When our first Chief Master Sergeant of the Air Force (CMSAF), Paul Airey, accepted the

responsibility to lead the enlisted force, he had, on many occasions, been challenged to the
point of failure.
While the struggles he endured as CMSAF were new, facing overwhelming adversity was
something he had done throughout his career. In all his 28 Central European combat
missions during World War II, he absolutely felt fear and uncertainty as he laid his life on
the line. Once, as an aerial gunner he was forced to bail from his B-24 Liberator bomber
aircraft. This event led to his experience as a prisoner of war.

Just like CMSAF Airey, today’s Airmen answer our Nation’s call and serve with the
professionalism, courage, and expertise they acquire during passage into the world’s
greatest Air Force - basic military training. The skills gained from those initial weeks of
instruction and guidance are the same skills we expect to remain second-nature
throughout our careers. When situations become ambiguous or uncertain, we fall back on
our training to sustain us. No matter the strategic direction or technical skillset, today’s
Airmen are asked to overcome adversity in order to dominate and deter the enemy while
defending the homeland.

Conquering these challenges to carry out Air Force missions often requires situational
approaches to leadership and access to resources like the Air Force Handbook 1 (AFH 1),
Airman. It outlines our organizational standards, norms, and roles. The goal is to help
Airmen navigate through many of the issues they may face while serving. This handbook
provides a wide variety of subjects to synchronize with our Air Force’s continuum of
learning, and is meant to help bridge the times between training, while facilitating growth
into professional roles. It is a reference for general and specific Air Force guidance, and is
addressed to both the leader and the follower. This handbook is meant as a lantern to guide
an Airman’s path.

Although the AFH 1 did not exist during Paul Airey’s time, I’m positive that as he descended
into enemy territory, he relied on his training and his embedded warrior ethos to survive.
He battled through adversity, and eventually ascended to lead our enlisted force as our first
CMSAF by using much of the same information passed to you in this guide. Be sure to refer
to it at your desk, at home, or in your work center to guide you and your teammates to
demonstrate excellence in all you do.
BY ORDER OF THE SECRETARY AIR FORCE HANDBOOK 1
OF THE AIR FORCE

1 NOVEMBER 2021

AIRMAN

TABLE OF CONTENTS

ACCESSIBILITY: Publications and forms are available for downloading or ordering on the e-
Publishing Web site at: [Link]
RELEASABILITY: There are no releasability restrictions on this publication.
OPR: AETC SAS AA/AAD
Supersedes: AFH1, 1 October 2019 Pages: 564
AFH 1, Airman, implements Air Force Instruction (AFI) 1-1, Air Force Standards, 7 August 2012,
and is consistent with Air Force Policy Directive (AFPD) 36-26, Total Force Development and
Management, 18 March 2019, in alignment with established policies for developing the Total
Force. This handbook contains information applicable to all Airmen, to include the Regular Air
Force (RegAF), the Air Force Reserve, the Air National Guard, Civil Air Patrol, and Department
of the Air Force civilian employees.
Specific levels of importance and understanding have been assigned to each section for enlisted
promotion testing. Enlisted Airmen may use this handbook or the applicable Enlisted Promotion
Study Guide to prepare for the Promotion Fitness Examination (PFE). AFH 1 is the sole source
reference for the Enlisted Promotion Study Guides.
Send recommendations regarding this handbook to: Air Education and Training Command,
Studies and Analysis Squadron, Airman Advancement Deliberate Development Section, 73 Main
Circle, Bldg. 661, Joint Base San Antonio-Randolph, Texas 78150; DSN 487-4075; Workflow
email: afh@[Link]. This publication may not be supplemented or further
implemented/extended. Ensure that all records generated as a result of processes prescribed in this
publication adhere to AFI 33-322, Records Management and Information Governance Program,
23 March 2020, and are disposed of in accordance with (IAW) the Air Force Records Disposition
Schedule which is located in the Air Force Records Information Management System. The use of
the name or mark of any specific manufacturer, commercial product, commodity, or service in this
publication does not imply endorsement by the Air Force.
Refer recommended changes and questions about this publication to the office of primary
responsibility (OPR) using the AF Form 847, Recommendation for Change of Publication; route
AF Forms 847 from the field through the appropriate functional chain of command. The use of
the name or mark of any specific manufacturer, commercial product, commodity, or service in this
publication does not imply endorsement by the Air Force.
SUMMARY OF CHANGES
This document has been substantially revised and needs to be completely reviewed. This document
consolidates chapters six and seven, reducing the total number of chapters from twenty-five to
twenty-four. Other major changes in this rewrite is an alignment to ensure the USAF foundational
competencies are included to support the continuum of learning and force development construct.
1 NOVEMBER 2021 AFH 1 5

TABLE OF CONTENTS .................................................................................................................. 5

PREFACE ..................................................................................................................................... 10
AIRMAN DEVELOPMENT AND TESTING CHART ................................................................... 12
FORWARD .................................................................................................................................... 16
Chapter 1 AVIATION HISTORY ............................................................................................... 20
Section 1A—Aviation Fundamentals ......................................................................................... 20
Section 1B—Aviation and Operations in World War I ............................................................. 24
Section 1C—Aviation and Operations in World War II ............................................................ 30
Section 1D—The Edge of Space ................................................................................................ 36
Chapter 2 USAF HERITAGE ...................................................................................................... 43
Section 2A—The USAF and the Mid-1900s .............................................................................. 43
Section 2B—The USAF and the Post-Cold War ....................................................................... 54
Section 2C—The USAF and the New Millennium ..................................................................... 61
Chapter 3 AIR, SPACE, AND CYBERPOWER......................................................................... 71
Section 3A—Identifying with Airpower ..................................................................................... 71
Section 3B—Aircraft Systems .................................................................................................... 73
Section 3C—Space Systems ....................................................................................................... 83
Section 3D—Missile and Munition Systems .............................................................................. 87
Chapter 4 MILITARY ORGANIZATION AND COMMAND .................................................. 90
Section 4A—United States Armed Forces ................................................................................. 90
Section 4B—Military Departments ........................................................................................... 93
Section 4C—Military Command Structure ............................................................................... 96
Section 4D—USAF Total Force .............................................................................................. 100
Section 4E—USAF Structure .................................................................................................. 104
Chapter 5 DOCTRINE, JOINT FORCE, AND MOBILIZATION ........................................... 112
Section 5A—Doctrine .............................................................................................................. 112
Section 5B—Joint Force.......................................................................................................... 121
Section 5C—Joint Planning .................................................................................................... 125
Section 5D—Mobilization ....................................................................................................... 130
Chapter 6 ENLISTED FORCE DEVELOPMENT ................................................................... 135
Section 6A—Leadership Levels ............................................................................................... 135
Section 6B—Enlisted Force Structure..................................................................................... 138
1 NOVEMBER 2021 AFH 1 6

Section 6C—Duty Titles and Special Positions....................................................................... 141

Section 6D—Force Development ............................................................................................ 145
Section 6E—Training Responsibilities .................................................................................... 149
Section 6F—Professional Military Education……………………………………………….154
Section 6G—Community College of the Air Force…………………………………………..158
Section 6H—Continuing Education…………………………………….……………………162
Chapter 7 ASSESSMENTS AND RECOGNITION ................................................................. 166
Section 7A—Airman Comprehensive Assessment ................................................................... 166
Section 7B—Performance Evaluations ................................................................................... 168
Section 7C—Reenlistments and Continuation......................................................................... 172
Section 7D—Awards and Decorations .................................................................................... 177
Chapter 8 ENLISTED PROMOTIONS ..................................................................................... 185
Section 8A—Promotion Systems and Programs ..................................................................... 185
Section 8B—Promotion Cycles ............................................................................................... 187
Section 8C—Preparation and Responsibilities ....................................................................... 189
Section 8D—Promotion Testing .............................................................................................. 191
Section 8E—Evaluation Boards .............................................................................................. 193
Chapter 9 ASSIGNMENTS AND OCCUPATIONAL CODES ............................................... 195
Section 9A—Eligibility and Restrictions ................................................................................. 195
Section 9B—Occupational Codes ........................................................................................... 202
Section 9C—Special Duties..................................................................................................... 213
Chapter 10 PERSONNEL PROGRAMS AND BENEFITS ..................................................... 217
Section 10A—Benefits and Services ........................................................................................ 217
Section 10B—Leave and Authorized Absences ....................................................................... 230
Section 10C—Military Associations........................................................................................ 233
Section 10D—Civilian Programs ............................................................................................ 234
Chapter 11 FINANCE, MANPOWER, AND RESOURCES ................................................... 239
Section 11A—Individual Finances and Allowances................................................................ 239
Section 11B—Official Travel Expenses and Allowances ........................................................ 245
Section 11C—Manpower Management ................................................................................... 250
Section 11D—Resource Management ..................................................................................... 253
Section 11E—Environmental Commitment ............................................................................. 259
1 NOVEMBER 2021 AFH 1 7

Chapter 12 DEVELOPING ORGANIZATIONS ...................................................................... 261

Section 12A—Strategic Thinking and Results Focus .............................................................. 261
Section 12B—Resources and Organizational Structure ......................................................... 264
Section 12C—Change and Problem Solving........................................................................... 267
Chapter 13 DEVELOPING OTHERS ....................................................................................... 275
Section 13A—Teamwork ......................................................................................................... 275
Section 13B—Develops People ............................................................................................... 280
Section 13C—Service Mindset ................................................................................................ 283
Section 13D—Leadership ........................................................................................................ 288
Section 13E—Fosters Inclusion……………………………………………………………...295
Chapter 14 DEVELOPING SELF ............................................................................................. 297
Section 14A—Accountability and Self-Management............................................................... 298
Section 14B—Military Communication .................................................................................. 303
Section 14C—Preparing to Communicate .............................................................................. 307
Section 14D—Written Communication ................................................................................... 312
Section 14E—Spoken Communication .................................................................................... 315
Section 14F—Electronic Messaging…………………………………….……………...........321
Chapter 15 DEVELOPING IDEAS ........................................................................................... 325
Section 15A—What We Know ................................................................................................. 325
Section 15B—Cognitive Processes.......................................................................................... 327
Section 15C—Informed Decision-Making .............................................................................. 335
Section 15D—What We Don’t Know ...................................................................................... 341
Chapter 16 EMERGENCY MANAGEMENT .......................................................................... 344
Section 16A—USAF Emergency Management ....................................................................... 344
Section 16B—Disasters, Attacks, and Hazards ....................................................................... 346
Section 16C—Preparedness and Protection ........................................................................... 348
Section 16D—Crisis Response and Recovery ......................................................................... 352
Section 16E—USAF Mishap Prevention ................................................................................. 355
Section 16F—Risk Management ............................................................................................. 360
Chapter 17 SECURITY ............................................................................................................. 367
Section 17A—Integrated Defense............................................................................................ 367
Section 17B—Operations Security .......................................................................................... 371
1 NOVEMBER 2021 AFH 1 8

Section 17C—Information Protection ..................................................................................... 373

Section 17D—Information Access, Cyber Security, and Mobility .......................................... 377
Section 17E—Antiterrorism .................................................................................................... 382
Chapter 18 STANDARDS OF CONDUCT .............................................................................. 387
Section 18A—Way of Life ........................................................................................................ 387
Section 18B—Law of War ....................................................................................................... 390
Section 18C—Code of Conduct ............................................................................................... 396
Chapter 19 ENFORCING MILITARY STANDARDS ............................................................ 402
Section 19A—Air Force Inspection System ............................................................................. 402
Section 19B—Individual Accountability ................................................................................. 405
Section 19C—Appropriate Working Relationships ................................................................. 410
Section 19D—Addressing Misconduct .................................................................................... 419
Chapter 20 MILITARY JUSTICE ............................................................................................. 424
Section 20A—Military Law ..................................................................................................... 424
Section 20B—Legal Enforcement............................................................................................ 429
Section 20C—Nonjudicial Punishment ................................................................................... 431
Section 20D—Courts-Martial ................................................................................................. 434
Chapter 21 FITNESS AND READINESS ................................................................................ 439
Section 21A—USAF Fitness .................................................................................................... 439
Section 21B—Official Fitness Assessment .............................................................................. 444
Section 21C—Nutrition ........................................................................................................... 449
Section 21D—Substance Use or Abuse ................................................................................... 453
Section 21E—Readiness State of Mind ................................................................................... 457
Chapter 22 DRESS AND APPEARANCE................................................................................ 465
Section 22A—Professional Image ........................................................................................... 465
Section 22B—Military Uniforms ............................................................................................. 471
Section 22C—Accessory Standards ........................................................................................ 477
Chapter 23 MILITARY CUSTOMS AND COURTESIES ...................................................... 479
Section 23A—Honored Traditions .......................................................................................... 479
Section 23B—Respect for the Flag.......................................................................................... 483
Section 23C—Respect for Individuals ..................................................................................... 490
Section 23D—Ceremonies and Events .................................................................................... 493
1 NOVEMBER 2021 AFH 1 9

Section 23E—Drill and Formation ......................................................................................... 499

Chapter 24 PROFESSIONALISM ............................................................................................ 502
Section 24A—USAF Professional ........................................................................................... 502
Section 24B—Profession of Arms ........................................................................................... 504
Section 24C—USAF Core Values ........................................................................................... 505
Section 24D—Ethical Standards ............................................................................................. 509
Attachment 1 GLOSSARY OF REFERENCES AND SUPPORTING INFORMATION ....... 514
Attachment 2 AIRCRAFT TAIL MARKINGS ......................................................................... 532
Attachment 3 THE ROUNDEL ................................................................................................. 535
Attachment 4 CHIEF MASTER SERGEANTS OF THE AIR FORCE ................................... 536
Attachment 5 USAF RIBBONS AND MEDALS ..................................................................... 555
Attachment 6 USAF DEVICES ................................................................................................. 557
Attachment 7 USAF MEDAL OF HONOR RECIPIENTS ...................................................... 558
Attachment 8 THE STAR-SPANGLED BANNER LYRICS ................................................... 562
Attachment 9 THE USAF SONG LYRICS ............................................................................... 563
Attachment 10 USSF ENLISTED RANK INSIGNIA……………………………………........564
1 NOVEMBER 2021 AFH 1 10

PREFACE
AFH 1 is designed to be a useful force development tool for every Airman in today’s Air Force.
AFH 1 serves as a collection of references and resources pertaining to a wide range of subject areas
in the profession of arms. Whether you choose to use the handbook as a quick reference, as a
source for professional development, or you solely consider this material to be essential for enlisted
promotion testing, you will find the material is current, relevant, and applicable to the Air Force
objective of maintaining Global Vigilance, Global Reach, and Global Power for America.
The Enlisted Promotion Study Guides are developed directly from the contents of the handbook
and include material that is specifically identified as testable for each level of enlisted promotion
testing. Refer to the appropriate Enlisted Promotion Reference and Requirements Catalog for the
applicable promotion cycle to ensure you study the correct information: [Link]
Enlisted promotion tests are designed to reflect each individual’s knowledge. Group study for the
purpose of enlisted promotion testing is strictly prohibited IAW Air Force Manual (AFMAN) 36-
2664, Personnel Assessment Program, 16 May 2019. Enlisted personnel who violate these
prohibitions are subject to prosecution under Article 92 of the Uniform Code of Military Justice
for violating a lawful general regulation.

Tips for Studying

- Begin your study routine early, plan to start studying two months to a year before your promotion
exam window. This will enable you to gain a deeper understanding of the material to not only help
you learn it, but you will find more opportunities to actually apply it.
- Set your study routine, stay motivated, and stay focused. Develop the mindset that studying for
promotion is a part of your life. Understand that the material you’re studying is not only for
promotion, it’s for your continued professional growth. Maintaining a balanced life doesn’t
necessarily become easier, but as you practice it, you do become better at it.
- Allow yourself to be flexible, but be clear with yourself and others about your goals. Letting
others know you’re establishing a study plan will help them understand when you are available for
socializing, sports, and family gatherings.

B-SMART
Apply B-SMART objectives to clearly establish what you want and how you will get it.
B – Balance your approach. Recognize what you need to do in the short-term and the long-term.
S – Specify your goal. When and how long will you need to study for your enlisted promotion test?
M – Determine milestones and how you will measure them.
A – Set an attainable goal and take action. Is your goal achievable?
R – As you set your goal, ensure you are results focused. Make sure your expectations are realistic.
T – Being time-bound means knowing the test dates and targeting that window.
1 NOVEMBER 2021 AFH 1 11

Adult Learning Style Profile

Determine your most preferred learning style. The Adult Learning Style Profile, developed by Dr.
Ray Barsch, emphasizes three learning styles: visual, auditory, and tactile/kinesthetic.
Auditory learners use hearing to process information. When given a choice, strong auditory
learners will sit where they can easily hear information and where there are minimal noise
distractions. For auditory learners, it may be most helpful to use audio versions of material to
supplement written text, when available.
Visual learners use their eyes to process information. For visual learners, it may be most helpful
to establish a study environment where you can clearly see the material. You may choose to
enhance your study routine with notes, flashcards, or highlighters.
Tactile learners learn while being active. Having access to a variety of study materials will enable
tactile learners to take a more active approach to learning and maintain focus on the material.
Tactile learners may find it beneficial to study while exercising.
Whether your goal is to engage in lifelong learning, become a more adept Airman, or get promoted,
take pride in knowing that your efforts to align your professional goals with your personal goals
will help you develop a better understanding of the Air Force through the material provided in this
handbook.

Ask – Share – Celebrate!

Ask for advice on establishing successful study habits.
Share your accomplishments with others.
Celebrate your successes.
1 NOVEMBER 2021 AFH 1 12

AIRMAN DEVELOPMENT AND TESTING CHART

AFH 1, Airman (1 November 2021)
The Airman Development and Testing Chart (ADTC) is used by the Air Force to identify the
relevance of AFH 1 testable content for the PFE as well as to determine subject matter content for
inclusion in applicable enlisted promotion study guides. Testable content comprehension levels
were determined by survey of all RegAF chief master sergeants.
The primary purpose of the ADTC is to relate test content relevant to promotion with desired
comprehension levels. It is the primary measurement to ensure enlisted promotion tests are
developed to the required AF-level of knowledge for enlisted promotion to the next grade.
The ADTC is an outline of the subject matter content in AFH 1. For promotion testing purposes,
the level of comprehension necessary for each section is identified by rank using a scale of A
through D. Enlisted Airmen should use the chart to identify the levels of comprehension of subject
matter content for the enlisted promotion exam and development expectations associated with each
rank.

Level of Indicates the level of comprehension necessary for each rank as enlisted
Scale
Comprehension Air Force professionals
Recognizing or recalling knowledge from memory. Remembering is when memory
A Remembering is used to produce or retrieve definitions, facts, or lists, or to recite previously
learned information.
Constructing meaning from different types of functions, whether written or graphic
B Understanding messages, or activities like interpreting, exemplifying, classifying, summarizing,
inferring, comparing, or explaining.
Carrying out or using a procedure through executing or implementing. Applying
C Applying relates to or refers to situations where learned material is used through products
like models, presentations, interviews, or simulations.
Breaking materials or concepts into parts, determining how the parts relate to one
D Analyzing another, how they interrelate, or how the parts relate to an overall structure or
purpose.
1 NOVEMBER 2021 AFH 1 13

Airman Development and Testing Chart (ADTC)

AFH 1, Airman (1 November 2021)

REQUIRED LEVEL OF COMPREHENSION FOR DEVELOPMENT AND PROMOTION

Chapter 1—AVIATION HISTORY SSgt TSgt MSgt SMSgt CMSgt
Section 1A—Aviation Fundamentals A A B B B
Section 1B—Aviation and Operations in World War I A A B B B
Section 1C—Aviation and Operations in World War II A A B B B
Section 1D—The Edge of Space A A B B B
Chapter 2—AIR FORCE HERITAGE SSgt TSgt MSgt SMSgt CMSgt
Section 2A—The Air Force and the Mid-1900s A A B B B
Section 2B—The Air Force and the Post-Cold War A A B B B
Section 2C—The Air Force and the New Millennium A B B B B
Chapter 3—AIR, SPACE, AND CYBERPOWER SSgt TSgt MSgt SMSgt CMSgt
Section 3A—Identifying with Airpower B B B C D
Section 3B—Aircraft Systems A B B B D
Section 3C—Space Systems A B B B D
Section 3D—Missile and Munition Systems A B B B C
Chapter 4—MILITARY ORGANIZATION AND COMMAND SSgt TSgt MSgt SMSgt CMSgt
Section 4A—United States Armed Forces B B C C C
Section 4B—Military Departments B B C C C
Section 4C—Military Command Structure B B C C C
Section 4D—Air Force Total Force B B C C C
Section 4E—Air Force Structure B B C C C
Chapter 5—DOCTRINE, JOINT FORCE, AND SSgt TSgt MSgt SMSgt CMSgt
MOBILIZATION
Section 5A—Doctrine A B B C C
Section 5B—Joint Force B B C C C
Section 5C—Joint Operation Planning A B B C C
Section 5D—Mobilization B B C C C
Chapter 6—ENLISTED FORCE DEVELOPMENT SSgt TSgt MSgt SMSgt CMSgt
Section 6A—Leadership Levels B B C C C
Section 6B—Enlisted Force Structure B B C C D
Section 6C—Duty Titles and Special Positions B B C D D
Section 6D—Force Development B B C C C
Section 6E—Training Responsibilities B B C C C
Section 6F—Professional Military Education B B C C C
Section 6G—Community College of the Air Force B B B C C
Section 6H—Continuing Education B B C C C
Chapter 7—ASSESSMENTS AND RECOGNITION SSgt TSgt MSgt SMSgt CMSgt
Section 7A—Airman Comprehensive Assessment B C C C C
Section 7B—Performance Evaluations B C C C D
Section 7C—Reenlistments and Continuation B B C C C
Section 7D—Awards and Decorations B B C C C
Chapter 8—ENLISTED PROMOTIONS SSgt TSgt MSgt SMSgt CMSgt
Section 8A—Promotion Systems and Programs B B C C C
Section 8B—Promotion Cycles B B C C C
Section 8C—Preparation and Responsibilities B B C C C
Section 8D—Promotion Testing B B C C C
Section 8E—Evaluation Boards B B C C C
1 NOVEMBER 2021 AFH 1 14

Chapter 9—ASSIGNMENTS AND OCCUPATIONAL CODES SSgt TSgt MSgt SMSgt CMSgt
Section 9A—Eligibility and Restrictions B B C C C
Section 9B—Occupational Codes A B B C C
Section 9C—Special Duties B B C C C
Chapter 10—PERSONNEL PROGRAMS AND BENEFITS SSgt TSgt MSgt SMSgt CMSgt
Section 10A—Benefits and Services B B C C C
Section 10B—Leave and Authorized Absences B B C C C
Section 10C—Military Associations A B B B C
Section 10D—Civilian Programs A B B C C
Chapter 11—FINANCE, MANPOWER, AND RESOURCES SSgt TSgt MSgt SMSgt CMSgt
Section 11A—Individual Finances and Allowances B B C C C
Section 11B—Official Travel Expenses and Allowances B B C C C
Section 11C—Manpower Management A B C C D
Section 11D—Resource Management B B C C D
Section 11E—Environmental Commitment A B B B C
Chapter 12—DEVELOPING ORGANIZATIONS SSgt TSgt MSgt SMSgt CMSgt
Section 12A—Strategic Thinking and Results Focus B B C C C
Section 12B—Resources and Organizational Structure B B C C D
Section 12C—Change and Problem Solving B B C C D
Chapter 13—DEVELOPING OTHERS SSgt TSgt MSgt SMSgt CMSgt
Section 13A—Teamwork B B C C C
Section 13B—Develops People B C C D D
Section 13C—Service Mindset B B C C C
Section 13D—Leadership B B C D D
Section 13E—Fosters Inclusion B B C D D
Chapter 14—DEVELOPING SELF SSgt TSgt MSgt SMSgt CMSgt
Section 14A—Accountability and Self-Management B B C C C
Section 14B—Military Communication B B C C C
Section 14C—Preparing to Communicate B B C C D
Section 14D—Written Communication B B C C D
Section 14E—Spoken Communication B B C C D
Section 14F—Electronic Messaging B C C C C
Chapter 15—DEVELOPING IDEAS SSgt TSgt MSgt SMSgt CMSgt
Section 15A—What We Know B B C C C
Section 15B—Cognitive Processes B B C C C
Section 15C—Informed Decision-Making B B C C C
Section 15D—What We Don’t Know B B C C C
Chapter 16—EMERGENCY MANAGEMENT SSgt TSgt MSgt SMSgt CMSgt
Section 16A—Air Force Emergency Management B B B C C
Section 16B—Disasters, Attacks, and Hazards B B B C C
Section 16C—Preparedness and Protection B B C C C
Section 16D—Crisis Response and Recovery B B C C C
Section 16E—Department of the Air Force Mishap Prevention B B C C C
Section 16F—Risk Management B B C C C
Chapter 17—SECURITY SSgt TSgt MSgt SMSgt CMSgt
Section 17A—Integrated Defense B B C C C
Section 17B—Operations Security B B C C C
Section 17C—Information Protection B B C C C
Section 17D—Information Access, Cyber Security and Mobility B B C C C
Section 17E—Antiterrorism B B C C C
Chapter 18—STANDARDS OF CONDUCT SSgt TSgt MSgt SMSgt CMSgt
Section 18A—Way of Life B B C C C
Section 18B—Law of War B B C C C
1 NOVEMBER 2021 AFH 1 15

Section 18C—Code of Conduct B B C C C

Chapter 19—ENFORCING MILITARY STANDARDS SSgt TSgt MSgt SMSgt CMSgt
Section 19A—Air Force Inspection System B B C C C
Section 19B—Individual Accountability B B C C C
Section 19C—Appropriate Working Relationships B C C C C
Section 19D—Addressing Misconduct B C C C C
Chapter 20—MILITARY JUSTICE SSgt TSgt MSgt SMSgt CMSgt
Section 20A—Military Law B B C C C
Section 20B—Legal Enforcement B B C C C
Section 20C—Nonjudicial Punishment B B C C C
Section 20D—Courts-Martial B B C C C
Chapter 21—FITNESS AND READINESS SSgt TSgt MSgt SMSgt CMSgt
Section 21A—USAF Fitness B B C C C
Section 21B—Official Fitness Assessment B B C C C
Section 21C—Nutrition B B B B B
Section 21D—Substance Use or Abuse B B B C C
Section 21E—Readiness State of Mind B B C C C
Chapter 22—DRESS AND APPEARANCE SSgt TSgt MSgt SMSgt CMSgt
Section 22A—Professional Image B B C C C
Section 22B—Military Uniforms B B C C C
Section 22C—Accessory Standards B B B C C
Chapter 23—MILITARY CUSTOMS AND COURTESIES SSgt TSgt MSgt SMSgt CMSgt
Section 23A—Honored Traditions B B C C C
Section 23B—Respect for the Flag B B C C C
Section 23C—Respect for Individuals B C C C C
Section 23D—Ceremonies and Events B B C C C
Section 23E—Drill and Formation B B B B C
Chapter 24—PROFESSIONALISM SSgt TSgt MSgt SMSgt CMSgt
Section 24A—USAF Professional B B C C C
Section 24B—Profession of Arms B B C C C
Section 24C—USAF Core Values C C C C C
Section 24D—Ethical Standards B B C C C
ATTACHMENTS SSgt TSgt MSgt SMSgt CMSgt
Attachment 1—Glossary of References and Supporting Information N/A N/A N/A N/A N/A
Attachment 2—Aircraft Tail Markings N/A N/A N/A N/A N/A
Attachment 3—The Roundel N/A N/A N/A N/A N/A
Attachment 4—Chief Master Sergeants of the Air Force A A B B B
Attachment 5—USAF Ribbons and Medals N/A N/A N/A N/A N/A
Attachment 6—USAF Devices N/A N/A N/A N/A N/A
Attachment 7—USAF Medal of Honor Recipients B B B B B
Attachment 8—The Star-Spangled Banner Lyrics N/A N/A N/A N/A N/A
Attachment 9—The USAF Song Lyrics N/A N/A N/A N/A N/A
Attachment 10—USSF Enlisted Rank Insignia N/A N/A N/A N/A N/A
1 NOVEMBER 2021 AFH 1 16

FORWARD

F. Trubee Davison 1926-1932

Assistant Secretaries of War Robert A. Lovett 1941-1946
for W. Stuart Symington 1946-1947
Air Secretaries of the Air Force

W. Stuart Symington 1947-1950

Thomas K. Finletter 1950-1953
Harold E. Talbott 1953-1955
Donald A. Quarles 1955-1957
James H. Douglas, Jr. 1957-1959
Dudley C. Sharp 1959-1961
Eugene M. Zuckert 1961-1965
Secretaries Harold Brown 1965-1969
of the Robert C. Seamans, Jr. 1969-1973
Air Force John L. McLucas 1973-1975
Thomas C. Reed 1976-1977
John C. Stetson 1977-1979
Hans M. Mark 1979-1981
Verne Orr 1981-1985
Russell A. Rourke 1985-1986
Edward C. Aldridge, Jr. 1986-1988
Donald B. Rice 1989-1993
Sheila E. Widnall 1993-1997
F. Whitten Peters 1997-2001
Dr. James G. Roche 2001-2005
Michael W. Wynne 2005-2008
Michael B. Donley 2008-2013
Deborah L. James 2013-2016
Heather A. Wilson 2017-1919
Barbara M. Barrett 2019-2021
Frank Kendall 2021-Present
1 NOVEMBER 2021 AFH 1 17

Capt Charles D. Chandler 1907-1910

Capt Arthur S. Cowan 1910-1911
Capt Charles D. Chandler 1911-1912
Lt Henry H. Arnold 1912-1913
Military Air Chiefs Col Samuel Reber 1913-1916
Brig Gen George Squier 1916-1917
Lt Col John B. Bennet 1917
Brig Gen Benjamin Foulois 1917
Brig Gen Alexander Dade 1917-1918
Maj Gen William Kenly 1918-1919
Maj Gen Mason M. Patrick 1921-1927
Maj Gen James E. Fechet 1927-1931
Maj Gen Benjamin Foulois 1931-1935
Maj Gen Oscar Westover 1935-1938
Gen Henry H. Arnold 1938-1946
Gen Carl A. Spaatz 1946-1947
Gen Carl A. Spaatz 1947-1948
Gen Hoyt S. Vandenberg 1948-1953
Gen Nathan F. Twining 1953-1957
Gen Thomas D. White 1957-1961
Gen Curtis E. LeMay 1961-1965
Gen John P. McConnell 1965-1969
USAF Gen John D. Ryan 1969-1973
Chiefs of Staff Gen George S. Brown 1973-1974
Gen David C. Jones 1974-1978
Gen Lew Allen, Jr. 1978-1982
Gen Charles A. Gabriel 1982-1986
Gen Larry D. Welch 1986-1990
Gen Michael J. Dugan 1990-1990
Gen Merrill A. McPeak 1990-1994
Gen Ronald R. Fogleman 1994-1997
Gen Michael E. Ryan 1997-2001
Gen John P. Jumper 2001-2005
Gen T. Michael Moseley 2005-2008
Gen Norton A. Schwartz 2008-2012
Gen Mark A. Welsh III 2012-2016
Gen David L. Goldfein 2016-2020
Gen Charles Q. Brown, Jr. 2020-Present
1 NOVEMBER 2021 AFH 1 18

Gen John W. Raymond 2019-Present

USSF
Chiefs of Staff

CMSAF Paul W. Airey 1967-1969

CMSAF Donald L. Harlow 1969-1971
CMSAF Richard D. Kisling 1971-1973
CMSAF Thomas N. Barnes 1973-1977
Chief Master Sergeants CMSAF Robert D. Gaylor 1977-1979
of the CMSAF James M. McCoy 1979-1981
Air Force CMSAF Arthur L. Andrews 1981-1983
CMSAF Sam E. Parish 1983-1986
CMSAF James C. Binnicker 1986-1990
CMSAF Gary R. Pfingston 1990-1994
CMSAF David J. Campanale 1994-1996
CMSAF Eric W. Benken 1996-1999
CMSAF Frederick J. Finch 1999-2002
CMSAF Gerald R. Murray 2002-2006
CMSAF Rodney J. McKinley 2006-2009
CMSAF James A. Roy 2009-2013
CMSAF James A. Cody 2013-2017
CMSAF Kaleth O. Wright 2017-2020
CMSAF JoAnne S. Bass 2020-Present
CMSSF Roger A. Towberman 2020-Present

Chief Master Sergeant

of the
Space Force
1 NOVEMBER 2021 AFH 1 19

We Are America’s Airmen

We are America’s Airmen—a Total Force. Our Air Force is the greatest in the world. We fly,
fight, and win whenever and wherever our Nation needs us.
Our Air Force reflects the vision of the founders of airpower. The emerging global environment
in which we operate demands that our Air Force continues to develop innovative Airmen who
embrace strategic agility and inclusiveness to succeed in our mission and overcome unforeseen
challenges that lay ahead.
You have joined a team of Airmen with a rich history, who play an unparalleled role in the
defense of America. Our Air Force is the greatest in the world because of the generations of
professional Airmen who devoted their lives to serving this country. Airmen today recognize
and honor their historic achievements and unique contributions to fighting and winning
America’s wars.
Air Force Mission Statement
The mission of the United States Air Force is to fly, fight, and win…airpower anytime,
anywhere.

Air Force Vision Statement

The World’s Greatest Air Force—Powered by Airmen, Fueled by Innovation.
1 NOVEMBER 2021 AFH 1 20

Chapter 1
AVIATION HISTORY
Section 1A—Aviation Fundamentals
REQUIRED LEVEL OF COMPREHENSION FOR DEVELOPMENT AND PROMOTION
Chapter 1—AVIATION HISTORY SSgt TSgt MSgt SMSgt CMSgt
Section 1A—Aviation Fundamentals A A B B B

1.1. Introduction to Aviation History

Aviation history, particularly the early years of aviation fundamentals, provides an understanding
of the foundations of airpower. This chapter on aviation history contains information on the
beginning of the aviation industry and the evolution of airpower in the early days. Material in this
chapter examines how participation in wars and conflicts throughout our history helped drive
innovation and technological advancements to develop the Unites States (U.S.) Air Force into the
greatest Air Force in the world. Note: Several significant historical events associated with air and
space flight, and most importantly, the legacy of the men and women of the USAF, are foundations
of the Air Force of yesterday, today, and tomorrow. Chapters 1 and 2 are designed in chronological
order. Significant events may overlap or may have occurred simultaneously, therefore, dates are
considered for the general purposes of providing a timeline of aviation history and Air Force
heritage. Many military projects, exercises, and operations are identified by names or titles. Several
factors are considered before establishing and publishing names for operations. Operational names
are a combination of one or two separate unclassified words that are assigned an unclassified
meaning and used for unclassified administrative, morale, or public information purposes.
Typically there are four general suggestions for naming operations: make them meaningful, target
key audiences, avoid fashion, and make them memorable.

1.2. First Flights

The dream of flight has nearly always existed. It was when two French brothers launched a hot air
balloon in 1783, that man was able to fly. Approximately a decade later, military aviation became
a noteworthy potential when, in 1794, the French Aerostatic Corps’ balloons accompanied the
Armies of the French Revolution. European advancements in balloons, gliders, and aerodynamics
continued to progress rapidly. By 1853, Britain’s Sir George Cayley created a glider with fixed
wings, cambered airfoil, and horizontal and vertical stabilizers. These gliders eventually evolved
into flying machines similar to today’s hang gliders. In 1861, a Balloon Corps provided aerial
observation and reconnaissance for the Union Army during the American Civil War. The seven
balloons in the inventory proved to be useful, but they were fragile and vulnerable to weather
conditions. In 1863, the Army disbanded the Union Army Balloon Corps.
1 NOVEMBER 2021 AFH 1 21

Orville and Wilbur Wright. In the early 1900s, Orville and Wilbur Wright conducted more than
1,000 glides and achieved the first powered, sustained, controlled airplane flight, heralding the age
of heavier-than-air aviation. When President Theodore Roosevelt
established an Aeronautical Division in the U.S. Army’s Signal Corps
on 1 August 1907, the Wright Brothers offered the only flyable aircraft
that met specifications for its first military airplane. The flying machine
had to carry two people with a combined weight of 350 pounds or less,
and it needed to be able to fly for 125 miles at an average speed of 40
miles per hour. Despite a crash on 17 September 1908, seriously injuring
Orville and killing passenger Lieutenant Thomas E. Selfridge, by 1909
the U.S. Army accepted its first of many aircraft, the Signal Corps No.
1, from the Wright Company. Subsequently, the Wright Brothers trained
several U.S. Army pilots, including Henry H. “Hap” Arnold, future The Wright Brothers
commander of the U.S. Army Air Forces.

1.3. Aeronautical Division, Signal Corps (1 August 1907 – 18 July 1914)

When the Aeronautical Division, Signal Corps was established in 1907, the Army inevitably found
itself in possession of several balloons that had been retained since the disbandment of the Balloon
Corps. With that discovery, the Army realized the need for trained enlisted men to conduct balloon
inflations and make necessary repairs. That year, Eddie Ward and Joseph Barrett reported in at the
Leo Stevens’ Balloon Factory in New York, New York. They were the first enlisted men in the
Aeronautical Division to be schooled in the rudiments of fabric handling, folding, and stitching.
They were also taught the manufacturing of buoyant gases and became experts in the inflation and
control of the Army’s aircraft.
Developing an inventory and ensuring the safety of the pilots were two significant concerns
regarding military aviation in the Signal Corps. Enlisted crews not only repaired the planes, they
labored to make them safer to fly. They provided day-to-day support for a handful of officer pilots,
learned new skills as airplane mechanicians (aircraft mechanics with skills and knowledge to
maintain and repair aircraft engines, airframes, controls, and systems), and furthered skills as
mechanics, riggers, and fitters. The enlisted detachment was a small band of enlisted Airmen who
shared in the first steps of establishing military aviation as a permanent part of the nation’s defense.
By October 1912, the Aeronautical Division consisted of 11 aircraft with 14 flying officers and 39
enlisted mechanics, making it relatively equivalent to forces in Europe. In 1913, the 1st Aero
Squadron was activated. It is recognized as the oldest squadron in the USAF.
Wright Biplane Chief Mechanic, Frank Scott. Corporal Frank Scott enlisted in the Field
Artillery branch of the U.S. Army in 1908 and cross-trained into the Signal
Corps in 1911. He was initially assigned to launching and releasing of hot air
balloons, and was soon transferred to work on the Type-B Wright biplane.
As a chief mechanic, Corporal Scott was offered an opportunity to
accompany the pilot, Lieutenant Rockwell, on a test flight. On 28 September
1912, when the pilot attempted to land, the aircraft experienced engine
trouble. It unfortunately became Scott’s first and only flight. Both Corporal
Scott and Lieutenant Rockwell lost their lives that day. Corporal Frank Scott
was the first enlisted person to die in an accident in a military aircraft. Scott
Field, now Scott Air Force Base, Illinois, was named in his honor. Frank Scott
1 NOVEMBER 2021 AFH 1 22

First Enlisted Pilots. In June 1941, Congress passed Public Law 99, which authorized an enlisted
pilot training program. The law permitted enlisted men between ages 18 and 25 who graduated in
the top half of their high school class to apply. By contrast, aviation cadets had to have two years
of college and be at least 21 years old. Class 42-C, the first class of “flying sergeants” graduated
as enlisted pilots on 7 March 1942. One half graduated from Kelly Field, Texas and the other half
graduated from Ellington Field, Texas. All of Class 42-C went on to fly P-38s. Subsequent classes
were assigned to various types of aircraft in both combat and support units.
First American Enlisted Pilot, Vernon L. Burge. The story of enlisted
pilots began long before the official enlisted pilot training program was
established. In the early 1900’s, Captain Frank P. Lahm commanded a
newly opened air school in the Philippines. Lahm had trouble finding
enough officers to train, so Corporal Vernon L. Burge, Lahm’s crew chief,
volunteered and received his pilot's license in June 1912. He is recognized
as the first American enlisted pilot, one of only a handful of World War I
enlisted aviators. After 10 years as an enlisted man, Burge was
commissioned during World War I and served the next 25 years as an Vernon Burge
officer.
Father of Blind Flight, William C. Ocker. Sergeant William C. Ocker
entered the U.S. Army on 25 June 1898. He served in the Spanish-
American and Philippine-American Wars with cavalry and artillery
units. After requesting a transfer, on 20 April 1914 he officially joined
Burge (the first enlisted pilot) and Lamkey (the second enlisted pilot)
as the third enlisted pilot. During World War I, while instructing other
pilots, Ocker addressed the hazards of flying into clouds, which
invariably disoriented pilots. He developed a flight integrator, an
electrically-driven gyroscope with a moving background scroll that William Ocker
depicted a sky with clouds and a miniature airplane silhouette that
remained correctly oriented relative to the horizon. In June 1930, Ocker flew approximately 900
miles from San Antonio, Texas to Scott Field, Illinois in an enclosed cockpit, earning him
recognition as the “Father of Blind Flight.” In January 1955, the USAF posthumously awarded the
Legion of Merit to Ocker for the many lives saved during World War II as a result of the training
devices he pioneered.

1.4. Aviation Section, Signal Corps (18 July 1914 – 20 May 1918)
On 18 July 1914, with the passage of U.S. House Resolution 5304, the bill authorized the Signal
Corps to establish an aviation section. This new launch pad for aviation was officially designated
as Aviation Section, Signal Corps, consisting of 60 officers and 260 enlisted men. The bill created
an official military rating for the aviation mechanician, which called for a 50 percent pay increase
for enlisted men who were instructed in the art of flying while on flying status. The total number
of personnel was limited to 40, with no more than twelve enlisted men authorized by law, but it
was a major breakthrough for enlisted aviators. The Aviation Section was a significant step toward
establishing the Army Air Service.
1 NOVEMBER 2021 AFH 1 23

1.5. Mexican Revolution and the Pancho Villa Expedition

During the Mexican Revolution of 1910 - 1920, Francisco “Pancho” Villa’s forces raided
Columbus, New Mexico. In 1916, President Woodrow Wilson ordered the 1st Aero Squadron to
assist ground forces in protecting the border and apprehending Pancho Villa. Commanded by
Captain Benjamin Foulois, 11 pilot officers, 82 enlisted men, and one civilian mechanic departed
from San Antonio, Texas with eight Curtiss JN-3 Jennies, 10 trucks, and six motorcycles. On the
way, Foulois picked up two enlisted hospital corpsmen and an engineering section consisting of
one officer and 14 enlisted. Despite the 1st Aero Squadron’s successful reconnaissance flights and
several dispatches, mountain weather, dust, extreme temperatures, and the 5,000-feet elevations of
the Casa Grandes in Chihuahua, Mexico wreaked havoc with the aircraft. Within one month, only
two of the eight airplanes were in working condition.
In February, after almost a year of what was commonly referred to as the Punitive Expedition, the
pursuit of Pancho Villa was called off. Villa continued to lead rebels in Northern Mexico until
1920 when he successfully negotiated with the Mexican interim President for amnesty in exchange
for a peace settlement on behalf of himself and his military. Captain Foulois commended his pilots
for their bravery and their willingness to fly clearly dangerous aircraft. He also praised the enlisted
personnel for their dedication and willingness to work day and night to keep the aircraft flying.
Valuable lessons were learned about the realities of aviation under field conditions. Adequate
maintenance was essential, as were plenty of backup aircraft while other airplanes were removed
from the line and repaired.
A Man of Many Firsts, Benjamin D. Foulois. After enlisting in the
Army at the time of the Spanish-American War, and being commissioned
during his service in the Philippines, Benjamin D. “Benny” Foulois was
assigned to the Office of the Chief Signal Officer, Washington D.C. in
1908, where he participated in the acceptance tests of the Army’s first
semi-rigid dirigible and its first airplane, the Wright Flyer, Signal Corps
No. 1. In 1910, he took the aircraft to Fort Sam Houston, Texas, where he
conducted tests to demonstrate the aircraft’s military usefulness. After
completing the organization of the 1st Aero Squadron, Foulois Benjamin Foulois
commanded the Pancho Villa Expedition, and after the United States
entered World War I, Foulois played a major role in planning and implementing the $640 million
aviation program. In 1917, Brigadier General Foulois was named Chief of the Air Service for the
American Expeditionary Force, moved to Washington, D.C. in 1927 to become Assistant Chief of
the Air Service, and in 1931 was promoted to Major General as Chief of the Air Corps.
1 NOVEMBER 2021 AFH 1 24

Section 1B—Aviation and Operations in World War I

REQUIRED LEVEL OF COMPREHENSION FOR DEVELOPMENT AND PROMOTION
Chapter 1—AVIATION HISTORY SSgt TSgt MSgt SMSgt CMSgt
Section 1B—Aviation and Operations in World War I A A B B B

1.6. Air Power in World War I

The Allies, often referred to as Entente Powers, initially consisted of three entities in 1907: the
French Republic, the British Empire, and the Russian Empire. Eventually Italy and Japan joined
the side of the Entente, as well as Belgium, Serbia, Greece, Montenegro, and Romania. The Central
Powers on the opposing side, often referred to as the Quadruple Alliance, included the German
Empire, Austria-Hungary, the Ottoman Empire, and the Kingdom of Bulgaria. The lines were
drawn by the time World War I began in July 1914, just days after Archduke Franz Ferdinand of
Austria was assassinated by Yugoslav forces in Sarajevo.
When the first shots of the Great War were fired in Europe, the 1st Aero Squadron mustered a
dozen officers, 54 enlisted men, and six aircraft. By 1916, a second squadron and new training
facilities were added with plans for 24 more squadrons with a dozen aircraft each. All 24 squadrons
were formed by early 1917, but only the 1st Aero Squadron was fully equipped, manned, and
organized when the United States declared war on Germany on 6 April 1917. The U.S. Army
Aviation Section inventory included less than 250 airplanes and consisted of 131 officers (virtually
all pilots or pilots-in-training), and 1,087 enlisted men.
Tradition dictated that pilots were drawn from the ranks of commissioned officers, but the Aviation
Section realized the pressing need for trained enlisted personnel to perform duties in supply and
construction and to serve specialized functions in the emerging aviation-related fields of photo-
reconnaissance, communication, armament, welding, rigging, sail making, and most of all,
mechanics. By November 1918, billions of dollars were spent, and over 70 million lives were lost.
Battles ensued with victories and defeats of what some refer to as devastation, while others refer
to as a revolutionary approach to military power.

1.7. The First Air War

Aircraft and aerial warfare evolved during World War I between 1914 and 1918. Observation,
artillery spotting, and reconnaissance emerged as the airplane’s most important wartime missions.
By 1915, pursuit aircraft were developed to deny the enemy use of airspace. While flying missions
evolved from information gathering to defense, using handguns to take down enemy aircraft left
much to be desired. One of the most remarkable advancements in aviation technology was the
arming of aircraft with machine guns that fired between the propeller blades. Using the deflector
blade concept, French pilot, Roland Garros, attached steel plates to the propeller of his Morane-
Saulnier Type L monoplane, enabling him to fire through the propeller arc of his aircraft. This
innovative process enabled Garros to achieve the first aerial victory in history. Note: When engine
trouble forced Garros to land behind enemy lines on 19 April 1915, the Germans captured him as
a prisoner of war, but also studied the innovative concepts on his aircraft and created the first true
fighter plane, the Fokker Eindecker, which was used ferociously on allied aircraft.
1 NOVEMBER 2021 AFH 1 25

Flying Aces. The concept of the ace emerged in 1915 during World War I at the same time as
aerial dogfighting. A flying ace or “ace” is a military aviator credited with shooting down multiple
enemy aircraft during aerial combat. Initially five or more aerial victories were required to be
considered an ace, but that number varies throughout history. Public sentiment for the ace was
based on a sense of pride and patriotism for war heroes in the skies. Allies and adversaries alike
publicized aces to foster public support for the war effort. While aces are generally thought of
exclusively as fighter pilots, enlisted aviators also earned the coveted title. Aerial gunners and
observers, for example, were often referred to as aces for executing air-to-air victories on the
enemy.
Ace of Aces, Edward V. Rickenbacker. Captain Edward V. “Fast Eddie”
Rickenbacker served in the U.S. Army Air Service from 1917 to 1919 and
has been highly regarded as the most successful fighter ace in World War
I. With 26 confirmed aerial victories, Rickenbacker became known as
America’s “Ace of Aces” and held the American record for victories until
World War II. He is considered to have received the most awards for valor,
received the Distinguished Service Cross a record of eight times, and in Edward
Rickenbacker
1930, one of his Service Crosses was converted to the Medal of Honor.
The Lafayette Escadrille. As early as 1915, Americans flew in the European war, both with the
French and the British—though it was the American-manned Lafayette Escadrille of France that
earned the greatest and most enduring fame. Named in honor of Marquis de Lafayette, Hero of the
Two Worlds, the French Air Service established the Lafayette Escadrille in 1916. In 1918,
American members of the Lafayette Escadrille transferred into the U.S. Army Air Service as the
103d Aero Squadron while the French formed the Escadrille Jeanne d'Arc.
First African-American Military Pilot, Eugene Bullard. Corporal Eugene
Bullard is one of the very few enlisted Americans to fly in the war, and the
first African-American military pilot. Bullard enlisted in 1914, and was
assigned to the 3rd Marching Regiment of the Foreign Legion. In World War
I, Bullard flew as a machine gunner and served in over 20 air combat
missions. As a member of the French Foreign Legion, he was awarded the
French Croix de Guerre. He was wounded four times before the legion gave
him a disability discharge. During his convalescence in Paris, he bet an
American $2,000 that he could learn to fly and become a combat aviator.
Corporal Bullard won the bet by completing training and joining the
Lafayette Escadrille. Referred to as “The Black Swallow of Death,” he Eugene Bullard
claimed two victories.

1.8. Division of Military Aeronautics (20 May 1918 – 24 May 1918)

On 20 May 1918, President Wilson issued an Executive Order that transferred Army aviation
control from the Signal Corps to the Secretary of War. This four-day transition existed long enough
for the reorganization to take place and officially transfer recognition of responsibilities of aviation
administration, assets, and personnel from the division of military aeronautics to the Air Service.
1 NOVEMBER 2021 AFH 1 26

1.9. Air Service, U.S. Army (24 May 1918 – 2 July 1926)
The U.S. Army Air Service was established in 1918 as a temporary branch of the U.S. War
Department, and was faced with budget cutbacks and resistance to establishing an independent Air
Force. A drawdown was enacted in 1918 that called for a reduction in Air Service personnel from
190,000 to fewer than 20,000. Likewise, the $460 million allocated for military aviation in 1919
fell to $25 million in 1920. Another challenge came about when Congress demanded that new
military aircraft use the surplus Liberty engines produced during the World War I buildup.
Consequently, World War I vintage Curtiss JN-3 Jennies and Liberty DH-4 bombers remained in
service until the 1930s, despite technological advances that had been made in airframe and engine
design.
Father of the USAF, William Mitchell. After enlisting, joining the Aviation Section of the Signal
Corps, and taking private flying lessons, William “Billy” Mitchell earned his private pilot’s
license. He was convinced of airpower’s potential as the primary component of national defense
against strategic bombardment and was a strong advocate for an independent Air Force. Mitchell’s
claims ultimately led to bombing trials in June 1921. Under his leadership,
the 1st Provisional Air Brigade sank the 27,000 ton former German
battleship Ostfriesland. Officials turned over two World War I battleships
for further testing, the United States Ship (USS) New Jersey and the USS
Virginia, to punctuate the values of airpower. At the age of 32, Captain
Mitchell was the youngest member to join the General Staff. For his
efforts, Mitchell earned the Distinguished Service Cross, the Distinguished
Service Medal, the World War I Victory Medal with eight campaign
clasps, and several foreign decorations. Mitchell also received many
honors following his death, including a commission by President Franklin William Mitchell
D. Roosevelt as Major General Mitchell. Note: In 1924, Mitchell
developed a 324-page report that predicted a future war with Japan, including the attack on Pearl
Harbor. Mitchell believed a surprise attack on the Hawaiian Islands would be conducted by land-
based aircraft operating from islands in the Pacific. His report was published as the book Winged
Defense in 1925, about sixteen years prior to the attack on Pearl Harbor by Japan in 1941.
Demonstration of Airpower, Ulysses Nero. A young bombardier, Sergeant Ulysses “Sam” Nero,
was selected to demonstrate the capabilities of airpower. Against
established tactics, during the demonstration Nero and the Martin-Curtiss
NBS-1 pilot approached the USS New Jersey at 85 miles per hour at an
altitude of 6,900 feet, from about 15 degrees off the port beam. They
scored two hits and the USS New Jersey went down in just over three
minutes. Having one bomb left, Nero’s aircraft proceeded to the
floundering USS Virginia to administer the coup de grace on the stricken
craft—the shot landed directly on the Virginia’s deck, putting it out of
commission permanently. General Mitchell disqualified Nero and his pilot
from further competition for disobeying instructions, but he reconsidered
when the rest of the crews failed to hit the USS Virginia unless they Ulysses Nero
dropped down to 1,500 feet. Nero was promoted during the next cycle.
Note: The NBS in Martin-Curtis NBS-1 is an abbreviation for night bomber-short range.
1 NOVEMBER 2021 AFH 1 27

End of the Enlisted Pilot Era and George H. Holmes. George H.

Holmes served in the Navy during World War I. After the war, he enlisted
in the Army in 1919 as a mechanic. In 1921 Holmes became a pilot flying
the Curtiss JN-4D Jenny and other aircraft. When World War II ended,
Lieutenant Colonel Holmes chose to revert back to his enlisted rank.
Ending the era of enlisted pilots, Master Sergeant George H. Holmes was
the last of about 2,500 men who graduated from enlisted pilot training.
When he retired from the Air Force in 1957, he was the last of the enlisted George Holmes
pilots.
World War I Armistice. Airpower clearly played an important role in the Allied victory of World
War I. As of the Armistice on 11 November 1918, observation, reconnaissance, and artillery
spotting remained significant missions, but close air support, interdiction, and strategic
bombardment showed promise in the progress of airpower. Armistice Day may best be known as
the signing of an agreement to end the war in the eleventh hour, on the eleventh day, of the eleventh
month. Some war memorials date the end of the war as being when the Versailles Treaty was
signed in 1919 and many of the troops serving abroad finally returned to their home countries. In
the United States, Armistice is publicly recognized on Veterans Day in honor of military veterans.

1.10. U.S. Army Air Corps (2 July 1926 – 20 June 1941)

The U.S. Army Air Corps was established as a step toward recognizing the autonomy of aviation
and its role in modern warfare. During this time, aviation was still a part of the U.S. Army
command structure. Meanwhile, the Air Corps Tactical School and Air Corps Technical School
evolved under the U.S. Army Air Corps.
Air Corps Tactical School. Through a brief series of changes, in 1926 the Air Service Tactical
School, designed for military officer professional development, was renamed the Air Corps
Tactical School. Eventually the Air Corps Tactical School was relocated to Maxwell Field,
Alabama, where it was later replaced as the Army Air Force School of Applied Tactics. The school
is now recognized as the Air University, and remains on Maxwell Air Force Base, Alabama.
Air Corps Technical School. In 1926, the Air Corps Technical School was established at Chanute
Field, Illinois. While other branches of the Army returned to the apprentice system of assignment
and training, the Army Air Corps continued to use and develop a combination of the Army Alpha
Test (reading and writing assessment), aptitude tests, and counseling. At the technical school,
students participated in a range of experimental work, including altitude flights, blind flying, aerial
photography, cosmic ray research, and the development of the parachute. Enlisted men who
wanted to apply for technical training had to qualify as high school graduates, or the equivalent,
and pass a mathematics proficiency test in addition to the Army Alpha Test. A trade test specialist
familiar with the actual work personally interviewed each enlisted man. By 1938, the technical
school branched out to Lowry Field, Colorado and Scott Field, Illinois.
1 NOVEMBER 2021 AFH 1 28

Aerial Refueling and Carl A. Spaatz. General Carl A. “Tooey” Spaatz,

first Chief of Staff of the Air Force, was a member of the Fokker C-2
aircrew that launched the legendary Question Mark mission on 1 January
1929 to showcase aerial refueling potential. The mission was simple,
determine how long the aircrew could keep the aircraft in the air. The crew
flew the Question Mark for 150 hours and 40 minutes, taking on 5,600
gallons of hand-pumped fuel during 37 air-to-air refuelings. They traveled
11,000 miles on that journey, proving the relatively unlimited range
available with air refueling capabilities. Carl Spaatz
Operation Point Blank and Ira C. Eaker. General Ira C. Eaker was an aviation pioneer and
articulate advocate of aerospace power. Commissioned in the Army Reserve after graduating flight
school, he participated in the Pan-American Good Will Flight of 1926
and 1927, which is displayed at the National Museum of the USAF in
Dayton, Ohio. Eaker also flew in the legendary Question Mark
extended aerial refueling mission in 1929. As a strong advocate for
daylight strategic bombardment, during Operation Point Blank, Eaker
directed the daylight campaigns while the British conducted their night
area bombing. The co-led operation struck the German military and
industrial base of Nazi-occupied territories around the clock, Ira Eaker
exhausting German strength, as well as its production capabilities.

1.11. General Headquarters Air Force (HAF) (1935 – 1939)

Alongside the Army Air Corps, General HAF was set up to focus primarily on control of aviation
combat units, while still being aligned under the Army Air Corps. This was a confusing half-step
toward an independent Air Force, but proved to be the right direction for the conception of
airpower. General HAF was established with the recognition that technological advances in aircraft
would eventually propel airpower forward as a significant military force, beyond its early role of
solely supporting ground troops. In 1938, when the United States first took the signs of war in
Europe seriously, the Army’s Air Arm was still split into two cumbersome command
organizations, the Army Air Corps and General HAF. In 1939, President Roosevelt asked for an
appropriation of $300 million for military aviation. Before the outbreak of hostilities in Europe in
the fall of 1939, General HAF had begun the massive expansion program that eventually evolved
into the largest air organization in the nation’s history.

1.12. U.S. Army Air Forces (20 June 1941 – 17 September 1947)
The U.S. Army Air Forces was established in June 1941. It replaced both the U.S. Army Air Corps
and the General HAF. Although still under command of the Army, the message was clear, unify
command of all air elements, give total autonomy to air forces, and provide equality separate from
ground forces. The U.S. Army Air Forces continued to exist as a branch of the Army (similar to
the infantry, quartermaster, or artillery) until reorganization provisions of the Public Law 80-495,
National Security Act of 1947, 18 September 1947.
.
1 NOVEMBER 2021 AFH 1 29

Commanding General of the U.S. Army Air Forces, Henry H. Arnold.

General Henry H. “Hap” Arnold was an aviation pioneer, a West Point
graduate, and an infantryman. In 1911 he was taught to fly by Orville and
Wilbur Wright. Arnold began his rise through the Army Air Corps during
the interwar years, serving in Air Service Headquarters and in several of the
most important operational flying commands in the field. After serving two
years as the Chief of the Air Corps, in June 1941 he became Commanding
General of the U.S. Army Air Forces in World War II. Under General
Arnold’s command, the force expanded to nearly 2.5 million members and
Henry Arnold
75,000 aircraft.
1 NOVEMBER 2021 AFH 1 30

Section 1C—Aviation and Operations in World War II

REQUIRED LEVEL OF COMPREHENSION FOR DEVELOPMENT AND PROMOTION
Chapter 1—AVIATION HISTORY SSgt TSgt MSgt SMSgt CMSgt
Section 1C—Aviation and Operations in World War II A A B B B

1.13. Airpower in World War II

Allied Powers that existed at the onset of World War II in 1939 consisted of a long list of countries:
France, Poland, the United Kingdom, British India, Australia, Canada, New Zealand, and South
Africa. Soon, the Balkans, Netherlands, Belgium, Greece, and Yugoslavia joined the alliance as
well. By 1942, the countries emerged as the United Nations, and brought the United States, Russia,
and China onboard to stop the Axis Powers. The Axis Powers consisted of Germany, Japan, and
Italy. If World War I signaled airpower’s promise, World War II fulfilled the vision. In every
aspect of aerial combat, airpower served as a force multiplier. Air superiority proved to be a
prerequisite for successful land, sea, and air operations.

1.14. Ramping Up
Recognizing the need for a robust national defense, in 1940 President Franklin D. Roosevelt called
for American industry to build 50,000 military aircraft a year in preparation for defending our
Nation’s interests. That same year, Congress passed the first peacetime conscription law in United
States history, mandating that all able-bodied men join the service. At the time, the U.S. Army Air
Corps inventory was merely 1,800 aircraft and 18,000 men in total. The Air Corps planned for 24
operational combat-ready groups by 1941, which called for greatly enhanced manpower, training,
and equipment. Although American industry was ready to move forward with production,
aeronautical designs, blueprints, tools, dies, airframes, engines, factories, skilled workers, and
countless other components of an aviation industry, they would require time to develop.
On 7 December 1941, “a date which will live in infamy,” Imperial Japan dealt a devastating blow
to the United States at Pearl Harbor, Hawaii by sinking or heavily damaging several military
battleships in two waves of approximately 350 Japanese aircraft. Also, our military aircraft made
prime targets for Japanese aviators as they continued their attack that same day by destroying an
entire fleet refueling on the ground in the Philippines. On 8 December 1941, the United States
declared war on Japan. Three days later, we were at war with Germany and Italy as allies of Japan.
Despite the fact that the attack on Pearl Harbor was what formally brought the United States into
the war, the war in Europe and the defeat of Germany would take precedence.
Reflecting on 1930s Air Corps Tactical School doctrine of using massive force to destroy the
enemy’s will and capability to fight through long-range strategic bombardment, by 1942 American
factories produced 47,800 aircraft, and by 1944 the inventory rose to an astronomical 96,300. Also,
by March 1944 Air Force manpower reached over two million. During the war, the majority of
enlisted Airmen served in roles that never took them into the air, but without their efforts, no
bombs would have dropped and no war could have been waged. Taking into account all the support
personnel in the Army Air Corps, the ratio of Airmen to aircraft was about 70 to 1. American
industrial production, strategic target bombing, new tactics, enhanced training, greater budgets,
and new aircraft with greater range, speed, and maneuverability, all proved to be key factors to an
Allied victory.
1 NOVEMBER 2021 AFH 1 31

1.15. Prohibition of Discrimination

Executive Orders 8802 and 9981. In 1941, President Roosevelt signed Executive Order 8802,
prohibiting racial discrimination within the services. Civil rights activists saw promise for
desegregation with Executive Order 8802, requiring vocational and training programs to be
administered without discrimination for race, creed, color, or national origin. The order made
progress, but did not end segregation. When the USAF became a distinct service in 1947,
segregation policies restricted black Airmen to all-black units or segregated service squadrons. In
1948, President Harry S. Truman signed Executive Order 9981 to abolish racial discrimination.
On 11 May 1949, Air Force Letter 35.3 was published, mandating that black Airmen be reassigned
to formerly all-white units according to qualifications. Within a year, virtually the entire Air Force
was integrated with few incidents.
The Tuskegee Airmen. In 1944, the first Tuskegee Airmen to
fight in World War II were members of the 99th Fighter
Squadron, a unit commanded by black West Point graduate,
Colonel Benjamin O. Davis, Jr. Soon after battling German
aircraft over the skies of Anzio, Italy in their P-40 aircraft, they
were joined by a second Tuskegee unit, the 332d Fighter Group
with their P-39s. The Tuskegee Airmen’s obsolete aircraft were
replaced later that year by P-47s and P-51s respectively, and the
crews flew bomber escort missions until the German surrender
The Tuskegee Airmen
in the spring of 1945.
By the end of World War II, nearly 1,000 black Americans had proudly and rightfully earned their
wings. Through determination to prove their patriotism, valor, and skill in combat, these aviators,
forever called the Tuskegee Airmen, struck a significant blow against racism in America. The
Tuskegee Airmen destroyed 111 enemy aircraft in air-to-air combat, losing 66 of their own aircraft.
As a tribute to their skill, courage, and determination, the Tuskegee Airmen amassed a
distinguished combat record on their 200 escort missions into Germany. The Tuskegee Airmen’s
actions in the skies over North Africa, the Mediterranean, Sicily, Italy, Austria, Yugoslavia,
France, Romania, and Germany dispelled myths, opened eyes, rewrote history, and prepared the
USAF for being the first of the U.S. Armed Services to integrate racially.
First African-American General in the U.S. Air Force, Benjamin
O. Davis, Jr. General Benjamin O. Davis, Jr. was the commander of
the famed World War II Tuskegee Airmen. He was also the son of
General Benjamin O. Davis, Sr., the first black General in the U.S.
Army. Davis graduated from West Point in 1936 and was
commissioned as an infantry officer. He was a Reserve Officer
Training Corp instructor at Tuskegee Institute from 1938 to 1941 and
became one of the first African Americans admitted to pilot training.
In 1970, Davis retired as the senior African American officer in the Benjamin Davis, Jr.
U.S. Armed Forces. Upon retirement he organized a special force of
sky marshals to help combat aircraft hijacking, and in July 1971 he was appointed as Assistant
Secretary of Transportation, where he remained until he retired in 1975. On 8 December 1998, in
a ceremony at the White House, President William J. Clinton promoted Davis to the rank of four-
star general.
1 NOVEMBER 2021 AFH 1 32

The First American Volunteer Group. In early 1941, the first

American Volunteer Group, known as the Flying Tigers, was
organized to reinforce Nationalist China’s efforts against Japanese
invaders. Recruited under U.S. Presidential authority, and led by
Captain Claire Lee Chennault (who eventually rose to the rank of
Lieutenant General), the Flying Tigers included pilots from the U.S.
Army Air Corps, U.S. Navy and Marine Corps, as well as a few
civilians. The group of volunteers were officially members of the
Chinese Air Force and had contracts with salaries ranging from $250 The First American
a month for mechanics to $750 for squadron commanders, roughly Volunteer Group
three times what they had been making previously.
The three Flying Tigers squadrons, consisting of the Adam & Eves, Panda Bears, and Hell's
Angels, maintained around 30 aircraft each. The shark-faced nose art of the Flying Tigers remains
among the most recognizable image of any individual combat aircraft or combat unit of World
War II. The American Volunteer Group was credited with destroying almost 300 enemy aircraft,
but lost 14 pilots in combat. In the book, Flying Tigers: Claire Chennault and His American
Volunteers, 1941–1942, the author, Daniel Ford, attributes the American Volunteer Group’s
success to morale and group esprit de corps. He notes that the pilots were triple volunteers who
had volunteered for service with the United States military, the American Volunteer Group, and
engaged in brutal fighting in Burma. They were clearly a corps of experienced and skilled
volunteer pilots who wanted to fight. On 4 July 1942, the Flying Tigers were disbanded and
replaced by the 23rd Fighter Group of the U.S. Army Air Forces.
Women’s Army Auxiliary Corps. The Women’s Army Auxiliary Corps was created in May 1942
and within a year became the Women’s Army Corps, which was essentially the women’s branch
of the U.S. Army. Women served with distinction, replacing men who could then be reassigned to
combat and other vital duties. What initially began with 800 women in training, eventually rose to
150,000 during World War II. A top priority assignment for women was to serve at aircraft warning
service stations. Many others were assigned as clerical and administrative assistants, topographers,
medical specialists, chemists, and even aircraft mechanics. Some commanders were reluctant to
accept women into their units, but General Dwight D. Eisenhower lauded the women’s
contributions to the force for providing immeasurable efficiency, skill, spirit, and determination.
Greatest Female Aviator of All Time, Jacqueline Cochran.
Jacqueline Cochran is remembered for competing in and winning
several flying events and performing record-breaking missions
with regard to altitude, distance, and speed. During World War II,
Cochran organized efforts for 25 women to fly for Great Britain
and she was the first woman to fly a bomber across the Atlantic
Ocean. In 1943, she was appointed to the U.S. Army Air Forces
and served as Director of the Women’s Air Force Service Pilots
Training Program. Colonel Cochran received the Distinguished Jacqueline Cochran
Service Medal for her service. In 1971, she was inducted into the
National Aviation Hall of Fame. Her efforts helped her earn titles, such as “the most outstanding
woman pilot in the world” and “the greatest female aviator of all time.” In 1975, Cochran was the
first woman to be honored with a permanent display of her memorabilia at the USAF Academy.
1 NOVEMBER 2021 AFH 1 33

Most Decorated Woman in United States Military History, Lillian K. Keil. A pioneer in
passenger care, Captain Lillian K. Keil successfully combined two careers (flight attendant and
flight nurse) to become the most decorated woman in our military history. Keil was one of the first
stewardesses hired by United Airlines when the United States entered World War II. She later
served in the U.S. Army Air Forces and treated wounded and frostbitten crewmen after bombing
raids over Europe. During World War II, Keil made 250 evacuation
flights, 23 of which were transatlantic. After World War II, Keil returned
to United Airlines as an assistant chief stewardess. In 1950, she was
called back to duty as a flight nurse during the Korean War, amassing
175 air evacuations and logging 1,400 flying hours. Overall, she attended
to more than 10,000 wounded Soldiers, Sailors, and Marines in the air.
She was awarded 19 medals, including a European Theater Medal with
4 Battle Stars, a Korean Service Medal with 7 Battle Stars, 4 Air Medals,
and a Presidential Citation from the Republic of Korea. Lillian Keil

1.16. Nazi Suppression

Operation Argument. Armed with new aircraft, tactics, and superior numbers, Operation
Argument, otherwise known as Big Week, was launched with the objective of winning air
superiority and crippling Germany’s aircraft industry. The operation consisted of a series of attacks
aimed against Nazi Germany from 20 - 25 February 1944. During this time, the 8th Air Force flew
3,300 heavy bomber sorties, the 15th Air Force added 500 missions from Italy, and the Royal Air
Force Bomber Command flew 2,750 night attacks aimed at German aircraft manufacturing plants.
Nearly 4,000 fighter sorties were conducted as protective measures for operational assets. At a
cost of 226 American bombers, 114 British heavies, and 41 U.S. Army Air Force fighters,
Operation Argument damaged or destroyed over 500 Luftwaffe fighters and killed 400 pilots.
Invasion of Normandy. Although the Luftwaffe managed to replace many downed aircraft, it
could not replace the 2,262 experienced pilots killed in the five months preceding the invasion of
Normandy. By 6 June 1944, Allied Air Forces dominated the skies of Europe. On the first day of
the invasion, widely recognized as D-Day, the Allies directed 8,722 U.S. Army Air Force and
5,676 Royal Air Force sorties against German defenses in France. In response, the Luftwaffe
launched fewer than 100 sorties and only two German aircraft inflicted damage on the invasion
beaches. Clearly, Allied bombers and fighters trumped the German integrated air defense network.
Combined Bomber Offensive. After the Normandy invasion, the Combined Bomber Offensive
devastated Germany’s forces. From 1942 to 1945, the Combined Bomber Offensive was the
longest, bloodiest air campaign in history. According to the U.S. Strategic Bombing Survey, the
Allies flew 1.69 million combat sorties and dropped 1.5 million tons of bombs. These missions
killed and wounded over a million Germans and destroyed 3.6 million buildings. Inevitably, with
the loss of over twenty percent of its forces, the Third Reich surrendered in May 1945 and General
Spaatz declared a strategic air war victory against Germany. It was clear that airpower had emerged
as a dominant weapon in Western Europe during World War II.
Operation Chowhound. In conjunction with the British humanitarian mission referred to as
Operation Mana, in May 1945 the U.S. Army Air Forces delivered four thousand tons of food to
three million Dutch in the German-occupied Netherlands during Operation Chowhound. Ten
groups of B-17 bombers flew 2,268 sorties, avoiding German anti-aircraft attacks and suffering
minimal losses.
1 NOVEMBER 2021 AFH 1 34

Notable Bravery and First Chief Master Sergeant of the Air Force, Paul W. Airey. In 1944,
at the age of 20, Technical Sergeant Paul W. Airey and his fellow
crewmen were shot down on their 28th mission outside of Vienna,
Austria. He was held as a prisoner of war for 10 months, surviving a 90-
day, 400-mile march from the Baltic Sea to Berlin before being liberated
by the British Army in 1945. During the Korean War, Airey served as a
radio repairman. He was awarded the Legion of Merit for saving more
than a million dollars in electronic equipment that would have deteriorated
without the corrosion control assembly line he developed. Airey became
the first Chief Master Sergeant of the Air Force in 1967. Notably, in 1988,
Chief Airey received the Air Force Prisoner of War Medal. Paul Airey
B-17 Named in his Honor, Sator Sanchez. Enlisted personnel served with honor throughout
World War II. Sergeant Sator “Smilin’ Sandy” Sanchez flew 44 missions
as an aerial gunner with the 95th Bomb Group, 19 more missions than
required to complete his tour. After returning home for a brief period,
rather than accepting an assignment as a gunnery instructor, he returned
to Europe. Flying with the 353d Bombardment Squadron in Italy,
Sanchez’s aircraft was hit by ground fire. Nine of the 10-member crew
bailed out successfully, but Sanchez never made it from the stricken
aircraft. The raid against the last operational Nazi oil refinery on 15 March
1945 was successful, but it cost the life of one of the enlisted force’s most
decorated Airmen. Sanchez was the only enlisted Airman to have a B-17 Sator Sanchez
named in his honor.

