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BY ORDER THESECRETA " ........... OF Y OF THE AIR FORCE ~ ....

AIR FORCE INSTRUCTION 36-2201, VOLUME 3 4 FEBRUARY2005 Personnel AIR FORCE TRAINING PROGRAM ON THE JOB TRAINING ADMINISTRATION

COMPLIANCE WITH THIS PUBLICATION IS MANDATORY NOTICE : This publication is available digitally http://www.e-pu blishing.af.mil. on the AFDPO site at: WWW

OPR: HQ USAF/DPLTT (CMSgtJanet Groberski) Supersedes AFI 36-2201, Vol 3, 15 January 2004

Certified by: HQ USAF~PLT (Col James Hollingsworth) Pages: 83 Distribution: F

This instruction implements DODD 1322.18, Militmy Trainh~g, September 3, 2004; DODI1322.20, Development and Management h~teractive Courseware(ICI~O for Militmy Tra#fing, 14 March1991, of and AFPD 36-22, MilitmT Trahdng, for developing, managing, and conducting Air Force technical, ancillary, and recruit training. Maintainand dispose of records created as a result of prescribed processes in accordance with AFI 33-322, Records ManagementProgram and AF RDSlocated on-line at https:// webrims.amc.af.mil. This instruction requires collecting and maintaining information protected by the Privacy Act of 1974 authorized by 10 USC80t3. Privacy Act system notice number F036 AFPC MilC, itary Personnel Records System, applies. This Air Force Instruction applies to all Air Force, Air Force Reserve (AFR)and Air National Guard (ANG) units. Ensure all records created as a result of processes prescribed in this publication are maintained in accordance with AFMAN 37-123, Managementof Records Disposition Schedule (RDS)located at https://webrims.amc.af.miL SUMMARY OF REVISIONS This documentis substantially revised and must be completely reviewed. Chapter 1.1. 1.2. 1.3. 1.4. 1.5. 1.6. 1-STRUCTURE OF THE AIR FORCE ON-THE-JOB TRAINING PROGRAM 5 5 5 5 5 5 5

Overview .................................................................................................................... Strategy ...................................................................................................................... Training Mission and Accomplishment ..................................................................... Training Airman Program and Career ....................................................................... Training Components ................................................................................................ Total Training Force ..................................................................................................

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4 FEBRUARY 2005 7 7 7 7 8 8 9 11 11 13 14 14 14 14 16 16 16

HIGHER I-IEADQUARTERS USAF TRAINING RESPONSIBILITIES

HQ USAF/DPLT ....................................................................................................... Air Force Career FieldManager (AFCFM) ............................................................... HQ AFPC/DPPAT (Education Training) & .............................................................. HQ .................................................................................................................. AETC Major Command (MAJCOM), Field Operating Agency (FOA), Direct Reporting Unit (DRU),and Air Reserve Component (ARC)Training Manager.....................

2.6. MAJCOM, DRU, ARC FOA, and Functional Manager ........................................... Chapter 3-BASE TRAINING MANAGER RESPONSIBILITIES

3.1. Base Training Manager .............................................................................................. 3.2. Base 3S2X1 Responsibilities FM ............................................................................. Chapter 4.1. 4.2. 4.3. Chapter 4-COMMANDER RESPONSIBILITIES

General ............................................................................................................ Scope Training Program Requirements ................................................................................ UnitTraining Program Responsibilities ................................................................... 5-UNIT TRAINING MANAGER RESPONSIBILITIES

5.1.General ............................................................................................................ Scope 5.2. Evaluating Education Training and ........................................................................... Chapter 6--- SUPERVISOR, TRAINER, TASK CERTIFIER, AND TRAINEE RESPONSIBILITIES 6. I. 6.2. 6.3. 6.4. Chapter 7.1. 7.2. 7.3. 7.4. 7.5. Supervisor Responsibilities ........................................................................................ Trainer Responsibilities ............................................................................................ Task CertifierQnalifications Responsibilities and ................................................... Trainee Responsibilities ............................................................................................. 7-TRAINING FORMS AND DOCUIVIENTATION

20 20 22 23 24 25 25 25 25 25 26

Introduction ................................................................................................................ Using AF Form 623, On-the-Job Training Record/AF Form 623B, Or Other Approved ..................................................................................................... Records Maintaining 623 AF Form ......................................................................................... Disposition Form ...................................................................................... olAF 623 Career Field Education and Training Plan (CFETP Electronic Equivalent) ......... or

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Air Force Qualification Job Standard (AFJQS) ......................................................... Performance ................................................................................................ Standard CFETP/AFJQS Documentation ................................................................................. AFForm 623a, On-the-Job TrainingRecord Continuation Sheet ............................. AFForm797, Job Qualification Standard Continuation/Command ................. JQS AF 803,Report Task Form of Evaluation ................................................................. AFForm t098, Special TaskCertification and RecurringTraining......................... AF 1320a, Form Training ................................................................................ Chart Qualification Training Packages .................................................................... (QTP) 8-CAREER DEVELOPMENT COURSE (CDC) PROGRAM MANAGEMENT

Purpose Scope and ..................................................................................................... CDCs UGT for ........................................................................................................... Career Development Administration Course ............................................................ 9-MANDATORY CRAFTSMAN COURSE POLICIES AND PROCEDURES

Introduction ................................................................................................................ Eligibility ................................................................................................................... Assignment Availability ................................................................................ Codes No-Shows ................................................................................................................... Selection ....................................................................................................... Process MAJCOM Responsibilities ........................................................................................ Distance Learning ...................................................................................................... Failure ............................................................................................................ Policy 10-FORMS PRESCRIBED

10.1. Forms Prescribed ................................................ Attachment Attachment Attachment Attachment 1-2-3-4---

GLOSSARY OF REFERENCES AND S~PORTING INFORMATION CONDUCTING TRAINING STAFF ASSISTANCE VISITS (SAV) STAFF ASSISTANCE VISIT CHIgCKLIST TRAINING STATUS CODES ANDDEFINITIONS

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5-- GUIDE FOR CONDUCTINGTHE UNIT TRAINING MANAGER'S (UTM) TRAINEE ORIENTATION 6-GUIDE FOR INTERVIEWING PROSPECTIVE 3S2X1 RETRAINEES

