratee•s leadership, and, if true, how the accomplishment reflects abilities greater than expected for the ratee•s grade and experience. 1. ADAI"TABILITY TO STRESS (Stllbfl, Q fluibl~. d~pendabl~) ADAPTABILITY TO STRESS Even in times of peace, stress is a "given" in the work environment of military members. When we are in combat or working in direct support of combat activities, high stress quickly becomes a 24-hour a day fact of life. The success of our mission and the lives of our comrades may depend on how effectively we function under pressures of difficult tasks, time constraints, and danger. The extent of stress experienced generally increases with higher grades and levels of command/organization. There fore, the ability to function well under pressure is a quality sought in personnel selected for promotion. When describing a ratee•s performance in this area, you should construct comments to convey three things: the situation, why it was stressful, and the ratee 1 S response. This factor is highly susceptible to "damning with faint praise... The fact that "~1ajor Zinger remained completely composed during his recent appearance before a Vehicle Accident Investigation Board," may be a fact, but it begs the question of why was he appearing before the board in the first place. 7. ORAL COMMUNICATION (Clear, Q concise, c:oufidenr) ORAL COMMUNICATION Commanders, supervisors, and in fact, all off1cers communicate orally. We must be able to express ourselves clearly, concisely, and confidently. Jobs vary in requirement for formal briefings. But, everyone gets a chance to demonstrate their ability to talk and listen. The examples you select for this factor should express: 1 The nature of communication. 1 The recipients. 131: 1 The significance. • The outcome. I, WRITTEN COMMUNICATION (C/~Dr, cone##, orrDnized) 0 WRITTEN COMMUNICATION The amount of writing required in our jobs varies greatly, but all public affairs officers are expected to be able to write well. This variable amount of writing complicates the task of finding a strong example to support ratings on this factor when the ratee's job requires little dayto-day writing. A smart rater, in this circumstance, will plan ahead and task the ratee with a meaningful project requiring some writing skill. The key in~redients of an example for written communication are: • What was written. • The quality of the product(s). • Accomplishment of purpose. • Any recognition the product(s). received. I. PROFESSIONI'L QUALITII:S (.Attlfl.lth, 0 drc68, coo~ratlon, bt:llrifl6} PROFESSIONAL QUALITIES An appointment to commissioned officer status has always carried profes sional obligations of high ethical, knowledge, and performance standards. Finding and expressing examples of this concept may be more difficult than most other performance factors. However, selection board members weigh this subject heavily. Examples for this factor must often "stand alone,.. without explanation of how and why they reflect favorably on the officer's professionalism•.For example: Selected as "our sharpest, most professional, and knowledgeable PAO" to represent tile Air Force at a civilian air show and static display of military aircraft. Unit and Air Force objectives take priority over his personal desires. 132 I 0. HUMAN RELATIONS (£qu111 opportunity ptiTtit:iplltion, mulrtvlty) • ..... OFFICER EFFECTIVENESS REPORT AF :::':. 707 P"I:VIOUS I:DITIONS A"& 08SOLI:TI:. HUMAN RELATIONS Few people will have accomplishments in the area of Equal Opportunity to deserve the highest possible rating, i.e., "develops and implements broad programs to combat and prevent discrimination" and "consistently sought out by others for his or her expertise and sensitivity in Equal Opportunity matters." However, this factor measures more than just Equal Oppor-. tunity participation. Even if the ratee is not a supervisor over other members, he or she should have demonstrated knowledge of the principles of human relations. As a staff officer or committee or council member, daily contact with other military and civilian personnel provides many opportunities to demonstrate sensitivity and ability to work effectively with people. Don't overlook this area for examples of this factor. Your comments should clearly express what the ratee did, and how that reflected active support of the Air Force Equal Opportunity/Human Relation objectives. .. . . . ., ... :. ~ IV. ASSIGNMENT RECOMMENDATION: 1. 8T"ONG&ST QUAL.IIPICATIONI ·-.. ) . a. SUGG&STIED J08 (Include AFSC): J"' ORGANIZATION L&V&Lt •• TIMINGt ASSIGNMENT RECOMMENDATIONS Completion of this section is optional, but if you are trying to write a strong, effective OER, you should use this portion of the OER to advantage. When the current AF Form 707 was designed, the intent was to provide this information for the people who select officers for assignments. However, its presence on the OER means that board members may be influenced by what you suggest (or don't suggest) in this section. SV!.ovtge.ot ~u.aL<-6-{_c.a..ti.ovt. "Strongest Qualification" is a carryover from prior OERorms which required comments on the officer's "strengths." The performance factors in Section III provide a good checklist for officer strengths. However. you should paraphrase rather than use the same terminology as Section III. For example, use "sound judgment" rather than "judgment and decisions," "management ability" rather than "management of resources," and "natural leader" rather than "leadership." Be careful to insure the "strongest qualification" is consis tent with ratings and comments in Section III. 133 Rea4~ignment Reeommen~n6. The other items in this section, i.e., suggested job, organizational level, and timing should meet two criteria. First, they should be realistic. Recommending your first lieutenantdeputy PAO for the MAJCOM director's job will impress the board, but not favorably, as it pertains to your judgment. Second, the job you recom mend should be perceived as progression in the ratee's specialty. Al~o, be careful that recommendations for a new career field are explainedelsewhere (Section VI is best) so that a report user does not conclude that you are trying to "ease" the ratee out of his or her current AFSC. EVALUATION OF POTENTIAL: ... ~ ComptW til• "''"~ u,.blllty 10 111111me btcruudrcrponriblllty with tlult :§ ofo,_,olfk•n Mlom you bowIn the ~t~me fi'IIM. lndictltt yOflr """' by pl«lf16 4111 "X" bt the dnlptlted portion ofthe mort 11pproprlate block. I I ::t: I II I I II......__---'---:-=--~I I I INDOltS• ADDN INDOltsltATEit ::::. ~ ltATIIIt ~':. '"'::.-ltATI!It ::::.. lilt ItATilIt ItATilIt lilt Lowest~----------------------------------------------------------------~ EVALUATION OF POTENTIAL Ratings in Section V serve as a "quick reference" to your overall assess ment of the ratee's potential for promotion, greater responsibility and other career advancement opportunities. The book definition is: · The ratee's capability for ass~ing increased responsibilitiesas compared to other officers in the same grade known by theevaluator. Potential for the purpose of OER rating decisions will be determined primarily by the evaluator's assessment of the ratee's performance and accomplishments during theperiod of the report. Consideration may also be given to other "whole person" factors such as experience, scope andresponsibility of the job, and education. Evaluator comments have become the most effective indication of relative potential. The highest rating, "1," is ·appropriate when there is no doubt your ratee has potential. The lowest possible rating, "6," should be used to communicate the ratee is uns-u"itable for promotion, more responsibility, or even continued employment in the Air Force. Ratings be tween "1" and "6" allow you to express degrees/shades of relative potential for promotion and advancement. .Recommendations for promotion, augmentation and greater responsibility will normally be inconsistent with a rating of "311 thru "6." 134 VI. RATER COMMENTS lDATKNAMIE, GRADIE, .R OP' SVC, ORGN, COMO, LOCATION DUTY TITLI: ,-ii SSAN .,SIGNATUIII: RATER COMMENTS As a rater, your job in Section VI is to draw a verbal picture of the ratee. To make the job even tougher, the aspect of the ratee which you must describe is his or her potential for further advancement, responsibility, and an Air Force career. Your best communicative skills are needed to find the right words and put them together in a way which will communicate effectively. Experienced OER writers and board members frequently give the following advice: to a. 1te.6h a.nd enth.u..6-Uutic. .6:talt:t. The first sentence in t 1s sect1on s ou gra t e rea er s attention with a promise of something worthwhile to follow. For example, the statement, 11 Capta1n Prang has continued to perform in an outstanding manner, .. may cause a board member to conclude {consciously or subconsciously) little will be gained by reading more of this OER since the period was a Con continuation of what the rater described in earlier reports. versely, a comment like, "Captain Prang proved, beyond a shadow of doubt, that he's ready for field grade rank and responsibility,.. may attract attention and encourage the reader to find out why you hold the ratee in such high regard. 135 achievements (from Section III) and describe how they evidenced abilities, judgment, and experience needed for success in a higher grade and more responsible job. Another approach is to expand on the officer's strongest qualification from Section IV. If you said he was a born leader, support your view with examples, logic, and ·additional rationale. A third approach is similar to the last, but focuses on the suggested job (Section IV, Item 2). Tell why you believe the ratee is especially well-qualified to serve in the assignment you recommend. A few well-placed adjectives will be needed to keep your comments from sounding too technical or matterof-fact. Any one of the three approaches above may be used veryeffectively. Pick one to suit the ratee and you, or come up with your own approach. However, don't stray too far from tradition. Finally, concerning Section VI, you must have an appropriate conclusion. Board members expect to find your specific recommendation for promotion, augmentation, and PME schools at the end of Section VI. No recommendation may be taken as a "no recommendation." An inappropriate recoiTIT!endation such as "Augment," for an officer who already is a Regular, will cast doubt on how well you actually know the ratee and can detract from the entire report. Also, enthusiasm does make a difference. If you end your comments with "promote," ltiWill be viewed positively. However, it will not have the same impact as saying, "promote two years early," "promote this year without fail," or "select for promotion and in-residence attendance at Intennediate Service School." These examples should not be taken as current, "in-words." Rather, their magic can easily be matched by many other comments which enthusiastically express your recoiTIT!endat1on for the officer's next career advancement . "Nothing .U ..i.mpou.ible. 6oJt. :the. pe.IL6on who doun' :t have. :to do .U h..im6el61" . 136 VII. ADDITIONAL RATER COMMENTS 0 CONCUR 0 NONCONCUR NAME, GAAOE, SA OP' SVC, ORGN, COMO, LOCATION DUTY TITLC IDATK SSAH -~aaoNATURc VIII. INDORSER COMMENTS 0 CONCUR 0 NONCoNCUit NAMI:, GAAOI:, SA OP' SVC, OAGN, COMO, LOCATION DUTYTITU IDATK aaAN ISIGNATUR. ADDITIONAL RATER AND INDORSER COMMENTS Although this guide is intended primarily to assist raters, a section on indorsements is included for two reasons. First as the rater, you are likely to be asked (or at least have an opportunity) to offer proposed comments to the additional rater and indorser. Also, even some experien ced evaluators are unaware of, or sometimes forget, the elements present in good, effective indorsements. Indorsements may be the most critical portion of any report. It should surprise no one that board members do not read every word in every OER to score a record. They don't need to. With a little experience, they can quickly identify "superstar," "high average," "average," and "below average" records. The "suoerstar''rec ords are read very carefully for BPZ consideration. A promotion board member will quickly recognize a "high average" record and then look for certain clues to determine which of several "promotable" scores to apply. "Below average" records usually receive scores close to the promotion cut-off point and must be read to resolve the "gray area." An obvious good source for these clues are the short, bottom line comments in indorsements. These portions of a report provide a summary of the offi cer's performance and potential in the judgment of a senior officer. They confirm or qualify the rater's evaluation and assist fine discriminations among promotable officers. 137. SUMMARY As you may have surmised from this chapter, writing an OER is not a difficult task when you break it into manageable parts. Then, within each part, you simply apply the rules of effective writing. Host difficulties associated with writing OERs are caused by a failure to apply these rules. As a result, the report doesn't "come alive" in the mind of the reader. When an OER fails to "come alive," the impact of wh~t is written is diluted. The most important achievements and the greatest potential possible will not be communicated effectively to the reader unless you write with the reader in mind. The next time you write an OER, review this chapter and follow the guidelines contained in it. You'll find the effort required to write the report is less and the report w111 be a professional product you'll be proud to sign. Most importantly, it will assist the ratee's career development by communi cating a true picture of the officer's achievements and potential. "Pe.opte. cvte. piWmote.d not by what they c.an do, but by what pe.opte. ~k ~candol" Sonny'~ Sa.yiJJs 138. "The good thatmen 00 lwes after.....·: Fl NAL REFLECTIONS CHAPTER 7 139 MAN, on occasion, has caught aglimpse of his reflection in amirror, and not immediatelyrecognizinghimself, has begun to lauch before realizing what he was doing. . ·.. :··· ,, ~U!~~' i !,: .·•··...~ .,P -1' -P:~:IA!l2·. · P_§l9~6,. L~"9I!~!U8_.·.· p~Snu:·lo·]!ln~p--_-_· P!W2~~~~_· p·92 . .. L6_C08UIIIU8 -· ·_ . ~oJ '·!IJJw6q!9J&J~ !~t~ ~!.LLOL' 9Uq . Ot ·p!_2· ~6116CJ!OU c9n8pJ 9 sn·wb2& OU,OCC92!0U~ p92 -· INVMA·.. .. 140 INTRODUCTION I trust by now you've discovered that career development doesn't happen by itself. It is the result of your taking advantage of the opportuni ties made available by the Air Force. Career development patterns vary as widely as personalities. History is replete with examples of success ful Air Force PAOs whose training, experience and styles were so varied, What they all they constitute a wide spectrum of examples to emulate~ had in common,however, was the embodiment of some common principles required for succeeding in public affairs. Those principles are contained in ten suggestions compiled by Brigadier General Jerry Dalton when he was Air Force Director of Public Affairs. I offer them here as a final thought on what successful career development in the Air Force is all about. TIPS FOR SUCCESS t Become an expert in public affairs. - Know the regulations and policies. - Be the PA authority in your unit. 1 Work hard. - Permit no substitutes. - Accept no compromises. • Study and know your commander. -Know him thoroughly. -Be able to anticipate him. • Don't ignore your duties. -Your job is to help the commander do his. -Support everyone working for the commander. -Practice your own PR for yourself, your office and the PA function. 141 • Be mission oriented. -Compete with other staff for the commander's attention. -Know a little about everybody and everything on your base. • Demonstrate your versatility. -Be the commander's most valuable assistant. • Plan, organize, establish goals and regularly report progress or lack thereof. -Your commander needs to know what you're doing. -Don't develop a "seat of your pants" reputation. • Establish your own QC program for staff work, news releases, photos and base newspapers. -Commanders expect perfection or near perfection. -Your reputation is like a movie star--only as good as your last picture. • Improve your own net worth to the Air Force. -Complete PME by any means available. -. Develop your professional writing talent. -Develop a professional reading program. -Get active in civilian professional clubs. • Take care of your own people. -Be selfless. -Recognize someone's accomplishments every day. Again, I trust your career in public affairs will be as exciting and challenging as mine. 142 --------------, APPENDICES 143 GLOSSARY A'DSt: Active: Duty Service Corrmitment • . AfT! Air Force Institute of Technology. AFSC Air force Specialty Code. Air Staff HQ USAF assignments in the Pentagon. APDS Advanced Personnel Data System. ASD Assignment Selection Date. ASTRA Air Staff Training Program. BP.Z Below The Promotion Zone (fonnerly BTZ) CBPO Consolidated Base Personnel Office. CHAP Children Have A Potential. Conus: Continental United States. Date Eligible tD Return. From OVerseas. DEROS D:INFOS Defense Infonnat1on School. DOD Department of Defense. Defense Officer Personnel Management Act. DOPM EOS E.11gible For Overseas. EWl Education With Industry. fSl Foreign Service Institute. First Time Eligible (for Promotion) •. FTE HAF Headquarters Air Force. Humanitarian Defennent or Reassigr~~~~ent.. HUMl 144 ISS JCS MAJCOM OASD/PA ODSD OER OSD PA PCS PME RIP ROPA SAF SAF/PA SOA sos sss STRD TAFCSD TOY Intermediate-Service School. Joint Chiefs of Staff. Major Air Command. Office of the Assistant Secretary of Defense for Public Affairs. Overseas_Duty Selection Date. Officer Effectiveness Report. Office of the Secretary of Defense. Public Affairs. Permanent Change of Station. Professional Military Education. Report on an Individual Person. Reserve Officer Promotion Act. Secretary of the Air Force. Secretary of the Air Force Office of Public Affairs. Separate Operating Agency. Squadron Officer School. Senior Service School. Short Tour Return Date. Total Active Federal Commissioned Service Date. Temporary Duty. 145 INDEX -A--E- Accompanied by Oependent~34 Education Deferment, 27AF Fonn 90, 34,36 Education Records, 43AF Form 707, 58 Education and Training, 14 AFIT, 14, 16, 43 Equal Opportunity as OER factor, 65 AFMPC,22 EWI, 14, 16Air Force Mission,13All Others Tours,34 -F-APDS,26 ASO. 27 Foreign language Training, 17 Assignment Cycle, 26 Foreign Service Institute, 14 ASTRA, 14, 18 -G-8- Graduate Education and Effects on BPZ Promotions, 42 Promotions, 42By-name Request, 26 -H-C- Higher Headquarters, 3 Career Broadening, 19 Humanitarian Defennent, 26 Career Development, Defn., 7CBPO, 28, 36 -1-CHAP, 26C011111Unication Individual Desires, 13 Oral as OER factor, 63 Indorsements of OERs, 69 Written as OER factor, 64 ISS, 14, 15 ConUS Assignment Exchange Program. 29 -J- Copies of Records, 43 Customer Service Center, 10 Job Description for OER, 59, 60 Job Knowledge as OER factor, 60 -D-Join-Spouse, 29 joint Assignments, 34 Decision Making as OER factor, 61 Departmental Assignment, 34 -l- OlftFOS, 15 OOPMA, 17 leadership as OER factor, 62 Dream Sheet, 37 lieutenants, 29 D11ty Title.-59 146 -M- MAJCOMs, 3, 26 Management Ability as OER factor, 62 -N- Nomination for Assignment, 27 -0 0DSD, 25 OERs, 55 C 1 a r i ty , 57 , 58 Composition, 57 Controlled, 56 Inflated, 56 Writing, 55 Orders, 28 Organization as OER factor, 61 O.U. Short Course, 14, 16 Overseas Tours, 28, 34 Non-Volunteer, 25, 34 Selection For, 25 Volunteer, 25, 34 -P- PA Seminar, 14, 15 Palace Info, 9 Palace PA, 8, 9, 24, 26 Phase Points, 41 Photographs, 44 PME, 14, 42 Effects on Promotions, 42, 43 Program Bulletin, 4 Promotion Boards, 41, 45 Promotion Probability, 42 · Promotion Timetable, 41 -R- Reassignment, 23, 24, 25 Record Folder, 43 Research Associates Program, 19 Responsibilities, 8 ROPA, 17 -S- Select and Assign, 27 Selection Folder, 43 Seven Day Option, 26 SOAs, 26 sos. 14 sss, 14, 15 STRD, 25 Stress as OER factor, 63 -T Time-on-Station, 25, 28 Timing, Reassignment, 25 T1 ps for Success, ·73 Tour Lengths, 28 -W- White House Fellowship, 19 147 Write itdown 148 •, HERE'S YOUR CHANCE TO EAT OUR LUNCH! we•d like to know if you found this handbook useful. After you•ve used it awhile, jotdown your thoughts, good and bad, and send them to PALACE PA at HQs AFMPC. Thanks for your feedback. -------------------~ -----------· ----------------- TO: PALACE PA AFf'1PC/ROS4D RANDOLPH AFB, TEXAS 78150 ---------. ----~ -------------------------------- 150 ENLISTED PERSONNEL MANAGEMENT Being a public affairs pro isn't just a matter of knowing and doing PA We also have to know and do many facets of other Air Force professions. work. Finance, supply, admin, protocol --maybe even tap-dancing --are among those that should be within our grasp of skills in order to operate successful PA programs. But what about the "operaters" of those programs: People with a capital "P"? Gaining, nuturing, promoting and retaining professional PA people builds the talent pool of individuals who can manage, know and do all the work -working smart as well as hard. The people business, however, calls for PA pros to add more professional facets to their repertoire: personnel and manpower. Manpower is the simpler issue because PAOs have relatively little control over it! Seriously, Air Force and major air command manpower standards are almost set in concrete. Each PA shop has "X" number of people authorized in pay-grade structure "Y," based on the "Z" number residents in the population you support. The Air Force-wide picture, in round numbers is about 12,000 enlisted members and 600 officers to support the Air Force population of 600,000. That works out, first go-round, however, you have to subtract some 333 blue-suiters to be served by each PA professional. Second go-round, however, you have to subtract some 340 broadcasters from the PA population manpower standard; and you have to increase the served population by 141,000 civilian employees •. Last, subtract the PA folks who aren't in field positions --those in SAF/PA, MAJCOM and NAF headquarters, DINFOS or other such positions, Strategic Air Command bases, for instance, have a total of 56 officers, 150 enlisted and two civilians serving 107,019 military and 12,537I civilian employees --119,556 total. That's a ratio of about 575 people to each PA person in the field. Your command or local base ratio may be higher or lower, but you have to ask your local manpower office and MAJCOM resource manager if you're all working with the same head counts. Every PAO could use more people, but any increase has to be within authorized population-PAO parameters. Personnel authorizations and strengths also have to fUDded within budget constraints, so some bases have unfUDded authorizations, meaning you may never see a person filling a particular slot because there just aren't enough DoD dollars to spread across authorizations in all career fields. Even if you can identify people in your base's area who could increase your served population and resulting PA authorized strength, there's no guarantee a new slot would be funded. In short, our current authorizations and grade levels are the PAO personnel parameters within which we'll probably work. Your challenge, then, is to cultivate the most professional staff possible from the people assigned. This section deals with enlisted personnel matters, but there usually are corollary programs and actions in the officer personnel system, dealt with in another section. Personnel-related programs to help nurture our pool of enlisted PA professionals fall into three broad areas --training, performance reports and assignments --which will be addressed individually. 151 SUPERVISOR-MANAGER TIER ------.------ SUPERVISOR SUPERVISOR SUPERVISOR The primary responsibility of personnel in these grades 1s effective superv1son and management of personnel and resources under their control. TECHNICIAN-SUPERVISOR TIER • TECHNICIAN The primary responsibilities of the personnel in these grades are: (a) To perform the technical tasks within their career fields. (b) To provide general military and technical supervision to personnel under their supervision. TRAINEE-APPRENTICE TIER APPRENTICE TRAINEE TRAINEE TRAINEE TRAINEE 1. The primary responsibilities of the personnel 1n these grades are: (a) To learn the skills required for their career fields. (b) To develop the professional military skills required of all air-.en. 2Q These responsibilities are fulfilled through technical training, on-the-job training, professional m111tary education, off-duty educa tion, and individual stu~. 152 AIRMAN PERFORMANCE REPORTS Telling someone how well they're performing on the job often is a daily "Thanks. Good job!" from a supervisor to a subordinate. But actually rating another's performance is a much more complex undertaking that has a aajor impact on individual careers and the entire PA career field. It involves Airman Performance Reports, or APRs Few will dispute a historic weakness of the APR system --the same as with Officer Efficiency Reports·-inflation. If people who do a "good" job in your PA operation don't receive an "outstanding" APR, they can't be competitive (in the inflated system) for the promotions, assignments and career progression they deserve just as much as their peers. Your "bible" in preparing APRs is a personnel regulations, AFR 39-62, Airman Performance Reports, and your guideposts for submitting them are the suspense dates from the CBPO. "Busting" an APR suspense is one of the worst sins you can commit in the Air Force, since your co..auder may have to explain why JOV didn't do your job! The rating process is designed as a two-way process: a supervisor (rater) is supposed to define explicitly the job performance standards that a subordinate (ratee) is expected to meet; the subordinate then "contracts" to meet those standards for a "good" APR. If subordinates meet those standards, they deserve supervisors' fulfilling their part of the contract. Assuming you have "deserving" people, your challenge as a rater usually is to "mark all 9s on the front side and justify it on the back." Since the ratings (on a scale of 1 to 9) are inflated (all 9s having become the standard), the "word picture" (justification) actually is the deciding criterium when APRs are used for promotions, assignments, schools and other career factors. Practiced APR readers can see through a "walks on water" rating that isn't supported with specifics in the narrative. Talk to people you rate (and those you're rated by) about what's really been important in the job you've performed during the past year (or whatever the reporting When both of you agree What should be in the word picture, then look period). to 39-62 for guidance on the format. (See pages -of this handbook.) If an annual APR reinforces that daily, "Thanks. Good job!", the rating can be the fuel to keep subordinates fired-up to continue producing their best. NOTE: The following pages which have been reproduced from AFR 39-62, are to be used as an example in this handbook only. Before you fill out an APR on one of your people, check out the regulation for any changes that may have been made since this handbook was written. 153 AFR 39-62(C1) 1 October 1 984 ,.Chapter 4 INSTRUCTIONS FOR PREPARING AF FORMS 909, 910, AND 911 4-1. General Instructions: a. For EAD personnel and for non-EAD personnel assigned HQ AFRES units, CBPO/DPMQE sends two copies ofthe APR notice and any accumulated LOEs to the rater's unit of assignment. This enables the unit to set up a suspense control that helps to make sure that APRs are promptly submitted. For individual mobilization aug. mentees (IMAs) and Reinforcement Designees (RDs), CRPO/DPMQE sends two copies of the APR notice and any accumulated LOEs to the rater's CBPO or Federal Emergency Management Agency (FEMA) regional direc tors for personnel assigned to the 9006 ARS. The rater is responsible for contacting the CBPO/DPMQE or CRPO/ DPMQE to obtain report notices or information when needed for reports prepared according to paragraphs 33e( l) or (2). Ifthe APR notice indicates that the ratee has an UIF, evaluators are encouraged to review the ratee's UIF before preparing the APR. The rater is encouraged to furnish the ratee one copy of the APR notice for the ratee to review for accuracy. Ifthe APR notice is in error, the rater must contact CBPO/DPMQE or CRPOjDPMQE for assistance in resolving the error. The second copy of the APR notice is sent with the APR through the rating chain and is returned with the completed APR to the CBPO/ OPMQE or CRPO/DPMQE. b. Table 3-6 and 3-7 tell how many copies of the APR to prepare (paragraph 3-23b). c. APRs must be typed. If no typewriter is available, print entries, or legibly write them in reproducible ink (black or dark blue only). d. Use whiteout, and pen-and-ink changes to correct minor errors. Correction tape will not be used. Corrections and erasures that change sentence meaning must be initialed by the evaluator making the change. Reaccomplish reports containing an excessive number of corrections or erasures. While quality of reports is important, exercise good judgment in determining the type of errors that are significant enough to requir~ reaccomplishing a report. Make every effort to reduce errors, but don't demand unrealistic standards. Also, the main guide for preparation of the "Comments" sections of the APR should be commonly accepted standards of good English usage. Crowding comments on the form by "rolling" the typewriter or other such actions may make the report unacceptable and require its reaccom plishment. You may use phrases to save space. Do not underline, capitalize, or use bold print, unusual typewriter fonts, and so forth, merely to emphasize the comments, except as required to identify proper names, titles of publications, and so on. Indentation or paragraphing is 1lermitted. e. Avoid nicknames, code names, or acronyms. If they .•1ust beused, give an explanation, including a description of the part. f. Annotations such as "PDS Processed," administrative review initials, date stamps, and so on. may be entered only in the margin of the APR where they do not obstruct required entries. g. Instructions in this regulation take precedence over instructions on the AF forms prescribed by this regulation. 4-2. Section I, "Ratee Identification Data." Information for this section is taken from the APR notice and entered by the rater (figures 4-1,4-2, and 4-3). a. Name. Enter the ratee's last name. first name, middle initial and Jr., Sr., and so on. Name may be capitalized or in upper and lower case letters (figures 4-1.4-2, and 4-3). b. SSAN. Enter SSAN (prefix optional). c. Grade: (I) For airmen on EAD enter grade held on the closeout date of the report (paragraph 3-2). (2) For airmen not on EAD enter grade in which serving on the closeout date of the report and "NOJ'\-EAD" (paragraph 3-2). (3) Grade may be capitalized or in upper and lower case letters (figures 4-1, 4-2, and 4-3). d. Duty Air Force Specialty Code (DAFSC). Enter the ratee's duty AFSC held on the closeout date of the report. Include prefix and suffix. if applicable. e. Organization, Command, and location. Enter organization designation. command. and location to which ratee was assigned on the closeout date of the report (paragraph 3-12). For ratees assigned to one location but performing duty at another location. enter the organization. command, and location, of the unit to which the ratee is assigned. followed by the organization. command, and location where the ratee actually performs duty. For example: Air Force Manpower and Personnel Center (AFM PC) Randolph AFB TX wjduty Air Force Human Resources Lab (AFSC) Brooks AFB TX f. PAS Code. Enter Personnel Accounting Symbol (PAS) code of unit to which ratee was assigned on the closeout date of the report. For NOJ'\-EAD USAFR airmen use PAS of assignment. NOTE: Always enter PAS; it is never classified when used by itself. g. Period of Report (From Date): (I) For EAD APRs: (a) Ifthe ratee has a previous EAD APR on current EAD tour, or has a previous EAD or non-EAD USAFR APR closing within the 120 calendar days before the ratee's EAD date, the period of the report begins with the date following the closeout date of the preceding EAD or nonEAD USAFR APR. 154 AFR 39-62(C1) 1 October 1984 (b) If the ratee doesn't have a previous EAD APR on current EAD tour, and the ratee does not have an EAD or non-EAD USAFR APR closing within the 120 calendar days before the ratee's EAD date, the period of report begins with the date of entry or reentry on extended active duty. (2) For non-EAD APRs: (a) If the ratee has a previous non-EAD USAFR APR on current non-EAD tour, or has a previous EAD or non-EAD USAFR APR closing within the 120 calendar days before the ratee's date of assignment to Reserve status, the period of report begins with the date following the closeout date of the preceding EAD or non-EAD USAFR APR (see paragraph (c) below for exception). (b) If the ratee doesn't have a previous non-EAD USAFR APR on current non-EAD tour, and the ratee does not have an EAD or non-:Ar: -·:AFR APR closing within the 120 calendar days before the ratee 's date of assignment to Reserve status, the period of report begins with the date ofassignment to Reserve status (see paragraph (c) below for exception). (c) If an individual in the grade of Sgt or below is assigned to non-EAD Reserve status and is subsequently promoted to SSgt, the first report as a SSgt begins with the ratee's date of rank (DOR). (3) See paragraphs 3-14d and e to document any voids in the records. h. Period of Report (Through Date). The through date is also referred to as the closeout date. See tables 3-1 or 3-2 to determine the closeout date with the following exceptions: (I) When the report is written as a result of (I) retirement or separation of the rater; (2) separation of a ratee concurrently entering EAD or non-EAD participating USAFR status after separation; or (3) reassignment (PCS) of either the ratee or rater, it is usually closed out 30 calendar days before the rater's or the ratee's departure date. If the ratee will complete the minimum 120 calendar days supervision within the 30 calendar days before the departure date, the closeout date of the report is the day the 120 calendar day period of supervision is completed (paragraph (4) below). Computer projection of the closeout date will be based on the above guidelines. The Chief, Quality Force Section may authorize adjustment of the closeout date within the 30 calendar day period before the departure date to permit recording ofsignificant events. In no instances will a report be closed out on or after the actual PCS departure, retirement, or separation date ofthe rater or ratee. NOTE: If a departure, separation, or retirement date is changed after the closeout date of an APR is established, it is not 11ecessary to adjust the closeout date if the closeout date of the report is no more than 40 calendar days before the actual departure date. However, if the new departure date would provide enough supervision to change the reporting requirement from an optional LOE to a mandatory LOE, or from an LOE to an APR, the mandatory COE or APR will be prepared. (2) In the case of directed reports, the closeout date is the date specified by the directing authority. (3) In the event of an emergency or short notice departure, and in all other instances, the closeout date is the day before the effective date of the action which requires the submission of the report. (4) For non-EAD APRs, the closeout date is adjusted within the 30 calendar days before the departure date, to the day the ratee will complete the minimum 12 points requirement (and the 120 days supervision requirement for non-EAD USAFR members assigned to HQ AFRES and subordinate units). i. Days of Supervision: (I) Number of calendar days the ratee was under the supervision ofthe rater during the period ofthe report. Ifthe report is written by an individual other than the designated rater as defined irl paragraph 3-5, enter the number of days for which this individual has personal or written knowledge of the duty performance of the ratee during the reporting period. For non-EAD USAFR personnel promoted to SSgt, the period ofsupervision for their first report as a SSgt is computed from their date of rank as a SSgt. (2) All periods of30 or more consecutive calendar days during which the ratee's duties were not performed under the supervision ofthe rater due to either the ratee or the rater being absent on TOY, leave, patient status, local classroom training, AWOL, dropped from role (DFR), or confinement are deducted from the period of supervision. NOTE: This does not include periods of"loan"to another section or organization when a change of rater is not made and TOY orders are not published. j. Reason for Report. Enter reason for report as determined by tables 3-1 and 3-2. 4-3. Section II, "Job Description." Confine the description ofduties to the space allocated in the section. Do not include classified material (paragraph 3-12). a. Current Duty. The rater must enter the duty title as it appears on the APR notice as of the closeout date of the report. To clarify duty titles, abbreviations should be spelled out. In addition, the rater is encouraged to enter a clear, concise statement of the ratee's duties. The description of the ratee's job should make the ratee come alive for the user. It should make clear the degree of assignment selectivity involved, the responsibility exercised, and the nature of the tasks performed by the ratee. Be specific-include facts such as dollar value of projects managed, number of people supervised, level to which responsible, and so on where possible. Make it clear-jargon, acronyms, and topical references obscure rather than clarify meaning and should be avoided. b. Additional Duties. The rater is encouraged to list and describe those additional duties that influenced the ratings or comments on the APR. c. Prior Duties. The rater is encouraged to add previous duty assignments held during the period of the report if they influenced the ratings or comments. The duty AFSC and duty title may be included. 155 4-4. Section Ill, "Evaluation of Perfonnance." a. No individual does all things equally well. Accurate -:valuations, therefore, require separate consideration ofthe arious factors contributing to total job effectiveness. Ratees are evaluated on how well they accomplish their particular job when compared to other ratees known by the evaluator serving in the same grade and AFSC. b. E.valuators should also consider compliance with Air Force-wide standards of dress, bearing, acceptance of NCO responsibilities, and so on, in arriving at their ratings. When assessing a rating for "Bearing," evaluators should consider the ratee's adherence to weight and physical fitness standards. For non-EAD APRs, the evaluators should also consider, when assessing a rating for "Performance of Duty" and .. Acceptance of Responsibility", how well the ratee supports the Air Force Reserve in obtaining prospective members and promotes retention programs. In addition, the evaluators should consider the ratee's attendance record and support ofthe unit's mission. NOTE: In the total evaluation of Air Force personnel (active duty and NON-EAD), appraisal of personnel safety and health responsibilities will be considered as part of the entire evaluation process. c. Although some evaluators may not know any other ratee serving in a particular grade and AFSC, they have established opinions and impressions of the general level of performance of Air Force enlisted personnel in the various uades. d. Ratings (Xs) must be handwritten using reproducible ...tk (black or dark blue only). No corrections or erasures are permitted in section Ill. (1) Rater. Place an "X"in the rating box that coincides with your evaluation of the ratee for each factor. Ifyou have insufficient knowledge to adequately provide an evaluation, check ..N10"(not observed). This does not apply to section Ill, item 2. NOTE: The fact that a ratee is not designated as a rater does not preclude the ratee from receiving a rating on AF Form 910 and 911, section III, item 4. The role ofan NCO requires these qualities be displayed in everyday actions and in dealing with other personnel. For SrA serving · as raters, supervisory duties and responsibilities should be addressed on AF Form 909, section II, and then be considered by the rater when assessing ratings in section III for the factors "Performance of Duty," and "Human Relations," and in section IV, "Overall Evaluation." Comments regarding the ratee's performance as a supervisor should also be included in section V. (2) 1ST Indorser. Place an "X" in the rating box that coincides with your evaluation of the ratee for each factor. This must be accomplished regardless of agreement or disagreement with the ratings assigned by the rater. If you have insufficient knowledge to adequately provide an evaluation, check "NI0."This does not apply to section III, ··em2. (3) 2D and 3D Indorser (Including Any Authorized .. ....uiditionallndorser). Disagreement with the previous evaluator's rating in section III is refleeted by initialing in the AFR 39-62(C1) 1 October 1984 1ST indorser's block the rating that you believe more accurately reflects the ratee's performance. If the box already contains an "X" or the initials of a previous evaluator, use the area immediately above the box. EXCEPTION: When the unit commander not in the ratee's rating chain indorses the APR immediately after the rater. disagreement with the rater's rating in Section lll is reflected by initialing in the rater's block. 4-5. Section IV, "Overall Evaluation": a. Evaluators will assign ratings in section IV by comparing the ratee with other personnel known by the evaluator serving in the same grade and AFSC. Although some evaluators may not know any other ratee serving in a particular grade and AFSC, they have established opinions and impressions of the general level of performance of Air Force enlisted personnel in the various grades. In evaluating ratees in the grades of AB through SMSgt, evaluators should consider the ratee's potential for promotion and increased responsibility. In evaluating CMSgts, evaluators should consider the ratee's potential for increased responsibility. b. Generally, there is a correlation between the rating in section IV and the ratings in section III. However. there is not necessarily a direct correlation between it and the various ratings given for job performance in section Ill. For example, a ratee could conceivably be rated in the top box ("9") in all of the job performance factors and still not be rated in the top box in section IV. c. Rating definitions: (l) Place a handscribed "X" in the block that best indicates your overall evaluation of the ratee, based on the following rating definitions. (a) A rating of"9" identifies airmen who possess the highest degree of potential to successfully handle increased responsibility. (b) A rating of "8" identifies those extremely effective airmen who have clearly demonstrated potential for expanded or more diverse responsibility. (c) A rating of"7" identifies airmen who are performing satisfactorily at their current level of responsibility but whose potential for expanded or more diverse responsibilities needs to be more clearly demonstrated. A stronger pattern of performance, additional experience, training. or maturity, and so on, may be necessary before the ratee's potential becom, s more evident. (d) Ratings of "6" and "5" identify airmen whose performance during the reporting period reflects less than average potential and who need to improve before being awarded increased responsibility. (e) Ratings of "4", "3", and "2" identify airmen whose performance during the period is marginal and who have demonstrated insufficient potential to assume increased responsibility. (f) Ratings of "I" and "0" identify airmen whose performance during the period is unsatisfactory and who have not demonstrated any potential to assume increased 156 AFR 39-62(C1) 1 October 1984 ment against the ratee is verified or confirmed and the APR responsibility. A "I" or "0" rating constitutes a referral must be referred to the ratee. report. (3) For all NCOs and airmen, comments are manda(2) For rating definitions that contain more than one tory when the ratee's status on the Weight Management rating, evaluators must determine where the ratee falls within the scope of the rating scale. Specifically, if the Program or Fitness Improvement Training Program is definition applies to two different ratings the evaluator unsatisfactory as of the report closeout date. NOTE: If the would have to determine whether the ratee belongs in the ratee's status is satisfactory as of the closeout date, but was upper or lower half of the rating scale. If three ratings are unsatisfactory sometime during the reporting period, involved, then the evaluator would have to determine comments about the unsatisfactory status are at the whether the ratee belongs in the top, middle, or bottom third discretion of the evaluator. Any report containing comments pertaining to unsatisfactory progress must be of the rating scale. d. Evaluators and other responsible officials at all levels referred to the ratee. must use extreme care in reviewing reports to make sure that c. Confine comments to the space provided for all APRs except referral reports. For referral reports, any evaluator they are fully justified. Reports that are not fully substanti ated should be returned for inclusion ofadditional supportcan use an AF Form 77 to continue comments, including the ing evidence or for reconsideration of the evaluator's evaluator who referred the report. Ifyou use AF Form 77, ratings. Any adjustment made to a rating by any evaluator complete the identification block as of the closeout date of following his or her reconsideration must be the decision of the APR (paragraph 3-16). d. Organize the comments and headings according tothe evaluator concerned. e. Handwrite ratings (Xs) using reproducible ink (black figure 4-4. Headings must be entered in the order shown in figure 4-4. Use the heading "FACTS AND SPECIFIC or dark blue only). No corrections or erasures are permitted in section }V. Additional indorsers who prepare an AF ACHIEVEMENTS" followed by appropriate commenis. Form 77 according to paragraph 3-9b, indicate disagreeThis he&ding is mandatory on all APRs and LOEs on EAD ment with the previous evaluator's rating by initialing in the personnel and mandatory on all APRs prepared on nonblock that they believe more accurately reflects the ratee's EAD personnel if the report contains comments. Omit other headings entirely if not followed by comments. Use the performance. If the box already contains an "X" or the initials of a previous evaluator, use the area immediately heading "OTHER COMMENTS" for comments required by paragraph 4-6b(2) and (3). Figure 4-4 is the guideline. above the box. f. The APR rating reported in PDS is the rating in the Some situations are very clear-cut. For example, the fact that a ratee completed or actively participated in a civilian overall evaluation section of the APR, as approved or changed by the final evaluator. or military education or training program must be placed under "EDUCATIONAL AND TRAINING ACCOM4-6. Section V. "Rater's Comments": PLISHMENTS."In other cases, evaluators should use their a. This section provides space to record how the ratee best judgement about the situation, and some leeway may be typically performed. The rater should prepare this section given in the type of comments placed under the specific with a sincere desire to communicate the evaluation of the headings. In these situations, raters may determine that ratee. The key to writing good comments is to describe the certain comments belong under a different heading than person's performance. Don'tjust list adjectives that describe that shown in figure 4-4. For example, a recommendation to the member. Comment on those positive and negative attend school could be placed under either "SUGGESTED aspects of the member's performance that Jed to the ASSIGNMENTS"or"OTHER COMMENTS", orthefact evaluation of the ratee. Punishments received during the that a ratee developed a squadron training program could period of report such as courts-martial, civil confinement, be placed under either "EDUCATIONAL AND TRAINand so on, should not be commented on unless the reason ING ACCOMPLISHMENTS" or "FACTS AND SPEfor punishment is also included. However, do not mention CIFIC ACHIEVEMENTS." Enter all headings in capital letters and follow by concise factual comments. Do not punishments under Article 15 (paragraph 3-13k). b. Mandatory comments: underline headings. (I) Comments on the performance of EAD members e. Mention ofenrollment in off-duty education programs are mandatory. APRs identified as outstanding or referral or correspondence courses should focus on the progress (paragraphs 2-13 and 2-19), require specific justification. being made. The mere act of enrollment provides little Comments on APRs prepared on non-EAD USAFR perassurance that the ratee has the initiative to complete the sonnel are optional except for APRs identified as outstandprogram. ing or referral and as outlined in (2) and (3) below). f. Forall enlisted personnel who have been on the control (2) For all NCOs and airmen, comments are manroster during the reporting period, the report should discuss datory when the ratee fails to maintain the equal opportuany lapses in behavior, conduct, or performance associated nity and treatment standards prescribed by AFR 30-2. with the control roster action. Specifically, the rater must provide appropriate remarks g. If the requirements of paragraph 2-7c(l) or (2) have when an allegation or charge of discrimination or mistreat-been met and you, the rater, determine that additional 157 indorsement is not desired or the report was forwarded for higher level indorsement but was returned to the rater without action, place your comments and identification data in section V. The following statement must be entered in sections VI, VII, and VIII: "THIS SECTION NOT USED. "Complete the rater rating blocks in sections III and IV. Place your initials or signature in the signature block of section VIII. Application of this rule precludes further indorsement of the report unless the unit commander desires to indorse the APR. If additional copies are required, theremaining copies may be signed, initialed, or stamped "SIGNED." Initials.or signature are not required in the signature block of sections VI and VII, but may be included. h. Rater identification: (I) Enter name, grade, branch of service (military members and OAF civilians only), SSAN (prefix or suffix optional), duty title, organization, command and location held on the closeout date of the report (paragraph 3-12). SSAN is not required if the evaluator is a civilian or a member of another US or a foreign service. When the rater is an Air Reserve Technician (ART), the evaluator will use their military grade and duty title. NOTE: If a rater is performing an additional duty and supervises while performing that duty, then the rater's duty title on the ratee's report must be the rater's additional duty title, not necessarily the duty title recorded in PDS. (2) Sign the original in reproducible ink (black or dark blue only), and enter the date the report was actually signed. Ifadditional copies are required, the remaining copies may be signed, initialed, or stamped "SIGNED." (3) Don't sign or date the report before the closeout date. 4-7. Sections VI. VII, and VIII, "1ST. 20. and 30 Indorser's Comments:" a. Review the ratings and comments for completeness and impartiality, and indicate concurrence or disagreement with the previous evaluator. Although you may not have personal knowledge ofthe ratee, you can review the APR to determine its qualitative adequacy. This review serves both the purpose of quality control over individual reports and quality control over evaluator tendencies to overrate. You should unhesitatingly reject poorly prepared APRs, and downgrade ratings or return for additional justification, reports not substantiated or which show inflationary practices. Any adjustment made to a rating by any evaluator following his or her reconsideration must be the decision of the evaluator concerned. (I) Ifyou concur with all the ratings and comments of the previous evaluator, place an ..X" in the ..CONCUR" block. The "X" may be typed or printed using reproducible ink (black or dark blue only). Comments are optional unless required according to paragraph 3-llc. Comments may be included if they add meaning to the report. (2) Ifyou disagree with any rating or comment of the previous evaluator, place an "X" in the "NONCONCUR" AFR 39-62(C1) 1 October 1984 block. The "X" may be typed or printed using reproducible ink (black or dark blue only). Ifchanges in the ratings result in significant disagreement (paragraph 2-22), substantiate with specific comments. If changes do not constitute significant disagreement, comments are optional but may be included if they add meaning to the report or are required according to paragraph 3-llc. b. For all APRs except referral reports, confine comments to the space provided. For referral reports, any evaluator can use an AF Form 77 to continue their comments, including the evaluator who referred the report. Ifyou use AF Form 77, complete the identification block as of the signature date of the APR (paragraph 3-16). c. Don't categorize comments by specific headings. Organize them within the standards of acceptable English. Punishments received during the period of report such as courts-martial, civil confinement, and so on, should not be commented on unless the reason for the punishment is also included. However, do not mention punishments under Article 15 (paragraph 3-13k). d. Ifthe requirements of table 3-3 have been met and the 1ST indorser determines that additional indorsement is not desired or the report was forwarded for higher level indorsement but was returned to the I ST indorser without action, place your comments and identification data in section VI. Complete the 1ST indorser rating blocks in sections III and IV. The following statement must be entered in sections VII and VIII: "THIS SECTION NOT USED." Place your initials or signature in the signature block of section VIII. Application of this rule precludes further indorsement of the report unless the unit commander desires to indorse the APR. Ifadditional copies are required, the remaining copies may be signed, initialed, or stamped "SIGNED." Initials or signature are not required in the signature block of section VII, but may be included. e. Ifthe requirements of table 3-3 have been met and the 20 indorser determines that additional indorsement is not desired or the report was forwarded for higher level indorsement but was returned to the 20 indorser without action, place your comments and identification data in section VII. Complete the 20 indorser rating block in section IV. Enter the following statement in section VIII: "THIS SECTION NOT USED." Place your initials or signature in the signature block of section VIII. Application of this rule precludes further indorsement of the report unless the unit commander desires to indorse the APR. If additional copies are required, the remaining copies may be signed, initialed, or stamped "SIGNED." f. 1ST, 20, and 30 indorser identification: (I) Enter name, grade, branch of service (military members and OAF civilians only), SSAN (prefix or suffix optional), duty title, organization, command and location held on the signature date of the report (paragraph 3-12). SSAN is not required if the evaluator is a civilian or a member of another US or a foreign service. When the indorser is an Air Reserve Technician (ART), the evaluator 158 AFR 39-62(C1) 1 October 1984 will use their military grade and duty title. NOTE: The and meaningful APR. (2) Sign the original in reproducible ink (black or darkentering of identification data as of the signature date is a blue only), and enter the date the report was actually signed. general rule and may be changed to suit circumstances. For example, an officer is the commander of a squadron on the If additional copies are required, the remaining copies maybe signed, initialed, or stamped "SIGNED." closeout date of an APR, but moves before he or she has a chance to indorse that APR. This officer may still sign the (3) Do not sign or date the report before the closeout report as "Squadron Commander." Judgement must be applied to determine when such exceptions are in the best date nor before the date the report was signed by the interests ofthe Air Force and will result in the most accurate previous evaluator. 159 AFR 39-62(C1) 1 October 1984 I IIATEE IDENTIFICATION DAT.<. ' ~ FR .~SJ. ~: azftfulh brfo" con:citWJI61n lttm l G•AOI: . • OA •sc flAM& ILIJar. ,,,..,,, .\lur..,, JnlfiG.· ' /' ...... Sellman, James s. 000-00-0000 ' AlC 73230 ·6 ,...._,COOt I O•GANIZATIOH. COMMANC. A"C -OCA.TtOh 831st Combat Support G~ (TAC) George AFB California JGBOTFD4J "IAIOfiill I'Oa lllt&"OJII"':'7 PC.IOD OP' •&~lilT II ....................~••·:1 190 Vt&tON PillOM· 12 Dec 82 IT ... ftU 13 AUR 83 I Directed b_y_ H__Q_ USAf II . .108 DEICIIIIPTION I DIJTV TIT Ll Records Clerk. • ...., ouT•••· T .................~......., ... ,T•••· Responsible for the filing and maintenance of approximately 400 Unit Personnel Records Groups. Prepares "Statements of Service. " Conducts records reviews. Assists NCOIC "in controlling access to Unit Personnel Records Grol!ps. Ill. EVALUATIOI\I OF I'EIIFOIIMANCE 1. PERFOIUtlANCE OF Ot"TY Con11clrr thr RATER D I I I I I I I r><"1 I I 2 I I I I 0<10 1 quutity, quality, ancl timcluwu of cluttel per· • • • ' formed as clcscriWcl in Section II. 1ST INDORSER D I I I I I I I I I><1 Iconccpu rtlued to Ute job. 4. SELF·INPROVEME!I."T EFFORTS· Conudor RATER D I I I I I><1 ' I I I ledp and tducationalle•tl. 5. ADAPTABILITY TO MILITARY LIFE RATER D I I I I I ~ I I Con&ider hoa· weD n11r adap11 and conform&to NIO • 1 I J • I • ' I I Utt rcquucrncnu of miburr dulies no! direcdy 1ST INDORSER D I I I I I I><..i l deJrH tC' •ht~~ ratrt"t. bunnf and beta' 10: cr J "'0 • ' • • • • • • and off c:!ut~ tmpro,·r thr &miff of Ac Fcorer ' L .l .l I I I I I 1.><1 I noncomm11siorwd offlcrrs 1ST INDORSER ~.. I .l .l l .l J l l I><1 I IV. OVERALL EVALUATION . • 0 I • • • • ' • Ho\' dot~ thr ra1rr cum parr .. nh 01hrr' c: tht Ur.'lt' Jradr and o\1r Force spr..:~al·~ ... Po.·1tn~1.al :\': RATER promouon and ancrca•d rf'POn.\Jbr,h:' J•t J I I 1 1 l 1 1><.J 1m.. 1 I I I I I j_ l l J><:.l IV. OVI!IIALL EVALUATION • ' • • • I • ' • • < Ho•· does the nree compare •·ith others of tht RATER ·for promotion aDd or increued responn'bilit) I I I I I I l 1 ~ J 1ft ••ntiAI conuderaaons in this raun1. sam• pacle and Air Foree specialt}'~ Pottn!W 1ST INDORSER I J 1 J l I I l ...lXl. J UNIT COMMANDI:• "I:VIaW rr.titio.la, 2D INDORSER l l 1 1 1 I J 1 lXl I &./-.~T,j..,wJ., fy/. IIJAJ: 3D INDORSER J I I I I l l I j l J AF :~:':. 911 "'IU!VIOUI COITION WILL •• USI!D CMSGT, SMSGT, MSGT PERFORMANCE REPORT Figure 4-3. AF Form 911, CMSgt, SMSgt, MSgt Performance Report (EAD Example.) 162 AFR 39-62 28 October 1983 v. RATER'S COMMENTS FACTS AND SPECIFIC ACHIEVEMENTS: Illustrate the way the ratee any duties whether assigned or not assigned. Do not recapitulate typically carries out STRENGTHS: Describe those positive duties performed; tell how the ratee performs. RECOMMENDED IMPROVEMENT aspects of the individual's performance deserving special note. AREAS: Clearly specify whether references are to serious deficiencies, faults, bad habits, or to occasional tendencies. The value of such comments will be vastly in creased if they include an indication of what progress, if any, has occurred as a result of bringing the weaknesses to the individual's attention before preparing the report. An entry under this heading does not require referral (paragraph 3-11) unless it con tains comments of the type defined in paragraph 2-19a. EDUCATIONAL AND TRAINING ACCOMof instruction the ratee PLISHMENTS: Comment on any special training or courses or actively participated in during the completed, was selected to attend, enrolled in, This also includes off-duty educational achievements reporting period (paragraph 4-6e). the manner in which the ratee discharges OJT responsibilities, If applicable, comment on whether as an OJT supervisor, trainer or trainee. SUGGESTED ASSIGNMENTS: Apply your evaluation of the individual for subsequent utilization. Be specific. OTHER COMMENTS: Include those comments required by paragraph 4-6b(2) and (3). Add any comments not not prohibited by paragr_aph 3-13. covered above which add to the report and which are NAME, GRADE. BRANCH OF SERVICE, O"GANIZATION. DATI: 'A't;'SvtTt!fifef Customer COMMAND AND LOCATION RICHARD L. DORSETT, MSGT, USAF Assistance Section 16 Aug 83 35th Cmbt Spt Gp (TAG) SSAN George AFB, California 000-00-0000 l~a;;;e//.;il~~ VI. 1ST INDORSER'S COMMENTS [") CONCUR lXI NDNCONCUit concur or nonconcur Indicate concurrence or disagreement with the report by checking the block. If changes in the ratings result in significant disagreement (paragraph 2-22), state the reasons for your disagreement. NAME, GRADE. BRANCH OF SERVICE. ORGANIZATION. DUTY TITL£ DATI: COMMAND AND LOCATION Chief, Customer Assistance MICHAEL C. LANDRY, GS-11, DAF Section 17 Aug 83 35th Cmbt Spt Gp (TAC) 5SAN TSIGNATUitl: George AFB CA 000-00-0000 '}. 7,:_,.J. ' ".J/ {' ,..;r:_, ,/t.~ VII. 2D INDORSER'S COMMENTS 1(: CONCUR ~.J N~NCONCUit /j Indicate concurrence or disagreement with the report by checking the concur or nonconcur block. If changes in the ratings result in significant disagreement (paragraph 2-22), state .the reasons for your disagreement. NAME. GRADE. BRANCH OF SERVICE. ORGANIZATION. DUTY TITLE DATI: COMMAND AND LOCATION SALISBURY, Col, USAF Director of Personnel 20 Aug 83 ROGER S. 35th Cmbt Spt Gp (TAC) SSAN lSoi'1NATUitE George AFB California 000-00-0000 .)-.;c· ':'J'-. -..) .-~' .. \..o,. J l $ '' ' '_ \ VIII. 3D INDORSER'S COMMENTS C CONCUR 0 NONCOfltCUR THIS SECTION NOT USED ..· .. .• NAME. GRADE. BRANCH OF SERVICE. ORGANIZATION. DUTY TITL£ DATI: COMMAND AND LOCATION SSAN IStG-NATUitl: \.=K~-)(. ~ Figure 4-4. Reverse of AF Forms 909. 910. and 911. 