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DEPARTMENT OF THE AIR FORCE Career Field Education and Training Plan 38FX

Headquarters United States Air Force Parts I and II

Washington DC 20330-1030 10 Apr 18

AIR FORCE SPECIALTY CODE

38FX

FORCE SUPPORT

OFFICER

CAREER FIELD EDUCATION AND TRAINING PLAN

ACCESSIBILITY: Publications and forms are available on the e-publishing website at

www.e-publishing.af.mil for downloading or ordering.

RELEASABILITY: There are no releasability restrictions on this publication.

Office of Primary Responsibility: AF/A1XO

Certified by: Col Scott Arcuri (AF/A1XO)

Supersedes Career Field Education and Training Plan 38PX, 16 December 2016

Pages: 65

http://www.e-publishing.af.mil/

2

SUMMARY OF CHANGES

Major changes to this plan include:

(1) Updates Air Force Specialty Code from 38P to 38F

(2) Updates the following 38F leadership development courses:

a. Basic Personnel Officer Course name change to Initial Force Support Officers Course; length change

from 406 hours to 326 hours beginning 17 April 18

b. Intermediate Personnel Officer Course change to Basic Force Support Staff Officer Course

c. Advanced Personnel Officer Course change to Advanced Force Support Staff Officer Course

(3) Deletes Force Support Professional Development School’s Equal Opportunity Leadership Course and

replaces with Defense Equal Opportunity Management Institute’s Equal Opportunity Advisor Course

(4) Updates the distance learning Force Support Deputy/Operations Officer Course to the in-residence

Force Support Operational Leadership Course to include Force Support Squadron Superintendents

(5) Adds the 335th Training Squadron’s Manpower Apprentice Course for select accessions going into

Major Command manpower positions

(6) Adds Force Support Silver Flag Readiness Training and description

(7) Updates Human Capital Lifecycle nomenclature to Talent Management Life Cycle

(8) Changes recommendation to keep officers in assigned duties for 12-24 months vice 12-18 months

to develop breadth in first four years

(9) Updates time requirement for experience and follow-on unit training completion from 24 months to

36 months for Air Force Reserve officers in order to receive 3 skill level

(10) Updates 38F continuum of learning to include Manpower Apprentice Course, Defense Equal

Opportunity Management Institute, and other course names

(11) Updates 38F experience pyramid to include Manpower Flight Commander (Lieutenant) and

Headquarters Air Force/Major Command/Numbered Air Force/Forward Operating Agency Deputy

Division Chief positions (Lieutenant Colonel)

(12) Adds Postal requirement to initial skills course training standard and follow-on unit training

(13) Refines Air Force Reserve and Air National Guard follow-on unit training requirements

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CAREER FIELD EDUCATION AND TRAINING PLAN

FORCE SUPPORT SPECIALTY

AIR FORCE SPECIALTY CODE 38FX

Table of Contents

Force Support Officer Badge Heraldry ......................................................................................................... 4

PART I .......................................................................................................................................................... 5

Preface ...................................................................................................................................................... 5

Terms Explained ....................................................................................................................................... 6

Section A – General Information .............................................................................................................. 8

1. Purpose ............................................................................................................................................ 8

2. Use ................................................................................................................................................... 8

3. Coordination and Approval ............................................................................................................. 8

Section B – Force Support Enduring Principles. ....................................................................................... 8

1. Introduction to Force Support Enduring Principles......................................................................... 8

2. Combat Support Doctrine .............................................................................................................. 10

3. Force Support Capabilities ............................................................................................................ 11

4. Force Support Critical Knowledge, Skills, and Abilities .............................................................. 16

Section C – 38F Development................................................................................................................. 22

1. Continuum of Learning ................................................................................................................. 22

2. Force Support Education ............................................................................................................... 23

3. Force Support Training.................................................................................................................. 28

4. 38F Education and Training Roadmap .......................................................................................... 29

5. Force Support Experience ............................................................................................................. 30

6. 38F Experience Pyramid................................................................................................................ 31

Section D – Proficiency Training and Experience Requirements ............................................................ 33

1. Purpose .......................................................................................................................................... 33

2. Qualified Level (38F3) .................................................................................................................. 33

3. Staff Level (38F4) ......................................................................................................................... 33

PART II ....................................................................................................................................................... 34

Section A – Initial Force Support Officer Course Training Standard ..................................................... 34

1. Task, Knowledge and Proficiency Level Requirements ................................................................ 34

Section B – Follow-On Unit Training ..................................................................................................... 39

1. Purpose .......................................................................................................................................... 39

2. 38F Follow-On Unit Training Requirements ................................................................................ 40

ANNEX A – Follow-On Unit Training Development Guide ..................................................................... 48

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Force Support Officer Badge Heraldry

The globe represents the worldwide scope of operations and the divergent groups of customers

supported. The delta/vector across the globe portrays the linkage of support throughout the world.

The flame represents excellence and captures the attributes of strength, vigilance, spirit, and

camaraderie.

In accordance with Air Force Instruction 36-2903, Dress and Personal Appearance of Air Force

Personnel, the Force Support badge is awarded as follows:

Officers: Wear the basic badge after graduating from Initial Force Support Officer Course (or after

attaining a fully qualified 38F Air Force Specialty Code after receiving a technical school waiver

from the Career Field Manager). Wear the senior badge after 7 years in the specialty and certified

completion of all 38F3 upgrade requirements. Wear the master badge after 15 years in the

specialty.

5

AIR FORCE SPECIALTY CODE: 38F, FORCE SUPPORT

OFFICER CAREER FIELD EDUCATION AND TRAINING PLAN

PART I

Preface.

1. This officer Career Field Education and Training Plan is a comprehensive document that

identifies life cycle development requirements and support resources. It will provide a clear

development pathway to instill rigor in all aspects of 38F education and training.

2. This plan consists of two parts and an annex. It has been created to help officers, supervisors,

and commanders to plan, manage, and encourage 38F education and training.

2.1. Part I includes the following: Section A explains how to use this plan. Section B explains

Force Support enduring principles, combat support doctrine, Force Support capabilities and critical

knowledge, skills and abilities. Section C contains the continuum of learning, Force Support

education, Force Support training, 38F Officer Education and Training Roadmap, Force Support

experience, and the 38F Experience Pyramid. Section D details proficiency training and experience

requirements.

2.2. Part II provides guidance to supervisors and commanders to identify, plan, and conduct

training at their organizations commensurate with the overall goals of this plan. It includes the

following: Section A provides training objectives for the Initial Force Support Officer Course.

Section B lists required follow-on unit training requirements and a supplemental annex for follow-

on unit training tasks. A copy of Part II will be maintained by the Career Field Management and

Readiness Division (AF/A1XO) and the 335th Training Squadron.

3. The following guidance in this plan will ensure individuals in the 38F specialty receive

effective education, training, and experience at appropriate points in their career. This plan will

enable those in the Force Support career field to train today’s 38Fs for tomorrow’s changing

demands.

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Terms Explained.

Advanced Academic Degree. A graduate (masters or doctorate) degree that may aid a 38F to carry out

their duties and responsibilities.

Advanced Force Support Staff Officer Course. An in-residence course offered to 38F post-

command Majors and Lt Cols with a total federal commissioned service date of 14 to 18 years (or

appropriated fund civilians in an equivalent grade) who are either projected to an assignment or in their

first 6 months of an assignment to a leadership position within a higher headquarters staff.

Air Force Specialty Code. A combination of numbers and alpha characters used to identify an Air

Force Specialty. Officer Air Force Specialty Codes consist of four characters. Alpha prefixes or

suffixes are used with the numerical codes when more specific identification of position requirements

and individual qualifications is necessary.

American Hotel & Lodging Educational Institute. Professional hospitality certifications available

for Food Operations and Lodging Operations professionals.

Initial Force Support Officer Course. The initial skills course that is required for award of the entry

skill level 38F1.

Basic Force Support Staff Officer Course. An in-residence course offered to 38F Captains and pre-

command Majors with a total federal commissioned service date of 4 to 12 years (or appropriated fund

civilians in an equivalent grade) who are either projected to an assignment or in their first 6 months of

an assignment as an action officer/staff officer at a higher headquarters staff.

Career Field Education and Training Plan. A comprehensive document that identifies life cycle

development requirements and support resources.

Career Field Manager. Each officer career field has an appointed career field manager. The 38F

Career Field Manager is appointed by Deputy Chief of Staff, Manpower, Personnel and Services

(AF/A1) to ensure all 38Fs have the education, training and experience to support mission

requirements.

Deliberate and Crisis Action Planning and Execution Segments. The standard AF automated data

processing system designed to communicate operations plan requirements and resource monitoring

capability to minimize unnecessary movement of personnel and equipment into a theater of operations

during execution.

Intermediate Developmental Education. Specific educational opportunities including (but not

limited to) Air Command and Staff College, Army Command and General Staff College, College of

Naval Command and Staff, Marine Corps Command and Staff College, United Stated Air Force

Academy Air Officers Commanding Master’s Program, and other identified advanced academic degree

programs.

Knowledge, Skills, and Abilities. Knowledge is defined as a cognizance of facts, truths, and principles.

A skill is a developed proficiency or dexterity in mental operations or physical processes that is often

acquired through specialized education and training. Ability is the power or aptitude to perform physical

or mental activities that are often affiliated with a particular profession. There are eight critical

knowledge, skills, and abilities that are essential to the delivery of Force Support capabilities across the

Force Support enterprise. These include Advisor Skills, Analysis/Continuous Process Improvement,

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Creative Thinking, Critical Thinking, Customer Service, Future Thinking, Performance Measurement

and Project Management.

Non-appropriated Funds. A classification of government funds that are separate and apart from funds

that are recorded by the United States Treasury. They are not appropriated by the Congress. Non-

appropriated funds come primarily from the sale of goods and services to Department of Defense

military and civilian personnel and their families. They are typically used to provide morale-building

welfare, educational, and recreational programs and are designed to improve the well-being of military

and civilian personnel and their dependents.

On-the-Job Training. A delivery method used to certify personnel in both upgrade (skill-level award)

and job qualification (duty position certification) training. It is hands-on, over-the-shoulder training

conducted at the duty location.

Personnel in Support of Contingency Operations. Team of personnel that supports the Combatant

Commander by providing force accountability, casualty reporting, and sustainment functions to assist in

managing the deployed force.

Primary Developmental Education. Officers in the grade of O-3 with at least 4 but no more than 7

years total federal commissioned service at class start may attend in-residence Squadron Officer School

at Maxwell Air Force Base, AL.

Resource Constraints. Resource deficiencies such as money, facilities, time, manpower, and

equipment that preclude desired education and training from being delivered.

Senior Developmental Education. Specific educational opportunities to include (but not limited to)

Air War College, National War College, Dwight D. Eisenhower School for National Security and

Resource Strategy, Army War College, and Naval War College.

Society for Human Resource Management. A professional human resources society focused on

promoting key human resource competencies.

8

Section A – General Information

1. Purpose. The 38F Career Field Education and Training Plan provides a development strategy for the

Career Field Manager, commanders, training managers, supervisors, and trainers to plan, develop,

manage, and conduct 38F education and training. The outcome of this development strategy is to

produce 38F leaders capable of delivering Force Support capabilities across the AF enterprise and Joint

environment at the tactical, operational, and strategic levels. In sum, this plan outlines the purposeful

execution of education, training, and experience opportunities to ensure successful development of 38Fs

into strategic leaders of human capital assets.

1.1. Commanders and supervisors must take an active role in an officer’s professional development by

providing mentoring and career planning. Officers should review career goals with their commander

and supervisor or senior 38F during frequent mentoring sessions and performance feedback sessions.

They should discuss career development and progression using the 38F Officer Education and Training

Roadmap in Figure F on page 30 and the 38F Experience Pyramid in Figure G on page 32.

2. Use. All 38Fs will complete the leadership, foundational, and specialized education and training

requirements in their appropriate stage of development or assignment as specified in this plan.

3. Coordination and Approval. The Deputy Chief of Staff, Manpower, Personnel and Services is the

approval authority for this plan. The Director, Force Support Professional Development School, Ira C.

Eaker Center for Professional Development, Maxwell Air Force Base, AL, and the Commander, 335th

Training Squadron, Keesler Air Force Base, MS, will identify and coordinate on the career field

education and training requirements. The 38F Career Field Manager will initiate reviews of this

document to ensure currency and accuracy.

Section B – Force Support Enduring Principles

For 38Fs to develop appropriately, they must understand the Talent Management Life Cycle; Combat

Support Core Processes and Combat Support Capabilities; Force Support Capabilities; and Force

Support Knowledge, Skills, and Abilities.

1. Introduction to Force Support Enduring Principles. Force Support shapes the manner in which

Airmen are postured, employed, sustained, and recovered in order to support the Air Force’s mission.

It defines requirements, acquires and develops specific skills, postures them into an organizational and

individual utilization strategy, sustains them for combat operations, and finally transitions them back to

home station operations. Force Support provides unique capabilities for Combat Support. Force

Support is, by design, not self-sustaining; it depends upon other Combat Support Capabilities for

security, health, and infrastructure support. Force Support is an integral part of the structure employed

to open, establish, and operate air bases worldwide and subsequently redeploy forces to their home

installations. It is an enabler by delivering agile, responsive, and efficient approaches to deliver combat

Airmen to any theater or environment. In order to accomplish this mission set effectively, 38Fs must

understand the Talent Management Life Cycle and Force Support Capabilities.

1.1. Talent Management Life Cycle. The Talent Management Life Cycle is the way Force Support

plans, acquires, develops and utilizes, compensates, retains, and delivers Airman capability to the Total

Force and transitions Airmen from the Force (see Figure A). Different versions of this life cycle have

appeared in many forms over the years. All aspects of this life cycle are interdependent, each

influencing the other in some way. Capable Airmen do not just happen: they are the end result of this

9

complex and purposeful

process that accounts for

our human resources from

the time they are recruited

to the time they separate or

retire. This life cycle

provides capable Airmen

to the warfighter who

globally project airpower.

It first appeared in the

1960s and again in detail

within USAF Personnel

Plan 1, 1978.

1.1.1. Talent Planning. The life cycle begins by determining and defining what the force requirements

are in terms of abilities and skill sets for the Air Force. This involves thorough identification of the

current state of our workforce, what gaps exist within that workforce, and future force requirements.

This examination is the foundation in determining the needs for balancing and shaping the force to meet

current and future demands.

1.1.2. Talent Acquisition. As the Air Force evolves, changes in requirements create inventory

imbalances in affected career fields. The Air Force has a variety of tools available to correct these

imbalances and shape the force as necessary. These tools include recruiting, enlisting, commissioning,

hiring, retaining, formal cross-flow programs, reclassifying, etc. Together, these programs help address

career field manning imbalances with institutionalized methodologies to shape the officer, enlisted and

civilian force within authorized, funded end-strength. Additionally, Airmen are provided the initial

skills and level of competence to be productive and then continuously trained and developed throughout

their careers.

1.1.3. Talent Development and Utilization. As Airmen progress, emphasis is placed on enhancing

capabilities through numerous educational and training opportunities. This is where deliberate

development shapes Airmen through a continuous learning environment to prepare them to be effective

leaders and followers. It uses a combination of developmental education, skills training, and work

experiences to mold Airmen into dynamic contributors in any environment or battlefront.

1.1.4. Talent Compensation and Retention. Force Support provides continued efforts to meet the

psychosocial, physical, and economic needs of Air Force personnel and their dependents. Functions in

this phase include (but are not limited to) feeding, sheltering, evaluating, promoting, regenerating,

compensating, recognizing, and motivating.

1.1.5. Talent Transition. Force Support provides programs to assist Airmen in transition, whether

separating or retiring.

1.1.6. Deliver. Force Support effectively classifies Airmen and assigns them to organizations where

their skills are utilized to deliver unrivaled airpower to meet strategic demands.

1.1.7. Airman Capability. This life cycle produces an Airman capable of supporting our national

security objectives. This is where Force Support operates and applies its capabilities to provide (in

expeditionary and peacetime environments) combat Airmen for Air Force and Joint Force missions.

Figure A. Talent Management Life Cycle

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2. Combat Support (CS) Doctrine. In order to understand how Force Support capabilities support the

Air Force mission, it is critical to grasp where they fit into the Combat Support construct at Figure B.

Combat Support includes Core Effects, Core Processes, and Core Capabilities, described in detail in Air

Force Doctrine, Annex 4-0, Combat Support at http://www.doctrine.af.mil/Doctrine-Annexes/Annex-4-

0-Combat-Support/.

2.1. Combat Support Core Effects. Combat Support Core Effects are the products provided to a

Commander, Air Force Forces, as outcomes of the Combat Support Core Processes. The six Combat

Support Core Effects are: Readied Forces, Prepared Operational Environment, Positioned Forces,

Employed Forces, Sustained Forces, and Reconstituted Forces.

2.2. Combat Support Core Processes. These processes are the standardized, overarching macro

procedures using core capabilities to produce Combat Support Core Effects. These macro procedures

are the primary means of arranging Combat Support practices due to their cyclical nature. The six

Combat Support Core Processes are: Readying the Force, Preparing the Operational Environment,

Positioning the Force, Employing the Force, Sustaining and Recovering the Force, and Reconstituting

the Force.

2.3. Combat Support Core Capabilities. These include Field Forces, Base Forces, Posture

Responsive Forces, Protect Forces, Generate the Mission, Support the Mission/Forces/Infrastructure,

and Sustain the Mission/Forces/Infrastructure. Each Force Support Capability directly supports one or

more Combat Support Core Capabilities.

2.3.1. Combat Support Capabilities result from the proper employment and integration of all functional

communities within the Combat Support construct. As part of this interdependent construct, Force

CORE EFFECTS

CORE

PROCESSES

CORE

CAPABILITIES

A Readied Force An Employed Force

A Prepared Operational A Sustained Force

Environment A Reconstituted Force

A Positioned Force

Readying the Force Employing the Force

Preparing the Sustaining and

Operational Recovering the Force

Environment

Reconstituting the Force Positioning the Force

Protect Forces Field Forces

Generate the Mission Base Forces

Support the Mission,

Posture Responsive Forces, and Infrastructure

Forces Sustain the Mission,

Forces, and Infrastructure

Figure B. Combat Support Construct

http://www.doctrine.af.mil/Doctrine-Annexes/Annex-4-0-Combat-Support/

http://www.doctrine.af.mil/Doctrine-Annexes/Annex-4-0-Combat-Support/

11

Support contributes to executing Combat Support processes and capabilities by delivering numerous

roles within the Combat Support construct (see Air Force Doctrine Annex 4-0, Combat Support,

Appendix: Functional Communities).