76 79

Attachment Attachment

7-- GUIDE FOR CONDUCTINGTHE UTM TRAINING PROGRESS REVIEW

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4 FEBRUARY 2005 Chapter 1

STRUCTUI~ OF THE AIR FORCE ON-THE-JOB

TRAINING PROGRAM

1.1. Overview. Skilled and trained personnel are critical to the Air Force (AF) in providing a strong national defense capability. The AFOn-the-Job Training (OJT) Programprovides training for personnel to attain knowledge skill qualifications required to performduty in their specialty. and 1.2, Strategy. Develop, manage,and execute training programs providing realistic and flexible training prodocing a highly skilled, motivated force capable of carrying out all tasks and functions in support of the AF mission. These programs should provide the foundation for AFreadiness. 1.3. Trainingand MissionAccomplishment. Training is an integral part of the unit's mission. An effective training programrequires commander supervisory involvementat all levels. and 1.4. Training and Airman Career Program.Supervisors must explain to trainees the relationship of training to career progression. Whilethe supervisor's primaryresponsibility is to plan a programoutlining specific short term mission related goals for the trainee, overall success dependson the supervisor's ability to advise and assist airmen to reach long range career objectives. Supervisors must take an active role in the trainee's career progression. 1.5. Training Components.The AF OJT program consists of three components. The first component, job knowledge,is satisfied througta career developmentcourses (CDCs) designed to provide basic knowledge across a wide spectrumof subjects pertaining to a career field. When CDCs not available trainees are study the applicable technical references identified by the supervisor and/or Career Field Education and Training Plan (CFETP).The second componentis job proficiency. This is the hands-on training provided on the job, allowing the trainee to gain proficiency in tasks performedin the work center. The third component is job experience, gained during and after upgrade training, to build confidence and competence. Career knowledge, general task, and deployment/unit type code (UTC)task knowledge, applicable to the Air Force Specialty Code (AFSC),is gained through a planned program of study involving CDCs techor nical references listed in the applicable CFETR 1.6. Total Force Training. Upgradeand Job Proficiency and Retraining. UpgradeTraining (UGT)is the key to the total training program.It leads to awardof the higher skill level and is designed to increase skills and abilities. As stated in paragraph 1.5., hands-ontraining provided on the job (job proficiency) and experience increases skills and builds confidence in the trainees. Tbis process was formerly known as qualification training. AFSC requirements for awardof the 3/5/7, and 9-skill levels are outlined in UGT this AFI, AFI 36-2101, Classifying Mih'tmy PersomTel, AFMAN 36-2108, Enlisted Classification, and the applicable CFETP. following are the minimum The requirements for award of these skill levels: 1.6.1. Apprentice. Complete initial skills training course for awardof the 3-skill level. Retraining an into an AFSC shred may be accomplished via OJT alone only when specified in the retraining or instructions and as approved by the Air Force Career Field Manager(AFCFM) Air Reserve Comor ponent (ARC)Career Field Functional Manager. Personnel retraining via OJTmaybe awarded3-skill level whenthe following are met: completeknowledge training on all tasks taught in the initial skills course, complete duty position requirements identified by the supervisor and all other mandatory requirements.

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1.6.2. Journeyman. CompletemandatoryCDC,if available, all core tasks identified in the CFETP, and other duty position tasks identified by the supervisor. Award the 5-skill level also requires comof pletion of a minimum 15 months in upgrade training (UGT);all mandatoryrequirements listed of AFMAN 36-2108 and CFETR and recommendation by their supervisor and approval by their commander.Individuals in retraining status, Training Status Code(TSC)'F', are subject to the sametraining requirements and must complete a minimum 9 months in UGT. of 1.6.3. Craftsman. Be at least a staff sergeant (SSgt), complete mandatoryCDCs, available, core if tasks identified in the CFETP other duty position tasks identified by the supervisor, complete and 7-skill level craftsman course (if required), meet mandatory requirements listed in the specialty description in AFMAN 36-2108, complete a minimum 12 months in training, recommendationby of their supervisor and approval by their commander award of the 7- skill level. Individuals in for retraining status (TSC"G") are subject to the same training requirements and a minimum months 6 UGT. 1.6.4. Superintendent. Be at least a senior master sergeant (SMSgt)or chief master sergeant (CMSgt) and meet mandatoryrequirements listed in specialty description in AFMAN 36-2108, must be recommended their supervisor and approvedby their commander awardof the 9-skill level. by for 1.6.5. Retraining Program. The retraining program is a program designed to balance the numbersof personnel in specific grades and year groups of the Air Force Specialties (AFS). Once retraining approved and the airman has been assigned duty in the new specialty, UGT begins. With minor exceptions, training requirements for retrainees and normalupgrade trainees are identical. 1.6.6. Air Force Senior Leader Management Otfice Chieffs Group (AFSLMO/CG). AFSLMO must coordinate and approve chief master sergeants whocross-flow, including those returning to active duty from ANG and AFRES assets,

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BY ORDER OF THE SECRETARY OF THE AIR FORCE

AIR FORCE INSTRUCTION 36-2301 27 JUNE 2002 Personnel PROFESSIONAL MILITARY EDUCATION

COMPLIANCE WITH THIS PUBLICATION IS NOTICE: This publication is available digitally http://www.e-publishing.af.mil

MANDATORY

on the AFDPO site at: WWW

OPR: HQ USAF/DPDEE (Lt Col Nancy Rice) Supersedes AFI 36-2301, 1 June 2000.

Certified by: HQ USAF/DPDE (Colonel Patricia L. C. Priest) Pages: 37 Distribution: F

This instruction identifies responsibilities for managing officer, enlisted, and civilian Professional Military Education(PME) the total force. It describes resident and nonresident programsas well as attenfor dance, eligibility, selection, and removalcriteria. It also provides proceduresfor international officers in PME programs. This instruction implements AFPD 36-23, Militaly Education and interfaces with AFPD 36-13, Civilian Supem, isoo; Management Leadership Development. and SUMMARY OF REVISIONS This revision incorporates interim ChangeIC 2002-1. The change corrects Office of Primary Responsibility (OPR); delegates responsibility for ensuring PME eligibility to unit and mission support squadron commanders in accordance with Education and Training Course Announcement(ETCA); deletes the requirement to provide Record Review Listing (RRL)to NCO Academies; reduces Time in Service to monthsfor resident ALS SrAselected for reassignment to 12-monthtour areas; reduces the enlisted for PME retainability requirement to six months, or lower at commander's discretion; reduces the non-resident AirmanLeadership School (ALS) Time in Service (TIS) requirement to 42 months for eligible Reserve Component personnel only; limits the ability to decline resident EPME NCOs to with greater than 18 years of active service as of class start date; mandates retirement at 20 years in service or the first day of the seventh month following declination for eligible NCOs declining EPME;mandates the approved EPME awards. Section A 1. 2. Section B 3. Responsibilities Professional Military Education ................................................................................ Responsibilities: ......................................................................................................... Officer Professional Military Education ResidentAqonresident ................................................................................ Programs 3 3 3 9 9

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AFI36-2301 27 JUNE 2002 ActiveDutyOfficer andDoD Civilian PME Eligibility Criteria .............................. Air Force Reserve/Air National Guard Resident Officer PME Eligibility Criteria... 11 12 13 15 15 16 17 19 21 PROGRAMS 23 31