163 ENLISTED ASSIGNMENTS Students graduating from DINFOS are worked to their first CONUS assignment through each command's Resource Manager in conjunction with HQ AFMPC PALACE PUBLIC AFFAIRS. Students are allocated to the command and the Resource Manager tells MPC where the resource is most needed. Following graduation and initial assignment, students can expect to, with exceptions, remain at their first duty location for approximately 14 months to two years. Should they not choose to volunteer for overseas duty, it is· possible and probable they will remain at their first duty location for their entire first enlistment. choose to take the overseas route and will volunteer for an However, many overseas assignment upon in-processing at the first duty assignment. If this does happen, they can expect to remain at the initial assignment for approximately 14-16 months. Overseas selections are worked by AFMPC every other month (with the intervening months used to work overseas returnees to the CONUS), and personnel are selected for duty from a computer-produced Eligible for Oversea (EOS) roster. Rosters are printed twice a month and list, by grade and skill level, those most eligible for oversea duty based on time on station and any overseas duty history, if applicable. Quite naturally those without any oversea duty to their credit will be most eligible. Assignments to overseas locatons generally fall into several categories and appear in the following priority on the EOS Roster: COT Volunteers (those already in an overseas area and desiring to remain overseas -from Germany to Japan -from England to Germany, etc); Mandatory Move to Short/Long Tour Area (personnel coming off CONUS controlled assignments who have no oversea history and must be moved to either a long or short tour area); Short Tour Volunteer; (those volunteering to take a 12 month, unaccompanied tour to a remote area); Short Tour Non-Volunteer; (non-volunteers, but most eligible for short tour requirement) NOTE; Short tour requirements must be filled, when possible, at 100% of the requirements; Long Tour Volunteer Extended; (volunteers who are willing to stay three years -plus a one year extension at an oversea location); Long Tour Volunteer Standard (volunteers for the normal two or three year tour depending on the duty location); Long Tour Non-Volunteer (those who have not volunteered to go oversea). Again with exception, oversea requirements are first filled with volunteers for a specific location, and then with non-volunteers. Personnel carrying what is considered an "oversea imbalanced AFSC (meaning there are not two CONUS requirement) can and usually are shipped back oversea in their oversea imbalanced AFSC after remaining in the CONUS for approximately 12-14 months. The Air Force Form 392, commonly referred to as the infamous "Dream Sheet," drives the oversea assignments, but plays a relatively small role in oversea~to-CONUS assignments. Personnel volunteering, for example, on the to go to Germany, will not be selected as a volunteer for Japan. Only the location listed on the 392 will be used as the "volunteer" area. If there 392 are no volunteers for Japan, then the selected. Pages 166-167 shows an most eligible non-volunteer will be example of the form with instructions on how to fill it out. 164 When personnel are rotating from overseas to the CONUS, they are allocated as "resources" to the command of entitlement (the command~ SAC, TAC, MAC, etc. that has the least manning in the members grade and skill level) Resource Manager. The RM is told what duty locations the member prefers, however, the RM tells AFMPC where the resource is most needed, and the assignment is loaded into the computer. For example, a person returning from oversea may have the CONUS preference listed on his or her 392 -Eglin, Tyndall, Maxwell, March, Kelly, Lackland, Brooks and Randolph. However, he or she may be allocated to SAC, whose most pressing requirement is Minot. The member, or resource, will be going to Minot. And that--in a nutshell--about winds up the enlisted assignment policyagain, with exceptions. Normally--and again what is norm--three years are required on a CONUS duty loca~lor ~~fore a CONUS-to-CONUS PCS move can be enacted. In other words, three tears time on station is required before a person can move frm Minot to Eglin. Also, there must be a requirement at the new location for the member, and the member must be surplus to the station that he or she is leaving. To obtain a Base of Preference (BOP), four years time on station is required, and the same rules apply as the CONUS-to-CONUS move. Most CONUS-toCONUS moves are requested by the MAJCOM Resource Manager--and again there are exceptions. THE LONG AND THE SHORT OF IT--if you like your assignment and would like to stay for a while--do nothing and do not volunteer for anything and; you might sit for a spell. If you don't like it, and want to move, volunteer for oversea (the Short Tour Route takes priority don't forget) and put the house on the market. 165 I • AIRMAN ASSIGNMENT }ERENCE STATEMENT ~. ) AUTHORITY: 10 USC8012;44 USCJJOl;andEO 9197. PRINCIPAL PURPOSES: .Allows airman to Indicate geogrtJphlc preferences for CONUS amgnment, vohmteer natus{or oversea duty, homebtutng/{ollow-on volunteer natus for specitll duty volunteer .rtrltua. ROUTINE USES: Used as a source document for data entered Into the Advanced Personnel Data System. Data used In assignment selection at MAJCOMs and AFMPC. The SSAN II used for ldtmt1{lcanon.DISCLOSURE IS VOLUNTARY: If the Information Lr not provided, aulgnment selecnons are made without regard to member's preferences. NAME (Last, First, Middle lnlti41) GRADE ORGANIZATION DUTY TELEPHONE JSSAN I. OVERSEA PREFERENCE OVERSEA VOLUNTEER STATUS CODESEnter up to eight country, or "worldwide" preferences in any combination. Enter separate status 1-CONUS to Long (standtml tour) A -COT to Long (.rtrlndilrd tour) code from the list at right for each preference. If you do not wish to be an oversea volunteer, enter 2-CONUS to Long (extended tour) B-COT to Long (extended tour)"none" in 1st preference block. See Note 1 on reverse. 3 -'CONUS to Short (standard tour) C-COT to Short (ltandard tour) N -Non-CONUS Resident to Home Area 1ST 2ND 3RD 4TH 5TH 6TH 7TH 8TH COUNTRY VOLUNTEER STATUS II. CONUS PREFERENCE ~ - 0'\ Enter up to eight bases, locales, states, or areas in any combination. If you have no preference, enter "None" in 1st preference block. See Note 2. 0'\ 1ST 2ND 3RD 4TH 6TH 6TH 7TH 8TH BASE/LOCALE/STATE/AREA Ill. AFMPC-CONTROLLED SPECIAL DUTY ASSIGNMENT VOLUNTEER STATUS If you wish to volunteer for an AFMPC.ControUed Special Duty Assignment, indicate the specific type of duty and up to three geographical preferences (Oversea country, CONUS state, or "World·wlde".J Otherwise enter "None" in Type Duty '-~ock. See Note 3. TYPE DUTY 1ST 2ND 3RD I GEOGRAPHICAL PREFERENCES I IV. CERTIFICATION I have read and understand the applicable items on the front and back of this form. I am a volunteer for any oversea location listed in Section I and/or duty listed in Section III. DATE SIGNATURE OF AIRMAN CBPO USE ONLY DATE OF BLMPS UPDATE INITIALS COMMANDER'S CERTIFICATION v. (To be completed {or members who volunteer{or AFMPC-Controlled Special Duty Assignmenn) I have personaUy interviewed the applicant for the type of assignment for which he or she has applied, considering his or her judgement, emotional stability, moral character financial encumbrances, and other pertinent information. 0 RECOMMENDED SIGNATURE OF COMMANDER 'DATE0 NOT RECOMMENDED (Justify and rerum ro individual) PREVIOUS EDITION WILL BE USED. AF bg;~2 392 NOTES I. Oversea Preferences/Volunteer Status: a. Long-tour volunteers are considered for oversea locations in which the accompanied-by-dependents tour is at least 24 months and the all-others tour is at least 15 months. Short tour volunteers are considered for tours of lesser duration. Tour lengths are listed in AFR 36-20. b. By volunteering for an extended tour (Oversea Volunteer Status Codes 2 and B) you agree to serve 12 months longer than the standard accompanied-by-dependents or all-others tour for the oversea location. c. Oversea volunteer status code "N" may be used only by non-CONUS residents applying for assignment to their home of record. d. If you possess a CONUS/oversea Imbalanced AFSC, you will normally be selected for oversea duty in that AFSC. e. For Home basing/Follow-on Assignments submit applications according to AFR 39-11, paragravh 4-29 and Figure 4-1. ..... ~ I 2. CONUS Preferences: a. Bases, locales, states, and areas for which you may indicate preferences are fisted in AFR 39-11, Attachment 7. b. Preferences will be considered in that order. 3. AFMPC Controlled Special Duty Assignment and Departmental/Joint Assignment Program: a. Types of duty are listed in AFR 39-11, Chapter 8. b. You will be considered a volunteer to serve only at the oversea country listed. c. Commander's certification (See Section V) must be completed if you are a volunteer. d. This form is not to be used for MAJCOMS and organization-controlled special duty assignments. /. ON-THE-JOB TRAINING We constantly learn in the public affairs field, either through experiences of handling new situations and meeting new people, or through formal and semi-formal training. It's just the nature of our business on a day-to-day basis. It's extremely easy, however, for PA pros with the best of intentions to get caught up in day-to-day office operations and forget to give proper training to young people who need it. If you say you can't take time to train someone, then it's part of your calling as a PA pro to .ate time so that someday you'll have a properly trained successor --if not right in your office, then in the career field. If you have a subordinate who just graduated from DINFOS or was promoted to staff sergeant, on-the-job training becomes rather regimented. A training supervisor must be appointed for these people to formally train toward a 5-or 7-level skill qualification. These appointed training supervisors are required to attend a local OJT administrator's course and formally set up a training program. Fortunately, the A!r Force gives you plenty of help: your base OJT office will order a Career Development Course (CDC) and Specialty Training Standard (STS) as aids for your training program, each aid having a specific purpose. The CDC, for all practical purposes, is a two-volume correspondence course that gives your trainees general knowledge about the entire public affairs career field. They read the books and take tests over the material to demonstrate sufficient knowledge of their Air Force specialty, fulfilling half the requirement of upgrade training. The STS, on the other hand, fulfills a much more specific purpose, geared to your local office requirements. The STS is a listing of more than 300 tasks we perform in the public affairs field. Of course, it would take years for a new DINFOS graduate to be proficient in all 30Q-plus tasks, so training supervisors designate only those tasks that a trainee must be perform proficiently to be a productive member of the PA staff. For instance, if a new DINFOS grad begins writing for the base newspaper and never gets involved in hosting news media representatives or guiding tour groups on base, he or she would only be required to become proficient in internal information tasks before being upgraded to a 5-level. Your trainee would be knowledgeable of media and community relations by completing the CDC, but could--and should--be awarded a 5-level without necessarily be proficient in media and com rel tasks. The reverse situation would apply for trainees who may work only media or com rel and rarely write for the base paper. It's usually advisable to train the same person in many aspects of your local PAO operation --increasing the experience of trainees, the flexibility of people, and the professionalism of the PA career field. Don't just "pencil whip" those training reports, but diligently document your trainees' knowledae and proficiency. 168 AVAILABILITY AND USE OF AIR FORCE RESERVISTS Active duty Public Affairs officers, seeking to increase productivity, supplement an undermanned staff, or meet an exercise training requirement could find immediate relief in the form of an Air Force Reserve public affairs technician or officer. These well trained, educated, motivated and dedicated individuals are available from some 44 Air Force Reserve units throughout the United States on an MPA Man-day basis. Many have years of civilian experience in mass communications, most have bachelor degrees (or higher) and the majority of time are more than willing to augment the active force public affairs program. Each year most Major Air Commands are allocated a given number of MPA Man-days for use within the command. Man-days, in-turn, are used by the Reservists on active duty for a given period of time. The usual maximum amount of man-days available per year, per reservists, is 120. If the work Reservists lives in the PAOs local area, and can commute to and from the work area each day, these 120 days can be spread over many months when they are broken down into five-day segments (then you don't have to spend the man-days for non-productive weekend work). PAOs desiring to augment their staffs with a Reserve member, should contact their Major Air Command public affairs resource manager; the MAJCOM Reserve Liaison officer, or the Hq Air Force Reserve Public Affairs office, Robins AFB, GA., for additional information and application procedures. Pages 170-173 are reprints of fact sheets from the Air Reserve Personnel Center about Reserve Officer Participation, Career Development and Assignments, the Civil Defense Mobilization.Designee Program, and the Mobilization Augmentee Program. A reprint of ARPC Pamphlet 45-22, "Guide for USAF Reserve Individual Mobilization Augmentees and their Supervisors" begins on page 174. Both the fact sheets and the ARPC Pamphlet are reproduced with the permission of the Air Reserve Personnel Center, Denver, CO. 169 FACTS ABOUT THE AIR RESERVE PERSONNEL CENTER Career Develop'ment and Assignments The ARPC Officer and Airman Management Divhtions are in business tO provide individuals and organizations with career development and assignment information for Reserve personnel. Everyone should realize that there is no one magic formula for successtully completing a career in the Air Reserve Forces and attaining retirement benefits. They should also realize that the responsibility for success lies with the individual. At ARPC, every effort is made to provide the individual with the knowledge and information necessary to plan and succeed. The elements of success are participation in Ready Reserve positions, performance, professional military education, academic education, and career planning. To apply these facton or elements, the individual must know what Reserve programs are available, their training requirements and what positions are available. Unit Program • Category A: The program most familiar · to the Reservist is the unit program. This program requires one weekend every month of inactive duty training for pay and points and two weeks active duty training for pay and points each year. Reservists receive 48 points for inactive dutY· -training and 14-15 points for active duty training. Individual Mobilization Augmentee (IMA) Program • Category A and B : This program normally consists of Category B .IMAs assigned to major commands and separate operating agencies. They train for pay and points with active duty or Reserve Air Force activities. Some commands allow training attachments in the Reservist's local area, but this decision is made by the indivi· dual command on a case by case basis. Inactive duty training (IDT) for pay and points is usually performed during the week, one day a month, for 2 points per day or 24 points a year. Thia Individual Mobilization Augmentee (IMA) Program • Category D -Federal Emergency Management Agency (FEMA): This program allows the Reservist to participate at the local, state, or regional level with Federal Emergency Management Agency offices. Required training ~onsists of a 2-week paid tour of active duty training for 12-14 points per year, while nonpay inactive duty points may be gained by correspondence courses or working in the FEMA. Training/Pay Category H: Points Only Program: Points only programs can be divided into two categories. First, are Air Force Admilliona Liaison Officer (for officem only)(AF ALO) and the Civil Air Patrol (CAP) programs. Reserve officem participate by actine as a liaison between these organizations and the civilian community or other military units. Participation is usually for points only, non pay. However, each progrlm does have some limited paid mandays available for use when justified. Even though these programs ue generally for points only, there is a challenging job to be accompliabed. The second category ia the Ready Reinforcement Personnel Section (RRPS). Reservists in thia program participate for points only, nonpay, by taking Extension Coume Institute courses, or by attachment to Reserve or active duty units of any of the armed services that can provide training. The inactive duty points they earn will IIBist them in obtaining a satisfactory year for retiremen~ Regardless· of the type of aaignment, a Reservist must be credited with a total of at least 50 points per year in order for the year to count as a qualifying year toward Reserve retirement eligibility. This is an informational sheet prepiied by the . Air Reserve Personnel center; Denver, Colorado 80280. For more information, contact HQ ARPC/DPRO (Officen) toll tree 1-800-525-0102, Ext 291/292 or HQ ARPC/DPRA (Airman) Ext 294/295. Commercial call 303-370-4834 (Ofticen) or 303-370-4804 (Airman) AUTOVON 926-4834 (Officers) 926-4804 (Airman). Current as of January 1984. 17U 35 points must be earned and 15 are awarded for Reeerve membemhip. Now that we have dilewud Reserve usignments, let ua look at the avenues available to the individual to pin an -ipment. F"mding a participating wpment is the responsibility of the indindual, and, because Relerve participation vacancies are limited, it may not always be possible to find jUJt the type of -ignment you are looking · for. Reservists should ensure that units in their local uea are aware they are interested in participating. Thil graa roots, eye-to-eye contact is mOlt beneficial when a vacancy does occur. PROGRAM ELEMENT ANNUAL Pay/TngReady Reserve CategoryAll Air Guard Units A Reserve Combat &Combat Sustaining Units A Individual Mobilization Augmentees A Individual Mobilization Augmentees 8 Individual Mobilization Augmentee Under FEMA {Federal Emergency Management Agency) D Individual Mobilization Augmentees Requiring Active Duty Training Only D Chaplain Candidates &Legal Interns J AF HPSP K Air Force Admissions Liaison Officer H Chaplain Reinforcement Designees H Civil Air Patrol H Medical Reinforcement Designees H Judge Advocate Reinforcement Designees H Ready Reinforcement Personnel Section H Nonobligated Nonparticipating ReadyPersonnel Section H Disaster Preparedness liaison Officer A inactive duty training can, in some cases, be grouped into larger increments such as three days a quarter. In addition, a 2-week paid tour of active duty training ia required each year for 12-14 points. You should also let the local state Air National Guard unit know you want to participate. Many of our Reservists find positions with the Air National Guard. Last, but certainly not least, Reservists can call the Officer or Airman Management Divisions at the Air Reserve Penonnel Center. At the center, these offices keep lists of vacancies and can instruct you how to fill out the appropriate forma and tell you where to send them for assignment consideration. ANNUAL PAID ACTIVE DUTY INACTIVE DUTY TRAINING TRAINING Amount Required 48 48 48 24 None None None None 12 12 12 12 12 None None 48 Minimum Pay Yes Yes Yes Yes Points Yes Yes Yes Yes Required15 days14 days14 days12-14 days Yes Yes 12-14 days Yes Yes Yes No Yes Yes Yes Yes 12-14 daysN/AN/ANone No Yes None No Yes None No Yes None No Yes None No Yes None No No None Yes Yes 14 CAREER MANAGEMENT Key Telephone Listing ARPC Officer Management Division TOLL FREE 1-800-525-0102, ext 291, AUTOVON 926-4831 ARPC Ai~n Management Division TOLL FREE 1-800-525-0102, ext 294, AUTOVON 926-4805 Chaplain (ARPC/HC) TOLL FREE 1-800-525-0102, ext 240, AUTOVON 926-4901 Medical (ARPC/SG) TOLL FREE 1-800-525-0102, ext 230, AUTOVON 926-3516 Judge Advocate (ARPC/JA) TOLL FREE 1-800-525-0102, ext 251, AUTOVON 926-4915 Colonels (HQ USAF/REPS) COMM (202) 697-9752, AUTOVON 227-9752 Air Reserve Technician Program (HQ AFRES) COMM (912) 926-5308, AUTOVON 468-5308 171 FACTS ABOUT THE AIR RESERVE PERSONNEL CENTER CIVIL DEFENSE MOBILIZATION DESIGNEE PROGRAM The Federal Emergency Management Agency Mobilization Designee (FEMA MOBDES) program provides an outstanding opportunity for Air Force Reservists to actively participate while making a direct contribution to the community in which they live. Officers and enlisted members in a variety of AFSCs perform duty in local Civil Defense, Civil Preparedness or emergency services offices in such functions as disaster preparedness, plans and programs, public information, civil engineering, and health services administration. Approximately 1,400 Air Force Re$erve positions, iraining/Pay CategoryD, in grades of Technical Sergeant thorugh Colonel, exist to support the FEMA MOBDES program. All are assigned to the 9006 Air Reserve Squadron,Air Reserve Personnel Center. The Special Programs Management Branch, HQ ARPC/DPRMS, serves as the Program Manager of the program. Individuals assigned to the 9006 ARS are entitled to a paid 12-dayannual tour, and to participate in school and special tours of active duty training for full pay and allowances. Members perform inactive duty training for retirement points only (nonpay). FEMA conducts specializedtraining for MOBDES personnel at its Staff College in Battle Creek,Michiqan, or through courses conducted by each of the ten FEMA regionaloffices. Program members are also eligible to attend Air Force Professional Military Education, technical training, and specialized Reserve courses. The opportunity to participate exists for virtually all Reservists who meet bdsic assignment eligibility requirements. Those individuals who were promoted out of unit or Mobilization Augmentee positions, who reside beyond a reasonable commuting distance to the nearest AFRES or ANG unit, or whose personal circumstances do not permit affiliation with a Training/Pay Category A orB program should consider an assignment to the FEMA MOBDES program. They can continue to earn retirement pointsand pay while making a direct contribution to the security and welfare o~ their own communities. This is an informational sheet prepared by the Air Reserve Personnel Center, Denver, Colorado 80280. For more information, contact the OPR, ARPC/DRMS, at Toll Free 1-800-525-0102 or AUTOVON 926-4965. Current as of July 1981. 172 FACTS ABOUT the AIR RESERVE PERSONNEL CENTER ~ I HORTLIZATION AUGMENTEE PROGRAM The principal charter of the Individual ~bilization Augmentee (tMA) program is to provide the Air Foree wfth qualified reservists to fill surge requirements during contingencies and upon mobilization. These positions are identified annually by·each major air command and separate operating agency, based upon thetr projected personnel shortfalls under current wartime scenarios. IMAs are assigned individually withUnder the Total Foree policy, active force organizations t~ achieve and retain mobilization readiness. this charter has been expanded to include utilization of !MAs in peacetime production as an adjunct to their skills proficiency. As specified in A~ 26-1, Chapter 13, individual manpower augmentation authorizations are established on the basis of additional manpower augmentation needed to: Support impleMentation of war or contingency plans, Respond to other situations that the National security requires, and Assist fn the aaministrative management and training of reservists participating fn the MA program. Rased wpon guidance provided by HO USAF Manpower and Personnel, the MAJCOMs/SOAs detemine their capability to meet established wartime requii"8Qffts using the r-esources of assigned active and reserve force units to be gained upon mobilizat.ion. Shortfalls l"'e''ealed by this analysis form the base-line for deoteloping their individual manpower augmentation requirements. ~Q USAF then reviews and validates the annual requirements .subll1tted by the cOIIIftllnds. Several comRands have recently justified substantial increases 1n their individual mobilization augmentee luthorfzations, attesting to an increased awareness of the contributions these individual reservists can make toward the Total Force Mission. Accordingly, beqfnning in 1975 when a major manaqeaent improvement effort was undertaken to re¥1talize the IMA program, the assigned strength has been steadily increasing. FJ"OIIi an assigjlfid end strength of 7,317 in FY 75, the strength has increased to over 9450. As an indication of the future outlook of the IMA program, our funded Ready Reserve strength for FY 82 is This represents a consistent increase·.lo.1n.2:•. an fncr"ease of 306 positions over our FY 81 funded strength. .· fn funded positions; so as you can see, the future of the IMA program looks hrfght and healthy• . Thfs fs ardnforasat1ona1 sheet prepared by the A1r Reserve Pei"Sonnel Center, Denver, Colorado 8o280• . For 1110re tnfOSITION OF THE RESERVE CO"'ONENTS OF THE USAF AIR FORCE RESERVEAIR NATIONAL GUARD INDIVIDUAL tllB IllZATION AUGMENTEES CAT A.B.D RfliRED RESERVE 175 DEPARTMENT OF THE AIR FORCE ARPC PAMPHLET 45-22 Headquarters Air Reserve Personnel Center Denver CO 80280-5000 1 January 1985 Reserve Personnel GUIDE Fill USAF RESERVE IIIDIYIDUAI.. OILIZATIOit AUGMENTEES AND THEIR SUPERVISORS The purpose of this pamphlet is to answer conmon questions about the Individual Mobilization Augmentee (IMA) program, provide points of contact for assistance, and supply instructions for filling out forms regularly used by IMAs. In the event of conflict with Air Force or major conmand regulations, the applicable regulation will take precedence over this guide. Send reconmended changes to HQ ARPC/DRML, Denver CO 80280-5000. This panphlet is affected by the Privacy Act of 1974. Each form subject to the provisions of AFR 12-35, and required by this publication, contains a Privacy Act Statement either incorporated into the body of the document or in a separate statement accompanying each such document. AUTHORITY: 10 U.S.C. 268, 271, 672, 1331, 1332 and 1333. Paragraph Page Personal Reference Data ..........................•....•...................•........... Contents ••••••••••••••••••••••••••••••••••••••••••••••••••••••••.••.••..••••••••••...• i;i Chapter 1 -General Infon.ation Introduction••••••.•••.••••.••.•••...•..••...•........................... 1-1 1 The Individual Mobilization Augmentees (IMA) Program.................... . 1-2 1 Reserve Termi no1ogy••••••••..••.....•.•.............•.................... 1-3 1 Individual Reserve Programs •..........•.•................................ 1-4. 2 Pay Programs ...•...•..••.•••..........•.•.•.............................. 1-5 2 Nonpay Programs .••..••.••...•..••......•..•.............................. 1-6 3 ARPC/AFRES Policy and Advisory Council ...•............................... 1-7 4 Air National Guard and Air Force Reserve Enlisted Advisory Panel ........ . 1-8 4 National Conmittee for Employer Support of the Guard and Reserve (NCESGR) 1-9 4 Air Force Reserve Recruiting Service Liaison Office......•..•.....•..•... 1-10 5 The Outstanding Individual Mobilization Augmentee of the Year Award.•.... 1-11 5 Air Force Standards •••..•..••.•.•....••.•••••......•....•................ 1-12 5 Military Justice••••••••••.•••..••..••..•..•........................•.... 1-13 5 Financial Responsibility•••••.......••••••...•....••..........•...•...... 1.,.14 5 Drug and A 1 coho1 Abuse••••••..•••..•••.•............•......•............. 1-15 5 Political Activities••..•••••••.••...•••••...•...•.•.........•.•••....... 1-16 5 Fraud, Waste and Abuse••.•••••.•••....•••.•.•.......•.••.•..........•.... 1-17 5 Ch.,ter 2 -Stllldards: Physical Fitness. Personal Appearance. UniforiiS Introduction•.•••••••••••••.•.•••.••••••..........•....•.•..........•.... 2-1 6 Physical Fitness•.•••••.•.••••.•.••••..•.•.•.••..•..••...••................ 2-2 6 Weight Management Program (WMP) .•••••...•••••...•..•.••.•••.•...........• 2-3 6 General Information on Uniforms •••...••......•...........•..•.......•..•• 2-4 6 Wear of the Uniform••.•.••.••..•••..•.••..•.....•...••••••......•...•.....2-5 14 Men's Hair Standards •••.••••••..••...•••••..•...•...•...•................ 2-6 14 Women's Hair Standards .................................................. . 2-7 14 Specialty Badges, Organizational Emblems, and Special ·Insignia........... ..2-8 14 Initial Clothing Allowance for Officers................................ .. 2.,9 14 Uniform Maintenance Allowance (UMA) for Officers ....................... .. 2-10. 15 Uniform Alterations, Partial Issues, and Mail Order Services......... , .. . 2-11 15 Awards and Decorations•••..•••..•...•..••.•.•...•.•.•.................... 2-12 15 Supervisor Notes•••..••...•••.•..•..••..•..•...••...•...•.............•. 2-13 15 Point-s of Contact•••••..••••••.•••..•••.••.•....•.......•............... 2-14 '. 15 Supersedes ARPCP 45-22, 1982; and ARPCP 28-6, 1 May 1984 No. of Printed Pages: 119 OPR: HQ ARPC/DRM (MSgt R L Tackitt) Approved by: HQ ARPC/DR (Col J M Slocum) Writer-Editor: Mrs R J McCarthy Distribution: X (1:1} 176 ARPCP 45-22 1 January 1985 Paragraph Page Chapter 3 -Participation Introduction ................•........•.•..•..•••••....•••••.•..•••••...•• 3-1 21 Satisfactory Participation........•....••••...•.••...••...•.....•.•••.••. 3-2 21 Point Crediting..............••..•..•.•....•..•.•....••••........•.•....• 3-3 21 ANG/USAFR Point Credit Summary (AF Form 526) .•.....••••...••••••...•••••• 3-4 21 Retention/Retirement (R/R) Year.......•.....•.•••...•••.•...•.••..•..•••• 3-5 23 Retention/Retirement Date ....••...•....•....••••••..•.••....•.•••••.•.••• 3-6 23 Inactive Duty Training Participation•...•.•....••.•••••.••••.•..••••••••• 3-7 23 Unsatisfactory Participation in lOT ..••...••••••..••••••..•••.••..••••••• 3-8 25 Authorization Official (Section I, AF Form 40a) for lOT •••••••••••••••••. 3-9 25 Certification of lOT ...........•..•...••.••..•••••••••.•••.••••••••.••••• 3-10 25 Simultaneous Participation....•••••.....•••..•••••••••••.•••••••••••••••• 3-11 25 Combined Tours of Duty (lOT Plus Annual or Special Tours) .••••...•••••••• 3-12 25 Training Substitution.........•...•.•..•••..••..•••••.•.••.••••.•••••.•.. 3-13 25 Personnel Not Eligible for Annual Training (AT) Active Duty for Training (ADT), or Active Duty Support Tours lADS) ••••••..•..••...•.••• 3-14 25 Split Annual Tours...................................................... . 3-15 25 Training Requirements Based on Both the R/R Year and the Fiscal Year ...................•••.......•.•..•.•..•••.....•••.•...•..•• 3-16 25 Special Tour Titles and Purposes....................................... .. 3-17 25 Applying for Tours -AT, ADT, or ADS •..••.•.•...•••••.•..•••••••.•.•••••• 3-18 27 MPA Man-Day Tours .......•.......•••••.•..•••.•.••.••.•••.•..••••••••.•.•• 3-19 27 Reserve Orders............•••....•••••..••••••••..••••••••..••••••••••••• 3-20 27 Amendment and Revocation of Reserve Orders.•....••.••....••••••.•.•.••••. 3-21 36 Contact Points ...•.•.....•.••...•••••.•..•••••.•••.••••••.•••.••••••••••• 3-22 36 Chapter 4 -Training Section A --General Info~ation Training Objectives.....••...•...•••••.•....•••.••••••..••••.••..•••••..• 4-1 37 Wartime Job Description••....••••.•••••••••••...•••••.•••••••••••.••••••• 4-2 37 IMA Management Fo1der...••.•....••••••.•.•••.•••••••.•••••..••.•••••••••• 4-3 37 Scheduling Training........•.......•.••.••••••••••...••••••.••••••••••••• 4-4 37 Training Planning •......•...•..••.•.••••••••••.•••••••.•••••••••.•••••••• 4-5 37 Inactive Duty Training•......•..•••••.•••••••••••••••••••.•••.••••.•..••• 4-6 37 Inactive Duty Training for Points Only•.••.•••.••••••.••••••.••..••••••.• 4-7 41 Mandatory Extension Course In~titute (ECI) Courses ••••••••••••..•.••••.•• 4-8 41 Enrollment in Voluntary ECI Courses...................................... 4-9 41 Seminar Study Groups ..........•........•.....•.••••.•.•••..••••••....•• .'. 4-10 41 Officer Educational Data........•.••.....•.....•.••......••....•...•....• 4-11 41 Community College of the Air Force (CCAF) .............................. .. 4-12 41 On-the-Job Training.............••.........•........•.•......•....•..•.•• 4-13 41 Retraining Requirements •....•...•.•..•.....••••.•....••••....•..••....•.. 4-14 41 Formal Technical Training Schools ........•.•.•••....•.•••...•....••••••.• 4-15 44 Individual Mobilization Augmentee (IMA) End of Tour Report ....••..•...••• 4-16 44 Section 8 --Ancillary Training Progra. (ATP) Mandatory Ancillary Training....•..••••..•..•....••••.•....••••••.•..•... 4-17 44 Reporting and Countering the Human/Resource Intelligence Threat (AFR 205-57) ...........••.....••..••.•.•.•......••••••.....••••• 4-18 44 Uniform Code of Military Justice (UCMJ) .................................. 4-19 45 Base Populace Briefin9 (AFR 355-1) •..•....•.•......•...•..•••.••...•••••• 4-20 47 Standards of Conduct (AFR 30-30) ......................................... 4-21 48 Contact Points...........................••....•...•..•..•..••......•.••• 4-22 49 Chapter 5 -Enlisted Mana~t Introduction....................•.....•.•••••.•...•........••••••••.•.••• 5-1 52 Career Progression .....•...•.•.•....••••.••.•••.•....•...•••.•.••.••••••• 5-2 52 Noncommissioned Officer Performance Reports (APRs) ••...•.••••••••••...••• 5-3 52 When to Submit APRs and LOEs on IMAs ..................................... 5-4 52 Appointment to Noncommissioned Officer Status•..•••.•••••••••••.•••••••.• 5-5 52 177 ARPCP 45-22 1 January 1985 Paragraph Page Promotions ••••••••..••••.••••••••••.•••••••.••••••••..•..••.•••..••...••. 5-6 52 Promotion Procedures ••••••.••.••••••••••.••••••••.•••••••.•...••••••••••• 5-7 56 Reen1 i stment and Separation•••••••••.••.•••••....•..•••••••....••••••••.. 5-8 58 Non-EAD Reserve Airman Commissioning Program..•••••••••••••••.•..•••••••• 5-9 59 Contact Points •••...•.•••••.•..•••...•.•••.•••.•.•..••••••.•...•.•..••••• 5-10 59 Chapter 6 -Officer Management Introduct ion ..••••••...•••••...••••••.•....••••••...•••.••••..•.••..••••. 6-1 60 Selection Folder..•.•.•...•••.•.•.•••••..••••••.••..•••••••...•••.•••..•• 6-2 60 Official Photographs.••.••••.•••••••••..•.••••••••..•..•••.•....••••..... 6-3 60 Officer Effectiveness Reports (OERs) Non-Extended Active Duty (Non-EAD) ••.•••••••••...••••••••..••••••....•.••.•....•..•••••.... 6-4 60 OER Preparation••.••••••••••••••••.•••••••..••••.••..•.••••••.....••••••. 6-5 61 Promotion Management••••.••••••••••••••••••••..••••.••.....•••.••...••.•. 6-6 61 Reserve Officer Promotion Boards•.••••••.•••.••••••...••.••.•...•...••.••. 6-7 61 Reserve of the Air Force Promotion•••••..••••••......•••.•.•.••••..•....• 6-8 62 Senior Officer Affairs Office (ARPC/DRG) .•••...••...•..•.•.•............. 6-9 64 Senior Officer Selection Procedures••••••••..•••.•...•..•.•.....••..•••.. 6-10 64 Promotion Criteria for General Officer Grades ••.••••.•...••.•............ 6-11 64 Participation Requirements for General Officer Positions..•.•......•...•. 6-12 64 Contact Points•••••••...••••••..•••.••.•••.••..•••••.•.•.•••....•..•.•... 6-13 65 Chapter 7 -Personnel Info~tion Your Personal File.••..•••••..•••••..•..•..•••.••.....•....••...••.••...• 7-1 66 Addresses and Phone Numbers •..•••....••••.•...•.••...•.•••...•.•.••••.•.. 7-2 66 Where to Obtain Needed Forms •••••.•.•..•..•.•.....•.•.••..•..•..•.••.•.•• 7-3 66 Reserve Identification Card••..•.••....•.•••...•.•••..•. ; .•..•...•...••.• 7-4 66 Dependent Identification Cards.•..••••.•••.•••.••••••....••.••..•.•.•.•.. 7-5 66 Identification Tags (Dog Tags) •.•••••......•......•.••...........••.•..•. 7-6 66 Motor Vehicle Registration •••....•.......•...•..•••......•••..•..••••...• 7-7 66 Security Clearance•••••••••••••..••••..••••••..••.•.••...•••••••.•..•.•.. 7-8 68 Your Military Personne1 Records ..•••.•.•...•••••••......••.....•..•••.... 7-9 68 Your Military Medical and Dental Records•••••.••...•••..•....••.......••• 7-10 68 Flight Management Records•..•••.•••.•..•••...•.•.••...•.....•...•..•••..• 7-11 68 Correction of Military Records •..••..•••.....•.•••.....•••.........•..••. 7-12 68 Requesting a New Training Attachment .•..•••.•...••••....••...••..••.•.... 7-13 69 Instructions for Completing the AF Form 1288, Application for Reserve Assignment (Figure 7-1) •••.•.....•......••.......••.•.....••..• 7-14 69 Ready Reserve Service Agreement (AF Form 231) •.•...........•.......•..••. 7-15 71 Certificate of Availability of Federal Employee ............••............ 7-16 71 Federal .Employee Military Leave•...••...•..•.••....•..•......•..•....•... 7-17 71 Reassignment for. Failure to Participate......•..•...•...•..•..•.•••...... 7-18 71 Out-Processing ActiOfiS ••••••••••••••••••••••••••••••••••••••••••••••••••• 7-19 71 Injury or Illness While Performing lOTs or Active Duty/Active Duty for Training (ADT) •••••••••••.•.••••••••••.•.•.••..••....•••...•••••... 7-20 71 Obtaining Medical Care (AFR 168-6) ••••••••.••.••••..•••....•.....•...•..• 7-21 71 Impairment to Availability for Worldwide Duty•••••.................•••..• 7-22 72 Physical Examinations .•.•.•.•.•••••.•..••.•.•..•..•.••...••.•..•..•..••.•. 7-23 72 Pregnancy of Air Force Reserve Personnel •..•••.•••.•••...••••••........•. 7-24 72 Immunizations and Immunizations Records.•••..•••••••••....•.•...•...•..•• 7-25 72 Medical Evaluation Board (MEB)/Physical Evaluation Board (PEB) ...•.....·•. 7-26 73 Record of Emergency Data (DO Form 93) ••..•.•••..••••••...•.••....•.••••... 7-27 73 Casualty Reporting••••••••••••••••••.•..•••••.•.••••••••••.••••..••.•••.•• 7-28 73 Servicemen's Group Life Insurance (SGLI) .•..•••..•••..•..•.•.•..•...•••.. 7-29 73 Life Insurance Policies.••••.•••...••••.•.•...•...•...•.•.••.....•......• 7-30 73 Retirement Information...•••.•...•••••..•.••.•.........•..•..•..•.•...... 7-31 73 Reserve Component Survivor Benefit Plan (RCS8P) .•...••...•...••....•••..• 7-32 79 DEERS Enrollment ••...•••••..•.•••••.••••.•...•.•••.•.••..............••.• 7-33 80 Contact Points •.•••..•.••••.••...••••.•.••..•..•.•.•..•..•.....•....•.•... 7-34 80 Chapter 8 -Reserve Pay and Allowances Introduction•••...••.•.•...•...•....••..••...•••...•••••...••............ 8-1 82 Establishing Your Pay File•.•••••••.•••.•...•..••.•........••..••........ 8-2 82 178 1 January 1985 vi ARPCP 45-22 Paragraph Page Changes that Affect Your Pay .••..•••••.•••••.•.••.••••..••••••••.•••••••• 8-3 82 Waivers of Compensation or Benefitts•..•••.••..••••••.••••.•..•...•••..•• 8-4 82 SURE-PAY ...•..•....•..•......•.....•••.••..•..•••..•••••••.•..•••.••••••• 8-5 82 Treasury Department Form W-2, Wage and Tax Statement ••.•.••..•••.•••••••• 8-6 82 Inactive Duty Training (lOT) Pay ......................................... 8-7 82 Checklist for Inactive Duty Training Pay Processing ...••••.•.•••••••••••• 8-8 84 Active Duty Tour Pay and Allowances ••.••••.•.••..••.•••.••.••.••.•••••••• 8-9 84 Length of Tour .•...••....•...•..•••.•••••.•...•..•••..••.•••.•••••••••••• 8-10 85 Travel Information ....................................................... 8-11 85 Military Aircraft Transportation ••••.••.••••.•..•••...•..••..•••••••••.•• 8-12 87 Scheduled Airline Ticket Office (SATO) •.••..••••••••.••.•••.••.••••.••••• 8-13 87 Space Avai 1able Travel ....••••.••.••..••••..••••••••....•.••••••••••••••• 8-14 87 Travel Time .......••..••••.•..•.•.••.•••••••••.••••.••••••••••••••••••••• 8-15 87 Instructions for Travel Vouchers or Subvouchers ..••••••.•••.••••••••••••• 8-16 87 AF Form 458, Statement of Tour of Duty ................................... 8-17 90 Contact Points •..•••.••.•..•.••..•••.••••••.••••••••.•••.•••••••••••••••• 8-18 93 Chapter 9 -Mobilization Availability for Recall .................................................. 9-1 95 IMA Responsibilities Upon Mobilization ................................... 9-2 95 Not ifi cation ••.••..•.•.•.•••••.•••...•••..••••••••••••.••••••••••.••••••• 9-3 95 Special Instructions for !MAs Assigned Outside the CONUS ••.••.•.••••.•••• 9-4 95 Delay and Exemption ...................................................... 9-5 95 Individual Mobilization Augmentee (IMA) Mobilization Readiness Kit ••••••• 9-6 95 Required Pre-Processing Actions .••..••••.••••••..•••••..••••••••••••••••• 9-7 96 Address Data •..•..••....•..••.•••••.••..••.••.•..•••.••.•.••••.•••••••••• 9-8 96 Current Records •..••..•.•.••••.•••..•.•.•••..••••.••.•••••••••••••••••••• 9-9 96 Casualty Notification and Assistance ••..•••.•••.•••...••••••••••••••••••• 9-10 96 Mai 1 Procedures •..••....•..•.•..••..•.••.••.••••••••.••••..•••••••••.•••• 9-11 97 Voting Assistance Program ..••••.•..••..•••••••••••••..••.•••••••••••••••• 9-12 97 Provisions of Soldiers and Sailors Relief Act •••••.••.••••.••••••••••.••• 9-13 97 Marriage Certificate, Birth Certificate, Court Decrees that Establish Who Your Dependents Are ...••....••..••.•..••.••••.••.•••.••.••.•••••••••.•• 9-14 97 Emergency Situation at Home .•..•...•..••••••••.••••.••.•••••••••••••••••• 9-15 97 Last Will and Testment ..•••..•.•••••.••.•••••.••.•.•.•••..••••••••••••••• 9-16 97 Powers of Attorney •••..••..••.•••.••.••••••.••••••.•••••••••••••••••••••• 9-17 98 DO Form 1543, Annual Legal Checkup •..•••••••••.•..••••.••••••••.•••.••.•• 9-18 98 Family Support .•.••••..••..••••••.••••••.••.•.••••.••••••••••••.••••••••• 9-19 98 Safe-Deposit Box •...•..••••..•••.••..•••••.•••••••••••••.•••••••••••••••• 9-20 98 Your Property.•..••.•••.......••.••.••••••••••.•..••••.•.•••••••••••••••• 9-21 98 Reemployment Rights .•..••.••.•••••••••.••.•••••.•••••••••••.••••••••••..•• 9-22 99 Self-Employed Individuals .•...•.•••••.•••.•••••••••••••••••.••.•••••••••• 9-23 99 Tuition •.•....•.••.•..••.•...••.••.••.•..•..••.••••.••••.••.•.•••••••.••• 9-24 99 Medical Care and Treatment Following Mobilization ••••••••••••••••.••••••• 9-25 99 Dependent Care Responsibilities••.••.•••••.••.••••.•••..••••••••••••••.•• 9-26 99 Civilian Health and Medical Program of the Uniformed Services (CHAMPUS) •• 9-27 99 Dependent Identification Cards, DO Form 1173 ••.••..••...••.•••••.•••••••• 9-28 99 Air Force Aid Society (AFAS) .••••••••.••.••.••••••••••••••••••••••••••••• 9-29 99 Survivor Benefits ••.......•••..•..••.••..•.•••••••••••••..•••.••••••••.•• 9-30 100 Mobi 1ization Pay ......................................................... 9-31 106 Contact Points .....................••...••...••....••........•.....••..•• 9-32 100 Figures 2-1 Uniforms and Wear Instructions -MEN .................................................... 12 2-2 Uniforms and Wear Instructions -WOMEN .................................................. 13 2-3 Order of Precedence of Awards and Decorations ..••...••••••••.••••...••..•••••••••••••••• 16 2-4a Positioning of Ribbons •...•...••...••.••••••.••...•••.••••...••.•.•••••••••••.•••••••••• 18 2-4b Positioning of Ribbons •.••.•.••.••..••••••••...•..••••..•••••••••••.•.•••••••••••••••••• 19 2-5 Separate Devices .•••. , ••..•••.••••••••.•..••.•••••.•••••••••.••••••••••••••••••••••••••• 20 3-1 How to Read AF Form 525, ANG/USAFR Point Credit Summary ••••••••••••••••••••••••••••••••• 22 3-2a AF Form 1561, Individual Mobilization Augmentee Participation Schedule Worksheet (Supervisor's sample) ................................................................. 28 3-2b AF Form 1561, Individual Mobilization Augmentee Participation Schedule Worksheet (Sample worksheet for IMAs) •.•••••.••..••.•••••••••••••••••••••••••••••••••••••••••••••••••••• 29 179 ARPCP 45-22 1 January 1985 Page Figures AF Form 40a. Authorization for Individual Inactive Duty Training (Front) .••..•.......... 30 3-3 3-4 AF Form 49. Application for MPA Man-Day Tour..••.•.•.••.....•...•....................... 32 3-5 AF Form 1289. Application for Active Duty Training....•....••......•.................... 34 4-1 Sample Reserve Order --JH Series••.•••...•..••...•.•...•...••...•..•.........•......... 38 4-2 Report on Individual Personnel (Sample of computer generated order and AF Form 458) ..... 40 4-3 AF Form 1941. Application for Professional Military Education (Resident) and Reserve . 42 Courses•••••..•••••..•..•••..••.••••.••...•..•.•......•...•••.....•...... ;........... 4-4 Additional PME School and Air Force Reserve Courses•.....••.•......•....•.•............. 50 4-5 Professional Military Education (PME) Schools and AF Reserve Courses Available to Air Force Reservists through Air University. Montgomery. Alabama.......................... , 51 52 5-1 Enlisted Grade Structure•.•••.•••..••••.•....•...•.••.......•...•....................... 5-2a AF Form 910. TSgt. SSgt. Sgt Performance Report (Front) •••.....•...•......•....•........ 53 54 5-2b AF Forms 910 and 911 (Back) ..•.•......•.•.•..•......•..•....•......•.................... 5-3 AF Form 911. CMSgt. SMSgt. MSgt Performance Report (Front) ............................. . 55 5-4 Promotion Eligibility Brief••••.•••..•••.•..••.•...•.•.....•............................ 57 7-1 AF Form 1288. Application for Reserve Assignment (Front) ••..................••.......... 67 7-2 Certificate of Availability of Federal Employee (Sample) .•..•.•••..••..•................ 69 7-3 AF Form 231. Ready Reserve Service Agreement.••.•...••..••••....••...................... 70 8-1 AF Form 1965. Earnings Statement Air Reserve Forces•.••....•....•.............•......... 83 DO Form 1853. Authentication of Reserve Status for Travel Eligibility.......•...•....... So 8-2 DO Form 1351-2. Travel Voucher or Subvoucher•...•••••••.•.•..•.••...••.......•.......... 88 8-3 AF Form 458. Statement of Tour of Duty•••..•...••.••..•••..•••............•............. 91 8-4 Tables 2-1 Authorized Clothing Issue for USAFR Enlisted IMAs (AFR 67-57. Atch 3. FY 84)............ 7 2-2 Clothing Requirements for Enlisted IMAs......................................... .. • . . . • • 8 10 2-3 Uniform Combinations.................................................................... 24 3-1 Training Requirements................................................................... Flow Chart for AF Form 1289. •• • • • • • • • • • • . • • • • • . . . • • • . . • • . • . . • • . . . • • . . . . • • . . . • • . . • . • • . • . . 263-2 5-1 Enlisted Skill Level Progression Chart.................................................. 56 58 5-2 Promotion Criteria...................................................................... 59 5-3 The Whole Person Concept................................................................ 6-1 The Whole Person Concept•••••••••••••.••••.•••...•••••.••••••••...••••..•••..••..,....... 65 76 7-1 BEmefits and Entitlements............................................................... (ref AFR 90-9) 817-2 Billeting Air Force Reserve (AFRES) and Air National Guard (AN&) Personnel 8-1 Basic Allowance for Quarters (BAQ)...................................................... 94 101 Publications •••••••••••••••••••••••••••.•••••••••••••.••••••.•••••••••••••••••••.•••.•.,. • • • . •• • Tenus • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • . • • • . • • • • . • • . • • • • • . . . • . • • . • • . . • • • • . • . • . . . . • • 104 Alphabetical Index •••••••••••••••••••••••••••••••••••••••••••••.•••••••••••••••• ;•.••••••••• ~.-. 107 x. XX Retirement/Retention Year •s11c1eru1e• • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • . • • • • • • • • . • • • • . Forms AF Form 11 Offf.cer Military Record (obsolete. but still a part of some MPerRs) AF Form 40a Authorization for Individual Inactive Duty Training AF Form 49 Application for MPA Man-Day Tour AF Form 77 Supplementeal Evaluation Sheet AF Form 101 Reserve Requirements for School Tours of Active Duty for Training AF Form 131 Application for Transfer to the .Retired Reserve AF Form 165 General Power of Attorney AF Form 220 Request Authorization and Pay Order BAS-Separate Rations 180 1 January 1985 ARPCP 45-22 Forms AF Form 231 AF Form 279 AF Form 357 AF Form 366 AF Form 368 AF Form 379 AF Form 418 AF Form 422 AF Form 446 AF Form 447 AF Form 452 AF Form 458 AF Form 475 AF Form 512 AF Form 526 AF Form 529 AF Form 533 AF Form 594 AF Form 655 AF Form 656 AF Form 706 AF Form 707 AF Form 831 AF Form 842 AF Form 910 AF Form 911 AF Form 938 AF Form 968 AF Form 988 AF Form 991 AF Form 1096 AF Form 1098 AF Form 1160 AF Form 1285 AF Form 1288 AF Form 1289 AF Form 1339 AF Form 1470 AF Form 1548 AF Form 1560 AF Form 1561 AF Form 1599 AF Form 1735 AF Form 1820 AF Form 1941 AF Form 1962 AF Form 1965 AF Form 1969 AF Form 2095 AF Form 2096 AF Form 2583 AF Form 3070 AF Form 3071 AF Form 3073 00 Form 2 AF Res DO Form 4-1 DO Form 4-2 DO Form 4-3 DO Form 93 DO Form 137 DO Form 149 DO Form 730 DO Form 002 Ret DO Form 1131 DO Form 1172 Ready Reserve Service Agreement Application for Identification Card Dependent Care Certification Notice of Intent to Vacate Suspended Nonjudicial Punishment Oral Nonjudicial Punishment-Election of Rights Individual Physical Fitness and Weight Evaluation Record Selective Reenlistment/Noncommissioned Officer Status Consideration Physical Profile Serial Report Application for Air Reserve Forces Dependent Identification Card Air Reserve Forces Dependent Identification Card Parent's/Parent-In-Law's Dependency Statement Statement of Tour of Duty Education/Training Report Change of Address/Telephone Number ANGUS/USAFR ANG/USAFR Point Credit Summary Request for Air Carrier Service Certificate of Compliance-Private Motor Vehicle Registration Authorization to Start, Stop, or Change Basic Allowances for Quarters (BAQ) and/or Variable Housing Allowance Clothing Request and Receipt-Female Clothinq Request and Receipt-Male Colonel Promotion Recommendation Report Officer Effectiveness Report Special Power of Attorney Statement of Physical Conditioning (Members age 35 and older) TSgt, SSgt, Sgt Performance Report CMSgt, SMSgt, MSgt Performance Report Request and Authorization for Active Duty Training Order Community College of the Air Force Registration Application Leave Request/Authorization Ancillary Training Record CDC Status Record Special Task Certification and Recurring Training Military Retirement Actions Air Force Safety Education Record Application for Reserve Assignment Application for Active Duty Training Dining Hall Signature Record Disaster Preparedness Training Record Authorization to Start, Stop, or Change an Allotment Class C, 0, H, I, J, L, N, S, T, U, and X (JUMPS)Individual Mobilization Augmentee Wartime Job Description Individual Mobilization Augmentee Participation Schedule Worksheet Certificate of Appointment to a Noncommissioned Officer Individual Mobilization Augmentee (IMA) End of Tour/Training Report Request/Justification for Special Authorizations Request for Professional Military Education (Resident) and Reserve Courses Election of Reserve Pay and Allowances or Benefits from Prior Military Service Earnings Statement Air Reserve Forces Officer Uniform Allowance Certification Assignment/Personnel Action Classification/On-the-Job Training Action Request for Personnel Security Action Notification of Intent to Impose Nonjudical Punishment Notification of Intent to Recommend Nonjudicial Punishment Summary of Oral Imposition of Nonjudicial Punishment United States Uniformed Services Identification Card (red) Enlistment/Reenlistment Document-Armed Forces of the United States (Pages 1 and 2) Enlistment/Reenlistment Document-Armed Forces of the United States (Page 3) Enlistment/Reenlistment Document-Armed Forces of the United States (Page 4) Record of Emergency Data Application for Basic Allowance for Quarters for Members with Dependents Application for Correction of Military or Naval Records Under the Provision of Title 10, U.S.C., Section 1552 Receipt of Unused Transportation Request and/or Tickets Including Unused Meal Tickets United States Uniformed Services Identification Card (blue) Cash Collection Voucher Application for Uniformed Services Identification and Privilege Card 181 ARPCP 45-22 1 January 1985 fx DO Form 1173 DO Form 1351-2 DO Form 1351-3 DO Form 1351-5 DO Form 1543 DO Form 1561 DO Form 1588 DO Form 1853 DO Form 2220 SF Form 1199A TO Form W-2 TO Form W-4 VA Form 29-8286 Uniformed Services Identification and Privilege Card Travel Voucher or Sub-Voucher Statement of Actual Expenses Government Quarters and Mess Annual Legal Checkups Statement to Substantiate Payment of Family Separation Allowance Records of Travel Payments Authentication of Reserve Status for Travel Eligibility DOD Registered Vehicle Direct Deposit Sign-Up Form Wage and Tax Statement Employee's Withholding Allowance Certificate Servicemen's Group Life Insurance Election 182 ARPCP 45-22 1 January 1985 Chapter 1 GENERAL INFORMATION 1-1. INTRODUCTION. The Air Reserve Forces proj. Consolidated reserve personnel office in the (CRPO). The centra1i zed reserve personne1 officevide first-line backup of the Air Force event of war, national emergency or disaster. The located at the Air Reserve Personnel Center, Colorado, where your field personnel mission in peacetime is READINESS. We are an Denver, records are maintained. integral part of the Total Force. 1-2. THE INDIVIDUAL tllBILIZATION AUGMENTEE (IMA) k. Extended active dut1 (EAD). A member of PROGRAM. The IMA program is different from tradi-the Air National Guard (ANG) or USAF Reserve in an tional unit programs. The organizational struc-active duty status other than active duty for ture is often missing. The organization of your training (ADT), or temporary tours of active Personne1 on EAD are assigned to an active assignment may be thousands of miles away. Being duty. an IMA means being resourcefu1, independent, and duty unit and accountability is against active someone who can take the initiative. Being an force strength. IMA means being responsible for your own career and your own readiness for "M-Day" when reserve 1. Inactive duty training (lOT). Author ized training performed by a reservist not onforces are mobilized. active duty or active duty for training. 1-3. RESERVE TERMINOLOGY. m. Inactive status list reserve section a. Active duty for training (ADT). A tour of (ISLRS). Listing of personnel who are not active duty for reserve training under orders eligible to participate actively in the Air Force which provides for automatic return to non-active Reserve. They cannot be promoted while in this status. ISLRS status is considered a break in duty status when the period of active duty speci active status. Promotion service date and date offied is completed. rank are adjusted accordingly. If a break in b. Active duty support (ADS). A tour of ADS service exceeds one year, member loses any may be used in direct support of a training security clearance previously held. Members has the sole responassigned to ISLRS have no eligibility for bene program for which the USAFR sibility; and for other administrative, support, fits, entitlements, or privileges. (Identified study group, or short work projects that further with personnel accounting symbol (PAS) S73IFLX6.) the Air Force Reserve mission but for which individual training is not the primary objective. n. Individual .obilization aug~~entee (IMA). An Air Force Ready Reservist assigned to a speci c. Active status. The status of a member of fic position within the active force wnich he or ANGUS on USAFR who is not assigned to ISLRS or she would assume upon mobilization. the Retired Reserve. o. Initial active duty training (IADT). The initial active duty training period of a nonpriord. Annual training (AT). A period of active to 14 days each fiscal service enlistee which is performed during a duty for training of 12 and produces ayear required of members as a part of a Ready period of not less than 12 weeks trained member in a military specialty. Reserve assignment. e. ARPAS. Air Reserve Pay and Allowance p. Major C011111and Reserve Affairs Office. Each major command manages the IMAs assigned andSystem. they will inform you of specialized requirements. f. Assigr~Ent. The organization to which is assigned and wi 11 norma 11 y report upon q. Military service obligation (MSO). The an IMAmobilization. period required by law that a person must serve as a member of the Regu 1ar or Reserve component of g. Attactlaent. The organi lation to which the armed forces. an IMA may be attached for training; location of inactive duty training. r. Mini.u. participation require.ent. The minimum number of points a member must earn during h. Base individual mbilization aug~~entee a fiscal year to be retained in the Reserve, but leve1 personne1 which do not necessarily constitute a satisfactory adllinistrator (BIMAA). The base expert for IMAs. He or she normally works for the participation year. chief, CBPO. The BIMAA is your link with the MAJCOM Reserve Affairs office. He or she is there s. MPA •an-days tours. Tours authorized to to assist you and your unit with personnel matters support short term needs of the active force by and actions. providing members of the air Reserve Forces (ARF) tours of active duty (previously known as TIAD i. Consolidated base personnel office temporary tour of active duty). (CBPO). The centralized active duty or Air Reserve Force unit personnel office located on t. Nonaffiliated reserve section (MARS). major Air Force installations. Standby Reservists not normally involved actively in any Reserve participation programs. NARS is the active status section of the Standby Reserve 183 1 JanuJry 1985 2 ARPCP 45-22 and officers remain eligible for promotion in this z. Retention/retire~~ent {R/R} year. The 12 Members assigned to NARS (exception: consecutive months in which a reservist in active status. status is required to earn, through participation NARS-NC and NARS-ND) are not e1 i g i b 1 e to takecorrespondence courses for point credit. in an accredited training program, a minimum number of points for credit as a satisfactory u. llonobligated nonparticipating ready year. Members should know their exact R/R date, personnel section (IIIIRPS). Reservists with an the date of entry or reentry into active Reserve existing Ready Reserve Service Agreement or time status. The R/R date is the start date of the R/R remaining on an enlistment, who lose their assignyear (see paragraphs 3-5 and 3-6). ment and have not 1ocated a new assignment are They are assigned to NNRPS a.a. Satisfactory year. A period of 12assigned to NNRPS. months in which the member ear-ns a minimum of 50until expiration of their Ready Reserve Service points through required training (includingAgreement, enlistment, or for 5 years whichever occurs first. This is a Ready Reserve section and membership points) between the R/R date of one year and the R/R date of the following year, members are subject to mobilization by Presidental or Congressional authority. Members may not (formerly called a "good year"). participate for pay or points, but have higher priority for assignment to a participation program a.b. Selected Reserve. A portion of the than members assigned to the Standby Reserve. Ready Reserve (including all of the Air National ROPA Guard) essential to initial wartime operations Additionally, officers are eligible for requiring priority treatment in the allocation of promotion consideration. equipment or in training requirements and conThe ORS duct. The Selected Reserve consists only of v. Obligated reserve section (ORS). B, D, F and P is an active status section of the Ready Reserve. members in training categories A, It includes members reassigned from extended who are:USAF Reserve units or Air active duty (EAD), who have a (1) Reserve unit members who regularly National Guard of the U.S. (ANGUS) remaining MSO. Also, members with an EAD commitparticipate in inactive duty training (lOT), ment, airmen _with military service obligation annual tours (AT), and active duty for training (MSO) reenrolled in ROTC, or airmen enlisted under (ADT); the delayed en 1i stment program (DEP). Members assigned to ORS are not eligible for benefits, (2) Reserve unit enlistees who are on or awaiting their initial active duty training (lADT)entitlements, or privileges. A NONOBLIGOR does not have a military service obligation. tour of no less than four months; and, A (3) individual mobilization augmentees who w. Personnel accounting s)llbol (PAS) code. combined alpha and numerical designator to identiparticipate in regular lOT and AT. fy the organization to which a member of Air Force, Air Force Reserve, or Air National Guard is a.c. Unit program. Consists of flying and assigned and serviced for personnel actions. IMAs nonflying reserve units. Members train to serve as a unit in the event of mobilization. are assigned to a specific PAS code; the first two digits are always •96". 1-4. IIIDIVIOUAL RESERVE PROGRAMS. There are several programs tailored for Reservists who wantx. Points. One point of participation credit purposes is credited for each flexibility in their reserve participation. Refor retirement servists may apply for assignments in either PAY4-hour inactive duty training period and for each day of active duty. Membership points (15) are or NONPAY categories. Most of the PAY positions fall within the following categories: credited for a full year of active status Reservemembership. Membership points are prorated for Category A --The Reservist is authorized 48periods of less than one year. The maximum number of points creditable for retirement is 365 (366 in inactive duty training pay periods (24 days) and a leap year) in one retention/retirement year. Of one 14-day active duty tour each fiscal year. the maximum allowable points of 365 (366), a joint total of no more than 60 points may be inactive Category B --The Reservist is authorized 24 duty training, ECI, and membership points. The inactive duty training periods for pay (12 days) and one 12-or 14-day active duty tour each fiscalnumber of paid days may not exceed 360 in a fiscal year. year. This limitation includes the cumulative total of all paid ADS, ADT, AT, lOT, MPA man-days, Category D --The Reservist is authorized one IADT, and EAD. There is no ceiling on the number of points that may be earned for purposes other 12-or 14-day active duty tour each fi sea1 year. Additionally, the Reservist may earn points towardthan retirement. retirement through professional military education A Ready Reservist (PME), correspondence courses and nonpay lOTs. y. Reinforcelent designee. assigned to an Air Reserve squadron, the ready re(FEMA lMAs are not eligible for resident PME inforcement personnel section, nonobligated courses.) nonparticipating ready personnel section or the obligated reserve section. Reinforcement design1-5. PAY PROGRAMS. ees are in a nonpay status. They represent a pool a. Individual ailization aug~~entee (IMA) resource providing the Air Force an added manning Category A and B individual mobilization augmentee capability for needs which can be anticipated but which cannot be precisely established by grade positions (officer and airman) exist in a wide variety of career fields. Positions areand .Air Force specialty code (AFSC). 