First Sergeant Academy

Report
AFRC Table of Content
Unit Orientation
AFRC Unit Participation
Administrative Actions
Control Roster
The First Sergeant Position
Enlisted Promotion
Administrative Demotions
Administrative Separations
Authorized/Unauthorized Absences
Personnel Evaluations
Change Management
Security Forces Procedures
Line of Duty
Employers Support of the Guard and Reserve
Diversity
OSI
COGNITIVE SAMPLES OF BEHAVIOR:
• Give a new example of effective unit
orientation.
• Describe a practical commander’s
call.
• Explain the importance of the
sponsorship program.
Overview




Sponsorship Program
Base Orientation
Unit Orientation
AFRC
MP 1: Sponsorship Program
 Inbound Personnel
 Unit Allocation
INTRO Program
MP 2: Base Orientation
 Wing Commander or Representative
 Inspector General
 Staff Representatives
MP 3: Unit Orientation
 Unit Commander or Representative
Mission and Objectives
First Sergeant
Senior ART
OIC/NCOIC
Training Monitor
CSS
MP 3: Unit Orientation
Immediate Supervisor








Mission and Objectives
Duty Hours
Lunch Hour
Duty Tasks
Training
Safety
Coworker Introductions
AFRC
• 4th Air Force – focus specifically on global
reach (tankers and airlift capabilities).
• 10th Air Force – strike, ISR, space, cyber,
and special operations assets.
• 22nd Air Force – tactical airlift, combat
support, training.
AIR FORCE RESERVE COMMAND
MP2: FIRST SGT ROLE
Summary




Sponsorship Program
Base Orientation
Unit Orientation
AFRC
COGNITIVE SAMPLES OF BEHAVIOR:
• Comprehend policy the policy of AFI 362254 Vol. 1, 2 & 3.
• Clarify requirements for unit participation
• Explain the difference between satisfactory
and unsatisfactory participation.
• Explain the importance of the First
Sergeants responsibilities.
Overview:
Satisfactory Participation
Nonparticipation
Types of Participation
Telecommuting
Points Accumulation
First Sergeant Responsibility
AFI 36-2254
VOL 1
Reserve Personnel Participation;
VOL 2
Reserve Personnel Training
VOL 3
Reserve Personnel Telecommuting/ Advance
Distributed Learning (ADL) Guidelines
Requirements For Satisfactory Participation?
–
–
–
–
–
Military standards of dress and appearance
Physical fitness requirements
Medical standards and qualifications
Perform 48 paid Training Periods per year (TP)
Perform at least 14 AT per year
• Excused Absence
• Unexcused Absence
• Constructively Present
 Initial Active Duty Training (IADT)
 Unit Training Assembly (UTA)
 Equivalent Training (ET)
 RMP
 Additional Flying Training Period (AFTP)
 Additional Ground Training Period (AGTP)
 Annual Tour (AT)
 Active Duty for Operational Support (ADOS)
 Progression Tours
 Active Duty for Training (ADT) Tours
 Airmen are subject to the UCMJ
Must meet all participation requirements
Approval Authority – NAF/Wing/Group CC or Designees
 Authority concurrence prior to performing telecommuting
Should not use for formal training
Written Agreement
Approving Authority
Supervisor
Earning Points:
– Maximum Training Periods(TP) per FY is 48 points for a satisfactory
year.
– Must perform at least 14 Training days (AD), Maximum in FT is 15 days.
NAF/CC may authorize up to 20 days.
– 1 point for each 4 hours of Inactive Duty Training (IDT) not to exceed 2
per day and 1 point for each day of Active Duty
– 1 point for each 3 hours of awarded ECI courses (15 max)
– Max earnings 365 creditable points (366 for a leap year) per year
•
•
•
•
•
•
Meet and Greet
Review Unit Absentee Report
Oversee commander’s program
Lead by example
Ensure the integrity of the unit
You are the model
Summary:
Satisfactory Participation
Nonparticipation
Types of Participation
Telecommuting
Points Accumulation
First Sergeant Responsibility
COGNITIVE SAMPLES OF BEHAVIOR:
• Explain the purposes/uses of administrative
reprimands.
• Describe the purposes/uses of unfavorable
information files (UIF).
• Explain the purposes/uses of control rosters.
• Describe the first sergeant responsibilities in
the administrative actions process.
• Describe administrative action process.
• Predict the effect of corrective actions on unit
personnel.
REFERENCES
Reference:
AFI 36-2907
Unfavorable Information File (UIF) Program
OVERVIEW
Purpose
Counseling's, Admonishments and
Reprimands
Unfavorable Information File
Control Roster
Responsibilities
PURPOSE
Purpose is to “improve, correct, and
instruct subordinates who depart from
standards…on or off duty, and whose
actions degrade the individual and
unit mission.”
-AFI 36-2907
MP2. Administration Counseling
Counseling
Admonishments
Reprimands
MP 2 PROCEDURES AND FORMAT
Privacy Act
PIF/UIF/’Desk Drawer’
Format
MP3 Unfavorable Information File
AF Form 1058
AF Form 1137
Commander’s Actions
Member’s Actions
MP4 MANDATORY/OPTIONAL ENTRIES -UIF
Mandatory
Table 2.2 AFI 36-2907
Optional
Table 2.2 AFI 36-2907
MP5 DISPOSITION/REMOVAL
 AFI 36-2907, Table 2.2
 Disposition Determined By Type
Of Document Filed In UIF
 Early Removal
 Limitations On Removal
MP6 UIF CAREER IMPACT
No Mandatory Limitations
MP1 DEFINITION AND PURPOSE
“Rehabilitative tool used by commanders
at all levels to set a 6-12 month observation
period for individuals…who fail to meet or
maintain AF standards of conduct…on and
off duty.”
--AFI 36-2907
MP2 ESTABLISHING CONTROL ROSTERS
Procedures
AF Form 1058
AF Form 1137
Commander’s Actions
Member’s Actions
MP3 REMOVAL ACTIONS
Automatically 2400 on the last day
of the designated period
(Up to
12 calendar months)
Early Removal
MP4 CONTROL ROSTER IMPACT
 EPR
 Promotion
 Reenlistment
 PCS/PCA
 Formal Training
MP5 RESPONSIBILITIES
 Commanders
 First Sergeants
 Supervisors
 UIF Monitor
SUMMARY
Purpose
Counseling/Reprimands
UIF
CR
Responsibilities
COGNITIVE SAMPLES OF BEHAVIOR:
• 1. Recognize the historical importance of the
first sergeant.
• 2. Identify the evolvement of the Air Force
First Sergeant.
• 3. State the traditional qualities of a first
sergeant.
• 4. Identify the responsibilities of a first
sergeant.
• 5. Know the role of a of a first sergeant.
• 6. Understand how the core values relate to
the first sergeant position.
