ANG Note Taker Table of Contents

First Sergeant Academy

ANG Note Taker Table of Contents

ANG Specific First Sergeant Responsibility Enlisted Force ManagementUnsatisfactory ParticipationANG Training Management ANG Promotion Program ANG Personnel EvaluationsLine of Duty DeterminationReferral AgenciesSelective RetentionAdministrative ReprimandsAdministrative DemotionsAdministrative Separations OSI

FIRST SERGEANT ACADEMYOur Job Is People, Everyone is our Business

Integrity – Service – Excellence

ANG SPECIFICFIRST SERGEANTRESPONSIBILITY


COGNITIVE SAMPLES OF BEHAVIOR:

• Explain the scope of authority delegated.

• Distinguish the types of duties first sergeants perform to meet their responsibilities.

• Explain the first sergeant’s role in the unit.


OVERVIEW

Supervisory Chain in the ANG ANG Unique IssuesEstablishing a PlanKey Relationships


Reporting official– AFI 36-2113, paragraph 14.3

Consistent with Organizational Alignment– Unit Commander– Group Commander– Wing CC– Technician Supervisor

Why is this important to know?

MP 1: SUPERVISORY CHAIN


We have at least two jobs– Civilian– Military

Different Personnel Statuses– AGR, DSG and Technician– State (Title 32) and Federal (Title 10)

MP 2: ANG UNIQUE ISSUES


Our Force Only Comes Together 2 Days per Month– What are some of the barriers? – Communication– Time Limitations– Influence– Civilian Job

MP 2: ANG UNIQUE ISSUES


How do you overcome these barriers? – Dedication– Commitment– Effort

You only have two days a month to be the model– Integrity, Service , Excellence, Military Image, Military

Competence … all the things that make us mission ready Or do you have more than two days a month?

MP 3: ESTABLISHING A PLAN


Full-Time Commitment / Mindset (24/7)– Your wing & unit must know when and how to contact

you when you are not on duty• Command Post• Commanders• Chief and Unit personnel

– What is your plan for communication?• Note: It is a two-way process!

MP 3: ESTABLISHING A PLAN


• Commander• Chief of Operations• Enlisted Personnel• Command Chief (CCC)

– Installation functional manager for first sergeants• First Sergeant Council• Support Agencies• Key Squadron Personnel

– SORTS monitors & Unit Deployment managers– Unit Career Advisor– Training Managers– Other Squadron program managers (APC, UFPM, Awards & Decs)

MP 4: KEY RELATIONSHIPS


Enlisted Field Advisory Council (EFAC)– Enlisted voice of the ANG – Provides feedback on enlisted programs– Anyone can submit an issue– Preferred method is to submit action items through the CCM– Action items are forwarded to the Council– Council made up of Chairperson and Co-chairperson, 6 Regional

Coordinators, and advisors from 1st Air Force and the ANG First Sergeant Functional Manager

– This is your way of working issues at the national level



SUMMARY

Supervisory Chain in the ANG ANG Unique IssuesEstablishing a PlanKey Relationships



QUESTIONS?



ENLISTED FORCEMANAGEMENT



• Summarize attributes of selected phases of the enlisted force life cycle

• Explain how personnel force management impacts unit and career survival

• Predict the effect that enlisted force management techniques have on mission readiness


Overview

ObjectivePersonnel Life CycleEmploying Force ManagementAssignments with ANGResponsibilitiesUnit and Career Survival


MP 1: Objective

• To sustain mission accomplishment by RECRUITING, RETAINING, and REPLACING human resources when appropriate


MP 2: Personnel Life Cycle

• Accession– The process of bringing people into the

organization– Builds the workforce based on unit

vacancies• Recruit to fill vacancies• Assign recruits to vacancies

– Recruiters are the primary source


• Training / Education– Specialty Training– Professional Military Education– Professional Continuing Education– Ancillary Training– Civilian Education



• Utilization– Utilize members in their assigned specialty– Assign duties commensurate with their

grade, expertise and capabilities– Communicate mutual expectations



• Sustainment– Establish and utilize recognition programs

• Recognize hard work and commitment• Reward results when performance is above

and beyond what is required– Mentor

• Prepare members for greater levels of responsibility

– Ensure upward mobility• Select right people for promotion



• Replacement– May occur as a result of voluntary or

involuntary separations• Retirements• Selective Retention



3. Utilization

1. Accessions

2. Training4. Sustainment

5. Replacement



MP 3: Assignments

• Military – UMD – know it!– ANGI 36-2101 – Assignment with ANG– ANGI 36-101 – AGR– Grade Ceilings

Grade PercentCMSgt 100%SMSgt 110%MSgt 120%TSgt 125%SSgt No restriction


MP 3: Assignments

• Technician– Voluntary Retirement

• FERS – AGE 55 with 30 years of service

• CSRS– AGE 50 with 20 years of service

– Involuntary Retirement/Retention– Selective non selective on guardsmen is based on the military side

• TPR 715 states :Federal law requires civilian personnel employed pursuant to 32 U.S.C. 709 (a) to maintain membership in the National Guard as a condition of continued employment and requires prompt termination from the current position upon loss of membership in the Army or Air National Guard. 5

• JFHQ send 30 Days notification to member discharge

– Reduction in - 5% per year for each under age 62 in retirement (note – for involuntary separation, there is no reduction of 5%)


MP 3: Assignments

• Military Grade Inversion– The military structure is preeminent over the full-time structure

and military grade inversion within the full-time work force is not permitted


MP 3: Assignments

ANGI 36-101 Table 13.1 Manpower Change Request AGR Grade Comparability Table

GS/GM WS WL WG Highest Possible AGR Grade Allowed

14,15 Officers up to Colonel

11, 12, 13 Officers up to Lt Col

9,10,11,12 7-16 11-13 14 Enlisted up to CMSgt

8 4-6 10 12 Enlisted up to SMSgt

Up to 7 1-3 Up to 9 Up to 12 Enlisted up to MSgt


MP 3: Assignments

• First Sergeants– AFI 36-2113 – Return to old UMD with 2 years over-grade allowed

• Where next?– Position within your previous AFSC in same grade– Over grade with 2 years– HRA position within wing