184 ARPCP 45-22 1 January 1985 available at Air Force headquarters, major commands, separate operating agencies, and at base 1eve 1. IMAs work with their active duty counterparts, preparing to fill assigned positions in the event of mobilization. b. Chaplain -Category B. Officer and enlisted chaplain service personnel augment the active force in their respective roles within the Chaplain Service. They are attached to a chaplain section at an active duty installation for required training and are eligible for school and special tours. c. Federal E111ergency Manage~ent Agency (FEMA) -Category D. Officer and enlisted Reservists work with local, state or regional Federal Emergency Management Agencies in disaster preparedness functions. Contact your local Federal Emergency Management Agency office. d. Judge advocatr; -Category B. Opportunities exist for legal officers and enlisted members to train as individual mobilization augmentees in Air Force legal offices. !MAs provide legal services to commands worldwide and train with regular Air Force units, supplementing active duty lawyers and enlisted personnel. Besides the required annual tour and inactive duty training, assigned members have the opportunity to perform special tours and to participate in a select number of PME and ECI courses. e. Medical -Category B. The medical individual mobilization augmentee program is open to both enlisted and officer personnel with prior experience in any of the medical specialties. !MAs train at active duty Air Force medical facilities during normal duty hours--weekend training is not available unless the medical facility has a requirement for, and can furnish, supervised training. f. Chaplain Candidate Progr• -Category J. This program is an early commissioning program for seminary students who meet Air Force commission ing requirements and are interested in becoming chap1ai ns in either the active or reserve force. Training tours and a military familiarization course are provided at active duty installations during seminary vacation periods. In addition to the above categories, there are a few individual positions authorized in category A (48 inactive duty training periods plus a 14 day active duty tour) that are managed by Air Force Reserve headquarters at Robins AFB, Georgi a. They are: g. State preparedness liaison officers (SPLO) ·- Category A. Serve during peacetime as advisors to the State Adjutant General in matters pertain ing to Air Force support of civil defense. Upon mobilization they work with the State Area Command. h. Federal preparedness liaison officers (FPLO) -Category A. During peacetime and upon mobilization, they provide Air Force liaison to each Federal Emergency Management Agency region on matters of disaster preparedness in support of national objectives for civil defense and national resource management programs. i. Base disaster preparedness au911!f!tation officers (BDPAO) -Category A. In peacetime and upon mobilization, their primary concern is to provi de a supp1ementary capability in matters of disaster preparedness at specific Air Force bases. j. Selective Service Systa.-Category A. Provides personnel and administative support to state and local selective service boards. Requirements and application procedures are outlined in AFR 45-13, Air Force Participation in the Selective Service Program. App 1ications are currently being accepted for officers in the grades of lieutenant through recently promoted majors. Contact Selective Service System/MSP, 1023 31st Street, NW, Washington DC 20435, or call area code 202-724-0751 for further information. 1-6. NONPAY PROGRAMS. The NONPAY programs offer unique "part-time" career opportunities that lead to retirement point credit and other military benefits. Reservists in nonpay positions provide important backup for the national defense in a wide variety of assignments in professional and nonprofessional fields. a. Chaplain reinforce~ent designees (CHAPRD) -Category H. Chaplains provide services to active and Reserve military personnel and family members of all US Armed Forces. Apply to ARPC/HC, Denver CO 80280-5000; AUTOVON 926-4904; or toll free 1-800-525-0102, ext 241. b. Medical services personnel -Category H. Medical Services personnel, both officer and enlisted, who wish to retain Ready Reserve status and earn retirement points can receive training at the closest Air Force medical facility. Apply to ARPC/SG, Denver CO 80280-5000; AUTOVON 926-4911, or toll free 1-800-525-0102, ext 232. c. Medical Services liaison officers (MSLO) -Category K. Medical Service liaison officers are selected from among well qualified Medical Service officers in the Air Force Reserve and Air National Guard. The officers must be faculty members of, or be affiliated with, the schools in which appointments are sought. MSLDs conduct an information and recruiting program in their schools with assistance and coordination from USAF Recrui ting Service and the Air Force Surgeon General. The MSLO program is open to participating Air Force Reserve and Air National Guard members as an additional duty for points only. The program is also open to retired personnel on a voluntary non pay, nonpoint basis. Apply to ARPC/SG, Denver CO 80280-5000; AUTOVON 926-4911; or toll free 1-800-525-0102, ext 232. d. Civil Air Patrol Reserve Advisor Progr• .(CAPRAP) -Category H. Reserve officers and airmen in the Civil Air Patrol program instruct cadets or senior members in aerospace education workshops, acquaint schools and civic groups with objectives of the Civil Air Patrol, publicize CAP unit activities, and assist in recruiting. To apply for an assignment to the CAPRAP program, use Af Fo~ 1288. Request for Reserve Assignment; for 185 ARPCP 45-22 1 January 1985 an attachment or additional duty, send a letter of request to HQ CAP/CAR, Maxwell AFB AL 36112-5000; AUTOVON 875-5225; or commercial, Area Code (205) 293-5225. For information about CAP membership contact the chief CAP Personnel Division, Maxwell AFB AL, AUTOVON 875-5306. e. Judge advocate re1nforcelleflt designees -Category H. Reserve lawyers in the Judge Advocate Genera1' s Department Reserve program participate and earn retirement points by providing legal services. Apply to ARPC/JAR, Denver CO 80280-5000; AUTOVON 926-4915; or toll free 1-800-525-0102, ext 251. f. USAF Adlliss1ons Liaison Officer Progr• (AFAI.O) -Category H. This program allows Air National Guard and Air Force Reserve officers (not on extended active duty) to perform advisory services such as counseling, information and assistance to prospective Air Force Academy or Air Force ROTC commissioning program candidates. This program is available on either an assigned or additional duty attachment (for points only) basis. For complete application information contact USAFA/RRSVP, USAF Academy CO 8D840-5000; AUTOVON 259-2640; or commercial, Area Code (303) 472-2640. g. Legal Intern Progr•-Category J. This program allows law students on an AFROTC educational delay to be assigned to an Air Reserve squadron and perform an 89-day paid tour between their second and third years of 1aw schoo1. The tour familiarizes future attorneys with a military legal office operation and gives their supervisors a chance to preview the potential of the law student. Apply to HQ USAF/JAEC, Washington DC 20330-5000; AUTOVON 224-3021. h. Ready reinforce~~ent personnel section (RRPS) -Category H. Provides members without an MSO, with less than 20' years satisfactory service, and unable to locate a training and pay category A, 8 or D position, an opportunity to remain assigned to the Ready Reserve. Assignment is normally from the Ready Reserve and is not to exceed three years. Points are earned throughlOT attachments and/or correspondence courses, and members are authorized to perform MPA man-day tours. Members may apply for reassignment to RRPS on Af Forw 1288 and send to HQ ARPC/DPR, Denver CO 80280-5000. (PAS code is 9631) 1-7. ARPC/AFRES POLICY AND ADVISORY COUNCIL. The primary purpose of the council is to consider con structive recommendations from all persons- active, inactive, officer, enlisted, civilian--who have suggestions to improve the Air Force Re serve. The council meets semiannually in May and November. The council selects recommendations of significant merit or cost effectiveness for refer ral to the Air Reserve Forces Pol icy Committee (ARFPC) and other agencies within the Air Staff. The council consists of five reserve officers who are assigned to individual Reserve programs; five reserve officers assigned to AFRES units; and three active duty officers from HQ USAF/RE, HQ ARPC, and HQ AFRES. Two senior reserve officers serve as chairperson and vice chairperson. The council chairperson receives membership nominations. The Chief of Air Force Reserve appoints new members to the council. 1-8. AIR NATIONAL GUARD MD AIR FORCE RESERVE ENLISTED ADVISORY PANEL. The mission of the panel is to provide the enlisted members of the Air Reserve Forces with a vehicle for expressing their views and concerns to the Director of the Air National Guard and the Chief of Air Force Reserve. The panel consists of six enlisted members from the ANG and six from the USAFR. The chairperson and vice chairperson positions are held alternately by the ANG and USAFR. The ANG, HQ AFRES, and HQ ARPC annually request nomination of outstanding NCOs who are members of the Ready Reserve in paid training programs. New members are appointed by the Director, Air National Guard and Chief of Air Force Reserve. Individuals who are interested in panel membership should contact their senior enlisted advisor or major command Reserve affairs office. The pane1 is under the administrative supervision of the commander, ARPC. The Resident Secretary is the vice commander, ARPC. NOTE: AFR 35-10, Dress and Personal Appearance of Air Force Personnel, recommendations should be sent to: HQ AFRES/DPAP NGB/MP Uniform Board Uniform Board Robins AFB GA 31098-5000 Washington DC 20310-5000 Recommendations approved by the pane1, after initial comments by appropriate ARPC/AFRES staff agencies, are forwarded to the Director of the Air National Guard and Chief of Air Force Reserve for appropriate action. All Air Reserve Forces personnel are encouraged to submit recommendations to the panel by mailing them to: ARPC/CVR, Denver CO 80280-5000. 1-9. NATIONAL roMMITTEE FOR EMPLOYER SUPPORT istiquished F1yiq CrOs& II. Airman's Medal 12. Soldier's Medal 13. Navy-Marine Corps Medal 14. Cout Guard Medal IS. Bronze Star Medal 16. Defeue Meritorious Service 17. Meritorious Service Medal 18. Air Medal Medal ' 19. Joint Service Commendation 20. Air Force Commendation Medal 21. Army Commendation Medal Medal 22. Navy Commendation Medal 23. Coast Guard Commendation 24. Air Force Achievement Medal Medal 2S. Army Achievement Medal 26. Navy Achievement Medal 27. Purple Heart 28. Combat Action Ribbon (see 29. Distinauished/Presidential Unit 30. Navy Presidential Unit Citation note 2) Citation 31. AF Outstandina Unit Award 32. AF Orpnizational Excellence 33. Valorous Unit Award Award 34. Navy Unit Commendation 3S. Coast Guard Unit Commenda-36. Meritorious Unit Commendation tion (Navy/Cout Guard) (worn in order earned) 37. Navy "E" Ribbon 38. United States Nonmilitary 39. Combat Readiness Medal Decorations ARPC/OROC tour ----SG/HC/JA/ORMP--------------> FEMA personne 1 State/Regfon HQ ----ARPC/OROC--OR~P------------> Active duty for SUpervisor of ----MAJCOM/SOA/SG/JA/HC/DRMP---> ARPC/DROC training (ADT) tour ----USAF/REPS--Sr Officers----> ARPC/DRG FEMA personnel State/Region HO ----ARPC/DROC--DRMP------------> ARPC/'lROC Active duty support SUpervisor of --->Same as above, as (ADS) tour applicable [RPA] School tours ->MAJCOM/SOA/SG/JA/HC/ORMP---> ARPC/DRMP --on quota--obtain quota Resident PME-officers Supervisor MAJCOH/SOA/SG/JA/HC/DRMP---> ARPC/DR~~p use AF Fonn 1941 lote: Be sure to follow MAJCOH/SOA/single manager specific instructions. • 208 ARPCP 45-22 1 January 1985 a. Active duty for training (AOT): (1) Command and staff supervision (code 38): For inspection and staff asshtance visits by reserve higher headquarters to subordinate units to evaluate training, compliance with directives, and the unit's capacity to mobilize. (2) Exercises (code 21): For participation in reserve or joint training exercises with the active force: Reserve personnel perform in corrmand positions, as air crew memhers, and as technical specialists. Exercises include Et1BER DAWN, JACK FROST, BRAVE SHIELD, REO FLAG, POLE VAULT and others. (3) Operational training (code 49): For training members in their wartime tasks, such as aircraft maintenance, aircrew flight and ground training, command and control center training, operating aerial port and air cargo loading facilities etc. b. Active duty supoort (ADS): ( 1) t.lanagement support (code 69): For planning and developing exercises, training assemblies, conferences, and developing Reserve forces programs and policies. (2) Competitive events (code 87): For participation of Air Force Reserve me~bers in the annual Interallied Confederation of Reserve Officers (CIOR) competition and similar events. 3-18. APPLYING fOR TOURS -AT• ADT • OR ADS. Use AF Fon1 1289. Apply well in advance of requested tour dates. Follow these rules: a. Know the exact deadline for submitting your AF Fon1 1289. Consult your MAJCOM/SOA/ single manager for specific instructions on timely submission and processing of AF Fo~ 1289. b. Annual tours cannot be split between fiscal years. c. Solit annual tours must be approved according to para 3-15. Be sure to indicate dates of splits in the remarks section of the AF Fon1 1289. if known. d. Whenever possible, schedule tour to avoid holidays to avoid loss of workdays. r1ost tours begin on Monday and end on Friday, but all require you to work the duty hours of the unit to which you are attached. (Exception: if the member can be effectively used and supervised on 11eekend or holidays; this must be stated in remarks section of AF Fon1 1289). e. For Cat R and 0 IMAs, annual tours are noroally 12 days plus required travel time. Fourteen-day annual tours considered mission essential must be justified in the ~emarks section of AF Fon1 1289 by the li~A' s supervisor. However, category A IMAs perform annual tours of 14 days plus travel. No annual tour can extend beyond 14 days. Extension of other types of tours 111ay be approved by the MAJCOM/SOAI single manager when mandays are available. f. All variations in itinerary must be 1 i sted by location and specifically approved by the MAJCOM/SOA/single manager in the Remarks section of AF Fo"' 1289. (AO unit publishes any mv orders.) g. The tour dates that appear on tile orders are the dates you are committed to, unless the orders are amended to reflect a change in dates. You are not required to 11 st alternate tour daes on your AF Fona 1289. but you may do so. h. lOTs in conjunction with a tour must be listed by date in the Remarks section and approved by your supervisor (see paragraph 3-12). i. Use AF Fona 1820. Request/Justification for Special Authorizations, and submit with your AF Fon1 1289, when requesting authorization for reimbursement for rental cars, conference registration fees, and so forth. Rental vehicles are aut'lorized only for mission essential use and not for the convenience of the member. Upon approval, your orders will authorize reiMbursement. j. Pregnant members should read Section 7, para 7-25 for limitations on tours. 3-19. II'A MAN-DAY TOURS. Tllese tours are used only when there is a temporary need for personnel or unique skills that cannot be met economically from the resources of the active force. Personnel are paid from military personnel appropriations (MPA). Major commands and single managers estab1ish and manage requirements for man-days. t~bers of the Ready Reserve (categories A, B, D & H) are eligible, but enhancement of the member's mobilization readiness is not a consideration in determining tour need. If volunteering for, or if nominated and available for, an MPA tour, you should: a. Submit AF ForM 49 to your MAJCOM/SOA/ single manager. b. Schedule the tour to begin on a t1onday. Expect your work schedule to conform to that of the activity to which you will be attached. c. Plan short tours for times that do not include holidays. d. Limit the nurrt>er of man-days to 139 days or less, including accrued leave and travel days, per fiscal year. NOTE: Personnel not eligible: Officers subject to mandatory discharge or retf rement before they could complete the tour; and enlisted members whose enlistment would expire before they could c~plete the tour. 3-20. RESERVE lltDERS. Standard annual tours and RPA tour orders are now computer generated. AF Fon1 938. Request and Authorization for Active Duty Training order, ;s used as the order for school tours. Incomplete or inaccurate data on the AF Fon1 1289 can cause problems with your orders. Check your orders immediately upon receipt. Don't wait until start of your tour to discover the order contains erroneous information. 209 N to HAM. INDIVIDUAL MOBILIZAliON AUGMENTEE. PARliCIPAliON SCHEDULE WORKSHEET A/APISON .!&Lna C..Hs-t:r-r INSTRUCTIONS Ct••• e brecllee ...... AIR y_, column IO thow YOUI AIRy_, ....... one copy a' tNt tc:iMdYh for yow .....whor Utinl "I'" for P'otected lfMnlnt .IM. Wh.n For your pwtOMI copy, ent• tiM ...... co4e lhown bMaw In the letend. Totel points ..,Red IOf MCh month IMY be fkOifded in 1he letll cot......... eccomplhtMd, ,.... wkh en ··x·· HOUOAYI: IIno• ''W IOf --dolool Pr-o' Doy, -lol Doy, ~Doy, ~Doy, Vottronl' Doy, Thonkoe..... Doy, ,........., holldoyt. liOIND: f01 _ .._copy:..,_.... trolnlntl-"/",_,.........,-"X", EaCVMd uolnlntl-'"0". f01 !*tonol-: lnt• olpfto .-tor typo of !*lldpotlon: A-Mnuol, 1-lOT, R-RPA touo, M-MPA tow, T-Tro... •v. Nf-ND-y lOT. FISCAl YEAR 11.....5"_ I TOTAL POINTI."1:.. 10 II II 13 I. II II u II II 20 21 22 23 2. ,. ,. 2J 21 21 30 31 1 •v ~XT"'A MONTH I J J I J • • • • "'"' OC'fO.CR IX IU I ·u u U1l NOVCMe&• ~ H DCCCM•«II ~ '( .A"UAIIY H ~ rn .C: ~~IT Vl w JV ~ ~nlA. 12. ;il rt;;::;:: ,;,. ;) r&eiiUARY IX ~= IJlJ MA ..CN .:l ~ ~ APRIL ::>< ~ >< X ( A, .... I.A TL IU rn fH!l I· '/-· ~~ .. ...... X u I UN& :><: l!ilm IUL't' H IXiX ~ ~ AUOUaT X :. • ............ -~~=:~:~ .. -9-> I#I C!f ;a .,,·. .. .. :-·· ·.;~;~.:!:~·:::~~:?::.:w..::w...:·::.~i:f::::9..::::::::f::::-~~=:~1:::::;~:;: ,•.~;m! TOTAU 3fD 28 •'• .::••-:.:-:·=··· .~ .. :·.· -,;! TOTAL POINTI ("") FISCAL YEAR It ::.Jl: -,;! ,y .- DAW'• 10 II II II 14 II n II 20111 22 23 2. 21 21 2J 21 21 30 31 "'"' lilT"''" OCYoe•fl "'" N ""' MOHTH I I I • I • 7 • • .. .. ,. ... Ul IX ll l I 0 ;_j NOV•M••11 X ~ I H f. .< ;l ,, APR'I.. / v / 7 7 7 7 ......:; ~/ / L / rhJ '"' "oo tUJJ.U 1"1 J.L/ ..... ./ ~( I }j 2 ./ 1'7 a ,.j '"". IUI..Y H ./. ~ )~ AUOUaY ./1 A '"\ -....; ~ a•rT•M••R ""'ll'1 §:] ..:- H / ~· ..... .... TOTAll ~~-c:::::;:;::r::::';:~;;:;:~::;.::·· .. .·· .,.,..-!0;~~:~:~ . :. ·...::..~:~~··=~«~:::=m:·.:~ .<',t::: 3 '" 2A II.MAftMI ~)? 0~ .... c.. Ql ::;, c Ql ~ AF !~::', 1661 ''' OUW'I.....,.,.,,...,_,,.,o t1111''·",.·•'•''"" .... ~ Ul Figure 3-2a. AF Form 1561, Individual Mobilization A~tee Participat•on Schedule Worksheet. (Supervisors' sample) > :;JtJ -g n -g INDIVIDUAL MOBILIZATION AUGMENTEE PARTICIPATION SCHEDULE WORKSHEET NAMo: /J/Af}JSIJ/1 ,"JANe'S .R. CIKtr/ <.n """ I N INSTRUCTIONS N O••• • breckat In the AlA y.., column to show your AIRy_,. Make one copy M tNt sc.hldull' for your supervhor ullne "I"' lor protected,,...,..,."-'"· Whe11 eccomplhhed,..._k with en "X". fw yow persOnal copy, ent• the..,. codllhown betow in thllfeeend. Tot.. polntt ..,ned lor e.ch month nwy be recOfded in the .... J columns. HOliDAYS: lEnoir ··tr· l01 --doootll'r_,. Doy. -lolDoy. ~Doy. ~~Doy. Voo.,..,.· Dor. Thonk...vl..Dov. ,.,....,.., holldor•. LEGEND: f01 --oopr: Sc:hedulod uolnlnt-·r. ACCi>mplkhod-··x··. hcuMCI orolnlnt-..0 ... fOtpooto,.loopy: Enow olphocodol01 oypoof-olclpollon: A--.1-IDT. R-RPAoow. M-WA oo... T-Tto... doy. Nf'--..,.,lOT. "'" fiSCAl YEAR II..L2. TOTAl POINTI YO:A• MONTH I I 3 4 • • J • I ·10 II 12 13 14 1• 1• IJ 1• It 20 at 22 23 24 2• a• 11 R a• 30 31 fY 111ft ~XTftA OCTO.... .]: H Novawea• X H H :::::~:~; • DIICIIMe•ll l.r H JANUA.. Y " I r11. s ~. ~r N ~ )VA .. tG.••4'.~ J. r3t..J ,....u ..... v ~ ~ H :;:;:;:: ::=:;::::; I~ " ~ ~~ 17 ~ ~ 1 mtL IT IT lA A A A .A A .A A I.A .AlA lA 7 [.i CU IT.,i :j fr.l)iiJ ~ ~-~:: ~4/ I I/ I .., MAY .1: IU 1 Cl) •UNII I_t: :~:-:·:::: JULY H I IJ: --:.; .... AUGUOT II .2 ..2. UPUM.... IH (l. :;:;:;:;::: & ~ :~*::::.;.::::::::::::.:::.:-::::::~~=*=·=··:::::•::~::::;•••::::::::~·~:::::::-.-:·:·.·.=~:::::;:::::t.:::~~=~"::;::::::::'.:::::;-::~··:.(.::~::::::~;:"{::::::~~:;::::~:~1!:):-:;.;:~:::.~1:::a:::),:::~::f.::·:=::::~:=~=*:::::::::~:r:.•::::::~~:::::::::::::::::::::::::::::t::::::::::::::::::::::::::::::::~:··:·::: TOTAlI 9"' IzII I c.. "'" fiSCAl YEAR lll.zJ TOTAL POINTI 1>1 :::1 DAn MONTH , 2 3 4 1 • 1 • • 10 11 12 •a 14 11 •• u •• •• 20 121 22 u 24 21 z• u a a 30 31 '' "'" txTou c:::: N 1>1 ..... OCTOUOO I II lA IM IM Ill I 2 q ..... ~ NOVKM.... .]: I ::?;.:_;;;,'"1.·1--":1-'~f-'l!ii--+---DKCKMUOO .:Z H ... _ - ~ JANUAOOY H :& r1l 5 [,4,N. IJE. ~ IJlllE 'E 11! .. AI-""-~ 01 P'll.fiUARY I.:C H ::-:::.~=~=~-·=· ~ MAOOCH :X: 1 _, 5 S 5 s J 4> ~ APfiiL I IT lA l.d I..C lA lA-lA-r.A-1..41..4 1.4 rA lA 'i Wu. t-...,.IP'H!:~;:0-1/· I, v / ..., NAY ll 1-l r ..,.. ::m:; ,. JULy " x ...~ r ;; ::::: JUNK 1 .. AUOUOT I I< _"\W ..:; omu..... IH .r l.uf 11PI»t ~['\ ~ II..)' 11 IR IIC. Ll~ :::;:-~:: .A: II ·:;:::::;~::::::::::;:;:;:;:::;:::::::~::;:;:;:::;:;:;:;:;:;:;:;:;:;::·::;::::::::::::::;:;:;:;:::::::::;:;~;;:;:::::;:;:;:;:;:::;:::::::::::::::::.::::;.:;;.;:::·:!:~::;=::*:~_X:;;.·::::. 1!"·' .,,. ••• •• ··.=:::....;::.~ .;~:::-·{-:::;;:::::~:::-::::::;:Z;:;:'(:;••:~;:;:~;:::::::::::::::::!:::;:::::::::::::::.-:~.:i!:~:~? TOTAll ! A.MAAMO ~~ FY 36 PO.INTS . ~ RIR 36 POINTS + 15 HEtiJERSHIP • 51 ~~v ' 5 EXTRA POINTS • 50 ua ntiWf.......Nt,_.t~OIIflll:'.lll, """·•:rn·•l•ttttO AF !"~.:':', 1561 N Figure 3-2b. Individual Mobilization AU9E11tee Participation Schedule Worksheet. (Saltple worksheet for IMs) ARPCP 45-22 1 January 1985 Se~ ln.J,.cttoru 011 rever# ofCopy No J AUTHORIZATION FOR INDIVIDUAL INACTIVE DUTY TRAINING (THIS FORM IS SUBJECT TO THE PRIVACY ACT OF 1974) AUTHORITY: 10 U.S.C. I312, EntttltmOood upon tllll ocllodulo-thou"' you may trovol at ot IICTION II . 1-7 -Mf'A-TOUII-TITLI lo II-for all Mf'A peraorwt convenience. dat• or tim• for Man-cloy Toun, for hemPia, 0111 lf'T Df'. (TIJ H CtJmpgtod lly IIAJCOII(SOA(SI,U whet-by -aonal convoyonco '"'"' II. prl•r• AtiJ} o• commorclol alt. If you wont ,._.IllAI/. to •..., your t-ocllodulo for -nal _n, lndlc-your d•lrod ocllodula In tho1-I -If dlfforant than wartlmo AI'IC, -ldo remerkt IIICtlon. Ntlonal/unlquo quallflcatlona In ,_., IICTION Ill· 1-taa · Compl-by tho unit If tho mi-n toqulr• -lflo roportlne ond ~u10tim•. othor· wl•l-biM*. ltefft 10 · Det• of tour mu• eQull num_. of deye ent•• In 1 tem I. AIIO lneure '"-' total deya 1-1:111. All toun wllloll Include holldoya or do not for tha f-.1 y-d-not oa-w oonform wlttl wottc. we11t duty ech..ula llmltatlono,l131 dayo for Mf'A tourol. •-tao • lnouro tllo opproor..tolllocko oro cll-od. •-H C:ompl-o,...n11otlon -odd•-. for eaomplo, :JI02 AIWG/Df'MU OHutr Al'l, Nl-111. IICTION IV· 1-14 • l'or MAJCOMIIOAIIInelo MINIOf uoo only. . You muot ell-* .,.,. of t-11-o. If you • 1'111 In wllan Individual will •••-t:JI doya, wllan ICIProvod by HQ UIAI'/Mf'f'f', homplo tr.vet by pw~anat oorweyenM, yoyr relm-of outllorlty II: HQ UIAI'IM,f'f' -or, 10 b"'-"'"' for mll•ll mey be llmltlld to the Jan Ia. eov•nmMt't con for 1lrfere. tt you requ.. comm•c•l atr ••.r•. you will normelly Ill n..,ly • • l'und clto • -lclod by Ullne octlvlty (lllllm echeduled to arrive end depart • _..lo to your roqulrod ,_,tine - q,UC.lii•J. /9l~: ADDITIONAL Rl TS lpeclol ..,_latlafte (R•,.rtoll /..111114 teiiNI/CSA v•lllci•IJ r:_.,;.~-,_wittl APRo1G-7, Jo-1, 177·101, IIIII JTR, Vol 1. AP POlOIII ae, NOV 11110•v•10a•l •u.Lee...........a,.ofl... tii.....H47tJtMI Figure 3-4. Af Fo1'11 49, Application for fiPA Man-Day Tour. (Baclt) 215 34 ARPCP 45-22 1 January 1985 APPLICAnON FOR ~nVEDUTY TRAINING (!II':B INSTRL'I.."TIO,VI ON llBVBR!IIll AUTHORITY. 10 U.IJ.C. I ."21~1 .,.., 3012; 44 U.6.C. 1101; a~~cl liO 11391. 1'RlHCI1'AL 1'(/llrotJii' To ,.... ..Pik•ll"" ftW '""'" o( _,llw ....,.,_,llw ....,. (or INIIolq. IIOUTfN~ us•a: na. SSN • .,.,J to ldtrnlll"1 ffle ,_,.,., (rw PIIY .-tl dub P"IPOHI. HO#fl• Mdre• t. ;,•fH'7 for dNtnCMIIIM of ordr" antf • .,,..,..,_ of ,_. 11#11· ll.nt41 ti•M •tl n.-• o( IPO¥• t. ftiii'H..,.,. /or .,.,..,,.. tp .._•.,dlorU• (~~tUikl Gild MtVkl't. lnfomutfon ,..,..,..,._, ,....., M 4Utduull 10 .., DOD ~omporte11t or P•l lll•reot, Q/ltd up011 ,.,.,.,,. to oi#Nr F•dlt~ ,,..,, and lot-' tOW"mmt'nh~ ~~~d~• in1M,..,.., of tlwlr n~l• ""*a. DIICLO.UilB Ill VOI.U.VTAitY. ,till,.,. to l'rotll'* lh• h•lom~•lfoll ""d SSN will prwtu'* til• _.,IJINitittl of ordfo,. lftd m•mNr wtU nnl pl'r(o,.,. ::,; ~~,;,,_~-lfterit.l ,,.,... lnfo-aiiO't I< .U.:Ioo•cl. "'~"*""' wiU ,. .,.,.., Ill• -of •lllorf..cl for:UIIf., and ""'"''' """"' P"'od of I. 'EASONAL INFORMATION CTo 1M oompl-llr the A-wt.tl TO (Urtll of Alai"'"''"II r· NAME (UII, Flr>t, Mil onCI GRAOt: J2. SSN 9019 ARS (HQ ARPC/SG TACKITI, ROGER L, LT COLONEL 000-00-0000 J. CURRENT ADDRESS (lroclto* 1:;, Co*l .. TEL-EPHONE NUMI!IERS ,...,...... 5. CIVILIAN OCCUPATION ANI C-!AUTOVON} 1216 ELMORE STREET HOME303-555-1212 AURORA, CO 80011 OFFICE 303-555-1313 Dentist 6. CD'RITAL. STATUS NAM.f~A~F FAMILY MEMI!IERS J I, MARRIED 0 SIN~E b. II. TRAINING INFORMATION CChedl onol ll ANNUAL TOUR I SPECIAL. TOUR OF AOT(ADS (RPA 7. TOUR/TRAINING CATEGORY CODE I SCHOOL. TOUR ~~-~~-~A~X~-~~~X.. INCLUSIVE OATES (£aclto~l 7'1111 10. lllP'ORT TO (O,...,.u•tlort ..... addN•. I,.ciWJII Zip Cocloi .. ';'.'!~~~A;:!I 12 11 -22 MAR 85 USAF HOSP/SGD, PETERSON AFB, CO 80914-5000 u. TRAVEL. ARRANGEMENTS (WIL.L. NOT COMMUTE TOURS ONLY) []I I WILL. TRAVEL I!IY PERSONAL CONVEYANCE. I UNDERSTAND I WILL. I!IE PAID FOR THE MILEAGE ACCORDING TO OFFICIAL DISTANCE TAI!ILE!J AT CURRENT RATE!I. I FURTHER UNDERSTAND THAT THE OFFICIAL. TRAVEL. TIME IS D£TERMINED I!IV COMMERCIAL. AIR (TOURS LESS THAN to DAYSI AND TRAVEL. IN EXCESS OF THAT IS AT PERSONAL. RISK. I WILL TRAVEL I!IV COMMERCIAL AIR AND REQUEST A TICKET I!IE OI!ITAINED IN MY I!IEHAL.F. I WISH TO DEPART 0 FROM/RETURN TO AND I AM AVAILAI!ILE FOR TRAVEL AFTER HOURS. (Airport) I UNDERSTAND THE TICKET WILL. I!IE SENT TO ME WITH MY OROE,~ I will arrange my own transportation through th cal SATO. Cl DATE ISIGNATURE OF RESERVIST 4 FEB 85 A~~ Ill. COMMANO INFORMATION ITo 1M -piiM by ,. ,y Auttlorllecl ,.._,.tlftl 121. REPORTING/DEPARTURE TIME IC-.plltr 0111~ If o~cll'k lim., ~rl•¥11•1 REPORT NLT 0730 11 MAR 85 ~~NET 1630 22 MAR 85 Time Dill TUne Date b•. TRAINING II IJ APPROVED 0 DISAPPROVED. A ~ I!IEEN OI!ITAINED FROM UNIT WITH WHICH TRAINING IS ~H ~···-~ OX~N ON MMAA~""'g0AV -NU~ V~M-· V~QWO~ HO"OAVO. c. ~It INSTALLATION COMMAND£R HAl D£TERMINED T MEMI!IER'S HOME OR PLACE FROM WHICH ORDERED TO DUTY AND OUTY STATION 0 oq WO~ON "" OO...OAV< COMOv> M ~UNOOOO~N. (lJ ARE NOT WITHIN THE SAME CORPORATE 0 ARE NOT WITHIN COMMUTING DISTANCE. '* 0 ARE NOT WITHIN THE SAME CORPORATE L.IMI UT ARE WITHIN COMMUTING DISTANCE AND THE NATURE OF DUTY 0 DOES 0 DOES NOT PREVENT MEMI!IER ROM COMMUTING. DAR: INAME,•GRADE AND TITLE {'hpo or prllt II ,.SIGNATURE IV. MANDAY ACCOUNTAIIILITY u. I I CHARGE RPA/MPA MANOAVS TO ACCOUNT. ANNUAL. TOUR IS 0 APPROVED 0 DISAPPROVED. DATE TITLE OR MAJCOMISOA/SINGL.E MANAGER SIGNATURE IIIMAflltl!l (If IliON_,_ II rtMdecl. conllno" Olt ,.,..,.. ond lcNnll()l h II•"' No.} • Commuting distance is usally 50 miles outside of corporate limits. Corporate limits of the unft may be determined by the extent of public transportation (bus, streetcar, and so forth). AF FORM 1289 E Ftgure 3-5. Af Fon1 1289. Appliutton for Active Duty Tratntng. (Collpleted ~le) (Front) 216 ARPCP 45-22 1 January 1985 INSTRUCTIONS (PreKribing Oiroctiw is AFR 36-41, Vol.,. Ill SECTION I . lleml 1 through 6b-Sellexplanotory. paaible to YOU< required -'ing end depwture times, -liwly. YOU< ...., encl SECTION II · Check block idontolying IYPII of 1011r. trove! ellow..,.. will be 11-.1 _. this schedule -though you mrt trewl et oItem 7 · C..t1'90rv ol troining is lilted lor ell RPA Spe-delft or times lor penanal con...,lence, ciol To"''· for exomplo, Mgt $pt 89 (To H whe-by perwoNI convey.,_ {/MI Ia, comp/<'1<'11 b.•· M.4JCOM/SOA/Si1161~Ma~r prl..r~ •toJ or c:ommerciol etr. II you wont for /!lftlr). to vwy your t....t ldledule lor ...-I -•·indicete YOU< delirecl ldledule in the Item 8 · Sill explonltory. -kiMCtlon. Item 9 · 01111 of tour must _.1 number of dlys SECTION Ill · Item 121 · Completed by the 11nlt if the miaion requi,. entered in Item 8. Al10 insure that totel deya _.:ific repartlng end di!Mrture tlmn, o-· for the fiscal vear does not exceed waiver wi• 1-blonk. I imitltions, ( 90 dey& for RPA _.:iel toun,j Item 12b : C.tegory B lnd 0 IMAI must justify 14 dly Annual Toun. All toun which inclu$ holl· Item 10 -Complete organiz1tion and eddrta. for dey& must be justified. exomplo, 3902 ABWG/OPMU Oflun AFB, NE 68113. hom 12c . Insure tho -ropriote blockl.,. checked. *Item 11 · You m111t chock one of th-blocks. •Jtllll< ~ mtttklCitlGOJMXtc'te«X'IOIJtxtlto· SECTION IV· 3 · For MAJCOM/SOA/Sinele M8Nger u• only. JHC«MMIeiCKICIX,..,._lnlttlHOIIOICtckGO)U(e II tou< Is e RPA Spoociol Tour, co-'•'" hom IIOM&U'IlU>UAIVGIIKIGiflldl. II you request ~7. Annual Tour must be with unit ol-.lgn· commerciol oir tickets, you will normally be mont unlea woiwd by MAJCOM/SOA of scheduled to arriw end dlport 11 ne.,ly 11 ~· -ignment. ADDITIONAL REQUI'!~ V 1. FOI' RPA lpKiol Toun portolnlnv to I MAl, ott AF FtM'm112lllhou~d RI'CIDROC 30 cleys before tour be ..... 2. For 8chool Toun pet1olntnv to IMAI, MAJCOM/SOAISI ....e Mo tile AF Form 1211 tD ..... ARI'C/DRMI' no 1-thin 411 deyl prior tD ...-d-. 3. 8pecW ...--.tone (RcKiStrrl/ion [us and nntGI/GSA •~ltidn} 1: ---· with AFRs1CH. 30-1, 1n·103, ...t JTR, Vol I. \.'¥ ... I..MAIOKe (Conti11U~d) ~v * Replace second sentence with: If yo~ l!~t to travel by personal conveyance, youshould understand that the orders issuing authority retains approval/disapproval right on mode of transportation. Figure 3-5. AF Fon1 1289. Application for Active Du1;y Training. (Back) 217 3-21. IIMEIIIKJIT AND REVOCATION OF RESERIE ORDERS. b. Revocatfon: To cancel an order. ARPCP 45-22 1 January 1985 a. Al!endllents are used to add, delete, or correct information on the original order. The amendment is considered part of the original order and INISt be attached to ft when you submit yourAF Fol"'ll 458 for pay and your DO Fol"'ll 1351-2 for travel pay. NOTE: If you find you must cancel your tour after submitting your AF Fol"'ll 1289 or receiving your orders, you must notify your MAJCOM/SOA/single manager immediately to initiate revocation of orders. 3-!2. aJIITACT POINTS. Offfee Ofc Syabol Phone Ext Ca.ercfal AUTOYON Toll Free Centralized Control Center ARPC/DROC 4911 1-303-370-XXXX 926-XXXX 1-800-525-0102X327 Points Branch (96 PAS Code) ARPC/DROP 7151 1-303-370-XXXX 926-XXXX l-800-525-0102X334 Reserve Pay ARPC/DROX 4961 1-303-370-XXX 926-XXXX l-800-525-0102X337 Single Manager Programs (Chaplain) ARPC/HC 4904 1-303-370-XXXX 926-XXXX l-800-525-0102X241 (Legal) ARPC/JA 4915 1-303-370-XXXX 926-XXXX l-800-525-0102X251 (Medical) ARPC/SG 4911 1-303-370-XXXX 926-XXXX 1-800-525-0102X232 (IMA Liaison Branch) ARPC/DRML 4IMA (4462) 1-303-370-XXXX 926-XXXX 1-800-525-0102X302 Special Programs ARPC/DRMP 4965 1-303-370-XXXX 926-XXXX l-800-525-0102X300/301 FEMA, USAFE, AF ELEMENTS EXTERNAL TO OAF HAJCOM Reserve Affairs Offfce Unit of AssignmentUnit of Attachment 218 ARPCP 45-22 1 January 1985 Chapter 4 TRAINING SECTION A -GENERAL INFORMATION 4-1. TRAINING OBJECTIVES. In peacetime, your pdmary Reserve job is to train--to acquire new skills, to upgrade your level of proficiency, and to maintain your readiness for wartime. Training is accomplished on the job, through correspondence courses, in residence at technical and professional military courses, and through ancillary training. 4-2. WARTIME JOB DESCRIPTION. The unit of assignment develops AF Fon1 1560, Individual Mobilization Augmentee Wartime Job Description. When the IMA is attached to another unit for training, the unit of assignment forwards a copy of the AF Form 1560 to that unit. Once developed, the AF Fon1 1560 is used as a basis for training and duty; and training certification, if applicable. Determining what the IMA will be required to do on recall is the important and difficult part. If the unit determines that annotating the IMA's AFSC and wartime duty title in section I provides sufficient information to the assigned or attached supervisor to base duty and training on, then no additional entries would be required on the form. However, if the IMA's required wartime tasks are not self-evident in AFSC and duty title, then those unique requirements must be reflected in sections I and II of AF Fon1 1560. The IMA's supervisor files the wartime job description in Section I of the IMA management folder. 4-3. IMA MANAGEMENT FOLDER. The IMA's supervisor at the unit of assignment maintains a 6-section folder (designated the IMA management folder). Exceptions, those IMAs assigned to: a. 9006 ARS (FEMA), whose folders will be maintained by the FEMA region having jurisdiction over the IMA; b. single managed programs, the folders will be maintained by the unit of attachment; and, c. the AFRES Disaster Preparedness Program (BDPAO, SPLO, AND FPLO), the Numbered Air Force of attachment will maintain the folder. The IMA management folder is for use as a basis for developing training plans and participation schedules, and for monitoring training and duty participation. Maintain the IMA management folder as follows AFR 35-41, Vol 2, Chap 7): SECT! ON ITEM AF Fon1 1560, Individual Mobilization Augmentee Wartime Job Description (also maintained and updated by unit of attachment) II Assignment orders or AF Fon1 2095, Assignment/Personnel Action. III AF Fon1 1561, Individual Mobilization Augmentee Participation Schedule Worksheet. SECTION ITEM (continued) IV AF Fon1 40a, Authorization for Individual Inactive Duty Training. v AF Fon1 938, Request and Authorization for Active Duty Training Order, and IE Fon1 1735, Individual Mobilization Augmentee (IMA) End of Tour/Training Report. VI MAJCOM/unit unique requirements, AF Fon1 991, Ancillary Training Record. 4-4. SCHEDULING TRAINING. At the beginning of the fiscal year IMAs should sit down with their supervisors and prepare a schedule of training dates using AF Fon1 1561, Individual Mobilization Augmentee Participation Schedule Worksheet. Take into consideration the availability of the supervisor and the IMA, and the normal work schedules of the organization; in short, coordinate proposed training schedules. The training schedule should be firm enough for dependable planning, yet flexible enough to allow for changes when necessary. Grouping inactive duty training days can allow for more time to really "get intoM a training subject, while conserving time and travel. On the other hand, if months pass by between each training period, the IMA may be out of touch with organization business. If specialized training becomes available on a specific date, the supervisor should consider calling to find out if the IMA could participate. If the IMA is attached to another unit for training, both the unit of assjgnment and unit of attachment will maintain a current copy of AF Fon1 1561. 4-5. TRAINING PLANNING. IMAs who are just beginning the climb up the career ladder may be very involved with AFSC-rel a ted career development courses (CDCs) and training will be geared to specific skill areas and volume review exercises, proficiency certification, and eventually completion of upgrade training. More experienced IMAs who are no longer in upgrade training status may need to sharpen the skills of planning, scheduling, and management techniques. A wide variety of projects can provide training towards the improvement of writing and speaking ability, analysis, trouble shooting, briefing techniques, and handson experiences. IMAs need training in such things as inspection readiness, paperwork flow, operational commitments, projected developments, how a mobilization would impact the origanization, and host of "real world" subjects. 4-6. INACTIVE DUTY TRAINING. Inactive duty traintraining may be performed for pay and points or for points only. Inactive duty training must be authorized in advance by the supervisor according to the schedule using AF Fon1 40a, Authorization for Individual Inactive Duty Training, Section I. AF Form 40a may be reproduced if extra copies are needed for verifying scheduled participation for the civilian employer or for reservations at billeting. You will not receive a travel allowance for inactive duty training (see chapter a. Reserve Pay, for further information). 219 ARPCP 45-22 1 January 1985 REQUEST AND AUTHORIZATION FOR ACTIVE !THIS F()fiM Ill SIIIIJI·:CT TO TH/i I'RIVACY ACT ()F' TR DIRECTED. ISSUING/APPROVING OP,ICIAL. fT·nwtl "emr, •rade, llllrJ BOBBY G. WYATT. GS-11 Chief. IMA Program Support Branch DEPARTMENT OF THE AIR FORCE BQ AIR RESERVE PERSONNEL CENTER DENVER CO 80280 OISTRI.UTION ':JH" plus 3 -ARPC/SATO 1 -HQ DLA/KR CAMERON STATION ALEXANDRIA VA 22314 TOUR 3. SECURITY CL.'I:AJI'ANCI: NAC/SEC/DEC 64 NG PR&VIOUS &DITION MAY 8'1: US'I:CJ. AF 838 Figure 4-1. Slllple Resene Order-JH Series. (Front) 220 ARPCP 45-22 1 January 1985 INSTRUCTIOM 1. SuiMitt a co..,leted St•te•nt of Tour of nutJ (on ttw order front) to ARPC/91101, tletlwer CO 80280 wrthln 48 hours •fter tour c~letlon for papent of pa1 •nd 11low1nces. If N ec-tott• Is IIOl ,.._lttH •tttllt• 10 u,.s, orders Ifill lie ,..,.... 2. Sub•lt a co~~pleted no for• 1351-2 (Truel Voucher) to JOUr serwlclng Account1119 111d Ftn1nce Office (AfO) Tr..el Sect ton within 5 diJI• Thh IIIJ be done bJ •1t1 or In person, Your sentclng AFO ts the one senlng JOur unit of ~ttachllent unless tnother AfO Is destgnlted In JOUr orders, l. Suboolt 2 coptes of 1 co11111leted End of Tour Trttntng Report (below) ft led In JOUr trttntng folder; the other Is to be forwtrded to JOUr 4. If not c-tlng, conuct the billeting office 1t JOUr host JOUr resernttons ond, If necentrJ, lUke arrangeMntl for l1te trrlul (1fter 1700) or -not to be used etc. Rlllettng M•n•ger: _, n1Md on the reverse Is 111 IIIII Otl AIIGIIt:ITEE, not 1 unl t ......r. for ret11burs-nt of billeting chtrges, see AfR 90-9, 5, A ...ndltOrJ Letter of Ev•lu•tton (LOE) Is re 1\W.'""'''Illllcdlnce with AFI 31-10, T1ble 1-l, Rule 7 for officers perfonotng an 1nnu1l/spechl tour of 12 supenlsor h other thlll the destgnlted reporting officiiI. Ensure ·Annuli Tr1tnlng 1re of this requtreMIIt, 6. AFO Trnel Sect ton: If orders st \ni~'UIV, lllellber hiS 11ee11 furnished gowern.nt tnnsport1t1011, If orders show 'TR AVAILABLE", the e 1!<1 not to uso gonrn...,t trtnsport1tton and relllburs-nt for public tnnsportltl ll•lted to the constructhe cost to the gowen.ent, (JTR Vol I 114203 l.c) Mlle•ge •llow•nc be paid for use of prh1te conwe7111Ce (JTI Yol l 114203.4), 7. If JOU hue •n:t questions, write to ARPC/DROC, or Clll the flil1nce 1nd Support Ohtaton, Orders lrtncll 1t ARPC: TOLL FREE HUMBER (eacept Color•do) l-800-525-0102, Eatenslon 327, AUTOYOtl 921-4971, COIWACIAL (lOll 370-4971. IIIIIVIIIUAl IIIIILIZATIOI AUGMEIITE£ (1M) EIIO Of TOUR REPDIT FIOII: ITHRU: TTo: BRIEf SUIIWIY Of OIITIES (Continuo on 1ddltlon1l paper If l'l!qulred) -.,.,...... autw or... AAPC,MAA M PfiiEYtOUI ~I'ITIONI ARI OIIOUTI Figure 4-1. Salple Reserve Order (AF Fonn 938). (Back) 221 ~ ~~-~-~------------------~-~----~---------- ~E~SONAl DAti -~ll¥1tt ACt 0~ lt14 PREPARED 114 AUG_ 08 U-24__ ....... ··-··--. . ......... III!POU_ OM 1.1tO.I¥1DUil_!IERSOtll*l; fPA.t. . AS 0~ 14 AUfU)I. _PCN__!I_l~9~t~.. f6_ '6jlf~jl~ .. HEADou.R,:IIlTAi"'•~~ l"l ,,= FB~~f CENT It . stAtEMENt Of tOUR _OF outy ROI JA-16460 -ae IR afol DO eaieo -· _e --oe&uu··-----~:~c~~~~s~ic:~··IY-ttf·~c.t·,.-lttt~~~~-ll~~,:o•,~;2~:~:: _!_Y_JI~OEII.OI' trtli·S~Ni1AM!NOt ti:l~ --~'-~OIICE.. _ 000-00-000 1 __ -----t;rPA~tt:·-.... -.......... ~ . -~ ---1_ --. 1 ________ 11 . 0 11 A Sl "A EA ~ If w·· . 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Report on Individual Personnel. (Sample of caaputer generated Reserve order and AF Form 458) 110 ~ .... ~ '-" ARPCP 45-22 1 January 1985 4-7. INACTIVE DUTY TRAINING FOR POINTS ONLY. IMAs may earn nonpay points for retention or retirement purposes in authorized activities as listed in AFR 35-41, Vol 2, Chapter 2. These activities include instructor duty and associated preparation, professional and trade meetings, professional military education seminar programs, ECI correspondence courses, special training projects, support of Air Force Reserve sponsored Boy Scout Explorer post activities, and time for taking required physical examinations. IMAs will record nonpay lOTs on Af Fol"ll 40a and send to ARPC/DROP for point credit. No more than 60 inactive points (including ECI and membership points) may be credited for retirement purposes during a member's R/R year. 4-8. MANDATORY EXTENSION COURSE INSTITUTE (ECI) COURSES. The IMA's unit training mana9er orders mandatory career development courses (CDCs) and professional military education (PME) courses for skill level upgrade training, by calling the OJT section at HQ ARPC on AUTOVON 926-4948/9, or by mailing ECI Fol"ll 23 to HQ ARPC/DPMPO, Denver CO 80280-5000. Course packages will be sent to the unit training manager, not to the IMA's home address. For information or questions about mandatory courses, you or your supervisor should contact your unit training manager. 4-9. ENROLLMENT IN VOLUNTARY ECI COURSES. You may enroll in a voluntary ECI course by calling the Education Section at ARPC, toll free 1-800-525-0102, ext 330, or writing HQ ARPC/DPMPE, Denver CO 80280-5000. Base education offices may also furnish information about correspondence courses, but they cannot enroll you. a. Officer PME (correspondence courses) (1) Squadron Officers School (SOS) (2) Air Command and Staff College (ACSC) (3) National Security Management Course (NSM) (4) Air War College (AWC) b. Enlisted PME (correspondence courses) (1) NCO Orientation Course (10) (2) USAF Supervisor Course (11) (3) (to Command NCO Academy (6A) etc) (4) Senior NCO Academy (SA) IMAs, enro 11 ed in correspondence courses from the other services must complete the entire program before point credit can be awarded. No point credit will be given for completion of interim subcourses or volumes. (AFR 35-41, Vol 2, para 2-6b(2) (1)). Professional military education (PME) courses offered by the other services will be credited for points, but cannot be substituted for Air Force PME. AFR 50-5, USAF Formal School Catalog, and other service catalogs outline requirements and courses available. 4-10. SEMINAR STUDY GROUPS. Officers may partic ipate in professional military education by enrolling in seminar groups. Many category A Reserve units sponsor seminars and IMAs are encouraged to join them. Members enrolled in correspondence courses may apply for transfer to a seminar group, and from seminar to correspondence course. 4-11. «FFICER EDUCATIONAL Ot\TA. The Air Force Institute of Technology (AFIT) is now the single input source for academic education transcripts for transfer to AFIT. Single managers for the professional fields (medical, legal, and chaplain) evaluate degree data for verification. A raised seal transcript will be required for all data entry updates. 4-12. COIIJNITY COLLEGE «F 11tE AIR FORCE (CCAF). Enlisted IMAs are eligible to enroll in CCAF and may contact the base education office for AF Fol"ll 968, Conrnunity College of the Air Force Registration Application. You may request an education ~ata printout from ARPC/DPMPE by telephone; you will need raised seal transcripts from civilian educational institutions. You may receive credit for active duty training during prior military service and for certain courses completed at civilian institutions. Study programs must directly relate to Air Force specialty codes and be aimed toward award of an associate degree. Take advantage of your training! CCAF is one of the finest benefits offered to enlisted reservists. Air Force Reserve members, their families, and civilians working for the military, are now eligible to earn undergraduate college credits without attending classes by participating in the Defense Activity for Nontraditional Education Support (DANTES) program. The academic credit obtained from DANTES testing can be applied toward the Community College of the Air Force and civil fan college degree programs. Contact the nearest base education office, local college or unfversfty for exam study guides and further information. 4-13. ON-THE-JOB TRAINING. Normally, the supervisor at the unit of attachment maintains AF Fol"ll 623 on IMAs in grades E-1 and E-6 and those individuals in grades E-7 and E-8 who are in retraining in accordance with AFR 50-23. The job qualification standard (JQS) (previously job proficiency guide) once inserted in the AF Fol"ll 623 is used by the supervisor to annotate task training accomplished on-the-job. For personnel in upgrade training, required forms/automated products used to monitor career development course (CDC) progression are also maintained in the training record. The IMA handcarries the AF For11 623 when he or she performs lOT or annual training ' at the unit of assignment. For questions or information about your on-the-job training, contact your supervisor or unit training manager. Refer to the enlisted skill level progression chart (table 4-1) for detailed training and professional mi 1itary educational requirements of your specialty and grade. 4-14. RETRAINING REQUIREMENTS. Retraining and disposition of disqualified IMAs will be accom plished as follows: a. Retraining is not normally authorized; however, an IMA who is assigned to a position in a functional area determined excess to wartime requirements may be reassigned to a shortage Air Force specialty that uses the member's overall military or civilian experience and training. Requests for award of a new AFSC will be forwarded through the IMA's assigned or projected assigned MAJCOM Reserve Affairs office to the appropriate functional or technical staff agency for 223 ARPCP 45-22 1 January 1985 APPLICATION FOR PROFESSIONAL MILITARY EDUCATION (RESIDENT) AND RESERVE COURSES I ' PRIVACY ACT STATEMENT AU77t0R/TY: ID U.S.C. 8DI:Za1td E.O. 9]97. PRINCIPAL PURPOSE: lttfomo•tlo#t 1.1 rwetl•d to proc•u AF R<>ef'llilt r<~ueJIJfu• nii.Unr ProfJu u,. ofSSN 1.1-tQ -upootrtN IMftl(llc•rtolt t>f tire lndtMdllal•nd ,..co>dL ROUTL"V£ USE: Ulftl to Mkmtilw tlr.* inJividwd'1 rllK#bDity forth~ r~t.~uutrd ,•c;•u• omJ mbxqwrnt ~n-Ice comm;tmrnt DISCLOSURE IS VOLUNTARY. FGilun to provid• Information amrr rhllll SSN wiU pnclwde coMidrrntionfor .sdccrton. L11ck of SSN will not pnclauJr. but ,..y tMJ.y collllld«Wtfotl cw r'rNit In mlatUrut/f~GriDfl of ~pplk11nt. I. GENERAL INFORMATION (Tube cumpl;// lt&MAttKa ARPC/DRMP completes Section V. Membtr hoaoufliclont •Nice on Reedy R_..,. Ae-nt or will·--• ,_Reedy R_,.,. "-'-"'1D e.defy.,. _,.,hment prior 1D *'-",. lor ochool. 1 CERTIFY TO THE ACCURACY OF THE ABOVE INFORMATION. DATR TYP.D NAM •• GIIADK, TITL. OF IIECOitD CU8TODIAN 81eNATUII. VI. TRAVEL INFO"MATION (To k compl•r.ll&y IMA ....,_,,..,.kr) 0 I will trove! by commerciol air end reque11 • ticket be abtolned In my behot". I wloh 1D deper1 from/,._,10 (Allport) end I em evellable for travel 1fter houn. I undorotond the ticket will bt -tto me with my ardon. 0 I will trawl by pononol con..,vonce. I undontond I will bt pold for the mlla.go ~.. to official d'"-.etlelet c:otrn11t -·I further uncle..thot tho offlcloltrowl time Ia determined by commerciol elr ltoun leu then 10 doyal end tr-1 In ••-of that toM _.,.,.. . (WILL BE USED ONLY IN THE EYENT OF SELEC'ITON) DATE" atGNATUtt• OP' APPLICANT AP' 11•1, .IUN 11 {R''"~J Figure 4-3. AF Fon1 1941, Application for Professional ~litary Education (Resident) and Reserve . Courses. (Back) 225 44 ARPCP for evaluation according to AFR 35-1, chapters 4 and 6. Formal school requirements may be waived by the MAJCOM if they determine that qualification can be obtained through on-the-job training. b. Disposition of disqualified IMAs. If an IMA is disqualified for continued duty or training in his or her duty or control AFSC, possesses no other awarded AFSC and disciplinary or discharge action is not considered appropriate, the IMA should be reassigned into a shortage AFSC that uses his or her overall military and civilian experience and training, provided he or she meets the mandatory prerequisites in AFR 36-1 (officers) or AFR 39-1 (airmen) and AFR 35-1. ARPC/DPMP, in coordination with the MAJCOM/ SOA and ARPC (DPRO/ DPRA), will identify a suitable AFSC and position and direct the individual to submit an M Forw 1288 to ARPC/DPRA/DPRO. If the member is unsuited for retraining or reassignment or declines reclassification, he or she will be reassigned or discharged according to AFR 35-41, Vol 1, table 5-l; and Vol 3. 4-15. FOIIML TECIIIICAI. TRAIIIIIIG SCHOOLS. Some IMAs needing entry level training in an Air Force specialty attend formal training in active duty status at an Air Force technical training center. Course descriptions and prerequisites are listed in AFR 50-5, USAF Formal Schools Catalog. Contact your MAJCOM/SOA/single manager training office for eligibility information. a. Progr...ed Tours. You may apply for certain courses thru your MAJCOM/SOA or single manager. The MAJCOMs/SOAs and single managers must program school requirements three years in advance by sending M Forw 101, Reserve Requirements for School Tours of Active Duty for Training, to ARPC/DRMP. ARPC consolidates all requests and sends to HQ USAF/REP by 15 July each year. When the quotas become ava11 ab1e, ARPC notifies the MAJCOMs/SOAs or single managers who notify the individuals who will attend. b. Unprogr_. Tours. Submit an M Forw 1289 requesting the school tour to your MAJCOM/SOA or single manager, through your unit, as early as possible. They will prepare M Forw 101 which must explain tllhy a quota for the school tour was not requested in advance and justify the need for an out-of-cycle school quota. The request should reach ARPC/DRMP at least 90 days before the school starting date. If the mandays are available and a quota can be obtained, the request will be honored. Do not contact schools directly. ARPC is responsible for obtaining all school tour quotas. c. Except for schools that are directly job or skill related (assigned AFSC), a member may not be authorized more than one school tour of 5 academic days or more within a period of 3 fiscal years. An exception to this rule may be granted when a schoo1 is needed to keep or improve a member's mobilization readiness. Requests for such exceptions should originate with the MAJCOM/ SOA/single manager and be sent to ARPC/DRMP for approval or disapproval. The senior and intermediate service schools are not included in this rule. 4-16. IIDIVIOUAL lllllliZATIOI Al9£11TEE (IM) EID (F nut REPORT. On the reverse of your active 45-22 1 January 1985 duty orders is space to write a brief report on your activities during the tour. Use is optional, but highly recommended. Your report should cover projects and specialized training completed, and any other important information. Place a copy of the completed form in your training folder. Use the form to help prepare your officer effectiveness report (OER) or airmen performance report (APR), or for any other valid purpose. SECTION B -ANCILLARY TRAINING PROGRAM (ATP) 4-17. MNDATORY MCILLARY TRAINING. Ancillary training is separate from your Air Force specialty upgrade training or professional military educa tion. ATP is often referred to as "non-specialty training." All IMAs must fulfill ancillary training requirements according to AFR 50-1, Ancillary Training Program (ATP), Atch 1, Note 2. IMAs satisfy ATP requirements by reading and comprehending the training articles published in this section. IMAs notify their supervisors that training is completed and supervisors annotate AF Forws 991, Ancillary Training Record. Both IMAs and supervisors must ensure that training takes p1ace on time. It may he1p to make a note on t.he participation schedule when training is due. The unit of assignment supervisor (except for single manager IMAs) maintains the AF Forw 991. a. The basic ancillary training subjects and their frequency of requirement for IMAs are as follows: (1) AFR 205-57, Reporting and Countering the Human Hostile Resource Intelligence Threat, required annually in high risk units; upon reassignment for those not assigned to high risk units. (2) Uniform Code of Military Justice (UCMJ). Required for first and second term enlisted IMAs as follows: (a) Within 30 days of the sixth month on active duty. (b) Within 30 days of the first enlistment. NOTE: IMAs must attend an additional briefing by the base legal office to complete UCMJ requirements. (3) AFR 355-1, Planning and Operations, base population briefing required upon reassignment; must also attend local disaster preparedness briefing. (4) AFR 30-30, Standards of Conduct; required annuall) b. Your MAJC()n may have additional requirements over and above the basic requirements. These requirements should be supplemented in MR 50-1. In addition, other specialized ancillary training requirements such as Weapons Qualification and Combat Arms training are required for those members in specific career fields. 4-18. REPORTIII6 MD COUIITERING THE tl.IIWC RESOURCE INTELLIGENCE ~EAT (MP. 205-57). 226 ARPCP 45-22 1 January 1985 a. The Hosti~e Threat: (1) Pertains to all Air Force militaryand civil ian employees, including foreignnationals. (2) Military personnel must tell their commanders or the AFOSI if they, their dependents or other Air Force or DOD personnel have: · (a) Had any contact with a citizen of a communist country. 1. Soviet Union and its Warsaw Pact allies (Bulgaria, Czechoslovakia, East Germany, Hungary, Poland, and Rumania). Also included are the People's Republic of China, North Korea, Vietnam, Laos, Kampuchia (formerlyCambodia), Outer Mongolia, Cuba, Yugoslavia and Albania. 2. By radio, letter, telephone, in person, etc~ 3. Even if no official information was discussed. (b) Had any requests for defense information, documents, publications or equipment,whether classified or unclassified. 1. Not made through official channels under authorTzed procedures. 2. By anyone -U.S. citizen, Air Force personnel --ANYONE. 3. WHY? Because such a request may be merely a first attempt to involve an Air Force ment>er in an improper relationship;therefore, it must be reported, even if the requested information or equipment is readilyavailable elsewhere. 4. You can get into trouble for NOT REPORTING a contact -not just for HAVING one! b. Protection of the President and Other Officials: Department of Defense componentsfurnish the United States Secret Service certain information pertinent to the protection of the President of the United States. An agreementbetween these two agencies interprets protection of the President as including the person of the President and the members of his immediate family,the President-elect, the Vice-President, or other officer next in the order of succession to the Office of President; the Vice-President-elect;former Presidents and their wives, and the widow and minor children of a President, for 4 yearsafter he leaves or dies in office. All Air Force military personnel and civilian and foreign national employees of the Air Force, must notify their commanders or supervisors immediately when they become aware of the presence in the Air Force of any of the individuals or groupsdescribed below. The Air Force furnishes the USSS information about such individuals and groups on a continuous basis as it become available. Past records are reviewed for information only when they relate to current information being considered: (1) Individuals, groups or organization that: (a) Have made threats of bodilyharm against, or have attempted to cause bodilyharm to, the President, ranking officers or employees of the DOD, or other high governmentofficials because of their official status; and, '-, (b) advocate or plot, or have in the past advocated or plotted, the assassination of the President or military or civilian officials of the DOD. (2) Groups or organizations hostile to the United States that have trained individuals in sabotage or assassination, and the individuals, so trained, if the training is thought to represent a threat to the safety of the President. (3) Individuals who have threatened to redress, or attempted to redress by other than legal means, a real or imaginary grievance against the federal government. Possible grievancesinclude, but are not limited to, a less-thanhonorable discharge, dismissal from federal employment, and denial or revocation of a security clearance. ( 4) Defectors from the Department of the Air Force and other military personnel,including deserters, who have refused repatriation or whose acts reflect an attitude of hostilitythat might be directed toward the President. (5) Present and former military and c i vi1 ian personne1 of the Department of the Air Force who are believed to have collaborated with the enemy or committed treasonable acts. (6) Military and civilian personnelseparated, retired or discharged from: (a) The Department of the Air Force with, or because of, abnormal mental conditions which, in the opinion of competentmedical authority, constitute a threat to the safety of others; and, (b) the Armed Forces or employment in the Department of the Air Force on security, unsuitability, unfitness or misconduct grounds, and who show evidence of emotional instability or irrational or suicidal behavior or express strong or violent anti-US sentiment or have a record of previous arrests, convictions, conduct or statements that indicate a propensityfor violence and antipathy toward good order in government. 4-19. THE UNIFer of the US Armed Forces may be punished. 227 46 ARPCP (2) Another purpose of the UCMJ is to provide a common system of military justice to all branches of the US armed forces. b. Jurisdiction. Military jurisdiction is the statutory right Congress has granted the military services to try certain persons by courtmartial for specified offenses. These personsinclude: (1) Active duty personnel (including reserve members on active duty). (2) Cadets and midshipmen. (3) Discharged prisoners during service of a court-martial sentence. (4) Reserve members performing inactive duty training who have voluntarily accepted orders which subject them to the UCMJ during inactive duty training. ( 5) Personne1 retired from a regu1ar component and receiving pay. (6) Retired personnel receivingmilitary hospitalization. The offenses fo:-which a person may be tried bycourt-martial are Articles 77 through 134, called the punitive articles of the UCMJ. c. Executive. Congress has also delegated to the President part of its Constitutional authority to make rules for the Armed Forces of the United States. Acting pursuant to this authority, the President has promulgated an executive order entitled the Manual for CourtsMartial (MCM) 1984 (Rev). d. Adllinistrative. Many subjects are not covered under the UCMJ or MCM. Each militaryservice publishes its own regulations on such subjects. These regulations also adapt the UCMJ to the particular circumstances of each service. In addition, each level of command may publishregulations which further apply and adapt the UCMJ, MCM, and higher headquarter's regulationsand policies. e. Self-incrimination and right to counsel: (1) Involuntary self-incri•fnatfon. Self-incrimination is the admission by an accused that he or she has committed a crime. Involuntary means that the accused's admission was not the product of his or her own informed free choice. The Constitution prohibits such involuntary selfincrimination. The privilege against selfincrimination is made effective by requiring, as a minimum, that the accused be informed of the following rights before any confression may be considered voluntary: (a) You have the right to remain silent, that is, say nothing at all. (b) Any statement you make, oral or written, may be used as evidence against you in a trial by court-martial or in other judicial or administrative proceeding. 45-22 1 January 1985 with a 1awyer. (c) You have the right to consult (d) You have the right to have a lawyer present during this interview. (e) You may obtain a civilian lawyer of your own choosing at your own expense. (f) If you wish, the governmentwi 11 appoint a military 1awyer for you free of charge. (g) You may request a 1awyer at any time during this interview. (h) If you decide to answer questions without a 1awyer present, you may stopthe questioning at any time. ( i) If you request a 1awyer during questioning, the questioning will be suspendeduntil counsel is made available. (2) Right to counsel. A counsel is a lawyer who advises a person accused of having committed a crime. The Constitution requires that every suspect be allowed the assistance of a lawyerfor his or her defense. The Air Force provides legal counsel free of charge to all accused before general and special courtsmartial, to those being offered Article 15 punishment, and to those accused before summary courtsmartial. f. Apprehension and restraint: (1) Apprehension. This is defined as the taking into custody of a person. -The UCMJ states that persons subject to the code may be apprehended by authorized persons upon probable cause to believe that an offense has been committed and that the person apprehended committed it. (2) Arrest. In the armed forces the term "arrest" means the· restraint of a person by an order, not imposed as punishment for an offense, which directs him to remain within certain specified limits. (3) Confina.ent. This is the physical restraint, such as detention in a confinement facility, of a person who has been placed in confinement and has not been released by properauthority. A per son is considered confined so 1ong as he or she is either 1ocked up or under guard. A person is placed in pretrial confinement only when a magistrate finds such confinement is justified due to danger to the community or as a reasonable precaution to ensure his presence at trial. g. Nonjudical punishment: (1) Purpose. The purpose of Article 15, Nonjudicial Punishment, is to provide a flexible tool for maintaining discipline and rehab i 1itat i ng offenders without imposing some of the stigma attached to conviction by courtmartial. (2) Procedures: 228 ARPCP 45-22 1 January 1985 (a) Consult. When a commander ascertains that a member of the unit has committed an offense, the commander should consult the judgeadvocate assigned for advice as to the sufficiencyof the evidence. (b) Inform. If the commander decides to allow the member to choose Article 15 punishment, the member is informed that he or she may choose trial by court-martial instead of Article 15. (c) Election to refuse Article 15. If the member elects trial by court-martial, the case may be processed and referred to the appropriate court. (d) Election to accept Article 15. If this election is made, punishment is imposed,with maximum punishments determined by the gradeof the commander imposing the punishment and the grade of the offender. (e) Reduction of punishment. Anytime after punishment has been imposed, the commander or the successor in command may suspend,mitigate (lessen), remit (pardon), or set aside (restore all rights) all or any part of the punishment, subject to some technical limitations beyondthe scope of this publication. (f) Appeal. Members must also be informed of their right to appeal to the next superior authority if they consider the punishmentunjust or disproportionate to the offense. h. Types of court-martial: ( 1) S111111ary. Summary court-mart i a 1 tries minor offenses; cannot be tired without the consent of the accused, and permits no appeal to a higher court. (2) Speci a 1. Spec i a 1 court-mart i a 1 tries intermediate noncapital offenses. It is composed of the military judge; a panel of at least three members, which may include at least one-third enlisted personnel at the request of an enlisted accused; trial counsel (prosecutor);defense counsel; the accused; and a court reporter to record the proceedings. The accused may requesttrial by the military judge alone. The maximum sentence which may be imposed by a special courtmartial is a bad conduct discharge, confine-ment at hard labor for 6 months, forfeiture of twothirds pay for 6 months, and reduction in rank to airman basic. (3) General. General court-martial tries serious offenses and most offenses committed by commissioned officers. A general court-martial is composed of a military judge; a panel of at least five members, that may include at least onethird enlisted personnel at the request of an enlisted accused; trial counsel; defense counsel;the accused, and a court reporter. The accused may request trial by a military judge alone, except in a capital case. The maximum sentence is limited only by the table of maximum penalties of the MCM. (4) Trial. When the case is referred to trial, the court-martial panel is selected bythe convening authority from members of the command. The commander details members Who are the best qualified for the duty by reason of age,education, training, experience, length of service, and judicial temperament. Throughout the selection of court members and during the entire court-martial process, commanders and conveningauthorities are expressly forbidden to exercise any improper influence on the action of the courts. The military judge, trial counsel (prosecutor), and defense counsel are all legallytrained personnel. (5) Findings. The verdict of courtmartial is called the findings. In the event of acquittal, that ends the trial. If there are findings of guilty, a presentence procedurefollows immediately as an integral part of the court-martial. This procedure presents personaldata concerning the accused and any matters of extenuation, mitigation, or aggravation. It serves to assist in determining sentence and· maybe detailed or as brief as the defense desires. (6) Post-trial procedures. When the reporter completes the record of the trial, it fs authenticated by the military judge. Before act ing upon the results of a trial, the convening authority submits the complete record to the staff judge advocate for review. It is important to note that in every court-martial the accused is funished a complete copy of the record of trial without cost. (7) Appellate procedures. The staff judge advocate's review prior to action by the convening authority is in a sense an informal appellate procedure, because the legal analysis of the trial affords the opportunity to take corrective action at the local level. The formal appellate procedures in the military begin in the Court of Military Review. All appellateprocedures are without cost to the accused, unless civilian appellate counsel is retained. Appellateforums include: (a) The Court of Military Review is the first level of formal appellate review. It may affirm or reduce the finds and sentence as approved by the convening authority, but it can never increase the severity of the convening authority's action. It has generally, the same powers with respect to modification of a sentence as do convening authorities. (b) The Court of ·Mi 1itary Appealsis the next highest appellate body in the military system. It is composed of three distinguishedcivil ian jurists having statutory appointments of 15 years. (c) The U.S. Supreme Court mayreview cases appealed from the Court of Military Appeals. (d) The UCMJ provides for appellate review of cases not specifically covered above, by application to The Judge Advocate General. 