3. Force Support Capabilities. 38Fs must be deliberately developed to apply their skills in an

operational environment and articulate, in operational terms, how Force Support Capabilities drive

readiness, impact Combat Support, and affect the Air Force mission. Understanding the following list

of capabilities along with their master processes and effects is the first step in 38F development. Force

Support has separate and distinct capabilities in order to accomplish the roles that enable Combat

Support to deliver its total capabilities. Each capability is delivered through activities, programs or

both to achieve the desired effect. Some activities or programs may support more than one capability.

There are a total of 17 total Force Support Capabilities. Two capabilities (3.1 and 3.2) produce effects

within the Air Force enterprise as a whole on the macro level. The remaining 15 capabilities produce

operational and tactical effects.

3.1. Shaping and Balancing the Force. Shaping

and balancing the force is accomplished by

analyzing the needs of the Air Force, providing the

necessary capabilities, and retaining or transitioning

Airmen according to the needs of the Air Force.

Leveraging technology and other innovations are

necessary to support our evolving human resource

management, compensation, and total force policies.

Properly executing this capability keeps the human

capital requirement at the appropriate strength to

accomplish the AF’s current and future missions. It

includes recruiting, retraining, reorganizing, and force shaping/sizing activities to place the right

amount of combat Airmen where they are needed. The right balance of these activities must be

properly applied in the Regular Air Force, Air National Guard, and the Air Force Reserve as particular

needs may vary. Master processes and combat effects of shaping and balancing the force are listed in

Figure C.1. Combat Support Capabilities supported are: Field Forces; Base Forces; and Support the

Mission, Forces, and Infrastructure.

3.2. Force Development. “Force development is a

deliberate process of preparing Airmen through the

continuum of learning with the required

competencies to meet the challenges of the 21st

Century” (Air Force Doctrine, Annex 1-1, Force

Development). Force development is both an

individual and institutional responsibility. The

force development continuum focuses on

developing Airmen to thoroughly understand the Air

Force mission, organization, and doctrine. It

consists of three principle areas (training, education,

and experience). Force development works to foster critical thinking, encourage exploration, and

creative problem-solving. This capability provides a structured skill set to Airmen to be confident and

competent in any scenario at the tactical, operational, or strategic level. Additionally, it involves

development through assignments, promotions, retention, and transition programs by providing

reference and information resources (i.e., Transition Assistance). Master processes and combat effects

of force development are listed in Figure C.2. Combat Support Capabilities supported are: Field

Forces; and Support the Mission, Forces, and Infrastructure.

Master Processes - Recruit

- Train

- Educate

- Assign

- Promote

- Retain

- Transition

Combat Effects - Mission

Accomplishment:

Skills/Leadership

- Build Future Force

- Manpower

Requirements/

Targets Met

Master Processes - Analyze

- Balance

- Retain

- Transition

Combat Effects - Right Number of

Airmen, Right Air

Force Specialties

- Right Airmen with

the Right Skills and

Experience Retained

Figure C.1. Shaping and Balancing the Force

– Master Processes and Combat Effects

Figure C.2. Force Development –

Master Processes and Combat Effects

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3.3. Manpower and Organization. Commanders

are provided the manpower and organization tools

necessary to effectively and efficiently use their

manpower resources. As this capability projects

outward, it provides services such as establishing

accurate and agile organizational structures and

requirements of locations as determined by the

Commander, Air Force Forces. Additionally,

manpower and organization actions can activate,

inactivate, redesignate a unit, or enable a unit to

vary from a standard organizational structure. It

systematically identifies minimum and essential manpower required for the most effective and

economical accomplishment of assigned missions and functions within organizational and resource

constraints. Master processes and combat effects of manpower and organization are listed in Figure

C.3. Combat Support Capabilities supported are: Field Forces; Base Forces; Posture Responsive

Forces; and Support the Mission, Forces, and Infrastructure.

3.4. Personnel Readiness and Accountability.

Foremost, this capability builds a system which

ensures personnel are eligible to deploy, prepared

for deployment, and properly accounted for during

deployment. It involves the tracking of every

Airman, whether at home station or in a deployed

location, giving commanders across the entire force

knowledge of what type and how many people are

under their control. Personnel Readiness

ensures all Airmen and their families are

resilient and ready for deployments. A

personnel deployment line system helps Airmen

address personal readiness responsibilities such as financial, child care, etc., as well as provides

supportive programs for single Airmen, single parents, and families to better prepare and mitigate

potential adversity. Master processes and combat effects of personnel readiness and accountability are

listed in Figure C.4. Combat Support Capabilities supported are: Field Forces; Base Forces; Posture

Responsive Forces; Protect Forces; Generate the Mission; Support the Mission, Forces, and

Infrastructure; and Sustain the Mission, Forces, and Infrastructure.

3.5. Feeding Operations. Feeding operations

procure, receive, inspect, store, sanitize, prepare,

serve, and dispose of food items. During beddown

operations, forces are provided with meals ready-to-

eat. As operations progress, unitized group rations

are prepared. The final capability goal is to

transition to hot meals using fresh and frozen food

items or A-rations. Food operations provide the

fuel Airmen need to perform their combat missions.

Every mission requires healthy and diverse food

options, despite the location or the hardships

involved. Master processes and combat effects of feeding operations are listed in Figure C.5. Combat

Support Capabilities supported are: Protect the Forces; Generate the Mission; Support the Mission,

Forces, and Infrastructure; and Sustain the Mission, Forces, and Infrastructure.

Master Processes - Define

- Model

- Record

- Program

- Analyze

- Structure

Combat Effects - Valid/Defendable

Requirements

- Planning Enabler

- Accurate Manning

Document

- Accurate and Agile

Org Structure

Master Processes - Prepare Airmen &

Families

- Deploy/Receive

- In-process

- Store Data

- Analyze

- Redeploy

Combat Effects - Accurate Force/Skill

Inventory

- Planning Enabled

- Effective Fighting

Force for JFC

- Deployed Force

Accurately

Accounted for

Master Processes - Procure

- Receive

- Inspect

- Store

- Sanitize

- Prepare

- Serve

- Waste Disposal

Combat Effects - Airmen Weapon

Systems Fed

- Immune Systems

Bolstered

- Higher Energy

Levels

- Feel Good

Figure C.3. Manpower and Organization –


Figure C.4. Personnel Readiness and Accountability –


Figure C.5. Feeding Operations –


13

3.6. Lodging Forces. Lodging operations house

personnel, supply furnishings and necessary items,

provide a personnel locator, manage non-

appropriated fund resale, and provide laundry

operations for Airmen. It adapts available fixed

facilities, erects tents, and/or procures contracts to

provide housing for Airmen. This capability

provides an environment where Airmen can rest

and regenerate to perform future missions. By

considering the rest factor, sanitation, fire, and

ground safety, Force Support personnel can ensure

successful sustainment of human resources in any environment or location. Without proper rest,

Airmen lose their effectiveness. Master processes and combat effects of lodging forces are listed in

Figure C.6. Combat Support Capabilities supported are: Protect Forces; Generate the Mission;

Support the Mission, Forces, and Infrastructure; and Sustain the Mission, Forces, and Infrastructure.

3.7. Keeping Airmen Fit to Fight. Fitness

operations include designing exercise programs

(directed and self-directed), procuring and

maintaining equipment, enhancing mental and

physical health, and creating healthy diversions

from combat activities. It adapts both

outdoor/indoor facilities to provide opportunities

to keep Airmen resilient and fit to fight. It

operates in all environments and locations to

deliver mentally and physically capable Airmen

across the full spectrum of military operations.

Master processes and combat effects of keeping Airmen fit to fight are listed in Figure C.7. Combat

Support Capabilities supported are: Protect Forces; Generate the Mission; Support the Mission,

Forces, and Infrastructure; and Sustain the Mission, Forces, and Infrastructure.

3.8. Casualty and Mortuary Affairs. Casualty

provides notification to leadership and family

members of service-members who are ill, injured,

deceased or are wounded or killed in action.

Mortuary operates under extreme conditions to

identify, track deceased personnel, and care for the

remains of fallen personnel. Mortuary will care

for and arrange the shipment of our fallen Airmen

to their families with the dignity and respect they

deserve. Master processes and combat effects of

casualty and mortuary affairs are listed in Figure C.8.

Combat Support Capability supported is: Support the


Master Processes - House

- Personnel Locator

- Supply Occupants

- Procure/Store Linens

- Non-appropriated

Fund Resale

- Laundry

Combat Effects - Rest & Recuperate

- Sleep Deprivation

Prevented

- High Energy Levels

- Immune Systems

Supported

- Safe Environment

- Clean Uniforms

Master Processes - Procure Equipment

- Maintain Equipment

- Design Exercise

Programs (Directed

and Self-Directed)

- Sanitize

Combat Effects - Mental & Physical

Health Maintenance

- Immune Systems

Strengthened

- High Energy Levels

- Stress Relief

- Optimized Job

Performance

Master Processes - Report

- Notification

- Collect

- Recover

- Store

- Prepare

- Ship

- Waste Disposal

- Honors

Combat Effects - Dignity and Respect

for Airmen &

Families

- No One Left Behind

Figure C.6. Lodging Forces –


Figure C.7. Keeping Airmen Fit to Fight –


Figure C.8. Casualty and Mortuary Affairs –


14

3.9. Airmen Regeneration. Airmen regeneration

procures entertainment and creates other

resilience-building methods to cope with work

stress and family separation anxiety by allowing

for decompression and regeneration of Airmen.

This capability is provided through multiple

mediums (virtual, tactile, creative, developmental)

and programs (directed and self-directed). Airmen

Regeneration efforts begin once the base is open for

operations, providing diversion from the hardships

and family separations our Airmen must endure. This capability is very difficult to perform in a

deployed environment and requires great creativity and marketing efforts to make it successful. When

developing programs, consider diverse interests as well as events for both recurring and special

occasions. Master processes and combat effects of Airmen regeneration are listed in Figure C.9.

Combat Support Capabilities supported are: Protect Forces; Support the Mission, Forces, and

Infrastructure; and Sustain the Mission, Forces, and Infrastructure.

3.10. Developing and Connecting Airmen to the

Outside World. This capability delivers

intellectual pursuits for both continued professional

development, as well as mental diversions from the

daily realities faced during combat duty. This

capability connects Airmen and their families,

facilitates professional military education, and

provides recreational reading. It supports Airmen

by delivering both digital and hard copy access

(when available) to various media. The end effects

are Airmen who continue their professional and self-

development efforts. Master processes and combat

effects of developing and connecting Airmen to the outside world are listed in Figure C.10. Combat

Support Capability supported is: Support the Mission, Forces, and Infrastructure.

3.11. Alternative Resource Sourcing.

Alternative resource sourcing provides the

ability to capitalize on various financial resources

and non-appropriated fund and appropriated fund

contracts, commercial sponsorship, private

organizations, partnerships in alternate resourcing

and non-appropriated fund memorandums of

agreement. These different resources provide

alternative options to achieve commanders’

objectives. These alternative resources enable

Force Support to offer programs, maintain service standards, execute programs consistently, and

provide backfill options during crisis or contingency deployments. Master processes and combat

effects of alternative resource sourcing are listed in Figure C.11. Combat Support Capability

supported is: Support the Mission, Forces, and Infrastructure.

Master Processes - Programs (Directed

and Self-Directed)

- Market/Advertise

- Entertainment

- Procure/Store/Display

- Use of Multiple

Mediums

Combat Effects - Healthy Diversions

- Relief from Family

Separation Anxiety

- Decompression

- Low Discipline Rates

Master Processes - Connectivity

- Library

- Professional

Development

Combat Effects - Healthy Mental

Diversions

- Relief from Family

Separation Anxiety

and Stress

- Continued Personal

and Professional

Development

Master Processes - Requirements

Validation

- Budgeting

- Coordination

- Contract anagement

- Memorandums of

Agreement

Combat Effects - Right Resources at

the Right Time

- Service Levels

Maintained

- Capability Execution

Figure C.9. Airmen Regeneration –


Figure C.10. Developing and Connecting

Airmen to the Outside World –


Figure C.11. Alternative Resource Sourcing –


15

3.12. Hosting Official Functions. Hosting official

functions includes planning, scheduling,

coordinating, and conducting distinguished visitor

events with Airmen and visits with base senior

leaders. It develops plans, procedures and budgets

to cover special events, meetings, and entertainment

where distinguished visitors are involved. Master

processes and combat effects of hosting official

functions are listed in Figure C.12. Combat

Support Capability supported is: Support the


3.13. Building a Sense of Community.

Building a sense of community strengthens

relationships through programs that develop

Airmen, civilians, dependents, and retirees by

promoting individual development and family

unity. This is accomplished by providing physical

and mental stimulation in a societal environment

designed to support the unique needs of military

members and associated family members.

Community building is accomplished through

directed and self-directed activities, budgeting, sponsorship, marketing, advertising, hosting official and

unofficial functions, family and team building activities. This enables Airmen to focus on the mission

by providing peace of mind in the knowledge that families at home station have access to support

systems that meet their needs. Master processes and combat effects of building a sense of community

are listed in Figure C.13. Combat Support Capability supported is: Support the Mission, Forces, and

Infrastructure.

3.14. Infant to Teenager Development.

This capability offers available, affordable, quality

child care and youth development programs that are

a workforce enabler. These programs generate a

sense of well-being that family members are well

cared for in a quality environment, thus enabling

Airmen to clearly focus on training and mission

accomplishment. This capability provides multiple

avenues for infant through teenager care and

development (i.e., child development centers, family

child care homes, school age care programs, youth

programs, Exceptional Family Member Program respite care, and community-based

programs/partnerships). Properly employing this capability reduces the stress of families who have the

primary responsibility for the health, safety and well-being of their children and helps them balance the

competing demands of family life and the Air Force mission. The end result is a mission-focused

Airman whose family has the skills to thrive in a military environment. Master processes and combat

effects of infant to teenager development are listed in Figure C.14. Combat Support Capability

supported is: Support the Mission, Forces, and Infrastructure.

Master Processes - Programs (Directed

and Self-Directed)

- Budget

- Obtain Sponsorship

- Market/Advertise

- Family & Team

Building Activities

Combat Effects - Focus on Mission

- Esprit de Corps

- Individual & Family

Comfort

- Knowledge of

Support Systems

- Sense of Belonging

Master Processes - Nurture

- Environment

Exploration

- Feed

- Safe/Secure/Healthy

Locations

- Train

- Registration/Fees

Combat Effects - Well-Adjusted

Children & Teens

- Positive Interaction

in Military & Family

Environments

Master Processes - Plan

- Schedule

- Coordinate

- Conduct

- Budget

Combat Effects - Successful

Distinguished Visitor

Functions Facilitated

- Networking at Senior

Levels Enabled

- Consistent Standards

Figure C.12. Hosting Official Functions –


Figure C.13. Building a Sense of Community –


Figure C.14. Infant to Teenager Development –


16

3.15. Airmen and Family Reunification.

Airmen and family reunification capabilities

provide opportunities for healthy reunions after

remote tours and deployments. The expeditionary

nature of the Air Force necessitates the

orchestration of reuniting Airmen with their

families and units to mitigate post-event depression,

maladjustment, suicidal ideations, family violence,

and other negative impacts. Force Support, through

existing and targeted special programming,

concentrates resources to create positive outcomes

in the reuniting process. Special effort may be required to build connections and a sense of community

between Air Reserve Component families and their associated military units if they have not had the

same opportunities as Regular Air Force families to establish those relationships. Additionally,

wounded, ill, injured warriors and their families are provided valuable non-medical care to assist in

their recovery/rehabilitation. Master processes and combat effects of Airmen and family reunification

are listed in Figure C.15. Combat Support Capability supported is: Support the Mission, Forces, and

Infrastructure.

3.16. Prevent and Respond to Sexual Assault.

This capability provides direction, planning, and

management for installation-wide sexual assault

prevention and response programs. This

encompasses creating awareness, sexual violence

prevention, and outreach. It also provides

assistance to victims through advocacy

programs and coordination of services such as

medical treatment, mental health support and

legal services. Master processes and combat

effects of preventing and responding to sexual assault are listed in Figure C.16. Combat Support

Capability supported is: Support the Mission, Forces, and Infrastructure.

3.17. Prevent and Respond to Equal

Opportunity Issues. This capability provides

direction, planning, and management for

installation-wide equal opportunity programs

impacting all Airmen (military and civilian). This

encompasses creating awareness, reduction of

associated risks, and outreach. In addition, it

includes training for individuals and

organizational leadership. Master processes

and combat effects of preventing and

responding to equal opportunity issues are

listed in Figure C.17. Combat Support Capability supported is: Support the Mission, Forces, and

Infrastructure.

4. FS Critical Knowledge, Skills, and Abilities.

4.1. Knowledge is defined as a cognizance of facts, truths, and principles. Application and sharing of

one's knowledge base is critical to individual and organizational success. A skill is a developed

proficiency or dexterity in mental operations or physical processes that is often acquired through

Master Processes

- Awareness

- Prevention

- Training

- Victim Advocacy

- Outreach

- Risk Reduction

Combat Effects - Mutual Trust &

Responsibility

- Camaraderie

- Fairness

- Discipline

- Accountability

Master Processes - Awareness

- Prevention

- Training

- Outreach

- Risk Reduction

Combat Effects - Mutual Trust and

Responsibility

- Camaraderie

- Fairness

- Discipline

- Accountability

Master Processes - Program

- Budget

- Sponsorship

- Market/Advertise

- Outside Agency

Coordination

Combat Effects - Prevention of Family

Violence

- Reduced Suicidal

Ideations

- Offset Post-Event

Depression &

Maladjustment

- Increased Retention

Figure C.15. Airmen and Family Reunification –


Figure C.16. Prevent and Respond to Sexual Assault –


Figure C.17. Prevent and Respond to Equal

Opportunity Issues –


17

specialized education and training; the execution of these skills results in effective performance. Ability

is the power or aptitude to perform physical or mental activities that are often affiliated with a particular

profession.

4.2. Knowledge, skills, and abilities provide the foundation for successful execution of Force Support

capabilities across the entire Manpower, Personnel and Services community and to the Combat Support

structure. 38Fs should strive to develop and master the following eight critical knowledge, skills, and

abilities: Advisor Skills, Analysis/Continuous Process Improvement, Creative Thinking, Critical

Thinking, Customer Service, Future Thinking, Performance Measurement, and Project Management.