Enlisted Force Development

APPRENTICE, WORKER, JOURNEYMAN, SUPERVISOR, CRAFTSMAN APPRENTICE, WORKER, JOURNEYMAN, SUPERVISOR, CRAFTSMAN

NCO ACADEMYNCO ACADEMY

0 4 6 8 10 12 14 16 18 20 22 24 26 28

SENIOR NCO ACADEMY

SENIOR NCO ACADEMY

30

CRAFTSMAN, SUPERVISOR, MANAGER CRAFTSMAN, SUPERVISOR, MANAGER

3 - LEVEL TECH SCHOOL

5 - LEVEL TECH OJT/CDC

s

SUPERINTENDENT, MANAGERSUPERINTENDENT, MANAGER

FTAC

BMTSBMTS

AIRMANLEADERSHIP

SCHOOL

AIRMANLEADERSHIP

SCHOOL

CMSGT Assignments

7 - LEVEL TECH SCHOOL MAJCOM

CMSGT ORIENTATION

ANGCMSGT

Exec Course

CCAF

CMSGT MANAGEMENT

NOMINATIVEPOSITIONS

NOMINATIVEPOSITIONS

JOINT PME – ON LINE

BASE PROF ENHANCEMENT

COURSE

*BASE PROF ENHANCEMENT

COURSE


COURSE


COURSE

SR LEADER

CMSGTPME

CMSGTPME/CLC

AIR STAFF/MAJCOMCOURSE


CCM ORIENTATION

CCM ORIENTATION

BACHELORS DEGREE – LOCAL OR AUABC

TACTICALLEVEL REQUIREMENTS

(WORKERS, TRAINERS & SUPERVISORS)



OPERATIONAL LEVEL REQUIREMENTS(SQ THROUGH BASE - LEVEL MANAGERS, LEADERS)

OPERATIONAL LEVEL REQUIREMENTS(SQ THROUGH BASE - LEVEL MANAGERS, LEADERS) STRATEGIC LEVEL

REQUIREMENTS(MAJCOM & AIR STAFF LEADERS)

STRATEGIC LEVEL REQUIREMENTS

JFHQ, NGB & AIR STAFF LEADERS)

State and Wing CCM

Prof DevelopmentEnterprise LeadershipCtr for Creative LdrshpGettysburg

*ANG has no Base Prof Enhancement course unless done out of hide**NGB/A1 & AF/A8 have 30 Leadership Development Course – Level 1 and 2 going on now – can it continue?

Student Flt

AFSO 21 Exec Course

APPRENTICE, WORKER, JOURNEYMAN, SUPERVISOR, CRAFTSMAN APPRENTICE, WORKER, JOURNEYMAN, SUPERVISOR, CRAFTSMAN

NCO ACADEMYNCO ACADEMY

0 4 6 8 10 12 14 16 18 20 22 24 26 28

SENIOR NCO ACADEMY

SENIOR NCO ACADEMY

30

CRAFTSMAN, SUPERVISOR, MANAGER CRAFTSMAN, SUPERVISOR, MANAGER

3 -LEVEL TECH SCHOOL

5 -LEVEL TECH OJT/CDCs

SUPERINTENDENT, MANAGERSUPERINTENDENT, MANAGER

BMTSBMTS

AIRMANLEADERSHIP

SCHOOL

AIRMAN

LEADERSHIPSCHOOL

CMSGT Assignments

7 -LEVEL TECH SCHOOL

ANG ENLISTED FORCE

MAJCOMCMSGT

ORIENTATION

ANGCMSGT

Exec course

CCAF

CMSGT MANAGEMENT

NOMINATIVEPOSITIONS

NOMINATIVEPOSITIONS

JOINT PME – ON LINE

BASE PROF ENHANCEMENT COURSE

*BASE PROF ENHANCEMENT

COURSE


COURSE


COURSE

CMSGTPME

CMSGTPME/CLC



CCM ORIENTATION

CCM

ORIENTATION

BACHELORS DEGREE – LOCAL OR AUABC





OPERATIONAL LEVEL REQUIREMENTS(SQ THROUGH BASE - LEVEL MANAGERS, LEADERS)

OPERATIONAL LEVEL REQUIREMENTS(SQ THROUGH BASE -LEVEL

MANAGERS, LEADERS) STRATEGIC LEVEL REQUIREMENTS

(MAJCOM & AIR STAFF LEADERS)

STRATEGIC LEVEL REQUIREMENTS

JFHQ, NGB & AIR STAFF LEADERS)


Exercise – Part 1

• Based on the info provided, make a decision whether to retain or non-retain:

Name Member Info UMD Slot

Chief Jones 26 yrs TIS, 7 yrs in position, 9-level E-9 (9-level)

MSgt Smith 22 yrs TIS, 9 yrs in position, 7-level E-8 (7-level)

MSgt Brady 18 yrs TIS, 4 yrs in position, 7-level E-7 (7-level)

TSgt Thompson 16 yrs TIS, 7 yrs in position, 7-level E-6 (7-level)

TSgt Lynn 20 yrs TIS, 4 yrs in position, 7-level E-6 (7-level)

SSgt Hall 6 yrs TIS, 3 yrs in position E-5 (5-level)

SrA Black 7 yrs TIS, 7 yrs in position E-5 (5-level)

SrA Ball 4 yrs TIS, 4 yrs in position E-5 (5-level)


MP 4: Employing Force Management

• Reasons– Maintain a strong force– Mandated downsizing / reorganizations

• Results– Change in life style, skills and jobs– Mission Readiness (Ready force)

• Communication– Eliminates guessing and the spread of rumors


MP 5: Responsibilities

• Commanders are ultimately responsible for employing personnel force management with the assistance of first sergeants and supervisors


MP 6: Unit & Career Survival

• Applying the principles of personnel force management allows the unit to operate and meet mission requirements while experiencing change


Summary

ObjectivePersonnel Life CycleEmploying Force ManagementResponsibilitiesUnit and Career Survival




QUESTIONS?



UNSATISFACTORYPARTICIPATION



• 1. Describe levels of responsibilities as they pertain to unsatisfactory participation.

• 2. Explain the processing procedures for an unsatisfactory participant.

• 3. State the impact that unsatisfactory participation has on unit readiness.