4-20. BASE POPULACE BRIEFING (AFR 355-1). The primary responsibility for relief caused bynatural disasters rests with the individual, families, private industry, and local and state 229 ARPCP 45-22 1 January 1985 governments. All avai 1ab 1e state resources (public works, hospitals, police, civil defense, Red Cross, National Guard, and so forth), must be used and if not adequate to cope with the disaster, federal assistance can be requested. The terms •natural disaster" and "major disaster" are interchangeable to mean: any hurricane, tornado, storm, flood, high water, wind-driven water, tidal wave, earthquake, volcanic eruption,landslide, mudslide, severe snowstorm, droughtfire, explosions, or other natural phenomena which can cause loss of life or property. Military insta11 ations must provide disaster relief (consistent with defense priorities) after the President declares that a major disaster exists which qualifies for federal emergencyhelp. The Federal Emergency Management Agency(FEMA) requests such help through the Army. When a disaster is imminent and time and circumstances do not allow waiting for receipt of instructions from higher authority to save human 1ife, prevent human suffering, or prevent great property damage or destruction, commanders of military installations take action and provide assistance as required. The Department of the Army is the DOD executive agent for military support in major disasters. The Army tasks other military departments to furnish necessary support, and provides guidance on plans, procedures, and requirements for the use of military resources. Installation commanders must be prepared to respond with all available resources, holding back only those required to maintain immediate wartime mission capability. Support will be the minimum necessary to protect 1ife and property, and must be terminated as soon as the crisis has ended. Since natural disasters cannot be prevented, they must be prepared for. Such plans must minimize the impact of a natural disaster so normal operations can be resumed. This involves helping the communities return to normal according to mutual plans. Steady rises in population have increased the chance for loss of life and property damage in a natural disaster. Improved warning systems and methods of prediction and observation have resulted in a decline in annual loss of life. No nation or state is free of natural disaster. One certain result from any natural disaster is a huge increase in the need for materials and services to sustain life, accompanied by a reduction in the supplies, personnel, and equipment available in the local community. Seldom does a disaster stricken community have enough food, medical supplies, personnel and equipment to recover alone. These things must be supplied in quanity from outside the area. A disaster can destroy, contaminate, or render inaccessible much of the local food and water supply. Available living quarters and clothing can become depleted as the need increases. Other factors to be considered in p 1 anni ng and implementing recovery during disaster relief operations include sanitation, control of disease, disposal of debris and dead animals, dissemination of information, establishing emergency communications, accumulation of cost data, and reporting. Additional information pertaining to disaster p1ann ing for your 1oca1 area can be obtained from a local disaster preparedness office or AFR 355-1, Planning and Operations. 4-21. STANDARDS (F OONDUCT (AFR 30-30). Standards of conduct will be reviewed by Air Reserve personnel at least once a year. In addition, Reservists first reporting for duty must be briefed and must indicate in writing that they have read and understand the standards of conduct. All military and civilian personnel are personallyresponsible for compliance with the standards of conduct. The following prohibitions apply: a. Using civilian or military tit1es or positions in connection with any commercial enterprise or in indorsing any commerical product. b. Engaging in any business, activity, or financial transaction involving direct or indirect use, or appearance of use, of inside information gained through an Air Force position, for ' ;eir own or another's private gain. c. Engaging in teaching, lecturing, or writing that is dependent on information obtained as a result of government employment, unless that information has been published or is, or will be made available to the pub 1ic on request, or where the agency head authorized use of non-public information because it is in the public interest. d. Using or allowing the use of government property for other than officially approvedactivities. e. Personal commercial solicitation and sale to military personnel junior in rank or grade, at any time, on or off duty, in or out of uniform, except one time sale of one's property or privately owned dwelling. f. Participating in, conducting, or selling or purshasing tickets for any gambling activity on government owned or leased property, or while on duty for the government. This includes, but is not limited to, gambling on sporting events regardless of whether part of the proceeds are to be donated to a charity. g. Soliciting or accepting a gift from DOD personnel receiving less pay. This does not prohibit voluntary gifts or contribution of a nominal value on special occasions such as marriage,illness, transfer, or retirement, provided any gifts acquired with such contributions shall not exceed a reasonable value. (1) In keeping with the basic purposes of the standards of conduct directive, two cardinal rules should be observed: (a) Gifts should not be of such a nature or value as to give the appearance that the recipients are profiting personally from their official positions. For example, expensive watches or items of jewelry would ordinarlily not be appropriate, even for a retirement gift. 230 ARPCP 45-22 1 January 1985 (b) Any contributions toward a gift should be completely voluntary. They should not be obtained, or appear to be obtained, by an orchestrated solicitation. The greater the value of a gift the more appearance may be created that contributions were obtained by widespread solicitation of "nominal" amounts. 1. The nature of a gift itself may be the ci=lterion of its "reasonableness." For example, plaques, pictures, and mementos directly associated with the military career of a retiring officer would ordinarily raise no question of appropriateness or reasonableness. Minor items associated with the well-known hobby or sports inclinations of the recipient would also ordinarily be appropriate. Relatively expensive household items, such as furniture or silver service, would ordinarily not be considered reasonable. 2. Care should also be taken that outside organizations are not used as a conduit for an inappropriate gift. For example, subordinates should not del ibertely use a wives club, charrber of commerce, and so forth, as a means to avoid the restrictions on gifts to superiors. Such transparent attempts to circumvent the governing directive should be discouraged to violative of its purpose. h. person. Giving preferential treatment to any 4-22. COIITACT POINTS. Office Ofc S~ol Phone Ext Career Progression Bran ch ARPC/DPMP 4948 Programs Liaison ARPC/DRMP 4965 (Resident PME, school school tours, school quotas orders) i. Actions adversely affecting the con fidence of the public in the integrity of the government. j. Soliciting or accepting gifts, favors, entertainment, or any other thing of monetary value, directly or indirectly, from individuals or firms doing business with, or attempting to do business with, the federal government may be sustantially affected by duty performance of the person involved. k. Air Force personnel responsible for assigning Reservists for training must not assign them to duties which .would provide them with information that could be used by them or their private sector employers to the disadvantage of civilian competitors. Reservists themselves have a responsibility to disclose to assignment personnel information necessary to ensure that no con flict exists between their duty assignments and their private employment. l. Reservists must also formally make a disqualification notice in any government matter in which they or their spouse, minor child, or person with whom they are negotiating for employment has a financial interest. This applies to participation in a government matter whether on active duty or inactive duty training. After notice by the Reservists, it is the supervisor's responsibility to ensure that the duties assigned do not involve a conflict of interest. ~rcial MJTOVON Toll Free 1-303-370-XXXX 926-XXXX 1-800-525-0102X330/348 1-303-370-XXXX 926-XXXX 1-800-525-0102X301/302 231 (J.J "' N National War College Industrial College of the Armed Forces (ICAF) Armed Forces Staff Co11 ege (AFSC) Reserve Components National Security Reserve Officer Orientation 10 Months, Aug-JunFt Lesley J. McNair, Wash DC two five-month .. classes (Aug-Jan.Jan-jun). Norfolk VA Three two-week sessions; at selected locations Two two-week sessions; AFSC 05 or 05 selectee with less than 24 TYCS; 06 with less than 26 TYCS; Clearance: TOP SECRET/SCI; Retainability: to be announced by HQ AF/REP. 04 with less than 17 years TYCS; 04 selectee with less than 15 years TYCS; Clearance: TOP SEC. Retainability: Three years. 05/06; Clearance: SECRET; Retainability: One Year. 04705";-trearance: SECRET Retainability: One Year. The NWC is a major component of the National Defense I ~ University and is the only senior service college the mili tary education system with the specific mission to study national security policy. The mission of the NWC is to conduct a senior-level course and related research in national security policy. stressing formulation and future directions. The course prepares selected personnel of the Armed Forces, the Department of State, and other United States government departments and agencies for the eKercise of joint and combined high-level policy. command. and staff functions of planning and implementing national strategy. The ICAF, a major component of the National Defense University. is a joint educational. institution operating under the direction of the Joint Chiefs of Staff; within the military education system. ICAF focuses on managing resources for national security. The ICAF mission is to conduct senior level courses of study and related research in the interest of nation security to prepare selected military officers and senior career civilian officials for positions of high trust in the federal government. > ;;:o -.:::1 The mission of the AFSC. as prescribed· by the Joint Chiefs n -.:::1 of Staff. is to prepare selected midcareer officers for ~ joint and combined staff duty. The Staff College does U'l this by conducting a course in joint and combined I N organizations and operational planning. the supporting N organizations and operations of the US military services. and related aspects of national and international security. The primary objective of the National Security Course program is the education of Reserve officers. The course seeks to enable conferees to contribute more effectively to national security in military assignments or civilian positions and activities. The course is designed to increase understanding of all aspects of national security affairs, including national and international problems and the management of resources; to familiarize participants with scientific and technological developments affecting national security; and to motivate participants to build on this foundation by individual study. .... c... In addition to treating the military factors affecting the "' :::J l: formulation. adoption, and implementation of the national strategy of the United States. this course is designed to "' ~ provide kan appreciation of the factors involved in joint .... military education at the graduate level. ~ U'l Figure 4-4. Additional PME School and Air Force Reserve Courses. ARPCP 45-22 I January 1985 Course DIIIATIOII/ Eli6111LITY llJRJtiCWII HIIH.ICIITS FREQUEIICY AIR 11M COLLE6E (Alit) A1IC SEliiOR IFFICER PME CIUISES SESSIOII A GENERAL PURPOSE FDRCES & LEADERSHIP AND PROFESSIONALISM SESSIOII 8 GENERAL PURPOSE FDRCES/RAPID DEPLOY-MENT EXERCISE MANAGEMENT SYSTEMS SESSIOII C GENERAL PURPOSE FDRCES THEATER liAR-FARE EXERCISE (TWX) AND RESOURCE ALLOCA-TION COIIBiliED AIR lNFMf CIUISE A116/USAFR COIIBiliED AIR lNFME COIIISE AIR CIIIWIO MD STAFF COLLE6E (ACSC) ASCS AD.QICT CIUISE RESERVE FORCES CIUISE (RFC) SQUAOROII IFFICER SCIIOOl (SOS) USAF ~IIERS SEMiliM PROFESSIOIIAL IIANPOIIER PERSOIIliEL 1WIA6EIIEIIT COURSE (PII'IIC) RESERVE PROFESSIOIIAI. IIANPOIIER PERSOIIliEL IIAIWDEliT COURSE (RPM:) RESERVE FORCES .lJD6E ADVOCATE COIIISE AIR FORCE IFFICER ORIEIITATIOII COIIISE (AFOOC) USAF SEliiOR IICO ACAI1Elll' 10 Months Aug -May 2 weeks 3 Sessions/Year November January February 4 weeks 6 Sess tons/Year Jan/Apr/May/ Jun Jul/Sep 2 Weeks 3 Sess tons/Year Nov IJan/May 10 Months I Session/Year Aug-Jun I Week 2 Sess tons/Year Nov/Mar 2 Weeks I Sess ton/Year July 8 1/2 weeks 5 Sessions/Year Oct/Jan/Mar/May Aug AFR for Aug/ Oct Only 1 Week 5 Sessions/Year 0-5 or 0-5 selectee with less than 24 Developing, managing, 0111Ploy1ng a1rpower as ca.ponent of Total Years COIIIII1ss1oned Service (TYCS) national security (Highest Level USAF Service School). The 0-6 with less than 26 TYCS curr1culiJII stresses application of aerospace power llld DoD Clearance: TOP SECRET/SCI analysis techniques for evaluating caopet1ng strategies llld Reta1nab111ty: To be announced by M I weapon systems. REP 0-5 thru 0-8 Clearance: TOP SECRET Reta 1 nab 111 ty: I Year 0-5 thru 0-8 Clearance: TOP SECRET Reta1nab111ty: I Year 0-5 thru 0-8 Clearance: TOP SECRET Retalnab1llty: I Year 0-3 thru 0-5 with potential respons1b111ty for support of or Involvement theater combat operations (waiver requests considered for 0-2, 0-6 and c1v111ans) Clearance: TOP SECRET Reta1nab111ty: 2 Years 0-3 thru 0-6 with respons1b1llty for direct support of or Involvement In Theater cont>at operations. Clearance: TOP SECRET Reta1nlb1llty: I Year 0-3 with less than 15 TYS, 0-4 with less than 17 TYS. Clearance: TOP SECRET Reta1nab11 tty: 3 Years 0-4 or 0-4 selectee Clearance: SECRET Reta1nlb111ty: 1 Year 0-3 or 0-4 Clearance: SECRET Reta1nab111ty: 1 Year 0-2 and 0-3 Clearance: SECRET Reta1nlb111ty: 3 Years 0-5 or above who have been In their Officers participate In resident AIIC -tnars for eiCh of the sessIons. Readiness of ANG and USAFR; structure & IIIPlO,.nt of tactical air forces; analysis of caplb111t1es, !eldership & management. Computer-assisted exercises using a hYpothetical situation s1m1lar to deploying Centc .. to an overseas area ..,ere U.S. v 1 ta1 Interests are threatened. C0111puter assIsted warg-biSed upon a hYpothetical NATO/ Warsaw Pact Confrontation. Provides knowledge and experience to cope with pace and In demands of tactical air cOIIDat operations. Study of WlrsiW Pact/North Korean objectives/capabilities, US/Allied c011111and arrangeoents. Participation In cc.puter-asslsted Theater War Exercise (TWX). Exposure to detlands of air cOIDat operations In cOIDined air/land battle. lntro to Soviet Idealogy and strategy, followed by analysis of USEUCOMINATO e-nd, capabilities and responsibilities, concluding with the application of warfare principles and eooplo)lllent concept$ In a cc.puter-asslsted Theater War Exercise (TWX). Provides opportunity for enhanc-nt of skills In staff c011111Un1catlons and research, c..,and !eldership and resource RlanagfJIIellt and for Increasing knowledge of national security affairs and military aoplo,..t. Reserve officers join se~~lnar and lectures of resident ACSC class to develop skills suitable for staff and c.-and assignments Involving noanag-nt, planning llld the IIIPloynoent of mill tary forces. Provides the opportunity to enhance staff/leadership skills through Improved ability to: Prepare written and oral COIIIIIunlcat Ions lnstr..ents; recognize the present tlreat to free world security; understand the cilrrent role, capabllities, and employnoent concepts of the Armed Forces to counter this threat In support of US national objectives and policies; and understand the USAF total force policy. COIIIIIUn1catlons, leadership and manag-nt, force aoplo,.nt, emphasizes ..,ole-person, professional values. Contemporary leadership and manag-nt concepts, legal connand positions a minimum of 6 months respons1b111t1es of command, selected staff functions; Nov/ Jan/Apr/ Jun/ Clearance: SECRET Sep Reta1nab111ty: I Year 5 Weeks 0-4, 0-5, 0-6 5 Sess tons/Year Clearance: SECRET NovIFeb/Mar IAug/ Reta1nlb111ty: 2 Years Sep 2 Weeks 0-4, 0-5, 0-6 I Session/Year Clearance: SECRET July Reta1nab111ty: I Year 2 Weeks 0-3 thru 0-6; selectees norma 11 y have 2 Sessions/Year had 3 year hiatus since serving on EAD. Sep/Dec (Selection made by USAF Judge Adv r.en) 2 Weeks Recent coownission in USAF Reserve 5 Sessions/Year Jan/Apr/ Jun/ Jul I Oct 8 Weeks E8, Eg (Including selectees) 5 Sessions/Year Clearance: SECRET Oct/ Jan/Mar /May/ Retainab111ty: 3 Years Aug Figure 4-5. PROFESSIOIIAL IIILITMY EDUCATIOll (PME) SCIIOOLS AND f/lf RESERVE CIUISES AVAILABLE AI.JI1MA Notes: update on current Air Staff policies, practices and procedures. Current personnel management and organizational concepts; USAF envIronment and formulat ton of personnel plans and progr..s; for senior officers In the 73 AFSC career field. Modern raanagement theory, hiJII&n behavior and current USAF personnel plans; for senior officers 1n 73 AFSC career field. Update information on recent developments 1n •111tary law. Foundations for profess1onal·development: "'-an behavior, mission, functions, history and organization of USAF; total force policy/force anplo)lllent, CIIIIIIUIIIcatlve skills; Ieidership and management. Highest level USM PME service acad.,.y for NCOs. Instructlo,n Includes lecture, seminar and Independent study on COIIIIIUn1cat1on skills, national security affairs, and Ieider sh 1 p and management. TO AIR FORCE RESERYlSTS 111t00a1 AIR IIIIYEISITY, lllll&OIEIIY, -Reservists must be in training Category A, 8, or D and within weights limits prescribed In MR 35-11. -Apply for courses on M Form 1g41, Application for Professional M111tary Education (Resident) and Reserve Courses. -Further Information on PME courses Is In AFR 53-8, ch 8, and AFR 50-5, Vol 11, ch 4. -Further Information on Air Reserve Force Courses 1s In AFR 53-8, ch 8; AFR 50-5, Vol II, ch 10 and MR 35-41, Vol 2, ch 6. -Qualified Air Reserve Force officers may apply for any AU course listed In AFR 50-5, ch 4, to be considered on a space available basts. 233 ARPCP 45-22 1 Ja,lUary 1985 CHAPTER 5 ENLISTED MMAGEMEIIT 5-1. IIITROOOCTUII. The peacetime job of an IMA is to prepare for wartime. An enlisted IMA must have technical skill and a positive attitude to prepare effectively. Improving skills and readiness takes work, but it brings career advancement and the satisfaction of doing an important job well. Enlisted members are the backbone of the IMA force. 5-2. CAREER PROGRESSION. You must gain and maintain the skill level commensurate with your grade and Air Force specialty code (AFSC) career ladder. You should seek special tours of duty, temporary tours of inactive duty, schooling, and other projects available through your major command or program management office. Career development information is sent to you by ARPC and your major command/program managers to keep you up-to-date. The techni ca1 ski 11 s of ~ur AFSC, and professional military education (PME), provide the background to keep your career moving. On-the-job training, career development courses (CDC), technical schools, and PME courses are described in Section 4, Training. 5-3. IIJIIC(IIIJISSIONED OFFICER PERFORMANCE . REPORTS (APRs). Documentation of your performance and potential is vital to your career and to the Air Force. APRs are required for Category A, B and D Ready Reserve personnel in the grades of staff sergeant through chief master sergeant. (see Figures 5-2 and 5-3.) An APR is required at least annually and may be required at other times as well (see para 5-5). The indorser of an Af ·Fon1 910• TSgt, SSgt, Sgt Perfonnance Report lllAst be at least a MSgt. The indorser for an Af Fon1 911. CMSgt, SMSgt, MSgt Performance Report lllASt be at least a colonel. Assignment, promotion, school selection, and other personnel actions, depend on the information in the APRs. Assist your rating official by giving information helpful in preparing an a~curate and informative APR. Brief reports of your inactive and active duty projects can be filed in your IMA· management folder and pulled at APR time. After completing an acti·ve duty tour, use the End of Tour Report· form on the back of your orders to doc~~~~ent your accompl fshments. Make sure your rater sees your reports before your APR is written. &iADE E-9 Chief Master Sergeant E-8 Senior Master Sergeant E-7 Master Sergeant E-6 Technical Sergeant E-5 Staff Sergeant E-4 Sergeant (with silver star) E-4 Senior Airman E-3 Airman First Class E-2 Airman E-1 Airman Basic 5-4. WIEN TO SUBMIT APRs AND LOEs ON IMAs. Generally, an APR is required 12 months after c 1 ose-out of the 1ast APR if the r a tee has earned at least 12 active or inactive duty points under the same rater. If the rater changes, and at least 12 points have been earned under his supervision then a change of reporting official (CRO) APR is required. In general, a letter of evaluation (LOE) is required when the ratee completes an active duty for training tour (except school tours) of at least 12 days' length under the supervision of other than the designated rater, or when the ratee performs an ·important additional duty under other than the normal rater. There are also special conditions and circumstances under which APRs and LOEs are required. Consult AFR 39-62, Noncommissioned Officer and Airman Performance Reports. Contact the CBPO/CRPO for assistance and advice in the preparation and submission of these reports. 5-5. APPOINTMENT TO NONCCJitiSSIONED OFFICER STATUS. Senior airmen (E-4), who have completed one year in grade and the NCO Preparatory Course (NCOPC), are eligible to be appointed to noncommissioned officer status. A computerized unit eligiblity listing (UEL) is sent to the commander of the member's unit of attachment for review and recommendations. The supervisor indicates recommend/nonrecommend and the unit commmander approves or disapproves. When action is complete, the UEL is returned to ARPC/DPMQA for processing. If the appointment is approved, ARPC wi 11 send AF Fon1 1599, Certificate of Appointment . to a Noncommissioned Officer, to the commander for presentation to the member. The change in grade 1s reflected by a .silver star in the previously all blue circle of the E-4 insignia. There is no change in pay status. Senior airmen appointed to sergeant will assume the respons ib 11 ities and leadership cornnensurate with noncommissioned officer status. 5-6. PRCIIJTIONS. Airmen being considered for promotion must be eligible to train and accrue points toward retirement. Each year counted as time in service must be a satisfactory participation year for retirement purposes. Members in nonpay programs are eligible for promotion only through master sergeant and mustaccrue 50 points during the R/R year. ABBREVIATION Addressed as "Chief" CMS "Sergeant" SMS • MSgt • TSgt • SSgt II Sgt "Airman" SrA II A1C II Amn II AB Figure 5-1. Enlisted Grade Structure. z34 ARPCP 45-22 · 1 January 1985 I, flATU IDINTIFICA fiON DA rA, I~··~J .-4FR J9.fl2 .:.nft-1/y IH/OH COiftplltllri•IIY lt,Jft} I. NAMa ll..tUf, f'trt'. .\fu.l.litf i·t1f:·dJ , ....AN e. DAPeC SAWYER. PATRICIA M. 000-00-0000 I\;~~0~0N-EAD 73270 I. OfltOANtiATIO .... ~0-..MA~..UJ. III.N&;) L.OCAYION •· PAecoo• 440 TAWG (MAC) Westover AFB MA 9600FX19 r. PIIIIOO 01" IOif'OitT . •. NO. 01" DAYeDPeUPIII·r· Ill AeON 1'011 IOIPOII vtetON P'IIIOMt 14 AuQ 83 ITt1IIU1 5 Jun 84 1 222 CRO II. JOI DESCRIPTION 1. OUTY Tt1'L&: NCO IC. Records Unit. I. •CY DUTICI, TAIMI, AND .. I.SPONI181&.1TI••• Responsible for ensuring the accountability maintenance and control of approximately 5500 Unit Pers~cords Groups. Schedules and conductsrecords reviews. Provides required support the remaining units within the CBPO. Supervises ei-;:;t ~ .. ,nnel. Prior Duty: D 3270. NCOIC Separations Unit. ~v ~ Ill. EVALUATION OF PERFORMANCE '~"" ~ quantity, quality, ~nd timtlin«s ~r ~uties N/0 0 I a J • I • I I formed u doscribod in Se.tton ll. I. PERFORMA.<1 2. HU\IAS RELATIONS: Consider how well RATER I 1><1 ratee supporlllnd prom~tu tqu~l opportunity, 0 I ~ I • , I • I a show1 concern ond is tenslti•·• 111 nteds of others. 1ST INDORSER I I>hnical • • • knowledge •nd educational level. 1ST INDORSER D I ~ 4. St:PERVISION: ConSI~er how woil ratoe RATER D I IXJ .upe!YIIu, lud1, uses ovalilble rt•ouroes. N/0 0 I I I I I , I t communicates (oral •nd "'Iilion), and mairltaina • good order and dh.:ipline. 1ST INDORSER D I JX] S. ACCEPTANCE OF NCO RESPONSIBILITY: RATER Consider ratee's occ<1, I I personal actions and those of IUbotdinattL • • • 1ST INDORSER D lXI I I I. I I I I I I ~ I 6. BEARING A!liD BEHAVIOR: Considtr the RATER llij H I I I I I I I I ~ l depee to which ratn• tn this wtn~. 1ST INDORSER I I I I I r 1 l ~ l UNIT COMMAND... 1'1CVI&W f[rtiti.JIIJ 2D INDORSER I I I . I 1 1 l IX1 I 3D INDORSER I I I I I I 1 lXr l TSGT, SSGT, SGT PERFORMANCE REPORT Figure 5-2a. AF Form 910. TSGT. SSGT. SGT Performance Report. (Front) : 235 ARPCP 45-22 1 January 1985 V. RATER'SCOMMENTS FACTS AND SPECIFIC ACHIEVEMENTS: Illustrate the way the ratee typically carries out any duties whether assigned or not assigned. Do not recapitulate duties performed; tell how the ratee performs. STRENGTHS: Describe those positive aspects of the individual's performance deserving special note. RECOMMENDED IMPROVEMENTAREAS: Clearly specify whether references are to serious deficiencies, faults, bad habits, or to occasional tendencies. The value of such comments will be vastly increasedif they include an indication of what progress, if any, has occurres as a result of bringing the weaknesses to the individual's attention before preparing the report. An entry under this heading does not require referral )paragraph 3-11) unless it contains comments of the type defined in paragraph 2-19a. EDUCATIONAL AND TRAINING ACCOMPLISH- MENTS: Comment on any special training or courses of instruction the ratee completed, was selected to attend, enrolled in, or actively participated in during the reporting period (paragraph 4-6e). This also includes off duty educational achievements. If applicable, comment on the manner in which the ratee discharges OJT responsibilities, whether as an OJT supervisor, trainer or trainee. SUGGESTED ASSIGNMENTS: Apply your . eva.luation of the individual for subsequent utilization. Be specific. OTHER COMMENTS: Include those comments required by paragraph 4-6b(2) and (3). Add any comments not covered above which add to the report and which are not prohibited by paragraph 3-13. NAMK, GltADK, .ItAItCH OP SKitVICK. OltQANIZATION, DUTV TITLE OAT& COMMAND AND L.OCATION Asst Chief Customer Assistance RICHARD L. DORSETT, MSgt, USAF Section 16 Aug 84 35th Cmbt Spt Gp (TAC) 'SIGNA TURK George AFB CA SSAN 000-00-0000 VI. 1ST INDORSER'S COMMENTS aJ CONCUit 0 NONCONCUR Indicate concurrance or disagreement with the report by checking the concur or nonconcur block. If changes in the ratings result i~ficant disagreement (paragraph 2-22), state the reasons for your disagreement. · ~J)' ~VTITLE DAT. COMMAND AND L.OCATION 1 ········-·-··················~ Chief, Customer Assistance MICHAEL C. LANDRY, GS-11, OAF Section 17 Auq 84 35th Cmbt Spt Gp (TAC) ..AN riGNATURK George AFB CA 000-00-0000 VII, 2DINDORSER'SCOMMENTS ~V !KI CONCUR 0 NONCONCUR ndicate concurrance or no~ ce in the same manner as shown in section VI. "AM•• GRAD&••RANCH OP s•ftVIC&. ORG"ANIZATION, DUTY TITLE COMMAND AND LOCATION IOAU SSAN riGNATURt: VIII. 3D INDORSER'S COMMENTS 0 CONCUR 0 NONCONCUR THIS SECTION NOT USED IIAM•• GRAD•• e•ANCM 01' s•IIVIC&. O"GANIZATION. DUTY TITL. COMMAND AND L.OCATION IOATK $SAN ISIGNATUR& vs.ar·u ,.-. ....... , ... AF Form 910/911 BACK PAGE Figure 5-2b. AF Form 910 and 911. (Back) 236 ARPCP 45-22 1 January 1985 I. RATEE IDENTIFICATION DATA (RHd A FR J9·62 CGU/UIIJ• b~fortcOtrlpilrlnl 11'1)' 1/tm) 1. MAO.. ILOll. ~·orol. Mil/1/11 lftWall .t DAPaC r·· ..AN I,s;;;·NON-EAD TURVEY DENNIS R. 000-00-0000 73299 I. O"OANIZATION. COMMAND. AND LOC-TION • ••• cooa 35th Cmbt Spt Gp (TAC), GEORGE AFB CA 960TFD4J 7. P&IIIOD 01' llt&POIIT r· NO. 00' DAVSOO'SUO'·IO· r· IO&ASON P'OJOIOTPOIOT VIsioN P"OM1 14 Aug 83 ITMIOU• 13 Aug 84 330 Annual II• .1011 DESCRIPTION 1. DUTY .TITr..•• NCOIC, Customer Assistance Section. a ....v DUTI... TA•"•· AND ....0'0"•••1'-ITI••· Revi ewl and contro1 s a11 incoming correspondence,establishes priorities, and ensures timely completion of all tasks. Administers casualtyservices and military and personal affairs programs. Exercises general management over three units• Customer Service Unit, Re~it, and Personal Affairs unit. Supervises six personnel. Additional Duty: Squadr. ecurity NCO. ~v Ill. EVALUATION Of PERfORMANCE ~:\\.,,. I. PERFORMANCE Of DUTY: Con~_'~~~ATER D I J:::ltoCI I I quantity, quality, and tlmellneu or dutie~t~ N/0 0 I • • • 7 • • formed 11 deacrlbed In Section II. ~~ 1ST INDORSER D I J><1 I ~~. ratee 111pport1 and promote. equal opportunity, 0 I I I I 7 I lhows concem and Is sensitive to needs or others. 1ST INDORSER I>CI. I 3. TRAINING: Consider how weU raspon... RATER D D<1 N/0 0 I l 7 (oral and written), and errectlvenea In lUper- • • • • • • 1ST INDORSER 15<1vlllna and leadlfta. D 5. ACCEPTANCE OF NCO RESPONSIBILITY: \ RATER D I J>ld Consider ratee's acceptance or responlibllil)• for N/0 0 I l , personal actions and those of IUbordlnatea. • • • • • • 1ST INDORSER 0 I 1><1. I I I I I J I J T ~ 6. BEARING AND BEHAVIOR: Consider the RATER H I I T I I I I I depee to v;hich ratee·s beuinaand behavior on ~ I D(1 IV. OVERALL EVALUATION 0 I , How does the rater compare with othen of the 11111< ~r~de and Air Force sprclalt)·? Potrntial RATER for promotion and or increased ruponlibWiy I I I T T 1 I , l ~ are rsoentlal conoideraUonsin this ratlna. 1ST INDORSER .t>er can be restored to participating status if reenOffice/ Toll Free listment occurs before discharge. MAJCOM/SOA/ S)111bo1 AUTOVOII 1-IIJ0-525-0102 single manager justification is required. Airman ARPC/DPRA 926-4004 Ext 294/5 5-9. NON-EAD RESERVE AIRMAN COtiUSSIOfHNG PRQManagement GRAM. (Formerly Deserving Airman Commissioning Division Program): Airmen who have obtained college degrees may pursue an Air Force commission. Details are Career ARPC/DPMP 4948 Ext 330/348 in AFR 36-15, Appointment in Commissioned Grades Progression and Designation and Assignment in Professional Branch Force and UnitedCategories-Reserve of the Air States Air Force (Temporary), Chapter 2, Section Personnel ARPC/DPMU 4951 Ext 346/7 C, Commissioning Program, USAFR, Airmen Not on Utilization Extended Active Duty. Contact ARPC/DPRA for Section guidance in submitting your application. Personal ARPC/DPMAP 3343 Ext 343 The board is looking for airmen with potential for Affairs commissioned service. Your APRs must be strong; Section strong on your specific accomplishments and strong on recommendation for promotion. Other indicators Customer ARPC/DPMAC 926-4955 Ext 324 of commissioned potential are: Assistance Branch -your Air Force Officer Qualifying Test (AFOQT) scores. Quality ARPC/DPMQ 926-7475 Ext 341/2 Force Branch -your photo (do you meet, standards set out (APRs, reenlistments, in AFR 35-10; do you appear physically fit; is separations, specialty your image professional?). badges, bonuses) -your record of professional military education 241 ARPCP 45-22 1 January 1985 CHAPTER 6 OFFICER MANAGEMENT 6-1. INTRODUCTION. Knowledge and professionalism are the key to your advancement. You are the architect of your own reserve career while contributing to the success of our nation's total force policy. 6-2. SELECTION FOLDER: a. The Officer, HQ USAF Selection Record Group (selection folder) contains the following (AFR 35-44, attachment 1): (1) AF Fon~S 707, Officer Effectiveness Report; AF FoniS 77, Supplemental Evaluation Sheet (letter of evaluation); now obsolete AF Fo~ 1085, Reserve Officers Training Performance Report; and AF FoniS 475, Education/Training Report. ( 2) AF Fo~ 11, Officer Military Record. IOTE: While this form is now obsolete, copies are still in some records. (3) Officer selection brief, includingparticipation and point information. (4) Official photograph. (5) Citations for approved United States decorations. (6) Your personal letter to the president of the selection board (see para 6-11). (7) Any letters pertaining to ineligibility or declination of attendance at professional military schools. (8) Letters or specialty board certifications of MC, DC, NC, BSC, or MSC officers. (9) Letters recommending an officer be considered not qualified for promotion. (10) Information in the HQ USAF Digestfile System (AFR 36-25, Officer Digest files). (11) Court-martial orders containing or reflecting approved findings of guilt (removed 2 years after effective date of punishment or after one promotion board consideration, whichever occurs first, or immediately after entire punishment is set aside). (12) Af Fona 368, Oral Nonjudicial Punishment--Election of Rights (removal same as (11),above. (13) AF Fo~ 3071 series: 3070, Notification of Intent to Impose Nonjudicial Punishment; 3071, Notification of Intent to Recommend Nonjudicial Punishment; 3072, (old form) Article 15 Information Sheet; and, 3073, Summary of Oral Imposition of Nonjudicial Punishment; or correspondence pertaining to appeals, suspension, mitigation, remission and setting aside of sentence, removal policy is the same as (11), above. (14) AF For11 366, Notification of Intent to Vacate Suspended Nonjudicial Punishment (removal policy is the same as (11), above). (15) AF Fo~ 526, ANG/USAFR Point Credit SLIIIIIary. NOTE: Effective 1 July 1980, current point data in the computer system is reflected on the officer selection brief. When an officer's computer point record reflects eight years of participation plus a summary line, AF For. 526 placed in the selection folder before 1 July 1980 are removed. b. You may review your selection folder at the Air Reserve Personnel Center. If the folder contains incomplete or inaccurate information, youshould take corrective action. Representatives of the O£R Selection Folder Branch (ARPC/DSMO) can advise you how to request correction of errors or injustice. c. Copies of documents in your selection folder or master personnel file can be obtained from ARPC/DSMR, Reference Services Branch. 6-3. OFFICIAL PHOTOGRAPHS. You are notified byARPC/OPMAR when you need a new official photo. You must respond promptly. Keep in mind: a. Most base photo labs require an advance appointment. b. Your photo must make a positive impression on the selection board. c. Wear your service dress uniform with name tag, insignia and service. ribbons according to AFR 35-10. Wear no headgear. d. Your hair, sideburns, and mustache (ifworn) must be in compliance with AFR 35-10. e. Do-it-yourself portraits and color photographs are not acceptab 1 e. A portrait by a commercial photographer may be acceptable if it meets all the requirements listed in AFR 36-93, Official Photographs. f. Ensure your portrait has a plain light background (for microfilm processing) free of props. g. Officers may request a new photograph uponchange of name, or if within one year of consideration for promotion. 6-4. OFFICER EFFECTIVENESS REPORTS {OERs) NONEXTENDED ACTIVE DUTY {NON-EAD). The OER is vital to assignment, school selection and promotion actions. You should supply your reporting official any information that may be useful in writing an accurate and informative OER. Reports of your inactive duty projects, and active duty tours should 242 ARPCP 45-22 1 January 1985 be filed and retained for the OER writer to use at rating time. a. An OER is required on two occasions: (1) No report one year. Category A, B, and 0 reservists who have not had a report for one year, and who have earned a mi niml.l11 of 12 points under their designated rater, require an OER. (2) Change of reporting official (CRO). If either the ratee or the reporting official depart, and the reservist has earned at least 12 points since close-out of the last OER, another OER is required. When the rater departs PCS an AF Fo~ 2095 must be submitted with the OER. b. For annual OER's, the "shell" is forwarded to the reporting official listed on the AF Fom . 2095 on file, so current information on the 2095 is vital. Do not delay an OER just because the "shell" was not received. Timely submission of the OER is the responsibility of the rater. c. The rater must be equal to or higher in grade than the ratee. 6-5. OER PREPARATION. AF Fo~ 707• Officer Effectiveness Report, is used for ratees 1n the grades of second 1ieutenant through colonel. AF Form 706. Colonel Promotion Recommendation Report, is also rendered on colonels. a. Before the OER is due, the rater should: (1) Keep a file on each ratee. Write down memory joggers or impressions of how the ratee performs in unususal situations. (2) Suggest the ratee provide input. The ratee has the most information on his own activities. (3) Know when the OER is due. Start writing early. A 1ate OER can hurt the career of the ratee and reflect poorly on the rater. b. When writing the OER: (1) Be organized. Be sure you have enough information on the ratee to write a substantive evaluation of him. (2) Be original. Tailor your report to the ratee. Use clear, accurate, descriptive lan.guage. (3) Be specific. List facts before opinions. Keep sentences short. (4) Be clear. Avoid ambiguous statements and jargon. If you must use them, spe11 out acronyms the first time they are used. (5) Be fair --to the ratee, and to the Air Force. (6) Be professional. The OER should look neat and be free of grammatical, spelling and typing errors. (7) If you believe tne ratee has potential to produce, manage, and lead---to assume greater responsibility and rank---your writing must convince the reader of your belief. c. Mandatory comments are required: (1) When the officer fails to make satisfactory progress in the weight management or fitness improvement training programs as of the OER closeout date. (2) When the officer fails to maintain equal opportunity and treatment standards. (3) In the Professional Qualities portion of section III when discussing the officer's general attitude, military bearing, appearance, conduct, and fitness. d. Listing the ratee's civilian occupation is now optional. 6-6. PROI«)TION MNAGEfENT. The Air Force rank structure is pyramidal---not all who enter at the bottom can reach the top. Up to 100 percent of eligible officers can be promoted through lieutenant colonel using the fully qualified method of selection. All eligibles have an equal opportunity for selection; however, promotion to each higher grade is accompanied by increased competitiveness and board selectivity. a. Rates of progression: An officer should remain in grade long enough to gain experience, but not so long that he loses interest and initiative. An officer must accumulate a record of performance in one grade before the board can consider him for promotion to the next. Officers must be able to advance to senior leadership positions while young enough to meet the physical and mental demands of these positions. Outstanding officers must be identified and considered for accelerated advancement, while the least qualified must also be identified, but eliminated. b. Mandatory consideration phase points: For Years of Total Promotion to: Promotion Service Years Service First Lieutenant 3 3 Captain 4 7 Major 7 14 Lieutenant Colonel 7 21 Colonel 3 Not applicable 6-7. RESERVE OFFICER PROfoi)TION BOARDS. Reserve Officer Personnel Act (ROPA) promotion boards are composed of general officers and colonels from the active force, Air National Guard, and Air Force Reserve. Each board member reviews several hundred individual selection folders to identify members qualified to take on added responsibility. Promotion is not a reward for long and faithful service-it is the product of demonstrated potential. Members considered for promotion are in an active status, on statutory tours of EAO, or members of the Air National Guard below the grade of colonel. 243 ARPCP 45-22 1 January 1985 Each item in the 'selection folder is important--how important depends on the judgment of the board and the competitiveness of the records theyreview. The more competitive the records, the more discriminating and focused theboard is likely to become. The promotion cycle begins about 120 days before the board convenes. If you are eligible for mandatory consideration for promotion, you will receive a computerized officer preselection brief (OPB). The OBP is a capsule history of your career. professional military education (PME), decorations. grade history, civilian educational record, and so forth. You must immediately verify the information and report any discrepancies to the CSPO/CRPO. When the board n~ets, your folder is independently assessed by five board members. Assessment of all folders by board members is combined to form an order of merit listing and the select/nonselectdecision is made from this list. Checks ensure that no record is arbitrarily downgraded or infl ated by a single board member. 6-8. RESERVE OF THE AIR RllCE PROII)TION: a. Authority: The Reserve officer promotion system. based on the Reserve Officer Personnel Act of 1954, is commonly referred to as ROPA. Promotion is made under 10 U. S. C.; and AFR 36-11. Permanent Promotion of Regular and Reserve Officers (PA). b. Action Agency: Promotion/Secretariat Division ARPC/DPAB, Denver CO 80280-5000 AUTOVON: 926-4763 Commercial: (303) 370-4763 Toll free: 1-800-525-0102, ext 281/282 c. Definitions: (1) Fully qualified: There is no quota limiting the number of officers that may be selec ted for promotion under the fully qualified method of selection. The board identifies officers with potential to serve in the next higher grade. All officers identified may be selected for promotion if they all have demonstrated the necessary potential. Fully qualified does not mean that marginal or substandard officers wilr-De promoted. (2) Best qualified: Eligible officers compete for select ion; and a quota limits the number selected. A board using the best qualified method of selection may select less than the quota if some of the best qualified are still not fully qualified for promotion. (3) Prc.otion service date (PSD): Your date of rank (current Reserve grade). This date is adjusted if you are deferred for promotion (below lt colonel). or if you have a break in active Reserve status and are assigned to the inactive status list reserve section (ISLRS). PDS is one determinate of your eligibility for promotion consideration. (4) Total years service date (TYSD): The date you were commissioned an officer of the armed forces; may be adjusted based on education, training, professional experience, or to reflect break in commissioned status; determines eligibility for promotion consideration. d. Eligibility Criteria For Mandatory Consideration: (1) A Reserve officer not on extended active duty (EAD) assigned to an active reserve section or a Reserve officer serving a statutory tour on EAD; or an Air National Guard officer. Promotion of Air Nation a 1 Guard officers to the grade of colonel is covered by ANG regulations. (2) In active reserve status at least one year before the convening date of the selection board. For promotion to colonel there is no time requirement for active status. Active status is defined as assignment to any Reserve Section otherthan ISLRS and the Retired Reserve. (3) Meet the promotion service and total years service requirements in paragraph 6-6b. e. Unit vacancy consideration phase points: Years of For Promotion to Pro.otion Service Captain 2 Major 4 Lieutenant Colonel 4 NOTE: Unit vacancy selection boards are convened in conjunct ion with mandatory boards for the same grade. There is no unit vacancy program for promotion to colonel and thereis no TYSD requirement. The Air National Guard processes all ANG unit vacancy promotions. f. Eligibility criteria for unit vacancy ~tion: (1) Outstanding record. (2) Assignment to an Air Force Reserve unH or an IMA position, or a combination of the two, for at 1east one year. (3) Qualification and availability for assignment to a vacancy in a higher grade than the one held. (4) Compliance with the promotion service requirement in para 6-Be, above. (5) Recommendation by the commander having the vacancy, through channels, to the MAJCOM or equivalent level. Approved recommendations are forwarded to ARPC for consideration by ·the selection board. (6) Assignment, or qualification for assignment, to an authorized position. g. Colonel Overall Vacancy Board. Officers may be considered for promotion to colonel as many 244 63 1 January 1985 ARPCP 45-22 1. Help yourself: Correct and up-to-dateHowever, if not selected to promotion. times as eligible. personnel records are essential before reaching 28 years and 30 days of comnisKeep personal copies of important documents. sioned service, they must be discharged or transunit and ARPC records regularly. Review your ferred to the Retired Reserve. A colonel must be information can reduce Inaccurate and outdated and discharged or retire upon reaching 30 years and 30 your chances for promotion, retention,days commissioned service, or five years from selective assignments. promotion to colonel, whichever occurs later. m. ~her: h. Pr0110tion of USAFR statutory tour officers serving in a higher grade. Officers in the grade (1) If you are a rating official, make of first lieutenant, captain or major, serving on sure all OERs are prepared and forwarded on time. EAD under 10 U. S. C. 265 or 8033, and who are assigned to a position higher in grade than they (2) If you are due an OER, check to make possess, may be considered for promotion before sure it. is prepared and submitted on time. Refer to AFRthe mandatory phase points of ROPA. 36-11. chapter 3, section C, for further informa(3) Make sure your Reserve participa tion. tion points are forwarded for your master record. i. Accelerate" pr~tfon of second lieuten(4) Make sure your training folder and ants: Outstanding seer...., lieutenants assigned to the photograph (at MAJCOM) are up-to-date. category A and B, units or positions may be promoted upon 24 months promotion service. Consult AFR (5) Write a personal letter to the board36-11. chapter 4, section A, and the CBPO or CRPO. president if there is something you consider Unit important to your consideration (mandatory boards j. Effective dates for prc.otfon. take only). vacancy promotions to captain and major effect on the pub 1ic re1ease date of the board Plan your military career and take results if officers are assigned to the positions (6) training programs available to advantage of for which recommended, or as soon as they are Unit vacancy promoreservists. assigned to those positions. tion to 1ieutenant colonel takes effect on the n. Personal letter to the selection board. Senate confirmation date if officer is assigned to You may send a letter to a board considering you the position for which recommended, or as soon as for mandatory promotion. A letter is not required he is assigned to that position. Mandatory probut often useful to explain, rebut, refute or the date the selectee motion takes effect on mitigate information in your selection folder. completes both PSD and TYSD requirements for the For example, due to requirements of your civilian next higher grade. Lieutenant colonels selected job, you had a temporary break in active status; colonel are promoted in monthly increments for due to the temporary illness of a member of your according to their line numbers on the list comfamily, you failed to achieve satisfactory partipiled by the selection board. cipation in your training category for one year, and so forth. Address your letter on plain bond pr~tion. An eligible officer is considered twice for promotion k. Nonselection for to paper to: captain, major, or lieutenant colonel. Upon twice President failing promotion: FY Reserve (Grade) Selection Board Ai~eserve Personnel Center/DPAB {1) The officer must be discharged from Denver CO 80280-5000the Air Force Reserve, or (1) Your letter must arrive before the (2) Transferred to the Retired Reserve if Take care in its preparation. e1i gi b1e (and member app 1ies for re't i rement) one board convenes. year and 90 days from the date they would have Follow these guidelines: been promoted had they been selected by the first (a) Do not criticize any officer or board. ref1ect on the character, conduct, or motives of any officer. (3) If an officer has 18 or 19, but less than 20 years of creoitable service for retire(b) Do not ask questions in your ment, and has letter. (a) Failed permanent promotion to (c) Do not have someone e1se writethe grade of first lieutenant, or the letter on your behalf. Only a letter written by you will be considered by the selection board. (b) Been twice-deferred for promotion to captain, major, or lieutenant ~olonel, or (d) Do not use attachments. Your letter rnust stand by itself. Attachments will be Reached maxi mum service but not (c) removed and not provided to the board. maximum age, tney will be transferred to the non affiliated reserve section (NARS-NC). An officer (e) Do make your letter clear, transferred to sanctuary (NARS-NC), has an opportEmphasize facts; de-emphasize unity to complete 20 years of creditable service. concise and brief. opinion. Avoid caustic or emotional language. 245 ARPCP 45-22 1 January 1985 (f) Do include your SSN in your letter. (2) Letters not meeting the standards of AFR 36-11, and those received after the board convenes, wi 11 be returned to the writer without being considered. (3) Letters p 1 aced in your se1ect ion' folder will not be returned unless you send with it a stanped, self-addressed business size envelope. All other letters wi 11 be destroyedafter the board adjourns. 6-9. SEII(Il OfFICER AFFAIRS OFFICE (ARPC/DRG).Serves general officers and colonels assigned to general officer positions. General officers and colonels who are assigned to IMA general officer positions will process requests for ADT and ADS tours to HQ ARPC/DRG for appropriate action, with infonnatfon copy to HQ USAF/REPS. Senior officers applying for special tours (which include variations in itinerary) or split annual tours .ust submit their requests through the using agency or MAJCOM to HQ USAF/REPS for approval. Tours orders are published by ARPC/DRG. All AF F..,. 458 and 40a should be sent directly to ARPC/DRG, Denver CO 80280-5000, to ensure propercontrol and expeditious processing. 6-10. SEII(Il OfFICER SELECT!.. PROCEDURES. The Chief of Air Force Reserve holds a bo·ard each year to identify the best reserve colonels for possibleassignment to brigadier general positions. NonEAD USAFR generals make up at least half of the initial brigadier general screening board (IBGSB).The board's recommendations which must be approved by the Secretary of the Air Force, supersede those of-previous boards. a. To be considered by the IBGSB, officers must: (1) Be serving in the grade of colonel. (2) Be under 54 years old (3) Have at least 1 year retaf nabfl ity (4) Have a senior service school course completion certificate on file in the master personnel record. (Orientation and similar short courses do not qual ifyo} (5) Be in a ready reserve position or on active duty as a statutory tour officer. (6) Have completed all required training in 3 or 4 years before the board meets. One of which must be the year before the board commences. b. To each officer who has met these requirements, ARPC sends a questionnaire which must be completed and returned by the suspense date or it will not be considered by the IBGSB. c. The Chief of Air Force Reserve, coordinating with gaining and· losing agencies and DCS/MP,determines which USAFR colonels will be moved to brigadier general officer positions. Only those colonels screened by the IBGSB are eligible for selection. 6-11. PROti)TlON CRITERIA FOR GENERAL OFFICER GRADES: a. Before the board meets, an officer must meet the following requirements for promotion consideration to brigadier general: (1) Satisfactory completion of Air War College or an equivalent senior service school (resident, correspondence, or seminar). (2) Two years in grade as a Reserve Air Force co1 one 1. (3) Filled an Air Force Reserve generalofficer position for at least six months. (4) Be less than 55 years old. (5) Trained satisfactorily at least four of the five years (with no waivers)· before the board meets. Two of those four years must be the two immediately before the board meets. b. To be eligible for consideration for promotion to major general, before the board meets an officer must: (1) Have an appointment as a brigadier general in the Reserve of the Air Force in the Ready Reserve. (2) Have one year in grade as a Reserve of the Air Force brigadier general. (3) Filled a reserve major generalofficer billet for at least six.months. (4) Be less than 57 years old. (5) Have trained satisfactorily (with no waivers) at· least four of the 1ast five years,two of which must be the two immediately before the board meets. · (6) Have satisfactorily completed Air War College or an equivalent senior service school (resident, correspondence, or seminar). 6-12. PARTICIPATION REQUIREMENTS FOR GENERAL OfFICER POSITIONS: a. Colonels in brigadier general positionsshould train at an accelerated rate for the first 120 days in the new position. At the end of this period, the officer's reporting official makes a continuation recommendation to USAF/RE. b. General officers must be able to train (active and inactive) at the base of assignment. c. Mandatory training points. An officer in a ready reserve general officer position must meet category A or B training requirements. At least 24 of the required points must be earned in the assigned job at the place of assignment. Required training points (R/R year) ARPCP 45-22 1 January 1985 65 TABLE 6-1 I THE WHOLE PERSON CONCEPT (see note) 1 L I A B c N E If the factor is then review and consider 1 perfomance OERs what the IMA did; how well he or she did it. 2 breadth of where, what, whether the IMA had wide job experience; the level of experience when operational and staff experience he or she has received. 3 job res pons ibil ity scope, exposure whether the IMA is gaining responsibility fast enough, and whether the responsibilities are commensurate with his or grade. 4 professional level of special-whether the IMA is knowledgeable, versatile, and competent; competence izat ion OER and is the best in his or her field. 5 specific achieve-awards, the specific contributions the IMA has made, and their ments decorations, OERs impact. 6 education level, levels of PME (professional military education) the IMA has utilization achieved; whether he or she applies what has been learned; whether that education has enhanced the IMA's value to the Air Force. 7 leadership staff, command whether the IMA shows maturity and good judgment; and is a leader or follower, self-starter, and gets the job done on time. 8 civilian skills OER what the IMA does as a civilian and whether that employmentrelates to his or her reserve position; whether the civilian skills are of ready use to the Air Force. 9 participation point record whether the IMA is consistently and actively involved; does more than the minimum; is available for special tours, projects, needs. Note: Officers are evaluated using the whole person concept which includes, but is not limited to the above factors. The order in which the factors are listed does not necessarily imply the priorities of the selection board. Category A Category B d. Only HQ USAF/RE may excuse a member from required training. To be considered, requests for 48 lOT periods 24 lOT periods waiver must be fully justified, routed through the 14 Annual tour days 12 Annual tour day chain of command, and reach USAF/RE at least 30 ""b'r""points """'lb"poi nt s days before the end of the R/R year. 6-13. CONTACT POINTS: Office Ofc S~l Phone Ext ec-ercial AIITOVOI Toll Free Promotion Secretariat ARPC/DPAB 4703 1-303-370-XXXX 926-XXXX 1-800-525-0102X280/281Officer Management Division ARPC/OPRQ 4831 1-303-370-XXXX 926-XXXX 1-800-525-0102X291 Quality Force Branch ARPC/DPMQ 7475 1-303-370-XXXX 926-XXXX 1-800-525-0102X341 Records Section ARPC/DPMAR 4373 1-303-370-XXXX 926-XXXX l-800-525-0l02X344 Personal Affairs Section ARPC/DPMAP 3343 1-303-370-XXXX 926-XXXX 1-800-525-0102X343 Senior Officer Affairs ARPC/ORG 4774 1-303-370-XXXX 926-XXXX 1-800-525-0102X321 Single Managers Judge Advocate ARPC/JA 4915 1-303-370-XXXX 926-XXXX 1-800-525-0102X251 Chaplain ARPC/HC 4904 1-303-370-XXXX 926-XXXX 1-800-525-0102X241 Surgeon ARPC/SG 4911 1-303-370-XXXX 926-XXXX l-800-525-0102X232 Special Programs ARPC/DRMP 4965 1-303-370-XXXX 926-XXXX l-800-525-0102X300 247 ARPCP 45-22 1 January 1985 Chapter 7 PERSOIIIIEL INFOUtATION 7-1. YOUR PERSCIW.. FIL£. Keep a personal file of orders, pay doc~~~~ents, earnings statements, personnel actions (such as Af Forws 2095/2096, DO FoiW 4, M FoiW 231) and any other documentation concerning your career in the Air Force Reserve. Keep source documents to reconcile personnel listings and printouts, such as the annual point summary (AF FoiW 526), to support documentation for corrections, and for income tax purposes. 7-2. AIDESSES MD PHOIIE IUIIERS. .Always keep your unit of assignment, training attachment and ARPC/DPMAC, customer service, advised of your mailing address and residence address. This is essential for mobilization, recall, alerts, mailings and pay. If your pay check is being sent to a banking facility (SURE-PAY) you llllst still provide your current residence address. A post office box nl.ld»er does not suffice if we must personally contact you for mobiliZation. Use N Fon1 512, Change of Address/Telephone Hunter ANGUS/USAFR, to accomplish a change, or wrfte or call customer service. (Gfve your full name, grade, SSN; telephone nl.ld»ers and addresses for duty, home, and business and cfvilfan occupation.) 7-3. WIERE 10 CBTAIII IIEEDED FCRtS. Check consolidated base personnel offices at USAF installations where reserve forces are assigned or attached. Organizations with Reservists assigned or attached for training have forms for their personnel. Forms for processing pay are furnished in the annual tour orders package by ARPC/DROC. Initial enlistment or appointment packets contain forms necessary to complete your •gain• actions. (AFR 7-1). 7-4. RESERVE IIEITIFICATIC* CMD. Reservists are required to have DO FoiW 2Af, United States Uniformed Services Identification Card (red) (Reserve). You should carry it with you at all times. a. Use M Fonl 279, Application for Identification Card, obtainable from any CBPO/CRPO customer service section. You will need a copy of your assignment/enlistment orders to verify your Reserve status to the CBPO/CRPO. (1) Obtain a new 10 card -"en the old on is lost, stolen, mutilated, contains incorrect information, or to reflect a change in grade above E-4. (2) You must surrender the 10 card when replaced, expired, your entitlement ceases, or upon request. (3) You mu$t be uniform and in campcompliance with AFR 35-10 for the 10 card photograph. (4) The ID card expires on the expiration date of the term of service or on the date of completion of military service obligation (for enlisted personnel). (5) Officers, warrant officers, enlisted technicians of the Air National Guard, and mermers of the Retired Reserve without pay, have "INDEFINITE" for an expiration date on the ID card. (6} Mermers on tours for 90 days or less use the red ID card and orders to obtain authorized privieges. (7) Mermers on active duty for 91 days or more need an active duty I D card (green) • Use Af FoiW 279. Furnish a copy of your tour orders and any amendments to those orders to the CBPO/ CRPO. 7-5. IEPEIIIEIIT IIEIITIFICATIOII CMOS. Spouses and other dependents 16 years and older are eligible for an Air Reserve Forces Dependent Identification Card (AF FoiW 447). The card is for identific•tion purposes only and does IIOT entitle the.bearer to any benefits or privileges. Contact the CBPO/CRPO customer service section for AF Fon1 446, Application for Afr Reserve Forces Dependent Identification Card. Be prepared to furnish proof of entitlement. An ARF dependent ID card facilitates dependent use of your AF FOI'II 1965, Earning Statement Air Reserve Forces, or orders at the BX or commissary whfle you are on active duty tours, and when driving onto a military installation. (AFR 30-20). 