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catalyst for energy efficient fuel generation: A comprehensive review. Fuel 2025, 391 , 134751. Yu Bin Lee, Mi-Lang Kyun, Young Ju Lee, Hye-Eun Shim, Kang Moo Huh, Sun-Woong Kang. Cyclodextrins as multifunctional tools for advanced biomaterials in tissue repair and regeneration. Bioactive Materials 2025, 49 , 627-651. Ville Tanskanen, Petrus Mikkola, Aras Erarslan, Arto Klami. Estimating expert prior knowledge from optimization trajectories. Neurocomputing 2025, 639 , 130219. A'ida Noor Rohmah, Agnes Retno Palupi, Amanda Nathalia Harti Marusaha Manullang, Hadasa Dyah Budi Erawati. Aniline Process Creation for Conversion Improvement Using Hydrogenation Process. Journal of Chemical Engineering Research Progress 2025, 2 (1) , 132-141. Luiz H. Dapper, Viviane T. Mena, Márcio S. Silva, Filipe Penteado, Eder J. Lenardão. ANO-catalyzed multicomponent synthesis of 3-nitroalkyl-N-substituted pyrroles. Tetrahedron Green Chem 2025, 5 , 100060. Hannah Bork, Harald Gröger. Regioselective Hydroformylation of α,β‐Unsaturated Esters: Impact of Reaction Parameters & Reaction Optimization. European Journal of Organic Chemistry 2025, 28 (19) Jia-Qi Wu, Ye Liu, Xue-Qing Gong. Machine learning predictions for regioselectivity of hydroformylation reactions: leveraging limited data for high-precision results. Pure and Applied Chemistry 2025, Ganesan Subbiah, Naveen Kumar Yadav, Kunal Thakur, Suhas Ballal, K. Kamakshi Priya. A critical review on pyrolysis and integration strategies for medical plastic waste. International Journal of Chemical Reactor Engineering 2025, Wenhuan Song, Honggang Sun. Local reaction condition optimization via machine learning. Journal of Molecular Modeling 2025, 31 (5) Nabila Adoui, Hamdi Bendif, Imane Haouame, Dilaycan Cam, Khellaf Rebbas, Fehmi Boufahja, Mehmet Öztürk, Stefania Garzoli. Unveiling the Phytochemical Profiling by Chromatographic and Spectrometric Techniques and the Bioactive Potential of Rumex vesicarius L.. Food Analytical Methods 2025, 4 Francisco Javier López-Flores, Alma Yunuen Raya-Tapia, César Ramírez-Márquez, José María Ponce-Ortega. Exploring clustering tools in process systems engineering: Innovations, applications, and future directions. Chemical Engineering
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Research and Design 2025, 217 , 13-23. Noé Francisco Mendoza-Morales, Alejandro Aparicio-Saguilán, Delia E. Páramo-Calderón, Miguel A. García-Muñoz, Jesús Carrillo-Ahumada, José Eduardo Baéz-García, Javier Saldaña-Herrera, Enrique J. Flores-Munguía, Aurelio Ramírez-Hernández. Effects on the Enthalpy of Microsynthesis Calorimetry of the Graft Copolymer Starch-g-Polycaprolactone for Five Starch Sources. Polymers 2025, 17 (10) , 1311. Emilly Cristine de Brito Dorneles, Kirsten Van Fossen, Anna Li, Magda Helena Barecka. Waste oxidation as a pathway to energy-efficient electrochemical processes. Chem Catalysis 2025, 9 , 101392. Jian Wang, Yi Chen, Chenglang Lu, Ali Asghar Heidari, Zongda Wu, Huiling Chen. The Status-based Optimization: Algorithm and comprehensive performance analysis. Neurocomputing 2025, 141 , 130603. Marin Nikolic, Florian Kiefer, Alessia Cesarini, Ali J. Saadun, Filippo Longo, Pavel Trtik, Markus Strobl, Andreas Borgschulte. Rational design of a methanation reactor by neutron imaging. Physical Chemistry Chemical Physics 2025, 27 (17) , 9178-9189. . Safety Management. 2025, 247-276. Md. Sahariar Sahen, Md. Azizul Haque Khan Naim, Md. Sabbir Hosen, Md. Assaduzzaman Pranta, Mehedi Hasan, Md. Mostafizur Rahman, Shoeb Rahman, Aakash Welgamage Don. Multi-compartmental risk assessment of heavy metal contamination in soil, plants, and wastewater: A model from Industrial Gazipur, Bangladesh. Environmental Monitoring and Assessment 2025, 197 (4) Jhonny Caicho-Caranqui, Luis A. Taipe, Kevin A. Mena, Sebastian Ponce, José R. Mora, Daniela Negrete-Bolagay, Lizbeth Zamora-Mendoza, Victor H. Guerrero, Patricia I. Ponton Bravo, David Pasquel, Juan Paredes, José F. Alvarez Barreto, Cesar Zambrano, Frank Alexis. Towards sustainable bioplasticizers from biomass to polymers applications: A review. Sustainable Materials and Technologies 2025, 43 , e01194. Catalina Hoyos-Orozco, Lili Dahiana Becerra, Diego Quiroga. Synthesis of Imidazolidin-2-ones from trans-(R,R)-Diaminocyclohexane: A Statistical Analysis-Based Pseudo-Multicomponent Protocol. Molecules 2025, 30 (7) , 1415. Shan He, Tong Luo, Xiao’e Chen, David James Young, Matt Jellicoe. Recent Developments in Automated Reactors for Plasmonic Nanoparticles.
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Nanomaterials 2025, 15 (8) , 607. Anca Filimon, Adina Maria Dobos, Mihaela Dorina Onofrei, Diana Serbezeanu. Polyvinyl Alcohol-Based Membranes: A Review of Research Progress on Design and Predictive Modeling of Properties for Targeted Application. Polymers 2025, 17 (8) , 1016. Firdaus Parveen, Anna G. Slater. Digitalisation of catalytic processes for sustainable production of biobased chemicals and exploration of wider chemical space. Catalysis Science & Technology 2025, 15 (6) , 1689-1701. Jan Tobias Weggen, Pedro González, Kimberly Hui, Ryan Bean, Michaela Wendeler, Jürgen Hubbuch. Kinetic Modeling of the Antibody Disulfide Bond Reduction Reaction With Integrated Prediction of the Drug Load Profile for Cysteine‐Conjugated ADCs. Biotechnology and Bioengineering 2025, 122 (3) , 579-593. Dian Zhang, Bo Ouyang, Zhenghong Luo. Reaction process optimization based on interpretable machine learning and metaheuristic optimization algorithms. Chinese Journal of Chemical Engineering 2025, 564 Chasheng He, Guihua Luo, Hongliang Duan, Yuanyuan Xie, Guijun Zhang, An Su, Weike Su. Optimizing Phosphine Ligands for Ruthenium Catalysts in Asymmetric Hydrogenation of β-Keto Esters: The Role of Water in Activity and Selectivity. Molecular Catalysis 2025, 574 , 114877. H. B. Vasveliya, J. H. Pandya, H. K. Tilavat, A. J. Jivani. One-Pot Biginelli Synthesis of New Pyrazole–Tetrahydropyrimidinethione Hybrids as Promising Antimycobacterial Agents. Russian Journal of Organic Chemistry 2025, 61 (3) , 535-540. Alba Zurita, Josep Maria Mateo-Sanz, Jack Legrand, Jérémy Pruvost, Rafael Hernández Malo, Mario Muñoz Domenech, Esther Torrens, Christophe Bengoa. Optimization of biomolecule extraction from Spirulina platensis with [bmim][Cl]. Algal Research 2025, 86 , 103909. Federico Florit, Kakasaheb Y. Nandiwale, Cameron T. Armstrong, Katharina Grohowalski, Angel R. Diaz, Jason Mustakis, Steven M. Guinness, Klavs F. Jensen. Dynamic flow experiments for Bayesian optimization of a single process objective. Reaction Chemistry & Engineering 2025, 10 (3) , 656-666. Peiyu Yi, Yufeng Wu, Juntao Wang, Qilei
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Liu, Yafeng Xing, Yue Lu, Cunfei Ma, Liyuan Duan, Jingnan Zhao, Qingwei Meng. Photocatalytic acceptorless dehydrogenation of flavanones by cationic Eosin Y as a bifunctional catalyst. Organic & Biomolecular Chemistry 2025, 23 (7) , 1574-1580. Matt Jellicoe, Yibo Yang, William Stokes, Matthew Simmons, Lina Yang, Stephanie Foster, Zabeada Aslam, Jennifer Cohen, Ashi Rashid, Andrew L. Nelson, Nikil Kapur, Rik Drummond‐Brydson, Thomas W. Chamberlain. Continuous Flow Synthesis of Copper Oxide Nanoparticles Enabling Rapid Screening of Synthesis‐Structure‐Property Relationships. Small 2025, 21 (6) Cristopher Tinajero, Gianluca Palmara, Marcileia Zanatta, Victor Sans. New frontiers in sustainable process engineering with additive manufacturing for continuous-flow applications. Chemical Engineering Journal 2025, 505 , 159442. Is Fatimah, Jaka Nugraha, Suresh Sagadevan, Azlan Kamari, Won-Chun Oh. Process intensification of biodiesel production by optimization using box-behnken design: A review. Chemical Engineering and Processing - Process Intensification 2025, 208 , 110110. Kejie Chai, Weida Xia, Runqiu Shen, Guihua Luo, Yingying Cheng, Weike Su, An Su. Optimization of heterogeneous continuous flow hydrogenation using FTIR inline analysis: a comparative study of multi-objective Bayesian optimization and kinetic modeling. Chemical Engineering Science 2025, 302 , 120901. Austin M. Mroz, Piotr N. Toka, Ehecatl Antonio del Río Chanona, Kim E. Jelfs. Web-BO: towards increased accessibility of Bayesian optimisation (BO) for chemistry. Faraday Discussions 2025, 256 , 221-234. Austin H. Cheng, Cher Tian Ser, Marta Skreta, Andrés Guzmán-Cordero, Luca Thiede, Andreas Burger, Abdulrahman Aldossary, Shi Xuan Leong, Sergio Pablo-García, Felix Strieth-Kalthoff, Alán Aspuru-Guzik. Spiers Memorial Lecture: How to do impactful research in artificial intelligence for chemistry and materials science. Faraday Discussions 2025, 256 , 10-60. Andrew I. Cooper. Concluding remarks: Faraday Discussion on data-driven discovery in the chemical sciences. Faraday Discussions 2025, 256 , 664-690. Svenja Moench, Phillip Lemke, Abbey Hansen, Christoph Bickmann, Martin Peng, Kersten S. Rabe, Carmen
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M. Domínguez, Christof M. Niemeyer. A Critical View on the Use of DNA Hydrogels in Cell‐Free Protein Synthesis. Angewandte Chemie 2025, 137 (2) Svenja Moench, Phillip Lemke, Abbey Hansen, Christoph Bickmann, Martin Peng, Kersten S. Rabe, Carmen M. Domínguez, Christof M. Niemeyer. A Critical View on the Use of DNA Hydrogels in Cell‐Free Protein Synthesis. Angewandte Chemie International Edition 2025, 64 (2) José Ferraz-Caetano, Filipe Teixeira, M. Natália D. S. Cordeiro. Optimising Materials Properties with Minimal Data: Lessons from Vanadium Catalyst Modelling. 2025, 117-138. Syamima Nasrin Mohamed Saleh, Fakhrony Sholahudin Rohman, Anwar Ul-Hamid, Ahmad Zuhairi Abdullah. Roles of Ce1−xZrxO2/SBA-15 in Selective Catalytic Glycerol Conversion to Lactic Acid Process: Process Behaviors and Kinetic Analyses. Waste and Biomass Valorization 2025, 16 (1) , 333-355. V Varalakksmi, R. Hariharan, S. Rahul, S. Prabakaran, A. Arumugam. Sustainable design of one-pot synthesis of Madhuca indica methyl ester via reactive extraction using a sulfonated heterogeneous catalyst and techno-economic analysis. Industrial Crops and Products 2025, 223 , 120049. Yue Li, Shurui Wang, Zhou Lv, Zhaoji Wang, Yunbiao Zhao, Ying Xie, Yang Xu, Liu Qian, Yaodong Yang, Ziqiang Zhao, Jin Zhang. Transforming the synthesis of carbon nanotubes with machine learning models and automation. Matter 2025, 8 (1) , 101913. Tatsiana Jarg, Jevgenija Tamm, Elina Suut-Tuule, Ketren-Marlein Lootus, Dzmitry Kananovich, Riina Aav. How reliable is internal standard method in monitoring mechanochemical synthesis? A case study of triphenylmethane in HPLC-UV-MS analysis of hemicucurbit[ n ]urils. RSC Mechanochemistry 2025, 41 O. B. Akinsipo, O. H. Anselm. Challenges and Opportunities for Implementing Green Chemistry in Nigerian Universities: Educational and Policy Perspectives. Sustainability & Circularity NOW 2025, 02 (CP) Jacopo Paini, Giusi Midolo, Francesca Valenti, Gianluca Ottolina. One-Pot Combined Hydrodistillation of Industrial Orange Peel Waste for Essential Oils and Pectin Recovery: A Multi-Objective Optimization Study.
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Sustainability 2025, 17 (1) , 293. Pablo Quijano Velasco, Kedar Hippalgaonkar, Balamurugan Ramalingam. Emerging trends in the optimization of organic synthesis through high-throughput tools and machine learning. Beilstein Journal of Organic Chemistry 2025, 21 , 10-38. Mohammad Haddadnia, Leonie Grashoff, Felix Strieth-Kalthoff. BoTier : multi-objective Bayesian optimization with tiered objective structures. Digital Discovery 2025, 4 Dhea Wahyu Amanda Arifin, Luthfi Maulana Firdaus, Muhammad Danil Huda, Muhammad Saefillahil Abdat, Navira Amalia Indriani. Enhancing Mass and Yield Product of Propylene Glycol Production through Glycerol Hydrogenolysis. Journal of Chemical Engineering Research Progress 2024, 1 (2) , 210-221. M. Kianfar, H. Ipakchi, S. Mohajer, M. H. Rasoulifard, M. S. Seyed Dorraji, D. B. Louaguef, S. Azat, M. R. Saeb, H. Vahabi. Flame‐Retardant Self‐Healing Polymers: A Review. Journal of Polymer Science 2024, 14 Keren Iudanov, Noy B. Nechmad, Albert Poater, N. Gabriel Lemcoff. Selective Cross‐Metathesis Versus Ring‐Closing Metathesis of Terpenes, Taking the Path Less Travelled. Angewandte Chemie 2024, 136 (52) Keren Iudanov, Noy B. Nechmad, Albert Poater, N. Gabriel Lemcoff. Selective Cross‐Metathesis Versus Ring‐Closing Metathesis of Terpenes, Taking the Path Less Travelled. Angewandte Chemie International Edition 2024, 63 (52) Chinmayi Joshi, Drashti Makwana. Advanced High Throughput Screening Platforms in Drug Discovery. 2024, 35-74. Ryosuke Sasaki, Mikito Fujinami, Hiromi Nakai. Application of object detection and action recognition toward automated recognition of chemical experiments. Digital Discovery 2024, 3 (12) , 2458-2464. Mengjia Zhu, Austin Mroz, Lingfeng Gui, Kim E. Jelfs, Alberto Bemporad, Ehecatl Antonio del Río Chanona, Ye Seol Lee. Discrete and mixed-variable experimental design with surrogate-based approach. Digital Discovery 2024, 3 (12) , 2589-2606. Load all citations Download PDF Get e-Alerts Chemical Reviews Cite this: Chem. Rev. 2023, 123, 6, 3089–3126 Published February 23, 2023 Copyright © 2023 The Authors. Published by American Chemical Society.