OVERVIEW
History
Roles and Responsibilities
Air Force Core Values
OVERVIEW
OUR STARTING POINT
REVOLUTIONARY WAR
DUTIES
CHANGES, 1832-1847
COL CHARLES A. ROMEYN
1947-PRESENT
OUR STARTING POINT
 THE FIRST SERGEANT HAS ALWAYS
HELD A HIGHLY VISIBLE AND
DISTINCTIVE, ALBEIT NOTORIOUS,
POSITION IN THE MILITARY UNIT.
OUR STARTING POINT
 Roman Legion Centurions
First mention of soldiers responsible for
disciplining troops
Lead soldier for 100 men
Carried unit’s legions on long poles called
standards
Final defenders of legion’s standards during battle
Conduit between officers and enlisted
OUR STARTING POINT

17th Century Prussian Army Feldwebel
Overseer of enlisted personnel
Assigned at company level
Knowledgeable of duties
Accountability of people
Continuity of company commander
Authorized to use cane to instill discipline
 How are first sergeants viewed today?
REVOLUTIONARY WAR
General Washington: Battled with unit
ineffectiveness / desertion
General Baron Von Stuben of Prussian Army
Tactics in training and drill
Required high degree of discipline
Task given to first sergeant
Company first sergeant
 “Blue Book of Regulation”
REVOLUTIONARY WAR
 “Blue Book of Regulations”
Duties / responsibilities of company members
Key personnel
Names, height, jobs, addresses of personnel
DUTIES
Original First Sergeant Duties
Maintain duty roster
Take daily orders
Complete morning roster
Be acquainted with all personnel
Be available
Maintain company’s descriptive books
CHANGES OF 1832-1847
Wore red sash around the waist
New pay scale – $15.00/month
Sgt. Majors, Quartermaster Sergeants, & Chief
Musicians received $16/month
1847– authorized chevrons on jacket and
wear of the lozenge (diamond) on the insignia
COL CHARLES A. ROMEYN
 Requirements of the “Best First Sergeant”
Sobriety
Loyalty
Always on the job!
Knowledge of paperwork
Physically active
Sympathetic & tactful
Marksman & horsemanship
CHANGES FROM 1947 TO PRESENT
1947– formal position and AFSC (731X0) vs. rank
E-6 and above could hold position
1960 – AFSC changed to 10090 / opened to all
AFSC’s
1971– only E-7’s, FSA optional
1985– mandatory completion of FSA
Graduates prior to 03A can stay indefinitely
2002– officially became a special duty
Roles and Responsibilities
• Expeditionary Leader
• Advisor to the Commander
• Sets the example
Roles and Responsibilities
• Your position as the unit First
Sergeant will give you an
extreme amount of authority
and you must be careful how
you use it.
Air Force Core Values
• Integrity First
–
–
–
–
–
–
–
–
–
Willingness
Courage
Honesty
Responsibility
Accountability
Justice
Openness
Self-respect
Humility
Air Force Core Values
• Service Before Self
– Rule following
– Respect for others
– Discipline and self control
– Faith in the system
Air Force Core Values
• Excellence in All We Do
–
–
–
–
–
•
Product/service excellence
Personal excellence
Community excellence
Resource excellence
Operational excellence
"If your actions inspire others
to dream more, learn more, do
more and become more,
you are a leader“
John Quincy Adams
Summary
 History
 Roles and Responsibilities
 Air Force Core Values
COGNITIVE SAMPLES OF BEHAVIOR:
• Be able to compute when an
individual is ready for promotion
• Demonstrate how the promotion
process works
• Be able to show the difference
between eligible and deserving
OVERVIEW
 Promotion Authority
 Ineligible for Promotion
 Minimum Eligibility Requirements
 Types of Promotions
 Promotion Process
 First Sergeant’s Role
REFERENCES
AFI 36-2502, Airmen Promotion Program
Chapter 4 applies specifically to Reservists
AFI 36-2113, The First Sergeant
AFI 36-2618, The Enlisted Force Structure
MP1 Promotion Program Objectives
“The Air Force must be able to
identify those people with the
highest potential to fill positions of
increase grade and responsibility.”
AFPD 36-25
MP2 Promotion Authority
Amn – MSgt
SMSgt – CMSgt
Unit Commander
Wing Commander or
detached Group Commander
MP3 Ineligible for Promotion
 A member in training status code “T” is ineligible
 An EPR that is a referral or a rating of a 2 would render a member ineligible,
unless a new EPR is written with at least an overall rating of a 3
 A referal EPR do to a Fitness Test Failure
 1 year from the date of a court martial order or the longest period of
punishment renders a member ineligible
 The member is blocked for promotion
 The airman does not meet the requirements of Table 4.2, eligibility
requirements
MP4 Minimum Eligibility
Requirements for Promotion
Promotion to Grade of:
PAFSC
Time in Grade
(See Note 14)
Enlisted Service
(See Note 15)
Satisfactory Service
(See Note 16)
Amn
Not Required
6 months (from
IADT)
Not Applicable
Not Applicable
A1C
Not Required
6 months (From
IADT)
Not Applicable
Not Applicable
SrA
3-skill level
8 months
Not Applicable
1 year
SSgt
(See Note 10)
5-skill level, or a
3-skill when
a 5-skill does
not exit in
AFSC
12 months
Not Applicable
4 years
TSgt
7-skill level
18 months
Not Applicable
5 years
MSgt
(See Note 11)
7-skill level
24 months
8 years
8 years
SMSgt
(See Note 12)
7- or 9-skill level
24 months
10 years
11 years
CMSgt
9-skill level
24 months
10 years
14 years
MP5: Types of Promotions
Unit Vacancy Promotion
Extended Promotion Program (EPP)
Promotion Enhancement Program (PEP)
Unit Vacancy
Promotions occur monthly
Personnel must meet the eligibility criteria
outlined in AFI 36-2502, Table 4.2 prior to the first
day of the promotion cycle
Individuals moved to slots being vacated by
someone retiring, separating, HYT or
reassignment, cannot be promoted until the
promotion cycle after the incumbent’s has
physically departed
Extended Promotion Program
 EPP was implemented to allow the promotion of those SSgt’s with extended
time in grade and time in service to be promoted to TSgt without being
assigned to a valid vacant position effective 1 Dec 97
 Allows for promotion to TSgt individuals in an E6/E5 position that are blocked
for promotion under unit vacancy and are not an overage (do not own the
slot)
 Applies to Air Reserve Technicians (ART’s) and Traditional Reservists who meet
eligibility criteria and have commanders approval
 No current UIF or Control Roster
 Meets all requirements of AFI 36-2502, Table 4.2, excluding unit vacancy
PROMOTION ENHANCEMENT PROGRAM (PEP)
Reference: AFI 36-2502 (Table 4.2), 22 AF/CCC Memo dated 30 October 2001
General Overview:
Eligibility:
 Meet requirements for promotion according to AFI 36-2502, Table 4.2
 Be blocked from promotion under Unit Vacancy Promotion Program
 Can only be promoted one grade higher than unit manning document
(UMD) position to which currently assigned
 Recommended by unit commander
 Meet the Fitness Requirements
 Must not be in an overage on the UMD
 Must not have any unexcused absences
MP6: Promotion Process
1. MPF identifies airmen eligible for promotion every
month (Table 4.2, eligibility requirements) and forwards an
eligibility rooster to the unit commander before each UTA
the month preceding the month the promotion is to be
effective.