7-6. IIEIITIFICATIOII TAGS (006 TAGS). A11 IMAs are required to obtain identification tags (dog tags) from the nearest Air Force consolidated base personnel office (CBPO) (you will be required to present your reserve I D card) • Supervisors of IMAs lll.lst ensure assigned or attached IMAs obtain ID tags. If you do not live near an Air Force installation, you may contact ARPC/DPMUX, Mobilization Readiness Section, for assistance. 7-7. IIJTOR VEHICLE REGISTRATIOII. Drfvfng your own car on a military installation is a privilege. Use of seatbelts is mandatory on military installations and you are subject to military discipline for traffic violations. Give your full cooperation during security exercises, or random vehicle and identification card checks. a. To register your private vehicle or motorcycle,· take to the pass and registration office: (1) a valid driver's license; (2) vehicle registration; (3) proof of liability insurance in amount not lower than minimum levels prescribed by financial responsiblity or compulsory law of the state in which the military installation is located; (4) proof of inspection if required by state; and, 248 ARPCP 45-22 1 January 1985 67 ,,_..,._... -.-..... -........ -~...~............ APPUCATIOM POl 11$11¥1 A$$1GIIMIICT "" ....c.... ·-....a-rt Aurwo•rr: ,. u.a.c:. a.ce... 111. r ......., • ....., 'o.,.,. 11 "'-• ••. ,._..,.... •r•-1w .,...,...c....,• •••-.• ~....., ......... t~!f'a':.~=:::..!:r..: ~.::::"~==.:1:::':..-~·:..::..~.:.:=.~...... .................... .,.. ef .vn~ra uu1: '••••.,..,...., ...,. -"' ............ ~..,...,..... ......~., • .....,.... c.~...,,..__........... ,.::r:.,._ -" ...:-=.:'7.D_: ,....,:,~':.!'!..:J:..::::-.:-::; M..... -:,.:.o,::: ::=:.~=:::--.. .._ ~ ........... ............................. DliCUIIIIJia 11 rCN.II•I'Mr: .............................IMCe..... ----·-..........., IIISTJICICTIOit :"C:.::::::::~:=:;..-=':'.:::=u(AFF-:UI, ·-·---·· 1. •aMil/LM. ,._,, ......WIIWJ "'' Current Unit "'DISON, JAJ£S B. a. DAY& OP ..., .. t.cu••••'~'••AIN: •· DAT&oreaAM 7 FEB 41 ~OR 1 JIL 75 .. .... ............ e. AOCNt&H ·-f&L&•-· ........ (II .......... '· O•aeuLA• ......................... 000-00-DOOO Ql•..,.v• 7316 HOlle Phone : 999 Kentucky Circle e. ADOITIOIIA~ APIC 'IJtl. OPPIC&• .OAT& OF ........... Bus. Phone: 7024 COIIMdeiCNII••• AlaM&...ft Boulder, CD 111057(NOTE: Ensure accuracy; this is the address "· oa•··~· •••••'"'''" c_...a....,.,...,,..-, ....,...... your mail will be sent to.) CJ'rOI III"• • ... :::=-::....:.:::~=-.::..-:...~:.::::.!'=::':'.:'~:..-.:: ==::.~t~............... NOT RATED. MDT ON FLYING STATUS. (NOTE: All personnel, rated and nonrated: Height:--Wei-.t: __.) 11. CIWU.IA.. &8VCA~I-....................... ..................... ,... ••. :.:::·:::.::.-:.:::=·~~; •• ~z:=..-:.=-.=-:..-=...~ Universit1 of Colorado Jul--·65 to Aug 66, Personnel Mgr, Ctt1 of Taq~~ FL Sep 59-Jun 64 BS taus AdlrtnJ Jul 68 to present, college professon, Universit1 ofSep 64-Jun 65 MS Bus Adalin Denver, Denver CD Sep 66-Jun 69 PhD (Economics) tl. •Ltta•w H ....... A1'1'&-CO , ............ ••· ..,."'',."' ••••••••c• ,,...DUIC,,.,,_III.,,Ir..,£:=: .==:r.:::.=-~~-=:=r---...... Squadron Officers School -1969 ----.-~ liM -Base Personnel Officer, MacD111 AFB FL 2 weeks, Maxwell AFB AL Sep 69 -Jul 71, Base level, CaptainBasic Personnel Dffi cers Course -liM -Personnel Officer, HQ ADCDM, Peterson AFB CD 1970 -12 weeks, Greenville AFB Aug 71 to present, Command level, Major16Professional Personnel Mgmt Course 1979, 5 weeks, Maxwell AFB AL ,__,.___,...___, SAMJ?ILIE: 11....,......, DCitiiiiiD ,........,.,.,.,.~,..,.,.. n ........., .........., AIID attac.-•Y ......,..._,---.. .,,..,,__,_1 HQ ADCOM, Peterson AFB CD 80914 HQ AFLC, Wright Patterson AFB OH 45433 Category B liM, DPX, assigned and Category B lMA Personnel Officer attached (NOTE: Indicate reason for assign~ent request) I Cllllf"Y fdT T ... OA1A COIITAt..O MIR.IN I& 1'111UI AMO CN•ICT TO 1' ... e•IT Of' MY •MOWL.IOQI, I AL.IO ACK ....L.. ::.=:,:::::.:::.:r:•:::~;•.::;:;,:,·~=:~~ ::::~:;·;~~:vO..~~~.~~vO::;~~'::c~:.•o-:,•::. ,_ :::::::,-::.~..:~:..:::;;::;;.~:-·Dey,... coaeaa--;.a •ATMMIAL ·--&IICY O&CLAMD aY T ......... In'. 3 March 1982 ~---Trk~~---a ~. · :-. ~ I ~~~-J AP .,.n ......•-1-N•v•7-••~M-D Figure 7-1. AF Fora 1288. Application for Reserve Assigr.ent. (Front) 249 68 ARPCP 45-22 1 January 1985 (5) your military ID card. b. Base comnanders may require safetyinspections Where not otherwise required. · c. Major comnands may prohibit registration of motorcycles. Call in advance--it may save you a trip. Base comnanders are authorized to requirecompletion of Course CII for motorcycle operators according to AFR 50-24, Multimedia Safety Education. d. Be prepared to complete AF For. 533, Certificate of Compliance--Private Motor Vehicle Registration. e. You will be issued DO For. 2220, 000 Registered Vehicle, decal to be displayed on the front bumper of your vehicle. A base· identification tab will accompany the DOD decal. f. Registration renewal is every 3 years unless the base commander requires it more often. (AFR 125-15, Motor Vehicle Registration and Related Requirements) g. When you separate from the Air Force, or sell the vehicle, you must scrape off the decals and return them to the pass and registration office. h. Those Reservists assigned or attached to military installations other than Air Force must check with the local pass and registration office for eligibility and procedures. 7-8. SECURITY a..EARAII:E. If your IMA assignment/attachment requires verification of your securityclearance before duty can be performed, pleasehave your unit check their IMA Assigned/AttachedRoster before contacting ARPC/DPMAR for ver.ificacation. If your active duty tour orders contain a security clearance, that is verificationin itself. If no clearance is indicated on the IMA roster or tour orders, request confirmation from ARPC/DPMAR. a. Mamers who have had more than one yearbreak in federal service must have a new investi gation conducted. This is accomplished through your unit of attachment. b. Individuals released from an active participating reserve component or extended active duty with no break in federal service of more than one year, should advise their unit to stbmit tracer action through ARPC/DPMAR. If youwork for the federal government or a DoD contractor employer and hold a valid security clearance, have your employer's personnel/security office sned a letter providing the following information to ARPC/DPMAR so we may request reciprocal clearance acceptance: (1) Type of clearance; (2) date of clearance; (3) type of investigation; and, (4) date of investigation. References: AFR 205-32, 26 Nov 82, para 3-3011 a&c, and Chaps 4, 5 and 7 and Appendices C and D. 7-9. YOUR MILITARY PERSONNEL RECORDS. ARPC maintains master personnel records for members the Air Force Reserve and Air National Guard, not on extended active duty. You can review your records by aail: Contact ARPC/DSMR, Denver CO 80280-5000. If you visit the Air Reserve Personnel Center on Lowry AFB, consult a records specialist. The unit personnel record group (UPRG) for IMAs is also maintained at ARPC. IMAs receive a records check about 90 days after assignment to the IMA program,and every two years, or by request, thereafter. A computerized printout with instructions will be sent to you for ·verification of data. It is extremely important that you annotate any incorrect or missing information, provide documentation for correction, and return it to ARPC/DPMAR for updating. 7-10. YOUR. MILITARY II£DICAI.. MD !ENTAL RECORDS. Medical and dental records for Reserve members are centralized at ARPC. Inquiries and documentation required by examining physicians should be directed to ARPC/SG, Denver CO 80280-5000. 7-11. FLIGHT ~6EMENT RECORDS: a. IMAs currently filling a category Brated position in the Air Force Reserve should send their flight management records to HQ ARPC/DPMQA,Denver CO 80280-5000. Personne1 filling a category A IMA rated position should send their flight management records to ARPC/DPROA, Denver CO 80280-5000. (Exception: Flight records for IMA flight surgeons are maintained by the flight management office at the base of attachment.) b. Rated personne1 Who are not filling a rated position in the Reserves should retain custody of their flight management records. c. Flight records for nonrated enlisted personnel currently filling airborne positionsshould be maintained by the unit of attachment and a copy of the aeronaut i ca1 orders sent to ARPC/DPMQ. 7-12. CORRECTION OF MILITARY RECORDS: a. The Secretary of the Air Force, uponrec011111endation of a board of Air Force civilians, can change a military record when considered necessary to correct an error or remove an injustice. Consult AFR 31-3, Air Force Board for the Correction of Military Records. b. The board reviews about 6,000 applications annually, including requests for change of discharge, disability retirement, removal or voiding effectiveness reports (which have been appealed), removal of promotion deferrals, establishing effective dates of promotions, and so forth. c. The board may authorize a hearing,recommend a record be corrected without a hearing, or deny application without a hearing. The application may be denied when it is determined that other administrative remedies exist. 250 ARPCP 45-22 1 Jaunaury 1985 (Appropriate Letterhead) REPLY TO ATTN OF: (office address syrilol} (date) SUBJECT: Certificate of Availability of Federal Employee TO: ARPC/DPMUM 1. I concur in the Ready Reserve assignment of {fUll name) (military grade) (SSAN) who is employed as {job title of civilian position), (GS grade or salary equivalent) at (location of civilian employment) . 2. In the event of a partial or fUll mobilization, the member will be available 1br active military duty. I certify that this agency will not request a delay in the entry on active military duty if alerted or ordered to active duty during a period of mobilization. 3. I understand this certificate remains effective 1br the period the above named person maintains current Ready Reserve status unless this agency issues a Letter of Reserve Status of Key Employees under conditions prescribed in the letter. However, understand this letter becomes null and void if, before final action is taken on the letter, the member is either alerted or involuntarily ordered to active duty as a result of an emergency proclaimed by the President or declared by the Congress, or as a result of a partial mobilization ordered by the President under provisions of law. (Signature of supervisor or other designated offici a 1 ) (typed name and title of position) Figure 7-2. Certificate of Availability of Federal E111ployee (Sa~~ple). d. App1 i cation is made on DD For11 prohibit both assigned and attached IMAs from 149, Application for Correction of Military or under those conditions. Naval Records Under the Provision of Title 10, U.S. Code, Section 1552, obtainable from the 7-14. INSTRUCTIONS FOR (DI)LETIIIG THE AF FORM CBPO/CRPO customer service section. 1288, APPLICATION FOR RESERVE ASSIGNt£NT (FIGURE 7-1). Complete the front of the 1brm and submit 7-13. REQUESTING A NEW TRAINING ATIACHMENT. To three copies to one of the 1bllowing offices: obtain a new training attachment, submit a letter of request to your unit of assignment. The coma. Your single manager (professional mander. of the new unit of attachment lll.ISt agree in programs) writing. Upon approval, AF For11 2095 is initiated edto show the new attachment and supervisor data b. ARPC/DPRO (officers) and sent to ARPC/DPMU. Train in the present attachment until the new attachment is approved. c. ARPC/DPRA (airmen) a. Conflict in training assignments/ d. Applications 1br assignment/reassignment attachments? AFR 35-41. Vol 1, Reserve Training, to Electronic Security Command (ES), Air Force table 3-3, rule 5, precludes the assignment of a Intelligence Service (AFIS), Office of Specialfedera1 emp1 oyee to an IMA position i f the Investigations (OSI), Defense Logistics Agency position is within the same general organization (DLA), Defense Communications A9ency (DCA), or operational area of the department or agency in De tense Intelligence Agency (DIA), HQ USAF, which the member is employed. Some IMAs and Selective Service, HQ AFRES, Air Force Audit supervisors have felt that since the regulation Agency (AFAA), the Air Force Service In1brmation specified the member may not be assigned, it did and News Center (AFSINC) or to one of the Air not apply to the IMA that was attached to the same Force elements (REDCOM, CINCLANT, SOUTHCOM, organization 1br training. ARPC has submitted a USFORCARIB, and so 1brth), are sent directly to request for change to the regulation that will those commands or agencies. 251 ARPCP 45-22 1 January 1985 READY RESERVE SERVICE AGREEMENT PRIVACY ACT STATI!MI!NT. AUTHORITY: Tille 10, USC Section 269, Rudy Reaerve: p/ecem•tln; tr.,afar from; ..d BO 9397, 22 Nov 43, Numberlnf Syatem lor Federal Accounta Re/atlnf to Individual Peraona. PRINCIPAL PURPOSB: To update your rocotdB ..d provide a maMa for your RaMerva participation. Uae of Soc/a/ Security Number I• nece•••ry to make posltJ ve identilJc•tion ot you and your record. · ROUTINE USE. To place you In the Ready Reserve or provide lor your retention In a ready atetua. Information pro~ldad may be lumlahed to any DOD component lncludlnf the Department of the Air Force at baae, major command, Md HQ USAF /eve/a, and upon requeat, to other Feder•l, State, and loc•l a,aenciee in the purauil ol their olticlal dutlee. DISCLOSURE IS VOLUNTARY: Failure to provide tha information will preclude your conalderatlon lor any ready reaerve a..lfnmenl and may lead to your dlacharfe !roar the Air Reaerve Forcea. NAill! CLeat-(trot-mldriiN GRADI! SSAN DONAHUE, JOHN D LT COLONEL 000-00-0000 RI!SIDI!NCI! ADDIII!SS (Street No, Stroat, City, St••• Zip COers of the Regular components, fur the period of duty speci fi ed in orders. Optical and dental care are limited to emergencies or space available basis. The medical facility commander is the final approval authority fur this type of care. b. Medical and dental care fur members of the Air Force Reserve and Air National Guard are now authorized fur an injury incurred or aggra vated while the member is traveling directly to or from the place at which member perfOrms inactive duty training. Treatment is not authorized if the injury is incurred or aggravated as the result of the member's own gross negligence or misconduct. This change -was authorized by the DOD Authoriza tion Act of 1984. c. A tour of active duty or active duty fur training is not extended to cover hospitalization beginning during a tour and extending beyond the termination of such a tour. A Reservist or Guardsman is not placed on active duty fur hospi talization or rehospitalization. When a Reservist or Guardsman is hospitalized beyond the termina tion date of an active duty or active duty fur training tour, his or her status 1s that of a Reservist or Guardsman NOT on active duty. (This status does not affect pay and allowances other wise authorized.) IIOTtS: ARPC/SG -Continuation Status: When continued hospitalization is required beyond the duration of the tour orders, continuation of pay and a11owances is dependent on the 1 i ne of · duty determination. POINTS ARE NOT earned while in continuation status. AfR 1~6. Para 6: a. Medical care is not authorized at Air Force expense beyond the training period fur injuries or disease incurred not in line of duty. b. In doubtful line-of-duty cases, the hospital conmander inmediately requests a line-of duty investigation. Medical care fs authorized after the expiration date of the training period . until the patient is notified of the final lineof-duty determination under AfR 35-67. Line of Duty Determination and Misconduct Determinations. Regardless of the line-of-duty determination, hospitalization and rehospitalization are authorized in connection with any medical board or physical evaluation board action under AFM 168-4, Administration of Medical Activities, chpater 16; and AfR 35-4, Physical Evaluation fur Retention, Retirement and Separation. 7-22. III'AI.:IIT TO AVAILABILITY FOR DLDWIDE DUTY. You are required to immediately notifY your unit of assignment and attachment of any change in your physical condition which would affect your availability fur world-wide duty or your ability to perfOrm active or inactive duty training in your speci fie AFSC. 45-22 1 Jar.uary 1985 7-23. PHYSICAL EXAMINATIONS: a. Rated officers (whether filling a rated position or not) and enlisted personne 1 fi 11 i ng a duty position which requires an "A" prefix, are required to obtain a flying phys'ical every other year and a "mini" flying physical in between. Contact the flight management office (FMO) to schedule the exam. b. Nonrated IMAs are required to obtain a physical examination every fuur years. ARPC/DPMARs sends notification letters approximately six months in advance of the date the physical is r authorized fur such activity. Medical examinations may be scheduled during ADT/ADS tours which exceed five consecutive days. Every effOrt should be made to schedule the physical at a military medical facility. Ho.ever, if your home is more than 100 miles furm a military medical facility, you may request permission fur your physical to be obtained at a civilian facility. If problems are encountered, or you cannot obtain the required physical by the requested date, please contact the physical exam program monitor at ARPC/DPMAR. Members who fail to respond to noti ficatfon letters and do not complete the required physical exam may be reassigned to the appropriate inactive Reserve Section. c. General officers are required to obtain a physical examination every year. 7-24. PREGNANCY OF AIR FORCE RESERVE PERSONNEL: a. Government medical care 15 not authorized. b. You may not perfOrm active duty, active duty fur training or inactive duty training after the 34th week of pregnancy. c. Until the 34th week, you must train at a station where you have inmediate access to your private physician. d. You need a letter or certificate from your physician attesting to the duration of pregnancy befOre scheduling any training. e. If your military job is strenuous or hazardous, you may obtain an AF Fona 422, Physical Profile Seri a 1 Report • f. I f your job requires the utility uni furm, your conmander can authorize you to wear appropriate civilian clothing when your regular duty uni furm is no longer suitable. (See section , 2 fur procedures on how to obtain a maternity unifOrm-enlisted personnel only.) Officers must purchase maternity unifOrms at their own expense. AFRESR 160-2, Pregnancy of Air Force Reserve Personnel, has further guidance. 7-25. UIIINIZATIONS NID UIIINIZATIONS RECORDS. ARPC/DPMAR notifies you by mail when you are due fur inmunizations. Check with the nearest military medical facility fur an appointment. Be aware some immunizations are given only at certain times of day, week and month. Bring your shot ARPCP 45-22 1 January 1985 record with you fbr updating. If you have lost your shot record, contact ARPC/DPMAR fbr a computerized illlllunization printout fbr medical personnei to use in preparing a new shot record fbr you. a. New personne1 • Short1 y after you enter the program we instruct you to obtain illlllunizayou have received. b. IMAs who are not assigned to mobility/a 1 ert teams, must have the fb 11 owing shots: (1) Smallpox vaccination -every 5 years. (2) Tetanus -every 10 years. (3) Polio booster upon completion of basic series. (4) Flu S••·Jt each year befOre 31 December. 7-26. li£DICAI.. EVALUATION BOARD (11£8)/PHYSICAI.. EVALUATION BOARD (PEB): a. Physical evaluation fbr retention, retirement, and separation, and disability processing is primarily to compensate active duty personnel whose careers were prematurely ended due to serv fee connected phys fcal un ft tness (AFR 35-4). A Reservist would only have MEB/PEB processingwhen AF liability is in question (such as line-ofduty disability; incurred during extended active duty). In addition, the MEB/PEB processing is not required to determine a Reserve memer's medical qualf ftcatfon fbr continued service. This determination may be made by the appropriate surgeon's o fft ce usf ng the cr1ter1 a in AFR 160-43, chapter 6. b. The MEB/PEB processing is not used to document defects occurring during a career, nor is 1 t used to prove serv 1 ce connect ion fbr a presentdisability which may be linked to an injury or disease which occured during a previous active duty tour. The member may apply to the Veteran's Administration fbr processing under VA directives. 7-27. RECORD (F EMERGENCY DATA (DD FORM 93).InfOrmation recorded on this fbrin will be used to contact your next of kin in the event of yourinjury, death, or other emergency, and to designate beneficiaries fbr 6 months' gratuity pay, and unpaid pay and allowances. Review it to ensure that the in fOrmation is correct. Changes in anyin fOrmation required by this fbrm occur should be reported immediate1 y. Contact ARPUDPMAC Denver CO 80280-5000, or contact your 1 oca 1 CBPO fbr a new fbrm. The fbrm should show: a. Who is to be noti tied in the event of an emergency, b. Who is to receive survivor benefits, c. List any civilian insurance policies that you have. Insurance companies must be not i fi ed of your death. (AFR 35-38) 7-28. CASUALTY REPCilTING. Your next of kin should know to prompt1 y contact the c011111ander or supervisor of your unit of attachment or assignment in the event of your death. Regardless of duty status at the time of death, official noti flcation must be given promptly. AFR 30-25, Casualty Services, requires a casualty report from the base personalaffairs section be dispatched to ARPC/DPMAP. When the death certi ftcate becomes available, a copyshould. be sent to ARPC/DPMAP. 7-29. SERVICEMEN'S GROOP LIFE INSURANCE (561..1).A reservist eligible fbr full-time SGLI coverageis automatically covered by $35,000 group lf fe insurance (un 1ess the member submits a VA Form 29-8286, SGLI Election, declining or electing a lesser anount of coverage). SGLI can be elected in increments of $5,000 at a cost of 40 cents per$5,000. The cost fbr maximum coverage is $2.80 per month. You cannot have SGLI/VGLI in excess of $35,000. 7-30. LIFE INSURANCE POLICIES. Reservists should check their civilian life insurance-policies to make sure they are covered during training periods. Some policies contain "exclusion clauses" fbr accidents while on full-time active duty and while aboard mfl ftary aircraft other than MAC contract aircraft. Frequently, an insurance rider is available fbr an extra premium to cover t1yfngother than on commercial aircraft. An earlyreview of your insurance policy will alert )'OU to seek supp1 ementary coverage i f required. 7-31. RETIREMENT INFORMATION: a. Offtcfal Notf ftcatfon of Elfgfbflfty t.r retfred Pay at Age 60. When )'OU have completed 20 years of ·satis factory federal service 111der provisions of 10 U.S.C. 1332, and have met all of the requirements except fbr attainment of age 60 fbr eligiblity fbr retired pay under 10 U.S.C. 1331, you will be issued an official letter, •Notiflcat ion of Eligibility fbr Retired Pay at Age 60 and fbr Participation in the Reserve ComponentSurvivor Benefit Plan." The letter is issued within one year after the individual has met the requirements (10 U.S.C. 1331). Once the noti ftcation letter has been issued, eligibility fbr retired pay may not be denied or revoked on the basis of any error, miscalculation, misinfOrmation, or administrative determination of yearsof service perfOrmed unless it resulted directlyfrom fraud or misrepresentation (10 U.S.C. 1406). b. Mandatory separation. The . fOllowing officers will be trans fer red to the Retired Reserve upon request, if eligible, or mandatorily discharged. (1} Reserve officers below the grade of major general, no later than the last day of the month in which they become 60 years of age (10 U.S.C. 8843); Reserve major generals and warrant officers, age 62 (10 U.S.C. 8844 and 10 U.S.C. 1164); Chief of the National Guard Bureau or the State Adjutant General, age 64 (10 U.S.C. 8845). (2} Reserve officers in active status in the grade of lieutenant colonel or below, 30 255 ARPCP· 45-22 . 1 January 1985 day after they complete 28 years of conmissioned service (10 U.S.C. 8848). (3.) Reserve colonels and brigadier generals in active status 30 days after they complete 30 years of commissioned service, or on the fifth·anniversary of the effective date of appointment to that grade, whichever is later (10 u.s.c. 8851). (4) Reserve-major generals in an active status• 30 days after they complete· 35 years of commissioned service, or on the fifth anniversary of the effective date,of appointment to the grade of major general, whichever is later (1o·u.s.c·. (5) Reserve officers in the grade of first lieutenant through major who have been twice deferred fbr promotion to the next higher grade, one year and.90 days fi-om the date they would have been· promoted 1f they had been se1ected the fl rstt ( 6) With the exception of o ffl cers who have reached maximh.111 age,. Reserve officers may be retained provided that: (a) On the day prescribed fbr separation or release fi-om active status, they have 18 or 19 satisfactory years of service. They may be retained three or two years, respectively, or until they comp1ete 20 satis factory years, whichever is earlier (10 U.S.C. 1006). (b) The Secretary of the Air Force i 1 may approve retention of a medical, dental, chaplain, nurse, or medical specialist personnel to age. 60 (10 U.S. C. 8855) or to age 64· (10 u.s.c. 676 or 1003) it: 1. Member is: assigned to traintng:category A,-s, or 0; and, 2•. the unit commander justi fles retention and states there is no acceptable replacement; and, 3~ it is clearly in the best interest of the Air torce. Requests fbr retention may be submitted at any time fi"om the date of appointment. c. The Retired Reserve: (1) Reserve sections lA and ZH: (a) Reserve members who have met ' the elfgibility requirements fbr retired pay under 10 U.S.C. 1331, except fbr attainment of age 60 (ZA): 1. Completed at least 20 years of satisfactory servTce. a. BefOre 1 July 1949, a satisfactory year is any-365 days (not necessarily consecutive) served on· active duty or as a member of an active Reserve component of the Armed Forces. b. After 1 July 1949, a satis factory year is one in which the member earned a minimum of 35 points plus 15 membership points during the retention/retirement year. 2. Per fOrmed the 1ast eight years of quali fy1ng service in a Reserve component. 3. I f persons were members of a Reserve component prior to 16 August 1945, they must have per fOrmed active duty: a. After 5 April 1917 and be fbre 12 Noveniler 1918;-or, b. after 8 September 1940 and be fbre 1 January-:-1947, or un1ess they perfbrmedactive duty·(other than fbr training); c. Consistently supported the armed fOrces in an outstanding manner and the Secretary of the Air Force. determines that such action is warranted. 4. Are not entitled to military retired pay-under any other··provisions of law. (b) Reserve . members who wi 11 never be entitled to retired pay (ZH): 1. Completed 20 honorable years of service (honorable service is the time the meniler had military status and inc 1 udes active, inactive, Regular, and Reserve service). This includes unsatisfactory as well as satis factory years. 2. Completed 10 or more years of active commissioned service on extended active duty in the Armed Forces. 3. Been determined physically disqual i fled fbr actTve duty. _!. Attained age 37 and have: a. Completed at least eight years of satis factory service after 1 July 1949-. b. Completed at least eight years of satisfclctory service befbre or after 1 Ju 1 y 1949. However, ff any part of the eight years of satis factory service is prior to 1 July 1949, at least six months must have been served honorab1 y on active duty in time of war or national emergency. c. Consistently supported the armed fOrces in an outstanding manner and the Secretary of the Air Force determines that such action is warranted. (2) Reserve section ZB, m, !f., and ZF: (a) Reserve members drawing retired pay because they have fulfilled the requirements of age and service under 10 U.S. C. 1331 (ZB). (b) Reserve enlisted members retired under 10 U.S.C. 8914 (ZD). (c) Reserve o fft cers retired under 10 U.S.C. 8911 (ZF). 256 ARPCP 45-22 1 January 1985 (d) Reserve merilers retired for disability under 10 U.S.C. 1201, 1202, 1204 or 1205 (ZE). d. How to apply fbr assignEnt to the Retired Reserve: Unit assigned personnel submit AF For'll131. Application for Transfer to the Retired Reserve, to their unit of assignment; all others submit AF Fon1 131 to the Air Reserve Personne1 Center (ARPC/DPAAR), Denver CO 80280-5000. Applications must be submitted at least 60 days before the effective date requested. Airmen must apply sufficiently in advance of the expiration of term of service to avoid discharge. e. Retired grade. The Reserve grade held at the time of retirement is normally the grade held in the Retired Reserve. A meriler who satisfactorily held a higher grade will be assigned to the Retired Reserve in the current grade but with the approval of the Secretary of the Air Force, the meriler may be p1aced on the Retired List and receive pay in the highest grade satisfactorily held. The enlisted meriler who held an officer grade will remain in the enlisted status in the Retired Reserve unless, upon application, appointed in the Retired Reserve in the officer grade. The meriler's discharge from enlisted status would be one day before the effective date of member's appointment to the o ff1 cer grade. A Reserve commissioned officer, who was recommended for promotion and assigned to the Retired Reserve befOre the promotion became effective because of physical disability or reaching the age or years of service at which retirement or discharge is required by law, will be placed on the USAF Reserve Retired List in the grade for which the member was recommended. But this will not entitle the meriler to increased pay or other benefits (10 u.s.c. 1374). f. Master personnel records (..erils). MPerRs for merilers and persons whose status has terminated, and who are eligible for pay at age 60, are maintained at ARPC. MPerRs for merilers who are drawing retired pay~ or who will never be entitled to retired pay, are forwarded to the National Personnel Records Center (NPRC), 9700 Page Boulevard, St Louis I«) 63132-5200. MPerRs for genera 1 o ff1 cers drawing retired pay are forwarded to the Air Force Manpower and Personnel Center (AFMPC), Randolph AFB TX 78150-5000. g. Participation in the Retired Reserve. Members assigned to the Retired Reserve may not earn points. With the conmander's concurrence, they may participate in inactive duty for training on their own initiative according to AFR 35-41. Vol 2, provided: (1) Such training is at no expense to the government; (2) merilers are not entitled to pay or points; and, (3) no record of the participation is maintained. h. Re110val m. the Retired Reserve. According to AFR 35-41. Vol 1, a meriler of the Retired Reserve may not be voluntarily removed from such status unless: ( 1) Trans fer to the Retired Reserve was due to a physical disability and the ARPC Surgeon determines the physical condition is no longer disqualifying, the meriler has not received severance pay and is not ent it1ed to retired pay. The member may then be assigned to a unit or individual mobilization augmentee (IMA) position if the meriler is otherwise eligible to participate in Reserve activities. (2) The meriler is drawing retired pay or is eligible for such pay immediately, and the Secretary of the Air Force finds that the meriler's services are indispensable. Then the assignment may be effected only to Cat A or B unit or IMA position. The unit c011111ander must submit documented justivication through channels. (3) Meriler is transferred to the Retired Reserve for reasons other than (a) and (b) above, has not received severance pay, and unusual and unique circumstances exist where the member's services are indispensable to a unit or IMA position as determined by HQ USAF/REP. ( 4) An officer, provided otherwise eligible, may tender a resignation and an enlisted member may request a discharge. i. Recall to Active Duty. Retired Reserve members may be voluntarily ordered to extended active duty any time a valid requirement exists. They may not be ordered to active duty involuntarily except in time of war or national emergency as declared by Congress, or as otherwise authorized by law (10 U.S.C. 672a and 675). j. Ca..unications. (1) Contact HQ ARPC, Denver CO 802085000, as follows: Action Office s,mol Change of Address DSFIS DO Form 2AF (Reserve) (red) ID Card DSMR DO Form 2AF (Retired) (blue) ID Card DPAAR Inquiries about retired status DPAAR Notification of a death of a member DPAAI (include a copy of the death cert1 ficate) (2) If your retired pay account has been established, contact the Air Force Accounting and Finance Center (AFAFC/RPT), Denver CO 802795000, for inquiries, notification of a death of a meriler, or a change of address. Toll tree number is 1-800-525-0104. ( 3) Contact the 0 ffl ce of Servicemen's Group L1 fe Insurance (OSGLI), 212 Washington Street, Newark NJ 07102, for information regarding SGLI. Provide a copy of the Notification of Eligibility for Retired Pay at Age 60 letter as well as a copy of your current assignment orders. k. Privileges extended to -.bers of the Retired Reserve. 257 1 January 1985 76 ARPCP 45-22 Tlble 7-1 J BENEFITS MD EITITLEMEITS I RULE L I N If the tncltvtdual clat•tng entttleilent ts: E A 8 c D E F A Amemer of the Reserve on AT, ADT YES ADS, or MPA man-day tour (Red ID Card and orders) B Amember of the Reserve on lOT YES c AmenDer of the Reserve not on lOT or YES AT, ADT, ADS, or MPA man-day tours. D A retired member not drawing retired pay. YES (red ID card and letter of noti flcation/retirement order) E An Air Force retiree drawing retired pay. YES (blue/gray 10 card) F Regular Air Force/Reservist on EAD YES Then the .-,er is entitled to the llllowtng benefits and prtv11eges: 1 Clothing sales store (AFR 147-14 &AFM 67-1, part 3) • X X X X X X z Commissary sales store (AFR 145-15) * X X X 3 Dental services (AFR 168-6) • X X X X 4 Educa~ion services (AFR 213-1) * X X X X X X X X X X 5 Exchange services (AFR 147-14) * 6 Family services program (AFR 211-24) X X X 7 Legal assistance (AFR 110-22) X X X X X X X X X 8 Military a ffl11 ate radio system (MARS) (AFR 100-15) X X X X 9 Medical (AFR 168-6) 10 Packaged liquor store (AFR 215-7) * X X X 11 Postal services (AFR 182-2) * X X 12 Morale, welfare and recreation (MWR) programs (AFR 215-1) * X X X X X X 13 Red Cross (AFR 211-11) X X 14 Officer and NCO open messes (AFR 215-11) • X X X X X X X X X X X 15 Base theater (AFR 147-14) * X X X X X 16 Transient quarters (AFR 90-9) * X X X X X X 17 Space available travel (DOD 4515.13R) X 18 Servicemen's Group Liie Insurance (AFR 211-23) X X X X 258 ARPCP 45-22 1 January 1985 77 *NOTES: (for table 7-1): line A-AT = annual tour; ADT = active duty for training; ADS = active duty support; MPA man-day tour (entended active duty-EAD or active duty-AD). Mamers ..st present 10 card AND: order, fiE Fon1 40a, or letter of ..thorization .men using any of the fOllowing services of facilities: Line 1 -Clothing sales store. Purchases by retired reserve members are limited. line 2 -Commissary sales store. Melber nust be on active duty fbr a period of IDre than 72 hours. Spouse may use the commissary unaccompanied by sponsor with proper identi flcation AID orders and letter of authorization from unit commander. Period of use is H•ited to the dates of the tour 11 steel on the orders. Line 3 -Dental services. Dictated by space available for other than EMERGENCY care. Members on lOT are authorized emergency care only. Line 4 -Education services. Members are eligible for enrollment in correspondence courses. ECI course enrollment for IMAs is through ARPC/OPMPE, not 8ase Education Services office. Enlisted members may enroll in the Community College of the Armed Forces (CCAF). Line 5 -Exchange services (including theater): ANG/USAFR members can use exchange services with an 10 AND 15 card AND order/Earning Statement (ES)/letter of authorization (LA). Exchange privileges must be used within 6 months from the date the entitlement was earned, as shown in either the ES or LA. Reservists participating in nonpay lOTs must obtain a LA from the unit commander. One day of exchange privileges is authorized for each 4 hour lOT perifd. ANG?USAF members performing outside the United States may be denied use of eXchange serv ces except when on active duty, (SOFA). On active duty, exchange use is contingent on the local Status of Fares Agreement dates on the orders. The ES or LA wi 11 be stamped by exchange service 1 imited to the tour personnel when the purchase is made. (NOTE: Items ordered may be picked up at a later date without charge to ES/LA usage.) Sponsor does not need to accompany spouse, but spouse must present proper i dent i fi cation AND the ES, LA, or orders. Line 9 -Medical care for member on lOT is not authorized for disease contracted while enroute to or from such training. Line 10-Member must be on active duty fur 72 hours or more to be eligible to shop at packaged liquor stores. Line 11-Postal' Services. Reserve member can have use of general delivery/postal box from military Postal Service Center. Line 12 -Morale, welfare, and recreation programs include: arts and crafts, bowling alley, entertain ment, childcare center (6 weeks to 10 years), golf course and facilities, MWR supply, libraries, outdoor recreation, sports, recreation center, youth activities and recreation membership clubs. Aero clubs and open mess memberships are operated under separate rules from MWR programs. The base commander determines the priority of use for M~ facilities and programs based on the needs of assigned personnel. Generally, reservists on active duty are priority 2, and nonactive duty status are priority 6. Other members of reserve components in a non duty status and their families are priority 16. The MWR office usually has a policy letter for that installation stating established priority use which varies from base to base. Line 14-Officer and NCO Mess. Reservists are eligible for regular membership unless denied fur lack of facility space or other justifiable cause specified by the base commander. Line 16 -Members not on active or inactive duty status are not eligible fur transient quarters. Transient temporary quarters for members with families, are not available to living facilities (TLF), Retired Reserve {gry/blue or red ID Reserve memebers except when in an active duty PCS status. card, with ARPC retirement order) are eligible for space available transient quarters. ARPCP 45-22 1 January 1985 (1) Members who will not be entitled to retired pay under 10 U.S.C. 1331: (a) Membership in an open mess, if authorized by the rules of the mess (AFR 215-11). (b) Wearing of the uniform on appropriate occasions (AFR 35-lO). (c) Entitlement to DO Fon1 ZAF, United States Uniformed Services Identification Card, (Reserve) (red) (AFR 30-20). (2) Members · who. will be entitled to retired pay under 10 U.S.C. 1331 upon attainment of age 60: (a) Membership in an open mess, i fauthorized by the rules of the mess (AFR 215-11). (b) Wearing of the uniform on appropriate occasions (AFR 35-10). (c) Entitlement to DD Fon1 2AF, United States Uniformed Services Identification Card, (Reserve) (red) (AFR 30-20). (d) Air Transportation on a space available basis at the discretion of the installation commander. Members present their Noti fication of Eligibility for Retired Pay at Age 60 letter and DO Fon1 ZAF (Reserve)(red). Travel outside of the CONUS is limited to Alaska, Hawaii, Puerto Rico, the Virgin Islands and Guam. You do not have to be in uniform. Check with the passenger service office for the current information on flights and space available policies. Family members are not authorized space available travel. (DOD 4515.13-R, paragraph 4-5d(5)(b), 4-6d(3)(b) and 4-73(3)(b)) (e) Full-time coverage under the SGLI program. Retir!d members apply to OSGLI, 212 Washington Street, Newark NJ 07102, and provide a . copy of their Notification of Eligibility for Ret fred Pay at Age 60 1etter and a copy of thef r retirement order. The member pays the premiums to OSGLI. Coverage for retired reservists continues until receipt of the first increment of retired pay or age 61, whichever occurs earlier (Public Law 93-239). (3) Members who are entitled to retired pay under 10 U.S.C. 1331 and have attained age 60 receive: (a) Retired pay (10 U.S.C. 1401). (b) Entitlement to DO Fon1 ZAF (retired) (blue), United States Uniformed Serviced Identification Card. Present a verified Af Fon1 · 279, Application for Identification Card, and a copy of the retired pay order or a service depart-ment 1etter veri fyi ng the app11 cant 1 s entit1 ement to reti red pay at age 60 to the pass and registra-tion section of any US military installation. Your ID card authorizes: 1. Commissary use. 2. Base exchange use. 1· Other base privileges. 4. Uniformed services health benefits for member -and authorized fami 1 y members which includes: a. Care in a uniformed services facility. b. Civilian Health and Medical Program of the Uniformed Services (CHAMPUS) until age 65. If persons do not qualify for Medicare at age 65, they get a "Disallowance Notice" from the Social Security office and send or take it to the uniformed service that issued the. ID card. A new ID card will be issued indicating continued CHAMPUS eligibility. 5. Air transportation on a space-available basis. Accompanying dependents may travel overseas only (DOD 4515.13-R). NOTE: The DO Fon1 1173, Uniformed Services Identification and Privilege Card, can be issued by a military installation; however, the DD Fon1 1112. Application for Uniformed Services Identification and Privilege Card, must be complett:u by the parent (Air Force) organization. The parent organization completes Sections II and III of the DO Fon1 1172 and returns it to the appl fcant or sponsor who presents it to any military installation that can issue ID cards. 1. Retired Pay. (1) Approximately six months before age 60, ARPC/DPAAR begins an audit of an eligible member 1 s service and point records. A former member of the Air Force Reserve ent it1 ed to retired pay at age 60 applies for retired pay by writing to ARPC/DPAAR, Denver CO 80280-5000. (2) Retired pay is effective on the retiree's 60th birthday or any later date desired. Normally, retirees will receive their first retired paycheck about 45-60 days after their 60th birthday. If a member participates right up to age 60, all final points and service must be credited before pay can be finalized. In such cases, allow 60-90 days after age 60 to receive the first check. (3) Retired pay is computed on the number of retirement points, multiplied by the point value for each point. Longevity credit continues for members of the Retired Reserve unt f1 they are in retired pay status (Military Pay and Allowance Entitlements, Basic and Special Pay, Part I, paragraph 1010e). Retired Pay is computed on the rates in effect on the date of qua1 i fi cation (service and age requirements), not on the pay rate in effect on the date of the application or a subsequent date picked by the retiree (Comptroller General Decision B-189029, 2 September 1980). For reservists who join the military for the first time on or after September 8, 1980, the annuity formula is based on the average pay during the fina 1 three years of membership. Thus, a reservist who is discharged before age 60 after earning a 20-year retirement will have retirement based on the last three years; whereas a reservist 260 ARPCP 45-22 1 January 1985 annuity is reduced by the amount of Social Security provided by your active duty or active duty fur training tours after 1956. In no case is the RCSBP annuity offset more than 40%. This reduction is not made if yout· spouse is caring fur more than one child and receiving Social Security payments. Consult ARPC/DPAAR or your local Social Security Administration office fur other important in furmation about RCSBP and Social Security benefits. (4) You spouse's RCSBP annuity stopsi f your spouse remarries be fure age 60. The annuity begins again if the marriage ends due to a death or divorce. I f your spouse remarries after age 60, the RCSBP annuity continues. e. Medical . and other benefits. If you e 1 ect RCSBP coverage fur your spouse and/or children when you receive your notification letter and you die befure age 60, Air Force medical and dental care (including care under the CHAMPUS Program) are provided to them on a space available basis, beginning when you would have been age 60. Base commissary and exchange privileges are also authorized at that time. f. Cost to you. There is no cost fur RCSBP coverage until age 60 and you receive retired pay. The cost of RCSBP coverage is then withhe1 d from your monthly retired pay. The cost is a percent-age of the base amount you designated, based on your age at the time you elected RCSBP coverage, the age of beneficiaries, and the type of option .YOU elected. The reduction in your retired pay fur RCSBP cost wi 11 stop when there are no longer when there are no longer nay eligible benefici-aries. The RCSBP cost will increase by the same percentage your retired pay increases. g. Restrictions: (1) Your RCSBP election is irrevocable after the initial eligibility period. Exceptions are made fur changes in martial status or status of your depentdnet s. (2) Civil Service employees may elect RCSBP coverage under both the Air Force RCSBP program and the Civil Service SBP program, provided their Air Force retired pay is from Reserve retirement at age 60 and not from 20 years active duty service. (3) Befure your RCSBP election, check your inheritance or estate tax laws to find out if your state is one of the few that heavily tax RCSBP annuities, or immediately tax your beneficiary's expected lifetime annuity amount as a part of the total estate value. RCSBP annuities are not not subject to federal estate tax. h. Administering office. The RCSBP for Air Force Reserve and Air National Guard members is administered by the ARPC Retirement Branch (DPAAR), Denver CO 80280-5000, AUTOVON number 926-4724, toll free number 1-800-525-0102, extension 402. 7-33. DEERS ENROLLEMENT. Reservists on tours of active duty fur more than 30 days must go to the consolidated base personnel office (CBPO} customer service section to register themselves and authorized family members in the Defense Enro11ment Eligibility Reporting System (DEERS), a computer based eligibility data system fur personnel entitled to medical care benefits. It is also designed to eliminate fraud, waste, and abuse in the use of health care benefits and privileges. The CBPO will assit in filling out DD Fonn 1172, Application fur Uni funned Services and Identi fication and Privilege Card, and verify eligibility fur benefits. Bring marriage and birth certi fiecates bearing the raised stamp or seal of the issuing governmental agency and a copy of your tour orders. Get a copy of the completed DD Fom 1172 from the CBPO. It can be used to re-enro11 your dependents in DEERS fur future tours of more than 30 days. Since DEERS is used to verify CHAMPUS claims and eligiblity fur treatment in uniform medical facilities, IMAs must comply with these pro cedures. Without a DEERS registration, you will be unable to substantiate eligiblity or will be denied a CHAMPUS claim. 7-34. CONTACT. POINTS: CORErcial AUTOVON Toll-Free APRC 1-303-370-xxxx 926-xxxx 1-800-525-0102 DPAAE Entitlement Branch 4820 227/8 DPAAR Retirement Branch 4724 Ext 402 DPRA Airman Management Div 4804 294/5 DPRO Officer Management Div 4831 291 DSMR Reference Services Sec 4921 255/6 DPMA Customer Service Br 4955 324 DPMAP Personal Affairs Br 3343 343 DPMAR Records Section 4373 344 DPMUM Personnel Utilization 4951 346 Branch DPMQ Quality Force Branch 7475 341/2 *Retired Pay 7014 1-800-525-0104 *AFAFC/RPT, Denver CO 80279-5000 *(Air Force Accounting and Finance Center) 261 ARPCP 45-22 1 January 1985 who transfers to the Retired Reserve after earning a 20-year retirement will gain the benefit of basic pay raises awarded up to the time the member app l ies fur retired pay. (4) As of 15 September 1981, members who elect severance/readjustment pay or De tense Officer Personnel Management Act (DOPMA) separa tion pay will have that amount recouped fran their retired pay when retired under 10 U.S.C. 1331, 8911 and ~914 {10 U.S.C. 1174). (5) Civil Service employees who receive retired pay under 10 U.S. C. 1331 will not receive a reduced Civil Service pension (lO U.S.C. 1336). (.6) ,A:fter reUred ,pay begins, 'it ~s increased only in relation to the ·Consumer Price Index .published by the Bureau of Labor Statistics. m. Other Benefits. (1) Survivors ·of retired Reservists may qualify fur SGLI provided the member had app.Hed .for coverage and .paid the .requ i r.ed premiums. -(2) Other benefits may 'be available from: (a) The Veterans Administration. (b) The Social Security Administration. 7-32. RESERVE COMPONENT SURVIVOR BENEFIT 'PLAN (RCSBP) is the only program allowing you to leave a percentage of your future retired pay as -a monthly annuity to your beneficiaries. The maximum annuity is 55% of your retired pay. The annuity increases as the Consumer Price Index increases. a. Eligibility. You may elect this coverage during a 90-day period beginning the day you receive your Notification of Eligibility fur Retired .Pay at Age 60 and fur Participation in the Reserve Component Surv.i..vor Bene fit Plan. Your election does not depend on your military status, age. or health. Jn.fbrmation on RCSBP is included with your notification letter. Exception: If your retired pay date i's 'be fbre the end of the election period, you must make an election befOre your retired pay date. b. Options. Your choices are: (1) Option A·-Deter your election until age 60. You will .remain eligible to provide Survivor Benefit Plan (SBP) coverage at age 60. No RCSBP annuity or other ·benefits will be payable to your beneficiaries if •you die befOre age 60. (2) Option B -Provide fur an annuity to begin when you would :nave turned age 60, if you die befOre age 60; or to 'begin inmediately if you should die after age 60. This coverage begins the date your.election is received at the Air Reserve Personnel Center (ARPC) and continues indefinitely. (3) Option C -Provides coverage fur an annuity to begin immediately, whether you should die be fbre or after age 60. This coverage begi.ns on ne date your election i·s received at the ARPC and •continues indefinitely. c. Beneficiary Designations (Choose only one): (1) Spouse ·only -To be e.l i g ib le. your spouse must be married to you on the date of your RCSBP ·election and married to you on the date of your death. .In the event of remarriage. your spouse must have been married to you 1 year. or be the par-ent .of issue of that marriage on the date of your death. (.2) ..children only -Coverage is limited to unmarried children under .age 18, or under age 22 if in school. or any age i,f disab~ed .(H d'is.abHity existed be fbre 18 or occurred between .ages l'!l and 22 while in school.).. :(T) Spouse and children -Same limitations .as ·above . '( 4:} Other ;person with an insurable interest in ,ou-This coverage is availabJe only if you .are unmarried .and do not ·have dependent children at the time your RCSBP election is ·made. 'Any ·person more .near] y related to you than a ·cousin qualifies as a beneficiary with an insurable interest in you. A •more distant~y related person may qual i fy if you provide proof that person benefits in some manner from your continued lite (a business partner, fur example}. (5) Former spouse -Cover.age ·may be made fur a furmer spouse when a member first becomes eligible to participate in the RCSBP; or a member who is providing coverage fur a spouse, or spouse and child, may elect to provide coverage fur a furmer spouse after divorce. Elections are voluntary and election certificate must be accompanied by a voluntary statement signed by both the member and the furmer spouse. d. Annuity iiiiOunt. (l) The monthly .annuity to your beneficiaries is 55% of an amount you designate as the base amount. The base amount may be your full monthly retired pay or any lesser amount (but not less than $300 unless your full retired ·pay is less than $300). The base amount fur an insurable interest beneficiary must be your full :retired pay. (2) The annuity to your beneficiaries is reduced if you elected either Option B or C. The reduction is based on your age at the time you made an RCSBP election and the age of the t-eneficiaries. and will continue indefinitely. (3) Certain Social Security payments a ftect the amount of an RCSBP annuity to a spouse (RCSBP annuity to a child or insurable inter.est person is not affected by Social Security benefits). When your ·spouse reaches age 62, the RCSBP ARPCP 45-22 1 January 1985 CHAPTER 8 RESERVE PAY AND ALLOWANCES 8-1. INTRODUCTION. This section contains expanded information about pay, allowances, and entitlements; Earnings Statements; allowable travel days,and processing actions necessary for inactive dutytraining and active duty for training tours. 8-2. ESTABLISHING YOUR PAY FILE. As you process into the IMA program, various documents are re quired to establish your pay file (certified copies are acceptable): a. TO For. W-4, Employee's Withholding Allowance Certificate. b. Marriage certificate if claiming "with dependent" BAQ. c. Birth certificates of your children, or divorce papers (decree and child support settlement) if claiming "with dependent" BAQ in behalf of children. d. AF Form 452, Parent's/Parent-in-Law'sDependency Statement, and affidavit, (if claimingdependent parents). 8-3. CHANGES THAT AFFECT YOUR PAY. a. If you have a mailing address change, or marriaye, birth, death, divorce, adoption, or other claim affecting dependency, you must notifyARPC/DROX, Denver CO 80280-5000. b. Promotion or time in service increases are automatically posted to your personnel record. 8-4. WAIVERS OF COMPENSATION OR BENEFITS. Reserve component members receiving pensions, disability compensation, retainer pay, or retirement pay from the US Government, may elect to receive either the benefits for their prior mi 1itaryservice; OR, if they specifically waive these benefits, the pay and allowances for their reserve duty. The VA will obtain the waiver directly from affected personnel. They wi 11 provide instructions to you. Members who fail to waive benefits may be subject to disciplinary action or prosecution. 8-5. SURE-PAY. You are strongly encouraged to participate in the electronic funds transfer system called SURE-PAY. You can apply by filling out an SF Form 1199A, Direct Deposit Sign-Up Form, or by letter request with an attached bank depositslip, and send to ARPC/DROX, Denver CO 802805000. This will authorize direct deposit of yoor reserve pay to the banking inst itut ion of yourchoice after your pay documents have been processed. AF Fonn 1965, Earnings Statement Air Reserve Forces, will be mailed to your home address. 8-6. TREASURY DEPARTMENT FORM W-2, WAGE ANU TAX STATU£NT. At the end of each year you wi 11 be furnished a TO For. W-2 covering your taxable income, deductions for Social Security, and with holding taxes. Income earned by reservists is taxable. Social Security is deducted from your basic pay while on active duty/active duty for training; it is fi)T deducted from inactive duty training (IDT) pay. Duplicate copies of the W-2 may be obtained from ARPC/DROX. To obtain a corrected W-2, contact AFAFC/MPP, Denver CO 80279-5000. The following list should help you with tax record keeping and planning: Taxable Income (Pay} Basic pay Hazard or flight pay Foreign duty pay Medical pay Nontaxable Inca.e (Allowances) Allowances (BAQ and BAS, FSA, VHA) Uniform maintenance allowance (officers) Reimbursed (exact) travel expense 8-7. INACTIVE DUTY TRAINING (IDT} PAY. Your reserve pay is divided into 3 categories, each with separate forms and procedures: 1) i"active duty training pay; 2) active duty training pay and allowances; and, 3) travel pay. ARPC/DROX is your reserve payroll office for the purpose of processing inactive and active duty training pay documents. Travel pay is processed at the Air Force accounting and finance office nearest your home. Here are the ground rules for inactive duty training pay: a. Inactive duty training pay is BASE PAY ONLY (p1us aviation career incentive pay (AC IP)for members qualified for aviation service). b. You will be paid 1 day's pay for each lOT of at least 4 hours' duration. If your IDT is for 8 hours or more, you will receive 2 days' pay. You cannot be paid for more than 2 periodsin any one calendar day (24 hours). c. You are not entitled to any travel pay to or from IDT. d. You cannot perform lOT while you are on an annual, school, special, or temporary tour of active duty. e. You can perform lOTs either before or after a tour. If you are fi)J conmuting to the tour, you must put the dates of the lOTs on t~P. AF Fona 1289, Application for Active Duty/Active DutyTraining, when you request the tour. If lOT's are not annotated on your special order, indicate them on AF Fona 458, Statement of Tour of Duty. f. You cannot perform IDT on the same day you are in travel staus as part of an active duty tour. 263 1 January 1985 81 ARPCP 45-22 TABLE 7-2 I BILLETIIIi AIR FORCE RESERVE (AFRES) AND AIR NATIONAL GUARD (ANG) PERSONNEL (reference AFR 90-9) I A B c D E F R then funding responsibility rests with u If the individual ts and btl lettng L provided ts untt ARPC E (see (see note 1) note 2) individual host base 1 an ANG or unit reservist with the goverrrnent qtrs X (see unit on weekend unit training note 3) assembly (UTA)(AF Forms 7 40 or 40a; NGB Form 105) contract qtrs 3 an individual mobilization aug-goverrrnent qtrs X mentee (IMA) or nonunit reservist on inactive duty status (pay or non4 pay status){AF Form 40a) contract qtrs 5 an ANG or unit reservist with the government qtrs X unit on annual tour in per diem 6 status(AF Form 938 (note 4) or contract qtrs X (see NGB Form 131) note 5) 7 an ANG or unit reservist with the government qtrs unit on annual tour NOT in per 7 diem status (AF Form 938 note 5) contract qtrs (see (note 4) or NGB Form 131) 9 an IMA on annual tour NOT in government qtrs X per diem status (AF Form 938 (note 4)) rz iii" contract atrs 11 an IMA, unit, or nonunit member goverrrnent qtrs X on annual or special tour as an },ndividual in per dl~ status contract qtrs X AF Form 938 1note 411 13 ANG/AFRES unit member or government qtrs X IMA on a temporar~ tour of active duty (TTAD (MPA man-day tour) in per diem status (AF - T4""" Form 938 (note 4) or NGB Form contract qtrs X 131) for purpose of supporting active dutv oroarams at host base 15 ANG/AFRES unit member or IMA on government qtrs X a school tour in per diem status (AF Form g38 (note 4) or NGB 16 contract atrs X 17 member of an Air Reserve Forces government qtrs X Civil Engineering Prime BEEF 18 team fn per dfem status and X deployed under AFR 93-3 (AF contract qtrs Form 9~(note 4) or NGB Form 131 1 19 member of an Air Reserve Forces government qtrs X Civil Engineering Prime BEEF team NOT in per diem status and deployed under AFR 93-3 (AF Form 938 (note 4) or NGB Form 131) X 7o-contract atrs 21 ANG/ AFRES member or IMA on TOY government qtrs X in a per diem status (DO Form 1610) 7z"" contract qtrs X X 23 an Air Reserve force member in a government qtrs ilr space-available status (see contract qtrs note 6) NOTES: 1. AFRES and ANG units negotiate billing procedures with the billeting office per paragraph 408d and AFM 177-102. 2. ARPC provides local AFOs with funding cite numbers annually. Riembursement for services provided is accomplished through host base accounting and finance office per paragraph 4-8d and AFM 177-102. 3. Members in inactive duty status cannot receive voucher reimbursement for lodging expenses. Billeting service charges should not be collected from these members and certificates of nonavailability should not be issued. 4. Some reservists may be traveling on a computer-produced AF Form 938. The automated order is valid even though it may not be specifically identified as an AF Form 938. 5. If the base negotiated to billet the unit on base and then later has to move them to contract quarters, the base is responsible for the contract quarters cost. Members occupying contract quarters at expiration of 6. Space-available billeting is at member's expense and not reimbursable. tour are responsible for additional lodging expenses incurred when they remain in commercial quarters. l64 84 1 January 1985 ARPCP 45-22 g. You must use only AF Fona 40a, Authorization for Individual Inactive Duty Training, to apply for IDT pay. This form is also used for documenting "points-only" IDT. The AF Form 40a is a pay voucher and must be filled out carefully, accurately, and completely. You will not be paidif information is missing or incorrect, you forget to sign it, or it is not signed and certified. h. If you have exceeded the number of allow able paid lOTs for the month (6), half fiscal year(16), or full fiscal year (24) (Cat B), you will not be paid but you will receive point credit. 8-8. OIECKLIST FOR INACTIVE DUTY TRAINING PAY PROCESSING: a. If you stay in government billeting (toinclude leased and contract quarters), provide a copy of the AF For. 40a to billeting. (You do not pay billeting charges •. b. Enlisted personnel may be required to furnish a copy of the AF Form 40a to the dininghall. to receive subsistence in-kind on IDT. (You oo not pay for the meal, but you will be required to sign the AF Fonn 1339, Dining Hall Signature Record.) Nonpay IDTs do not qualify for subsistence in-kind. If subsistence is notavailable, it is also not reimbursable. c. Send the original AF Fona 40a to ARPC/DROXfor pay processing, or to ARPC/DROP for nonpaypoints only. Ensure copy 2 is filed in yourtraining folder. Copy 3 is for your personal file. If you have to use a copy for billeting or the dining hall, be sure to make an extra copy for your file. d. You should submit your AF Form 40a within 48 hours after completion of duty. If you don't submit it, you will not get paid for it, nor will you get point credit for your training. Your W-2 will not reflect correct earnings and the annual point summary will not reflect the proper pointsand could show an unsatisfactory retention/retire ment year. e. Units with !MAs attached for training must send copy 2 of AF Fona 40a, to the, unit of assign~ ment for inclusion in the IMA management folder and for updating AF Fonn 1561, Individual Mooilization Augmentee Participation Schedule Worksheet. IMAs assigned to the sing1 e managed programs (JA, HC, SG and DRMP) should not send copy 2 to ARPC but keep it in the IMA management folder at the unit of attachment. 