PME Declinations ...................................................................................................... Enlisted Professional Militau¢ Education Resident Nonresident and Programs .......................................................................... Resident Enlisted School EligibilityCriteria............................................................ Nonresident Enlisted School EligibilityCriteria...................................................... 1--GLOSSARY OF REFERENCES AND SUPPORTING INFORMATION 2---PME INSTITUTIONS 3--AIR FORCE FELLOWSHIP (AFF)

4--PRIMARY PME CREDIT 5--USAF PROFESSIONAL MILITARY EDUCATION (PME) EQUIVALENCY/COMPARABILITY RECERTIFICATION POLICY FOR INTERNATIONAL PME PROGRAMS 6--MINIMUM INFORMATION REQUIREMENTS FOR CONDUCTING A PME EQUIVALENCY REVIEW 7--IC 2002-1 TO AFI 36-2301, PROFESSIONALMILITARY EDUCATION

32

Attachment

33 34

Attachment

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Section A--Responsibilities 1. Professional Military Education(PME)is that portion of military education that: (1) Provides nation with military personnel skilled in the employment aerospace power in the conduct of war and of small scale contingencies (e.g., peacekeeping, humanitarian assistance); (2) Provides Air Force personnel with the skills and knowledge makesound decisions in progressively more demandingleadership posito tions within the national security environment;and (3) Developsstrategic thinkers and warfighters. 2. Responsibilities: Specific responsibilities follow, but all organizations will encouragepersonnel to take advantage of the educational opportunities provided by resident and nonresident PME. 2.1. Headquarters USAF, Deputy Chief of Staff, Pentagon, Washington DC20330-1040. Personnel (HQ USAF/DP), 1040 Air Force

2.1.1. Responsible for policy oversight and advocacy of Air Force PME programs. 2.2. Headquarters USAF, Directorate of Personnel Force Development (HQ USAF/DPD),1040 Air Force Pentagon, Washington DC20330-1040. 2.2.1. Provides policy guidance, participates in programming funds, and oversees PME programs. 2.2.2. Determines annual Air Force PME requirements; establishes attendance quotas at Air Force and non-Air Force schools; determines non-Air Force participation in Air Force PME programs. 2.2.3. Allocates Air Force active-duty in-residence quotas to Headquarters Air Force Personnel Center (HQAFPC) other Air Force agencies; allocates Air Force Reserve quotas to Headquarand ters US Air Force Reserve (USAF/RE); allocates Air National Guard quotas to Headquarters Air National Guard Readiness Center (HQ ANGRC/MPTEE); allocates civilian quotas to Civilian Education and Training (AF/DPDEC). 2.2.4. Allocates non-Air Force Officer PME (OPME) quotas to the other Services, the Deputy Under Secretary of the Air Force for International Affairs (SAF/IA), and appropriate non-Air Force agencies. 2.2.5. Serves as the Air Force point of contact (POC)for joint PME issues. 2.2.6. Administers Air Force-level Enlisted PME (EPME)AwardsProgram. 2.3. Air Force Colonel Matters Office (AFCMO),1040 Air Force Pentagon, Washington 20330-1040. 2.3.1. ImplementsAir Force policy on PME eligibility, colonels and colonel selects. selection, and removalfor active duty line

2.3.2. Ensures line colonels and colonel selects whohave potential to be in key leadership positions, are selected to attend resident Senior Service School (SSS). Of those selected, ensures all officers from the line candidates are designated to attend in residence. 2.3.3. Responsiblefor the line colonel and colonel select portion of the yearly SSSselection/designation board to include working with AFPC staff the results through AF/DP approval and to for release to the field.

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AF136-2301 27 JUNE 2002 2.3.4. Ensures the management level of each colonel and colonel select line candidate is given the opportunity to release the candidate for consideration by the line SSSselection/designation board. If a colonel or colonel select is not madeavailable during his/her individual final year of eligibility, AFCMO prepare a letter that states the officer was recommended SSSattendance but will for wasnot made available to attend in the final year of eligibility. Theletter will be permanently filed in the officer's HQUSAF selection folder and a copy sent to the servicing MAJCOM permafor nent inclusion in the officer's command selection folder. 2.3.5. Approvescolonels and colonel selects for the following items: individual declinations, requests for operational deferment, requests for humanitarian deferment, and removal from the candidate/selectlist (as specified in section 3.5. of this instruction). 2.4. Headquarters Air Force Personnel Center Commander (HQ AFPC/CC), 55 0 C Street West, Suite 32, Randolph AFBTX 78150-4734. 2.4.1. Implements Force policy on PME Air eligibility, selection, and removalfor active duty line lieutenant colonels, majors, and captains. For eligibility waiverauthority, see paragraph3.3.2. 2.4.2. Convenes the annual Intermediate Service School (ISS) and SSS competitive central selection/designation board for active duty officers in conjunction with AFCMO. Determines school assigmnentsfor selected active duty officers belowthe grade of colonel or colonel select. 2.4.3. Ensuresofficers whoha~,e potential to be in key leadership positions, are selected to attend resident PME schools. Ensures all officers tYomthe pool of selected school candidates are designated to attend resident ISS and SSSschools. Eligible majors and major selects maybe nominated by their management level to competefor ISS consideration; eligible lieutenant colonels and lieutenant colonel selects maybe nominated by their management level to compete for SSSconsideration. See Table 1. for rank requirements to attend PME schools. 2.4.4. ApprovesISS selection lists; forwards SSS selection lists in concert with AFCMO HQ to USAF/DP approval; publishes approved ISS and SSSselection lists. for 2.4.5. Approvesor disapproves individual declinations and requests for mission-essential and humanitarianremovalfrom school lists for lieutenant colonels and below. If an officer is in his or her last year of eligibility and cannot attend ISS/SSSbecause of mission or humanitarianreasons, AFPC/DPAPE prepare a letter stating the officer was selected for ISS/SSSbut not madeavailwill able to attend in his or her final year of eligibility. This letter is permanently filed in the officers HQUSAF selection folder and a copy sent to the servicing MAJCOM permanent inclusion in for the officer's command selection folder. 2.4.6. Distributes SquadronOfficer School (SOS) officer and civilian quotas to major commands (MAJCOMs) other agencies. Unfilled quotas will be filled by the appropriate MAJCOM. and 2.4.7. Determines if officers attending SOSin conjunction with a PCSmove will attend TDY en-route or TDY-and-return following PCSsign-in, based on cost analysis and concurrence of the gaining commander. 2.4.8. Schedules newly commissionedofficers for the Aerospace Basic Course (ABC). 2.4.9. Designates candidates to attend the Senior NCO Academy (SNCOA) other equivalent and non-Air Force schools.