1.17. World War II Japanese Forces

The Doolittle Raid. The Japanese forces appeared invincible during the first six months of conflict
in World War II. However, on 18 April 1942, Lieutenant Colonel James H. “Jimmy” Doolittle led
16 North American B-25 Mitchell medium bombers, launching from the carrier USS Hornet in a
bombing raid on military targets in Tokyo, Kobe, and Nagoya, Japan. While the Doolittle Raid
inflicted little damage on Japanese efforts, and unfortunately destroyed almost the entire fleet of
its own B-25s, the gesture shocked Japanese military leaders and boosted morale for the American
public.
Notable Bravery and Doolittle Raider, James Doolittle. General James H. “Jimmy” Doolittle’s
professional accomplishments are legendary. He was an air leader, aeronautical engineer, airplane
racer, businessman, commanding general, oil-company executive, special assistant to the Chief of
Staff of the Air Force, and holder of the Medal of Honor. In 1922, Lieutenant Doolittle flew 22
hours and 35 minutes across the United States in a DH-4, with one
refueling stop. In 1925, he won the Schneider Trophy in an over–water
seaplane race when he established a world seaplane record at 245.713
miles per hour. In 1929, he was awarded the Harmon Trophy for being
the first pilot to take off, fly a set course, and land using instruments
alone. After a break in service, he returned to lead the 18 April 1942
Doolittle Raid on Japan. In 1985, U.S. Congress promoted Doolittle to
four-star general, the first person in the Air Force Reserve’s history to be
promoted to that rank. James Doolittle
1 NOVEMBER 2021 AFH 1 35

1.18. Atomic Era

With great power comes great responsibility. Stemming as far back as 1896, when uranium was
discovered to release an ‘unknown’ radiation, and radioactivity was related to the possibilities of
atomic energy, the atomic era had begun. The potential uses for atomic energy ranged from nuclear
medicine to fuel to weaponry. It wasn’t until 1945 that the use of atomic energy was used as a
nuclear weapon with the intention of putting an end to World War II.
In July 1945, following a successful atomic test of the first nuclear bomb, Trinity, the Allied
Powers issued an ultimatum calling for the Japanese government to surrender or suffer “prompt
and utter destruction.” Within a matter of weeks, specially modified B-29s delivered the first
operational atomic bombs. On 6 August 1945, the B-29, Enola Gay dropped a uranium bomb
known as “Little Boy” over Hiroshima. Nearly five square miles of the city were destroyed, and
80,000 people were killed. Three days later, on 9 August 1945, the B-29, Bockscar, released a
plutonium bomb called “Fat Man” on Nagasaki. Approximately 1.5 square miles were destroyed,
60,000 people were severely injured, and 35,000 people were killed. Faced with defeated military
forces, burned cities, and a declaration of war by the Soviet Union, the Japanese government
surrendered on 14 August 1945. The use of atomic weapons of mass destruction proved to be an
effective force in inflicting devastation on an enemy. Note: By June 1946, a United Nations-
appointed commission completed a plan for the elimination of nuclear weaponry. It was proposed
that inspectors would travel the globe to ensure no country was making atomic bombs, and to
supervise the dismantling of existing weapons. Unfortunately, that plan was vetoed by the Soviet
Union, resulting in almost five decades of the Cold War.

1.19. Entering the Cold War

In 1945, British Prime Minister, Winston Churchill; Soviet Premier, Josef Stalin; and American
President, Franklin D. Roosevelt, met to discuss the postwar division of Europe. The meeting did
not go well, but it was foundational for the establishment of the United Nations. Although the
United States and our Western Allies had counted on the Soviet Union as a heroic nation struggling
with them against Hitler, it was apparent even before World War II ended that the alliance would
not survive the ideological gulf that separated capitalist democracies from the communist giant.
After World War II, the United States and the Soviet Union aimed at increasing their ideologies
and influences throughout the world.
1 NOVEMBER 2021 AFH 1 36

Section 1D—The Edge of Space

REQUIRED LEVEL OF COMPREHENSION FOR DEVELOPMENT AND PROMOTION
Chapter 1—AVIATION HISTORY SSgt TSgt MSgt SMSgt CMSgt
Section 1D—The Edge of Space A A B B B

1.20. The Final Frontier

The United States space program originated from the seminal experiments of American engineer
Robert H. Goddard, whose ideas and early designs were further refined by the rocketry
advancements of Nazi Germany. In 1944, after eight years of research, German scientists
successfully launched the world’s first Intermediate Range Ballistic Missile, the V-2 rocket. This
nascent threat of attack from hundreds of miles away made it clear that future warfare would not
be limited to only land, sea, and sky.
At the conclusion of World War II, almost 1,600 of the Nazi’s leading scientists, engineers, and
technicians, under the direction of German scientist Wernher von Braun, surrendered to allied
forces and were secretly moved to the United States. During the ensuing of the Cold War with the
Soviet Union, they continued their groundbreaking work throughout the 1950s under the
supervision of the United States Army, eventually laying the foundation for American ballistic
missile technology, satellite development, and later, manned space missions.
Following the war, Major General Curtis E. LeMay, then Deputy Chief of the Air Staff for
Research and Development, envisioned space operations to be an extension of air operations. In
1946, he tasked the Research and Development Corporation to propose a preliminary design for
an experimental world-circling spaceship - what would later be known as satellites.
In late 1953, the Assistant Secretary of the Air Force for Research and Development convened a
group of experts known as the Strategic Missiles Evaluation Group, code named the Teapot
Committee, to examine the field of long-range missiles and accelerate intercontinental ballistic
missile development. Based on the committee’s recommendations, Air Research and Development
Command established the Western Development Division to develop and field test intercontinental
ballistic missiles. On 2 August 1954, Brigadier General Bernard Schriever assumed command of
the new organization.
1.21. The Space Race
While the focus of the late 1940s was the pursuit of rocket research and upper atmospheric sciences
as a means of assuring American leadership in technology, a major step forward came when
President Dwight D. Eisenhower approved a plan to orbit a scientific satellite as part of the
International Geophysical Year (IGY). IGY was a cooperative effort to gather scientific data about
the Earth for the period of 1 July 1957 to 31 December 1958.
On 4 October 1957, the Soviet Union successfully launched the Sputnik I satellite into earth orbit.
The Soviet success marked the beginning of the space age and sparked the space race between the
United States and the Soviet Union. In response to the Sputnik I launch, President Dwight D.
Eisenhower accelerated civil and military space efforts, a decision that would prove crucial
throughout the Cold War. To counter the threat of a possible Soviet nuclear attack, President
Eisenhower made development of an intercontinental ballistic missile (ICBM) a national priority.
By the end of the decade, the Air Force accepted its first long-range Atlas ICBM, followed later
by the Titan system.
1 NOVEMBER 2021 AFH 1 37

In 1958, the Air Force developed plans for a manned military presence in space, but President
Eisenhower reserved manned missions for the National Aeronautics and Space Administration
(NASA). However, the Air Force’s plan formed the basis of the Mercury, Gemini, and Apollo
Programs. The Space Transportation System, commonly known as the Space Shuttle, was born
out of a desire by NASA to ferry astronauts to large space stations and a desire of the Air Force to
put military astronauts into space.
1.22. Maximizing Space Effects
Concurrent with efforts to develop long-range missiles, the United States pursued space-based
technology to reveal credible information on Soviet military intentions and capabilities. Following
the recommendation of the Research and Development Corporation’s “Project Feedback” Report,
senior Air Force leaders issued Weapon System Requirement No. 5, directing the development of
an electro-optical reconnaissance satellite. This new era of space-based platforms was eventually
broadened to include other missions such as missile warning, space awareness, and battlespace
characterization.
To support these new technologies, the Air Force developed the ground-based infrastructure to
support, augment, and complement the space-based portions of satellite systems. Ground-based
systems included the ballistic missile early warning system, space object surveillance, and the Air
Force Satellite Control Network. In addition, the Air Force developed launch ranges necessary to
get satellites into space – one at Cape Canaveral, Florida, and the other at Vandenberg Air Force
Base, California. These launch bases provide support not only for Department of Defense (DoD)
sponsored systems, but also for the NASA, other U.S. government agencies, and additional
commercial enterprises.
1.23. Space Reconnaissance
In 1960 the National Reconnaissance Office was formed to take charge of highly classified
reconnaissance satellites. President Eisenhower undertook several initiatives to help prevent a
surprise nuclear attack against the United States, including establishing the classified Satellite
Photo Reconnaissance Program, code named Corona. This system, known publicly as the
Discoverer Research Program, achieved its first successful launch of the Discoverer XIII on 10
August 1960. This early success acquired over 3,000 feet of reconnaissance film from space,
heralding the beginning of America’s space-based photo reconnaissance capability.
The Air Force concentrated on unmanned missions to fulfill national security needs. Space
reconnaissance satellites, for instance, supported strategic deterrence throughout the Cold War,
providing invaluable knowledge of the Soviet Union’s nuclear inventory and verifying compliance
with weapons control treaties. Space systems provided early warning of ballistic missile attack on
North America and set the stage for worldwide communications platforms for strategic command
and control.
Intelligence collected from space remains essential to United States national security. It is
foundational to the formulation of foreign and defense policies, the capacity of the President to
manage crises and conflicts, the conduct of military operations, and the development of military
capabilities to assure the attainment of United States objectives.
In the early 1990s, space came out of the ‘black world’ of secrecy and into the mainstream military
during the Gulf War. Warfighters in the Gulf, soldiers in the foxholes, cargo aircraft flying people
and equipment, and ships at sea, gained greater access to space-based information. This
1 NOVEMBER 2021 AFH 1 38

information helped military planners see what Saddam Hussein could not see and gave coalition
forces the high ground to drive Iraqi forces from Kuwait.
1.24. Global Reliance on Space Capabilities
Space-based technology revolutionized major aspects of commercial and social activity, and will
continue to do so as the capacity and capabilities of satellites increase through emerging
technologies. Space enters homes, businesses, schools, hospitals, and government offices through
its applications for transportation, health, the environment, telecommunications, education,
commerce, agriculture, and energy. Much like highways and airways, water lines and electric
grids, services supplied from space are already an important part of the United States and global
infrastructures.
Commercial space activity has become increasingly important to the global economy. Civil
activity now involves more nations, international consortia, and non-state actors. Space-related
capabilities help national leaders to implement American foreign policy and, when necessary, to
use military power in ways never before possible. Because of space capabilities, the United States
is better able to sustain and extend deterrence to its allies and friends in our highly complex
international environment.
In the year 2000, the United States recognized the increasing importance of Global Positioning
System (GPS) to civil and commercial users by discontinuing the deliberate degradation of
accuracy for non-military signals, known as Selective Availability. Since that time, commercial
and civil applications of GPS have continued to multiply and its importance has increased
significantly. GPS is now a key component of the United States critical infrastructure. Services
that depend on GPS are now an engine for economic growth and improved public safety.

1.25. Space Commission

In January 2001, a commission headed by then United States Defense Secretary-designate, Donald
Rumsfeld, warned about a possible “space Pearl Harbor” in which a potential enemy would launch
a surprise attack against United States-based military space assets, disabling them. The
commission warned, “The United States is more dependent on space than any other nation. Yet
the threat to the United States and its allies in and from space does not command the attention it
merits.”
Recognizing the importance of space to United States national interests, Congress chartered a
review of national security space activities. Released in May 2001, “The Report of the Commission
to Assess United States National Security, Space Management and Organization,” better known
as the Space Commission Report, found that, “The security and economic well-being of the United
States and its allies and friends depend on the nation’s ability to operate successfully in space. To
be able to contribute to peace and stability in a distinctly different, but still dangerous and complex
global environment, the United States needs to remain at the forefront in space, technologically,
and operationally, as we have in the air, on land, and at sea. Specifically, the United States must
have the capability to use space as an integral part of its ability to manage crises, deter conflicts,
and if deterrence fails, to prevail in conflict.”
1.26. The Ultimate High Ground
Over the last decade, space has become competitive, congested, and contested. The opportunity to
achieve and hold the high ground advantage in space is no longer limited to the United States.
1 NOVEMBER 2021 AFH 1 39

Many countries either conduct or participate in space programs dedicated to a variety of tasks,
including communications and remote sensing. The United States will continue to be tested over
time by competing programs or attempts to restrict United States space activities.

On 11 January 2007, the world received a wake-up call when China conducted its first successful
direct-ascent anti-satellite (ASAT) test by destroying one of its own satellites. While there are
long-term political and strategic implications to this test, the immediate result of the test was that
it created a debris cloud estimated at 950 pieces, four inches or bigger, plus thousands of smaller
pieces. Satellites in low Earth orbit such as reconnaissance and weather satellites and manned
space missions (including the International Space Station, space shuttle, and China’s manned
flights) became vulnerable to the increase in space debris resulting from China’s satellite
destruction. This space debris increased the collision risk for about 700 spacecraft.
Due to the technical nature of space operations, the broadening diversity of threats and the
complexity of the future battlespace and the development of space systems operations, it is
essential to maintain superiority in the space domain. The space domain and the vertical
environment is increasingly saturated with ‘near space peers’. Our ability to operate freely through
space, recognize when fighting extends to space, exploit space-based effects at a time and tempo
of our choosing, and dictate the parameters of space access, are all challenged.
1.27. The Space Imperative
Throughout our space history, the regime above our atmosphere has been viewed as a peaceful,
benign, and utilitarian environment – shared beneficially among all mankind. However, space has
also been a direct contributor to air, land, maritime, and cyberspace operations (CO). Space
operations are conducted in all domains with terrestrial and sea-based platforms, aboard space lift
vehicles, via persistent on-orbit constellations, and across the electromagnetic spectrum (EMS).
That said, in 2017, Secretary of the Air Force Heather Wilson told Congress that space no longer
is just an enabler and force enhancer for United States military operations, it is a warfighting
domain just like air, land, and sea.
In 2018, Air Force Chief of Staff, General David Goldfein, doubled down in stating it was, “time
for us as a service, regardless of specialty badge, to embrace space superiority with the same
passion and sense of ownership as we apply to air superiority today.” He went on to exclaim, “I
believe we’re going to be fighting from space in a matter of years. And we are the service that
must lead joint war fighting in this new contested domain. This is what the nation demands.”
To come full circle, General LeMay’s 1946 Research and Development Corporation study
concluded that, “We can see no more clearly all the utility and implications of the space ships than
the Wright Brothers could see fleets of B-29s bombing Japan and air transports circling the globe.”
Indeed, for the last 70 years, our ability to maneuver to and through space has presented unlimited
potential for prosperity and security, making continued Air Force dominance of the space domain
a national imperative.
1.28. The Space Force
On December 20, 2019, the United States Space Force, Title 10 U.S.C, Ch. 908, U.S. Space Force
Act, 1 January 2021, was signed as part of the National Defense Authorization Act by President
Donald Trump. This act reorganized the Air Force Space Command into the U.S. Space Force and
1 NOVEMBER 2021 AFH 1 40

created the first new independent military service since the Army Air Forces were reorganized as
the USAF in 1947. Along with its sister branch, the USAF, the Space Force is part of the
Department of the Air Force, one of the three civilian-led military departments within the
Department of Defense. It is the smallest branch within the U.S. Armed Forces with an active-duty
end strength of 8,400 and its members are called Guardians.
The USAF, however, originated the concept of a military space force 70 years before the U.S.
Space Force was created when a visionary Air Force general, who was a physician-scientist,
created an organization that became vital to the success of NASA’s manned space flight program.
Dr. Harry Armstrong, who became the Air Force’s second Surgeon General, built his credibility
as a scientific pioneer upon his earlier contributions to the viability of commercial air travel
through his development of cabin pressurization.
Dr. Armstrong did not scientifically subscribe to the old phrase “the sky’s the limit.” He had his
sights set much higher – space travel. He leveraged his position as commander of the USAF School
of Aviation Medicine (USAFSAM) to fulfill a dream. He had conceived the idea of building upon
technological advances USAFSAM had made in aviation medicine since its inception in 1918 to
promote the then new field of scientific research – space medicine.
In 1949 Dr. Armstrong set in motion a juggernaut of scientific and medical achievement when he
persuaded former German Luftwaffe scientists, engineers and technicians, many of them experts
in astrophysics and other scientific disciplines, to form the nucleus of the world’s first Department
of Space Medicine at the USAFSAM at Randolph Air Force Base (AFB) in San
Antonio, Texas. Recruited under the U.S. government’s post-World War II
program “Operation Paper Clip”, the former German Air Force scientists were
instrumental in advancing the concept of manned space travel years before
NASA was created as the world’s first civilian space agency. Two of them,
brothers Heinz and Fritz Haber, conceived and designed the world’s first space
cabin simulator. Built in 1952, the low pressure chamber was used for
pioneering experiments to find the most survivable atmosphere for future space
travelers confined in a space cabin, forerunner of a spaceship capsule. Harry Armstrong

In 1955, the Haber brothers sought rudimentary knowledge of one of the then unknowns of space
travel – microgravity or weightlessness. The Habers conducted preliminary analysis of the
physiological effects experienced by pilots exposed to short periods of weightlessness. They
gleaned important data about microgravity’s impact on humans through ‘weightlessness flights.’
The Habers had conceived the idea of using Air Force fighters to produce momentary periods of
weightlessness during parabolic trajectory flight maneuvers executed by F-100 Super Sabre jets
flown from Randolph AFB.
One of USAFSAM’s earliest achievements in space medicine development occurred shortly after
the Soviet Union shocked the world with a milestone space event – having launched into Earth
orbit Sputnik I on October 4, 1957. The event ushered in the space age and led to ‘the space race’
with the United States. Sensing the potential national security threat posed by the Soviets with
Sputnik, a dramatic American response was required. However, with the U.S. ICBM missile
1 NOVEMBER 2021 AFH 1 41

program in its infancy, and untested rocket launches not a viable consideration to successfully
demonstrate vis-à-vis a ‘space event’ to counter what the Soviets had done, the USAFSAM was
tasked to showcase a space travel experiment based on earlier research.
USAFSAM scientists came up with a bold idea – use the space cabin simulator to simulate sending
an Airman volunteer to the moon. To make the journey, a human would be confined for the first
time in history within a research chamber using 100 percent recyclable air. A1C Donald Farrell, a
22-year-old overly confident and fearless Lackland AFB accounting specialist from the Bronx,
N.Y., volunteered to become America’s first ‘space traveler.’ Sequestered inside the two-and-a-
half ton, 2x3 foot steel low pressure chamber at Randolph AFB, Farrell made the seven-day
simulated lunar voyage in a device dubbed “Terrella I” (Latin for “Little Earth”) in February 1958.
Waiting to greet Farrell upon his arrival back to Earth was future President Lyndon Johnson.
The Farrell space expedition made international news and
sparked America’s fascination with space. It even inspired TV
producer Rod Serling to produce a “Twilight Zone” episode
based upon the Air Force experiment. More important to the
Air Force space force that Dr. Armstrong had inaugurated,
USAFSAM became an important partner with NASA, the latter
having been created only five months after Farrell’s lunar
adventure. For the next 30 years NASA contracted with the Air
Force to support its manned space flight program, culminating
with the six moon landings (1969-1972). Donald Farrell

USAFSAM’s Department of Space Medicine became a hub of support to NASA’s Project

Mercury, an Air Force program that had been appropriated by the space agency shortly after the
latter’s inception. Project Mercury’s success, and NASA’s subsequent Gemini and Apollo
programs, would not have been fully achieved without USAFSAM research experiments
conducted at Randolph AFB and later at Brooks AFB in San Antonio. NASA relied on Air Force
scientists to test and study the physiological effects of space travel on primates before American
astronauts could be launched into orbit. Three unknowns of space travel had to be addressed:
acceleration, microgravity, and radiation. All three were analyzed through suborbital flights of
America’s first space monkeys.
Among the first primates trained at Randolph AFB were two rhesus monkeys named after the
School of Aviation Medicine – “Sam Space” and “Miss Sam Space.” USAFSAM enlisted Airmen
technicians helped train the monkeys, while “Operation Paper Clip” recruit Dr. Hans Georg
Clamman and his team designed and built space flight equipment needed to safely launch primates
into suborbital flight. They created a cage-like device called a biopack that served a dual purpose:
it monitored the primate’s physiological functions while confining it inside the nose cone of a
ballistic missile. In 1959, less than a year after Farrell’s simulated moon trip, USAFSAM’s first
trained and equipped space monkey had actually traveled in space aboard a ‘Little Joe’ rocket.
The Air Force space force that began at Randolph AFB eventually moved to Brooks AFB in 1959.
The foundational Air Force space medicine work that progressed at Brooks AFB led to White
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House recognition. During his visit to Brooks AFB on November 21, 1963, President John F.
Kennedy delivered his famous “cap over the wall” speech on space exploration. He credited the
contributions of Air Force space medicine research that played an integral role in the development
of NASA’s manned space flight program.
USAFSAM’s legacy as the Air Force’s inaugural space force was
recognized by the new U.S. Space Force. In November 2020, U.S. Space
Force’s first Chief Master Sergeant of the Space Force (CMSSF), CMSSF
Roger Towberman, visited the Randolph AFB building 661 where the
world’s first Department of Space Medicine had been headquartered. He
was curious to see for himself where an Airman spent seven days in
simulated space on a trip to the moon, and where two monkeys cavorted
while dressed for success in specially designed space suits made from a
USAFSAM scientist’s ironing board cover.

Roger Towberman
Research Chamber
Area
1 NOVEMBER 2021 AFH 1 43

Chapter 2
USAF HERITAGE
Section 2A—The USAF and the Mid-1900s
REQUIRED LEVEL OF COMPREHENSION FOR DEVELOPMENT AND PROMOTION
Chapter 2—USAF HERITAGE SSgt TSgt MSgt SMSgt CMSgt
Section 2A—The USAF and the Mid-1900s A A B B B

2.1. USAF (18 September 1947 – Present)

Continuing the chronological events leading to our USAF of today and tomorrow, we recognize
that Airmen have been breaking barriers for over 70 years. With victory in World War II, on 26
July 1947 President Harry S. Truman signed into law the National Security Act of 1947, which
created a separate and independent Department of the Air Force. After a century of significant
advancements in aviation and after 40 years of operating under the U.S. Army, on 18 September
1947 the USAF was officially established as an independent, equal branch of our military. Under
the leadership of the first Chief of Staff of the Air Force, General Carl A. Spaatz, the Air Force
clarified roles and missions to meet the challenges of the growing Cold War.
First Female in USAF, Esther McGowin Blake. In June 1948, the Public
Law 80-625, Women's Armed Services Integration Act, 12 June 1948, gave
women permanent status in the Regular and Reserve Forces of all branches
of the military. On 8 July 1948, Esther McGowin Blake became the first
woman in the USAF, enlisting the first minute of the first hour of the first
day that USAF duty was authorized. Although it was not her first experience
with the military, her driving force for serving was to free a soldier from
clerical work to fight, with the hopes of ending the war sooner. Esther McGowin
Blake
2.2. The Berlin Blockade and Operation Vittles
On 24 June 1948, the Soviet Union blockaded surface routes between Berlin and the Western
occupation zones in Germany, exploiting the arrangements under which the United States, Great
Britain, and France had occupied Germany. The Soviets blockaded railroad and road corridors to
the 2.5 million residents of West Berlin, located deep within Communist East Germany.
Two days after the Soviet Union blockade, the Allies worried that an attack against the blockade
on the ground could precipitate World War III. Instead, an air bridge into Berlin was built, and for
15 months the 2.2 million inhabitants of the Western sectors of Berlin were sustained by airpower.
The Berlin Airlift, also known as Operation Vittles, delivered an abundance of supplies, food,
medicine, and coal on C-47 and C-54 cargo aircraft. More than 2.3 million tons of supplies were
delivered on over 277,000 flights, which equated to one flight every three minutes.
When the Soviets finally lifted the blockade, the airlift’s success represented one of the great
Western victories of the Cold War. The Berlin Airlift was arguably airpower’s single-most
decisive contribution to the Cold War, unquestionably achieving a profound strategic effect
through the nonviolent use of airpower, and defusing a potentially disastrous confrontation.
1 NOVEMBER 2021 AFH 1 44

2.3. The Korean War

The Peninsula Divided. In the early 1900s, Figure 2.1. The Korean Peninsula.
China had political interests in the Korean
Peninsula, but through the early- and mid-1900s,
Korea was ruled by Japan. After World War II
ended, the Korean Peninsula was essentially
divided into two fronts: the Soviet Union
liberated North Korea (the Democratic People’s
Republic of Korea) and the United States aligned
with South Korea (the Republic of Korea).
Separated at the 38th parallel, the North and
South Korean governments did not settle on an
agreement to the terms of the separation. The
feuding between the two sides escalated to a new
level when Communist North Korea launched a
massive invasion on South Korea on 25 June
1950.
Geographically, Korea was of interest to the
United States because of its proximity to Japan.
Also, the rise of Communist parties were of
concern that made intervention in the Korean
War a challenging, yet compelling decision.
President Truman emphasized the importance of
the global containment of communism and
advocated for sending military support in the
Korean Peninsula.
Battle of Osan. The United Nations, led heavily by the United States, quickly engaged in support
of the South while China and the Soviet Union aligned with the North. Battles ensued in Korea
from June through September in 1950, with severe gains and losses on both sides. The Battle of
Osan was primarily fought by the U.S. Army in July 1950. Significant losses were experienced by
the 24th Infantry Division and they were forced to retreat. The ruthless actions of the North Korean
forces heightened our determination, but with less than adequate weaponry and armor, defense of
the South only secured 10 percent of the Korean Peninsula.
Battle of Pusan Perimeter. In August and September 1950, to prevent the North from furthering
their advance, six weeks of relentless air, land, and sea attacks ran their forces underground, halting
the Communist invaders in their tracks. Meanwhile, efforts were successful in reinforcing South
Korea’s forces and supplies to defend the perimeter. By the battle’s end, North Korean forces were
pushed back at all points along the perimeter.
Battle of Inchon. In September 1950, President Truman authorized the pursuit of North Korea’s
Army north of the 38th parallel. During the Battle of Inchon, although both air superiority and
close air support missions were successful, a lengthy attempt to disrupt Communist supply lines
by air attack failed. A new strategy of systematic campaigning was applied to inflict prolonged
economic cost to North Korea and the Chinese forces as long as war persisted.
1 NOVEMBER 2021 AFH 1 45

Drawing the Line. The initial phase of the Korean War illustrated the dangers of being unprepared
as Airmen struggled to relearn close air support and interdiction skills. As the Korean War ensued,
air battles in the skies above Korea challenged our capabilities, but not our resolve. The United
Nation’s efforts repelled two communist invasions of South Korea, and American airpower
secured the skies against enemy air attack. Older USAF aircraft were replaced with the much
needed, more dominating airpower of F-86 Sabre jet-engine fighters that battled over “MiG Alley”
where superior training and experience prevailed. The Air Rescue Service medically evacuated
more than 9,600 wounded soldiers, and rescued nearly 1,000 personnel shot down over enemy
territory during the Korean War. The fighting finally ended on 27 July 1953, when an armistice
was signed. The agreement created the Korean demilitarized zone to separate North and South
Korea by a strip of land approximately four kilometers (2.48 miles) wide, as shown in Figure 2.1.
The demilitarized zone still exists today. With no peace treaty signed, the two Koreas are
technically still at war.

2.4. Relief Operations in Mid-1900’s

Hungarian Relief and Operations Safe Haven I & II. Following the Hungarian Revolution of
1956, the humanitarian missions Operation Safe Haven I (1956) and II (1957) were initiated for
Hungarian refugees. The USAF airlifted over 10,000 refugees to asylum who fled from Hungary
after Soviet forces crushed the anti-communist uprising.
Chilean Natural Disasters and Operation Amigos Airlift. In May 1960, earthquakes, volcanic
eruptions, avalanches, and tidal waves ripped through southern Chile, leaving nearly 10,000 people
dead and 250,000 homeless. The Department of Defense and State Department agreed to provide
humanitarian assistance. During the month-long Amigos Airlift, the USAF airlifted over 1,000
tons of material to the stricken area.

2.5. Cuban Missile Crisis

In 1959, Fidel Castro, a communist revolutionary, overthrew the dictator of Cuba, initially
promising free elections, but instead, instituted a dictatorship. Hundreds of thousands of Cubans
fled to the United States. In late 1960, President Eisenhower authorized the Central Intelligence
Agency to plan an invasion using Cuban exiles as troops to overthrow Castro and install a pro-
U.S. Government. In mid-April 1961, during John F. Kennedy’s presidency, the invasion was
ordered to proceed. The Cuban exiles landed at the Bay of Pigs and suffered a crushing defeat. The
Soviet Union almost immediately increased economic and military aid to Cuba.
In August 1962, photographs from a U-2 aircraft from Strategic Air Command confirmed the
construction of intermediate- and medium-range ballistic missile complexes on Cuba. Our military
forces began preparations for an invasion, conducted low-level reconnaissance flights, deployed
aircraft to numerous bases in Florida, dispersed nuclear-capable B-47 aircraft to approximately 40
airfields in the United States, and kept B-52 heavy bombers in the air ready to strike. Tensions
escalated while President Kennedy, his national security advisors, and senior military officials
discussed the most effective course of action against the Soviet Union. Many on the Joint Chiefs
of Staff favored an invasion, but President Kennedy chose to impose a naval blockade of the island
to prevent more materiel from reaching Cuba. Still technically an act of war, the blockade had the
advantage of not escalating tensions of the Cold War.
1 NOVEMBER 2021 AFH 1 46

While military preparations continued, the United States agreed not to invade Cuba in exchange
for removal of Soviet missiles from the island. Secretly, we also agreed to remove American
missiles from Turkey. The Soviets turned their Cuban-bound ships around, packed up the missiles
in Cuba, and dismantled the launch pads. As the work progressed, the USAF gradually deployed
aircraft back to home bases and lowered the alert status. The Cuban missile crisis brought the
United States and the Soviet Union dangerously close to nuclear war. Our strategic and tactical
power, coupled with the will and ability to use it, provided the synergy to deter nuclear war and
convince Soviet leaders to remove the nuclear weapons from Cuba. Note: In the early 1960s, the
strategic doctrine of mutually assured destruction came to the forefront of national strategy. The
doctrine was based on the theory that superpower strategic nuclear forces could be sized and
protected to survive a nuclear attack and retaliate with sufficient force to destroy the other side.
Such retaliatory destruction was considered to be deterrent under the premise that no rational leader
would start a nuclear war knowing the result would be nuclear destruction. In May 1972, the United
States and the Soviet Union signed the Anti-Ballistic Missile Treaty, limiting each country to two
anti-ballistic missile sites: one to protect the national capital and one as an intercontinental ballistic
missile complex. The treaty remained in effect for 30 years.

2.6. Vietnam Conflict

The Vietnam Conflict was fought primarily between the North Vietnamese and the South
Vietnamese over which side would govern Vietnam. North Vietnam, represented by the Viet Minh
under Ho Chi Minh’s direction, gained support from China and Russia. South Vietnam, supported
by the French as the official government of the country, was aided by the United States and Great
Britain. In the 1950s, our involvement in Vietnam began as a cold war operation. The post-World
War II policy of containment of communism prompted President Harry S. Truman to increase the
military footprint, thus engaging in the conflict, but not declaring war.
As offensive air operations increased, USAF presence in Southeast Asia increased even more.
Airmen performed various duties, including support, combat, and rescue missions. Base Engineer
Emergency Force Teams, often referred to as Prime BEEF, built revetments, barracks, and other
facilities. Rapid Engineering Deployable Heavy Operational Repair Squadron Engineer Teams,
often referred to as REDHORSE, provided more long-range civil engineer services. In addition,
enlisted personnel served on gunships during the war as aerial gunners and loadmasters.
Operation Farmgate. In 1961, in response to Communist efforts in Laos and South Vietnam,
President Kennedy ordered Operation Farmgate. The operation involved the covert deployment of
the 4400th Combat Crew Training Squadron (Jungle Jim) to provide training to the South
Vietnamese Air Force. Flying T-28 Trojans, A-26 Invaders, and A-1E Skyraiders, American pilots
launched attack missions under the umbrella of combat training.
Operation Pierce Arrow. In 1964, the North Vietnamese fired on the USS Maddox and USS
Turner Joy while patrolling in the waters of the Gulf of Tonkin. Following this incident, the Gulf
of Tonkin Resolution was passed, authorizing President Lyndon B. Johnson to use conventional
force in Southeast Asia without requiring a formal declaration of war by Congress. Our advisory
role rapidly evolved into one of combat operations. The first bombing raids against North Vietnam
occurred that same year when President Johnson lifted the shroud of secrecy over the operations
being conducted. As a show of force, the United States orchestrated air attacks against the North
Vietnamese and Communist forces in Cambodia.
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Operation Flaming Dart I & II. In 1965, the North Vietnamese Viet Cong attacked the U.S.
Army Base, Camp Holloway, in central Vietnam, killing eight Americans. The United States
responded with Operation Flaming Dart I, a series of 49 air strikes against various military targets
in North Vietnam. When the Viet Cong retaliated against the strikes by attacking a hotel where
Americans were being housed, Operation Flaming Dart II was initiated with additional air attacks
and reinforced with aircraft launches from three U.S. Navy aircraft carriers.
Operation Arc Light. From 1965 to 1973, the USAF provided close air support, interdiction,
reconnaissance, airlift, tanker support, and search-and-rescue capabilities to operations in
Vietnam. Resources used during Operation Arc Light ranged from one-man Cessna O-1s used by
forward air controllers for marking enemy targets for strikers, to mammoth B-52Ds modified to
drop as many as 27 750-pound bombs and 84 500-pound bombs. During this time, vintage World
War II aircraft like AC-47 gunships joined the advanced terrain-following radar F-111 state-of-
the-art platforms. Complementing operations over North Vietnam, this aspect of the air war over
South Vietnam demonstrated the full-spectrum of airpower.
Operation Rolling Thunder. In 1965, faced with a deteriorating political and military situation
in South Vietnam, President Johnson ordered Operation Rolling Thunder as a sign of American
support to South Vietnam and a signal of our resolve. Operation Rolling Thunder was implemented
as a measured and limited approach against selected military targets in North Vietnam south of the
19th parallel. The objective was to destroy the will of the North Vietnamese to fight, destroy
industrial bases and air defenses, and stop the flow of men and supplies down the Ho Chi Minh
Trail, while forcing North Vietnam into peace negotiations. In response, North Vietnamese air
defenses multiplied, as well as their Soviet-made SA-2 surface-to-air missile inventory. Hanoi
established an advanced radar-controlled air defense system that combined surface-to-air missiles,
anti-aircraft artillery, and Soviet-produced MiG-17 and MiG-21 interceptors.
Tet Offensive. In 1968, approximately 70,000 North Vietnamese and Viet Cong forces launched
a coordinated series of fierce attacks on more than 100 cities in South Vietnam. The leader of the
Communist People’s Army of Vietnam planned the offensive in an attempt to provoke rebellion
among the South Vietnamese population and encourage the United States to scale back support of
the Saigon regime. United States and South Vietnamese forces managed to hold off the Communist
attacks during what is referred to as the Tet Offensive, named for the Lunar New Year (Tet).
However, heavy casualties were suffered on both sides. News coverage shocked and dismayed the
American public and further eroded support. North Vietnam achieved a strategic victory with the
Tet Offensive, as the attacks marked a turning point in Vietnam and the beginning of the
methodical American withdrawal from the region.
By the fall of 1968, USAF tactical aircraft and Navy attack aircraft had flown over 300,000 sorties
over North Vietnam. The enemy downed 526 aircraft, and personnel losses were equally heavy.
Of the 745 USAF crew members shot down over North Vietnam, 145 were rescued, 255 were
confirmed killed, 222 were captured, and 123 were classified as missing in action. USAF leaders
found these results intolerable for an air campaign with virtually complete air superiority.
Operation Niagara. In 1968, the siege of Khe Sanh displayed the potential of USAF close air
support. When more than 20,000 North Vietnamese troops, protected by hilly, covered terrain,
surrounded 6,000 U.S. Marines, the USAF applied massive firepower. A flight of three B-52s hit
the enemy every 90 minutes for most of the 77-day siege. To prevent the enemy from overrunning
the base, aircraft dropped 100,000 tons of bombs, two-thirds of those from B-52s.
1 NOVEMBER 2021 AFH 1 48

2.7. Vietnamization
In 1968, shortly after taking office, President Richard M. Nixon announced that a primary goal of
his administration would be to end the United States combat role in Southeast Asia by helping
empower the South Vietnamese with equipment and training. He charged the Secretary of Defense
with making Vietnamization of the war a top priority. In 1969, Nixon initiated a phased withdrawal
from the frustrating conflict in Vietnam. Dropping from nearly 536,000 troops in 1968, American
personnel numbered fewer than 100,000 by 1972. As the Vietnamese took over air operations,
their Air Force grew to become the fourth largest in the world.
Operation Linebacker. In 1972, taking advantage of reduced American ground presence,
Communist forces of the National Liberation Front crossed the demilitarized zone in Vietnam.
President Nixon ordered to have the harbors mined, and peace talks broke down. Nixon resolved
to achieve peace with honor, which made reinforcing ground troops politically impossible, so
Nixon employed Operation Linebacker to blunt the Communist attack.
Operation Linebacker demonstrated to both the North and South Vietnamese that even without
significant U.S. Army ground forces, the United States could still influence the war. During
Operation Linebacker military leaders were able to apply appropriate strategy and tactics with
significantly reduced restrictions and advantages gained due to improvements in technology.
Particularly, the acquisition of precision-guided munitions and laser-guided smart bombs
dramatically increased strike accuracy. On 13 May 1972, 16 F-4 Phantoms hit the Thanh Hóa
Bridge with 24 smart bombs, destroying a target that had eluded attack for years. From April to
October 1972, our USAF and Navy aircraft dropped over 155,000 tons of bombs on North
Vietnamese troops. When North Vietnamese negotiators accepted specific peace conditions,
President Nixon terminated the air campaign.
Operation Linebacker II. In December 1972, North Vietnamese resistance to submit to the terms
of the final peace agreement prompted President Nixon to initiate Operation Linebacker II, an
intense 11-day air campaign to pressure enemy compliance. Within two weeks, 729 B-52s dropped
15,000 tons of bombs. Fighter-bombers added another 5,000 tons on industrial targets in North
Vietnam. Operation Linebacker II succeeded in breaking the deadlock, and negotiations with
North Vietnamese resumed. A comprehensive ceasefire was signed on 28 January 1973. On 29
March 1974, the last of our troops left the country.
Despite the ceasefire, fighting between the North and the South continued until April 22 when the
President of South Vietnam resigned. During the Vietnam era, airpower demonstrated its
versatility and wide-ranging impact, as well as its limitations. Despite an impressive military
showing, the United States did not win decisively in Vietnam. Although the USAF flew more than
five million sorties and dropped six million tons of bombs, the country of Vietnam was officially
unified under a Communist regime on 2 July 1976.
Notable Bravery During Vietnam Conflict, William H. Pitsenbarger. William H. Pitsenbarger
joined the USAF on New Year’s Eve in 1962. After pararescue training in 1965, he reported to
Detachment 6, 38th Air Rescue and Recovery Squadron, Bien Hoa Air Base, near Saigon,
Republic of South Vietnam. His leadership referred to him as “one of a special breed, alert and
always ready to go on any mission.” On 11 April 1966, Airman Pitsenbarger was aboard a rescue
helicopter responding to a call to evacuate casualties from an ongoing firefight. When he arrived
at the site, he descended from the helicopter to coordinate rescue efforts, care for the wounded,
prepare casualties for evacuation, and ensure the recovery operation was smooth and orderly.
1 NOVEMBER 2021 AFH 1 49

Several times he refused to evacuate and chose to remain with the Army troops on the ground. As
the battle raged, Pitsenbarger repeatedly risked exposure to enemy fire while pulling the wounded
to safety, caring for them, and returning fire when possible. During the fight, he was wounded
three times. When others ran low on ammunition, he gathered ammo clips from the dead and
distributed them to the living. Having administered aid, he picked up a rifle and joined the soldiers
to help hold off the Viet Cong. Pitsenbarger was killed by Viet Cong
snipers later that night. When his body was recovered the next day, one
hand still held a rifle and the other clutched a medical kit. Nine men
escaped the battle alive, thanks to Pitsenbarger’s courage and devotion to
duty. Pitsenbarger flew almost 300 rescue missions in Vietnam, routinely
risking his life to save others. He was posthumously promoted as Staff
Sergeant Pitsenbarger, and for his bravery and sacrifice, he was
posthumously awarded the Air Force Cross. Also, on 8 December 2000,
Pitsenbarger’s parents accepted the posthumous upgrade to the Medal of
Honor from the Secretary of the Air Force. Pitsenbarger was the first
enlisted Airmen to receive both medals posthumously. William Pitsenbarger
Notable Bravery During Vietnam Conflict, Duane Hackney. Duane
Hackney flew more than 200 combat missions in three and a half years of Vietnam duty. On 6
February 1967, Hackney descended from a HH-3E in search of a downed pilot. As he and the
downed pilot were being extracted, their helicopter took a direct hit from a 37-mm anti-aircraft
gun and burst into flames. Wounded by shell fragments and suffering third-
degree burns, Hackney put his own parachute on the rescued pilot and got
him out of the doomed chopper. Groping through dense smoke, he found an
oil-soaked chute and slipped it on. Before he could buckle it, a second shell
hit the helicopter, blowing him out the door, but he survived. In 1973,
Hackney left the USAF and returned four years later as a pararescue
instructor. He retired as Chief Master Sergeant Hackney, earned the Air
Force Cross, four Distinguished Flying Crosses, the Silver Star, the
Airman's Medal, the Purple Heart, 18 Air Medals, many for single acts of
valor, and several foreign decorations. He received more than 70 awards and Duane Hackney
decorations in all, and received the Cheney Award for his actions in 1967,
an honor presented for valor or self-sacrifice. At one point (and often even now), he is referred to
as the “most decorated enlisted Airman.”
Notable Bravery During Vietnam Conflict, Richard L. Etchberger. As one of the USAF’s
most highly trained radar technicians, Richard Loy “Dick” Etchberger volunteered for a highly
classified mission at Lima Site 85 in Laos. On 11 March 1968, Etchberger was the crew chief of a
radar team when North Vietnamese forces overran his site. Under heavy fire, he defended his
comrades, called in air strikes, and directed an air evacuation. When a
rescue helicopter arrived, he put himself in the line of fire to load three
Airmen into rescue slings. Etchberger was rescued after putting the other
Airmen on the helicopter. While inside the helicopter and as they were
departing the area, a round went through the belly of the helicopter, striking
Etchberger and he bled out before they returned to the forward operating
base. For extraordinary heroism and superb leadership, Etchberger was
posthumously awarded the Air Force Cross. On 21 September 2010,
Etchberger’s three sons accepted the posthumous upgrade to the Medal of Richard Etchberger
1 NOVEMBER 2021 AFH 1 50

Honor from President Barack H. Obama. Chief Master Sergeant Etchberger is the first E-9 in the
Department of Defense to receive the nation’s highest award.
Notable Bravery During Vietnam Conflict, John L. Levitow. On 24 February 1969, flying
combat missions as a loadmaster over Vietnam, John L. Levitow was handling Mark 24
magnesium flares when his pilot threw the aircraft and its eight-man crew into a turn to engage the
Viet Cong. The AC-47 Skytrain, was jarred by a tremendous explosion and bathed in a blinding
flash of light when an 82-millimeter mortar shell landed on the right wing. Despite 40 shrapnel
wounds in his legs, side, and back, Levitow rescued a fellow crewmember who was perilously
close to the open cargo door. When he saw a burning 27-pound magnesium flare rolling amid
ammunition cans that contained 19,000 live rounds, through a haze of pain and shock, and fighting
a 30–degree bank, Levitow crawled to the flare, hugged it to his body, and dragged himself to the
rear of the aircraft. At the instant he hurled it through the open cargo door, the flare separated and
ignited in the air.
The aircraft returned to base with more than 3,500 holes in the wings and
fuselage, one more than three feet long. Levitow spent two and a half
months recovering in the hospital before returning to Vietnam for another
tour. He received the Medal of Honor from President Nixon during a 14
May 1970 Armed Forces Day ceremony at the White House. He was
honorably discharged four years later as Sergeant Levitow. On 22 January
1998, Air Mobility Command named one of its C-17 Globemaster III
aircraft, The Spirit of John Levitow. Levitow was buried with military
honors 17 November 2000 at Arlington National Cemetery. He is the John Levitow
lowest ranking Airman ever to receive the Medal of Honor for exceptional
heroism during wartime. The John L. Levitow Award is the top award presented during enlisted
professional military education.
Notable Bravery During Vietnam Conflict, Wayne Fisk. Wayne Fisk was directly involved in
the famed Son Tay Prisoner of War Camp raid and the rescue of the crew of the USS Mayaquez.
When the USS Mayaquez was hijacked by Cambodian Communist forces
in May 1975, Fisk was a member of the assault force that successfully
recovered the ship, the crew, and the entrapped U.S. Marines.
Concluding the mission, he was recognized as the last American
serviceman to engage Communist forces in ground combat in Southeast
Asia. For his actions, Fisk was presented with his second Silver Star. In
1979, he was the first USAF enlisted recipient of the U.S. Jaycees 10
Outstanding Young Men of America. In 1986, Chief Master Sergeant
Wayne Fisk
Fisk became the first director of the Air Force Enlisted Heritage Hall on
Maxwell Air Force Base-Gunter Annex, Alabama.

2.8. The Post-Vietnam Era

The North Vietnamese captured Saigon in April 1975. The number of operations that ensued
during the 1960s and 1970s, and the millions of casualties and devastation of the citizens of the
countries involved, left a sinking void in the lost attempts to contain communism. After the war
ended, hundreds of thousands of Vietnamese refugees required temporary relocation until
permanent locations could be established. Many of these refugees were resettled in the United
States.
1 NOVEMBER 2021 AFH 1 51

Red Flag. The Vietnam-era USAF included many members who entered the ranks during World
War II. President Nixon ended the draft in 1973 in favor of an all-volunteer American military.
The USAF attracted recruits and maintained enough Vietnam career veterans to allow significant
changes, beginning with realistic, more dangerous, combat training. By 1975, training was being
conducted during Red Flag at the USAF Weapons and Tactics Center, Nellis Air Force Base,
Nevada. Aircrews flew individual sorties and formations in realistic situations to gain application
experience before actual combat. Red Flag is credited for revolutionizing USAF training.
Rebuilding. Post-Vietnam military service rebuilding included the application of technological
improvements for air campaigns. Plans for the F-15 Eagle, followed soon after by the F-16
Fighting Falcon, filled the need for highly maneuverable dogfighting aircraft armed with missiles
and cannons. For conducting deep air attacks, isolating the enemy on the battlefield, conducting
battlefield air interdiction, disrupting the movement of secondary forces to the front, and providing
close air support to Army ground forces, the USAF procured the A-10 Thunderbolt. Additionally,
the United States developed the F-117 Nighthawk stealth fighter to negate the dangers posed by
radar-guided anti-aircraft artillery and surface-to-air missiles. When the F-117 was operationalized
in 1980, stealth technology featured special paints, materials, and designs to reduce or eliminate
aircraft radar, thermal, and electronic signatures. Laser-guided bombs, electro-optically-guided
missiles, and other precision technologies changed the focus of USAF doctrine from strategic
bombing to pinpoint bombing through economy of force.

2.9. Iran Hostage Crisis and Operation Eagle Claw

In April 1980, Operation Eagle Claw kicked off as an attempt to rescue 52 American hostages
from the U.S. Embassy in Tehran, Iran. The Americans were held hostage for 444 days, from 4
November 1979 to 20 January 1981 when a group of Iranian students who supported the Iranian
Revolution took over the U.S. Embassy. In the United States, the hostage crisis united Americans
to recognize the situation as a threat against diplomacy and ignited a sense of patriotism across our
country. However, Operation Eagle Claw was ultimately aborted at the request of field
commanders directly involved in the mission. They experienced too many obstacles and
mechanical problems with the helicopter fleet for the rescue to be conducted successfully. The
hostages were eventually released as a result of political negotiations and were returned home to
the United States. The Iran Hostage Crisis is recognized as the longest hostage crisis in recorded
history.

2.10. Grenada Invasion and Operation Urgent Fury

In October 1983, a military coup on the tiny Caribbean island of Grenada arrested and then
assassinated Prime Minister Maurice Bishop, imposed a 24-hour shoot-on-sight curfew, and closed
the airport. President Ronald W. Reagan, who did not want a repetition of the Iranian Hostage
Crisis, considered military intervention to rescue the 600 American citizens who were attending
medical school on the island. During Operation Urgent Fury, the bulk of USAF support consisted
of airlift and special operations units. AC-130 gunships proved their worth repeatedly, showing
more versatility and accuracy than naval bombardment and land artillery. Several USAF enlisted
personnel were cited for special achievement and received praise for their efforts.
The invasion to rescue the students and restore order to Grenada was strongly criticized by several
countries and was described as a flagrant violation of international law by the United Nations
General Assembly. However, there was strong public support for the mission in the United States
1 NOVEMBER 2021 AFH 1 52

and the date of the invasion is celebrated in Grenada annually. The operation resulted in the
appointment of an interim government, followed by democratic elections in 1984, and has
remained a democratic nation since.

2.11. Overthrow of Libya and Operation Odyssey Dawn

In 1969, a group of junior military officers led by Muammar al-Qaddafi (often spelled Gaddafi)
overthrew the pro-Western Libyan Arab monarchy. Left virtually unchecked, by the mid-1980s
Libya had taken several steps toward demonstrating support and sponsorship of worldwide
terrorism. Qadhafi was involved in subversion; global assassinations of anti-Qadhafi Libyan exiles
and other adversaries; sponsorship of terrorist training camps within Libya; as well as supply of
funds, weapons, logistics, and safe haven establishments for numerous terrorist groups.
With terrorism on the rise at alarming rates, National Security Decision Directive 138 was signed
on 3 April 1984 by President Reagan to establish a national policy of preemptive and retaliatory
strikes against terrorists. Unfortunately, despite strong evidence that connected Libya to a number
of terrorist incidents, the United States did not have sufficient proof to order retaliatory strikes. In
response, President Reagan chose to impose sanctions against Libya and publicly denounce
Qadhafi, particularly for sponsoring attacks on the airports in Rome and Vienna, Italy. Two years
after imposing sanctions, Libya was found responsible for the bombing of a popular discotheque,
La Belle, in West Berlin. This time President Reagan had the evidence he sought, and he authorized
air strikes against Libya. Within one week, air strikes were carried out by the USAF, Navy, and
Marine Corps. Although the raid was supported in the United States, it was almost universally
“regretted” by our European Allies for fear that it would spawn more violence.
In 2011, the first Libyan Civil War, referred to as the Libyan Revolution, broke out between
Qadhafi loyalists and those seeking to remove him from power. Under the United Nations Security
Council Resolution 1973, in March the United States engaged in Operation Odyssey Dawn,
implementing a no-fly zone. By the end of March, the North Atlantic Treaty Organization
(NATO), under Operation Unified Protector, assumed control of the no-fly zone, conducted air
strikes, and imposed additional actions, such as the arms embargo. Qadhafi was captured and killed
by the opposing forces of the National Transitional Council on 20 October 2011. Due to continued
conflict over rival governments, territory, and oil rights, the second Libyan Civil War began in
2014. A United Nations assisted cease-fire was agreed to in December 2015 that led to a new
‘unity government’ but with little confidence among its people. The country currently remains
under the unity government.

2.12. Panama Canal and Operation Just Cause

In 1904, the Republic of Panama granted the United States occupation and control of an area
referred to as the Panama Canal. The Panama Canal is a 40-mile long canal that connects the
Atlantic and Pacific Oceans. The canal was controlled by the United States until joint ownership
was established with Panama in 1979 under the Torrijos-Carter Treaties. In 1983, Central
Intelligence Agency informant and military dictator, General Manuel Noriega, became the de facto
Panamanian leader. Noriega continued furnishing information on Latin American drug trafficking
and money laundering, while at the same time engaging in such activities.
Noriega’s actions grew increasingly destructive and his relationship with the United States
deteriorated. President George H.W. Bush decided to take action and invade Panama to safeguard
1 NOVEMBER 2021 AFH 1 53

the lives of 35,000 American citizens in Panama. Emphasis was also placed on defending
democracy and human rights in Panama, combating drug trafficking, and protecting the integrity
of the Torrijos–Carter Treaties.
In 1989, Operation Just Cause tested air operations in Panama as the largest and most complex air
operation since Vietnam, involving four branches of the U.S. Armed Forces and more than 250
aircraft. The USAF primarily airlifted troops and supplies, but also debuted the F-117 Nighthawk.
On the first night of the operation, 84 aircraft flying 500 feet above the ground dropped nearly
5,000 troops, the largest nighttime airborne operation since World War II. The organized resistance
was eliminated in just six days. Manuel Noriega surrendered on 3 January 1990 and was flown to
Miami, Florida to face a federal grand jury for drug-trafficking and money-laundering charges.
The Panama Canal was fully turned over to Panama on 31 December 1999.
1 NOVEMBER 2021 AFH 1 54

Section 2B—The USAF and the Post-Cold War

REQUIRED LEVEL OF COMPREHENSION FOR DEVELOPMENT AND PROMOTION
Chapter 2—USAF HERITAGE SSgt TSgt MSgt SMSgt CMSgt
Section 2B—The USAF and the Post-Cold War A A B B B

2.13. American-Soviet Relations

In a 23 March 1983 address, President Ronald W. Reagan proposed replacing the doctrine of
mutually assured destruction with one of assured survival, through implementation of the Strategic
Defense Initiative. The Strategic Defense Initiative would include a combination of defensive
systems, such as space-based lasers, particle beams, railguns, and fast ground-launched missiles
to intercept intercontinental ballistic missiles in the earth’s outer atmosphere and ballistic path in
space.
Intermediate Range Nuclear Forces Treaty. Beginning in March 1985, Soviet Communist Party
General, Secretary Mikhail Gorbachev, initiated major changes in Soviet-American relations. The
Intermediate Range Nuclear Forces Treaty of December 1987 eliminated medium-range nuclear
missiles, including USAF ground-launched cruise missiles. Gorbachev’s announcement in May
1988 that the Soviet Union, after nine years of inconclusive combat, would withdraw from the war
in Afghanistan, resulted in reduced Cold War tension, but it was only a hint of the rapid changes
ahead. Relatively free and open Russian national elections in March 1989, followed by a coal
miner strike in July, shook the foundations of Communist rule. East Germany opened the Berlin
Wall in November 1989, which led to German reunification in October 1990. The August 1991
coup against Gorbachev, led by Boris Yeltsin, resulted in the dissolution of the Soviet Union,
replaced on 25 December 1991 by the Commonwealth of Independent States. The end of the Cold
War and the collapse of the Soviet Union eliminated the justification for sustained levels of
research and development, although research continued at a much-lower level.
Strategic Arms Reduction Treaties. American nuclear strategy changed significantly in response
to post-Cold War policies and initiatives. The Strategic Arms Reduction Treaty (START) I, signed
by the United States and the Soviet Union in July 1991, went into effect in 1994, and expired in
2009. Under START I, the United States agreed to reduce arms to 6,000 total warheads on
deployed intercontinental ballistic missiles, submarine launched ballistic missiles, and heavy
bombers. The USAF, by presidential direction in September 1991, notified Strategic Air Command
to remove heavy bombers from alert status. Strategic Air Command was subsequently inactivated
in June 1992. U.S. Strategic Command replaced Strategic Air Command and assumed control of
all remaining USAF and Navy strategic nuclear forces.
START II, signed in January 1993 by the United States and Russia, would reduce total deployed
warheads up to a range of 3,500 nautical miles, but the agreement never officially went into effect.
In 1997, START III was initiated, but was never signed due to negotiations breaking down between
the two countries. A new START program, officially named Measures for the Further Reduction
and Limitation of Strategic Offensive Arms, was signed into effect in 2011, and is expected to last
at least until 2026.

2.14. Iraqi Invasion of Kuwait

Operation Desert Shield. On 2 August 1990, Iraqi dictator Saddam Hussein ordered 100,000
troops to invade oil-rich Kuwait, claiming Kuwait as Iraq’s 19th province. The invasion, with the
1 NOVEMBER 2021 AFH 1 55

fourth largest Army in the world and an extensive program to develop nuclear weapons, put Iraq
on the doorstep of Saudi Arabia with vast petroleum reserves. If the Saudis were to fall to Iraq, the
dictator would then control 50 percent of the world’s oil. The United States sought and received a
United Nations sanction to act against Iraq and joined 27 other nations to launch Operation Desert
Shield. The defensive deployment was an impressive accomplishment. On 8 August 1990, 24 F-
15Cs landed in Saudi Arabia after departing 15 hours earlier from Langley Air Force Base,
Virginia, some 8,000 miles away. Within one week, C-141 and C-5 transports delivered the Army
82d Airborne Division and elements of the Air Force 1st Tactical Fighter Wing to defend Saudi
Arabia and the other Persian Gulf states against further aggression.
Less than one month after mobilization, 1,220 Allied aircraft were in theater and combat ready,
aimed first at deterring Saddam Hussein from aggression against the Saudis, then preparing for a
counter invasion, if necessary. Operation Desert Shield eclipsed the Berlin Airlift as the greatest
air deployment in history. Between August 1990 and January 1991, Military Airlift Command
cargo planes conducted 20,500 strategic airlift missions, delivered 534,000 personnel, and carried
542,000 tons of cargo to the theater.
Operation Desert Storm. President George H.W. Bush demanded the immediate withdrawal of
Iraqi forces from Kuwait. Believing that the American public lacked the stomach for war, for more
than six months Saddam Hussein alternated between defiance and vague promises of compliance.
When Saddam missed the final deadline to withdraw his troops from Kuwait, the United States
lost patience with Saddam’s refusal to cooperate, and initiated Operation Desert Storm. At 0100,
17 January 1991, three USAF Special Operations MH-53J Pave Low helicopters led nine Army
Apaches on the first strike mission. Under the command of Lieutenant General Charles A. Horner,
U.S. Central Command Air Forces, 2,700 aircraft from 14 countries implemented the master attack
plan. Within hours, the world watched live television coverage while Iraqi skies filled with anti-
aircraft artillery fire.
In response to Iraq’s modified Soviet scud missiles launched against Israel, Saudi Arabia, and the
Persian Gulf States, the USAF commenced what became known as ‘the great scud hunt’ with a
fleet of A-10s, F-16s, and F-15Es with low-altitude navigation and targeting infrared for night
pods. The F-117As struck heavily defended targets with unprecedented precision and successfully
evaded the sophisticated Iraqi anti-aircraft defenses. A flight of seven B-52Gs flew nonstop from
Barksdale Air Force Base, Louisiana to strike Iraqi power stations and communications facilities.
At 35 hours round-trip, the 14,000-mile raid was the longest combat mission up to that time, and
proof of America’s global reach. The fleet shattered Iraqi Army morale with massive bomb drops.
After establishing air dominance and destroying the enemy’s command and control system,
coalition forces turned their attention to entrenched enemy ground forces, who were evidently
willing to surrender to the first Allied troops they saw. When one Iraqi commander candidly
asserted that he surrendered because of B-52 strikes, his interrogator pointed out that his position
had never been attacked by the B-52. “That is true,” the Iraqi asserted, “but I saw one that had
been attacked.”
While coalition ground forces delivered General Schwarzkopf’s famous Hail Mary outflanking
maneuver that applied the final blow to the Iraqi military forces, airpower set the stage for victory.
As stated in the Gulf War Air Power Survey, “It was not the number of Iraqi tanks or artillery
pieces destroyed, or the number of Iraqi soldiers killed that mattered. It was the effectiveness of
the air campaign in breaking apart the organizational structure and cohesion of enemy military
1 NOVEMBER 2021 AFH 1 56

forces and in reaching the mind of the Iraqi soldier that counted.” On 28 February 1991, scarcely
48 hours after the air war ended and the land invasion took center stage, Iraq surrendered to the
coalition. Despite over 2,700 sorties (22 percent of the strategic air phase), the enemy managed to
launch 88 scuds, including one that struck a U.S. Army Reserve unit at Dhahran, Saudi Arabia,
killing 28 soldiers and wounding 98. Over the course of the air campaign, the coalition flew over
118,000 sorties, of which the USAF flew 60 percent. In the 43-day war, the USAF was, for the
first time in modern combat, the equal partner of land and sea power.
Gulf War Space Assets. The Gulf War represented the first extensive, broad-based employment
of space support capabilities. Coalition forces employed more than 60 military satellites, as well
as commercial and civil sector systems during the conflict. The defense meteorological satellite
program provided dedicated meteorological support in theater, which helped facilitate safe, highly
effective combat power planning and application in a harsh environment characterized by
sandstorms and oil fires. Satellite-based systems delivered more than 90 percent of all
communications to and from the theater due to the sheer volume and the lack of ground-based
infrastructure. At the height of the conflict, 700,000 phone calls and 152,000 messages per day
flowed over satellite links.
USAF space assets provided precision positioning and navigation to joint and coalition forces with
the combat debut of the global positioning system. Space forces also provided advanced Iraqi scud
launch warnings that gave coalition partners sufficient time to engage the incoming missiles. Space
force capabilities influenced Israel to remain neutral, thereby preserving the integrity of the
coalition as well. The Persian Gulf War was the first conflict to highlight the force enhancement
capabilities of space-based communications, intelligence, navigation, missile warning, weather
satellites, and precision guided munitions in modern warfare with the joint community.
Iraqi Kurd Population and Operation Provide Comfort I. In 1991, following the Persian Gulf
War, Iraqi leader, Saddam Hussein, attacked the Kurdish population in Northern Iraq. Fearing a
repeat of the previous threat of brutal suppression, chemical weapons, and massacres by Iraqi
troops, more than a million Kurds fled to Iran and Turkey and hundreds of thousands more
gathered on cold mountain slopes on the Iraqi-Turkish border. Lacking food, clean water, clothing,
blankets, medical supplies, and shelter, the refugees suffered enormous mortality rates. In response
to the unfolding tragedy, the United Nations Security Council passed Resolution 688 and
authorized a humanitarian relief effort. The United States organized and combined a task force for
Operation Provide Comfort that delivered 7,000 tons of supplies and airlifted thousands of
displaced Kurds to safety. Operation Provide Comfort officially ended two months after it began.
Iraqi Kurd Population and Operation Provide Comfort II. Operation Provide Comfort II began
the day Operation Provide Comfort ended. The primary focus for this operation was to prevent
Iraqi aggression against the Kurds once they returned to their country. The operation ended
officially on 31 December 1996 at the request of the Turkish Government who wanted to improve
relations with Iran and Iraq. To accommodate the request, while still providing support and
security to the region, Operation Provide Comfort II was followed by Operation Northern Watch,
which began on 1 January 1997, with the mission of enforcing the northern no-fly zone.
1 NOVEMBER 2021 AFH 1 57

No-Fly Zones over Iraq and Operations Southern and Northern Watch. Operation Southern
Watch began on 27 August 1992 and lasted until 26 August 2003. Figure 2.2. Iraq No-Fly Zones.
Operation Southern Watch began one day after President Bush
announced a no-fly zone in Southern Iraq in support of United
Nations Security Council Resolution 688, to discourage renewed
Iraqi military activity near Kuwait. The resolution protected Shiite
Muslims under aerial attack from the Iraqi regime. Operation
Northern Watch was initiated by President William J. Clinton to
establish no-fly zones north of the 36th parallel. The expansion
meant that most of Iraqi airspace fell into no-fly zones. Operation
Northern Watch lasted until 17 March 2003. It officially ended
two days before Operation Iraqi Freedom began. Figure 2.2. is
provided to show the northern and southern no-fly zones.