OverviewProgram ObjectiveTermsKey Individual ResponsibilitiesAdministrative ProceduresAdministrative ActionsImpact on ReadinessImpact on Member


MP 1: Program Objective

• Encourage Full Participation• Resolve Unsatisfactory Participation

Problems• Ensure Mission Readiness


MP 2: Terms• Unsatisfactory Participant

– Member whose absence is considered unexcused by squadron commander• Unsatisfactory Participation

– Defined as having 6 or more unexcused absences from scheduled unit training assembly (UTA) periods


• Unexcused Absence– Member fails to report for the UTA without prior approval– Member is late for the UTA or leaves early without prior approval– Member fails to comply with all provisions of AFI 36-2903

MP 2: Terms


MP 3: Key Individual Responsibilities• Commander

– Brief policies regarding unsat participation– Ensure members understand their obligation for satisfactory participation– Take immediate action to resolve unsat participation problems

• Fair and consistent


• First Sergeant– Ensure members understand commander’s policy– Review attendance roster for accountability– Coordinate with supervisors regarding member’s absenteeism– Notify commander of all unexcused absences

• Ensure unsat participation letter is sent to member

MP 3: Key Individual Responsibilities


• Supervisor– Attempt to contact unexcused member– Inform first sergeant when attempts to contact member are unsuccessful– Counsel member when necessary

• Member– Plan to attend all required UTA’s– Notify supervisor in advance when circumstances prevent participation– Make-up missed UTA’s

MP 3: Key Individual Responsibilities


MP 4: Administrative Procedures• Notify Member in Writing After Each Missed UTA

– Certified memorandum• Identify number of unexcused absences• Explain consequences, i.e., demotion/discharge actions and cite references• Explain acceptable corrective measures


MP 5: Administrative Actions• Demotion

– Commander can initiate action after 6 unexcused absences• Discharge

– Commander can initiate action after 9 unexcused absences• Consider characterization of discharge


MP 6: Impact on Readiness• Flawed Conclusion Regarding Readiness

– War-time planning – Training

• Morale– Sends a negative message to satisfactory participants– Benefits / Entitlements


MP 7: Impact on Member• Career Effects

– Loss of time, pay and points• Benefits / Entitlements• Demotions• Separations


SummaryProgram ObjectiveTermsKey Individual ResponsibilitiesAdministrative ProceduresAdministrative ActionsImpact on ReadinessImpact on Member




QUESTIONS?



ANG TRAININGMANAGEMENT



• Compare types of Active Duty for Training (ADT).• Explain the process for scheduling individuals for

active duty for training.• Predict the benefits and entitlements received as a

result of accomplishing active duty for training.• Summarize Inactive Duty for Training.• Explain the process for scheduling individuals for

Inactive Duty for Training.• Explain the responsibilities in processing individuals

for Inactive Duty for Training pay.


Overview

Objective of TrainingActive Duty Training (ADT)Inactive Duty Training (IDT)Authorization & PayKey ResponsibilitiesImpact on the Mission


MP 1: Objective of Training

• The objective is to fully qualify members in the authorized grade and position to which they are assigned and ensure all units are trained to the highest state of combat readiness


MP 2: Active Duty Training

• The purpose of ADT is to provide structured individual or unit training and education– Annual Training (AT)– Special Training (ST)– Formal School Training (FST)– Initial Active Duty for Training (IADT)– Military Personnel Appropriations (MPA days)

• All of the above, to include AEF days, may satisfy a member’s 15-day annual training requirement

Note: It is important to remember that our personnel are required to participate in unit fitness activities when they are performing AT


MP 3: Inactive Duty Training

• The purpose of IDT is to maintain combat readiness– Ancillary Training – Upgrade Training – Readiness Requirements (PHAs, shots, 357s)

• UTA options– Split (SUTA) & Rescheduled (RUTA)– Equivalent Training (EQT)


MP 4: Authorization & Pay

• Authorization of pay, entitlement to retirement points, and any claim or benefit that may arise as a result of military service requires documented evidence that the member was in a duty status


• Annual Training – Planned for and scheduled– Authorized by a written order

• Unit Training Assembly– Scheduled by Order of the TAG– Publish the Order– Distribute Order– Post Order

• Orders provide authorization for duty



• Certification provides for payment – (ADT) Certification block on written order

• Performed at completion of training• Certification dates agree with dates on order

– (IDT) Accounting for UTA attendance • NGB Form 633, Attendance Roster• NGB Form 105, Authorization for Individual IDT• AF Form 40, Authorization for IDT



• Payment comes by direct deposit– Active Duty Training pay (three types)

• Short-tour (about 15 days after completion)• Long-tour (incrementally during tour)• Pre-certified (on the date of completion)

– Inactive Duty Training pay• UTA (about 15 days after UTA)• PT/TPPA (about 15 days after the 105s are turned in)• Documentation is key

• Airmen + Pay = Happy Airmen J



MP 5: Key Responsibilities

• Commanders– Active Duty Training

• Issue written authorization – published order• Ensure ADT is appropriately and judiciously

assigned to meet mission requirements

– Inactive Duty Training• Communicate UTA Schedule• Establish attendance & participation policy• Establish UTA excusal policy

– May delegate the authority to certify pay requests – Delegation letter required


• First Sergeant– Act on behalf of the Commander– Educate attendance policies– Monitor Inactive Duty Training

Participation• Communicate UTA Schedule • Sign Attendance Rosters

– Ensure Pay documents are completed and submitted on time

– Documentation is critical toward benefits and or discharges



• Supervisors– Enforce Policies– Plan and assign ADT to fill requirements– Assist and Certify orders for pay– Account for IDT attendance

• Members– Comply with Policies– Perform duty as ordered (ADT & IDT)– Ensure pay documents are completed &

submitted



• Military Pay - FINANCE– Advise first sergeants on pay issues– Check all pay requests for accuracy– Correct problems with pay requests– Process requests for pay– Work with members, supervisors, and first

sergeants to resolve pay problems when needed



MP 6: Impact on the Mission

• Training is planned and productive– Members know when to report– Trainers are prepared to train specific tasks– Training Managers can schedule ancillary training to

keep unit MISSION READY

• Removes Distractions– Members focus on training - Qualified– Leadership can focus on planning – Leadership Skills

• Members get pay $$ and points– Happy members are easier to retain

• Unit is MISSION READY


Summary

• Objective of Training• Active Duty Training (ADT)• Inactive Duty Training (IDT)• Authorization & Pay• Key Responsibilities• Impact on the Mission




QUESTIONS?