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This publication is licensed under CC-BY 4.0 . Article Views 80k Altmetric - Citations 197 Learn about these metrics Recommended Articles Figures References Abstract Figure 1 Figure 1. An example of an OFAT experimental procedure in varying temperature and reagent equivalents, where ○ represents a numbered experimental data point and the blue region indicates the true optimum area of parameter space. Response surface is contoured from red (low response) to blue (high response). Scheme 1 Scheme 1. Model Reaction Used for OFAT Optimization for the Synthesis of Propargylamine Derivatives (25) Scheme 2 Scheme 2. SNAr System of Interest, Where the DoE Campaign Aims to Optimize the Yield of the Ortho-Substituted Product, 7 (1) Figure 2 Figure 2. Contour plot for the response of 7, showing how the yield of the desired product varies with respect to changing experimental conditions. (1) Scheme 3 Scheme 3. One Reaction of Interest, Optimizing the Yield and Selectivity of the Desired 3,4-Dihydroxymandelic Acid Intermediate, 12a aThis intermediate can then be used to synthesize either vanillin, 13, iso-vanillin, 14, or heliotropin, 15. (40) Figure 3 Figure 3. Contour plot for the selectivity of the reaction forming the desired intermediate, 12. Data was used from the original publication by Minisci and co-workers to refit the model and plot the response surface using MODDE Pro. (40) Figure 4 Figure 4. Parameter space exploration expected when comparing a typical OFAT optimization with a DoE design, where • represents an experiment. The DoE shown represents a CCF experimental design. Note that an OFAT optimization does not require a predetermined number of experiments and therefore may or may not exceed the number of experiments in a given DoE design. Scheme 4 Scheme 4. Alkylation of the Indolphenol, 16, with the Chloropyrrolidine, 17, to Form the Desired Cediranib Product, 18a aThis reaction
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was found to proceed via the azetidinium intermediate, 19, as a result of kinetic modelling. (100) Scheme 5 Scheme 5. Aqueous Reduction of 4-Nitrophenol, 20, to 4-Aminophenol, 21, Using Gold Nanoparticles (AuNPs) and NaBH4 (101) Figure 5 Figure 5. Kinetics-derived response surface for the conversion of 4-nitrophenol, 20, to 4-aminophenol, 21, when exploring the variables of residence time and AuNP surface area per liter. (101) Figure 6 Figure 6. Common conventional kinetic analysis techniques for the determination of: (a) unimolecular zero-order kinetics, (b) unimolecular first-order kinetics, (c) bimolecular second-order kinetics between the same reactants, and (d) bimolecular second-order kinetics between different reactants. Scheme 6 Scheme 6. Reaction of Al-Me, 22, with PfBr, 23, to Form the Protected Amino Acid Pf-Al-Me, 24 (92) Figure 7 Figure 7. Kinetic profiles for three kinetic experiments at 30 °C, 35 and 40 °C, where red plots indicate PfBr concentrations and blue plots indicate Pf-Al-Me concentrations. At 30 °C: blue solid squares = experimental data, ─ = kinetic fit. At 35 °C: blue solid triangles = experimental data, - - - = kinetic fit. At 40 °C: blue solid circles = experimental data, ······ = kinetic fit. (92) Scheme 7 Scheme 7. Stereoselective Reduction of 2-Phenylquinoline, 25, to Yield the Tetrahydroquinoline, 28, Using the Hantzsch Ester, 26, and the Macrocyclic Catalyst, 27 (131) Scheme 8 Scheme 8. Cobalt-Catalyzed C–H Functionalization/Alkyne Annulation Reaction of 29 with 30 to Form the Dihydroisoquinoline Product, 31 (139) Figure 8 Figure 8. Three parts of a self-optimizing reactor are an automated reactor system, an analytical method, and an optimization algorithm. Figure 9 Figure 9. Examples of automated reactors. (a) A bespoke automated flow reactor equipped with pumps, reactors, and analytical equipment. (153) (b) A commercial robotic liquid handler that can be utilized as an automated batch reactor (see section 6.2
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for more details). Figure 10 Figure 10. Development of a Buchwald C–N cross coupling between p-tolyl triflate (32) and aniline (33) via self-optimization in an automated droplet flow reactor. (163) Three continuous variables (residence time, base equivalents, and temperature) and two categorical variables (catalyst and base) were varied to maximize the yield of 4-(p-tolyl)morpholine (34). In the chart, each column contains data for a different catalyst and base combination, and the experiments in each column are shown left to right in the order they were selected by the optimization algorithm. Additionally, the color bar shows experiment selection order. Figure 11 Figure 11. Development of a stereoselective Suzuki coupling between sulfonate 35-E and boronic acid 36 to form 37-E and 37-Z via self-optimization in an automated batch reactor. In 161 experiments, the yield of 37-E was improved from 30% nominal to 70%, and the E/Z ratio from 1.5:1 to 2.5:1. AY represents assay yield. (149) Figure 12 Figure 12. Example of a local optimization algorithm failing to find the global maximum of a function with multiple local optima, i.e., the algorithm finds a maximum peak but not the highest peak. X and Y are hypothetical experimental variables (e.g., temperature, reaction time), and the objective is the value that must be maximized (e.g., yield). Unfilled circles are function evaluations (i.e., experiments). Red indicates local maxima function value, while blue indicates local minima. Figure 13 Figure 13. Multiobjective self-optimization of the N-benzylation of N-benzylation of α-methylbenzylamine 38 with benzyl bromide 39. (175) TSEMO (184) was used to maximize space–time yield of the desired 2° amine 40 and minimize production of the percent impurity of 3° amine 41. After 20 experiments designed by Latin hypercube sampling (LHS), (185) TSEMO quickly identified experiments on or near the Pareto front. Figure 14 Figure 14. Schematic of
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a typical HTE workflow where a particular chemical process is optimized with respect to 12 catalysts, 4 bases, and 2 solvents. Figure 15 Figure 15. Routine HPLC-MS kit equipped with a single-quadruple MS can be used for analysis of ultraHTE reactions direct from 384-well MTP. Two techniques can be employed, either the multiple injections in a single experimental run (MISER) method or a more traditional LCMS/UV method, however, there is a trade-off between speed and the level of quantification that can be achieved. Figure 16 Figure 16. Platform for automated nanomole-scale reaction screening and micromole-scale synthesis in flow developed by Pfizer and reported for the optimization of a Suzuki reaction. (207) Figure 17 Figure 17. Schematic of the data collection and model training steps of using machine learning for reaction optimization from public or private reaction databases. Figure 18 Figure 18. Illustration of the overlap of chemical reaction databases (Reaxys, Pistachio, USPTO, and a subset of AstraZeneca ELN13). (284) Figure 19 Figure 19. Demonstration of the architecture used by Jensen and co-workers for predicting reaction conditions. (290) Figure 20 Figure 20. Laboratory vs industrial scale: comparison of characteristic times (in seconds) for mixing, heat transfer and liquid space time observed in reactors used in benchtop optimization and large-scale industrial reactors. (306,307) Partners 1155 Sixteenth Street N.W. Washington, DC 20036 Copyright © 2025 American Chemical Society About About ACS Publications ACS & Open Access ACS Membership ACS Publications Blog Resources and Information Journals A-Z Books and Reference Advertising Media Kit Institutional Sales ACS Researcher Resources ACS Publishing Center Privacy Policy Terms of Use Support & Contact Help Live Chat FAQ Connect with ACS Publications
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Title: URL Source: Markdown Content: Study Guide for Testing to Staff Sergeant # 1 October 2019 # Source: Air Force Handbook 1 # AETC Studies & Analysis Squadron # Airman Advancement # JBSA-Randolph AFB 1 STAFF SERGEANT STUDY GUIDE AIRMAN DEVELOPMENT AND TESTING CHART Air Force Handbook 1, Airman (1 October 2019) The primary purposes of the Staff Sergeant Study Guide’s Airman Development and Testing Chart (ADTC) are: 1) to identify Air Force testable content for promotion fitness examination (PFE) testing; 2) enable Airmen to organize and prioritize individual study time based on identified testable content; and, 3) provide all Airmen a force development construct aligned with Air Force institutional competencies. The ADTC is an outline of testable subject matter content drawn from AFH 1, specific for E-5 PFE testing purposes. Testable content comprehension levels were determined by survey of all active duty chief master sergeants. The level of comprehension for each section for development and promotion to a particular rank is indicated by using a scale of A through D. Enlisted Airmen should use the chart to identify the levels of comprehension of subject matter content for PFE testing preparation and development expectations associated with each rank. Select chief master sergeants serve as subject matter experts in the development and writing of the E-5 PFE. This ADTC identifies specific chapters and section that these chief master sergeants identified as testable content. If a chapter or section is not identified on this ADTC, then no testable content was selected from that topic/subject. This ADTC can assist Airmen in the planning, organizing, and prioritizing of their individual study time. > Scale Level of Comprehension > Indicates the level of comprehension necessary for each rank as enlisted Air Force professionals > ARemembering > Recognizing or recalling knowledge from memory. Remembering is
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when memory is used to produce or retrieve definitions, facts, or lists, or to recite previously learned information. > BUnderstanding > Constructing meaning from different types of functions be they written or graphic > messages or activities like interpreting, exemplifying, classifying, summarizing, inferring, comparing, or explaining. > CApplying > Carrying out or using a procedure through executing or implementing. Applying > relates to or refers to situations where learned material is used through products like models, presentations, interviews, or simulations. > DAnalyzing > Breaking materials or concepts into parts, determining how the parts relate to one > another or how they interrelate, or how the parts relate to an overall structure or purpose. 2 Chapter 2 —AIR FORCE HERITAGE SSgt Section 2C—The Air Force and the New Millennium A Chapter 3 —AIR, SPACE, AND CYBERPOWER SSgt Section 3A—Identifying with Airpower B Chapter 4 —MILITARY ORGANIZATION AND COMMAND SSgt Section 4A—United States Armed Forces B Section 4B—Military Departments B Section 4C—Military Command Structure B Section 4D—Air Force Total Force B Section 4E—Air Force Structure B Chapter 6 —TRAINING AND EDUCATION SSgt Section 6A—Force Development B Section 6B—Training Responsibilities B Section 6C—Professional Military Education B Chapter 7—CAREER PROGRESSION SSgt Section 7A—Leadership Levels B Section 7B—Enlisted Force Structure B Section 7C—Duty Titles and Special Positions B Chapter 8 —ASSESSMENTS AND RECOGNITION SSgt Section 8A—Airman Comprehensive Assessment B Section 8B—Performance Evaluations B Section 8C—Reenlistments and Continuation B Chapter 9 —PROMOTIONS SYSTEMS SSgt Section 9A—Promotion Systems and Programs B Section 9B—Promotion Cycles B Section 9C—Preparation and Responsibilities B Section 9D—Enlisted Promotion Testing B Chapter 11 —PERSONNEL PROGRAMS AND BENEFITS SSgt Section 11A—Benefits and Services B Section 11B—Leave and Authorized Absences B Chapter 12 —FINANCE, MANPOWER, AND RESOURCES SSgt Section 12A—Individual Finances and Allowances B Chapter 13 —ORGANIZATIONAL MANAGEMENT SSgt Section 13C—Change and Problem Solving B
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Section 13D—Team Dynamics B Chapter 14 —LEADERSHIP SSgt Section 14A—Responsibility B Section 14B—Active Leadership Role B Section 14C—Introspection B Section 14D—The Art of Leading B Chapter 15 —COMMUNICATION SSgt Section 15A—Military Communication B Section 15B—Preparing to Communicate B Section 15C—Written Communication B Section 15D—Spoken Communication B Section 15E—Electronic Messaging B Chapter 16 —CRITICAL THINKING AND INNOVATION SSgt Section 16C—Informed Decision-Making B Chapter 17 —EMERGENCY MANAGEMENT SSgt Section 17C—Preparedness and Protection B Section 17D—Crisis Response and Recovery B Section 17F—Risk Management B3 Chapter 18 —SECURITY SSgt Section 18B —Operations Security B Section 18C —Information Protection B Section 18D —Information Access, Cyber Security and Mobility B Section 18E —Antiterrorism B Chapter 19 —STANDARDS OF CONDUCT SSgt Section 19A —Way of Life B Section 19B —Law of Armed Conflict B Section 19C —Code of Conduct B Chapter 20 —INSPECTIONS AND MILITARY STANDARDS SSgt Section 20B —Individual Accountability B Section 20C —Appropriate Working Relationships B Section 20D —Addressing Misconduct B Chapter 21 —MILITARY JUSTICE SSgt Section 21C —Nonjudicial Punishment B Chapter 22 —FITNESS AND READINESS SSgt Section 22A —Air Force Fitness B Section 22B —Fitness Assessment B Section 22D —Substance Use or Abuse B Section 22E —Readiness State of Mind B Chapter 23 —DRESS AND APPEARANCE SSgt Section 23A —Professional Image B Section 23B —Military Uniforms B Section 23C —Accessory Standards B Chapter 24 —MILITARY CUSTOMS AND COURTESIES SSgt Section 24A —Honored Traditions B Section 24B —Respect for the Flag B Section 24C —Respect for Individuals B Section 24D —Ceremonies and Events B Chapter 25 —PROFESSIONALISM SSgt Section 25A —Air Force Professional B Section 25B —Profession of Arms B Section 25C —Air Force Core Values C Section 25D —Warrior Ethos B4 Chapter 2 AIR FORCE HERITAGE Section 2C—The Air Force and the New Millennium 2.16. Terrorist Attacks Operation Noble Eagle. Terrorism struck home on
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11 September 2001 in a planned attack by Islamic extremists when Al Qaeda terrorists hijacked four airliners flying in United States airspace. Two aircraft were flown into the towers of the World Trade Center, one was flown into the Pentagon, and the fourth landed in a remote field in Pennsylvania. There were 6,000 people injured in those events, and 2,996 people who died, including the 19 hijackers. In response, President George W. Bush declared a global war on terrorism. Figure 2.3. is provided to show the timing of each of the four attacks. > Figure 2.3. Terrorist Attacks of 11 September 2001. These unprecedented acts of violence left thousands dead, thousands more grieving, and a Nation unsure of its future vulnerabilities. One thing that was for certain was the depth and scope of radical Islamic hatred. The United States immediately focused on protecting our homeland from both internal and external air attacks, and fighter aircraft began flying combat air patrols in the skies over America in support of Operation Noble Eagle. Thousands of National Guard and Reserve personnel were mobilized to protect military and civilian assets, including airports, military installations, and infrastructure. U.S. Air Force fighter, tanker, and surveillance air assets provided 24-hour intercept response coverage for virtually the entire country. Months later, North American Aerospace Defense Command, with more than 100 Air National Guard, Air Force Reserve, and Regular Air Force fighters from 26 locations, continued to monitor American airspace. Across the globe, nations offered support and solidarity as Americans tried to regroup and move forward in the aftermath of the events of 9/11. Examples of bravery and sacrifice continue to circulate to this day of service members and civilians rescuing comrades from burning buildings, fighting fires, providing medical attention, comforting survivors, and volunteering to do whatever they could
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after the tragedy occurred. 5 2.17. War on Terror – Afghanistan Following the 11 September 2001 attacks, the United States reported that Osama bin Laden was behind the worst terrorist attacks in world history. President Bush demanded that the Taliban, Afghanistan’s ruling government, deliver all leaders of al-Qaeda to the U.S. Government, release all imprisoned foreign nationals, immediately close all terrorist training camps, hand over all terrorists and supporters to authorities, and allow inspectors full access to terrorist training camps. When the Taliban refused, President Bush ordered military forces to the region. Operation Enduring Freedom. Operation Enduring Freedom took the fight against terrorism to foreign soil, most notably to locations where terrorist organizations existed in Afghanistan. Operation Enduring Freedom was focused on forming and acting with an international coalition to remove Afghanistan’s Taliban government. The coalition primarily included forces from the United Kingdom, Australia, Canada, the Czech Republic, Denmark, France, Germany, Italy, Japan, Jordan, the Netherlands, New Zealand, Norway, Pakistan, Poland, Russia, Spain, Turkey, and other nations. The United States sent approximately 350 aircraft to Afghanistan. Several B-1 and B-52 bombers, F-15 and F-16 fighters, special operations aircraft, RQ-1B and RQ-4A unmanned aerial vehicles, and Navy fighters deployed to bases throughout the country. On 7 October 2001, following continued Taliban refusal to hand over suspected terrorists, United States, British, and French aircraft began a sustained air campaign against terrorist targets in the country. Operation Enduring Freedom strikes began with Air Force bombers, Navy carrier-strike aircraft, and sea-launched Tomahawk cruise missiles. The Air Force B-52 bombers flew to engagement zones where ground-based forces directed attacks. Guided munitions were employed with great accuracy, enabling air planners to reduce the number of air sorties required to destroy a particular objective. In the opening days of the campaign, joint and combined efforts destroyed Taliban
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air defenses, command centers, and other fixed targets. Combat operations in Afghanistan began with small groups of elite American military forces deployed to support anti-Taliban Afghani fighters. Afghanistan’s rugged terrain, complex political relationships, and distance from operating bases challenged coalition forces. Air Force combat controllers were among the 300 Army, Navy, and Air Force special operations personnel augmenting the Afghan Northern Alliance. In November 2001, coalition forces took control of Kabul, Afghanistan’s capital. The Taliban resistance began to collapse, and in December 2001, Kandahar was abandoned, the last major town under Taliban control. Terrorist forces were run underground, but not eliminated, causing ongoing, extended counterinsurgency operations. In addition to being a combat operation, Operation Enduring Freedom served as a humanitarian mission. Service members provided humanitarian relief by dropping nearly 2.5 million rations to the oppressed Afghan people. Operation Enduring Freedom Expands. In January 2002, 1,200 members of U.S. Special Operations Command, Pacific were deployed to the Philippines to assist the Armed Forces of the Philippines in uprooting al-Qaeda and other terrorist groups, such as Jemaah Islamiyah and Abu Sayyaf. The mission was to assist military operations against terrorist forces as well as support humanitarian operations for the Philippine island of Basilan, where most of the conflict was expected to take place. One American hostage was recovered during the mission, and the Abu Sayyaf Group was reduced from 800 to 100 members. Efforts from this engagement created 14 schools, 7 clinics, 3 hospitals, and provided medical care to over 18,000 residents of Basilan. 6 War on Terrorism in Africa. Attention was turned to the Horn of Africa in mid-2002, focused on disrupting and detecting terrorist activities in the region. The mission included humanitarian efforts for rebuilding schools and medical facilities, as well as training local forces in counterterrorism and counterinsurgency tactics
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throughout Djibouti, Kenya, and Ethiopia. Operation Anaconda. On 4 March 2002, Operation Anaconda was launched as one of the most crucial joint combat operations, designed to remove the Taliban resistance from Afghanistan. Operation Anaconda, conducted in the Shahikot Valley, was a complex battle fought in rugged mountainous terrain under difficult conditions. In the early morning hours, on a mountaintop called Takur Ghar in southeastern Afghanistan, al Qaeda soldiers fired on an MH-47E helicopter. The strike on the helicopter caused a Navy SEAL, Petty Officer First Class Neil C. Roberts, to fall through the open helicopter door to the ground. A chain of events followed during a 17-hour ordeal culminating in one of the most intense small-unit firefights of the war against terrorism. The press referred to Operation Anaconda as the battle at Shah-I-Kot Mountain, but the men who fought there called it the battle of Robert’s Ridge. U.S. Armed Forces involved in this fight distinguished themselves by conspicuous bravery. Their countless acts of heroism demonstrated America’s best as Air Force, Army, and Navy special operators fought side by side, and in the process, secured the mountaintop and inflicted serious loss on al Qaeda. Operation Anaconda ended as an American victory, but not without the ultimate sacrifice of eight Americans and 80 wounded. The difficult early stages of the battle provided insights for thinking about how to organize, train, and equip military forces for future joint expeditionary operations and how to pursue transformation. Notable Bravery in Afghanistan, Kevin Whalen. On 19 July 2003, Kevin Whalen, a Tactical Air Control Party Terminal Attack Controller was supporting an Afghan and U.S. combat patrol in the Gayan Valley, Afghanistan. The patrol was hit in a well-coordinated ambush. Whalen returned effective fire with an automatic grenade launcher and remained exposed to enemy fire while allowing
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the rest of the team to take cover. When the grenade launcher was hit and damaged, Whalen remained at his post and attempted to fix the launcher. He was hit three times. One bullet hit his body armor, another his Gerber tool, and the third struck him in the left arm. Whalen dropped out of the turret, began first aid to stop the bleeding, and recovered his radio to call in close air support. When the engagement was over, Whalen insisted that all other wounded be evacuated first. After two days in the hospital, he returned to his team to continue combat missions. For his actions, Technical Sergeant Whalen was awarded the Silver Star. 2.18. Afghanistan Troop Withdrawal In 2011, at the height of American involvement in Afghanistan, 101,000 service members were deployed to the country. In June 2013, Afghan forces formally took over combat operations. At the North Atlantic Treaty Organization ( NATO) International Security Assistance Force (ISAF) Headquarters in Kabul, a ceremony marked the end of ISAF’s mission and the transition to the NATO-led Resolute Support. For most, the war in Afghanistan came to an end in 2014. Throughout Operation Enduring Freedom, 7 October 2001 – 28 December 2014, coalition casualties totaled 3,486. Taliban and Al-Qaeda casualties ranged from 25,500 to 40,500. > Kevin Whalen 7 Operation Freedom’s Sentinel. After the deadline for troop withdrawal from Afghanistan, roughly 300 American Airmen stayed in Afghanistan to carry out operations against remnants of Al Qaeda and help stand up the Afghan Air Force. In 2015, combat operations of Operation Enduring Freedom were replaced by Operation Freedom’s Sentinel. Working with NATO’s Operation Resolute Support, 28 NATO nations, 14 partner nations, and 11,000 American troops continued the mission of training, advising, and assisting the Afghan Air Force to help it become fully
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independent. Notable Bravery in Afghanistan, Jason D. Cunningham. In 2002, Senior Airman Jason D. Cunningham was the primary Air Force combat search and rescue medic, pararescueman assigned to a quick reaction force tasked to rescue two American servicemen from austere terrain occupied by Al Qaeda and Taliban forces. Shortly before landing near the village of Marzak, Paktia Province, Afghanistan, on 4 March Cunningham’s MH-47E helicopter took rocket-propelled grenade and small arms fire, severely disabling the aircraft. The assault force formed a hasty defense and the team immediately suffered three fatalities and five critical casualties. Facing enemy fire, risking his own life, Cunningham remained in the burning fuselage to treat the wounded. He moved his patients to a more secure location under mortar attack, disregarding extreme danger and exposing himself to enemy fire on seven separate occasions. When the second casualty collection point was compromised, Cunningham braved intense small arms and rocket-propelled grenade attacks to reposition the wounded to a third collection point. Mortally wounded and quickly fading, he continued to direct patient movement while transferring responsibilities to another medic. His selfless efforts resulted in the delivery of 10 gravely wounded Americans to life-saving medical care. The Secretary of the Air Force posthumously awarded Senior Airman Cunningham the Air Force Cross for his extraordinary heroism in military operations against an opposing armed force. Notable Bravery in Afghanistan, John A. Chapman. On 4 March 2002, during Operation Anaconda, after being fired upon by al Qaeda and losing a Navy SEAL, John A. Chapman’s MH-47E helicopter landed just under five miles away. Once on the ground, Chapman provided directions to another helicopter to pick them up, successfully rescuing their mission team member from the enemy stronghold. Chapman killed two enemy soldiers, and without regard for his own life, kept advancing toward a dug-in