2. The unit commander processes the eligibility roster prior
to the UTA completion, lining through names of airmen not
recommended and annotating a period of ineligibility not to
exceed 6 months.
PERSONAL DATA - PRIVACY ACT OF 1974 (USC 552a)
UNIT: 123 AERIAL PORT SQ FFLHB0
WESTOVER AFB MA 010220000
PAS: W52PFLHB
RESERVE AIRMEN PROMOTION ELIGIBILITY ROSTER
PROMOTION MONTH: JUL
THE FOLLOWING PERSONNEL, YOUR UNIT, MEET ALL THE REQUIREMENTS OF AFI 36-2502,
TABLE 4.2, FOR PROMOTION TO THE NEXT HIGHER GRADE. REQUEST YOU REVIEW THIS
LISTING AND MAKE YOUR ANNOTATIONS FOR NONRECOMMENDATIONS THEN FORWARD TO THE
MPF.
NAME
SSAN
EPR
UNEXCUSED
GR-CURR
DOR
EFF-DT
EXCUSED
PAFSC PAY-DT
PME-1ST
AUTH-GRD
CAFSC SAT-SVC PME-2ND
POSN-NR
DAFSC RR--YY
PME-3RD
FAC
WMP-STAT
TNG_STAT
ART
MIGALA, LINDSAY CA SSG
123-45-6789
01 MAR 2003
3B-13 APR 2006 12 APR 2004
0
24
2T271
2T251 080000
2T271 0915
R
BOUCHARD, JOHN MSGT
123-45-6789
01 MAR 2003
3B-13 APR 2006 12 APR 2004
0
24
2T271
2T251 080000
2T271 0915
R
15 SEP 1997
15 SEP 1997
36
TSgt
0079758
42H100
36
SMSGT
0079758
42H100
Until further review is made, member is ineligible until 01AUG07
I CERTIFY THAT THE INFORMATION LISTED IS TRUE AND CORRECT. I FURTHER CERTIFY
THAT ALL PERSONNEL NOT RECOMMENDED HAVE BEEN ANNOTATED ACCORDINGLY.
Michael R Bellerose 25JUN07
SIGNATURE OF UNIT COMMANDER
DATE
MP6: Promotion Process
3. Complete the AF Form 224 in duplicate (mandatory for
promotions to SMSgt and CMSgt) for Wing Commanders
approval
4. The Unit prepares a Reserve Service Commitment
(RSC) Contract on personnel being recommended for
promotion to MSgt/SMSgt/CMSgt. Must have two years
retainability.
5. Forward the roster, RSC and the AF Form 224 to the
MPF by the end of the UTA.
Ineligibility Roster
PERSONAL DATA - PRIVACY ACT OF 1974 (USC 552a)
UNIT: 123 AERIAL PORT SQ FFLHB0
RESERVE AIRMEN PROMOTION INELIGIBILITY ROSTER
PROMOTION MONTH: JUL
NAME
PAFSC
DOR
TNG-ST
GRD ART SSAN
DAFSC
POSN-NR
2AFSC
SAT SVC UNEXC WMP
UIF
CNTL-RSR
----------------------------------------------------------------------
ASG-GR+1 PME1 PAY-DT
FAC
AUTH-GRD PME2 TEMSD
PME3 EPR
ART15
BENTLEY, EDNA TERI
TSG 012-65-9874
R
35
0
2T271 01-MAR-04
2T251 0079845 42H100
201129
INELIGIBLE REASON:
BIZA, STEPHANIE LYN
SRA 123-89-6541
37
Q
13-DEC-84
X
3-B
UMD-OVERAGE
PME
NO-VACANCY
2T251
2T251
010000
0
01-JAN-06 R
0079919 42J100
-
INELIGIBLE REASON:
PME
35
34
10-APR-05
MP7: FIRST SGT ROLE
AFI 36-2113
1.2. The first sergeant is responsible for
providing sound advice to the commander on
a wide range of topics including the health,
esprit de corps, discipline, mentoring, well
being, career progression, recognition, and
professional development of all assigned
enlisted members.
AFI 36-2113
6.1.7. First Sergeants. First sergeants are specially
selected SNCOs freed from operational and
production requirements to provide a dedicated
focal point for enlisted issues within their units. First
sergeants derive their authority from the unit
commander and exercise general supervision over
all assigned enlisted personnel. At home station or
deployed, a first sergeant’s primary responsibility
is to maintain a mission-ready enlisted force.
SUMMARY
 Promotion Authority
 Ineligible for Promotion
 Minimum Eligibility Requirements
 Types of Promotions
 Promotion Process
 First Sergeant’s Role
COGNITIVE SAMPLES OF BEHAVIOR:
• Paraphrase the objective of
administrative demotions.
• Defend the reasons for an
administrative demotion.
• Explain demotion
procedures/individual rights.
OVERVIEW
 Policy
 Authority
 Reasons for Demotions
 Demotion Process
 Grade Demotions
 Appeal Process
MP1 Purpose
Ensure personnel are fully qualified to
serve in their current grade and
position.
Peter Principle: States that people are promoted
to their level of incompetence.
MP1 Purpose
Policy:
AFI 36-2502 “Airman Promotion/Demotion
Programs” (31 Dec 09)
 AFPD 36-25 “Military Promotion & Demotion
Administrative in nature
Apply to members in grades of E-2 to E-9
Not used in place of UCMJ actions
MP1 Purpose
Policy:
Give opportunity to overcome deficiencies
Do not demoted Airmen who have separated
Sec of AF may direct demotions
Cannot be suspended
Once initiated, cannot be reassign
Do not reassign in lieu of demotion
MP2 Demotion Authority
Amn - MSgt
>>>
SPCMA Commander
SMSgt - CMSgt >>>
AFRC/CV
Voluntary
Wing DP
>>>
MP2 Demotion Authority
 Individual Mobilization Augmentees
>>> Commander of MAJCOM, FOA, DRU
Non-pay Program Reservists
>>> ARPC/CC
Selected Reserve Program
>>> HQ ARPC/DR
MP3 Reasons for Demotions
Student Status Termination
Skill level
Failure to participate
Failure to fulfill NCO responsibilities
Physical condition/body fat standards
Reorganization
Failure to qualify for duty
Voluntary change of assignment
MP4 Demotion Process
Involvement
 Immediate commander
 Individual
 Military Personnel Flight (MPF)
 Demotion Authority
MP4 Demotion Process
Notification:
Must be in writing
State reason and facts
Member must acknowledge receipt
Appeal information provided to member
Airman in grade
E-2 – E-9
Basis for demotion in current enlistment
-Failure to complete training
-Failure to maintain Skill/ Grade
-Failure to meet NCO Responsibilities
-Failure to maintain Fitness Standards
-Intentional failure to qualify for duty
Unit CC Consults
With SJA
NO
STOP
PROCESS
YES
CC Notifies Airmen in Writing
(Include a summary of basis
with facts, rights to council, right
to a personal hearing)
Airman responds to Commander orally,
in writing, or both within 3 working days
(The commander may grant an extension in writing)
CC reviews Airmen’s response
to demotion. (Agrees/Disagrees)
Notifies
Airmen
he/she is
stopping the
process.