ANG PROMOTIONPROGRAM



• Explain the ANG promotion policy.• Summarize the promotion criteria

considered prior to promotion recommendation / non-recommendation.

• Explain the ANG promotion ineligibility factors.


Overview

Promotion PolicyPromotion Criteria Important AttributesIneligibility Factors Key Promotion ProceduresDeserving Airman PromotionsExceptional Promotion Program


MP 1: Promotion Policy

• Authority: Chief, National Guard Bureau– Delegated to the State Adjutant General

(TAG)– TAGs may further delegate promotion

authority for TSgt and below to subordinate Wing commanders


• Objective:– Identify and promote people with the

highest potential for increased responsibility

• Selection:– Based on duty performance and the

potential to assume greater responsibilities



• Prior to promotion to any grade the immediate commander must recommend the member

• Recommendation based on evaluation of member’s total performance



MP 2: Promotion Criteria

• Promotion criteria assists commanders in selecting nominees for promotions

• All criteria for promotion must be satisfied prior to promotion


• Unit Vacancy• Fully Qualified in DAFSC• Required Skill Level (PAFSC)• TIG• TIS• Appropriate Level of PME• Retainability Requirements

MP 2: Promotion Criteria


MP 3: Important Attributes

• Performance• Leadership• Attitude• Contributions• Mentorship• Potential


MP 4: Ineligibility Factors

• MEB/PEB or is not qualified for world wide duty

• PT Assessment Failure • Selective Retention• Unsatisfactory Participation• Voluntary Retirement• Excess Status or Over-grade


MP 5: Key Procedures

• Emphasis on supervisory and leadership potential as well as demonstrated technical skills when recommending promotion to NCO grades

• May not be promoted more than one grade at a time– Exception:

• Promoted to SSgt to attend a commissioning program

• As authorized upon graduation from high school JR. ROTC Program


• Promotions may not exceed authorized grade ceilings

• Supervisor:– Initiates Request

• First Sergeant– Quality check concerning unfavorable

information– Provide feedback to commander



• Squadron Commander– Approve or recommend and forward to

approval authority

• Military Personnel Flight (MPF)– Process Personnel Action

• Squadron Commander– Conduct a promotion ceremony



MP 6: Deserving Airman

• Qualified Deserving Airmen may be promoted without regard to position vacancy– TSgt - 12 years Satisfactory Service– MSgt – 18 years Satisfactory Service

• Member must be the sole occupant of the UMD position with an authorized grade identical to their current grade


MP 6: Deserving Airman

• Member must be fully qualified in DAFSC• Member must satisfy all promotion criteria• Member’s qualifications far exceed what is

required• Member must be assigned to the first

available position that will resolve the overgrade status


• The goal is to provide promotion opportunity for Drill Status Guardsmen (DSG) by allowing those exceptional individuals to attain the ranks of E-8 and E-9 when UMD authorizations may not exist

MP 7: Exceptional Promotions Program (EPP)


• State controlled program• Nominee must be a Drill Status Guardsman• Nominee must not be excess to unit

requirements• Nominee must meet minimum TIG, TIS and

AFSC requirements for the grade being promoted to



• Nominee must have completed SNCOA– In-residence highly desirable

• Nominee must be within 3 years of qualifying for a Reserve Retirement– At least 17 years satisfactory service

• Nominee must have 3 years retainability prior to reaching age 60

• First Sergeants may be considered



Summary

Promotion PolicyPromotion Criteria Important AttributesIneligibility Factors Key Promotion ProceduresDeserving Airman PromotionsExceptional Promotion Program




QUESTIONS?



ANGPERSONNEL

EVALUATIONS



• Explain the purpose of the ANG Enlisted Performance Feedback System

• Describe the process of completing performance feedback

• Explain first sergeant responsibilities in the Air National Guard Enlisted Performance Feedback System


OVERVIEWProgram Objective Performance Feedback ProcessFirst Sergeant’s RoleForms


Program Objectives• Explain duty performance requirements and responsibilities, establish expectations, and set goals– Who sets duty Performance?

• Provide periodic, constructive performance feedback to ANG enlisted members– How often?

First Sergeant AcademyPerformance Feedback Process• Supervisor’s responsibilities

–Conduct initial performance feedback session• Explain shop standards • Define performance expectations• Determine training, personal, and career goals


• Supervisor’s responsibilities (cont)– Schedule annual performance feedback

session for each assigned member• At least annually• May be more frequent if requested by rater or

ratee• Scheduled by supervisor

– ETS– Birth month– Other suggestions?

Performance Feedback Process


• Supervisor’s responsibilities (cont)– Conduct annual performance feedback

session• Use AF form 931 or 932 (PFW)

– Ratee completes form UTA prior• Rater and ratee then compare assessments and

notes• Focus on strengths as well as areas for

improvement• Refine goals together as needed



• Supervisor’s responsibilities (cont)–Conduct annual performance feedback

session• Ratee and supervisor only get copies• Supervisor files PFW • Only most recent PFW on file



First Sergeant’s Role• Speak to your Airmen about PFW’s requirements:

– Newcomers briefing– Initial Interview– Great way to discuss shop standards

• Train supervisors on the intent and process (AFI 36-2113)• Monitor compliance with the program for the commander


Forms•AF Form 931 – AB - TSgt

•AF Form 932 – MSgt - CMSgt


AF Form 931


SUMMARYProgram Objective Performance Feedback ProcessFirst Sergeant’s RoleForms




QUESTIONS?

First Sergeant AcademyUSAF FIRST SERGEANT ACADEMY

I n t e g r i t y - S e r v i c e - E x c e l l e n c e

Sustaining the Combat Capability of America’s Air Force

Line of Duty Determinations

Bellerose



• Explain the scope of authority delegated.

• Distinguish the types of duties first sergeants perform to meet their responsibilities.

• Explain the first sergeant’s role in the unit.

First Sergeant AcademyLINE OF DUTY DETERMINATIONLINE OF DUTY DETERMINATION

Overview: Reference Definition and Purpose Who it apply to When determinations are made Possible LOD determinations Line of Duty determinations


Reference:

AFI 36-2910Line of Duty (LOD) Determination

REFERENCESREFERENCES


What Is An LOD Determination?