2.15. Military Support and Humanitarian Relief

While engaged with the Gulf War, including participation in operations for many years in the
region following the Gulf War, the USAF was also providing military support and humanitarian
relief around the world.
Bay of Bengal Typhoon and Operation Sea Angel. In addition to the Gulf War, the USAF
performed a number of humanitarian missions to various countries around the world. In 1991, a
typhoon swept over Bangladesh with thunderstorms and winds of up to 150 mph, causing damages
estimated to be $1.5 billion. The typhoon caused a 20-foot storm surge over the country, killing
138,000 people and destroying homes of more than 10 million others. In response to the
devastation, the Airmen, Marines, and Sailors, delivered 3,000 tons of supplies to Bangladesh
during Operation Sea Angel.
Soviet Union Support and Operation Provide Hope. Operation Provide Hope began in 1992.
The former Soviet Union was transitioning from a Communist country to a capitalist nation that
left much of its population struggling for survival. Not only were people living in the capital cities
suffering, there was dire need of support in the outlying cities as well. The Operation Provide Hope
airlift mission lasted approximately two weeks, with the ongoing efforts of helping build
sustainable medical services lasting almost two years. The operation ultimately provided 25,000
tons of food, medicine, and other cargo to the former Soviet Union.
Somalia Relief and Operation Provide Relief. In 1992, unrest in the wake of a two-year civil
war contributed to a famine in Somalia that killed up to 350,000 people. As many as 800,000
refugees fled the stricken country. The United Nations led a relief effort in July 1992 to address
the suffering of refugees near the Kenya-Somalia border and in Somalia itself. The United States
initiated Operation Provide Relief two months later. By December, 19,000 tons of food were
airlifted into the region, often under the hail of small arms fire. Civil war and clan fighting
prevented much of the supplies from getting into the hands of those who desperately needed them.
Somalia Relief and Operations Impressive Lift & Restore Hope I. In September 1992, to
address the issues of famine in Somalia, the United States initiated Operation Impressive Lift to
airlift hundreds of Pakistani soldiers under the United Nations banner to provide aid in Somalia.
Despite efforts and increased security from the United Nations, the problems continued. On 4
1 NOVEMBER 2021 AFH 1 58

December 1992, President Bush authorized Operation Restore Hope to establish order in Somalia
so that food could reach those in need. With U.S. Marines on the ground and with control of the
airport, flights were able to resume. During Operation Restore Hope, we airlifted 32,000 of our
troops into Somalia. By 4 May 1993, fewer than 5,000 remained when it officially ended.
Somalia Relief and Operation Restore Hope II. After Operation Restore Hope ended, factional
fighting within Somalia continued, causing relief efforts to unravel yet again. On 3 October 1993,
U.S. Special Forces, in an effort to capture members of a dangerous, disruptive clan, returned to
Somalia. The team lost 18 personnel and suffered 84 wounded. In response, during Operation
Restore Hope II we airlifted 1,700 of our troops and 3,100 tons of cargo into Mogadishu between
5 and 13 October 1993 to stabilize the situation. President Clinton refused to commit the United
States to nation building and Operation Restore Hope II officially ended 25 March 1994 when the
last C-5 departed Mogadishu. While Operation Restore Hope II allowed our troops to get out of
the country without further casualties, anarchy ruled and the threat of famine remained in Somalia.
Notable Bravery in Somalia, Timothy A. Wilkinson. In the late afternoon of 3 October 1993,
Timothy A. Wilkinson, a pararescueman with the 24th Special Tactics
Squadron, responded with his crew to the downing of a UH-60
helicopter in the streets of Mogadishu, Somalia. Wilkinson was
repeatedly exposed to intense enemy small arms fire while extracting
the injured and mortally wounded from the crashed helicopter. Despite
his own injuries, he provided life-saving medical treatment to the
crewmembers, then turned to the ranger security element engaged in
an intense firefight across an open four-way intersection from his
position where he began immediate medical treatment. His personal Timothy Wilkinson
courage and bravery under heavy enemy fire were integral to the success of all casualty treatment
and evacuation efforts conducted in the intense 18-hour combat engagement. Master Sergeant
Wilkinson was awarded the Air Force Cross for his heroic actions.
Eastern Europe Stabilization and Operation Provide Promise. Leading up to the initiation of
Operation Provide Promise, the collapse of communism in Eastern Europe, coupled with the
disintegration of the Soviet Union itself, dissolved the political bind that tied ethnically diverse
Yugoslavia as a single nation. Roman Catholic Slovenia and Croatia declared their independence
from the Yugoslav Federation that was dominated by Eastern Orthodox Serbia. In early 1992,
predominantly Muslim Bosnia-Herzegovina (Bosnia) also severed ties with the Federation.
Fearing their minority status, Serbs within Bosnia reacted by enforcing their ethnic state, seizing
territory, and besieging the Bosnian capital of Sarajevo. In July 1992, the United States became
involved with the United Nation’s efforts in Operation Provide Promise. C-130 crews on 3-week
deployments flew out of Rhein-Main Air Base, Germany to deliver food and medical supplies to
the region. The effort was supported by 15 additional countries also airlifting relief supplies to
Sarajevo. Briefly, to supplement efforts, Operation Provide Santa kicked off in December 1993
when C-130s dropped 50 tons of toys and children’s clothing and shoes. On 14 December 1995,
warring factions signed peace accords at Wright-Patterson Air Force Base, Ohio, calling for an
end to humanitarian air-land deliveries into Sarajevo. During Operation Provide Promise, aircraft
supporting the United Nation’s relief operation withstood 279 incidents of ground fire and was the
longest running humanitarian airlift in history, lasting over three and a half years.
War in Bosnia and Operation Deny Flight. On 12 April 1993, Operation Deny Flight began as
a North Atlantic Treaty Organization (NATO) effort to limit the war in Bosnia through imposition
1 NOVEMBER 2021 AFH 1 59

of a no-fly zone over the country and served to provide close air support for United Nation’s troops
in Bosnia. The mission faced challenges, particularly when Bosnian Serbs took lightly armed
United Nation’s forces hostage to use as leverage against continued airstrikes. The United Nations
agreed to veto further strikes on the Serbs, but the mission was still taking strikes from Serb
aggressors. Operation Deny Flight ended on 20 December 1995, bringing a close to the 100,000
sorties flown in efforts of ending turmoil in the region.
Haitian Control and Operation Uphold Democracy. On 8 September 1994, the United States
launched Operation Uphold Democracy to remove the military regime that had overthrown Haitian
President Jean-Bertrand Aristide. The U.S. Atlantic Command developed two different plans, one
for forcible entry and the other for passive entry. While USAF planners worked through variations
of both invasion strategies, an aerial force of more than 200 aircraft were activated to bear an
overwhelming force of strength, if needed. At nearly the last minute, a diplomatic proposal offered
by former President James E. Carter, persuaded the military leader in Haiti to relinquish control.
This move allowed the mission to be implemented as an insertion of a multinational peacekeeping
force and application of the passive-entry plan. The successful adaptation to airlifting
peacekeeping troops was a major indicator of the flexibility airpower offers military and political
leaders in fulfilling foreign policy objectives. U. S. Air Force involvement effectively ended 12
October 1994. Three days later, the Haitian President returned to his country.
Kuwaiti Border Protection and Operation Vigilant Warrior. In October 1994, Iraqi troops,
including the elite Iraqi Republican Guard, massed at the Kuwaiti border. Saddam Hussein had
begun aggressive posturing for power once again. The United States responded with Operation
Vigilant Warrior. Thousands of additional U.S. Armed Forces personnel entered into the theater.
As a result of the American response, Kuwait was not invaded, and Iraq recalled its ground forces
away from the border. Operation Vigilant Warrior officially ended on 15 December 1994.

Bosnian Serb Attacks and Operation Deliberate Force. In 1995, after a mortar shell killed 37
civilians in Sarajevo, Operation Deliberate Force served notice to Bosnian Serb forces that they
would be held accountable for their actions. Operation Deliberate Force airstrikes were launched
against Bosnian Serb targets throughout the country. This was the first campaign in aerial warfare
where precision munitions outweighed conventional bombs. The incessant air campaign garnered
the desired results. Operation Deliberate Force played a key role in ending the war in Bosnia. On
14 September that same year, the Serbs agreed to NATO terms and the bombing stopped.
Operation Deliberate Force officially ended on 21 September 1995.
Kurd Genocide Protection and Operation Desert Strike. In August 1996, Saddam Hussein
ordered an attack on the city of Irbil in Iraqi Kurdistan. This attack stoked American fears of a
genocidal campaign against the Kurds, similar to the campaigns of 1988 and 1991. It also placed
Saddam in clear violation of United Nations Security Council Resolution 688, forbidding
repression of Iraq's ethnic minorities. Operation Desert Strike launched a series of strikes against
Saddam. In that same timeframe, Operation Pacific Haven, often referred to as Operation Quick
Transit, began a multi-stage effort to provide airlift for as many as 7,000 displaced Kurds to safe
areas.
Iraqi Weapons of Mass Destruction and Operation Desert Fox. Operation Desert Fox was a
four-day bombing campaign in 1998, directed at facilities in Iraq believed to be used to produce
weapons of mass destruction. The strike was initiated as a result of Saddam Hussein’s resistance
1 NOVEMBER 2021 AFH 1 60

to comply with United Nations Security Council and the inspection teams. Operation Desert Fox
was the largest strike against Iraq in several years. Criticism was received on several accounts as
to the extent, methods, intentions, and outcomes of the attack. Ultimately, the highly-effective
actions taken during the operation were deemed to be a success.
Serb Ethnic Violence Prevention and Operation Allied Force. After the post-Cold War breakup
of Yugoslavia, the Serbian government’s gradual oppression over the ethnic Albanian population
for almost a decade eventually escalated to violence and mass killings. The international
community began to negotiate with Serbian leaders in the spring of 1998 for a solution acceptable
to all parties. The Serbs, led by President Slobodan Milosevic, considered the matter an internal
one. A final effort to negotiate a settlement began in January 1999 at Rambouillet, France, but
talks broke down soon after. When diplomacy failed, NATO worried about the possibility of a
genocidal civil war and destabilization throughout the Balkan region in southeastern Europe. When
President Milosevic unleashed a ruthless offensive designed to crush the Kosovo Liberation Army
and drive ethnic Albanians out of Kosovo, the Allies, faced with a massive humanitarian crisis,
turned to airpower.
Operation Allied Force began on 24 March 1999 to force Serbia to accept terms to end the conflict
in Kosovo and prevent a repeat of the ethnic cleansing that took place in Bosnia. The operation
was initiated with three objectives: demonstrate opposition to aggression; deter Milosevic from
escalating attacks on civilians; and damage Serbia’s capability to wage war against Kosovo.
Unfortunately, Milosevic’s resolve was underestimated. What was believed to require a few days
of airstrikes turned out to take 78 days, with more than 38,000 sorties to secure the objective. The
primary factors that led to the conclusion of the operation were unity and resolve. The lesson was
clear to Milosevic that NATO was tough and became progressively tougher throughout the
campaign. The precision and persistence of the air campaign was fundamental in convincing
Milosevic to end the fight.
1 NOVEMBER 2021 AFH 1 61

2C—The USAF and the New Millennium

REQUIRED LEVEL OF COMPREHENSION FOR DEVELOPMENT AND PROMOTION
Chapter 2—USAF HERITAGE SSgt TSgt MSgt SMSgt CMSgt
Section 2C—The USAF and the New Millennium A B B B B

2.16. Terrorist Attacks

Khobar Towers. During the night of June 25, 1996, the
bombing of building 131 in the Khobar Towers, Figure
2.3., complex in Dhahran, Saudi Arabia marked the 1st
time that the USAF was directly targeted by terrorists and
was the first time that the DoD issued purple hearts for a
non-combat area. 19 Airmen were killed (2 officers and 17
enlisted) and 100s were injured. Unfortunately, this Figure 2.3. Khobar Towers Attack
heinous attack wouldn’t be the last.
Operation Noble Eagle. Terrorism struck home on 11 September 2001 in a planned attack by
Islamic extremists when Al Qaeda terrorists hijacked four airliners flying in United States airspace.
Two aircraft were flown into the towers of the World Trade Center, one was flown into the
Pentagon, and the fourth crashed in a remote field in Pennsylvania. There were 6,000 people
injured in those events, and 2,996 people who died, including the 19 hijackers. In response,
President George W. Bush declared a global war on terrorism. Figure 2.4. is provided to show the
timing of each of the four attacks.
Figure 2.4. Terrorist Attacks of 11 September 2001.

These unprecedented acts of violence left thousands dead, thousands more grieving, and a Nation
unsure of its future vulnerabilities. One thing that was for certain was the depth and scope of radical
Islamic hatred. The United States immediately focused on protecting our homeland from both
internal and external air attacks, and fighter aircraft began flying combat air patrols in the skies
over America in support of Operation Noble Eagle. Thousands of National Guard and Reserve
personnel were mobilized to protect military and civilian assets, including airports, military
installations, and infrastructure. USAF fighter, tanker, and surveillance air assets provided 24-hour
intercept response coverage for virtually the entire country.
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Months later, North American Aerospace Defense Command, with more than 100 Air National
Guard, USAF Reserve, and RegAF fighters from 26 locations, continued to monitor American
airspace. Across the globe, nations offered support and solidarity as Americans tried to regroup
and move forward in the aftermath of the events of 9/11(the attacks are colloquially referred to as
“9/11”). Examples of bravery and sacrifice continue to circulate to this day of service members
and civilians rescuing comrades from burning buildings, fighting fires, providing medical
attention, comforting survivors, and volunteering to do whatever they could after the tragedy
occurred.

2.17. War on Terror – Afghanistan

Following the 11 September 2001 attacks, the United States reported that Osama bin Laden was
behind the worst terrorist attacks in world history. President Bush demanded that the Taliban,
Afghanistan’s ruling government, deliver all leaders of al-Qaeda to the U.S. Government, release
all imprisoned foreign nationals, immediately close all terrorist training camps, hand over all
terrorists and supporters to authorities, and allow inspectors full access to terrorist training camps.
When the Taliban refused, President Bush ordered military forces to the region.
Operation Enduring Freedom. Operation Enduring Freedom took the fight against terrorism to
foreign soil, most notably to locations where terrorist organizations existed in Afghanistan.
Operation Enduring Freedom was focused on forming and acting with an international coalition to
remove Afghanistan’s Taliban government. The coalition primarily included forces from the
United Kingdom, Australia, Canada, the Czech Republic, Denmark, France, Germany, Italy,
Japan, Jordan, the Netherlands, New Zealand, Norway, Pakistan, Poland, Russia, Spain, Turkey,
and other nations.
The United States sent approximately 350 aircraft to Afghanistan. Several B-1 and B-52 bombers,
F-15 and F-16 fighters, special operations aircraft, RQ-1B and RQ-4A unmanned aerial vehicles,
and Navy fighters deployed to bases throughout the country. On 7 October 2001, following
continued Taliban refusal to hand over suspected terrorists, United States, British, and French
aircraft began a sustained air campaign against terrorist targets in the country. Operation Enduring
Freedom strikes began with USAF bombers, Navy carrier-strike aircraft, and sea-launched
Tomahawk cruise missiles. The USAF B-52 bombers flew to engagement zones where ground-
based forces directed attacks. Guided munitions were employed with great accuracy, enabling air
planners to reduce the number of air sorties required to destroy a particular objective. In the
opening days of the campaign, joint and combined efforts destroyed Taliban air defenses,
command centers, and other fixed targets.
Combat operations in Afghanistan began with small groups of elite American military forces
deployed to support anti-Taliban Afghani fighters. Afghanistan’s rugged terrain, complex political
relationships, and distance from operating bases challenged coalition forces. USAF combat
controllers were among the 300 Army, Navy, and USAF special operations personnel augmenting
the Afghan Northern Alliance. In November 2001, coalition forces took control of Kabul,
Afghanistan’s capital. The Taliban resistance began to collapse, and in December 2001, Kandahar
was abandoned, the last major town under Taliban control. Terrorist forces were run underground,
but not eliminated, causing ongoing, extended counterinsurgency operations. In addition to being
a combat operation, Operation Enduring Freedom served as a humanitarian mission. Service
members provided humanitarian relief by dropping nearly 2.5 million rations to the oppressed
Afghan people.
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Operation Enduring Freedom Expands. In January 2002, 1,200 members of U.S. Special
Operations Command, Pacific were deployed to the Philippines to assist the Armed Forces of the
Philippines in uprooting al-Qaeda and other terrorist groups, such as Jemaah Islamiyah and Abu
Sayyaf. The mission was to assist military operations against terrorist forces as well as support
humanitarian operations for the Philippine island of Basilan, where most of the conflict was
expected to take place. One American hostage was recovered during the mission, and the Abu
Sayyaf Group was reduced from 800 to 100 members. Efforts from this engagement created 14
schools, 7 clinics, 3 hospitals, and provided medical care to over 18,000 residents of Basilan.
War on Terrorism in Africa. Attention was turned to the Horn of Africa in mid-2002, focused
on disrupting and detecting terrorist activities in the region. The mission included humanitarian
efforts for rebuilding schools and medical facilities, as well as training local forces in
counterterrorism and counterinsurgency tactics throughout Djibouti, Kenya, and Ethiopia.
Operation Anaconda. On 4 March 2002, Operation Anaconda was launched as one of the most
crucial joint combat operations, designed to remove the Taliban resistance from Afghanistan.
Operation Anaconda, conducted in the Shahikot Valley, was a complex battle fought in rugged
mountainous terrain under difficult conditions. In the early morning hours, on a mountaintop called
Takur Ghar in southeastern Afghanistan, al Qaeda soldiers fired on an MH-47E helicopter. The
strike on the helicopter caused a Navy SEAL, Petty Officer First Class Neil C. Roberts, to fall
through the open helicopter door to the ground. A chain of events followed during a 17-hour ordeal
culminating in one of the most intense small-unit firefights of the war against terrorism. The press
referred to Operation Anaconda as the battle at Shah-I-Kot Mountain, but the men who fought
there called it the battle of Robert’s Ridge.
U.S. Armed Forces involved in this fight distinguished themselves by conspicuous bravery. Their
countless acts of heroism demonstrated America’s best as USAF, Army, and Navy special
operators fought side by side, and in the process, secured the mountaintop and inflicted serious
loss on al Qaeda. Operation Anaconda ended as an American victory, but not without the ultimate
sacrifice of eight Americans and 80 wounded. The difficult early stages of the battle provided
insights for thinking about how to organize, train, and equip military forces for future joint
expeditionary operations and how to pursue transformation.
Notable Bravery in Afghanistan, Jason D. Cunningham. In 2002, Senior Airman Jason D.
Cunningham was the primary USAF combat search and rescue medic, pararescueman assigned to
a quick reaction force tasked to rescue two American servicemen from austere terrain occupied by
Al Qaeda and Taliban forces. Shortly before landing near the village of Marzak, Paktia Province,
Afghanistan, on 4 March Cunningham’s MH-47E helicopter took rocket-propelled grenade and
small arms fire, severely disabling the aircraft. The assault force formed a
hasty defense and the team immediately suffered three fatalities and five
critical casualties. Facing enemy fire, risking his own life, Cunningham
remained in the burning fuselage to treat the wounded. He moved his
patients to a more secure location under mortar attack, disregarding extreme
danger and exposing himself to enemy fire on seven separate occasions.
When the second casualty collection point was compromised, Cunningham
braved intense small arms and rocket-propelled grenade attacks to
reposition the wounded to a third collection point. Mortally wounded and
quickly fading, he continued to direct patient movement while transferring
responsibilities to another medic. His selfless efforts resulted in the delivery Jason Cunningham
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of 10 gravely wounded Americans to life-saving medical care. The Secretary of the USAF
posthumously awarded Senior Airman Cunningham the Air Force Cross for his extraordinary
heroism in military operations against an opposing armed force.
Notable Bravery in Afghanistan, John A. Chapman. On 4 March 2002, during Operation
Anaconda, after being fired upon by al Qaeda and losing a Navy SEAL, John A. Chapman’s MH-
47E helicopter landed just under five miles away. Once on the ground, Chapman provided
directions to another helicopter to pick them up, successfully rescuing their mission team member
from the enemy stronghold. Chapman killed two enemy soldiers, and without regard for his own
life, kept advancing toward a dug-in machinegun nest when the team
came under fire from three directions. Chapman exchanged fire from
minimal personal cover and succumbed to multiple wounds. His
engagement and destruction of the first enemy position and advancement
to the second enabled his team to take cover, break enemy contact, and
save the lives of the entire rescue team. On 10 January 2003, the
Secretary of the USAF posthumously awarded the Air Force Cross to
Technical Sergeant John A. Chapman. On 22 August 2018, Chapman’s
widow accepted the posthumous upgrade to the Medal of Honor from
President Donald J. Trump. Chapman is the first USAF member to John Chapman
receive this award since the Vietnam Conflict.
Notable Bravery in Afghanistan, Anissa Shero. Air Commando Anissa Shero served as a
loadmaster aboard an MC-130 Combat Talon II, call sign Chariot-55, during Operation Enduring
Freedom. On June 12, 2002, Chariot-55 was tasked with extracting a three-
man US Special Forces team from a dirt runway near the village of Sardeh
Band, Afghanistan. Once on the ground, Shero and fellow loadmaster Sean
Corlew, both from the 15th Special Operations Squadron, performed an
engine-running on-load of the team and equipment. After an aborted takeoff
attempt, Shero discovered two soldiers unrestrained and told them to buckle
up. Shortly after, the aircraft took off again, this time crashing. Shero,
Corlew, and U.S. Army Sergeant First Class Peter Tycz died. The two
soldiers that Shero assisted both survived. She was the first female casualty
in Operation Enduring Freedom/Afghanistan. Anissa Shero
Notable Bravery in Afghanistan, Kevin Whalen. On 19 July 2003, Kevin Whalen, a Tactical
Air Control Party Terminal Attack Controller was supporting an Afghan and U.S. combat patrol
in the Gayan Valley, Afghanistan. The patrol was hit in a well-coordinated ambush. Whalen
returned effective fire with an automatic grenade launcher and remained exposed to enemy fire
while allowing the rest of the team to take cover. When the grenade launcher was hit and damaged,
Whalen remained at his post and attempted to fix the launcher.
He was hit three times. One bullet hit his body armor, another
his Gerber tool, and the third struck him in the left arm. Whalen
dropped out of the turret, began first aid to stop the bleeding,
and recovered his radio to call in close air support. When the
engagement was over, Whalen insisted that all other wounded
be evacuated first. After two days in the hospital, he returned to
his team to continue combat missions. For his actions,
Technical Sergeant Whalen was awarded the Silver Star. Kevin Whalen
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Notable Bravery in Afghanistan, Ramon Colon-Lopez. Ramon Colon-Lopez, a pararescueman,

was deployed to Afghanistan on 11 March 2004, as part of an advanced force operations team
serving alongside elements of the Afghan national strike unit. The mission was to capture a high-
value target (a drug king-pin who was funding terrorism) and prevent
the proliferation of chemical weapons. While conducting operations,
Senior Master Sergeant Colon-Lopez was on the first of four helicopters
that took sustained small-arms fire and was seriously damaged as they
landed. With rounds impacting all around him and unsure of the size of
the enemy force, he pressed forward, overrunning enemy positions. His
actions suppressed enemy fire against the other three helicopters and
drove the enemy away. The raid resulted in two enemy kills, 10 enemy
apprehensions, and the destruction of rocket-propelled grenades and
small caliber weapons. As a result of his actions, Colon-Lopez received Ramon Colon-Lopez
the Bronze Star with Valor and became one of the first six recipients of,
and only Hispanic American, to earn the Combat Action Medal. He was later promoted to Chief
Master Sergeant and served in a number of leadership positions, culminating in 2019 as the fourth
Senior Enlisted Advisor to the Chairman of the Joint Chiefs of Staff.
Notable Bravery in Afghanistan, Robert Guiterrez. Robert Guiterrez, deployed to Heart
Province, Afghanistan as a combat controller assigned to an Army Special Forces Detachment. On
5 October 2009, Gutierrez and his team conducted a high-risk nighttime raid to capture the number
two Taliban leader in the region. During the initial assault, the team was attacked with a barrage
of rifle and heavy machine-gun fire from a numerically superior and determined enemy force.
Gutierrez was shot in the chest, his team leader was shot in the leg, and the ten-man element was
pinned down in a building with no escape route. In great pain and confronting the very real
possibility that he would die, Gutierrez seized the initiative and refused to relinquish his duties as
joint terminal attack controller. Under intense fire, he engaged Taliban fighters with his M-4 rifle
and brought airpower to bear, controlling three “danger close” A-10 strafing runs with exceptional
precision against enemy forces just 30 feet away. After the first A-10
attack, the team medic performed a needle decompression to re-inflate
Gutierrez’s collapsed lung, allowing him to direct the next two strafe
runs which decimated the enemy force and allowed the team to escape
the kill zone without additional casualties. Throughout the four-hour
battle, Gutierrez’s valorous actions, at great risk to his own life, helped
save the lives of his teammates and dealt a crushing blow to the regional
Taliban network. For this action, Guiterrez was awarded the Air Force Robert Guiterrez
Cross.

2.18. Afghanistan Troop Withdrawal

In 2011, at the height of American involvement in Afghanistan, 101,000 service members were
deployed to the country. In June 2013, Afghan forces formally took over combat operations. At
the North Atlantic Treaty Organization (NATO) International Security Assistance Force (ISAF)
Headquarters in Kabul, a ceremony marked the end of ISAF’s mission and the transition to the
NATO-led Resolute Support. For most, the war in Afghanistan came to an end in 2014.
Throughout Operation Enduring Freedom, 7 October 2001 – 28 December 2014, coalition
casualties totaled 3,486. Taliban and Al-Qaeda casualties ranged from 25,500 to 40,500. The troop
withdrawal/declared end to war in Afghanistan happened on 31 August 2021.
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Notable Bravery in Afghanistan, Delorean Sheridan. In March 2013, Delorean Sheridan was
completing a routine pre-brief for a combat control mission at his deployed location in Wardak
Province, Afghanistan. While his team loaded gear into their vehicles, an Afghan police officer
suddenly turned and opened fire with a truck-mounted machine gun 25 feet away. Simultaneously,
15 to 20 insurgents just outside the village engaged the base with heavy machine gunfire. With
rounds striking and killing his teammates, Sheridan closed in on the gunman with a pistol and an
M-4 Rifle, neutralizing the immediate threat with deadly accuracy. Still under heavy attack from
outside insurgents, Sheridan exposed himself to heavy machine gunfire
three more times to drag his wounded teammates out of the line of fire to
a protected casualty collection point. Sheridan directed close air support
and surveillance aircraft to pinpoint, engage, and eliminate additional
insurgents, and directed the entrance and exit of six medical evacuation
helicopters. Sheridan’s calmness and leadership in the face of danger
helped save 23 lives. For these actions, Technical Sergeant Sheridan was
awarded the Silver Star. He also received one of the USAF’s most
prestigious awards, the 2013 Lance P. Sijan USAF Leadership Award. Delorean Sheridan
Lastly, he was selected as one of the 12 Outstanding Airmen of the Year
for 2014.
Operation Freedom’s Sentinel. After the deadline for troop withdrawal from Afghanistan,
roughly 300 American Airmen stayed in Afghanistan to carry out operations against remnants of
Al Qaeda and help stand up the Afghan Air Force. In 2015, combat operations of Operation
Enduring Freedom were replaced by Operation Freedom’s Sentinel. Working with NATO’s
Operation Resolute Support, 28 NATO nations, 14 partner nations, and 11,000 American troops
continued the mission of training, advising, and assisting the Afghan Air Force to help it become
fully independent.
Notable Bravery in Afghanistan, Alexey Germanovich. Alexey Germanovich, a Joint Terminal
Attack Controller, was deployed to the Nangarhar Province of Afghanistan as a part of the
Afghanistan Combined Joint Special Operations Air Component. On the morning of 8 April 2017,
Germanovich and his team came under intense machine gun and sniper fire. A ferocious firefight
ensued, enveloping friendly forces with countless enemy fighting positions as insurgents continued
to reinforce from all sides of the valley. Without hesitation, he deliberately placed himself in grave
danger by sprinting towards his isolated teammates, traversing 70 meters of open terrain and a
fusillade of machine gun fire. He directed multiple strafing runs, with 500-pound and 2,000-pound
bomb strikes as close as 90 meters from his position. As his team member was mortally wounded,
Germanovich placed himself between the enemy and the pinned down friendly forces, protecting
them with his body and employing his own suppressive fire. As the
team’s ammunition dwindled, Germanovich directed close air support
as close as 20 meters from his position, neutralizing the enemy.
Finally, he coordinated a medical evacuation of helicopters to extract
the wounded and helped carry a Soldier 700 meters uphill to the
landing zone as he continued to call for close air support. His actions
directly resulted in the protection of over 150 friendly forces and the
lethal engagement of 11 separate fighting positions. As a result of his
actions, Alexey Germanovich was awarded the Air Force Cross. Alexey Germanovich
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Notable Bravery in Afghanistan, Daniel Keller. Daniel Keller, a Joint Terminal Attack
Controller attached to a combined joint special operations assault force at Nangarhar Province,
Afghanistan. On 16 August 2017, Keller embarked on a clearance operation against 350 Islamic
State fighters. After fifteen hours of sustained contact, the assault force struck a house-borne
improvised explosive device killing four personnel and wounding thirty one. After being knocked
over by the blast and struggling to his feet, he executed air to ground engagements while returning
fire with his M4 rifle. Keller helped move thirteen critically wounded casualties to a helicopter
landing zone under a hail of enemy fire. Upon noticing the medical
evacuation helicopters were unable to identify the landing zone, he exposed
himself to enemy fire in order to marshal in both aircraft. After the mission
had been aborted and despite his injuries, Keller loaded wounded personnel
into vehicles and volunteered to walk two and a half kilometers back to a
combat outpost while escorting other wounded teammates. During this
movement, Keller repulsed a three-sided enemy attack by returning fire and
simultaneously passed enemy positions to another Joint Terminal Attack
Controller, allowing friendly forces to break contact. As a result of his
actions, Daniel Keller was awarded the Air Force Cross. Daniel Keller

2.19. War on Terror – Iraq

Operation Iraqi Freedom. In March 2003, after receiving intelligence reports that Saddam
Hussein possessed or was building weapons of mass destruction, President Bush announced a 48-
hour ultimatum for him and his sons to leave Iraq or face severe consequences. When Saddam
refused to comply, a coalition of American and Allied forces entered Iraq to end the Hussein
regime and free the Iraqi people. The primary goals of Operation Iraqi Freedom were to create a
stable Iraq, empower a broad-based government that renounces weapons of mass destruction, and
rebuke terrorism to neighboring countries. Combined force commanders carried out objectives to
defeat or compel capitulation of Iraqi forces, neutralize regime leadership, and neutralize Iraqi
theater ballistic missile/weapons of mass destruction delivery systems.
More than 300,000 troops were deployed to the Gulf region to form a multinational coalition, and
Operation Iraqi Freedom officially began on 20 March 2003. On the first day, while British forces
took Basra, which was essential to delivering humanitarian aid, the United States unleashed air
strikes so devastating that Saddam’s soldiers were left unable or unwilling to fight. Between 300
and 400 cruise missiles were fired at targets, more than the number launched during the entire first
Gulf War. On the second day, the battle plan called for launching another 300 to 400 missiles,
what the National Defense University referred to as shock and awe. The plan was focused on the
psychological destruction of the enemy’s will to fight rather than the physical destruction of the
opposing military force. The concept relied on a large number of precision-guided weapons hitting
the enemy simultaneously, an approach that takes minutes instead of days or weeks.
By 9 April 2003, American commanders declared that Saddam’s regime was no longer in control
of Baghdad. Before the city fell, jubilant crowds toppled a 40-foot statue of Saddam. Also, Iraq’s
science advisor, the first on the 55 most-wanted leaders list issued by the coalition, surrendered.
In less than one month, our military forces rolled past Iraq’s Republican Guard, seized bridges
over the Tigris and Euphrates rivers, and commandeered Saddam International Airport. With
control of the airport, major operations were conducted to eliminate insurgent centers of activity.
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Notable Bravery in Iraq, Scott D. Sather. Scott D. Sather led a reconnaissance task force into
Iraq on the first day of the ground war of Operation Iraqi Freedom, breeching enemy fortifications
during the border crossing. During the next several days, Sather covered countless miles
conducting specialized reconnaissance in the Southwestern Iraqi desert in
support of classified missions. Sather was then employed to an area of
heavy enemy concentration, tasked to provide critical reconnaissance and
intelligence on enemy movement, supporting direct action missions
against enemy forces. Sather’s phenomenal leadership and bravery on the
battlefield throughout his deployment were instrumental in the resounding
successes of numerous combat missions by performing a significant role
in the success of the war and the complete overthrow of the Iraqi regime.
Staff Sergeant Scott Sather died on 8 April 2003. He was the first Airman
killed in Operation Iraqi Freedom. He earned seven medals during his Scott Sather
USAF career, including the Bronze Star.
Notable Bravery in Iraq, Elizabeth Jacobson. Three months into her
deployment, security forces member, Elizabeth Jacobson, was guarding a
convoy enroute from Camp Bucca, Iraq as a member of the off-base convoy
support team. The convoy was hit by an improvised explosive device near
Safwan, Iraq. On 28 September 2005, A1C Jacobson was the first security
forces Airman and first female Airman to die in Operation Iraqi Freedom.
She served in the USAF two years. The Elizabeth N. Jacobson Award for
Expeditionary Excellence was established in her honor. The award is given Elizabeth
to Airmen for outstanding performance during a deployment. Jacobson

2.20. Operation Iraqi Freedom Continues

The United States involvement in Iraq maintained focused on controlling insurgents and enabling
the country to rebuild its constitution and government. Fifty-four USAF personnel died in the Iraq
War. In 2003, Saddam Hussein was found and captured; he was tried and executed three years
later. With instability raging out of control in the region, primarily between Shias and Sunnis, the
country became a breeding-ground for terrorist activities once again. The United States intervened
with a surge of force in 2007 to deescalate the situation.
Operation New Dawn. On 1 September 2010, operations transitioned from Operation Iraqi
Freedom to Operation New Dawn, signifying a formal end to United States involvement in the
military combat operations. The transition to a supporting role and stability operations was made
possible by increased capability of Iraqi security forces and their improved ability to combat
terrorists and provide security for their people. As part of Operation New Dawn, our military had
three primary missions: advising, assisting, and training the Iraqi security forces; conducting
partnered counterterrorism operations; and providing support to provincial reconstruction teams
and civilian partners as they helped build Iraq’s civil capacity. As mandated under the terms of a
bilateral agreement signed in 2008 by President Bush, troop withdrawal from Iraq was completed
on 18 December 2011.

2.21. War on Terror – Libya

Operation Odyssey Dawn. On 20 March 2011, under Operation Odyssey Dawn, a collection of
aircraft were launched to enforce United Nations Security Council Resolution 1973, centered on
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protecting Libyan citizens from further harm under Moammar Gadhafi’s regime. Following an
initial launch of Tomahawk missiles, aircraft conducted strikes on a variety of strategic targets
over Libya and created an airspace where no enemy forces could advance on Libyan opposition
troops. On 31 March 2011, the United States passed complete military command of the operation
and control of the no-fly zone to NATO and took up a supporting role for the remainder of the
operation, which was carried out under the name Operation Unified Protector.

2.22. War on Terror – Islamic State of Iraq and the Levant

Operation Inherent Resolve. In 2014, a new and ominous threat emerged that resulted in the
involvement of the United States in operations in the skies over Iraq once again. This time, the
enemy, calling themselves the Islamic State of Iraq and the Levant (ISIL), was an extremist Sunni
jihadist organization. Aided by a number of worldwide recruits and sympathizers, ISIL gained
control of territory in Syria and Northern Iraq and left savage atrocities in their wake, including
mass murders and ruthless executions of innocent civilians. ISIL was estimated to have an annual
budget of more than $1,000,000,000 and a force of more than 30,000 fighters. Their brutality
resulted in nearly universal condemnation—even Al Qaeda repudiated them. President Barack H.
Obama authorized the use of force, in cooperation with partner nations, to conduct carefully
targeted air strikes over Iraq and Syria and thwart their destructive agenda.

2.23. First Female Space Shuttle Commander, Eileen M. Collins.

Eileen M. Collins, a USAF officer and National Aeronautics and Space Administration (NASA)
astronaut, was the first woman to command a space shuttle mission. She
became an astronaut in 1991, was initially assigned to the orbiter
engineering support team, and led several offices while working on the
spacecraft program. On 3-11 February 1995, aboard the spacecraft
Discovery, Colonel Collins flew the first flight of the Russian-American
space program. On 15-24 May 1997, aboard the spacecraft Atlantis,
Colonel Collins flew on NASAs sixth shuttle mission to rendezvous and
dock with the Russian Space Station, Mir. On 22-27 July 1999, aboard
the spacecraft Columbia, Colonel Collins became the first woman to Eileen Collins
command a shuttle mission. On 26 July-9 August 2005, aboard the
spacecraft Discovery, Colonel Collins was a member of the crew that conducted the return-to-
flight mission during which the shuttle docked with the International Space Station. By the time
she retired from NASA in 2006, Colonel Collins logged more than 6,750 hours in 30 different
types of aircraft and conducted four space flights, logging over 872 hours in space. Colonel Collins
has been recognized as one of the top 300 women in history who has had an impact on changing
the world.

2.24. USAF Welcomes First and Only Enlisted Female Pilot

On 4 August 2017, Courtney Farley became the first and only enlisted
female pilot. She is one of 12 hand-picked individuals to enter pilot training
since World War II. Farley has since gotten commissioned and currently
pilots the RQ-4 Global Hawk.
Courtney Farley
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2.25. USAF Coronavirus Disease 2019 (COVID-19) Response

Operation Warp Speed. In 2020, Operation Warp Speed was a collaboration effort between the
Department of Defense and Departments of Health and Human Services. They partnered with
each other to accelerate the development, production, and distribution of the COVID-19
vaccines. The USAF responded to the COVID-19 pandemic by quickly halting non-essential
operations, maximizing teleworking efforts for all Airmen, and enforcing policies such as mask
mandates and social distancing. When the vaccines became available to military members it was
announced that Airmen could obtain it on a volunteer basis. Since then, the Secretary of Defense
has mandated vaccinations for all Service members and the USAF has continued tracking
COVID-19 cases all over the world and has made every effort to keep Airmen healthy, safe and
in a constant state of readiness.
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Chapter 3
AIR, SPACE, AND CYBERPOWER
Section 3A—Identifying with Airpower
REQUIRED LEVEL OF COMPREHENSION FOR DEVELOPMENT AND PROMOTION
Chapter 3—AIR, SPACE, AND CYBERPOWER SSgt TSgt MSgt SMSgt CMSgt
Section 3A—Identifying with Airpower B B B C D
3.1. Domains of Airpower
Airpower can be applied from within, as well as across the domains of air, space, and cyberspace.
From an operational perspective, the air domain can be described as that region above the earth’s
surface in which aerodynamics generally govern the planning and conduct of military operations.
The space domain can be described as that region above the earth’s surface in which astrodynamics
generally govern the planning and conduct of military operations. The cyberspace domain is a
global domain within the information environment consisting of the interdependent network of
information technology infrastructures, including the internet, telecommunications networks,
computer systems, and embedded processors and controllers.
3.2. Airpower Defined
For the past 70 years, the USAF has been breaking barriers as a member of the finest joint
warfighting team on the planet, providing Global Vigilance, Global Reach, and Global Power for
America. In terms of Global Vigilance, Airmen have built a real-time global intelligence and
command and control network that can find, fix, and finish the smallest of targets. Airmen operate
multiple satellite constellations that range from ensuring situational awareness to nuclear warning.
Cyber operators build, secure, operate, and defend our critical networks and mission systems, and
are ready to take offensive actions in, from, and through cyberspace. In terms of Global Reach,
the USAF ranges the globe rapidly to respond to crises and deliver critical supplies and personnel
to any location on the planet. Mobility Airmen are in 23 countries at 77 locations operating a global
system of airfields and enabling access for allies and joint partners. Persistent engagements by our
highly-skilled special operations forces enhance critical relationships and secure global access at
a time and place of our choosing. In terms of Global Power, the USAF can strike an enemy on
short notice anywhere in the world with American fighters, bombers, remotely piloted aircraft, and
intercontinental ballistic missiles. USAF special operators conduct counter-terrorism missions
daily, while our nuclear forces provide the foundation for deterrence. As Airmen, we must ensure
our mission is understood at all levels and appreciated for the capabilities airpower brings to the
fight.
Airpower is the ability to project military power or influence through the control and exploitation
of air, space, and cyberspace to achieve strategic, operational, and tactical objectives. As the
nation’s most comprehensive provider of military airpower, the USAF conducts continuous and
concurrent air, space, and cyberspace operations across the strategic, operational, and tactical
levels of war. Airpower provides the versatile, wide-ranging means towards achieving national
objectives with the ability to deter and respond immediately to crises anywhere in the world, while
aligned with land and maritime power during operations against enemy forces, and when
protecting and aiding friendly forces.
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3.3. Space Superiority Defined

Space is integrated in all joint operations, connecting operators and providing global coverage for
missile warning and other threats around the clock. The USSF is responsible for two-thirds of the
nuclear triad, providing the strategic deterrence underpinning national security, and aggressively
moving forward to normalize space as a warfighting domain. The USSF and the National
Reconnaissance Office have partnered to chart a course for a resilient space enterprise by 2030,
with the capabilities of deterring aggression within the space domain and, if necessary, prevailing
in a conflict that extends into space. With key organizational changes and the implementation of
the space warfighting construct, the USSF is evolving the space enterprise to be more robust and
resilient and raising the bar in space training. Simulator realism is being improved to nurture full-
spectrum readiness, ensuring the joint warfighter is prepared to execute multi-domain operations
to overwhelm our adversaries.
3.4. Cyberpower Defined
In September 2006 the Joint Chiefs of Staff endorsed a definition of cyberspace as, “a domain
characterized by the use of electronics and the electromagnetic spectrum to store, modify, and
exchange data via networked systems and associated physical infrastructures.” For warfare
purposes, the USAF uses a working definition of cyberspace as, “a domain in which signals hold
at-risk intelligent systems.”
Three Components to Cyberspace. Electronics and the electromagnetic spectrum refer to the
wave-particle duality of radiation that, when modulated with information, creates a signal. Data
and networked systems refer to digital information and application programs and the computers
and networks on which they exist. Three components to cyberspace are recognized as: (1) the
“effectors” that encompass a broad range of signal-borne threats, analog and digital; (2) the
“medium” that enables effectors to access the targets, wired and wireless, hardware and software;
and (3) the “targets” to include weapons and systems that use computers or networks. Anticipating
and avoiding threats eliminates the need to fight them and saves the concurrent cost to data and
system integrity, making prevention an effective first line of defense against cyber threats.
Anticipating a cyber threat includes setting up over-the-horizon early warning systems that detect
anomalous activity, analyzing rapidly its forensic fingerprint to predict future behavior, and
communicating through viable reach-back options to avoid the threat.
Four Axioms of Offensive Cyberpower. The four axioms of offensive cyberpower are:
misdirecting functionality, stealth access, exploiting vulnerabilities, and superior human cognition.
From a war-fighting perspective, the internet has traditionally favored the defense over the offense.
This inherent advantage to the attacker resulted from the design of the internet protocols for
tolerance to failure rather than resilience to attack. Modifying the cyber domain may provide an
effective method for attack avoidance. Just as a carrier battle group sails the oceans rather than
sitting still in one location, so can a network or system move around the IP address space for
deception and attack avoidance. The tenets of anti-tamper protection technologies seek to reduce
vulnerability by reducing the scope of protection and focusing on critical components in a system,
making them harder to access. This approach allows the defenders to impose high penalties on the
attacker and deter the threat. Hence, offensive cyberpower is the exploitation of the unconceived
vulnerability, where unknown cyber insecurity wins against known cybersecurity in a complex,
interactive system of computers, networks, and humans.
1 NOVEMBER 2021 AFH 1 73

Section 3B—Aircraft Systems

REQUIRED LEVEL OF COMPREHENSION FOR DEVELOPMENT AND PROMOTION
Chapter 3—AIR, SPACE, AND CYBERPOWER SSgt TSgt MSgt SMSgt CMSgt
Section 3B—Aircraft Systems A B B B D

3.5. Identifying Aircraft

Throughout military history, warriors have carried their unit colors into battle, raising them high
to make an impression on their enemies and giving unit members a sense of belonging and pride.
That tradition carries on to this day in the form of aircraft fin flashes or tail flashes. Information
on standard tail flashes designates the base and unit the aircraft is from, as well as the tail number
of the aircraft. Traditionally, units would select a single aircraft to be the unit flagship with a
special fin flash that represented the specific squadron or wing, and was the assigned airplane for
the unit commander. The flagship was the airplane generally used for photos, air shows, and other
public displays. Today, while tail flash designs, as shown in Figure 3.1., can include color, tail
flashes are often done in various shades of gray to maintain a camouflage appearance.
Figure 3.1. Tail Flashes.

Aircraft Tail Markings. While similar, each branch of the military has unique aircraft in their
inventory and their codes may vary slightly. Attachment 2, Aircraft Tail Markings, provides a
generalized foundation for aircraft identifiers.
Roundel. A roundel is a circular disc often used as a national or historic symbol. One place that
roundels are most commonly seen on are on military aircraft or infrastructure. The French Air
Service originated the use of roundels on military aircraft during World War I, most often using
colors of red, white, and blue as representative of their national flag. Attachment 3, The Roundel,
shows the evolution of the roundel throughout its use in the USAF.

3.6. Mission Design Series

The mission design series designator is an official Department of Defense recognized alpha-
numeric symbol used to designate military defense aerospace vehicles categorized as aircraft,
guided missiles, rockets, probes, boosters, and satellites. The designator describes the aerospace
vehicle in two components, separated by a dash. The first component, comprised only of alpha
characters, describes the mission of the vehicle. The second component, comprised of alpha-
numeric characters, describes the design number and design series of the vehicle. Also, some
designators will have a letter following the two-part designator of the aircraft to indicate the model
type or series, usually due to improved model designs. Over the years, the designations have
changed, but much of the system has remained the same. Table 3.1. is provided to show a
1 NOVEMBER 2021 AFH 1 74

comprehensive list of mission design series designators for USAF aircraft.

Table 3.1. Aerospace Vehicle Mission Design Series Designators for Aircraft.

Example: YF-22

Y = Status Prefix F = Basic Mission 2 = Design Number 2 = Design Series

MODIFIED / BASIC
STATUS PREFIX VEHICLE TYPE
MISSION

G - Permanently Grounded A - Attack D - UAV Control Segment

J - Special Test (Temporary) B - Bomber G - Glider
N - Special Test (Permanent) C - Cargo H - Helicopter
X - Experimental F - Fighter S - Space Plane
Y - Prototype H - Search/Rescue V - VTOL/STOL
Z - Planning K - Aerial Refueling Z - Lighter-Than-Air
L - Cold Weather
M - Multi-Mission
O - Observation
P - Patrol
Q - Drone
R - Reconnaissance
S - Antisubmarine
T - Trainer
U - Utility
V - Staff
W - Weather
X - Research

3.7. Aircraft System Capabilities

The USAF is globally engaged in conducting missions every day to defeat adversaries. We support
partner nations in countering trans-regional terrorism, ensure the joint military team can conduct
missions across the globe, and defend the homeland. Currently, approximately 21,000 Airmen are
deployed to 175 locations; 80,000 Airmen are forward based; and 27,000 Airmen conduct
operations from within the United States. Also, the USAF produces more than 6,000 intelligence
products per day, driving operations around the globe. Cyber operators have blocked billions of
malicious connections, denying access against increasingly innovative adversaries. Air superiority
ensures the safety of American citizens every day and enables Airmen stateside to operate remotely
1 NOVEMBER 2021 AFH 1 75

piloted aircraft, process intelligence, and stand watch at nuclear missile bases. And, in partnership
with the North American Aerospace Defense Command, Airmen maintain aerospace warning and
control systems to ensure air sovereignty and air defense of the airspace over Canada, Alaska, and
the Continental United States.
Aircraft System Inventory. While a comprehensive list of USAF aircraft and detailed
descriptions can be found on the USAF Portal Fact Sheets, generalized descriptions of several of
the aircraft/weapon systems in the inventory are provided here.
Weapon Systems
A-10, Thunderbolt II
The A-10 is a close air support platform used to support
troops in contact with enemy forces. The A-10 performs
secondary roles of air interdiction, airborne forward air
control, and combat search and rescue. This aircraft has
excellent maneuverability at low air speeds and altitude,
and is a highly accurate and survivable weapons-delivery
platform.
B-1B, Lancer
The B-1B is a multi-mission bomber carrying the largest
payload of both guided and unguided weapons in the
inventory. The B-1B's blended wing/body configuration,
variable-geometry wings, and turbofan afterburning
engines combine to provide long range, maneuverability,
and high speed while enhancing survivability.

B-2, Spirit
The B-2 is a multi-role bomber capable of delivering both
conventional and nuclear munitions. The penetrating
flexibility and effectiveness inherent in manned bombers
is what the B-2 provides. The low-observable, stealth
characteristics give it the unique ability to penetrate an
enemy's most sophisticated defenses and threaten its most
valued and heavily defended targets. This aircraft
provides the only all-weather hard/deeply buried
conventional strike capability.

B-21, Raider
The B-21 is designed to support the nuclear triad, providing
a visible and flexible nuclear deterrent capability that will
assure allies and partners. With the ability to penetrate
modern air defenses, the B-21 can provide long-range,
mixed payload and high survivability in support of national
1 NOVEMBER 2021 AFH 1 76

security objectives. The B-21 is designed to have an open

architecture, able to integrate new technology and respond
to future threats across the full-spectrum of operations.
Note: The B-21 is still in the development phases and is
not officially a part of the USAF inventory.
B-52, Stratofortress
The B-52 is a long-range, heavy bomber that can perform
a variety of conventional or nuclear missions including
strategic attack, close-air support, air interdiction, and
offensive counter-air. For more than 40 years, B-52
Stratofortresses have been the backbone of the manned
strategic bomber force. The B-52 is capable of dropping
or launching the widest array of weapons in the
inventory.
C-5M, Super Galaxy
The C-5M is one of the largest aircraft in the world. The C-
5 is used for strategic intertheater delivery of outsized and
oversized cargo and passengers. Ground crews are able to
load and off-load simultaneously at the front and rear cargo
openings, reducing cargo transfer times.
C-17, Globemaster III
The C-17 is capable of rapid strategic delivery of troops
and cargo to main operating bases or directly to forward
bases in the deployment area. The aircraft can perform
tactical airlift and airdrop missions and can transport
litters and ambulatory patients during aeromedical
evacuations, when required.
C-20, Gulfstream III
The C-20 is a twin-engine cargo and passenger airlift
aircraft used for high-ranking government officials.
Worldwide secure and non-secure passenger
communication capabilities exist on the aircraft.
C-21, Learjet
The C-21 is a twin-engine cargo and passenger airlift
aircraft employed for short ranges and into short fields.
This aircraft can be configured to transport litters during
medical evacuations.
1 NOVEMBER 2021 AFH 1 77

C-37, Gulfstream V
The C-37 is a twin-engine cargo and passenger airlift
aircraft used to fill the worldwide special airlift missions
for high-ranking government officials. The aircraft is
equipped with commercial and military communications
equipment to provide secure and non-secure voice and data
capability.
C-40B/C
The C-40 is designed to be an office in the sky for senior
military and government leaders. It provides safe,
comfortable, and reliable transportation to locations
around the world. The C-40B’s primary customers are
combatant commanders and senior government officials.
C-130, Hercules
The C-130 primarily performs the tactical portion of airlift
missions. The aircraft is capable of operating from rough
dirt strips. Basic and specialized versions of the aircraft
perform diverse roles including airlift support, Antarctic
resupply, aeromedical missions, weather reconnaissance,
aerial spray, firefighting, and natural disaster relief. Some
commonly recognized modifications include the AC-130,
Gunship; EC-130H, Compass Call; EC-130J, Commando
Solo; HC-130N/J, Combat King; MC-130H, Combat Talon
II; and the MC-130J, Commando II.
C-146, Wolfhound
The C-146’s primary mission is to provide U.S. Special
Operations Command flexible, responsive, and operational
movement of small teams needed in support of Theater
Special Operations Commands around the world.
CV-22, Osprey
The CV-22 is a tiltrotor aircraft that combines the vertical
takeoff, hover, and vertical landing qualities of a
helicopter with the long-range, fuel efficiency, and speed
characteristics of a turboprop aircraft. Its mission is to
conduct long-range infiltration, exfiltration, and resupply
missions for special operations forces.
1 NOVEMBER 2021 AFH 1 78

E-3, Sentry
The E-3 is a deployable airborne command and control
battle management platform employed at the tactical level
of war. The Airborne Warning and Control System
(AWACS) provides all altitude surveillance, warning, and
battle management for worldwide air combat operations.
The E-3 directs, coordinates, and controls joint and
combined operations.
E-4B, NAOC
The E-4B, particularly known for its National Airborne
Operations Center (NAOC), is designed as a highly
survivable node of the National Military Command
System. The E-4B provides critical command and control
mission support in case of national emergency and
provides support to coordinate actions by civil authorities
during crisis response.
E-8C, Joint STARS
The E-8C Joint Surveillance and Target Attack Radar
System (Joint STARS) is a joint Army/USAF program
designed to enhance battle management by providing near
real-time wide-area surveillance and targeting information
on moving and stationary ground targets.
E-9A
The E-9A is a twin turboprop aircraft used as a
surveillance platform to ensure the Gulf of Mexico waters
are clear of civilian boaters and aircraft during live
missile launches and other hazardous military activities.
The E-9A provides support for air-to-air weapons system
evaluation, development, and operational testing.
F-15, Eagle
The F-15 is a dual engine, all weather, extremely
maneuverable fighter designed to gain and maintain air
superiority. The F-15 has electronic systems and weaponry
to detect, acquire, track, and attack enemy aircraft while
operating in friendly or enemy-controlled airspace.
F-15E, Strike Eagle
The F-15E is a dual engine, air-to-ground, air-to-air, all
weather fighter, designed for close air support, strategic
attack, and interdiction roles. The F-15E has the
capability to fight its way to a target over long ranges,
destroy enemy ground positions, and fight its way out.
1 NOVEMBER 2021 AFH 1 79

The aircraft uses two crew members - a pilot and a

weapon systems officer.

F-16, Fighting Falcon

The F-16 is a single engine, multi-role tactical fighter with
full air-to-air and air-to-ground combat capabilities. This
aircraft provides a relatively low-cost, high-performance
weapon system for the United States and allied nations.
F-22, Raptor
The F-22 is a low observable, highly maneuverable
airframe with advanced integrated avionics and
aerodynamic performance allowing supersonic cruise
without using afterburner.
F-35, Lightning II
The F-35 gives the USAF the power to dominate the skies
– anytime, anywhere. The F-35 is an agile, versatile, high-
performance fighter that combines stealth, sensor fusion,
and unprecedented situational awareness.
HH-60G, Pave Hawk
The HH-60G helicopter is primarily used to conduct
personnel recovery operations into hostile environments
to recover isolated personnel. The HH-60G is rapidly
deployable and has day/night, marginal weather combat
capability employed for combat search and rescue,
counter-drug, disaster relief, civil search and rescue, and
support operations. The HH-60W is an advanced variant
of the HH-60G is set to replace the ageing fleet of HH-
60G helicopters.
KC-10, Extender
The KC-10 provides global in-flight refueling and airlift
support for deployment, employment, redeployment, and
joint/combined special operations. It is able to combine the
tasks of a tanker and cargo aircraft by refueling fighters and
simultaneously carrying fighter support personnel and
equipment on overseas deployments. The KC-10 is also
capable of transporting litter and ambulatory patients using
patient support pallets during aeromedical evacuations.
1 NOVEMBER 2021 AFH 1 80

KC-46, Pegasus
The KC-46A tanker will conduct boom and drogue
refueling on a single mission, and provide airlift
capability. The USAF has begun to take delivery of the
first of 179 KC-46As, adding to a total tanker fleet of
more than 400 aircraft. Even with 179 planned tankers,
there is still a need to field hundreds more to meet
national security requirements.
KC-135, Stratotanker
The KC-135 provides the core aerial refueling capability
for the USAF and has excelled in this role for more than
50 years. A cargo deck above the refueling system can
hold a mixed load of passengers and cargo, depending on
fuel storage configuration. Additional commonly
recognized modifications include the OC-135B, Open
Skies; RC-135S, Cobra Ball; RC-135U, Combat Sent;
RC-135V/W, Rivet Joint; and the WC-135, Constant
Phoenix.
MC-12
The MC-12 is a medium- to low-altitude, twin-engine
turboprop aircraft. Its primary mission is to provide
intelligence, surveillance, and reconnaissance support
directly to ground forces in support of the Joint Force
Commander.

MQ-9, Reaper
The MQ-9 is an armed, multi-mission, medium-altitude,
long-endurance, remotely piloted aircraft. The MQ-9 can
employ both AGM-114 Hellfire missiles and GBU-12
laser-guided bombs. The remotely piloted aircraft can be
disassembled and loaded into a single container for
deployment worldwide.
RQ-4, Global Hawk
The RQ-4 is a high-altitude, long-endurance, remotely
piloted aircraft with an integrated sensor suite that provides
all-weather, intelligence, surveillance, and reconnaissance
capability. The RQ-4’s mission is to provide a broad
spectrum of intelligence, surveillance, and reconnaissance
collection capability to support Joint Forces in worldwide
peacetime and contingency operations.
1 NOVEMBER 2021 AFH 1 81

T-1A, Jayhawk
The T-1A is a medium-range, twin-engine jet trainer used
in the advanced phase of specialized undergraduate pilot
training for students selected to fly airlift or tanker
aircraft. It is used to support navigator training for USAF,
Navy, Marine Corps, and international services.
T-6A, Texan II
The T-6A is a single-engine primary flight training aircraft
for future USAF and Navy pilots. Students learn basic
flying skills common in the T-6 before moving on to
advanced flight training.
T-38, Talon
The T-38 is a twin-engine, high-altitude, supersonic jet
trainer used in the advanced phase of specialized
undergraduate pilot training for students selected to fly
fighter aircraft. Air Combat Command, USAF Material
Command, and the National Aeronautics and Space
Administration also use the T-38 in various roles. The all-
new advanced jet trainer T-7 Red Hawk has been selected
to replace the aging T-38 Talon.
U-2S, Dragon Lady
The U-2 provides high-altitude, all-weather surveillance
and reconnaissance and delivers critical imagery and
signals intelligence in all phases of conflict, including
peacetime indications and warnings, low-intensity conflict,
and large-scale hostilities. Routinely flown at altitudes over
70,000 feet, U-2 pilots wear full pressure suits similar to
those worn by astronauts.
U-28A
The U-28A is part of the Special Operations Command
manned, airborne intelligence, surveillance, and
reconnaissance fleet. It provides fixed-wing tactical
support to humanitarian operations, search and rescue,
conventional, and special operations missions.
UH-1N, Huey
The UH-1N is a light-lift utility helicopter used to support
various missions. The primary missions include airlift of
emergency security forces, security and surveillance of off-
base nuclear weapons convoys, and distinguished visitor
airlift. Other uses include disaster response, search and
rescue, medical evacuation, airborne cable inspections,
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support to aircrew survival school, routine missile site

support, and transport.
UV-18, Twin Otter
The UV-18 is used to support parachute and airmanship
training at the USAF [Link] aircraft is capable of
carrying a pilot, co-pilot, and up to 17 jumpers.

VC-25, Air Force One

The presidential air transport fleet consists of two specially
configured Boeing 747-200B’s with the USAF designation
VC-25. When the U.S. President is aboard either aircraft,
or any USAF aircraft, the radio call sign is “Air Force
One.”
1 NOVEMBER 2021 AFH 1 83

Section 3C—Space Systems

REQUIRED LEVEL OF COMPREHENSION FOR DEVELOPMENT AND PROMOTION
Chapter 3—AIR, SPACE, AND CYBERPOWER SSgt TSgt MSgt SMSgt CMSgt
Section 3C—Space Systems A B B B D

3.8. USSF Evolution

Space development and its future is reaching an evolutionary point in which there is a transition
from discovery and exploration to phases of security and commerce. Not only do governments
who are spacefaring have access to space but now private industry does as well, all harnessing new
technology and pushing the battlespace to new levels of risk. These advances are directly
threatening America’s competitive advantage and freedom of operation in space. At this point in
human history nearly every aspect of human life is reliant on space. Global positions system is
used for weather prediction, mapping and precision geo-location; even timing, communications,
and entertainment are reliant on space. As technology has grown, so too have the daily
requirements to freely access space based services. Space-based technology not only affects
civilian infrastructure, but also U.S. and allied nations’ military capabilities – one example being
military satellite communications. As early as post WWII the United States has been working and
thinking towards space exploration, space capabilities and space applications. Space was
catapulted into national priority beginning with the launch of Sputnik 1 by the Soviets in October
1957. Since then America has orchestrated a series of milestones which thrusted our country to the
forefront as a spacefaring nation. Following the continued threats posed by the Soviets, with their
advances in ballistic missiles, and the USAF’s commitment to the Space Shuttle program, Air
Force Space Command (AFSPC) was established in 1982.

During the Cold War era, AFSPC operations were focused solely on missile warning, launch
operation, satellite control, space surveillance and command and control. In 1991, Operations
Desert Storm validated the command’s continuing focus on support to the warfighter through the
use of GPS which enabled the famous “Left Hook,” proving the value of space-based capabilities
to joint operations. In January 2001, The Report to the Commission to Assess National Security
Space Management and Security was issued. Commonly known as the Rumsfeld Report, it was
named after Donald H. Rumsfeld, who served as the commission chair and twice as the Secretary
of Defense. In this report, significant current and future vulnerabilities were identified in regards
to space assets and the range of attacks that could disrupt or destroy the ground stations, launch
systems or satellites on orbit effecting national security and stability. It highlighted the growing
dependency of our systems as technology was trending to be more ubiquitous. Specifically, this
report outlined that an attack on elements of U.S. space systems during a crisis or conflict should
not be considered an improbable act and that a “Space Pearl Harbor” was a possibility. The
report further identified span of control issues within the USAF in regards to space management,
that only the most pressing issues that concerned space were addressed as opposed to futures
planning and technological development. This issue was further compounded by the planning,
programming, and budgeting process for space being too far removed or too late to have
substantial effect on the Department and interagency arenas. The recommendations of the report
was to establish a separate space entity within the Department of Defense to ensure space was
managed properly. Despite the findings of the commission and the sense of urgency it drove, the
events that unfolded on September 11, 2001, eclipsed major progress towards space strategic
planning. The U.S. shifted focus towards the terror threats when the President directed military
1 NOVEMBER 2021 AFH 1 84

action against Afghanistan and Iraq. AFSPC provided extensive space-based support to the U.S.
Central Command commander in areas of communications, positioning, navigation and timing,
meteorology and threat warning.

Post 9-11 and nearly 40 years after the creation of AFSPC, the global landscape has further evolved
and the space arena has transformed into a warfighting domain. Near-peer nations have increased
their focus and advanced their capabilities in space with demonstrations such as the event in 2007
by the Chinese where they destroyed one of their Low Earth Orbit (LEO) satellites – a display that
showcased the threat towards U.S. assets in space. As a result of this event and other developments
from other nations, such as Russia, and combined with the grave impact on our Nation’s readiness
and ability to function helped to cement space as a warfighting domain. This realization directly
led to the re-establishment of USSPACECOM as the eleventh U.S. Combatant Command enacted
by Secretary of Defense Mark Esper on 29 August 2019, and placed under the command of Gen
John J. Raymond. On 20 December 2019, the President of the United States signed the Public Law
116–92, Fiscal Year 2020 National Defense Authorization Act (NDAA), 20 December 2019,
establishing the USSF and granting them Title 10 authority as a new service aligned underneath
the USAF. To launch this transition, the MAJCOM known as AFSPC was transformed into the
USSF and thus began the historic evolution of our Nation’s sixth service. See Attachment 10 for
the enlisted rank insignia.

3.9. Space System Capabilities

Operating the largest space program in the world takes the combined efforts and skills of thousands
of Guardians. It is the responsibility of highly trained Guardians to do everything from detecting
sea-launched ballistic missiles and tracking satellites, to assisting in rocket launches and space
flight operations. These highly trained experts must stay calm under pressure and utilize an
incredible amount of skill to effectively perform the multiple tasks vital to Space Force missions.
Space System Inventory. Generalized descriptions of several of the current space systems are
provided here.
Space Systems
Satellite Control Network
The Satellite Control Network is a worldwide network of
satellite control stations which uses satellite and
terrestrial communication links providing connectivity to
over 150 space vehicles.
Upgraded Early Warning System
The Upgraded Early Warning System supports the
Integrated Tactical Warning/Attack Assessment
(ITW/AA), Missile Defense, and Space Domain
Awareness missions.
1 NOVEMBER 2021 AFH 1 85

Defense Meteorological Satellites Program

The Defense Meteorological Satellites Program provides
an enduring and survivable capability, through all levels
of conflict, to collect and disseminate global visible and
infrared cloud data and other specialized meteorological,
oceanographic, and space environment data required to
support worldwide operations and high-priority
programs. Satellite advances significantly enhance
military operations flight planning based on weather
patterns and communications support across government
agencies.
Defense Satellite Communications System and
Wideband Global System
The Defense Satellite Communications (SATCOM)
System and Wideband Global System constellations of
satellites provide worldwide, responsive wideband and
anti-jam satellite communications supporting strategic and
tactical command and control, communications,
information gathering, battle management, combat support,
and intelligence requirements. Each Wideband Global
System satellite provides service in both the X and Ka
frequency bands, with the unprecedented ability to cross-
band between the two frequencies onboard the satellite.
Defense Support Program and Space Based Infrared
System
The Defense Support Program (DSP) and Space Based
Infrared System (SBIRS) support the defense and
intelligence communities through missile early warning,
missile defense, battlespace awareness, and technical
intelligence mission areas. DSP satellites use an infrared
sensor to detect heat from missile and booster plumes
against Earth's background. The SBIRS sensors are
designed to provide greater flexibility and sensitivity than
the DSP infrared sensor and detect short-wave and mid-
wave infrared signals, allowing SBIRS to perform a
broader set of missions.
Evolved Expendable Launch Vehicle
The Delta IV, Atlas V, and Falcon 9 Evolved Expendable
Launch Vehicles provide the USAF and the nation rapid
and reliable access to space with a standardized launch
capability.
1 NOVEMBER 2021 AFH 1 86

Global Positioning System

The Global Positioning System (GPS) is a constellation
of orbiting satellites that provides position, navigation,
and timing data to military and civilian users all over the
world. The constellation is designed and operated as a 24-
satellite system, consisting of six orbital planes, with a
minimum of four satellites per plane.

Milstar and Advanced Extremely High Frequency

Satellite Communications Systems
Milstar and Advanced Extremely High Frequency (AEHF)
provide the U.S. President, Secretary of Defense, and
military with assured, SATCOM with low probability of
interception and detection. Designed to overcome enemy
jamming and nuclear effects, Milstar and AEHF are the
most robust and reliable SATCOM systems currently
employed by the Department of Defense, thus ensuring
worldwide command and control.
Perimeter Acquisition Radar Characterization
System
The Perimeter Acquisition Radar Characterization
System provides tactical warning and attack
characterization of sea-launched and intercontinental
ballistic missile attacks against the Continental United
States. The system supports the space surveillance
network by providing space surveillance data, tracking,
reporting, and space object identification.
1 NOVEMBER 2021 AFH 1 87

Section 3D—Missile and Munition Systems

REQUIRED LEVEL OF COMPREHENSION FOR DEVELOPMENT AND PROMOTION
Chapter 3—AIR, SPACE, AND CYBERPOWER SSgt TSgt MSgt SMSgt CMSgt
Section 3D—Missile and Munition Systems A B B B C

3.10. Missile and Munition System Capabilities

As a superior military force, we work with some of the most advanced weapons in the world. It is
a great responsibility to assemble and process nonnuclear munitions. Working with a high level of
attention to detail and extreme care, highly trained Airmen handle, store, transport, arm, and disarm
missile and munition systems and commit themselves to ensuring the success of our missions.
Missile and Munition System Inventory. Generalized descriptions of several of the current
missile and munition systems are provided here.
Missile and Munition Systems
ADM-160, Miniature Air-Launched Decoy
ADM-160 Miniature Air-Launched Decoy (MALD) is a
low-cost flight vehicle that is modular, air-launched, and
programmable. It weighs less than 300 pounds and has a
range of approximately 500 nautical miles. MALD
protects aircraft and their crews by duplicating the
combat flight profiles and signatures of United States and
allied aircraft.
AGM-65, Maverick Missile
The AGM-65 Maverick Missile is an air-to-surface launch
and leave tactical missile. Electro-optical, infrared or
laser-guided, these missiles are used in close air support,
interdiction, and enemy defense suppression missions.
The AGM-65 provides stand-off capability and high
probability of strike against a wide range of tactical
targets, including armor, air defenses, ships, transportation
equipment, and fuel storage facilities.
AGM-86, Air Launched Cruise Missile
The AGM-86 Air Launched Cruise Missile is a subsonic,
highly accurate, long-range, air-to-surface strategic
nuclear missile designed to evade air- and ground-based
defenses to strike targets at any location within any
enemy’s territory.
AGM-88,
High Speed Anti-Radiation Missile
The AGM-88 High Speed Anti-Radiation Missile is an
air-to-surface tactical anti-radiation missile used to
1 NOVEMBER 2021 AFH 1 88

destroy or suppress enemy radar threats at standoff range,

homing in on source radar emissions.

AGM-114, Hellfire Missile

Originally developed for anti-armor use, the laser-guided
AGM-114 Hellfire is a family of 100-pound class guided
air-to-surface missiles for use against fixed and moving
targets. It has multi-mission, multi-target precision-strike
capability, and can be launched from multiple rotary and
fixed-wing aircraft including remotely piloted aircraft.
AGM-158,
Joint Air-to-Surface Stand-off Missile
The AGM-158 Joint Air-to-Surface Stand-off Missile is a
long-range, conventional, air-to-ground, precision stand-
off missile used to destroy high-value, well-defended,
fixed and relocatable targets.
AIM-120,
Advanced Medium-Range Air-to-Air Missile
The AIM-120 Advanced Medium-Range Air-to-Air
Missile is a supersonic, medium-range, active radar
guided air-to-air missile with a high explosive warhead.
It has an all-weather, beyond-visual-range capability that
improves the aerial combat capabilities to meet current
and future threat of enemy air-to-air weapons.
AIM-9M/X, Sidewinder
The AIM-9M/X Sidewinder is a fighter-borne supersonic,
short-range, passive infrared heat-seeking air-to-air
missile with a high explosive warhead.
GBU-31/32/38/54/56,
Joint Direct Attack Munition
The GBU-31/32/38/54/56 Joint Direct Attack Munition
(JDAM) is a USAF and Navy system used to upgrade the
existing inventory of general purpose bombs by
integrating them with GPS, laser, and inertial guidance
system tail kits to provide accurate adverse weather
delivery from very low to very high altitudes. JDAM
1 NOVEMBER 2021 AFH 1 89

enables multiple weapons to be directed against single or

multiple targets on a single pass.