STOP
Continue Process
The commander notifies the airman of the decision
in writing, summarizes any written or oral
statements made by the airman and sends the
entire case file to the servicing Military Personnel
Flight (MPF) for processing.
Military Personnel Flight
The MPF provides the demotion package to the demotion authority
(next higher level commander).
The demotion authority can make additional grade reductions beyond
the initiating commander’s
Demotion Authority
The demotion authority can take additional grade reductions other
than the initiating commander’s recommendation. The demotion
authority requests a written legal review from the servicing staff judge
advocate (SJA) before deciding the demotion.
Disagrees
The demotion authority disapproves
the demotion and writes to the
airman’s servicing MPF. The
demotion authority notifies the
MAJCOM and the airman through the
initiating commander by endorsing
the document. STOP
Agrees
The demotion authority approves the demotion
and writes the airman’s servicing MPF to publish
a demotion order.
The MPF endorses the demotion authority’s
memorandum and sends it to the initiating
commander.
Commander’s Action
The commander informs the airman of the grade to which he or she is
demoted, include the Date of Rank (DOR) and the demotion effective
date.
The commander informs the airman that he or she must acknowledge
the decision within 3 working days. (May grant an extension)
The commander informs the airman that he or she can appeal the
demotion decision to the appellate authority (next higher level
commander to the demotion authority) within 3 working days. (May grant
an extension)
Airmen’s Action
The airman acknowledges receipt by endorsing the document
including the date.
No Appeal
Appeal
Demotion Authority
Airmen is
Demoted
Reverses decision and restores original grade.
Or demotion authority forwards case to appellate
authority without comment.
Appellate Authority
E-2- E7 Appeal to AFRC/CV
E8- E9 Appeal to AFRC/CC
Approves the Appeal
The appellate authority approves the appeal and directs
the servicing MPF to restore the airman’s grade and
revoke the demotion order. Through the initiating
commander, the MPF sends a memorandum telling the
airman that the appellate authority approved the appeal
and the airman’s previous grade was restored.
Disapproves the Appeal
The appellate authority disapproves the airman’s appeal.
The servicing MPF notifies the airman in writing, via the
MAJCOM and initiating commander, both of whom
endorse the notice.
AIRMEN ELECTS RETIREMENT IN LIEU
OF DEMOTION
Airmen’s Actions
The airman indicates he or she prefers to retire in lieu of demotion,
provided airman is eligible for voluntary retirement. The effective date of
retirement will be no later than the 1st day of the 4th month following the
date the airman received the initial demotion notification.
When an airman submits an application to retire in lieu of demotion, all
demotion action stops until the authorities act on the retirement
application.
MPF Actions
The MPF forwards the retirement application with a copy of the entire
demotion case to HQ AFMPC/DPMARR2, 550 C Street West, Suite 11,
Randolph AFB, TX, 78150-4713, within 5 workdays.
Retirement Authority Decision
The demotion process terminates if
authorities approve the retirement
application. STOP
The demotion process continues
if the authorities disapprove the
application.
MP5 Grade Demotions
Current Grade
SRA or higher
A1C
AMN
Demotion to:
>>>
>>>
>>>
A1C
AMN
AB
Note: Demote three or more grades only when there appears no
reasonable hope exists they will ever show the proficiency, leadership
or fitness earned in the initial promotion.
MP6 Appeals Process
Must be in writing
Must be done within 30 Days
Appellate authority:
– For Amn - MSgt
>>> AFRC/CV
– For SMSgt - CMSgt >>> AFRC/CC
SUMMARY
 Policy
 Authority
 Reasons for Demotions
 Demotion Process
 Grade Demotions
 Appeal Process
COGNITIVE SAMPLES OF BEHAVIOR:
• Defend reasons for a voluntary separation.
• Explain reasons for retention beyond
separation.
• Predict service characterization for involuntary
separation.
• Explain when a person may request separation
in lieu of court-martial action.
• Distinguish the reasons for involuntary
separation.
OVERVIEW
 Purpose And General Policies
Type
Service Characterizations
AFI 36-3208
Administrative Separation of Airmen
MP1 PURPOSE/GENERAL POLICY
“The Air Force must maintain a vigorous
fighting force with high standards of conduct”
AFPD 36-32
“Separating members failing to meet
standards…promotes Air Force readiness and
strengthens military service”
AFI 36-3208
MP1.1 TYPES OF ADMINISTRATIVE SEPARATIONS
Required
Voluntary
Involuntary
MP1.2 REASONS TO RETAIN BEYOND ETS
 Make good time lost
 Retention for courts-martial
 Complete separation processing
 Medical treatment
 Foreign court disposition
MP2 VOLUNTARY SEPARATIONS
 Reasons for Separations
Convenience of the Government (COG)
Dependency/Hardship
In lieu of courts-martial
MP3.1 INVOLUNTARY SEPARATIONS
 Reasons
 Involuntary COG
 Defective Enlistments
 Entry level performance or conduct
Unsatisfactory performance
 Substance abuse treatment failure
 Misconduct
Conditions that interfere with military service
Civilian
C
B
Below
the
Z
Zone
MP3.2 INVOLUNTARY SEPARATIONS
ADMINISTRATIVE DISCHARGE BOARDS
(a fact-finding/recommending board that reviews all
the information about the case)
 Board entitled if:
 NCO when processing starts
 6 or more years TAFMS when processing starts
 UOTHC characterization is recommended
In the interest of National Security
MP4.1 CHARACTERIZATIONS
Honorable
General
UOTHC
MP4.2 CHARACTERIZATIONS
NON-CHARACTERIZATIONS
Entry Level
Release from Custody and Control
Dropped From Rolls
SUMMARY
 Purpose/General Policies
 Type
 Characterizations
COGNITIVE SAMPLES OF BEHAVIOR:
• Explain authorized absences as it
relates to AFRC and Total Force.