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2.4.10. Determines quota distribution for Noncommissioned Officer Academies (NCOA) based on geographiclocation of the eligible population. 2.5. Office of the Air Force Reserve (HQ USAF/RE,1150 Air Force, Pentagon, Washington DC 20330-1150); and the Air National GuardReadiness Center (ANGRC/MPTEE, Fetchet Ave, 3500 Andrews AFB MD20762-5157). 2.5.1. Establishes eligibility criteria (and selection criteria for Air Force Reserveand Air National Guard personnel whoattend in residence) for all PME programs (see Section 3, paragraph 3.3.4., of this instruction). Establishes nonresident course application procedures through the Extension Course Institute (ECI). Effective 1 Feb 00, ECI is nowthe AFInstitute of AdvancedLearning (AFIADL). 2.5.2. ConvenesCentral School Selection Boards to designate Reserve and Guard officers and senior NCOs (ANG only) for resident PME based upon the whole-person concept. 2.5.3. Publishes the resident school selection lists for Air Force Reserve and Air National Guard personnel. 2.6. Headquarters Air Education and Training Command (AETC). 2.6.1. Executes Air Staff policy regarding PME. 2.6.2. Allocates CONUS NCOA quotas to the MAJCOMs/FOAs/DRUs their distribution. for

2.7. Air University (AU). 2.7.1. Develops, conducts, and evaluates PME resident and nonresident programs in accordance with the Air Force Instructional System Development (ISD) process [ISD guidance is provided AFM 36-2235, Instructional System Development; AFH36-2235 (Volume 10), Information for Designers of Instructional Systems - Education; and AFH36-2236, Handbookfor Air Force Instructors]; conducts other professional developmentcourses for selected Air National Guard/ Air Force Reserve personnel. 2.7.2. Maintains faculties, staff, and facilities for resident and nonresident OPME programs and the College for Enlisted Professional Military Education (CEPME); programs funds for PME programs. 2.7.3. Advises the Office on Educational Credit of the American Council on Education of all modifications to USAF programs to assist them in recommendingacademic credit for USAF PME PMEprograms. 2.7.4. Ensures applicable AUschools meet Joint Professional Military Education (JPME) requirements as outlined in CJCSI 1800.01, Officer Professional Military Education Policy (OPMEP). 2.7.5. Publishes eligibility, enrollment, academic,and graduation criteria for resident and nonresident programs for each level of PME AUand AFIADL in catalogs, Air Force Education and Training Course Announcements(ETCA), http:/lhq2af.keesler.af.mil/etea.htm that replaced AFCAT 36-2223. 2.7.6. Recommends HQUSAF/DPDE level of PME to the credit awarded to students for equivalent/comparable PME course work completed at other institutions to include other Service and allied schools. This applies only to Officer PME.See paragraph 4.1.2. for EPME.~ote: AF

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AFI36-2301 27 JUNE 2002 non-resident PME completionis required prior to receiving credit for completionof sister or other non-resident PME). 2.7.6. I. A PME program is considered equivalent to an Air Force PME program whenits curriculum, in terms of educational level, content, and academicrigor, is the sameas or very similar to the PME program to which it is being compared. For example, comparing respective sister service schools. 2.7.6.2. Another military school program maybe considered comparable, but not equivalent, if the curriculum meets the educational level, academic rigor, and most major content areas, but not all the key content of the AFPME program. For example, a programcomparableto Air WarCollege (AWC) be similar in most areas, but lacking in one or more of the major submay ject areas (military history/strategy; leadership and ethics; future conflict studies, international security studies, joint]coalition force employment, electives). or 2.7.6.3. The term "academicrigor" in the above definitions relates to a variety of cnrriculum and instructional issues. To ensure a relatively consistent application of standards of academic rigor in equivalency/comparability evaluations, AUfocuses on several categories, such as the instructional program, faculty, students, and curriculum content. Attachment6 provides a set of categories used by AUfor equivalency/comparability evaluations. 2.7.7. Ensures students meet resident eligibility requirements. Periodically conducts recertification reviews of allied (international) PME programs in accordance with the Air Force policy recertification of international PME programs (Attachment 5). 2.7.8. Ensures through the College for Enlisted Professional Military Education (CEPME) all that EPME schools adhere to the USAF Enlisted Professional Military Education Procedural Guidance, published by the Educational Programs Cadre, CEPME, ensure program effectiveness and to standardization throughout the Air Force. 2.7.8.1. CEPME responsible for the development of Enlisted PME is curriculum and program procedures; evaluation and survey requirements and analysis; faculty development, training and managingcurriculum requirements in accordance with the instructional System Development (ISD) Process. 2.7.8.2. CEPME develops and maintains the USAF EPME Procedural Guidance. This publication applies to all schools implementing the EPME curricula. It is published under the authority of this instruction and prescribes policies and procedures for the management Air of Force EPME programs. 2.7.9. Ensures nonresident programsmirror resident programsto the extent practical. 2.7.10. Provides administrative support to nonresident enrollees to include counseling nn AUand individual school policy. 2.7.11. Processes course material, examinations, and course completion data for nonresident PME programs; inputs PME completion data for military and civilians in the respective Personnel Data System(PDS); maintains student records and transcript data; issues diplomasand transcripts; publishes AFIADL catalogs. AURegistrar is responsible for officer PME updates. AURegPDS istrar corrects invalid, missing, or erroneously updated officer PME information; updates foreign, joint, fellows, and other Service school officer PME (CADRE/EDEOP, Maxwell AFB, Gunter Annex, AL 36118-5643). However, for AWC only; Guard and Reserve officers must submit veri-

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fication to their servicing points credit branch in order to receive point credit. HQ AFPC responis sible for enlisted PME updates. AFPC PDS corrects invalid, missing, or erroneously updated enlisted PME information (HQ AFPC/DPPAT, C. St. West, Suite 10, Randolph AFB, TX 550 78150-4712). 2.7.12. Provides EPME enlxy, graduate, and load data for ALS, NCOA, AFSNCOA. and 2.7.13. Ensures CEPME controlled NCOAs have the required personnel, facilities, equipment, and resources necessary for operation; and ensures the support for NCOAs documentedin supis port agreements. 2,8. MAJCOM, Direct ers. Reporting Unit (DRU), and Field Operating Agency (FOA) Command-

2.8.1. Provide availability of colonel and colonel setect SSS candidates whentasked by AFCMO. For those candidates released to meet the selection/designation board, the management level will provide a recommendation to which school the candidate should attend. as 2.8.2. Nominateeligible civilians for OPME priority sequence by functional community. in 2.8.3. Account for and forward all ISS/SSS central selection DPAPE. board nominations to AFPC/