Federal Law requires determination as to whether or not certain injuries or diseases are suffered by military members while in the line of duty (LOD) or as a result of misconduct on the part of the member.

DEFINITION AND PURPOSEDEFINITION AND PURPOSE


Purpose:

Protects the government against fraudulent injury claims

Protects the rights of Air Force Airmen who are injured while in the line of duty.

DEFINITION AND PURPOSEDEFINITION AND PURPOSE


Active Duty membersAir Reserve components to include ANG

Members who die, incur or aggravate an illness, injury or disease while:On Published orders for ANY PERIOD of time or while

on Inactive Duty Training (IDT) – UTA, SUTA, BUTA, or PT

Traveling to or from the place the member performs Active Duty Training or Inactive Duty Training (reasonable time 2 hrs)

WHO IT APPLIES TOWHO IT APPLIES TO


The death of a member (Admin Determination not Sufficient)

Inability to perform military duties exceeds 24 hours

The likelihood of a permanent disabilityMedical treatment of a member (regardless of the military

member’s ability to perform military duties)

The likelihood of an ANG member applying for incapacitation pay

WHEN DETERMINATIONS ARE REQUIREDWHEN DETERMINATIONS ARE REQUIRED


– 1. When there is a likelihood an ANG member may apply for incapacitation pay.

– 2. When the case involves service aggravated EPTS medical conditions.

– 3. When the medical condition involves a disease process such as coronary artery disease, cancer, diabetes mellitus,

6 SITUATIONS APPLY TO ANG6 SITUATIONS APPLY TO ANG


– 4. All cardiac conditions, including heart attacks, rhythm disturbances, etc.

– 5. When the member has been hospitalized.– 6. When the member requires continuing medical

treatment or treatment in a civilian hospital

6 SITUATIONS APPLY TO ANG 6 SITUATIONS APPLY TO ANG


1. In Line of Duty

2. Existed Prior to Service (EPTS)

3. Not in Line of Duty -- Not Due to Misconduct

4. Not in Line of Duty -- Due to Misconduct

Possible LOD DeterminationsPossible LOD Determinations


1. Administrative Determinations2. Informal Determinations3. Formal Determinations4. Interim LOD for Reserve Members

Types of DeterminationsTypes of Determinations


1. Administrative DeterminationsMade by Medical OfficerIncludes:

–Existed Prior to Service–Diseases

Types of Determinations Types of Determinations


2. Informal DeterminationsRequired when an administrative cannot be

madeAppears member was in line of duty and not due

to misconduct.Used when there is no question or further

investigation may not be necessary.Example:

Injury resulting from falling on a wet floor while on duty and no misconduct.



3. Formal DeterminationsUsed when neither administrative or informal

determination cannot be used.Requires additional investigation to make the final

determination.

Example: Mechanic falling from an aircraft, after becoming intoxicated

during lunch.


First Sergeant AcademyResponsibilitiesResponsibilities

Air Force Medical Facility LOD Process initiated by a medical officer’s review Administrative Determination can be made

Immediate Commander Unit commander or senior commander present Investigate the circumstance of the case Fill out items 13-17 on the back of AF Form 348 Request an interim LOD if required Send the AF Form 348 to the Appointing Authority, through the SJA.

Appointing Authority The senior Commander present (May be the immediate Commander) Responsible for reviewing the AF Form 348 and taking the following actions:

Coordinate through SJA and ensure Formal Determinations are made when required Assign a Investigating Officer in formal determinations. Concur with the immediate commander if appropriate.

MPF Special Actions Section Acts on behalf of the appointing authority Sets up suspense’s and monitors progress


ResponsibilitiesResponsibilities

Staff Judge Advocate Reviews the commander’s recommendation for legal sufficiency's and conduct Coordinates to ensure a formal investigation is completed when appropriate Concur/ not concur with the recommendation

Investigating Officer Conducts the investigation IAW 36-2910, attachment 3

Reviewing Authority Senior commander present (Can be the appointing authority) Can return file for further investigation is warranted If no further actions required, forwards case to the approving authority

Approving Authority TAG Can return file for further investigation is warranted


LOD Determination Packages: Medical documentation to support the claim

Ensure AF Form 348 is legible and completed properly (including signatures)

Documentation establishing the members status at the time of the claim

A unit legal review is helpful, but not required

AF Form 422, when available

Submit in original and 4 copies

LOD Determination PackageLOD Determination Package


Application Scenarios:

Make a Line of Duty determination for each situation

Justify your decision

LINE OF DUTY DETERMINATIONLINE OF DUTY DETERMINATION


Scenario 1:MSgt Cavalier slipped while coming down the stairs outside the office. It had been raining and water had collected on the landing between the flights of stairs. He twisted his knee and will probably require surgery.

Is a LOD required? Why or Why Not?



Scenario 2:CMSgt Granato went to a pizza restaurant for lunch with another NCO. TSgt Anderson had three glasses of beer with the pizza. Thirty minutes after reporting back to work, TSgt Anderson fell from scaffolding while working on an aircraft engine. He sustained significant trauma to his back and missed two days of work.

Is a LOD required? Why or Why Not?



Scenario 3:SrA Gatt was returning from a party Saturday night when she lost control of her car and hit a tree. She suffered a concussion and two broken ribs. Her blood-alcohol level was slightly above the threshold of legal intoxication. SrA Tucker was hospitalized for three days and returned to limited military duty on Wednesday. Is a LOD required? Why or Why Not?



Scenario 4: MSgt Kerr was enroute home from a UTA weekend. He left the unit immediately after the final training period. Ten minutes after leaving, his automobile was struck by another car that had run a stop sign. MSgt Daniels suffered a broken leg and facial lacerations. He was hospitalized overnight, and under the direction of his civilian physician, missed two days at his civilian job.Is a LOD required? Why or Why Not?



LOD require Prompt and Accurate Action!

Failure to process an LOD or misconduct can prompt a formal investigation

Can delay processing of disability retirement or separation causing hardship

IT IS YOUR DUTY FIRST SERGEANT TO TAKE CARE OF YOUR AIRMEN AND OUR UNITED STATES AIR FORCE



What do you think now?

LOD yes or no???

First Sergeant AcademySummarySummary

Summary Reference Definition and Purpose Who it apply to When determinations are made Possible LOD determinations Line of Duty determinations


I n t e g r i t y - S e r v i c e - E x c e l l e n c e

Sustaining the Combat Capability of America’s Air Force



REFERRALAGENCIES



• Summarize responsibilities for effective utilization of referral agencies.