• Distinguish authorized types of
absences.
• Summarize the two types of passes
and their limitations.
OVERVIEW
 General Guidance
 Types of Leave
 Passes
Permissive TDY
Reserve Members
 Unauthorized Absence
 Classification (AWOL/Deserter)
 Sequence of Events
MP1. General Guidance





Established by Congress
Unit commander’s leave policy
At least 14 consecutive days and 30 days/year
Authorized Absence
Where leave begins and ends…Local Area
 Charged for duty days and non-duty days
 Leave Extensions
 Determining Leave or Duty Status
 Examples
 Recall from Leave
 Special Leave Accrual (SLA)
MP2. Types of Leave
 Annual Leave
 Advance Leave
 Approval of 30 days or less
 Approval of more than 30 days
 Convalescent Leave
 30 days or less
 Exception: 42 days for normal pregnancy
 Emergency Leave
 Immediate Family
 Emergency Leave Process
 Terminal Leave
 Excess Leave
MP3. Passes
Two types
Regular: (Liberty) Starts after normal working
hours on a given day and stops at the beginning of
normal working hours on the next working day.
Special: Starts after normal working hours on a
given day and will not exceed a specific time limit of
either three or four days.
3-Day: Must contain at least one duty day
4-Day: Must include two consecutive non-duty days
MP4. Permissive TDY (PTDY)
Administrative Absence
Not chargeable as leave
50 specific rules governing PTDY
AFI 36-3003, Table 7
Examples
New housing with PCS
Pre-separation or Retirement
Accompany dependant or member patient to a
designated Medical Treatment Facility
MP5. Reserve Members
WHEN DOES THIS APPLY TO AFRC MEMBERS?
CAN WE GIVE AIRMEN ON A UTA WEEKEND A
DAY OFF?
MP 6: UNAUTHORIZED ABSENCE
 WHEN THEY BEGIN
 WHEN THEY END
MP 7:AWOL/DESERTER CLASSIFICATION
 CLASSIFICATION DETERMINED BY
TIME
 REASONS FOR IMMEDIATE DESERTER
CLASSIFICATION
MP 8: RESPONSIBILITIES AND
SEQUENCE OF EVENTS
COMMANDER
FIRST SERGEANT
SUPERVISOR
SECURITY FORCES
MPF
DESERTION AND UNAUTHORIZED ABSENCE CHECKLIST
Action Required
** DENOTES RECOMMEDED ACTIONS TO TAKE.
Immediately
 Attempt to locate member. Notify SFS. **Get statement from supervisor. Duty StatusWhereabouts Unknown (temporary casualty status). Declare deserter now?
24 Hours
 Prepare and submit AF Form 2098 (AWOL/Deserter) to FSO. **Inventory member’s
effects (mil/civ). **Attempt to obtain photograph.
72 Hours
 Unit commander, with the assistance from the supervisor, prepares and submits the unit
commander’s letter of inquiry.
10th Day
 Letter to next of kin and payees of allotments.
31st Day
 CC prepares 31st day status report. Notify MPF and SFS of member’s continued absence.
Retrieve family members’ ID Cards. Prepare AF Form 2098 (Deserter) and DD Form 553,
Deserter/Absentee Wanted by the Armed Forces. Family member financial help (E4 less than 4
years TAFMS) must be taken within first three months of unauthorized absence. MPF pulls
the field records.
60th Day
 Prepare and submit third unit commander’s status report.
120th Day
 **Dispose of personal property.
180th Day
 MPF drops member from unit’s rolls. Manning unit programs replacement.
1.
2.
3.
4.
5.
Letter to Next of Kin (NOK)
Military authorities do not know the member’s whereabouts and believes member to be AWOL.
NOK should urge member to return.
NOK should notify nearest military installation if they know the member’s whereabouts.
Dependent will be ineligible for medical care, other benefits and privileges if change to deserter status.
Continued absence may lead to a court-martial, loss of pay and allowance and government insurance, reduction in grade, BCD,
and/or confinement.
MP9. Reserve Members
WHEN DOES THIS APPLY TO AFRC MEMBERS?
CAN AN AIRMAN ON A UTA WEEKEND BE
AWOL?
Summary
 General Guidance
 Types of Leave
 Passes
Permissive TDY
Reserve Members
 Unauthorized Absence
 Classification (AWOL/Deserter)
 Sequence of Events
COGNITIVE SAMPLES OF BEHAVIOR:
• Describe an objective of the enlisted
evaluation system.
• Explain the unit Enlisted Evaluation
System responsibilities.
• Give an example when an EPR
referral would be appropriate.
OVERVIEW
Objectives
Individual Responsibilities
Performance Feedback
EPR Management
AFI 36-2406
Officer & Enlisted Evaluation Systems
MP 1: OBJECTIVES OF EES
•
Candid Feedback
•
Official Record
MP 2: RESPONSIBILITIES
•
Commander
•
First Sergeant
•
Rater(s)
MP 3: PERFORMANCE FEEDBACK
• What is it?
• Who provides it?
• Why is it important?
MP 4: EPR MANAGEMENT
• Which form is used
• When EPR is required
• Referral
• What
• When
• Who
• Inappropriate comments or considerations
SUMMARY
 Objectives
 Individual Responsibilities
 Performance Feedback
 EPR Management
COGNITIVE SAMPLES OF BEHAVIOR:
• Identify examples of appropriately
applied organizational change
management principles.
• Predict the effect of appropriately
applied organizational change
management principles on unit
effectiveness.
• Explain the decision to use organizational
change management principles.
REFERENCES
AFPAM 36-2241, Professional Development
Guide
“Managing Organizational Change, “Hersey P.
and Kenneth H. Blanchard
Overview
Unfreezing
Change Process
Refreezing
MP 1: Unfreezing
• Unfreezing refers to creating a felt need for
change … It involves preparing the situation
• Example:
– PT Fitness – AFI 36-2905 prepared Jan 2010
• Implemented 1 July 2010
MP 1: Unfreezing
• SHOULD BE
• Are
• What is
MP 1: Unfreezing
• Forms of Resistance
– Uncertainty
• Ex. Who’s going to get discharge?
– Self-Interests
– Different Perceptions, No felt need for
change
• Ex. Why do we have to change? It works just
fine the way it is.
• “Most people hate any change that doesn’t jingle in their pockets”
Anonymous
MP 1: Unfreezing
• Reducing Resistance
– Education & Communication
– Participation & Involvement
– Facilitation & Support
– Incentives
– Coercion
• Evaluation Standards
MP 2: Changing
• Anything that alters the status quo
• Movement from the old state, or the
previous norms, to the new state
MP 3: Refreezing
• Locking in Expected Outcomes
– Positive Re-enforcement
– Evaluate and Monitor
– Make Constructive Modifications as
Necessary
Summary
Unfreezing
Change Process
Refreezing
COGNITIVE SAMPLES OF BEHAVIOR:
• Recognize proper processing of
selected Security Forces forms.