2.8.4. Select active duty Air Force line officers for attendance to SOS. 2.8.5. Approveand publish selection lists and lists of alternates for SOS.Maydelegate approval authority to subordinate units. 2.8.6. Fill their assigned SOS quotas. 2.8.7. Approveand disapprove requests for mission essential or humanitarian removal from SOS. (Whenremoval would result in expiration of officer's eligibility, MAJCOM/DPs send waiver will requests to HQAFPC/DPAPE.) MAJCOM/DPs approve SOS total active federal commissioned service (TAFCS) waivers for SOSattendance for those exceeding their SOSeligibility window. 2.8.7.1. Forwardall nominationpackages and rank order listings of civilian nomineesto the Air Force Personnel Center (AFPC/DPKOX), 555E Street West, Suite 1, Randolph AFB 78150-4530,for further review and prioritization by career programtraining and development panels. 2.8.8. Remove officers identified on SOSselection lists for the reasons listed below; recommend removalof officers identified on ISS/SSS selection lists for the reasons listed below(forward recommendationsto AFCMO colonels and colonel selects; HQAFPC/CC lieutenant colonels for for and majors): 2.8.8.1. If departure would have an adverse mission impact (removal, whengranted, will be without prejudice) 2.8.8.2. When individual's duty performance declines to an unacceptable level an 2.8.8.3. When individual establishes a voluntary date of separation or decline regular or indefinite reserve status 2.8.8.4. When individual fails to maintain body fat and aerobic standards as prescribed in AFI 40-502, The Weight and Body Fat ManagementProgram

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AFI36-2301 27 JUNE 2002 2.8.9. Ensure bases operating Airman Leadership Schools (ALSs) or non-CEPME controlled NCOAs the required personnel, facilities, equipment, and resources necessary for operation; have and ensure the support for NCOAs documentedin support agreements. is 2.8.9.1. The AFSNCOA NCOA and Commandants and ALSFlight Chiefs will follow operating procedures set forth in the Enlisted PME Procedural Guidance published by CEPME. 2.8.9.2. The assigmnent of additional duties for EPME faculty/staff should be tempered with AFSNCOA, NCOA,and ALSprogram requirement for uninterrupted academic instruction and student support activities. Faculty/staff and students should be considered unavailable for additional duties and/or exercise participation (as ifTDYawayfrom homestation) throughout the course from start date to graduation. These duties do not include "schoolhouse" related additional duties or functions. 2.8.10. Coordinate with HQAFPC/DPPAT any plans to increase or decrease annual NCOA on production capability. 2.8. I 1. Project and coordinate annual NCOA training requirements with HQAFPC/DPPAT. 2.8.12. Build and manageNCOA quota requirements in the Air Force Training Management System (AFTMS). 2.8.13. Ensure mission support squadrons enter individual names against established TLNsin AFTMS NCOAs they show in the AFTMS later than 45 calendar days before the class for so no start date. 2.8.14. Give priority consideration for ALSattendance to eligible airmen going PCSto non-ALS locations. 2.9. Mission Support Squadron Commanders (MSS/CC). 2.9.1. Notify individuals of selection and date of school attendance and immediately notify HQ AFPC/DPAPE (officers) and MAJCOM/FOA/DRU (enlisted) of those members who are unable or ineligible to attend. 2.9.2. Ensure, in conjunction with an individual's commander,each PME attendee (officer or enlisted) meets the eligibility criteria outlined in the Air Force Education and Training Course Announcement (ETCA): http://etca.randolph.af.mil/. 2.9.2.1. MSS confirms selectees in the Oracle Training Administration System (OTAS) least 45 days prior to class start date and verifies personnelselected to attend PME all elimeet gibility requirements. They also provide school brochures, orders, and reporting instructions to selectees. 2.9.2.2. DELETED. 2.9.3. Provide the Chief, Ain~nan Flight, at least two copies of a monthlylisting that reflects, PME by unit of assignment, eligibles for ALS. 2.9.4. Provide the appropriate school a copy of the student's TDY order no later than 15 days prior to NCOA class start date. 2.9.5. Manage and administer PME nonresident programs with base education services representatives.

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2.9.6. Provide a copy of application instructions and nomination formats to all interested DoD civilians and forward nomination packages to the appropriate MAJCOM. 2,9,7. Complywith local managementdevelopment and training committee requirements when processing Air Force civilian applications for PME. 2.9.8. For NCOA: Enter individual names against established TLNsso they show in the AFTMS no later than 45 calendar days before the class start date. 2.9.9. Maintaina list of eligible personnel whoare available to respondon a short notice basis to fill vacated NCOA quotas. Keepthe list current until 48 hours prior to class start date. 2.10. Individuals. 2.10.1. identify medical, mission-related, or personal hardship circumstances, whichmayrequire deferment or student change action. Process deferment requests in accordance with ETCA and local procedures. Officers designated for PME attendance that are released or deferred for humanitarian or hardship conditions as provided in AFI36-2110, Assigmnents,will be released without prejudice. For information concerning removalwith prejudice, see paragraph 3.5. Enlisted personnel designated for ALS attendance maybe delayed for medical, mission-related, or personal hardship conditions without prejudice upon approval of the individual's commander. Wing or equivalent commanders approve similar delays for NCOA attendance and MAJCOMffCC/CVs approve AFSNCOA delays. In all cases, resident attendance remains mandatoryfor enlisted personnel as outlined in Section C, paragraph4.2. of this instruction. 2.10.2. Obtain a TopSecret, SCI or Secret security clearance, as appropriate, before attending a resident officer PME course. See ETCA the applicable security clearance required (applies to for USmilitary and UScivilians only). 2.10.3. 2.11. DELETED.

(ADDED)Unit Commander.

2.11.1. Ensure each PME attendee (officer or enlisted) meets the eligthility criteria outlined in the Air Force Education and Training Course Announcement (ETCA):http:l/etca.randolph.af.mill. For students taking leave e~oute to PME, verify eligibility before departure on leave. Section B--Officer Professional Military Edncation 3. Resident/Nonresident Programs. 3.1. Architecture. The Air Force OPME Programis central to a Continuumof Education (COE)that spans an officer's professional career. Beyondpre-cornmissioning education, which constitutes the first level of the COE, there are four subsequentlevels of PME: Initial level being the Aerospace Basic Course, Primary level the Squadron Officer School, Intermediate (represented by the Air Command and Staff College), and Senior (represented by the Air WarCollege). The Air University Catalog ETCA provide additional details on these PME programs. 3.1.1. Air Force officers and civilians mayatso participate in other Service, joint, DoD,and non-DoD (international and civilian) PME equivalent progrmns, such as the Air Force Fellowships. For details on joint programs, see CJCSI1800.01. For a list of PME equivalent programs, see Attachment2. For a list of primary PME courses for whichsister Service officers whotrans-

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BY ORDER OF THE SECRETARY OF THE AIR FORCE

AIR FORCE INSTRUCTION 36-2618 1 DECEMBER 2004 Personnel THE ENLISTED FORCE STRUCTURE

COMPLIANCE ~TH THIS NOTICE:

PUBLICATION

IS

MANDATORY

This publication is available digitally h ttp://~wwv.e-pu blishin g.a f.mil.