4.3. Advisor Skills (Organizational). AF/A1 provides critical personnel advice to our military,

Department of Defense, and civilian leadership. That advice is based on staff work and the multiple skill

sets and experiences of those that advise the AF/A1 staff. The AF/A1 staff receives advice from the

Major Commands and field. Even the best advice may not be taken if the source is perceived as not

being credible. Credibility is earned through consistent delivery of accurate, well-thought out, and

disciplined advice provided at the right time and place.

4.3.1. Advisor Skills (Individual). A 38F leader who develops good advisor skills is better able to

influence superiors, peers, and subordinates in the decision-making process. Once credibility and trust

are built with those he/she works with, a 38F will become the “go to” person leadership relies on for

sound recommendations. If your boss comes to you and asks you what you think, you are on the right

track. See descriptive behavior competencies for advisor skills in Figure D.1.

ADVISOR SKILLS DESCRIPTIVE BEHAVIOR COMPETENCIES

DEFINITION BASIC INTERMEDIATE ADVANCED

To advise is to give expert

advice on specific topics. In

the A1 community there are

multiple areas where members

will function as the senior

leader’s Force Support key

advisor.

Recognizes the current

situation, applies information

to influence a positive action,

decision, or outcome.

Demonstrates understanding

and ability to advise, influence

and develop skills up and

down the chain of authority;

maintains focus on success and

effectively guides towards

productive solutions. Explains

consequences/effects of

decisions and actions.

Evaluates and synthesizes

economic, political and social

awareness to identify

opportunities and issues when

formulating strategy and

evaluating impact of mission

implementation.

Communicates long-term

impacts and risks on the

enterprise.

TACTICAL OPERATIONAL STRATEGIC

LT CAPT MAJ LT COL COL GO

4.4. Analysis/Continuous Process Improvement (Organizational). Use of analysis enables an

organization to link data points together in understanding how their organization functions (cause and

effect) and then uses that data to advance their programs and services (continuous improvement). Topics

include: Six Sigma, LEAN, Organizational Analysis, Basic Statistical Concepts, Auditing, Problem

Solving, and Continuous Process Improvement.

4.4.1. Analysis/Continuous Process Improvement (Individual). This skill helps you select the right

data and facts to ensure you are making well-informed decisions before implementing new programs or

changes. An issue many 38F leaders will deal with is adjusting hours of operation. Asking your team

for the right data such as usage rates and operating costs per hour will help you determine the most

effective hours of operation and provide justification for your change. Another example is to examine

the processing of evaluations at different levels to find the root cause of late trends. Once you find the

Figure D.1. Descriptive Behavior Competencies for Advisor Skills

18

root cause, you can then develop and implement an appropriate solution to improve the process. See

descriptive behavior competencies for analysis/continuous process improvement in Figure D.2.

ANALYSIS/CONTINUOUS

PROCESS

IMPROVEMENT

DESCRIPTIVE BEHAVIOR COMPETENCIES


To analyze is to examine data

and facts to uncover and

understand cause-effect

relationships, thus providing a

basis for problem solving and

decision making. A constant

process by which processes

and activities are continually

evaluated and improved to

meet current and future

demands.

Identifies and seeks

opportunities to improve

existing conditions and

processes; generates ideas for

solutions. Describes the

importance of proactively

embracing, supporting and

leading change and continuous

process improvement. Adopts

and supports organizational

changes. Understands the

importance of data (facts,

assumptions, and emotions),

and how data is utilized in

assessing performance and

viability of activities.

Distinguishes causes from

symptoms and identifies

primary root causes; devises

appropriate measures of

success and progress; selects

appropriate solutions.

Identifies, evaluates and

assimilates information from

multiple sources according to

utility.

Compares, evaluates, and

approves improvement ideas

based on organizational

strategy and vision.

Synthesizes requirements for

and implements and assesses

improvement efforts utilizing

sound approaches to manage

and minimize complexity,

paradoxes, risks and

contradictions and their impact

on improvement initiatives.



4.5. Creative Thinking (Organizational). In an era of decreasing resources, we must find creative

solutions to deliver and improve personnel programs and services. Force Support programs and

activities directly contribute to Air Force quality of life, readiness and resiliency. Creative thinking

skills are required to evaluate and develop new and improved ways to support our Air Force family.

4.5.1. Creative Thinking (Individual). As a 38F, you will be required to find answers and solutions

not always found in Air Force Instructions or checklists. To be successful in this career field you will

need to use innovation, ingenuity, and imagination to work through issues that are not clearly defined.

As a leader, you will be expected to find solutions to problems, like maintaining services during a

deployment cycle when your unit is 50% manned. See descriptive behavior competencies for creative

thinking in Figure D.3.

CREATIVE THINKING DESCRIPTIVE BEHAVIOR COMPETENCIES


Creative thinking is a way of

looking at problems or

situations from a fresh

perspective that suggests

unorthodox solutions or

innovation. Creative thinking

can be stimulated both by a

loosely structured process such

as brainstorming, and by a

more rigid, structured process

such as lateral thinking.

Demonstrates openness and

support for new and

innovative ideas; develops

new solutions for existing

problems; generates ideas for

solutions; analyzes the effect

or impact of each solution

and develops new ideas.

Predicts/thoroughly considers

factors such as history,

politics, availability of

resources (financial,

informational, technological,

material, energy, and human)

impacting mission success;

integrates information from

multiple sources to develop

different approaches to solving

issues, creating new concepts,

and making processes better.


approves new ideas based on

organizational strategy and

vision. Promotes creativity

and innovation within the

organization; leads teams in

creative thinking to impact

organizational issues. Directs

implementation of activities

derived from creative efforts

at, and up to, the

organizational level.



Figure D.2. Descriptive Behavior Competencies for

Analysis/Continuous Process Improvement

Figure D.3. Descriptive Behavior Competencies for Creative Thinking

http://www.businessdictionary.com/definition/fact.html

http://www.businessdictionary.com/definition/relationship.html

http://www.businessdictionary.com/definition/provider.html

http://www.businessdictionary.com/definition/problem-solving.html

http://www.businessdictionary.com/definition/decision-making.html

http://www.businessdictionary.com/definition/problem.html

http://www.businessdictionary.com/definition/perspective.html

http://www.businessdictionary.com/definition/solution.html

http://www.businessdictionary.com/definition/process.html

http://www.businessdictionary.com/definition/brainstorming.html

http://www.businessdictionary.com/definition/structured.html

http://www.businessdictionary.com/definition/lateral-thinking.html

19

4.6. Critical Thinking (Organizational). The 38F community is responsible for implementing Air

Force-wide and Joint personnel programs and manning solutions. Many initiatives have service-wide

impact and require detailed analysis and disciplined reasoning prior to implementation. Even then, these

initiatives can result in unforeseen second and third order effects. Critical thinking skills allow the 38F

community to ask the right questions, provide well-reasoned Air Force solutions, and anticipate

consequences so they can be taken into account prior to implementation. Senior 38Fs will be involved

in Air Force-wide personnel solutions and must possess disciplined reasoning skills to arrive at optimum

enterprise solutions.

4.6.1. Critical Thinking (Individual). Critical thinking starts with the individual. It is a skill that,

when practiced, allows people to make informed decisions by using logical, well-reasoned thinking.

38Fs will be leading large organizations and are often assigned to positions where they do not possess all

the background/knowledge to be experts in their domain. This limitation can be overcome by knowing

the right questions to ask, who to ask, and using a disciplined thought process prior to making decisions.

See descriptive behavior competencies for critical thinking in Figure D.4.

CRITICAL THINKING DESCRIPTIVE BEHAVIOR COMPETENCIES


Critical thinking is the art of

analyzing and evaluating

thinking with a view to

improving it. It is self-directed,

self-disciplined, self-monitored

and self-corrective thinking.

Learning to identify and gather

relevant information; test data

against criteria and standards;

weigh risks; and arrive at well-

reasoned conclusions.

Identifies critical factors in

thinking; seeks to

understand different

approaches to situations,

issues, and concerns.

Formulates thoughts,

theories, and concepts that

clearly convey strategies,

processes, systems, plans,

information, and ideas to

individuals or groups

throughout the organization.

Translates the concepts and

strategies into day-to-day

activities/behaviors.

Synchronizes and integrates

effective concepts and practices

to deliver timely, credible

information and analysis;

informs and appropriately

influences key audiences

within the organization.

Suggests or creates strategic

messages for leadership.

Evaluates systems, situations,

pressures, and culture inside/

outside the DoD to identify

potential organizational

problems and opportunities.

Develops the most effective

organization structure and

creates effective relationships

across federal levels to

accomplish a mission or

strategy.



4.7. Customer Service (Organizational). The Force Support community has an arduous task: to

continually support and take care of people at home and abroad. Policies and processes should be

developed with an approach that fosters an environment where customers feel positive and confident

about the service received and the organization providing it. Creating a customer service culture across

the Force Support portfolio is accomplished by keeping the customer and their perspective in mind in all

we do.

4.7.1. Customer Service (Individual). A customer service focus helps you understand the relationship

you and your team have with the customer in order to anticipate customer needs and adjust services

accordingly. Good customer service promotes repeat business and can mean the difference between an

activity meeting financial goals or going out of business. You can be the person who gives customers a

positive impression of your activity and/or organization. See descriptive behavior competencies for

customer service in Figure D.5.

Figure D.4. Descriptive Behavior Competencies for Critical Thinking

20

CUSTOMER SERVICE DESCRIPTIVE BEHAVIOR COMPETENCIES


To provide customer service

is the ability to provide a

service or product in the way

that it has been promised;

Customer service is about

treating others as you would

like to be treated yourself; It is

an organization's ability to

supply their customers' wants

and needs.

Accepts the value of customer

experiences in mission

accomplishments and

appropriate ways to

effectively meet customer

needs. Identifies and

addresses issues; evaluates

alternatives considering

customer experiences while

considering priorities and the

availability of resources.

Responds in a pro-active

manner to ambiguous

customer experience

situations; actively seeks

information about ways to

improve customer

experiences. Challenges

others to treat customer

experiences as learning

opportunities. Plans the needs

of all stakeholders.

Evaluates and prioritizes

among multiple requests to

determine appropriate

customer service in support of

higher level strategy, goals,

and mission. Implements

"best practice" management

techniques.



4.8. Future Thinking (Organizational). When implementing enterprise solutions and personnel

policy, the A1 community should ensure polices are sustainable and congruent with long-term Air Force

objectives. For example, a 38F leader working changes to the overall end strength must understand what

the future missions will be, what jobs will be required, and how much the personnel needed for those

additional positions will cost over the years and into retirement.

4.8.1. Future Thinking (Individual). Future thinkers are able to predict changes in the environment

and spend more time driving change vice reacting to change. Future thinking allows Force Support

leaders to look beyond today’s roadblocks and plan for an uncertain future. Future thinking drives

technology and resource priorities. Individuals with this skill can better dictate mission tempo and focus

efforts or resources to shape a new path for themselves and their units. In other words, be visionary.

See descriptive behavior competencies for future thinking in Figure D.6.

FUTURE THINKING DESCRIPTIVE BEHAVIOR COMPETENCIES


Future thinking involves

examining and testing

different possible outcomes--

potential threats, emerging

ideas, and exciting

opportunities. It can help us

to determine what planning

factors to use for what might

be and to strengthen our

collective capacity to deal

with what really happens.


opportunities to improve

existing processes; provides

ideas and develops others’

ideas to solve future issues.

Analyzes and translates future

thinking into strategy and

operational reality. Aligns

new ideas, processes,

resources, and systems in

new, effective ways to

provide improved results.

Describes organizational

vision and strategy in a way

that helps others understand

their contributions to

achievement. Leads through

new ideas and uses the future

as a reference point in

conducting day-to-day

activities. Identifies a course

of action to accomplish long-

range goals, missions, and

strategic initiatives or vision

after analyzing factual

information and assumptions.

Creates a shared vision that

describes a future state.

Anticipates, formulates, and

evaluates solutions to threats

and opportunities impacting

vision and mission

accomplishment.


approves new ideas based on


vision.



4.9. Performance Measurement (Organizational). Measurements/metrics are critical in determining

an organization’s health. Many officers are proficient in measuring individual performance; however,

they struggle to find answers when asked how well an organization is doing. The first step is to set

expectations and then design methods to monitor results. Determining the right data to collect will

Figure D.5. Descriptive Behavior Competencies for Customer Service

Figure D.6. Descriptive Behavior Competencies for Future Thinking

21

provide a solid measurement of your organization. Whether it is the Air Force or a Force Support

Squadron, organizational performance can and should be measured.

4.9.1. Performance Measurement (Individual). How do you know how well you are doing? What

about your subordinates? Individual performance measurements are more common and come in the

form of feedback, OPRs, awards, etc. However, 38Fs should not simply rely on those formal

mechanisms. Developing yourself and those working for you requires a more in-depth look. Like

organizational measurement, it starts with setting expectations for yourself and those around you. See

descriptive behavior competencies for performance measurement in Figure D.7.

PERFORMANCE

MEASUREMENT



The ongoing monitoring and

reporting of program

accomplishments, particularly

progress towards pre-established

goals. Performance measures

may address the type or level of

program activities conducted

(process), the direct products

and services delivered by a

program (outputs), and/or the

results of those products and

services (outcomes). A

“program” may be any activity,

project, function, or policy that

has an identifiable purpose.


opportunities to collect,

analyze, and/or report

information regarding the

performance for individuals,

groups, and organizations.

Supports strategy and future

states of skills and abilities

through setting and

monitoring activities.

Utilizes facts vice emotion

in evaluation and making

decisions. Effectively

defines standards and

expectations for

performance measures.

Demonstrates understanding

and ability to change

outcomes with better

solutions and ideas; helps

individuals or teams

overcome resistance to

develop new concepts and

ideas. Analyzes human and

organizational behavior;

quickly and proactively

modifies behavior/activity

to meet organizational

goals. Does not persist in

actions or activities not

supporting strategy or future

states. Manages continuity

for self and others when

mission requirement varies

or becomes ambiguous.


approves recommendations for

implementation based on


vision. Analyzes data,

identifies trends and potential;

leads development of

activities/actions that

positively impact

organizational performance.

Utilizes performance

measurement to adjust future

organizational vision and

strategy.



4.10. Project Management (Organizational). An organization which practices solid project

management is able to plan, prioritize resources, organize, and complete projects across the enterprise on

time and on schedule. Disciplined project management is required to manage Air Force level programs.

4.10.1. Project Management (Individual). 38Fs are often tasked with managing projects. A 38F

leader needs to learn and implement project management tools to successfully complete initiatives while

effectively leading teams. Everyday projects such as the deployment processing line, or the more

complex projects like reorganization of manpower on the base, require project management skills to be

successful. See descriptive behavior competencies for project management in Figure D.8.

Figure D.7. Descriptive Behavior Competencies for Performance Measurement

22

PROJECT

MANAGEMENT



Project management is the

body of knowledge concerned

with principles, techniques,

and tools used in planning,

control, monitoring, and

review of projects. This

includes time management,

prioritizing, setting goals,

delegation, etc.

Recognizes the current

situation, applies information

to influence a positive action,

decision, or outcome.

Identifies capability and

developmental needs. Plans

and supports deliberate

development of projects;

explains the process for

identifying and securing

resources to complete

projects.

Determines, analyzes and

prioritizes timelines,

milestones, and resources

required for mission.

Generates alternatives to

address issues and utilize

available resources;

evaluates/selects alternatives

considering mission priorities

and the availability of

additional resources including

those outside immediate

control or domain.

Evaluates and prioritizes

among multiple requests to

determine appropriate

utilization of strategic

(enterprise) resources in

support of higher level

strategy/goals/ mission.

Implements "best practice"

management techniques

throughout the organization.



Section C – 38F Development

1. The Continuum of Learning. The Continuum of

Learning is the deliberate process of combining education,

training and experience to produce officers with the right

expertise and competence to meet the Air Force’s

operational needs. This is the foundation for developing an

Airman. (Air Force Doctrine, Annex 1-1, Force

Development).

1.1. Education, training, and experience are the three

distinct but related force development components of the

CoL (Figure E). These complementary aspects of force

development are essential in developing the right person at

the right time, equipping Airmen with the competencies to

serve as leaders as they progress in rank and responsibility.

This is an ongoing process and is continuously examined for

new needs. Education and training represent a large

investment of resources and are the primary tools in Airman development.

1.2. Education. Provides critical thinking skills, encourages exploration into unknown areas, and

promotes creative problem solving. Its greatest benefit comes in unknown situations or new

challenges; education prepares the individual for unpredictable scenarios.

1.3. Training. Is focused on a structured skill set, and the results of training performance should be

consistent. Thus, training provides the individual with skill expertise. Education and training together

provide the tools for developing Airmen.

1.4. Experience. The continuously growing part of any Airman’s career is where the synthesis of

education and training occurs.

Figure E. Continuum of Learning

Figure D.8. Descriptive Behavior Competencies for Project Management

23

2. Force Support Education. Professional development is more than just assignments. The

completion of career field-specific professional continuing education, professional military

education, and relevant advanced academic degrees facilitate professional development.

2.1. Force Support Professional Continuing Education Objectives. The objective of

professional continuing education is to equip students with the information, tools and techniques

necessary to lead and serve successfully in a variety of positions across the span of a career within

the Force Support career field. The Force Support Professional Development School provides

career field-specific professional continuing education that focuses on three main areas of

emphasis: leadership development, foundational development and technical/specialized

development. Leadership development provides the capacity to lead effectively within both an

installation-level Force Support Squadron environment and complex higher headquarters staff

positions. Foundational development enables the effective delivery of Force Support capabilities

across the enterprise to include successful employment within a deployed environment.

Technical/specialized development provides the competencies required to perform a range of

highly specialized duties within the career field. Force Support professional continuing education

is key to developing multi-disciplined, multi-faceted Force Support leaders that are capable of

thinking critically and developing successful outcomes within environments that are highly

complex, rapidly evolving and filled with uncertainty.

2.2. Force Support Professional Development School. The Force Support Professional

Development School is one of four functional schools located within the Eaker Center for Professional

Development at Maxwell Air Force Base, AL. The school is responsible for 38F force development

strategy and for conducting professional continuing education courses that serve the officer,

appropriated fund civilian and enlisted Force Support communities. 38F professional continuing

education has three main focus areas: Leadership Development, Foundational Development and

Technical Development. There are three major program learning outcomes associated with these three

main focus areas:

Program Learning Outcome 1 – Leadership Development: Demonstrate competencies

required to effectively lead people and manage resources within both installation-level and higher

headquarters staff environments

Program Learning Outcome 2 – Foundational Development: Demonstrate comprehension

of basic, intermediate and advanced Knowledge, Skills and Abilities required to perform the full-

range of FS capabilities within both home-station and deployed environments

Program Learning Outcome 3 – Technical Skills Development: Demonstrate competencies

required to perform a range of highly specialized functional skills within both installation-level and

higher headquarters staff environments

With the exception of the Initial Force Support Officer Course, Manpower Apprentice Course, and

Equal Opportunity Advisors Course, the school conducts in-residence and distance learning courses

that support these three program learning outcomes and that provide the core development that 38Fs

need in order to lead and serve effectively throughout the various phases of their career. 38Fs will

attend various courses at specific career milestones (see below listing and Figure F on page 30).