• Describe driving revocation
procedures.
• Explain the purpose of the Air Force
traffic point system.
OVERVIEW
Selected Forms
Driving Privileges
Traffic Point System
Commander’s Action
MP 1: SELECTED FORMS
• DD Form 2708 – Human Hand Receipt
• AF Form 1168 – Statement of
Suspect/Witness/Complainant
• AF Form 3545 – SF Report
• DD Form 1408 – Traffic Ticket
• DD Form 1805 – Magistrate Ticket
MP 2: DRIVING PRIVILEGES
• Conditional Privilege – Requirements
• Implied Consent
• Suspension – Temporary up to 12
months
• Revocation – Termination of privilege for
12 months or longer
MP 3: TRAFFIC POINT SYSTEM
• Uniform and impartial
administrative device
• Not substitute for disciplinary or
punitive action
• For moving violations only unless
otherwise directed by the Installation
Commander
MP 4: COMMANDER’S ACTION
• Installation Commanders May Require:
– Unit CC Advisory Letter
– Unit CC Counseling
– Drivers Improvement and Rehabilitation Program
• Ground Safety is POC
– Medical Evaluation Referral
– Drug Or Alcohol Rehabilitation Referral
SUMMARY
Selected Forms
Driving Privileges
Traffic Point System
Commander’s Action
COGNITIVE SAMPLES OF BEHAVIOR:
• Describe the LOD process
• Identify specific procedures and
requirements of the LOD process
• Justify appropriate uses of the LOD
process
LINE OF DUTY DETERMINATION
Overview:









Reference
Definition and Purpose
Who does it apply to
When determinations are made
Possible LOD determinations
Types of determinations
Responsibilities
AF Form 348
Incapacitation Pay
MP1 REFERENCES
Reference:
AFI 36-2910
Line of Duty (LOD) Determination
AFRCI 36-3004
Incapacitation Pay and Management of
Reservist Continued on Active duty Orders
MP2 DEFINITION AND PURPOSE
What Is An LOD Determination?
Federal Law requires determination as to
whether or not certain injuries or diseases are
suffered by military members while in the line
of duty (LOD) or as a result of misconduct on
the part of the member.
MP2 DEFINITION AND PURPOSE
Purpose:
Protects the government against fraudulent
injury claims
Protects the rights of Air Force Airmen who are
injured while in the line of duty.
MP3 WHO IT APPLIES TO
Active Duty Members
USAF Cadets
AFROTC
AFRC and ANG Members who die, incur or
aggravate an illness, injury or disease while:
On Published orders for ANY PERIOD of time or while
on Inactive Duty Training (IDT)
Traveling to or from the place the member performs
Active Duty Training or Inactive Duty Training
MP4 WHEN DETERMINATIONS ARE REQUIRED
The death of a member (Admin Determination not Sufficient)
Inability to perform military duties exceeds 24
hours
The likelihood of a permanent disability
Medical treatment of a member (regardless of the military
member’s ability to perform military duties)
The likelihood of an AFRC member applying for
incapacitation pay
MP3 Possible LOD Determinations
1. In Line of Duty
2. Existed Prior to Service (EPTS)
3. Not in Line of Duty -- Not Due to Misconduct
4. Not in Line of Duty -- Due to Misconduct
MP6 Types of Determinations
1.
2.
3.
4.
Administrative Determinations
Informal Determinations
Formal Determinations
Interim LOD for Reserve Members
Incapacitation Pay
The objective of the Reserve benefit system is
to compensate, to the extent permitted by
law, members of the Air Force Reserve who
experience incapacitation or loss of civilian
earnings as a result of an injury, illness, or
disease incurred, re-injured or aggravated in
the line of duty, and provide the required
medical and dental care associated with the
incapacitation.
MP6 Types of Determinations
1. Administrative Determinations
Made by Medical Officer
Includes:
–Existed Prior to Service
–Diseases
MP6 Types of Determinations
2. Informal Determinations
Required when an administrative cannot be
made
Appears member was in line of duty and not due
to misconduct.
Used when there is no question or further
investigation may not be necessary.
Example:
Injury resulting from falling on a wet floor while on duty
and no misconduct.
MP6 Types of Determinations
3. Formal Determinations
Used when neither administrative or informal
determination cannot be used.
Requires additional investigation to make the final
determination.
Example:
Mechanic falling from an aircraft, after becoming intoxicated
during lunch.
MP6 Types of Determinations
4. Interim LOD for Reserve Members
Used when LOD determination cannot be finalized
within 7 days of notification and incapacitation pay
entitlements may be possible.
Valid for no more than 90 days
Not used when there is clear and convincing evidence
of EPTS condition or misconduct
Recorded in an interim memorandum and forward to
HQ AFRC/DP for a control number and also to the
servicing MPF for processing
Example:
A reservist is injured and hospitalized after an automobile
accident while leaving from the UTA.
MP7 Responsibilities
 Air Force Medical Facility
 LOD Process initiated by a medical officer’s review
 Administrative Determination can be made
 Immediate Commander





AFRC unit commander or senior AFRC commander present
Investigate the circumstance of the case
Fill out items 13-17 on the back of AF Form 348
Request an interim LOD if required
Send the AF Form 348 to the Appointing Authority, through the SJA.
 Appointing Authority
 The senior AFRC Commander present (May be the immediate Commander)
 Responsible for reviewing the AF Form 348 and taking the following actions:
 Coordinate through SJA and ensure Formal Determinations are made when required
 Assign a Investigating Officer in formal determinations.
 Concur with the immediate commander if appropriate.
 MPF Special Actions Section
 Acts on behalf of the appointing authority
 Sets up suspense’s and monitors progress
MP7 Responsibilities
 Staff Judge Advocate
 Reviews the commander’s recommendation for legal sufficiency's and conduct
 Coordinates to ensure a formal investigation is completed when appropriate
 Concur/ not concur with the recommendation
 Investigating Officer Conducts the investigation IAW 36-2910, attachment 3
 Reviewing Authority
 Senior AFRC commander present (Can be the appointing authority)
 Can return file for further investigation is warranted
 If no further actions required, forwards case to the approving authority
 Approving Authority
 For AFRC the Approving Authority is the AFRC/CV
 Can return file for further investigation is warranted
 Approve final determination and forward the file to HQ ARC/DP
MP8 LOD Determination Package
LOD Determination Packages:
 Medical documentation to support the claim
 Ensure AF Form 348 is legible and completed properly
(including signatures)
 Documentation establishing the members status at the time
of the claim
 A unit legal review is helpful, but not required
 AF Form 422, when available
 Submit in original and 4 copies
AF Form 348
BACK PAGE OF
MP8 AF Form 348
ITEM 13
Relates to the actual duty status of the member at the time
the death, illness, injury or disease occurred.