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machinegun nest when the team came under fire from three directions. Chapman exchanged fire from minimal personal cover and succumbed to multiple wounds. His engagement and destruction of the first enemy position and advancement to the second enabled his team to take cover, break enemy contact, and save the lives of the entire rescue team. On 10 January 2003, the Secretary of the Air Force posthumously awarded the Air Force Cross to Technical Sergeant John A. Chapman. On 22 August 2018, Chapman’s widow accepted the posthumous upgrade to the Medal of Honor from President Donald J. Trump. Chapman is the first Air Force member to receive this award since the Vietnam Conflict. > Jason Cunningham > John Chapman 8 Notable Bravery in Afghanistan, Ramon Colon-Lopez. Ramon Colon-Lopez, a pararescueman, was deployed to Afghanistan on 11 March 2004 as part of an advanced force operations team serving alongside elements of the Afghan national strike unit. The mission was to capture a high-value target (a drug king-pin who was funding terrorism) and prevent the proliferation of chemical weapons. While conducting operations, Senior Master Sergeant Colon-Lopez was on the first of four helicopters that took sustained small-arms fire and was seriously damaged as they landed. With rounds impacting all around him and unsure of the size of the enemy force, he pressed forward, overrunning enemy positions. His actions suppressed enemy fire against the other three helicopters and drove the enemy away. The raid resulted in two enemy kills, 10 enemy apprehensions, and the destruction of rocket-propelled grenades and small caliber weapons. As a result of his actions, Colon-Lopez received the Bronze Star with Valor and became one of the first six recipients of the Combat Action Medal. Notable Bravery in Iraq, Elizabeth Jacobson. Three months into her deployment, security forces member, Elizabeth Jacobson,
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was guarding a convoy enroute from Camp Bucca, Iraq as a member of the off-base convoy support team. The convoy was hit by an improvised explosive device near Safwan, Iraq. On 28 September 2005, A1C Jacobson was the first security forces Airman and first female Airman to die in Operation Iraqi Freedom. She served in the Air Force two years. The Elizabeth N. Jacobson Award for Expeditionary Excellence was established in her honor. The award is given to Airmen for outstanding performance during a deployment. Notable Bravery in Afghanistan, Delorean Sheridan. In March 2013, Delorean Sheridan was completing a routine pre-brief for a combat control mission at his deployed location in Wardak Province, Afghanistan. While his team loaded gear into their vehicles, an Afghan police officer suddenly turned and opened fire with a truck-mounted machine gun 25 feet away. Simultaneously, 15 to 20 insurgents just outside the village engaged the base with heavy machine gunfire. With rounds striking and killing his teammates, Sheridan closed in on the gunman with a pistol and an M-4 Rifle, neutralizing the immediate threat with deadly accuracy. Still under heavy attack from outside insurgents, Sheridan exposed himself to heavy machine gunfire three more times to drag his wounded teammates out of the line of fire to a protected casualty collection point. Sheridan directed close air support and surveillance aircraft to pinpoint, engage, and eliminate additional insurgents, and directed the entrance and exit of six medical evacuation helicopters. Sheridan’s calmness and leadership in the face of danger helped save 23 lives. For these actions, Technical Sergeant Sheridan was awarded the Silver Star. He also received one of the Air Force’s most prestigious awards, the 2013 Lance P. Sijan U.S. Air Force Leadership Award. Lastly, he was selected as one of the 12 Outstanding Airmen of the
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Year for 2014. > Ramon Colon -Lopez > Delorean Sheridan > Elizabeth > Jacobson 9 2.19. War on Terror – Iraq Operation Iraqi Freedom. In March 2003, after receiving intelligence reports that Saddam Hussein possessed or was building weapons of mass destruction, President Bush announced a 48-hour ultimatum for him and his sons to leave Iraq or face severe consequences. When Saddam refused to comply, a coalition of American and Allied forces entered Iraq to end the Hussein regime and free the Iraqi people. The primary goals of Operation Iraqi Freedom were to create a stable Iraq, empower a broad-based government that renounces weapons of mass destruction, and rebuke terrorism to neighboring countries. Combined force commanders carried out objectives to defeat or compel capitulation of Iraqi forces, neutralize regime leadership, and neutralize Iraqi theater ballistic missile/weapons of mass destruction delivery systems. More than 300,000 troops were deployed to the Gulf region to form a multinational coalition, and Operation Iraqi Freedom officially began on 20 March 2003. On the first day, while British forces took Basra, which was essential to delivering humanitarian aid, the United States unleashed air strikes so devastating that Saddam’s soldiers were left unable or unwilling to fight. Between 300 and 400 cruise missiles were fired at targets, more than the number launched during the entire first Gulf War. On the second day, the battle plan called for launching another 300 to 400 missiles, what the National Defense University referred to as shock and awe. The plan was focused on the psychological destruction of the enemy’s will to fight rather than the physical destruction of the opposing military force. The concept relied on a large number of precision-guided weapons hitting the enemy simultaneously, an approach that takes minutes instead of days or weeks. By 9 April 2003, American
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commanders declared that Saddam’s regime was no longer in control of Baghdad. Before the city fell, jubilant crowds toppled a 40-foot statue of Saddam. Also, Iraq’s science advisor, the first on the 55 most-wanted leaders list issued by the coalition, surrendered. In less than one month, our military forces rolled past Iraq’s Republican Guard, seized bridges over the Tigris and Euphrates rivers, and commandeered Saddam International Airport. With control of the airport, major operations were conducted to eliminate insurgent centers of activity. 2.20. Operation Iraqi Freedom Continues The United States involvement in Iraq maintained focused on controlling insurgents and enabling the country to rebuild its constitution and government. Fifty-four U.S. Air Force personnel died in the Iraq War. In 2003, Saddam Hussein was found and captured; he was tried and executed three years later. With instability raging out of control in the region, primarily between Shias and Sunnis, the country became a breeding-ground for terrorist activities once again. The United States intervened with a surge of force in 2007 to deescalate the situation. Operation New Dawn. On 1 September 2010, operations transitioned from Operation Iraqi Freedom to Operation New Dawn, signifying a formal end to United States involvement in the military combat operations. The transition to a supporting role and stability operations was made possible by increased capability of Iraqi security forces and their improved ability to combat terrorists and provide security for their people. As part of Operation New Dawn, our military had three primary missions: advising, assisting, and training the Iraqi security forces; conducting partnered counterterrorism operations; and providing support to provincial reconstruction teams and civilian partners as they helped build Iraq’s civil capacity. As mandated under the terms of a bilateral agreement signed in 2008 by President Bush, troop withdrawal from Iraq was completed on 18 December
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2011. 10 Notable Bravery in Iraq, Scott D. Sather. Scott D. Sather led a reconnaissance task force into Iraq on the first day of the ground war of Operation Iraqi Freedom, breeching enemy fortifications during the border crossing. During the next several days, Sather covered countless miles conducting specialized reconnaissance in the Southwestern Iraqi desert in support of classified missions. Sather was then employed to an area of heavy enemy concentration, tasked to provide critical reconnaissance and intelligence on enemy movement, supporting direct action missions against enemy forces. Sather’s phenomenal leadership and bravery on the battlefield throughout his deployment were instrumental in the resounding successes of numerous combat missions by performing a significant role in the success of the war and the complete overthrow of the Iraqi regime. Staff Sergeant Scott Sather died on 8 April 2003. He was the first Airman killed in Operation Iraqi Freedom. He earned seven medals during his Air Force career, including the Bronze Star. 2.21. War on Terror – Libya Operation Odyssey Dawn. On 20 March 2011, under Operation Odyssey Dawn, a collection of aircraft were launched to enforce United Nations Security Council Resolution 1973, centered on protecting Libyan citizens from further harm under Moammar Gadhafi’s regime. Following an initial launch of Tomahawk missiles, aircraft conducted strikes on a variety of strategic targets over Libya and created an airspace where no enemy forces could advance on Libyan opposition troops. On 31 March 2011, the United States passed complete military command of the operation and control of the no-fly zone to NATO and took up a supporting role for the remainder of the operation, which was carried out under the name Operation Unified Protector. 2.22. War on Terror – Islamic State of Iraq and the Levant Operation Inherent Resolve. In 2014, a new and ominous
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threat emerged that resulted in the involvement of the United States in operations in the skies over Iraq once again. This time, the enemy, calling themselves the Islamic State of Iraq and the Levant (ISIL), was an extremist Sunni jihadist organization. Aided by a number of worldwide recruits and sympathizers, ISIL gained control of territory in Syria and Northern Iraq and left savage atrocities in their wake, including mass murders and ruthless executions of innocent civilians. ISIL was estimated to have an annual budget of more than $1,000,000,000 and a force of more than 30,000 fighters. Their brutality resulted in nearly universal condemnation—even Al Qaeda repudiated them. President Barack H. Obama authorized the use of force, in cooperation with partner nations, to conduct carefully targeted air strikes over Iraq and Syria and thwart their destructive agenda. 2.23. Air Force Heritage Museums As our Air Force heritage continues to grow and our legacy lineage continues to expand, due justice for capturing every significant event, operation, or action that contributes to our growth and success as the world’s greatest Air Force could easily require volumes of material. Libraries, online catalogues, and museums are filled with stories, examples, details, and memorabilia that paint the picture of how Airmen have contributed to this great Nation. For additional information regarding Air Force history and heritage, see Attachment 2, Air Force Museums. > Scott Sather 11 Chapter 3 AIR, SPACE, AND CYBERPOWER Chapter 3 AIR, SPACE, AND CYBERPOWER Section 3A—Identifying with Airpower 3.1. Domains of Airpower Airpower can be applied from within, as well as across the domains of air, space, and cyberspace. From an operational perspective, the air domain can be described as that region above the earth’s surface in which aerodynamics generally govern the planning and conduct of military operations. The space domain can
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be described as that region above the earth’s surface in which astrodynamics generally govern the planning and conduct of military operations. The cyberspace domain is a global domain within the information environment consisting of the interdependent network of information technology infrastructures, including the internet, telecommunications networks, computer systems, and embedded processors and controllers. 3.2. Airpower Defined For the past 70 years, the Air Force has been breaking barriers as a member of the finest joint warfighting team on the planet, providing Global Vigilance, Global Reach, and Global Power for America. In terms of Global Vigilance , Airmen have built a real-time global intelligence and command and control network that can find, fix, and finish the smallest of targets. Airmen operate multiple satellite constellations that range from ensuring situational awareness to nuclear warning. Cyber operators build, secure, operate, and defend our critical networks and mission systems, and are ready to take offensive actions in, from, and through cyberspace. In terms of Global Reach ,the Air Force ranges the globe rapidly to respond to crises and deliver critical supplies and personnel to any location on the planet. Mobility Airmen are in 23 countries at 77 locations operating a global system of airfields and enabling access for allies and joint partners. Persistent engagements by our highly-skilled special operations forces enhance critical relationships and secure global access at a time and place of our choosing. In terms of Global Power , the Air Force can strike an enemy on short notice anywhere in the world with American fighters, bombers, remotely piloted aircraft, and intercontinental ballistic missiles. Air Force special operators conduct counter-terrorism missions daily, while our nuclear forces provide the foundation for deterrence. As Airmen, we must ensure our mission is understood at all levels and appreciated for the capabilities airpower brings to the
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fight. Airpower is the ability to project military power or influence through the control and exploitation of air, space, and cyberspace to achieve strategic, operational, and tactical objectives. As the Nation’s most comprehensive provider of military airpower, the Air Force conducts continuous and concurrent air, space, and cyberspace operations across the strategic, operational, and tactical levels of war. Airpower provides the versatile, wide-ranging means towards achieving national objectives with the ability to deter and respond immediately to crises anywhere in the world, while aligned with land and maritime power during operations against enemy forces, and when protecting and aiding friendly forces. 12 3.3. Space Superiority Defined Space is integrated in all joint operations, connecting operators and providing global coverage for missile warning and other threats around the clock. The Air Force is responsible for two-thirds of the nuclear triad, providing the strategic deterrence underpinning national security, and aggressively moving forward to normalize space as a warfighting domain. The Air Force and the National Reconnaissance Office have partnered to chart a course for a resilient space enterprise by 2030, with the capabilities of deterring aggression within the space domain and, if necessary, prevailing in a conflict that extends into space. With key organizational changes and the implementation of the space warfighting construct, the Air Force is evolving the space enterprise to be more robust and resilient and raising the bar in space training. Simulator realism is being improved to nurture full-spectrum readiness, ensuring the joint warfighter is prepared to execute multi-domain operations to overwhelm our adversaries. 3.4. Cyberpower Defined In September 2006 the Joint Chiefs of Staff endorsed a definition of cyberspace as, “a domain characterized by the use of electronics and the electromagnetic spectrum to store, modify, and exchange data via networked systems and associated physical infrastructures.” For warfare purposes,
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the Air Force uses a working definition of cyberspace as, “a domain in which signals hold at-risk intelligent systems.” Three Components to Cyberspace. Electronics and the electromagnetic spectrum refer to the wave-particle duality of radiation that, when modulated with information, creates a signal. Data and networked systems refer to digital information and application programs and the computers and networks on which they exist. Three components to cyberspace are recognized as: (1) the “effectors” that encompass a broad range of signal-borne threats, analog and digital; (2) the “medium” that enables effectors to access the targets, wired and wireless, hardware and software; and (3) the “targets” to include weapons and systems that use computers or networks. Anticipating and avoiding threats eliminates the need to fight them and saves the concurrent cost to data and system integrity, making prevention an effective first line of defense against cyber threats. Anticipating a cyber threat includes setting up over-the-horizon early warning systems that detect anomalous activity, analyzing rapidly its forensic fingerprint to predict future behavior, and communicating through viable reach-back options to avoid the threat. Four Axioms of Offensive Cyberpower. The four axioms of offensive cyberpower are: misdirecting functionality, stealth access, exploiting vulnerabilities, and superior human cognition. From a war-fighting perspective, the internet has traditionally favored the defense over the offense. This inherent advantage to the attacker resulted from the design of the internet protocols for tolerance to failure rather than resilience to attack. Modifying the cyber domain may provide an effective method for attack avoidance. Just as a carrier battle group sails the oceans rather than sitting still in one location, so can a network or system move around the IP address space for deception and attack avoidance. The tenets of anti-tamper protection technologies seek to reduce vulnerability by reducing the scope of protection and
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focusing on critical components in a system, making them harder to access. This approach allows the defenders to impose high penalties on the attacker and deter the threat. Hence, offensive cyberpower is the exploitation of the unconceived vulnerability, where unknown cyber insecurity wins against known cybersecurity in a complex, interactive system of computers, networks, and humans. 13 3.5. Identifying Aircraft Throughout military history, warriors have carried their unit colors into battle, raising them high to make an impression on their enemies and giving unit members a sense of belonging and pride. That tradition carries on to this day in the form of aircraft fin flashes or tail flashes. Information on standard tail flashes designates the base and unit the aircraft is from, as well as the tail number of the aircraft. Traditionally, units would select a single aircraft to be the unit flagship with a special fin flash that represented the specific squadron or wing, and was the assigned airplane for the unit commander. The flagship was the airplane generally used for photos, air shows, and other public displays. Today, while tail flash designs, as shown in Figure 3.1., can include color, tail flashes are often done in various shades of gray to maintain a camouflage appearance. > Figure 3.1. Tail Flashes. Aircraft Tail Markings. While similar, each branch of the military has unique aircraft in their inventory and their codes may vary slightly. Attachment 3, Aircraft Tail Markings, provides a generalized foundation for aircraft identifiers. Roundel. A roundel is a circular disc often used as a national or historic symbol. One place that roundels are most commonly seen on are on military aircraft or infrastructure. The French Air Service originated the use of roundels on military aircraft during World War I, most often using colors of red, white, and
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blue as representative of their national flag. Attachment 4, The Roundel, shows the evolution of the roundel throughout its use in the U.S. Air Force. 3.6. Mission Design Series The mission design series designator is an official Department of Defense recognized alpha-numeric symbol used to designate military defense aerospace vehicles categorized as aircraft, guided missiles, rockets, probes, boosters, and satellites. The designator describes the aerospace vehicle in two components, separated by a dash. The first component, comprised only of alpha characters, describes the mission of the vehicle. The second component, comprised of alpha-numeric characters, describes the design number and design series of the vehicle. Also, some designators will have a letter following the two-part designator of the aircraft to indicate the model type or series, usually due to improved model designs. Over the years, the designations have changed, but much of the system has remained the same. Table 3.1. is provided to show a comprehensive list of mission design series designators for Air Force aircraft. 14 > Table 3.1. Aerospace Vehicle Mission Design Series Designators for Aircraft. Example: YF-22 Y = Status Prefix F = Basic Mission 2 = Design Number 2 = Design Series STATUS PREFIX MODIFIED / BASIC MISSION VEHICLE TYPE G - Permanently Grounded J - Special Test (Temporary) N - Special Test (Permanent) X - Experimental Y - Prototype Z - Planning A - Attack B - Bomber C - Cargo F - Fighter H - Search/Rescue K - Aerial Refueling L - Cold Weather M - Multi-Mission O - Observation P - Patrol Q - Drone R - Reconnaissance S - Antisubmarine T - Trainer U - Utility V - Staff W - Weather X - Research D - UAV Control Segment G - Glider H - Helicopter S - Space Plane V - VTOL/STOL
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Z - Lighter-Than-Air 15 Chapter 4 MILITARY ORGANIZATION AND COMMAND # Chaer 4 MILITARY ORGANIZATION AND COMMAND Section 4A—United States Armed Forces 4.1. Command Authority Since the birth of our Nation, policies and directives have been made by civilians assigned to the military and to the executive and legislative branches of the government. Command authority is the established levels of responsibility for command, control, and communication throughout a chain of command. Responsibility and authority for the U.S. Armed Forces extends from the U.S. President, through the Secretary of Defense, through two distinct branches of command, and through each commander at every level in the branches of service. The various levels within the chain of command have different responsibilities and authority; however, each level in the chain is responsible for all lower levels and accountable to all higher levels. Commander in Chief. The U.S. Constitution establishes the basic principle of civilian control of the U.S. Armed Forces. As Commander in Chief, the U.S. President has final command authority; however, as head of the executive branch, the President is subject to the checks and balances system of the legislative and judicial branches. Chain of Command. By statute, the chain of command runs from the U.S. President, through the Secretary of Defense, to the Combatant Commanders. For all forces not assigned to the Combatant Commanders, the chain of command runs from the U.S. President, through the Secretary of Defense, to the Secretaries of the military departments. When forces are assigned to the Combatant Commanders, administrative control over those forces still typically flows through their respective service branch. Note: A provision of the Goldwater-Nichols Department of Defense Reorganization Act of 1986 permits the U.S. President to authorize communications through the Chairman of the Joint Chiefs of Staff, placing the Chairman in the communications chain
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of command. 4.2. Department of Defense With over 1.3 million members in the Regular Forces, another 826,000 in the National Guard and Reserve Forces, and 742,000 civilian personnel, the Department of Defense is America’s largest government agency. The mission of the Department of Defense is to provide military forces to deter war and protect the security of our country. Headquartered at the Pentagon, the Department of Defense includes the Office of the Secretary of Defense; the Joint Chiefs of Staff; the Joint Staff; and the Departments of the Army, Navy (including the Marine Corps), and Air Force. Furthermore, the Department of Defense includes the unified combatant commands and forces dedicated to combined commands, defense agencies, and field activities. As the civilian head of the Department of Defense, the Secretary of Defense reports directly to the U.S. President. Secretary of Defense. The Secretary of Defense (SecDef), is appointed by the U.S. President, with advice and consent of the Senate. The SecDef serves as principal defense policy advisor to the U.S. President and is responsible for the formulation of general defense policy, policy related to all matters of direct and primary concern to the Department of Defense, and for the execution of approved policy. In addition to exercising the operational chain of command between the U.S. 16 President and the Combatant Commanders, a specific responsibility of the SecDef is to provide written policy guidance for Department of Defense national security objectives and policies, military mission priorities, and projected levels for available resources. The SecDef also provides the Chairman of the Joint Chiefs of Staff with written policy guidance regarding contingency plans. The Secretaries of the military departments and the Combatant Commanders are provided written guidelines to direct the effective detection and monitoring of all potential aerial and maritime threats to the national
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security of the United States. The Armed Forces Policy Council. The Armed Forces Policy Council assists in matters requiring a long-range view, formulates broad defense policy, and advises the Secretary of Defense on policies, as requested. The Armed Forces Policy Council consists of the Secretary of Defense serving as the Chairman of the Council; the Deputy Secretary of Defense; Secretaries of the Army, Navy, and Air Force; the Chairman of the Joint Chiefs of Staff; Under Secretaries of Defense for Policy and for Acquisition, Technology, and Logistics; the Deputy under Secretary of Defense for Acquisition and Technology; and the Service Chiefs. Under Secretaries of Defense. There are five Under Secretaries of Defense (Policy; Comptroller; Personnel and Readiness; Acquisition, Technology and Logistics; and Intelligence) who assist the Secretary of Defense. The Secretary of Defense receives staff assistance through a number of special agencies, such as the Defense Threat Reduction Agency, Security Service, and Defense Logistics Agency, which provide special skills, expertise, and advice. 4.3. Joint Staff The Joint Staff assists members of the Joint Chiefs of Staff in carrying out assigned responsibilities of strategic direction, unified operation of combatant commands, and integration of all branches of the military into an efficient force. By law, the direction of the Joint Staff rests exclusively with the Chairman of the Joint Chiefs of Staff. The Chairman normally manages the Joint Staff through the Director of the Joint Staff. The Director is selected by the Chairman after consultation with other members of the Joint Chiefs and with the approval of the Secretary of Defense. The Joint Staff consists of more than 1,500 military and civilian personnel, composed of approximately equal numbers of officers from the Army, Navy, and Air Force. Marines make up about 20 percent of the number allocated to the Navy. Chairman, Joint