Courses are funded centrally through the Air Force Educational Requirements Board process, or by

AF/A1, Major Command, or unit.

24

Leadership Development Courses: Location:

Initial Force Support Officer Course 335th Training Squadron

Basic Force Support Staff Officer Course Force Support Professional Development School

Advanced Force Support Staff Officer Course Force Support Professional Development School

Force Support Squadron Flight Leadership Course Distance Learning

Force Support Operational Leadership Course Force Support Professional Development School

Force Support Squadron Commander

and Director Leadership Course Force Support Professional Development School

Foundational Development Courses: Location:

Basic Knowledge, Skills, and Abilities Course Distance Learning

Intermediate Knowledge, Skills and Abilities Course Distance Learning

Advanced Knowledge, Skills and Abilities Course Distance Learning

Basic Contingency Course Distance Learning

Advanced Contingency Course FSPDS

Technical/Specialized Courses: Location:

Manpower Apprentice Course 335th Training Squadron

Manpower Staff Officer Course Force Support Professional Development School

Mortuary Officer Course Force Support Professional Development School

Protocol Fundamentals Course Force Support Professional Development School

Air Force Sexual Assault Response Coordinator

Course Force Support Professional Development School

Equal Opportunity Advisors Course Defense Equal Opportunity Management Institute

2.2.1. Leadership Development Courses.

2.2.1.1. Initial Force Support Officer Course. This course is required for wear of the basic 38F

occupational badge and completion is one of the requirements for award of the 38F3 skill level. It

provides a basic orientation to A1 doctrine, mission, and capabilities in all areas of the Force Support

community and formal field training. It is designed for new accessions and cross-flow officers from

other career fields. Field grade officers require 38F career field manager approval to attend. This

course includes a capstone Officer Field Education at Tyndall Air Force Base, FL. While quotas for

this course are determined and funded based on annually projected new accessions and officer cross-

flows, Major Commands/units may also fund seats on a space available basis. DURATION: The Initial

Force Support Officer Course is 326 hours in length and is held at Keesler Air Force Base, MS.

PRE-REQUISITES: N/A.

2.2.1.2. Basic Force Support Staff Officer Course (MFSS350). This in-residence course is for 38F

Captains and pre-command Majors with a total federal commissioned service date of 4 to 12 years (or

appropriated fund civilians in an equivalent grade) who are either projected to an assignment or in their

first 6 months of an assignment as an action officer/staff officer at a higher headquarters staff. The

objective of this course is to educate 38Fs and Force Support civilians to serve in Force Support action

officer/staff officer positions at higher headquarter staffs across the A1 enterprise. DURATION: The

Basic Force Support Staff Officer Course is 56 hours in length and is held at Maxwell Air Force Base,

AL. RECOMMENDED PRE-WORK: Initial Force Support Officer Course, Basic Knowledge, Skills,

and Abilities Course, Intermediate Knowledge, Skills, and Abilities Course, and Non-Appropriated

Fund Financial Management 101 Course.

2.2.1.3. Advanced Force Support Staff Officer Course (MFSS450). This in-residence course will

be offered to 38F post-command Majors and Lieutenant Colonels with a total federal commissioned

25

service date of 14 to 18 years (or appropriated fund civilians in an equivalent grade) who are either

projected to an assignment or in their first 6 months of an assignment to a leadership position within a

higher headquarters staff. The purpose of this course is to provide tools, capabilities, and perspectives

to prepare emerging senior 38Fs for post-squadron command assignments at the senior staff levels

across the A1 enterprise. DURATION: The Advanced Force Support Staff Officer Course is 40 hours

in length and is held at Maxwell Air Force Base, AL. RECOMMENDED PRE-WORK: 38F

Development Team vectored, squadron command complete, Advanced Key, Skills, and Abilities

Course.

2.2.1.4. Force Support Squadron Flight Leadership Course (Distance Learning) (MFSS300).

This course focuses on general flight leadership topics including critical thinking, financial

management, marketing, ethical leadership, force development, performance measurement, advisor

skills, and customer service. 38Fs or equivalent civilians must be selected for or currently sitting as a

Flight Chief or Flight Commander in order to attend. DURATION: The Force Support Squadron

Flight Leadership Course is 34 hours in length and is hosted via facilitated distance learning.

RECOMMENDED PRE-WORK: Initial Force Support Officer Course, Basic Knowledge, Skills, and

Abilities Course, and Non-Appropriated Fund Financial Management 101 Course.

2.2.1.5. Force Support Operational Leadership Course (MFSS375). This course is for 38Fs,

equivalent civilians and senior non-commissioned officers who are either projected to an assignment or

within their first 6 months of assignment to a Force Support Squadron Deputy Director, Force Support

Squadron Operations Officer or Force Support Squadron Superintendent position. DURATION: The

Force Support Operational Leadership Course is 40 hours in length and is offered in-residence at

Maxwell Air Force Base, AL. RECOMMENDED PRE-WORK: Initial Force Support Officer Course,

Basic Knowledge, Skills, and Abilities Course, Basic Contingency Course, Intermediate Knowledge,

Skills, and Abilities Course, and Non-appropriated Fund Financial Management 101. CIVILIAN AND

SENIOR NON-COMMISSIONED OFFICERS: N/A.

2.2.1.6. Force Support Squadron Commander/Director Leadership Course (MFSS400). This

course provides Force Support Squadron commanders and directors with a thorough familiarization of

Force Support enduring principles, Force Support Squadron organization, force development, business

models, resource management, squadron programming, readiness responsibilities, and other pertinent

topics necessary to fulfill roles as a Force Support Squadron commander and the base strategic advisor

for A1 issues. During the course, students receive briefings from senior A1 leaders (e.g., Deputy Chief

of Staff for Manpower, Personnel and Services; Air Force Personnel Center Commander). Students

also participate in seminars with current and graduated squadron commanders, Force Support Squadron

superintendents, and a wing commander, where they discuss and receive insight on subordinate, peer,

and senior command expectations. In-depth seminars are conducted on legacy manpower, personnel,

and services issues and programs. DURATION: The Force Support Squadron Commander/Director

Leadership Course is 80 hours in length and is hosted in-residence at Maxwell Air Force Base, AL.

38Fs and civilian equivalents must attend this course prior to assuming command. RECOMMENDED

PRE-WORK: Initial Force Support Officer Course, Basic Knowledge, Skills, and Abilities Course,

Basic Contingency Course, Intermediate Knowledge, Skills, and Abilities Course, Advanced

Knowledge, Skills, and Abilities Course, and Non-appropriated Fund Financial Management 101

Course.

2.2.2. Foundational Development Courses:

Air Force e-learning: https://usafprod.skillport.com/skillportfe/main.action

https://usafprod.skillport.com/skillportfe/main.action

26

2.2.2.1. Basic Knowledge, Skills, and Abilities Course (Distance Learning) (MFSS125). This

distance learning course is designed for 38Fs to complete within 24 months of graduating the Initial

Force Support Officer Course and is a requirement for award of the 38F3 skill level. The course is self-

paced and intended to be completed over a 3-6 month period. The objective for the Basic Knowledge,

Skills, and Abilities Course is to build a foundational level of understanding focusing on individual

implementation and practice of the eight critical knowledge, skills, and abilities during day-to-day

operations. DURATION: The Basic Knowledge, Skills, and Abilities Course is 14 hours in length and

is available on the Air Force e-learning site. RECOMMENDED PRE-WORK: Initial Force Support

Officer Course.

2.2.2.2. Intermediate Knowledge, Skills, and Abilities Course (Distance Learning) (MFSS126).

This distance learning course is designed for 38Fs with a total federal commissioned service date of 4

to 12 years. The course is self-paced and intended to be completed over a 3-6 month period. The

objective for the Intermediate Knowledge, Skills, and Abilities Course is to further develop 38Fs across

the eight critical knowledge, skills, and abilities, and is team focused. DURATION: The Intermediate

Knowledge, Skills, and Abilities Course is 18 hours in length and is available on the Air Force

e-learning site. RECOMMENDED PRE-WORK: Initial Force Support Officer Course and Basic

Knowledge, Skills, and Abilities Course.

2.2.2.3. Advanced Knowledge, Skills, and Abilities Course (Distance Learning) (MFSS127). This

distance learning course is designed for 38Fs with a total federal commissioned service date of 12 to 18

years. The course is self-paced and intended to be completed over a 3-6 month period. The objective

of the Advanced Knowledge, Skills, and Abilities Course is to develop senior Captains and field grade

officers across the eight critical knowledge, skills, and abilities and is focused on the

organizational/strategic level. DURATION: The Advanced Knowledge, Skills, and Abilities Course is

20 hours in length and is available on the Air Force e-learning site. RECOMMENDED PRE-WORK:

Initial Force Support Officer Course, Basic Knowledge, Skills, and Abilities Course, and Intermediate

Knowledge, Skills, and Abilities Course.

2.2.2.4. Basic Contingency Course (Distance Learning) (MFSS100). This distance learning course

is a requirement for award of the 38F3 skill level and must be completed within 24 months of

graduating the Initial Force Support Officer Course. The Basic Contingency Course provides

information on the overarching doctrine, enduring capabilities, and organizational framework through

which Force Support enables missions in deployed environments. This course also provides Force

Support readiness managers with an overview of sustainment requirements for the primary mission

support functions. The curriculum addresses quality of life improvements that should be planned

during bare base sustainment, steady-state operations, and during transition to temporary/semi-

permanent facilities. DURATION: The Basic Contingency Course is 20 hours in length and is

available on the Advanced Distributed Learning Service Portal. RECOMMENDED PRE-WORK:

Initial Force Support Officer Course.

2.2.2.5. Advanced Contingency Course (MFSS275). This in-residence course is for 38Fs to take

upon completion of the basic contingency course or within 18 years total federal commissioned service.

Priority for attendance is given to those deploying to a contingency operation in a valid Force Support

position and those projected to or in their first 6 months of assignment to a personnel readiness

function. The Advanced Contingency Course consists of general Force Support contingency operations

and addresses areas of concern to leaders in contingency situations, such as force beddown and base

recovery. Major components of the course include Force Support enduring principles, organizational

structures, command and control, contingency personnel program support, resource management,

installation development, leadership/management, and sustainment operations. DURATION: The

Advanced Contingency Course is 37 hours in length, and is held at Maxwell Air Force Base, AL.

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RECOMMENDED PRE-WORK: Initial Force Support Officer Course, Basic Knowledge, Skills, and

Abilities Course, and Basic Contingency Course.

2.2.3. Technical/Specialized Development Courses.

2.2.3.1. Manpower Apprentice Course (E3OZR38F3 0A1A). This course is designed for 38F

accessions assigned to perform Manpower duties. Students will learn Manpower core competencies, to

include: program allocation, requirements determination, organization and performance management.

(This course is the first three blocks of the enlisted Manpower Course E3ALR3F331 0A1A, Manpower

Apprentice, PDS Code 0V1.) DURATION: The Manpower Officer Course is 155 hours in length and

is held at Keesler Air Force Base, AL. RECOMMENDED PRE-WORK: N/A.

2.2.3.2. Manpower Staff Officer Course (MAFHRMS405). This course encompasses Air Staff

manpower functions, Major Command manpower functions, regional manpower squadron functions,

total force, senior leader perspectives, management engineering, manpower programming, Air Force

organizations, history of United States Air Force manpower, whole system optimization, the art and

science of manpower, student projects and a capstone team exercise. DURATION: The Manpower

Staff Officer Course is 80 hours in length and is held at Maxwell Air Force Base, AL.

RECOMMENDED PRE-WORK: N/A.

2.2.3.3. Mortuary Officer Course (MFSS250). This course provides the technical aspects of

mortuary affairs presented from a managerial perspective. This course includes procedures for care and

disposition of the deceased, communications with the Person Authorized to Direct Disposition, Person

Eligible to Receive Effects, higher headquarters, escort and transportation of remains, entitlements and

eligibility criteria, and search and recovery operations. In addition, it includes information on Air Force

and contract mortuaries, honor guard, Summary Courts Officer, and Family Assistance Representative

duties. Students will be introduced to the psychological aspects of the mortuary affairs arena and will

review current case studies. DURATION: The Mortuary Officers Course is 37 hours in length and is

held at Maxwell Air Force Base, AL. RECOMMENDED PRE-WORK: Basic Knowledge, Skills, and

Abilities Course.

2.2.3.4. Protocol Fundamentals Course (MFSS200). This course provides an in-depth knowledge of

protocol presented from a base-level and deployed perspective. The course includes procedures for

administration, meetings and conference planning, entertaining and social events, ceremonies, funding

sources, distinguished visitor events, hands-on training, flight line protocol, flag usage, and escort

duties. The target audience is newly assigned protocol officers or just-in-time training for deployments.

DURATION: The Protocol Fundamentals Course is 56 hours in length and is held at Maxwell Air

Force Base, AL. RECOMMENDED PRE-WORK: N/A.

2.2.3.5. Air Force Sexual Assault Response Coordinator Course (MAFHRMS140). This course is

designed to develop the knowledge and skills of Sexual Assault Response Coordinators. This course

will enable them to perform their sexual assault prevention, response, and outreach responsibilities, thus

building a foundation for excellence in this critical area of Air Force concern. DURATION: The Air

Force Sexual Assault Response Coordinator Course is 74.5 hours in length and is held at Maxwell Air

Force Base, AL. RECOMMENDED PRE-WORK: N/A.

2.2.3.6 Equal Opportunity Advisors Course (EBOZD38P3 0A1A). 38Fs who serve as advisors to

Commanders on equal opportunity matters are required to attend this 11-week joint, in-residence

course. It is intended for officers, civilian and enlisted personnel assigned to an equal opportunity

position. The course is divided into three distinct areas of training: 7 weeks of core curriculum, 1 week

of mediation training, and 3 weeks of Air Force service-specific training. The Equal Opportunity

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Advisors Course consists of general equal opportunity advisor duties, self-awareness, group

development, socialization, conflict management, discrimination dynamics, organizational assessments,

mediation, and Equal Opportunity program management and execution. This course is 440 hours in

length and is held at the Defense Equal Opportunity Management Institute at Patrick Air Force Base,

FL. The office of primary responsibility for training is Air Force Personnel Center Equal Opportunity

Operations. RECOMMENDED PRE-WORK: N/A

2.2.4. Force Support Development Center. This site provides a centralized location for

professional continuing education within the 38F career field. It includes the 38F Development

Strategy; Knowledge, Skills and Abilities; professional continuing education course information to

include offerings, schedules, announcements, registration, and useful links to other development

sites. The link is: https://www.my.af.mil/gcss-

af/USAF/ep/globalTab.do?channelPageId=s330D98A145D1A7750145D8196345013B

2.3. Self-Development. Just as in every other profession, 38Fs should take the initiative to

develop themselves. 38Fs are encouraged to take advantage of professional reading, civilian

degrees, certifications, and other personal initiatives to aid them in gaining a deeper understanding

of how to increase their individual and organizational effectiveness.

2.3.1. Credentials. Obtaining the below credentials are not required, however, they are recognized by

the civilian community and can enhance current performance as well as help prepare for civilian

employment.

• The Human Resource Certification Institute offers the Professional in Human Resources

and Senior Professional in Human Resources certifications. More information can be

found at: https://www.hrci.org/.

• The Society for Human Resource Management offers the Certified Professional and Senior

Certified Professional certifications. More information can be found at: https://www.shrm.org/.

• The Institute of Certified Professional Managers offers the Certified Manager certification for

general management. It is appropriate for supervisors, managers and leaders at all levels, in any

industry. More information can be found at

https://www.icpm.biz/index.php/icpm_site/certified-manager.

• Project Management Institute is a not-for-profit professional membership association for the

project, program and portfolio management profession and offers certifications including the

Certified Associate in Project Management and the Project Management Professional. More

information can be found at: https://www.pmi.org/.

• American Hotel & Lodging Educational Institute is widely recognized as the preeminent leader

in hospitality certifications. Certifications include Leadership and Management in the

Hospitality Industry and Managing Hospitality Human Resources. More information can be

found at: https://www.ahlei.org/.

3. Force Support Training. 38Fs have the opportunity to broaden their job-specific knowledge

by taking advantage of the many in-resident and online training courses available.

3.1. Force Support Knowledge Center. This site has numerous self-paced online course offerings.

https://fskc.adls.af.mil/kc/main/kc_frame.asp?blnWhatsNew=True. Some of the courses applicable to 38Fs

include:

• Services Activity Managers Course

• Fitness

• Library Management Course

• Non-Appropriated Fund Financial Management/Budget & Analysis Course

https://www.my.af.mil/gcss-af/USAF/ep/globalTab.do?channelPageId=s330D98A145D1A7750145D8196345013B

https://www.my.af.mil/gcss-af/USAF/ep/globalTab.do?channelPageId=s330D98A145D1A7750145D8196345013B

https://www.hrci.org/

https://www.shrm.org/

https://www.icpm.biz/index.php/icpm_site/certified-manager

https://www.pmi.org/

https://www.ahlei.org/

https://fskc.adls.af.mil/kc/main/kc_frame.asp?blnWhatsNew=True

29

• Human Resources

• Food and Beverage

• Marketing

• Readiness

• Lodging

• Recreating and Leisure

3.2. Air Force e-Learning. Provides information technology and business skills resources to

enhance personal and professional knowledge. Certain courses are labeled if the material will assist

in the preparation for a civilian certification, including the Human Resource Certification Institute

and Society for Human Resource Management exams. The Basic, Intermediate, and Advanced

Knowledge, Skills, and Abilities Courses are posted on this site.


3.3. Force Support Silver Flag and Home Station Readiness Training. Force Support Silver Flag

and Home Station Readiness Training are the two major components of the Force Support Readiness

Training Program. These programs maintain a foundation of forces prepared to provide deployed

commanders with fully-qualified Force Support personnel capable of accomplishing the wide variety of

Force Support deployed responsibilities. Force Support team members must be trained and ready for

deployment to austere bare-base locations with limited or no facilities and transition to sustained

operations. Force Support Silver Flag and Home Station Readiness Training should challenge team

members to improve their individual and unit type code team capabilities for deployed operations.