GBU-39, Small Diameter Bomb

The GBU-39 Small Diameter Bomb (SDB) is an
extended range all-weather, 250-pound class, guided
munition. The SDB relies on GPS to provide navigation
to the target. It is capable of destroying fixed and
stationary targets. SDB increases aircraft loadout,
decreases the logistical footprint, decreases collateral
damage, and improves aircraft sortie generation times.
GBU-43,
Massive Ordinance Air Blast
The GBU-43 Massive Ordinance Air Blast (MOAB) is a
21,000-pound, guided, high-explosive munition designed
for anti-personnel and obstacle clearance purposes. It rests
on a cradle inside an airdrop aircraft platform and is
extracted by a drogue parachute. After extraction from the
aircraft, the MOAB is guided to the target by fixed wings
and grid fins.
GBU-57,
Massive Ordinance Penetrator
The GBU-57 Massive Ordnance Penetrator is a 30,000-
pound guided, earth-penetrating weapon system designed
to accomplish the difficult, complicated mission of
reaching and destroying targets in hardened and deeply-
buried facilities. This weapon is over 20 feet long and
carries more than 5,300 pounds of explosives.
GBU-10//12/24, PAVEWAY Series
The GBU-10//12/24 PAVEWAY Series laser-guided
bomb kits transform traditional 500, and 2,000-pound
bomb bodies into precision-guided, air-to-ground
munitions for targeting of soft and hardened targets.
1 NOVEMBER 2021 AFH 1 90

Chapter 4
MILITARY ORGANIZATION AND COMMAND
Section 4A—United States Armed Forces
REQUIRED LEVEL OF COMPREHENSION FOR DEVELOPMENT AND PROMOTION
Chapter 4—MILITARY ORGANIZATION AND COMMAND SSgt TSgt MSgt SMSgt CMSgt
Section 4A—United States Armed Forces B B C C C

4.1. Command Authority

Since the birth of our Nation, policies and directives have been made by civilians assigned to the
military and to the executive and legislative branches of the government. Command authority is
the established levels of responsibility for command, control, and communication throughout a
chain of command. Responsibility and authority for the U.S. Armed Forces extends from the U.S.
President, through the Secretary of Defense, through two distinct branches of command, and
through each commander at every level in the branches of service. The various levels within the
chain of command have different responsibilities and authority; however, each level in the chain
is responsible for all lower levels and accountable to all higher levels.
Commander in Chief. The U.S. Constitution establishes the basic principle of civilian control of
the U.S. Armed Forces. As Commander in Chief, the U.S. President has final command authority;
however, as head of the executive branch, the President is subject to the checks and balances
system of the legislative and judicial branches.
Chain of Command. By statute, the chain of command runs from the U.S. President, through the
Secretary of Defense, to the Combatant Commanders. For all forces not assigned to the Combatant
Commanders, the chain of command runs from the U.S. President, through the Secretary of
Defense, to the Secretaries of the military departments. When forces are assigned to the Combatant
Commanders, administrative control over those forces still typically flows through their respective
service branch. Note: A provision of the Public Law 99-433, Goldwater-Nichols Department of
Defense Reorganization Act of 1986, 1 October 1986, permits the U.S. President to authorize
communications through the Chairman of the Joint Chiefs of Staff, placing the Chairman in the
communications chain of command.

4.2. Department of Defense

With over 1.3 million members in the Regular Forces, another 826,000 in the National Guard and
Reserve Forces, and 742,000 civilian personnel, the Department of Defense is America’s largest
government agency. The mission of the Department of Defense is to provide military forces to
deter war and protect the security of our country. Headquartered at the Pentagon, the Department
of Defense includes the Office of the Secretary of Defense; the Joint Chiefs of Staff; the Joint
Staff; and the Departments of the Army, Navy (including the Marine Corps), and Air Force
(including the Space Force). Furthermore, the Department of Defense includes the unified
combatant commands and forces dedicated to combined commands, defense agencies, and field
activities. As the civilian head of the Department of Defense, the Secretary of Defense reports
directly to the U.S. President.

Secretary of Defense. The Secretary of Defense (SecDef), is appointed by the U.S. President, with
advice and consent of the Senate. The SecDef serves as principal defense policy advisor to the
1 NOVEMBER 2021 AFH 1 91

U.S. President and is responsible for the formulation of general defense policy, policy related to
all matters of direct and primary concern to the Department of Defense, and for the execution of
approved policy. In addition to exercising the operational chain of command between the U.S.
President and the Combatant Commanders, a specific responsibility of the SecDef is to provide
written policy guidance for Department of Defense national security objectives and policies,
military mission priorities, and projected levels for available resources. The SecDef also provides
the Chairman of the Joint Chiefs of Staff with written policy guidance regarding contingency plans.
The Secretaries of the military departments and the Combatant Commanders are provided written
guidelines to direct the effective detection and monitoring of all potential aerial and maritime
threats to the national security of the United States.
The Armed Forces Policy Council. The Armed Forces Policy Council assists in matters requiring
a long-range view, formulates broad defense policy, and advises the Secretary of Defense on
policies, as requested. The Armed Forces Policy Council consists of the Secretary of Defense
serving as the Chairman of the Council; the Deputy Secretary of Defense; Secretaries of the Army,
Navy, and USAF; the Chairman of the Joint Chiefs of Staff; Under Secretary of Defense for
Acquisition and Sustainment, the Under Secretary of Defense for Research and Engineering, the
Under Secretary of Defense for Policy; the Deputy Under Secretary of Defense for Acquisition
and Technology, the Deputy Under Secretary of Defense for Research and Engineering, the
Deputy Under Secretary of Defense for Acquisition and Sustainment; and the Service Chiefs.
Under Secretaries of Defense. There are six Under Secretaries of Defense (Policy; Comptroller;
Personnel and Readiness; Under Secretary of Defense for Acquisition and Sustainment (A&S);
Under Secretary of Defense for Research and Engineering; and Intelligence) who assist the
Secretary of Defense. The Secretary of Defense receives staff assistance through a number of
special agencies, such as the Defense Threat Reduction Agency, Security Service, and Defense
Logistics Agency, which provide special skills, expertise, and advice.
4.3. Joint Staff
The Joint Staff assists members of the Joint Chiefs of Staff in carrying out assigned responsibilities
of strategic direction, unified operation of combatant commands, and integration of all branches
of the military into an efficient force. By law, the direction of the Joint Staff rests exclusively with
the Chairman of the Joint Chiefs of Staff. The Chairman normally manages the Joint Staff through
the Director of the Joint Staff. The Director is selected by the Chairman after consultation with
other members of the Joint Chiefs and with the approval of the Secretary of Defense. The Joint
Staff consists of more than 1,500 military and civilian personnel, composed of approximately equal
numbers of officers from the Army, Navy, USAF, and USSF. Marines make up about 20 percent
of the number allocated to the Navy.
Chairman, Joint Chiefs of Staff. Appointed by the U.S. President, by and with advice and
consent of the Senate, the Chairman of the Joint Chiefs of Staff (CJCS) holds the grade of General
or Admiral. The CJCS outranks all other officers of the U.S. Armed Forces, but may not exercise
military command over the Joint Chiefs of Staff or the U.S. Armed Forces. The CJCS is the
principal military advisor to the U.S. President, the National Security Council, and the Secretary
of Defense. The Secretary of Defense may assign CJCS responsibility for overseeing the activities
of the combatant commands. The CJCS presides over the Joint Chiefs of Staff and objectively
furnishes recommendations and views of the Joint Chiefs to the U.S. President, National Security
Council, or the Secretary of Defense.
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Vice Chairman, Joint Chiefs of Staff. The Vice Chairman of the Joint Chiefs of Staff (VCJCS),
appointed by the U.S. President, by and with advice and consent of the Senate, is a member of the
Joint Chiefs of Staff. The VCJCS performs duties prescribed by the Chairman, with the approval
of the Secretary of Defense. The VCJCS cannot be from the same branch of service as the
Chairman, serves a tour of two years, and may be reappointed for two additional terms. When
required, the VCJCS assumes the role of Acting Chairman in the Chairman’s absence.
Senior Enlisted Advisor to the Chairman. Senior Enlisted Advisor to the Chairman (SEAC), is
designated as the highest senior enlisted position in the U.S. Armed Forces. The SEAC is
appointed to serve as an advisor to the Chairman and the Secretary of Defense on all matters
involving Total Force integration, utilization, health of the force, and joint development for
enlisted personnel. The SEAC also serves as a spokesperson to leaders and organizations on
applicable issues affecting enlisted forces.
Joint Chiefs of Staff. Subject to the authority, direction, and control of the U.S. President and the
Secretary of Defense, members of the Joint Chiefs of Staff serve as advisors to the President,
Secretary of Defense, and the National Security Council. The Joint Chiefs provide the strategic
direction of the U.S. Armed Forces and review major materiel and personnel requirements
according to strategic and logistic requirements, and establish joint doctrine. Members of the Joint
Chiefs of Staff are also responsible for the assignment of logistic responsibilities to the military
services, formulation of policies for joint training, and coordination of military education.
Members of the Joint Chiefs of Staff are the Chairman; Vice Chairman; Chief of Staff of the U.S.
Army; Chief of Naval Operations; Chief of Staff of the USAF; Chief of Space Operations;
Commandant of the Marine Corps; and Chief of the National Guard Bureau. For the Service Chiefs
(Chief of Staff of the Army, Chief of Naval Operations, Chief of Staff of the USAF, Commandant
of the Marine Corps), their Joint Chiefs of Staff duties take precedence over all other duties.
Consequently, as the military heads of their respective services, the Joint Chiefs delegate many
duties to their Vice Chiefs while retaining overall responsibility.
1 NOVEMBER 2021 AFH 1 93

Section 4B—Military Departments

REQUIRED LEVEL OF COMPREHENSION FOR DEVELOPMENT AND PROMOTION
Chapter 4—MILITARY ORGANIZATION AND COMMAND SSgt TSgt MSgt SMSgt CMSgt
Section 4B—Military Departments B B C C C

4.4. Defending the Nation

Since the nation’s birth, our military has had the constitutional duty to ensure national survival,
defend lives and property, and promote vital interests at home and abroad. Jointly, senior military
leaders underwrite the strategy of defending the homeland and assuring allies, while dissuading,
deterring, and defeating enemies. The military departments consist of the Army, Navy (including
the Marine Corps and, in wartime, the Coast Guard), and the USAF (including the Space Force),
as shown in Figure 4.1.
Figure 4.1. U.S. Military Departments.

4.5. General Military Functions

The Secretary of Defense and the Joint Chiefs of Staff established the general and specific
functions (roles and missions) of each branch of the U.S. Armed Forces in the Key West
Agreement of 1948. The latest revision of the Key West Agreement in 1958 states three general
functions of the U.S. Armed Forces: (1) support and defend the U.S. Constitution against all
enemies, foreign and domestic; (2) ensure, by timely and effective military action, the security of
the United States, its possessions, and areas vital to its interests; (3) and uphold and advance the
national policies and interests of the United States. Each service shall observe the general
principles and fulfill the specific functions as established in the Key West Agreement, and make
use of the personnel, equipment, and facilities of the other services in all cases where economy
and effectiveness will be increased.
Functions of the United States Army. The U.S. Army serves as the land-based branch of the U.S.
Armed Forces. The mission of the Army is, “To fight and win our Nation's wars by providing
prompt, sustained land dominance across the full range of military operations and the spectrum of
conflict in support of combatant commanders.” The Army is responsible for the preparation of
land forces necessary for the effective prosecution of war, and for the expansion of peacetime
components of the Army to meet the needs of war. The Army is also responsible for developing
weapons, tactics, technique, organization, and equipment of Army combat and service elements
and coordinating with the Navy and the USAF in all aspects of joint concern, including those
which pertain to amphibious and airborne operations. The specific functions of the Army are to
organize, train, and equip land forces for: (1) operations on land, including joint operations; (2)
the seizure or defense of land areas, including airborne and joint amphibious operations; and (3)
the occupation of land areas.
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Functions of the United States Navy. The mission of the U.S. Navy is to maintain, train, and
equip combat-ready naval forces capable of winning wars, deterring aggression, and maintaining
freedom of the seas. The Navy includes naval combat and service forces, naval aviation, and the
Marine Corps. It is organized, trained, and equipped primarily for prompt and sustained combat at
sea. The Navy is responsible for the preparation of naval forces necessary for the effective
prosecution of war, and for the expansion of the peacetime components of the Navy to meet the
needs of war. U.S. Navy is the largest, most capable navy in the world, with the highest combined
battle fleet tonnage and the world's largest aircraft carrier fleet. The Navy will develop weapons,
tactics, technique, organization, and equipment of naval combat and service elements, coordinating
with the Army and the USAF in all aspects of joint concern, including those which pertain to
amphibious operations. The specific functions of the Navy are to organize, train and, equip naval
forces for; (1) operations at sea, including joint operations; (2) the control of vital sea areas, the
protection of vital sea lanes, and the suppression of enemy sea commerce; (3) the support of
occupation forces as required; (4) the seizure of minor enemy shore positions capable of reduction
by such landing forces as may be comprised within the fleet organization; (5) naval
reconnaissance, antisubmarine warfare, and protection of shipping.
Functions of the United States Marine Corps. The Marine Corps specific functions are: (1) to
provide marine forces with supporting components for service in the seizure or defense of
advanced naval bases and for the conduct of limited land operations in connection therewith; (2)
to develop, in coordination with the Army and the USAF, those phases of amphibious operations
which pertain to the tactics, technique, and equipment employed by landing forces; (3) to provide
detachments and organizations for service on armed vessels of the Navy; (4) to provide security
detachments for protection of naval property at naval stations and bases; and (5) to provide, as
directed by proper authority, such missions and detachments for service in foreign countries as
may be required to support the national policies and interests of the United States. The Marine
Corps will provide, as directed by proper authority, such missions and detachments for service in
foreign countries as may be required to support the national policies and interests of the United
States and will assist the Army and the USAF in the accomplishment of their missions.
Functions of the United States Coast Guard. The U.S. Coast Guard is a military service and a
branch of the U.S. Armed Forces at all times. It is a service in the Department of Homeland
Security except when operating as part of the Navy on declaration of war or when the U.S.
President directs. Major functions of the Coast Guard are to: (1) enforce or assist in the
enforcement of all applicable federal laws on, under, and over the high seas and waters subject to
the jurisdiction of the United States; (2) engage in maritime air surveillance or interdiction to
enforce or assist in the enforcement of the laws of the United States; (3) administer laws and
promulgate and enforce regulations for the promotion of safety of life and property on and under
the high seas and waters subject to the jurisdiction of the United States, covering all matters not
specifically delegated by law to some other executive department; (4) develop, establish, maintain,
and operate, with due regard to the requirements of national defense, aids to maritime navigation,
icebreaking facilities, and rescue facilities for the promotion of safety on, under, and over the high
seas and waters subject to the jurisdiction of the United States; (5) pursuant to international
agreements, develop, establish, maintain, and operate icebreaking facilities on, under, and over
waters other than the high seas and waters subject to the jurisdiction of the United States; (6)
engage in oceanographic research of the high seas and in waters subject to the jurisdiction of the
United States; and (7) maintain a state of readiness to function as a specialized service in the Navy
in time of war, including the fulfillment of Maritime Defense Zone command responsibilities.
1 NOVEMBER 2021 AFH 1 95

Functions of the USAF. The USAF includes all military aviation forces, both combat and service,
not otherwise specifically assigned, and is organized, trained, and equipped primarily for prompt
and sustained air offensive and defensive operations. The USAF is responsible for the preparation
necessary for the effective prosecution of war except as otherwise assigned, and for the expansion
of the peacetime components of the USAF to meet the needs of war. The USAF will provide the
means for coordination of air defense among all services and will assist the Army and Navy in
accomplishment of their missions, including the provision of common services and supplies as
determined by proper authority. The specific functions of the USAF are to organize, train, and
equip air forces for: (1) air operations including joint operations; (2) gaining and maintaining
general air supremacy; (3) establishing local air superiority where and as required; (4) the strategic
force of the United States and strategic air reconnaissance; (5) airlift and support for airborne
operations; (6) air support to land forces and naval forces, including support of occupation forces;
(7) air transport for the U.S. Armed Forces, except as provided by the Navy; and (8) to develop
weapons, tactics, technique, organization and equipment of USAF combat and service elements,
coordinating with the Army and Navy on all aspects of joint concern, including those which pertain
to amphibious and airborne operations.
Functions of the United States Space Force. The Department of the Air Force is composed of
air, space, and cyberspace forces, both combat and support, not otherwise assigned. The USAF
and Space Force are the nation’s principal air and space forces, and are responsible for the
preparation of forces necessary for the effective prosecution of war. The Department of the Air
Force shall organize, train, equip, and provide air, space, and cyberspace forces for the conduct
of prompt and sustained combat operations, military engagement, and security cooperation in
defense of the nation, and to support the other Military Services and joint forces. The USAF and
Space Force will provide the nation with global vigilance, global reach, and global power in the
form of in-place, forward-based, and expeditionary forces possessing the capacity to deter
aggression and violence by state, non-state, and individual actors to prevent conflict, and, should
deterrence fail, prosecute the full range of military operations in support of U.S. national
interests. The Space Force, within the Department of the Air Force, shall develop concepts,
doctrine, tactics, techniques, and procedures and organize, train, equip, and provide forces to
perform the following specific functions: (1) provide freedom of operation for the United States
in, from, and to space. (2) provide prompt and sustained space operations. (3) protect the
interests of the United States in space. (4) deter aggression in, from, and to space. (5) conduct
space operations.
1 NOVEMBER 2021 AFH 1 96

Section 4C—Military Command Structure

REQUIRED LEVEL OF COMPREHENSION FOR DEVELOPMENT AND PROMOTION
Chapter 4—MILITARY ORGANIZATION AND COMMAND SSgt TSgt MSgt SMSgt CMSgt
Section 4C—Military Command Structure B B C C C

4.6. Combined Commands

Combined commands consist of forces from more than one allied nation. Since combined
commands are binational or multinational, their missions and responsibilities (including command
responsibilities) must establish, assign, and conform to binational and multinational agreements.
Normally, a combined command operates under the terms of a treaty, alliance, or bilateral
agreement between or among the nations concerned. Examples of multinational commands are:
North American Aerospace Defense Command, Combined Forces Command Korea, and Allied
Command Operations.

4.7. Unified Combatant Commands

The U.S. President, assisted by the Chairman of the Joint Chiefs of Staff through the Secretary of
Defense, establishes unified combatant commands for the performance of military missions.
Unified combatant commands have a broad, continuing mission composed of forces from two or
more military departments. All units assigned to a unified combatant command remain under the
combatant command authority of the unified combatant command commander and the
administrative control authority of the respective service component commander. The combatant
commander deploys, directs, controls, and coordinates the action of the command’s forces;
conducts joint training exercises; and controls certain support functions. Once assigned to a unified
combatant command, a force cannot be transferred except by authority of the Secretary of Defense
or under special procedures with approval of the U.S. President.
Unified Command Plan. The Unified Command Plan is an unclassified executive branch
document prepared by the Chairman of the Joint Chiefs of Staff that assigns missions; planning,
training, and operational responsibilities; and geographic areas of responsibilities to combatant
commands. The Unified Command Plan has a significant impact on how combatant commands
are organized, trained, and resourced—areas over which Congress has constitutional authority.
The plan is reviewed and updated every two years.

4.8. Combatant Command Organization

There are currently 11 combatant commands, as shown in Figure 4.2. They are organized
geographically or functionally. Geographic combatant commands operate in clearly delineated
areas of responsibility and have a distinctive regional military focus. Geographic unified
combatant commands include: U.S. Africa Command, U.S. Central Command, U.S. European
Command, U.S. Northern Command, U.S. Indo-Pacific Command, and U.S. Southern Command.
Functional combatant commands operate world-wide across geographic boundaries and provide
unique capabilities to geographic combatant commands and the services. Functional unified
combatant commands include: U.S. Special Operations Command, U.S. Strategic Command, U.S.
Cyber Command, U.S. Transportation Command, and U.S. Space Command.
1 NOVEMBER 2021 AFH 1 97

Figure 4.2. Combatant Commands.

United States Africa Command. United States Africa Command (USAFRICOM) headquarters
is located at Kelley Barracks, Stuttgart, Germany. USAFRICOM is responsible for military
relations with African nations, the African Union, and African regional security organizations. It
protects and defends the interests of the United States by strengthening the defense capabilities of
African nations and, in cooperation with African governments, conducts military missions that
increase security while deterring and defeating a variety of transnational threats.
United States Central Command. United States Central Command (USCENTCOM)
headquarters is located at MacDill Air Force Base, Florida. USCENTCOM is responsible for
operations in 20 countries that fall in the “central” area of the globe, to include countries in the
Middle East, parts of Northern Africa, and Central Asia. USCENTCOM utilizes national and
international partnerships to build cooperation among nations, respond to crises, deter and defeat
threats, and support development that ultimately increases stability in the region.
United States European Command. United States European Command (USEUCOM)
headquarters is located at Patch Barracks, Stuttgart, Germany. USEUCOM works closely with
countries in the North Atlantic Treaty Organization and other partner nations to address the
security and defense needs of nations in Europe, parts of the Middle East, and Eurasia. USEUCOM
coordinates with these nations to find cooperative solutions in peace and wartime alike, to plan
training missions, provide humanitarian assistance, and develop strategies for promoting peace
and stability in the region.
United States Northern Command. United States Northern Command (USNORTHCOM)
headquarters is located at Peterson Air Force Base, Colorado. USNORTHCOM operates in the
area of responsibility encompassing the Continental United States, Alaska, Mexico, Canada,
portions of the Caribbean, and surrounding waters. USNORTHCOM is primarily responsible for
civil support and homeland security. The Commander of USNORTHCOM is designated as the
Commander of U.S. Element, North American Aerospace Defense (NORAD) Command and
Commander of NORAD Command when a United States officer fulfills that role.
Indo-Pacific Command (vice Pacific Command). United States Indo-Pacific Command
(USINDOPACOM) headquarters is located at Camp H.M. Smith, Hawaii. USINDOPACOM
oversees an area of responsibility stretching from the western shores of the United States to the
western border of India, and from Antarctica to the Aleutian Islands, encompassing 36 diverse
nations. USINDOPACOM and its partners work to promote the development of the region while
cooperating to enhance security, deter aggression, respond with force when necessary, provide
humanitarian assistance associated with illicit trafficking, and conduct multinational military
exercises designed to strengthen partnerships while developing collective capabilities.
1 NOVEMBER 2021 AFH 1 98

United States Southern Command. United States Southern Command (USSOUTHCOM)

headquarters is located at Miami, Florida. USSOUTHCOM oversees an area of responsibility
encompassing 31 nations in Latin America south of Mexico, Central and South America, and the
Caribbean Sea. USSOUTHCOM works to increase the security of the United States by engaging
its partners to enhance the peacekeeping abilities of the region, promote human rights, deter illegal
activities associated with illicit trafficking, and conduct multinational military exercises designed
to strengthen partnerships while developing collective capabilities.
United States Special Operations Command. United States Special Operations Command
(USSOCOM) headquarters is located at MacDill Air Force Base, Florida. USSOCOM is
responsible for planning and conducting special operations. It offers direct action in the form of
short duration strikes and small-scale offensives, special reconnaissance, unconventional warfare,
foreign internal defense, civil affairs operations, counterterrorism, psychological operations,
information operations, counter-proliferation of weapons of mass destruction, security force
assistance, counterinsurgency operations, and any specific activities directed by the U.S. President
or the Secretary of Defense.
United States Strategic Command. United States Strategic Command (USSTRATCOM)
headquarters is located at Offutt Air Force Base, Nebraska. USSTRATCOM conducts global
operations in partnership with other combatant commands, services, and U.S. Government
agencies, to deter and detect strategic attacks against the United States. USSTRATCOM is
responsible for command of nuclear capabilities, space operations, global strike, joint
electromagnetic spectrum operations, and global missile defense.
United States Cyber Command. United States Cyber Command (USCYBERCOM) headquarters
is located at Fort Meade, Maryland. USCYBERCOM is responsible for achieving and maintaining
cyberspace superiority in alignment with the National Security Strategy and National Defense
Strategy as a critical component of advancing national interests.
United States Transportation Command. United States Transportation Command
(USTRANSCOM) headquarters is located at Scott Air Force Base, Illinois. USTRANSCOM
provides the Department of Defense with an aggregate of transportation capabilities and assets.
Together with commercial partnerships, USTRANSCOM enables a diverse array of joint mobility.
United States Space Command. United States Space Command conducts operations in, from
and to space to deter conflict, and, if necessary, defeat aggression, deliver space combat power for
the Joint/Combined Force and defend U.S. vital interests with allies and partners. Ultimately,
space combat power is how United States Space Command ensures there is never a day without
space.

4.9. USAF Service Component to a Combatant Commander

In compliance with Title 10 United States Code, Armed Forces, and the Unified Command Plan,
the Secretary of the Air Force, in accordance with direction of the Secretary of Defense, selects
and assigns Air Force Forces to Air Force Service Component Commands, commanded by a
Commander, Air Force Forces (COMAFFOR). The COMAFFOR is under the operational branch
authority (also called operational control or OPCON) of the combatant commander to whom he or
1 NOVEMBER 2021 AFH 1 99

she is assigned, and under the administrative branch authority (also called administrative control
or ADCON) of the Secretary of the Air Force. Further details can be found in AFI 38-101,
Manpower and Organization, 29 August 2019.
1 NOVEMBER 2021 AFH 1 100

Section 4D—USAF Total Force

REQUIRED LEVEL OF COMPREHENSION FOR DEVELOPMENT AND PROMOTION
Chapter 4—MILITARY ORGANIZATION AND COMMAND SSgt TSgt MSgt SMSgt CMSgt
Section 4D—USAF Total Force B B C C C

4.10. One Team

The USAF Total Force is one team - the USAF. It is comprised of military and civilian members
(including contractors), serving within three components: the RegAF, USAF Reserve, and Air
National Guard. Each component brings unique talents and capabilities that must be integrated to
perform the USAF mission. Elevated requirements and the demands of recurring deployments of
the Air National Guard and USAF Reserve over the past few decades have transformed a
traditionally strategic Reserve Force into a force that provides operational capability, strategic
depth, and surge capacity. Airpower cannot be applied efficiently and effectively without the
contributions of each component working together.
RegAF, Reserve, and Guard Airmen have deployed and fought as one team for decades, and are
nearly indistinguishable on the battlefield. Additionally, civilian Airmen work side by side daily
with their military counterparts, and are critical to mission success. Civilian employees provide
invaluable experience, continuity, and leadership in all mission sets, and contribute a viewpoint
that expands the USAF perspective and enhances our capability to solve problems, adapt to new
challenges, and achieve mission success.
Leveraging the strength of the Total Force maximizes the use and synergy of agile Airmen and
resources. Organizations designed under Total Force integration share equipment, facilities, and
resources to carry out a common mission. Under a classic association, the Regular Component is
the host unit, retaining weapon system responsibility, while sharing the mission with a Reserve or
Guard tenant unit. Under an active association, the Reserve or Guard unit is host, with a Regular
Component tenant. Integrating with the Regular Component in this way yields numerous
synergistic benefits to the USAF’s strength, including an improved ability to respond with surge
capacity at a moment’s notice.

4.11. Air Reserve Component

The Air National Guard and USAF Reserve form a significant part of our aerospace capability as
the Air Reserve Component. Forces are drawn from the Air Reserve Component when
circumstances require the RegAF to rapidly deploy. Air Reserve Components are staffed and
trained to meet the same training standards and readiness levels as RegAF Component Forces and
are supplied with the same equipment on an equal priority. The RegAF can only withdraw, divert,
or reassign equipment for other commitments with the Secretary of Defense’s written approval.
To ensure responsiveness and combat readiness, Air Reserve Components are continuously
evaluated and modernized. Air Reserve Component units are sometimes separated to take
advantage of state or regional demographics and are not centralized at major, multi-squadron
bases, as is the case with RegAF resources. This exception is beneficial because it implements a
strong relationship with the civilian community and builds public support for the USAF as a whole.
Command of non-mobilized USAF Reserve units is exercised through the Commander, USAF
Reserve Command, who, in turn, is responsible to the Chief of Staff of the Air Force. Command
of non-mobilized USAF Reserve individual mobilization augmentees is exercised concurrently
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through USAF Reserve Command and the unit of attachment. Whenever the U.S. President
authorizes mobilization, the Secretary of Defense delegates authority to the services. In that case,
the USAF would be authorized to call Air National Guard and USAF Reserve Forces to RegAF
status. When activated, operational command of Air Reserve Components transfers to the gaining
commander, who is also responsible for establishing training resources for all assigned or attached
Air Reserve Components. Note: The seven Reserve Components of the U.S. Armed Forces are:
Army National Guard, Army Reserve, Navy Reserve, Marine Corps Reserve, Air National Guard,
USAF Reserve, and Coast Guard Reserve.
Air National Guard. The National Guard Bureau is a joint activity of the Department of Defense,
located in the Pentagon. As one of the Reserve Components of the U.S. Armed Forces, the Air
National Guard is often called upon to augment the RegAF Components in the performance of
their missions. The Air National Guard has more than 105,000 officers and enlisted members who
serve in 90 flying units and 579 mission support units. The primary sources of full-time support
for Air National Guard units are the dual-status military technicians. These personnel perform day-
to-day organization, administration, recruitment, instruction, training, and maintenance support for
the unit. By law, dual-status military technicians are civil service employees of the federal
government who must be military members of the unit that employs them. Technicians train with
the unit and are mobilized with the unit when federalized.
Dual Federal and State Mission. The Air National Guard’s dual federal and state mission, a
provision of the U.S. Constitution, results in each Guardsman holding membership in the National
Guard of his or her state and in the U.S. National Guard. The Air National Guard's federal mission
is to maintain well-trained, well-equipped units available for prompt mobilization during war, and
provide assistance during national emergencies, such as natural disasters or civil disturbances.
During peacetime, the combat-ready units and support units are assigned to most major commands
to carry out missions compatible with training, mobilization readiness, humanitarian, and
contingency operations.
When Air National Guard units are not mobilized or under federal control, command jurisdiction
for these units is vested in the governor of the state, commonwealth, or possession. As the
Governor of the District of Columbia, the U.S. President has command jurisdiction over Air
National Guard units. The U.S. President delegates this authority to the Secretary of the Army as
Governor of the District of Columbia. Each of the 54 National Guard organizations is supervised
by the adjutant general of the state or territory. Under state law, the Air National Guard provides
protection of life and property, and preserves peace, order, and public safety. These missions are
accomplished through emergency relief support during natural disasters; search and rescue
operations; support to civil defense authorities; maintenance of vital public services; and
counterdrug operations. For more information on the Air National Guard, go to:
[Link]
USAF Reserve. The Chief of USAF Reserve, HAF, Pentagon, serves as the principal advisor on
reserve matters to the Secretary of the Air Force and Chief of Staff of the Air Force. The USAF
Reserve consists of officers, enlisted, and civil servants who are tasked, by law, to fill the needs of
the U.S. Armed Forces whenever more units and people are required than are available within the
RegAF. More than 835,300 people make up the Ready, Standby, and Retired Reserve. This
includes nearly 70,300 Selected Reservists who are “ready-now” for participating in every job
specialty and on the front lines of daily military operations around the globe. The USAF Reserve
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is a combat-ready force, stationed at over 66 locations throughout the United States, and serving
globally for every combatant command in air, space, and cyberspace.
Today and in recent years, Reservists have supported every USAF core function and every
combatant commander around the world. USAF Reservists safeguard nuclear weapons and guide
global positioning satellites. Reservists fly remotely piloted aircraft in combat half a world away,
track hurricanes out at sea, and bring medical supplies and food into disaster areas to save lives.
Spanning six and a half decades, with the last two decades of continuous combat, the USAF
Reserve has fulfilled the legacy of early air pioneers and exceeded the potential seen by the
visionaries who created it. For more information on the USAF Reserve, go to:
[Link]
4.12. Civil Air Patrol/USAF Auxiliary
The Civil Air Patrol (CAP) is a congressionally chartered, non-profit corporation under 36 U.S.C.
§ 40301. CAP is also designated the volunteer civilian auxiliary of the USAF when CAP services
are utilized by any department or agency of the Federal government. The Secretary of the Air
Force can employ the services of CAP in lieu of, or to supplement, USAF resources to fulfill the
non-combat programs and missions of the USAF. As a Total Force partner, when approved and
assigned by the USAF, CAP conducts missions as Airmen of the USAF Auxiliary, aligned under
Air Combat Command for fiscal and operational oversight and utilization. CAP has over 55,000
senior member and cadet volunteers, maintains a fleet of over 550 aircraft and over 1000 vehicles,
manages multiple nationwide communications capabilities, and maintains a state-of-the-art cell
phone forensics cell.
Three primary programs managed by CAP involve emergency services and civil support,
aerospace education, and cadet programs. The emergency services and civil support programs
maintain the ability to meet USAF requirements to assist federal, state, local, and non-
governmental organizations during routine and emergency situations in support of homeland
security operations, consequence management, and search and rescue. Aerospace education
provides aviation-focused materials for both senior and cadet members, as well as the general
public. The cadet program is designed to motivate American youth to become responsible citizens
through aviation-centered activities.
CAP is organized into eight geographic regions led by regional commanders, and 52 state-level
wings, to include the District of Columbia, and Puerto Rico / U.S. Virgin Islands. Approximately
1,400 total individual units comprise the lower-level echelons within the state-level wings. Note:
The four civilian auxiliaries of the U.S. Armed Forces are: Civil Air Patrol, Coast Guard Auxiliary,
Merchant Marine, and Military Auxiliary Radio System.
4.13. Air Force Junior Reserve Officer Training Corps
The Air Force Junior Reserve Officer Training Corps (AFJROTC) mission is to develop citizens
of character dedicated to serving the nation and community. The AFJROTC program is a Title 10
United States Code, Armed Forces, mandated citizenship training program open to 9th-12th grade
students that provides leadership training and an aerospace science program for high school
students to explore the historic and scientific aspects of aerospace technology and teaches self-
reliance, self-discipline, and other characteristics found in good leaders. These objectives are
achieved through classroom education and instruction in air and space fundamentals and hands-on
learning opportunities in a number of fun and challenging extra-curricular activities. Secondary
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school students who enroll in the AFJROTC program are offered a wide variety of curricular and
extra-curricular activities.
The AFJROTC staff includes 31 personnel assigned to headquarters and more than 1,900 retired
USAF officer and enlisted military instructors. There are 870 AFJROTC units representing the Air
and Space Forces (approximately 860 represent the USAF while the other 10 represent the Space
Force) with nearly 120,000 cadets in high schools across the United States and selected
Department of Defense dependent schools in Europe and the Pacific, as well as public schools in
Puerto Rico and Guam. The AFJROTC program is not a recruiting or accession tool for the military
services as students who participate in the program incur no military service obligation.
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Section 4E—USAF Structure

REQUIRED LEVEL OF COMPREHENSION FOR DEVELOPMENT AND PROMOTION
Chapter 4—MILITARY ORGANIZATION AND COMMAND SSgt TSgt MSgt SMSgt CMSgt
Section 4E—USAF Structure B B C C C

4.14. Department of the United States Air Force

Title 10 United States Code, Armed Forces, provides specified duties, responsibilities, and legal
obligations of the Department of the Air Force. The USAF’s mission is to fly, fight, and
win…airpower anytime, anywhere. The Department of the Air Force (DAF) is comprised of the
secretariat (including the Secretary of the Air Force and the Secretary’s principal staff), HAF and
field units, and Headquarters Space Force and field units. It is responsible for preparing the air,
space and cyber forces necessary for the effective prosecution of war and military operations short
of war for the expansion of the peacetime components of the USAF and Space Force to meet the
needs of war. DAF consists of three major entities: the Secretariat (including the Secretary of the
Air Force and the Secretary’s principal staff) and the Air Staff (headed by the Chief of Staff of the
Air Force), and the Space Staff (headed by the Chief of Space Operations). Field units are the
component organizations within the USAF and Space Force.
USAF Distinctive Capabilities. To achieve strategic, operational, and tactical objectives
unhindered by time, distance, and geography, the USAF employs six distinctive capabilities: Air
and Space Superiority, Global Attack, Rapid Global Mobility, Precision Engagement, Information
Superiority, and Agile Combat Support.
USAF Primary Functions. In addition to general and specific functions of the military branches
outlined in the Key West Agreement, there are also primary functions of the branches. The primary
functions of the USAF include, but are not limited to organizing, training, equipping, and
providing forces for prompt and sustained combat operations in the air and space; strategic air and
missile warfare; joint amphibious, space, and airborne operations; close air support and air logistic
support to the other branches of service; operating air and space lines of communication; support
and conduct of psychological operations; and equipment, forces, procedures, and doctrine
necessary for effective electronic warfare operations.
As stated in AFI 1-1, the USAF will be a trusted and reliable joint partner with our sister services
known for integrity in all activities, including supporting the joint mission first and foremost. We
will provide compelling air, space, and cyber capabilities for use by the combatant commanders.
We will excel as stewards of all USAF resources in service to the American people, while
providing precise and reliable Global Vigilance, Global Reach, and Global Power for the nation.
Secretary of the Air Force. The Secretary of the Air Force (SecAF) is a civilian appointed by the
U.S. President, by and with the advice and consent of the Senate. The SecAF is the head of the
Department of the Air Force and is subject to the authority, control, and direction of the Secretary
of Defense. Responsibilities of the SecAF include recruiting, organizing, supplying, equipping
(including research and development), training, servicing, mobilizing, demobilizing, and
administering personnel (morale and welfare programs); maintaining, constructing, outfitting, and
repairing military equipment; constructing, maintaining, and repairing buildings, structures, and
utilities; and acquiring real property and interests in real property.
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4.15. Levels of Command and Responsibility

Chief of Staff of the Air Force. The Chief of Staff of the Air Force (CSAF) is a USAF General
Officer appointed for four years by the U.S. President, by and with the advice and consent of the
Senate. The CSAF is subject to the authority, direction, and control of the Secretary of the Air
Force, and presides over the Air Staff. The CSAF acts as an agent in carrying out recommendations
or plans by the Secretary, and exercises supervision consistent with the authority assigned to
commanders of unified or specified combatant commands and organizations of the USAF. As a
member of the Joint Chiefs of Staff, the CSAF informs the Secretary of the Air Force regarding
military advice rendered by the Joint Chiefs of Staff on matters affecting the Department of the
Air Force to the extent that such action does not impair the independence or performance of
required duties as a member of the Joint Chiefs of Staff.
Air Staff. The function of the Air Staff is to assist the Secretary of the Air Force in carrying out
his or her responsibilities. The Air Staff is composed of the Chief of Staff, Vice Chief of Staff,
Deputy Chiefs of Staff, Assistant Chiefs of Staff, Surgeon General of the Air Force, The Judge
Advocate General of the Air Force, Chief of the Air Force Reserve, and other USAF and civilian
employees in the Department of the Air Force assigned or detailed to the Air Staff. Responsibilities
are organized based on function and identified with office symbol codes. The USAF office symbol
codes are provided here.
A1 – Manpower, Personnel, and Services
A2 – Intelligence, Surveillance, and Reconnaissance
A3 – Operations
A4 – Logistics, Engineering, and Force Protection
A5 – Plans and Requirements
A6 – Communications
A8 – Strategic Plans and Programs
A10 – Strategic Deterrence and Nuclear Integration (as designated by USAF)
Field Operating Agencies. Field Operating Agencies (FOA) are USAF subdivisions directly
subordinate to a HAF functional manager. A FOA performs field activities beyond the scope of
major commands. The activities are specialized or associated with a USAF-wide mission and do
not include functions performed in management headquarters (such as Headquarters Air Mobility
Command), unless specifically directed by a Department of Defense authority. Two examples of
FOAs are the Air Force Personnel Center and the Air Force Office of Special Investigations.
Direct Reporting Units. Direct Reporting Units (DRU) are USAF subdivisions directly
subordinate to the Chief of Staff of the Air Force. A DRU performs a mission that does not fit into
any of the major commands, but has many of the same administrative and organizational
responsibilities. Two examples of DRUs are the Air Force District of Washington and the USAF
Academy. Note: The Air Force District of Washington (AFDW), headquartered at Joint Base
Andrews, Maryland, is a DRU to HAF, reporting to the Chief of Staff of the Air Force. AFDW
was reactivated in 2005 to address three broad objectives: align the USAF command structure in
the National Capital Region (NCR) and abroad; improve USAF support to the Joint Force
1 NOVEMBER 2021 AFH 1 106

Headquarters-NCR (JFHQ-NCR); and designate a single voice for USAF cross-service issues in
the NCR.
AFDW serves as the USAF Service Component for coordination purposes to JFHQ-NCR and the
supporting command to the Defense Health Agency National Capital Region Medical Directorate.
When the JFHQ-NCR transitions to the Joint Task Force NCR (JTF-NCR), the 320th Air
Expeditionary Wing (320 AEW) activates and becomes the USAF Service Component of JTF-
NCR. When activated, the Commander of AFDW is dual-hatted as the Commander, 320 AEW.
Air Force Mission Directive 13 delineates missions and clarifies assigned duties applicable to
AFDW in both its worldwide USAF role and its JTF-NCR USAF Service Component role.
Major Commands. Major commands (MAJCOM) are organized functionally in the United States
and geographically overseas. A MAJCOM, as shown in Figure 4.3., represents a major USAF
subdivision having a specific portion of the USAF mission. Each MAJCOM is directly subordinate
to HAF. MAJCOMs are interrelated and complementary, providing offensive, defensive, and
support elements. An operational command consists (in whole or in part) of strategic, tactical,
space, or defense forces, or of flying forces that directly support such forces. A support command
may provide supplies, weapon systems, support systems, operational support equipment, combat
material, maintenance, surface transportation, education and training, special services, and other
supported organizations. Within the USAF MAJCOM structure, there are two specialized types of
MAJCOMs: Lead MAJCOMs and Component MAJCOMs.
Figure 4.3. Major Commands.

Lead MAJCOM. A Lead MAJCOM is the type of MAJCOM that consolidates responsibilities
for a particular function in a single MAJCOM, supporting the entire USAF, as applicable. For
example, Air Education and Training Command is the Lead MAJCOM for education and training
for the USAF.
Component MAJCOM. A Component MAJCOM (C-MAJCOM) is the type of MAJCOM that
is the USAF Component to a unified combatant command. A C-MAJCOM is commanded by the
Commander of Air Force Forces and includes supporting staff, one or more Component Numbered
Air Forces (through which it presents its forces to the combatant commander), and all assigned
and attached forces. The C-MAJCOM integrates, at the strategic level, component activities across
all phases of conflict. An example of a C-MAJCOM is Pacific Air Forces, the USAF Component
to United States Indo-Pacific Command. For additional information on component relationships
and roles, refer to AF Doctrine Volume 1, Command, AF Doctrine Annex 3-30, Command and
Control, and AFI 38-101. Note: A MAJCOM can be both a Lead MAJCOM and a C-MAJCOM.
1 NOVEMBER 2021 AFH 1 107

Air Combat Command. Air Combat Command (ACC), was activated as a MAJCOM on 1 June
1992, and is headquartered at Joint Base Langley-Eustis, Virginia. ACC is the primary provider of
air combat forces to America's warfighting commanders. ACC’s mission is to support global
implementation of the national security strategy by operating fighter, bomber, reconnaissance,
battle-management, and electronic-combat aircraft. It also provides command, control,
communications, and intelligence systems, and conducts global information operations. ACC
organizes, trains, equips, and maintains combat-ready forces for rapid deployment and
employment while ensuring strategic air defense forces are ready to meet the challenges of
peacetime air sovereignty and wartime air defense. Additionally, ACC develops strategy, doctrine,
concepts, tactics, and procedures for airpower employment. The command provides conventional
and information warfare forces to all unified commands to ensure air, space, and information
superiority for warfighters and national decision-makers. The command can be called upon to
assist national agencies with intelligence, surveillance, and crisis response capabilities. ACC also
has responsibility for inland search and rescue operations in the 48 contiguous states. Overall,
ACC operates more than 1,300 aircraft, 34 wings, 19 bases, and has more than 70 worldwide
operating locations with 94,000 Total Force members.
Air Mobility Command. Air Mobility Command (AMC) was activated as a MAJCOM on 1 June
1992, is headquartered at Scott Air Force Base, Illinois, and is the USAF Component to U.S.
Transportation Command. AMC’s mission is to provide global air mobility, the right effects, right
place, right time. The command plays a crucial role in providing humanitarian support at home
and around the world, and provides airlift and aerial refueling for all U.S. Armed Forces. Many
special duty and operational support aircraft and stateside aeromedical evacuation missions are
assigned to AMC. This rapid, flexible, and responsive force promotes stability in regions by
keeping America’s capability and character highly visible. Overall, AMC has one Numbered Air
Force, 17 wings, two airlift groups, and one air base group. AMC has nearly 133,700 Total Force
members who make the command's rapid global mobility operations possible.
Pacific Air Forces. Pacific Air Forces (PACAF) was activated as a MAJCOM on 3 August 1944,
is headquartered at Joint Base Pearl Harbor-Hickam, Hawaii, and is the USAF Component of U.S.
Indo-Pacific Command. PACAF’s mission is to deliver rapid and precise air, space, and
cyberspace capabilities to protect and defend the United States, its territories, allies, and partners;
provide integrated air and missile warning and defense; promote interoperability throughout the
area of responsibility; maintain strategic access and freedom of movement across all domains; and
respond across the full spectrum of military contingencies to restore regional security.
PACAF's area of responsibility is home to 60 percent of the world's population in 36 nations across
52 percent of the Earth's surface and 16 time zones, with more than 1,000 languages spoken. The
unique location of the strategic triangle (Hawaii-Guam-Alaska) gives our Nation persistent
presence and options to project airpower from sovereign territory. PACAF’s Airmen are postured
to deploy at any given time in support of overseas contingency operations, many participating in
non-traditional missions, such as convoy and detainee operations. Overall, PACAF has
approximately 46,000 military and civilian personnel serving in nine strategic locations and
numerous smaller facilities, primarily in Hawaii, Alaska, Japan, Guam, and the Republic of Korea.
Approximately 320 fighter, tanker, cargo, air battle management, surveillance, rescue, and attack
aircraft are assigned to the command with approximately 100 additional deployed aircraft rotating
on Guam.
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United States Air Forces in Europe & Air Forces Africa. United States Air Forces in Europe &
Air Forces Africa (USAFE-AFAFRICA) was activated as a MAJCOM on 20 April 2012 and is
headquartered at Ramstein Air Base, Germany. USAFE-AFAFRICA is a combined organization
that provides two separate combatant commands. USAFE is the USAF Service Component to U.S.
European Command, and AFAFRICA is the USAF Service Component to U.S. Africa Command.
Both USAFE and AFAFRICA, which function together as a blended USAFE-AFAFRICA staff,
are commanded by the same General Officer in two different billets.
USAFE-AFAFRICA plans, conducts, controls, coordinates, and supports air and space operations
in Europe, parts of Asia, and all of Africa with the exception of Egypt, to achieve United States
and North Atlantic Treaty Organization objectives. As part of its mission, USAFE-AFAFRICA
commands USAF units maintaining combat-ready wings based from Great Britain to Turkey.
USAFE-AFAFRICA directs air operations in a theater spanning three continents, covering more
than 19 million square miles, containing 104 independent states, possessing more than a quarter
of the world's population, and producing more than a quarter of the world's gross domestic product.
Its role in Europe and Africa has expanded from war-fighting to humanitarian and peacekeeping
operations, as well as other non-traditional contingencies throughout its area of responsibility.
Overall, USAFE-AFAFRICA consists of one Numbered Air Force, seven main operating bases,
and 114 geographically separated locations. More than 35,000 Total Force members are assigned
to USAFE-AFAFRICA. Equipment assets include about 217 aircraft and a full complement of
conventional weapons.
Air Education and Training Command. Air Education and Training Command (AETC) was
activated as a MAJCOM on 1 July 1993 and is headquartered at Joint Base San Antonio-Randolph,
Texas. AETC’s mission is to recruit, train, and educate Airmen to deliver airpower for America.
AETC develops America’s young men and women who have volunteered to serve their country,
into Airmen, motivating them to embrace the USAF culture by teaching (by our example) the
USAF and USSF core values. AETC’s training mission makes it the first command to touch the
lives of nearly every USAF member. Over the years, more than 25 million students have graduated
from AETC. Overall, AETC includes USAF Recruiting Service, two Numbered Air Forces and
the Air University. AETC operates 12 major installations and supports tenant units on numerous
bases across the globe.
Air Force Materiel Command. Air Force Material Command (AFMC) was activated as a
MAJCOM on 1 July 1992 and is headquartered at Wright-Patterson Air Force Base, Ohio.
AFMC’s mission is to equip the USAF for world-dominant airpower. AFMC delivers war-winning
expeditionary capabilities to the warfighter through development and transition of technology,
professional acquisition management, exacting test and evaluation, and world-class sustainment
of all USAF weapon systems. AFMC fulfills its mission of equipping the USAF with the best
weapon systems through the Air Force Research Laboratory and several unique centers which are
responsible for the “cradle-to-grave” oversight for aircraft, electronic systems, missiles, and
munitions. AFMC employs a highly professional and skilled command work force of some 80,000
Total Force members.
Air Force Special Operations Command. Air Force Special Operations Command (AFSOC)
was activated as a MAJCOM on 22 May 1990, is headquartered at Hurlburt Field, Florida, and is
the USAF Component of U.S. Special Operations Command. AFSOC’s mission is to provide our
Nation’s specialized airpower, capable across the spectrum of conflict…any place, anytime,
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anywhere. AFSOC provides highly trained, rapidly deployable Airmen for global special
operations missions ranging from precision application of firepower to infiltration, exfiltration,
resupply, and refueling of operational elements for worldwide deployment and assignment to
regional unified commands. The command's core missions include battlefield air operations; agile
combat support; aviation foreign internal defense; information operations/military information
support operations; precision strike; specialized air mobility; command and control; and
intelligence, surveillance, and reconnaissance. AFSOC’s priorities are to ensure readiness to
execute global special operations today, transform our force and fleet to maintain relevance
tomorrow, and invest in the resiliency of our force, family, and relationships always.
The Air Force Special Operations Air Warfare Center, headquartered at Hurlburt Field, Florida,
organizes, trains, educates, and equips forces to conduct special operations missions; leads
MAJCOM irregular warfare activities; executes special operations test and evaluation and lessons
learned programs; and develops doctrine, tactics, techniques, and procedures for Air Force special
operations missions. AFSOC’s special tactics squadrons combine combat controllers, special
operations weathermen, pararescuemen, and tactical air control party specialists with other
services to form versatile joint special operations teams. AFSOC has more than 19,500 Total Force
members assigned, and operates multiple fixed-wing and rotary-wing assets.
Air Force Global Strike Command. Air Force Global Strike Command (AFGSC) was activated
as a MAJCOM on 7 August 2009, is headquartered at Barksdale Air Force Base, Louisiana, and
is one of two USAF Service Components of U.S. Strategic Command. AFGSC’s mission is to
provide strategic deterrence, global strike, and combat support…anytime, anywhere. AFGSC is
responsible for the nation's three intercontinental ballistic missile wings, the USAF’s entire
bomber force, the Long Range Strike Bomber Program, and operational and maintenance support
to organizations within the nuclear enterprise. AFGSC is the guardian of the most powerful
weapons on the planet, and is the force provider for two legs of the nuclear triad. AFGSC’s
intercontinental ballistic missile force is postured around the clock to answer the U.S. President’s
call, just as it has been for over 50 years. AFGSC’s bomber fleet remains prepared and equipped
for nuclear deterrence and conventional global strike. Approximately 31,000 professionals are
assigned to two Numbered Air Forces, nine wings, two geographically-separated squadrons, one
detachment in the Continental United States, and deployed around the globe.
Air Force Reserve Command. Air Force Reserve Command (AFRC) was activated as a
MAJCOM on 17 February 1997, and is headquartered at Robins Air Force Base, Georgia. AFRC’s
mission is to provide combat-ready forces to fly, fight, and win. AFRC provides the USAF
approximately 20 percent of the Total Force for about 5 percent of the manpower budget.
Capabilities include nuclear deterrence operations; air, space, and cyberspace superiority;
command and control; global integrated intelligence surveillance reconnaissance; global precision
attack; special operations; rapid global mobility; and personnel recovery. AFRC also perform
space operations, aircraft flight testing, aerial port operations, civil engineering, security forces,
military training, communications, mobility support, transportation, and services missions. The
commander of AFRC is responsible for organizing, training, and equipping all USAF Reserve
units. Overall, AFRC is composed of three Numbered Air Forces, a Force Generation Center, the
Air Reserve Personnel Center, 35 wings, 10 independent groups, various mission support units,
and additional miscellaneous locations and ranges. AFRC has nearly 74,718 Total Force members
assigned to accomplish the demands of its diverse mission.
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4.16. Subordinate Levels of Command and Responsibility

Below MAJCOMs are several structured subordinate levels of command, each with an established
purpose and assigned responsibilities to be carried out respectively, as briefly described here. For
additional details on USAF levels of command, refer to AFI 38-101.
Numbered Air Force. The Numbered Air Force (NAF) is an administrative level of command
directly under a MAJCOM. NAFs provide intermediate level operational leadership and
supervision. They do not have complete functional staffs. In non-component NAFs, the number of
personnel assigned varies but should not exceed 99 manpower authorizations without an approved
waiver. A NAF is assigned subordinate units, such as wings, groups, and squadrons.
USAF Component Numbered/Named Air Forces. A Component NAF (C-NAF), nicknamed as
warfighting headquarters, is structured to perform an operational and warfighting mission in
support of a Joint Force Commander. The 10 USAF C-NAFs are the primary operational-level
warfighting component commands. The C-NAF headquarters normally consists of an Air Force
Forces staff and an assigned air and space operations center or operations center. They are
dedicated to supporting the unified combatant commander and subordinate Joint Force
Commanders across the full range of military operations. The C-NAF commander, assigned as the
Commander of Air Force Forces to a geographic combatant command, will normally also be
designated as the theater Joint Force Air Component Commander. A C-NAF commander may also
be designated by the component commander to command a joint task force, as required.
Wing. The wing is a level of command below the Numbered Air Force and has a distinct mission
with significant scope. A wing is responsible for maintaining the installation and may have several
squadrons in more than one dependent group. Wings will have a minimum adjusted population of
at least 1,000 (750 for Air National Guard and Air Force Reserve Command), to include manpower
authorizations, students, and a percentage of contractor workforces. The different types of wings
are operational, air base, or specialized mission.
Operational Wing. An operational wing is one that has an operations group and related
operational mission activity assigned. When an operational wing performs the primary mission of
the base, it usually maintains and operates the base. In addition, an operational wing is capable of
self-support in functional areas, such as maintenance and munitions, as needed. When an
operational wing is a tenant unit, the host command typically provides base and logistics support.
Air Base Wing. An air base wing performs a support function rather than an operational
mission. This type of wing maintains and operates a base. An air base wing often provides
functional support to a MAJCOM headquarters.
Specialized Mission Wing. A specialized mission wing performs a specialized mission and
usually does not have aircraft or missiles assigned. Examples include intelligence wings, training
wings, and so on. This wing is either a host or a tenant wing, depending on if it maintains and
operates the base.
Group. A group is a level of command below the wing. Like the Numbered Air Force, a group is
a tactical echelon with minimal staff support. A group usually has two or more subordinate units.
A dependent group is a mission, logistics, support, medical, or large functional unit, such as a civil
engineer group. Dependent groups may possess small supporting staff elements that are organized
as sections, such as standardization and evaluation or quality control. An independent group has
the same functions and responsibilities as a like-type wing, but its scope and size do not warrant
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wing-level designation. Groups will have a minimum adjusted population of at least 400 (200 for
Air National Guard and Air Force Reserve Command), to include manpower authorizations,
students, and a percentage of contractor workforces.
Squadron. A squadron is the basic unit, the nuclei, and the basic building block of the USAF. The
different types of squadrons are either mission units, such as operational flying squadrons, or
functional units, such as civil engineering, security forces, or logistics readiness squadrons.
Squadrons vary in size according to responsibility, and should be organized and resourced to allow
Airmen to focus on the USAF mission. Squadrons will have a minimum adjusted population of at
least 35 and can range up to several hundred personnel, which includes manpower authorizations,
students, and a percentage of contractor workforces.
Flight. If internal subdivision within a squadron is required, numbered/named, alpha, or functional
flights may be established. Flights typically consist of 12 to 100 people. A numbered or named
flight primarily incorporates smaller elements into an organized unit. The administrative
characteristics for a numbered or named flight include, strength reporting, like those of a squadron.
Alpha flights are part of a squadron (usually a mission squadron) and are composed of several
elements that perform identical missions. Functional flights are usually part of a squadron and are
composed of elements that perform specific missions.
Element. Elements are subdivisions of flights. Typically, flights are broken into three or four
evenly distributed elements, when necessary.
1 NOVEMBER 2021 AFH 1 112

Chapter 5
DOCTRINE, JOINT FORCE, AND MOBILIZATION
Section 5A—Doctrine
REQUIRED LEVEL OF COMPREHENSION FOR DEVELOPMENT AND PROMOTION
Chapter 5—DOCTRINE, JOINT FORCE, AND SSgt TSgt MSgt SMSgt CMSgt
MOBILIZATION
Section 5A—Doctrine A B B C C

5.1. Doctrine Defined

Every Airman needs doctrine to fundamentally understand how he or she contributes to making
our USAF the best in the world. It tells us how to effectively and efficiently apply airpower to help
defend our Nation. We should understand that doctrine is the Airman's inheritance, passed down
from Airmen before us. It is our warfighting legacy. Doctrine tells us who we are and why our
USAF exists. Doctrine is the distilled warfighting experience and knowledge of our USAF heroes,
leaders, theorists, and scholars. Most importantly, doctrine captures and crystallizes the
warfighting lessons learned of everyday. It is our responsibility to continually improve USAF
doctrine through experience and debate, so we can pass down our best practices and our lessons
learned to tomorrow's Airmen.
“I’m firmly convinced that leaders are not born; they’re educated, trained, and
made, as in every other profession. To ensure a strong, ready USAF, we must
always remain dedicated to this process.”
- General Curtis E. LeMay, CSAF, 1961-1965
A general discussion of USAF doctrine can be found in the Doctrine Primer on the LeMay Center’s
doctrine website:
[Link]
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Fundamentals of Doctrine. Military service is based on values that experience has proven to be
vital for operational success. The complexity of integrating fighting elements according to
doctrine, and the uncertainty inherent in rapidly developing contingency operations, demands that
planning and employment be understood and repeatable. Meeting the challenges of this rapidly
changing world requires understanding and application of doctrine. Doctrine exists as joint
doctrine, multinational doctrine, and Service doctrine.
Joint Doctrine. The growing threats to United States and allied interests throughout the world
demand U.S. Armed Forces be proficient across the range of military operations. The fundamental
principles that guide operations are recorded in joint doctrine. The purpose of joint doctrine is to
enhance the effectiveness of joint operations by providing fundamental principles that guide the
employment of the military toward a common objective. Joint doctrine promotes a common
perspective from which to plan, train, and conduct military operations. The foundations of joint
doctrine represent what is taught, believed, and advocated for (what is right and what works best).
Joint operations are conducted routinely and efficiently in the current operational environment. To
maintain and enhance this efficiency, joint leaders must diligently study, apply, teach, and
ultimately provide insights to improve joint doctrine. Joint Publication (JP) 1, Doctrine for the
Armed Forces of the United States, 25 March 2013, provides fundamental principles and
1 NOVEMBER 2021 AFH 1 113

overarching guidance for the U.S. Armed Forces and forms the core for our forces to be able to
fight as a unified force - a joint team. Joint doctrine is official advice and will be followed, except
when in the judgment of the commander or exceptional circumstances dictate otherwise.
Multinational Doctrine. Some nations possess doctrine and training programs with a full
treatment of strategic, operational, and tactical issues. Other nations have doctrine and training
programs smaller in both scope and capability to match their national goals and objectives.
Multinational doctrine, as it applies to airpower, describes the best way to integrate and employ
USAFs with the forces of allies in coalition warfare. It establishes principles, organization, and
fundamental procedures agreed upon between or among Allied Forces. When developed as a result
of a treaty, as in North Atlantic Treaty Organization (NATO), multinational doctrine is directive.
When the U.S. Armed Forces participate in multinational operations, our commanders follow
multinational doctrine and ratified (approved) procedures. For multinational doctrine and
procedures not ratified by the United States, commanders should evaluate and follow multinational
command doctrine and procedures where applicable and consistent with law, policy, and guidance.
Service Doctrine. Our service doctrine, USAF doctrine, is developed by the Curtis E. LeMay
Center for Doctrine Development and Education at Maxwell Air Force Base, Alabama. Our
doctrine provides best practices for organization, planning, and employment of global airpower.
As airpower capabilities improve, Airmen must also incorporate new concepts, lessons learned,
and technologies into our development and application processes. Additional information about
USAF doctrine publications can be found at: [Link] Note: The LeMay
Center traces its lineage to the Air Corps Tactical School at Langley Field, Virginia. Through a
series of changes in name and location, the school evolved into the doctrine development center
of the Air Corps and became a preparatory school for Air Corps officers aspiring to attend the U.S.
Army's Command and General Staff College. In 1946, the Army Air Force created the Air
University to continue with the Air Corps Tactical School objectives. Today, the LeMay Center
remains an essential doctrinal development element for the entire USAF.
5.2. Levels of USAF Doctrine