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Chiefs of Staff. Appointed by the U.S. President, by and with advice and consent of the Senate, the Chairman of the Joint Chiefs of Staff (CJCS) holds the grade of General or Admiral. The CJCS outranks all other officers of the U.S. Armed Forces, but may not exercise military command over the Joint Chiefs of Staff or the U.S. Armed Forces. The CJCS is the principal military advisor to the U.S. President, the National Security Council, and the Secretary of Defense. The Secretary of Defense may assign CJCS responsibility for overseeing the activities of the combatant commands. The CJCS presides over the Joint Chiefs of Staff and objectively furnishes recommendations and views of the Joint Chiefs to the U.S. President, National Security Council, or the Secretary of Defense. Vice Chairman, Joint Chiefs of Staff. The Vice Chairman of the Joint Chiefs of Staff (VCJCS), appointed by the U.S. President, by and with advice and consent of the Senate, is a member of the Joint Chiefs of Staff. The VCJCS performs duties prescribed by the Chairman, with the approval of the Secretary of Defense. The VCJCS cannot be from the same branch of service as the Chairman, serves a tour of two years, and may be reappointed for two additional terms. When 17 required, the VCJCS assumes the role of Acting Chairman in the Chairman’s absence. Senior Enlisted Advisor to the Chairman. Senior Enlisted Advisor to the Chairman (SEAC), is designated as the highest senior enlisted position in the U.S. Armed Forces. The SEAC is appointed to serve as an advisor to the Chairman and the Secretary of Defense on all matters involving Total Force integration, utilization, health of the force, and joint development for enlisted personnel. The SEAC also serves as a spokesperson to leaders and organizations on applicable issues
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affecting enlisted forces. Joint Chiefs of Staff. Subject to the authority, direction, and control of the U.S. President and the Secretary of Defense, members of the Joint Chiefs of Staff serve as advisors to the President, Secretary of Defense, and the National Security Council. The Joint Chiefs provide the strategic direction of the U.S. Armed Forces and review major materiel and personnel requirements according to strategic and logistic requirements, and establish joint doctrine. Members of the Joint Chiefs of Staff are also responsible for the assignment of logistic responsibilities to the military services, formulation of policies for joint training, and coordination of military education. Members of the Joint Chiefs of Staff are the Chairman; Vice Chairman; Chief of Staff of the U.S. Army; Chief of Naval Operations; Chief of Staff of the Air Force; Commandant of the Marine Corps; and Chief of the National Guard Bureau. For the Service Chiefs (Chief of Staff of the Army, Chief of Naval Operations, Chief of Staff of the Air Force, Commandant of the Marine Corps), their Joint Chiefs of Staff duties take precedence over all other duties. Consequently, as the military heads of their respective services, the Joint Chiefs delegate many duties to their Vice Chiefs while retaining overall responsibility. Section 4B—Military Departments 4.4. Defending the Nation Since the Nation’s birth, our military has had the constitutional duty to ensure national survival, defend lives and property, and promote vital interests at home and abroad. Jointly, senior military leaders underwrite the strategy of defending the homeland and assuring allies, while dissuading, deterring, and defeating enemies. The military departments consist of the Army, Navy (including the Marine Corps and, in wartime, the Coast Guard), and the Air Force, as shown in Figure 4.1. 4.5. General Military Functions The Secretary of Defense and the Joint Chiefs
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of Staff established the general and specific functions (roles and missions) of each branch of the U.S. Armed Forces in the Key West Agreement of 1948. The latest revision of the Key West Agreement in 1958 states three general functions of the U.S. Armed Forces: (1) support and defend the U.S. Constitution against all enemies, foreign and domestic; (2) ensure, by timely and effective military action, the security of the United States, its possessions, and areas vital to its interests; (3) and uphold and advance the > Figure 4.1. U.S. Military Departments .18 national policies and interests of the United States. Each service shall observe the general principles and fulfill the specific functions as established in the Key West Agreement, and make use of the personnel, equipment, and facilities of the other services in all cases where economy and effectiveness will be increased. Functions of the United States Army. The U.S. Army serves as the land-based branch of the U.S. Armed Forces. The mission of the Army is, “To fight and win our Nation's wars by providing prompt, sustained land dominance across the full range of military operations and the spectrum of conflict in support of combatant commanders.” The Army is responsible for the preparation of land forces necessary for the effective prosecution of war, and for the expansion of peacetime components of the Army to meet the needs of war. The Army is also responsible for developing weapons, tactics, technique, organization, and equipment of Army combat and service elements and coordinating with the Navy and the Air Force in all aspects of joint concern, including those which pertain to amphibious and airborne operations. The specific functions of the Army are to organize, train, and equip land forces for: (1) operations on land, including joint operations; (2) the seizure or
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defense of land areas, including airborne and joint amphibious operations; and (3) the occupation of land areas. Functions of the United States Navy. The mission of the U.S. Navy is to maintain, train, and equip combat-ready naval forces capable of winning wars, deterring aggression, and maintaining freedom of the seas. The Navy includes naval combat and service forces, naval aviation, and the Marine Corps. It is organized, trained, and equipped primarily for prompt and sustained combat at sea. The Navy is responsible for the preparation of naval forces necessary for the effective prosecution of war, and for the expansion of the peacetime components of the Navy to meet the needs of war. U.S. Navy is the largest, most capable navy in the world, with the highest combined battle fleet tonnage and the world's largest aircraft carrier fleet. The Navy will develop weapons, tactics, technique, organization, and equipment of naval combat and service elements, coordinating with the Army and the Air Force in all aspects of joint concern, including those which pertain to amphibious operations. The specific functions of the Navy are to organize, train and, equip naval forces for; (1) operations at sea, including joint operations; (2) the control of vital sea areas, the protection of vital sea lanes, and the suppression of enemy sea commerce; (3) the support of occupation forces as required; (4) the seizure of minor enemy shore positions capable of reduction by such landing forces as may be comprised within the fleet organization; (5) naval reconnaissance, antisubmarine warfare, and protection of shipping. Functions of the United States Marine Corps. The Marine Corps specific functions are: (1) to provide marine forces with supporting components for service in the seizure or defense of advanced naval bases and for the conduct of limited land operations in connection therewith; (2)
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to develop, in coordination with the Army and the Air Force, those phases of amphibious operations which pertain to the tactics, technique, and equipment employed by landing forces; (3) to provide detachments and organizations for service on armed vessels of the Navy; (4) to provide security detachments for protection of naval property at naval stations and bases; and (5) to provide, as directed by proper authority, such missions and detachments for service in foreign countries as may be required to support the national policies and interests of the United States. The Marine Corps will provide, as directed by proper authority, such missions and detachments for service in foreign countries as may be required to support the national policies and interests of the United States and will assist the Army and the Air Force in the accomplishment of their missions. 19 Functions of the United States Coast Guard. The U.S. Coast Guard is a military service and a branch of the U.S. Armed Forces at all times. It is a service in the Department of Homeland Security except when operating as part of the Navy on declaration of war or when the U.S. President directs. Major functions of the Coast Guard are to: (1) enforce or assist in the enforcement of all applicable Federal laws on, under, and over the high seas and waters subject to the jurisdiction of the United States; (2) engage in maritime air surveillance or interdiction to enforce or assist in the enforcement of the laws of the United States; (3) administer laws and promulgate and enforce regulations for the promotion of safety of life and property on and under the high seas and waters subject to the jurisdiction of the United States, covering all matters not specifically delegated by law to some other executive department; (4)
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develop, establish, maintain, and operate, with due regard to the requirements of national defense, aids to maritime navigation, icebreaking facilities, and rescue facilities for the promotion of safety on, under, and over the high seas and waters subject to the jurisdiction of the United States; (5) pursuant to international agreements, develop, establish, maintain, and operate icebreaking facilities on, under, and over waters other than the high seas and waters subject to the jurisdiction of the United States; (6) engage in oceanographic research of the high seas and in waters subject to the jurisdiction of the United States; and (7) maintain a state of readiness to function as a specialized service in the Navy in time of war, including the fulfillment of Maritime Defense Zone command responsibilities. Functions of the United States Air Force. The U.S. Air Force includes all military aviation forces, both combat and service, not otherwise specifically assigned, and is organized, trained, and equipped primarily for prompt and sustained air offensive and defensive operations. The Air Force is responsible for the preparation necessary for the effective prosecution of war except as otherwise assigned, and for the expansion of the peacetime components of the Air Force to meet the needs of war. The Air Force will provide the means for coordination of air defense among all services and will assist the Army and Navy in accomplishment of their missions, including the provision of common services and supplies as determined by proper authority. The specific functions of the Air Force are to organize, train, and equip air forces for: (1) air operations including joint operations; (2) gaining and maintaining general air supremacy; (3) establishing local air superiority where and as required; (4) the strategic force of the United States and strategic air reconnaissance; (5) airlift and support for airborne operations;
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(6) air support to land forces and naval forces, including support of occupation forces; (7) air transport for the U.S. Armed Forces, except as provided by the Navy; and (8) to develop weapons, tactics, technique, organization and equipment of Air Force combat and service elements, coordinating with the Army and Navy on all aspects of joint concern, including those which pertain to amphibious and airborne operations. Section 4C—Military Command Structure 4.6. Combined Commands Combined commands consist of forces from more than one allied nation. Since combined commands are binational or multinational, their missions and responsibilities (including command responsibilities) must establish, assign, and conform to binational and multinational agreements. Normally, a combined command operates under the terms of a treaty, alliance, or bilateral agreement between or among the nations concerned. Examples of multinational commands are: North American Aerospace Defense Command, Combined Forces Command Korea, and Allied Command Operations. 20 4.7. Unified Combatant Commands The U.S. President, assisted by the Chairman of the Joint Chiefs of Staff through the Secretary of Defense, establishes unified combatant commands for the performance of military missions. Unified combatant commands have a broad, continuing mission composed of forces from two or more military departments. All units assigned to a unified combatant command remain under the combatant command authority of the unified combatant command commander and the administrative control authority of the respective service component commander. The combatant commander deploys, directs, controls, and coordinates the action of the command’s forces; conducts joint training exercises; and controls certain support functions. Once assigned to a unified combatant command, a force cannot be transferred except by authority of the Secretary of Defense or under special procedures with approval of the U.S. President. Unified Command Plan. The Unified Command Plan is an unclassified, for official use only, executive branch document prepared by
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the Chairman of the Joint Chiefs of Staff that assigns missions; planning, training, and operational responsibilities; and geographic areas of responsibilities to combatant commands. The Unified Command Plan has a significant impact on how combatant commands are organized, trained, and resourced—areas over which Congress has constitutional authority. The plan is reviewed and updated every two years. 4.8. Combatant Command Organization There are currently 10 combatant commands, as shown in Figure 4.2. They are organized geographically or functionally. Geographic combatant commands operate in clearly delineated areas of responsibility and have a distinctive regional military focus. Geographic unified combatant commands include: U.S. Africa Command, U.S. Central Command, U.S. European Command, U.S. Northern Command, U.S. Indo-Pacific Command, and U.S. Southern Command. Functional combatant commands operate world-wide across geographic boundaries and provide unique capabilities to geographic combatant commands and the services. Functional unified combatant commands include: U.S. Special Operations Command, U.S. Strategic Command, U.S. Cyber Command, and U.S. Transportation Command. United States Africa Command. United States Africa Command (USAFRICOM) headquarters is located at Kelley Barracks, Stuttgart, Germany. USAFRICOM is responsible for military relations with African nations, the African Union, and African regional security organizations. It protects and defends the interests of the United States by strengthening the defense capabilities of African nations and, in cooperation with African governments, conducts military missions that increase security while deterring and defeating a variety of transnational threats. United States Central Command. United States Central Command (USCENTCOM) headquarters is located at MacDill Air Force Base, Florida. USCENTCOM is responsible for > Figure 4.2 . Combatant Commands .21 operations in 20 countries that fall in the “central” area of the globe, to include countries in the Middle East, parts of Northern Africa, and Central Asia. USCENTCOM utilizes national and international partnerships to build cooperation among nations, respond to crisis, deter
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and defeat threats, and support development that ultimately increases stability in the region. United States European Command. United States European Command (USEUCOM) headquarters is located at Patch Barracks, Stuttgart, Germany. USEUCOM works closely with countries in the North Atlantic Treaty Organization and other partner nations to address the security and defense needs of nations in Europe, parts of the Middle East, and Eurasia. USEUCOM coordinates with these nations to find cooperative solutions in peace and wartime alike, to plan training missions, provide humanitarian assistance, and develop strategies for promoting peace and stability in the region. United States Northern Command. United States Northern Command (USNORTHCOM) headquarters is located at Peterson Air Force Base, Colorado. USNORTHCOM operates in the area of responsibility encompassing the Continental United States, Alaska, Mexico, Canada, portions of the Caribbean, and surrounding waters. USNORTHCOM is primarily responsible for civil support and homeland security. The Commander of USNORTHCOM is designated as the Commander of U.S. Element, North American Aerospace Defense (NORAD) Command and Commander of NORAD Command when a United States officer fulfills that role. United States Pacific Command. United States Indo-Pacific Command (USINDOPACOM) headquarters is located at Camp H.M. Smith, Hawaii. USINDOPACOM oversees an area of responsibility stretching from the western shores of the United States to the western border of India, and from Antarctica to the Aleutian Islands, encompassing 36 diverse nations. USINDOPACOM and its partners work to promote the development of the region while cooperating to enhance security, deter aggression, respond with force when necessary, provide humanitarian assistance associated with illicit trafficking, and conduct multinational military exercises designed to strengthen partnerships while developing collective capabilities. United States Southern Command. United States Southern Command (USSOUTHCOM) headquarters is located at Miami, Florida. USSOUTHCOM oversees an area of responsibility encompassing 31 nations in Latin America south of Mexico, Central
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and South America, and the Caribbean Sea. USSOUTHCOM works to increase the security of the United States by engaging its partners to enhance the peacekeeping abilities of the region, promote human rights, deter illegal activities associated with illicit trafficking, and conduct multinational military exercises designed to strengthen partnerships while developing collective capabilities. United States Special Operations Command. United States Special Operations Command (USSOCOM) headquarters is located at MacDill Air Force Base, Florida. USSOCOM is responsible for planning and conducting special operations. It offers direct action in the form of short duration strikes and small-scale offensives, special reconnaissance, unconventional warfare, foreign internal defense, civil affairs operations, counterterrorism, psychological operations, information operations, counter-proliferation of weapons of mass destruction, security force 22 assistance, counterinsurgency operations, and any specific activities directed by the U.S. President or the Secretary of Defense. United States Strategic Command. United States Strategic Command (USSTRATCOM) headquarters is located at Offutt Air Force Base, Nebraska. USSTRATCOM conducts global operations in partnership with other combatant commands, services, and U.S. Government agencies, to deter and detect strategic attacks against the United States. USSTRATCOM is responsible for command of nuclear capabilities, space operations, global strike, joint electromagnetic spectrum operations, and global missile defense. United States Cyber Command. United States Cyber Command (USCYBERCOM) headquarters is located at Fort Meade, Maryland. USCYBERCOM is responsible for achieving and maintaining cyberspace superiority in alignment with the National Security Strategy and National Defense Strategy as a critical component of advancing national interests. United States Transportation Command. United States Transportation Command (USTRANSCOM) headquarters is located at Scott Air Force Base, Illinois. USTRANSCOM provides the Department of Defense with an aggregate of transportation capabilities and assets. Together with commercial partnerships, USTRANSCOM enables a diverse array of joint mobility. 4.9. Air Force Service Component to a Combatant Commander In compliance with Title
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10 United States Code, Armed Forces , and the Unified Command Plan, the Secretary of the Air Force, in accordance with direction of the Secretary of Defense, selects and assigns Air Force Forces to Air Force Service Component Commands, commanded by a Commander, Air Force Forces (COMAFFOR). The COMAFFOR is under the operational branch authority (also called operational control or OPCON) of the combatant commander to whom he or she is assigned, and under the administrative branch authority (also called administrative control or ADCON) of the Secretary of the Air Force. Further details can be found in AFI 38-101, Air Force Organization . Section 4D—Air Force Total Force 4.10. One Team The Air Force Total Force is one team - the U.S. Air Force. It is comprised of military and civilian members (including contractors), serving within three components: the Regular Air Force, Air Force Reserve, and Air National Guard. Each component brings unique talents and capabilities that must be integrated to perform the Air Force mission. Elevated requirements and the demands of recurring deployments of the Air National Guard and Air Force Reserve over the past few decades have transformed a traditionally strategic Reserve Force into a force that provides operational capability, strategic depth, and surge capacity. Airpower cannot be applied efficiently and effectively without the contributions of each component working together. Regular Air Force, Reserve, and Guard Airmen have deployed and fought as one team for decades, and are nearly indistinguishable on the battlefield. Additionally, civilian Airmen work side by side daily with their military counterparts, and are critical to mission success. Civilian employees provide invaluable experience, continuity, and leadership in all mission sets, and contribute a viewpoint that expands the Air Force perspective and enhances our capability to solve problems, 23 adapt to new challenges, and achieve mission
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success. Leveraging the strength of the Total Force maximizes the use and synergy of agile Airmen and resources. Organizations designed under Total Force integration share equipment, facilities, and resources to carry out a common mission. Under a classic association, the Regular Component is the host unit, retaining weapon system responsibility, while sharing the mission with a Reserve or Guard tenant unit. Under an active association, the Reserve or Guard unit is host, with a Regular Component tenant. Integrating with the Regular Component in this way yields numerous synergistic benefits to the Air Force’s strength, including an improved ability to respond with surge capacity at a moment’s notice. 4.11. Air Reserve Component The Air National Guard and Air Force Reserve form a significant part of our aerospace capability as the Air Reserve Component. Forces are drawn from the Air Reserve Component when circumstances require the Regular Air Force to rapidly expand. Air Reserve Components are staffed and trained to meet the same training standards and readiness levels as Regular Air Force Component Forces and are supplied with the same equipment on an equal priority. The Regular Air Force can only withdraw, divert, or reassign equipment for other commitments with the Secretary of Defense’s written approval. To ensure responsiveness and combat readiness, Air Reserve Components are continuously evaluated and modernized. Air Reserve Component units are sometimes separated to take advantage of state or regional demographics and are not centralized at major, multi-squadron bases, as is the case with Regular Air Force resources. This exception is beneficial because it implements a strong relationship with the civilian community and builds public support for the Air Force as a whole. Command of non-mobilized Air Force Reserve units is exercised through the Commander, Air Force Reserve Command, who, in turn, is responsible to the Chief of
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Staff of the Air Force. Command of non-mobilized Air Force Reserve individual mobilization augmentees is exercised concurrently through Air Force Reserve Command and the unit of attachment. Whenever the U.S. President authorizes mobilization, the Secretary of Defense delegates authority to the services. In that case, the Air Force would be authorized to call Air National Guard and Air Force Reserve Forces to Regular Air Force status. When activated, operational command of Air Reserve Components transfers to the gaining commander, who is also responsible for establishing training resources for all assigned or attached Air Reserve Components. Note: The seven Reserve Components of the U.S. Armed Forces are: Army National Guard, Army Reserve, Navy Reserve, Marine Corps Reserve, Air National Guard, Air Force Reserve, and Coast Guard Reserve. Air National Guard. The National Guard Bureau is a joint activity of the Department of Defense, located in the Pentagon. As one of the Reserve Components of the U.S. Armed Forces, the Air National Guard is often called upon to augment the Regular Air Force Components in the performance of their missions. The Air National Guard has more than 105,000 officers and enlisted members who serve in 90 flying units and 579 mission support units. The primary sources of full-time support for Air National Guard units are the dual-status military technicians. These personnel perform day-to-day organization, administration, recruitment, instruction, training, and maintenance support for the unit. By law, dual-status military technicians are civil service 24 employees of the federal government who must be military members of the unit that employs them. Technicians train with the unit and are mobilized with the unit when federalized. Dual Federal and State Mission. The Air National Guard’s dual federal and state mission, a provision of the U.S. Constitution, results in each Guardsman holding membership in the National Guard