Force Support Silver Flag and Home Station Readiness Training consists of computer-based training

enhancements, self-study guides, classroom education, hands-on equipment training, duty-specific

training based on unit type code assignment and ancillary training such as weapons qualification,

Nuclear, Biological, and Chemical warfare defense training, and Self-aid Buddy Care. See Air Force

Instruction 10-214, Air Force Prime Readiness in Base Services Program, for specific requirements

and training intervals.

3.4. Deliberate and Crisis Action Planning and Execution Segments (E3A2R35051 AA2B in-

residence / E7A2T35051 OA1B Mobile Training Team). All 38Fs serving in Installation Personnel

Readiness and those selected for specific deployment missions must complete a formal Deliberate and

Crisis Action Planning and Execution Segments course. This course introduces wing/base-level users

to the knowledge and skills needed to manage deployment requirements. This course provides

introductory Global Command and Control System and Deliberate and Crisis Action Planning and

Execution Segments training, focusing on personnel deployments processes for installation

contingency and exercise requirements. Newsgroups and chat tools enhance the course, putting the

user in direct contact with experts from Major Commands and the Air Force Personnel Center. A

comprehensive base exercise scenario practical exercise completes the training experience. This

course satisfies the formal training requirement for wing/base echelon personnel to hold Deliberate and

Crisis Action Planning and Execution Segments write permission. The Deliberate and Crisis Action

Planning and Execution Segments Course is 72 hours in length and is held at Keesler Air Force Base,

MS.

3.5. Personnel in Support of Contingency Operations Training. 38Fs will participate in Personnel

in Support of Contingency Operations training to include in-house training in accordance with Air

Force Instruction 36-3802, Personnel Readiness Operations.

4. 38F Officer Education and Training Roadmap. The 38F Continuum of Learning roadmap at

Figure F details the leadership, foundational and technical/specialized professional continuing

education courses that make up the educational continuum 38Fs will participate in during their careers.


30

All courses may not apply to Air National Guard and Air Force Reserve 38Fs due to limited training

allocations and/or course attendance challenges. The chart also lists several other training,

Developmental Education, Exchange Programs and advanced academic opportunities that comprise the

comprehensive Continuum of Learning for 38Fs.

Figure F. 38F – Force Support Officer Education & Training Roadmap

5. Force Support Experience. In addition to leadership, foundational and technical/specialized

professional continuing education, advanced education and other training opportunities, experience plays

an important role in officer development. Successful senior officers build their careers one assignment

at a time, always keeping in mind that their current assignment is the most important assignment for

career progression. Each assignment offers valuable experience to enhance breadth and develop depth.

5.1. Experience Timeline. 38Fs should develop depth early in their career with appropriate

assignments. Subsequently, officers will gradually broaden their knowledge and experience baselines

within and outside the 38F career field. In order to develop depth in the initial 4 years, commanders and

ACRONYMS

- FSS – FORCE SUPPORT SQUADRON - DE – DEVELOPMENTAL EDUCATION - KSA – KNOWLEDGE, SKILLS, AND ABILITIES - SPEED – SPECIAL EXPERIENCE EXCHANGE DUTIES - SARC – SEXUAL ASSAULT RESPONSE COORDINATOR - AAD – ADVANCED ACADEMIC DEGREE - FS – FORCE SUPPORT - CSAF – CHIEF OF STAFF OF THE AIR FORCE - DEOMI – DEFENSE EQUAL OPPORTUNITY MANAGEMENT INSTITUTE - AFIT – AIR FORCE INSTITUTE OF TECHNOLOGY - IFSOC – INITIAL FORCE SUPPORT OFFICER COURSE - PME – PROFESSIONAL MILITARY EDUCATION - PERSCO – PERSONNEL IN SUPPORT OF CONTINGENCY OPERATIONS - USAFA – UNITED STATES AIR FORCE ACADEMY - DCAPES – DELIBERATE AND CRISIS ACTION PLANNING EXECUTION SEGMENTS - CPI – CONTINUOUS PROCESS IMPROVEMENT - CFETP – CAREER FIELD EDUCATION AND TRAINING PLAN

31

supervisors should keep officers in their assigned duties for 12-24 months. During the first 10 years,

officers should develop a solid technical and operational experience in a broad range of Force Support

capabilities supported by appropriate professional continuing education, professional military education,

and advanced academic degrees. 38Fs should strive to complete leadership assignments in at least two

flight commands within the Force Support Squadron. Flight command experience provides significant

tests in leadership, organization, and resource management further enhancing functional expertise across

all Force Support knowledge, skills, and abilities.

5.2. Core Assignments. The majority of company grade officer 38F functional opportunities are in

the Force Support Squadron. These assignments provide deeper knowledge and experience across all

Force Support capabilities and knowledge, skills, and abilities. Other organizations, such as Air Staff,

Major Commands, Joint Forces Headquarters, National Guard Bureau and field operating agencies

provide additional growth and broadening opportunities.

5.3. Out of Core Assignments. Out of core assignments include any assignment where the duty Air

Force specialty code is not 38F. While out of core assignments are important growth opportunities,

core assignments should take precedence in officer development and care must be taken to not allow

out of core assignments to hinder an officer’s career progression. An officer’s first two assignments

should be focused on developing depth in Force Support capabilities and knowledge, skills, and

abilities.

5.4. Deployments. The experience gained from deployment tours adds to an officer’s operational

credibility. It further enhances one’s understanding of Force Support knowledge, skills, and abilities

and Force Support capabilities/combat effects in Combat Support. The opportunities to work in austere

environments will provide operational challenges requiring critical thinking and resourcefulness that

will benefit future development.

6. 38F Experience Pyramid. The following pyramid at Figure G displays assignment opportunities

available at different times in a 38F career. The pyramid is only a guide and it cannot possibly

represent every career path or road to success. This pyramid should be used as a planning guide by

senior leaders, mentors, commanders, supervisors, and individuals in conjunction with other planning

tools, to include Air Force Instruction 36-2110, Assignments. Ultimately, an officer’s career path will

be influenced by personal aspirations and Air Force needs.

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Figure G. 38F Experience Pyramid

ACRONYMS AND OFFICE SYMBOLS

- AF/A1 – HEADQUARTERS AIR FORCE, MANPOWER, PERSONNEL & SERVICES - MRS – MANPOWER REQUIREMENTS SQUADRON - AF/REP – AIR FORCE RESERVE DIRECTORATE OF PERSONNEL - OIC – OFFICER IN CHARGE - J1 – JOINT DIRECTORATE OF PERSONNEL - SARC – SEXUAL ASSAULT RESPONSE COORDINATOR - FOA DIR - FORWARD OPERATING AGENCY DIRECTOR - A1M AO – MANPOWER ACTION OFFICER - HAF – HEADQUARTERS AIR FORCE - AFPC/ARPC AO – AIR FORCE PERSONNEL CENTER / - MAJCOM - MAJOR COMMAND AIR RESERVE PERSONNEL CENTER ACTION OFFICER - COCOM – COMBATANT COMMAND - GP/CD – GROUP DEPUTY COMMANDER - OSD – OFFICE OF THE SECRETARY OF DEFENSE - SQ/CC – SQUADRON COMMANDER - NAF – NUMBERED AIR FORCE - ROTC – RESERVE OFFICER TRAINING CORPS - FSS – FORCE SUPPORT SQUADRON - FAO/PAS – FOREIGN AREA OFFICER / POLITICAL-

MILITARY AFFAIRS STRATEGIST

33

Section D – Proficiency Training and Experience Requirements

1. Purpose. Proficiency training requirements in this career field are defined in terms of tasks and

knowledge requirements. This section outlines the specialty qualification requirements for entry,

award, and retention of each Air Force Specialty level.

2. Qualified Level (38F3). For award of the 38F3 Air Force specialty code, completion of the Initial

Force Support Officer Course is mandatory. A waiver from the 38F Career Field Manager is required if

any portion of the course is not completed. In addition, a minimum of 24 months of experience is

mandatory (Initial Force Support Officer Course time counts towards the 24 months of experience). Within 24 months of graduating the Initial Force Support Officer Course (36 months for Air Force

Reserve officers), an officer must also complete Follow-On Unit Training, the Basic Knowledge, Skills,

and Abilities Course, and the Basic Contingency Course. All requirements must be certified by the

Force Support Squadron commander or senior career field leader assigned to the organization. A

waiver from the 38F Career Field Manager is required if the Follow-on Unit Training or other tasks

cannot be completed within the 24-month period. Air National Guard and Air Force Reserve personnel

will coordinate waivers with their component Career Field Manager.

3. Staff Level (38F4). Awarded based on position. Officers must be appointed to a staff position at

the Air Staff, Major Command, Numbered Air Force, Field Operating Agency, Direct Reporting Unit,

Joint Forces Headquarters, National Guard Bureau, or Combatant Command to achieve the Staff Level

38F4 Air Force specialty code.

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PART II

Section A – Initial Force Support Officer Course, Course Training Standard

1. Task, Knowledge, and Proficiency Level Requirements. The tasks and corresponding training

proficiency levels on the Initial Force Support Officer Training Course, Course Training Standard

were reviewed and validated during the January 2016 Specialty Training Requirements Team and

Utilization and Training Workshop. The qualitative requirements for each task are based on the

proficiency values listed below in Figure H. Proficiency values are defined in Figure I on page 41 of

this document.

Figure H. Initial Force Support Officer Course Task, Knowledge, and Proficiency Level

Requirements

1. INTRO TO A1-

1.1. Foundational Principles -

1.1.1. Air Force Institutional Competencies A

1.1.2. Force Support Enduring Principles A

1.1.3. Manpower, Personnel and Services Life Cycle A

1.1.4. Force Support Capabilities A

1.1.5. Force Support Knowledge, Skills & Abilities A

1.2. A1 Structure -

1.2.1. Headquarters Air Force A1 A

1.2.2. Field Operating Agency A1

1.2.3. MAJCOM A1s A

1.2.4. Air Reserve Components A

1.2.5. Operational Control/Administrative Control Relationship A

1.2.6. Types of Association A

1.3. Force Support Squadron Structure -

1.3.1. Force Support Squadron Organizational Chart B

1.3.2. Wing 38F Functional Areas A

1.4. Career Development -

1.4.1. Career Path A

1.4.2. Development Team A

1.4.3. Development Plan A

1.4.4. Professional Continuing Education A

1.4.5. In-house Training A

1.5. Air Force Inspection System B

2. FORCE MANAGEMENT -

2.1. Evaluations -

2.1.1. Officer Evaluation System B

2.1.2. Enlisted Evaluation System B

2.2. Promotions -

2.2.1. Officer Promotions Processes/Management B

2.2.2. Enlisted Promotions Processes/Management B

2.3. Reenlistments and Extensions -

2.3.1. Selective Reenlistment Program A

2.3.2. Career Job Reservations A

2.4. Separation and Retirement -

35

2.4.1. Voluntary A

2.4.2. Involuntary A

2.4.3. Retirement A

2.4.4. High year tenure A

2.5. Assignments -

2.5.1. Utilize Assignment Management System 2b

2.5.2. Assignments A

2.5.3. Enlisted Quarterly Assignments List/Enlisted Quarterly Assignments List PLUS A

2.5.4. Orders Process Management A

2.6. Personnel Information Technology Systems/Applications -

2.6.1. Privacy Act/Freedom of Info Act/Personally Identifiable Information A

2.6.2. Utilize Base Level Service Delivery Model Information Technology Tool 2b

2.6.3. Navigate Virtual Military Personnel Flight b

2.6.4. Military Personnel Data System -

2.6.4.1. Functions B

2.6.4.2. Management Assessment Products B

2.6.4.3. Transaction Registers B

2.6.5. Discoverer A

2.6.6. Utilize virtual Personnel Center 2b

2.6.7. myPers/Right Now Technology A

2.6.8. Defense Enrollment And Eligibility Reporting Systems A

2.6.9. Automated Record Management System / Personnel Records Display Application B

2.6.10. Utilize Case Management System 2b

2.6.11. Manpower Programming and Execution System A

2.6.12. Air Force Reserve Order Writing System A

2.6.13. Unit Training Assembly Processing System Web Based A

2.6.14. Air Force Reserve Component Data Accuracy Report A

2.7. Other Programs -

2.7.1. Personnel Reliability Program A

2.7.2. Awards and Decorations A

2.7.3. Personnel Services Delivery Guides/Personnel Services Delivery Memorandums A

2.7.4. Adverse Actions A

2.7.5. Duty Status A

2.7.6. Leave/LeaveWeb A

2.8. Civilian Employee Management -

2.8.1. Non-appropriated Funds A

2.8.2. Appropriated Funds A

3. FORCE DEFINITION -

3.1. Manpower and Organization A

3.2. Principles of Air Force Organization A

3.3. Manpower Standard A

3.4. Interpret Unit Manpower Document 2b

3.5. Unit Personnel Management Roster B

3.6. Apply Management Improvement Tools And Techniques 2b

4. FORCE SUSTAINMENT -

4.1. Air Force Services Agency Portal A

4.2. Food Operations -

4.2.1. Food Service Mission A

4.2.2. Food Operations Organization -

36

4.2.2.1. Dining Facilities B

4.2.2.2. Clubs B

4.2.3. Daily Operations B

4.2.4. Point of Sales A

4.2.5. Meal Prep Techniques A

4.2.6. Flight and Ground Support Meals A

4.2.7. Interpret Dining Facility Spend Plan 2b

4.2.8. Food Transformation Initiative B

4.2.9. Fitness -


4.3. Lodging -


4.3.2. Mission A

4.4. Non-Appropriated Fund Financial Management -

4.4.1. Financial Policies and Guidance B

4.4.2. Financial Standards A

4.4.3. Non-appropriated Fund Categories (A, B, C) A

4.4.4. Review Non-appropriated Fund Activity Business Plan b

4.4.5. Develop Non-appropriated Fund Activity Income and Expense Budget 2b

4.4.6. Interpret Non-appropriated Fund Financial Statement 2b

4.4.7. Memorandums of Agreement/Memorandums of Understanding A

4.4.8. Commander's Non-appropriated Fund Sustainment Program/Non-appropriated Fund

Council B

4.5. Protocol Operations A

5. FORCE DEVELOPMENT -

5.1. Education and Training Mission A

5.2. Developmental Education Programs A

5.3. Formal Training/Retraining A

5.4. Enlisted Specialty Training A

5.5. Enlisted Upgrade Training A

5.6. Active Duty Service Commitment A

5.7. Test Control A

6. FORCE READINESS -

6.1. Air Force Constructs -

6.1.1. Force Concepts -

6.1.1.1. Joint Force Concepts A

6.1.1.2. Total Force Concepts A

6.1.2. Air Expeditionary Force -

6.1.2.1. AEF Concept A

6.1.2.2. AEF Purpose A

6.1.2.3. Unit Type Code B

6.1.2.4. Total Force Posturing B

6.1.2.5. Coding B

6.1.2.6. Force Modules B

6.1.2.7. Contingency Sourcing Process B

6.1.3. Operation Plan -

6.1.3.1. Force Support Annexes A

6.1.3.2. Concept of Operations A

37

6.1.3.3. Other Operation Plan Annexes A

6.1.4. Base Support and Expeditionary Site Planning Annex A

6.1.5. Deliberate Crisis Action Planning & Execution Segments A

6.2. Force Support Constructs -

6.2.1. Force Support Unit Type Codes B

6.2.2. Force Support Force Modules B

6.2.3. Expeditionary Force Support Squadron Construct B

6.2.4. Force Support Readiness Functions and Capabilities A

6.2.5. Expeditionary Force Support Mission Planning -

6.2.5.1. Perform Bare Base Beddown Planning 2b

6.2.5.2. Perform Surge Planning 2b

6.2.5.3. Perform Sustainment Planning 2b

6.2.5.4. Perform Drawdown Planning 2b

6.3. Installation Personnel Readiness -


6.3.2. Accountability -

6.3.2.1. Manage Accountability via Air Force Personnel Accountability and Assessment

System 2b

6.3.2.2. Recall B

6.3.2.3. Categories of Accountability B

6.3.2.4. Total Force Accountability B

6.4. Unit Readiness -

6.4.1. Readiness Reporting Tools B


6.4.3. Readiness Training A

6.5. Integrated Deployment Function -

6.5.1. Roles and Responsibilities B

6.5.2. Operations B

6.6. Emergency Family Assistance Center B

6.7. Casualty Program -

6.7.1. Roles and Responsibilities A

6.7.2. Casualty Report B

6.7.3. Communications B

6.7.4. Mass Casualty Procedures/ Casualty Augmentation Support Team B

6.7.5. Benefits A

6.7.6. Case Files A

6.8. Mortuary Affairs -

6.8.1. Roles and Responsibilities A

6.8.2. Communications A

6.9. Deployed Force Support Capability -

6.9.1. Personnel Support for Contingency Operations Responsibilities -

6.9.1.1. Perform Reception Processing b

6.9.1.2. Accountability Management B

6.9.1.3. Personnel Sustainment Operations A

6.9.1.4. Reachback Support A

6.9.2. Manpower Management -

6.9.2.1. Deployment Requirements Manning Document Management A

6.9.2.2. Unit Type Code Management Comparisons A

38

6.9.2.3. Provisional and Expeditionary Organizational Actions A

6.9.2.4. Requirements Determination A

6.9.3. Connecting Airmen To the Outside World B

6.9.4. Non-appropriated Fund Resale Operations B

6.9.5. Airmen (Education and Training) Development -

6.9.5.1. Library A

6.9.5.2. Learning Resource Center A

6.9.6. Programmatic Marketing Analysis And Implementation Plan A

7. Officer Field Education Temporary Duty -

7.1. Perform Crisis Response/Integrated Base Response Planning 2b

7.2. Perform Search and Recovery 2b

7.3. Produce Contingency Reports 2b

7.4. Perform Feeding Operations 2b

7.5. Perform Fitness Operations 2b

7.6. Perform Lodgment of Forces 2b

7.7. Perform Airmen Recreation Requirements 2b

7.8. Perform Mortuary Affairs Operational Requirements 2b

7.9. Perform Expeditionary Financial Management 2b

7.10. Perform Expeditionary Procurement Actions 2b

39

Section B – Follow-On Unit Training

1. Purpose. Follow-On Unit Training is designed to teach new officers operating procedures, requirements, and

common practices that will enhance knowledge already gained at the Initial Force Support Officer Course.

Officers must complete Follow-On Unit Training prior to being awarded the 38F3 skill level.