Airpower is never prosecuted alone, and not one military contingency or operation, whether in
peacetime or wartime, can optimize its objective without space or cyberspace. The proper
application of airpower requires a comprehensive doctrine of employment and an Airman’s
perspective. Information addressed in USAF doctrine, whether directly or indirectly, applies to
Airmen on a daily basis. Lessons presented in doctrine, while written for the purpose of
understanding warfighting, often can be applied under a range of contexts that enhance decision-
making and strengthen leadership across the USAF. USAF doctrine is addressed at three levels:
basic, operational, and tactical. These levels speak to the intellectual content of the doctrine.
Basic Doctrine. Basic doctrine, contained in Air Force Doctrine Publication (AFDP) 1, The Air
Force, 10 March 2021, is the USAF’s premier statement of our beliefs and the cornerstone upon
which our Service identity is based. Basic doctrine states the most fundamental and enduring
beliefs that describe and guide the proper use, presentation, and organization of forces in military
action. Basic doctrine describes the “elemental properties” of airpower and provides the Airman’s
perspective. Because of its fundamental and enduring character, basic doctrine provides broad and
continuing guidance on how our USAF is organized, employed, equipped, and sustained. Because
it expresses broad, enduring fundamentals, basic doctrine changes relatively slowly compared to
the other levels of doctrine. The focal points of AFDP 1 are the reason we exist as a USAF (why
1 NOVEMBER 2021 AFH 1 114

we fight), Airmen as the leaders and innovators (who we are), airpower as the ability to project
military power in, from and through the air (what we do), and the tenets of airpower which are the
fundamental truths of how to apply airpower (how we do it). As the foundation of all doctrine,
basic doctrine sets the tone and vision for doctrine development for the future.
Operational Doctrine. Operational doctrine, contained in all the additional AFDPs, describes
detailed organization of forces and applies the principles of basic doctrine to military actions.
Operational doctrine guides the proper organization and employment of airpower forces in the
context of distinct objectives, force capabilities, broad functional areas, and operational
environments. Operational doctrine provides the focus for developing the missions and tasks to be
executed through tactical doctrine. Doctrine at this level changes only after deliberate internal
Service debate.
Tactical Doctrine. Tactical doctrine describes the proper employment of specific USAF assets,
individually or in concert with other assets, to accomplish detailed objectives. Tactical doctrine
considers particular objectives, such as stopping the advance of an armored column; conditions,
such as threats, weather, and terrain; and employment of USAF assets. USAF tactical doctrine is
codified as tactics, techniques, and procedures in Air Force -3 series manuals, many of which are
classified due to their sensitive nature. Because tactical doctrine is closely associated with the
employment of technology and emerging tactics, change will likely occur more rapidly than other
levels of doctrine. Tactical doctrine is developed at multiple locations in the USAF: the 561st
Weapons Squadron, the 423d Mobility Training Squadron, and the Air Land Sea Applications
Center; it can also be developed by an Air Staff office or a major command.
5.3. Uses of Doctrine
Understanding the underlying technique used to structure doctrine helps amplify the point that
doctrine should be written robustly, but broadly, allowing decision-makers latitude in
interpretation and flexibility in application, yet it should be specific enough to provide informed
guidance. Understanding how doctrine is structured also illustrates the use of doctrine in
explaining contentious issues and how doctrine can be used to focus thoughts and strategies more
effectively through applying the best means of integrating various aspects of military power and
organization. Key principles of doctrine are provided here.
Warfighting, not Physics. The warfighting, not physics principle specifically addresses the
perceived differences between operations in air, space, and cyberspace. Air, space, and cyberspace
are separate domains requiring exploitation of different sets of physical laws, but are linked by the
effects they can produce when integrated. For example, Airmen should be more concerned with
the best means of employing intelligence, surveillance, and reconnaissance capabilities, rather than
whether a platform is airborne or in orbit.
Effects, not Platforms. The effects, not platforms principle focuses on the desired outcome of a
particular action more so than on the system or weapon that provides the effect. The effects-based
approach to operations begins with clear military objectives and the statement of desired end-
states. USAF doctrine does not explicitly tie specific weapon systems to specific tasks or effects.
Whether a B-52 or an F-16 accomplishes a given task or whether a platform is manned or
unmanned is not nearly as important as the outcome of the mission.
Using Domains, not Owning Domains. The using domains, not owning domains principle
illustrates the importance of properly conducting operations in a domain to obtain the best
1 NOVEMBER 2021 AFH 1 115

warfighting effects, not of carving up the battlespace based on Service or functional parochialism
(narrow-mindedness). Focusing on using forces within a domain is a vital first step to integration
of efforts. Arguments over ownership eventually lead to suboptimal application of efforts at the
expense of the larger, total effort.
Organization, not Organizations. The organization, not organizations principle refers to modern
warfare demands that different Services, different nations, and differing functions within a single
Service often need to be brought together intelligently to achieve unity of command and unity of
effort. Doctrine explains why certain organizational structures are preferred over others and
describes effective command relationships and command authorities; this facilitates the rapid
standup of joint and Service organizations during rapidly evolving situations. Ultimately, doctrine
is not about whether one particular element of a joint force is more decisive than another, nor about
suggesting that one element serve as the centerpiece of joint operations; it’s the total, tailored force
that’s decisive.
Synergy, not Segregation. The synergy, not segregation principle acknowledges that segregation
guarantees that the whole will never be greater than the sum of its parts. To allow synergy, Airmen
should have access to the entire theater of operations to maximize the ability to achieve objectives;
access should not be restricted from any area due to unnecessarily restrictive fire control measures.
A synergistic mindset opens the battlespace areas of operation and allows maximization of use of
scarce, high-demand, low-density capabilities and enhances combat effectiveness.
Integration, not just Synchronization. The integration, not just synchronization principle
addresses the value of integration over synchronization. Synchronization is defined as “the
arrangement of military actions in time, space, and purpose to produce maximum relative combat
power at a decisive place and time.” Integration, by comparison, is defined as “the arrangement of
military forces and their actions to create a force that operates by engaging as a whole.”
Synchronization emphasizes timing, while integration considers priority and effect to be both
efficient and effective with scarce resources.
The Right Force, not just Equal Shares of the Force. The right force, not just equal shares of
the force principle addresses the JP 1 statement that the integration of Joint Forces is designed to
address both functional and geographic vulnerabilities, but forces will be selected based on those
who can provide the capabilities needed in each operation. As one senior USAF officer said, “Joint
warfighting is not like Little League baseball, where everybody gets a chance to play.” Any given
joint force should be tailored appropriately for the task at hand. Some operations will be land-
centric, others air-centric, others maritime-, cyberspace-, or information-centric. The composition
of the joint force and the tasks assigned to various elements should reflect the needs of the mission.
5.4. Principles of Joint Operations
Throughout the history of conflict, military leaders have noted certain principles that produce
victory. Known today as the principles of joint operations, these aspects of warfare are found to
be universally true and relevant. As members of the joint team, Airmen should appreciate how
these principles apply to all forces, but should most fully understand them as they pertain to the
USAF. Airpower provides unique capabilities, no matter which Service operates the systems and
no matter which type of platform is used. These principles of joint operations serve as guidance
for leaders to evaluate potential courses of action. No one principle should be considered without
due consideration of the others. The principles of joint operations, combined with the additional
tenets of airpower (addressed in the next section), provide the basis for a sound and enduring
1 NOVEMBER 2021 AFH 1 116

doctrine for the air and cyberspace forces of America’s joint force. The principles of joint
operations, as discussed in JP 3-0, Joint Campaigns and Operations, 22 October 2018, are
addressed here with a USAF perspective. The principles of joint operations are formed around the
nine traditional principles of war. Three additional principles—restraint, perseverance, and
legitimacy—are relevant to how the Armed Forces of the United States use combat power across
the competition continuum. In addition, there is a specific principle of operations the USAF uses:
unity of effort.
Unity of Command. Unity of command is vital in employing airpower as it ensures appropriate
concentration and priority of effort by one responsible commander with the authority and the
capability to direct force employment in pursuit of common objectives. The USAF’s operational-
level perspective calls for unity of command to gain the most effective and efficient application of
airpower. Airpower is the product of multiple capabilities, and centralized command is essential
to effectively fuse these capabilities and provide unity of command.
Economy of Force. Economy of force is the judicious employment and distribution of force by
selecting the best mix of airpower capabilities. To ensure overwhelming combat power is
available, appropriate effort should be devoted to primary objectives and allocate lesser essential
resources to secondary efforts. Economy of force may require a commander to establish a balance
in the application of airpower between attacking, defending, delaying, or conducting other
operations, such as information operations, based on the priority of the objectives. Also, priorities
may shift rapidly from one type of mission, such as interdiction, to another, such as close air
support. Although the principle of economy of force suggests the use of overwhelming force in
one sense, it also recommends against the use of more force than reasonably necessary.
Maneuver. Maneuver places the enemy in a position of disadvantage through the flexible
application of combat power in a multidimensional combat space. Airpower’s ability to conduct
maneuver is not only a product of its speed and range, but maneuverability is also obtained through
flexibility and versatility established during the planning and execution of operations. The
principle of maneuver allows potential engagement anywhere, from any direction, at any time,
forcing the adversary to be on guard everywhere. Applying the principle of maneuver will force
the enemy to react, allowing the exploitation of successful friendly operations and reducing
friendly vulnerabilities. Forward deployment of airpower assets is one example of maneuver that,
by its very presence, can reassure allies and deter aggressors.
Objective. The principle of objective is to direct military operations toward a defined and
attainable objective that contributes to established strategic, operational, and tactical goals. In a
broad sense, the principle of objective holds that political and military goals should be aligned and
clearly articulated. A clear national military strategy provides focus for defining campaign or
theater objectives, while at the operational level, campaign or theater objectives determine military
priorities. From the outset, airpower can pursue tactical, operational, or strategic objectives in any
combination, or all three simultaneously. From an Airman’s perspective, the principle of objective
shapes priorities to allow airpower to concentrate on theater or campaign priorities and seeks to
avoid the siphoning of force elements to fragmented objectives.
Security. The purpose of the principle of security is to never permit the enemy to acquire an
unexpected advantage. Critical to security is understanding that it embraces physical, operations,
and information security. Security may be obtained by staying beyond the enemy’s reach,
physically and virtually, as airpower is uniquely suited to operate over the horizon. Security from
1 NOVEMBER 2021 AFH 1 117

physical and electronic intrusion conceals our capabilities and intentions, while allowing friendly
forces to gather information on the adversary. Security through force protection is an integral part
of protecting aircraft and fixed bases where they are especially vulnerable. Information is central
to securing the outcome of a conflict, particularly with today’s advanced communications and
computer technologies. Security ensures our capabilities of withstanding aerial, ground, and
cyberspace attacks while sustaining airpower activities against the enemy.
Offensive. The purpose of an offensive action is to seize, retain, and exploit the initiative, our
initiative, as efficiently and effectively as possible. The offensive aim is to act rather than react
and to dictate the time, place, purpose, scope, intensity, and pace of operations. While defensive
measures may be required at times, success in war is generally attained while on the offensive. All
military forces have offensive capabilities, and airpower’s ability to mass, maneuver, and operate
independently or simultaneously at the tactical, operational, and strategic levels of war, provides
global reach to directly and rapidly take the offensive and seize the initiative. Once seized, the
initiative should be retained and fully exploited. Through prompt and sustained offensive actions
designed to attain operational and strategic objectives, airpower causes the enemy to react rather
than act, denies them the offensive, and ultimately enables our forces to shape the conflict.
Mass. Concentration of military power through mass is a fundamental consideration in all military
operations. Today’s airpower is uniquely capable of launching an attack from widely dispersed
locations and massing combat power at the objective, whether that objective is a single physical
location or widely dispersed enemy systems. Airpower, with speed, range, and flexibility,
complemented by accuracy and lethality of precision weapons and advances in information
technologies, achieves mass through highly effective attack rather than overwhelming by
necessarily large numbers of forces. USAF cyberspace capabilities, often enabled by space
systems, allow dispersed forces to collaborate to rapidly find, fix, and track fleeting targets, and
mass a response with precise effects around the globe.
Surprise. Surprise is one of airpower’s strongest advantages. Surprise leverages the principle of
security by attacking the enemy at a time, place, or in a manner for which they are not prepared.
The speed and range of air and cyberspace capabilities, coupled with their flexibility and
versatility, enable the element of surprise, and enhance and empower other forces to achieve
surprise as well. The rapid global reach of airpower can enable surface forces to reach foreign
destinations quickly, capitalizing on surprise and thus seizing the initiative.
Simplicity. Simplicity calls for avoiding unnecessary complexity in organizing, preparing,
planning, and conducting military operations. Simplicity ensures that guidance, plans, and orders
are as simple and direct as a military objective allows. Simple guidance allows subordinate
combatant commanders the freedom to operate creatively within their portion of the operational
environment, supporting the concept of decentralized execution. Common equipment, a common
understanding of Service and joint doctrine, and familiarity with procedures through joint exercises
and training, can help overcome complexity while implementing straightforward plans, providing
unambiguous organization, and establishing clearly-defined command relationships.
Restraint. The purpose of restraint is to prevent the unnecessary use of force. Restraint requires
the careful and disciplined balancing of the need for security, the conduct of military operations,
and the achievement of national objectives. Excessive force antagonizes those parties involved,
thereby damaging the legitimacy of the organization that uses it while potentially enhancing the
legitimacy of the opposing party. Sufficiently detailed rules of engagement the commander tailors
1 NOVEMBER 2021 AFH 1 118

to the specific circumstances of the operation can help facilitate appropriate restraint.
Perseverance. The purpose of perseverance is to ensure the commitment necessary to achieve
national objectives. Perseverance involves preparation for measured, protracted military
operations in pursuit of national objectives. Some joint operations may require years to reach the
termination criteria. The patient, resolute, and persistent pursuit of national goals and objectives is
essential to success. This will frequently involve diplomatic, economic, and informational
measures to supplement military efforts.
Legitimacy. The purpose of legitimacy is to maintain legal and moral authority in the conduct of
operations. Legitimacy, which can be a decisive factor in operations, is based on the actual and
perceived legality, morality, and rightness of the actions from the various perspectives of interested
audiences. These audiences will include our national leadership and domestic population,
governments and civilian populations in the operational area, partner nations and allies, and nations
and organizations around the world.
Unity of Effort. This principle of operations is particularly critical to the USAF: The purpose of
this principle is to ensure that a wide range of components, agencies, and partners operating during
a contingency coordinate their actions and resources, and focus on the same goal. This is a vital
principle for the USAF, especially when working in an interagency and multinational environment.
5.5. Tenets of Airpower
The application of airpower is refined by several fundamental guiding truths; these truths are
known as the tenets of airpower. The tenets of airpower reflect a unique historical and doctrinal
evolution of airpower, as well as a current appreciation for the nature of airpower. While
complementing the principles of joint operations, which provide general guidance on the
application of military forces, these tenets provide specific considerations for the employment of
airpower. These tenets require informed judgment in application and a skillful blending to tailor
them to the ever-changing operational environment. Airmen at all levels must accept the fact that
war is incredibly complex and no two operations are identical. The tenets of airpower, as defined
in AFDP 1, are described here.
Mission Command. The Airman’s philosophy for the command and control (C2) of airpower is
mission command. Mission command is an approach to C2 that empowers subordinate decision-
making for flexibility, initiative, and responsiveness in the accomplishment of commander’s
intent. Mission command provides Airmen operating in environments of increasing uncertainty,
complexity, and rapid change with the freedom of action needed to exploit emergent opportunities
and succeed. Given the global reach and strategic effects of airpower, the USAF’s approach to
mission command balances the need for tactical flexibility with the management of global risks.
Airmen execute mission command through centralized command, distributed control, and
decentralized execution. Centralized command is the organizing standard for the effective and
efficient means of employing airpower; it enables the principle of mass while maintaining the
principle of economy of force. Because of airpower’s potential to directly affect the strategic and
operational levels of warfare, it should be commanded by a single Airman, the air component
commander. Distributed control exploits airpower’s flexibility and versatility to ensure that it
remains responsive, survivable, and sustainable. Decentralized execution is the delegation of
authority to achieve effective span of control, foster disciplined initiative, and empower
subordinates to exploit fleeting opportunities.
1 NOVEMBER 2021 AFH 1 119

Flexibility & Versatility. With flexibility and versatility, airpower has the potential to achieve
unmatched synergy through asymmetric and parallel operations. Flexibility allows airpower to
shift from one campaign objective to another quickly and decisively; to hit fielded enemy forces
on a preplanned sortie, then re-role assets quickly to support an unanticipated need for close air
support of friendly troops in contact with enemy forces. Versatility is the ability to employ
airpower effectively at the strategic, operational, and tactical levels of war and provide a wide
variety of tasks in concert with other joint elements. Cyberspace capabilities are especially able to
simultaneously support multiple taskings around the globe and support tasks at all levels of
warfare.
Synergistic Effects. The proper, synergistic application of a coordinated force across multiple
domains can produce desired effects that exceed the contributions of forces otherwise employed
individually. Rather than causing the destruction of a large number of targets through attrition
warfare, the objective of achieving synergistic effects is the precise, coordinated application of the
various elements of airpower and surface power to bring disproportionate pressure upon enemy
leaders to comply with our national will (affecting their intent) or to cause functional defeat of the
enemy forces (affecting their capability). Airpower is unique in its ability to dictate the tempo and
direction of an entire warfighting effort regardless of the scale of the operation.
Persistence. Airpower operations may be conducted continuously against a broad spectrum of
targets, with persistence. Airpower’s exceptional speed and range allow its forces to visit and
revisit wide ranges of targets or territories nearly at will, and with resolve. Airpower does not have
to occupy terrain or remain constantly in proximity to areas of operation to bring a powerful
response. Space forces, in particular, hold the ultimate high ground. As space systems continue to
advance and proliferate, they offer the potential for persistent overhead access. Unmanned aircraft
systems offer similar possibilities from the atmosphere.
Persistence keeps pressure on and denies the enemy the ability to circumvent strategic effects.
Demonstrations of persistent operations could range from maintaining a continuous flow of
materiel to peacetime distressed areas; intelligence, surveillance, and reconnaissance capabilities
monitoring adversaries; assuring targets are kept continually out of commission; or ensuring
resources and facilities are denied an enemy or provided to an ally during a specified time. The
end result would be to deny the opponent an opportunity to seize the initiative and to directly
accomplish assigned tasks.
Concentration. One of the most constant and important trends throughout military history has
been the effort of applying concentrated, overwhelming power at the decisive time and place.
Because the versatility of airpower, with its lethality, speed, and persistence, makes it an attractive
option for many tasks, the demand often exceeds the available forces. Without concentration of
efforts, fragmentation of the integrated airpower effort could occur in attempts to fulfill the many
demands of the mission. To prevent the triple risk of failing to achieve operational-level objectives,
delaying or diminishing the attainment of decisive effects, and increasing the attrition rate of the
force, Airmen should guard against the inadvertent dilution of airpower effects resulting from high
demand and maintain the capability of employing concentrated efforts when most applicable.
Priority. The application of airpower should be balanced among its ability to conduct operations
at all levels of war, often simultaneously. Commanders of all components and all levels should
establish clear priorities for the use of airpower to effectively prioritize their requirements for
coordinated airpower effects. The air component commander should assess the possible uses of
1 NOVEMBER 2021 AFH 1 120

component forces and their strengths and capabilities to support the overall joint campaign.
Limited resources require that airpower be applied where it can make the greatest contribution to
the most critical current joint force commander requirements.
Balance. Much of the skill of an air component commander is reflected in the dynamic and correct
balancing of the principles of joint operations and the tenets of airpower. An air component
commander should balance combat opportunity, necessity, effectiveness, efficiency, and the
impact on accomplishing assigned objectives against the associated risk to friendly forces. An
Airman is uniquely and best suited to determine the proper theater-wide balance between offensive
and defensive air operations, and among strategic, operational, and tactical applications. Airpower
assets are normally available only in finite numbers; thus, balance is a crucial determinant for
mission requirements.
1 NOVEMBER 2021 AFH 1 121

Section 5B—Joint Force

REQUIRED LEVEL OF COMPREHENSION FOR DEVELOPMENT AND PROMOTION
Chapter 5—DOCTRINE, JOINT FORCE, AND SSgt TSgt MSgt SMSgt CMSgt
MOBILIZATION
Section 5B—Joint Force B B C C C

5.6. The Joint Team

Airpower has demonstrated its success to meet our homeland and international security challenges
by leveraging our respective joint capabilities and maximizing synergistic results. Capabilities
such as cyberspace operations aim to guarantee our capability to operate in any contested
cyberspace domain to support vital land, maritime, air, and space missions by employing
capabilities to protect essential military cyberspace systems and to speed their recovery if an attack
does occur. In the increasingly interdependent warfighting domains, the USAF possesses unique
capabilities for ensuring global mobility; long-range strike; and effective intelligence, surveillance,
and reconnaissance.
We now rarely see any one Service or even any one country unilaterally plan, organize, or execute
an operation. Instead, we see greater inclusiveness with joint, coalition, and sometimes interagency
partners, whereby we depend on each other to succeed in today’s complex environment. Through
this interdependence the joint force is able to select the right resources and capabilities from each
partner. These capabilities are not just used when a contingency arises, but are synergized and
tested through such venues as exercises and peacetime operations to ensure all joint, interagency,
and multinational partners can achieve the desired objectives at the right time and right place.
Joint Operations. Although individual services may plan and conduct operations to accomplish
tasks and missions in support of Department of Defense objectives, the Department of Defense
more typically employs two or more branches of service in a single operation, particularly in
combat, through joint operations. A joint operation is the general term used to describe military
actions conducted by joint forces in specified command relationships. Joint operations include
combat when necessary to achieve objectives at all levels of warfare. Based on the fundamental
principles for joint command and control, joint forces are organized for effective and efficient
operations, and commanders are delegated the necessary command authorities to plan, direct, and
control their forces to accomplish assigned missions.
Multinational Operations. As our Nation and its armed forces are confronted with a multitude of
priorities, we must be mindful to advance only the necessary resources to ensure that the right
capabilities are integrated, and that they are interoperable across all domains. Competing priorities
today must be carefully measured against all military capabilities, ensuring that quality—not
necessarily quantity—smartly contributes to a faster, more flexible, and agile response force. As
well, we must rely on the strengths of other national partners, while ensuring all capabilities are
interoperable to ensure we can achieve our overarching objectives.
One of the first successful operational actions of combining joint and multinational forces was
experienced during Operations Desert Shield and Desert Storm. These operations demonstrated
the value and effectiveness of joint and coalition military operations. The unique capabilities of
each of our military Services, and those of each of our partners, were exploited during various
phases of both operations. The coalition force provided a synergistic combat capability which
brought the greatest possible military power to bear against the opponent. Likewise, our experience
1 NOVEMBER 2021 AFH 1 122

also reaffirmed the importance of joint and multinational training, the value of forward presence,
and the validity of sequencing for power-projection.
Unity of Command and Unity of Effort. Unity of command means all forces operate under a
single commander with the requisite authority to direct all forces employed in pursuit of a common
purpose. Unity of effort, however, requires coordination and cooperation among all forces toward
a commonly recognized objective, although they are not necessarily part of the same command
structure. During multinational operations and interagency coordination, unity of command may
not be possible, but the requirement for unity of effort becomes paramount. Unity of effort –
coordination through cooperation and common interests – is an essential complement to unity of
command. Note: One of the founding initiatives which addressed joint interdependence and joint
interoperability was the Goldwater-Nichols Department of Defense Reorganization Act of 1986.
5.7. Command Authorities
Combatant Command (Command Authority). Combatant command (command authority),
abbreviated as COCOM, is the authority of a combatant commander to perform functions of
command over assigned forces involving organizing and employing commands and forces,
assigning tasks, designating objectives, and giving authoritative direction over all aspects of
military operations, joint training (or in the case of U.S. Special Operations Command, training of
assigned forces), and logistics necessary to accomplish the missions assigned to the command. It
cannot be delegated or transferred.
Operational Control. Operational control (OPCON) is inherent in COCOM, and is the authority
to perform those functions of command over subordinate forces involving organizing and
employing commands and forces, assigning tasks, designating objectives, and giving authoritative
direction necessary to accomplish the mission. OPCON is the command authority that may be
exercised by commanders at any echelon at or below the level of combatant command and may be
delegated within the command. While OPCON includes authoritative direction over all aspects of
military operations and joint training necessary to accomplish missions assigned to the command,
it does not include authoritative direction for logistics or matters of administration, discipline,
internal organization, or unit training.
Tactical Control. Tactical control (TACON) is inherent in OPCON, and is the command authority
over assigned or attached forces or commands, or military capability of forces made available for
taskings that are limited to the detailed direction and control of movements or maneuvers within
the operational area necessary to accomplish assigned missions or tasks. TACON may be
delegated to and exercised by commanders at any echelon at or below the level of combatant
command.
Support. Support is a command authority and is established by a superior commander between
subordinate commanders when one organization should aid, protect, complement, or sustain
another force. The designation of supporting relationships is important as it conveys priorities to
commanders and staffs who are planning or executing joint operations. The establishing authority
(the common superior commander) is responsible for ensuring that both the supported commander
and supporting commanders understand the degree of authority that the supported commander is
granted. The supported commander should ensure that the supporting commanders understand the
assistance required. The supporting commanders will then provide the assistance needed, subject
to a supporting commander’s existing capabilities and other assigned tasks.
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Administrative Control. Administrative control (ADCON) is direction or exercise of authority

over subordinate or other organizations in respect to administration and support. ADCON is a
Service authority that flows through Service channels. This authority is not an operational
command authority, but provides the requisite authority for Services to execute their individual
“organize, train, and equip” functions per Title 10, USC. ADCON may be delegated to and
exercised by commanders of Service forces assigned to a combatant commander at any echelon at
or below the level of Service component command. ADCON is subject to the command authority
of combatant commanders. Service commanders exercising ADCON will not usurp the authorities
assigned by a combatant commander having COCOM over commanders of assigned Service
forces. Note: When mobilized under Title 10, USC, command of National Guard and Reserve
Forces (except those specifically exempted) is assigned by the Secretary of Defense to the
combatant commands. These forces are available for operational missions when mobilized for
specific periods or when ordered to RegAF after being validated for employment by their parent
Service.
5.8. Joint Force Organization
A joint force is a force composed of elements, assigned or attached, of two or more Military
Departments operating under a single joint force commander. Joint forces are established at three
levels: unified combatant commands, subordinate unified commands, and joint task forces. These
organizations are commanded by a joint force commander (JFC).
Joint Force Commander. A JFC is a term applied to a combatant commander, subunified
commander, or joint task force commander authorized to exercise combatant command (command
authority) or operational control over a joint force. JFC’s responsibilities are to provide a clear
commander’s intent and timely communication of specified tasks, together with any required
coordinating and reporting requirements. A JFC is responsible for the transfer of forces and other
capabilities to designated subordinate commanders for accomplishing assigned tasks. A JFC will
provide all available information to subordinate commanders that affect their assigned missions
and objectives.
Commander, Air Force Forces. The title of commander, Air Force Forces (COMAFFOR) is
reserved to identify the USAF commander of a USAF component. This component could be
assigned or attached to a joint force at the unified combatant command, subordinate unified
combatant command, or joint task force level. Operationally, the COMAFFOR should be prepared
to employ Air Force Forces as directed by the JFC, and if designated, be prepared to employ joint
air forces as the joint force air component commander (JFACC). The COMAFFOR should
normally be designated at a command level above the operating forces and should not be dual-
hatted as commander of one of the subordinate operating units. This enables the COMAFFOR to
focus at the operational level of war, while subordinate commanders lead their units at the tactical
level. Since the COMAFFOR and JFACC are nearly always the same individual, the USAF prefers
to use the term “air component commander” when referring to duties or functions that could be
carried out by either or both, unless explicit use of the term “COMAFFOR” or “JFACC” is
necessary for clarity. This duality of authorities is expressed in the axiom: Airmen work for Airmen
and the senior Airman works for the JFC.
Air Expeditionary Task Force. The air expeditionary task force (AETF) is the primary means by
which the USAF presents forces to a JFC during contingency operations when no existing USAF
component already exists, such as when a joint task force is established. AETFs are sized and
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tailored to meet the JFC’s specific mission requirements. When forming an AETF, the
COMAFFOR should draw first from in-theater resources, if available. If augmentation is needed,
or if in-theater forces are not available, the USAF will draw from the air expeditionary force
currently on rotation. These forces, whether in-theater or deployed from out of theater, should be
fully supported with the requisite maintenance, logistical support, health services, and
administrative elements. These forces will form up within the air expeditionary task force as
expeditionary wings, groups, squadrons, flights, detachments, or elements, to provide reasonable
spans of command and control elements at appropriate levels, and to provide unit identity.
Air Operations Center. The air operations center (AOC) is the senior agency of the COMAFFOR
that provides command and control of Air Force Forces and coordinates with other components
and Services. An AOC may be regional or functional, aligning with the purpose of the joint force
they support. The AOC includes requisite planning, intelligence, employment, mobility, and
assessment capabilities to plan and conduct air operations. If the COMAFFOR is also designated
as the JFACC, the AOC will typically receive joint augmentation and become the joint AOC
(JAOC).
Air Force Forces Staff. The COMAFFOR needs a command entity responsible for the
deployment, sustainment, and administration of Air Force Forces. The AFFOR staff is the
mechanism through which the COMAFFOR exercises these Service responsibilities. These
sustainment activities are commonly referred to as “beds, beans, and bullets.” The AFFOR staff is
also responsible for the long-range planning and theater engagement operations that fall outside
the AOC’s current operational focus.
Joint Force Air Component Commander. If air assets from more than one Service are present
within a joint force, the JFC normally will designate a JFACC to exploit the full capabilities of
joint air operations. The JFACC is typically the Service component commander with the
preponderance of air capabilities and the ability to plan, task, and control joint air operations. The
JFACC recommends the proper employment of Air Force Forces from multiple components to the
JFC. The JFACC also plans, coordinates, allocates, executes, and assesses air operations to
accomplish assigned operational missions. Because of the wide scope of air operations, the JFACC
will typically maintain the same joint operating area/theater-wide perspective as the JFC. The
JFACC, as with any component commander, should not be dual-hatted as the JFC. The
COMAFFOR exercises operational control of Air Force Forces, and acting as a JFACC, normally
exercises tactical control of any Navy, Army, Marine, and coalition air assets made available for
tasking. As such, the term “air component commander” is the preferred term when the commander
is so dual-hatted. If working with partner nations in a multinational operation, the JFACC may be
designated as the combined/coalition force air component commander (CFACC), responsible for
planning, coordinating, and tasking of all multinational air operations. Note: Historic experience
has shown that in joint operations the COMAFFOR is normally designated as the JFACC, as the
USAF typically has the preponderance of air capabilities. In anticipation of this, the US Air Force
plans and trains to employ an air component commander to perform both roles, and the AOC plans
and trains to be a JAOC.
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Section 5C—Joint Planning

REQUIRED LEVEL OF COMPREHENSION FOR DEVELOPMENT AND PROMOTION
Chapter 5—DOCTRINE, JOINT FORCE, AND SSgt TSgt MSgt SMSgt CMSgt
MOBILIZATION
Section 5C—Joint Planning A B B C C

5.9. Joint Planning Process

Joint planning consists of planning activities associated with joint military operations by
combatant commanders and their subordinate Joint Force Commanders in response to
contingencies and crises. Joint planning is a means of preparing and managing Joint Forces for
mobilization, deployment, employment, sustainment, redeployment, and demobilization. At the
national level, joint planning ties the military instrument of national power to the achievement of
national security goals and objectives, and is essential to securing strategic end-states across the
range of military operations. Planning begins with the end state in mind, providing a unifying
purpose around which actions and resources are focused. Note: Military end state is the set of
required conditions that defines achievement of military objectives. It normally represents a point
in time or circumstances beyond which the U.S. President does not require the military as the
primary means to achieve remaining national objectives. Aside from its obvious association with
strategic or operational objectives, clearly defining the military end state promotes unity of effort,
facilitates synchronization, helps clarify, and may reduce risk.
Integrated Planning Process. While the focus of joint planning is at the combatant commander
level, planning is conducted at every echelon of command and across the range of military
operations. Joint planning employs an integrated process for orderly, analytical, and coordinated
problem solving and decision-making known as the joint planning process. In peacetime, the
process is structured to support the thorough, fully coordinated development of contingency plans.
In crisis, the process can be adapted to support the dynamic requirements of changing events. In
wartime, the process is modified to accommodate greater decentralization of planning activities.
Joint Planning Process Steps. The Joint Planning Process is a seven-step orderly, analytical set
of logical steps to frame a problem; examine a mission; develop, analyze, and compare alternative
COAs; select the best COA; and produce a plan or order. The joint planning process consists of
seven steps identified here.

- Planning Initiation (Step 1). Joint planning begins when an appropriate authority recognizes
potential for military capability to be employed in support of national objectives or in response to
a potential or actual crisis. At the strategic level, that authority—the President, SecDef, or CJCS—
initiates planning by deciding to develop military options. Presidential directives, the National
Security Strategy (NSS), Unified Command Plan (UCP), Contingency Planning Guidance (CPG),
National Defense Strategy (NDS), National Military Strategy (NMS), Joint Strategic Capabilities
Plan (JSCP), and related strategic guidance documents serve as the primary guidance to begin
planning.

- Mission Analysis (Step 2). The Combatant Commander (CCDR) and staff develop a restated
mission statement that allows subordinate and supporting commanders to begin their own
estimates and planning efforts for higher headquarters’ concurrence. The joint force’s mission is
the task or set of tasks, together with the purpose, that clearly indicates the action to be taken and
1 NOVEMBER 2021 AFH 1 126

the reason for doing so. Mission analysis is used to study the assigned tasks and to identify all
other tasks necessary to accomplish the mission. Mission analysis focuses the commander and the
staff on the problem at hand and lays a foundation for effective planning.

- Course of Action Development (Step 3). A COA is a potential way (solution, method) to
accomplish the assigned mission. Staffs develop multiple COAs to provide commanders with
options to attain the military end state. A good COA accomplishes the mission within the
commander’s guidance, provides flexibility to meet unforeseen events during execution, and
positions the joint force for future operations. It also gives components the maximum latitude for
initiative. All COAs must be suitable, feasible, acceptable, distinguishable, and complete.

- Course of Action Analysis and Wargaming (Step 4). The COA analysis step closely examines
potential COAs to reveal details that will allow the commander and staff to evaluate them and
identify advantages and disadvantages. Wargaming is a primary means for COA analysis.
Wargames are representations of conflict or competition in a synthetic environment, in which
people make decisions and respond to the consequences of those decisions. COA wargaming is a
conscious attempt to visualize the flow of the operation, given joint force strengths and
dispositions, adversary capabilities and possible COAs, and other aspects of the Operating
Environment (OE). Each critical event within a proposed COA should be wargamed based upon
time available using the action, reaction, and counteraction method of friendly and/or opposing
force interaction.

- Course of Action Comparison (Step 5). COA comparison is both a subjective and objective
process, whereby COAs are considered independently and evaluated/compared against a set of
criteria that are established by the staff and commander. The objective is to identify and
recommend the COA that has the highest probability of accomplishing the mission and is
acceptable. COA comparison facilitates the commander’s decision-making process by balancing
the ends, means, ways, and risk of each COA. The end product of this task is a briefing to the
commander on a COA recommendation and a decision by the commander.

- Course of Action Approval (Step 6). In the COA approval step, the staff briefs the commander
on the COA comparison and wargaming results and recommends a COA for approval. The
commander may approve the COA, modify it, or direct the staff to reiterate portions of the joint
operation planning process.
- Plan or Order Development (Step 7). Planning results in a plan that is documented in the format
of a plan or an order. If execution is imminent or in progress, the plan is typically documented in
the format of an order. During plan or order development, the commander and staff, in
collaboration with subordinate and supporting components and organizations, expand the
approved COA into a detailed plan or operations order (OPORD) by refining the initial concept of
operations (CONOPS) associated with the approved COA.
5.10. Joint Planning
Joint planning is the deliberate process of determining how to implement strategic guidance: how
(the ways) to use military capabilities (the means) in time and space to achieve objectives (the
ends) within an acceptable level of risk. Ideally, planning begins with specified national strategic
objectives and military end states to provide a unifying purpose around which actions and
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resources are focused. Leaders conduct joint planning to understand the strategic and operational
environments to determine the best methods for employing the Department of Defense’s
capabilities to achieve national objectives. Joint planning identifies military ways and means the
President can align with other instruments of national power (diplomatic, informational, and
economic). In the process, joint planning frames the problem; aligns ends, ways, and means;
develops operational approaches; accounts for risk; and gives leaders decision space with proposed
military options. CCDRs may propose objectives for the President and Secretary of Defense’s
(SecDef’s) consideration before beginning detailed planning. The Chairman of the Joint Chiefs of
Staff (CJCS), as the principal military advisor to the President and SecDef, may offer military
advice on the proposed objectives and global prioritization.

Campaign Plans. Campaign plans organize the day-to-day operations of the joint force to shape
the OE and achieve national objectives. They establish objectives, conditions, and tasks under
which the Combatant Command (unified or specified) CCMD and Service components build
operations, activities, and investments to achieve objectives (set conditions) in support of national
policy. CCMD campaigns are proactive and rarely feature a single measure of military success
implying victory in the traditional sense. A campaign is a series of related military operations to
achieve strategic and operational objectives in a given time and space. Campaigns are planned
when contemplated objectives exceed the scope of a single operation. Thus, campaigns are often
the most extensive joint operations in terms of time and other resources. CCDRs document the full
scope of their campaigns in plans that include the campaign plan and all of its subordinate and
supporting plans.
Contingency Plans. Contingency plans are typically prepared in advance to address an anticipated
crisis and must be modified during execution to respond to conditions at the time. A contingency
is a situation that likely would involve military forces in response to natural and man-made
disasters, terrorists, subversives, military operations by foreign powers, or other situations as
directed by the U.S. President or Secretary of Defense. The Joint Planning and Execution
Community uses contingency planning to develop plans for a broad range of contingencies.
Commanders and staffs prepare supporting plans that describe how supporting commanders intend
to achieve their assigned objectives and/or tasks. Supporting commanders and staffs develop these
plans responsively in collaboration with the supported commander’s planners. As part of this
collaborative process, supported commanders specify the level of detail required and review and
approve the resulting supporting plans.

5.11. Planning in Crisis

A crisis is an incident or situation that creates a condition of such national security importance that
the President or SecDef may consider a commitment of US military forces and resources to achieve
or defend national objectives. Crises may evolve over time (e.g., escalating civil war, humanitarian
crisis) or develop quickly (e.g., hostage rescue, natural disaster) with little or no warning and
require accelerated decision making. Sometimes a single crisis may generate other crises
elsewhere. Multiple crises can also concurrently impact two or more CCDRs. Furthermore, there
may be a single threat with transregional implications that simultaneously threatens two or more
CCDRs. In these situations, supported and supporting command relationships may be fluid. Forces
and capabilities committed to mitigate emergent threats will likely require dynamic reallocation or
reprioritization. These situations, increasingly the norm, highlight the importance of integrated
planning and making force management decisions from a risk-informed, global perspective.
1 NOVEMBER 2021 AFH 1 128

Planning in response to a crisis generally results in the publication of an order and the execution
of an operation. Crisis planning should help senior leaders determine if a military response can
help achieve the desired objective at acceptable cost and risk levels.

Joint Planning and Execution Community. The Joint Planning and Execution Community
(JPEC) monitor, plan, assess, and execute joint operations to ensure the Joint Force Commander’s
seamless transition from planning to execution during times of crisis. This process spans across
organizational levels, including the interaction between Secretary of Defense and combatant
commanders, which ultimately helps the U.S. President and Secretary of Defense decide when,
where, and how to commit U.S. Armed Forces. Clear strategic guidance and frequent interaction
between senior leaders and planners promote early understanding and agreement for planning
assumptions, considerations, risks, and other key factors.

5.12. Joint Operation Orders

Important aspects and types of joint operation orders are described here.
Warning Order. A warning order (WARNORD), issued by the Chairman of the Joint Chiefs of
Staff, is a planning directive that initiates the development and evaluation of military courses of
action (COAs) by a supported commander and requests that the supported commander submit a
commander’s estimate.
Planning Order. A planning order (PLANORD) is a planning directive that provides essential
planning guidance and directs the initiation of plan development before the directing authority
approves a military COA.
Alert Order. An alert order (ALERTORD) is a planning directive that provides essential planning
guidance and directs the initiation of plan development after the directing authority approves a
military COA. An ALERTORD does not authorize execution of the approved COA.
Prepare to Deploy Order. The Chairman of the Joint Chiefs of Staff, by the authority of and at
the direction of the U.S. President or Secretary of Defense, issues a prepare to deploy order to
increase or decrease the deployability posture of units; to deploy or redeploy forces; or to direct
any other action that would signal planned military action or its termination in response to a
particular crisis event or incident.
Deployment/Redeployment Order. A deployment or redeployment order is a planning directive
from the Secretary of Defense, issued by the Chairman of the Joint Chiefs of Staff, which
authorizes and directs the transfer of forces between combatant commands by reassignment or
attachment. A deployment or redeployment order normally specifies the authority that the gaining
combatant commander will exercise over the transferred forces.
Concept of Operations. A concept of operations (CONOPS) is a statement or outline used to
present a commander’s assumptions or intent with regard to an operation or series of operations.
CONOPS are designed to give an overall picture of an operation or emerging issue.
Execution Order. Only the U.S. President and Secretary of Defense have the authority to approve
and direct the initiation of military operations. The Chairman of the Joint Chiefs of Staff, by the
authority of and at the direction of the U.S. President or Secretary of Defense, may subsequently
issue an execute order (EXORD) to initiate military operations. Supported and supporting
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commanders and subordinate Joint Force Commanders use an EXORD to implement the approved
CONOPS.
Operation Order. An operation order (OPORD) is a directive issued by a commander to
subordinate commanders for the purpose of effecting the coordinated execution of an operation.
Joint OPORDs are prepared under joint procedures in prescribed formats during crisis action
planning.
Fragmentary Order. A fragmentary order (FRAGORD) is an abbreviated form of a verbal,
written, or digital operation order, which eliminates the need for restating information contained
in a basic operation order while enabling dissemination of changes to previous orders. It is usually
issued as needed or on a day-to-day basis.
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Section 5D—Mobilization
REQUIRED LEVEL OF COMPREHENSION FOR DEVELOPMENT AND PROMOTION
Chapter 5—DOCTRINE, JOINT FORCE, AND SSgt TSgt MSgt SMSgt CMSgt
MOBILIZATION
Section 5D—Mobilization B B C C C

5.13. National Security Strategy

The NSS is required annually by Title 50, USC, Section 3043. It is prepared by the Executive
Branch of the U.S. Government (USG) for Congress and outlines the major national security
concerns of the United States and how the administration plans to address them using all
instruments of national power. The document is often purposely general in content, and its
implementation by DoD relies on elaborating direction provided in supporting documents.

National Defense Strategy. The NDS, required by Title 10, USC, Section 113(g), is signed by
SecDef and outlines DoD’s approach to implementing the President’s NSS. The NDS supports the
NSS by establishing a set of overarching defense objectives that guide DoD’s security activities
and provide direction for the National Military Strategy (NMS). The NDS objectives serve as links
between military activities and those of other DoD agencies in pursuit of national goals.

National Military Strategy. The National Military Strategy provides a framework and advice to
the Secretary of Defense on how the Armed Forces will support and implement the National
Security Strategy and the National Defense Strategy. It also defines national-level military
objectives (ends), how to accomplish these objectives (ways), and addresses the military
capabilities required to execute the strategy (means).
USAF War and Mobilization Plan. The USAF War and Mobilization Plan is the USAF’s five-
volume document supporting the Joint Strategic Capabilities Plan and providing the Air Staff,
planners, and commanders with current policies, planning factors, and apportioned forces for
conducting and supporting operations. The plan provides the basis for component-level planning
in support of combatant commanders’ theater and functional campaign plans specifying strategies
for steady-state ongoing operations in support of national guidance. The plan also supports
deliberate planning for specific contingency operations, which are generally specific branches or
sequels of combatant commanders’ campaign plans which may be developed into detailed ‘on-
the-shelf’ concept plans or operation plans.
Global Force Management. Global Force Management is the process the Secretary of Defense
and the Chairman of the Joint Chiefs of Staff use to assign forces to combatant commanders for
mission accomplishment and to allocate additional forces to combatant commanders in the event
of contingency operations and apportion forces for combatant commander planning in the event
contingency operations escalate. Global Force Management also provides senior decision-makers
a process to quickly and accurately assess the impact and risk of proposed changes in force
assignment, apportionment, and allocation.
Unified Command Plan. The Unified Command Plan, signed by the President, establishes
CCMDs and responsibilities and missions of the CCDRs. The unified command structure
identified in the UCP is flexible and changes as required to accommodate evolving US national
security needs.
Title 10, USC, Section 161, tasks the CJCS to conduct a review of the UCP “not less often than
1 NOVEMBER 2021 AFH 1 131

every two years” and submit recommended changes to the President through SecDef.

5.14. Air Expeditionary Force

The Air Expeditionary Force (AEF) is structured and executed based on three principles. The three
principles are: transparency, predictability, and equitability. The when, why, and how regarding
the AEF process should be visible and understandable to every Airman. Every USAF member is
responsible for knowing and understanding the AEF structure, how we deploy, and our goals for
the future. The AEF concept was developed to allow the RegAF, Reserve, and Air National Guard
to serve as a combined force. A combined force is defined as temporary in nature, organized to
meet a specific mission or national commitment, and activated and inactivated as necessary. Note:
The AEF is a vehicle for managing and scheduling Air Force Forces for expeditionary purposes;
it is not a warfighting organization. The Air Expeditionary Task Force (AETF) is normally the
warfighting organization attached to the Joint Force command.
Adaptive Planning and Execution System. The Adaptive Planning and Execution System
facilitates iterative dialogue and collaborative planning between the multiple echelons of command
to ensure that the military instrument of national power is employed in accordance with national
priorities, and that the plan is continuously reviewed and updated as required and adapted
according to changes in strategic guidance, resources, or the operational environment. The
Adaptive Planning and Execution System formally integrates the planning activities of the Joint
Planning and Execution Community and facilitates the seamless transition from planning to
execution during times of crisis, including monitoring, designing, planning, executing, and
assessing mobilization, deployment, employment, sustainment, redeployment, and demobilization
activities associated with joint operations.
Air Expeditionary Force Schedule. The AEF schedule operates on two 12-month life cycles that
align with the Global Force Management Cycle and coincide with fiscal years. Prior to the
beginning of every cycle, USAF specialty functional area managers will revalidate the
deployment-to-dwell period of their respective capability areas and realign forces if necessary. The
USAF goal is that functional areas align to the least strenuous deployment-to-dwell baseline to
minimize risk to the force. Every 12 months a new 24-month schedule will be established.
Air Expeditionary Force Teaming Construct. The USAF has transitioned to the AEF teaming
construct. This construct provides a better teaming concept through larger groupings of unit type
codes from fewer units/bases to allow Airmen to deploy with their supervisors and members of
their unit/base. This allows for shared common experiences throughout the deployment process.
Force Generation Construct. The AEF ‘force generation’ construct establishes a standardized
battle rhythm to ensure operational forces are organized, trained, equipped, and ready to respond
to combatant commander requests for forces. By aligning forces into ‘bands’ and utilizing the
teaming concept, our USAF is able to determine who goes first, define our battle rhythm, and
provide a logically organized structure during surge periods. Using a rotational capacity construct,
deployed units undergo a period of dwell (time spent at home station) before entering another
deployment/mobilization vulnerability period.

5.15. Expeditionary Force Capabilities

Through the AEF process, the USAF supports global combatant commander requirements through
a combination of assigned, attached (rotational), and mobility forces that may be forward
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deployed, transient, or operating from home station. The AEF structure consists of four major
elements: readily available force, Demand Force Teams, in-place support, and institutional force.
- Readily Available Force. The readily available force is the primary pool from which the USAF
fulfills global force management allocation plan requirements. To meet these requirements, the
USAF aligns its warfighting capabilities (forces from combat, combat support, and combat service
support organizations) based on requirements relative to assigned rotational capabilities for each
vulnerability period.
- In-place Support. There are two types of in-place support: forces that almost exclusively employ
in direct support of a combatant commander mission, and those that represent the minimum
number of requirements to support critical home station operations. In-place support forces are
also included in the AEF construct.
- Demand Force Team. Demand force teams include user assets with a unique set of mission
capabilities, such as global mobility forces, special operations forces, personnel recovery forces,
space forces, and other uniquely categorized forces, that provide support to authorized
organizations within and outside the Department of Defense. Most high demand/low supply assets
like these are postured as demand force teams and will rotate as operational requirements dictate.
Due to their unique nature, they cannot be easily aligned with AEF battle rhythm; however, every
effort must be made to develop a sustainable plan by HAF and major command functional area
managers as a part of the enabler nomination request package.
- Institutional Force. The institutional force consists of those forces assigned to organizations
responsible for functions at the USAF level (organize, train, equip, recruit, supply), as directed by
the Secretary of the Air Force. Examples of these forces include: military training instructors,
technical school instructors, and personnel assigned to HAF and major commands. Although these
organizations do not represent a war-fighting capability, the individuals assigned to these
organizations are deployable.
5.16. Posturing and Unit Type Codes
All USAF personnel contribute to the AEF and are inherently deployable or employable in-place.
The basic building block used in force planning and the deployment of forces is the Unit Type
Code (UTC). A UTC is a five-character alphanumeric designator, designed to identify each type
of unit in the U.S. Armed Forces and its force capability with personnel and equipment
requirements. The assignment of a UTC categorizes each type of organization into a class or kind
of unit having common distinguishing characteristics.
Posturing codes are used to indicate the number of UTCs required for assigned/committed
missions, critical home station requirements, and the number of UTCs available to be
simultaneously tasked for deployment. Not all UTCs will be postured. Those organizations
identified as combat, combat support, or combat service support (war-fighting) organizations, will
posture UTCs. Institutional organizations identified as “other” will not posture UTCs. Posturing
UTCs is based on an organization’s funded military authorizations as shown in the unit manpower
document. Units may be tasked to support a UTC they have not postured as long as the unit can
meet the mission capability statement.
AEFs can be postured as forces ready to deploy to support combatant commander worldwide
requirements, home station requirements, or reach back support to combatant commanders. This
provides balanced war-fighting capabilities across the construct to support combatant commander
1 NOVEMBER 2021 AFH 1 133

requirements. With unit chain-of-command involvement and AEF cell oversight, major command
functional area managers must determine which unit type codes to posture based on operational
need, organizational specifics, and posturing codes within their functional area.
Air Expeditionary Force Indicators. All Airmen, regardless of assignment to combat, combat
support, combat service support, or institutional force will be given an AEF Indicator in MilPDS
once they arrive on station for an assignment due to a permanent change of station or assignment.
For individuals assigned to readily available forces, their indicator will correspond to the same
period as the unit’s unit type codes. For individuals assigned to the institutional force, the indicator
will correspond to a vulnerability period determined by the Airman’s commander or equivalent.
Except in cases of reaching forward, individuals will deploy during their associated vulnerability
period. Other than receiving a permanent change of station or permanent change of assignment,
changing an individual’s indicator will be done only under extenuating circumstances.

5.17. Base Level Deployment Support and Functions

Force Presence. While all USAF personnel contribute to the AEF, the Air Force Personnel Center
(or other designated force manager) supports AEF operations by identifying the most ready forces
and available forces as part of unit type codes or as individuals to meet the stated requirement.
Designed Operational Capabilities Statement. The Designed Operational Capabilities
Statement is a document prepared by a parent major command that consolidates reporting criteria
and information based on authoritative data sources, requirements, and functional manager inputs.
It ensures standards of reporting and assists units and commanders with gathering and reporting
readiness data.
Mission Capability Statement. The mission capability statement is a short description of the
mission capabilities that higher headquarters planners expect of a specific unit type code. The
statement usually contains pertinent information, such as the type of base where commanders will
deploy the unit, the unit's functional activities, and other augmentation requirements necessary to
conduct specific missions.
Time Phased Force and Deployment Data. Time-Phased Force and Deployment Data (TPFDD)
provide a prioritized list of what unit type codes deploy in support of a particular plan and catalog
combatant commander requirements, as well as route forces and establish transportation
requirements. TPFDD requirements must be prioritized (due to all services competing for the
movement of assets).
Installation Deployment Readiness Cell. The Installation Deployment Readiness Cell is a
centralized function aligned under the logistics readiness squadron commander and is responsible
for identifying, validating, and distributing deployment taskings and information. The cell is the
day-to-day focal point for all deployment and execution operations. The permanent staff consists
of the Installation Deployment Officer, the Logistics Readiness Squadron Logistics Plans and
Integration Office, and the Force Support Squadron Installation Personnel Readiness office.
Installation Deployment Officer. The Installation Deployment Officer (military or federal
civilian), is a fully qualified, logistics readiness officer who acts on behalf of the host
installation/wing commander in directing, controlling, coordinating, and executing the deployment
of in-place (home station) and aggregated contingency forces and installation deployment
exercises, to include tenant units.
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Installation Personnel Readiness. Installation personnel readiness is an office in the Force

Support Squadron that is responsible for providing installation wide personnel deployment
planning and execution and personnel support in matters pertaining to deployment availability
information, personnel accountability, and duty status reporting for contingency, exercise, and
deployments.
Unit Deployment Manager. The Unit Deployment Manager (UDM) is appointed by the unit
commander to manage all deployment readiness and training aspects for deployable personnel and
equipment within their unit to ensure they are deployment ready. UDMs support redeployed
personnel and serve as the primary liaison to the unit training manager, flight/squadron leadership,
wing training functions regarding deployment related issues, and Installation Deployment
Readiness Cell.
Commander’s Toolkit. The Commander’s Toolkit is a non-secure internet protocol router-net
based system that provides information on deployment readiness, including individual medical
readiness data at the unit level for commanders via the ‘Commander’s Toolkit’ tab on every page
of AEF Online. This tool was specifically built for base-level commanders, unit deployment
managers, and other key staff to monitor and manage the deployment status of their units and e-
mail unit members with outstanding requirements directly from the tool.
Personal Deployment Preparedness Tool. The Personal Deployment Preparedness Tool
provides personalized information at the individual level for all uniformed Airmen. The
information provided includes: member’s duty status, security clearance, AEF indicator, and
medical requirements. Training information in the system includes: Total Force awareness
training, basic Airman readiness, and expeditionary skills proficiency pre-deployment training
requirements extracted from MyLearning.
Unit Type Code Assessment. Unit Type Code (UTC) Assessment is the only assessment system
that reports at the UTC level and is the primary system used to source unit type codes for taskings
and contingencies. The reporting tool highlights missing resources and quantifies missing
requirements for additional justification when submitting budgets. Commanders are responsible
for ensuring information is accurate.
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Chapter 6
ENLISTED FORCE DEVELOPMENT
Section 6A—Leadership Levels
REQUIRED LEVEL OF COMPREHENSION FOR DEVELOPMENT AND PROMOTION
Chapter 6— ENLISTED FORCE DEVELOPMENT SSgt TSgt MSgt SMSgt CMSgt
Section 6A—Leadership Levels B B C C C

6. 1. Commitment to Responsibility – A Team of Teams

Many enlisted Airmen have officers or civilians as direct supervisors. There is a compelling need
for officers, civilian personnel, and enlisted Airmen to have a deliberate and common approach to
force development, career progression, and the assumption of increased supervisory and leadership
responsibilities. Each day as we execute our missions, we should all be familiar with and
understand these responsibilities and how they relate to the force structure. Our force structure,
core values, foundational and occupational competencies, describe what makes us Airmen.
Officer Responsibilities. The officer force structure is comprised of three distinct and separate
tiers. The tiers are Company Grade Officer with grades O-1 thru O-3, Field Grade Officer with
grades O-4 thru O-6, and General Officer, with grades of O-7 thru O-10. Progression through the
tiers correlates to increased levels of leadership and managerial responsibilities, with each tier
building on previous responsibilities and focusing on developing the appropriate tactical,
operational, and strategic competencies associated with their rank and position. Therefore, General
Officers are expected to have mastered Field Grade Officer responsibilities. Likewise, Field Grade
Officers are expected to have mastered Company Grade Officer responsibilities. Above all, the
focus of each tier is leadership, professionalism, and mission success in the profession of arms.
Enlisted Responsibilities. Functionally, the USAF develops technical experts through career field
progression and succession planning. Institutionally, the USAF strives to develop experienced
leaders. From the earliest stages, Airmen and supervisors must comprehend the progression path
for technical and professional development. As Airmen demonstrate expertise and potential,
opportunities should be made available to encourage more responsibility and increased leadership
roles. Developmental opportunities, such as deployments, exercises, joint assignments, special
duty assignments, and headquarters staff assignments, offer unique perspectives on how the USAF
functions. Effective career progression and development are dependent upon deliberate
conversations between supervisors and subordinates regarding career field and USAF
requirements, personal qualifications, and goals.
Civilian Responsibilities. The USAF Civil Service consists of more than 180,000 professional
civilians in over 35 countries. Within 11 personnel systems there are 22 career fields, 472
occupational series, and 27 different pay plans. Civilians serve in critical positions, such as
scientists, engineers, contract specialists, instructors, intelligence experts, mechanics, human
resource professionals, firefighters, aircraft mechanics, childcare providers, and many others. They
provide corporate knowledge and stability across the USAF and deploy to various contingency
areas. Civilians are fundamental to the strength of our USAF, and like the enlisted and officer
corps, have a compelling need for a deliberate and common approach to force development, career
progression, and the assumption of increased supervisory and leadership responsibilities.
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6.2. Continuum of Learning

Force development generally results in leadership, management, and warrior ethos proficiency.
The force development construct is a framework that links developmental needs with foundational
competencies through the continuum of learning. Occupational competency development
generally results in technical skill proficiency. The continuum of learning, along with the defined
competencies, are aligned to ensure Airmen are qualified and ready to meet the challenges of
current and future operating environments. The continuum of learning is a career-long process of
development where challenging experiences are combined with education and training through a
common taxonomy to produce Airmen who possess the tactical expertise, operational competence,
and strategic vision to lead and execute the full-spectrum of USAF missions.
The three distinct levels associated with leadership skills are: tactical expertise, operational
competence, and strategic vision. These levels are recognized with varying emphasis across the
foundational competencies. As Airmen progress from tactical expertise to strategic vision
leadership levels, emphasis on the use of foundational competencies shifts to a broader focus. The
nature and scope of leadership as well as preferred leadership methods differ based on the level of
leadership and responsibilities.
Tactical Expertise. Development at the tactical expertise level includes a general understanding
of team leadership and an appreciation for organization leadership. It is a time to master core duty
skills, gain experience in applying those skills, and begin acquiring knowledge and experience
essential for demonstrating effective, ethical leadership. Airmen at the tactical expertise level learn
to become the USAF’s primary technicians and specialists, assimilate into the USAF culture, and
adopt the USAF core values. The tactical expertise level is a time for honing followership abilities,
motivating subordinates, and influencing peers to accomplish the mission while developing a
warrior ethos and exercising communication skills as effectively and efficiently as possible.
Operational Competence. Development at the operational competence leadership level includes
developing a broader understanding of the USAF perspective and the integration of diverse people
and capabilities in operational execution. It is a time to transition from specialists to leaders with
an understanding of themselves as leaders and followers, while applying an understanding of
organizational and team dynamics. It is a time to lead teams by developing and inspiring others,
taking care of people, and taking advantage of diversity. It is a time to foster collaborative
relationships through building teams and coalitions, especially within large organizations, and
negotiating with others, often external to the organization. The majority of enlisted Airmen operate
at the tactical expertise and operational competence levels.
Strategic Vision. Development at the strategic vision level includes combining highly developed
personal and people/team institutional competencies, applying broad organizational competencies,
and leading and directing exceptionally complex and multi-tiered organizations. It is a time to
develop a deep understanding of how Airmen achieve synergistic results and desired effects with
their operational capabilities. It is a time when an Airman employs military capabilities,
understands the operational and strategic arts, and has a thorough understanding of unit, USAF,
joint, and coalition capabilities. Development at the strategic vision level includes an enterprise
perspective with a thorough understanding of the structure and relationships needed to accomplish
strategic objectives. The strategic vision level focuses on the effects an Airman can have across
the USAF and on the Department of Defense.
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6.3. Core Competencies

Core competencies are about big picture concepts that the USAF does, or is expected to do or
know, all of the time. Being competent means that a person or organization has the necessary
abilities or qualities to perform or function successfully. Core competencies are a key set of
abilities or qualities at the heart of the organization’s reason for being. For the USAF, core
competencies are those special abilities and qualities we collectively possess that enable us to
function successfully and create airpower effects. Some core competencies are unique to the USAF
and distinguish us from our sister services, while other core competencies are aligned across the
branches of service.
Occupational Competencies. Occupational competencies are required of Airmen within a
specific workforce category or specialty. Occupational competencies describe technical/functional
knowledge, skills, abilities, and other characteristics needed to perform that function’s mission
successfully. Refer to AFH 36-2647, Competency Modeling, 25 April 2019, for additional details.
Foundational Competencies. Foundational competencies prepare Airmen to operate successfully
across the widest array of USAF tasks and requirements, and to adapt in a constantly changing
operational environment. They are broadly applicable across (enlisted, officer, and civilian) USAF
members, spanning all occupations, functions, and organizational levels, and form the framework
for force development in the USAF. Foundational competencies are observable, measurable
patterns of knowledge, skills, abilities, and other characteristics needed to perform successfully
across a USAF career. The Foundational competencies are enduring and encompass attributes the
USAF believes are critical to mission success. The Foundational Competencies are grouped into
four major categories: Developing Self, Developing Others, Developing Ideas, and Developing
Organizations. Each of these competency categories is addressed in subsequent chapters of AFH
1.
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Section 6B—Enlisted Force Structure

REQUIRED LEVEL OF COMPREHENSION FOR DEVELOPMENT AND PROMOTION
Chapter 6—ENLISTED FORCE DEVELOPMENT SSgt TSgt MSgt SMSgt CMSgt
Section 6B—Enlisted Force Structure B C C C D

6.4. Enlisted Force Structure Framework

To best leverage our resources we must have a consistent, well-defined set of expectations,
standards, and growth opportunities for all Airmen, regardless of rank or specialty. The enlisted
force structure fulfills a compelling need for a deliberate and common approach to force
development, career progression, increased supervisory, and leadership responsibilities. The
enlisted force structure provides the framework to best meet mission requirements while
developing foundational and occupational competencies. It is comprised of three distinct and
separate tiers, each correlating to increased levels of education, training, and experience, which
build increasing levels of proficiency, leadership, and managerial responsibilities. Responsibilities
of enlisted tiers are outlined in detail in The Little Brown Book, The Enlisted Force Structure, 16
May 2022, Chapter 4.

6.5 Junior Enlisted Tier

The junior enlisted tier consists of the ranks: Airman Basic, Airman, Airman First Class, and
Senior Airman. Initial enlisted accessions enter the USAF in this tier and are introduced to the
foundational competencies. They focus on adapting to the military, being part of the profession of
arms, achieving occupational proficiency, and learning to be productive members of the USAF. In
this tier, Airmen are trained, qualified, and ready to operate at home station and in an expeditionary
environment, and they prepare for increased responsibilities. Junior enlisted Airmen will progress
early in their career through the Airmanship Continuum of 100 (BMT), 200 (Technical Training)
and 300 (First-Term Airmen Center).
Airman Basic and Newly Enlisted Airmen. Airmen Basic, as well as Airmen who initially enlist
in the USAF as Airman or Airman First Class, are primarily adapting to the military profession,
acquiring knowledge of USAF standards, customs, courtesies, as well as striving to attain
occupational proficiency under close supervision. The written abbreviation for Airman Basic is
“AB” and the official term of address is “Airman Basic” or “Airman.”
Airman. Airmen continue learning and adapting to the military profession, and are expected to
understand and conform to military standards, customs, and courtesies. An Airman begins to show
occupational proficiency at basic tasks and still requires significant supervision and support. The
written abbreviation is “Amn” and the official term of address is “Airman.”
Airman First Class. Airmen First Class fully comply with USAF standards and devote time to
increasing skills in their career fields and the military profession while becoming effective team
members. For the Airman First Class, continued supervision is essential to ongoing occupational
and professional growth. Typically, the 5-skill level is earned at this grade. The written
abbreviation is “A1C” and the official term of address is “Airman First Class” or “Airman.”
Senior Airman. Senior Airmen commonly perform as skilled technicians and trainers. They begin
developing supervisory and leadership skills through progressive responsibility, individual study,
and mentoring. Senior Airmen strive to establish themselves as effective trainers through the
maximum use of guidance and assistance from officer and enlisted leaders. Senior Airman must
1 NOVEMBER 2021 AFH 1 139

complete Airman Leadership School before assuming the grade of Staff Sergeant. The written
abbreviation is “SrA” and the official term of address is “Senior Airman” or “Airman.”

6.6. Noncommissioned Officer Tier

The Noncommissioned Officer (NCO) tier consists of the ranks: Staff Sergeant and Technical
Sergeant. NCOs continue occupational growth and become expert technicians while developing
as leaders, supervisors, managers, and mentors in the profession of arms. Additionally, NCOs
ensure they keep themselves and subordinates trained, qualified, and ready to deploy and operate
at home station and in an expeditionary environment. In this tier, NCOs understand and internalize
foundational competencies in preparation for increased responsibilities while pursuing
professional development through a variety of means, including the developmental special duty
selection process and professional military education.
Staff Sergeant. Staff Sergeants are skilled technicians with supervisory and training
responsibilities. Typically, the 7-skill level is earned at this rank. Staff Sergeants ensure proper use
of resources under their control for effective, efficient accomplishment of the mission. The written
abbreviation is “SSgt” and the official term of address is “Staff Sergeant” or “Sergeant.”
Technical Sergeant. Technical Sergeants are often a unit’s technical experts. They continuously
strive to develop as technicians, supervisors, leaders, and mentors through professional
development opportunities, including professional military education. Technical Sergeants must
complete the NCO Academy before assuming the grade of Master Sergeant. The written
abbreviation is “TSgt” and the official term of address is “Technical Sergeant”, “Tech Sergeant”,
or “Sergeant”.

6.7. Senior Noncommissioned Officer Tier

The Senior Noncommissioned Officer (SNCO) tier consists of the ranks: Master Sergeant, Senior
Master Sergeant, and Chief Master Sergeant. SNCOs serve as leaders in the profession of arms.
They advise, supervise, mentor, and develop junior enlisted Airmen and NCOs under their charge.
In this tier, SNCOs continue professional development and participate in decision-making
processes on a variety of technical, operational, and organizational issues. They have a great deal
of leadership experience to leverage resources and personnel against a variety of mission
requirements. They continue professional development through functional opportunities,
professional military education, and may attend sister-service or international SNCO courses.
Master Sergeant. Master Sergeants are technical experts, transitioning from first-line supervisors
to leaders of operational competence. This rank carries increased responsibilities for leadership,
management, and team building. Master Sergeants should consider broadening opportunities
through the developmental special duty selection process. Master Sergeants must complete the
SNCO Academy before assuming the grade of Senior Master Sergeant. The written abbreviation
is “MSgt” and the official term of address is “Master Sergeant” or “Sergeant.”
Senior Master Sergeant. Senior Master Sergeants are experienced, operational leaders, skilled at
merging team talents, skills, and resources with other organizations. The written abbreviation is
“SMSgt,” and the official term of address is “Senior Master Sergeant,” “Senior,” or “Sergeant.”
Chief Master Sergeant. Chief Master Sergeants possess substantial operational and occupational
experience and hold strategic leadership positions with tremendous influence. They are charged
with mentoring and developing junior enlisted personnel and influencing the professional
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development of company grade officers. All newly selected RegAF chiefs will attend the Chief
Leadership Course. Newly selected Reserve Component chiefs will attend either the Chief
Leadership Course or their Chief Orientation Course. The written abbreviation is “CMSgt” and
the official term of address is “Chief Master Sergeant” or “Chief.”
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Section 6C—Duty Titles and Special Positions

REQUIRED LEVEL OF COMPREHENSION FOR DEVELOPMENT AND PROMOTION
Chapter 6—ENLISTED FORCE DEVELOPMENT SSgt TSgt MSgt SMSgt CMSgt
Section 6C—Duty Titles and Special Positions B B C D D

6.8. Enlisted Duty Titles

When properly applied, duty titles facilitate a quick understanding of a person’s role and level
of responsibility. Enlisted duty titles are assigned based upon the scope of responsibility and the
duties being performed. The following duty titles are the official, authorized duty titles for the
enlisted force. Exceptions include specific enlisted positions listed in The Little Brown Book, The
Enlisted Force Structure, Chapter 4, and limited instances when a person’s position or duties do
not meet the established criteria.
Supervisor. The title of Supervisor is used for NCO and some Senior Airmen who are first- line
supervisors, such as heavy equipment supervisors and shift supervisors. Junior enlisted Airmen
will not have the duty title of supervisor unless they are at least an Airman Leadership School
graduate and supervise the work of others.
Noncommissioned Officer in Charge. The title of Noncommissioned Officer In Charge
(NCOIC), is used only for NCOs and SNCOs in charge of a work center or element. NCOICs
typically have subordinate supervisors. The title of NCOIC is also used for those whose primary
duty is a unit-wide program or management function, even if they do not directly supervise
personnel.
Section Chief. The title of Section Chief is used for NCOs and SNCOs in charge of a section with
at least two subordinate work centers or elements. Section chiefs are typically SNCOs and the rank
will vary depending upon the size of the section.
Flight Chief. The title of Flight Chief is used for NCOs and SNCOs who are the enlisted
leaders of a flight. Flight chiefs are typically SNCOs and the rank will vary depending upon the
size of the flight.
Manager. The title of Manager, in addition to the special SNCO positions of USAF career field
managers and major command functional managers, is used for NCOs and SNCOs who are
program, project, and policy managers at designated USAF levels. They may or may not have
personnel working for them and may be the enlisted leader of the branch, division, or directorate.
Chief. The title of Chief is used for Chief Master Sergeants who are program, project, or policy
managers at designated USAF levels. They may or may not have personnel working for them and
may be the enlisted leader of the branch, division, or directorate.