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of his or her state and in the U.S. National Guard. The Air National Guard's federal mission is to maintain well-trained, well-equipped units available for prompt mobilization during war, and provide assistance during national emergencies, such as natural disasters or civil disturbances. During peacetime, the combat-ready units and support units are assigned to most major commands to carry out missions compatible with training, mobilization readiness, humanitarian, and contingency operations. When Air National Guard units are not mobilized or under federal control, command jurisdiction for these units is vested in the governor of the state, commonwealth, or possession. As the Governor of the District of Columbia, the U.S. President has command jurisdiction over Air National Guard units. The U.S. President delegates this authority to the Secretary of the Army as Governor of the District of Columbia. Each of the 54 National Guard organizations is supervised by the adjutant general of the state or territory. Under state law, the Air National Guard provides protection of life and property, and preserves peace, order, and public safety. These missions are accomplished through emergency relief support during natural disasters; search and rescue operations; support to civil defense authorities; maintenance of vital public services; and counterdrug operations. For more information on the Air National Guard, go to: . Air Force Reserve. The Chief of Air Force Reserve, Headquarters Air Force, Pentagon, serves as the principal advisor on reserve matters to the Secretary of the Air Force and Chief of Staff of the Air Force. The Chief of Air Force Reserve is also dual-hatted as the Commander of Air Force Reserve Command. The Air Force Reserve consists of officers, enlisted, and civil servants who are tasked, by law, to fill the needs of the U.S. Armed Forces whenever more units and people are required than are
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available within the Regular Air Force. More than 860,000 people make up the Ready, Standby, and Retired Reserve. This includes nearly 70,000 Selected Reservists who are “ready-now” for participating in every job specialty and on the front lines of daily military operations around the globe. The Air Force Reserve is a combat-ready force, stationed at over 60 locations throughout the United States, and serving globally for every combatant command in air, space, and cyberspace. Today and in recent years, Reservists have supported every Air Force core function and every combatant commander around the world. Air Force Reservists safeguard nuclear weapons and guide global positioning satellites. Reservists fly remotely piloted aircraft in combat half a world away, track hurricanes out at sea, and bring medical supplies and food into disaster areas to save lives. Spanning six and a half decades, with the last two decades of continuous combat, the Air Force Reserve has fulfilled the legacy of early air pioneers and exceeded the potential seen by the visionaries who created it. For more information on the Air Force Reserve, go to: . 4.12. Civil Air Patrol / United States Air Force Auxiliary The Civil Air Patrol (CAP) is a congressionally chartered, non-profit corporation for the public good that may be utilized as a Civilian Volunteer Auxiliary of the Air Force. The Secretary of the 25 Air Force can employ the services of CAP in lieu of, or to supplement, Air Force resources to fulfill the non-combat programs and missions of the Air Force. As a Total Force partner, when approved and assigned by the Air Force, CAP conducts missions as Airmen of the U.S. Air Force Auxiliary, aligned under Air Combat Command for fiscal and operational oversight and utilization. CAP has over 55,000 senior member and cadet volunteers, maintains a
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fleet of over 500 aircraft and over 900 vehicles, maintains multiple nationwide communications capabilities, and maintains a state-of-the-art cell phone forensics cell. Three primary programs managed by CAP involve emergency services and civil support, aerospace education, and cadet programs. The emergency services and civil support programs maintain the ability to meet Air Force requirements to assist federal, state, local, and non-governmental organizations during routine and emergency situations in support of homeland security operations, consequence management, and search and rescue. Aerospace education provides materials for both senior and cadet members, as well as the general public. The cadet program is designed to motivate American youth to become responsible citizens through aviation-centered activities. CAP is organized into eight geographic regions led by regional commanders, and 52 state-level wings, to include the District of Columbia, and Puerto Rico / U.S. Virgin Islands. Approximately 1,500 total individual units comprise the lower-level echelons within the state-level wings. Note: The four civilian auxiliaries of the U.S. Armed Forces are: Civil Air Patrol, Coast Guard Auxiliary, Merchant Marine, and Military Auxiliary Radio System. 4.13. Air Force Junior Reserve Officer Training Corps The Air Force Junior Reserve Officer Training Corps (AFJROTC) mission is to develop citizens of character dedicated to serving the Nation and community. The AFJROTC program is a Title 10 United States Code, Armed Forces , mandated citizenship training program open to 9th-12th grade students that provides leadership training and an aerospace science program for high school students to explore the historic and scientific aspects of aerospace technology and teaches self-reliance, self-discipline, and other characteristics found in good leaders. These objectives are achieved through classroom education and instruction in air and space fundamentals and hands-on learning opportunities in a number of fun and challenging extra-curricular activities. Secondary school students who enroll in the AFJROTC program are
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offered a wide variety of curricular and extra-curricular activities. The AFJROTC staff includes 31 headquarters’ personnel and more than 1,900 retired Air Force officer and enlisted military instructors. There are 870 AFJROTC units with nearly 120,000 cadets in high schools across the United States and selected Department of Defense dependent schools in Europe and the Pacific, as well as public schools in Puerto Rico and Guam. The program is not a recruiting tool for the military services as students who participate in AFJROTC do not incur any obligation to the Air Force. Section 4E—Air Force Structure 4.14. Department of the United States Air Force Title 10 United States Code, Armed Forces , provides specified duties, responsibilities, and legal obligations of the Department of the Air Force. The Air Force’s mission is to fly, fight, and win …in air, space , and cyberspace . The Department of the Air Force is comprised of Headquarters Air 26 Force and field units. It is responsible for preparing the air, space and cyber forces necessary for the effective prosecution of war and military operations short of war for the expansion of the peacetime components of the Air Force to meet the needs of war. Headquarters Air Force consists of two major entities: the Secretariat (including the Secretary of the Air Force and the Secretary’s principal staff) and the Air Staff (headed by the Chief of Staff of the Air Force). Field units are the component organizations within the Air Force. Air Force Distinctive Capabilities. To achieve strategic, operational, and tactical objectives unhindered by time, distance, and geography, the Air Force employs six distinctive capabilities: Air and Space Superiority, Global Attack, Rapid Global Mobility, Precision Engagement, Information Superiority, and Agile Combat Support. Air Force Primary Functions. In addition to general and specific functions of the
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military branches outlined in the Key West Agreement, there are also primary functions of the branches. The primary functions of the Air Force include, but are not limited to organizing, training, equipping, and providing forces for prompt and sustained combat operations in the air and space; strategic air and missile warfare; joint amphibious, space, and airborne operations; close air support and air logistic support to the other branches of service; operating air and space lines of communication; support and conduct of psychological operations; and equipment, forces, procedures, and doctrine necessary for effective electronic warfare operations. As stated in AFI 1-1, Air Force Standards , the Air Force will be a trusted and reliable joint partner with our sister services known for integrity in all activities, including supporting the joint mission first and foremost. We will provide compelling air, space, and cyber capabilities for use by the combatant commanders. We will excel as stewards of all Air Force resources in service to the American people, while providing precise and reliable Global Vigilance, Global Reach , and Global Power for the Nation. Secretary of the Air Force. The Secretary of the Air Force (SecAF) is a civilian appointed by the U.S. President, by and with the advice and consent of the Senate. The SecAF is the head of the Department of the Air Force and is subject to the authority, control, and direction of the Secretary of Defense. Responsibilities of the SecAF include recruiting, organizing, supplying, equipping (including research and development), training, servicing, mobilizing, demobilizing, and administering personnel (morale and welfare programs); maintaining, constructing, outfitting, and repairing military equipment; constructing, maintaining, and repairing buildings, structures, and utilities; and acquiring real property and interests in real property. 4.15. Levels of Command and Responsibility Chief of Staff, United States Air Force. The Chief of
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Staff of the Air Force (CSAF) is an Air Force General Officer appointed for four years by the U.S. President, by and with the advice and consent of the Senate. The CSAF is subject to the authority, direction, and control of the Secretary of the Air Force, and presides over the Air Staff. The CSAF acts as an agent in carrying out recommendations or plans by the Secretary, and exercises supervision consistent with the authority assigned to commanders of unified or specified combatant commands and organizations of the Air Force. As a member of the Joint Chiefs of Staff, the CSAF informs the Secretary of the Air Force regarding military advice rendered by the Joint Chiefs of Staff on matters affecting the Department of the Air Force to the extent that such action does not impair the independence or performance of required duties as a member of the Joint Chiefs of Staff. 27 Air Staff. The function of the Air Staff is to assist the Secretary of the Air Force in carrying out his or her responsibilities. The Air Staff is composed of the Chief of Staff, Vice Chief of Staff, Deputy Chiefs of Staff, Assistant Chiefs of Staff, Surgeon General of the Air Force, The Judge Advocate General of the Air Force, Chief of the Air Force Reserve, and other Air Force and civilian employees in the Department of the Air Force assigned or detailed to the Air Staff. Responsibilities are organized based on function and identified with office symbol codes. The Air Force office symbol codes are provided here. A1 – Manpower, Personnel, and Services A2 – Intelligence, Surveillance, and Reconnaissance A3 – Operations A4 – Logistics, Engineering, and Force Protection A5 – Plans and Requirements A6 – Communications A8 – Strategic Plans and Programs A9 – Studies,
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Analyses, Assessments, and Lessons Learned A10 – Strategic Deterrence and Nuclear Integration (as designated by Air Force) Field Operating Agencies. Field Operating Agencies (FOA) are Air Force subdivisions directly subordinate to a Headquarters Air Force functional manager. A FOA performs field activities beyond the scope of major commands. The activities are specialized or associated with an Air Force-wide mission and do not include functions performed in management headquarters (such as Headquarters Air Mobility Command), unless specifically directed by a Department of Defense authority. Two examples of FOAs are the Air Force Personnel Center and the Air Force Office of Special Investigations. Direct Reporting Units. Direct Reporting Units (DRU) are Air Force subdivisions directly subordinate to the Chief of Staff of the Air Force. A DRU performs a mission that does not fit into any of the major commands, but has many of the same administrative and organizational responsibilities. Two examples of DRUs are the Air Force District of Washington and the U.S. Air Force Academy. Note: The Air Force District of Washington (AFDW), headquartered at Joint Base Andrews, Maryland, is a DRU to Headquarters Air Force, reporting to the Chief of Staff of the Air Force. AFDW was reactivated in 2005 to address three broad objectives: align the Air Force command structure in the National Capital Region (NCR) and abroad; improve Air Force support to the Joint Force Headquarters-NCR (JFHQ-NCR); and designate a single voice for Air Force cross-service issues in the NCR. AFDW serves as the Air Force Service Component for coordination purposes to JFHQ-NCR and the supporting command to the Defense Health Agency National Capital Region Medical Directorate. When the JFHQ-NCR transitions to the Joint Task Force NCR (JTF-NCR), the 320th Air Expeditionary Wing (320 AEW) activates and becomes the Air Force Service Component of JTF-NCR. When activated,
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the Commander of AFDW is dual-hatted as the Commander, 320 AEW. Air Force Mission Directive 13 delineates missions and clarifies assigned duties applicable 28 to AFDW in both its worldwide Air Force role and its JTF-NCR Air Force Service Component role. Major Commands. Major commands (MAJCOM) are organized functionally in the United States and geographically overseas. A MAJCOM, as shown in Figure 4.3., represents a major Air Force subdivision having a specific portion of the Air Force mission. Each MAJCOM is directly subordinate to Headquarters Air Force. MAJCOMs are interrelated and complementary, providing offensive, defensive, and support elements. An operational command consists (in whole or in part) of strategic, tactical, space, or defense forces, or of flying forces that directly support such forces. A support command may provide supplies, weapon systems, support systems, operational support equipment, combat material, maintenance, surface transportation, education and training, special services, and other supported organizations. Within the Air Force MAJCOM structure, there are two specialized types of MAJCOMs: Lead MAJCOMs and Component MAJCOMs. Lead MAJCOM. A Lead MAJCOM is the type of MAJCOM that consolidates responsibilities for a particular function in a single MAJCOM, supporting the entire Air Force, as applicable. For example, Air Education and Training Command is the Lead MAJCOM for education and training for the Air Force. Component MAJCOM. A Component MAJCOM (C-MAJCOM) is the type of MAJCOM that is the U.S. Air Force Component to a unified combatant command. A C-MAJCOM is commanded by the Commander of Air Force Forces and includes supporting staff, one or more Component Numbered Air Forces (through which it presents its forces to the combatant commander), and all assigned and attached forces. The C-MAJCOM integrates, at the strategic level, component activities across all phases of conflict. An example of a C-MAJCOM is Pacific Air Forces, the
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U.S. Air Force Component to United States Pacific Command. For additional information on component relationships and roles, refer to AF Doctrine Volume 1, Command , AF Doctrine Annex 3-30, Command and Control , and AFI 38-101, Air Force Organization . Note: A MAJCOM can be both a Lead MAJCOM and a C-MAJCOM. Air Combat Command. Air Combat Command (ACC), was activated as a MAJCOM on 1 June 1992, and is headquartered at Joint Base Langley-Eustis, Virginia. ACC is the primary provider of air combat forces to America's warfighting commanders. ACC’s mission is to support global implementation of the national security strategy by operating fighter, bomber, reconnaissance, battle-management, and electronic-combat aircraft. It also provides command, control, communications, and intelligence systems, and conducts global information operations. ACC organizes, trains, equips, and maintains combat-ready forces for rapid deployment and employment while ensuring strategic air defense forces are ready to meet the challenges of peacetime air sovereignty and wartime air defense. Additionally, ACC develops strategy, doctrine, > Figure 4.3 . Major Commands .29 concepts, tactics, and procedures for airpower employment. The command provides conventional and information warfare forces to all unified commands to ensure air, space, and information superiority for warfighters and national decision-makers. The command can be called upon to assist national agencies with intelligence, surveillance, and crisis response capabilities. ACC also has responsibility for inland search and rescue operations in the 48 contiguous states. Overall, ACC operates more than 1,300 aircraft, 34 wings, 19 bases, and has more than 70 worldwide operating locations with 94,000 Total Force members. Air Mobility Command. Air Mobility Command (AMC) was activated as a MAJCOM on 1 June 1992, is headquartered at Scott Air Force Base, Illinois, and is the Air Force Component to U.S. Transportation Command. AMC’s mission is to provide global air mobility, the right
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effects, right place, right time. The command plays a crucial role in providing humanitarian support at home and around the world, and provides airlift and aerial refueling for all U.S. Armed Forces. Many special duty and operational support aircraft and stateside aeromedical evacuation missions are assigned to AMC. This rapid, flexible, and responsive force promotes stability in regions by keeping America’s capability and character highly visible. Overall, AMC has one Numbered Air Force, 17 wings, two airlift groups, and one air base group. AMC has nearly 133,700 Total Force members who make the command's rapid global mobility operations possible. Air Force Space Command. Air Force Space Command (AFSPC) was activated as a MAJCOM on 1 September 1982, is headquartered at Peterson Air Force Base, Colorado, and is one of two Air Force Components of U.S. Strategic Command. AFSPC’s mission is to provide resilient and cost-effective space and cyberspace capabilities for the Joint Force and the Nation. AFSPC organizes, equips, trains, and maintains mission-ready space and cyberspace forces and capabilities for North American Aerospace Defense Command, U.S. Strategic Command, and other combatant commands around the world. AFSPC spacelift operations provide services, facilities, and range safety control for the conduct of Department of Defense, National Aeronautics and Space Administration, and commercial launches. Through the command and control of all Department of Defense satellites, satellite operators provide force-multiplying effects through continuous global coverage, low vulnerability, and autonomous operations. Satellites provide essential in-theater secure communications, weather and navigational data for ground, air and fleet operations, and threat warning. Maintaining space superiority is an emerging capability required to protect space assets. New transformational space programs are continuously being researched and developed to enable AFSPC to stay on the leading-edge of technology. Collectively, AFSPC units are the warfighting organizations that establish, operate, maintain, and defend Air
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Force networks and conduct full-spectrum operations. Made up of cyberspace professionals, a diverse blend of career fields ensure the Air Force and Joint Force ability to conduct operations via cyberspace. Overall, more than 35,000 space and cyberspace professionals are assigned to AFSPC at 134 locations worldwide. More than 4,600 men and women conduct or support 24-hour cyberspace operations for 24th Air Force units. In addition, more than 10,000 Air National Guard and Air Force Reserve personnel directly support the AFSPC cyberspace mission. Pacific Air Forces. Pacific Air Forces (PACAF) was activated as a MAJCOM on 3 August 1944, is headquartered at Joint Base Pearl Harbor-Hickam, Hawaii, and is the Air Force Component of U.S. Pacific Command. PACAF’s mission is to deliver rapid and precise air, space, and cyberspace capabilities to protect and defend the United States, its territories, allies, and partners; provide 30 integrated air and missile warning and defense; promote interoperability throughout the area of responsibility; maintain strategic access and freedom of movement across all domains; and respond across the full spectrum of military contingencies to restore regional security. PACAF's area of responsibility is home to 60 percent of the world's population in 36 nations across 52 percent of the Earth's surface and 16 time zones, with more than 1,000 languages spoken. The unique location of the strategic triangle (Hawaii-Guam-Alaska) gives our Nation persistent presence and options to project airpower from sovereign territory. PACAF’s Airmen are postured to deploy at any given time in support of overseas contingency operations, many participating in non-traditional missions, such as convoy and detainee operations. Overall, PACAF has approximately 46,000 military and civilian personnel serving in nine strategic locations and numerous smaller facilities, primarily in Hawaii, Alaska, Japan, Guam, and the Republic of Korea. Approximately 320 fighter and attack aircraft are assigned to the
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command with approximately 100 additional deployed aircraft rotating on Guam. United States Air Forces in Europe & Air Forces Africa. United States Air Forces in Europe & Air Forces Africa (USAFE-AFAFRICA) was activated as a MAJCOM on 20 April 2012 and is headquartered at Ramstein Air Base, Germany. USAFE-AFAFRICA is a combined organization that provides two separate combatant commands. USAFE is the Air Force Service Component to U.S. European Command, and AFAFRICA is the Air Force Service Component to U.S. Africa Command. Both USAFE and AFAFRICA, which function together as a blended USAFE-AFAFRICA staff, are commanded by the same General Officer in two different billets. USAFE-AFAFRICA plans, conducts, controls, coordinates, and supports air and space operations in Europe, parts of Asia, and all of Africa with the exception of Egypt, to achieve United States and North Atlantic Treaty Organization objectives. As part of its mission, USAFE-AFAFRICA commands U.S. Air Force units maintaining combat-ready wings based from Great Britain to Turkey. USAFE-AFAFRICA directs air operations in a theater spanning three continents, covering more than 19 million square miles, containing 104 independent states, possessing more than a quarter of the world's population, and producing more than a quarter of the world's gross domestic product. Its role in Europe and Africa has expanded from war-fighting to humanitarian and peacekeeping operations, as well as other non-traditional contingencies throughout its area of responsibility. Overall, USAFE-AFAFRICA consists of one Numbered Air Force, seven main operating bases, and 114 geographically separated locations. More than 35,000 Total Force members are assigned to USAFE-AFAFRICA. Equipment assets include about 217 aircraft and a full complement of conventional weapons. Air Education and Training Command. Air Education and Training Command (AETC) was activated as a MAJCOM on 1 July 1993 and is headquartered at Joint Base San Antonio-Randolph, Texas. AETC’s mission is
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to recruit, train, and educate Airmen to deliver airpower for America. AETC develops America’s young men and women who have volunteered to serve their country, into Airmen, motivating them to embrace the Air Force culture by teaching (by our example) the core values of Integrity First , Service Before Self , and Excellence In All We Do . AETC’s training mission makes it the first command to touch the lives of nearly every Air Force member. Over the years, more than 25 million students have graduated from AETC. Overall, AETC includes Air Force Recruiting Service, two Numbered Air Forces and the Air University. AETC operates 12 major installations and supports tenant units on numerous bases across the globe. 31 Air Force Materiel Command. Air Force Material Command (AFMC) was activated as a MAJCOM on 1 July 1992 and is headquartered at Wright-Patterson Air Force Base, Ohio. AFMC’s mission is to equip the Air Force for world-dominant airpower. AFMC delivers war-winning expeditionary capabilities to the warfighter through development and transition of technology, professional acquisition management, exacting test and evaluation, and world-class sustainment of all Air Force weapon systems. AFMC fulfills its mission of equipping the Air Force with the best weapon systems through the Air Force Research Laboratory and several unique centers which are responsible for the “cradle-to-grave” oversight for aircraft, electronic systems, missiles, and munitions. AFMC employs a highly professional and skilled command work force of some 80,000 Total Force members. Air Force Special Operations Command. Air Force Special Operations Command (AFSOC) was activated as a MAJCOM on 22 May 1990, is headquartered at Hurlburt Field, Florida, and is the Air Force Component of U.S. Special Operations Command. AFSOC’s mission is to provide our Nation’s specialized airpower, capable across the spectrum of conflict…any place, anytime, anywhere. AFSOC provides highly trained,
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rapidly deployable Airmen for global special operations missions ranging from precision application of firepower to infiltration, exfiltration, resupply, and refueling of operational elements for worldwide deployment and assignment to regional unified commands. The command's core missions include battlefield air operations; agile combat support; aviation foreign internal defense; information operations/military information support operations; precision strike; specialized air mobility; command and control; and intelligence, surveillance, and reconnaissance. AFSOC’s priorities are to ensure readiness to execute global special operations today, transform our force and fleet to maintain relevance tomorrow, and invest in the resiliency of our force, family, and relationships always. The Air Force Special Operations Air Warfare Center, headquartered at Hurlburt Field, Florida, organizes, trains, educates, and equips forces to conduct special operations missions; leads MAJCOM irregular warfare activities; executes special operations test and evaluation and lessons learned programs; and develops doctrine, tactics, techniques, and procedures for Air Force special operations missions. AFSOC’s special tactics squadrons combine combat controllers, special operations weathermen, pararescuemen, and tactical air control party specialists with other services to form versatile joint special operations teams. AFSOC has more than 19,500 Total Force members assigned, and operates multiple fixed-wing and rotary-wing assets. Air Force Global Strike Command. Air Force Global Strike Command (AFGSC) was activated as a MAJCOM on 7 August 2009, is headquartered at Barksdale Air Force Base, Louisiana, and is one of two Air Force Service Components of U.S. Strategic Command. AFGSC’s mission is to provide strategic deterrence, global strike, and combat support…anytime, anywhere. AFGSC is responsible for the Nation's three intercontinental ballistic missile wings, the Air Force’s entire bomber force, the Long Range Strike Bomber Program, and operational and maintenance support to organizations within the nuclear enterprise. AFGSC is the guardian of the most powerful weapons on the planet, and is the force provider for two