8-9. ACTIVE DUTY TOUR PAY AND ALLOWANCES. The purpose of this section is to explain the various pay and allowances yu are ent it1 ed to receive for your active duty tours, and what you must do to apply for the money and point credit. Until you submit the appropriate documents to the ARPAS payroll office (ARPC/DROX, Denver CO 80£80-5000), payment act ions cannot be started and point credit for your training cannot be credited. Sample forms and instructions are provided. IT IS UP TO YOU TO START THE VARIOUS ACTIONS WHICH WILL RESULT IN A PAYCHECK FOR YOU AND POINT CREDIT FOR YOUR TRAINING. a. Base pay is based on your grade and yearsof service. If you perform duty for less than 30 days you will receive 1/30th of a month's pay for each day of duty. If you are on duty for thirty or more days, either· on one set of orders or consecutive tours (back-to-back), payment will be based on a monthly rate (30 days equal one month). The period of time you are paid for is determ·i ned from the orders and the llf Fona 458, Statement of Tour of Duty. b. Basic allowance for subsistence {BAS). Officers, and enlisted personnel with BAS authorized on tour orders, will automatically be paidBAS for each day of active duty. c. Foreign duty pay (FOP) is payable to enlisted members performing duty in certain placesoutside the contiguous 48 states and the District of Columbia. Designated places are listed in the Department of Defense Military Pay and A11 owances Entitlements Manual, Part One, chapter 6. Enlist ed members are eligible if they are not residents of that area and are on duty in that area for eight days or more. Enlisted members who are entitled to FOP must check the Foreign Duty Pay block on the AF Form 458. d. Aviation career incentive pay (ACIP).Reserve officers qualified for aviation service are entitled to ACIP if they occupy flying posi tions, have passed those "gates" which require specific years of aviation service, and remain medically qualified for aviation service. (AFRs35-13 and 60-1) e. Incentive pay for hazardous duty (HDIP) is payab1 e to members authorized and performing hazardous duty (demolition, experimental stress. leprosarium, and so forth). The orders for active duty from the place where duty was performed must state that hazardous duty is to be performed. This certification must accompany the AF Fona 458. Nonrated aircrew members must hold current aeronautical ratings, meet monthly flying requirements, and maintain medical certification to be entitled to HDIP. f. Special pay for physicians. Air Force Reserve physicians are entitled to monthly special pay ( $100 or $350) for a11 active duty tours. regardless of duration, provided they, at some time in the past, served one year or more continuous active duty as medical officers (except for dentists, optometrists, and veterinarians). g. Leave. If you perform active duty for thirty or more consecutive days, including allowable travel days, you accrue leave at the rate of 2 1/2 days per month. The thirty or more consecutive days may be performed under one order or con-secutive (back-to-back) tours. Leave must be taken during your tour of duty, not before or after. (1) To request leave: ·use AF Fona 988, Leave Request/Authorization, and have your supervisor call ARPC/DROX, AUTVON 926-4961, to obtain a leave contro1 number. Ma i 1 Part II I of AF Fon1 988 to ARPC/DROX as soon as you have obtained the leave control number. 265 ·ARPCP 45-22 1 January 1985 '83 BASIC PAY BAQ I FSA , BAS INCENTIIIE PAY 850106 850119 :g UNIFORM ALLOW. Z SPECIAL PAY 'i" ' , Z TRAVEL PAY ~-ACCRUED 'LV F OTHER ENT T p A D A 21' 'TOTAL FITW TAX 1000 --·· ~FICA TAX 1000 ~ 0 SOLI JOAN K SMITH 4ro·~ fi OTHERDED 789 HANK AVENOE s WATERBURY :cT 06720 1!!,1-----=:=cc----l '2400 _ TOTAl 216po M FOAM 1186 JUN U PREVIOUS EDITIONS ARE OBSOLETE --ITATDIINT Alii IIUIIIVI! I'OIICU _(FRONT) ~ ~ ~.:p:.~::!~!:=~~!:=:wn on thb atatement to reconcUe your pay. If you hav_e any · qu•dona about your pay, take earnln11 1tatement and all related form1 and documentl to your ARPAS payroll omce. . ~--~ NOTE: TO ENSURE PIIOIIPT RECEIPT OF YOUR CHECIC AND ' -.•--~- EARNitiGS STATEMENT, YOU SHOULD IMMEDIATE· LY ADVISE YOUR ARPAS PAYROLL OFFICE OF ANY. ' CHANGE IN YOUR ADDRESS OR STATUS. -~-''. '' ' ·' (BACIC) Ftgure a-;.1. Af Fo111 1965. Eam1ngs Statalent Air 'Reserve Forces. This form is gener-ated at the Air Force-Accounting and Finance Center and is usually mailed ·with your check. (Members -.ith SURE-PAY accounts receive only the AF Fonn 1965; their pay goes _ ·directly to the'if:tnanc:tal institution of choice.) an ··S&LI maxim1111c-o~erage-for $35,000.00 will be deducted unless you· 'lave filed election ·'for lesser:.cover.age. 266 ARPCP 45-22 1 January 1985 t.DATE PIIEPAAID~ AUTHENnCAnON OF RESERVE STATUS FOR DAVEl EUGI.UTY 2 JAN 85 :t NAME (lMt Rrlt,..., S.SSN BARRINGTON, JOSEPH C. 04 USAFR 000-00-0000 6. UNIT/COMMAND NAME 7. UMTICOMMAND ADDIIESS HQ MAC/DPB SCOTT AFB Il 62225 II not for per1011111 getn. or In connectloll with ~ or In the United SUta. a. t. DATE SIGN!D tr\'MMDDJ 3 JAN 85 nt member and II eligible for .,_...valleble transportation on DoD-owned or con """..0..._'-'-"-·~·ll.andllauthortzedtosotravelfrom 2 FEB 85 to 22 FEB 85 tO. Date (YYIIWDO) ''. Date(YYMMJOJ tS. DATE SIGNED (\'\'MMDfJJ CLINTON, ALEX T. 7 JAN 85 DO Form 115J.MAPR Figure 8-2. DO Form 1853, Authentication of Reserve Status for Travel Eligibility. Completion instructions: Item 1. Date the form is prepared. Item 2. Name of applicant. Item 3. Grade of applicant. Item 4. Applicant's branch of service (abbreviation). Item 5. Social Security number of applicant. Item 6. Unit of assignment or attachment. Item 7. Address of unit of assignment or attachment. Item 8. Applicant's signature. Item 9. Date applicant signs the form. Items 10 and 11. Inclusive dates of travel authorized. (Must not exceed thirty days ·from date of issue.) Item 12. Signature element of unit commander (or designated representative) who is verifying the reserve status of the applicant. Item 13. Pay grade of person whose name appears in item 12. Item 14. Signature of person whose name appears in·item 12. Item 15. Date signed by person whose name appears in item 12. 267 ARPCP 45-22 1 January 1985 (2} When leave fs completed, Part I fs then completed and mailed to ARPC/DROX, Denver CO 80280-5000. Part II is your copy. {3} If you do not take leave you will receive payment for unused leave approximately three weeks after the tour is completed. ·If you serve consecutive tours of over thirty days each, and have unused leave for the tour, you may request payment for unused leave for the first tour after it has been completed or you may continue to accrue leave. h. Selling bact accrued leave. There is a limit to the amount of leave you can sell-back during a career. Leave accrued and sold back since 10 February 1g75 cannot exceed 60 daysthroughout your career. When it exceeds that point, you will be in a use or lose leave status for all accrued leave. (DOD Pay and Entitlements Manual, para 40401} 1. F•ily separation allowance (FSA) is payable to members under certain conditions for added expenses incurred because of enforced separationfrom the family of more than 30 continuous days.FSA is payable at the rate of $30.00 per month, prorated at $1.00 per day for each additional day. To be eligible for FSA, transportation of dependents cannot be authorized, the member must be outside commuting distance, dependents must be part of member's househo1d maintained for them bymember, and dependents cannot visit member for more than 30 days. Appl feat ion for FSA is made on DO For. 1561, Statement to Substantiate Paymentof Family Separation Allowance. Send to ARPC/DROX attached to AF Form 458 at the end of tour. j. Basic allowance for quarters (BAQ) is one of the most difficult areas to determine properentitlements. You may be entitied to receive BAQ with dependent rate, without dependent rate, at partial rate, or ,you may have no entitlement at all (see table 8-1). k. Variable housing allowance (VHA) is payable for all active duty tours of more than twentyweeks. It is paid to members who are receivingBAQ at the •with. dependents" rate; and also to those receiving BAQ, "without dependents," who do not live in government quarters. The rate payableis based on the BAQ rate for your grade, times the cost of 1iving factor for the ZIP Code of yourduty location. 1. Per dia. and travel allowances. These payments are made by the accounting and finance office (AFO} based on submission of DO Fona 1351-2, Travel Voucher or Suovoucher, designatedin your orders. Advance per. diem and travel maybe applied for at any AFO upon presentation of your orders. (1) Tours of less than 20 weeks within ~ting distance (AT, ADT. ADS, fi'A •an-da,y). (a) When your home and duty station are located in the corporate limits of the same city or town, no travel or per diem allowances are payable. (b) When your home and duty station are not located in the corporate 1imits of the same city or town, but your orders show you wi 11 conmute; or if you conmute, regardless of distance, travel allowance is limited to one round trip mileage of 18.5 cents per mile per tour. The orders issuing or approving official makes the conmuting distance determination. (AFR 10-7,Administrative Orders, chapter 3} (c) If your commander requires you to remain at the duty station overnight. your orders may be amended. Subject to availability of government quarters and government mess. per diem allowances are paid for the nights you are required to remain overnight. (2) Annual tours (AT) outside commuting area. (a} If government quarters and government mess are available, no per diem allowances are payable. Travel allowances in this situation are paid under PCS conditions. POV travel is 18.5 cents per mile. When members paythe conmon carrier transportat ion expenses. they may elect reimbursement at the actual cost (leastcostly service by conmercial air), plus per diem, or mileage at the rate of 18.5 cents per mile, unless government issued transportation (TR} is directed. (b) When government quarters or government mess are not · available, per diem allowances are payable. Travel allowances in this situation are paid as for TOY. POV travel is 16 cents per mile, plus per diem allowances for the conmon carrier time necessary to reach the dutystation at the required duty. time. When 111embers pay the conmon carrier transportation expenses,they may elect reimbursement for the actual cost (least costly service by commercial air}, plus perdiem. (3) Special and school tour (ADT. ADS)entitle.ents are the same as shown in para 8-91(2)above. except per diem is payable at all times when outside communting area. 8-10. LENGTH OF TOUR. You may not start your tour of duty oefore the time/date specified in your order and duty must be completed on or before the date specified in your order. Payment and point credit for any time outside of the times/dates in your orders, other than allowable travel time, will be denied unless your orders have been amended to reflect a change of tour date. 8-11. TRAVEL INFOOMTION. Your order specifiesthe military and conmercial modes of transportation you are authorized or directed to use in traveling to and from your duty station. a. If type of travel is authorized, in lieu of directed, you may travel at any time youdesire. You are normally not required to travel between 2400 and 0600. If you elect to travel byprivate auto and your actual travel time exceeds the allowable travel when entering or leavingactive duty. you are not regarded as being in a 2l58 1 January 1985 88 ARPCP 45-22 (THIS FORW IS SUBJECT TO TH£ PRIVACY ACT OF 1974 • SE£ REVERSE) (Compwle by typeumler, in~. or bail 10. l'fJH DO L1S#: (),\'L Y TRAVEL VOUCHER OR SUBVOUCHER point P•n 1Pll.E3S H.tnDI .!o r.ol """ p ••"' 0, GOVT OI'IN 1184 ~~· Hottl C&oc•J .,.., lt•l•; Cu,. .,.4 Colltttr)', .rc.J g ! s .l,_r-"J:"u"lrf-:c:-:;n-""',.-f-;===c:-,.,.r-----j,T·r~IJ+"-<~~~ LOOGONQ ID" Mill I'' IV o•• 1000 Denver co 20Au~ ::: 2035 Denver CO ........ ~.~., [Y ......... HWHH. I? ... .... I. NATUIIIII (1,.~X~TION Jl..TC!,.AIMeO ALLOWIO DATI '~"V ._AIIYDP •AYMPT PorOiem ,._ ~ Relmburuble Expensot OUI Entltlemeftt 7. TO Lea Previoue Pavmentt Denver CO San Franc1sco CA Lou Voucher Oeduct:ione ~mt Chertee~ to Acctt Clea R-4,068,745 AND RETURN t1. PAYWINT 015111110 III c"aca OcAIN .... ... ... , POC TIIIIAVlL: 0 PASS(NGIIIII U. lAS IIIIATI .,DATI l-'+ I h«eby claim .any imount due me. Th• .tatemenls on r~c•. r•\·•n•. and attach•d ~• true a:~d compl•t.o. P2ym•nt or credit hu not ~••n receiYed. 1'5. ACC:OUNTIN(i, C:LAS31FICATION 16. COLLECTION QA.TA 1J.CQ:o,~!PVTlO ,y Ioo •vo.r;o >• ,.. £zco:;)~:~11 :o SF' 1012 .Jru1 I 0 I :.aPREVIOUS EDITION IS OBSOLETE opprou~ :»,. NARS. GSA Aprlll J;"J. Figure 8-3. Travel Voucher or Subvoucher. (Front) 269 1 January 1985 ARPCP 45-22 military or travel status for any time in excess of the allowable travel time. b. If type of travel is directed, ARPC/DROC will issue and mail the airline ticket to you with your orders, unless you specifically request to use a local SATO. 8-12. MILITARY AIRCRAFT lRANSPORTATION. If travel by military aircraft is directed in your orders, you must travel by military air or obtain a statement from the military base passenger terminal that military air is not available. If you do obtain such a, statement, you may then travel by commercial carrier, but be· sure to attach a copy of the statement to the travel voucher (DO Fo~ 1351-2}. 8-13. SCHEDULED AIRLIIE TICKET OFFICE (SATO}. If you ask to travel by commercial air or are directed to travel by commercial air because of cost considerations, an airline ticket will be sent to you with your orders fran the SATO at ARPC. If you wish to get your own ticket through a local SATO, please so specify on your Af Fom 1289. Your orders will still direct government procured commercial air, but no ticket will be sent. Air travel is directed because there is no statutory authority to limit mileage reimbursement when air travel is less expensive than mileage reimbursement. If air is directed but not used, no other travel reimbursement is allowed. Unused airline tickets thai are returned must be accompanied by a letter of justification if orders are to be amended to allow other reimbursement. The decision to amend· the orders will be based on the information provided in the letter. 8-14. SPACE AVAILABLE TRAVEL. a. Active status reserve members who participate for pay or points are eligible to travel space available on DOD owned aircraft. Members are required to have a red lD card, DO Fo~ 1853, Authentication of Reserve Status for Travel Eligibfl ity, and travel in uniform. We recommend you contact your local traffk management office for information and guidance (DOD 4515.13-R, chapter4). b. DO Fol"'l 1853, Authentication of Reserve Status for Travel EHgibility, is used to verify the eligibility of a reservist to fly space available on military aircraft. It is prepared in· 2 copies and signed by the reservist ·and supervisor. The original is kept by the reservist and one copy is maintained by the supervisor. This form should be accomplished in advance of travel (figure 8•2) and is valid for only 30 days fran date of issue. 8-15. TRAVEL TIME. You are given additional active duty time for travel when necessary. This is generally determined as shown below: a. Tours less than 30 da,ys: The lesser of time actually used or the actual or latest commercial air schedule to or from your duty station. b. Tours .,re than 30 da,ys: The 1esser of time actually used or computed as though performed surface transportation unless POV is specifically authorized. In this case it is one day for each 300 miles. See DODPM table 1-2-4 for more detailed information. 8-16. INSTRUCTIONS FOR TRAVEL VOUCHERS OR SUBVOUCHERS. Submission of DO Fol"'l 1351-2, Travel Voucher or Subvoucher, is required for payment of authorized travel allowances and per diem. If your orders specify that you live within the corporate limits of your active duty station and will commute, you are not entitled to travel allowances or per diem. a. Entries on this form should agree with those on your AF Fol"'l 458; however, the itinerary may be more detailed on your travel voucher. b. Refer to the sample DO Fom 1351-2 (figure 8-3). Definitions are on the reverse side of the form. c. Itinerary (block 1). Enter intermediate stops if you change mode of trave1. Note that taxi fares to and fran airport are reimbur:.dble and may be reported in b 1 ock 5. Refer to the reverse side of the form for symbo1 s for mode of travel and reasons for stops (blocks 25a and 25b). Indicate number of meals used, referring to definition on reverse side. It is not necessary to 1ist and meals provided by commercial airlines or purchased in commercial establishments. d. Non-govern.ent quarters. Attach a copy of DO Fol"'l 1351-5, Government Quarters and Mess (reference para 8-16g, below), and your lodging receipts(s) to your travel voucher (DO Fol"'l 1351-2). e. Reilllbursable expenses. Enter any reimbursable expenses. Reimbursable expenses include the following: (1) Tickets purchased for transportation. (Enter amount and attach receipt.) (2) Taxi fares to and from airport, including tip. (3) Porters fees (sky cap). (4) Parking fees (e.g., if you park your car at the airport terminal). (5) Transportation fran home to a commercial airport i.s reimbursable for the round trip distance when a privately owned conveyance is actu a 11 y driven the round tip to and from the airport (e.g., if your spouse drives you to the airport) providing this does not exceed the usual one-way taxi fare, including allowable tip.. Enter the round trip mileage in the ITINERARY block 4, POC Miles. f. Transportation request/Ileal tickets used. If a transportation request (TR) was used, list and attach AF Form 529, Request for Air Carrier Service, to the DO Fona 1351-2. If TR was obtained but not used, it must be returned to a traffic 270 ARPCP 45-22 1 January 1985 management office. This also applies to partially used tickets. DO Fo,.. 730, Receipt for Unused Transportation Request and/or Tickets Including Unused Meal Tickets, will be issued by the TMO and must be attached to the DO Fo,.. 1351-2. The same instructions apply to meal tickets issued and used or returned. g. Per diem. If your tour was performed at a base where government quarters exist but were not available for use during your tour, obtain a com~leted DO Form 1351-5, Government Quarters and Mess, from the base billeting office. Attach the DO Fonn 1351-5 and your lodging receipts to DO Form 1351-2. These documents are required to support payment of per diem. If your tour is performed at a base where government quarters do not exist, submit your lodging receipts with your travel voucher to your AFO for payment of authorized per aiem. (See para 8-7 for tours in conjunction with lOTs.) h. Actual Expense Allowances-Certain locations have been designated high cost areas. The allowances will not exceed the statutory daily maximum. Members can elect to claim daily actual expenses not to exceed these amounts, or receive the standard per diem allowances. When claiming actual expenses, attach daily expense record to your travel claim. DO Fo,.. 1351-3, Statement of Actual Expenses, has been designed for this purpose. IIOTE: Does not apply during the flat rate per di~ test. i. Billeting Service Charges-VOQ/VAQ/TAQ charges are determined according to AFR 90-9. Bachelor and Transient Quarters (see table 7-2): (1) Members will not pay the billeting office while on an annual tour of active duty at an installation that has both government quarters and mess available, or for leased or contract quarters. NOTE: In this case, the billeting office will obtain reimbursement for cost of service fees by submitting a copy of your order with Sf 1034, Public Voucher for Services Other Than Personal, to the support AFO. (2) Members wi 11 pay the service charges to the billeting office and obtain reimbursement on travel vouchers when any of the following conditions are present: (a) While on annual tour of active duty at the base where either government quarters or government mess are not available. (b) While on a special, school tour, or temporary tour of active duty. (c) While in TOY travel status. (3) Members performing inactive duty training (lOT) and staying in government quarters (to include leased or contract quarters) do not pay billeting service charges. The billeting office will obtain reimbursement for cost of service fees by submitting a copy of your Af Form 40a and order to support AFO. If the installation does not have or cannot provide quarters facil i t i es, accomodat ions are at member's expense and are not reimbursable. ( 4) Members performing more than one tour at the same installation, but with a break between the tours, are not eligible for billeting during the break period. j. Attachments -Ensure you attach the following to your DO Fon1 1351-2. Travel Voucher or Subvoucher: (1) Three copies of your orders. (2) Supporting forms such as: AF Fo,.. 529, Request for Air Carrier Service, or passenger name record if a TR was used; DO Form 730, Request for Unused Transportation Request and/or Tickets Including Unused Meal Tickets, if all or part was returned unused; and DO Form 1351-5. if applicable. (3) Receipts for all reimbursable expenses of $25 or more. (4) Lodging receipts. k. Connute -If your orders require you to COillllute and if, in fact, you did co11111ute. you are entitled to one round trip from home to duty station and return home. Indicate this by making the statement below your itinerary "Co11111uted daily from (date) to (date)." 1. lOTs in conjunction with AT. ADT. ADS or fii»A 11an-days -Indicate on your orders or by an additional letter, that per diem allowances are NOT to be computed for the IOT port fon of the tour. m. Obtaining payment -Submit to the accounting and finance office of the military installation designated on your orders. Do not send to ARPC. It will be returned to you and si•ply delay payment. You may file the travel voucher in person or by mail. Your AFO maintains record of your travel payments. You must notify the AFO when retiring, separating, or moving to another area, so they can close out your record. 8-17. Af FORM 458. STATEMENT OF TOUR OF DUTY. Tne Af Form 458 is the primary source document for pay and point credit. This form and supporting documents must be properly completed ·and submit ted. A separate AF Form 458 must be completed for each tour order received. A facsimile of the N Form 458 is printed on the right hand side of your computer generated orders. The AF Fom 458 wi 11 continue to be used with all manually produced orders. The following subparagraphs show when to submit the AF Fon1 458. Figure 8-4 shows a sample AF Fo,.. 458 with specific instructions for comple tion. The AF Form 458 must be accompanied by one copy of the tour orders. a. Tours of less than 30 days. The Af Fo,.. 458 CANNOT be submitted until the tour is comP1ete. Advance cert ifi cation for special I school tours is not authorized. One AF Form 458 for the entire tour is submitted within 48 hours after the tour is complete. 271 ARPCP 45-22 1 January 1985 INFORMATION REQUIRED IIY THE 'RIVACY ACT OF llH AliTHORITY: 5 U.S.C. 5i01·5H2, 37 U.S.C. 404·427, •nd E.O. 9397. PRI:'ICIPAL PCRPOSE: t:..,d tor reviewina, approvin1. accountina and disbursin;t for orrkill tronl, SSN il uMd to m&inbin 1 numeric:al identification system tor individu>l claim!. ROUTISE t:SES: To subobntiate claims for reimbursement for offici>! travel. OISCLOSCRE: Volunbry. F•ilure to furnish inforrnation requc:sted m>y result in tobl or p.utial denial of amol!nt· claimed. 22. CLAIMANT"S STATEMENT a. I hue identifie.d on the face of Uus voucher all travel in connection with le•ve, deby en rc::~e or tnvel to home or perm>r•n! lbtioa for personal reaaons. b. I have not claimed a.ay allowances for travel, transport>tion and/or TOY for which I have or will receive reimbul"'..ament from my other a&ency or the U.S., Forei&n Government, or the United JS'ations, exce;>t •s specific::lly autho:ized by the Secret:.ries coacemed. c. I hereby uaien to the United Sbtes •ny r!ghl::l I h•ve against other P>rties in connection with :~eimbul'"~ble cs drily respoasible for payment of ita operatin& expenses. 23. REQUIRED ATTACHMENTS {.,., '\.\: L OriainaJ or copies of all true! orden and amendmenta. ~~V b. TraYeler'a copy of transportation requesta and MAC authorizations used. ~V c. Receipta from trcnsportatioa office for unuud tnnsportation request, tot>!~• . nuoed curien' tickeb, and unu:;edmal ticketa. d. Receipta from carrien, copies of ticketa, or required certific:tions if cost oft ortation is claimeil::f i:~~': when cbim for re;mbl!n:ement inclurl~s t::vel on "" ~ctl.:>l e"pens~ !>:::;;.. 24. DEDUCTIBLE MEALS Mc:liscor.:;umed t~· :1 mem~r;·e~p!c)·ce w:!e:-: >.. ~is:1ed with o:-v.·!t~c:..: ch:ri~ ~oo:ci~e:u ~::> =-~ o.~'!c::al ~::;!'l!:':ent ~:,· :c~~~= other tl:1::11l Government mes:~. :Su JTR, Fe:~. App.. J cr:d \'ol. 2, App. D ,'cr cef'.."itio" of Dduc!i/::i~ .\!e~l:.) :O.:ub i":r.'-'"'= on col!'.r.tercial ~ircr:~tt or b7 priv:~te individuals ue not considered rled::c::b!e rn•:i:. SYMBOLS :l.!EANS/MO.DE OF TRAVEL REASONS FOR STOPS nRST LETTER SECOND LETTER ! (1) TRIIOSP" REQ ·-..-....... T (5) At/TO ............................ A j (1) AWAI'l'I~G TRSSP~ .............................................................. AT (:) GOVT TR!iSP~ ..-........ G (8) Bt;S ................................ 8 I (2) LEAVE [~ ROt;TE ................................................................ LV (3) :.nSSIO~ CO~IPLETE ............................................ _ (o•n e%JNru.J (I) RAIL _......................... a (4) AUTtiORIZED DELA'l .......................................................... ,,D (3) COML TRNSPS -···--C {7) PLA.'IE ··-·-·--·····----P .......... ~-fC (4) PRIVAT.ELY.OWNED (9) VESSEL ........................ V (&) TEMPORAR'l DliTY .............................................................. TO CONVEYANCE---.. P (10) MOTORCYCU:......._.... M 2LIIEMAAKS ~27~·-------------------~AP~P~A~OrV~E~D~F~O~R~P~A~Y~M~E~N~T~tW~h~o~n~~~q~u~i~~d~~~'~i~nd~l~ud=·=u~~·~·~~i<=•~n~t~u=~~~·=·o="~'~--------------------·-- DATE SIGNATURE OF AUTHORIZED APPROVING/CERTIFYING OFFICER DD Form 1351-2 [reverse side] Figure 8-3. Travel Voucher or Subvoucher. (Back) !72 92 ARPCP 45-22 1 Janual"y 1985 \ INITRucnONI TO MEreER Prepore AFForm 468 for all toun ofactiue duty in oritiMI only, unl•you t1aiN o copy. O,mpl•fl olllflml. Aellw cluC)IefiiiiOII ""',. ,..,.,,_"'-""'ont.11 ...,1011 NPOif ,,.,tw•cr•,.,..,....,_to anotll.,clut)lefiiCIOII, Autllorlt)l OI'Ur IIUIIIhr, ...,.,lltlclq.,.,.,., llllfUfil, Horne.t._ Yo..ocl4rM • ellown Ill orde11 IIIII (rom orto •Mill ,.,.,It,.,.,....,. W..,oMc*IN1111A,B,orC. lt1Mrw1 Co111pltte IIIM""'1 of,_,ll"fomwcl. PlltST I.ITTKII 8IICOND I.ITTKII l. TRNIPN RIQ T I. AUTO AI. QOVTTRNIPN Q 1.8UI I. COMI.TR...... c 7, fti.ANK • ,_......-.~ II I. RAil.4, PIUVAft VEHICLE , t.VDKI. "v •u.a.eo___,_a Ffgure 8-4. AF Fonn 458. Statement of Tour of Duty. (Back) 273 ARPCP 45-22 1 January 1985 c•- ANG STATEMENT OF TOUR OF DUTY (See lrutnu:tlo111 on rwwrw} USAFR AUI'HORITY: 37 USC, 101 et •q; E"ecutlw Order 9397, Nowmber 1943. PRINCIPAL PURPOSE: To .,pport payment (or actlw duty performed by a member of the Air Re..w Force• (ARF}. ROUI'INB USES: Tllla Information Ia ,...d to wrlfy all actlw duty performed by an ARF member unle• ...ch duty Ia uerlfled by a unit .,._,actlue duty fnllllliV llat or the member Ia a non-prlor-MMJke enllatee on the initial activity duty tr'lllni,.. tour. Form Ia Wfltl by the /lfiYroU office (or .,bmiMion ofpay tr'llnaactlona to AFAFC. SodJI aecurlty number (SSN} will be ...tt to provide poaltlw Identification. DISCLOSURE /8 VOLUNTARY: Fallur. to provide thla Information will r.eult In nonpayment o(pay and allowance• (or thia tour. DIM:'-o(BSN Ia uohmtary. OltADa SOCIAL SSCURITY HUM.SR HAM. (Loot, flrwl. Ill/) I COL 000-00-0000 OOE, JOHN R. ACTIV. DUTY STATION AUTHOIItiTY (Attach orfNrw) LOWRY AFB, co RO JA-10292, 1 JUL 84 HOM. ADDR.SS (Include ZIP ......) LOCATION OP' HOM. (CII•clll on•) A. 0 HOME AND ACTIVE DUTY STATION WITHIN CORPORATE LIMITS. 1212 Langley Lane B. 0 HOME AND ACTIVE DUTY STATION NOT WITHIN SAME CORPORATE LIMITS BUT WITHIN COMMUTING DISTANCE. Alexandr1a VA 23625 C. (JI HOME AND ACTIVE DUTY BTATION NOT WITHIN SAME CORPORATE LIMITS AND OUTIIDI COMMUTING DIITANCE. ITINERARY LOCAL TIMI 114 ~our eloc•) MODE OF PLACE TRAVEL (·-· Aettvll~. Cit~ olld Sltolto; Cll~ and Counll")l, ole.) HOUR OAY MONTH (Boo A • c D .........) DEPAIIT Alexandria VA 1545 2 AUG TP AIIIIIVE Denver co 2017 2 AUG DIPART Denver CO 1530 -~ AUG TP AIIIIIVE Alexandria VA 2210 14 AUG ADDITIONAL ENTITLEMENTS OR CHANGES (Choc~ applicable bloc~ and oltac~ ••Ppo•tfn• documenb) I ADDII...CHAN08 IaAQ (Sinrr. memb•NJ nAil I I I OTH811 IaA• (Airm•nJ 1 P'Ofi•IGN DUTY PAY (AirmQn) I I MEMBER'S STATEMENT I certify tltat /#taw complied with attached order, that the facti arw jull and true in all reapecte, and."'111t I ""·IJI! not rec~lwd payment. I further certify that IIIIGI/waa 110t in receipt ofa penaion, a diaJbility compenaation, or retired/retainer pay (rom the Gowrnm•nt of the United Stahle and on AF Form 1962 haa be•" filed to prop•rly waive 1uch comfHnaatlon (or the period etated in the attached ordera, if applkable. I further certify that If I am a Federal •mployu that I WGI on authorized leave durirtl tht period etated in the attached order"l. I (do/® 11ot} IIGve a,_drawinll B.AQ (or the aboVO! time period. DATil AUG 841SIGHATURS 01' MSM.... 14 CERTIFICATION I certify that the aboue member (or duty at OZ30 hour"lon 3 AUG 84 and/or waa rei-d (rom duty 1400 14 AUG 84 at houri on C,._. OM If,...,...,. II Mini ,.....,.d ('rom 0111 acth... duty tour of 30 doyt or more. 0NO LEAVE WAS USED DURING THIS TOUR. 0THE ABOVE MEMBER USED DAYS LEAVE DURING THIS TOUR. lt.MAIIKS v'·J N/A ~~r" \'., s~~\ ·~-~~L-J TYPIID NAil II. GltA.DII AND TITLII OP' P'IIRSON TO WHOM MIIMell" SIGNATUNa RIIPOIITS P'Oit DUTY AF ,::;":. 458 Figure 8-4. AF Fon11 458. Statement of Tour of Duty. (Front) 274 94 1 January 1985 ARPCP 45-ZZ TABlE 8-1J !Wilt AU.OIWIC£ Rll ~TERS (BAQ) I lI A B c D E F I 11AQ with IIAQ wt thout IIAQ llo IIDc-s •tell -t E Status of resentst dependent dependent rebate entttl be .....ttted wtthrAte rAte r1te IE Forw 458 1 Reservist has primary or secondary dependents and does not ( See llote 4)occupy government family quarters with dependents. lndi-Biennial certification 11afled vidual may be assigned or occupy BAQ/VOQ/VAQ. (See llotes 1, X out in the May 84 lJ>DATE. 2, l) 2 Reservist has primary or secondary dependents and occupies IE Forw 5!M or certificate of government family quarters with dependents. I occupancy from base hous tng/billeting. 3 Reservist and spouse are both on active duty, with (See llote 5) reservist claiming primary or secondary dependents other X than spouse. and not residing in goverrwnent family quarters. 4 Reservist and spouse are both on active duty, without ( See llote 6)dependents, and not rest,ing in govermoent family quarters. X 5 Reservist in grade E-7 or above, without dependents, and ( See 11ote 7) not occupying government quarters. X 6 Reservist ts · •1 grad; ·.. hout dependents, and not None. Automatic pa)OII!nt with occupying VOQ/80Q/VAQ. X base pay. 7 Reservist ts grades E-1 -E-6, without dependents, offered Statement from reservist but elects not to reside tn VOQ/BOQ/VAQ. X (See lote B) 8 Reservist in any grade, without dependents; orders state Not required. "will conmute." I Reservist in any grade, without dependents, and government Copy Ill FOI'II 1351-5 quarters are not available. ' X (See llote 9) 10 Reservist in any grade, without dependents, and performing Not required. duty at a non-mt litary locat ton and A quarters. X 11 8 quarters contracted. Statement on IE Forw 458 thatX member rest des in governmentcontracted quarters. Notes: 1-Primary dependency relationship includes a lawful spouse; legitimate unmarried children under Z1 years of age (or children legitimized by marriage ofblood parents, including children in the custody of divorced spouse if support is provided by reservist); adopted children under 21 years of age wnencertified court adoption papers are available and the child has no income tn own right; or a stepchild who is, in fact, dependent on the reservist for a substantial portion of support and the child has no income tn own right. z. Secondary dependency relationship includes a spouse tn case of common-law marriage, purported marriage, marriage by proxy of telephone, remarriage agewithin prohibited period after divorce, or marriage when either party obtained a foreign divorce; illegitimate child; a child legttmtzed by court order; adopted children or stephchildren who have an independent income, or who receive income fran any source other than the member; adopted childrenwhen there are not properly certified final court adoption papers; children 21 years of age or older who are ummarrted and are incapable of self support because of mental or physical incapacity; all parents, including "in loco parentis;' or any dependents where relationship or dependency tsquest tonable. 3. When any dependency exists, such dependency must have been approved prior to payment of BAQ at 'with dependent• rate. Only one dependent must beapproved. Addt t tonal dependents do not increase the rate of payment. Support t ng document at ton such as certtfied copy of marriage certificate, birth certificate, or court document must be submitted to establish an initial entitll!lll!llt, when relationship changes to establish a new basts of entttle-.t, or when an entitlement previously existed and relationship changes so 111 entttll!lll!llt exists. Additionally, an entitlement based on parental or illegitimate child relationship ts valid for only one year and must be resubmitted annually. 4. If dependency has previously been established for BAQ at "with dependent• rate, recertification must be submitted every two years to recertify that dependency still exists. No documentation such as marriage certificate, birth certificate, court document, and so forth, ts required unless the dependent ts a parent or illegitimate child. 5. A menmer cannot claim a spouse who ts on active duty but may claim such spouse during periods when the spouse is not on active duty.reflect full fdentfffcatfon to include SSN. IE fON 458 must nane and service component of a spouse on active duty. TheM For. 458 should have a statement attachedas to whfch meU>er clafms other dependents (such as children) 1f both are on active duty. 6. """'ber (reservist) tn this category is considered without dependents and the /IE Forw 458 must reflect a statement of nonavailabiltty or oonoccupancyof BOQ/VOQ/VAQ and be entitled to BAQ at 'without dependents• rate. Must be grade E-7 or above and not entitled to BAQ at 'with dependent' rate. Include SSN name and service component. 7. Member may elect not to use govermoent quarters and be entitled to BAQ at 'without dependent• rate. Must be grade E-7 or above and not entitled to basic allowance at "with dependent' rate. This will affect travel reimbursement for quarters if government quarters were available. IE Forw 458 must reflect a statement that government quarters and contract quarters were not used. 8. A member E-1 -E-6, without dependents, who ts offered government quarters but elects not to use such quarters, ts oot entitled to any BAQ. A state in letter form from the reservist stating he did not use government quarters, although such quarters were offered, should be attached to the IE FOI'II 458. g. If government quarters are not available, a Ill Forw 1351-5, Government Quarters and Mess, must accompany the IE Forw 458. 275 ARPCP 45-22 1 January 1985 b. Tours of 30 days or longer. ( 1) On the first duty day of your tour (not the allowable travel day) you may completethe AF form 458 in its entirety with the exception of these 2 parts: (a) Itinerary section--depart from duty station and arrive at home. (b) Certification section--released from duty at ----hours_ on ---- Have the reporting official certify by signing that you reported for duty. Send to ARPC/DROXwith a copy of your orders attached, to start your PQ on the regular pay cycle (15th and 30th) for the duration of your tour. (2) When you have completed your tour you must submit a second AF Form 458 with orders attached, to end your tour pay, compute any leave accrued and allowable travel days. Again completethe form in its entirety with the exception of these 2 parts: (a) Itinerary section--depart from home and arrival at duty station. (b) Certification section--reported for duty at hours on --- Be sure to indicate that leave was not used, or enter the number of days of 1 eave used. Members on long tours must request leave on AF Form 988, Leave Request/Authorization, and the supervisor must obtain a leave control number from ARPC/DROX (see para 8-9a). (3i There are two signatures required on each AF Form 458: yours and the certifi cation offici a1' s. The time and date of reporting for duty cannot be earlier than the time and date authorized in your orders. If you do not performduty unt i 1 the end date specified in your order, IMMEDIATELY NOTIFY ARPC/DROX BY MESSAGE TO AVOID BEING OVERPAID FOR THE DIFFERENCE BETWEEN ACTUAL DEPARTURE DATE AND THE END DATE IN YOUR ORDERS. (4) On school tour orders, block 13 usually shows a reporting time of no later than 1600 hours. This is to allow the billeting office sufficient time during normal duty hours to process you for quarters. Certification date is your class start date in most cases. On some training bases you may also be required to take care of in-processing actions before classes start. Check with the student affairs office for assistance. 8-18. CONTACT POINTS: lULL FREE IWTOVON 1-800-525-0102 COMMERCIAL ARPC/DROC 926-4971 Ext 327 1-303-370-4971 (SATO) ARPC/DROX 926-4961 Ext 335 1-303-370-4961 (Pay) ARPC/DROP 926-7151 Ext 331 1-303-370-7151 (Points) Accounting and finance office (AFO) on any mil itary installation will help but you must file your travel voucher at the AFO nearest your home. 276 ARPCP 45-22 1 January 1985 e. Immunization record: Public Health Service (PHS) Form 731, International Certificate of Vaccination. f. Copy of EAD order of HQ ARPC Mailgram byWestern Union U.S. Mail ordering you to EAD. g. SF Form 46, U.S. Government Motor Vehicle Operator's Identification Card, if appropriate. h. Passport, if you already have one. i. *DO Form 1543, Annual L~gal Checkup. j. *Emergency Warning Signals Card. k. *Copies of documents that could or should be part of your field personnel record group. 1. *Copy of HQ ARPCP 45-22, Guide for USAF Reserve Individual Mobiization Augmentees and their Supervisors. m. AF Form 165, General Power of Attorney or AF Form 831, Special Power of Attorney. 9-7. REQUIRED PRE-PROCESSING ACTIONS you should take care of oefore mobilization or recall are: a. DO Form 93, Record of Emergency Data. is it up-to-date? (Can be updated at nearest CBPO) b. Does HQ ARPC/DPMAC have your current address and home and business phone numbers? c. Oo you have a complete issue of mil,itaryclothing, including fatigue uniforms with subdued insignia (name tag, U.S. Air Force tape, rank insiynia), dog tags and other uniform items? d. Do you have money set aside to cover cost of travel and living expense when mobilized? e. Have you made arrangements for the financial sta!lility of your family members after mobilization? f. Is your shot record (PHS Form 731) up-todate? g. Have you prepared a will? h. Do you need a general or special power of attorney? i. Have you initated action to ensure that payment of applicable child support and alimonycant i nues after mob i 1 i zat ion? j. Do you have a safe-deposit box for yourvaluables? Does you executor or administrator know where your will is, and have a copy of it? k. Is your spouse or other family member fami 1 iar with the provisions of your insurance policies (health, fire, casualty, liability,personal property, car and so forth)? 1. Does your spouse or other family member know where your insurance policies and will are 1ocated? Do they have access to these documents in the event of your death? m. Is your periodic of flying physical examination current? n. Do you have all of the documents needed to obtain dependent ID cards after you are mobilized? (see para 9-15) o. Is your official photograph current? (officers only) (AFR 36-93) p. Have you prepared DO For. 1543, Annual Legal Checkup? q. Do you have a copy of yur health history (to include a record of past illnesses or injuries not recorded in your military medical record)? Is the copy filed in your mobilization Kit? r. Do you have any other legal, personal or business matters to take care of? s. Have you reviewed and familiarized yourself with the entire contents of this pamphlet? 9-8. ADDRESS DATA. It is essential that current address and your home and business telephone numbers be correct in the data system. If youchange your address or phone numbers you must notify the consolidated reserve personnel office (CRPO) ARPC/DPMA imnediately. In the event of a recall or mobilization, many valuable hours may be lost in attempting to locate you based on wronginformation. The Mailgril'll is sent to the address you 1 ast gave the CRPO. You have 24 hours to begin travel after notification, if the President or Congress has declared a nation a 1 emergency. Failure to do so could place you in violation of federal law, and the penalties can be severe. 9-9. CURRENT RECORDS. During a mobilization, many people wi 11 have to be processed in a short time. The information in your personnel records and the data system is the basis for many personne 1 mobilization actions. Incorrect addresses, phone numbers, numbers of dependents or beneficiaries could cause serious delay in getting important information to you or them; it could delay payment of legal entitlements or a refusal of rightful benefits at a time you are separated from your f ami 1 y members. Keep your records and the information on them up-to-date (AFR 35-44, Mil itary Personnel Records System). 9-10. CASUALTY f«)TIFICATION AND ASSISTANCE. When an Air Force member suffers serious illness or injury, the Air Force notifies the next of kin as 1 is ted on DO For11 93, Record of Emergency Data. In case of death, your dependents are entitled to benefits based on your service. The casualtyassistance office (normally the Personal Affairs Section at the CBPO) located nearest to the residence of your dependents will assist them to ensure they receive all entitlements. Their address must be correct on the DO For. 93 to enable imnediate contact. (AFR 30-25, Casualty Services) 277 ARPCP 45-22 1 January 1985 CHAPTER 9 tllBILlZATION 9-1. AVAILABILITY FOR RECALL. Access to you for recall or mobilization (actual or exercise) is extremely important. When you take a business trip, vacation, or are just traveling, always let your supervisor or unit know where and how you can be contacted. CoBpliance with this instruction is iq»erative. 9-2. IM RESPOISIBLITIES UPON KlBILIZATION. Normally, you are to travel to the mobilization site no later than 24 hours after receipt of mobilization not i fi cation. Be prepared to go to work immediately after minim1.111 processing. You must have with you the IMA Mobilization Readiness Kit and otner items described in this section. These instruction are designed to ensure you have few problems after mobilization. Most problems can be avoided if your IMA Mobilization Readiness Kit is kept up-to-date. 9-3. NOTIFICATION. You must respond to a recall even though you may not have been notified in writing. a. You may be placed on alert for recall before an actual mobilization. You will be notified by telephone or Mailgram, at which time you will receive specific instructions. b. You will be notified of your mobilization and recall to active duty by one or more of the following: (1) Telephone call from your commander or commander's representative: (2) receipt of a Mailgram by Western Union U.S. Mail; (3) orders mailed to you; or, ( 4) announcement by a government offici a1 on either radio or television. c. You must begin travel immediately, with or without the·Mailgram. The purpose of the Mailgram is to confirm the verbal order to report to active duty; or it will be the original notification, should you not receive a verbal recall order. d. Go to the reporting location without your dependents by the safest and quickest' po~sible means. You can get help from the nearest Air Force base or other DOD installation. if needed. You wi 11 be reimbursed for the cost of airline tickets (for other than first class accomnodat ions) after you report for duty. Do !not de1ay your departure to wait for the most economical arrangements. If your reporting location is more than a day's drive from your location at the time of recall, travel by commercial means ;to ensure arrival within the allotted time. Travel by private auto in a contingency may prove uns atisfactory. e. Once travel has begun you are in active duty status and subject to the Uniform Code of l~ilitary Justice (UCMJ). You are also entitled to active duty benefits and privileges. You must have an ID card (red), the Mailgram, or a memo to the verba1 order for ident i fi cation. Orders will be published and sent to your gaining organization, servicing CBPO, and your home of record. f. Initially, movement of dependents is not authorized. g. IMAs joining a CONUS unit will proceed directly to their wartime assignment at the gaining unit unless they are notified otherwise. Gaining units may change wartime assignments at the last minute. IMAs going overseas must make arrangements through their parent comnand. 9-4. SPECIAL INSTRUCTIONS FOR IMAS ASSIGNED OOTSIDE THE CONUS. IMAs who 1ive outside the continental US, including Alaska, Hawaii, Puerto Rico and US territories will not receive a Mailgram. You will most likely be notified by telephone to report to your duty location. Orders will be sent to you at your overseas address and duty location. IMAs who live overseas and must report to the CONUS or to another overseas 1ocat ion present unique problems. It is likely the only notification you will receive will be through the media. When notified by the media, IMAs should contact the nearest US military installation for confirmation and assistance in arranging travel. 9-5. DELAY AIID EXEfi'TION. For a limited recall (not more than go. days), no de1ays in reporting for active duty wi 11 be approved. Commanders may authorize leave on an individual basis subject to AFM 177-373, Vol1111e III, Air Reserve Forces Pay and A11 owance System (ARPAS), request for exemption from recall to active duty must meet the criteria and be processed according to AFR 28-5, War Planning, USAF 1 Mobilization Planning, chapter 9 or 12. 9-6. INDIVIDIJAL MOBILIZATION AUGMENTEE (IMA) MOBILIZATION READINESS KIT. One of the most important things you must do is properly maintain your IMA Mobilization Readiness Kit. The kit will consist of, but not be limited to, the following; HQ ARPC provides only the items with an asterisk (*): a. *Leather case with zipper. b. Marriage certificate (certified copy). c. Birth certificates (certified copies) for yourself and authorized family members (see para 9-10). d. Court Orders or Decrees pertaining to persons who are your dependents (certified copies). 278 1 January 1985 ARPCP 45-22 a. Collecting your property. b. Having the property appraised. c. Providing a complete inventory (includingthe appraised values) to the court and taxinginstrumentalities. d. Pub 1ish ing notice of your death to those having claims against your estate and paying all justifiable claims. e. Distributing the remainder of your proper ty to proper parties according to your will. Remember, before you make any final decisions about the disposition of your property upon yourdeath, consult a lawyer or a legal assistance officer. Your wi 11 is important, so have it ~repared correctly. 9-17. POWERS OF ATTORNEY. A power of attorney is a legal document in which you, the grantor, givesanother the authority to act for you in anybusiness transactions, or for a specific purpose.The person who receives the power of attorneybecomes the "attorney-in-fact" or the agent. When a person is granted a general power of attorney,he or she has the authority to act as your agentin any and all transactions. Your agent has the authority to enter into real estate transactions,withdraw funds from your bank account, cash yourchecks, or even use your credit. Giving a general power of attorney requires extreme caution. Usually, the act or transact ion you must accomplish can be done by limiting the scope of the agent's authority through a special power of attorney, which only allows your agent to accomplish specific acts. If you want to give the agent authority to register your motor vehicle, execute a special power of attorney giving authority to do all actions necessary to accOmplish this specific task. By limiting the agent's authority, you restrict all actions to those you want accomplished and nothing else. Another method to afford you protection in the granting of a powerof attorney is to 1imit its duration. If the action you want the agent to accom~1ish can be completed in a week, limit the power of attorney to that period of time. Never execute a power of attorney for a time period longer ,than necessary to complete the act. If a power of attorney has been granted and you decide to revoke it before it expires, destroy the original and all copies.Upon your death, your agent's authority automatically terminates regard less of the type of powerof attorney granted. If you need assistance in revoking a power of attorney, contact a lawyer or legal assistance officer. Not every situation requires the execution of a power of attorney.Discuss all alternatives before making this decision. Know why you are giving a power of attorney and the extent of the authority you are delegating. There is no military requirement to grant a power of attorney. The decision to do so is ~ersonal, and never should be made without competent legal advice. 9-18. DO FORM 1543, ANNUAL LEGAL CHECKUP. Each IMA should have the DD Form 1543, Annual Legal Checkup, prepared and suosequent ly maintained in the IMA Mobilization Readiness Kit. You can have the form checked at the legal office at any Air Force base, or have your own 1awyer go over it with you. If you choose to have it checked by a legal officer at an Air Force base, you must make an appointment with the legal office before reporting there. 9-19. FAMILY SUPPORT. All military personnel are expected to give their dependents financial support, including child support and alimony payments. This can be done by making a class "0" allotment, which is mailed directly to the specified dependent no matter where your military dutylocation might be. The allotment can be almost any amount of your pay you elect to designate.About the only portion that can't be so designatedis the amount needed for Social Security and federal income tax withholdings. (However, you can use TO Form W-4, Employee's withholding Allowance Certificate, to increase or decrease the amount to be withhe1d from your pay for this purpose.) You may also elect SURE-PAY and have yourcheck deposited directly to your bank account. If you have a joint account, your spouse and dependents have the means to support themselves while you are away. Military pay can be garnished if a member refuses to make child support and alimony payments. The advice and assistance of an attorney or legal assistance officer should be sought.(AFR 35-18, Financial Responsibility) 9-20. SAFE-DEPOSIT BOX. Keep your valuable papers (will, power of attorney, insurance policies and so forth) in a safe place. A safedeposit box is one method to ensure that important documents are safe. If you put the original of your will in a safe-deposit box, ensure that your spouse, or executor, has access to the box not only during your lifetime but, more importantly,after your death. If no one has access to the box at that time, a court order must be obtained to withdraw anything from the box, including papers essential to estate settlement. 9-21. YOUR PROPERTY. The important point regarding ownership of fa.ily property is that youinquire into applicable federal and state laws,understand the provisions of these laws, and take action that puts your estate in the most favorable condition now. Consult a civilian attorney, trust officer, or legal assistance officer about yourparticular ownership requirements and how to fulfi 11 them. It is po~ ible to have acquired an estate of taxable value and not realize it. If real estate in JOUr n;ae is not paid for, make a record of the mortgage or deed of trust againstthe property a1ong with the name of the person or organization to whom you are indebted. Also record information about taxes and insurance on the property. Record type and cost of permanentimprovements. If you have an insurance policythat will pay off the mortgage if you die, record the number and the 1ocat ion of the po1 icy and who is to be noti~ied of your death. Copies of deeds, abstracts, mortgages, and so forth, should be keptwith other important documents, all of which should be accessible to your executor and beneficiaries. 279 1 January 19H5 ARPCP 45-22 9-11. MAIL PROCEDURES. Advise family and friends to write you at your new assignment using yourgrade, name, and service number (for example, Capt John R. Doe, 123-45-6789FV, HQ 999 Combat Support Group, General Delivery, Offutt AFB NE 681135001). A mailing address for you similar to this, will reach you via your orderly room or consolidated mail room at your base of assignment. On reporting for duty, you will be given a permanentmailing address {normally a post office box number) at the consolidated mail room. After receiving the permanent mai 1 ing address, advise family and friends not to use the General Delivery address. 9-12. VOTING ASSISTANCE PROGRAM. Recall to active duty does not alter your right to vote. Voting assistance programs exist at all Air Force bases. A voting information pamphlet, published annually gives voting information on all of the 50 states, including election dates, offices to be filled, voting qualifications, absentee registration, ballots, voting procedures, and deadlines. Become familiar with your home state's requirements. 9-13. PROVISIONS OF SOLDIERS AND SAILORS RELIEF ACT. The purpose of this act is to protect members of the military service and civilians who are called to military service. You may owe money on your car, your home, or on a personal loan. At the time you made these debts, you may have been earning considerably more money than you will earn as a service member. This act does not relieve you from your obl i!:}ations. Rather, it temporarily suspends the right of your creditors to use the courts to compe1 you to pay if the court finds that your inability to pay is due to your military service. Your obligation to honor your debts remains and, if not paid before, you wi 11 have to pay them after your release from active duty. If a lawsuit is filed against you don't panic, see your legal office. In sort, the idea behind the Soldiers and Sailors Relief Act is to suspend, in some cases, certain obligations during yourmilitary service so that upon return to civilian 1ife, you have the opportunity to protect your interests. 9-14. MARRIAGE CERTIFICATE, BIRTH CERTIFICATES. COIIH DECREES THAT ESTABLISH tttO YOUR DEPENDENTS ARE. After you are mob i 1 i zed and report to your new assignment, some of these documents will be needed so your dependents can· be issued ID cards, establish entitlement for basic allowance for quarters (BAQ) and variable housing allowance {VHA), and to enroll your dependents in the defense enrollment eligibility reporting systemm DEERS). So1ne specifically required documents are: a. Birth certificates: For yourself, and for all unmarried dependent children who are under 21 years of age (aye 23, if in college). b. Certified true copies of court adoption papers and for all unmarried adopted children who are your dependents. c. A statement from a licensed doctor or medical officer for dependent children over 21 years of age who are mentally and/or physically disabled, stating the period of disability and that such children are not capable of self-support as a result of the disability. d. A list of the names and addresses of schools where unmarried children (including adopted and stepchildren), over 21 but under 23 yearsof age, are er>rolled in a fulltime course of study. e. Certified copies of court orders or dec rees awarding you legal custody of any children from a previous ma~riage. f. Either a certified copy of a court order or decree in which you are acknowledged as the parent of an illegitimate child, or court decision requiring you to contribute to the child's support, or your written statement of admission of parenthood. 9-15. EMERGENCY SITUATION AT HOff:. Advise yourfamily to contact the local office of the American Rea Cross if an emergency at home requires that you be notified. The Red Cross will notify yourcommander, who will notify you. This is fll!pOrtant! Be sure your family has your correct "'ilitary address so you can be easily and quickly contacted. The American Red Cross is responsible for confirwing that an emergency situation exists. Normally your commander will not accept such information from any other source. On receipt of confirmation of the emergency, your commander rnayauthorize you to take emergency leave. 9-16. LAST WILL AND TESTAMENT. A will is a legaldocument which specifies how your assets and property will be distributed upon your death. Before you attempt to draft your will, you should contact a 1awyer for assistance. The best way to ensure your wi 11 adequately provides for your family is to have a lawyer prepare the document. Regardless of the value of your estate, everyone should consider executing a will. If you fail to distribute your estate through a will, the state of which you are a permanent resident (better known as domicile), determines how your property will be distributed upon your death. Laws concerning descent and distribution vary from state to state. In some states, your spouse receives the major1t~ of the estate, while in others, your children may" be the primary beneficiary. Once you have discussed your wi 11 with an attorney and the documents has been prepared and executed, tell your family where the original is lqcated. A safe-deposit box generally guarantees safety, but is not a place which is readily accessible. In some states, upon your death the box is sealed. In order to gain access, a court order is required. There are state~ which permit a person to file a will with probate court or the county clerk. It is essential that yourpersonal representative (also known as executor or executrix) know the exact location of your will. The personal representative is responsible for tiav i ng your will probated in the proper court. Because of the important responsibilities conferred, your personal representative should be chosen with extreme care and should be trustworthy, available, capable and, preferably, experienced in handling financial affairs. The responsibilities of your personal representative include: 280 100 ARPCP 45-22 January 1985 9-30. SURVIVOR BENEFITS. There are certain benefor unamarried children under 18 (as well as fits which wi 11 accrue to your dependents if you certain helpless children) and those between 18 die while on active duty. These benefits are paid and 23 if attending a VA approved school. If oy the Air Force, Social Security Administration, there is no surviving spouse, eligible children and the Veterans Administration. The casualty receive a 1arger monthly payment. A1so, under assistance office at the base nearest your next of certain conditions parents are eligible for D&IC. kin's nome will assist them in applying for all Education benefits are generally available if benefits. death or permanent and total disabi 1ity was the result of service in the Armed Forces. a. The Air Force benefit pertains to death gratuity payment. Upon your death, your spouse or g-31. MOBILIZATION PAY. Your ARPAS master miliother eligible survivor is entitled to a lump sum tary pay account (MMPA) is automatically closed death gratuity of six times your total oasic pay upon mobilization and the data is used to create a (minimum payment is $800.00. and maximum is JUMPS (Joint Uniform Mi 1itary Pay System) MMPA. $3000.00). This payment does not include allowThe best act ion one may take to prepare for this ances for subsistance, quarters or clothing. Payin advance is to start SURE PAY, the Air Force ment is normally made within 24 hours after death direct deposit program. Mobilization pay direct of service member. deposit will be automatic for those who already have SURE PAY. However, you may also elect to b. The Social Security benefit, if you have have it effective only upon mobilization and are SS coverage, is a monthly payment to your spouse encouraged to at least take this option. Without if he or she is caring for a child or children SURE PAY. you would have a considerable delay in under age 16. Payment is also made to your childreceiving pay until you could be established as a ren ages 17 to 18 and to your disabled children local payee at your deployment location. This who were disabled before age 22 while unmarried. could take months under mobilization conditions. The amount of the benefit paid depends on your To start SURE PAY, send us a completed SF Forw average earnings. In addition, a lump sum pay1199A, direct deposit sign-up form, available from ment, up to $255 may be paid to your widow, widowmost financial institutions for all federal direct er, or entitled child. deposit programs. Or you may simply send us a written request with your name, grade, Social c. The Veterans Administration (VA) benefit, Security Number, the name and address of your called dependency and indemnity compensation financial institution, your account number, and (O&IC) is perhaps the most important of all survithe date you wish it to be effective. If you want vor benefits. It is paid by the VA to survivors it effective only upon mobilization states this in of those who die from a disease or injury incurred bold letters across the top of the SF Form 1199A or aggravated in line of duty while on .active or your correspondence. Under SURE PAY. you duty. Payments vary and are based upon grade held receive your pay statement in the mai 1 but your at time of death. Monthly payments are made to money is deposited directly to your account. your spouse. An additional allowance is provided 9-32. CONTACT POINTS. Office Ofc Symbol Phone Ext Commercial AUTOVON Toll Free Customer Service ARPC/ DPI-IAC 4955 1-303-370-XXXX 926-XXXX 1-800-525-0102 X324 Manning Contra 1 ARPC/DPMUM 4951 1-303-370-XXXX 926-XXXX 1-800-525-0102 X346 Personal Affairs ARPC/DPMAP 3343 1-303-370-XXXX g26-XXXX 1-800-525-0102 X343 Single Manager Programs ARPC/HC 4904 1-303-370-XXXX 926-XXXX 1-800-525-0102 X241 ARPC/JA 4915 1-303-370-XXXX 926-XXXX 1-800-525-0102 X251 ARPC/SG 4911 1-303-370-XXXX 926-XXXX 1-800-525-0102 X232 Special Programs ARPC/DRMP 4965 1-303-370-XXXX 926-XXXX 1-800-525-0102 X300/301 MAJCOM Reserve Affairs Office Unit of Assignment Unit of Attachment Base Legal Office 281 ARPCP 45-22 1 January 1985 9-22. REEIFLOYMENT RIGHTS. If you are required to leave your place of employment due to military service, and you meet the eligibilty requirements in the reemployment rights law, then you will have specific legal reemployment rights with your emp1 oyer when you return home from active duty.The Veterans Reemployment Rights, or the Laoor Management Service Administration, U.S. Departmentof Labor, can assist you if you encounter anyprob1ems after you are re1 eased from active duty.Federal goverrvnent employees should contact the nearest Office of Personnel Management (formerlyCivil Service Commission), or Federal Job Information Center for any assistance required. 