6.9. Selective Senior Enlisted Positions

Airmen may serve in leadership or duty positions within or outside their functional specialty. For
additional special duty positions, refer to the Air Force Enlisted Classification Directory.
Senior Enlisted Advisor to the Chairman (SEAC) of the Joint Chiefs of Staff. The SEAC is a
distinct military position and rank within the United States Department of Defense and is
designated the most senior enlisted service member, by position, in the United States Armed
Forces. The SEAC is appointed by the Chairman of the Joint Chiefs of Staff (CJCS) to serve as an
advisor to the Chairman on all matters involving joint and combined total force integration,
1 NOVEMBER 2021 AFH 1 142

utilization, health of the force, and joint development for enlisted personnel. The SEAC also serves
as a spokesperson to leaders and organizations on applicable issues affecting the total enlisted
force. At the discretion of the Chairman, the SEAC’s exact duties may vary, though the SEAC
generally devotes much time traveling throughout the Department of Defense observing education,
training and communicating to the total force, (active, reserve, retirees, veterans and military
families).
The SEAC maintains oversight, focus, and responsibility in any area that the Chairman may direct.
In doing so, the SEAC represents the enlisted voice during meetings with leaders ranging from the
Office of the Secretary of Defense (OSD), to the civilian community to Service leaders of other
nations. Though not in the immediate chain of command, the SEAC serves as a vital conduit from
the Chairman to the Service Senior Enlisted Advisors (SEAs) and the Combatant Command,
Command Senior Enlisted Leaders (COCOM CSELs) to all enlisted members throughout the total
force. Additionally, the SEAC is in the NCO communication chain. During visits to Joint
Operational Areas, posts and bases, the SEAC identifies issues that holistically affect enlisted
service members, retirees, and DoD families. The SEAC harmonizes and integrates common
solutions across the service branches to increase the readiness, effectiveness, efficiencies, and
health/welfare of the total force. Note: The position of the SEAC was first adopted in 2005. SEAC
#4 Ramón "CZ" Colón-López became the first Airman to serve in this unique position on
December 13, 2019.
Chief Master Sergeant of the Air Force. The CMSAF is the senior enlisted leader of the USAF
and takes precedence over all USAF enlisted members. The CMSAF provides leadership to the
enlisted force and advises the Chief of Staff of the Air Force, Secretary of the Air Force, Chairman
of the Joint Chiefs of Staff, and the Secretary of Defense on enlisted matters for Airmen and their
families. The CMSAF communicates with the force, serves on boards and committees for
organizations affecting Airmen, testifies before Congress, and is the USAF career field manager
for command chief master sergeants and group superintendents. The CMSAF consults with sister
service senior enlisted advisors on issues affecting all enlisted members; engages with foreign
military leaders regarding theater security cooperation and partner nation development efforts;
represents the USAF to the American public, professional organizations, and media; and manages
the Air Force Order of the Sword Program. The written abbreviation is “CMSAF” and the official
term of address is “Chief Master Sergeant of the Air Force” or “Chief.” Note: Establishing a
CMSAF position was initially proposed by the Air Force Association’s Airman Advisory Council
in 1964. In 1966, Congressman Mendel Rivers introduced a bill that would mandate each of the
services to appoint one senior enlisted member. The senior enlisted member for the USAF would
serve as the senior enlisted advisor to the Chief of Staff of the Air Force. The Marine Corps had
already created the position of Sergeant Major of the Marine Corps in 1957, and the Army had
already created the position of Sergeant Major of the Army in 1965. Although the Rivers bill never
passed, the USAF recognized the tremendous support behind the proposal. In October 1966, Chief
of Staff of the Air Force General John P. McConnell announced the newly created position of
CMSAF. In April 1967, Chief Paul W. Airey became the first to wear the unique CMSAF insignia
with the wreath around the star. See Attachment 4, Chief Master Sergeants of the Air Force, for
a photo and brief biography of all CMSAFs.
Command Chief Master Sergeant. The title of Command Chief Master Sergeant (CCM) applies
to the senior enlisted leader in a designated USAF level – traditionally at wings, centers, numbered
air forces (NAF), and major commands (MAJCOM). The command chief master sergeant provides
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general supervision to the command’s enlisted force and is responsible for advising commanders
and staff on mission effectiveness, professional development, recognition, key enlisted Airmen
nominations and hires, accelerated promotions, performance evaluations, military readiness,
training, utilization, health, morale, and welfare of the organization’s enlisted, and takes action to
address shortfalls or challenges. They also regularly visit Airmen, to include traveling to
geographically separated units/elements; interact with sister service counterparts; serve as a liaison
to and work closely with the local community and ensure the enlisted force is ready to meet mission
requirements (both in-place and deployed). RegAF command chief master sergeants serve on the
enlisted force distribution panel by advising their senior rater and panel membership on enlisted
Airmen’s potential to serve in the next higher grade. They assist and advise in the selection and
nomination of enlisted Airmen for positions of greater responsibility, to include developmental
special duties. The command chief master sergeant is the functional manager for subordinate unit’s
senior enlisted leaders and first sergeants in their organization, and performs other duties as
required/directed by their commander. Note: The titles of Senior Enlisted Advisor (SEA), Senior
Enlisted Leader (SEL), and Chief Enlisted Manager (CEM) are only used when holding a
designated and approved position. The equivalent to a command chief master sergeant in a
combatant command (COCOM) or joint task force (JTF) is a combatant command or joint task
force senior enlisted leader. Approved use of the titles of SEA and SEL are often used in joint and
coalition organizational structures and are not always synonymous with the role of a command
chief master sergeant.
Senior Enlisted Leader. This position serves as a key advisor in every command team and unit.
The title of SEL is used for SNCOs in charge of squadron, group, and headquarters levels. These
enlisted leaders provide mentorship, guidance, experience, and expertise in organizing, equipping,
training, and mobilizing the organization’s enlisted force to meet home station and expeditionary
mission requirements. RegAF SELs may support and advise commanders, directors, and fellow
enlisted leaders prior to the enlisted force distribution panel on promotion eligible Airmen’s
performance and potential to serve in the next higher grade. They also assist and advise in the
selection and nomination of enlisted Airmen for positions of greater responsibility, to include
developmental special duties. Total Force SELs manage and direct resource activities, interpret
and enforce policies and applicable directives, establish control procedures to meet mission goals
and standards, and actively support and maintain robust recognition programs. They work in
concert with other enlisted leaders, to oversee the readiness, training, health, morale, welfare, and
quality of life of assigned personnel. They represent the commander on all matters to support
mission and personnel readiness, to include maintaining the pulse of the enlisted force,
participating on advisory councils and boards, interacting with sister-service counterparts, and
performing other duties as required/directed by the commander.
Air Force Career Field Manager (AFCFM). The title of Enlisted AFCFM typically applies to
Chief Master Sergeants, normally located at HAF, responsible for organizing and managing one
or more enlisted career fields. Their responsibilities include establishing career field entry
requirements, managing trained personnel requirements, and developing and managing career-
long training plan requirements and programs. They also construct viable career paths, evaluate
training effectiveness, monitor health and manning of the career field, and provide input on
manning, personnel policies, and programs. AFCFMs also regularly visit Airmen, to include
traveling to geographically separated units/elements. Additionally, through the use of enlisted
development teams, they execute progression and succession planning to ensure there are
sufficient personnel and skillsets available to accomplish the mission. As functional experts, they
1 NOVEMBER 2021 AFH 1 144

ensure their career fields are responsive to both current and future needs of the USAF. They rely
heavily on collaboration and communicate directly with other HAF offices on issues impacting
their career field and with their respective major command and field operating agency enlisted
career field representatives and training managers to disseminate USAF and career field policies
and program requirements.
Major Command Functional Manager (MFM). The title of Enlisted MFM applies to SNCOs
who manage designated enlisted career fields and serve as the major command liaisons for their
respective AFCFMs. They regularly visit organizations in the major command they oversee,
monitor the health and manning of their career fields within their command, and elevate concerns
to the AFCFMs. They manage command training for their career field and coordinate command
training and personnel issues across their major command staff and with AFCFMs. They
disseminate USAF and career field policies and program requirements affecting their career field
throughout the major command. They coordinate with the Air Force Personnel Center (RegAF
only), through their major command, to ensure proper command prioritization of allocated and
assigned personnel resources. They provide functional and subject matter expertise to training
managers to develop new or modify/improve existing training programs.
Commandant. Commandants are assigned to each professional military education institution and
the First Sergeant Academy. They are responsible for implementing and enforcing policies,
procedures, and directives directly related to the accomplishment of the school’s course of
instruction. Commandants analyze data; provide direction and vision; and ensure effectiveness via
curriculum evaluations, faculty mentoring, student achievement, feedback, and contact with senior
leaders. Additionally, they coordinate frequent visits from high-ranking military and civilian
leadership.
Enlisted Engagement Manager/International Affairs. Enlisted Engagement Managers plan,
coordinate, and conduct enlisted engagements with partner nations on behalf of the Secretary of
the Air Force, International Affairs. This position operates at the major command and HAF levels.
Enlisted Legislative Fellows. Enlisted Legislative Fellows are SNCOs who receive instruction
and hands-on experience on Capitol Hill through education and development activities consisting
of an intensive orientation of Congress; a full-time assignment to the staff of a member, committee,
or support agency of Congress in Washington D.C.; and periodic seminars throughout the
assignment. They write and develop research for potential legislative issues of immediate or
ongoing concern to the USAF and the nation, and are assigned to the Secretary of the Air Force,
Legislative Liaison.
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Section 6D—Force Development

REQUIRED LEVEL OF COMPREHENSION FOR DEVELOPMENT AND PROMOTION
Chapter 6—ENLISTED FORCE DEVELOPMENT SSgt TSgt MSgt SMSgt CMSgt
Section 6D—Force Development B B C C C

6.10. Enlisted Force Development Construct

Enlisted force development combines training, education, and experience in a life-cycle approach
to developing innovative Airmen prepared to accomplish the USAF mission and lead in a rapidly
evolving global environment. Deliberate development is essential throughout an Airman’s career
and is satisfied through education on foundational competencies, training on occupational
competencies, seeking a varied array of experiential opportunities, and utilizing additional force
developmental tools for continued growth to meet both personal and professional needs. As
developing Airmen, it is essential to take full advantage of the abundant opportunities and
resources that exist both in a specialty and across the USAF. What is imperative from an enterprise
perspective, is looking at how Airmen progress through their careers to successfully assume the
responsibilities required in operational and strategic leadership positions.
Enlisted Development Teams. Enlisted development teams are designed to leverage the
development of qualified Airmen with the leadership capacity and acculturation necessary to
support current and projected mission requirements. Career field managers use enlisted
development teams to perform progression and succession planning to place Airmen in key
leadership and developmental positions based on defined education, training, experience, and
performance requirements. Placing the right people in the right place at the right time is imperative.
Enlisted Force Development Panel. The Enlisted Force Development Panel is responsible for
guiding enlisted force development initiatives. The panel is charged with reviewing, evaluating,
and making recommendations to senior USAF leaders regarding education, training, and
experiences impacting enlisted development. Panel members include command chief master
sergeants, career field managers, as well as representatives from Air Education Training
Command, Air Force Personnel Center, and HAF.
Air Force Senior Enlisted Leadership Council. The Air Force Senior Enlisted Leadership
Council is responsible for addressing deliberate development initiatives for Airmen with regard to
opportunities for enhanced performance. The council is comprised of chief master sergeants
serving in strategic/joint/combined commands, major command command chiefs, other senior
enlisted leader, and selected advisors. Efforts of the council aim to elevate the caliber and
performance of enlisted Airmen, develop solutions to the highest priority issues and opportunities
for Airmen and families, counsel and advise the Secretary of the Air Force, the Chief of Staff of
the Air Force, and senior USAF commanders and leaders.
Air Force Enlisted Council. The Air Force Enlisted Council is comprised of the current 12
Outstanding Airmen of the Year. With mentorship and oversight of the Air Force Senior Enlisted
Leadership Council, the Air Force Enlisted Council serves as enlisted ambassadors for USAF
enlisted recruiting and retention efforts. The council also actively engages with the Air Force
Association, enlisted professional military education, and various enlisted USAF organizations.
MyVECTOR. MyVECTOR is a Total Force, experience tracking, enterprise solution, that
supports USAF development priorities. MyVECTOR is a web-based career planning and force
development tool that allows individuals greater transparency into their development and career
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management. In addition to being the enterprise information technology tool used to support career
field managers and development teams, MyVECTOR also offers robust mentoring capabilities.
The modern online platform offers configuration, supporting not only the traditional by-name
method of requesting a mentor, but also providing a mentor-matching capability based on weighted
characteristics identified by Airmen searching for a mentor. MyVECTOR offers a real-time
mentoring plan, discussion forums, a bullet tracker to document accomplishments, and the ability
to dialogue on-line with a mentor.
MyVECTOR also includes a Developmental Special Experience (DSE) Catalog in the
Development Plan section. DSEs provide hands-on experiences that are typically outside of
AFSC or career series formal training, and help individuals gain or enhance
competencies. Unlike assignment systems, the Catalog lists all DSEs, regardless of vacancies or
application windows, to make users aware of all requirements or prerequisites.
MyVECTOR additionally offers a developmental self-assessment that helps members identify
their personal strengths and areas for improvement among the USAF Foundational Competencies.
The self-assessment provides immediate feedback on recommended online resources (e.g., videos,
articles, courses) based on a member’s identified areas for improvement. To further self-
awareness, members also have the option to use the assessment tool to request confidential
feedback from their supervisors and/or subordinates, peers, or higher-ranking members (360
degree feedback). Airmen can access the full searchable library of online resources (e.g., videos,
articles, courses) associated with each foundational competency (e.g., Teamwork,
Communication, Resilience) at any time to further personal and professional development.
Talent Management. Our USAF culture should attract the right Airmen, professionals ready to
represent the world’s greatest USAF. Talent management begins with recruiting and is continued
through training and education, where it is cultivated. The USAF’s ability to continue to respond
faster than our adversaries relies on the flexibility and adaptability of our Airmen. Not only do we
want to be innovators, our Nation depends on it. The way we manage talent directly impacts the
way we fight and win wars. The system that is designed to manage people must be as inclusive
and agile as we expect our Airmen to be.
Competitive Edge. The USAF as an institution recognizes the importance of an innovative,
inclusive, and agile work environment for maintaining a competitive edge and being considered
an employer of choice for our Nation’s best and brightest talent. Training and education is steadily
growing more aligned with capitalizing on talents of those within the USAF. USAF programs are
designed to develop, manage, and execute realistic and flexible training and education to produce
a highly skilled, motivated force that is capable of carrying out all tasks and functions in support
of the USAF mission. Innovative Airmen power the force. To keep pace, we must continuously
modernize our education and training to be relevant and responsive. The unpredictable landscape
we operate in requires the USAF to continue to revisit, improve, and evolve our personnel
management processes to ensure we retain our talented Airmen. While some initiatives are force-
wide and others are more targeted, they all have the same objective - to increase our competitive
position for top talent.

6.11. Occupational Analysis Program

The Air Education and Training Command, Studies and Analysis Squadron, Occupational
Analysis Section houses the USAF Occupational Analysis Program, governed by AFMAN 36-
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2664. The purpose of the program is to equip senior leaders and managers of USAF personnel and
education and training programs with objective, fact-based information about USAF occupations
and civilian occupational series. The role of occupational analysis is to conduct occupational
studies, develop survey instruments, analyze data collected, and provide actionable USAF
specialty information.
As noted in AFPD 36-26, the Occupational Analysis Program is the singularly unique USAF entity
which collects, analyzes, and reports the job/occupational performance factors which are defined,
measured, and applied within instructional system development. Consequently, the Occupational
Analysis Program is integral to providing an objective and factual orientation for three force
development tenets inherent in force development: training, utilization, and promotions.
Training - Capabilities-based training is used to identify knowledge needed and specific tasks
necessitating training to meet job performance requirements.
Utilization - Personnel classification and utilization is used to identify tasks performed at each
career stage and to validate occupational structures.
Promotions - Promotion testing is used to identify operationally relevant content for test
development and promoting and retaining the best Airmen.
Occupational Analysis Process. Occupational Analysis conducts occupational studies on enlisted
USAF specialties on a periodic basis, typically a three- to four-year cycle, and upon request if out
of cycle. Special studies, such as officer USAF specialties and civilian occupational series, are also
conducted upon request. Career field leaders and subject matter experts are key to the process in
developing the content of occupational survey instruments. Occupational surveys are administered
to all eligible personnel in the targeted specialty or civilian occupational series through direct e-
mail (AFNet).
Occupational Analysis Data. Occupational survey results are provided in occupational analysis
reports that include information on the duties and responsibilities performed by career field
members in the form of task statements and duty areas throughout each stage of their career.
Decision-makers associated with training programs use the data obtained to establish, validate,
adjust, or maintain training relative to USAF specialties and skill-levels, and to support decisions
on what type of training is needed, who needs the training, and to what depth the training should be
taught.
All career field members have pivotal roles with the constructive outcomes of occupational studies.
Airmen of a career field being surveyed must devote the necessary time and commitment in
completing their assigned occupational surveys. The data collected from each survey participant
translates into operationally relevant training programs for their USAF specialty, and fair and
reliable promotion tests for their career field under Weighted Airman Promotion System.
Occupational analysis serves as an external evaluation mechanism for USAF education and
training programs. Occupational analysis data is used during specialty training requirements, team
sessions, and utilization and training workshops to evaluate training requirements for relevancy
and efficacy, and to determine if modifications are warranted to their Career Field Education and
Training Plans; Career Development Course content; and the USAF specialty descriptions of
duties, responsibilities, and qualifications. To view career field information and gain valuable
insights into the duties and responsibilities of career fields across the USAF, visit the Occupational
Analysis website: [Link] Additional information
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provided on the website includes job satisfaction information, work-life balance data, and the
rationale behind why Airmen are reenlisting or separating from the USAF.
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Section 6E—Training Responsibilities

REQUIRED LEVEL OF COMPREHENSION FOR DEVELOPMENT AND PROMOTION
Chapter 6—ENLISTED FORCE DEVELOPMENT SSgt TSgt MSgt SMSgt CMSgt
Section 6E—Training Responsibilities B B C C C

6.12. Training Opportunities

Well-trained workers mean higher production, positive morale, greater profits, and higher wages.
The demand for training costs the USAF millions of dollars annually, and for good reason. To
accomplish the mission, whether that means sending satellites into orbit, planes in the air, reports
to higher headquarters, or vehicles on the road, training is a must. Training is something every
Airman needs throughout their career, from basic military training, to technical training, to
advanced skill level training, and beyond.

6.13. Basic Military Training

All enlisted Airmen are trained in the fundamental skills necessary to be successful in the USAF.
These skills include basic combat skills, field training exercises, weapons training, military
discipline, physical fitness, drill and ceremonies, dormitory inspections, history and heritage, core
values, and a comprehensive range of subjects relating to USAF life, such as financial
management, family issues, and alcohol/substance abuse. More than seven million young men and
women have entered USAF basic military training. Basic military training begins with the
receiving phase (zero week) and ends with graduation. Military training instructors are responsible
for most of the training that takes place, and they accompany trainees throughout the training
process. Following graduation, all Airmen proceed to the appropriate technical training school or
their first duty assignment. Technical training typically lasts anywhere from one month to two
years, depending on the Airman’s assigned Air Force Specialty Code (AFSC).

6.14. On-the-Job Training

The USAF on-the-job training (OJT) provides personnel the opportunity to attain knowledge and
skill qualifications required to perform duties in their specialty. Effective training, knowledge,
proficiency, and experience are integral parts of a unit’s mission that will ultimately lead to a
successful career and contribute to a solid national defense. An effective OJT program requires
commander and supervisory involvement at all levels. While the supervisor’s primary
responsibility is to plan OJT that outlines specific short-term, mission-related goals for the trainee,
overall success depends on the supervisor’s ability to advise and actively assist Airmen in reaching
their long-range career objectives. The USAF OJT program consists of three components: job
knowledge, job proficiency, and job experience.
Job Knowledge. Job knowledge is satisfied through a planned program of study involving Career
Development Courses (CDC) or technical references listed in the Career Field Education and
Training Plan (CFETP) or identified by the supervisor.
Job Proficiency. Job proficiency is hands-on training provided on the job, allowing the trainee to
gain proficiency in tasks performed in the work center.
Job Experience. Job experience is gained during and after upgrade training to build confidence
and competence.
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6.15. Upgrade Training

Upgrade training leads to award of higher skill levels and is designed to increase skills and abilities.
AFSC upgrade training requirements for award of 3-, 5-, 7-, and 9-skill levels are outlined AFMAN
36-2100, Military Utilization and Classification, 7 April 2021, Department of the Air Force
Instructions (DAFI) 36-2670, Total Force Development, 12 October 2021, and the applicable
CFETP.
Apprentice. Airmen must complete an initial skills course for award of the 3-skill level. Retraining
into an AFSC may be accomplished via OJT training alone, only when specified in the retraining
instructions and as approved by the career field manager or the career field functional manager
(Air Reserve Component). Personnel retraining via OJT may be awarded a 3-skill level when they
complete knowledge training on all tasks taught in the initial skills course and other tasks and
mandatory requirements.
Journeyman. Airmen must complete mandatory CDCs, if available, and applicable mandatory
core tasks identified in the CFETP. Award of the 5-skill level also requires completion of all
mandatory requirements listed in the Air Force Enlisted Classification Directory (AFECD).
Additionally, the member must be recommended by the supervisor and approved by the
commander. Individuals in retraining status (Training Status Code F) are subject to the same
training requirements.
Craftsman. To be a craftsman, the member must be at least a Staff Sergeant Select; complete
mandatory CDCs, if available, and complete applicable mandatory core tasks identified in the
CFETP. Award of the 7-skill level also requires completion of a 7-skill level craftsman course (if
career field requires it) and mandatory requirements listed in the AFECD. Additionally, the
member must be recommended by the supervisor and approved by the commander. Individuals in
retraining status (Training Status Code G) are subject to the same training requirements.
Superintendent. For award of the 9-skill level, the member must be at least a Senior Master
Sergeant, meet mandatory requirements listed in the AFECD, be recommended by the supervisor,
and be approved by the commander.

6.16. Unit Training Management

The unit training program is designed to ensure all Airmen receive quality, standardized,
comprehensive training. The trainee is the focal point of the training program, while at the
forefront, unit training managers and supervisors work together to plan, conduct, and evaluate the
trainees’ efforts to become qualified to perform in their USAF specialty. The success and quality
of training greatly depends on the trainee’s active participation and understanding of the training
program, as well as the relationship between the supervisor, trainer, and trainee. Basic
requirements of the unit training program state that newly assigned personnel will be interviewed
within 30 days (60 days for Air Reserve Component) to determine training status and issue CDCs
upon confirmation within the Course Development Student Administration Record System.
Work center training orientation will be conducted within 60 days of assignment (120 days for Air
Reserve Component); a comprehensive trainee orientation will be conducted for trainees initially
entering upgrade training within 60 days of assignment (90 days for Air Reserve Component); and
a training progress review will be conducted with the unit training manager, supervisor, and trainee
at the 24th month of upgrade training. Before being submitted for upgrade, the trainee must meet
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all mandatory requirements as defined in the CFETP, AFECD, and the Air Force Job Qualification
Standard (AFJQS).
Unit Training Managers. Unit training managers are the commander’s key staff members
responsible for overall management of the training program. Training managers serve as training
consultants to all unit members and determine if quality training programs are in effect within all
sections. Training managers develop, manage, and conduct training in support of in-garrison and
expeditionary mission requirements; advise and assist commanders and unit personnel in executing
their training responsibilities; and conduct a staff assistance visit of the unit’s training program
when requested by the unit commander.
Supervisors. In addition to unit training managers, supervisors have the single greatest impact on
mission accomplishment with regard to training. They must share their experiences and expertise
with trainees to meet mission requirements and ensure a quality training program is provided.
Supervisors develop master training plans to ensure completion of all work center duty position
requirements (for example, 100 percent task coverage). The supervisor must also integrate training
with day-to-day work center operations and consider trainer and equipment availability, training
opportunities, and schedules.
Trainers. The trainer (often the trainee’s supervisor) is selected based on their experience and
their ability to provide instruction to the trainee. Additionally, they must maintain task
qualification and complete the USAF training course. Trainer responsibilities include planning,
conducting, and documenting training; preparing and using teaching outlines or task breakdowns;
developing evaluation tools; and briefing the trainee and supervisor on the training evaluation
results.
Task Certifiers. Task certifiers provide third-party certification and evaluation of progress in the
training program. Certifiers must be at least a Staff Sergeant with a 5-skill level or civilian
equivalent, complete the USAF training course, and be capable of evaluating the task being
certified. Certifiers will develop evaluation tools or use established training evaluation methods to
determine the trainee’s abilities and training program effectiveness, and will brief the trainee,
supervisor, and trainer on evaluation results.

6.17. Training Forms and Documentation

Training documentation is important to personnel at all levels because it validates the status of
training and task qualification. Documentation also helps managers assess mission capability and
readiness, and it defines requirements for individual career progression.
Air Force Form 623, Individual Training Record. The AF Form 623, Individual Training Record
Folder, six-part folder (when required by the career field manager), or approved electronic
equivalent, is generated for all trainees entering upgrade training for the first time. The training
record reflects past and current qualifications, and is used to determine training requirements.
Supervisors maintain the training record, and ensure it is available to applicable personnel in the
chain of command, including the unit training manager, upon request. Unless classified, the
training record is returned to the member upon separation, retirement, commissioning, promotion
to Master Sergeant, or as otherwise directed by the career field manager.
Air Force Form 623A, On-the-Job Training Record Continuation Sheet. Use AF Form 623A,
On-the-Job Training Record Continuation Sheet, or automated version, to document an
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individual’s training progress. The form reflects status, counseling, and breaks in training.
Career Field Education and Training Plan. The CFETP is a comprehensive core document
identifying life-cycle education and training requirements, training support resources, core and
home station training, and deployment/unit type code task requirements for USAF specialties.
Supervisors use the CFETP to plan, prioritize, manage, and execute training within the career field
and to identify and certify all past and current qualifications. CFETP Part I provides information
necessary for overall management of the specialty and is maintained as part of the work center
master training plan. CFETP Part II contains the specialty training standard identifying the duties,
tasks, and technical references to support training, core and home station training tasks,
deployment/unit type code tasks, and CDC requirements. At least one copy of the entire CFETP
(Part I and II), should be kept in the work center for general access and master training plan
development.
Air Force Job Qualification Standard. The AFJQS is a training document approved by the career
field manager for a particular job type or duty position within a USAF specialty.
Air Force Form 797, Job Qualification Standard Continuation/Command JQS. AF Form 797,
Job Qualification Standard Continuation/Command JQS, is a continuation of the CFETP Part II,
or AFJQS. This form defines locally assigned duty position, home station training, and
deployment/unit type code requirements not included in the CFETP, Part II.
Air Force Form 803, Report of Task Evaluations. Evaluators use the AF Form 803, Report of
Task Evaluations, to conduct and document completion of task evaluations during training staff
assistance visits, when directed by the commander, or when task certification requires validation.
Completed evaluations conducted on a single trainee by the supervisor/trainer or task certifier are
filed in AF Form 623, Individual Training Record, until upgraded or no longer applicable.
Air Force Form 1098, Special Task Certification and Recurring Training. Supervisors use the
AF Form 1098, Special Task Certification and Recurring Training, to document selected tasks
requiring recurring training or evaluation. USAF and major command directives may identify tasks
contained in the CFETP that require special certification, as well as recurring training or
evaluations.
Master Training Plan. All work centers will have a master training plan established. The master
training plan employs a strategy for ensuring all work center job requirements are completed by
using a master task listing. The master training plan provides milestones for tasks and CDC
completion, and prioritizes deployment/unit type code, home station training, upgrade, and
qualification tasks.

6.18. Retraining Program

The retraining program is designed to balance the number of personnel in specific grades and year
groups of a USAF specialty. Once retraining is approved and the Airman has been assigned duty
in the new specialty, upgrade training begins. With minor exceptions, training requirements are
identical for retrainees and standard upgrade trainees. Refer to AFMAN 36-2100 for additional
details.

6.19. Language Enabled Airman Program

The Language Enabled Airman Program (LEAP), designed and managed by the USAF Culture
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and Language Center at Air University, Maxwell Air Force Base, Alabama, provides opportunities
for officers and enlisted Airmen in the general purpose force (GPF) who have outstanding service
records and possess some level of skill in a foreign language, as measured by the Defense
Language Proficiency Test (DLPT) or Oral Proficiency Interview (OPI). LEAP is a highly-
competitive, board-selected program that enables the USAF to sustain, deliberately develop, and
posture Airmen for utilization in language designated positions, deployments, and other combatant
command requirements. Selected members develop and professionalize their skills through an
online synchronous platform called “eMentor” and through periodic overseas language
immersions. Additional information on the Strategic Language List or the LEAP program can be
found at: [Link]
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Section 6F—Professional Military Education

REQUIRED LEVEL OF COMPREHENSION FOR DEVELOPMENT AND PROMOTION
Chapter 6—ENLISTED FORCE DEVELOPMENT SSgt TSgt MSgt SMSgt CMSgt
Section 6F—Professional Military Education B B C C C

6.20. Education Opportunities

Educational opportunities exist throughout an Airman’s career which contribute to individual
overall development. Professional military education (PME), enhances performance in each phase
of professional development and builds upon the foundation of leadership abilities developed
during the earlier stages of an individual’s career. PME complements training, experience, and
other educational programs to provide enlisted leaders a continuum of learning via progressive
courses concentrated on developing leadership, Airmanship, and military professionalism. PME
courses provide professional education to enlisted Airmen to ensure development of USAF
institutional competencies and subcompetencies vital to the knowledge and skills required for
critical thinking, sound decision-making, and a strategic mindset. For additional information about
USAF PME programs and policies, refer to DAFI 36-2670.

6.21. Enlisted Professional Military Education

In 1955, enlisted PME schools were established across the USAF to provide non-commissioned
officers leadership and management training required to assume day-to-day mission execution
responsibilities. The stand-up of these schools coincided with the release of the first official
enlisted force structure which established the leadership roles and responsibilities of enlisted
Airmen at each grade. Operational control of stateside enlisted PME schools lies with Air
Education and Training Command at the Thomas N. Barnes Center for Enlisted Education, located
at Maxwell Air Force Base-Gunter Annex, Alabama.
The Barnes Center, Academic Affairs is responsible for developing and providing enlisted PME
program development, faculty development, and operational program management. Barnes Center
programs consist of academic courses that use performance evaluations and objective
examinations to determine how well students achieve instructional objectives. Courses are
designed with principle instructional methods, experiential activities, problem-centered leadership
laboratories, personal reflection, guided discussion, case study analysis, and writing assignments.
Note: With the exception of the Chief Leadership Course, Airmen are awarded collegiate
academic credit for completing enlisted PME courses through the Community College of the Air
Force, which is accredited through Air University by the Southern Association of Colleges and
Schools Commission on Colleges.
Airman Leadership School Distance Learning. The Airman Leadership School Distance
Learning (ALS-DL) Course provides PME to prepare Senior Airmen to supervise and foster a
commitment to the military profession. The ALS-DL curriculum is designed to develop a mindset
and associated skills with respect to four core attributes: (1) professional Airmen, (2) expeditionary
Airmen, (3) supervisor of Airmen, and (4) supervisory communicator. The ALS-DL course is open
to Air National Guard and USAF Reserve Senior Airmen and Staff Sergeants. The course is not
available for RegAF personnel. Students must pass two course exams by attaining the minimum
passing score on each exam.
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Airman Leadership School Blended Learning. In October 2016, the Airman Leadership School
launched the Blended Learning Course (ALS-BLC), which combines distance learning principles
with traditional classroom learning. ALS-BLC is divided into two phases. Phase I is eight weeks
long and delivered by utilizing an online learning management system. Students complete core
academic work in an asynchronous environment. Phase II is two weeks long and conducted at the
Paul H. Lankford PME Center located on McGhee Tyson Air National Guard Base, Tennessee.
The ALS-BLC curriculum is designed to develop a mindset and associated skills with respect to
four core attributes: (1) professional Airmen, (2) expeditionary Airmen, (3) supervisor of Airmen,
and (4) supervisory communicator.
Airman Leadership School. Airman Leadership School (ALS) is the first level of enlisted PME
that Airmen complete as they progress through their USAF careers. ALS is offered at almost every
installation across the USAF and is designed to prepare Senior Airmen to be professional
warfighting Airmen, able to supervise and lead USAF teams to support the employment of air,
space, and cyberspace power. The first level of ALS is the distance learning course (ALS-DL).
ALS-DL includes: (1) professional Airmen, (2) expeditionary Airmen, (3) supervisor of Airmen,
and (4) supervisory communicator. The ALS curriculum includes: (1) mission, (2) leadership, (3)
problem solving, and (4) USAF culture.
Noncommissioned Officer Distance Learning. The Noncommissioned Officer Distance
Learning (NCO-DL) Course provides PME for basic NCO institutional competency development
required to prepare enlisted leaders to be professional, warfighting Airmen and Guardians who can
lead and manage USAF units in the employment of air and space power. The NCO-DL course
consists of three course modules: (1) course foundation, (2) leadership and management, and (3)
operational Airman. The NCO-DL course is open to Air Reserve Component Airmen. To
successfully complete this course, students are required to pass three course exams, demonstrating
curriculum mastery by attaining the minimum passing score on each exam. Furthermore, EPME
Distance Learning Courses (DLC) completion is no longer a prerequisite for resident attendance
effective 26 April 2018. Additionally, Air University will no longer allow new enrollments for
active duty Airmen. Airmen may access EPME DLC for reference purposes only through the Air
University Student Information System (AUSIS).
Noncommissioned Officer Academy. The NCO Academy (NCOA) mission is to prepare enlisted
leaders for current and future leadership and management opportunities to operate (think and act)
critically in complex and ambiguous environments. The NCOA program encompasses the
intermediate leadership experience, which includes: guided discussions, experiential exercises,
case study analysis, and immersive leadership development laboratories designed to improve an
NCO’s competence, confidence, and will to exercise assigned leadership responsibilities.
Senior Noncommissioned Officer Distance Learning. The Senior Noncommissioned Officer
Distance Learning (SNCO-DL) Course provides institutional competency development required
to prepare SNCOs to lead the enlisted force at the tactical and operational levels. The curriculum’s
design heightens students’ appreciation and understanding of three attributes: (1) self-awareness,
(2) leadership and management, and (3) joint warfighter. This course is open to Air Reserve
Component Airmen. To successfully complete the course, students are required to demonstrate
curriculum mastery by attaining the minimum passing score on each of three module exams.
Senior Noncommissioned Officer Academy. The SNCO Academy (SNCOA) trains up to 2,250
USAF, Navy, Coast Guard, Marine, and international SNCOs, annually. The SNCOA mission is
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to develop joint and coalition senior enlisted leaders to influence mission success in dynamic
service environments. The SNCOA program encompasses the advanced leadership experience,
representing comprehensive institutional competency development. The SNCOA is designed to
sharpen senior enlisted leader skills with education that helps prepare them for continued and
increased relevant responsibilities in joint, combined, interagency, and strategic environments.
Chief Leadership Course. The Chief Leadership Course (CLC) is the capstone and pinnacle level
of enlisted PME. Currently, the CLC provides newly selected Chief Master Sergeants with
foundational, strategic-level leadership competencies. The CLC conducts seven classes per year,
educating 750 Total Force Chief Master Sergeants and Chief Master Sergeant-selects annually.
The CLC mission is to provide chiefs the education to bridge operational-to-strategic perspectives
of the Air Force. The CLC vision is to develop chiefs into strategic level leaders and to inspire
them to effectively lead, manage, and mentor today's Airmen. The CLC demands extensive self-
study, critical creative thinking, communication, and interpersonal skills.

6.22. Senior Enlisted Joint Professional Military Education

In addition to enlisted PME courses, the Chairman of the Joint Chiefs of Staff Instruction (CJCSI)
1805.01B, Enlisted Professional Military Education Policy, 15 May 2015, requires all enlisted
personnel operating in joint, interagency, multinational, and coalition warfighting organizations to
learn joint concepts. Senior Enlisted Joint Professional Military Education (SEJPME), provides
SNCOs a comprehensive joint education to prepare them for assignments to joint billets at the
senior enlisted leader or command senior enlisted leader level. SEJPME is web-based and is
designed to expose enlisted personnel to joint education, prepare them to succeed by improving
their ability to operate effectively and supervise multiple service members. SEJPME courses are
offered online and are accessible from anywhere at any time.
SEJPME consists of two courses of instruction referred to as SEJPME I and II. SEJPME I
emphasizes curriculum commensurate with E-5/E-7 joint assignment responsibilities. SEJPME II
is focused on preparing E-7/E-9 enlisted members for their senior leadership roles in joint
assignments. SEJPME I and II have learning areas and objectives in: (1) national strategic
overview; (2) joint interagency, intergovernmental, and multinational capabilities; (3) foundations
of joint operations; and (4) Joint Force leadership. For additional information on SEJPME I and II
or to enroll, refer to: [Link] Note: Students
must complete rank-required service enlisted PME before enrolling in SEJPME.

6.23. International Professional Military Education

Defense Security Cooperation Agency. Security cooperation, under the Department of Defense
guidance, leads national security objective efforts to train, educate, advise, and equip foreign
partners. Department of Defense policy states that security cooperation, as an important tool of
national security and foreign policy, shall be planned, programmed, budgeted, and executed with
the same high degree of attention and efficiency as other integral Department of Defense activities.
Inter-American Air Forces Academy. In addition to enlisted and joint PME, Air Education and
Training Command hosts the Inter-American Air Forces Academy (IAAFA), an organization
designed to focus on education, training and security cooperation. IAAFA was initially established
as a training program on 15 March 1943, at the request of Peru's Minister of Aeronautics, General
1 NOVEMBER 2021 AFH 1 157

Fernando Melgar. The Academy trained 11 Peruvian students in support of Allied unity in the
western hemisphere at Albrook Air Force Station, Panama Canal Zone, marking the first United
States aeronautics training in Latin America. Today, as an element of the U.S. Security Assistance
Program, and more specifically the International Military Education and Training Program,
IAAFA has provided significant contributions to promote regional stability, encourage the growth
of democracy, prevent low intensity conflicts, and counter foreign intervention in Central America.
Since its inception, IAAFA has served as a military training center for Latin American Air Forces
by training military forces, national police services, and civilian personnel from over 25 nations in
areas ranging from PME for officers and enlisted personnel, security forces training, principles of
logistics, aircraft maintenance, and pilot aviation training. IAAFA has served a variety of national
interests in the Latin America region, ranging from support of United States-Allied efforts in
World War II, to Counter-Insurgency/Civic Action actions during the Alliance for Progress era, to
current national and security policies in support of democracy, individual freedoms, and human
rights.
IAAFA’s mission is to provide military education and training to military personnel of the
Americas and other eligible partner nations and its vision is to strengthen partnerships that advance
shared interests and enable partner nations to act in support of aligned strategic objectives. The
Academy integrates USAF and guest instructors from different partner nations as critical enablers
to provide the highest quality of in-residence training, mobile training and a virtual learning
environment to support of our Latin American partners from Central, South America, and
Caribbean nations. Currently located at Joint Base San Antonio-Lackland, Texas, IAAFA
graduates an average of 900 students annually, it has graduated over 35,000 students in its 75-year
history, and it allocates the only PME center in the USAF with the capability of offering the three
enlisted tiers of professional military education (Airman Leadership School, Noncommissioned
Officer Academy and Senior Noncommissioned Officer Academy).
Inter-European Air Forces Academy. The Inter-European Air Forces Academy (IEAFA) was
passed into U.S. law in the Public Law 106-291, Section 1268, Carl Levin and Howard P.
“Buck” McKeon National Defense Authorization Act for Fiscal Year 2015, 19 December 2014.
In 2017 IEAFA was codified as a permanent authority to train and educate partner nations. The
purpose of IEAFA is to provide military education and training to military personnel of countries
that are members of the North Atlantic Treaty Organization (NATO) or signatories to the
Partnership for Peace (PfP) Framework Documents. IEAFA's mission is to enable combined,
joint air operations by strengthening NATO and PfP air force capabilities and interoperability
through targeted military education and training.
The Academy was officially activated on 23 March 2016, and is subordinate to Headquarters,
United States Air Forces in Europe & Air Forces Africa (USAFE-AFAFRICA), and the Warrior
Preparation Center located at Einsiedlerhof Air Station, Germany. Since its establishment, IEAFA
has educated and trained more than 500 students from 32 countries. With PME as the Academy's
primary focus, IEAFA's unique approach develops officers and NCOs in a combined learning
environment, integrating the learning experience between the ranks, thus showcasing the benefit
of a professional working relationship and how it drives mission success. Additionally, IEAFA is
expanding its technical training course offerings to boost partnership capacity in the European
theater for specific disciplines, which in-turn strengthens NATO and enables successful combined
air operations.
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Section 6G—Community College of the Air Force

REQUIRED LEVEL OF COMPREHENSION FOR DEVELOPMENT AND PROMOTION
Chapter 6—ENLISTED FORCE DEVELOPMENT SSgt TSgt MSgt SMSgt CMSgt
Section 6G—Community College of the Air Force B B B C C

6.24. Community College of the Air Force Program

The USAF has always recognized the positive effects of education on USAF personnel and
continually established various programs to meet the needs of the USAF, its enlisted Airmen, and
society as a whole. One of the most notable programs is the Community College of the Air Force
(CCAF).
Legacy. The CCAF was activated in 1972 to gain academic recognition for formal technical
training conducted by USAF schools. By the mid-1970s, many civilian consultants reported that
CCAF standards exceeded the minimum requirements of civilian community college associate
degree programs and the USAF sought degree-granting authority from Congress. President Gerald
R. Ford signed Public Law 94-361, 94th Congress An Act on 14 July 1976 authorizing the
Commander of Air Training Command (currently Air Education and Training Command) to
confer the associate of applied science degree. The Commander of Air Education and Training
Command remained CCAF’s degree-granting authority until 28 October 2004. On that date,
degree-granting authority changed to the Commander of Air University when President George
W. Bush signed the Public Law 108–375, Fiscal Year 2005 National Defense Authorization Act,
28 October 2004.
The CCAF administrative center is located at Maxwell Air Force Base-Gunter Annex, Alabama.
It is one of several federally chartered degree-granting institutions; however, it is the only
community college system within the Department of Defense and two-year institution exclusively
serving enlisted personnel. Over the years the College has grown both in numbers and recognition
as the largest multi-campus community college system in the world. Today, more than 6,500
CCAF faculty deliver more than 2,000 credit-awarding courses at more than 100 affiliated school
campuses worldwide to more than 270,000 students. Each year more than 1.6 million semester
hours of collegiate credit are earned in CCAF classrooms. More than one million official
transcripts have been issued in the last 10 years. Since its first degree in 1977, more than 580,000
CCAF associate of applied science degrees have been awarded.
Mission. The mission of the CCAF is to elevate the enlisted profession by advancing technical
and leadership capability across the career through degrees, credentials, and related programs to
support recruiting, retention, career transition efforts and mission capability and readiness. CCAF
awards the associate of applied science degree to total force enlisted Airmen. The college offers
associate of applied science degree programs in four broad career groups: (1) operations, (2)
logistics, (3) medical, and (4) support.
Accreditation. The Department of Education defines accreditation as, “the recognition that an
institution maintains standards requisite for its graduates to gain admission to other reputable
institutions of higher learning or to achieve credentials for professional practice.” The goal of
accreditation is to ensure that education provided by institutions of higher learning meets
acceptable standards. In the United States, an institution’s accreditation is a major method for
students, government officials, employers, and academic institutions to know that an institution
provides quality education.
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CCAF is a part of Air University. Air University is accredited by the Southern Association of
Colleges and Schools Commission on Colleges to award the associate, master’s, and doctoral
degrees. The associate’s degree from CCAF is awarded under the authority of Air University.
Associate of Applied Science Degree. Associate degrees earned in professional, technical, or
terminal programs are frequently called associate of applied science degrees. The educational
standard for the associate of applied science degree is designed for students who plan to seek
employment based upon the competencies and skills attained through these programs and to offer
the academic, technical, and professional knowledge and skills required for job acquisition,
retention, and advancement. While not designed to meet the needs of students who transfer to a
four-year institution, portions of these programs often do so.
The CCAF offers and awards the associate of applied science degree through a combination of
collegiate credit earned through completed formal technical training courses delivered at CCAF
affiliated schools and general education courses completed at accredited civilian colleges or credit
by examination. Since enlisted Airmen are constantly relocating in performance of their duties, the
CCAF provides a means of completing degree requirements regardless of location of assignment.
Enlisted Airmen are automatically registered in the CCAF associated of applied science degree
program designed for their USAF specialty near their completion of basic military training.
Effective with the 2022-2024 CCAF General Catalog, degree graduates must complete the 60
semester-hour academic requirements, hold at least the Journeyman 5-skill level or equivalent, and
have a minimum of 15 semester hours of CCAF institutional credit applied. Commonly known as
“Residency”, institutional credit is credit earned from CCAF credit-awarding courses. Table 6.1.
specifies the educational requirements for the typical CCAF associate of applied science degree
and the semester-hour requirements in each subject area.
Table 6.1. CCAF Associate of Applied Science Degree Program Structure.

Semester Hours
Degree Requirements
Needed
Technical Education 24
Leadership, Management, and Military Studies 6
Program Electives 15
General Education Requirements
Written Communication (English Composition) 3
Oral Communication (Speech) 3
Mathematics 3
Social Science 3
Humanities 3
Total: 60
Collegiate Credit. The CCAF awards collegiate academic credit for degree-applicable courses
delivered at affiliated military schools. The College does accept credit in-transfer from other
accredited colleges to be applied toward specific degree program requirements. General education
1 NOVEMBER 2021 AFH 1 160

courses accepted in-transfer must meet Southern Association of Colleges and School Commission
on Colleges standards, and Air University and CCAF in-transfer policy. Students may also earn
CCAF collegiate credit for specific national professional credentials (licensure or certification)
that are approved by the College to satisfy applicable degree program technical education and
program elective requirements. Courses that are delivered at schools not affiliated with CCAF or
by non-CCAF faculty are not certified by CCAF and are not awarded CCAF academic credit. The
CCAF General Catalog provides policy information concerning acceptance of course credit in-
transfer from other accredited colleges and professional credentialing credit for application toward
specific degree programs.
CCAF Online Services. CCAF Online Services provides students with timely and accurate
academic information pertaining to CCAF associate of applied science degree program
progression. This web-based resource is accessible from the Air Force Virtual Education Center
for students to view their CCAF academic record, order official CCAF transcripts, and view or
print unofficial CCAF transcripts.
Air University Associate-to-Baccalaureate Cooperative Program. The Air University
Associate-to-Baccalaureate Cooperative (AU-ABC) Program links CCAF associate of applied
science degree programs to accredited four-year colleges and universities that provide online
bachelor degree opportunities to CCAF graduates. Each AU-ABC degree program is linked to one
or more CCAF associate of applied science degrees. To participate in the AU-ABC Program,
enlisted Airmen must be currently serving in the RegAF, Air Force Reserves, or Air National
Guard. Once enrolled, the student may continue degree completion requirements after retirement
or separation.
Professional Credentialing Programs. Just like higher-education, professional credentialing is
an important element of force development as it provides up-to-date industry-recognized
credentials applicable to USAF occupations. The CCAF offers credentialing programs that assist
enlisted Airmen in broadening their professional development. Credentialing directly supports the
mission of the CCAF in that credentialing of enlisted Airmen enhances combat readiness,
contributes to recruiting and retention, and supports career transitions. To support documentary
evidence of training, skills, and practical experience, Airmen are highly encouraged to maintain
records of all previous and current education, training, and qualifications. Additional information
is available at: [Link]
USAF Airframe & Powerplant Certification Program. CCAF offers the USAF Airframe &
Powerplant (A&P) Certification Program for aircraft maintenance technicians in specific USAF
specialties, which streamlined and improved the Federal Aviation Administration (FAA) A&P
certification process for enlisted Airmen. The program is designed to bridge gaps between USAF
formal technical training and experiences and FAA certification eligibility requirements. Upon
successful completion of the program, the CCAF provides the necessary documents to meet FAA
eligibility and authorization to take the A&P exams, eliminating the FAA Flight Standards District
Office preauthorization process. The program benefits the USAF by broadening the skillsets and
professional development of USAF technicians, producing a more rounded and diverse aircraft
maintenance professional. Agreements with the FAA allow USAF testing sites to administer FAA
certification knowledge exams free of charge to all who are eligible.
CCAF Instructional Systems Development (ISD) Certificate Program. CCAF offers the
Instructional Systems Development Certificate Program for qualified curriculum writers and
1 NOVEMBER 2021 AFH 1 161

managers formally assigned to CCAF affiliated schools to develop and manage CCAF degree-
applicable courses. This certificate program provides a professional credential that validates the
education and training required to develop and manage CCAF collegiate-level courses and the
practical experience gained in planning, developing, implementing, and managing instructional
systems.
CCAF Instructor Certification Program. CCAF offers the CCAF Instructor Certificate Program
to qualified instructors assigned to affiliated schools to teach CCAF degree-applicable courses.
This certificate program provides a professional credential that validates the instructor’s extensive
faculty development training, education, qualification, and practical teaching experience required
to teach a CCAF collegiate-level course. The program consists of three specific levels of
achievement, and is offered to qualified officer, enlisted, civilian, and other service instructors.
Air Force Credentialing Opportunities On-Line Program. Air Force Credentialing
Opportunities On-Line (AF COOL) Program provides funding for USAF specialty-applicable
credentials to enlisted Airmen on Title 10 or Title 32 (502)f RegAF orders. The program funds a
maximum of $4,500 during the Airman’s career, which pays for the exams, preparation courses,
books, study materials, administrative fees, and recertification fees necessary to maintain the
credential. The CCAF manages the AF COOL Program, which aligns USAF specialties with
civilian industry professional credentials (certification and licensure). Alignment is based on
evaluation and analysis of formal specialty-related technical training and occupational skills at the
Journeyman 5-skill level and industry credentials and requirements. To determine eligibility for
AF COOL funding approval, visit: [Link] The AF COOL
program website also contains additional information about civilian industry credentialing;
eligibility requirements and resources to prepare for the exams; credentials relevant to USAF
specialties; filling gaps between USAF technical training, experiences, and credentialing
requirements; obtaining AF COOL funding to pay for credentialing exams, preparatory courses,
study materials, associated fees, and recertification; and civilian occupational equivalencies and
job opportunities.
1 NOVEMBER 2021 AFH 1 162

Section 6H—Continuing Education

REQUIRED LEVEL OF COMPREHENSION FOR DEVELOPMENT AND
PROMOTION
Chapter 6—ENLISTED FORCE DEVELOPMENT SSgt TSgt MSgt SMSgt CMSgt
Section 6H—Continuing Education B B C C C

6.25. Enhanced Education Opportunities

Certifications and post-secondary degrees, to include associate’s, bachelor’s, master’s, or other
advanced academic degrees, are important for professional development to the extent that they
enhance the degree holder’s job and professional qualifications. Members should focus on
enhancing professional competence while expanding their operational employment of air, space,
and cyberspace knowledge. Certifications and degrees directly related to an individual’s primary
specialty area or occupational series adds to the depth of job knowledge. More advanced degrees
also enhance job performance for personnel reaching the highest grade levels where duties may
require broader managerial skills.
Enlisted-to-Air Force Institute of Technology Program. The Enlisted-to-Air Force Institute of
Technology (AFIT) Program is a unique element of enlisted force development that enhances the
future Total Force. In conjunction with other professional education and training programs, AFIT
science, engineering, and management graduate degrees further develop technical and managerial
skills, enhance combat capability through career field core competency augmentation, and provide
the USAF with highly proficient NCOs. Enlisted-to-AFIT degrees range from 18 to 24 months,
depending upon a student’s undergraduate degree and prerequisite course work, and are limited to
master’s degree programs offered at the resident campus, Wright-Patterson Air Force Base, Ohio.
To be nominated for this program, a member must be a RegAF Staff Sergeant (or Staff Sergeant-
select) or above with a minimum of five years of Total Active Federal Military Service. The
nominee must have completed a 7-skill level upgrade, a Community College of the Air Force
(CCAF) associated of applied science degree, and a bachelor’s degree from a regionally accredited
institution. Additional information regarding the AFIT Program is available at:
[Link]

6.26. Air Force Virtual Education Center

The Air Force Virtual Education Center (AFVEC) is the USAF’s website for all higher education
and credentialing needs. Airmen may create their own AFVEC account and gain access to online
customer service tools at: [Link] Airmen can also view
information about education benefits and personal education records, which include courses taken,
tuition caps, and degree plans. This is the site for Airmen to apply online for military tuition
assistance for civilian college courses and USAF Credentialing Opportunities On-line (AF COOL)
funding for specialty-related and leadership/management credentials.
Educational Financial Assistance. The Voluntary Education Program supports long-range USAF
goals for maintaining a high-quality force and enhancing professional and personal development,
recruitment, retention, and readiness. The USAF offers three programs for enlisted personnel to
help defray the cost of obtaining off-duty education: Military Tuition Assistance, Montgomery GI
Bill, and Post-9/11 GI Bill.
1 NOVEMBER 2021 AFH 1 163

Military Tuition Assistance. To assist individuals in furthering their education, the USAF
provides a tuition assistance program (with some restrictions) to all eligible USAF members. The
USAF pays the cost of tuition at regionally and nationally accredited institutions, not to exceed the
hourly and annual caps established by DoD Instruction (DoDI) 1322.25, Voluntary Education
Program, 7 July 2014, and AFI 36-2649, Air Force Voluntary Education Program, 1 October
2014. USAF members cannot use tuition assistance to purchase textbooks, e-books,
reference/instructional materials, electronic equipment/supplies, certificate/license examinations,
or fees, regardless of applicability to course enrollment or institutional reimbursement policy.
Students using military tuition assistance whose tuition exceeds the semester hour cap may use the
top-up benefit in their Montgomery GI Bill or Post-9/11 GI Bill to cover the remaining portion.
Montgomery GI Bill. Eligible individuals who entered the service for the first time on or after 1
July 1985 are enrolled in the Montgomery GI Bill. Members who participate have their pay
reduced by $100 a month for the first 12 months. Participants may also elect to contribute an
additional $600, which adds a maximum of $5,400 to the total benefit package. In-service use of
the Montgomery GI Bill is permitted after two years of continuous RegAF status. Benefits expire
10 years after separation or retirement. The amount of the total benefit is adjusted each year in
relation to the cost of living index.
Post-9/11 GI Bill. Eligible individuals who were on RegAF status on or after 11 September 2001
may choose to enroll in the Post-9/11 GI Bill. This program allows Airmen to transfer GI Bill
benefits to dependents if they have sufficient retainability. The details and benefits of the Post-
9/11 GI Bill are not the same as the Montgomery GI Bill. The decision to move to this program is
irrevocable, so Airmen are recommended to get full details from the Veterans Administration at:
[Link] prior to transferring.

6.27. College Credit by Examination

The Credit-by-Examination program helps service members earn college credit for knowledge
gained through previous experience. The program directly benefits service members by reducing
course completion time, avoiding Military Tuition Assistance costs, and documenting scores on
the Joint Services Transcript (JST) and Community College of the Air Force (CCAF) transcript.
This no-cost program is managed by the Defense Activity for Nontraditional Education Support
(DANTES). Service members can choose between the College-Level Examination Program
(CLEP) and the Dantes Subject Standardized Test (DSST) exams. With more than 70 exam titles,
the program provides options to suit most service members. Individuals may earn recommended
college credits by passing the examinations. However, the amount of credits applied is dependent
upon the policies of the accepting academic institution.
DSST Program. The DSST exams are college subject tests service members can take to earn
college credit for knowledge acquired outside of a traditional classroom. There are 38 subject
exams from which to select in disciplines such as Business, Humanities, Mathematics, Physical
Science, and more. Each DSST exam is based on several textbooks commonly used for a course
of the same or similar title, and no-cost test preparation materials are listed on the DANTES
website ([Link]
The CLEP Program. The CLEP exams are college subject tests service members can take to earn
college credit for what they already know. There are 34 college exams, covering subject areas such
as Composition and Literature, World Languages, History and Social Sciences, Science and
1 NOVEMBER 2021 AFH 1 164

Mathematics, and Business. Test takers who pass these exams earn 3-12 recommended lower level
college credits, based on the exam taken. No-cost test preparation content is outlined on the
DANTES website ([Link]

6.28. Commissioning Programs

Enlisted members can obtain a commission while on RegAF status through one of the various
commissioning programs.
Officer Training School. Eligibility for a commission through Officer Training School requires
military members to possess a baccalaureate or higher degree from an accredited college or
university. AFI 36-2013, Officer Training School (OTS) and Enlisted Commissioning Programs
(ECPS), 23 December 2014, contains specific guidance. Additionally, the base education services
office has information and can provide assistance.
Leaders Encouraging Airmen Development. The Leaders Encouraging Airmen Development
Program delegates authority to unit and wing commanders to nominate highly qualified Airmen to
become USAF officers through USAF Academy attendance. Depending on level of qualifications,
nominations may lead to direct entry to USAF Academy, entry to the USAF Academy Preparatory
School, or referral to other programs.
Scholarships for Outstanding Airmen to Reserve Officer Training Corps. The Scholarships
for Outstanding Airmen to Reserve Officer Training Corps (ROTC) Program allocates scholarship
quotas for outstanding Airmen. If qualified and selected by the USAF ROTC board, Airmen
separate from the RegAF and join a USAF ROTC detachment to become full-time college
students. The USAF provides a tuition and fees scholarship of up to $18,000 per year, an annual
textbook allowance, and a monthly nontaxable stipend. Award of this scholarship is for two to four
years, depending on how many years remain in the student’s degree program. Upon graduation
and completion of the program, students are commissioned as Second Lieutenants and returned to
RegAF status (typically within 60 days of commissioning) for at least four years.
USAF Reserve Officer Training Corps Airman Scholarship and Commissioning. The USAF
ROTC Airman Scholarship and Commissioning Program allows military members to receive a
USAF ROTC scholarship to attend a college or university of their choice, provided the college or
university offers a USAF ROTC Program. Those selected separate from the RegAF, join a USAF
ROTC detachment, and become a full-time college student. The USAF provides a tuition/fees
scholarship of up to $18,000 per year, and annual textbook allowance, and a monthly nontaxable
stipend. This scholarship will be awarded for two to four years, depending on how many years
remain in the student’s bachelor’s degree program. Upon graduation and completion of the
program, students are commissioned as Second Lieutenant and returned to RegAF status with a
military obligation of four years in the active component and four years in the ready reserve. After
graduation and commissioning as a new Second Lieutenant, there may be a wait of up to 365 days
to enter RegAF.
Nurse Enlisted Commissioning. The Nurse Enlisted Commissioning Program sponsors enlisted
members to complete the upper division curriculum toward a baccalaureate degree in nursing.
Maximum program participation may not exceed 24 months. Participants are administratively
assigned to a USAF ROTC detachment while completing their degree. After graduation, the
member must successfully pass the National Council Licensure Examination for Registered Nurses
before attending Officer Training School.
1 NOVEMBER 2021 AFH 1 165

Enlisted to Medical Degree. The Enlisted to Medical Degree Preparatory Program offers enlisted
personnel the opportunity to complete the preparatory coursework for admission to medical school
while maintaining RegAF status. This is a 24-month program offered through Uniformed Services
University of the Health Services in Bethesda, Maryland to candidates who demonstrate integrity
and are dedicated to becoming future physicians, leaders, and scholars of the nation's medical
force.
Interservice Physician Assistant. The 29-month Interservice Physician Assistant Program offers
enlisted personnel the opportunity to complete requirements to earn a Master’s Degree from the
University of Nebraska Medical Center and receive a commission as a Physician Assistant in the
Biomedical Sciences Corps while maintaining RegAF status. Graduates must pass the Physician
Assistant National Certifying Exam before they may provide world-class healthcare to our Airmen
and their families. Prerequisites, procedures, and student selections are conducted by the Air Force
Personnel Center Biomedical Sciences Corps Education Branch.
1 NOVEMBER 2021 AFH 1 166

Chapter 7
ASSESSMENTS AND RECOGNITION
Section 7A—Airman Comprehensive Assessment
REQUIRED LEVEL OF COMPREHENSION FOR DEVELOPMENT AND PROMOTION
Chapter 7—ASSESSMENTS AND RECOGNITION SSgt TSgt MSgt SMSgt CMSgt
Section 7A—Airman Comprehensive Assessment B C C C C

7.1. Airman Comprehensive Assessment Administration

The Airman Comprehensive Assessment (ACA) is used during formal communication between a
rater and a ratee to communicate responsibility, accountability, USAF culture, an Airman’s critical
role in support of the mission, individual readiness, expectations regarding duty performance, and
how well the ratee is meeting those expectations. Also, during feedback sessions, raters will
provide the ratee with the most current USAF Benefits Fact Sheet. The ACA is designed to
increase Airmen interaction and support at all levels, provide Airmen an opportunity to discuss
personal and professional goals, and assist Airmen in achieving those goals. Once the ACA has
been completed, raters will give the original, completed, and signed worksheet to the ratee, and
maintain copies of all completed ACAs and all signed ACA notices, or appropriate statements
(RegAF only).
Unit commanders are responsible for developing a tracking mechanism for ACAs and ensuring
they are conducted properly. Rater’s raters will monitor personnel to ensure ACAs are conducted,
as required. When a lower-level rater is not available due to unusual circumstances, or when
officially assuming the subordinate rater’s responsibilities, the rater’s rater will conduct ACA
sessions in place of the rater. Ratees are responsible for knowing when their ACA sessions are
due. When a required or requested ACA does not take place, ratees will notify the rater and, if
necessary, the rater’s rater.
ACAs are mandatory for officers up through the rank of Colonel, and for all enlisted RegAF and
Air Reserve Component personnel. For student officers receiving AF Form 475,
Education/Training Report, or for enlisted personnel in initial or advanced skills training, an ACA
is not required, but may be given at the discretion of school leadership. For performance
evaluations completed on non-rated initial or advanced skills training students, documented
academic progress reports, such as the AETC Form 156, Student Training Report, will serve in-
lieu of the mandatory mid-term ACA. The mid-term ACA is a mandatory supporting document to
be routed with the performance evaluation, but will not be made a matter of official record.

7.2. Guidance for Conducting ACA Sessions

Effective feedback is a realistic assessment of an individual’s performance. Raters should be
impartial and provide honest, realistic feedback. The private, face-to-face feedback session is an
opportunity to inform an individual of where they need improvement, determine if an individual
needs more information, and set future expectations. It also lets the ratee know what needs to be
done before the evaluation performance report is due. Feedback, whether positive or negative,
needs to be specific. Specific positive comments reinforce the behavior, and specific negative
comments focus the attention where the ratee needs improvement. Raters may only conduct
sessions by telephone in unusual circumstances where face-to-face sessions are impractical.
1 NOVEMBER 2021 AFH 1 167

7.3. Airman Comprehensive Assessment Worksheet

ACA Worksheets are used to document formal communication between raters and ratees and may
be used on the ratee’s evaluation. Each section of the form should be filled out to the best of the
ratee’s and rater’s ability. The ratee completes Section III on their own and reviews Section IX
(AB thru Technical Sergeant) or VIII (Master Sergeant thru Chief Master Sergeant) prior to the
feedback session. The areas following Section III are completed by the rater. Sections are broken
into various categories to allow raters to objectively indicate the ratee’s level of performance in
each area. There are three different ACA Worksheets, designated for use based on the ratee’s rank.
AF Form 724, Airman Comprehensive Assessment (2Lt thru Col)
AF Form 931, Airman Comprehensive Assessment (AB thru TSgt)
AF Form 932, Airman Comprehensive Assessment (MSgt thru CMSgt)

7.4. When to Conduct the Airman Comprehensive Assessment

In most cases, the military personnel flight will provide a computer-generated ACA notice to raters
and ratees within 30 days of when supervision begins (identifying initial or follow-up ACA
sessions, as required), and again halfway between the time supervision began and the projected
performance report close-out date (identifying mid-term ACA session requirements). The notice
serves to remind raters that an ACA session is due; however, failure to receive an ACA notice does
not justify failing to hold a required session. The Air National Guard does not currently have an
automated process for ACA notices, and may use an alternate form of communication to notify
raters and ratees of ACA schedules.
All initial ACA sessions must be conducted within the first 60 days of when supervision begins.
This will be the ratee’s only initial feedback until there is a change of reporting official. The rater
must conduct a mid-term ACA session midway between the date supervision begins and the next
evaluation projected close-out date. For the end-of-reporting period, the rater conducts the ACA
session within 60 days after the evaluation has been accomplished. Note: Ratees may request a
feedback as long as 60 days have passed since the last session. For Chief Master Sergeants and
colonels, the initial ACA is the only feedback required. Air Reserve Component personnel do not
require an ACA if action is pending in accordance with AFI 36-3209, Separation Procedures for
Air National Guard and Air Force Reserve Members, 20 September 2011. If the ratee is due an
annual evaluation and the period of supervision is less than 150 days, the rater conducts the ACA
approximately 60 days before the projected evaluation close-out date. For Lieutenant through
Captain only, if an evaluation is due to a change of reporting official, the new rater will do an initial
feedback. This feedback may be accomplished using the ACA Worksheet, but documentation is not
required. For Airman Basic, Airman, or Airman First Class (with less than 20 months of Total
Active Federal Military Service), after the initial feedback, a mid-term ACA session is conducted
every 180 days until the rater writes a performance report or a change of reporting official occurs.
1 NOVEMBER 2021 AFH 1 168

Section 7B—Performance Evaluations

REQUIRED LEVEL OF COMPREHENSION FOR DEVELOPMENT AND PROMOTION
Chapter 7—ASSESSMENTS AND RECOGNITION SSgt TSgt MSgt SMSgt CMSgt
Section 7B—Performance Evaluations B C C C D

7.5. Performance Evaluation Administration

The performance evaluation system is designed to provide a reliable, long-term, cumulative record
of performance and potential. The key aspects associated with the evaluation system are how well
the individual does his or her job and the qualities the individual brings to the job. It is important
for supervisors to help subordinates understand their strengths and weaknesses and how their
efforts contribute to the mission. Supervisors must understand how and when to employ the officer
and enlisted evaluation systems and the civilian performance program.
Access to Evaluations. Evaluations are subject to the Public Law 93-579, Privacy Act 1974, 31
December 1974. They are exempt from public disclosure under Department of Defense Manual
(DoDM) 5400.07_AFMAN 33-302, Freedom of Information Act Program 27 April 2018, and AFI
33-332, Air Force Privacy and Civil Liberties Program, 10 March 2020. Only persons within the
agency who have a proper need to know may read evaluations. The office with custodial
responsibility determines if a person's official duties require access. Classified information should
not be included in any section of evaluation forms or on attachments to evaluations, referral
documents, or endorsements to referral documents. Specific instructions for completing
evaluations, with reference to proper formatting, appropriate raters/evaluators, additional raters,
content, acronym use, classified information, and other details, are found in AFI 36-2406, Officer
and Enlisted Evaluation Systems, 25 June 2021.

7.6. Performance Evaluation Uses

The officer and enlisted evaluation systems should be used with the following objectives in mind:
1. Establish performance standards and expectations for ratees, meaningful feedback on
how well the ratee is meeting those expectations, and direction on how to better meet
those established standards and expectations.

2. Provide a reliable, long-term, cumulative record of performance and promotion potential

based on that performance.

3. Provide officer selection boards, enlisted evaluation boards, and personnel managers
with sound information to assist in identifying the best qualified personnel for
promotion, as well as other personnel management decisions.

4. Document in the permanent record any substantiated allegation of a sex-related offense

against an Airman, regardless of grade, that results in conviction by court-martial, non-
judicial punishment, or other punitive administrative action.
1 NOVEMBER 2021 AFH 1 169

7.7. Performance Evaluation Forms and Documentation

There are a number of forms, as listed below, used to document performance and potential over
the course of a ratee’s career. These forms are considered when making promotion
recommendations, selections or propriety actions, selective continuations, involuntary separations,
selective early retirements, assignments, school nominations and selections, and other
management decisions. Note: The ratee’s grade or projected grade on the static close-out date is
used to determine the appropriate performance report form.
AF Form 77, Letter of Evaluation (multipurpose evaluation form)
AF Form 475, Education/Training Report, (used in education and training environments)
AF Form 707, Officer Performance Report (Lt thru Col)
AF Form 910, Enlisted Performance Report (AB thru TSgt)
AF Form 911, Enlisted Performance Report (MSgt thru SMSgt)
AF Form 912, Enlisted Performance Report (CMSgt)

7.8. Performance Evaluation Responsibilities

Unit commanders are responsible for ensuring all first-time supervisors receive mandatory
officer evaluation system and/or enlisted evaluation system training, as applicable, within 60 days
of being appointed as a rater. Additionally, USAF members should receive annual recurring
evaluation system training. How and when this training is conducted is at the unit commander’s
discretion.
Unit commanders must conduct a record review of all personnel assigned to and/or transferred into
his or her command to ensure knowledge of and familiarization with the Airman’s history of sex-
related offenses resulting in conviction by courts-martial, non-judicial punishment, or other
punitive administrative action. This is accomplished to reduce the likelihood that repeat offenses
will escape the notice of current, subsequent, or higher level commanders. Review of the record
will be conducted by the immediate commander of the Airman at the lowest unit level. These
responsibilities will not be delegated.
Raters and additional raters must consider the contents of Unfavorable Information Files or
Personal Information Files when preparing a performance evaluation. They must assess the ratee’s
performance, what the ratee did, how well he or she did it, and the ratee’s potential based on that
performance throughout the rating period.
Ratees must review evaluations prior to them becoming a matter of record. This is the time to bring
typos, spelling errors, and inaccurate data to the attention of the rater. When the ratee signs the
evaluation, he or she is not concurring with the content, but rather acknowledging receipt of the
completed evaluation, and certifying they have reviewed the evaluation for administrative errors.
If the ratee disagrees with any comments and/or ratings on the report, the ratee may file an appeal
after the evaluation becomes a matter of record.

7.9. Documenting Performance

Bullet format is mandatory. Bullets are limited to a minimum of one line and a maximum of two
lines per bullet. White space is authorized. Main bullets begin at the left margin and will have one
1 NOVEMBER 2021 AFH 1 170

space after the “-”. For additional guidance on bullet writing, refer to “The Bullet Background
Paper” in AFH 33-337, The Tongue and Quill, 27 May 2015, Certified Current 27 July 2016.
Although the Tongue and Quill, allows three lines per bullet, evaluations will not have more than
two lines per bullet. Note: In very rare and unique cases, evaluations may be handwritten, only
when authorized by HAF or Air Reserve Personnel Center, as appropriate. The U.S. President or
Vice President may handwrite evaluations.
Adverse Information. The expectation for performance evaluations is fair and equal treatment of
all, and enforcement of the same behavior in subordinates. The goal is for fair, accurate, and
unbiased evaluations to help ensure the best qualified members are identified for positions of
higher responsibility. Failure to document misconduct that deviates from the core values of the
USAF is a disservice to all Airmen who serve with honor and distinction. Situations involving
convictions or violations of criminal law must be handled appropriately and in accordance with
required timelines and procedures.
In all cases, when comments are included in performance evaluations, they must be specific,
outlining the event and any corrective action taken. Comments, such as “conduct unbecoming…”
or “an error in judgment led to an off-duty incident…,” are too vague. Examples of valid comments
are “Master Sergeant Smith drove while intoxicated, for which he received an Article 15” and
“Captain Jones made improper sexually suggestive and harassing comments to a squadron
member, for which he received a Letter of Reprimand.” Some aspects of performance that may
need to be considered when preparing an accurate assessment of behavior include:
- Impact of the misconduct on the USAF as an institution (Did it bring discredit on the USAF?).
- Impact of the misconduct on, and its relationship to, the ratee’s duties (Did it affect the ratee’s
ability to fulfill assigned duties?).
- Impact of the misconduct on the USAF mission (Did the mission suffer in any way? Was unit
morale affected?).
- Grade, assignment, and experience of the ratee (Is the ratee in a sensitive job? Did the ratee know
better?).
- Number of separate violations and frequency of the misconduct (Is this an isolated or repeated
incident?).
- Consequences of the misconduct (Did it result in death, injury, or loss of/damage to military or
civilian property?).
- Other dissimilar acts of misconduct during the reporting period (Is the ratee establishing a pattern
of misconduct?).
- Existence of unique, unusual, or extenuating circumstances (Was the misconduct willful and
unprovoked, or were there aggravating factors or events?).
Adverse Actions. For the purpose of this policy, an adverse action includes reportable civilian
offenses or convictions, other than convictions for motor vehicle violations that do not require a
court appearance. Specifically, convictions required to be reported include: 1) any finding of guilt;
2) any plea of guilty; 3) any plea of no contest or nolo contendere; 4) any plea of guilty in exchange
for a deferred prosecution or diversion program; or 5) any other similar disposition of civilian
criminal charges.
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In the event a commander or military law-enforcement official receives information that a member
of the USAF, under the jurisdiction of another military department, has become subject to a
conviction for which a report is required by this section, the commander or military law-
enforcement official receiving such information shall forward it to the member’s immediate
commander.
Complaints of sex-related offenses against a member, regardless of grade, resulting in conviction
by court-martial, non-judicial punishment, or punitive administrative action, require a mandatory
notation on the member’s next performance report or training report and promotion
recommendation form (if not already documented on an evaluation or court-martial in the selection
record). Sex-related offenses include violations of the Uniform Code of Military Justice or
attempts to commit related offenses.
If a member has been convicted by a court-martial or if the senior rater decides to file any adverse
information in an Airman’s selection record, comments relating to the ratee’s behavior are
mandatory on the ratee’s next performance or training report and promotion recommendation form
(if not already documented on an evaluation or court-martial in the selection record). The
evaluation becomes a referral for the performance report or training report.
Extraordinary Cases. Raters may request a waiver of the mandatory requirement to document
civilian convictions for good cause. The waiver request will route from the rater, through any
required additional rater and the ratee’s commander, to the ratee’s senior rater, and, if endorsed,
be forwarded to the major command commander or authorized final approval authority.
1 NOVEMBER 2021 AFH 1 172

Section 7C—Reenlistments and Continuation

REQUIRED LEVEL OF COMPREHENSION FOR DEVELOPMENT AND PROMOTION
Chapter 7—ASSESSMENTS AND RECOGNITION SSgt TSgt MSgt SMSgt CMSgt
Section 7C—Reenlistments and Continuation B B C C C

7.10. Selective Reenlistment Program

The Selective Reenlistment Program applies to all enlisted personnel by which
commanders/civilians, directors, and supervisors evaluate first-term, second-term, and career
Airmen to ensure the USAF retains those who consistently demonstrate the capability and
willingness of maintaining high professional standards. First-term Airmen receive selective
reenlistment consideration when they are within 15 months of their expiration of term of service.
Second-term and career Airmen with less than 19 years of total active federal military service are
considered within 13 months of the original expiration of term of service. Career Airmen receive
selective reenlistment consideration within 13 months of completing 20 years of total active federal
military service. Career Airmen who have served beyond 20 years of total active federal military
service receive selective reenlistment consideration each time they are within 13 months of their
original expiration of term of service.