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legs of the nuclear triad. AFGSC’s intercontinental ballistic missile force is postured around the clock to answer the U.S. President’s call, just as it has been for over 50 years. AFGSC’s bomber fleet remains prepared and equipped for nuclear deterrence and conventional global strike. Approximately 31,000 professionals are assigned to two Numbered Air Forces, nine wings, two geographically-separated squadrons, one detachment in the Continental United States, and deployed around the globe. Air Force Reserve Command . Air Force Reserve Command (AFRC) was activated as a 32 MAJCOM on 17 February 1997, and is headquartered at Robins Air Force Base, Georgia. AFRC’s mission is to provide combat-ready forces to fly, fight, and win . AFRC provides the U.S. Air Force approximately 14 percent of the Total Force for about 4 percent of the manpower budget. Capabilities include nuclear deterrence operations; air, space, and cyberspace superiority; command and control; global integrated intelligence surveillance reconnaissance; global precision attack; special operations; rapid global mobility; and personnel recovery. AFRC also perform space operations, aircraft flight testing, aerial port operations, civil engineering, security forces, military training, communications, mobility support, transportation, and services missions. The commander of AFRC is responsible for organizing, training, and equipping all Air Force Reserve units. Overall, AFRC is composed of three Numbered Air Forces, a Force Generation Center, the Air Reserve Personnel Center, 37 wings, 8 independent groups, various mission support units, and additional miscellaneous locations and ranges. AFRC has nearly 77,000 Total Force members assigned to accomplish the demands of its diverse mission. 4.16. Subordinate Levels of Command and Responsibility Below MAJCOMs are several structured subordinate levels of command, each with an established purpose and assigned responsibilities to be carried out respectively, as briefly described here. For additional details on Air Force levels of command, refer to AFI 38-101, Air Force
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Organization . Numbered Air Force. The Numbered Air Force (NAF) is an administrative level of command directly under a MAJCOM. NAFs provide intermediate level operational leadership and supervision. They do not have complete functional staffs. In non-component NAFs, the number of personnel assigned varies but should not exceed 99 manpower authorizations without an approved waiver. A NAF is assigned subordinate units, such as wings, groups, and squadrons. Air Force Component Numbered/Named Air Forces. A Component NAF (C-NAF), nicknamed as warfighting headquarters, is structured to perform an operational and warfighting mission in support of a Joint Force Commander. The 10 Air Force C-NAFs are the primary operational-level warfighting component commands. The C-NAF headquarters normally consists of an Air Force Forces staff and an assigned air and space operations center or operations center. They are dedicated to supporting the unified combatant commander and subordinate Joint Force Commanders across the full range of military operations. The C-NAF commander, assigned as the Commander of Air Force Forces to a geographic combatant command, will normally also be designated as the theater Joint Force Air Component Commander. A C-NAF commander may also be designated by the component commander to command a joint task force, as required. Wing. The wing is a level of command below the Numbered Air Force and has a distinct mission with significant scope. A wing is responsible for maintaining the installation and may have several squadrons in more than one dependent group. Wings will have a minimum adjusted population of at least 1,000 (750 for Air National Guard and Air Force Reserve Command), to include manpower authorizations, students, and a percentage of contractor workforces. The different types of wings are operational, air base, or specialized mission. Operational Wing. An operational wing is one that has an operations group and related operational mission
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activity assigned. When an operational wing performs the primary mission of the base, it usually maintains and operates the base. In addition, an operational wing is capable of self-support in functional areas, such as maintenance and munitions, as needed. When an operational wing is a tenant unit, the host command typically provides base and logistics support. 33 Air Base Wing. An air base wing performs a support function rather than an operational mission. This type of wing maintains and operates a base. An air base wing often provides functional support to a MAJCOM headquarters. Specialized Mission Wing. A specialized mission wing performs a specialized mission and usually does not have aircraft or missiles assigned. Examples include intelligence wings, training wings, and so on. This wing is either a host or a tenant wing, depending on if it maintains and operates the base. Group. A group is a level of command below the wing. Like the Numbered Air Force, a group is a tactical echelon with minimal staff support. A group usually has two or more subordinate units. A dependent group is a mission, logistics, support, medical, or large functional unit, such as a civil engineer group. Dependent groups may possess small supporting staff elements that are organized as sections, such as standardization and evaluation or quality control. An independent group has the same functions and responsibilities as a like-type wing, but its scope and size do not warrant wing-level designation. Groups will have a minimum adjusted population of at least 400 (200 for Air National Guard and Air Force Reserve Command), to include manpower authorizations, students, and a percentage of contractor workforces. Squadron. A squadron is the basic unit, the nuclei, and the basic building block of the Air Force. The different types of squadrons are either mission units, such
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as operational flying squadrons, or functional units, such as civil engineering, security forces, or logistics readiness squadrons. Squadrons vary in size according to responsibility, and should be organized and resourced to allow Airmen to focus on the Air Force mission. Squadrons will have a minimum adjusted population of at least 35 and can range up to several hundred personnel, which includes manpower authorizations, students, and a percentage of contractor workforces. Flight. If internal subdivision within a squadron is required, numbered/named, alpha, or functional flights may be established. Flights typically consist of 12 to 100 people. A numbered or named flight primarily incorporates smaller elements into an organized unit. The administrative characteristics for a numbered or named flight include, strength reporting, like those of a squadron. Alpha flights are part of a squadron (usually a mission squadron) and are composed of several elements that perform identical missions. Functional flights are usually part of a squadron and are composed of elements that perform specific missions. Element. Elements are subdivisions of flights. Typically, flights are broken into three or four evenly distributed elements, when necessary. 34 Chapter 6 TRAINING AND EDUCATION # Chapter 6 TRAINING AND EDATION Section 6A—Force Development 6.1. Enlisted Force Development Enlisted force development is a life-cycle approach to developing innovative Airmen prepared to accomplish the Air Force mission and lead in a rapidly evolving global environment while aiming to meet both personal and professional needs. Deliberate development is essential throughout an Airman’s career and is satisfied through education on institutional competencies, training on functional competencies, seeking a varied array of experiential opportunities, and utilizing additional force developmental tools for continued growth. As developing Airmen, it is essential to take full advantage of the abundant opportunities and resources that exist both functionally and institutionally. What is imperative from an enterprise
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perspective, is looking at how Airmen progress through their careers to eventually take on operational and strategic leadership positions. Enlisted Development Teams. Enlisted development teams are designed to leverage the development of qualified Airmen with the leadership capacity and acculturation necessary to support current and projected mission requirements. Career field managers use enlisted development teams to perform progression and succession planning to place Airmen in key leadership and developmental positions based on defined education, training, experience, and performance requirements. Placing the right people in the right place at the right time is imperative. Enlisted Force Development Panel. The Enlisted Force Development Panel is responsible for guiding enlisted force development initiatives. The panel is charged with reviewing, evaluating, and making recommendations to senior Air Force leaders regarding education, training, and experiences impacting enlisted development. Panel members include command chief master sergeants, career field managers, as well as representatives from Air Education Training Command, Air Force Personnel Center, and Headquarters Air Force. Air Force Senior Enlisted Leadership Council. The Air Force Senior Enlisted Leadership Council is responsible for addressing deliberate development initiatives for Airmen with regard to opportunities for enhanced performance. The council is comprised of chief master sergeants serving in strategic/joint/combined commands, major command command chiefs, other senior enlisted leader, and selected advisors. Efforts of the council aim to elevate the caliber and performance of enlisted Airmen, develop solutions to the highest priority issues and opportunities for Airmen and families, counsel and advise the Secretary of the Air Force, the Chief of Staff of the Air Force, and senior Air Force commanders and leaders. Air Force Enlisted Council. The Air Force Enlisted Council is comprised of the current 12 Outstanding Airmen of the Year. With mentorship and oversight of the Air Force Senior Enlisted Leadership Council, the Air Force Enlisted Council
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serves as enlisted ambassadors for Air Force enlisted recruiting and retention efforts. The council also actively engages with the Air Force Association, enlisted professional military education, and various enlisted Air Force organizations. MyVECTOR. MyVECTOR is a Total Force, experience tracking, enterprise solution, that supports Air Force development priorities. MyVECTOR is a web-based career planning and force development tool that allows individuals greater transparency into their development and career 35 management. In addition to being the enterprise information technology tool used to support career field managers and development teams, MyVECTOR also offers robust mentoring capabilities. The modern online platform offers configuration, supporting not only the traditional by-name method of requesting a mentor, but also providing a mentor-matching capability based on weighted characteristics identified by Airmen searching for a mentor. MyVECTOR offers a real-time mentoring plan, discussion forums, a bullet tracker to document accomplishments, and the ability to dialogue on-line with a mentor. Talent Management. Our Air Force culture should attract the right Airmen, professionals ready to represent the world’s greatest Air Force. Talent management begins with recruiting and is continued through training and education, where it is cultivated. The Air Force’s ability to continue to respond faster than our adversaries relies on the flexibility and adaptability of our Airmen. Not only do we want to be innovators, our Nation depends on it. The way we manage talent directly impacts the way we fight and win wars. The system that is designed to manage people must be as inclusive and agile as we expect our Airmen to be. Competitive Edge. The Air Force as an institution recognizes the importance of an innovative, inclusive, and agile work environment for maintaining a competitive edge and being considered an employer of choice for our Nation’s best and brightest talent. Training and education is steadily growing
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more aligned with capitalizing on talents of those within the Air Force. Air Force programs are designed to develop, manage, and execute realistic and flexible training and education to produce a highly skilled, motivated force that is capable of carrying out all tasks and functions in support of the Air Force mission. Innovative Airmen power the force. To keep pace, we must continuously modernize our education and training to be relevant and responsive. The unpredictable landscape we operate in requires the Air Force to continue to revisit, improve, and evolve our personnel management processes to ensure we retain our talented Airmen. While some initiatives are force-wide and others are more targeted, they all have the same objective - to increase our competitive position for top talent. 6.2. Core Competencies Core competencies are about big picture concepts that the Air Force does, or is expected to do or know, all of the time. Being competent means that a person or organization has the necessary abilities or qualities to perform or function successfully. Core competencies are a key set of abilities or qualities at the heart of the organization’s reason for being. For the Air Force, core competencies are those special abilities and qualities we collectively possess that enable us to function successfully and create airpower effects. Some core competencies are unique to the Air Force and distinguish us from our sister services, while other core competencies are aligned across the branches of service. Occupational Competencies. Occupational competencies are required of all Airmen within a specific workforce category or specialty. Occupational competencies describe technical/functional skills, knowledge, abilities, behaviors, and other characteristics needed to perform that function’s mission successfully. Institutional Competencies. Institutional competencies prepare Airmen to operate successfully across the widest array of Air Force tasks and requirements, and to adapt in a
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constantly changing operational environment. They are broadly applicable and span all occupations, functions, and organizational levels, placing institutional responsibilities into a context of how individuals should 36 be developed and form the framework for force development in the Air Force. Institutional competencies are observable, measurable patterns of knowledge, skills, abilities, and behaviors needed to perform institutional or occupational functions. The institutional competencies are enduring and encompass leadership attributes the Air Force believes are critical to mission success. 6.3. Occupational Analysis Program The Air Education and Training Command, Studies and Analysis Squadron, Occupational Analysis Section houses the Air Force Occupational Analysis Program, governed by AFI 36-2623, Occupational Analysis . The purpose of the program is to equip senior leaders and managers of Air Force personnel and education and training programs with objective, fact-based information about Air Force occupations and civilian occupational series. The role of occupational analysis is to conduct occupational studies, develop survey instruments, analyze data collected, and provide actionable Air Force specialty information. As noted in AFPD 36-26, Total Force Development , the Occupational Analysis Program is the singularly unique Air Force entity which collects, analyzes, and reports the job/occupational performance factors which are defined, measured, and applied within instructional system development. Consequently, the Occupational Analysis Program is integral to providing an objective and factual orientation for three force development tenets inherent force development: training, utilization, and promotions. Training - Capabilities-based training is used to identify knowledge needed and specific tasks necessitating training to meet job performance requirements. Utilization - Personnel classification and utilization is used to identify tasks performed at each career stage and to validate occupational structures. Promotions - Promotion testing is used to identify operationally relevant content for test development and promoting and retaining the best Airmen. Occupational Analysis Process. Occupational Analysis conducts occupational studies on
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enlisted Air Force specialties on a periodic basis, typically a three- to four-year cycle, and upon request if out of cycle. Special studies, such as officer Air Force specialties and civilian occupational series, are also conducted upon request. Career field leaders and subject matter experts are key to the process in developing the content of occupational survey instruments. Occupational surveys are administered to all eligible personnel in the targeted specialty or civilian occupational series through direct e-mail (AFNet). Occupational Analysis Data. Occupational survey results are provided in occupational analysis reports that include information on the duties and responsibilities performed by career field members in the form of task statements and duty areas throughout each stage of their career. Decision-makers associated with training programs use the data obtained to establish, validate, adjust, or maintain training relative to Air Force specialties and skill-levels, and to support decisions on what type of training is needed, who needs the training, and to what depth the training should be taught. All career field members have pivotal roles with the constructive outcomes of occupational studies. Airmen of a career field being surveyed must devote the necessary time and commitment in completing their assigned occupational surveys. The data collected from each survey participant 37 translates into operationally relevant training programs for their Air Force specialty, and fair and reliable promotion tests for their career field under Weighted Airman Promotion System. Occupational analysis serves as an external evaluation mechanism for Air Force education and training programs. Occupational analysis data is used during specialty training requirements, team sessions, and utilization and training workshops to evaluate training requirements for relevancy and efficacy, and to determine if modifications are warranted to their Career Field Education and Training Plans; Career Development Course content; and the Air Force specialty descriptions of duties, responsibilities,
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and qualifications. To view career field information and gain valuable insights into the duties and responsibilities of career fields across the Air Force, visit the Occupational Analysis website: . Additional information provided on the website includes job satisfaction information, work-life balance data, and the rationale behind why Airmen are reenlisting or separating from the Air Force. Section 6B—Training Responsibilities 6.4. Training Opportunities Well-trained workers mean higher production, positive morale, greater profits, and higher wages. The demand for training costs the Air Force millions of dollars annually, and for good reason. To accomplish the mission, whether that means sending satellites into orbit, planes in the air, reports to higher headquarters, or vehicles on the road, training is a must. Training is something every Airman needs throughout their career, from basic military training, to technical training, to advanced skill level training, and beyond. 6.5. Basic Military Training All enlisted Airmen are trained in the fundamental skills necessary to be successful in the Air Force. These skills include basic combat skills, field training exercises, weapons training, military discipline, physical fitness, drill and ceremonies, dormitory inspections, history and heritage, core values, and a comprehensive range of subjects relating to Air Force life, such as financial management, family issues, and alcohol/substance abuse. More than seven million young men and women have entered Air Force basic military training. Basic military training begins with the receiving phase (zero week) and ends with graduation. Military training instructors are responsible for most of the training that takes place, and they accompany trainees throughout the training process. Following graduation, all Airmen proceed to the appropriate technical training school or their first duty assignment. Technical training typically lasts anywhere from one month to two years, depending on the Airman’s assigned Air Force Specialty Code (AFSC). 6.6. On-the-Job Training The Air
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Force on-the-job training (OJT) provides personnel the opportunity to attain knowledge and skill qualifications required to perform duties in their specialty. Effective training, knowledge, proficiency, and experience are integral parts of a unit’s mission that will ultimately lead to a successful career and contribute to a solid national defense. An effective OJT program requires commander and supervisory involvement at all levels. While the supervisor’s primary responsibility is to plan OJT that outlines specific short-term, mission-related goals for the trainee, overall success depends on the supervisor’s ability to advise and actively assist Airmen in reaching their long-range career objectives. The Air Force OJT program consists of three components: job 38 knowledge, job proficiency, and job experience. Job Knowledge. Job knowledge is satisfied through a planned program of study involving Career Development Courses (CDC) or technical references listed in the Career Field Education and Training Plan (CFETP) or identified by the supervisor. Job Proficiency. Job proficiency is hands-on training provided on the job, allowing the trainee to gain proficiency in tasks performed in the work center. Job Experience. Job experience is gained during and after upgrade training to build confidence and competence. 6.7. Upgrade Training Upgrade training leads to award of higher skill levels and is designed to increase skills and abilities. AFSC upgrade training requirements for award of 3-, 5-, 7-, and 9-skill levels are outlined in AFI 36-2101, Classifying Military Personnel (Officer and Enlisted), and the applicable CFETP. Apprentice. Airmen must complete an initial skills course for award of the 3-skill level. Retraining into an AFSC may be accomplished via OJT training alone, only when specified in the retraining instructions and as approved by the career field manager or the career field functional manager (Air Reserve Component). Personnel retraining via OJT may be awarded a 3-skill level when they complete
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knowledge training on all tasks taught in the initial skills course and other tasks and mandatory requirements. Journeyman. Airmen must complete mandatory CDCs, if available, and applicable mandatory core tasks identified in the CFETP. Award of the 5-skill level also requires completion of all mandatory requirements listed in the Air Force Enlisted Classification Directory (AFECD). Additionally, the member must be recommended by the supervisor and approved by the commander. Individuals in retraining status (Training Status Code F) are subject to the same training requirements. Craftsman. To be a craftsman, the member must be at least a Staff Sergeant; complete mandatory CDCs, if available, and complete applicable mandatory core tasks identified in the CFETP. Award of the 7-skill level also requires completion of a 7-skill level craftsman course (if career field requires it) and mandatory requirements listed in the AFECD. Additionally, the member must be recommended by the supervisor and approved by the commander. Individuals in retraining status (Training Status Code G) are subject to the same training requirements. Superintendent. For award of the 9-skill level, the member must be at least a Senior Master Sergeant, meet mandatory requirements listed in the AFECD, be recommended by the supervisor, and be approved by the commander. 6.8. Unit Training Management The unit training program is designed to ensure all Airmen receive quality, standardized, comprehensive training. The trainee is the focal point of the training program, while at the forefront, unit training managers and supervisors work together to plan, conduct, and evaluate the trainees’ efforts to become qualified to perform in their Air Force specialty. The success and quality of training greatly depends on the trainee’s active participation and understanding of the training program, as well as the relationship between the supervisor, trainer, and trainee. Basic requirements of the unit training program state that