on the AFDPO site at: WWW

OPR: HQ USAF/CCC (SMSgt Ronnie L. Marphy) Supersedes AFI 36-2618, 1 April 1999

Certified by: HQUSAF/CCC (CMSAF Gerald R. Murray) Pages: 19 Distribution: F

This instruction defines the enlisted force structure, establishes enlisted leadership and development levels, specifies responsibilities of each enlisted rank within the structure, establishes official terms of address for Air Force enlisted personnel, describes special SNCO positions, and standardizes duty titles. It implements AFPD 36-26, Total Force Development. This instruction establishes mandatory responsibilities for enlisted members. Failure to observe the mandatory provisions of this instruction in paragraphs 3.1., 4.1., and 5.1., by military personnel, is a violation of Article 92, Uniform Codeof Military Justice (UCMJ). applies to all enlisted members the Air Force, Air National Guard (ANG),and USAir Force It of Reserve (AFRES). Ensure all records created as a result of processes prescribed in this publication are maintained in accordance with AFPD37-1, hformation Management, and AFMAN 37-123, iVlanagemerit of Record, and disposed of in accordance with the Air Force Records Disposition Schedule located at https://~vebrims.amc.af.mil. Process supplements to this instruction as shownin AFI33-360, Volume 1, Publications Management Program. Refer to Attachment I for a glossary and supporting information. SUMMARY OF REVISIONS This instruction substantially revises AFI36-2618, 1 Apr 99. It establishes the enlisted leadership and developmentlevels, adds general Airmanresponsibilities, further clarifies NCO SNCO and responsibilities, describes special SNCO positions, and standardizes enlisted duty titles.

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Chapter 1 INTRODUCTION 1.1. Philosophy of the Enlisted Force Structure. 1.I.l. The enlisted force is a diverse corps of functionally and operationally specialized Airmen.Yet, despite the natural differences found across functional and operational lines, there is a compelling need for a common approach to career progression, professional development, and the assumption of increased supervisory and leadership responsibilities. To best leverage our resources we must have a consistent, well-defined set of expectations, standards, and opportunity for growth for all Airmen, regardless of specialty or command. enlisted force structure provides this consistency and comThe monapproach. It is the enlisted force structure that defines us as Ahvwn,rather than merely specialists. 1.1.2. All elements of the enlisted force structure reflect the core values of the Air Force (Integrity, Service Before Self, and Excellence) and are essential to the profession of arms. The core values are the basis for Air Force policies, guidance, and overall focus. 1.2. Purposeof the Enlisted Force Structure. 1.2.1. Provide an enlisted force structure that best meets mission requirements. 1.2.2. Provide a common, stable career structure for all enlisted personnel. 1.2.3. Provide all Airmen opportunity for professional growth. the 1.2.4. Define: 1.2.4.1. Thethree tiers of the enlisted force structure. 1.2.4.2. The three levels of enlisted leadership and development. 1.2.4.3. The roles, responsibilities, expectations, and official terms of address for each enlisted rank. 1.2.4.4. Special Senior Noncommissioned Officer positions. 1.2.4.5. Theofficial duty titles for the enlisted force.

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3 Chapter 2

THE ENLISTED

FORCE STRUCTURE

2.1. ThreeEnlisted Force Structure Tiers. The enlisted force is comprisedof three distinct and separate tiers, each correlating to increased levels of training, education, technical competence,experience, leadership, and managerial responsibilities. These tiers are the AirmanTier, NCO Tier, and SNCO Tier. 2.1.1. The AirmanTier: This tier consists of AirmanBasic, Airman, AirmanFirst Class, and Senior Airman. Airmenare initially focused on adapting to the requirements of the military profession, achieving technical proficiency, and learning howto be highly productive members the Air Force. of Oncethey are promotedto Senior Airman, they begin to exercise limited supervision and leadership as they prepare for increased responsibilities, while continuingto broadentheir technical skills. 2.1.2. The NCO Tier: This tier consists of StaffSergeants and Technical Sergeants who,in addition to continuing their technical growth and becoming expert hands-on technicians, also serve as first line supervisors. NCOs ensure their team memberswork together to accomplish the mission. NCOs are responsible for training and developing the Airmenthey supervise into the NCOs the future. They of also continue to developtheir ownleadership skills in preparation for increased responsibilities. 2.1.3. The SNCO Tier: This tier consists of the top three ranks of the enlisted force structure: Master Sergeant, Senior Master Sergeant, and Chief Master Sergeant. SNCOs a critical component the are of Air Force's ability to project air power. SNCOs a great den of experience and leadership ability have which they use to leverage resources and personnel against a variety of mission requirements. The SNCO~s primary focus is on accomplishing the organization's mission through the skillful use of teams. They also concentrate on further developing their teams and people, both technically and professionally. Theyparticipate in the decision makingprocess, as appropriate, on a variety of technical, operational, and organizational issues. A few go on to serve at the highest levels in the Air Force as strategic leaders and managers. 2.2. Three Enlisted Leadership and DevelopmentLevels. The three leadership and development levels in the Air Force are the Tactical, Operational, and Strategic levels. Theselevels directly correlate the scope of an enlisted person's duties and primary responsibilities to mission requirements as well as the type of developmentneeded to serve at this level. These levels apply across the entire spectrum of the enlisted force structure. 2.2.1. Tactical Level: This level of leadership normally applies to AirmanBasics through Technical Sergeants. At the tactical level, Airmen NCOs and perfect their primaryskills. Theyare trained, attend Professional Military Education (PME),and achieve their 5- and 7-skill levels. Theystrive to become the best technicians and team members they can be. As they increase in rank, they also begin to train others and serve as first line supervisors and NCOICs sections (Note: Only NCOs SNCOs of and may serve as NCOICs). primary focus at the tactical level is accomplishingall assigned work as effiThe ciently as possible using the personnel and resources available. 2.2.2. Operational Level: This level normally applies to Master Sergeants through Chief Master Sergeants whotypically work at the Numbered Air Force (NAF)level and below. This is where SNCOs transition from being expert technicians and first line supervisors to leaders with broader operational leadership, supervisory, and managerialresponsibilities. Theycontinue to develop their ability to use their expertise, experience, management skills, and leadership skills to convert direction from their

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superiors into mission accomplishment. The majority of our enlisted force will spend their entire careers at the tactical and operational levels. This is wheretheir natural strengths- the technical skills, experience, and day-to-day mission focus of the enlisted force -are most required. 2.2.3. Strategic Level: This level normally applies to Chief Master Sergeants, and a few other SNCOs, assigned to higher headquarters. These leaders serve in key leadership positions at the Department of Defense, Headquarters Air Force, Major Commands (MAJCOM), direct reporting units, and select agencies and headquarters. They continue to develop their knowledgeof Air Force institutional management processes, challenges, and vision to improve their ability to advise senior leaders, participate in top-level decision makingprocesses, drat~ policies, manage career fields, and lead far-reaching programs. The primary focus at this levet is the strategic leadership and management of the force to best meet current and future requirements.