1.1. Concept. The intent of Follow-On Unit Training is to provide officers with a more detailed, in-depth, and

working knowledge of A1 enduring principles and core competencies. When used correctly as a tool to manage

training for a 38F, it can significantly enhance the job knowledge and application of key tasks and processes.

1.2. How to Use. The Force Support Squadron Commander or senior career field leader assigned will appoint the

appropriate member to serve as the officer training manager. This individual will track completion of the Follow-

On Unit Training in Air Force Training Record (e.g. Operations Officer, Unit Training Manager, or Staff Division

Chief). The officer training manager is encouraged to use task experts (i.e. Flight Commanders and Senior Non-

commissioned Officers/Non-commissioned Officers) to conduct this training. Recommended trainers are provided

on the attached Follow-On Unit Training Annex. However, units may select other subject matter experts to conduct

training, as long as they can validate the trainee understands the information and has successfully completed the

corresponding task. Upon completion of each training item, the Air Force Training Record system will be updated

accordingly. Each task is annotated as it applies to Regular Air Force, Air Force Reserve, and/or Air National

Guard 38Fs. For certain tasks, there are separate and distinct requirements for Air Force Reserve and Air National

Guard officers. In addition, there are specific tasks that are not mandated for Air Force Reserve and/or Air National

Guard officers. These tasks are listed as “not required”.

1.3. Flow of Follow-On Unit Training. The Follow-On Unit Training is organized accordingly to the two

enterprise Force Support Capabilities and 15 operational Force Support Capabilities.

1.4. Implementation. Each unit has a distinct operations tempo and will have to determine how and when to

implement Follow-On Unit Training. The officer training manager and trainee must work together to ensure all

tasks are completed within 24 months (36 months for Air Force Reserve officers) after the trainee’s Initial Force

Support Officer Course graduation.

1.5. Certification. Once the officer training manager confirms the trainee has achieved the required levels of

understanding for all Follow-On Unit Training tasks and the Air Force Training Record has been updated

accordingly, he/she will track the completion of the other 38F3 level requirements (24 months of experience, Basic

Knowledge, Skills, and Abilities Course, and Basic Contingency Course). The officer training manager will notify

the Squadron Commander or equivalent leader when all upgrade requirements have been completed, and ensure an

AF Form 2096 Classification/On-The-Job Training Action is prepared for signature and processed.

1.6. A Note to 38F Trainees. While working through this plan, take notes, ask lots of questions, and request

clarification on any training item. The Follow-On Unit Training includes guidance references to allow you to

conduct research on the topic before and after your training sessions. This is your plan, designed for and by other

38Fs to help increase your effectiveness. Enjoy, learn, and network across your organization!

1.7. A Note to 38F Trainers. The below Follow-On Unit Training (Figure L) outlines core tasks, knowledge and

technical references. A proficiency code key (Figure I), behavioral statement codes (Figure J), and behavioral

statement verbs (Figure K) are provided to aid trainee evaluation. Annex A is provided as an additional resource

for your consideration in training plan development.

40

2. 38F Follow-on Unit Training Requirements:

Follow-On Unit Training Requirements

38FX, FORCE SUPPORT OFFICER

41

Figure I. Proficiency Code Key

Scale

Value Definition: The individual

1

Can do simple parts of the task. Needs to be told or shown how to do most of the task. (extremely limited)

Task Performance

Levels

2 Can do most parts of the task. Needs only help on hardest

parts. (partially proficient)

3 Can do all parts of the task. Needs only a spot check of

completed work. (competent)

4

Can do the complete task quickly and accurately. Can tell or

show others how to do the task. (highly proficient)

a

Can name parts, tools, and simple facts about the task. (nomenclature)

*Task Knowledge

Levels

b Can determine step-by-step procedures for doing the task. (procedures)

c Can identify why and when the task must be done and why each step is needed. (operating principles)

d

Can predict, isolate, and resolve problems about the task. (advanced theory)

A Can identify basic facts and terms about the subject. (facts)

**Subject

Knowledge

Levels

B Can identify relationship of basic facts and state general principles about the subject. (principles)

C Can analyze facts and principles and draw conclusions about the subject. (analysis)

D

Can evaluate conditions and make proper decisions about the subject. (evaluation)

Explanations * A task knowledge scale value may be used alone or with a task performance

scale value to define a level of knowledge for a specific task. (Example: b and 1b) ** A subject knowledge scale value is used alone to define a level of knowledge for a subject not

directly related to any specific task, or for a subject common to several tasks. This mark is used alone instead of a scale value to show that no proficiency training is provided in the

course or Career Development Course. X - This mark is used alone in course columns to show

that training is required but not given due to limitations in resources. Note: All tasks and knowledge items shown with a proficiency code are trained during wartime.

42

Figure J. Behavioral Statement Codes

BEHAVIORAL STATEMENT CODES

CODES DESCRIPTION

P Performance Training - Identifies that the individual has performed the task to the satisfaction

of the course; however, the individual may not be capable of meeting the field requirements

for speed and accuracy.

K Subject Knowledge Training - The verb selection identifies the individual’s ability to identify

facts, state principles, analyze, or evaluate the subject.

pk Performance Knowledge Training - The verb selection identifies the individual’s ability to

relate simple facts, procedures, operating principles, and operational theory for the task.

X Training is required but not yet part of a formal course.

- Training is required but the item is not included in a formal training course. Training will be

conducted through on-the-job or home station training.

Figure K. Behavioral Statement Verbs

BEHAVIORAL STATEMENT VERBS

LEVEL OF LEARNING PROFICIENCY LEVEL BEHAVIORAL VERBS

Knowledge Limited

List, name, match, describe, define,

state, outline, identify, select, give

an example

Comprehension Partially Proficient

Compare, contrast, differentiate,

predict, explain, summarize,

generalize, paraphrase, distinguish,

solve, compute

Application Fully Competent

Solve, prepare, use, participate,

develop, construct, modify,

conduct, teach

43

Figure L. Follow-On Unit Training Outline

Tasks, Knowledge and Technical

References

Certification For

Follow-On Unit Training

A B C D Training

Start

Date

Training

Complete

Date

Trainee

Initials

Trainer

Initials

1. Shaping and Balancing the Force

1.1. Human Resources Systems

Training

Technical Reference: Personnel

Services Delivery Guide for Human

Resources Systems

1.2. Transaction Management

Technical Reference: Personnel

Services Delivery Guide

1.3. Non-appropriated Fund (Hiring)

Technical Reference: Air Force

Instruction 34-301

1.4. Full Time (Civilian and Active

Guard Reserve) Employees

Technical References: Air Force

Manual 36-606, Air Force Manual 36-

203

2. Force Development

2.1. Evaluations Procedures Technical Reference: Air Force

Instruction 36-2406

2.2. Referral Reports Procedures Technical Reference: Air Force

Instruction 36-2406

2.3. Forced Distribution Procedures Technical Reference: Air Force

Instruction 36-2406

2.4. Officer & Enlisted Promotions Technical References: Air Force

Instruction 36-2406, Air Force


Instruction 36-2502

2.5. Upgrade Training


Instruction 36-2201

2.6. Civilian Appraisal Process

/Administrative Actions



Instruction 36-704

2.7. Non-appropriated Fund Human

Resources


Instruction 34-301, Air Force Manual

34-310

44


References

Certification For


A B C D Training

Start

Date

Training

Complete

Date

Trainee

Initials

Trainer

Initials

3. Manpower and Organization

3.1. Continuous Process Improvement Technical References: Air Force

Instruction 1-2, Air Force Instruction

38-401; Air Force Instruction 90-201

3.2. Manpower and Programming

Execution System


Instruction 38-204

3.3. Manpower Standards



38-208

3.4. Organization Change Request

/Authorization Change Requests



Instruction 38-201

4. Personnel Readiness and

Accountability

4.1. Assignment Actions


Instruction 36-2102

4.2. Unfavorable Information File


Instruction 36-2907

4.3. Personnel Deployment Function


Instruction 36-3802

4.4. Unit Readiness


Instruction 10-244

4.5. Installation Personnel Readiness


Instruction 36-3802

4.6. Postal Operations

Technical Reference: Department of

Defense Instruction 4525.6-M

4.7. Protecting Sensitive Information


Instruction 33-332

5. Feeding Operations

5.1. Kitchen Operations




34-102

45


References

Certification For


A B C D Training

Start

Date

Training

Complete

Date

Trainee

Initials

Trainer

Initials

5.2. Serving and Dining Operations




34-102

5.3 Non-appropriated Fund

Dining Operations Technical Reference: Air Force

Instruction 24-272

6. Lodgment of Forces

6.1. Front Desk Operations


Instruction 34-135

6.2. Housekeeping/Room Inspection


Instruction 34-135

7. Keeping Airmen Fit to Fight

7.1. Fitness Assessment Cell


Instruction 36-2905

7.2. Fitness Center Operations


Instruction 34-266

8. Casualty/Mortuary Affairs

8.1. Mortuary


Instruction 34-501

8.2 Casualty (Survivor Benefit &

Casualty Augmentation Support

Team) Technical Reference: Air Force

Instruction 36-3009

9. Airmen Regeneration

9.1. Outdoor Recreation


Instruction 34-110

10. Developing and Connecting

Airmen to the Outside World

10.1. Library Operations


Instruction 34-150

10.2. Voluntary Education Technical Reference: Air Force

Instruction 36-2649

11. Alternative Resource Sourcing

11.1. Non-appropriated Fund

Instrumentalities Memorandums of

Agreement Technical Reference: Air Force

Instruction 65-106

46


References

Certification For


A B C D Training

Start

Date

Training

Complete

Date

Trainee

Initials

Trainer

Initials

11.2. Commercial Sponsorship


Instruction 34-108

11.3. Non-appropriated Fund

Contracts

Technical Reference: Air Force Manual

64-302

11.4. Resource Management Technical Reference: Air Force

Instruction 34-209

12. Hosting Official Functions

12.1. Distinguished Visitor Events Technical Reference: Air Force

Instruction 34-1201

12. 13. Building a Sense of Community

13.1. Customer Satisfaction Technical Reference: Air Force

Instruction 34-104

14. Infant to Teenager Development

14.1. Youth Programs


Instruction 34-144, Department of

Defense Instruction 6060.4, Department

of Defense Instruction 1402.05, Child

and Youth Program Inspection

Management System

14.2. Family Child Care




of Defense Instruction1402.05, Child


Management System

14.3. Child Development Center




of Defense Instruction 1402.05, Child


Management System

15. Airmen and Family Reunification

15.1. Pre/Post Deployment Briefing Technical References: Air Force


Instruction 10-403

15.2. Family Readiness Operations

Plan Technical Reference: Air Force

Instruction 36-3009

47


References

Certification For


A B C D Training

Start

Date

Training

Complete

Date

Trainee

Initials

Trainer

Initials

16. Prevent and Respond to Sexual

Assault

16.1. Sexual Assault Response

Coordinator Technical Reference: Air Force

Instruction 90-6001

17. Prevent and Respond to Equal

Opportunity Issues

17.1. Equal Opportunity Technical Reference: Air Force

Instruction 36-2706

18. Commander Support Staffs

18.1. Section Commander and

Commander Support Staff Support

to the Squadrons Technical Reference: Personnel

Services Delivery Guide: Commander

Support Staff Execution, Organization,

Responsibilities, 1 Aug 17v3

48

Annex A

1. Shaping and Balancing the Force Reference Time (hrs) Trainer

1.1. Human Resources Systems Training: Review the

Human Resources systems training for new Commanders

and/or invite the trainee to accompany a presentation. At a

minimum, system training should include: Virtual Force

Development Center, Personnel Records Display

Application, Virtual Military Personnel Flight, and

Virtual Personnel Center. Regular Air Force: Review the

Airman Development Plan, Assignment Management

System, Base Level Services Delivery Model Information

Technology Tool, and Case Management System. Air

National Guard: Review Air National Guard Reserve Order

Writing System, Case Management System, Command

Human Resource Intelligence System. Regular Air Force

and Air Force Reserve Task: 1) Present the

Commander Human Resources systems training to a

member in the Military Personnel Section and be

evaluated by the Military Personnel Flight Commander

or Superintendent. 2) Detail the steps an Officer would

take to pull his/her last officer performance report from

the Personnel Records Display Application. 3) Detail

the steps an Officer would take to update his/her

Virtual Record of Emergency Data. Air Force Reserve

Task: 1) Demonstrate the process to navigate Air

Reserve Component Network. 2) Demonstrate how to

run reports in the Virtual Personnel Center. 3)

Demonstrate how to navigate the Air National Guard

Reserve Order Writing System. 4) Brief the sections of

a Point Credit Summary Inquiry. Air National Guard

Task: Present the Commander Human Resources

systems training to a member in the Military Personnel

Section and be evaluated by the Military Personnel

Flight Commander or Superintendent. 1) Demonstrate

the process to navigate Air Reserve Component

Network. 2) Demonstrate how to run reports in Virtual

Personnel Center. 3) Demonstrate how to navigate the

Air National Guard Reserve Order Writing System. 4)

Run a “Mother of All Chris Reports” (a.k.a. MOACR),

Unit Personnel Management Roster, or Force

Management Report from Command Human Resource

Intelligence System. 5) Brief the sections of a Single

Unit Retrieval Format and what they highlight. 6)

Brief the sections of a Point Credit Summary Inquiry.

Personnel Service

Delivery Guide:

Force Support

Squadron Personnel

Service, Delivery,

Execution,

Organization, and

Responsibilities,

para. 1A-3.3.1.

3 Military Personnel

Flight Commander

or

Superintendent

1.2. Transaction Management: Meet with the Military

Personnel Flight Commander or Superintendent to discuss

the Military Personnel Flight’s self-assessment program.

This includes how the Military Personnel Flight validates

the quality of personnel data through the use of transaction

registers, management assessment products, data

reconciliations, and/or other Human Resource system

output products. Walk through the process of how the

Military Personnel Flight leadership ensures all personnel

data errors or reject conditions are analyzed to determine

Personnel Services

Delivery Guide:

Force Support

Squadron

Personnel Service,

Delivery,

Execution,

Organization, and

Responsibilities,

1 Military Personnel

Flight Commander

or

Superintendent

49

trends and underlying causes. Regular Air Force, Air

Force Reserve & Air National Guard Task: Run or

facilitate the local process for identifying errors,

whether that be a review of reports (transaction

registers/management assessment products) or

facilitating a meeting of subject matter experts.

para. 1C-8.3.1.7.

through

1C-8.3.1.7.5

1.3. Non-appropriated Funds Hiring: Discuss the

process for hiring non-appropriated fund employees.

Specifically, discuss the different types of non-

appropriated fund employees (flex, regular, etc.), the

challenges in the hiring process, requirements, and general

timelines. Regular Air Force Task: Working with

Non-appropriated Fund Human Resources, select a

vacant non-appropriated fund position within the Force

Support Squadron. Outline the general process from

solicitation to onboarding for that position, and provide

an estimated timeline for completion. The officer should

demonstrate a clear understanding of the

process, including offices of primary responsibility,

approval authorities, interview process, general

timelines, and potential challenges. Air Force Reserve

& Air National Guard Task: Not required.

Air Force

Instruction 34-301

1.5 Non-appropriated

Fund Human

Resources Section

Chief

1.4. Full Time (Civilian and Air Reserve Technician)

employees: Review the process for hiring appropriated

fund civilian employees and Air Reserve Technician

employees, if appropriate. Specifically, discuss the

challenges in the hiring process, requirements and

associated federal laws, regulations, and general

timelines. Regular Air Force & Air Force Reserve

Task: Working with the Civilian Personnel Flight,

select a vacant civilian position on the installation.

Outline the general process from solicitation to

onboarding for that position, and provide an

estimated timeline for completion. The officer should

demonstrate a clear understanding of the process,

including offices of primary responsibility, approval

authorities, interview process, general timelines, and

potential challenges. Air Force Reserve Task:

Understand hiring process for Air Reserve Technician

positions. Air National Guard Task: Work with the

state Human Resources Office to understand the

general process from solicitation to onboarding for

both civilian and Air Reserve Technician positions.

The officer should demonstrate a clear understanding

of the processes, including Manpower Change

Requests that may need to be accomplished for a given

position, the interview process, general timelines,

and potential challenges.

Air Force Manual

36-606,

Air Force Manual

36-203

1.5 Civilian

Personnel

Flight Chief

50

2. Force Development Reference Time (hrs) Trainer

2.1. Evaluations: Complete a review of two Enlisted

Performance Reports and two Officer Performance

Reports with the Force Management Non-commissioned

Officer in Charge. The following items should be

addressed: Are all applicable blocks completed (marked,

dated and signed)? Do reports contain accurate

information (particularly in the ratee identification and

job description sections)? Are reports checked for

spelling accuracy and proper sentence/bullet structure?

Are reports checked to ensure that they do not contain

prohibited or inappropriate comments or

recommendations? The Non-commissioned Officer in

Charge should discuss common trends, training that is

provided to the units, local management processes, and

required Enlisted/Officer Performance Report timeliness

tracking (i.e. Wing Commander briefs). Regular Air

Force, Air Force Reserve & Air National Guard Task:

1) Review one Enlisted Performance Report and one

Officer Performance Report package and provide

comments to the Force Management Chief/Non-

Commissioned Officer in Charge on any required

corrections, 2) Utilize local management processes to

update Enlisted /Officer Performance Report trackers

(i.e. Wing Commander brief), 3) Identify what

questions the Wing Commander or other commanders

may ask.

Air Force

Instruction 36-2406,

para 1.6.1., 1.6.1.1.,

Table 3.1, Table

3.2, para 1.3.3,

1.6.1., 1.6.1.3.

2 Force Management

Chief

or

Non-commissioned

Officer in Charge

2.2. Referral Reports: Meet with the Force

Management Chief/Non-commissioned Officer in Charge

to determine how referral report procedures are being

followed in accordance with Air Force Instruction

36-2406 para 1.10. (i.e., ensuring Enlisted Performance

Report packages contain a memorandum). Force

Management Chief/Non-commissioned Officer in Charge

should provide an example with attachments that were

processed (if available) along with local process steps and

stakeholders. Regular Air Force, Air Force Reserve &

Air National Guard Task: Mock Phone Call - A

Security Forces Squadron officer calls asking for

advice on how to route a referral Enlisted

Performance for a Technical Sergeant that has failed

his fitness test twice during the reporting period (the

unit agrees a referral is the appropriate course of

action).