9-23. SELF-Efi'LOYED INDIVIDUALS. If you own a business, active files and accounts should be well organized and someone should be naned to assume your responsibilities in the event you are recalled to active duty. You should consider notifying customers and suppliers of any change of address to which invoices, remittances, orders, and so forth, should be delivered, if a different address is going to be used. 9-24. TUITION. If you are paying tuition for your spouse or dependents, find out what arrangements can be made for tuition abatement or financial assistance, if you are recalled to active duty. 9-25. fEDIAL CARE MD TREATMENT FOLLOWING t«JBILIZATION. After mobilization, you are entitled to full medical and dental care. In addition, yourbona fide dependents may be entitled to full dental care, depending on the situation. Upon recall to active duty, you or your dependents should contact the hospital or clinic at the nearest military installation to determine who will create medical records for your dependents. Normally,the nearest military facility is responsible for making medical records for your dependents, assuming your dependents do not accompany you. Should you remain in the CONUS after mobilization, and your dependents are authorized to join you later,the base clinic or hospital will create the required medical records. When your dependents are sick, they should call the servicing medical facility for an appointment before reporting for medical care other than emergency treatment. (AFR168-9, Uniformed Services Health Benefits Program) 9-26. · DEPENDENT CARE RESPONSIBILITIES. we must have trained and motivated people available to successfully accomplish the Air Force mission. This requires having the right people at the rightplace at the right time, unemcumbered and ready to perform their jobs. Single member sponsors and military couples with dependents present a uniquefamily situation in that the military members are the sole individuals available and responsible for aependent care. Nevertheless, these sponsors must be available for worldwide duty. AFR 35-59, Dependent Care Respons ibil it ies, outlines Air Force policy on dependent care responsibilities as they affect the accomplishment of military duties, with special emphasis on dependent care respons i b i 1 iti es of sing 1e member sponsors and mil itary couples with dependents. This regulation applies to all Air Force personnel. The requirement to complete AF Form 357, Dependent Care Certification, has been waived for IMAs due to the uniqueness of the Reserve component. How ever, the requirement remains for members to make and maintain dependent care arrangements. Viola tions of the prohibitions of this regulation may result in punitive action or involuntary separa tion. If the principal designee is not in the local area, a non military person in the local area must be designated to assume and maintain temporarycustody until the principal designee arrives to take custody or the dependents are transported to the principal designee. Several agencies can assist in developing advance dependent care plans (the American Red Cross,Family Services, Personal Affairs, Legal Office,and the Chaplain). The CBPO Customer Assistance Section has a Personnel insight Film (Palace Flick No. MPCR-261) which discusses dependent care responsibilities in detail. 9-27. CIVILIAN HEALTH & fED ICAl PROGRAM OF THE UNIFORMED SERVICES (CHAMPUS). A program under which the government shares the cost of authorized medical care received from civilian sources by your eligible dependents (dependent parents and parents-in-law are not eligible for CHAMPUS).Certain restrictions apply if your dependents live near a military medical facility. You should contact the health benefit advisor at the base medical clinic and obtain the current CHAMPUS information for your dependents (DOD 6010.8-R,Civil ian Health and Medical Program of the Uniformed Services (CHAMPUS)): 9-28. DEPENDENT IDENTIFICATION CARDS, DO FORM 1173. Your spouse and unmarried dependent children ages 10 to 21 are entitled to identification cards. Handicapped children over 21, children in college under age 23, parents and parents-in-law may oe eligible for identification cards. Children under age 10 are not normally issued an identification card. Your dependents will need these cards to obtain medical care, access to commissary, base exchange and certain other base facilities. Applications for identification cards are completed by the customer service unit,consolidated base personnel office (CBPO). Your dependents will be enrolled in DEERS at that time (see para 9-14). 9-29. AIR FORCE AID SOCIETY (AFAS). The AFAS is the official charity of the Air Force. Emergencyfinancial assistance is given to Air Force personnel on active duty .and their dependents throughAFAS sections located on AF installations worldwide. Assistance can be given for rent, utilities, car repairs, food, emergency travel, medical and dental care. Assistance is noramlly given in the form of a non-interest bearing loan, although grants may be given in certain cases. Monthly repayment is usually made through a government allotment. The AFAS is either located in the consolidated base personnel office or the FamilySupport Center. 282 ARPCP 45-22 1 January 1985 PUBLICATIONS PUBLICATION fUllER AFR 36-51 AFR 36-93 AFR 39-1 AFR 39-10 AFR 39-18 AFR 39-29 AFR 39-62 AFR 40-631 AFR 45-34 AFR 50-1 AFR 50-5 AFR 50-23 AFR 50-24 AFR 53-8 AFR 60-1 AFR 67-1 AFR 67-57 AFR 90-9 AFR 100-15 AFR 110-2 AFR 110-22 AFR 124-16 AFR 125-15 AFR 145-15 AFR 147-14 AFRESR 160-2 AFR 160-43 AFR 168-4 AFR 168-6 AFR 168-9 AFR 168-10 VOL TITLE Active Duty Service Commitments 0 ffi cial Photographs Airman Classification Regulation Administrative Separation of Airmen Active Duty Service Commitments (ADSCs) Promotion of Airmen Noncommissioned Officer and Airman Performance Reports Policies Relating to Speci fie Types of Absence Air Force Reserve General Officer Management Ancillary Training Program (ATP) USAF Formal Schools Catalog (Policy, Responsibilities, General Procedures and Course Announcements) On-The-Job Training Multimedia Safety Education USAF Officer Professional Military Education System Flight Management USAF Supply Manual Uniform Clothing Allowances fur Air Force Enlisted Me!OOers Bachelor and Transient Quarters Military Affiliate Radio System· Political Activities by Members of the Air Force Legal Assistance Program Protection of the President and Other Officials (FOUO) Motor Vehicle Registration and Related Requirements Air Force Commissary Store Regulation Army and Air Force Exchange Service Operating Policies Pregnancy of Air Force Reserve Personnel Medical Examination and Medical Standards Administration of Medical Activities Persons Authorized Medical Care Uniform Services Health Benefits Program Obtaining Medical, Dental and Veterinary Care From Civilian Sources 283 ARPCP 45-22 1 January 1985 PUBLICATION NUMBER DOD PM JTR AFR 7-1 AFR 10-7 AFR 30-20 AFR 30-21 AFR 30-25 AFR 30-30 AFR 31-3 AFR 31-11 AFR 35-1 AFR 35-4 AFR 35-7 AFR 35-10 AFR 35-11 AFR 35-13 AFR 35-18 AFR 35-35 AFR 35-41 AFR 35-41 AFR 35-41 AFR 35-41 AFR 35-44 AFR 35-59 AFR 35-67 AFR 36-1 AFR 36-10 AFR 36-11 AFR 36-15 AFR 36-23 AFR 36-25 PUBLICATIONS VOL TITLE DOD Pay and Entitlements Manual 1 Joint Travel Regulation Receiving, Distributing, Requisitioning, and Warehousing Publications and Forms Administrative Orders Issue and Control of Identification (I D) Cards Identification (ID) Tags Casualty Services Standards of Conduct Air Force Board for Correction of Military Records Correction of Officer and Airman Evaulation Records Military Personnel Classification Policy (Officer, Warrant Officers, Airmen) Physical Evaulation for Retention, Retirement and Separation Service Retirements Dress and Personal Appearance of Air Force Personnel Air Force Physical Fitness and Weight Control Program Aeronautical Service, Aeronautical Ratings, and Badges Financial Responsibility Individual Newcomer Treatment &Orientation (Intra) Program 1 Assignments Within the Reserve Components 2 Reserve Training 3 Separation Procedures for US Air Force Reserve Members 4 Military Personnel Appropriation (MPA) Man-Day Management and Accounting System Military Personnel Records System Dependent Care Responsibilities Line of Duty Determination and Misconduct Determinations Officer Classification Officer Evaulations Permanent Promotion of Regular and Reserve Officers Appointment in Commissioned Grade and Designation and Assignment in Progessio~al Categories--Rese~ve of the Air Force and United States Air Force (Temporary) Officer Career Development Officer Digest Files 284 TERMS ARPCP 45-22 1 January 1985 ACRONYM DEFINITION ACIP aviation career incentive program ACSC Air Conmand and Staff College ADS active duty support ADT active duty for training AFIT Air Force Institute of Technology AFO accounting and finance office(r) AFSC Air Force specialty code AFSCO Air Force Security Clearance Office AFTP additional flying training periods APR airman performance report ARPAS Air Reserve Pay and Allowance System ARPC Air Reserve Personnel Center AT annual tour ATP ancillary training program BAQ basic. allowance for quarters BAS basic allowance subsistence BIMAA base indivi~ual mobilization augmentee administrator BX base exchange CCAF Conmunity .College of the Air Force CDC career development course CHAMP US Civilian Health and Medical Program of the Uniformed Services CRO change of reporting official CRPO consolidated reserve personnel office DOS date of separation DRU direct reporting unit EAD extended active duty ECI Extension Course Institute ERI equivalent reserve instruction ES Earning Statement Air Reserve Force ETS expiration term of service FEMA Federal Emergency Management Agency FMO fl i ght management office FSA family separation allowance 28~ ARPCP 45-22 1 January 1985 PUIILICATICII IIIIIER AFR 177-103 AFR 177-111 AFM 177-373 AFR 182-2 AFR 205-32 AFR 211-11 AFR 211-23 AFR 211-24 AFR 213-1 AFR 215-7 AFR 215-11 AFR 900-48 DOD 1215.6 DOD 4515.13R DOD 6010.8R PUBLICATIOIIS YCI.. TITLE Travel Transactions at Base Level Reports of Survey for Air Force Property 3 Air Reserve Forces Pay and Allowance System (ARPAS) Postal, Small Parcel, and Distribution Management USAF Personnel Security Program (Supplements DOD 5200.2-R) Red Cross Activities Within the Air Force Servicemen's Group Lite Insurance (SGLI) and Veterans Group Lite Insurance (VGLI) Family Services Program Operation and Administration of the Air Froce Education Services Program The Control, Procurement, Sale, And Use of Alcoholic Beverages Air Force Open Mess Program Decorations, Service and Achievements Awards, Unit Awards, Special Badges, and Devices Uniform Training/Pay Categories Within the Reserve Components Air Transportation Eligibility CHAMP US 286 106 ARPCP 45-22 1 January 1985 TERMS ACRONYM DEFINITION RPA Reserve Personnel Appropriation RRPS ready reinforcement personnel section SATO scheduled airlines ticket office SGLI Servicemen's Group Lite Insurance SOA separate operating agency sos squadron officer schoo1 STS specialty training standard TA table of allowances TAFCSD total active federal commissioned service date TLF temporary lodging facility TMO traffic management office( r) TR transportation request TTAD temporary tour of active duty TYSD total years service date UEL unit eligibility listing UMA uniform maintenance allowance UPRG unit personnel record group US IPC Uniformed Services Identification and Privilege Card UTA unit training assembly VHA variable housing allowance 287 ARPCP 45-22 1 January 1985 TERMS ACROIYR IBGSB IDT IRR ISLRS JUMPS LOE MAJC(JI MEB MOBDES MPA MPerR MSO fiiR NARS NCOPC NNRPS NPRC NSM OER OJT OPB PAS PCARS PCS PEB PLSD PME POC POV PSD RCSBP RIP ROPA DEFINITION Initial Brigadier General Screening Board inactive duty training Individual Ready Reserve inactive status list reserve section Joint UnifOrm Military Pay System letter of evaluation major command medical evaluation board mobilization designee (category H) military personnel appropriation master personnel record military service obligation morale, welfare and recreation nona ffi 1i a ted reserve sect ion NCO Preparatory Course nonobligated nonparticipating ready reserve section National Personnel Record Center National Security Management officer effectiveness report on-the-job training officer preselection brief personnel accounting symbol point credit accounting and reporting system permanent change of station physical evaluation board promotion list service date professional military education privately owned conveyance privately owned vehicle promotion service date Reserve Components Surv i.vor Benefits P1an report of individual personnel Reserve Officer's Personnel Act 288 1 January 1985 108 ARPCP 45-22 AlPHABETICAL INDEX Enlisted Advisory Panel Entitlements table Family separation allowance (FSA) Federal employees Flight records Fraud, waste and abuse Hair standards, men, women Health professional pay 10 cards IMA management fo 1der IMA of the Year Award Irrmunizations Inactive duty training (lOT) Leave Letter of evaluation (LOE) Long tour pay Medical care, obtaining Medical Evaluation Board Mobilization MPA Man-day tours of active duty {previously known as TTAD) NCO, appointment to Nonpay Programs OERs, Officer Effectiveness Reports OJT, on-the-job training Orders, reserve Participation/training requirements Pay Per diem Photographs, official Physical exams Points, crediting Policy Councel Pregnancy PARA 1-8 Table 7-1 8-9 7-16 7-11 1-17 2-6, 2-7 8-9 7-4 4-3 1-11 7-25 4-6 7-17 5-4 8-17 7-21 7-26 Chapter 9 3-19 5-5 1-6 6-4 4-13 3-20 3-7 Chapter 8 8-9 6-3 7-23 3-3 1-7 7-24 289 ARPCP 45-22 1 January 1985 ALPHABETICAL INDEX PARA Accesories, uni fbnns 2-8 Active status 1-3 Actual expense statement 8-16 Ancillary training 4-17 Annual tour 3-18 APR, ai nnan per fbnnance report 5-3 Assignments, application fbr 7-14 Attachments 7-13 Aviation pay 8-9 BAQ, basic allowance fbr quarters 8-9 BAS, basic allowance fbr subsistence 8-9 Bene fits, table 7-1 Canceled tour 3-21 Casualty assistance 7-28 CCAF, Comnunity College of the Air Force 4-12 CDCs, career development courses 4-5 Certi flcate of availability 7-16 Checklists fbr pay 8-8 Table 2-1 Clothing issue Commissioning program 5-9 7-12 Correction of records DEERS enrollement 7-33 Definitions 1-3 Dental care 7-21 Dependent care responsibility 9-26 7-5 Dependent ID Dog tags 7-6 Earning statements 8-5 ECI enrollment 4-9 Emergency Data (DO Form 93) 7-27 Emp1oyer support 1-9 End of Tour Report (AF Form 1735) 4-16 290 1 January 1985 ARPCP 45-22 ALPHABETICAL INDEX PARA Professional military education (PME) Figure 4-3 Promotions, enlisted 5-6 Promotions, officer 6-8 R/R Year, date 3-5 Ready Reserve Service Agreement 7-15 Records 7-9 Recruiting assistance 1-10 Reenlistment 5-8 Reserve Component Survivor Benefit Plan (RCSBP) 7-32 Retirement 7-31 School tours 4-15 Security clearances 7-8 Se1ect ion fo 1 der 6-1 Separations 5-8 SGLI, insurance 7-29 Split tours 3-15 Standards of Conduct 4-21 Statement of Tour of Duty (AF Form 458) 8-17 SURE-PAY 8-5 Training folders 4-13 . 8-11 Travel Uniform maintenance allowance (UMA) 2-10 Uni forms 2-4 Variable housing allowance 8-9 Vehicle registration 7-7 Waiver of compensation 8-4 Wartime job description 4-2 Weight control program 2-3 291 )::It :;IC "'C n IIISTRUCTIONS FOR JWtiNG YOUR R/R •SLtllERUI..E" I. Remove pages X and XX from your guide. 2. Trim each portion of excess paper, including the finger notches on page II. 3. Cut out the shaded area on page XX. 4. Fold the blank bottom third under; fold the top third over it. 5. Secure the back with tape or glue. &. Finally, cut the strip from page X, glue it to a strip of light weight card stock, and slide it into the slip so that the darkened "RETIREMEIIT/RETENTION YEAR" shows through. N \0 N ___...,.............,__.... ~:;::..:..-=:.:~ c:::·.::;:-rt:'.=::-~., ...........-...-............-... ~-:::.~~=-::~.~· .-- '" -:· ":" T •r T I ~ __...,_............. ............__ ........._.. _... . ---...... nNI • .,. MAl tO SUCCI.... P~AftOlll ~ ---.. I.-···----'""'-.. _...._,...._ _...............-... ........,.._-···-....__...-..--........... --· ..__ .. _.......,..._..._..................__ ::.'.!.-::..:t:=..t..::.-=.:~~~-'-· ... '1' T ?i 'r' ?.: -:• T...~iif Illustration of assembled "Sliderule" f ?~u~.b~"•h&i~~M~~i!,:L...:;:: ·~~~ A -~·.·:-;-:-2·.·=·:·.·;·:;: ;.sr. ~-I'IKAl""• i ~..-~~ .S!!Iml!!%.!1.~~ __...., __ _... _ ............-... -.. .. _.. __... :::::---. :::=::=:~... •. "'C -'=" (.11 .. __ N I r.:r'....... c.,. ,......, .. -- N ··-·'"·•.., ~;,\ T T~ ...... c... QJ :;, c: ~ *] . QJ ...... \.0 co (.11 >< FINGER NOTCH FOLD IV ID w FOLD btrGCt fr'Ofl'l AFI 35·41 Vol II: lttlnt£MENT PAY FOIMIAA l.tentlort ond latlr......,t Y-. l'he 11 eco'IM'Cvtive morottts In .....f'lich o ...,....,._, In ::;::o'T!~~;~;!!R,::::=r.beOf:;::.':;=A~~~:'"'::'Jo,. o DJ..,Ide total crwdltohle Not~,......, polntw by 360 and J;::oo active rtoM, """'' eom o l'fllni-of 50 poinh (inclvdi"'' ~hippolnltl round an hi two decI-t plaeet. ~··.. 134 polnh :::0 ON JOT point h awarded t;,.. .och fcuf ""'-"of t.vlnlng. For co"'etpondoertu coune M ...,..,,_ ~.Ofte point It~Jot' each t+.r.,. ._,., detefWtl,..d to be ,.,...ded to ~lete the eourM. f.%, to 13 ~Jppolntt mcry be credited f~ crtodit at o tolidoct"')' Y""" few reth...,ent, df..,fded by l60 equah 13.1.50 ot 13.15. "t:: Retention ond leth......,r Dote For o penon .....he ""' bee-a .....,e. of o ~octi.,. stot., ...,.,._ ~ipfor eaoch ret-ti(W'I arid"'"'..,...... y«rt. ("') o Mlltfply ,...,It by .025 ond r'OI..I"d off to four decl,...,l ltesetove eo~lofll!'r I July 1949 (or retvmed to oct!.,. dcrtvs oft« that "t:: •• Ma:xlnMn ~nh for a.u,.,..,r 365 (366 For o lec~p year} b AD Of b o places: IJ,IS tlf!Mt .015 equal• ,31875 or ,3788, cooN,ii"CCtiOft of AD, lOT ond ~lppolnh. Of t4....e 110 -• rt_, 60 11'10)' bt date), ff.te yeor ~~.... Of'! t~ date he OJ !+I~ It placed oro octlve ReMrv. tt!:ltvl (or 00'1 "'-date of loti '"'"'"' to wcJ. stor..n) or>d ...-.dt the dcry beJ.or. '".;:. ontllvenory of that entry m reentry on active lfot\n, 1"he retention c.od CJ1 lOT ond ~ippolntt, o "''' n~I• then ~nUitlplled by the ,_-.rhly ocll¥e duty bo.lc pay In effect at ,.._ time you NOch 08" 60. rellr_,t date ,_,.., condon! at long at theoe It roo br.,al. In octi,.... ,totvt. letlrem."'t Quailned Mrnbft A _._ w"o It quoiiOed foe-,.,,,.,.,, urdet AFM 35~7, C~ter 9 (except for ._,..,;"9 ,_,c.._, CIOf' 60} lft.llf ~;,. 50peolm, N ltatentlon c.ncl Retirement Y~ Polnh (lnclvdi"9 ~lppolnh} du.-1"9 the re....,tion OI"CC fetir.....,..t .,_, to N lf'P'! P.,inh Cat •A• Cat "fl.. Cat "0" ,_,, '" the 1.-dy ll:et«¥e. tr a ~doet not, he or the h m:..tfert"ed to "'-lnoc:rl..,. Statvt llst 1...,..... S.CtiOt"t (tSUS}. (Foil..,... to acquire theAn"VOI Trvl,.lng .. 11 11 .50 polrot "''"'"""'due to penonol han;h+lip or other extr"'IICM"dlnmy clrc..-toroceo~ .....,y ~ewc:uted on a one-tl-ba.l,,) lnoctl..,. Duty Trolnlrog (.Of) (Polct) <8 1• ~ .............I. IS IS 0 h ~ ,, Pol"tl ltaoui~t for l..IMotl1foctorr ~lc!pcrtlon A ~In a cateoa"Y A • Category "0" ~'"Vtt eom '1J Noropaid lOT pol""' to gef credit for a ouier-'1 ....+..:, accvonulateo~ nine abtence1 wltMn a n10:11 .,_.,. Ot' ane In a totltfoctot"yretir"""""ty_... category fl oni~t ~occ~ICJtes n..,. abwnc., wlthJ,. a nsc:al y_.. h teo'!liCJ'"Od to the frldl..,lcfuol lteady It_.... (lltlt), Eort-olng Aell¥e Duty (AD) Point\ One polr<~t """Y be ~lOt" each doy of ~I m,l.,lno (A f); oc;tl..,. duty for '"''"'ne (AOT); oct!..,. duty~ (.t.OS); o.-.d letlred Par EliaJhillty Ta he elig!Me for retlr.d poy, a~_,.,c.,_..,lete t~toun of oct!,.. duty (TTAO\. O,.ly ~,., categoriir• A, fl, or 0 20 ~tofi,fodory~ .,._,with .... rem eight of .... qualifying 20 .,._,'"the -e avtMh:.:l to tolo:e port In oro ADT or ADS tour. ~orI~. _ FOLD YOUR SLIDE RULE TO SUCCESSFUL PARTICIPATION ~~~'Ar'lUld~;:u,;,::~':::~~~;::_e HQ ARPC/DRHl ~· THE fiEST TIME FOI ANNUAl TIAINING (AT) DENVER CO 80280-5000 -I ""• n1col ,.._, (FYI and ""• ltetentlon/letl,_t (\/It) I, WI...., AT Is to be perlormed betwe....... ltetentiO" orod Retl,..._,t (1,11) dote ,.,.,.. eondde, ft can be perforMed be,........ .,,.._., tJ..e (AV) 926-4462 ( 303) 370-4462 1 one! ,... tlftd of the fitcOI .,._,.., alir onow "A • wlrf, the l,l'l date witt.In t+-. ._.,.date and the end of the FY or from t+.e hegii'W'Ilng of 1-800-525-0102 I I • n,cot .,._,. n.. bett ,,_ to ~'•'• AT '' ber-onvw~ "A" and ·o·. the FY to the 1/1: dcrte. 0.. tl-'" .....lch ,... Ont AT h pet'~ Poould be UMd -do ,_.. " --""'7'f "'f ~ '1. ""'-n AT It to be perfo"Nd he.......,. the hegi""I"V of the ntcal year ~ do-..._., on. AT tour In a FY. the ~·.... align -"fl" .,,,., .... ~.... wfthl,. .... nsc:ol y-. n.. bett ''-to c~le,. AT h bet....... Clft'OWt "fl" ontf "C". APR MAY JUN JUl AUG SIP OCT NOV DEC JAN fll MAR APR MAY JUN JUl AUG Sl~ OCT NOV DEC JAN Fll MAR 1 1 I···!·.:.····!·····!·····~····}.· ·.·1·f· 1·.·)·1·.·.•.·.'·.·.·.·• ...'1·.•... :.... ·'cuT 1 oui.....'..... ••••• !.....1.... ·j....!..... •••••!.......!...·.·.•.'.. ii·:f 1 1 1 111 1 :: :::::::: ',','(: .............. ','(,','o,'.'o:!!!!lll!:!:!:!!!!!l:!l 1111!!! 1111 I I: I: I! I I I I I I I I I I I I: I 0,' ··:···I !:!:!•!'!!! 1 1 I I I: 'o:':'!'!!!!!lli! I I 111 11 - c... • FISCAL YEAR Ill C D ::s t:: C.ATEGOIY "A" rY TRAINING IEQUIIf.MlNTS CATEGOIY , .. 1'IAINING ltfQUIIf.MINTS CATtGOlY "0" FY TIAINING llfQU!RfM£NTS Ill 14 OtJy. A~l T"'fni"V 11 Day Arlnuol Trcrlni"CJ ,, Dcoyt ..,._,. '"""'"" ~ .q lnDctlw Duty Trolni"V ODT) P..eadl '" lroactlw Duty Training (IDf} ,_.och Only ~dlnoctlve Outy Trafrtl,. 7 -6 f'old lOT p.,.fodt per 1110ntt. 2 -6 Paid lOT P•lods ,_ -.th period. arw authortaed for Ntl........20-'18 Potd mr '-loch.,.. half rv I -16 Patd lOT r.r~oc~r. per ._,., N palnh. \0 41 'old lOT P•Joch ,_ N '14 Pohl mr '-loch ,... rv -CX> FOLD CJ1 = CIVILIAN PERSONNEL MANAGEMENT The management of civilian employees working in Public Affairs is just as important as managing military personnel. There are, however, some differences which must be dealt with. Failure to understand one of the differences could lead the Public Affairs Officer to committing an Unfair Labor Practice or to breaking the law. In this section hiring a civilian employee, documents to look at, types of civilian leave, job descriptions, union contracts, and job performance evaluations will be discussed. These items are discussed very briefly. For more specific instructions, or for the answers to questions, contact your local Civilian Personnel Office. 294 HIRING A CIVILIAN Let's look first at two points when interviewing a civilian to fill a vacancy in your office. When interviewing a civilian you may not ask questions about their skills or test their abilities. For example, you are interviewing to fill an administrative position. You may not ask the individual how many words per minute they type or how many words per minute of shorthand they can take, nor can you administer any type of test to determine these skills. The person being interviewed has already been tested and has met the minimum requirements before coming for the interview. Secondly, you may not ask the person about their private life, such as how many children they have, how old they are, etc. These factors cannot be considered when hiring a civilian. So what can you ask the individual? You may ask such questions as "Why do you want to work in Public Affairs?" "How do you see your role in this organizativn?" "What would be your goals during the first year if you worked in this officer" Prior to coming to your office, the individual will have had the opportunity to look at the current job description for the position they are seeking. Therefore, it is extremely important that the job description be current. More detail on job descriptions will be discussed later in this handbook. However, during the interview, the person being interviewed can ask more questions about the job and you, as the interviewer, can explain to the individual details about the job. Believe it or not, you do not have to interview anyone. You may, if you choose, select an individual off the roster provided by the Civilian Personnel Office without interviewing the individual. However, if you interview anyone from the list, you must interview all individuals on the list before making your selection. You can conduct interviews either in person or by phone, or both. You do not have to choose anyone off the list either. If you don't however, and request a second list from the Civilian Personnel Office, you must explain in writing why no one on the first list met your requirements. Now let's take a look at things you should do when you PCS into a new office where you will supervise civilian personnel. 295 IMPOIITANT DOCUMENI' S There are several key documents you, as the supervisor of civilian personnel, must take a look at in order for you to better manage your civilian employees. Your knowledge and understanding of these documents could keep you from unknowingly committing an Unfair Labor Practice or unknowingly breaking the law. The first document you should take a look at is "Title VII--Federal Service Labor-Management Relations ( 5 USC 71)". This is the basic document that outlines the relationship between management and civilian employees. A copy of this document is reprinted on pages 297-311 of this handbook. The next document you should examine closely is your local union contract. Locally negotiated labor-management agreements are the terms to which both labor and management have agreeded to work. Local union contracts take priority over any Air Force or DOD regulations. Although most union contracts have common items and range from 100 to 200 pages, each contract, or locally generated supplement agreement to the basic contract, must be read bythe the PAO. These contracts cover everything from grievance procedures and discipline to training, merit promotion to overtime pay and compensatory time off. Because these contracts are so long, and because each base must negotiate its own contract, no sample contract is reprinted in this handbook. Page 312 of this handbook does show a representative sample of an index of a master labor agreement and pages 313-314 a table of contents for a suppplement to a master labor agreement. By looking at these pages you can see the typesof things covered in a local contract. Get a copy of the contract for your base and read it. A third document you should obtain is the job description for all civilian employees you supervise. Job descriptions tell both the employee and the supervisor what a particular job is and how much time is spent doing specific tasks. Read the descriptions. Discuss them with your civilian employees. If the description does not match what the person actually does, change the job description (with the help of the Civilian Personnel Office).A civilian employee is rated on how well they perform the job as outlined in the job description. Also, new employees are hired to fill vacant positionsbased on what the job description says. Keep them current. Three sample job descriptions are included in this handbook. Pages 315-316 is an example of a GS-3 Administrative Clerk/Typist. Pages 317-319 gives an example of a GS-5 Secretary (Stenography). Pages 320-323 shows an example of GS-9 Public Affairs Specialist. 296 Labor Relatione II -I TITLE VII • FEDERAL SERVICE LABOR-MANAGEMENT RELATIONS (5 usc 71) SUBCHAPTER I • GENERAL PROVISIONS §7101. f'lndlnp and purpost> (11) The Congress finds that (I) expreience in both private and public employment indicates that the statutory protection of the right of employees to organize. bargain collectively, and participate through labor organizations of their own choosing in decisions which affect them- (A) safeguards the public interest, ( 8) contributes to the effective conduct of public business, and (C) facilitates and encourages the amicable settlements ofdisputes between employees and their employers involving conditions of employment: and ( 2) the public interest demands the highest standards ofemployee performance and the continued development . and implementation of modern and progressive work practices to facilitate and improve employee performance and the efficient accomplishment of the operations of the Government. therefore. iabor organizations and collective bargaining the in the civil service are in the public interest. (b) It i~ the purpose of this chapter to prescribe certain rights and obligations of the employees of the Federal uovernment and to establish procedures which are designed to meet the special requirements and needs of the Government. The provisions of this chapter should be interpreted in a manner consistent with the requirement of an effective and efficient Government. · §7102. Employees' rl1hts Each employee shall have the right to form. join, or assist any labor organization, or to refrain from any such activity. freely and without fear of penalty or reprisal, and each employee shall be protected in the exercise ofsuch risht. Except as otherwise provided under this chapter, such right includes the right- ( I) to act for a labor organization in the capacity of a representative and the right, in that capacity, to present the views of the labor organization to heads of agencies and other officials of the executive branch of the Government. the Congress, or other appropriate authorities, and ( 2) to engage in collective bargaining with respect to conditions ofemployment through representatives chosen by employees under this chapter. §7103. Dennitlons; application (a) For the purpose of this chapter· ( I) ''person" means an individual, labor organization, or agency: (2) "employee" means an individual ( A) employed in an agency; or ( 8) whose employment in an agency has ceased because of any unfair labor practice under section 7116 of this title and who· has not obtained any other regular and substantially equivalent employment, as determined under regulations prescribed by the Federal Labor Relations Authority; but docs not include--- (i) an alien or noncitizen of the United States who occupies a position of outside the United States: (ii) a member of the uniformed services: (iii) a supervisor or a management official: (iv) an officer or employee in the Foreign Service of the United States employed in the Department of State, the Agency for International Development, or the International Communication Agency: or (v) any pt>rson who participates in a strike in violation of section 7311-of this title: {]) "agency" means an Executive agency (including a nonappropriated fund instrumentality described in section 2105(c) nf this title and the Veterans' Canteen Service, Veterans' Adminisration). the Library of Congress. and the Government Printing Office, but does not include ( A) The General Accounting Office: ( 8) The Federal Bureau of lnvesitgation: (C) The Central Intelligence Agency: (D) The National Security Agency; (E) The Tennessee Valley Authority: (f) the Federal Labor Relations Authority; or 297 II • 2 Federal Labor Relatione . (G) the Federal Service Impasses Panel: (4) "labor organization.. means an organization composed in whole or in part ofemployees. in which employees ,participate and pay dues. and which has as a purpose the dealing with an agency concerning grievance~ and conditions of employment, but does not include- (A) an organiz.ation which, by its constitution, bylaws, tacit agreement among its member:>, or otherwise, denies membership because or race, color. creed, national origin. sex, age, rrefcrent ial or nonpreferential civil service status, political affiliation. marital status. or handicapping cond1tion; (H) an organi1ation which advocates the overthrow of the constitutional form of government of the ll nited States: (C) an organization sponsored by an agency; or (0) an organization which participates in the conduct of a strike against the Government or any agency thereof or imposes a duty or obligation to conduct, assist, or participate in such a strike; . (.S) "dues" means dues. fees. and assessments: (6} "Authority" means the Federal Labor Relations Authority described in section 7104(a) of this title: (7) "Panel" means the Federal Service Impasses Panel described in section 7119(c) of this title; (8) "collective bargaining agreement" means an agreement entered into as 1t result of collective hargaining . pursu.ant to the provisions of this chapter: (9) "grievance" means any complaint (A) by any employee .concerning any matter relating to the employment of ihe employee: (8) by any labor org~tnization conerning any matter relating to the employment of any emrh1yee: or (C) by any employee, labor organization, or agency concerning·-· (i) the effect or interpret&tion or a claim of breach, of a collective bargaining agreement: or (ii) any claimed violation. misinterpretation, or misapplication of any law. rule. or regulation affecting conditions of employment: (10). "supervisor"means an individual employed by an agency having authority i1i the interest of the agency to hire. direct, assign. promote. reward, transfer, furlough, layoff. recall. suspend. disciplim·. or remove employees, to adjust their grievances, or to effectively recommend such action, if the exercise of the authority is not merely routine or clerical in nature but requires the consistent exercise of independent judgment, except that, with respect to any unit which includes firefighters or nurses, the term "supervisor" includes only those individuals who devote a preponderence of their employment time to exercising such authority: (II) "management official" means an individual employed by an agency in a position the duties llOI.i responsibilities of which require or authorize the individual to formulate, determine. or innuence the policies of the agency; · ( 12) .. collective bargaining" means the performance of the mutual obligation of the representative of an agency and the exclusive representative of employees in an appropriate unit in the agency to meet at reasonable times and to consult and bargain in a good-faith effort to reach agreement with respect to the condition~ of employment affecting such employees and to execute, if requested by either party, a written documenl incorporating any collective bargaining agreement reached, but the obligation referred to in this paragraph does not compel either party to agree to a proposal or to make a concession; ( 13) "confidential employee' means an employee who acts in a confidential capacity with respect to an individual who formulates or effectuates management policies in the field of labor-management relations: ( 14) "conditions of employment" means personnel policies, practices. and matters. whether established hy rule:. · regulation. or otherwise, affecting working conditions. except th~t such term does not include policies, practices, and matters ·- (A) relating to politic~tl activities prohibited under subchapter Ill of chapter 7J of this title: (8) relatina to the classification of any position; or (C) to the extent such matters are specifically provided for by federal statute: (IS) "professional employee" means- (A) an employee engaged in the performance of work- (i) requiring knowledae of an advanced type in a field ofscience oor learning customarily ctc4uired hy a prolonged course ofspecialized intellectual instruction and study in an institution of higher learning or a hospital (as distinguished ffom knowledge acquired by a general academic education. or from an apprenticeship. or from training in the performance of routine mental, manual, mcdtani.:al. or physical activites): · (ii) requirina the consistent exercise of discretion and judgment in its performance; (iii) which is predominantly intellectual and varied in character (as distinguished from routine mental. manual, mechanical, or physical work): and (iv) which is of such charactr that the output produced or the result accomplished by such work cannot be standari1.ed in relation to a given period of time; or . (8) an employee who has completed the courses of 'ipecialized intelledtual instruction and study decrihed in ~ubparagraph (A)(i) ofthis paragraph and is performing related work under appropriate direction or 298 II -.l Federal Labor Relations guidance to quality the employee as a professional employee described in subparaaraph (A) of this paragraph: ( 16) "exclusive representative" means any labor organization which- (A) is certified as I he exclusive representative of employees in an appropriate unit pursuant to section 71 II of this titll': or · (H) was recognized by an agency immediately before the effective date of this chapter as the exclu!.ivc representative of employees in an appropriate unit-·(il on the basis of an election. or (ii) on any basis other than an election, and continues to be so recogni1.ed in a·ccordance with the provisions of this chapter; ( 17) .. firefighter" means any employee engaged in the performance of work directly connected with the control and extinguishment of fires or the maintenance and use of firefighting apparatus and equipment: and (IX) ··united States" means the 50 States. the District of Columbia, the Commonwealth of Puerto Rico. Guam. the Virgin Islands, the Trust Territory of the Pacific Islands, and any territory or possession of the Unitcd States. (b) (I) I he President may is~ue an order excluding any agency or subdivision thereof from coverage under this eh<.~pter lithe President determines that · IAI the a~ency or subdivision has a primary function intelligence, counterintelligence, investigative. or national security work, and · · I HI 1he provtsiou~ ol 1lm chapter cannot be applied to that agency or subdivision in a manner consiMent wtth nattonal scnmty requirements and considerations. (2) I he President may issue an order suspending any provision of this chapter with respect to any agency. installation, or activity located outside the 50 States and the District of Columbia, if the President determines that the suspension is necessary in the interest of national security. §7104. Federal labor Relations Authority (a) lht· Federal Labor Relations Authority is composed of three members. not more than 2 of whom may be adherents of the same political party. No member shall engage in any other business or employment or hold an01her office or po,ition in the Government of the United States except as otherwise provided by· law. (h) Members of the Authority shall be appointed by the President by and with the advice and consent ofthe Senate, and may he removed by the President only upon notice and hearing and only for inefficiency, neglect of duty. or malfeasance in office. The President shall designate one member to serve as Chairman of the Authority. . (c) (I) One of the original members of the Authority shall be appoined for a term of I year, one for a term of 3 years. and the Chairman for a term of 5 years. Thereafter. each member shall be appointed for a term of 5 years. (2) Notwithstanding paragraph (I) of this subsection, the term ofany member shall not expire before the earlier of (A) the date· on which 1he member's successor takes office, or ( 8) the last day of the Congress beginning after the date on which the member's term of office would (but for this subsparagraph) expire. An indivtdual chmcn to fill a vacancy shall be appointed for the unexpired term of the member replaced. (d) !\vacancy in the 1\ulhonty shall not impair the right of the remaining members to exercise all of the powl'tl> of the Authonty. · (e) I he Authority shall make an annual report to the President for transmittal to the Congress which ~hall indud~: information as to the cases it has head and the decisions it has rendered. · (I) (I I The General Counsel of the Authority shall be appointed by the President. by and with the advice and consent of the Senate. for a term of S years. The General Counsel may be removed at any time by the President. The duct Irom the pay nt the employee amounts for the payment of regular and periodic dues ofthe exclusive repre,cntat1~c nt till' unit. the agency shall honor the assignment and make an appropriate allotment pursuant to the ass1~1lllll'llt Anv 'ud1 nlloiiiH"IIt shall he motdl' at no cosl to 1he exclusive representative or the employee. fxct·pt as prnnc.Jed under ~uhs<"cllon I h) ol th•~ seet~nn. any such ass1gnmcnt may not be revoked for a period of I year. 30-3. 11·1 Federal Labor Relations (b) An allotment under subsection (a) of this section for the deduction of dues with respect to any employee shall terminate when ·· · (I) the.agreement between the agency and the exclusive representative involved ceases to be applicable to the employee;.or (2) the employee is suspl·ndcd or expelled from membership in thc cxclusiw rcpresl·ntattve. (c) (I) Subject to paragraph (2) of this subsection. if a petition has been filed with the Authority by a labor orpnilation alleging that 10 percent of the employees is an appropriate unit in an agency havc membership in the labor orpnilation, the Authority shall investigate the petitiOiliO determine its validity. Upon certification by the Authority of the validity of the petition, the agency shall have a duty to negotiate with the labor organitation solely conccrn1111{ thl' deduction of dues of the labor organit.ation from the pay of tlw mcmers of the labor organi1ation who arc emplovcc~ in the unit and who make a voluntary allotment lor such purpose. (2) (A) The provisions of paragraph (I) of this subsection shall not apply in the case ofany appropriate un1t lor which there is an exclusive representative. (8) Any agreement under paragraph( I) ofthis subsection between a labor organization and an agenq wllh .respect to an appropriate unit shall be null and avoid upon the certification of an exdume rcpresentaive of the unit. §7116. Unfair labor practice5 (a) 1-"or the purpose of this chapter. it shall be an unfair labor practice for an agency (I) to interfere with, restrain. or coerce any employee in the exerci'e by the employee of any right under th1~ chapter; (2) to encourage or discourage membership in <~ny labor organitation by discrimination in conncct1"n w1th hiring, tenure. promotion, or other conditions of employment: (3) to sponsor. control, or otherwise assist any labor nrgani1ation. other than to furn1sh. upon ret.Jtll'''customary and routine services and facilities if the Sl'rvires and facilitie' arc al"l furn1~hed on an 11npart1al basis Jo othrr labor mg:lllitations having equivalent status; (4) to discipline or otherwise discriminate against an employee because the employee ha~ filed a colllplaml. affidavit. or petition or has given any information or testimony under this chapter; (5) to refuse to consult or negotiate in good faith with a labor organitation as 1c4uired by this chapter; (6) to fail or refuse to cooperate in impasse procedures and impasse decisiom a~ re4uired by thi' chapter. (7) to enforce any rule or regulation (other than a rule or regulation implementing section 2J02 ol tim titll') which is in connict with any applicable collctivc bargaining agreement if the agreement wa~ in clfect belme the date the rule or regulation was prescribed; or (K) to otherwise: fail or refuse to comply with any provision of this chapin (b) For the purpose of this chapter. it shall be an unlair labor practice for a labor organitation (I) to interfere with. restrain. or coerce any employee in the exercise by the employee of any right undc1 1h" chapter; ( 2) to cau)lt m attempt to cause an agency to discriminate against any employee in the exerci)le by the l'lllploycc of ar1y risht under this chapter; (3) to coerce. discipline. fine. or attempt to coerce a member of the labor organit.ation as punishmcnr. rcpmal. or for the purpose of hindering or impeding the member's work performance or productivity a~ an employee or the discharge of the member's duties as an employee; (4) to discriminate againsl an employee with regard to the terms or conditions of rncmbcr,hlp 111 the lahor organitation on the basis of race. color, creed, national origin. sex. age. prcferentiaIor nonprclr1 ent tal Cl\ II service status. political affiliation. marital status. or handicappin~ condition. (5) to refuse to t·onsult or negotiate in good faith with an agl'ncy as re4uicd by this chapter: (6) to fnil or refuse to eoopaah: in impasse prncedun·, and impa~~e deeisiom a' n·4uinl by 1Im ch;1pll'l. (7) (A) to call, or participate in. a strike. work stoppage. or slowdown. or picketing of an agl·ncy 111 a l;rhor· management dispute if such picketing interferes with an agency's operation),, or tH) to_condone any acti\ity described in subparagraph (A)' of this paragraph by failing to talc .rl'lro11 111 prevent or stop such activity; or (N) to otherwise fail to refuse to comply with any provision of this chapter. Nolhill¥ in paragraph (7) of this subsection shall result in Hny informational picketing which does not mterlnt' \\ rlh an agency'l operations being considered as an unfair labor practice. ' (c) For the purpose of this chapter it shall be an unfair labor practice for an exclusive reprl·sentativc to deny membership to any employee in .the appropriate unit represented by such exclusive representative except lor failure (I) to meet reasonable occupatiOnal standards uniformly requied for admission. or (2) to tender dues uniformly required as a condition of acquiring and retaining membership. This subsection does not preclude any labor organization from enforcing discipline in accordance with procedures under its constitution or by laws to the extent consistent with the provisions of this chapter. 304 Federal Labor Relation• (d) Issues which can properly be raised under an appeals procedure may not be raised as an unfair labor practices prohibited under this section. Except for matters wherein, under section 7121(e) and (f) of this title. an employee has an option of using tht negotiated ~ricvance procedure or an appeals procedure, issues which can be raised under a grievance procedure may, in the discretion of the aggrieved party, be raised under the grievance procedure or as an unfair labor practice under this section. but not under both procedures. (e) The expression of any personal view, argument, opinion or the making of any statement which- ( I) publicizes the fact of a repesentational election and encourages employees to exercise their·right to \lote in such election. (2) corrects the record with respect to any false or misleading statement made by any person. or (J) informs employees of the Government's policy relating to labor-management relations and the representation, shall not. if the expression contains no threat of reprisal or force or promise of benefit or was not made under coercive conditions, (A) constitute an unfair labor practice under any provision of this chapter. or (8) constitute ground!> for the setting aside of any election conducted undrr any provisions of this chapter. §7117. Duty to bargain In good faith; compellln& need; duty to consult (a) (I) Subject to par..graph (2) of this subsection. the duty to bargain in good faith sh.all. to the extent not inconsitent with any Federal law or any Government-wide rule or regulation, extend to matters which are the subject of any rule or regulation only if the ruk or regulation is not a Government-wide rule or regulation·. (2) I"he duty to bargain in good faith shall, to the extent not inconsistent with Federal law or any Governmentwide rule or regulation. extend to matters which are the subject of any agency rule or regulation referred to in paragraph!)) of this subsection only if the Authority has determined under subsection (b) ofthis section that no compellin!( need (as determinc.-d under re!(ulations prescribed by the Authority) exists·for the rule or reguhitiun. (]) Paragraph (2) of tht• ~ubsection applies to any rule or regulation issued by any agency ·or issued by any primary national subdivision of such agency, unless an exclusive representative represents.an appropriate unit including not kss than a majority of the employees in the issuing agency or primary national subdivision. as the case may be. to whom the rule or regulation is applicable. (h) (I) In any case of collective bargaining in which an exclusive represenative allege that no compelling need exists for any rule or regulation referred to in subsection (a)(3) of this section which is then in effect and which governs any matter at issue in such collective bargaining. the Authority shall determine under p~tragraph (2) of this subsection. in accordance with regulations prescribed by the Authority. whether such a compelling need exists. ( 2) For the purpose of this section. a compelling need shall be determined not to exist fo any rule or regulation only if (A) the agency, or primary national subdivision. as the case may be, which issued the rule o.r regulation informs the Authority in writing that a compelling need for the rule or regulation does not exist: or ( 8) the Authority determines that a compelling need for a rule or regulation does not exist. (3) A hearing may be held. in the discretion of the Authority. before a determination is inade·under this subsection. If a hearing is held. it shall be expedited to the extent practicable and shall not include the Cieneral Counsel iiS a party. (4) The agency. or primary national subdivision. as the case may be. which issued the rule orregulation shall be a necessary party at any hearing under this subsection. (cl (I) Fxcept in anv case to which subsection (b) of this section applies. if an agency involved in collective b•u·tc<~inlll~ w1th 11n cxtlusi\·e II"[Ue!.cnwtivc ulleges that the duty to hargain in good faith doc-. not·extend tu any matter. the exclusive represenative alleges that the duty to bargain in good faith does not extend to any matter. the cxdusivc representative may appeal the allegation to the Authority in accordance with the provisions of this subsection. (2) The exclusive representative may. on or before the 15th day after the date on which the agency first makes the allegation referred to in paragraph (I) of this subsection. institute an appeal under this subsection by (A) filing a petition with the Authority; and · ·(8) furnishing a copy of the petition to the head of the agency. (3) On or before the ]Oth day after the date of the receipt by the head of the agency ofthe copy of the petition under paragraph (2)(8) of this subsection. the agency shall- ( A) file with the Authority a statement-- (i) withdrawing the allegation; or (ii) selling forth in full its reasons supporting the allegation; and (H) furnish a copy of such statement to the exclusive representative. (4) On or before the 15th day afterthe date ofthe receipt by the exclusive representative ofa copy ofa statement under paragraph (3)(8) of this subsection. the exclusive'repesentative shall file with the Authority its response to the statement. (5) A hearing may be held. in the discretion of the Authority. before a determination is made under this subsection. If a hearin~ is held, it shall not include the General Counsel as a party. 305 Federal Labor Relations (6) The Authority shall expedite proceedings under this subsection to the extent practicable and shall issue to the exclusive representative and to the agency a written decision on the allegation and specific rcasom lherefor at the earliest practiciable date. (d) (I) A labor organization which is the exclusive representative of a substantial number of employee~. deJermined in ,ccordance with criteria prescribed by the Authority, shall be granted consultation rights by any agency with respect to any Government-wide rule or regulation issued by the agency effecting any substantive change in any condition of employment. Such consultation rights shall terminate when the labor organi1ation no longer meet\ tht· criteria prescribed by the Authority. Any issue relating to a labor organi1ation's eligibility for. or continuation of. ~Lu.:h consultation rights shall. be subject to determination by the Authority. (2) A labor organization havng consulation rights under paragraph (I) of this subsection shall (A) be infrmed of any substantive change in conditions of employment proposed by the ag~:m:y. and (8) shall be permitted reasonable time to present its views and recommendations regarding the changes. (3) If any views or recommendations are presented under paragraph (2) of this subsection to an agency hy any labor organization··· (A) the agency shall consider the views or recommendations before taking final act ion on any matt~:r with respect to which the views or recommendations are presented;.and ( 8) tile· agency shall provide the labor organization a written statement of the reasons for taking the final action. f7111. Prevention of unfair tabor practices (a) (I) If any agency or labor organization is charged by any person with having engaged in or engaging in an unla1r labor practice, the General Counsel shall investigate the charge and may issue and cause to be served upon the agency or labor organization a complaint. In any case in which the General Counsel docs not issue a complaint because the charge fails to state an unfair labor practice, the General Counsel shall provide the person rna king the charge a writtn1 \latement of the reasons for not issuing a complaint. (2) Any complaint under paragraph (I) of this subsection shall contain a notice (A) of the charge; (8) that a hearing will be held before the Authority (or any member thereof or bdon: an !ndividual employed by the authority and designated for such purpose); and (C) of the time and piace fixed for the hearing. (3) The labor organization or agency involved shall have the right to file an answer to the original and any amended complaint and to appeal in person or otherwise and give testimony at the time and place fixed'" the complaint for the hearing. (4) (A) Except as provided in subparagraph (8) of this paragraph. no complaint shall be issued hased on any alleged unfair labor practice which occurred more than 6 months before the filing of the charge with the Authority. (8) If the General Counsel determines that the person filing any char~e was prevented lrom lllin~ thl· charae during the 6-month period referred to in subparagraph (A) of this paragraph by ll' it may frorri time to time find ncce~sary for the proper performance of its duties. Each member of the Panel who is not an cmployec(as defined in section 2105 of this title) is entitled to pay at a rate el.jualto the daily equivalent of the maximum annual rate of basic pay then currently paid under the General Schedule for each day he is engaged in the performance nf official business of the Panel. including travel time and is entitled to travel expenses as provided under -.eel ion 5703 of this title. ( 5) (A) The Panel or its designee shall promptly investigate any impasse presented to it under subsection (h) of · this section. Thl' Panel shall consider the impasse and shall either recommend to the parties in resolving the impasse through whatever methods and procedures. (i) including factfinding and recommendations. it may consider appropriate .to accomplish the purpose of this section. ( 8) If the parties do not arrive at a settlement after assistance by the Panel under subparagraph(A) ofthis paragraph. the Panel may ·· (i) hold hearings; (ii) administer oaths. take the testimony or desposition of any person under oath, and issue subpenas as provided in section 7132 of this title; and (iii) take whatever action is necessary and not inconsistent with this chapter to resolve the impasse. (C) Notice of any final act-ion of the Panel under this section shall be promptly served upon the parties. and the action ~hall be binding on such parties during the term of the agreement. unless the parties agree . otherwise. §7120. Standards or conduct for labor or&anizalions . (a) An agency shall_ only accor~ reco~nition to a labor organi1.ation that is free from corrupt influences and mlluence~ opposed to bas1c democrattc pnnctples.. Except as provided in subsection (b) ofthis section. an organi1at ion is mnuences if it is subject to governing re4uiements adopted hy the not re4u1rcd to prove that 1t 1s free from such 307 II -.12 Federal Labor Relations · or.-niz&tion or by a national or international labor orpnization o~ federation of labor organi1.ations with which it is affiliated, or in which it participates, containing explicit and detailed provisions to which it subscribes calling for (I) the maintenance of democratic procedures and practices includin& provisions for periodic election' to be conducted subject to recognized safeguards and provisions defining and securing the right of individual members t.o participate in the affairs of the organi1.ation, to receive fair and equal treatment under the aoverning rules of the organi1.ation, and to receive fair process in disciplinary proceedings; (2) the exclusion from office in the organi7.atil>n of persons affiliated with communist or other totalitarian movements and persons identified with corrupt influences; (3) the prohibition of business or financial interests on the part of organization officers and a~ent~ whKh connict with their duty to the organization, and its members; and (4) the maintenance of fiscal integrity in the conduct of the affairs ofthe oganization. including provi,aon\ for accountins and financial controls and regular financial reports or summaries to he made available to members. (b) Notwithstanding the fact that a labor organization has adopted o subscribed to standards of conduct as provided in subsection (a) of this section. the organization is required to furnish evidence of its freedom from corrupt influences or influences opposed to basic democratic principles if there is reasonable cause to believe that (I) the organization has been suspended or expelled from. or is subject to other sanction, by a parent labor orpnization. or federation of organizations with which it had been affiliated, because it has demons! rated an unwillinpess or inability to comply with governins requirements comparable in purpose to those required by subsection (a) of this section; or . (2) the orpnil8tion is in fact subject to influences that would preclude recognition under this chapter. (c) A labor oraanization which has or seeks recognition as a representati,veofemployees under this chapter shalllilc financial and otl)er report~ with I he Assis&ant Secretary of l.abor for l.ahor Mana~mentRcl;1t ions. provide for honcl in~ of officials and employees uf the organilltliun, and comply wtth lrus&cnhip and election \lam.lurd!>. '(d) The Assislant Secretary shall prescribe such regulations as are neceuary to carry out the pU1pml·' ol tht~ section. Such resulattons shall conform generally 10 the principles applied lo labor organizations in the privall' '>e<:tor. Complaints of violat·ions of this section shall be filed with the Assistant Secretary. In any matter arising under this ICCtion, the Assistant Secretary may require a labor organir.ation to cease and desist from violations of 1his sect ion "nd req~ire it to take such actions as he considers appropriate to carry out the pOlicies of this section. (C) Thi• chapter does not authorize participation in the management, of a labor orgai1ation or al·t•nl! "' a representative of a .labor orgaization by a management official, a supervi~or. or a confidential employee. exl·epl as specifically provided in this ·chapter. or by an employee if the participation :or activity would result in a wnllicl or apparent conflict of interest or would otherwise be incompatible with law ~r with the official duties of the employee. : '(0 In the case of any labor organization which by omission or commission has willfully and intentionally. with · reprd to any strike. work stoppage. or slowdown, violated section 7116(b)(7) of this title, the Authority shall. upon an appropriate finding by the Authority of such violation ( I).revoke the exclusive recognition status of the labor orpnization, which shall then immediately cease to be leplly entitled and obligated to represent employees in the unit; or (2) take any other appropriate disciplinary action. SUBCHAPTER Ill • GRIEVANCES 17121•.Grinance procedures (e) (I) Except as provided in paragraph (2) of &his subsection. any collective barpining agreement shall provide prQtedures for the settlement of grievances, including questions of arbitrability. Except as provided in subsections (d) indl(e) of this soction, the procedures shall be the exclusive procedures fpr resolvin& gievances which fall within its ·cOveraae. (2) Any collective bargaining agreement may e~tclude any ~tter from the application of the grievance procedures which are provided for in the agreement.(tl Any tle&otiated arievance procedure referred to in subsection (a) of this section shall--· .cn be fair and simple. (2) provi~e for expeditious processina. and (l) inchide procedures that··· (A) assure an exclusive represenlative the right. in its own behalfor on behalf ofany employee in the unit represented by the exclusive representative, to present and process grievances: (8) assure such an employee the right to present a grievance on the employee's own behalf. and assure the exclusive representative the. right to be present durin& the grievance proceeding; and ::~, (C) provide that any grievance not satisfactorily settled under the neaotiated grievance procedure shall be subject to binding arbitration which may be invoked by either the exclusive representative or the aFiiCy. 308 Federal Labor Relations II -1.\ (c) The preceding subsections of this section shall not apply with respect to any grieyance concerning · (I) any claimed violation of subchapter Ill of chapter 73 of this title (relating to prohibited political activities); (2) retirement, life insurance, or health insurance; (3) a suspension or removal under section 7532 of this title; (4) any examination, certification, or appointment; or · (5) the classification of any position which does not result in the reduction in grade or pay of an employee. (d) An aggrieved employee affected by a prohibited personnel practice under section 2302(b)( I) of.this title• which also falls under the coverage of the negotiated grievance procedure may raise the matter.under a statutory procedure or the negotiated procedure, hut not both. An employee shall he deemed to have exercised his option under thi~ subsection to raise the matter under either a statutory procedure or the negotiated procedure at such time as the employee timely initiates an action under the applicable statutory procedure or timely files a grievance in writing, in accordance with the provisions of the parties' negotiated procedure, whichever even occurs first. Selection of the negotiated procedure in no manner prejudices the right of an aggrieved employee to request the Merit System Protection Board to review the final decision pursuant to section 7702 of this title in the case of any personnel action that could have been appealed to the Board. or, where applicable, to request the Equal Employment Opportunity Commission to review 11 final decision in any other maller involving a complaint of discrimination of the type prohibited by any law administered by the Equal Employment Opportunity Commission. (e) (I) Matters covered under sections 4303 and 7512 of this title which also fall within the coverage of t.he negotiated grievance pnKedure may, in the discretion of the aggrieved employee. be raised either under the appellate procedures ol section 7701 of this title or under the negotiated grievance procedure. but not both. Similar matters which arise under other personnel systems applicable to employees covered by this chapter may, in the discretion of the aggrieved employee, be rat sed either under the appellate procedures or under the neaotiated grievance procedure at such time as the employee timely files a notice ofappeal under the applicable appellate procedures or timely files a grievance in wiriting in accordance with the provisions of the parties' negotiated grievance procedure. whichever event occurs first. (2) In mailers covered under sections 4303 and 7512 of this title which have hcen raised under the negotiutcd grievance procellure in accordance with this se~:tion. an arbitrator shall be governed by section 7711 l(c)( I} of this title, as appli~:ahle. . (I) In mailers covered under sections 4303 and 7512 of this title which have been raised vnder the negotiated grievance procellure in accordane with this section. section 7703 of this title pertaining tojudicial review shall apply to the award of an arbitrator in the same manner and under the same conditions as ifthe matter had been decided by. the Hoard. 