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1 DECEMBER2004 Chapter 3 AIRMAN RESPONSIBILITIES

5

3.1. General AirmanResponsibilities.

Airmen must:

3. t.1. Acceptand execute all duties, instructions, responsibilities, and lawful orders in a timely, efficient manner. Completeassigned tasks and accomplish the mission by being an effective follower. Place the requirementsof their official duties and responsibilities ahead of their personal desires. Airmenplaced in charge of any work activity or in charge of other Airmenhave the authority to issue lawful orders appropriate for the completionof their assigned tasks. Failure to obey lawful orders violates Article 92 of the UCMJ (duty status determines Air Reserve Component authority). 3.l.2. Strive for and maintain the highest level of personal readiness to meet Air and Space Expeditionary Force mission requirements: 3.1.2.1. Be technically ready to accomplish the mission. Attain and maintain a skill level commensurate with their rank and maintain a high degree of proficiency in their awardedspecialty as outlined in their Career Field Education and Training Plan (CFETP).(AFI 36-2201, Air Force Training Program;AFPD 36-22, Air Force Milita~T T~'ah~ing). 3.1.2.2. Be physically ready to accomplishthe mission. I(eep themselves in good physical condition and meet Air Force fitness standards. Participate in the Air Force Fitness Program. (AFI 10-248, Fitness Program). 3. 1.2.3. Be mentally ready to accomplishthe mission. Issues that can affect and detract from mental readiness are quality of life, financial problems,sexual harassment,discrimination, stress, marital problems, and substance abuse. These types of issues can prevent individuals from focusing on the mission, diminish motivation, erode a positive attitude, and reduce the quality of work. All of this negatively impacts mission accomplishment. 3.1.2.3.1. If having difficulty dealing with the issues above, Airmenshould seek assistance through their supervisory chain, first sergeant, commander, chaplain, or appropriate referral agencies. Airmenare expected to take positive steps to resolve these issues in a responsible manner. 3.1.2.3.2. Actively support the Air Force's policy of "zero tolerance" for discrimination and sexual harassment. Airmen must help maintain an environment free of any behaviors that hinder other team members' ability to achieve their full potential and maximize their contribution. (AFI 36-2706, Milita~y Equal Opportunity and Treatment Program.) 3.1.2.3.3. Be alert to detect people whomaybe exhibiting suicidal behavior and immediately report it to their supervisory chain, first sergeant, or commander. Fellow Airmenare a very important part of suicide prevention. 3.1.2.4. Be spiritually ready to accomplishthe mission. Spiritual readiness is the developmentof those personal qualities needed to help a person through times of stress, hardship, and tragedy. Spiritual readiness mayor maynot include religious activities. 3.1.2.5. If postured to deploy, meet all pre-deploymentrequirements.

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3.1.3. Exhibit professional behavior, military bearing, respect for authority, the highest standards of dress and appearance, and exemplary standards of on and off-duty performance. Airmenshould correct personnel whoviolate military standards. (AFI 36-2903, Dress and Personal Appearanceof the Air Fotve Pe~:~onnel; AFPD 36-29, Militaty Standards; AFI 36-2909, Professional and Unprofessional Relationships.) 3,2. Specific Airman Responsibilities. 3.2.1. AirmanBasic (AB). ABsare primarily in a learning capacity, adapting to the requirements the military profession, acquiring "knowledge military customs, courtesies, and Air Force standards, of as well as striving to attain technical proficiency. If at their first duty station, they can performbasic tasks under close supervision. ABs operate at the tactical level. The official term of address is Airman Basic or Airman. 3.2.2. Airman(Amn).Amn,while still primarily in a learning capacity, are expected to understand and conform to military standards, customs and courtesies. Despite primarily being in a learning capacity, if at their first duty station, Amn, over time, often begin to showsomejob proficiency at basic tasks. They wilt still require significant supervision and support. Amn operate at the tactical level. The official term of address is Airman. 3.2.3. Airman First Class (AIC). A1Csfully comply with Air Force standards and are expected devote their efforts to the masteryof skills required in their career fields and the military profession, while becomingeffective team members.After a few monthsat their first duty station, they are usually skilled on numerous tasks. Continuedsupervision is essential to A ICs' ongoingtechnical and professional growth. They typically earn their 5-skill levet at this grade. A1Csoperate at the tactical level. Theofficial term of address is Airman First Class or Airman. 3.2.4. Senior Airman (SrA). SrAare commonly as skilled technicians and trainers. It is essential used SrAbegin developing supervisory and leadership skills through progessive responsibility on the job, PME, individual study, and mentoring by their supervisors. When utilized as supervisors, SrAstrive to establish themselves as effective first-line supervisors, through maximum of guidance and use assistance from the NCOs above them. SrA can be utilized as reporting officials upon completion of AirmanLeadership School (ALS). SrA operate at the tactical level. The official term of address Senior Airman or Airman.

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Chapter 4 NCO RESPONSIBILITIES 4.1. General NCO Responsibilities. NCOsmust:

4.1.1. Acceptand execute all duties, instructions, responsibilities, and lawful orders in a timely, efficient manner. Lead subordinates and exercise effective foilowership in mission accomplishment. Place the requirements of their official duties and responsibilities ahead of their personal desires. NCOs have the authority to issue lawful orders appropriate for the completionof their assigned tasks. Failure to obey lawful orders violates Article 92 of the UCMJ (duty status determines Air Reserve Component authority). 4.1.2. Maintain the highest level of readiness to meet Air and Space Expeditionary Force mission requirements. An NCO'sprimary purpose in the Air Force is to be a skilled technician in their assigned specialty and building, preparing, and leading teams to accomplish the mission. 4.1.2.1. Be technically ready to accomplish the mission. Attain and maintain a skill level commensuratewith their rank and maintain a high degree of proficiency in their duties as outlined in their CFETE Additionally, they must train and develop tbeir subordinates to ensure they are also technically ready to accomplish the mission. (AFI 36-2201, Air Force Training Program;AFPD 36-22, Air Force Military Train#~g). 4.t.2.2. Be physically ready to accomplish the mission. Keepthemselves in good physical condition, meet Air Force fitness standards, and set a positive examplefor subordinates. Leadthe way by promoting,supporting, and participating in the Air Force Fitness Programand their units' physical training programs. Incorporate physical training into their teams' duty schedules. (AFI 10-248, Fitness Program). 4.1.2.3. Be mentally ready to accomplishthe mission. Issues that can affect and detract from mental readiness are quality of life, financial problems,sexual harassment,discrimination, stress, marital problems, substance abuse, and lack of recognition. These types of issues can prevent individuals from focusing on the mission, diminish motivation, erode a positive attitude, and reduce the quality of work. Also, ensure they are monitoring and addressing problems with their subordinates' mental readiness. 4.1.2.3.1. IfNCOs experiencing problems dealing with the issues above and require assisare tance, they must consult their supervisory chain, their first sergeant, commander, chaplain, or appropriate referral agencies. NCOs must always take positive steps to resolve these types of issues in a responsible manner. 4.l.2.3.2. Assist subordinates in resolving personal, financial, marital, alcohol, and stress related problems.Supervisors are often in the best position to detect early indications of these problems and are key to identifying, addressing, and resolving them. Supervisors must stay involved and be supportive as their subordinates struggle to resolve their problems. Supervisors must also clarify Air Force standards, provide feedback on duty performance, and provide counseling on professional behavior, military bearing, and available referral agencies. If additional assistance is required, NCOs must consult their supervisory chain, their first sergeant, chaplain, or appropriate referral agency. (AFPD36-29, Militaty Standards; AFI 36-2406, Officer and Enlisted Evahtation System; AFI36-2909, Professional and Unprofessional Rela-