MP8 AF Form 348
ITEM 14 Record completely and concisely the circumstances
surrounding the death, illness, injury or disease based on the
immediate commander's informal investigation. DO NOT SAY "SEE
ITEM 11." If you need more space, use plain bond paper and identify
it as item 14. Include the type of tour and the inclusive tour dates for
ARC members.
MP8 AF Form 348
ITEM 15-- Check the appropriate block. If intentional misconduct or willful
neglect of the member was not the proximate cause, check "neither of these"
and specify the proximate cause. Refer to attachment 1, Glossary of
references and support information, for explanation.
MP8 AF Form 348
ITEM 16---(A2.2.6) Do not give "names and addresses" if the source of the
information is the member or the police. Do not repeat names and addresses
already appearing in item 12
MP8 AF Form 348
ITEM 17 For ARC members, check one of the four blocks. The immediate
commander must date and sign the form
MP8 AF Form 348
LINE OF DUTY DETERMINATION
Application Scenarios:
Make a Line of Duty determination for each
situation
Justify your decision
LINE OF DUTY DETERMINATION
Scenario 1:
SSgt Peterson slipped while coming down the
stairs outside the office. It had been raining and
water had collected on the landing between
the flights of stairs. He twisted his knee and
will probably require surgery.
Is a LOD required?
Why or Why Not?
LINE OF DUTY DETERMINATION
Scenario 2:
TSgt Bouchard went to a pizza restaurant for
lunch with another NCO. TSgt Anderson had
three glasses of beer with the pizza. Thirty
minutes after reporting back to work, TSgt
Anderson fell from scaffolding while working on
an aircraft engine. He sustained significant
trauma to his back and missed two days of
work.
Is a LOD required?
Why or Why Not?
LINE OF DUTY DETERMINATION
Scenario 3:
SrA Tucker was returning from a party Saturday
night when she lost control of her car and hit a
tree. She suffered a concussion and two
broken ribs. Her blood-alcohol level was slightly
above the threshold of legal intoxication. SrA
Tucker was hospitalized for three days and
returned to limited military duty on
Wednesday.
Is a LOD required?
Why or Why Not?
LINE OF DUTY DETERMINATION
Scenario 4:
MSgt Daniels was enroute home from a UTA
weekend. He left the unit immediately after the
final training period. Ten minutes after leaving,
his automobile was struck by another car that
had run a stop sign. MSgt Daniels suffered a
broken leg and facial lacerations. He was
hospitalized overnight, and under the direction
of his civilian physician, missed two days at his
civilian job.
Is a LOD required?
Why or Why Not?
LINE OF DUTY DETERMINATION
LOD require Prompt and Accurate Action!
 Failure to process an LOD or misconduct can
prompt a formal investigation
 Can delay processing of disability retirement
or separation causing hardship
MP9 INCAPACITATION PAY
The objective of the Reserve benefit system is
to compensate, to the extent permitted by
law, members of AFRC who experience
incapacitation or loss of civilian earnings as a
result of an injury, illness , or disease
incurred, re-injured or aggravated in the line
of duty, and provide the required medical
and dental care associated with the
incapacitation.
 AFRCI 36-3004
Incapacitation Checklist
Procedures on CPAY
Personnel Entitlement Briefing
FIRST SERGEANT
IT IS YOUR
DUTY FIRST SERGEANT
TO TAKE CARE OF
YOUR AIRMEN
AND OUR
UNITED STATES AIR FORCE
Summary
Review:









Reference
Definition and Purpose
Who does it apply to
When determinations are made
Possible LOD determinations
Types of determinations
Responsibilities
AF Form 348
Incapacitation Pay
COGNITIVE SAMPLES OF BEHAVIOR:
• 1. Identify the purpose and goals of
the ESGR program
• 2 Determine appropriate
procedures associated with support
aspects of the ESGR Program
• 3. Justify appropriate use of support
procedures associated with the ESGR
Program
Overview
 Readiness
 What is ESGR
 ESGR’s Role
 Programs and Services
 USERRA
 Points of Contact
Readiness
Ready, Willing and Able to Serve and
Perform
For the Reservist: READINESS requires Employer Support
ESGR
• Established by Presidential declaration in 1972, under the Office
of the Secretary Defense
• Operates programs as a field activity, on behalf of all National
Guard and Reserve members
• Includes 54 committees (every state, District of Columbia, Guam,
Puerto Rico, and the the Virgin Islands) staffed by over 4,500
volunteers (business executives, civic and former military leaders)
Note:
1 volunteer per 194 Selective Reserve Members
NCESGR Goals
Increase public awareness of the critical role and greater
utilization / OPSTEMPO of the National Guard and
Reserve in the “Total Force” today
Increase public awareness of ESGR programs and our
mission to build and strengthen cooperation and
partnerships between:
> Employers
> Reserve Component Units/Commanders
> National Guard and Reserve Members.
The ESGR Role
 Program Awareness
 Mobilization and Mediation
Assistance
 Employer Support Recognition
Programs
 Improved Reservist Retention
 Improved READINESS
Critical Balance
Family
Reservist
Employer
`
AFRC Survey Results
 Only one-third of companies allow flexible hours to accommodate
reserve schedule
 34% feel Reserve obligation is causing problems at their civilian job
 56% have utilized vacation time from civilian jobs to perform Reserve
duty
 15% believe they have been denied a civilian promotion because of
Reserve duty
 10% are thinking of leaving AFRC because of job-related problems
 2/3 don’t know services provided by ESGR
Mission One
and Mobilization Support
“Mission One”
• Unit Information
Briefings
“Mobilization
Support”
• Mobilization Briefing
Awareness:
Reservists Rights and Responsibilities
Briefing with the Boss
Candid exchange of information between
employer, unit leadership and the reservist
Role of the unit/reservist
within the Air Force mission
The Total Force
Bosses Day
Bosslift
• Employers see what our reservists are actually doing
• Employers see the valuable training be conducted
• Military training enhances civilian job specialties
Statement of Support
Employers pledge:
 They will neither deny employment nor limit or
reduce job opportunities because of service in the
Reserve components
 They will grant leaves of absence for military training
 They will ensure their Reserve employees are aware
of these policies
Employer Recognition
Employer Award Programs:
Why Reward your Employer?
• You thank them for their support
• You create goodwill with the employer
• You show it’s a two way street
Ombudsman Services
Ombudsman are volunteers that:
•
•
•
•
•
Provide information and literature
Provide unit briefings or assistance
Answer questions
Understand and can explain the law (USERRA)
Can informally mediate difficult issues
Ombudsman Services
 Informal Mediation
 The Ombudsman Program is extremely effective
• Greater than 90% of cases resolved
• Remainder referred to DoL (93% resolved)
• Almost never go to litigation
How to Get Help
1.