• Explain the services provided by on and off base referral agencies.

• Illustrate the value of using referral agencies


Overview

• Benefits of Referral Agencies• First Sergeant Responsibilities• Referral Agencies Responsibilities• On and Off Base Referral Agencies • Impact on Member and ANG

First Sergeant AcademyMP 1: Benefits of Referral Agencies

• Assist First Sergeant with Problem Resolution

• Provide the Right Resources to Resolve Problems

• Educate Members in Problem Solving Techniques

First Sergeant AcademyMP 2: First Sergeant Responsibilities

• Counsel – Identify That There is a Problem– Know Own Limitations

• Refer– Beyond Your Expertise– Your Efforts Have Failed

• Document– Why? What? How?


MP 3: Referral Agency Responsibilities

• Counsel• Confidentiality• Provides an Environment Free of

Workcenter Distractions• No Reprisal


MP 4: Base Referral Agencies

• Military Equal Opportunity Program (MEO Office)– Improve mission effectiveness by promoting an

environment free from personal, social, or institutional barriers that prevent Air Force members from rising to the highest level of responsibility possible based on their individual merit, fitness, and capability

– Encourages use of chain-of-command– Deals with unlawful discrimination & sexual harassment

• Define - Quid pro quo & hostile environment– Commanders must establish ZERO TOLERANCE– Commanders must investigate informal complaints and

report demographics to the MEO Office


• Chaplain– Assists members with matters of the heart & spirit– Partner in suicide prevention & intervention– Provides marriage counseling – Counseling for those who are suffering illness– Many other benefits … confessional mentality

• IG Office– Outside the chain-of-command– Encourages use of the chain-of-command– Deals in Fraud, Waste, & Abuse

• Not otherwise specified as an MEO complaint



• Let’s name some other Base Referral Agencies …



• Let’s name some other Base Referral Agencies …– Family Readiness Group (FRG)– Medical Group– Legal Office (JAG) – Finance

• Which Others can you name?


First Sergeant AcademyMP 4: Off-Base Referral Agencies

• Employer Support of the Guard and Reserve (ESGR)

• Military One Source • United Way• Local Police Department• Social Services• Civilian Legal Services• Battered Women / Men Homes• Local Churches

http://www.esgr.org/

http://www.esgr.org/

http://www.militaryonesource.com/


MP 5: Impact on Member

• Receive Help for their problem• Free of Distracter• Mission Readiness• Improved Morale• Motivation• Better Citizens and Members of ANG


• Helps to Alleviate Distracters

• Promotes Unit Morale

• Enhances Unit Readiness and Mission Effectiveness

MP 5: Impact on Member


Summary

Benefits of Referral AgenciesFirst Sergeant ResponsibilitiesReferral Agencies ResponsibilitiesOn and Off Base Referral Agencies Impact on Member and ANG




QUESTIONS?



SELECTIVERETENTION



• Explain the purpose of the selective retention program.

• Summarize the selective retention responsibility levels.

• Explain the purpose of the selective retention board.


OverviewPolicyResponsibilitiesConsideration Criteria Board PreparationBoard Appointment / CompositionBoard ProcessPost Board ActionImpact


MP 1: Policy• Purpose– To avoid loss of combat readiness from a maturing force

• Applies to all Members who are Retirement Eligible– Exception: General Officers


MP 2: Responsibilities• National Guard Bureau

– Develop Policies• Air National Guard Readiness Center

– Monitors program and provides procedural guidance• Adjutants General (TAG)

– Implement policies– Establish an effective state personnel force management program


• Military Personnel Flight (MPF)– Function as Wing OPR for program

• Squadron Commander– Receive roster from MPF– Review roster– Comply with instructions and return to MPF– Give strong consideration to personnel force management

MP 2: Responsibilities


MP 3: Consideration Criteria• Retirement Eligible On or Before 1 January of the Year the Board Convenes• Are Not Otherwise Scheduled to be Separated between 1 Jan - 31 Dec

– Maximum age– Medical disqualification– Retirement– Denied Reenlistment


MP 4: Board Preparation• State Headquarters

– Furnish list to MPF and squadron commanders NLT 20 February– Determine board dates (May or June)

• Commanders– Brief members of selective retention recommendation NLT 31 March– Have members initial next to name on list and commander signs the bottom of list– Ensure NGB FM 27’s are accomplished on members to be recommended for non-retention


MP 5: Board Appointment / Composition

• Appointed by Special Order– Members appointed NLT 20 April– Three to five members– President of board is senior in rank to board members– Voting members senior in rank to individuals being considered– Separate officers and enlisted boards


MP 6: Board Process• Oath or Affirmation is Administered• Board Reviews:

– NGB FM 27 (as required)– Records review RIP– Individual letter

• Board Makes Recommendation to TAG – NLT 15 July


MP 7: Post Board Action

• TAG Reviews Recommendations– Approves / Disapproves

• Informs member in writing NLT 15 Aug• Non-retained members may submit for reconsideration

– Submit NLT 15 September– Must reach TAG by 30 September– No appeal beyond the TAG

• TAG decision on reconsideration is final– Member informed of final decision NLT 31 October


MP 8: Impact

To ensure a quality force, stable promotions, and maintain a viable force for mobilization


Timeline 20

Feb

31 M

ar

20 A

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15 J

ul

15 A

ug

15 S

ep

30 S

ep

31 O

ct

31 D

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JFHQ

Fur

nish

List

to F

SSBrie

f Mem

ber N

LT

Stat

e Ap

poin

ts B

oard

Boar

d R

ecom

men

datio

n to

TAG

Boar

d N

otify

Mem

ber

Mem

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ay re

cons

ider

Lette

r Rea

ch T

AG

No

App

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eyon

d


SummaryPolicyResponsibilitiesConsideration Criteria Board PreparationBoard Appointment / CompositionBoard ProcessPost Board ActionImpact


Exercise – Part 1

• Remember this slide from the other day?