Air Force


para 1.10.6.2.,

Figure 1.1,

Table 3.2 (Enlisted),

Table 3.1 (Officers)

1 Force Management

Chief

or

Non-commissioned

Officer in Charge

2.3. Forced Distribution (2 part task): 1. Meet with the

Force Support Squadron Superintendent to review the

unit's internal forced distribution process. Discuss how

expectations are provided to the enlisted members and

tools utilized for providing feedback and finalizing the

distribution. 2. Meet with the Force Management

Air Force


para 4.19.

1.5 Force Support

Squadron

Superintendent

& Force

Management Chief

or

51

Chief/Non-commissioned Officer in Charge to review

how the Military Personnel Flight manages installation-

wide forced distribution. Training should include how the

Military Personnel Flight determines Large Unit and

Small Unit allocations, orchestrates Enlisted Forced

Distribution Panels, and reviews/processes completed

evaluations. Regular Air Force Task: Utilizing a

previous TSgt or SSgt Master Eligibility Listing

(MEL), prepare for an Enlisted Forced Distribution

Panel. Brief the Force Management Chief or Non-

commissioned Officer in Charge which Forced

Distributors must be in attendance, how many “Must

Promote” and “Promote Now” quotas are available,

how many records will be reviewed, how “splits” will

be resolved, and the required content in the Enlisted

Forced Distribution Panel Report. Air Force Reserve

and Air National Guard Task: Not required.

Non-commissioned

Officer in Charge

2.4. Officer and Enlisted Promotions: Meet with the

Officer Promotions point of contact to review the MyPers

Officer Promotions page, Air Force Promotions System,

how the MPF can identify who is eligible for each board,

when Promotion Recommendation Forms are due, and

how releases are managed. Training should include the

Officer Promotion Brief, its instructions (provided in the

board specific Personnel Services Delivery

Memorandum), junior/senior rosters, and validating base

eligibility. Understand how the Air Force Reserve Officer

promotion process works (Position Vacancy). Understand

the enlisted promotion process. Review how enlisted

Airmen are promoted to the next grade. Understand how

points are calculated towards promotion. Regular Air

Force Task: Access the date of rank charts and print

the Officer Promotions Schedule/Milestones. Mock

Phone Calls - A Logistics Readiness Officer (Capt,

date of rank____) calls and wants to know when he is

eligible to promote to Major and historically when his

promotion recommendation form will need to be

completed. A Biomedical Sciences Corps officer

(Major date of rank ____) calls and wants to know

when she is eligible to compete for Lieutenant Colonel.

Air Force Reserve Task: A Reserve Maintenance

Officer (Major, date of rank ____) calls and wants to

know if he is eligible for a position vacancy promotion

to Lieutenant Colonel. There are currently 6

authorized and 7 assigned Lieutenant Colonels in his

Air Force Specialty Code. Air National Guard Task:

An Air National Guard Medical Officer (Captain, date

of rank ____) calls and wants to know if she is eligible

for a position vacancy promotion to Major. An Air

National Guard Public Affairs Officer (Major, date of

Air Force


para 1.4.3., 3.6.1.;

Air National Guard

Instruction 36-2504;

Air Force

Instruction 36-2501;

Air Force

Instruction 36-2502

1.5 Force Management

Chief

52

rank ____) calls and wants to know if he is eligible for

mandatory promotion to Lieutenant Colonel. What

documents are required to request Federal recognition

of promotion?

2.5. Upgrade Training: Meet with the Force Support

Superintendent, First Sergeant, Flight Chiefs, and/or

Unit Training Manager to learn how leadership

schedules, conducts and documents supervised training

sessions when the trainee has difficulty with upgrade

training, Career Development Course progression, or task

certification. Regular Air Force, Air Force Reserve &

Air National Guard Task: Attend a unit upgrade

training meeting or with the Unit Training Manager

to review the status of enlisted upgrade training.

Air Force


para 6.7.1.15.

1.5 Force Support

Squadron

Superintendent,

First Sergeant,

Flight Chiefs,

and/or

Unit Training Manager

2.6. Appraisal Process/Administrative Processes:

Regular Air Force & Air Force Reserve: Discuss the

civilian performance program and civilian development

with the local Civilian Personnel Office. Specifically,

discuss how 38Fs can help civilians develop and have

opportunities for promotion. Air National Guard: Discuss

the Technician performance program with Human

Resources Office. Specifically, discuss how they, as

officers, can help their Enlisted Technicians to develop

and have opportunities for promotion. Understand how

MyBiz and MyWorkplace work and the importance of

the system's hierarchy being correct. Regular Air Force

& Air Force Reserve Task: Review a series of civilian

appraisals/administrative actions with the Civilian

Personnel Office and provide/fill out an award

recommendation based on established guidelines and

the installation's proposed bogey. Ensure that one of

the appraisals selected is a Quality Step Increase

submission. For administrative actions,

understand discipline/rehabilitative processes for

civilians and who the points of contact are. Air

National Guard Task: Review a series of civilian

appraisals with the Human Resources Office and

provide/fill out an award recommendation based on

established guidelines and the installation's proposed

bogey. Ensure that one of the appraisals selected is a

Quality Step Increase submission.

Air Force


Air Force

Instruction 36-704

1.5 Civilian Personnel

Flight Chief

2.7. Non-appropriated Fund Human Resources

Training: Discuss methods and availability of non-

appropriated fund training. Choose an activity manager

that is responsible for non-appropriated fund personnel

and discuss their plans for long-term development of

their employees. Regular Air Force Task: Review

the non-appropriated fund employee training plan

for a Force Support Squadron activity and provide

Air Force

Instruction 34-301,

Air Force Manual

34-310

1 Activity Manager

or

Non-appropriated

Fund Human

Resources Section

Chief

53

inputs to the Activity Manager. Air Force Reserve

and Air National Guard Task: Not required.

3. Manpower and Organization Reference Time (hrs) Trainer

3.1. Continuous Process Improvement: Review the Air

Force Continuous Process Improvement website and the

Continuous Process Improvement SharePoint site. Discuss

how promoting Continuous Process Improvement can help

commanders resolve self-assessment findings in the four

Major Graded Areas. In addition, discuss local

Continuous Process Improvement programs and how

projects are identified and completed, how success has

been captured, and the way ahead. Regular Air Force,

Air Force Reserve & Air National Guard Task: Access

the Continuous Process Improvement SharePoint site,

select an A3 from the "Continuous Process

Improvement Projects/Practitioners" and brief the

project and your takeaways to the Manpower &

Organization Flight Commander.

Air Force

Instruction 1-2,

Air Force

Instruction 38-401,

Air Force

Instruction 90-201

1 Manpower &

Organization Flight

Chief

or

Continuous Process

Improvement

Black Belt

3.2. Manpower Programming and Execution System:

Review the Manpower Programming and Execution

System and learn how the system enables the manpower

mission. Specifically, discuss how the system is designed

to collect and disseminate Total Force execution of

programmed end strength, and how the system executes

the Program Objective Memorandum and the President’s

Budget allocated end strength by command. Air Force

Reserve: Training can be accomplished either by temporary

duty to HQ AFRC or via Defense Communications System.

Regular Air Force & Air Force Reserve Task: Explain

the Manpower Change Request routing process,

approval authority, and Manpower Programming and

Execution System-related actions to a member of the

Manpower & Organization Flight. Air National

Guard Task: Not required.

Air Force

Instruction 38-204

1 Manpower &

Organization

Flight Chief

or

Manpower Officer

3.3. Manpower Standard: Review how manpower

standards are developed and/or how enterprise-wide

manpower standards are communicated and implemented

at the base level. Specifically, discuss the Commander's

Support Staff Manpower Standard. Air Force Reserve:

Training can be accomplished either by temporary duty to

HQ AFRC or via Defense Communications System.

Regular Air Force, Air Force Reserve & Air National

Guard Task: Identify the number of personnel across

each squadron and apply the Commander’s Support

Staff manpower standard. Once the information is

verified by the trainer, discuss the current

Commander’s Support Staff manning with the

Military Personnel Flight Commander or

Superintendent.

Air Force

Instruction 38-201,

Air Force Manual

38–208

1 Manpower &

Organization Flight

Chief

or

Manpower Officer

54

3.4. Organization Change Requests and Authorization

Change Requests: Review the Standard Levels of Air

Force Organization and Associated Terms. Regular Air

Force: Review the eight questions making up an

Organization Change Request. Air Force Reserve:

Review the Manpower Change Requests using the Air

Force Reserve Command Form 106. Training can be

accomplished either by temporary duty to HQ AFRC or

via Defense Communications System. Understand the

process for authorization change requests. Regular Air

Force & Air Force Reserve Task: Create a “current”

organization chart using an active unit with Officer,

Enlisted, Civilian, and Total. (Explain if/how the unit

differs from the standard structure or if the unit is a

non-standard unit and why. Air National Guard Task:

Not required.

Air Force

Instruction 38-101,

Air Force

Instruction 38-

201

1 Manpower &

Organization

Flight Chief

or

Manpower Officer

4. Personnel Readiness and Accountability Reference Time (hrs) Trainer

4.1. Assignment Actions: Regular Air Force: Meet the

Career Development Chief/Non-commissioned Officer in

Charge to review an overseas and continental United

States assignment. Review the notification Report on

Individual Personnel and corresponding assignment

folder, Personnel Processing Codes that may delay out-

processing, i.e. process when a member fails to submit

required documents for order processing, and how

passports are processed for overseas assignments, etc. Air

Force Reserve: Review assignment process and Air Force

Information Management Tool (AF IMT) 1288

requirement. Regular Air Force Task: Run checklist

for Personnel Processing Codes/clearance and report

the findings to the Career Development Chief/Non-

commissioned Officer in Charge. Air Force Reserve

Task: Mock Phone Call: A traditional reservist is

applying for an Individual Mobilization Augmentee

position at USAFE and calls asking how to process the

Air Force Information Management Tool 1288 in

order to be released from his current unit and gained

to his projected unit. Air National Guard Task: Mock

Phone Call: A traditional reservist is applying for a

Component or State to State transfer and calls asking

how to process the Air Force Information Management

Tool 1288 in order to be released from his current unit

and gained to his projected unit.

Air Force

Instruction 36-2102

1 Career Development

Chief

or

Non-commissioned

Officer In Charge

4.2. Unfavorable Information File: Review

Unfavorable Information File management with the Force

Management Chief/Non-commissioned Officer in Charge,

including: What are the mandatory Unfavorable

Information File items and attachments? How do

Commanders learn about and use Unfavorable

Information Files to lead their squadrons? What

Air Force

Instruction 36-

2907, para 1.7.2.,

1.7.3.3.

1 Force Management

Chief

or

Non-commissioned

Officer in Charge

55

promotion, reenlistment, assignment availability, and

assignment limitation codes must be updated? What tools

does the Unfavorable Information File monitor use to

manage and audit Unfavorable Information Files? Run

through one of the management tools with the

Unfavorable Information File monitor. Regular Air


Mock Phone Call - A First Sergeant calls and wants to

know what actions can be taken by the Commander to

remove a member's Unfavorable Information File.

(Force Management Chief/Non-commissioned Officer

in Charge provides record/ Air Force Instruction and

evaluates the 38F).

4.3. Personnel Deployment Function Processing:

1. Meet with a Unit Deployment Manager to review a

deployment folder to understand the tasking process (i.e.

receive tasking, review reporting instructions, chalk

processing). 2. Meet with the Operations Officer and a

Personnel Deployment Function Officer in Charge to walk

through the Personnel Deployment Function process (i.e.

receiving personnel, station processing, mass briefing,

orders generation, and holding area) and discuss local

processes for responding to discrepancies - replacement of

Common Access Card, Virtual Record of Emergency Data

incomplete/not updated, Deployment Availability codes,

etc. Review Air Force Instruction 36-3802 and Air Force

Instruction 10-403 in regards to the Personnel

Deployment Function, read lessons learned from the last

real world Air and Space Expeditionary Force

deployment, shadow an exercise deployment and

contingency deployment from Installation Personnel

Readiness. Regular Air Force, Air Force Reserve &

Air National Guard Task: 1) Run a deployment folder

checklist and provide comments to the Unit

Deployment Manager, 2) Identify the troop

commander using a mock/previous exercise

Deployment Requirements Manning Document, 3)

Provide a mock troop commander briefings and

explain the contents of the Troop Commander’s

Personnel Accountability Kit.

Air Force

Instruction 36-

3802, para

2.12.5.1.4.,

2.12.11.1.;

Air Force

Instruction 10-403,

para 4.4.5.

2 Unit Deployment

Manager

&

Force Support

Squadron Operations

Officer

4.4. Unit Readiness: Review deployment bands and

alignment of personnel in bands. Regular Air Force, Air

Force Reserve & Air National Guard Task: Review an

Air and Space Expeditionary Force Unit Type Code

Reporting Tool Report and Resource Readiness

Reporting data. Interpret and describe the capability of

the squadron to the Readiness Officer in Charge/Non-

commissioned Officer in Charge and/or Operations

Officer.

Air Force

Instruction 10-244

1 Readiness Officer

in Charge

or

Non-commissioned

Officer in Charge

&

Operations Officer

56

4.5. Installation Personnel Readiness: Meet with the

Installation Personnel Readiness Office to review the

deployment tasking process, individual processing

requirements, and accountability responsibilities. Also

review the basic Deliberate and Crisis Action Planning and

Execution Segments operational capabilities. Regular Air


Explain the steps of how Installation Personnel

Readiness receives and processes a deployment tasking.

With the trainer, produce an alpha roster and duty

status report.

Air Force

Instruction 36-3802

2 Installation Personnel

Readiness Chief

4.6. Postal Operations (ADDED). Meet with the senior

3F5XX and discuss postal operations both overseas and in

the deployed area of responsibility. Comprehend how

postal operations are staffed, what regulations are

applicable and what agencies (civilian/military) support

postal operations. Regular Air Force, Air Force

Reserve & Air National Guard Task: Same, if

applicable.

Department of

Defense Instruction

4525.6-M

1 3F5XX

4.7. Protecting Sensitive Information. 38Fs handle

personally identifiable information related information on

a daily basis. Protecting this information is critical to

both the Department of Defense, Air Force and the

members involved.


Guard Task: Discuss personally identifiable

information PII with supervisor and how to protect it

and ensure work centers are doing the same.

Air Force

Instruction 33-332

30 min Supervisor

5. Feeding Operations Reference Time (hrs) Trainer

5.1. Kitchen Operations: Tour the kitchen with the Food

Service Officer in Charge/Non-commissioned Officer in

Charge. Briefly review standards for food production logs,

compliance with World Wide menus, progressive cooking,

and pre-cooking preparation. Meet with the storeroom

Non-commissioned Officer to review ordering process and

storage and inventory controls. Also discuss how the same

operations are conducted at the Flight Kitchen or Grab n'

Go depending on your location. If your installation has

undergone the Food Transformation Initiative, review the

contract management operations. Air Force Reserve:

Coordination with host base Force Support Squadron

required for Regular Air Force installations. Regular

Air Force, Air Force Reserve & Air National Guard

Task: Run Air Force Form 1038 Category A - Kitchen

Operations and discuss the results with the Food

Service Officer in Charge/Non-commissioned Officer in

Charge.

Air Force

Instruction 34-239;

Air Force

Instruction 34-240;

and Air Force

Manual 34-102;

Hennessey

Competition Guide

located on the

Services Installation

Support Portal; Air

Force Form 1038,

Food Service

Evaluation Record

2 Food Service Officer in

Charge

or

Non-commissioned

Officer in Charge

and Non-appropriated

Fund Contracting

(for Food

Transformation

Initiative locations)

5.2. Serving and Dining Operations: Tour the dining

facility with the Food Service Officer in Charge/Non-

commissioned Officer in Charge and discuss health

inspection standards and food service operations. Has the

Same as 5.1. 2.5 Food Service

Officer in Charge

or

57

Dining Facility Manager established preventive measures

to ensure proper sanitation for facility, production, and

personnel, both civilian and military? Are foods labeled

(time and dated), refrigerated, and used within the

prescribed period? Are potentially hazardous foods held at

less than 41°F or greater than 140°F? Observe a Publice

Health inspection and understand the grading process.

Serve a meal with the Airmen. Also discuss how the same

operations are conducted at the Flight Kitchen or Grab n'

Go depending on your location. Air Force Reserve:


required for Regular Air Force installations. Regular Air


Run Air Force Form 1038 Category B - Serving and

Dining Operations and discuss the results with the

Food Service Officer in Charge/Non-commissioned

Officer in Charge.

Non-commissioned

Officer in Charge

5.3. Non-appropriated Fund Operations Food &

Alcohol: Meet with the Club and Non-appropriated Fund

Managers and review the last Food Sales Mix Analysis

from the Aloha TableService application. In addition,

discuss catering operations and an overview of Caterease.

Discuss required training for employees including Dram

Shop and ServSafe training etc., how it is tracked, and how

standards are enforced. Also, train on the operating

procedures established to ensure required internal controls

of the beverage operations are in place. Air Force Reserve: Coordination with host base Force

Support Squadron required for Regular Air Force

installations. Regular Air Force & Air Force Reserve

Task: Review the internal control checklist and

describe how an Air Force Form 2556 is used during a

Surprise or General Cashier’s Cash Count. Air

National Guard Task: Not required.

Air Force

Instruction 34-272,

para 3.13.3., 3.14.

2 Non-appropriated

Fund/Club Managers

& Resources

Director

6. Lodging Forces Reference Time (hrs) Trainer

6.1. Front Desk Operations: Attend a pre-shift meeting

and observe front desk operations (coordinate with the

lodging manager to ensure the selected day will have a

volume of check-ins/outs). Observe the customer service

provided by the Guest Service Representatives, become

familiar with the Defense Lodging System or Automated

Lodging Reservation System, requirements for checking a

member in/out, identifying the priority levels of guests,

and use of non-availability letters. Learn manual

procedures when the Defense Lodging System or

Automated Lodging Reservation system is down. Review

process for sundry sales. Observe/understand the working

relationship between the front desk, maintenance, and

housekeepers. Air Force Reserve: Coordination with host

base FSS required for Regular Air Force installations.


Guard Task: Run The Lodging Standards Checklist -

Air Force

Instruction 34-135;

Lodging Standards

(located on the

Services

Installation Support

Portal)

1.5 Lodging General

Manager

or

Front Desk Supervisor

58

Front Desk and Reservations Program, discuss the

results with the Lodging Manager.