7.11. Selective Reenlistment Program Considerations

Commanders and civilian directors consider enlisted performance report ratings, unfavorable
information from any substantiated source, the Airman’s willingness to comply with USAF
standards, and the Airman’s ability (or lack thereof) to meet required training and duty
performance levels when determining if a member may reenlist. Supervisors should carefully
evaluate the Airman’s duty performance and review the Airman’s personnel records, to include
the AF Form 1137, Unfavorable Information File Summary, if applicable, before making a
recommendation to unit commanders and civilian directors concerning the Airman’s career
potential.
Non-Selectee. If an Airman is not selected for reenlistment, an AF Form 418, Selective
Reenlistment Program (SRP) Consideration/Denial of Continued Service for Airmen, is
completed, and the Airman is informed of the decision. The commander sends the completed form
to the military personnel flight after the Airman signs and initials the appropriate blocks. The
commander must make sure the Airman understands the right to appeal the decision. The Airman
has up to three calendar days to render an appeal intent. The Airman must submit the appeal to the
military personnel flight within 10 calendar days of the date he or she renders the appeal intent on
the form.
Appeal Authority. The specific appeal authority is based on an Airman’s total active federal
military service. The appeal authority for first-term Airmen and career Airmen who will complete
at least 20 years of total active federal military service on their current expiration of term of service
appeal selective reenlistment program non-selection is the respective group commander. The
appeal authority for second-term and career Airmen who will complete fewer than 16 years of total
active federal military service on their current expiration of term of service is the respective wing
commander. The appeal authority for second-term and career Airmen who will complete at least
16 years of total active federal military service but fewer than 20 years of total active federal
military service on their current expiration of term of service, is the Secretary of the Air Force.
The decision of the appeal authority is final. The appeal authority’s decision is documented and
1 NOVEMBER 2021 AFH 1 173

the Airman is advised of the outcome. Commanders may also conduct selective reenlistment
consideration at any time outside the standardized window.
7.12. Noncommissioned Officer Career Status Program
The Noncommissioned Officer Career Status Program extends the length of reenlistments for
RegAF Airmen. All Airmen who have been selected for continued service by their
commander/civilian director (to include those with approved waivers), and who have at least 12
years total active federal military service on date of discharge (day prior to reenlistment) will be
reenlisted for an unspecified period. These Airmen will serve up to their High Year of Tenure
based on current grade, or if promoted, projected grade unless sooner separated by USAF policy
or law under the NCO Career Status Program. Airmen who serve 20 or more years of total active
federal military service may retire, if otherwise eligible, no later than the first day of the month
following High Year of Tenure.
This program streamlines the reenlistment and extension process and alleviates unnecessary
administrative actions for Airmen, supervisor chains, and military personnel flights.

7.13. Career Job Reservation Program

Because of various career force size and composition restrictions, there are times when the USAF
must place a limit on the number of authorized first-term Airmen who may reenlist. The Career
Job Reservation (CJR) Program exists to assist in the management of first-term Airmen
reenlistments by Air Force Specialty Code (AFSC) to prevent surpluses and shortages. All eligible
first-term Airmen must have an approved CJR to reenlist. Airmen are automatically placed on the
career job applicant list on the first duty day of the month during which they complete 35 months
on their current enlistment (59 months for six-year enlistees), but no later than the last duty day of
the month during which they complete 43 months on their current enlistment (67 months for six-
year enlistees). To keep their approved CJR, Airmen must reenlist on or before the CJR expiration
date. CJRs may be constrained (limited) quotas or unconstrained (unlimited) quotas.

Constrained: First-term Airmen in constrained AFSCs have limited quotas, when available and
compete for a CJR. Commanders or civilian directors recommend award of CJRs to Airmen in
constrained AFSCs where an allocation has been awarded. Approval of CJRs are made at the group
commander level or equivalent. Commanders or civilian directors may recommend First Term
Airmen for award of a CJR anytime during the Airman’s CJR window. Airmen outside their CJR
window are not eligible for award of a CJR. Airmen’s EPRs must reflect that the member has met
the minimum expectation and not have an unfavorable information file, lost time, or record of
active nonjudicial punishment on their current enlistment in order to be considered for a CJR. The
Airman’s job performance, demonstrated leadership, how the Airmen exemplifies USAF core
values, and ability to succeed in the AFSC should also be considered. Upon Airmen entering
their CJR window, commanders or civilian directors are encouraged to advise Airmen on their
potential for a CJR and when appropriate, encourage retraining.

When constrained AFSCs are implemented, Air Force Personnel Center issues CJR quotas on a
fiscal year basis and selection authorities may consider Airmen by board, nomination packages,
etc. Airmen who are on the CJR waiting list and whose AFSC is removed from the constrained list
will receive a CJR. Airmen who are removed from the waiting list prior to the AFSC being
removed, will not receive supplemental consideration. If eligible, Airmen qualify for award of a
1 NOVEMBER 2021 AFH 1 174

CJR when an allocation exists and the Airman is in their CJR eligibility window. When the group
commander (or equivalent) approves an Airman for award of a CJR, Air Force Personnel Center
will verify an allocation exists and will reduce the number of remaining CJRs accordingly. Note:
Approved CJRs do not expire until the Airman’s date of separation.

Unconstrained: Airmen in unconstrained AFSCs do not compete for a CJR. Airmen are
automatically awarded the CJR on the first duty day of the month during which they complete 35
months on their current enlistment (59 months for six-year enlistees), but no later than the last duty
day of the month during which they complete 43 months on their current enlistment (67 months
for six-year enlistees), provided they have been selected for continued service by their
commander/civilian director under the selective reenlistment program.

7.14. Enlistment Extensions

Airmen serving on an active enlistment may request an enlistment extension if he or she has a
service-directed retainability reason and the extension is in the best interest of the USAF.
Extensions are granted in whole-month increments. For example, if the individual needs 15½
months of retainability for an assignment, the individual must request a full 16-month extension.
Voluntary extensions for all Airmen are limited to a maximum of 48 months per enlistment. In the
event that USAF specialties are constrained, the Air Staff may limit first-term Airmen extensions
to a specified period. Certain situations (such as citizenship pending) may warrant exceptions to
policy. Airmen may be eligible to request an extension of enlistment to establish a date of
separation at high year of tenure to separate or retire. Normally, Airmen must be within two years
of their high year of tenure before they can extend. Note: Once approved, an extension has the
legal effect of the enlistment agreement by extending the Airman’s period of obligated service.
Enlistment extensions can only be canceled when the reason for the extension no longer exists, as
long as the Airman has not already entered into the extension.

7.15. Selective Retention Bonus

The Selective Retention Bonus (SRB) Program is a monetary incentive paid to Airmen serving in
certain selected critical military skills who reenlist for additional obligated service. The bonus is
intended to encourage the reenlistment of sufficient numbers of qualified enlisted personnel in
military skills with either demonstrated retention shortfalls or high training costs. Airmen in SRB
skills who reenlist or extend their enlistment in the active duty for at least three years are eligible
for an SRB provided they meet all criteria listed in AFI 36-2606, Reenlistment and Extension of
Enlistment in the United States Air Force, 27 January 2021. Airmen can expect to serve in the SRB
specialty for the entire enlistment for which the bonus was paid.
SRB designations are established by zones, which are determined by the total active federal
military service of Airmen at the time of reenlistment or the date they enter the extension. Eligible
Airmen may receive an SRB in each zone (A, B, C or E), but only one SRB per zone.
Zone A applies to Airmen reenlisting between 17 months and 6 years.
Zone B applies to Airmen reenlisting between 6 and 10 years.
Zone C applies to Airmen reenlisting between 10 and 14 years.
Zone E applies to Airmen reenlisting between 18 and 20 years.
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SRBs are calculated using one month's base pay, multiplied by the number of years reenlisting or
extending, multiplied by the SRB multiple as listed on the authorized SRB listing. The maximum
SRB per zone is $100,000. Note: The Airman's base pay on the date of discharge is used to
calculate the SRB. Therefore, if an Airman was promoted to Staff Sergeant on 1 May and reenlisted
on 1 May, the SRB would be calculated on the base pay of the day prior to the reenlistment as
Senior Airman.

7.16. USAF Retraining Program

Retraining is a force management tool used primarily to balance career fields (officer and enlisted)
across all AFSCs, and to ensure sustainability of career fields. Retraining also provides a means to
return disqualified Airmen to a productive status. Although Airmen may be selected for
involuntary retraining based on USAF needs, the retraining program allows a limited number of
Airmen the opportunity to pursue other career paths in the USAF. The Online Retraining Advisory
is a living document found on myPers, maintained by the Air Force Personnel Center as a key tool
used to advise members of retraining opportunities. For additional information on retraining
eligibility and application procedures, refer to: AFMAN 36-2100.
First-Term Airmen Retraining Program. First-term Airmen assigned to the Continental United
States may apply not earlier than the first duty day of the month during which they complete 35
months of their current enlistment (59 months for six-year enlistees), but not later than the last
duty day of the 43rd month of their current enlistment (67 months for six-year enlistees).
First-term Airmen assigned outside the Continental United States may apply for retraining nine to
15 months prior to the date they are eligible to return from overseas if serving within their normal
first-term window (35th month for four-year enlistees or 59th month for six-year enlistees).
Airmen with an indefinite return from overseas date must complete the original tour length before
departing for retraining.
On the last duty day of each month, the Air Force Personnel Center selects the most eligible
Airmen for retraining based on quality indicators of most recent performance report rating, current
grade, projected grade, previous two performance report ratings, date of rank, total active federal
military service date, aptitude qualification examination score (electrical, mechanical,
administrative, general), Air Force Enlisted Classification Directory, Part II, and requested AFSC
preferences.
Noncommissioned Officer Retraining Program. The NCO retraining program is designed to
retrain second-term and career Airmen from overage USAF specialties into shortage specialties to
optimize the enlisted force and to best meet current and future mission needs. Airmen possessing
a secondary or additional AFSC in a shortage skill may be returned to the shortage skill if in the
best interest of the USAF.
Phases I and II. The NCO retraining program consists of two phases. The objective of Phase I is
to obtain volunteer applicants from identified overage AFSCs to fill requirements in shortage
specialty codes. All Airmen with retraining ‘out’ objectives may apply for any available specialty
codes with retraining ‘in’ objectives for which they qualify. During Phase I, if sufficient
applications are not received and retraining objectives for the fiscal year are not met,
implementation of Phase II is necessary. In Phase II, Airmen will be selected for mandatory
retraining based on USAF needs to balance the force. The master vulnerability list is used to select
Airmen for mandatory retraining.
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7.17. Officer Crossflow and Reclassification Programs

Tools and procedures are available to address career field manning imbalances and shape the
officer force within authorized, funded end-strength. The Nonrated Line Crossflow Program
addresses manning shortages and overages by conducting a crossflow panel when needed to select
the best qualified officers to fill the required vacancies. The Missileer Crossflow Program is a
process ensuring the Nuclear and Missile Operations (13N) Air Force specialty remains balanced
for sustainment by crossflowing excess officers at the four-year point back to donor career fields.
Out-of-cycle crossflow requests, as well as initial skills training reclassification, are additional
programs to ensure the balance of officer career fields.
1 NOVEMBER 2021 AFH 1 177

Section 7D—Awards and Decorations

REQUIRED LEVEL OF COMPREHENSION FOR DEVELOPMENT AND PROMOTION
Chapter 7—ASSESSMENTS AND RECOGNITION SSgt TSgt MSgt SMSgt CMSgt
Section 7D—Awards and Decorations B B C C C

7.18. Awards and Decorations Program

USAF members make many personal and professional sacrifices to ensure the USAF accomplishes
its mission. Acts of valor, heroism, exceptional service, and outstanding achievement deserve
special recognition. The Air Force Military Awards and Decorations Program, as outlined in
AFMAN 36-2806, Awards and Memorialization Program, 10 June 2019, is designed to recognize
units, organizations, and individuals, and to foster morale, provide incentive, and instill esprit de
corps. Individuals or units considered for awards and decorations under this program must clearly
demonstrate sustained and superior performance. Awards from foreign governments may be
accepted only in recognition of combat service or for outstanding or unusually meritorious
performance, and are only authorized to be awarded upon approval from the Department of the
Air Force.

7.19. Service and Campaign Awards

Service and campaign awards recognize members for honorable military service for participation
in a campaign, period of war, national emergency, expedition, or specified significant peacetime
military operation. Awards also recognize individuals who participate in specific or significant
military operations and who participate in specific types of service. Individuals should keep copies
of their travel orders and their travel vouchers as documented proof of entitlement to service and
campaign awards. Several service and campaign awards are briefly described here. Additional
information on service and campaign awards can be found in AFMAN 36-2806 or on the USAF
myPers website.
Armed Forces Expeditionary Medal. The Armed Forces Expeditionary Medal is awarded to
members of the U.S. Armed Forces who participated in United States military operations,
operations in direct support of the United Nations, or operations of assistance for friendly foreign
nations. Service members who may be eligible are those who participated in or engaged in direct
support of an operation for 30 consecutive days in the area of operations (or the full period of
operations) or for 60 non-consecutive days when engaged in actual combat or equally hazardous
duty with an armed opposition, when wounded or injured and required medical evacuation from
the area, or when accumulating 15 days of service as an assigned crewmember of an aircraft flying
sorties in the area in direct support of the military operation. Service members will not be awarded
more than one expeditionary medal for services during a specific period or duties during an
operation.
Global War on Terrorism Expeditionary Medal. The Global War on Terrorism Expeditionary
Medal was established on 12 March 2003. The Global War on Terrorism Expeditionary Medal is
awarded to members who deployed on or after 11 September 2001 for service in Operations
Enduring Freedom, Iraqi Freedom, or New Dawn.
Global War on Terrorism Service Medal. The Global War on Terrorism Service Medal was
established on 12 March 2003. The Global War on Terrorism Service Medal is awarded to
members who participated in the Global War on Terrorism operations outside of the designated
1 NOVEMBER 2021 AFH 1 178

area of eligibility for the Global War on Terrorism Expeditionary Medal, Afghanistan Campaign
Medal and Iraq Campaign Medal, on or after 11 September 2001 until a future date to be
determined.
Afghanistan Campaign Medal. The Afghanistan Campaign Medal was established on 29
November 2004 and recognizes service members who serve, or have served, in support of
designated Afghanistan operations. Effective 1 May 2005, members deployed to Afghanistan
receive the respective campaign medal in lieu of the Global War on Terrorism Expeditionary
Medal.
Iraq Campaign Medal. The Iraq Campaign Medal was established on 29 November 2004 and
recognizes service members who serve, or have served, in support of designated Iraq operations.
Effective 1 May 2005, members deployed to Iraq receive the respective campaign medal in lieu of
the Global War on Terrorism Expeditionary Medal.
Korean Defense Service Medal. In February 2004, Department of Defense approved the Korean
Defense Service Medal for RegAF, Air Force Reserve, and Air National Guard personnel as
recognition for military service in the Republic of Korea and the surrounding waters after 28 July
1954 until a future date to be determined.
Kosovo Campaign Medal. The Kosovo Campaign Medal was established on 3 May 2000 and
recognizes the accomplishments of military service members participating in, or in direct support
of, Kosovo operations.
Armed Forces Service Medal. The Armed Forces Service Medal is awarded to members of the
U.S. Armed Forces who, after 1 June 1992, have participated as military members in a military
operation that is deemed to be a significant activity by the Joint Chiefs of Staff and encountered
no foreign armed opposition or imminent threat of hostile action. Operations that may be eligible
for individual recognition include: Maritime Monitor, Provide Promise, Deny Flight, Sharp Guard,
Task Force Able Sentry, Uphold Democracy, Joint Endeavor, Provide Comfort, Joint Guard, Joint
Forge, Humanitarian Relief for Hurricanes Katrina and Rita, Jump Start, and Unified Promise.
Humanitarian Service Medal. The Humanitarian Service Medal is awarded to members of the
U.S. Armed Forces and their Reserve Components who, after 1 April 1975, distinguished
themselves as individuals or members of military units or ships by meritorious direct participation
in a significant military act or operation of humanitarian nature. Direct participation refers to any
member assigned directly to the humanitarian operation providing hands-on participation. A listing
of approved operations for the Humanitarian Service Medal are identified in DoD 1348.33, Manual
of Military Decorations and Awards, 21 December 2016.
Military Outstanding Volunteer Service Medal. The Military Outstanding Volunteer Service
Medal was established on 9 January 1993 to recognize members of the U.S. Armed Forces who
perform outstanding volunteer community service of a sustained, direct, and consequential nature.
Armed Forces Reserve Medal. The Armed Forces Reserve Medal is awarded to U.S. Armed
Forces Reserve Component members or former members who have completed a total of 10 years
of service within a period of 12 consecutive years, or upon mobilization or contingency military
personnel appropriation order to RegAF.
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7.20. Unit Awards

These awards are presented to military units that distinguish themselves during peacetime or in
action against hostile forces or an armed enemy of the United States. To preserve the integrity of
unit awards, they are approved only to recognize acts or services clearly and distinctly outstanding
by nature and magnitude. The acts or services recognized must place the unit’s performance above
that of other units similar in composition and mission and be of such importance that they cannot
be appropriately recognized in any other way. Only one unit award is awarded for the same
achievement or service. The unit’s entire service must have been honorable during the
distinguished act. An organization may display the award elements of a unit award. Designated
subordinate units of the organization may also share in the award; however, higher organizations
may not. All assigned or attached people who served with a unit during a period for which a unit
award was awarded are authorized the appropriate ribbon if they directly contributed to the mission
and accomplishments of the unit. The five most common unit awards worn by USAF members
today are Gallant Unit Citation, the Meritorious Unit Award, the Air Force Outstanding Unit
Award, the Air Force Organizational Excellence Award, and the Joint Meritorious Unit Award.
Gallant Unit Citation. The Gallant Unit Citation was approved by the Secretary of the Air Force
in March 2004 and is awarded to USAF units for extraordinary heroism in action against an armed
enemy of the United States while engaged in military operations involving conflict with an
opposing foreign force on or after 11 September 2001. The unit must have performed with marked
distinction under difficult and hazardous conditions in accomplishing its mission so as to set it
apart from and above other units participating in the same conflict. The Gallant Unit Citation will
normally be earned by units that have participated in single or successive actions covering
relatively brief time spans.
Meritorious Unit Award. The Meritorious Unit Award was approved by the Secretary of the Air
Force in March 2004 and is awarded to USAF units for exceptionally meritorious conduct in
performance of outstanding achievement or service in direct support of combat operations for at
least 90 continuous days during the period of military operations against an armed enemy of the
United States on or after 11 September 2001. Superior performance of normal missions alone will
not justify award of the Meritorious Unit Award. Service in a combat zone is not required, but
service must be directly related to the combat effort. The Meritorious Unit Award is not awarded
to any unit or component previously awarded the Air Force Outstanding Unit Award, Air Force
Organizational Excellence Award, or unit awards from other service components for the same act,
achievement, or service.
Air Force Outstanding Unit Award. The Air Force Outstanding Unit Award was established and
awarded in the name of the Secretary of the Air Force on 6 Jan 1954. The Air Force Outstanding
Unit Award is awarded only to numbered units or Numbered Air Forces, air divisions, wings,
groups, and squadrons. To be awarded the Air Force Outstanding Unit Award, an organization
must have performed meritorious service or outstanding achievements that clearly set the unit
above and apart from similar units. Commanders must annually review the accomplishments of
their eligible subordinate units and recommend only those units that are truly exceptional.
Commanders send Air Force Outstanding Unit Award recommendations to their major commands
for consideration. Certain recommendations for the Air Force Outstanding Unit Award are exempt
from annual submission, such as recommendations for specific achievements, combat operations,
or conflict with hostile forces. Only 10 percent of similar units assigned to a command are
recommended annually.
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Air Force Organizational Excellence Award. The Air Force Organizational Excellence Award
was established and awarded in the name of the Secretary of the Air Force on 6 Jan 1954. The Air
Force Organizational Excellence Award has the same guidelines and approval authority as the Air
Force Outstanding Unit Award. The Air Force Organizational Excellence Award is awarded to
unnumbered organizations, such as a major commands, a field operating agency, a direct reporting
unit, the Office of the Chief of Staff, other Air Staff, and deputy assistant chief of staff agencies.
Only 10 percent of similar units assigned to a command are recommended annually.
Joint Meritorious Unit Award. The Joint Meritorious Unit Award was established 4 June 1981
and is awarded in the name of the Secretary of Defense to recognize joint units and activities, such
as a joint task force for meritorious achievement or service superior to that normally expected.
USAF members assigned or attached to the joint unit or joint task force awarded a Joint
Meritorious Unit Award may be eligible to wear the Joint Meritorious Unit Award ribbon.

7.21. USAF Service Medals and Achievement Awards

Achievement awards recognize members for achieving or meeting specific types of pre-established
criteria or requirements of qualification, service, performance, or conduct. The military personnel
flight determines and verifies eligibility for the various types of achievement awards and makes
the appropriate entry into personnel records. The military personnel flight also procures and
provides the initial issue of all achievement medals and ribbons. See Attachment 5, USAF
Ribbons and Medals, and Attachment 6, USAF Devices.
Air Force Combat Action Medal. The Air Force Combat Action Medal is awarded to USAF
members (Airman Basic through Colonel) who actively participated in ground or air combat on or
after 11 September 2001. Actions eligible include deliberately going into an enemy’s domain or
defending the base while conducting official duties and having experienced enemy fire by lethal
weapons or having fired upon the enemy at the risk of grave danger.
Combat Readiness Medal. The Combat Readiness Medal is awarded for sustained individual
combat or mission readiness or preparedness for direct weapon-system employment, subject to
combat readiness reporting, individually certified as combat and/or mission ready, subject to a
continuous individual positional evaluation program, and upon completion of 24 months of
sustained combat or mission readiness.
Air Force Good Conduct Medal. The Air Force Good Conduct Medal is awarded to enlisted
personnel for exemplary conduct while on active military service. Award of the Air Force Good
Conduct Medal is automatic unless denied by the unit commander for reasons of less than
exemplary conduct.
Air and Space Campaign Medal. The Air and Space Campaign Medal is awarded to members
of the USAF who, after 24 March 1999, supported a significant military operation designated by
the Chief of Staff of the Air Force to recognize personnel who provided support of combat
operations at home station or from outside the geographic area of combat, and were not eligible
for the Kosovo Campaign Medal or other Operation Allied Force Department of Defense
Campaign Medals.
Air Force Expeditionary Service Ribbon. The Air Force Expeditionary Service Ribbon is
awarded in recognition for Air Expeditionary Force deployed status. Deployment status is defined
as either 45 consecutive days or 90 non-consecutive days in deployed status.
1 NOVEMBER 2021 AFH 1 181

7.22. Decorations
A decoration is the formal recognition for personal excellence that requires individual nomination
and USAF or Department of Defense approval. Decorations are awarded in recognition for acts of
valor, heroism, courage, exceptional service, meritorious service, or outstanding achievement that
clearly place members above their peers and of such importance that the person cannot receive
proper recognition in any other way. When being considered for a decoration, the determining
factors involve the member’s level of responsibility, achievements, accomplishments, manner of
performance, and the impact of the accomplishment. Each decoration has specific performance
requirements for award, and an individual may receive only one decoration for any act,
achievement, or period of service.
Preparing a Decoration Recommendation. Although responsibility for submitting decoration
recommendations primarily falls on the immediate supervisor, any person, other than the
individual being recommended, having firsthand knowledge of the act, achievement, or service,
may recommend or contribute to a decoration recommendation by providing evidence or
statements through the supervisor and chain of command of the member being recommended. Do
not include any, controlled unclassified information (CUI), classified, highly sensitive, or special
category information requiring special handling procedures in regular decoration
recommendations.
A memorandum or letter of justification may accompany the decoration recommendation to
include concrete examples describing the action that was performed. When a decoration
recommendation is being submitted for foreign military, separated or retired veterans, or for
members of another branch of service, a memorandum or letter must be provided.
Top USAF Decorations. The top USAF decorations, as shown in Figure 7.1., are briefly
described here.

Figure 7.1. Air Force Decorations.

The Congressional Medal of Honor. The Congressional Medal of Honor is the highest decoration
for heroism in military action that can be awarded to a member of the U.S. Armed Forces. The
Medal of Honor is awarded for conspicuous gallantry and intrepidity at the risk of life above and
beyond the call of duty while engaged in action against an enemy of the United States, while
engaged in military operations involving conflict with an opposing foreign force, or while serving
with friendly foreign forces engaged in an armed conflict against an opposing armed force in which
the United States is not a belligerent party.
The Medal of Honor is generally presented by the U.S. President to the recipient or the recipient’s
primary next of kin. Along with the prestige of being awarded the Medal of Honor for
distinguished acts of valor, recipients, by law, also receive special benefits under the U.S.
1 NOVEMBER 2021 AFH 1 182

Department of Veterans Affairs, additional privileges, and entitlements. One example, although
not required by law or military regulation, is that members of the uniformed services are
encouraged to render salutes to recipients of the Medal of Honor as a matter of respect and
courtesy, whether or not they are in uniform, and regardless of rank or status. See Attachment 7,
USAF Medal of Honor Recipients (and official record of location of birth, and date of death).
Note: According to the U.S. Medal of Honor Historical Society, the first USAF recipient of the
Medal of Honor was presented by President Lyndon B. Johnson on January 19, 1967, to Major
Bernard F. Fisher for action in South Vietnam. There are three versions of the Medal of Honor,
one for each of the military departments of the Department of Defense: Army, Navy, and USAF,
with slight variations in design. Members of the Marine Corps and Coast Guard are eligible to
receive the Navy version and members of the Space Force are eligible to receive the Air Force
version.
The Distinguished Service Cross. The Distinguished Service Cross is the second highest
decoration that can be awarded to a member of the U.S. Armed Forces. The Distinguished Service
Cross, awarded to USAF members as the Air Force Cross, is awarded for extraordinary heroism
while engaged in action against an enemy of the United States, while engaged in military
operations involving conflict with an opposing foreign force, or while serving with friendly foreign
forces engaged in an armed conflict against an opposing armed force in which the United States is
not a belligerent party. Actions that merit award of the Distinguished Service Cross (or service
equivalent) must be of such a high degree that they are above those required for all other combat
decorations, but do not merit award of the Medal of Honor.
The Distinguished Service Medal. The Distinguished Service Medal is awarded for exceptionally
meritorious service to the nation in a duty of great responsibility. In wartime, a duty of great
responsibility is one that involves the exercise of authority or judgment in matters that decide the
successful operation of a major command, activity, installation, or major program. The discharge
of such duty must involve the acceptance and fulfillment of the obligation so as to greatly benefit
the interests of the United States.
The Silver Star. The Silver Star is the third-highest military combat decoration that can be
awarded to a member of the U.S. Armed Forces. It is awarded for gallantry in action while engaged
in action against an enemy of the United States, while engaged in military operations involving
conflict with an opposing foreign force, or while serving with friendly foreign forces engaged in
an armed conflict against an opposing armed force in which the United States is not a belligerent
party. Actions that merit the Silver Star must be of such a high degree that they are above those
required for all other combat decorations, but do not merit award of the Medal of Honor or a
Service Cross.
Legion of Merit. The Legion of Merit is awarded to U.S. Armed Forces personnel for
exceptionally meritorious conduct in performance of outstanding duties. Duties must have been
performed in a clearly exceptional manner. Foreign military personnel may be awarded the Legion
of Merit for exceptionally meritorious conduct in the performance of outstanding services to the
United States.
Distinguished Flying Cross. The Distinguished Flying Cross is awarded for heroism or
extraordinary achievement while participating in aerial flight for actions that are entirely
distinctive, involving operations that are not routine.
1 NOVEMBER 2021 AFH 1 183

Airman’s Medal. The Airman’s Medal is awarded for heroism involving voluntary risk of life
under conditions other than those of conflict with an armed enemy of the United States.
Bronze Star Medal. The Bronze Star Medal is awarded for heroism, valor, or meritorious
achievement or service (not involving participation in aerial flight) while engaged in an action
against an enemy of the United States, while engaged in military operations involving conflict with
an opposing foreign force, or while serving with friendly foreign forces engaged in an armed
conflict against an opposing armed force in which the United States is not a belligerent party. The
Bronze Star Medal is awarded for valor in combat to a lesser degree than required for award of the
Silver Star or the Legion of Merit.
Purple Heart. The Purple Heart, as shown in Figure 7.2., is awarded for wounds received or death
after being wounded in any action against an enemy of the United States, in any action with an
opposing force of a foreign country in which the U.S. Armed Forces are or have been engaged,
while serving with friendly foreign forces engaged in an armed conflict against an opposing armed
force in which the United States is not a belligerent party, as a result of Figure 7.2. Purple Heart.
an act of any such enemy or opposing armed force, or as a result of an
act of any hostile foreign force. The Purple Heart is a decoration that a
member earns entitlement to rather than being awarded through
recommendation. Note: Since 11 September 2001, a member on
RegAF who is attacked by a foreign terrorist organization that targeted
a member of the U.S. Armed Forces due to such member’s status as a
member of the Armed Forces, unless the wound is the result of willful
misconduct of the member, may be awarded the Purple Heart. An attack
by an individual or entity shall be considered to be a foreign terrorist
organization attack if the individual or entity was in communication
with the foreign terrorist organization before the attack, and the attack
was inspired or motivated by the foreign terrorist organization.
Air Medal. The Air Medal is awarded for heroism or meritorious achievement while participating
in aerial flight. The Air Medal is awarded to acts accomplished with distinction above and beyond
that expected of professional Airmen, but not of that warranting award of the Distinguished Flying
Cross.
Aerial Achievement Medal. The Aerial Achievement Medal is awarded for sustained meritorious
achievement while participating in aerial flight.
Meritorious Service Medal. The Meritorious Service Medal is awarded for outstanding
meritorious achievement.
Air Force Commendation Medal. The Air Force Commendation medal is awarded for distinctive
meritorious achievement and service.
Air Force Achievement Medal. The Air Force Achievement Medal is awarded for outstanding
achievement or meritorious service on behalf of the USAF.

7.23. Special Trophies and Awards

The USAF sponsors various special trophies and awards programs. Special trophies and awards
are unique in that the commanders of major commands, field operating agencies, and direct
reporting units must nominate individuals to compete for these awards. In most cases, commanders
1 NOVEMBER 2021 AFH 1 184

submit nominations annually. The competition among the nominees is keen. The commander’s
nomination alone serves as a meaningful recognition because nomination places the individual in
competition with the best in the USAF or the nation. Two examples of special trophies and awards
are the 12 Outstanding Airmen of the Year Award and the Lance P. Sijan Award. AFMAN 36-
2806, lists various special trophies and awards programs.

7.24. Foreign Service Awards

Several foreign service awards and decorations, to include North Atlantic Treaty Organization
awards, exist as recognition from a foreign governmental authority for active combat service or
outstanding or unusually meritorious performance. Foreign awards and decorations may only be
accepted after receiving approval from an official approval authority.

7.25. Non-Military Awards

Non-military awards may consist of a certificate, decoration, or award in recognition of death,
injury, exceptional performance, or meritorious public service awarded by a non-Federal entity.
Non-military awards and decorations may only be accepted after receiving approval from an
official approval authority.
1 NOVEMBER 2021 AFH 1 185

Chapter 8
ENLISTED PROMOTIONS
Section 8A—Promotion Systems and Programs
REQUIRED LEVEL OF COMPREHENSION FOR DEVELOPMENT AND PROMOTION
Chapter 8—ENLISTED PROMOTIONS SSgt TSgt MSgt SMSgt CMSgt
Section 8A—Promotion Systems and Programs B B C C C

8.1. Enlisted Promotion Systems

The enlisted promotion system supports DoD Directive 1304.20, Enlisted Personnel Management
System (EPMS), 28 July 2005, by providing visible, relatively stable career progression
opportunities; attracting, retaining, and motivating the kinds and numbers of people the military
needs; and ensuring a reasonably uniform application of the principle of equal pay for equal work
among the services. While many significant changes have taken place with the enlisted promotion
systems in recent years, there are some standardized, consistent aspects that Airmen recognize and
rely on for fair and accurate consideration for promotion. AFI 36-2502, Enlisted Airman
Promotion and Demotion Programs, 16 April 2021, provides detailed information regarding
enlisted promotion systems. Note: This chapter applies to RegAF enlisted promotions.

8.2. Promotion Quotas

The Department of Defense limits the number of Airmen the RegAF may have in the top five
enlisted grades. Promotion quotas for Staff Sergeant through Chief Master Sergeant are tied to
fiscal year-end strength and are affected by funding limits, regulatory limits, and the number of
projected vacancies in specific grades. Public law, as outlined in Title 10, U.S.C., Armed Forces,
Chapter 36, Promotion, Separation, and Involuntary Retirement of Officers on the Active Duty
List, limits the number of Airmen who may serve in the RegAF in the top two enlisted grades. The
authorized average of enlisted members on RegAF status (other than for training) in pay grades E-
8 and E-9 in a fiscal year may not be more than 2.5 percent and 1.25 percent, respectively.

8.3. Enlisted Promotion Opportunities

While the USAF promotion system is designed to promote eligible Airmen recommended by their
commander on a noncompetitive basis, there are additional opportunities and factors for Airmen
to consider regarding promotions.
Airman Below-the-Zone Promotion Program. Under the Airman Below-the-Zone Program,
Airmen in the grade of Airman First Class may compete for early advancement to Senior Airman
if they meet the minimum eligibility criteria. If promoted to Senior Airman below-the-zone, the
promotion effective date is six months before their fully qualified date. Airmen are considered for
below-the-zone promotion in the month (December, March, June, or September) before the quarter
(January - March, April - June, July - September, or October - December) that they are eligible.
Stripes for Exceptional Performers Program. The Stripes for Exceptional Performers (STEP)
Program is designed to meet those unique circumstances that, in a commander’s judgment, clearly
warrant promotion. The STEP Program is intended to promote Airmen for compelling, although
perhaps not quantifiable, reasons. Isolated acts or specific achievements should not be the sole
basis for promotion under this program.
1 NOVEMBER 2021 AFH 1 186

Under the STEP Program, commanders at various organizational levels may promote a limited
number of exemplary performing Airmen with exceptional potential to the grades of Staff Sergeant
through Technical Sergeant. An individual may not receive more than one promotion under any
combination of promotion programs within a 12-month period. One exception is that Senior
Airmen must serve six months of time in grade before being promoted to Staff Sergeant.
Commanders must ensure personnel who are promoted meet eligibility requirements.
Weighted Airman Promotion System. NCOs and SNCOs compete for promotion and test under
the Weighted Airman Promotion System (WAPS) in the control Air Force Specialty Code (AFSC)
held on the promotion eligibility cutoff date. Contributing factors are “weighted” or assigned
points based on the importance relative to promotion. The Promotion Fitness Exam (PFE) contains
a wide range of USAF knowledge, while the Specialty Knowledge Test (SKT) covers AFSC broad
technical knowledge. The USAF makes promotion selections under the WAPS within each AFSC,
not across all AFSCs. This means those who are eligible will compete for promotion with those
individuals currently working in their AFSC. Selectees are individuals with the highest scores in
each AFSC, within the quota limitations. If more than one individual has the same total score at
the cutoff point, the USAF promotes everyone with that score.
Senior Noncommissioned Officer Promotions. Consideration for promotion to the grades of
Master Sergeant, Senior Master Sergeant, and Chief Master Sergeant is a two-phased process.
Phase I consists of the WAPS. Phase II consists of the central evaluation board held at Air Force
Personnel Center. Promotion selection is determined by a combination of total points from Phase
I and Phase II in each AFSC within the quota limitations. If more than one individual has the same
total score at the cutoff point, the USAF promotes everyone with that score.
In-System Supplemental Promotion Process. The in-system supplemental action is typically
processed on a monthly basis. Eligible Staff Sergeants through Senior Master Sergeants whose
weighable data changes in their promotion file compete monthly for promotion consideration. In-
system supplemental consideration also applies to Airmen who test after initial selects have been
made, such as deployed Airmen, or anyone who was unable to test during their normal testing
window.
Senior Noncommissioned Officer Supplemental Promotion Process. The SNCO supplemental
board is for those members promotion-eligible to Master Sergeant, Senior Master Sergeant, or
Chief Master Sergeant. Supplemental evaluation boards are conducted on a semiannual basis.
SNCOs may request to meet the supplemental board if they believe they have a valid request. With
the exception of a missing static closeout date evaluation, there are no automatic approvals for
supplemental board consideration when a record did not meet a previous board for which they
were eligible. Supplemental promotion consideration may not be granted if an error or omission
appeared on the data verification record or in the SNCO selection record located in the personnel
records display application, and the individual did not take the necessary steps to correct the error
prior to promotion selection or prior to the evaluation board. Fully documented supplemental
consideration requests, to include proof of corrective or follow-up actions taken by the individual
to correct the error, are submitted to the military personnel section in writing with the
recommendation of the individual’s unit commander. The military personnel section forwards the
request to Air Force Personnel Center for final approval.
1 NOVEMBER 2021 AFH 1 187

Section 8B—Promotion Cycles

REQUIRED LEVEL OF COMPREHENSION FOR DEVELOPMENT AND PROMOTION
Chapter 8—ENLISTED PROMOTIONS SSgt TSgt MSgt SMSgt CMSgt
Section 8B—Promotion Cycles B B C C C

8.4. Promotion Cycles and Eligibility

The USAF establishes promotion cycles to ensure timely periodic promotions and to permit
accurate forecasting of vacancies. Promotion cycles also balance the promotion administrative
workload and provide promotion eligibility cutoff dates (PECD). Factors for promotion eligibility
may include: proper skill level, sufficient time in grade, sufficient time in service, commander
recommendation, completion of enlisted professional military education (PME), completion of a
college degree, cumulative years of enlisted service, and high year of tenure. Note: Air Reserve
Components promotions are based on a combination of position vacancy, time-in-grade, time-in-
service, fitness, and completion of appropriate professional military education.

8.5. Basic Promotion Guidelines

The basic promotion guidelines for enlisted members are provided here.
Promotion to Airman. Airman Basic may be promotion eligible to Airman at six months of time
in grade.
Promotion to Airman First Class. Airman may be promotion eligible to Airman First Class at
10 months of time in grade. Airmen initially enlisting for a period of six years are promoted from
Airman Basic to Airman First Class upon completion of either technical training or 20 weeks of
technical training after graduation from basic military training (whichever occurs first). The date
of rank for Airman First Class is then adjusted to the signatory date on the basic military training
certificate, without back pay and allowances.
Promotion to Senior Airman. Airmen may be promotion eligible to Senior Airman upon
completion of 36 months of time in service and 20 months of time in grade or 28 months of time
in grade (whichever occurs first). Required skill level in primary Air Force Specialty Code (AFSC)
is 3-level. Senior Airman below-the-zone is a one-time promotion consideration to advance to
Senior Airman six months earlier than basic promotion timelines to Senior Airman.
Promotion to Staff Sergeant. Senior Airmen may be promotion eligible to Staff Sergeant upon
completion of three years of time in service and six months of time in grade. The PECD for
promotion to Staff Sergeant is 31 March. The test cycle is May – June. Required skill level in
primary AFSC is 5-level.
Promotion to Technical Sergeant. Staff Sergeants may be promotion eligible to Technical
Sergeant upon completion of five years of time in service and 23 months of time in grade. The
PECD for promotion to Technical Sergeant is 31 January. The test cycle is February – March.
Required skill level in primary AFSC is 7-level.
Promotion to Master Sergeant. Technical Sergeants may be promotion eligible to Master
Sergeant upon completion of eight years of time in service and 24 months of time in grade. The
PECD for promotion to Master Sergeant is 30 November. The test cycle is February – March.
Required skill level in primary AFSC is 7-level.
1 NOVEMBER 2021 AFH 1 188

Promotion to Senior Master Sergeant. Master Sergeants may be promotion eligible to Senior
Master Sergeant upon completion of 11 years of time in service and 20 months of time in grade.
The PECD for promotion to Senior Master Sergeant is 30 September. The test cycle is December.
Required skill level in primary AFSC is 7-level.
Promotion to Chief Master Sergeant. Senior Master Sergeants may be promotion eligible to
Chief Master Sergeant upon completion of 14 years of time in service and 21 months of time in
grade. The PECD for promotion to Chief Master Sergeant is 31 July. The test cycle is September.
Required skill level in primary AFSC is 9-level.

8.6. Accepting Promotion

Selects to the grade of Master Sergeant and Senior Master Sergeant with more than 18 years Total
Active Federal Military Service (TAFMS) by effective date of promotion will sign an AF Form
63, Active Duty Service Commitment (ADSC) Acknowledgement Statement, or a Statement of
Understanding within 10 duty days after selections are confirmed. In addition, all Chief Master
Sergeant-selects, regardless of TAFMS, will sign an AF Form 63 or a Statement of Understanding
within 10 duty days after selections are confirmed. The form will acknowledge that Master
Sergeant-selects and Senior Master Sergeant-selects must obtain two years of service retainability
and incur a two-year active duty service commitment (ADSC) from the effective date of promotion
to qualify for non-disability retirement. Chief Master Sergeant-selects must acknowledge and
obtain three years of service retainability and incur a three-year ADSC from the effective date of
promotion to qualify for non-disability retirement. Failure to withdraw an existing retirement
application (approved or pending) within 10 duty days from presentation of the AF Form 63 or the
Statement of Understanding will result in removal from the selection list.

8.7. Promotion Sequence Numbers

The Air Force Personnel Center assigns promotion sequence numbers to Airmen selected for
promotion to Staff Sergeant through Chief Master Sergeant based on date of rank, TAFMS, and
date of birth. Supplemental selectees are assigned promotion sequence numbers of .9 (increment
previously announced) or .5 (unannounced future increment).

8.8. Declining Promotion

Airmen may decline a promotion in writing by submitting a letter to the military personnel flight
(MPF). MPF will ensure Military Personnel Data System (MilPDS) is updated and ensure the
declination is entered in the member’s electronic records. This may be accomplished any time
prior to the promotion effective date.

8.9. Promotion Ineligibility

There are many reasons why an Airman may be considered ineligible for promotion, such as
approved retirement, declination for extension or reenlistment, court-martial conviction, control
roster action, no commander recommendation, failure to appear for scheduled testing without a
valid reason, and absent without leave. When individuals are ineligible for promotion, they cannot
test, cannot be considered if already tested, and the projected promotion, if already selected, will
be canceled.
1 NOVEMBER 2021 AFH 1 189

Section 8C—Preparation and Responsibilities

REQUIRED LEVEL OF COMPREHENSION FOR DEVELOPMENT AND PROMOTION
Chapter 8—ENLISTED PROMOTIONS SSgt TSgt MSgt SMSgt CMSgt
Section 8C—Preparation and Responsibilities B B C C C

8.10. Individual Responsibilities

Preparing for promotion testing is an individual responsibility. All promotion eligible individuals
must know their eligibility status, maintain specialty and military qualifications, initiate a self-
study plan, obtain all applicable study references as outlined in the Enlisted Promotions References
and Requirements Catalog (EPRRC), ensure their selection folder is accurate if it will be reviewed
by the central evaluation board, and be prepared to test on the beginning of the testing window.
The importance of individual responsibility cannot be overemphasized. Members who will be
unavailable during the entire testing cycle must be prepared to test prior to their departure, even if
that is before the first day of the testing cycle. Airmen may opt to test early provided the correct
test booklets are available.

8.11. Enlisted Promotion Test Compromise

Airmen must use a self-initiated program of individual study and effort under the Weighted
Airman Promotion System (WAPS). Group study (two or more people) for the purposes of enlisted
promotion testing is strictly prohibited. This prohibition protects the integrity of the promotion
testing program by ensuring promotion test scores are a reflection of each member’s individual
knowledge. Enlisted personnel who violate these prohibitions are subject to prosecution under
Article 92 of the Uniform Code of Military Justice for violating a lawful general regulation.
Conviction can result in a dishonorable discharge, forfeiture of all pay and allowances, and
confinement for up to two years. Information concerning enlisted promotion test compromise is
contained in AFMAN 36-2664. Note: Training designed to improve general military knowledge
does not constitute group study as long as the intent of the training is not to study for promotion
tests. Likewise, training to improve general study habits or test-taking skills is permissible if the
training does not focus on preparing for promotion tests.
Restrictions on Group Study. Restrictions on group study and additional specific test
compromise situations regarding promotion tests are briefly covered here.
- Discussing promotion test content with anyone other than the test control officer or test examiner
is prohibited. Written inquiries or complaints about a test are handled by the test control officer.
- Sharing pretests or lists of test questions recalled from a current or previous promotion test;
personal study materials; underlined or highlighted study reference material; and commercial study
guides with other individuals is prohibited.
- Placing commercial study guide software on government computers is prohibited. While Airmen
may use commercial study materials in preparation for promotion testing, the USAF does not
recommend, endorse, or support commercial study guides.
- Creating, storing, or transferring personal study notes on government computers is prohibited.
Government computers may only be used to view electronic versions of official study references.
1 NOVEMBER 2021 AFH 1 190

8.12. Distribution of Enlisted Promotion Test Study References

The Barnes Center for Enlisted Education, Air Force Career Development Academy is responsible
for providing promotion eligible members access to WAPS Career Development Courses. They
are available on-line at: [Link] The site is updated to coincide with
release of the EPRRC. Study materials, such as instructions, manuals, or technical orders, are made
available online at: [Link] or other approved repositories. Individuals may
ask unit WAPS monitors to order study reference material listed in the catalog that is not locally
available. According to AFMAN 36-2664, promotion eligible Airmen must have access to
reference materials at least 60 days before the scheduled test date. If not, the Airman may request
a delay in testing.
8.13. Promotion Eligibility Cutoff Date
The promotion eligibility cutoff date (PECD) is used to determine Airman promotion eligibility as
well as the cutoff date that will determine when contents of the selection folder and information
on promotion evaluation briefs must be updated and complete. The PECD is the date that
promotion criteria are considered for promotion, such as the data provided on the Data Verification
Brief, that is used for promotion board evaluation consideration. For SNCOs, this information is
then used to post the SNCO evaluation brief filed in the SNCO selection folder.
Promotion Criteria. As the USAF continues to offer opportunities for career broadening and
special duty assignments, it is important to mention that individuals with a reporting identifier or
special duty identifier, designated as their control Air Force Specialty Code (AFSC) on the PECD,
will compete within that reporting identifier or special duty identifier. Otherwise, Master Sergeants
being considered for promotion to Senior Master Sergeant will compete for promotion in the
superintendent level of the control AFSC they held as of the PECD. Likewise, Senior Master
Sergeants being considered for promotion to Chief Master Sergeant will compete for promotion in
the chief enlisted manager code of the control AFSC they held as of the PECD.

8.14. Data Verification Record

The Data Verification Record (DVR) is the document utilized for promotion consideration and is
the most important tool to review to ensure information on a promotion record is complete. All
eligible Airmen must review their DVR in the Automated Records Management System/Personnel
Records Display Application (ARMS/PRDA). If an error or omission is noted, the Airman must
immediately contact his or her military personnel flight for assistance. The military personnel
flight will update the Military Personnel Data System with the correct data and update the DVR
on virtual military personnel flight. Airmen should review the updated record to verify changes
have been completed accurately. Data reflected on the DVR should not be confused with the Data
Verification Brief or a Single Unit Retrieval Format, commonly referred to as SURF.
Data Verification Record Review Steps:
-Access the USAF Portal.
-Access PRDA.
-Under My Sections, select PRDA.
-The Selection Folder category within PRDA is the “As Is” record.
-The Board category within PRDA is the “As Met” record.
1 NOVEMBER 2021 AFH 1 191

Section 8D—Promotion Testing

REQUIRED LEVEL OF COMPREHENSION FOR DEVELOPMENT AND PROMOTION
Chapter 8—ENLISTED PROMOTIONS SSgt TSgt MSgt SMSgt CMSgt
Section 8D—Promotion Testing B B C C C

8.15. Promotion Test Development

The Air Education and Training, Studies and Analysis Squadron, Airman Advancement Section,
Joint Base San Antonio-Randolph, Texas, produces all USAF enlisted promotion tests, which are
written by Airmen for Airmen. Teams of SNCOs travel to work in-house with test development
specialists and apply their knowledge and expertise to develop current, relevant, and accurate test
questions for enlisted promotion testing. At the beginning of a test development project, the most
current tests are administered to the test development teams. This gives test writers the point of
view of the test takers and helps them evaluate how the test content relates to performance in their
specialties. Teams will also carefully check the references of each question for currency and
accuracy. Only after this is accomplished do the teams begin developing new test questions.
During test development, test development specialists provide psychometric and developmental
expertise required to ensure the tests are credible, valid, and fair to all examinees.
Promotion Fitness Examination. The Promotion Fitness Examinations (PFE) measure military
and supervisory knowledge required of Staff Sergeants and Technical Sergeants. For the PFE, test
development specialists select Chief Master Sergeants based on USAF demographics, extensive
experience, and diverse major command representation to develop and validate questions.
Specialty Knowledge Tests. Specialty Knowledge Tests (SKT) measure important job knowledge
required in a particular specialty. For SKTs, test development specialists work closely with USAF
career field managers to stay abreast of changes affecting career fields which may impact
promotion test development. SNCOs, based on their specialties and job experiences, are selected
to develop and validate SKT questions. Resources used to develop SKEs include Career Field
Education and Training Plans, occupational analysis data, and experiences to ensure test content
is related to important tasks performed in the specialty.

8.16. Enlisted Promotions References and Requirements Catalog

Published annually on 1 October, the Enlisted Promotions References and Requirements Catalog
(EPRRC), lists all enlisted promotion tests authorized for administration and the study references
associated with these tests. Every question on a promotion test comes from one of the publications
listed in the EPRRC, and only publications used to support questions on a given promotion test
are listed. The study references for the PFE are the grade-specific Enlisted Promotion Study Guides
derived from AFH 1. The study references for SKTs are often a combination of Career
Development Courses and technical references. Career Development Courses used as study
references may be different from those issued for upgrade training. The catalog also contains
administrative and special instructions for test control officers. The EPRRC is available at:
[Link]

8.17. Promotion Test Administration and Scoring

Promotion tests are administered to all Airmen competing for promotion to the grades of Staff
Sergeant through Technical Sergeant. Test administration procedures are standardized to ensure
1 NOVEMBER 2021 AFH 1 192

fairness for all members competing for promotion. Strict procedures are used for handling, storing,
and transmitting test booklets and answer sheets at all times. All promotion tests are electronically
scored at Air Force Personnel Center following thorough quality control steps to ensure accurate
test results are recorded for each member. The test scanning and scoring process contains many
safeguards to verify accuracy.
Test Scores. A minimum score of 40 points is required on a PFE. A minimum score of 40 points
is required on a SKT. A combined score of 90 points is required. Airmen who score the minimum
40 points on either exam (when taking both examinations) must score a minimum 50 on the other
one to meet the minimum combined score of 90. For those testing PFE only, a minimum score of
45 is required (combined score of 90 when doubled).

8.18. Promotion Points

Calculating points for promotion can be a somewhat complex, but not complicated process. The
complete charts, to include exceptions and notes for calculating points and factors for promotion,
are included in AFI 36-2502.
1 NOVEMBER 2021 AFH 1 193

Section 8E—Evaluation Boards

REQUIRED LEVEL OF COMPREHENSION FOR DEVELOPMENT AND PROMOTION
Chapter 8—ENLISTED PROMOTIONS SSgt TSgt MSgt SMSgt CMSgt
Section 8E—Evaluation Boards B B C C C

8.19. Promotion Evaluation Boards

The promotion evaluation board is very important because it accounts for over half the total
promotion score points. Understanding how board members are selected, the evaluation board
process, and those areas considered by board members, can provide valuable insight into what is
required to get promoted.
Selection of Board Members. The number of promotion eligible personnel, identified by major
commands and Air Force Specialty Codes (AFSC), determines the career field backgrounds of
board members. Board members are divided into panels, each consisting of one Colonel and two
Chief Master Sergeants. The board president is always a General Officer. Before evaluating
records, board members are briefed and sworn to complete the board’s task without prejudice or
partiality. They also participate in an extensive trial-run process to ensure scoring consistency
before evaluating any “live” records.

8.20. Evaluation Board Process

The evaluation board looks at several areas regarding an Airman’s career, which may include:
performance, education, breadth of experience, job responsibility, professional competence,
specific achievements, and leadership. A number of factors affect board scores from year to year—
new panel members with different thought processes, changed or improved records, and a pool of
new eligibles. As a result, board scores do vary (often significantly) from one board to the next.
While scores will vary between panels, all records within a Chief Enlisted Manager (CEM) Code
or AFSC are evaluated under the same standard. The important aspect of a final board score is how
one eligible compares to his or her peers in the final order of merit. Board members do not have
access to the weighted scores of individuals competing for promotion. When board members
disband, they do not know who was selected.
Trial Run. Board members are given two selected sets of records to score as a practice exercise
using secret ballots before the actual board scoring process begins. This trial run helps establish a
scoring standard that can be applied consistently across the board. Each board arrives at their own
scoring standard. Everyone competing in a CEM Code or AFSC is looked at under the same
standard to ensure fair and equitable consideration is applied.
Scoring. After the trial run is completed and discussed, panels begin the actual scoring of live
records. The same panel evaluates all eligibles competing in a CEM Code or AFSC. Each panel
member scores each record, using a 6- to 10-point scale and half-point increments. An individual’s
record may receive a panel composite score (three members) from a minimum of 18 (6-6-6) to a
maximum of 30 (10-10-10) points. The composite score (18 to 30 points) is later multiplied by a
factor of 15, resulting in a total board score (270 to 450). Using a secret ballot, panel members
score the record individually with no discussion. Records are given to each panel member, and
after they are scored, the ballots are given directly to a recorder. This ensures each panel member
has scored each record independently.
1 NOVEMBER 2021 AFH 1 194

Scoring Resolution. A record scored with a difference of more than one point between any of the
panel members (for example, 8.5, 8.0, and 7.0) is termed a split vote and is returned to the panel
for resolution. At this time, all panel members may discuss the record openly among themselves.
This allows them to state why they scored the record as they did. Only those panel members
directly involved in the split may change their scores. If panel members cannot come to an
agreement on the split vote, they give the record to the board president for resolution. This ensures
consistency of scoring and eliminates the possibility that one panel member will have a major
impact (positive or negative) on an individual’s board score.
Post-Board Processing. After the board is finished, the weighted factor scores are combined with
the board scores. This completely electronic operation builds an order of merit listing by total score
within each CEM Code or AFSC, and the overall promotion quota is then applied to each list.
After the selection results are approved, the data is transmitted to the military personnel section.

8.21. Promotion Score Notices

Promotion score notices are a means to give Airmen a report of their relative standing in the
promotion consideration process and should never be provided to or used by anyone other than the
individual and his or her commander. An Airman’s scores cannot be disclosed without the
Airman’s written consent. Commander’s support staffs, first sergeants, supervisors, etc., are not
authorized access to promotion scores. The commander has the specific duty to notify Airmen of
promotion selection or non-selection results and may need to review their score notices to
determine status. Commanders must restrict their use of the scores to notification and advisory
counseling on behalf of the Airmen, and must not allow further dissemination of scores.
Individuals may retrieve a copy of their score notice on the virtual military personnel flight after
the initial promotion selection for the current cycle. Individuals can also compare their scores with
the promotion statistics available in the military personnel flight or posted on the virtual military
personnel flight through the Air Force Personnel Center at: [Link]
1 NOVEMBER 2021 AFH 1 195

Chapter 9
ASSIGNMENTS AND OCCUPATIONAL CODES
Section 9A—Eligibility and Restrictions
REQUIRED LEVEL OF COMPREHENSION FOR DEVELOPMENT AND PROMOTION
Chapter 9—ASSIGNMENTS AND OCCUPATIONAL CODES SSgt TSgt MSgt SMSgt CMSgt
Section 9A—Eligibility and Restrictions B B C C C

9.1. Assignment Eligibility and Restrictions

The USAF classifies and assigns Airmen worldwide equitably to ensure a high state of readiness
to accomplish the mission. The Air Force uses a coherent and logical classification system to
identify valid manpower requirements, to identify and describe each USAF occupational specialty,
to ensure minimum prerequisite standards are set for each specialty, and to ensure qualified Airmen
are placed into each specialty. The Air Force also recognizes the importance of special assignment
considerations for Airmen with exceptional needs. To the maximum extent possible, the USAF
assigns a permanent change of station (PCS) to Airmen on a voluntary basis. When required, the
USAF equitably distributes involuntary assignments among similarly qualified Airmen to
minimize family separation or allow Airmen to tend to essential military and personal
responsibilities. Air Force Reserve assignment may be full-time or part-time, and are all voluntary,
thus new assignments must be applied for, particularly when pursuing promotion opportunities.

9.2. Assignment Authority

Airmen assignments are filled to meet the overall needs of the USAF according to law, Department
of Defense, and instructional guidance. The Department of Defense allocates funds, delegates
authority, and directs policies for the PCS assignments of Airmen to satisfy national security
requirements. The director of assignments (or equivalent), in coordination with major commands,
field operating agencies, and direct reporting units, is authorized to initiate assignments for Airmen
to fill valid vacant manpower authorizations. The Air Force Personnel Center is the final approval
authority for assignments in the grades of Senior Master Sergeant and below. The Air Force
Executive Talent Management Office is the final approval authority for Chief Master Sergeant and
Chief Master Sergeant-select assignments. DAFI 36-2110, Total Force Assignments, 2 August
2021, is the governing instruction for operational (including rotational), training (including formal
education and professional military education), and force structure assignments.

9.3. Assignment Cancellations

Once an Airman is selected for a PCS and orders are published, assignments are not normally
cancelled within 60 days of the projected departure date unless the Airman cannot be effectively
used at the projected location. If the Airman indicates an assignment cancellation will cause
hardship, the Airman will be asked to prepare a written statement to be coordinated through the
unit commander to the military personnel section. Upon receipt, the military personnel section
advises the assignment office of primary responsibility to either consider reinstatement of the
original assignment, provide an alternate assignment, or confirm cancellation with reasons why
the Airman is required to remain at the present base.
1 NOVEMBER 2021 AFH 1 196

9.4. Factors for Distribution of Personnel

While the primary factor in selecting Airmen for a PCS is the Airman’s qualifications to fill a valid
manpower requirement and perform productively in the position, many additional aspects may be
considered for eligibility criteria as well.
Special Experience Identifier. The special experience identifier system complements the
assignment process and is used in conjunction with grade, Air Force Specialty Code (AFSC), and
AFSC prefixes and suffixes, to match uniquely qualified Airmen to jobs with special requirements.
Special experience identifiers may be used when specific experience or training is critical and no
other means is appropriate or available. Manpower positions are coded with a special experience
identifier to identify positions that require or provide unique experiences or qualifications. The
personnel records for Airmen who earn a special experience identifier are similarly coded to
rapidly identify Airmen to meet unique circumstances, contingency requirements, or other critical
needs.
Security Access Requirement. Some positions require Airmen to have access to a specified level
of classified information. However, sometimes the urgency to fill a position does not allow
selection of Airmen using PCS eligibility criteria, subsequent processing, or investigation for
access at the specified level. Under these circumstances, selection may be necessary from among
Airmen who currently have access or can be granted access immediately.
Grade, Air Force Specialty Code, and Skill-Level Relationship for Assignment. Normally,
Airmen in the grade of Senior Master Sergeant and below are selected for assignment in their
control AFSC based on their grade and skill level. Airmen with an incompatible grade and control
AFSC skill level due to retraining or reclassification are selected for assignment and allocated
against requirements commensurate with their grade, regardless of their control AFSC skill level.
Chief Master Sergeants and Chief Master Sergeant-selects may be assigned in any AFSC or chief
enlisted manager code they possess or are qualified to be awarded. Primarily, Chief Master
Sergeants fill chief enlisted manager code positions; Senior Master Sergeants fill 9-skill level
positions; Master Sergeants and Technical Sergeants fill 7-skill level positions; Staff Sergeants
and Senior Airmen fill 5-skill level positions; and Airman First Class, Airman, and Airman Basic
fill 3-skill level positions.
Volunteer Status and Assignment Eligibility. Within a group of qualified Airmen who meet the
minimum eligibility criteria for PCS selection, volunteers are selected ahead of non-volunteers.
Qualified volunteers should be considered for all assignments. Volunteers who have not met time
on station requirements may be considered before qualified non-volunteers who have met time on
station requirements, but such a qualified volunteer requires a time on station waiver. A qualified
volunteer who meets the minimum time on station requirement is considered first, based on the
order of longest on station. Note: First-term Airmen serving an initial enlistment of four or more
years may not be given more than two assignments in different locations following initial basic
and skill training during their first four years of service, regardless of tour length. First-term
Airmen who make two PCS moves are permitted an additional PCS in conjunction with an
approved humanitarian reassignment, a join spouse assignment, as a volunteer, or when the PCS
is a mandatory move. Low-cost moves are excluded from the two-move count.
Base of Preference (Enlisted Only). The first-term Airmen and career Airmen may request a base
of preference assignment as an incentive for continued USAF service. First-term Airmen, in
conjunction with reenlistment or retraining, may request a PCS from Continental United States
1 NOVEMBER 2021 AFH 1 197

(CONUS) to CONUS or PCS from overseas to CONUS. Also, first-term Airmen in CONUS may
request a base of preference to remain in place. Career Airmen may request a base of preference
to remain in place at a CONUS location or PCS to a base of preference for CONUS to CONUS
assignment. A PCS base of preference is not authorized from CONUS to overseas or overseas to
overseas. An in-place base of preference is not authorized for Airmen assigned overseas.
Assignment of Military Couples (Join Spouse). Each Airman of a military couple serves in his
or her own right. Military couples must fulfill the obligations inherent to all Airmen. They are
considered for assignments to fill valid manning requirements and must perform duties that require
the skills in which they are trained. Provided these criteria are met, military couples may be
considered for assignments where they can maintain a joint residence. Military couples should not
make decisions on future service, career development, or family planning based on the assumption
they will always be assigned to the same location or that join spouse assignment is guaranteed.
Home-Basing and Follow-On Assignment Programs. The purpose of the home-basing and
follow-on assignment programs is to reduce PCS costs, reduce PCS turbulence, and increase
stability for Airmen and their families by providing advance assignment consideration. The
servicing military personnel section must brief all eligible Airmen selected for or electing to serve
an unaccompanied overseas tour of 15 months or less on these programs. Airmen must either apply
or decline to apply for these programs in writing.
Assignment of Family Members. Assignment of family members to the same duty location or
unit is not prohibited; however, family members will not be assigned where one family member
will or may hold a command or supervisory position over another family member. Such
assignments result in, or may create a perception of, preferential treatment or loss of impartiality,
thereby compromising the integrity of command and supervisory functions.
Voluntary Stabilized Base Assignment Program (Enlisted Only). The voluntary stabilized base
assignment program provides Airmen a stabilized tour in exchange for volunteering for an
assignment to a historically hard-to-fill location.
Extended Long Overseas Tour Length. The extended long overseas tour volunteer program
applies to Airmen who volunteer for a PCS overseas to a long-tour location (accompanied tour
length is 24 months or more and unaccompanied tour length is more than 15 months). Airmen who
volunteer for an extended long overseas tour agree to serve the standard tour length plus an
additional 12 months. The 12-month extended tour period is in addition to the normal
(accompanied or unaccompanied) long tour length. A change in status affects the service
retainability that must be obtained and the tour length the Airman will be required to serve. The
requirement for additional service retainability may force an Airman to extend or reenlist, and
could affect selective reenlistment bonus calculation. Extended long overseas tour volunteers are
considered ahead of standard overseas tour volunteers according to established USAF priorities.
Temporary Duty. The maximum temporary duty period at any one location in a 12-month period
is 180 days unless the Secretary of the Air Force grants a waiver. To the degree possible, Airmen
are not selected for involuntary overseas assignment while performing certain kinds of temporary
duty. If selected, the report no later than date will not be within 120 days of the temporary duty
completion date.
1 NOVEMBER 2021 AFH 1 198

9.5. Service Retainability

Upon selection for assignment, an Airman must have or be able to obtain certain minimum periods
of obligated service depending on the type of PCS move. This committed service retainability
ensures an Airman has a period of RegAF status remaining long enough to offset the costs
associated with a PCS. Airmen who do not have retainability may decline to obtain retainability
or, if eligible, may retire instead of accepting a PCS. Declining to obtain retainability will affect a
career Airman by making him or her ineligible for promotion and reenlistment.
Consecutive Overseas Tour. If an Airman is serving overseas and is a volunteer for a consecutive
overseas tour or in-place consecutive overseas tour, the Airman must complete the full-prescribed
tour at the current location and the full-prescribed overseas tour at the new location or another full
tour in place.
Dependent Accompanied Overseas. Airmen who are eligible and desire that their dependents
accompany them at government expense during overseas tours, must serve the “accompanied by
dependents” overseas tour length. This tour is normally longer than the unaccompanied tour.
Electing to serve the longer accompanied tour requires the Airman to obtain the obligated service
retainability for the longer tour. Airmen who are either ineligible or decline to obtain the service
retainability for the accompanied tour length will not receive approval for dependent travel at the
government’s expense or command sponsorship.
Overseas to Continental United States. Reassignment from overseas to CONUS requires an
Airman, in most cases, to have or obtain at least 12 months of obligated service retainability. Those
Airmen serving overseas who fail to obtain the necessary retainability for reassignment to the
CONUS will be retained in the overseas area until their date of separation.
Continental United States to Continental United States. The service retainability requirement
for a CONUS to CONUS PCS is 24 months regardless of career status.

9.6. Time on Station Requirements

Minimum time on station requirements exist to provide continuity to an organization and
reasonable periods of stable family life for Airmen. For most PCS moves within the CONUS, first-
term Airmen and career Airmen must have at least 48 months of time on station, with the exception
of eligible first-term Airmen applying for the first-term Airmen base of preference program. First-
term Airmen must have at least 12 months of time on station to go from CONUS to overseas.
Career Airmen require 24 months of time on station before an overseas PCS.

9.7. Enlisted Quarterly Assignments Listing

The Enlisted Quarterly Assignment Listing (EQUAL) provides Airmen a listing of the assignment
requirements available for upcoming assignment cycles and allows them the opportunity to align
personal preferences to actual USAF needs. The listing identifies what assignments, by AFSC and
grade, are available at particular locations. EQUAL-Plus is used to advertise requirements for
special duty, joint and departmental, short-notice overseas, and all Chief Master Sergeant
assignments. EQUAL-Plus shows upcoming requirements, special qualifications needed, available
locations, reporting instructions, and points of contact for additional information. Note: Each
Airman is individually responsible for the currency and accuracy of assignment preferences. When
1 NOVEMBER 2021 AFH 1 199

a change in preference or status occurs, career progression or marriage, Airmen assignment

preferences should be updated accordingly.

9.8. Chief Master Sergeant Development

The Chiefs’ Group uses Chief Master Sergeant assignment policies to support the continued
development of Chief Master Sergeants. Although these assignment policies are comparable with
other senior leader assignments and development methods, they are managed differently than other
enlisted grades. Additional information can be found on the USAF Portal, the Senior Leader Career
Management System Guide, and the Chief Master Sergeant Information Handbook.

9.9. Deferments
Deferments may be authorized in most grades and AFSCs to maintain an equitable assignment
system and also support the need for stability in certain organizations or functions. Deferments are
normally approved to preclude an Airman’s PCS while suitability to remain on RegAF status is
evaluated or during a period of observation or rehabilitation. Deferments also exist for such things
as completion of an educational program or degree, witness for a court-martial, accused in a court-
martial, control roster, Article 15 punishment, base of preference program, retraining, or
humanitarian reasons.
Humanitarian Reassignment or Deferment. Humanitarian reassignments or deferments help
Airmen resolve severe short-term problems involving a family member. The problem must be
resolvable within a reasonable period of time (normally 12 months); the Airman’s presence must
be considered absolutely essential to resolve the problem; and the Airman must be effectively
utilized in his or her control AFSC at the new assignment. Family members under the humanitarian
program are limited to spouse, children, parents, parents-in-law, and those people who have served
“in loco parentis.” A person “in loco parentis” refers to someone who has exercised parental rights
and responsibilities in place of a natural parent for at least five years before the Airman’s or
spouse’s 21st birthday, or before the Airman’s entry to the RegAF, whichever is earlier. While
brothers and sisters are not included in the definition of family member for humanitarian
consideration, a request involving a brother’s or sister’s terminal illness will be considered as an
exception to policy.
Exceptional Family Member Program Reassignment or Deferment. The Exceptional Family
Member Program (EFMP) is based on an Airman’s need for special medical or educational care
for a spouse or child that is required long-term or permanent. This program is not a base-of-choice
program. Assignment decisions are based on manning needs of the USAF at locations where the
special medical or educational needs for a spouse or child can be met. The USAF’s commitment
and responsibilities under the EFMP requires mandatory enrollment and identification of
exceptional family members. Under the EFMP, an Airman may receive a reassignment if a need
arises for specialized care that cannot be met where currently assigned. A deferment from an
assignment may be provided for a newly identified condition if the Airman’s presence is
considered essential. The purpose of such a deferment is to allow the Airman time to establish a
special medical treatment program or educational program for the exceptional family member.
When granted, the initial period of deferment is usually 12 months, after which an Airman may be
reconsidered for a PCS, if otherwise eligible.
1 NOVEMBER 2021 AFH 1 200

Educational Deferment. Airmen who have not yet been selected for a PCS may request deferment
from assignment selection when they have nearly completed a vocational program or college
degree requirements.
High School Senior Assignment Deferment Program. Senior Master Sergeants and below, and
officers up through Lieutenant Colonel, may apply for a one-year assignment deferment to
accommodate dependent graduations from high school. Back to back deferments may be possible
and military married to military spouses may also apply. As in all situations; however, the needs
of the USAF will come first and will be the determining factor in granting deferments. Requests
will be considered on a case-by-case basis, and deferments will be approved where possible.
Dependent Care and Adoption Deferment. All Airmen ensure dependent care arrangements are
made in the event of temporary duty or PCS. Military couples with dependents and single Airmen
sponsors are expected to fulfill their military obligations on the same basis as other Airmen. They
are eligible for worldwide duty and all assignments for which they qualify. To ensure all Airmen
remain available for worldwide duty, they must have workable plans to provide parent-like care
for their dependents as outlined in DoDI1342.19_AFI36-2908, Family Care Plans, 24 January
2019. Airmen who cannot or will not meet military commitments due to family needs will be
considered for discharge. Airmen adopting children are given a limited time to complete the
official adoption process and facilitate bonding. Airmen may be authorized deferment during the
six-month period following the date a child is officially placed in the Airmen’s home. Airmen may
also be authorized up to 21 days of permissive temporary duty to be used in conjunction with
ordinary leave.