1 n matters similar to those covered under sections 4304 and 7512 of this title which arise under other personnel systems and which an aggrieved employee has raised uner the negotiated grievance procedure. judicial review of an arbitrator's award may be obtained in the same manner and on the same basis as could be obtained ofa final decision. in such matters raised under applicable appellate procedures. §7122. Exceptions lo arbitral awards (a) Either party to arbitration under this chapter may file with the Authority an exception to any arbitrator's award pursuant to the arbitration (other than an award relating to a matter described in section 71210) of this title). If upon review the Authority finds that the award is deficient (I) because 11 is contrary to any law, rule or regulation; or (2) on other ground' ~11nilar to those applied hy Federal courts in private sector labor-management relations: the Authority may take ~uch action and make such recommendations conerning the award as it considers necessary. consistent with applicable laws, rules, or regula.tions. · (h) If no exception to an arhitrator's award is filed under subsection (a) of this section during the _,0-day period beginning on the date of ~uch award. the award shall be final and binding. An agency shall take the actions required by an arhllrators llnal award. lhe ••ward may include the payment of hackpay (as provided in section 5596 of this title). §7123. Judidal review; enforcement (a) Any person aggrit·vcd hy any final order of the Authority other than an order under· (I) 'l'Ct ion 7122 nf this titll-(involving <10 award by an arbitrator). unless the order involes an unfair lahor ptactice under sel·tion 7111! of this title, or (2) 'ection 7112 of thts title (involving an appropriate unit determination). may. during the 60-day period beginning on the day on which the order was issued, institute an action for judicial review of the Authority's order in the United States court of appeals in the circuit in which the person resides or transacts husmcss or in the United States Court of Appeals for the Distirct of Columbia. (h) Thl· Authority may petition any appropriate lJ nited States court of appeals for the enforcement ofany order of the Authority and for appropriate temporary relief or restraining order. (c) lJ pon the filing of a petition under subsection (a) ofthis section forjudicial review or under sub!>ection( b) ofthis section for enforcement, the Authority shall file in the court the record in the proceedings, as provided in section 2112 of title 21!. lJ pon the filing of the petition. the court shall cause notice thereof to be served to the parties involved, and thereupon shall have _1urisdict ion of the proceeding and ofthe question determined therein and may grant any temporary relief (including a temporary rest raining order) it considers just and proper. and may make and enter a decree affirming 309 II -14 Federal Labor Relatione and enforcina. modifyingand enforcingas so modified, or selling aside in whole or in part the order ofthe Authonty I he fiUna of a pctitioa under subsection (a) or (b) of this section shall not operate as a stay ofthe Authority's order unless the court specifically orders the stay. Review ofthe Authority's order shall be on the record in accordance with section 706 of this title. No objection that has not been urged before the Authority, or its designee, shall be considered by thl· court. unless the failure or neglect to urge the objection is excused because of extraordinary circumstance~. The findings ofthl· Authority with the record considered aaa whole. shall be conclusive. If any person applies to the court for leave to ad dun· additional evidence and shows to the satisfaction of the court that the additional evidence is material and that thm: were reasonable JfOUnds for the failure to adduce the evidence in the hearing before the Authority, or its designee. the court may order the additional evidence to be taken before the Authority, or its designee. and to be made a part of the record. The Authority may modify its findings as to the facts, or make new findings by reason of additional evidence so taken and filed. The Authority shall file its modified or new findings, which, with respect to questions of fact. if supported by substantial evidence on the record considered as a whole. shall be conclusive. The Authority shall file its recommendations, ifany, for the modification or setting aside of its original oder. Upon the filing of the record wtth thl· ·court, the jurisdiction ofthe court shall be exclusive and its judgment and decree shall be final, except that the judgment aQd dec:rec shall~subject to reyiew by the Supreme Court ofthe United States upon writ ofcertiorari or certification as provided in ICCtion 12S4 of title 28. (d) The Authority may. upon issuance of a complaint as provided in section 7118 of this title charttmtl that any ~non tiaa enpFCI in or is enpaina in an unfair labor practice. petition any United States district court within any diltrict in which the. unfair labor practice in question i& alleged to have occurred or in which such persun resides or tranucts businaa for appropriate temporary relief (including a restraining order) it considers just and proper. A wurt :Shall notarant any temporary relief under this section if rt would interfere with the ability nt the agency to carry nut th · essential funCtion• or if the Authority fails to establish probable cause that an unfair labor practice is being cummilled. ' . SUBCHAPTER IV -ADMINISTRATIVE AND OTHER PROVISIONS f7131. Oflldal time (a) Any employee representing an exclusive representative in the negotiation ofa collective bargaining agreement under this chapter shall be authorized official time for such purposes, including attendance at impasse proceeding. durinathe time the employee otherwise would be in a duty status. The number of employees for whom official time is authorized under this subsection shall not exceed the number of individuals designated as representing the agency for such purposes. (b) Any activities performed by any employee relatin& to the internal business ofa labor organi1.ation (including the solicitation of memership. elections of labor organi1ation officials, and collection of dues) shall be performed during the time the employee is in a non-duty status. (c) Except as p.-ovided in subsection (a) of this section, the Authority shall determine whether any employee · participatina for. or on behalf of. a labor organization in any phase of proceedings before the Authority shall he ·authorized official time for such purpose durin& the time the employee otherwise would be in a duty status (d) Except as provided in che prececding subsections of this section ( n any employee representing an exClusive represcnt&ttive, or (2) in connection with any other matter covered by this chapter, any employee in an appropnate unit represented by an exclusive representative, shall be Jrantcd official time in any •mount the agency and the exclusive representative involved agree to be reasonable. necessary, an4 in the public incerest. 17131. Su..,.._ (a) Any member ofthe Authority, the General Counsel. or the Panel, any administrative law judge appointed by the Authority uiMfer section~310S of this title. and any employee of the Authority designated by the Authority may (I) issue·subpenas requiring the attendance and testimony of witnesses and the production or ducument;rry evidence from any place in the United States; and (2) administer oalhs, take or order the lakin& of depositions, order responses to written interrog;rtmrl·s. examine witnesses, and receive evidence. No subpena ahall beiuued under this section which requires the disclosure ofintramangement guidance, advr~e. ~tllm~el. or tralnina within an a,ency or between an aaency and the Office of Personnel Management. (b) In the case ofcontumacy or failure to obey subpena issued under subsection (a)( I) of this section, the United States district court for the judicial district in which the person to whom the subpoena is addressed resides or is served may issue an order requiring such·person to appear at any designated place to testify or to produce documentary or ot hn •., evidence. Any failure to obey the order of the coun may be punished by the court as a contempt thereof (c) Wttnas (whether appearing voluntarily or under subpena) shall be paid the same fee and mileage allowancl·s which ar~ paid subpoenaed witn~s!K's in lht courts of the United States. 310 Federal Labor Relations II · I~ §7133. Compilation and publication of data (a) The Authority shall maintain a file of its proceedings and copies of all available agreements and arbitration decisions. and shall publish the texts of its decisions and the actions taken by the Panel under section 7119 of this title. (b) All files maintained under subsection (a) of this section shall be open to inspection and reproduc;tion in accordance with the provisions of section 552 and 552a of this title. §7l.W. Reaulatlons The Authority, the General Counsel. the Federal Mediation and Conciliation Service, the Assistant Secretary of Labor for Labor Management Relations. and the Panel shall each prescribe rules and regulations to carry out the provisions of this chapter applicable to each of them. respectively. Provisions of subchapter II of chapterS of this title shall be applicable to the issuance, revision, or repeal of any such rule or regulation. §713~. Continuation of existing laws, rrcognltlons, agreements, and procedures (a) Nothing contained in this chapter shall preclude (I) the renewal or continuation of an exclusive recognition, certification of an exclusive representative of its employees. which is entered into before the effective date of this chapter; or (2) the renewal. continuation, or initial according of recognition for units of management officials or supervisory repesented by labor organizations which historically or traditionally represent management officials or supervisors in private industry and resent management officials or supervisors in private industry and which hold exclusive recognition for units of such officials or supervisors in any agency on the effective date of this chapter. (b) Policies, regulations, and procedures established under ·and decisions issued under Exceuctive Orders 11491, 11616, 11636. 11787. and 11101:1, or under any other Executive order, as in effect on the effective dale of this chapter. shall remain in full force and effect until revised or revoked by the President. or unless superseded by specific provisions ofthis chapter or by regulations or decisions issued pursuant to this chapter. BACKPA YIN CASE OF UNFAIR LABOR PRACTICES AND GRIEVANCES Sec. 702. Section 5596(b) of title 5. United States Code is amended to read as follows: (b) (I) An employee of an agency who, on the basis ol a timely appeal or an administrative determination (including a decision relating to an unfair labor practice or a grievance) is found by appropriate authority under applicable law, rule, regulation, or collective bargaining agreement, to have been affected by an unjustified or unwarranted personnel action which has resulted in the withdrawal or reduction of all or part of the pay, allowam:cs, or differentials of the employee (A) is entitled. on correction of the personnel action, to receive for the period for which the personnel action was in effect (i) an amount e4ual to all or any part of the pay, allowances. or differentials. as applicable which the employee normally would have earned or received during the period if the personnel action had not occurred. less any amounts earned by the employee through other employment during that period; and .(ii) rea~onahle llllorney fees related to the personnel action which. with respect to any decasion 1clat•n~ to an unla•r lahor practice or a grievance processed under a procedure ncgotiatnl in accordance with chapter 71 of this title. ~hall he awarded in accordance with Mandards cstabli~hed under ~cction 7701(g) of this title: and (R) for all purpose~. is deemed to have performed service for the agency during that,period. except that (i) annual leave restored under this paragraph which is in excess of the maximum leave accumulated permitted hy law shall be credited to a separate leave account for the employee and shall be availahle for use by the employee within the time limits prescribed by regulations of the Office of Personnel Management, and · · (ii) annual leave credited under clause (i) of this subparagraph but unused and still available to the employee under regulations prescribed under section 5551 or 5552( I) of this title but may not be retained to the credit of the employee under section 5552(2) of this title, (2) This subsection docs no apply to any reclassification action nor authori1e the setting aside ulan otherwise proper promotion by a selecting official from a group of properly ranked and certified candidates. (3) For the purpose of this subsection, ·grievance' and 'collective bargaining agreement' have the meanings set forth in section 710.1 of this title. 'unfair labor practic::· means an unfair labor practice decribed in section 7116 of this title. and 'personnel action' includes the omission orfailure to take an action or confer a benefit. 311 ARTICLE I PARTIES TO TI·E AGREEMENT I 2 RECOGNITION AND COVERAGE 2 3 RIGHTS OF PARTIES 4 4 OFFICIAL TIME/U'IION REPRESENTATION 7 5 DISCIPLINE 16 6 GRIEVANCE PROCEDURE 25 7 ARBITRAliON 34 8 DUES WITI+tOLDING 39 9 COMMu-IICATIONS 48 10 PRODUCTIVITY 49 II TESTS SO 12 MERIT PROMOTION 51 13 TEMPORARY PROMOTION 6 I 14 REP~OMOTION OF OOWNGRADED EMPLOYEES 62 15 EMPLOYEE PERFORMANCE EVALUATION 64 16 REDUCTION IN FORCE 66 17 POSITION CLASSIFICATION 72 18 TRAINING 75 Ill EQUAL EMPLOYMENT OPPORTu-IITY 80 20 DETAILS 87 21 LOANS 90 22 TRAVEL/TOY 92 23 AN'IUAL LEAVE 99 24 SICK LEAVE 103 25 t£ALTH AND SAFETY 107 26 HAZARD AND ENVIRONMENTAL PAY 118 27 EMPLOYEE DISABILITY COMPENSATION 120 28 USE OF OFFICIAL FACILITIES 124 29 PARKING lO EATJIIG FACILITIES 126 31 SECURITY POLICE 127 32 DISTRIBUTION AND PUBLICITY 128 33 NEGOTIATIONS DURING TERM OF Tt£ AmEEMENT 130 34 LOCAL SUPPLEMENTS TO Tt£ MASTER AGREEMENT 135 35 DURATION 140 312 TABLE OF CONTENTS CorrespondingArticle of Master labor Agreement 2 25 27 22 Article I II III IV v VI VII VIII IX X XI XII XIII Page Recognition and Coverage 1 Public Purpose Served by this Agreement 3 Union Membership Drives 4 Management and Union Relationships 5 Community Responsibilities 6 Personnel Records 7 Employee Debts 8 Snow Removal 9 Employee Compensation 10 Aircraft Boarding Time 11 Overtime 12 Holidays 15 Miscellaneous Leave 16 313 CorrespondingArticle of Master Labor Agreement 11 29 28 32 19 13 20 Article XIV XV XVI XVII XVIII XIX XX XXI XXII , XXIII XXIV XXV XXVI Page Shift Policy 17 Test Results 22 Seniority 23 Hours of Work 24 Employee Parking 27 Miscellaneous Privileges 28 Publicity 29 Base Clean-Up 30 31 Equal Employment Opportunity 32 Temporary Promotions 33 Details 34 Upward Mobility 36 Telephone Services 37 314 Administrative Clerk/Typist A. Major Duties Assists with the administrative functions unique to the Public Affairs Office. ---Receives, reviews, and routes incomine 1!!'3!1. and reviews for proper format. --Reviews and screens many daily and weekly newspapers and magazines for articles pertaining to base organizations, people, and missions, and clips for revie~ by the base commander and his staff. Also, prepares news summary daily for the commander. --Reviews and screens free classified ads for base newspaper. --Reviews base newspaper weekly for environmental and energy conservation E~rtlc.les and maintains a file pertaining to the subjects. --Answers phones and relays messages, greets visitors, and responds to routine questions. ~~aintains public affairs research and biography files. --Packages and distributes approximately one hundred copies of the base newspaper weekly to a large number of people on a required mailing list. ~-Posts Air Force regulations and manuals and orders regulations and forms. --Maintains a word processing log and tracks correspondence to meet suspenses. --Assists in maintenance of Public Affairs files. --Prepares and distributes news releases such as promotion and birth announcements as instructed by the Public Affairs Officer. Prepares hundreds of mailing labels for news releases monthly. --Assists Community Relations section in preparation of information kits an necessary. --Types materials in rough draft and final form. Types travel orders, vouchers, itineraries, AF Form 9's, news releases, memos, promotion lists, 'birth .announcements, mailing labels, and official correspondence for division chief. --Performs duties in absence of division secretary. B. Factors 1. Knowledge Required by the Position j:'L /-,l -~ow and understand the general mission of the base • .3.15 --Knowledge of the organizational structure of the wing and have general knowledge of tenant organizations. --Ability to use an electric typewriter; a qualified typist is required. --Knowledge of general base policy on a wide variety of subjects such as tours, speakers bureau, news releases, commanders call, and the base newspaper. --Knowledge of environmental and energy conservation issues affecting the base. 2. Supervisory Controls FL ,l-.2 --Works under general supervision of the Base Public Affairs Officer. --Receives brief oral instructions from the supervisor or division secretary. Work is spot-checked upon completion. 3. Guidelines F'L 3-/ --Follows established office procedures in accomplishing work. These are clear-cut and require little interpretation. Deviations are referred to the supervisor or other higher-graded employee. --Work is performed in accordance with established procedures. Much of the work is routine involving related tasks·. 4. Complexity -~Typing work is performed in accordance with established procedures and is usually done from rough draft. Clerical work is routine involving a few related tasks. 5. Scope and Affect ~L s--1 --The performance of these duties facilitates the work of those employees in the immediate unit and that of employees in service units. 6. Personal Contacts --Contacts are with co-workers in the immediate unit and with tho.se of t~ervice units.. Contacts are also with clientele of units outside the ag'ency such as contractor peopl~. 7. Purpose of Contacts ?-I ;J.o --Contacts are for the purpose of receiving and dir~cting visitors, and receiving instruction regarding work. 8. Physical Demands --The work is mostly sedentary, although there is some associated with the filing, mailing, and distribution. bending and walking 9. Work Environment -. --Work is performed in an office setting. 7-/ j 316 Secretary (Stenography) A. Major Duties For functional statement, see Organization and Functions Chartbook. The purpose of the position is to serve as Secretary to the Chief, Base Public Affairs. --Receives calls, greets visitors, determines nature of call or business of visitors. Ascertains which should be referred to supervisor or other staff personnel or which can be handled personally. Responds to non-· technical requests which can be provided based on personal knowledge or information from records and files. Places both local and long distance calls for supervisor or staff personnel. --Receives incoming correspondence, publications, regulations and directives directed to the office; determines which should be brought to the supervisor's attention; forwarded directly to other staff personnel for action, or can be handled personally. Reviews all outgoing correspondence and other materials submitted for supervisor's signature to ensure that material is presented in compliance with suspenses, current procedures and policies, proper format, grammar, typographical accuracy, and that necessary and appropriate backgrou.nd materials, etc., are attached. Discusses inaccuracies, deviationa from procedures and omissions with the originator or subordinate clerical staff to ensure corrections or obtain necessary materials. --Initiates correspondence from brief oral or written instructions. --Arranges conferences and meetings, including making reservations for meeting rooms and notifying all participants. Assembles background information for supervisor. Briefs supervisor on matters to be considered before the scheduled meeting. -~aintains supervisor's calendar by establishing priorities at own discretion; schedules, reschedules or rejects appointments; accepts or declines invitation to meetings and arranges for attendance by staff members as appropriate. --Develops office procedures to ensure effective and efficient operations regarding the administrative end clerical work. Overseas and assigns work to both full and part-time clerical employees. Provides instruction and reviews completed work. --Takes and transcribes dictation of correspondence, reports and telephone conversations. May type materials in final form without rough drafts. Types an intermediate draft when requested. Uses reference sources such as dictionaries, technical manuals, etc., and assures proper arrangement, grammatical ~curacy and spelling of the final copy. Prepares travel orders, vouchers; makes travel and billeting reservations for trips, coordinates travel, types itinerary, etc. --Respond~ to public and media inquiries on routine matters. -~aintains office records and files as appropriate. 317 --Prepares alert duty roster; maintains office supplies; serves as office automation monitor. B. Factors 1. Knowledge Required by the Position --Knowledge of supervisor's responsibilities, priorities, commitments, policies and goals to perform· nonroutine and special assignments such as following through on staff meeting decisions, screening. incoming correspondence, assembling information and summaries, etc., which requires recognizing relative importance of information or visitor and anticipating supervisor's needs. --Skill in taking and transcribing dictation. A qualified stenographer is required. A variety of finished correspondence is required on short notice, much of it for distribution to off-base organizations/agencies/individuals. --Knowledge of administrative procedures, including manner of correspondence preparation as well as English compos!tion, grammar, spelling, punctuation, syntax, and Associated Press Style Guide rules for journalists. 2. Supervisory Controls The supervisor makes general-, overall duty assignments to areas of continuing and recurring responsibilities. Employee is expected to perform duties assigned on own initiative and is guided by own knowledge of regulations and policies as well as standard secretarial practices. Written work receives cursory review before signature; other work is reviewed on basis of evaluation of overall results achieved. 3. Guidelines Because of the diversity and situational aspects of most matters dealt with by this office in three major disciplines, i.e. community relations, media relations, and internal information, commonly there are no written guidelines upon which to base appropriate judgments and efforts. The secretary must make judgments based on the general policies and philosophies of the supervisor, and apply and adapt guidelines to specific, situational problems for which instruction does not exist, nor clearly apply. 4. Complex!ty I Performs full range· of procedural duties in support of the office, including arranging travel for conferences/meetings, and assembling reports from information in the files. Decisions regarding what needs to be done involve various choices requiring the secretary to recognize the differences between situations. Actions to be taken or 318 responses to be made differ in such things as sources of information, kinds of transactions or other differences. Decisions are based on a knowledge of procedural requirements of the work of the specific functions and staff assignments of the supervisor. 5. Scope and Effect This position provides the full range of clerical and administrative SIJpport for the office. The secretary carries out certain procedural and clerical work in conducting the business within the office. The work performed relieves the supervisor of those details which affect the accuracy and effectiveness of succeeding work products/processes. 6·. Personal Contacts Contacts are with personnel within the organization, outside organizations, and higher headquarters. Personnel contacted are in different functions, missions and kinds of work. There is extensive contact with members of the media, civil organizations, and community leaders, and their staffs. 7. Purpose of Contacts To ensure timeliness of reports and staff actions, scheduling/resched uling appointments and meetings and other matters leading to coordination and/or resolution of problems affecting administrative management of the office. 8. Physical Demands The work is sedentary. There may be some walking, standing or light carrying of correspondence, publications, and supplies. 9. Work Environment Work is performed in an office setting, with adequate beating, ventilation and lighting. Position Description Public Affairs Specialist A. MAJOR DUTIES --llesearches and writes copy for both internal and publicly disseminated information aaterials to explain nature and purpose of base's activities. --Arranges and coDducts tours of facility, briefing local and out-of-state visitors on the aission aDd operation of the base. --Responsible for production of the base mission briefing, a aulti-image/ aedia presentation. This includes all production elements, i.e. conceptualization, research,. vri ting, photographic coordination and procureaent, ~rogr&llllling and keeping the briefing current. Maintains full knowledge of aulti-media equipment to program the presentation and operate in both standard conference room aDd aobile aodes. --Presents the base aission briefing, on behalf of the base commander to visitors, including high ranking base, state and government officials, civic leader groups, and other base visitors. --Responds, in oral and written form, to requests for information by the public. Determines the nature of the data required, and collects and assembles the material using the appropriate format and style based on needs of the base. --Establishes an interchange of ideas and issues among base population, cCIIJilunity leaders, and civic groups, concerning problems that might neaatively iapact the base's aission accomplishment. --Arranges for speakers in the base speakers bureau and rec01111ends subjects aud potential speakers; also oversees arrange11ents between speaker aad requesting organization. --Initiates and prepares responses to inquiries from interested ·aroups, the aeneral public aad base employees concerning policies and activities for a public involvement progrsm. --Assists in planning and organizing civic leader tours for WrightPatterson and other bases. --serves as priaary point of contact for BQ Recruiting Service, aecrulting Groups Squadron, and Pli&hts for arranging recruiting oriented tours of tbe base. --Prepares the &nlal&l budget. MoDi tors and aanaaes funds for the Public Affairs Office. --Inventories aud aanages the use and maintenance of office equipment for the Public Affairs Office, monitoring its loan and use to other organizations. Maintains appropriate equipment documentation and files. 320 --<>rders and maintains supplies for tl'e Public Affairs Office. --Performs standby alert duty for the Public Affairs Office on a rotating basis. --Performs additional duties such as member of the Wing Exercise Evaluation Team and the Base Public Affairs Disaster Team. --Recruits, trains, and .ativates volunteer tour auides to assist the Public Affairs Division. Trains PA personnel, as may be necessary, to support the com1111nity relations fm•ctions. B. FACTORS 1. Knowledge/Required b7 the Position --Knovlege of OOD, USAF, AYLC and 2750th ABW structures, functions, resources and aissiona.sufficient to prepare and conduct briefings;-tours. aDd applicable publications. --Knowledge of journalism and public relations. Proficiency in English grammar, spelling and punctuation. Typing skills are desirable. --skill in developing written cc:m1111nication materials tblt convey information covering a range of subjects related to the base'a programs. --skill in effectively interacting and dealing with a variety of publics including local, regional and state government officials and WrightPatteraon officials. --skill in presenting information orally in a logicial and clear aanner to explain programs, projects or activities to both internal and external audiences. --skill in caaJalnicative arts including scriptwri ting and ccaa1nicating to the public to include WTiting/producing .ulti-1aage presentations. --skill in producing/directing aJlti-aedia programs and working with photographers and photo l,abs and using state-of-the-art .ulti-ilaage prograaudng equipment; adequate lkill to prograa and ..ke ainor equip~~ent repairs. --skill with 35am/16-state-·of-tbe-art presentation equipaent including diasolve anita and projection acreene, in order to provide quality ~isuals during briefings. Includes lkill in determining the best aix of equipment in the design/conceptual stages of presentations for the aaxiaum audience appeal. --Ability to research various aubject areas for pertinent information and write scripts appropriate for diverse audiences. --Ability ·to apeak clearly aud in a professional .anner; akill in otal delivery to both large and small audiences. 2 321 2. Supervisory Controls The supervisor, Chief of Public Affairs provides overall objectives. The Public Affairs Specialist (Community Relations) makes individual assignmenta by defining specific objectives, priorities and deadlines and provides assistance in unusual situations which have no precedents. The employee plans and carries out work in accordance vith previous instructions, training, policies or practices. Completed vork is evaluated for appropriateness and conformance to policy. The aupervisor provides adminhtrative control regarding leave approval, acceptance/rejection of work, performance appraisal, etc. 3. Guidelines Procedures for doing tbe work have been established and numerous guidelines, in terms of oral and WTitten instructions, policies and procedures, are available, although .ame gaps aay exist in specific areas. The incumbent ind-ependently selects and applies the guides, aodifying them to .eet the s~.tuation. Situations exist where tbe employee must aelect1 interpret and apply the aost appropriate procedure or guidelines. If guidelines cannot be applied or significant deviat_ions are necessary, the 8Upervisor or Chief of Com1111nity Relations aives prior approval. 4. Complexity disseminating them Assignments involve developing information materials and using standard written and interpersonal com.munication practices and techniques, analyzing needs and determining most appropriate approach to use. The public affairs specialist determines the aost appropriate communication aetbods and techniques to employ in achieving maximum effectiveness in written and oral presentations. Based on analysis of information needs, recommends that changes be aade in the design or dissemination of informational aaterials. 5. Scope and Ef feet The purpose of tbe work is to facilitate and encourage tbe interchange of co.munic.ation between various external and internal publics affected by The work affects the aorale of Wright-Patterson's aission and activities. employees and the accoaplishment of the installation's program objectives. 6. Personal Contacts Contacts are vith co-vorkers, base cCIID.IMilder, aembers of ccamander's staff, tenant organizations, counterparts at KAJCOM, recruiting service staffs at all levels, public affairs officers on blse, as well as local CCIIlaunity leaders and c1vic aroupa. 7. Purpose of Contacts The purpose of the contacts is to increase the understanding and encourage the cooperation of community groups and employees in working toward achievement of the Wright-Patterson aission. The public affairs specialist aust also explain aDd clarify policies and activities to affected or interested group.s. 322 3 B. Physical Demands The work is basically sedentary; however, there is aome walking, standing and carrying of equipment weighing up to 35 pounds. 9. Work Environment Most work is performed in office set tinge, adequately heated and ftntUated, where normal safety precautions are required. During exercises and tours, work. aay be performed outdoors at various locations on base. 323 TYPES OF CIVILIAN LEAVE There are 11 types of leave that civilian employees may take. They are Sick Leave, Annual Leave, Administrative Leave, Leave Without Pay, Compensatory Leave, Absence for Maternity Reasons, Absence Without Leave, Holiday Leave, Cburt Leave, Cbmpensatory Time Off for Religious Observance, and Military Leave. The three most common types of leave you will deal with are Sick Leave, Annual Leave, and Administrative Leave. Sick Leave is leave that is earned, at the rate of four hours for every pay period (a pay period is two weeks), and used only when the employee is sick, must convalesce after surgery or serious illness, or has a doctor's appointment. This leave builds up and the employee does not lose any leave if they fail to take leave. The individual cannot take sick leave if they are not sick, convalescing, or seeing a doctor. This is the most abused type of leave. If you know that your civilian employee is taking sick leave when not entitled to it, you must report it. If you simply sign their time card certifying they were on sick leave, and you know they were not entitled to this type of leave, you have committed fraud and are just as guilty as the civilian employee. Since an employee builds up sick leave over their career, it is not unusual for an employee to have 17 months of sick leave built up. If that individual gets ill and is out of the office for 17 months, or if the individual is medically retired with 17 months sick leave built up, they continue to get paid and you cannot fill their position with another employee. Legally, the position is still filled. You cannot fill the position with a civilian overhire either. The position remains open and you have to take the loss. Annual Leave is somewhat like military leave. For the first three years of employment, an employee earns 80 hours of leave. For years four through 14 they earn 160 hours of leave per year. For 15 years and up of service, they employee earns 200 hours of leave per year. Notice that their leave is based on hours, rather than days. The civilian employee can take one to eight hours of leave for a day. Their annual leave, unlike military leave, does not include weekends and holidays even if they are not in the area. They are only required to take leave time during their normal work hours. Like the military, civilian annual leave can be lost if not used. A civilian employee can only carry 240 hours of annual leave on the books at the end of the fiscal year. They lose anything over 240 hours. Administrative Leave is granted for certain special occasions such as time off to vote in elections and leave granted civilian employees when the base is closed because of weather conditions. It is not chargeable to annual leave. Absent Without Leave is the same as AWOL for military members. They can be charged for every 15 minutes they are absent from their job and normally, but not always, such absence is deducted from their Annual Leave. Absent Without Pay can be given for several reasons, such as a sickness 324 where the employee does not have enough sick leave and annual leave combined to cover the time off the job. Leave Without Pay is granted when the individual needs to be absent from the job, is not ill, and has no annual leave or is ill and has no sick leave or annual leave built up. Compensatory Leave is leave taken for having worked overtime in the performance of their job in lieu of overtime pay. All overtime pay must be approved in advance by the installation commander. Most Public Affairs offices have no money to pay civilian employees overtime. Therefore, compensatory time off is given to civilian employees who work overtime. The employee must be told in advance that they will not receive overtime pay but will receive compensatory time off. The employee must use the time off within a certain period of time or they lose it. The period of time is usually negotiated in the local union contract. If overtime pay is authorized, the maximum amount they can be paid is time-and-a-half based on the pay of a GS10, Step ~. T' '3 means that if they are a GS-11, their overtime pay will be based on the GS-10, Step 1 scale rather than the GS-11 scale. Absence for Maternity Purposes may be granted, but it really is not a separate type of leave. It is, rather, a combination of three different types of leave--Sick Leave, Annual Leave, and Leave Without Pay. This type of leave is handled on a case-by-case basis and should be discussed in your local union contract. Holiday Leave is granted for legal federal holidays such as Christmas, New Years, Memorial Day, etc. Compensatory Time Off for Religious Observance can be given, if agreed upon in the local union contact, for the purpose of letting an employee observe (or attend) a special religious function. They must, however, agree to work overtime, without pay, to make up for the time they are given to attend the religious function. Military Leave is given to civilian empolyees who are members of the Air Force Reserve or Air National Guard and must report to their unit. There is a maximum of 15 days per year, with pay, that a civilian employee can use, no matter how many other days the employee must be at the unit. Once again, check your local union contract to see how these types of leave must be used for your civilian employees. Page 326 is a sample of a civilian employee time card, which you must fill out and sign on all civilian employees you supervise. 32~ CIVILIAN EMPLOYEE TIME CARD I, --l _i' :r ;• :.r iJ iJ J !.II 1 ~~ ~ 1 il =11 =1 j_ ' S~Cio\L ~~CUlUTY ~ NAI:-£·L45T.FL;;3"":" I 'CKKP!t• ~!-;o-o•':.:.'!!Z""',:;. ..-s ;,~~ ,•-=-~-r..4 flt:;,~!~HruRS· 1\r.';:"''HOOJRSe ,._ .........,,.. c [~-~ ,.__;:"""'' '"01 _...,.. IC.I.,_ ,_tciHIIS~ ~ ~ O."i lli'tl ; •J'I' """'• .... -.-. - I I --I I I.. I ~.,,,~·..:..!::·~~A.,.,_ ;;;~:~:;..-... .. ... :A -·"' 'W",.:[ .., ~..~.~ ... T ..,. M . ·=-""' . ' REGULAR REGUU!I NOIIIIAL DU1'Y IICUIS l IIOURS HOURS I ST SHIFT -_., rnou___ '"' ' ~EGULAR NIGHT , HOURS [X ,____ '"' l I 2ND SHIFT i '1 [X REGULAR t NIGHT DII'RIIEIITYL IIIIN HOURS EARNED !ROSHIFT } r--r.ro~AR RE&ULAII ~ !' HOU S H URS ,____ '"' ' I• , ACTUALLY ACrelLY I ;.~_!~ED_~~~ ... HOLIDAY HOURS WIIIIIIIO I!! ·f ASSIGNED • SH"T OVERTIME ,____ 'ftl .' ~~.:-~~7-.. ~r~-. tc . I I : C£R11Fl£11 COIIIECT -1.0-4 .., ,. .• A '•Qfl ~~ ,, -J - 1:. IIUI'£RVISIIR'S -'nNI -.... ... ... ... ... .. IIOIARICSINITIALS "'" '"" HU I TY P£ OF LEAVE USED 1--· HOURS OF LEAVE IIS£i) L . ., I I .. . 1 lt..S' ~~. TOTAL ~!;AVE I I I USE:> BY TYPE •• I I : m~2 • I I I I I ... ... ....... '., . ~- I I •• I l 3 4 ! I 1 8 I 10 :1 12 ll 1< b to 0 .lllDll Zlil~-HSli Z12UUO Jlll~lUU&l:lUI4:1414l4l4HI4o 414149!0 ~~ ~$.'154 !l!iiUl 5151. II 12 aiUUUl Aillll ft D Dllt a_llllJI"'III liM Efi&352 ·------------~·~~-------------------------------------~ 326 CIVILIAN PERFORMANCE AND PROMOTION APPRAISAL AF Form 860 is used to rate civilian employee performance and promotion potential annually. The supervisor is responsible for completing the form and a copy discussing the form with the civilian employee. Pages 328-335 contain of the form, which includes instructions. Two incentive programs for civilian employees are the Quality Step Increase and the Sustained Superior Performance Award. Both follow the "pay for performance" concept. A Sustained Superior Performance Award is a onetime cash payment to the civilian employee for a job well done. A Quality Step Increase is a permanent increase to a higher pay level with the same GS rating. To submit your civilian employee for either of these programs, AF Form 1001, Recommendation for Special Achievement, must be submitted to the Civilian Personnel Office along with the annual AF Form 860. A cover letter is required. Page 336 shows a copy of AF Form 1001. Page 337 is a reprint from the December 1984 issue of TIG Brief which discusses performance appraisals. , 327 -~ ----~' CIVILIAN PERFORMANCE AND PROMOTION APPRAISAL GENERAL INSTRUCTIONS .he rating official (supervisor) is responsible for ensuring that the appraisal form is completed. Separate instructions are also included in other parts of the form. The supervisor must coordinate the completion of the appraisal form with the reviewing official before finalizing the form with the employee. The form should then be sent to the Central Civilian Personnel Office (CCPO) in the time frames specified in AFR 40-452, Performance Management Program. Fill in the requested general information on page 1 of the form. The employee's name and social security number should be typed or clearly printed. Position Title (Functional Title, 1[ Appropriate). Where appropriate, include the employee's functional title. For example, an aerospace engineer may have a functional title such as Deputy Director, Aerospace Power Division. Brief Description of Duties. Mandatory entry for all General Manager (GM) employees. For all others, where the position title or the performance plan do not necessarily indicate the scope of the employee's responsibilities, a brief description should be entered. For example, a brief description of duties for a GS-345·12, Program Analyst, may read, "analyzes and evaluates a satellite research program for missile early warning detection system." A raisal Period and Reason for A raisal. The appraisal period he period of time in which the supervasor has observed the . aployee's performance. Normally for GM and GS employees. the annual appraisal cycle or appraisal period is 1 July to 30 June each year. For Federal Wage System (FWS) employees it is 1 February to 31 January each year. For employees who are newly appointed (including reinstatements) or transfers from other agencies, an initial90-day appraisal period applies. Off-cycle ratings are only pernii«ed as specified in AFR 40-452. INSTRUCnONS RELATING TO SPECIFIC PARTS Part I-Performance Plan Print or type the performance elements and standards in Part I of the form. Ifmore space is needed, continue on the back page of the form. Once the performance elements and standards are completed, they are generally referred to as the Performance Plan. Employees should be encouraged to participate in the development of the performance plan. Performance elements describe the actual work to be performed during the appraisal or observation period. A performance element is a significant requirement of the job, derived by analysis of the position. Within the context of the organization's goals, the employee's major duties and responsibilities are specified, including important tasks and projects which contribute to those goals and which the employee will be held accountable. _ .-.:rformance elements are designated as critical or noncritical. Performance plans should contain both critical and noncritical elements. A critical element is of such importance to the job that failure to meet it results in an overall rating of Unacceptable. A noncritical element is important work performed in the position which has not been designated critical, but failure to meet it results in an overall rating of Minimally Acceptable. Each performance plan must contain at least four elements of which three must be critical elements. In any case. the critical elements must total more than one-half of the total of critical and noncritical elements. As a general guideline. usually five to nine performance elements should be a sufficient number of elements for evaluating the performance of most employees. If applicable, managerial and supervisory performance plans should reflect performance elements that indicate effort toward establishing performance plans and meeting affirmative action goals. and achieving equal opportunity requirements. A supervisor's perform· ance plan should reflect responsibility for evaluating a subordinate's performance. Performance standards which accompany performance elements describe the minimal level of accomplishment necessary for Fully Successful performance.· Fully Successful performance is a level of performance which is neither higher nor lower than would he expected from a majority of employees in a similar position. It is the level at which standards are written and a level of performance which results in a Fully Successful rating. Standards are usually expressed in terms of quantity, quality. and timeliness; and should be observable, measurable, and exceedable. There must be at least one standard for every performance element . Performance elements and standards should be completed together and in sequence. For example, the first element on the performance plan should be numbered IE (element), and the following corresponding standard(s) 1 S or 1 Sa, 1 Sb, etc. The second element should be numbered 2E, and the following related standard(s) 2S or 2Sa, 2Sb, etc. If only a single element and corresponding standard is written, only one identification number and letter would appear. for example, 3E and 3S. Along the right side of the performance plan are two columns in which to check each performance element as being either critical or noncritical. The last three columns are used at the end of the appraisal cycle to rate each performance element as either Exceeded. Met, or Did Not Meet. The rating scale in Part IV is to provide an overall rating based upon the individual ratings. Part II -Substantiation of Ratings (1) Performance elements rated as "Did Not Meet" or "Exceeded'' the standard in Part I, Performance Plan. must be justified by a brief narrative description. After completing any required substantiation on Part I, complete the rating of manner of performance in Part III. (2) No further justification is necessary if appraisal factors in Part III, rated 1, 2, 8, or 9, were identified against a performance element(s) in Part I that was substantiated as a part of the evaluation. However, a brief narrative justification is required when a rating of I, 2, 8, or 9 is assigned against a performance element(s) that was rated "Met. " !Continued on reverse/ AF :~:~ 860 RE..LACES AF FORM 1201, JUN 10, AF P'ORM. ,.2. SIEP 13, AND AF FORM 1217, JAN 82, WHICH ARE OBSOLETE. 328 Part Ill-Appraisal Factors-Manner of Performance Federal Personnel Manual (FPM) Chapter 335, Promotion and / ··,1temal Placement, requires that methods of evaluation for prootion and placement and selection for training that leads to promotion be consistent with FPM Sup 335-l, Evaluation of Employees for Promotion and Internal Placement. FPM Sup 335-1 permits the appraisal of work behaviors, knowledges, skills, abilities and other characteristics for in-service placement purposes. The appraisal factors in Part Ill of the form represent the work behaviors that can be observed in the context of an employee's current position as reflected in the Performance Plan in Part I. Each appraisal factor must be rated. The ratings you assign to each of these appraisal factors will result in a total score that will be used in competitive actions, e.g., promotion, reassignment, change to lower grade, into positions with known promotion potential, and for selection for competitive training. While individual ratings are based on observable performance in the current position, a total score will be computed based upon the requirements of the position to be filled. The descriptions of the nine appraisal factors are mainly selfexplanatory. For example, the descriptions of the first appraisal factor WORK EFFORT are easy to understand and apply within any employee's job. The descriptions state that WORK EFFORT includes behaviors of "exerts effort and shows initiative in starting, carrying out, and completing tasks; spends time effectively performing work." The work behaviors provide the explanations of the appraisal factor. ch appraisal factor contains multiple components, permitting .1.1pervisors to observe at least some components of each appraisal factor in a tpecific job context. For example, rating an enaine mechanic on Item 9, WORK MANAGEMENT, may refer to the employee's ability to organize and monitor engine repair activities; effectively plan and follow work schedules; direct coworkers in following work repair procedures, etc. A budget supervisor, on the other hand, may be rated on his or her ability to plan budget cycles, perform budget supervisory duties, follow appropriate budget management procerlures, etc. A primary point to remember when using the appraisal factors is that you are evaluating an employee's performance within the context and intent of the basic appraisal definition and within the scope of the employee's job. Supervisors must have a clear understanding of the rating scale and how it relates to Air Force civilian employees. The most important point of the scale is "Fully Successful" for it is here that you should reference your ratings. In using the rating scale, you must keep in mind that the typical or "Fully Successful" employee works hard and is proficient on the job. The rating scale was designed to provide employees with a wide range of ratings to show their particular strengths and weaknesses. If an appraisal factor is rated 1, 2, 8, or 9, you must identify the performance element(s) in Part I, in which you observed the work behavior. Simply write the performance element number(s) in the corresponding appraisal factor block. Part IV -Overall Performance Rating Check the overall performance rating as derived from the evaluation in Part I. Performance Plan. It is recommended that the rating be completed in pencil until the final review is complete and any necessary adjustments are made. The endorsing official is an additional higher level Qf review that is reserved for Air Force Career Programs. Any other use of the endorsing official must receive specific approval through command channels by HQ USAF. Additional guidance on the appraisal of employee performance may be found in AFR 40-452. AF FOitM 110, AP'It 14 (Reuerw) 329 CIVILIAN PERFORMANCE AND PROMOTION ·APPRAISAL SSN ;POSITION TITLE (Functtonol title Ifapproprll:lte) P'AY 'P'I.ltiN . ~OB:sERIES GRADE 0GM O•G's Dws ·owL . :OwG 'OoTHER APPRAISAL'PER 100 ''F'ROtit -~\ "REASON 'I"OR A ....RAISAL O.:A'NNuA·L :o'tNIT...,L ; "0-0T-HER '(Specify) OFFICIALS'!EMPLOYEE'S SIGNATURES The performance elements and standards developed in this·performance plan are a result of a thorough review of the current position description and any oral.or written input from the employee. The following signature blocks should be signed at the beginning of the appraisal period, after the performance plan has been developed. RATING OFFICIAL (Su,.rvllor) DATE NAME, GRADIE, DUTY TITLE, P'HONE "EXTENSION SIGNATURE REVIEWING OFFICIAL DATE NA...IE, GRADE, DUTY TITLE, "P'HONE EXTENSION SIGNATURE siGNATURE (Doee not frullcate emplo)'et Gfl"eement or dlaGfl"eement with the per'forrrumce:piGn) REP'LACIES AP' I"ORM IZII,.IUN 10, AP' P'ORM 1212, SEP'U, PAGE I OF 6 PAGESAF :::~. 860 AND AP' I"OIIM 1217, .IAN 12, WHICH AlliE OBSOLETE. 330 I. PERFORMANCE PLAN EVALU-TION a; Number each performance element (PE) with corresponding standard. .. ~ E "0 Check critical or noncritical column for each element_ -;; .. ~ -;: 0 "0 0 0 c: -;; "'.. 0 c: 0 -c a; Xb z 0 ::2 w PAGE 2 0 .. 6 PAGES 331 II. SUBSTANTIATION OF RATINGS (Continue on reverse, if necessary) (I) PEs rated as "Did Not Meet" or "Exceeded" the standard in Part I, Performance Plan, must be substantiated by a brief narrative description. (2) No further justification is necessary ifappraisal factors in Part III, rated I, 2, 8, or 9, were identified against a per , formance eiement(s) in Part I that was substantiated as a part of that evaluation. Appraisal factors rated I, 2, 8, or 9 against a PE · --·-·~d "Met" must be substantiated by a brief narrative justification. \ ''( PAGE 3 OF 6 PAGES 332 APPRAISAL FACTORS-MANNER OF PERFORMANCE Ill. INSTRUCTIONS (1) Appraisal factors listed below represent work behaviors that can be observed in the context of the employee's current position, as reflected in the Performance Plan in Part I. Based on your observations of the employee's - Mark "X" performance, rate EVERY appraisal factor. (2) Use the following scale in making the ratings. through the scale number in the appropriate box next to each appraisal factor. (3) If appraisal factor is rated 1, 2, 8, or 9, identify the performance element(s) in which you observed the performance in the corresponding appraisal rating block. HIGH RANGECENTRAL RANGELOW RANGE 4. Slightly below Fully Successful 7. Above Fully Successful l. Very Poor . 8. Far above Fully Successful 2. Far below Fully Successful 5. Fully Successful Outstanding 3. Below Fully Successful 6. Slightly above Fully Successful 9. I 1 I 2 I 3 I I 4 I 6 I 6 1 l 7 j8 J 9 1. WORK EFFORT Exerts effort and shows initiative in starting, carrying out and completing tasks; spends time effectively performing work. I 1 I 2 J 3 1 I 4 T 6 I 6 I l 7 J8 I 9 2. ADAPTABILITY TO WORK Picks up new ideas and procedures quickly; is easy to instruct; can adapt to the demands of new situations; understands and carries out oral or written instructions. I 1 I 21 3 I 1 4 1 5 1 6 J I 7 I 8 I 9 3. PROBLEM SOLVING Devises effective solutions to problems; or identifies effective methods and ' procedures for accomplishing objectives. 1 1 1 21 3 1 14 T 6 T8 T I 7 I 8 I 9 4. WORKING RELATIONSHIPS Sensitive to the behavior of fellow workers, supervisors and subordinates; maintains effective working relationships with others. .. I 2 I 3 I 4 T5 J8 I 7 I 8 I 9 5. COMMUNICATION I 1 I l Communicates clearly and effectively, whether orally or in writing. I , I z I 3 I I 4 I 5 I s I I 7 I 8 I 9 6. WORK PRODUCTIVITY Productive during work time; completes his/her work projects, duties, and tasks in a timely manner. I 1 I 2 T 3 I f4T6l8l l7J8j9 7. SELF-SUFFICIENCY Works independently with little need for additional supervision or help; follows through well; accomplishes all tasks required to complete a job on his/her own. I 1 I 2 I 3 I I 4 I 6 I 6 I I 7 I 8 I 9 8. SKILL IN WORK Performs job-associated tasks well, whether they require physical, technical, professional, supervisory or managerial skills; is considered very skillful on the job. I 1 I 2 l 3 I I 4 I 5 I 6 I I 7 I 8 I 9 IORK MANAGEMENT Effectively plans and organizes work; properly follows or implements management procedures, directives, regulations or technical orders; ability to direct or evaluate others, or substitute for absent supervisor. PAGE • OF 6 PAGES 333 COMMENTS BY REVIEWING AND ENDORSIN(; OFFICIAl.. (Optional) .. ~ ~ ' } .· "~ ., .~ . :,. f. "t ~ \: > ~ :5{ £ f, ~2 •' t :1 '~ •J' . ~ ' .! 1' ~ ~ ' '• i .. ' ; IV. OVERALL PERFORMANCE RATING 'CK THE OVIERALL·I'II:RP'ORMANCII: RATING AS DERIVED P'ROM THE EVALUATION IN.I'ART I .......... SUPERIOR: Employee exceeds all of the elements of the performance plan. D - D ., Employee exceeds more than one-half the critical elements, and meets EXCELLENT: an other elements. D Employee meets the requirements of all of the elements of the performance FULLY SUCCESSFUL: plan. D Employee does not meet the requirements of one or more noncritical elements MINIMALLY ACCEPTABLE: of the performance plan, but meets the requirements for all critical elements. D Employee does not meet the requirements of one or more critical elements ofUNACCEPTABLE: the performance plan. DATI: RATING OP'P'ICIAL (S&~PervlaOr] SIGNATURE DATI: RIEVII:WING OP'P'ICIAL SIGNATURE ~ ENDORSING OP'P'ICIAL (O]ItloruJIJ \ r-:- DATE EMPLOYEE SIGNATURE (S.celgt ocltnowlect6ect. Sl6nature ctoe• not lnctlcote emglo)'ee o6reement or ctt.a6reement.) I'AGE 5 OF 6 PAGES 334 , COMMENTS PAGE 6 OF 6 PAGES 335 RECOMMENDATION FOR RECOGNITION 1. .RECOGNITION RECOMMENDED (AFR 40-451) A. OATE!Sl OF PERFORMANCE, SERVICE, B. BASIS ACT, OR CONTRIBUTION PUT INTO 0 SUSTAINED SUPERIOR PERFORMANCE EFFECT D SPECIAL ACT OR SERVICE D NOTABLE ACHIEVEMENT D. SPECIFIC RECOGNITION 2. LAST NAME, FIRST NAME, MIDDLE INITIAL AND SSAN 4. ORGAN! ZATION (Commlltld, unit, ollice aymbollltld l9catlon) &. CASH AWARD RECOMMENDED, IF APPROPRIATE A. AMOUNT OR PERCENTAGEI B. ADDITIONAL AMOUNT OR PERCENTAGE' B. PREVIOUS RECOGNITION AND DATEISl 10.' ACTION ON RECOMMENDATION (See AFR 40-451 for approval~tt~thorlly) APPROVAL LEVEL FIRST SECOND THIRD FOURTH FIFTH SIXTH ACTION 0 APPROVED 0 RECOMMEND 0 DISAPPROVED.7 0 APPROVED D RECOMMEND D DISAPPROVEo2 0 APPROVED 0 RECOMMEND 0 DISAPPROVEo.7 0 APPROVED 0 RECOMMEND 0 DISAPPROVED;~ W APPROVED 0 RECOMMEND 0 DISAPPROVEoJ 0 APPROVED 0 RECOMMEND D DISAPPROVED, CUMULATIVE AMOUNT/PERCENT1 APPROVED/PAYABLe AMOUNT/PERCENT1 ...................................... ...................................... :::::::::::::::::::::::::::::::::::::: ...................................... """'"'..................................~:::::::::::::::::::::::::::::::::::::: ~~;~~~~~~~~~~ ~~~ ~~~i~~~~~~~~l~~l ;;~ 1;;~ 11~ ll~ ~ 1111;~ lll~ ~ ~ ~ ~ ~ i~ ~ j~ ~ ~ \~ ~ ~ [ .. ...... ........~'"'""====:i·llllllllllllllllllllllllllllllllllllll .~~~ ~~ l~~ l~~~ ~~~~~~~~ ~~ ~f~~i~~~~~~~~ ~ ~ l~~ ~ ~ ~ ~ l~ ~ l~ ~ l~ ~ ~ l~ ~ ~ ~~~~~~if~~ i~ ~ lj \ l ~ ~ lI1~ j~ ~ j~ j~ l~ l~; ~ jl l jl l l Il;IlljIljI ~-~~~~~~~.= ...,.,..,;,.::::::::::::::::::::::;:::::::::::::::: DATE C. TYPE D MONETARY 0 NON-MONETARY 0 HONORARY (Inc Valor) 0 NON-FEDERAL 3. PRESENT POSITION T1 TL E, GRADE, STEP AND SALARY 5. POSITION TITLE, GRADE, STEP AND SALARY DURING PERIOD 0 F RECOGNITION (If other than llem 3) .7. BENEFITS DATA, IF APPROPRIATE A, INTANGIBLE CATEGORY B. TANGIBLE (Est flrat year amount) S 9. RECOMMENDING 0 FFI Cl AL (Sillnature and title.• DATE SIGNATURE AND TITLE lHlEHlHHHEHHl ~~+THHHEHT:lllili:----------+-----------------t ....................................... ....................................... ....................................... ....................................... ....................................... ....................................... ~~==~=~ ....................................... H1~~~j~~~~~~j~~~jjjn~Enjn~~n~ ~~[ [~[ [j~[ [~ ~ lj~ ~ [j~j ~~ ~ ~~j ~j~! ~j~ ~ ~ ~ ~ ~ I. lndicare amounr for SASA and NAA. and percenrage ofpayable salary [or SSPA. 2. A rrach explanation. NOTICE TO EMPLOYEE UPON ACCEPTANCE OF CASH AWARDS, THE USE OF THIS CONTRIBUTION BY THE UNITED STATES SHALL NOT FORM THE BASIS OF A FURTHER CLAIM OF ANY NATURE UPON THE U'IITED S!~TES BY YOU, YOUR HEIRS OR ASSIGNS., AF FORM 1001 PREVIOUS EDITION IS OBSOLETE. AUG 82 336 EFFECTIVE PERFORMANCE APPRAISALS Capt Carlson 76AD/JA AUlOVON 858-3622 W hile functioning in their role of managers, many Air Force supervisors will probably face having to do performance appraisals for civilian employees. Many supervisors dread this responsibility. Why? This sense of apprehension is probably based on the fact that no one really likes to be critical of another person. Performance appraisals, in short, are perceived as an adversary proceeding. Performance appraisals need not be this way. When properly prepared for and used, performance appraisals are a very efficient communication tool which can benefit the manager, the subordinate, and the mission. What follows are some guidelines for performance appraisals which will help managers feel more comfortable with the rating process: Make sure subordinates understand what is expected of them. Many managers assume that subordinates understand the manager's expectations of them. Nothing could be further from the truth. Many subordinates do not understand what the manager's expectations are. Under these circumstances, it is unfair to evaluate performance when the subordinate is unsure of what performance is expected. Performance appraisal is a yearround activity. Many managers think about performance appraisal only when it is time for a scheduled review. Your subordinates are performing year-round. You should be ap u TIQ •RIEF t• DECEII••R tN4 I CIVILIAN PERSONNEL praising them daily. Frequently, call subordinates' attention to both positive and negative behavior. Prompt reinforcement is very useful. Document subordinate performance. Part of the reason managers dread performance appraisals is that it is hard for them to give specific instances of behavior which support their evaluation of the employee. This happens because managers fail to document positive or negative subordinate behavior when it happens and they cannot recall the behavior when it is time for the performance review. You will be surprised how much easier it will be to do the appraisal and also how much more accurately the appraisal gives the subordinate examples of what they are doing well or badly. Communicate with the subordinates about their appraisal. Many Performance Appraisal Is A Year-Round Activity managers say that they communicate with subordinates by telling them what their view of the employee's performance is. This is not good communication. Good communication involves a two-way exchange, i.e., both the manager and subordinate share perceptions. Not only should the manager communicate his or her views of how the subordinate is doing, but the manager should also listen 337 to what the subordinate thinks of his/her performance. Do not do performance ap praisals by ambush. Some managers will come up to a subordinate and say, "Joe, I've been working on your ap praisal, come on into my office and let's talk about it." Nothing could be· more unfair. Set up a mutually agree able time in advance for discussing the appraisal with the subordinate. This gives both you and the subor dinate time to prepare for a reasonable give-and-take session. Physical setting. Physical setting contributes to good communication and performance appraisal. The manager should: set aside a sufficient block of time in which to talk to the subordinate about the appraisal, conduct the discussion in private, and put the employee at ease before getting to the heart of the discussion. Make sure subordinates understand what is expected of them. By implementing the above guidelines, subordinates should better understand what is expected of them and how well they are achieving individual and unit goals. As part of the pracess, the manager and subordinate should agree about what the subordinate will do to improve in deficient areas. The Air Force spends millions of dollars each year doing preventive maintenance on our aircraft to keep them mission ready. Many would argue that our trained personnel are as important an asset as our equipment. It makes sense then to properly use the performance appraisal to maintain our people assets and keep them mission ready. • U.S. &OYE~N"ENT PRINTING OFFICE: 198S -h41·003/20437