Name Member Info UMD Slot

Chief Jones 26 yrs TIS, 7 yrs in position, 9-level E-9 (9-level)

MSgt Smith 22 yrs TIS, 9 yrs in position, 7-level E-8 (7-level)

MSgt Brady 18 yrs TIS, 4 yrs in position, 7-level E-7 (7-level)

TSgt Thompson 16 yrs TIS, 7 yrs in position, 7-level E-6 (7-level)

TSgt Lynn 20 yrs TIS, 4 yrs in position, 7-level E-6 (7-level)

SSgt Hall 6 yrs TIS, 3 yrs in position E-5 (5-level)

SrA Black 7 yrs TIS, 7 yrs in position E-5 (5-level)

SrA Ball 4 yrs TIS, 4 yrs in position E-5 (5-level)


Now who would you retain or non-retain?

Name Member Info SlotChief Jones 26 yrs TIS, 7 yrs in position, 9-level, SNCOA complete, wants to stay in ANG,

completes additional duties, good leader, good appearance, DSGE-9

MSgt Smith 22 yrs TIS, 9 yrs in position, 7-level, SNCOA failed – re-take, expects to make Chief and retire at 55, normally completes additional duties, decent leader, Technician 48 yrs old

E-8

MSgt Brady 18 yrs TIS, 4 yrs in position, 7-level, SNCOA complete, good leader, completes additional duties, wants to retire at 20 yrs, Irritated about upward mobility. Has been told MSgt Smith has more TIG/TIS so wait. DSG

E-7

TSgt Thompson

16 yrs TIS, 7 yrs in position, 7-level, NCOA complete, average leader, completes most additional duties, wants to stay in the ANG, DSG E-6

TSgt Lynn 20 yrs TIS, 4 yrs in position, 7-level, NCOA not complete, average leader, Unit Career Advisor …provides no career counseling & behind schedule on documentation, wants to stay in the ANG, DSG

E-6

SSgt Hall 6 yrs TIS, 3 yrs in position, 5-level, NCOA not complete, good leader, has one year left on an extension, planning to get out, DSG E-5

SrA Black 7 yrs TIS, 7 yrs in position, ALS not completed, staying in because he is full-time technician, starting to have a weight problem. Runs the bar at the base refreshment center.

E-5

SrA Ball 4 yrs TIS, 4 yrs in position, ALS not completed, wants to stay in ANG until his degree is completed, looks up to SrA Black as the cool technician! E-5




QUESTIONS?



ADMINISTRATIVEREPRIMANDS



• Explain the purposes/uses of administrative reprimands.

• Summarize the first sergeant responsibilities in the administrative actions process.

• Summarize administrative action process.• Predict the effect of corrective actions on

unit personnel.


OverviewDefinition / PurposeAuthorityFormatDisposition


MP 1: Definition/Purpose• Definition: An adverse administrative action used as a management tool that is more severe than a counseling or admonishment.

• Purpose: To Correct Substandard Behavior


MP 2: Authority• Inherent Responsibility

– Commanders, supervisors, other persons in authority….

…First Sergeants!


The Continuum of Discipline

Preventive PunitiveCorrective

Verbal Admonition

Written Counseling

Verbal Counseling

Written Admonition

Written Reprimand

Verbal Reprimand

Article Fifteen

Courts Martial

Use the least amount of discipline needed to correct the behaviorFor repeat offenses,

increase the discipline, increase the rank or position of the giver, or both.

• Counseling – Informs the member of perceived improper behavior; open communication

• Admonition – Official displeasure or censure; cautionary advice

• Reprimand – Written rebuke; strong message of official censure


MP 3: Format• Offense• Improvement expected

– What may result if no improvement• Privacy Act statement • Member’s acknowledgment and notice to submit a response• Disposition of letter after consideration of the response


MP 4: Disposition• No Mandated Timeframe

– Up to person administering the reprimand– Considerations:

• The offense committed• The person who is being reprimanded

– Where are they filed?


SummaryDefinition / PurposeAuthorityFormatDisposition




QUESTIONS?



ADMINISTRATIVEDEMOTIONS



• Explain the purposes/uses of administrative demotions.

• Describe the first sergeant's responsibilities in the administrative demotion

• Describe the administrative demotion process.

• Predict the effect of administrative demotions on unit personnel.


OverviewDemotion PolicyDemotion AuthorityReasons for DemotionDemotion Process


MP 1: Demotion Policy• Administrative not Punitive– Administrative can be used to correct behavior– Punitive demotion is to punish the member

• Must Not be Used in Lieu of Disciplinary Actions Punishable Under the Appropriate SCMJ/UCMJ

• Applies to Grades E-2 through E-9

• Used as a Corrective Tool


• Basis for Demotion – Must Occur During Members Current Enlistment /

Extension

• Demotion Action – Must Be Completed During

Enlistment / Extension– Demotion action must reflect member’s

appropriate grade

MP 1: Demotion Policy


MP 2: Demotion Authority• The State Adjutant General (TAG) Exercises Demotion Authority

– May delegate demotion authority to wing / group commanders for TSgt & below

– Squadron commanders recommend demotion action


MP 2: Demotion Authority• Authority Must be Convinced

– Must have sufficient reason– Demotion authority may consider everything in member’s file– Does not have to determine what may be admissible in court

• WHY NOT?


MP 3: Reasons For Demotion• Failure to Fulfill NCO Responsibilities• Unsatisfactory Participation• Failure to meet fitness standards


MP 3: Reasons for Demotion• Failure to Complete Training• Failure to Attain and Maintain Grade/Skill Relationship• Voluntary Change of Assignment• AGR Priority Placement Program Position Declination• Expiration of ANGI 36-2101, Assignments Within the ANG-Overgrade Status


MP 4: Demotion Process• Immediate Commander

– Consult with servicing Staff Judge Advocate– Inform member in writing in person or by certified mail

• State specific reasons• Provide facts• Inform member of right to legal counsel• Provide concurrence instructions• Provide acknowledgement of receipt instructions


• Member– Acknowledge receipt within specified time– Consult with counsel before electing to concur or nonconcur with recommendation– Submit documentation on his / her behalf within specified time– May request personal interview with immediate commander

MP 4: Demotion Process


• After Assessment of Member’s Response the Immediate Commander Could:– Terminate Action – Forward to MPF

• MPF Reviews Package then Forwards Package to the Demotion Authority



• Demotion Authority– Legal review– Render decision– Return to MPF

• MPF– Notifies the immediate commander of decision– Sends squadron/member a copy of demotion order



SummaryDemotion PolicyDemotion AuthorityReasons for DemotionDemotion Process




QUESTIONS?