6.2. Housekeeping/Room Inspections: Regular Air

Force & Air Force Reserve: Discuss housekeeping

operations with the Housekeeping manager. Specifically,

discuss training that housekeepers receive to become

certified, how rooms are distributed for cleaning and how

housekeeping scheduling is managed. Also, cover Air

Force required cleaning standards and how guest

feedback/issues are addressed. Air Force Reserve:


required for Regular Air Force installations. Air

National Guard: Discuss the negotiating phase of a hotel

contract agreement or renewal. Regular Air Force, Air

Force Reserve Task: Accompany the Lodging

management (i.e., general/assistant manager) and

inspect at least 1-2 percent of guest rooms (each room

type) to meet the weekly requirement outlined in Air

Force Instruction 34-135, 1.9.1. When completing the

cleaning checklist in a Temporary Lodging Facility,

also complete the Lodging Standards Temporarly

Lodging Facility Checklist. Air National Guard Task:

Accompany 3F1s on hotel contract inspections to

evaluate the cleanliness and safety of each property.

Complete all required checklists.

Air Force

Instruction 34-135,

para 1.9.1.;

Temporary

Lodging Facility

Standards Checklist

(located on the

Services


Portal)

1.5 Lodging General

Manager

or

Housekeeping Manager

7. Keeping Airmen Fit to Fight Reference Time (hrs) Trainer

7.1. Fitness Assessment Cell Operations: Meet with the

Fitness Assessment Cell Non-commissioned Officer in

Charge and discuss Fitness Assessment Cell operations to

include: the local method and requirements for individuals

to register for testing, how metrics are shared with wing

leadership, the current obstacles with the program, how

Physical Training Leaders assist with the program, how

the Fitness Assessment Cell ensures Unit Fitness Program

Managers and Physical Training Leaders administering

testing do not test members from their own unit. Also,

discuss procedures if an Airman fails and the requirements

to retest (i.e. memo from Commander is required if retest

is taken within 42 days, etc.). Review the role of the

Fitness Assessment Cell in managing the Air Force

Fitness Management System II and resources available to

units in the Air Force Fitness Management System II. Air

Force Reserve: Coordination with host base Force Support

Squadron required for Regular Air Force installations.


Guard Task: Observe an entire Fitness Assessment

process with the Fitness Assessment Center Non-

commissioned Officer in Charge from member check-

in (Fitness Screening Questionnaires/Air Force Form

469, test instructions) to the completion of all the

components.

Air Force

Instruction 36-

2905, para

2.23.1.1., 2.23.5.

2 Fitness Center

Manager,

Non-commissioned

Officer in Charge,

or

Fitness Assessment

Cell

Non-commissioned

Officer in Charge

59

*Unless the 38F is already a trained Physical Training

Leader, he/she is not permitted to lead or track scores for

any portion of the testing.

7.2. Fitness Center Operations: Meet with the Fitness

Manager to: understand how after-hours access is

managed, how to order new equipment/create new classes,

review contract procedures for group fitness classes,

custodial, and sports officials. Meet with the sports

program manager and learn how to run intramural and

varsity programs. Review a planning document/after-

action report on a base-wide fitness event. Know the

procedures for Air Force fitness nominations. Air Force

Reserve: Coordination with host base Force Support



Guard Task: Run through the Department of Defense

Fitness Center Compliance Worksheet and review the

results with the Fitness Center Manager.

Air Force

Instruction 34-266,

para 2.5.;

2015 Air Force DoD

Fitness Center

Standards

Compliance

Worksheet (located

on the Services


Portal)

1 Fitness Manager

Or

Non-commissioned

Officer in Charge

8. Casualty/Mortuary Affairs Reference Time (hrs) Trainer

8.1. Mortuary: Review the installation-level plan for the

implementation and execution of Mortuary Affairs

Program and for Search and Recovery operations. Discuss

how the Search and Recovery team is postured, training

that is conducted, and what additional agencies provide

training and support. Review a Memorandum of

Agreement with the State Medical Examiner, as

applicable. Air Force Reserve: Coordination with host

base Force Support Squadron required for Regular Air

Force installations. Regular Air Force, Air Force

Reserve & Air National Guard Task: For mortuary

affairs, meet with the Mortuary Officer to review a

recent case file together, using both the Defense

Casualty Information Processing System and hard

copy. Validate what is entered into Defense Casualty

Information Processing System follows the User Guide

and that the hard copy follows the guidance from Air

Force Instruction 34-501 Attachment 3. The Mortuary

Officer should instruct the individual as to how a case

is managed from initial tasking from the Air Force

Mortuary Affairs Operations to completion and

management of that file. For Search and Recovery

operations, participate in an Search and Recovery

exercise as part of the base Search and Recovery team.

Air Force

Instruction 34-501,

para 1.1.2., 1.10.2,

6.3.1., 6.4., 6.5.,

6.8., 6.8.4., 6.8.5.2.,

6.8.6.1., 6.8.6.5.1.

1 Mortuary

Non-commissioned

Officer in Charge &

Operations

Officer

or

Mortuary Officer

8.2. Casualty (Survivor Benefit & Casualty

Augmentation Support Team): Meet with the Casualty

Assistance Representative to discuss management of the

Survivor Benefit Plan. Items to discuss include: Is the

installation Survivor Benefit Plan implementation in

accordance with the AFPC/DPF Operations Guide for

Casualty and Survivor Benefit Program? Discuss the

Rules for Casualty Reporting, Notification, and

Assistance. Air Force Reserve: Coordination with host

Air Force


para 3.17.3.;

Air Force


Table 1.1.

1 Casualty Assistance

Representative

60

base Force Support Squadron required for Regular Air

Force installations. Regular Air Force, Air Force

Reserve & Air National Guard Task: Give mock just-

in-time briefing to the Casualty Assistance

Representative (acting as a commander). Explain the

process to put together a next of kin team.

9. Airmen Regeneration Reference Time (hrs) Trainer

9.1. Outdoor Recreation Operations: Review the 5-

year plan detailing long-term goals and annual purchasing

plan for appropriated fund and non-appropriated fund

items. Discuss the published quarterly or seasonal schedule

available to customers, how different events and programs

are managed from Independence Day to Recharge for

Resiliency. Cover the six components of a comprehensive,

well-rounded operation. Explain how the different

Memorandums of Agreement work to get funding, how

employees are scheduled for different seasons (i.e. summer

hires for the pool, splash park, Outdoor Recreation, etc.). Air Force Reserve: Coordination with host base Force

Support Squadron required for Regular Air Force

installations. Regular Air Force & Air Force Reserve

Task: Run the Outdoor Recreation quarterly checklist

and discuss results with Outdoor Recreation Director.

Air National Guard Task: Not required.

Air Force

Instruction 34-110,

para 1.3, 1.7.5.5.,

2.5., 2.6.

1 Force Support

Community Activity

Manager

10. Developing and Connecting Airmen to the Outside

World

Reference Time (hrs) Trainer

10.1. Library: Review Air Force Instruction 34-150

regarding the three library service delivery models:

traditional, modified, and digital. Review Officer Account

Procedures and Actions including: request for mission

support, commercial publication request, and the

requirements for receiving monthly paperback book kits.

Learn what resources the library offers from free internet

access, study rooms, reading programs, etc. Regular Air

Force Task: Create a proposal for a library event

(traditional/modified) or an advertising campaign to

promote the use of library resources

(modified/digital). Include the target audience,

reasoning for the date/time, the purpose of the event,

and create a marketing advertisement. Air Force

Reserve & Air National Guard: Not required.

Air Force

Instruction 34-150

1 Force Development

Flight Chief

or

Library Director

10.2. Voluntary Education: Discuss Officer and

Enlisted Military Tuition Assistance eligibility, the tuition

assistance process, and when an Airman would receive a

notification of indebtedness. Review what on-site

educational institutes are available to Airmen, and

resources for officers and enlisted members to research

online programs. Also, cover the Air Force Credentialing

Opportunities On-Line website and the process for an

enlisted member to apply for certification funding.


Guard Task: Mock Phone Calls - A Captain calls and

Air Force

Instruction 36-2649

2 Force Development

Flight Chief

or

Education and

Training Section

Chief

61

asks what the active duty service commitment is for

receiving tuition assistance. He then asks if there is a

waiver process, and if so, are there any consequences

to separating before the active duty service

commitment. A Senior Airman calls and explains that

her supervisor said she may not apply for tuition

assistance because she just failed her fitness test. The

Airman asks if this is a true restriction, is there a

waiver process, and if she pays on her own and passes

her fitness test, can she be reimbursed?

11. Alternative Resource Sourcing Reference Time (hrs) Trainer

11.1. Non-appropriated Fund Instrumentality

Memorandums of Agreement: Discuss the purpose for

these memorandums of agreement and the process

required to establish one. Review the benefits and

limitations of non-appropriated fund instrumentality

memorandums of agreement and discuss the various

components of the agreement. Air Force Reserve:



Force & Air Force Reserve Task: Review a non-

appropriated fund instrumentality memorandum of

agreement with critical information changed or

deleted. The officer should provide the Non-

appropriated Fund Resource Advisor inputs on

proposed changes to the memorandum of agreement

and/or potential issues. Air National Guard Task: Not

required.

Air Force

Instruction 65-106;

AF/A1S

Memorandum, 15

Aug 08, Non-

appropriated Fund

Instrumentality

Memorandum of

Agreement Policy

1 Non-appropriated

Fund Resource

Advisor

11.2. Commercial Sponsorship: Discuss the methods for

acquiring unsolicited and solicited commercial

sponsorship. Review guidance outlining sponsorship

limitations and authorized uses and how it enhances

established Force Support Squadron programs. Air Force



Regular Air Force & Air Force Reserve Task: Process

a mock unsolicited commercial sponsorship request

including drafting the commercial sponsorship

agreement. Officer must demonstrate understanding of

proper approval authorities, required coordination,

agreement requirements, and authorization for

spending sponsorship dollars. Air National Guard

Task: Not required.

Air Force

Instruction 34-108

1

Marketing Director

or

Community

Sponsorship

Representative

11.3. Non-appropriated Fund Contracts: Discuss the

process for developing a non-appropriated fund contract

as well as the purpose, benefits, and limitations. Air Force



Regular Air Force, Air Force Reserve Task: Based on

an emerging requirement, the officer should work

Air Force Manual

64-302

1 Non-appropriated

Fund Resource

Advisor

or

Flight Commander

62

with the Non-appropriated Fund Resource

Advisor/Flight Commander to draft a non-

appropriated fund contract (with provided sample).

The officer should be able to explain the various

components of the contract, coordination required,

and proper approval authorities. Air National Guard

Task: Not required.

11.4. Resource Management: Meet with Resource

Management Flight Chief to review the requirement for

activity managers to submit Income and Expense and

Non-appropriated Fund Requirements Budgets for each of

their cost centers. Select one or two Income and Expense

documents and Non-appropriated Fund Requirement

Budget to review in detail. Discuss the quarterly non-

appropriated fund budget process for activity managers to

update their projections each quarter. Learn how the

Resource Management Flight Chief consolidates these

revisions to provide more accurate cash flow projections

and trend analyses throughout the year. Air Force



Regular Air Force, Air Force Reserve Task: Review

the quarterly non-appropriated fund budget for one

cost center. Discuss how changes to unit operations

(i.e. the addition of a 1/2 marathon to the fitness center

calendar) would affect the budget in the following

quarter. Make recommendations to the Resource

Management Flight Chief. Air National Guard Task:

Not required.

Air Force

Instruction 34-209,

Air Force Manual

34-214

1 Resource

Management

Flight Chief

12. Hosting Official Functions Reference Time (hrs) Trainer

12.1. Distinguished Visitor Events: With the Protocol

Chief, review site visit checklists and sample itineraries.

Discuss base services/coordination required to support a

distinguished visitor event (itinerary/agenda, labor plan,

funding requests, support plan, a menu, flag protocol, and

a seating/parking strategy. Regular Air Force, Air Force

Reserve & Air National Guard Task: Acting as the

Protocol Chief, the officer must outline what services

the FSS will provide (in detail) to set up an All Call

event followed by a Commanders Social. The officer

must demonstrate understanding of Force Support

Squadron functions, services, and base coordination

requirements. This information should be organized in

a decision briefing for the Operations Officer.

Air Force


Air Force Pamphlet

34-1202

2 Protocol Chief

and

Operations Officer

13. Building a Sense of Community Reference Time (hrs) Trainer

13.1. Customer Satisfaction: Review/conduct customer

satisfaction surveys, competitive assessments, and

marketing/promotional programs lessons learned as

required by Air Force Instruction 34-104. If possible,

attend an Installation Integrated Delivery System meeting

with marketing represented. Air Force Reserve:

Air Force

Instruction 34-104,

para 2.1.6.1.,

2.1.6.2., 2.1.6.3.,

2.1.6.4.

1 Marketing

Director

or

Force Support

Squadron Deputy

63




Review an Interactive Customer Evaluation comments

monthly report and analyze trends. Make a suggestion

for improvement to the appropriate Flight Commander

and/or recommend which employee should be

recognized for excellent service.

14. Infant to Teenager Development Reference Time (hrs) Trainer

14.1. Youth Programs: Review the Office the

Secretary of Defense Youth Inspection Criteria and

topics including: Is the annual program based on

feedback and needs of youths and their parents? How

are community service and leadership opportunities

offered and managed for pre-teens and teens? Are

programs offered on a regular basis to help youths

succeed in school and achieve educational and career

development goals? Regular Air Force Task: Run the

Programming section of the Office of the Secretary of

Defense Youth Inspection Criteria. Review the

results with the Youth Director. Air Force Reserve &


Air Force

Instruction 34-144,

Department of

Defense Instruction

6060.4,

Department of

Defense Instruction

1402.05,

Child and Youth

Program Inspection

Management

System (CYP-IMS)

1.5 Child and Youth

Services Flight Chief

or

Youth Program

Director

14.2. Family Child Care: Review the Office of the

Secretary of Defense Family Child Care Inspection

Criteria. Specifically, discuss the monitoring of Family

Child Care providers (review former inspections), the

Family Child Care Panel, certification, and training

provided to Family Child Care staff and providers.

Regular Air Force & Air National Guard Task: Mock

Phone Call - A military spouse living in base housing

wants to apply to be a Family Child Care provider.

Explain the Air Force requirements to the caller. Air

Force Reserve Task: Not required.

Air Force

Instruction 34-144,

Department of

Defense Instruction

6060.02,

Department of

Defense Instruction

1402.05,

Child and Youth

Program Inspection

Management

System (CYP-IMS)

1.5 Child and Youth


or

Family Child Care

Coordinator

14.3. Child Development Center: Review the Office of

the Secretary of Defense Child Development Center

Inspection Criteria. Specifically, discuss staffing

operations, food and service nutrition, and the Infant

Instructional Guides for feeding and diapering. The

trainee should also review the 15 training modules for

each age group. In addition, discuss how the Child

Development Center adjusts operations based on mission

operations (inspections, etc.), how new requirements are

implemented, and how Child Development Center hours

are mandated. Regular Air Force Task: Conduct

classroom observations and complete one portion of

the National Association for the Education of Young

Children checklist. Review the results with the Child

Development Center Director. Air Force Reserve &


Air Force

Instruction 34-144,

Department of

Defense Instruction

6060.02,

Department of

Defense Instruction

1402.05, National

Association for the

Education of Young

Children

Accreditation

Criteria, Child and

Youth Program

Inspection

Management

System (CYP-IMS)

1.5 Child and Youth


or

Child Development

Center Director

64

15. Airmen and Family Reunification Reference Time (hrs) Trainer

15.1. Pre/Post Deployment Briefing: Review/discuss the supporting services provided to deploying members and their spouses in addition to the timelines of the associated pre/post deployment briefings. Regular Air Force, Air

Force Reserve & Air National Guard Task: Provide a

pre/post deployment briefing to the Airman and Family

Services Flight Chief outlining services available to

military members and spouses. Officers should provide information on Military & Family Life Counseling,

Military One Source, deployed spouse programs, and

other available services.

Air Force


Air Force

Instruction 10-403

1 Airman & Family


or

Readiness Non-

commissioned Officer

15.2. Family Readiness Operations Plan. Learn how

the Airman and Family Readiness Center activates the

Emergency Family Assistance Center on direction of the

installation commander in accordance with the

Emergency Family Assistance Center Operations Guide.

Review after-action items from previous exercises and

real-world events. Regular Air Force, Air Force

Reserve & Air National Guard Task: Brief the

components of the Emergency Family Readiness

Center and specific instances when it will be activated

to the Airman and Family Readiness Chief.

Air Force


para 2.1.5.13.

1 Airman & Family


16. Prevent and Respond to Sexual Assault Reference Time (hrs) Trainer

16.1. Sexual Assault Response Coordinator: Meet with

the Sexual Assault Response Coordinator to discuss the

local Sexual Assault Prevention and Response and Victim

Advocate program. Discuss the difference between

restricted and unrestricted reporting, what annual training

is required, and how units identify who requires training.

In addition, review the local Sexual Assault Prevention

and Response webpage and discuss base-specific Sexual

Assault Prevention and Response efforts coordinated with

installation-level Staff Judge Advocates and Public

Affairs representatives. Air Force Reserve: Coordination

with host base Force Support Squadrons required for

Regular Air Force installations. Regular Air Force, Air

Force Reserve & Air National Guard Task: Mock

Phone Calls/Interactions - The Sexual Assault

Response Coordinator will present and evaluate two

scenarios for the 38F to answer. Examples: An

Airman comes to your office and says "Lieutenant, I

think I want to tell you something but I am not sure

what will happen" and "Lieutenant, something

happened to my friend in the Logistics Readiness

Squadron and I really need your help."

Air Force


para 2.5.26.

1 Sexual Assault

Response Coordinator

17. Prevent and Respond to Equal Opportunity Issues Reference Time (hrs) Trainer

17.1. Equal Opportunity: Meet with the Equal

Opportunity Director to review the Air Force standardized

Equal Opportunity Self-Inspection Management Internal

Control Toolset Checklist. The Equal Opportunity

Air Force


para 1.20.6.

1 Equal Opportunity

Director

65

Director should also review his/her own process of being

trained for the role. Regular Air Force, Air Force

Reserve & Air National Guard Task: Complete any

two Defense Equal Opportunity Management Institute

training courses. https://www.deomi.org/human-

relations/training-media.cfm

18. Commander Support Staffs Reference Time (hrs) Trainer

18.1. Section Commander and Commander Support

Staff Support to the Squadrons: Meet with a current

38F Section Commander or sit down with the Military

Personnel Flight Superintendent to understand the roles,

responsibilities, and functions a Section Commander plays

in supporting the squadron and installation. Regular Air


Same if applicable.

Commander Support

Staff Personnel

Services Delivery

Guide,

1 Aug 17 V3

1 Current 38F Section

Commander

or

Military Personnel

Flight Superintendent

https://www.deomi.org/human-relations/training-media.cfm

https://www.deomi.org/human-relations/training-media.cfm

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