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tionships; AFI 44-121, Alcohol and Drug Abuse Prevention and Treatment (ADAPT)Program; AFI 44-120, Drug Abuse TestO~g Program). 4.1.2.3.3. Actively support the Air Force's policy of"zero tolerance" for discrimination and sexual harassment. NCOs must maintain a professional environment that enables personnel to achieve their full potential and maximizetheir contribution. (AFI 36-2706, Militaty Equal Opportunity and T~'eatment Program). 4.1.2.3.4. Remain watchful for signs that subordinates, or any Air Force member,maybe suicidal. Supervisorsare often in the best position to detect early signs of suicidal behavior. If an NCO notices a person is exhibiting behavior indicating they maybe suicidal, NCOs must immediatet,¢ seek assistance from their first sergeant, commander, security forces, chaplain, life skills support center, or medicalpersonnel and remainwith tbe person until relieved by the proper authority. 4.1.2.3.5. Frequently visit dining facilities, chapel centers, recreation facilities, dormitories, and enlisted clubs to familiarize themselveswith their subordinates' off-duty opportunities and living conditions. 4.1.2.3.6. Appropriately recognize and reward those individuals whosemilitary conduct and duty performance clearly exceed established standards. Also, hold subordinates accountable whenthey do not meet established standards. 4.1.2.4. Be spiritually ready to accomplishthe mission. Spiritual readiness is the development of those personal qualities needed to help a person through times of stress, hardship, and tragedy. Also, provide assistance to subordinates whomaybe struggling with their spiritual readiness through the Chaplain, life skills support center, or other support agencies. Spiritual readiness may or maynot include religious activities. 4.1.2.5. If postured to deploy, meet all pre-deployment requirements. Also, ensure they educate and assist subordinates with deploymentpreparation actions. Correct and counsel subordinates whenthey don't meet deploymentreadiness standards. NCOs responsible for their subordiare nates' deploymentreadiness status. 4.1.3. If senior in grade, accept responsibility for assuming the role of leader. Responsibility and accountability increase commensurate with grade. This policy stems from time-honored military customs and traditions. Within enlisted grades, NCOs take rank and precedence over all Airmen and other NCOs according to rank. Within the same grade - Date of Rank (DOR), Total Active Federal Military Service Date (TAFMSD), Date, and Date of Birth (DOB) Pay determine seniority. NOTE:In some circumstances, commandersmay place NCOs who are lower in rank in charge of other NCOs the samegrade (i.e. ATSgt, with a date of rank of 1 Apt 02, is placed in charge of a fellow TSgt, of with a date of rank of t May01 .). When placed in charge by commanders, these NCOs have the authority to issue lawful orders appropriate for mission accomplishment. Failure to obey lawful orders violates Article 92 of the UCMJ (duty status determines Air Reserve Component authority). 4.I .4. Supportand explain leaders' decisions. 4.1.5. Take an active leadership and supervisory role by staying involved with their personnel on a daily basis. Take their experience and knowledgeand focus it downward their personnel. Mentor, to by providing guidance and instruction to subordinates to develop and grow them so they are prepared

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to accept increased levels of authority and responsibility. Help each of them reach his/her full potential. 4.1.6. Exceedthe standards and expectations levied upon their Airmen. Epitomize excellence, serving as a role model for Airmento emulate. Lead by exampleby exhibiting professional behavior, military bearing, respect for authority, and the highest standards of dress and appearance. Instill these types of behaviors in their subordinates. Clarify Air Force standards regarding such things as duty performance, safety, on/off-duty behavior, professional/unprofessional relationships, and personal appearance. Be alert to personnel whoviolate Air Force standards and immediately correct them. (AFPD 36-29, Militaty Standards; AF136-2406,Officer and Enlisted Evaluation Systems; AF136-2909,Professional and Unprofessional Relationships; AFI 91-202, The USA#"Fo~ve Mishap Prevention gram). 4.1.7. Provide career counseling to subordinates on benefits, entitlements, and opportunities available during an Air Force career. Ensure subordinates understand what is expected to be competitive for promotionand what types of career opportunities exist for them. At a minimum, counseling occurs in conjunction with performance feedback counseling or whenan individual comesup for quality review under the selective reenlistment program. At the end of the counseling session, review with and provide each individual the Air Force Benefits Fact Sheet. 4.1.8. Promotea culture of flexible Airmen are capable of mastering multiple tasks to better supwho port Air and Space Expeditionary Force mission requirements. 4.1.8.1. Consider pursuing opportunities, and encourage subordinates, to retrain into Air Force shortage career fields, whenappropriate, to balance the force, enabling the Air Force to meet mission requirements. 4.l.8.2. Consider pursuing opportunities, and encourage subordinates, to serve in special duties, such as Military Training Instructor, PME Instructor, Recruiter, etc. 4.1.9. Secure and promote PME professional enhancement(PE) for themselves and subordinates and to develop and cultivate leadership skills and military professionalism. In addition, support voluntary off-duty education opportunities to enhance professional growth. (AF136-2301,ProfessionalMilitaly Edttcation). 4.1.10. Promote organizational esprit de corps and foster good communityrelations by supporting professional organizations as well as unit, base, and Air Force events. Also, encouragesubordinates to do the same. 4.2. Specific NCO Responsibilities. 4.2.1. Staff Sergeant (SSgt). SSgts are primarily highly skilled technicians with supervisory and training responsibilities. They must continuously strive to further their developmentas technicians. SS~s must also strive for greater supervisory competence,and they should be given opportunities to demonstrate leadership, as they developas leaders. Theyare responsible for their subordinates and the effective accomplishment all assigned tasks. They ensure proper and effective use of all personnel and of materiel under their control. SSgts operate at the tactical level. The official term of address is Staff Sergeant or Sergeant. 4.2.2. Technical Sergeant (TSgt). TSgts are often their organizations' tectmical experts within their specialty, in addition to providing sound supervision and training. They are responsible for the devel-

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