ADMINISTRATIVESEPARATIONS



• Explain the purposes/uses of administrative separations.

• Describe the first sergeant's responsibilities in the administrative separation process.

• Summarize the administrative separation process.

• Predict the effect of administrative separations on unit personnel.


OverviewSeparation PolicySeparation AuthorityCharacterization of ServiceVoluntary SeparationInvoluntary SeparationAdministrative Discharge Board


MP 1: Separation Policy• Separation procedures promote readiness and strengthen our standard of military service by separating members who fail to meet our standards of performance, conduct and / or discipline.

– Separates airmen in a orderly fashion– Helps achieve authorized force levels


MP 2: Separation Authority• The State Adjutant General (TAG)• Wing Commander

– If delegated

• Squadron Commander – Approval/Disapproval– Recommends

• Wing OPR– MPF

First Sergeant AcademyMP 3: Characterization of Service

• Considerations for Characterization of Service:– Quality of service– Conduct– Pattern of behavior– Age, length of service, grade, physical and mental condition and

standards of acceptable conduct and performance of duty.

• Honorable • Under Honorable Conditions (General)• Under Other Than Honorable Conditions

(UOTHC) – may require SecAF approval• Reenlistment Eligibility


MP 4: Voluntary Separation• Voluntary separation provides opportunities for enlisted members to leave the military at their own request.

– Commander• Reviews all requests• Approves / Disapproves• Recommends


• Expiration of Term of Service (ETS)• Incompatible Status• Immediate Reenlistment• Conditional Release• Retirement• Resignation• Dependency or Hardship• Pregnancy or Childbirth

MP 4: Voluntary Separation


MP 5: Involuntary Separation• Preprocessing Considerations

– Chance to overcome deficiencies?• Were corrective actions taken and documented?

– More appropriate action?– Board entitled?– Separation due to misconduct?


• For the Convenience of the Government

– Selective Retention– Unsatisfactory Participation– Parenthood– Conditions That Interfere with Military Service– Failure to Reply to Official Correspondence– Failure to Comply with Requirements for a Medical Examination

MP 5: Involuntary Separation


• Physical Disqualification• Medical issues• Substandard (Unsatisfactory) Performance

– Duty performance– Dress and personal appearance– Unsanitary habits– Personal finances– Fitness

• Misconduct

MP 5: Involuntary Separation


MP 6: Administrative Discharge Board

• Board Eligible – Characterization is UOTHC– 6 or more years of satisfactory service for retirement– Homosexual conduct (regardless of characterization)

• Notification Process– Letter of Notification (LON) required

• LON will include whether member is entitled to a board

• Follow guidance in AFI 36-3209– Members may waive board


• Purpose:– Fact finding

• Function: – Administrative

• Duties– Develop / review information– Reach findings and make recommendations

• Appointing Authority is TAG

MP 6: Administrative Discharge Board


SummarySeparation PolicySeparation AuthorityCharacterization of ServiceVoluntary Separation Involuntary SeparationsAdministrative Discharge Board




QUESTIONS?



AFOSI and theFirst Sergeant



• Explain the role of the AFOSI • Recognize scenarios when AFOSI

should be contacted• Understand what information a First

Sergeant should provide AFOSI


OVERVIEW

Who OSI is

What OSI can do for you

What you can do for OSI

What OSI and you can do together


MP 1: Who is OSI

• Patterned after FBI• Criminal• Fraud• Counterintelligence

• Consolidated investigative services under SECAF

• Field Operating Agency• Under SAF/IG direction/guidance• District (Geographically Aligned)


MP 1: Who is OSI

•MAJCOM Aligned (Regions) / Sqs & Detachments Primary Base Interface

•AF focal point for working w/ U.S. and foreign law enforcement and security services to provide timely/accurate threat info

• AFOSI Mission: Identify, exploit and neutralize criminal, terrorist and intelligence threats to the U.S. Air Force, Department of Defense and U.S. Government.


MP 1: Who is OSI

• A federal law enforcement agency conducting investigations and operations throughout the spectrum of conflict:

• Warfighting - Conducts, in hostile/uncertain environments, Counter Threat Operations (CTO) to find, fix, track, neutralize enemy threats

• Federal LEA - Criminal investigations, counterintelligence (CI), specialized investigative activities, protective service ops, & integrated Force Protection for AF

• Intelligence Community contributors - Collections and operational work in the areas of our mission sets


MP 1: Who is OSI•Brief Recap:

• In-garrison - Felony-level investigations & CI/FP

• Deployed - CI/FP/CT/AT Support to Deployed CCs• Inside & Outside the Wire…in garrison and

deployed…to find answers to questions which reduce/neutralize threats critical to Air Force, DoD, and US Govt leaders/decision makers


MP 1: Who is OSI

• Law Enforcement (LE): AF’s only federal law enforcement capability

• Counterintelligence (CI): AF’s only org authorized to conduct CI • Deployed: AF’s only “outside the wire” Counter-Threat operations

capability • Analytical Capability: Fusion of CI, Counter-Terrorism & LE

intelligence• Cyber Expertise: Nation’s top Cyber intrusion investigators &

forensic experts• Polygraph services: AF’s only Polygraph and Credibility Assessment

(PCA) capability


MP 2: What OSI can do for you

•Good Order and Discipline•Bring your Airmen home safely•Provide training•Use us—we have access to info that can help your CC

• May not be OSI case but may be able to cut through red tape

•Support to ANG and AFRC


MP 3: What you can do for OSI

•Arbiter between your commander and us• Be there for your Airmen when the interview over

• Be there for the agent(s) working your case

•Call us early and often• Let OSI know what the “rumor mill” is generating

• Give OSI opportunities to train and work with your Airmen

• Insure required reportable CI info is relayed to OSI

• Let OSI speak with your “borderline” Airmen


MP 4: What we can do together

•Two-way intel• Synergistic relationship built on trust

•Relationships…welcome Superintendents to your group

• Visit your OSI detachment

• Welcome the Super to your council

• Training initiatives




QUESTIONS?


SUMMARY

Who OSI isWhat OSI can do for youWhat you can do for OSIWhat OSI and you can do together

ANG Note Taker Table of Contents

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Transcript of ANG Note Taker Table of Contents