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newly assigned personnel will be interviewed 39 within 30 days (60 days for Air Reserve Component) to determine training status and issue CDCs upon confirmation within the Course Development Student Administration Record System. Work center training orientation will be conducted within 60 days of assignment (120 days for Air Reserve Component); a comprehensive trainee orientation will be conducted for trainees initially entering upgrade training within 60 days of assignment (90 days for Air Reserve Component); and a training progress review will be conducted with the unit training manager, supervisor, and trainee at the 24th month of upgrade training. Before being submitted for upgrade, the trainee must meet all mandatory requirements as defined in the CFETP, AFECD, and the Air Force Job Qualification Standard (AFJQS). Unit Training Managers. Unit training managers are the commander’s key staff members responsible for overall management of the training program. Training managers serve as training consultants to all unit members and determine if quality training programs are in effect within all sections. Training managers develop, manage, and conduct training in support of in-garrison and expeditionary mission requirements; advise and assist commanders and unit personnel in executing their training responsibilities; and conduct a staff assistance visit of the unit’s training program when requested by the unit commander. Supervisors. In addition to unit training managers, supervisors have the single greatest impact on mission accomplishment with regard to training. They must share their experiences and expertise with trainees to meet mission requirements and ensure a quality training program is provided. Supervisors develop master training plans to ensure completion of all work center duty position requirements (for example, 100 percent task coverage). The supervisor must also integrate training with day-to-day work center operations and consider trainer and equipment availability, training opportunities, and schedules. Trainers. The trainer (often the trainee’s supervisor)
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is selected based on their experience and their ability to provide instruction to the trainee. Additionally, they must maintain task qualification and complete the Air Force training course. Trainer responsibilities include planning, conducting, and documenting training; preparing and using teaching outlines or task breakdowns; developing evaluation tools; and briefing the trainee and supervisor on the training evaluation results. Task Certifiers. Task certifiers provide third-party certification and evaluation of progress in the training program. Certifiers must be at least a Staff Sergeant with a 5-skill level or civilian equivalent, complete the Air Force training course, and be capable of evaluating the task being certified. Certifiers will develop evaluation tools or use established training evaluation methods to determine the trainee’s abilities and training program effectiveness, and will brief the trainee, supervisor, and trainer on evaluation results. 6.9. Training Forms and Documentation Training documentation is important to personnel at all levels because it validates the status of training and task qualification. Documentation also helps managers assess mission capability and readiness, and it defines requirements for individual career progression. Air Force Form 623, Individual Training Record. The AF Form 623, Individual Training Record, six-part folder (when required by the career field manager), or approved electronic equivalent, is generated for all trainees entering upgrade training for the first time. The training 40 record reflects past and current qualifications, and is used to determine training requirements. Supervisors maintain the training record, and ensure it is available to applicable personnel in the chain of command, including the unit training manager, upon request. Unless classified, the training record is returned to the member upon separation, retirement, commissioning, promotion to Master Sergeant, or as otherwise directed by the career field manager. Air Force Form 623A, On-the-Job Training Record Continuation Sheet . Use AF Form 623A, On-the-Job Training Record Continuation
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Sheet, or automated version, to document an individual’s training progress. The form reflects status, counseling, and breaks in training. Career Field Education and Training Plan. The CFETP is a comprehensive core document identifying life-cycle education and training requirements, training support resources, core and home station training, and deployment/unit type code task requirements for Air Force specialties. Supervisors use the CFETP to plan, prioritize, manage, and execute training within the career field and to identify and certify all past and current qualifications. CFETP Part I provides information necessary for overall management of the specialty and is maintained as part of the work center master training plan. CFETP Part II contains the specialty training standard identifying the duties, tasks, and technical references to support training, core and home station training tasks, deployment/unit type code tasks, and CDC requirements. At least one copy of the entire CFETP (Part I and II), should be kept in the work center for general access and master training plan development. Air Force Job Qualification Standard. The AFJQS is a training document approved by the career field manager for a particular job type or duty position within an Air Force specialty. Air Force Form 797, Job Qualification Standard Continuation/Command JQS . AF Form 797, Job Qualification Standard Continuation/Command JQS, is a continuation of the CFETP Part II, or AFJQS. This form defines locally assigned duty position, home station training, and deployment/unit type code requirements not included in the CFETP, Part II. Air Force Form 803, Report of Task Evaluations . Evaluators use the AF Form 803, Report of Task Evaluations, to conduct and document completion of task evaluations during training staff assistance visits, when directed by the commander, or when task certification requires validation. Completed evaluations conducted on a single trainee by the supervisor/trainer or task certifier are
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filed in AF Form 623, Individual Training Record, until upgraded or no longer applicable. Air Force Form 1098, Special Task Certification and Recurring Training. Supervisors use the AF Form 1098, Special Task Certification and Recurring Training, to document selected tasks requiring recurring training or evaluation. Air Force and major command directives may identify tasks contained in the CFETP that require special certification, as well as recurring training or evaluations. Master Training Plan. All work centers will have a master training plan established. The master training plan employs a strategy for ensuring all work center job requirements are completed by using a master task listing. The master training plan provides milestones for tasks and CDC completion, and prioritizes deployment/unit type code, home station training, upgrade, and qualification tasks. 6.10. Career Development Course Program The CDCs (or equivalent training materials as designated for AFSCs) are published to provide the 41 information necessary to satisfy the career knowledge component of training. These courses are developed from references identified in the CFETP that correlate with mandatory knowledge items listed in the AFECD. CDCs must contain information on basic principles, techniques, and procedures common to an Air Force specialty. They do not contain information on specific equipment or tasks unless the specific equipment or task best illustrates a procedure or technique having utility across the career field. Career Development Course Administration. When applicable, unit training managers will ensure trainees are enrolled in required CDCs within 45 days of in-processing (within 60 days for overseas units). Within 10 duty days of receipt, the unit training manager issues CDC material to the supervisor and trainee, briefs them on proper use of the CDC, and documents the trainee’s AF Form 623A, On-the-Job Training Record Continuation Sheet, or equivalent automated training record. The supervisor then determines volume sequence of
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study, sets the overall course completion schedule, and develops a tracking system to monitor progress. Each CDC volume must be completed within 30 days unless the unit training manager grants an extension due to mission requirements. Air Reserve Component and individual mobilization augmentees have 60 days to complete each CDC volume. Unit training managers and supervisors work closely with trainees throughout CDC completion to satisfy career knowledge requirements for upgrade training. They remain involved throughout the completion of CDC programs and ensure documentation is maintained regarding unit review questions, counseling, course examination preparation, and test results. Open Book Review. CDC material includes a set of unit review questions as an ‘open book’ teaching device for the supervisor to score and review with the trainee. The field scoring sheet is kept in the AF Form 623, Individual Training Record, or automated training records, along with counseling documentation. The supervisor conducts a comprehensive review of the entire CDC with the trainee in preparation for the course examination and documents the review in the training record. Course Examination. Supervisors will notify the unit training manager of when to schedule and order the course examination. If the trainee receives a satisfactory course examination result, the supervisor conducts and documents a review of the training, then signs and places the course examination scorecard in the training record until the trainee completes upgrade training or qualification training. If the trainee receives an unsatisfactory course examination result, the unit commander, with help from the unit training manager or base training manager, interviews the supervisor and trainee to determine the reason for failure and the corrective action required. Commanders will conduct this interview within 30 days from initial notification (90 days for Air Reserve Component and individual mobilization augmentees). The supervisor documents the counseling in the training record,
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places the trainee in supervised review training, and forwards a copy of the evaluation to the base training office. If the trainee receives a second unsatisfactory course examination result, the unit commander, with assistance from the unit training manager or base training manager, interviews the supervisor and trainee to determine reason for the failure within 30 days from initial notification (90 days for Air Reserve Component and individual mobilization augmentees). After reviewing the facts, the unit commander decides on one of the following options: (1) evaluate for possible CDC waiver (do not place trainee into Training Status Code T); (2) withdraw the Airman for failing to progress, place into Training Status Code T, and pursue separation; (3) withdraw the Airman for failing to 42 progress, place into Training Status Code T, request career field withdrawal, and recommend retraining or return to a previously awarded career field; or (4) withdraw Airman for failing to progress, place into Training Status Code T, reevaluate at 90 days, and pursue one of the first three options, as appropriate. 6.11. Retraining Program The retraining program is designed to balance the number of personnel in specific grades and year groups of an Air Force specialty. Once retraining is approved and the Airman has been assigned duty in the new specialty, upgrade training begins. With minor exceptions, training requirements are identical for retrainees and standard upgrade trainees. Refer to AFI 36-2626, Airman Retraining Program, for additional details. 6.12. Language Enabled Airman Program The Language Enabled Airman Program (LEAP), designed and managed by the Air Force Culture and Language Center at Maxwell Air Force Base, Alabama, provides opportunities for officers and enlisted Airmen who are skilled in a foreign language. The LEAP program enables the Air Force to sustain, enhance, and posture for the utilization of existing language
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skills and talents of Airmen. Participation in the program is available to those Airmen who have moderate to high levels of proficiency in a foreign language specified on the Air Force Strategic Language List, as measured by Defense Language Proficiency Tests or Oral Proficiency Interviews. Additional information on the Strategic Language List or the LEAP program can be found at: . Section 6C—Professional Military Education 6.13. Education Opportunities Educational opportunities exist throughout an Airman’s career which contribute to individual overall development. Professional military education (PME), enhances performance in each phase of professional development and builds upon the foundation of leadership abilities developed during the earlier stages of an individual’s career. PME compliments training, experience, and other educational programs to provide enlisted leaders a continuum of learning via progressive courses concentrated on developing leadership, Airmanship, and military professionalism. PME courses provide professional education to enlisted Airmen and ensure development of Air Force institutional competencies and subcompetencies vital to the knowledge and skills required for critical thinking, sound decision-making, and a strategic mindset. For additional information about Air Force PME programs and policies, refer to AFI 36-2656, Developmental Education . 6.14. Enlisted Professional Military Education In 1955, enlisted PME schools were established across the Air Force to provide non-commissioned officers leadership and management training required to assume day-to-day mission execution responsibilities. The stand-up of these schools coincided with the release of the first official enlisted force structure which established the leadership roles and responsibilities of enlisted Airmen at each grade. Operational control of stateside enlisted PME schools lies with Air Education and Training Command at the Thomas N. Barnes Center for Enlisted Education, located at Maxwell Air Force Base-Gunter Annex, Alabama. 43 The Barnes Center, Academic Affairs is responsible for developing and providing enlisted PME program development, faculty development, and operational
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program management. Barnes Center programs consist of academic courses that use performance evaluations and objective examinations to determine how well students achieve instructional objectives. Courses are designed with principle instructional methods, experiential activities, problem-centered leadership laboratories, personal reflection, guided discussion, case study analysis, and writing assignments. Note: With the exception of the Chief Leadership Course, Airmen are awarded collegiate academic credit for completing enlisted PME courses through the Community College of the Air Force, which is accredited through Air University by the Southern Association of Colleges and Schools Commission on Colleges. Airman Leadership School Distance Learning. The Airman Leadership School Distance Learning (ALS-DL) Course provides PME to prepare Senior Airmen to supervise and foster a commitment to the military profession. The ALS-DL curriculum is designed to develop a mindset and associated skills with respect to four core attributes: (1) professional Airmen, (2) expeditionary Airmen, (3) supervisor of Airmen, and (4) supervisory communicator. The ALS-DL course is open to Air National Guard and Air Force Reserve Senior Airmen and Staff Sergeants. The course is not available for Regular Air Force personnel. Students must pass two course exams by attaining the minimum passing score on each exam. Airman Leadership School Blended Learning. In October 2016, the Airman Leadership School launched the Blended Learning Course (ALS-BLC), which combines distance learning principles with traditional classroom learning. ALS-BLC is divided into two phases. Phase I is eight weeks long and delivered by utilizing an online learning management system. Students complete core academic work in an asynchronous environment. Phase II is two weeks long and conducted at the Paul H. Lankford PME Center located on McGhee Tyson Air National Guard Base, Tennessee. The ALS-BLC curriculum is designed to develop a mindset and associated skills with respect to four core attributes: (1) professional Airmen, (2) expeditionary Airmen,
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(3) supervisor of Airmen, and (4) supervisory communicator. Airman Leadership School. Airman Leadership School (ALS) is the first level of enlisted PME that Airmen complete as they progress through their Air Force careers. ALS is offered at almost every installation across the Air Force and is designed to prepare Senior Airmen to be professional warfighting Airmen, able to supervise and lead Air Force teams to support the employment of air, space, and cyberspace power. The first level of ALS is the distance learning course (ALS-DL). ALS-DL includes: (1) professional Airmen, (2) expeditionary Airmen, (3) supervisor of Airmen, and (4) supervisory communicator. The ALS curriculum includes: (1) mission, (2) leadership, (3) problem solving, and (4) Air Force culture. Noncommissioned Officer Distance Learning. The Noncommissioned Officer Distance Learning (NCO-DL) Course provides PME for basic NCO institutional competency development required to prepare each enlisted leader to be professional, warfighting Airmen who can lead and manage Air Force units in the employment of air and space power. The NCO-DL course consists of three course modules: (1) course foundation, (2) leadership and management, and (3) operational Airman. The NCO-DL course is open to Air Reserve Component Airmen. To successfully complete this course, students are required to pass three course exams, demonstrating curriculum mastery by attaining the minimum passing score on each exam. 44 Noncommissioned Officer Academy. The NCO Academy (NCOA) mission is to prepare enlisted leaders for current and future leadership and management opportunities to operate (think and act) critically in complex and ambiguous environments. The NCOA program encompasses the intermediate leadership experience, which includes: guided discussions, experiential exercises, case study analysis, and immersive leadership development laboratories designed to improve an NCO’s competence, confidence, and will to exercise assigned leadership responsibilities. Senior Noncommissioned Officer Distance Learning. The Senior Noncommissioned Officer Distance Learning (SNCO-DL) Course provides
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institutional competency development required to prepare SNCOs to lead the enlisted force at the tactical and operational levels. The curriculum’s design heightens students’ appreciation and understanding of three attributes: (1) self-awareness, (2) leadership and management, and (3) joint warfighter. This course is open to Air Reserve Component Airmen. To successfully complete the course, students are required to demonstrate curriculum mastery by attaining the minimum passing score on each of three module exams. Senior Noncommissioned Officer Academy. The SNCO Academy (SNCOA) trains up to 2,250 Air Force, Navy, Coast Guard, Marine, and international SNCOs, annually. The SNCOA mission is to develop joint and coalition senior enlisted leaders to influence mission success in dynamic service environments. The SNCOA program encompasses the advanced leadership experience, representing comprehensive institutional competency development. The SNCOA is designed to sharpen senior enlisted leader skills with education that helps prepare them for continued and increased relevant responsibilities in joint, combined, interagency, and strategic environments. Chief Leadership Course. The Chief Leadership Course (CLC) is the capstone and pinnacle level of enlisted PME. Currently, the CLC provides newly selected Chief Master Sergeants with foundational, strategic-level leadership competencies. The CLC conducts seven classes per year, educating 750 Total Force Chief Master Sergeants and Chief Master Sergeant-selects annually. The CLC mission is to provide Chiefs the education to bridge operational-to-strategic perspectives of the Air Force. The CLC vision is to develop chiefs into strategic level leaders and to inspire them to effectively lead, manage, and mentor today's Airmen. The CLC demands extensive self-study, critical creative thinking, communication, and interpersonal skills. 6.15. Senior Enlisted Joint Professional Military Education In addition to enlisted PME courses, the CJCSI 1805.01B, Enlisted Professional Military Education Policy , requires all enlisted personnel operating in joint, interagency, multinational, and coalition warfighting organizations to learn joint concepts. Senior Enlisted Joint
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Professional Military Education (SEJPME), provides SNCOs a comprehensive joint education to prepare them for assignments to joint billets at the senior enlisted leader or command senior enlisted leader level. SEJPME is web-based and is designed to expose enlisted personnel to joint education, prepare them to succeed by improving their ability to operate effectively and supervise multiple service members. SEJPME courses are offered online and are accessible from anywhere at any time. SEJPME consists of two courses of instruction referred to as SEJPME I and II. SEJPME I emphasizes curriculum commensurate with E-5/E-7 joint assignment responsibilities. SEJPME II is focused on preparing E-7/E-9 enlisted members for their senior leadership roles in joint assignments. SEJPME I and II have learning areas and objectives in: (1) national strategic overview; (2) joint interagency, intergovernmental, and multinational capabilities; (3) foundations 45 of joint operations; and (4) Joint Force leadership. For additional information on SEJPME I and II or to enroll, refer to: . Note: Students must complete rank-required service enlisted PME before enrolling in SEJPME. 6.16. International Professional Military Education Defense Security Cooperation Agency. Security cooperation, under the Department of Defense guidance, leads national security objective efforts to train, educate, advise, and equip foreign partners. Department of Defense policy states that security cooperation, as an important tool of national security and foreign policy, shall be planned, programmed, budgeted, and executed with the same high degree of attention and efficiency as other integral Department of Defense activities. Inter-American Air Forces Academy. In addition to enlisted and joint PME, Air Education and Training Command hosts the Inter-American Air Forces Academy (IAAFA). IAAFA was initially established as a training program on 15 March 1943, at the request of Peru's Minister of Aeronautics, General Fernando Melgar. The Academy trained 11 Peruvian students in support of Allied unity in
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the western hemisphere at Albrook Air Force Station, Panama Canal Zone, marking the first United States aeronautics training in Latin America. Today, as an element of the U.S. Security Assistance Program, and more specifically the International Military Education and Training Program, IAAFA has provided significant contributions to promote regional stability, encourage the growth of democracy, prevent low intensity conflicts, and counter foreign intervention in Central America. Since its inception, IAAFA has served as a military training center for Latin American Air Forces by training military forces, national police services, and civilian personnel from over 25 nations in areas ranging from PME for officers and enlisted personnel, security forces training, principles of logistics, aircraft maintenance, and pilot aviation training. IAAFA has served a variety of national interests in the Latin America region, ranging from support of United States-Allied efforts in World War II, to Counter-Insurgency/Civic Action actions during the Alliance for Progress era, to current national and security policies in support of democracy, individual freedoms, and human rights. IAAFA accomplishes its mission by providing the highest quality of in-residence training and offering a source of mobile training teams in support of our Latin American partners from Central, South America, and Caribbean nations. Currently located at Joint Base San Antonio-Lackland Air Force Base, Texas, IAAFA graduates an average of 900 students annually. In all, IAAFA has graduated over 35,000 students in its 75-year history, a legacy in support of our security cooperation mission. Inter-European Air Forces Academy. The Inter-European Air Forces Academy (IEAFA) was passed into U.S. law in the Carl Levin and Howard P. “Buck” McKeon National Defense Authorization Act for Fiscal Year 2015, Section 1268. In 2017 IEAFA was codified as a permanent authority to train and educate partner nations. The purpose of IEAFA is to provide military education and
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training to military personnel of countries that are members of the North Atlantic Treaty Organization (NATO) or signatories to the Partnership for Peace (PfP) Framework Documents. IEAFA's mission is to enable combined, joint air operations by strengthening NATO and PfP Air Force capabilities and interoperability through targeted military education and training. The Academy was officially activated on 23 March 2016, and is subordinate to Headquarters, 46 United States Air Forces in Europe & Air Forces Africa (USAFE-AFAFRICA), and the Warrior Preparation Center located at Einsiedlerhof Air Station, Germany. Since its establishment, IEAFA has educated and trained more than 500 students from 32 countries. With PME as the Academy's primary focus, IEAFA's unique approach develops officers and NCOs in a combined learning environment, integrating the learning experience between the ranks, thus showcasing the benefit of a professional working relationship and how it drives mission success. Additionally, IEAFA is expanding its technical training course offerings to boost partnership capacity in the European theater for specific disciplines, which in-turn strengthens NATO and enables successful combined air operations. 47 Chapter 7 CAREER PROGRESSION # Chapter 7 CAREER PROGRESSION Section 7A—Leadership Levels 7.1. Commitment to Responsibility Many enlisted Airmen have officers or civilians as direct supervisors. There is a compelling need for officers, civilian personnel, and enlisted Airmen to have a deliberate and common approach to force development, career progression, and the assumption of increased supervisory and leadership responsibilities. Each day as we execute our missions, we should all be familiar with and understand these responsibilities and how they relate to the force structures. Our force structures and institutional competencies, rooted in our core values, describe what makes us Airmen. Enlisted Responsibilities. Functionally, the Air Force develops technical experts through career field progression and succession planning. Institutionally, the Air Force strives to develop experienced leaders.