Your local ESGR representative
2.
Ombudsman service
- Informal Mediation (1-800-336-4590)
3.
Dept of Labor/VETS
- Formal Investigation (93% resolved)
4.
Dept of Justice/Office of Special Counsel
5.
Private Counsel (on your own)
USERRA
Uniformed Services Employment and
Reemployment Rights Act*
(Title 38 of United States Code, Chapter 43)
1994
* Administered by Department of Labor
USERRA
 Prohibits discrimination against Guard/Reserve service
 Ensures continued company benefits -- medical, dental, vision
 Ensures participation in company pension, thrift savings, and stock options
-- even during military duty
 Permits member to file a claim against the employer if USERRA rights
are violated
Requirements of USERRA
For the Reservist:
 Provide advance notice -- written or oral
 Less than five years cumulative absence
 Serve under honorable conditions
 Timely return to civilian job
 30 days or less: safe travel plus 8 hours
 31 to 180 days: two weeks
 over 180 days: 90 days
Requirements of USERRA
For the Employer:
 Grant Leave of Absence
 Allow for safe travel and rest
 Timely reinstatement of member
 Grant status/seniority/benefits to returning member
 Train member, if necessary
 Do not discriminate in:
(employment, reemployment, or promotion)
The Bottom Line
Reservist should ...
… know there is a law (USERRA) governing employment and
reemployment rights
… ensure they understand the basic tenets of USERRA
… ensure they know whom to contact if they have employer
questions or conflicts
Point of Contact
Employer Support of the Guard and
Reserve
1-800-336-4590
www.esgr.org
MSG Irene Torkildson, DSN: 426-1396, COM: (703) 696-1396
[email protected]
Summary
 Readiness
 What is ESGR
 ESGR’s Role
 Programs and Services
 USERRA
 Points of Contact
Closing
Employer Support is
achieved through a
dialogue between
employers, units and
Reserve members
It’s all about Readiness.
COGNITIVE SAMPLES OF BEHAVIOR:
• Demonstrate diversity management
principles in simulated situations.
• Demonstrate an appropriate course of
action involving diversity management
principles in simulated situations.
• Show how diversity can improve
effectiveness in the work place.
Overview
Awareness
(Exercise)
Barriers
to Diversity Reduce Mission
Effectiveness
Effective
Management of Diversity Improves
Mission Effectiveness, a FAIR way
MP 1 What is Diversity?
Diversity simply means
Differences
in people.
AGE
GENDER
RACE
MP2 Effectively Managing Diversity





Awareness (Exercise)
Elements
Barriers to Diversity Reduce Mission
Effectiveness
Effective Management of Diversity
Improves Mission Effectiveness
FAIR way
MP 3 Barriers to Diversity
ETHNOCENTRISM
-the tendency to view the
world from one’s personal or
ethnic perspective and to
judge others’ values, norms,
and behavior as wrong if
they differ.
MP 3 Barriers to Diversity
Stereotyping
Prejudice
Discrimination
Collusion
MP4 What is Stereotyping?
Categorizing
An
oversimplified
standardized
image of a person
or group
MP4 What is Prejudice?
Preconceived
Biased
Directed
against
MP4 What is Discrimination?
Unfairness
bigotry
The
act of drawing
a distinction
MP4 What is Collusion?
Silence
Denial
Active
Participation
MP5 The FAIR Way
The FAIR Way to
Manage Diversity
Summary
Awareness
(Exercise)
Barriers
to Diversity Reduce Mission
Effectiveness
Effective
Management of Diversity Improves
Mission Effectiveness, a FAIR way
COGNITIVE SAMPLES OF BEHAVIOR:
• Explain the role of the AFOSI
• Recognize scenarios when AFOSI
should be contacted
• Understand what information a First
Sergeant should provide AFOSI
OVERVIEW
Who OSI is
What OSI can do for you
What you can do for OSI
What OSI and you can do together
MP 1: Who is OSI
• Patterned after FBI
• Criminal
• Fraud
• Counterintelligence
• Consolidated investigative services under SECAF
• Field Operating Agency
• Under SAF/IG direction/guidance
• District (Geographically Aligned)
MP 1: Who is OSI
•MAJCOM Aligned (Regions) / Sqs & Detachments
Primary Base Interface
•AF focal point for working w/ U.S. and foreign
law enforcement and security services to provide
timely/accurate threat info
• AFOSI Mission: Identify, exploit and neutralize criminal,
terrorist and intelligence threats to the U.S. Air Force,
Department of Defense and U.S. Government.
MP 1: Who is OSI
• A federal law enforcement agency conducting
investigations and operations throughout the spectrum
of conflict:
• Warfighting - Conducts, in hostile/uncertain environments,
Counter Threat Operations (CTO) to find, fix, track, neutralize
enemy threats
• Federal LEA - Criminal investigations, counterintelligence (CI),
specialized investigative activities, protective service ops, &
integrated Force Protection for AF
• Intelligence Community contributors - Collections and
operational work in the areas of our mission sets
MP 1: Who is OSI
In-garrison - Felony-level investigations & CI/FP
Deployed - CI/FP/CT/AT Support to Deployed CCs
Inside & Outside the Wire…in garrison and
deployed…to find answers to questions which
reduce/neutralize threats critical to Air Force, DoD,
and US Govt leaders/decision makers
MP 1: Who is OSI
• Law Enforcement (LE): AF’s only federal law enforcement
capability
• Counterintelligence (CI): AF’s only org authorized to conduct CI
• Deployed: AF’s only “outside the wire” Counter-Threat operations
capability
• Analytical Capability: Fusion of CI, Counter-Terrorism & LE
intelligence
• Cyber Expertise: Nation’s top Cyber intrusion investigators &
forensic experts
• Polygraph services: AF’s only Polygraph and Credibility Assessment
(PCA) capability
MP 2: What OSI can do for you
•Good Order and Discipline
•Bring your Airmen home safely
•Provide training
•Use us—we have access to info that can help your CC
• May not be OSI case but may be able to cut through
red tape
•Support to ANG and AFRC
MP 3: What you can do for OSI
•Arbiter between your commander and us
• Be there for your Airmen when the interview over
• Be there for the agent(s) working your case
•Call us early and often
• Let OSI know what the “rumor mill” is generating
• Give OSI opportunities to train and work with your
Airmen
• Insure required reportable CI info is relayed to OSI
• Let OSI speak with your “borderline” Airmen
MP 4: What we can do together
•Two-way intel
• Synergistic relationship built on trust
•Relationships…welcome Superintendents to your
group
• Visit your OSI detachment
• Welcome the Super to your council
• Training initiatives
SUMMARY
Who OSI is
What OSI can do for you
What you can do for OSI
What OSI and you can do together

similar documents