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From the earliest stages, Airmen and supervisors must comprehend the progression path for technical and professional development. As Airmen demonstrate expertise and potential, opportunities should be made available to encourage more responsibility and increased leadership roles. Developmental opportunities, such as deployments, joint assignments, special duty assignments, and headquarters staff assignments, offer unique perspectives on how the Air Force functions. Effective career progression and development are dependent upon frank conversations between supervisors and subordinates regarding career field and institutional requirements, personal qualifications and goals. Officer Responsibilities. The officer force structure is comprised of three distinct and separate tiers. The tiers are Company Grade Officer with grades O-1 thru O-3, Field Grade Officer with grades O-4 thru O-6, and General Officer, with grades of O-7 thru O-10. Progression through the tiers correlates to increased levels of leadership and managerial responsibilities, with each tier building on previous responsibilities and focusing on developing the appropriate tactical, operational, and strategic competencies associated with their rank and position. Therefore, General Officers are expected to have mastered Field Grade Officer responsibilities. Likewise, Field Grade Officers are expected to have mastered Company Grade Officer responsibilities. Above all, the focus of each tier is professionalism and mission success in the profession of arms. Civilian Responsibilities. The Air Force Civil Service consists of more than 180,000 professional civilians in over 35 countries. Within 11 personnel systems there are 22 career fields, 472 occupational series, and 27 different pay plans. Civilians serve in critical positions, such as scientists, engineers, contract specialists, instructors, intelligence experts, mechanics, human resource professionals, firefighters, aircraft mechanics, childcare providers, and many others. They provide corporate knowledge and stability across the Air Force and deploy to various contingency areas. Civilians are fundamental to the strength of our Air Force, and like the enlisted and officer corps, have a
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compelling need for a deliberate and common approach to force development, career progression, and the assumption of increased supervisory and leadership responsibilities. 48 7.2. Continuum of Learning Institutional development generally results in leadership, management, and warrior ethos proficiency. Occupational development generally results in technical skill proficiency. The force development construct is a framework that links developmental needs with institutional competencies through the continuum of learning. The continuum of learning, along with the defined competencies, are aligned to ensure Airmen are qualified and ready to meet the challenges of current and future operating environments. The continuum of learning is a career-long process of development where challenging experiences are combined with education and training through a common taxonomy to produce Airmen who possess the tactical expertise, operational competence, and strategic vision to lead and execute the full-spectrum of Air Force missions. The three distinct levels associated with leadership skills are: tactical expertise, operational competence, and strategic vision. These levels are recognized with varying emphasis across the institutional competencies. As Airmen progress from tactical expertise to strategic vision leadership levels, emphasis on the use of institutional competencies shifts to a broader focus. The nature and scope of leadership as well as preferred leadership methods differ based on the level of leadership and responsibilities. Tactical Expertise. Development at the tactical expertise level includes a general understanding of team leadership and an appreciation for organization leadership. It is a time to master core duty skills, gain experience in applying those skills, and begin acquiring knowledge and experience essential for demonstrating effective, ethical leadership. Airmen at the tactical expertise level learn to become the Air Force’s primary technicians and specialists, assimilate into the Air Force culture, and adopt the Air Force core values. The tactical expertise level is a time for honing followership abilities, motivating subordinates,
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and influencing peers to accomplish the mission while developing a warrior ethos and exercising communication skills as effectively and efficiently as possible. Operational Competence. Development at the operational competence leadership level includes developing a broader understanding of the Air Force perspective and the integration of diverse people and capabilities in operational execution. It is a time to transition from specialists to leaders with an understanding of themselves as leaders and followers, while applying an understanding of organizational and team dynamics. It is a time to lead teams by developing and inspiring others, taking care of people, and taking advantage of diversity. It is a time to foster collaborative relationships through building teams and coalitions, especially within large organizations, and negotiating with others, often external to the organization. The majority of enlisted Airmen operate at the tactical expertise and operational competence levels. Strategic Vision. Development at the strategic vision level includes combining highly developed personal and people/team institutional competencies, applying broad organizational competencies, and leading and directing exceptionally complex and multi-tiered organizations. It is a time to develop a deep understanding of how Airmen achieve synergistic results and desired effects with their operational capabilities. It is a time when an Airman employs military capabilities, understands the operational and strategic arts, and has a thorough understanding of unit, Air Force, joint, and coalition capabilities. Development at the strategic vision level includes an enterprise perspective with a thorough understanding of the structure and relationships needed to accomplish strategic objectives. The strategic vision level focuses on the effects an Airman can have across the Air Force and on the Department of Defense. 49 Section 7B—Enlisted Force Structure 7.3. Enlisted Force Structure Framework To best leverage our resources we must have a consistent, well-defined set of expectations, standards, and growth opportunities for all Airmen, regardless
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of rank or specialty. The enlisted force structure fulfills a compelling need for a deliberate and common approach to force development, career progression, increased supervisory, and leadership responsibilities. The enlisted force structure provides the framework to best meet mission requirements while developing institutional and occupational competencies. It is comprised of three distinct and separate tiers, each correlating to increased levels of education, training, and experience, which build increasing levels of proficiency, leadership, and managerial responsibilities. Responsibilities of enlisted tiers are outlined in detail in AFH 36-2618, The Enlisted Force Structure , Chapter 4. 7.4 Junior Enlisted Airman Tier The junior enlisted tier consists of the ranks: Airman Basic, Airman, Airman First Class, and Senior Airman. Initial enlisted accessions enter the Air Force in this tier and are introduced to the institutional competencies. They focus on adapting to the military, being part of the profession of arms, achieving occupational proficiency, and learning to be productive members of the Air Force. In this tier, Airmen are trained, qualified, and ready to operate at home station and in an expeditionary environment, and they prepare for increased responsibilities. Airman Basic and Newly Enlisted Airmen. Airmen Basic, as well as Airmen who initially enlist in the Air Force as Airman or Airman First Class, are primarily adapting to the military profession, acquiring knowledge of Air Force standards, customs, courtesies, as well as striving to attain occupational proficiency under close supervision. The written abbreviation for Airman Basic is “AB” and the official term of address is “Airman Basic” or “Airman.” Airman. Airmen continue learning and adapting to the military profession, and are expected to understand and conform to military standards, customs, and courtesies. An Airman begins to show occupational proficiency at basic tasks and still requires significant supervision and support. The written abbreviation is “Amn” and
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the official term of address is “Airman.” Airman First Class. Airmen First Class fully comply with Air Force standards and devote time to increasing skills in their career fields and the military profession while becoming effective team members. For the Airman First Class, continued supervision is essential to ongoing occupational and professional growth. Typically, the 5-skill level is earned at this grade. The written abbreviation is “A1C” and the official term of address is “Airman First Class” or “Airman.” Senior Airman. Senior Airmen commonly perform as skilled technicians and trainers. They begin developing supervisory and leadership skills through progressive responsibility, individual study, and mentoring. Senior Airmen strive to establish themselves as effective trainers through the maximum use of guidance and assistance from officer and enlisted leaders. They may serve as first-line supervisors upon completion of Airman Leadership School. The written abbreviation is “SrA” and the official term of address is “Senior Airman” or “Airman.” 7.5. Noncommissioned Officer Tier The noncommissioned officer (NCO) tier consists of the ranks: Staff Sergeant and Technical Sergeant. NCOs continue occupational growth and become expert technicians while developing 50 as leaders, supervisors, managers, and mentors in the profession of arms. Additionally, NCOs ensure they keep themselves and subordinates trained, qualified, and ready to deploy and operate at home station and in an expeditionary environment. In this tier, NCOs understand and internalize institutional competencies in preparation for increased responsibilities while pursuing professional development through a variety of means, including the developmental special duty selection process and professional military education. Staff Sergeant. Staff Sergeants are skilled technicians with supervisory and training responsibilities. Typically, the 7-skill level is earned at this rank. Staff Sergeants ensure proper use of resources under their control for effective, efficient accomplishment of the mission. The written abbreviation is “SSgt” and the official term of
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address is “Staff Sergeant” or “Sergeant.” Technical Sergeant. Technical Sergeants are often a unit’s technical experts. They continuously strive to develop as technicians, supervisors, leaders, and mentors through professional development opportunities, including professional military education. The written abbreviation is “TSgt” and the official term of address is “Technical Sergeant” or “Sergeant.” 7.6. Senior Noncommissioned Officer Tier The senior noncommissioned officer (SNCO) tier consists of the ranks: Master Sergeant, Senior Master Sergeant, and Chief Master Sergeant. SNCOs serve as leaders in the profession of arms. They advise, supervise, mentor, and develop junior enlisted Airmen and NCOs under their charge. In this tier, SNCOs continue professional development and participate in decision-making processes on a variety of technical, operational, and organizational issues. They have a great deal of leadership experience to leverage resources and personnel against a variety of mission requirements. They continue professional development through functional opportunities, professional military education, and may attend sister-service or international SNCO courses. Master Sergeant. Master Sergeants are technical experts, transitioning from first-line supervisors to leaders of operational competence. This rank carries increased responsibilities for leadership, managerial, and team building. Master Sergeants should consider broadening opportunities through the developmental special duty selection process. Reserve Component Master Sergeants must complete the SNCO Academy before assuming the grade of Senior Master Sergeant. The written abbreviation is “MSgt” and the official term of address is “Master Sergeant” or “Sergeant.” Senior Master Sergeant. Senior Master Sergeants are experienced, operational leaders, skilled at merging team talents, skills, and resources with other organizations. The written abbreviation is “SMSgt,” and the official term of address is “Senior Master Sergeant,” “Senior,” or “Sergeant.” Chief Master Sergeant. Chief Master Sergeants possess substantial operational and occupational experience and hold strategic leadership positions with tremendous influence. They are charged with mentoring and developing junior enlisted personnel and influencing
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the professional development of company grade officers. All newly selected Regular Air Force Chiefs will attend the Chief Leadership Course. Newly selected Reserve Component Chiefs will attend either the Chief Leadership Course or their Chief Orientation Course. The written abbreviation is “CMSgt” and the official term of address is “Chief Master Sergeant” or “Chief.” 51 Section 7C—Duty Titles and Special Positions 7.7. Enlisted Duty Titles When properly applied, duty titles facilitate a quick understanding of a person’s role and level of responsibility. Enlisted duty titles are assigned based upon the scope of responsibility and the duties being performed. The following duty titles are the official, authorized duty titles for the enlisted force. Exceptions include special positions listed in AFH 36-2618, The Enlisted Force Structure , Chapter 5, and limited instances when a person’s position or duties do not meet the established criteria. Supervisor. The title of Supervisor is used for junior enlisted Airmen and noncommissioned officers (NCO) who are first line supervisors, such as heavy equipment supervisors and shift supervisors. Junior enlisted Airmen will not have the duty title of supervisor unless they are at least a Senior Airman, an Airman Leadership School graduate, and supervise the work of others. Noncommissioned Officer in Charge. The title of Noncommissioned Officer In Charge (NCOIC), is used only for NCOs and SNCOs in charge of a work center or element. NCOICs typically have subordinate supervisors. The title of NCOIC is also used for those whose primary duty is a unit-wide program or management function, even if they do not directly supervise personnel. Section Chief. The title of Section Chief is used for NCOs and SNCOs in charge of a section with at least two subordinate work centers or elements. Section chiefs are typically SNCOs and the rank will vary depending upon the size
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of the section. Flight Chief. The title of Flight Chief is used for NCOs and SNCOs who are the enlisted leaders of a flight. Flight chiefs are typically SNCOs and the rank will vary depending upon the size of the flight. Superintendent. The title of Superintendent is used for SNCOs in charge of squadron- or wing-level functions. Superintendents are typically Chief Master Sergeants and occasionally Senior Master Sergeants or Master Sergeants at squadron level and below. Only SNCOs will hold the duty title of superintendent. Manager. The title of Manager, in addition to the special SNCO positions of Air Force career field managers and major command functional managers, is used for NCOs and SNCOs who are program, project, and policy managers at designated Air Force levels. They may or may not have personnel working for them and may be the enlisted leader of the branch, division, or directorate. Chief. The title of Chief is used for Chief Master Sergeants who are program, project, or policy managers at designated Air Force levels. They may or may not have personnel working for them and may be the enlisted leader of the branch, division, or directorate. 7.8. Special Enlisted Positions Airmen may serve in leadership or duty positions within or outside their functional specialty. For additional special duty positions, refer to the Air Force Enlisted Classification Directory. Chief Master Sergeant of the Air Force. The Chief Master Sergeant of the Air Force (CMSAF) is the senior enlisted leader of the Air Force and takes precedence over all Air Force enlisted members. The CMSAF provides leadership to the enlisted force and advises the Chief of Staff of 52 the Air Force, Secretary of the Air Force, Chairman of the Joint Chiefs of Staff, and the Secretary of Defense on enlisted matters. The CMSAF communicates
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with the force, serves on boards and committees for organizations affecting Airmen, testifies before Congress, and is the Air Force career field manager for command chief master sergeants and group superintendents. The CMSAF consults with sister service senior enlisted advisors on issues affecting all enlisted members; engages with foreign military leaders regarding theater security cooperation and partner nation development efforts; represents the Air Force to the American public, professional organizations, and media; and manages the Air Force Order of the Sword Program. The written abbreviation is “CMSAF” and the official term of address is “Chief Master Sergeant of the Air Force” or “Chief.” Note: Establishing a CMSAF position was initially proposed by the Air Force Association’s Airman Advisory Council in 1964. In 1966, Congressman Mendel Rivers introduced a bill that would mandate each of the services to appoint one senior enlisted member. The senior enlisted member for the Air Force would serve as the senior enlisted advisor to the Chief of Staff of the Air Force. The Marine Corps had already created the position of Sergeant Major of the Marine Corps in 1957, and the Army had already created the position of Sergeant Major of the Army in 1965. Although the Rivers bill never passed, the Air Force recognized the tremendous support behind the proposal. In October 1966, Chief of Staff of the Air Force General John P. McConnell announced the newly created position of CMSAF. In April 1967, Chief Paul W. Airey became the first to wear the unique CMSAF insignia with the wreath around the star. See Attachment 5, Chief Master Sergeants of the Air Force, for a photo and brief biography of all CMSAFs. Command Chief Master Sergeant and Senior Enlisted Leader. The title of Command Chief Master Sergeant applies to the senior enlisted leader in a
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designated Air Force level. The equivalent to a command chief master sergeant in a combatant command or joint task force is a combatant command or joint task force senior enlisted leader. The command chief master sergeant or senior enlisted leader provides general supervision to the command’s enlisted force and is responsible for advising commanders and staff on mission effectiveness, professional development, recognition, key enlisted Airmen nominations and hires, accelerated promotions, performance evaluations, military readiness, training, utilization, health, morale, and welfare of the organization’s enlisted, and takes action to address shortfalls or challenges. They also regularly visit Airmen, to include traveling to geographically separated units/elements; interact with sister service counterparts; serve as a liaison to and work closely with the local community; actively lead in the organization’s fitness program; and ensure the enlisted force is ready to meet deployment requirements. Regular Air Force command chief master sergeants and senior enlisted leaders serve on the enlisted force distribution panel by advising the senior rater and panel on enlisted Airmen’s potential to serve in the next higher grade. They assist and advise in the selection and nomination of enlisted Airmen for positions of greater responsibility, to include developmental special duties. The command chief master sergeant is the functional manager for group superintendents and first sergeants in their organization, and performs other duties as required/directed by their commander. Note: The titles of Senior Enlisted Advisor, Senior Enlisted Leader, and Chief Enlisted Manager are only used when holding a designated and approved position. Approved use of the titles of Senior Enlisted Advisor and Senior Enlisted Leader are not always synonymous with the role of a command chief master sergeant. Air Force Career Field Manager. The title of Enlisted Air Force Career Field Manager typically applies to Chief Master Sergeants, normally located at Headquarters Air Force,
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responsible for organizing and managing one or more enlisted career fields. Their responsibilities include 53 establishing career field entry requirements, managing trained personnel requirements, and developing and managing career-long training plan requirements and programs. They also construct viable career paths, evaluate training effectiveness, monitor health and manning of the career field, and provide input on manning, personnel policies, and programs. Air Force career field managers also regularly visit Airmen, to include traveling to geographically separated units/elements. Additionally, through the use of enlisted development teams, they execute progression and succession planning to ensure there are sufficient personnel and skillsets available to accomplish the mission. As functional experts, they ensure their career fields are responsive to both current and future needs of the Air Force. They rely heavily on collaboration and communicate directly with other Headquarters Air Force offices on issues impacting their career field and with their respective major command and field operating agency enlisted career field representatives and training managers to disseminate Air Force and career field policies and program requirements. Major Command Functional Manager. The title of Enlisted Major Command Functional Manager applies to SNCOs who manage designated enlisted career fields and serve as the major command liaisons for their respective Air Force career field managers. They regularly visit organizations in the major command they oversee, monitor the health and manning of their career fields within their command, and elevate concerns to the Air Force career field managers. They manage command training for their career field and coordinate command training and personnel issues across their major command staff and with Air Force career field managers. They disseminate Air Force and career field policies and program requirements affecting their career field throughout the major command. They coordinate with the Air Force Personnel Center (Regular Air Force only), through their major
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command, to ensure proper command prioritization of allocated and assigned personnel resources. They provide functional and subject matter expertise to training managers to develop new or modify/improve existing training programs. Group Superintendent. The title of Group Superintendent applies to those who provide leadership, management, general supervision, and guidance in organizing, equipping, training, and mobilizing the organization’s enlisted force to meet home station and expeditionary mission requirements. Regular Air Force superintendents may support and advise squadron commanders and superintendents prior to the enlisted force distribution panel on promotion eligible Airmen’s performance and potential to serve in the next higher grade. They also assist and advise in the selection and nomination of enlisted Airmen for positions of greater responsibility, to include developmental special duties. Total Force superintendents manage and direct resource activities, interpret and enforce policies and applicable directives, establish control procedures to meet mission goals and standards, and actively support and maintain robust recognition programs. They work in concert with other enlisted leaders, such as squadron superintendents and first sergeants, to oversee the readiness, training, health, morale, welfare, and quality of life of assigned personnel. They represent the commander at various meetings, visit with Airmen in the group, participate on advisory councils and boards, interact with sister service counterparts as required, actively lead in the organization’s fitness program, and perform other duties as directed by the group commander. Commandant. Commandants are assigned to each professional military education institution and the First Sergeant Academy. They are responsible for implementing and enforcing policies, procedures, and directives directly related to the accomplishment of the school’s course of instruction. Commandants analyze data; provide direction and vision; and ensure effectiveness via curriculum evaluations, faculty mentoring, student achievement, feedback, and contact with senior 54 leaders. Additionally, they coordinate frequent visits from high-ranking military and civilian leadership. Enlisted
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Engagement Manager/International Affairs. Enlisted Engagement Managers plan, coordinate, and conduct enlisted engagements with partner nations on behalf of the Secretary of the Air Force, International Affairs. This position operates at the major command and Headquarters Air Force levels. Enlisted Legislative Fellows. Enlisted Legislative Fellows are SNCOs who receive instruction and hands-on experience on Capitol Hill through education and development activities consisting of an intensive orientation of Congress; a full-time assignment to the staff of a member, committee, or support agency of Congress in Washington D.C.; and periodic seminars throughout the assignment. They write and develop research for potential legislative issues of immediate or ongoing concern to the Air Force and the Nation, and are assigned to the Secretary of the Air Force, Legislative Liaison. Command Chief Master Sergeant Executive Assistant. Command Chief Master Sergeant Executive Assistants perform assistant duties in support of a command chief master sergeant or combatant command senior enlisted leader, as well as the CMSAF. They serve as personal assistants who oversee tasks requiring attention; pass pertinent data, information, and insight from the staff to the command chief master sergeant or senior enlisted leader; and perform other duties as required. 55 Chapter 8 ASSESSMENTS AND RECOGNITION # Chapter 8 ASSESSMETS AND RECOGNITION Section 8A—Airman Comprehensive Assessment 8.1. Airman Comprehensive Assessment Administration The Airman Comprehensive Assessment (ACA) is used during formal communication between a rater and a ratee to communicate responsibility, accountability, Air Force culture, an Airman’s critical role in support of the mission, individual readiness, expectations regarding duty performance, and how well the ratee is meeting those expectations. Also, during feedback sessions, raters will provide the ratee with the most current Air Force Benefits Fact Sheet. The ACA is designed to increase Airmen interaction and support at all levels, provide Airmen an opportunity to discuss personal and
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professional goals, and assist Airmen in achieving those goals. Once the ACA has been completed, raters will give the original, completed, and signed worksheet to the ratee, and maintain copies of all completed ACAs and all signed ACA notices, or appropriate statements (Regular Air Force only). Unit commanders are responsible for developing a tracking mechanism for ACAs and ensuring they are conducted properly. Rater’s raters will monitor personnel to ensure ACAs are conducted, as required. When a lower-level rater is not available due to unusual circumstances, or when officially assuming the subordinate rater’s responsibilities, the rater’s rater will conduct ACA sessions in place of the rater. Ratees are responsible for knowing when their ACA sessions are due. When a required or requested ACA does not take place, ratees will notify the rater and, if necessary, the rater’s rater. ACAs are mandatory for officers up through the rank of Colonel, and for all Regular Air Force and Air Reserve Component personnel. For student officers receiving AF Form 475, Education/Training Report , or for enlisted personnel in initial or advanced skills training, an ACA is not required, but may be given at the discretion of school leadership. For performance evaluations completed on non-rated initial or advanced skills training students, documented academic progress reports, such as the AETC Form 156, Student Training Report , will serve in-lieu of the mandatory mid-term ACA. The mid-term ACA is a mandatory supporting document to be routed with the performance evaluation, but will not be made a matter of official record. 8.2. Guidance for Conducting ACA Sessions Effective feedback is a realistic assessment of an individual’s performance. Raters should be impartial and provide honest, realistic feedback. The private, face-to-face feedback session is an opportunity to inform an individual of where they need improvement, determine if an individual
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needs more information, and set future expectations. It also lets the ratee know what needs to be done before the evaluation performance report is due. Feedback, whether positive or negative, needs to be specific. Specific positive comments reinforce the behavior, and specific negative comments focus the attention where the ratee needs improvement. Raters may only conduct sessions by telephone in unusual circumstances where face-to-face sessions are impractical. 56 8.3. Airman Comprehensive Assessment Worksheet ACA Worksheets are used to document formal communication between raters and ratees and may be used on the ratee’s evaluation. Each section of the form should be filled out to the best of the ratee’s and rater’s ability. The ratee completes Section III on their own and reviews Section IX (AB thru Technical Sergeant ) or VIII ( Master Sergeant thru Chief Master Sergeant ) prior to the feedback session. The areas following Section III are completed by the rater. Sections are broken into various categories to allow raters to objectively indicate the ratee’s level of performance in each area. There are three different ACA Worksheets, designated for use based on the ratee’s rank. AF Form 724, Airman Comprehensive Assessment Worksheet (2Lt thru Col ) AF Form 931, Airman Comprehensive Assessment Worksheet (AB thru TSgt ) AF Form 932, Airman Comprehensive Assessment Worksheet (MSgt thru CMSgt ) 8.4. When to Conduct the Airman Comprehensive Assessment In most cases, the military personnel section will provide a computer-generated ACA notice to raters and ratees within 30 days of when supervision begins (identifying initial or follow-up ACA sessions, as required), and again halfway between the time supervision began and the projected performance report close-out date (identifying mid-term ACA session requirements). The notice serves to remind raters that an ACA session is due; however, failure to receive an ACA notice does
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