9.10. Expedited Transfers

The Air Force offers expedited transfers to eligible Airmen who file an unrestricted report for
sexual assault, stalking, or other sexual misconduct (i.e., indecent viewing, visual recording, or
broadcasting; forcible pandering; indecent exposure) with assistance from the Sexual Assault
Prevention and Response Office, the Family Advocacy Program Office, the Victim and Witness
Assistance Program in the installation’s Legal Office, or their commander. The Air Force offers
expedited transfers to Airmen whose adult military dependent makes an allegation of non-domestic
abuse sexual assault with the Sexual Assault Prevention and Response Office if the victim has
filed an unrestricted report and the alleged sexual assault offender is a service member or if the
alleged offender or alleged sexual assault has a military nexus (e.g., adult military dependent,
works for DoD as a civilian employee (appropriated and non-appropriated fund employees, or is a
government contractor)), or the alleged sexual assault occurred on a DoD installation or facility.
The Air Force also offers expedited transfers to eligible Airmen who are victims of physical
domestic violence committed by the spouse or intimate partner of the victim. Airmen may request
an expedited transfer with assistance from the installation Family Advocacy Program Office,
Sexual Assault Prevention and Response Office, the Victim and Witness Assistance Program in
the installation’s Legal Office, or their commander.
To enhance protection for the sexual assault victim, potential reassignment of the alleged offender
shall be considered by the vice wing commander (or equivalent), balancing interests of the sexual
assault victim and the alleged offender. An Airman (victim or alleged offender) will generally only
be delayed from departing for a PCS when they are required to remain for completion of a criminal
or disciplinary investigation or action in which they are the subject. All assignment action codes
must be removed from the Airman’s personnel file to facilitate PCS eligibility. Retraining or cross-
1 NOVEMBER 2021 AFH 1 201

flow actions will be considered under this program on a case by case basis as the goal for
transferring the Airman is to process a timely reassignment with minimal disruption to an Airman’s
career and family.
1 NOVEMBER 2021 AFH 1 202

Section 9B—Occupational Codes

REQUIRED LEVEL OF COMPREHENSION FOR DEVELOPMENT AND PROMOTION
Chapter 9—ASSIGNMENTS AND OCCUPATIONAL CODES SSgt TSgt MSgt SMSgt CMSgt
Section 9B—Occupational Codes A B B C C

9.11. Career Field Occupational Codes

The military personnel classification system is designed to match personnel qualifications with
job/career field requirements. AFMAN 36-2100 provides examples and notes regarding officer
and enlisted Air Force Specialty Codes (AFSC). AFSC are structured with four (officer) and five
(enlisted) digits/characters that indicate specific identifiers within the military classification
structure, as shown in Table 9.1.
Table 9.1. Air Force Specialty Code Classification System.

DIGIT OFFICER AFSC ENLISTED AFSC

Career Group
1-Operations; 2-Logistics; 3-Support; 4-Medical or Dental; 5-Legal or Religious Affairs;
First
6-Acquisition or Finance; 7-Special Investigations; 8-Special Duty Identifier;
9-Reporting Identifier
Utilization Field Career Field
Second Example: 11 - Operations, Pilot Example: 2T - Logistics, Transportation and
Vehicle Management
Functional Area Career Field Subdivision
Third Example: 11B - Operations, Pilot, Bomber Example: 2T3 - Logistics, Transportation and
Pilot Vehicle Management, Vehicle Management
Qualification Level Skill Level
1 - Entry (any AFSC) 1 - Helper 7 - Craftsman
2 - Intermediate (is only for AFSCs so 3 - Apprentice 9 - Superintendent
designated in the AFOCD) 5 - Journeyman 0 - Chief Enlisted Manager
Fourth 3 - Qualified (any AFSC) (CEM)
4 – Staff (Staff level relates only to functional Example: 2T37 - Logistics, Transportation and
responsibility in positions above wing level.) Vehicle Management, Vehicle Management
Example: 11B4 - Operations, Pilot, Bomber Craftsman
Pilot, qualified and serving in a staff position
above wing level
N/A Specific AFSC
Example: 2T372 - Logistics, Transportation
Fifth and Vehicle Management, Vehicle
Management Craftsman, Special Vehicle
Maintenance
An ability, skill, special qualification, or system designator not restricted to a single AFSC.
Alpha Prefix
Example: Instructor
Alpha Suffix Positions associated with particular equipment or functions within a single specialty.
(shred out)
1 NOVEMBER 2021 AFH 1 203

9.12. Air Force Enlisted Classification Directory (AFECD)

The AFECD is the official guide to the USAF enlisted classification codes, and the Air Force
Officer Classification Directory (AFOCD) is the official guide to the USAF officer classification
codes. Both directories serve very similar purposes. The AFECD establishes the occupational
structure of the enlisted force, primarily for use by personnel officials and agencies engaged in
procurement, classification, and training of USAF members in a manner that permits enlisted
personnel to specialize and develop their skills and abilities while allowing the USAF to meet
changing mission requirements. The AFECD is organized in numerical/alphabetical order
according to career field and AFSC. Each career field is described in the AFECD, followed by a
breakdown of each AFSC within that career field. Career fields are classified in the following
manner: Operations (1X), Logistics (2X), Support (3X), Medical (4X), Paralegal and Religious
Affairs (5X), Contracting and Financial (6X), Special Investigations (7X), Special Duty Identifiers
(8X), and Reporting Identifiers (9X). Note: Reporting Identifiers (9X) identify authorizations and
individual enlisted Airmen who are not identifiable in the classification structure and for whom
specialty descriptions are not written, as provided in the AFECD.
Aircrew Operations Career Field (1A). The aircrew operations career field encompasses the pre-
flight, in-flight, and post-flight duties of inspecting, training, directing, and performing combat,
mobility, and special operations pertinent to enlisted primary aircrew activities. This career field
includes numerous responsibilities, such as performing in-flight air refueling responsibilities;
operating aircraft systems; receiving and placement of cargo and passengers; computing aircraft
weight and balance; operating airborne communications; managing airborne signals intelligence
information systems; and performing identification, acquisition, recording, translating, analyzing,
and reporting of assigned voice communications.
Cyber Warfare Career Field (1B). The cyber warfare career field encompasses functions to
develop, sustain, and enhance cyberspace capabilities to defend national interests from attack and
to create effects in the cyberspace domain to achieve national objectives. Conducts operations
using established tactics, techniques, and procedures to achieve service, combatant command, and
national objectives.
Command and Control Systems Operations Career Field (1C). The command and control
systems operations career field encompasses the functions involved in aerospace surveillance and
aerospace vehicle detection, including missile warning systems, controlling, and plotting. This
career field includes control tower, airfield, and airways management; ground-controlled approach
procedures; operation and maintenance of ground radar and related equipment; operations systems
management; command and control functions; electronic warfare countermeasures; close air
support, tactical air reconnaissance, and airlift mission requests; assisting forward air controllers
in tactical air missions; and providing interim terminal strike control for forward air controllers.
Intelligence Career Field (1N). The intelligence career field encompasses functions involved in
collecting, producing, and distributing data that have strategic, tactical, or technical value from an
intelligence viewpoint. This field includes functions necessary to maintain information security
and language translation and interpretation. Note: Excluded from this career field are collecting,
collating, interpreting, and distributing general information of primary concern to other career
fields.
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Aircrew Flight Equipment Career Field (1P). The aircrew flight equipment career field
encompasses functions that enhance aircrew performance through the proper equipment
integration of the human and the aircraft. Aircrew flight equipment personnel issue, fit, repair, and
maintain human-side flight equipment; instruct aircrew on the proper use and care of aircrew flight
equipment under normal, contingency, and emergency or high threat operations; and maintain and
sets up aircrew contamination control areas and processes aircrew through the control areas.
Safety Career Field (1S). The safety career field encompasses functions relating to safety
education and engineering; contractor and construction safety; mishap investigation and analysis
and trends computations; operations and facilities evaluation, inspection, and survey; risk
assessment; consultation with commanders, functional managers, supervisors, and employees; and
safety education and awareness promotion at all levels.
Aircrew Protection Career Field (1T). The aircrew protection career field encompasses the
functions involved in instructing aircrew and other designated personnel on the principles,
procedures, and techniques of global survival; locating and penetrating incident areas to provide
emergency medical treatment, survival, and evacuation of survivors; addressing factors involved
with the impact of survival and recovery related life support equipment and regarding recovery,
evasion, captivity, resistance to exploitation, and escape; instructing aircrew on environmental
physiology and use and care of aircrew life support equipment; and issuing, fitting, inspecting, and
minor repairing of aircrew life support equipment.
Remotely Piloted Aircraft Sensor Operator Career Field (1U). The remotely piloted aircraft
(RPA) sensor operator career field encompasses functions involved in program formulating, policy
planning, inspecting, training and directing, and performing combat and operations related to crew
position activities, sensor suite operations, and unit functionality. This career field includes
employing airborne-based sensor systems to acquire, track, and monitor airborne, maritime, and
ground objects. Qualified operators perform operational procedures in accordance with all special
instructions and the unified combatant air tasking order. As a crewmember, the sensor operator
provides assistance to aircraft pilots for aircraft employment and conducts continuous monitoring
of aircraft weapon and flight status.
Remotely Piloted Aircraft Pilot Career Field (1U1). The remotely piloted aircraft (RPA) pilot
career field encompasses all functions performed by the RPA pilot for RPA flying operations,
including intelligence, surveillance, and reconnaissance; combat support; and training missions.
The career field encompasses functions involved in program formulating, policy planning,
inspecting, training, directing, and performing combat and operations related to crew position
activities and unit functionality, to include providing assistance to aircraft pilots for aircraft
employment and conducting continuous monitoring of aircraft weapon and flight status.
Weather Career Field (1W). Individuals in the weather career field collect, analyze, predict,
tailor, and integrate weather and space environmental information, including forecasts of
conditions, to provide decision-quality information on environmental impacts to service, joint, and
coalition operations. They operate meteorological equipment; employ computer work stations to
interrogate atmospheric and space weather conditions based on observations, terrestrial and space
sensing instruments, weather radars, data and imagery from geostationary and polar orbiting
satellites; and forecast data provided by military, national, and international weather centers.
USAF weather personnel are attached or assigned to service, joint, or coalition conventional and
special operations at garrison and expeditionary locations worldwide.
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Aerospace Maintenance Career Field (2A). The aerospace maintenance career field involves
several responsibilities, to include: installing, maintaining, calibrating, and repairing avionics
equipment, avionics guidance and control systems; communication and navigation systems;
airborne communications, early warning radar, and electronic warfare equipment; and avionics
support equipment. The career field is responsible for aircrew egress, fuel, pneudraulic systems,
aerospace ground equipment, aerial delivery parachutes; and aerospace material parts, and
pressurized systems. The career field’s responsibilities include helicopters, turboprop aircraft,
propeller aircraft, and jet aircraft. The career field is also responsible for fabricating, molding,
shaping, cutting, and joining metals; forming plastic articles; maintaining and repairing fiber-glass-
covered aircraft control surfaces; inspecting and preserving aircraft parts and materials; and
engaging in corrosion control for missile, aircraft, and support systems. Note: Excluded from this
career field are the corrosion control and sheet metal functions associated with civil engineering
areas of responsibility. Also, excluded from this career field are those functions associated with
maintaining skid-mounted cryogenic storage containers.
Fuels Career Field (2F). The fuels career field encompasses operating, maintaining, and
managing petroleum fuel systems and activities including the entire spectrum of requisitioning,
accounting, receiving, storing, dispensing, and testing of aviation and ground fuels, cryogenics,
missile propellants, and alternative fuels. Mobile refueling vehicles or equipment along with
installed mechanical fuel systems are used to receive or distribute aviation and ground fuels. All
operations encompass environmental protection and energy conservation practices.
Logistics Plans Career Field (2G). The logistics plans career field encompasses managing,
administering, and operating logistics planning systems and activities supporting the expeditionary
combat support principles of preparing the battle space, as well as readying, positioning,
employing, sustaining, and recovering the force. Included in this career field are formulating,
developing, evaluating, and monitoring logistics plans systems for planning, policies, and
programs for executing USAF or joint service missions. Guidance and procedures are used for
interpreting and implementing current, intermediate, and long-range plans, policies, and programs.
Missile and Space Systems Maintenance Career Field (2M). The missile and space systems
maintenance career field encompasses the skills, functions, and techniques used to acquire,
activate, assemble, transport, install, and maintain missiles and subsystems; acquire, activate, and
supervise assembly, transportation, maintenance, inspection, modification, and launch processing
of space lift boosters, satellites, and subsystems; assemble, operate, fabricate, install, test, and
troubleshoot specialized research and development systems and subsystems; as well as acquire,
activate, inspect, maintain, repair, calibrate, modify, and manage these actions on related missile,
space lift booster, satellite, and facilities, support systems, test equipment, and subsystems.
Precision Measurement Equipment Laboratory Career Field (2P). The precision measurement
equipment laboratory career field provides maintenance, modification, repair, calibration, and
certification for test, measurement, and diagnostic equipment. It also implements methods and
procedures for managing the USAF Metrology and Calibration (AFMETCAL) Program as
established and directed by AFM 21-113, Air Force Metrology & Calibration (AFMETCAL)
Program Management, 29 April 2020. AFMETCAL is a composite of measurement standards and
equipment, users, calibration data, and integrated planning to provide a disciplined program to
ensure reliability, accuracy, and traceability of systems, subsystems, and equipment.
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Maintenance Management Career Field (2R). The maintenance management systems career
field includes planning and scheduling aircraft, missiles, and associated equipment; operating and
maintaining the management information system; and collecting, analyzing, and presenting
maintenance data in maintenance organizations. Such organizations include aircraft, missile,
avionics, communications, electronics, and munitions maintenance.
Materiel Management Career Field (2S). The materiel management career field encompasses
managing, controlling, and operating materiel management systems associated with specified
classes of supply. This field includes functions of designing, developing, analyzing, and operating
materiel management systems; requirements determination and computation; operating and
managing materiel storage warehouses; equipment review and validation; records maintenance;
inventory and distribution control; inspection and identification of property; and assisting
commanders in maintaining accountability of assigned readiness spares and equipment. Note:
Excluded from this field are managing defense reutilization and marketing offices, and operation
and maintenance of organizational, tool cribs, equipment custodial responsibilities, and other
duties not related solely to providing materiel management capability.
Transportation and Vehicle Management Career Field (2T). The transportation and vehicle
management career field encompasses transportation functions involving traffic management, air
transportation, ground transportation, and vehicle management. Traffic management, air, and
ground transportation functions take part in moving personnel, materiel, and household goods by
military and commercial transportation activities. Included are freight and baggage on military
aircraft and vehicles; scheduling transportation of personnel and materiel; briefing and caring for
passengers on military aircraft; arranging for commercial transportation of personnel, materiel,
and household goods; vehicle servicing and inspections; supporting distinguished visitors,
contingency and crisis response; special event transportation; administering the Department of
Defense official use program; and installation driver qualification and licensing programs. Vehicle
management functions entail management of assigned vehicle fleets, including inspecting,
repairing, and maintaining vehicles and vehicular equipment; vehicle body maintenance, repair,
and refinishing; vehicle maintenance and fleet management analysis; and related functions. Note:
Excluded from this career field are maintaining aerospace ground equipment used in direct support
of aircraft and missiles, and maintaining fixed power production equipment. Also excluded are
functions of scheduling, clearing, and dispatching aircraft.
Munitions and Weapons Career Field (2W). The munitions and weapons career field includes
inventory management, loading nonnuclear munitions and solid propellants; and handling and
loading nuclear munitions and guided aircraft missiles and rockets. It includes installing,
maintaining, and repairing aircraft munitions release and monitor systems, bomb racks, shackles,
aircraft machine guns, and cannons; and assembling mechanical components of guided aircraft
missiles and rockets. It also includes mechanical, electrical, electronic, and high explosive
components of nuclear weapons and warheads, air launched missiles, reentry vehicles, associated
test equipment, and radiological survey instruments. Included in this field are functions of testing
mechanical, electrical, and electronic components for acceptance; installing, operational checking,
and repairing weapons, warheads, air launched missiles, missile turbojet engines, and reentry
vehicle components; surveying and plotting radiation hazards; using and maintaining specialized
radiac instruments; munitions disposal activities; ensure compliance with environmental
directives; and technical escort functions associated with chemical munitions.
Cyberspace Support Career Field (3D). The cyberspace operations specialty (3D0)
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encompasses knowledge operations management, cyber systems operations, cyber surety, and
computer systems programming. Responsibilities include data and information assets and
technologies; cyber networked systems and applications; information technology and
telecommunications resources, and protection of clients, networks, data/voice systems and
databases from unauthorized activity; application software systems, and relational database
systems critical to warfighting capabilities. The cyberspace systems specialty (3D1) encompasses
client systems, cyber transport, radio frequency transmission systems, spectrum operations, and
cable and antenna systems. Responsibilities include network and cryptographic client devices;
transmission devices; electromagnetic spectrum requirements; satellite, wideband
communications, telemetry, instrumentation systems, and command and control (C2) capabilities
in support of tactical and strategic operations.
Civil Engineering Career Field (3E). The civil engineering career field encompasses mechanical
and electrical activities to install, operate, maintain, and repair base direct support systems and
equipment, electrical facilities, electrical power generation and distribution, heating and
ventilation, air conditioning, as well as refrigeration systems, equipment, and their controls.
Responsibilities include structural facilities, pavement areas, railroads, soil bases, erosion control,
heavy equipment, and operations functions. Additional responsibilities include utilities systems,
fire protection, explosive ordnance disposal, readiness activities, and day-to-day operations
requiring establishing, training, and equipping a disaster response force. The civil engineering
career field is a contingency related career field. Personnel serving in this career field may
participate in recovery operations as a result of natural and manmade disasters, or be subject to
deployment and employment in hostile environments created by terrorism, sabotage, or chemical,
biological, or conventional warfare. Individuals should have knowledge of contingency skills, such
as first aid procedures, field sanitation and hygiene, work party security, repair and construction
methods, beddown procedures, personal weapons, chemical warfare defense, and explosive
ordnance reconnaissance. Note: Excluded from this career field are functions of maintenance and
repair of ground support equipment that are included in the aerospace maintenance career field
(2A) and medical care of injured personnel (other than emergency first aid) which is included in
the medical career field (4X).
Force Support Career Field (3F). The force support career field sustains and builds ready and
resilient Airmen with a wide array of installation support in personnel, military equal opportunity,
education and training, manpower, and services functions and activities. Force support
responsibilities include personnel functions, program management, military equal opportunity
functions, education and training activities, and manpower and organization functions. The
services career field also sustains and builds ready and resilient Airmen with a wide array of
installation support functions, to include morale, welfare, recreation, and sustainment services
activities, dining facilities, lodging facilities, fitness and recreation programs, facility
management, mortuary affairs administration, installation search and recovery teams, fitness
evaluations, training and advising for unit fitness program managers and physical training leaders,
fitness improvement training programs, contract officer representative functions, information
management systems, and community commons and recreational programming. Note: For
assignment purposes only, Air National Guard and Reserve Airmen from the 3F1, 3F2, 3F3, AFSC
will feed into the 3F000 duty AFSC within force support.
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Historian Career Field (3H). The historian career field encompasses activities to document the
official record of USAF activities and operations. Historian personnel are involved in researching,
writing, editing, and organizing historical data; maintaining historical files and repositories;
conducting interviews; historical studies; documenting important deliberations and decisions; and
deploying to meet operational contingency and wartime requirements to document significant
events and submit historical reports.
Public Affairs Career Field (3N). The public affairs career field provides professional, trained
communication practitioners to support USAF leaders and managers for planning, training,
executing, and reporting. It encompasses the total spectrum of USAF human communication
activities, including the photojournalist, broadcaster, and band career fields. All print and
electronic communication media are used along with interpersonal communication techniques.
The functions involve photo, print, radio, television, video, music, community engagement, and
media operations. They are designed to facilitate communication flow between the USAF and the
general public, as well as RegAF members and their families, Reserve Components, and civilian
employees.
Security Forces Career Field (3P). The security forces career field performs force protection
duties. Security forces duties require the use of force, up to and including the use of deadly force.
Security forces duties ensure combat capability through the functions of installation security,
nuclear and conventional weapon systems and resources security, air base defense, law
enforcement, information security, military working dog activities, and combat arms training and
maintenance. Personnel in this career field will be deployed and employed in sensitive or hostile
environments created by terrorism, sabotage, nuclear, chemical, biological, or conventional
warfare. Security force members perform the military police function within the USAF.
Medical Career Field (4X). The medical career field encompasses functions involved in operating
both fixed and tactical medical facilities and sub-professionally caring for and treating authorized
personnel. This career field includes aeromedical activities, aerospace physiology, and specialized
medical services including ophthalmology, otorhinolaryngology, orthopedics, urology, allergy and
immunology, optometry, nuclear medicine and cardiopulmonary techniques,
electroencephalographic studies, physical therapy, occupational therapy, orthotics, operating
room, mental health services, radiology, medical laboratory, histopathology, cytotechnology,
pharmacy, diet therapy, medical administration, medical materiel, bioenvironmental engineering,
and environmental medicine. All personnel of the USAF medical service must have knowledge of
and be proficient in military sanitation and first aid procedures, be proficient in operation and first
echelon maintenance of all equipment used by the respective USAF specialty, and must be familiar
with improvisation and conversion methods of fixed types of medical equipment for tactical use.
Note: Excluded from this career field are dental and rescue and survival functions. These functions
are included in the dental career field and protection career field.
Dental Career Field (4Y). The dental career field provides paraprofessional support in the
delivery of dental health care to authorized beneficiaries both in-garrison and in a deployed
environment. This includes assisting in general dentistry, oral, and maxillofacial surgery,
prosthodontics, endodontics, periodontics, orthodontics, and pediatric dentistry. In addition,
services are provided in dental radiology, preventative dentistry, dental laboratory, and office
administration/practice management.
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Paralegal Career Field (5J). Paralegals perform legal duties under the supervision of an attorney
in compliance with American Bar Association standards and the USAF rules of professional
conduct. Duties include conducting legal services for commanders and USAF members as
authorized by Congress; preparing and maintaining legal documents, including but not limited to
powers-of-attorney, wills, and notaries; investigating claims filed for and against the USAF;
providing legal research and legal reviews of documents in the areas of military justice,
administrative law, environmental law, fiscal law, contracts, and operational law; and providing
investigative and trial assistance in support of the USAF trial judiciary.
Religious Affairs Career Field (5R). The religious affairs career field builds a culture of spiritual
care and facilitates the free exercise of religion for USAF members, their families, and other
authorized personnel. As experts in principles of religious diversity, accommodation, major faith
group requisites, privileged communication, and religious program management, religious affairs
advises leaders at all levels on religious accommodation, ethical, moral, and morale issues. As the
enlisted component of religious support teams, religious affairs personnel are uniquely trained in
crisis intervention to include intervention counseling in moments of crisis, response to crises, and
suicide prevention/intervention. In addition, they are actively engaged and intentionally integrated
into unit engagement plans to include unit meetings, commander’s calls, training with the unit, and
other unit activities. They are also trained in religious support to hospitals and mortuaries.
Religious affairs meets the diverse needs of military communities by managing religious programs
and providing administrative, financial, and facility support. They recruit, train, and organize
volunteers for specific religious ministries. Religious affairs brings credit, pride, and honorable
distinction to the USAF and its chaplain corps.
Contracting Career Field (6C). The contracting career field encompasses the purchasing of
equipment, supplies, services, and construction through negotiation and formal advertising
methods. This field involves soliciting bids; preparing, processing, awarding, and administering
contractual documents; maintaining records of obligations, bid deposits, and miscellaneous
purchasing transactions; and providing for contract repair services. Contracting tasks also include
recognizing, coding, interpreting, and using automated products; providing input and making
analysis of output generated by the base contracting automation system; and inspecting and
evaluating contracting activities.
Financial Career Field (6F). The financial career field involves receiving, disbursing, and
accounting for public funds; appropriation and expense, working capital, and real property
accounting, including reporting and analyzing costs of programs and operations; formulating,
executing, and analyzing financial programs; and examining and verifying all USAF financial and
management operations. Tasks include collecting, processing, recording, controlling, analyzing,
and interpreting special and recurring reports, statistical data, and other information pertaining to
personnel, training, supply, aircraft, costs, operations, equipment, facilities, maintenance,
organization, programs, progress, and related subjects under conditions ranging from normal
operations to actual conflict. It also covers utilizing financial management decision support
techniques, conducting comparative analysis, and preparing analytical summaries for use in
managing command resources, including personnel, materiel, time, and money. Note: Excluded
from this career field are the functions involved in maintaining supply records and accounting for
requesting, receiving, and issuing USAF equipment and supplies.
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Special Investigations Career Field (7S). The special investigations career field encompasses
functions involved in performing the criminal, economic crime, environmental crime, computer
crime, counterintelligence, counter threat, force protection, and personnel suitability investigative
mission, as well as the conduct of the technical services and special inquiries mission within the
USAF. It includes the conduct of investigations of major criminal violations of the Uniform Code
of Military Justice and other federal, state, local, and international laws. These include serious
crimes against persons, economic crime, and fraud (with emphasis on the procurement and
disposal of government property), computer crime (intrusions and hacking), environmental crime,
espionage, sabotage, terrorism, and subversion. Additionally, special investigation agents perform
protective service operations, conduct psychophysiological detection of deception (polygraph)
examinations, process crime scenes, conduct deployed outside-the-wire counter threat operations,
and may be called upon to investigate other matters deemed as special inquiries. Note: Excluded
from this career field are functions of air intelligence to prevent strategic, tactical, or technological
surprise and to support planning and conducting air operations. These functions are included in
the intelligence career field.

9.13. Air National Guard Strength Management

Air National Guard (ANG) strength management organizes and conducts programs to recruit and
retain sufficient personnel to satisfy the requirements of the ANG. Responsibilities covered in this
section are not applicable to the RegAF or Air Force Reserve.
Production Recruiter Retainer. The production recruiter retainer (PRR) conducts Air National
Guard (ANG) recruiting and retention programs under the strength management team structure.
PRRs organize and execute programs to enlist/appoint and retain quality personnel to satisfy
strength requirements of the wing and state. PRRs review eligibility factors and counsel applicants
for direct job placement into ANG units. They are responsible for interviewing, screening, testing,
and evaluating applicants from all sources to achieve recruiting goals and developing assigned
recruiting zone information sources in securing names of potential enlistment prospects. PRRs
assist with updating unit vacancy reports while coordinating with in-service recruiters to maximize
RegAF Palace Front/Palace Chase Programs, make presentations to students, maintain records,
and prepare enlistment case files on ANG enlistees. PRRs inform interested persons of military
obligations, Airman career structure, education and training opportunities, and other military
benefits and entitlements. PRRs initiate strategic plans for assigned zone in accordance with
National Guard Bureau (NGB) guidance and periodically review for most effective
implementation; assist the recruiting and retention manager; proactively work with unit members
to ensure retention efforts are properly executed; implement publicity programs for assigned
recruiting zones; and plan and coordinate sales promotional projects using available media to
include press, radio, and television presentations. PRRs present ANG orientations to civic, social,
educational, and student organizations; distribute advertising and publicity materials to places
frequented by persons of military age; provide and explain literature to persons of military age to
stimulate interest in the ANG; and conduct community relations programs for assigned recruiting
zones. PRRs coordinate center of influence events in accordance with NGB guidance and assist
and participate in special events, such as state and municipal ceremonies, exhibits, fairs, parades,
and sporting events. PRRs plan for and accompany groups on tours of ANG installations and
establish and maintain contact with high school, college, business, and industry officials to
enhance the prestige of the ANG in the community.
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Recruiting Retention Manager (RRM). The recruiting retention manager (RRM) develops
annual unit recruiting plans, to include goals and objectives, recruiting activities, advertising
initiatives, and financial planning under the strength management team structure per National
Guard Bureau (NGB) guidance. RRMs serve as the primary recruiting and retention on-the-job
trainer for production recruiter retainers (PRR); maintain training records, conduct training for all
assigned PRRs; supervise all wing PRRs; and coach assigned PRRs. RRMs review all PRR
accession process actions for accuracy, ensure PRRs understand how to properly review applicant
eligibility factors, and oversee applicant processing to ensure proper placement of prior and non-
prior service applicants into the wing/unit. RRMs assist state recruiting and retention
superintendents (RRS) in establishing local recruiting and retention production standards based on
unit strength requirements. RRMs serve as the primary or alternate resource advisor for the
operations and maintenance wing funds and provide input for execution of local advertising
program funds; ensure Air Force Recruiter Information Support System-Total Force (AFRISS-
TF), Defense Manpower Data Center (DMDC), and Military Personnel Data System (MilPDS) are
utilized to their full capabilities by all recruiting and retention personnel; manage office
administration as the point of contact for all wing recruiting and retention activities; coordinate
monthly with co-located RRMs and the unit manpower document monitor to identify current and
projected vacancies; provide recruiting and retention statistics and analyses to the wing
commander monthly or quarterly (as appropriate) in coordination with the RRS; inform RRS of
recruiting and personnel force management issues and concerns and route all issues requiring NGB
involvement through the RRS; establish recruiting zones for PRRs for accountability purposes and
tracking per NGB guidance; ensure state RRS and NGB recruiting and retention goals are met;
assign production goals to PRRs; and ensure recruiting efforts reflect NGB initiatives and meet
state and wing strength requirements to include mirroring the local diversity demographics. RRMs
are responsible for inputs and updates to the recruiting and retention admin website, as required;
utilizing local recruiting advertising support, develop local awareness publicity programs using
media, such as direct mail, press, radio, and television presentations; managing center of influence
events in accordance with NGB guidance; providing marketing support to assigned recruiters; and
developing marketing information sources. RRMs plan and conduct recruiter marketing training;
conduct training and evaluate PRRs oral and film presentations; serve as the liaison between unit
commanders and state military officials; and assist the state RRS in the management and
implementation of the local recruiting advertising support state budget.
Recruiting Retention Superintendent (RRS). The recruiting retention superintendent (RRS) is
responsible for managerial oversight of all state Air National Guard (ANG) recruiting and retention
strength management team programs; advises state command staff on all recruiting and retention
issues, provides periodic updates on the status of all programs and offers recommendations
concerning recruiting and retention related force management concerns; initiates, tracks, and
manages state strategic recruiting and retention plans in accordance with National Guard Bureau
(NGB) directives and reviews periodically; and manages state recruiting and retention team
manpower to meet mission requirements. RRSs provide all manpower requests to NGB/A1Y and
the career field functional manager; participate in the hiring process of all recruiting and retention
personnel, and ensure applicants meet all mandatory eligibility criteria listed in the AFECD;
maintain oversight of all recruiting and retention training programs for the state; oversee and
manage advertising and marketing support provided to recruiters; plan and conduct recruiter
advertising and marketing training; conduct training for recruitment; and assist the unit/wing
recruiting retention managers (RRM) in the management of the advertising and budget.
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RRSs lead the Air National Guard recruiting programs, maintain contact with unit RRMs and NGB
to ensure effective communication, education, and customer service; evaluate overall state
retention programs; review AFRISS-TF and DMDC reports and data; ensure proper coordination
between the USAF liaison and military entrance processing station commanders and proper
processing of ANG applicants is accomplished; review flow and trend data of ANG applicants;
oversee recruiting and retention operational matters and interpret recruiting directives for assigned
units; oversee the recruiting and retention practices, production and training of subordinate
recruiting and retention personnel; develop and maintain market data and allocate recruiting and
retention goals; collect and monitor production reports of recruiting and retention activities;
implement plans and procedures to record production flow and reporting; ensure proper
distribution and use of advertising and publicity materials; and assist in policy development and
timely implementation.
National Guard Bureau A1Y Staff. The National Guard Bureau (NGB) A1Y staff consists of
Air National Guard (ANG) NCOs, superintendents, and managers who serve as subject matter
experts in each of the programs used by state superintendents, recruiting retention managers
(RRM), and production recruiter retainers (PRR). They plan, execute, evaluate, and train in all
matters required; write policy and instruction pertaining to all areas of recruiting and retention;
and assign all manpower involved. ANG in-service recruiters seek out qualified RegAF members
who wish to join the ANG via the Palace Chase/Palace Front Programs, and guide them through
the process in coordination with the unit strength management team.
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Section 9C—Special Duties

REQUIRED LEVEL OF COMPREHENSION FOR DEVELOPMENT AND PROMOTION
Chapter 9—ASSIGNMENTS AND OCCUPATIONAL CODES SSgt TSgt MSgt SMSgt CMSgt
Section 9C—Special Duties B B C C C

9.14. Enlisted Special Duties

Enlisted Airmen in the ranks of Staff Sergeant through Master Sergeant may have the opportunity
to serve a developmental special duty position. Developmental special duties are identified as such
due to their unique leadership roles and the Airman’s responsibility to mentor and mold future
leaders. To ensure the highest quality Airmen are assigned to these positions, the USAF has
implemented a nomination process. The nomination process provides commanders, through their
respective major command, an opportunity to nominate their best Airmen to fill these critical
positions while providing a developmental career path. Airmen nominated for a developmental
special duty position must be the best in the USAF and must be an ambassador and role model for
USAF core values and discipline. Special duty identifiers apply to authorizations for enlisted
Airmen assigned to and performing an actual group of tasks on a semi-permanent or permanent
duty basis.
Career Assistance Advisor (SDI 8A100). Career assistance advisors serve as principal advisors
to commanders and supervisors on force management and professional enhancement; assist
commanders and supervisors in career counseling; advise Airmen on career progression and
planning, monitor mandatory pay and benefits briefing programs; and conduct advertising and
publicity programs. Career assistance advisors conduct briefings at informed decision seminars,
professional enhancement courses, individual career counseling sessions, and First Term Airmen
Centers.
Enlisted Aide (SDI 8A200). Enlisted aides perform tasks and details that, if performed by General
or Flag Officers, would be at the expense of the officer’s primary military and official duties.
Duties relate to the support of military and official responsibilities of the General or Flag Officer,
and include assisting them in discharging their official Department of Defense social
responsibilities in their assigned position. The propriety of such duties is governed by the official
purpose that they serve, rather than the nature of the duties. Specific duties of the enlisted aide rest
solely on the needs of the General or Flag Officer, and are tailored to the requirements of
supporting the household.
Protocol (SDI 8A300). The primary purpose of the protocol position is to function as a protocol
specialist and to provide expertise and support for all protocol matters. Protocol performs,
manages, and directs protocol duties and responsibilities at assigned installation, wing, Numbered
Air Force, major command, and HAF levels. Protocol provides support for distinguished visitors
at all levels, including military, civilian, foreign equivalents, and transients; performs escort duties;
plans and executes program itinerary visits, official ceremonies, and special events; and advises
commanders and USAF senior leaders at all levels on acceptable protocol practices for a variety
of events.
Military Training Instructor (SDI 8B000). Military training instructors conduct basic military
training for non-prior service Airmen, including those of the Air Reserve Forces and initial military
training for cadets.
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Military Training Leader (SDI 8B100). Military training leaders supervise all assigned service
Airmen during technical training. This SDI includes Air National Guard and Air Force Reserve
liaisons assigned to basic military and technical training locations. Military training leaders
evaluate performance, military bearing, and discipline while scheduling and conducting military
training functions.
Academy Military Training NCO (SDI 8B200). Academy military training NCOs lead, mentor,
develop, and supervise USAF Academy cadets. They serve as principal advisors to cadet squadron
leadership on all issues relating to cadets, exercise general supervision over assigned cadets, and
provide military training.
Airman and Family Readiness Center Readiness NCO (SDI 8C000). Readiness NCOs support
the Airman and Family Readiness Center overall functional mission to ensure programs and
services are responsive to the needs of service members, Department of Defense civilians, and
their families; develop and provide personal and family readiness services related to pre-
deployment, deployment/sustainment, redeployment/reintegration, and post deployment education
and consultation to Total Force Airmen and their families; and develop, exercise, and implement
disaster response support plans.
Language and Culture Advisor (SDI 8D100). Language and culture advisors serve as key
advisors and consultants to commanders and supervisors on issues pertaining to foreign language
and regional culture. They function as interpreter or translator, as required.
First Sergeant (SDI 8F000). First sergeants serve as the commander’s advisor and critical link
for matters concerning Airmen. They support the mission through interaction, support, and
management of Airmen and families.
The United States Air Force Honor Guard (SDI 8G000). The USAF honor guard special duty
description covers the USAF Honor Guard, located at Joint Base Anacostia-Bolling, Washington
D.C. The Honor Guard represents the USAF at ceremonies where protocol or customs dictate using
an honor guard or military escort of this degree.
USAF Installation Honor Guard Program Manager (SDI 8G100). This special duty
description covers the installation honor guard program manager position, located at any USAF
installation that has a local honor guard requirement. The honor guard represents the Air Force at
ceremonies where protocols or customs dictate using an honor guard or military escort.
Airmen Dorm Leader (SDI 8H000). Use this identifier to report the control, awarded, and duty
specialty codes of individuals performing full time as a manager of USAF unaccompanied housing
facilities. The Airmen dorm leader is responsible for daily unaccompanied housing operations;
mentoring residents and assisting them in their adjustment to military life; ensuring compliance
with directives and military living standards; assessing good order and discipline; exercising
general supervision over residents; managing facilities and campus areas; managing budget,
program, and project identification and execution; managing basic allowance for housing
transactions; and maintaining supplies and furnishing equipment for quality facilities.
Superintendent, Inspection General (SDI 8I000). The Superintendent, Inspector General (IG)
advises the Inspector General at FOA/DRUs, wings and wing equivalents, MAJCOMs, and
Headquarters Air Force on implementing the Air Force Inspection System (AFIS), Complaints
Resolution, and the Commander’s Inspection program (CCIP). They develop, establish and control
methods and procedures to implement IG policies and program while providing oversight and
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policy guidance concerning IG programs, plans, requirements, management, education, and

awareness initiatives.
Inspections Coordinator (SDI 8I100). The inspections coordinator operates at the wing, center,
FOA, DRU, NAF and MAJCOM levels by coordinating inspection actions for all activities related
to the Air Force Inspection System (AFIS). At the Wing/Center/FOA/DRU/NAF level, they are
involved in planning, organizing, and executing a wide range of complex activities for the
wing/center Commander’s Inspection Program (CCIP), and the Exercise and Evaluation Program.
At the MAJCOM level, they are involved in planning, organizing, and executing Unit
Effectiveness Inspections (UEI), readiness assessments, and on site visits.
Superintendent, Complaints & Resolutions (SDI 8I200). The superintendent of complaints and
resolutions advises the IG and commander on all activities related to the Complaints Resolution
Program. The superintendent of complaints and resolutions also provides feedback, support, and
assistance to the IG.
Courier (SDI 8P000). Couriers perform as custodians to safeguard U.S. Armed Forces courier
material.
Defense Attaché (SDI 8P100). Defense attachés manage and maintain defense attaché office
budget and fiscal data and information files, coordinate U.S. Naval ship visits and military aircraft
over-flight and landing clearances with host country officials, coordinate office support
requirements with embassy officials, and perform office administrative and support duties
according to Defense Intelligence Agency standards.
Enlisted Accessions Recruiter (SDI 8R000). Enlisted accessions recruiters organize and conduct
programs to recruit sufficient personnel to satisfy the requirements of the USAF. These members
are responsible for interviewing, screening, testing and evaluating applicants from various sources
to achieve recruiting goals.
Second-Tier Recruiter (SDI 8R200). Second-tier recruiters organize and conduct programs to
recruit sufficient personnel to satisfy the requirements of the USAF. For RegAF, related duties
include Health Professions Recruiter, Line Officer Accessions Recruiter, Military Entrance
Processing Station (MEPS) Liaison NCO, Squadron Trainer, Squadron Operation NCO, Special
Warfare Recruiter, MEPS Liaison Supervisor, HQ AF Recruiting Service (AFRS) and Recruiting
Group staff and Air Force Recruiting School Schoolhouse Instructor. For AF Reserves, related
duties include In-Service Recruiters (to include In-Service/Line Recruiters), Health Professions
Recruiters, Officer Accessions Recruiters, Critical Skills Recruiters, and staff positions graded at
E-7. For ANG, related duties include Advanced Recruiting. For entry into this SDI, prior
qualification in SDI 8R000 with a minimum of 36 months of experience. 24 months experience
for ANG only.
Third-Tier Recruiter (SDI 8R300). Third-tier recruiters manage and supervise programs to
recruit sufficient personnel to satisfy the requirements of the USAF. For RegAF, related duties
include AF Personnel Center (AFPC) / Superintendent Enlisted Accessions Policy, Chief, Enlisted
Accessions Policy/Career Field Manger, Air Staff Enlisted Accession Flight Chief, Officer Health
Professions Flight Chief, Operation Supervisor, Senior Trainer, HQ AFRS and Recruiting Group
Trainer, AFRS Inspector General, HQ AFRS Recruiter Screening Team, Classification, Squadron
Superintendent, Group Superintendent, HQ AFRS Superintendent, AFRS Inspector General
Superintendent, Air Force Recruiting School Schoolhouse Commandant, and AFPC Accessions
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Superintendent. For AF Reserves, related duties include Flight Chief, Senior Recruiter, Senior
Squadron Trainers, Squadron Superintendents, and staff positions graded at E-8 or E-9. For ANG,
related duties include Geographically Separate Unit (GSU) Advanced Recruiters graded at E-7,
Flight Chief, Retention Office Manager, NGB staff and Recruiting School Schoolhouse Instructor,
In-Service Recruiters, State Productions Superintendents, and NGB Statutory Tour positions.
Missile Facility Manager (SDI 8S000). Missile facility managers perform routine equipment
inspections and emergency operating procedures, respond to actions directed by the missile combat
crew at the missile alert facility, and supervise daily activities at the facility.
Professional Military Education Instructor (SDI 8T000). Professional military education
(PME) instructors develop and conduct PME programs for Airmen, NCOs, and SNCOs.
Enlisted Professional Military Education Instructional System Designer (SDI 8T100).
Enlisted professional military education (PME) instructional system designers develop and
conduct PME programs for Airmen, NCO, and SNCOs.
Unit Deployment Manager (SDI 8U000). Unit deployment managers are principle advisors to
the organization commander on all issues related to deployment readiness and execution. They
implement and execute commander-directed deployment actions for assigned personnel and cargo;
monitor and maintain unit deployment readiness statistics; and implement commander, major
command, and USAF deployment readiness guidance. Unit deployment managers exercise general
supervision over assigned squadron personnel in all matters related to deployment readiness and
execution.
1 NOVEMBER 2021 AFH 1 217

Chapter 10
PERSONNEL PROGRAMS AND BENEFITS
Section 10A—Benefits and Services
REQUIRED LEVEL OF COMPREHENSION FOR DEVELOPMENT AND PROMOTION
Chapter 10—PERSONNEL PROGRAMS AND BENEFITS SSgt TSgt MSgt SMSgt CMSgt
Section 10A—Benefits and Services B B C C C

10.1. Programs, Benefits, and Services

The USAF requires military members to be prepared to serve and support the mission at all times.
To do this, there are a wide range of benefits and services to ensure military members and families
are cared for, whether through pay and entitlements processes, family support programs, or secured
military records. Throughout our careers, we as Airmen need to understand the benefits and
services applicable to ourselves, as well as to subordinates, peers, and leaders in our chain of
command. We need to take responsibility for ourselves and serve as good wingmen for others.

10.2. Information Accessibility

In 2000, the USAF launched the Air Force Portal to simplify the way Airmen access information
and improve the way we do business. The portal provides a single point of entry to web-based
information, self-service applications, collaboration and networking tools, and combat support
systems, many without requiring a separate user identification and password. Access to the portal
is available from any internet-connected computer with a valid Department of Defense public key
infrastructure certificate, such as a common access card. Through the portal, users have access to
myPay, Air Force Virtual Education Center, MyFitness, Virtual Military Personnel Flight,
LeaveWeb, Assignment Management System, and the Air Force E-Publishing Website. On the
Library and Resources link, users can access online periodicals, research information, and find
valuable education and training materials.

10.3. Airman and Family Readiness Center

Airman and Family Readiness Center (A&FRC) support services are designed to assist
commanders in assessing and supporting the welfare of the military and building a strong sense of
community and support within the USAF. The A&FRC supports mission readiness by helping
Airmen and their families adapt to the challenges and demands of expeditionary operations and
the military lifestyle. A&FRCs coordinate with unit leadership to assess unit strengths, resources,
and concerns to help identify issues and trends that affect community readiness and personal
preparedness by working with a wide range of civilian and military agencies. A&FRCs provide
support for work/life issues and facilitate community readiness, resilience, and personal
preparedness. Services offered by the A&FRC are briefly described here.
Personal and Work Life Program. The Personal and Work Life Program promotes community
wellness and assists with the readiness and resiliency of the force. Services include intervention,
prevention/enrichment consultation, and skill building education designed to enhance work-life
competencies for individuals, couples, and families. Focus is on promotion, enrichment, and
improvement of the balance between work and home to increase quality of life and resilience.
Key Spouse Program. The Key Spouse Program is an official USAF program for and owned by
commanders designed to enhance mission readiness and resilience and establish a sense of
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community and partnerships with the A&FRC, unit leadership, families, volunteer key spouses,
and other service agencies.
Transition Assistance Program. The Transition Assistance Program (TAP) is congressionally
mandated and executed by the A&FRC. TAP has four components members are required to
complete prior to separation or retirement: pre-separation counseling, transition Goals, Plans,
Success workshop, Veterans Affairs benefits briefings I and II, and capstone. TAP provides service
members with knowledge and skills to make informed decisions, be competitive in a global
workforce, and be positive contributors to their community as they transition and reintegrate into
civilian life.
Volunteer Excellence. The Volunteer Excellence Program is designed to assist installation
commanders through collaboration with other base volunteer agencies to recruit, train, place, and
recognize volunteer service. The Air Force Volunteer Excellence Award is a commander’s
program for recognizing volunteer contributions in the local civilian community or military
community.
Military Family Life Counselors. The Department of Defense-contracted Military Family Life
Counselor Program provides Airmen and their dependents with confidential assistance for non-
medical, short-term, solution focused counseling and briefings that augment counseling services
provided by other agencies.
Air Force Aid Society Assistance. The Air Force Aid Society serves as the official charity of the
USAF as a private, nonprofit organization that promotes the USAF mission by helping to relieve
financial distress of USAF members and their families as a step toward a lasting solution to
financial problems, enabling educational goals, and seeking opportunities to improve quality of
life.
Exceptional Family Member Program. The Exceptional Family Member Program provides
coordination of family support services on and off the installation to exceptional family members
who have physical, developmental, emotional, or intellectual impairments or disabilities. Three
components of support are medical, assignments, and family.
Air Force Families Forever. Air Force Families Forever provides immediate and long-term
bereavement care, service, and support to identified family members of Airmen who die while
serving on RegAF status.
Voting Assistance Program. The Voting Assistance Program ensures service members and their
families understand their right to vote via absentee ballot. A&FRC staff operate the Installation
Voter Assistance Office and serve as Voting Assistance Officers, responsible for providing
accurate nonpartisan voting information and assistance. More information about the Voting
Assistance Program can be found in DAFI 36-3107, Voting Assistance Program, 1 July 2021.
Deployment Briefings. Personnel and family readiness pre-deployment briefings are mandatory
for individuals with a firm deployment tasking of 30 or more days. The briefings educate Airmen
and their families on all phases of deployment and critical aspects of reunion and reintegration.
Spouses are welcome and encouraged to attend. The briefings include information on preparing
for deployment; sustainment, support, and services for family members including extended family;
and mandatory reintegration briefings and continuing services that help Airmen prepare for
reuniting with their families, friends, and communities, and for handling combat stressors.
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Employment Assistance. Employment assistance supports Airmen and their families in achieving
short- and long-term employment, referral for education and training, and development of career
goals through employment skills counseling and skills development workshops to prepare
customers for careers in the private and public sectors. They also offer resources for self-
employment, information on small business and entrepreneurial opportunities, and links to
alternatives to paid employment, such as volunteerism and education.
Personal Financial Readiness Services. Personal financial readiness is an A&FRC program that
offers information, education, and personal financial counseling to help individuals and families
maintain financial stability and reach their financial goals. The program provides education to all
personnel upon arrival at their first duty station. The program includes, at a minimum, facts about
the personal financial management program, checkbook maintenance, budgeting, credit buying,
state or country liability laws, and local fraudulent business practices. Personal financial readiness
services are free.
Military Child Education. Civilian and military school liaison officers partner to provide
information, referrals, resources, and advocacy for the educational needs of military-connected
students by assisting Airmen and families regarding local school districts and other educational
options, as well as educating school personnel on the unique issues impacting military children.
Relocation Assistance. Relocation assistance provides pre-departure and post-arrival services,
allowing members to make informed decisions and preparations for their moves. Referrals will
include, but are not limited to: temporary housing services, government or private home finding
services, child care, medically-related services, spouse employment assistance, cultural and
community orientation, schooling, legal assistance, personal property shipment, and information
on educational and volunteer opportunities.
Crisis Support. Crisis support provides immediate, short-term information and referral to
appropriate agencies or services to assist individuals and families facing crisis situations.
Casualty Assistance. Casualty assistance representatives and survivor benefit plan counselors
provide counseling on benefits offered by a wide variety of programs including Department of
Veterans Affairs, Social Security Administration, Internal Revenue Service, Department of Health
and Human Services, as well as state and local agencies.
When a casualty occurs, the USAF will promptly notify the Primary Next of Kin (PNOK) in a
dignified, professional, and understanding manner. Additionally, in cases where the military
member is declared deceased, Duty Status Whereabouts Unknown (DUSTWUN), or missing, the
USAF appoints a Casualty Assistance Representative (CAR) to advise and assist the PNOK. The
CAR assists to meet very important timelines, such as the NOK notifications within 12 hours of a
casualty. Therefore, when an Airman’s Record of Emergency Data (RED) is current and has up-
to-date information, beneficiaries receive timely notifications. As a result, the RED and the Service
members’ Online Election System (SOES) mentioned below are critically important for an Airman
to understand, review, verify, and certify that they are up-to-date at least once a year.
Emergency Data (DD Form 93). Record of emergency data (RED) maintained initially on the
DD Form 93 and ultimately input into the virtual record of emergency data (vRED) via vMPF
enable Airmen to list those they wish to be notified should they become ill, injured, wounded,
missing or deceased. Additionally, Airmen determine beneficiaries of Death Gratuity, Arrears of
Pay, and designate the Person Authorized to Direct Disposition (PADD) of their remains. To
1 NOVEMBER 2021 AFH 1 220

update your vRED, log into vMPF: Select 'Self-Service Actions', select 'Personal Data' and then
select ‘Record of Emergency Data.' Service members are responsible for entering information,
reviewing/submitting annually, or updating their vRED when there are life-changing events such
as marriage, divorce, births, before deployments, TDYs more than 30 days, and PCS. For more
information go to myPers: [Link]
Service members’ Online Election System (SOES). The Service members' Group Life
Insurance Online Enrollment System for the uniformed services (SOES), is an enterprise solution
developed by the Department of Defense (DoD) and the Veteran Benefits Administration. SOES
is a self- service based data system that centralizes Service members' Group Life Insurance (SGLI)
and Family Service members' Group Life Insurance (FSGLI) information into one authoritative
system capable of providing consistent information to authorized users. SGLI provides up to
$400,000 in life insurance coverage; FSGLI provides up to $100,000 in coverage for the spouse
and $10,000 for dependent children. Service members can use the system to change the amount of
SGLI or FSGLI coverage. You can view, save, print or email a SGLI coverage certificate. SOES
Enables Airmen to make automated SGLI and FSGLI coverage/beneficiary elections 24/7/365.
Note: Airmen married to other Airmen (military-to-military) who have not updated DEERS with
their spouse’s information will not be able to properly certify their SOES Record. Airmen meeting
this criteria must go to the Customer Service Element or the nearest RAPIDS station to add their
spouse as a dependent. Please note hard copy (SGLV Form 8286, Servicemembers' Group Life
Insurance Election and Certificate) SGLI elections remain valid until superseded by a SOES
election. SOES is available through DMDC's milConnect web application. After signing in, click
on "SOES" under the "Benefits" tab. For more information go to myPers:
[Link]
Emergency Assistance. Emergency assistance provides immediate, short- and long-term
assistance, promoting recovery and return to a stable environment and mission readiness status for
Department of Defense personnel and their families following an all-hazards incident. When
directed by wing leadership, assistance and support will be provided through the Emergency
Family Assistance Center, which is the central point for delivery of services, coordination of
family assistance services, and continuous family assistance information.
Legal Services. Legal offices provide legal assistance in connection with personal civil legal
matters to support and sustain command effectiveness and readiness. The ability to offer legal
assistance and legal services to the eligible categories of personnel is contingent upon the
availability of legal staff resources and regulations as may be prescribed by the Secretary of the
Air Force. Legal services are not performed by or within A&FRCs, this is performed by Office of
the Staff Judge Advocate on the installation.

10.4. Warrior Wellness

Air Force Wounded Warrior Program. The Air Force Wounded Warrior (AFW2) Program is a
congressionally-mandated, federally funded program that provides personalized care, services, and
advocacy to seriously or very seriously wounded, ill, or injured Total Force Airmen, their
caregivers, and family members. AFW2 also provides the following support activities: Emergency
Family Member Travel, Family Liaison Officer Program, Caregiver Support Program, Adaptive
Sports & Resiliency Programs, Special Compensation for Assistance with Activities of Daily
Living, Recovering Airman Mentorship Program, Empowerment through Transition, and the
Ambassador Program. Anyone may refer an Airman to the AFW2 Program. The AFW2 website
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is: [Link] the e-mail address is: [Link]@[Link], and the

toll-free number is: 1-800-581-9437.
Invisible Wounds Initiative. The Invisible Wound Initiative (IWI) is designed to provide
centralized oversight, guidance, and advocacy to ensure wounded, ill, and injured service members
and their families successfully reintegrate back to duty or into veteran status with dignity and
respect. Developed as a quality of life initiative, senior leaders across the USAF assembled a core
team to integrate warrior care efforts and improve processes associated with identification,
diagnosis, treatment, and reintegration or transition of Airmen. The IWI is designed to build a
developmental approach to mental fitness, improving evidence-based care for Total Force Airmen
and their families experiencing invisible wounds (post-traumatic stress, traumatic brain injury, or
other cognitive, emotional, or behavioral condition associated with a traumatic experience).

10.5. Family Care Plans

According to AFI 1-1, the USAF must have people in the right place at the right time, ready to
perform the jobs for which they have been trained. Unless specifically deferred or exempted, all
USAF members must be available to perform military duties and assignments, including but not
limited to, permanent change of station or assignment, unaccompanied tours, temporary duty,
deployments, alerts, recalls, extended hours, or shift work. Single-member parents with custody
of children who bear sole or joint responsibility, and military couples with dependents, must have
a family care plan. Members who are solely responsible for the care of a spouse, elderly family
member, or adult family member with disabilities who is dependent on the member for financial,
medical, or logistical support, must also have a family care plan. This includes family members
who have limited command of the English language, are unable to drive, or unable to gain access
to basic life-sustaining facilities. Suitable arrangements must be planned in advance for a
nonmilitary member to assume custody of dependents in the event the military member is
unavailable to provide dependent care due to military obligations.
Family Care Arrangements. Each USAF member must make and maintain dependent care
arrangements that will allow the member to be world-wide deployable at all times. Advance
planning is the key to dependent care arrangements. Every USAF member with dependents must
take the initiative to use all available military and civilian resources, including other-than-
immediate family members, to ensure dependents receive adequate care, support, and supervision
that is compatible with the member’s military duties. Dependent care plans must cover all possible
situations in the short- and long-term, and must be sufficiently detailed and systematic for a
smooth, rapid transfer of responsibilities to another individual during the absence of the military
sponsor.
Family Care Certification. Commanders or first sergeants counsel all Airmen with family
members on DoDI1342.19_AFI36-2908, during inprocessing. During this counseling,
commanders or first sergeants must stress the importance of, and confirm the need for, family care
certification by completing AF Form 357, Family Care Certification. Also, commanders or first
sergeants are required to annually brief all military members with family care responsibilities,
individually. During this briefing, the commander or first sergeant signs the AF Form 357 each
time the plan is reviewed and certified, determining the actual workability of the family care plan.
The member signs and dates the AF Form 357 to document that the briefing was completed. In the
event of geographical separation, commanders may delegate responsibility, in writing, to
detachment and operating location chiefs to counsel members and certify the form. The original
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signed AF Form 357 will be filed with the member’s administrative office and a copy will be sent
to the commander for review and filing.
Family Care Plan Changes. Members must notify their commander or first sergeant immediately,
or within 30 days (60 days for Selected Reserve) if changes in personal status or family
circumstances require completion of an AF Form 357. Specific circumstances that may warrant
development of a family care plan are provided in DoDI1342.19_AFI36-2908. Note: Failure to
produce a family care plan within 60 days of the discussion with the commander, supervisor, or
commander’s designated representative may result in disciplinary action or administrative
separation. Duty deferments, primarily for a four-month period, when applicable, are offered to
assist USAF military members in developing family care plans and establishing a pattern of
childcare. DoDI1342.19_AFI36-2908 provides more detailed information regarding duty
deferments and to whom they may apply.

10.6. Veterans Affairs Benefits

The Department of Veterans Affairs (VA) offers a wide range of benefits to the nation’s veterans,
service members, and their families. VA benefits and services fall into the major categories of:
disability benefits, education benefits, vocational rehabilitation and employment, home loans,
burial benefits, dependents’ and survivors’ benefits, life insurance, and health care. Airmen
requiring specific information on their VA benefits can retrieve information at: [Link] or
contact the closest VA department for eligibility requirements.
Disability Compensation. Disability compensation is a tax free monetary benefit paid to veterans
with disabilities that are the result of a disease or injury incurred or aggravated during RegAF
military service. Compensation may be paid for post-service disabilities that are considered related
or secondary to disabilities occurring in service and for disabilities presumed to be related to
circumstances of military service, even though they may arise after service. The degree of
disability is designed to compensate for considerable loss of working time from exacerbations or
illnesses. The benefit amount is graduated according to the degree of the veteran's disability on a
scale from 10 percent to 100 percent (in increments of 10 percent). If you have dependents, an
additional allowance may be added if your combined disability is rated 30 percent or greater.
Compensation may be offset if you receive military retirement pay, disability severance pay, or
separation incentive payments.
Educational Benefits. The VA offers a variety of educational benefits to service members and
veterans to pursue a higher education during or following their service. Benefit programs include
the Post-9/11 GI Bill, Montgomery GI Bill, Reserve Educational Assistance Program, and
Survivors’ and Dependents’ Educational Assistance. The Yellow Ribbon GI Education
Enhancement Program is a provision of the Public Law 110-252, Post-9/11 Veterans Educational
Assistance Act of 2008, 30 June 2008.
Vocational Rehabilitation and Employment. Airmen may receive services to help with job
training, employment accommodations, resume development, and job seeking skills coaching
through the VA Vocational Rehabilitation and Employment Program. Additional services may be
provided to assist veterans in starting their own businesses or independent living services for those
who are severely disabled and unable to work in traditional employment.
Home Loans. The VA helps service members, veterans, and eligible surviving spouses become
homeowners by providing a home loan guaranty benefit and other housing-related programs to
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help Airmen buy, build, repair, retain, or adapt a home for their own personal occupancy. VA
home loans are provided by private lenders, such as banks and mortgage companies. VA
guarantees a portion of the loan, enabling the lender to provide you with more favorable terms.
Burial Benefits. Burial benefits available include a gravesite in any of the 134 VA national
cemeteries with available space, opening and closing of the grave, perpetual care, a government
headstone or marker, a burial flag, and a presidential Memorial Certificate, at no cost to the family.
Some veterans may also be eligible for burial allowances. Cremated remains are buried or inurned
in national cemeteries in the same manner and with the same honors as casketed remains. Burial
benefits available for spouses and dependents buried in a national cemetery include burial with the
veteran, perpetual care, and the spouse or dependent’s name and date of birth and death will be
inscribed on the veteran's headstone, at no cost to the family. Eligible spouses and dependents may
be buried, even if they predecease the veteran.
Dependency and Indemnity Compensation. Dependency and indemnity compensation is a tax-
free monetary benefit generally payable to a surviving spouse, child, or parent of service members,
or to survivors of veterans who died from their service-connected disabilities. Dependency and
indemnity compensation is an income-based benefit for parents who were financially dependent
on a service member or veteran who died from a service-related cause.
Life Insurance. The VA provides valuable life insurance benefits to give service members and
veterans the peace of mind that comes with knowing their family is protected. The VA life
insurance programs were developed to provide financial security for service member families
given the extraordinary risks involved in military service.

10.7. Veterans Health Administration

The transition from receiving care within the military healthcare system into the Veterans Health
Administration can be challenging and sometimes confusing. Military health care, known as
TRICARE, is operated through the Department of Defense and provides medical care for service
members and their dependents. The Veterans Health Administration provides health care for
enrolled veterans and their eligible family members through a network of hospitals and clinics
across the country. TRICARE and the Veterans Health Administration work together, but have
different eligibility criteria, health benefits, and costs.
TRICARE Program. TRICARE is the worldwide health care program serving uniformed service
members and retirees, their family members, survivors, and some former spouses entitled to
TRICARE benefits. TRICARE programs are also available to Air Reserve Component members
and their families. TRICARE is a force multiplier for the military health system that fills gaps in
military health care using networks of civilian health care professionals, facilities, pharmacies, and
suppliers. These civilian networks help enable the Department of Defense to provide beneficiaries
with access to high-quality health care services even while uniformed medics are serving abroad
in contingency operations. TRICARE is available in the United States and overseas. Each
TRICARE region has a managed care support contractor that administers and coordinates health
care services with network and non-network civilian hospitals and providers. Comprehensive,
current information on TRICARE plans and programs can be found at: [Link]
TRICARE Plans. Several TRICARE health plan options are available to eligible beneficiaries.
The primary health care options offered to eligible beneficiaries are TRICARE Prime and
TRICARE Select. Availability of the plans depends on the sponsor’s military status and residence.
1 NOVEMBER 2021 AFH 1 224

Variations of TRICARE Prime are available, such as TRICARE Prime Remote, TRICARE Prime
Overseas, and TRICARE Prime Remote Overseas. Variations of TRICARE Select are available,
such as TRICARE Select and TRICARE Select Overseas. Additional plans available include
TRICARE For Life, TRICARE Reserve Select, TRICARE Retired Reserve, TRICARE Young
Adult, and US Family Health Plan. The TRICARE plan finder at:
[Link] can be used to determine the best plan available.
TRICARE Dental Plans. TRICARE offers three dental plans, each with its own dental contractor.
The three plans include the active duty dental program, the TRICARE dental program, and the
TRICARE retiree dental program.

10.8. Retirement Benefits

Enlisted members are eligible to retire if they have 20 years of Total Active Federal Military
Service (TAFMS) and there are no restrictions per AFI 36-3203, Service Retirements, 23 February
2021. Enlisted members must apply for retirement, otherwise they will separate on their date of
separation. Officers must have 20 years of TAFMS and 10 years of total active federal
commissioned service to be eligible to retire.
Waivers to Retire. AFI 36-3203, tables 3.1 and 3.2, identify restrictions to retirement. Some
restrictions, such as not completing an active duty service commitment, may be waived if the
member can provide sufficient justification to show the waiver is in the best interest of the USAF
or that the member is experiencing an extreme personal hardship uncommon to other military
members. Not all waivers are approved, so applicants should include detailed evidence to support
their requests.
Application Submission. A retirement application can typically be submitted through the myPers
website up to 12 months, but no less than 4 months before the desired retirement date. Airmen
applying for retirement under the 7-day or 3-day option program may be able to submit an
application more than 12 months in advance. DAFI 36-2110, chapters 5 and 7, outline information
on those programs and the applicable exceptions. Before submitting any application, the member
must request an eligibility review through the myPers website. The system will provide an
automated response of the member’s retirement eligibility status and identify any restrictions or
waiverable conditions at the time of submission. After receiving the eligibility results, the member
may submit their application through the on-line submission process in myPers.
Place of Retirement. In general, a member retires at the current duty station and may travel to a
home of selection anywhere in the United States. If the member is overseas, the member retires at
that location when outprocessing facilities exist, and the member and family proceed to the final
home of selection. When outprocessing facilities do not exist at the overseas location, the member
may request travel to a separation processing base in the United States. If the member elects to
retire overseas and live permanently in that country, he or she must comply with command and
host government residency rules before the date of retirement.
Retirement Pay Plans. The Date Initially Entered Uniformed Service (DIEUS) normally
determines which retirement pay plan applies to a member. DIEUS is the date an individual was
initially enlisted, inducted, or appointed in a Regular or Reserve Component of a uniformed service
as a commissioned officer, warrant officer, or enlisted member. The DIEUS is a fixed date that is
not subject to adjustment because of a break in service. Current RegAF personnel will fall under
one of the retirement plans described in Table 10.1.
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Table 10.1. Retirement Pay Plans.

Retirement Plan Eligible (Note 1) Pay Formula (Notes 2, Cost of Living

3, and 4)
Final Basic Pay Entered Service prior to 2.5% times the years of Full inflation protection based on
8 September 1980 service times basic pay Consumer Price Index.
(see Note 5)
High-3 Entered service 2.5% times the years of
between 8 September service times the
1980 and 31 July 1986 average of the highest
36 months of base pay
(see Notes 6, 7 and 8)
High-3 Entered the service High-3: 2.5% times the High-3: Full inflation protection
between 1 August 1986 years of service times based on Consumer Price Index.
or and 31 December 2017 the average of the
highest 36 months of
base pay;

$30K Career Status CSB or REDUX CSB or REDUX option: Annual

Bonus (CSB) or option: Each of the cost of living adjustments of
REDUX first 20 years of service Consumer Price Index minus 1%
Instead of retiring is worth 2% toward the are given based upon the
under High-3, these retirement multiplier. Consumer Price Index of the High-
members chose to Each year after the 20th 3. Retired pay is recomputed at
receive a $30K Service is worth 3.5%. A 30- age 62 so that REDUX and High-3
Bonus at 15 years of year career is computed retirement salaries are equal but
service in exchange for by 2% times 3.5% for REDUX cost of living adjustments
agreeing to serve a the 10 years beyond 20, for later years will continue to be
minimum of another resulting in a maximum Consumer Price Index minus 1%.
five years and then of 75%. The multiplier
retiring under the less is applied to the
generous REDUX plan average of the
member’s highest 36
months of basic pay
(see Notes 6, 7 and 8)
Blended Retirement Entered the service on 2.0% times the years of Full inflation protection based on
System (BRS) or after 1 January 2018 service times the Consumer Price Index.
(See Notes 9, 10, 11, average of the highest
12, and 13) 36 months of base pay
(see Notes 6, 7, and 8)
Notes:

1. “Date entered service” means the date the person is enlisted, inducted, or appointed with the Armed Forces.
This includes persons in the Delayed Entry Program, cadets at Service Academies, officer candidates in Officer
Training School, students enrolled in an ARC in senior Reserve Officer Training Corps programs or other financial
assistance programs, students in the Uniformed Services University of the Health Sciences, and persons in the
Armed Forces Health Professions Scholarship program. By using “date entered service,” Active Component
members have been “grandfathered” under the plan in effect at the time when the member initially entered the
service.
2. The maximum multiplier for 30 years TAFMS is 75% times the retired pay base; however, members who serve
beyond 30 years earn an additional 2.5% each additional year and can max out at 100%.

3. The Uniformed Services Former Spouses Protection Act allows state courts to consider retired pay as divisible
property in divorce settlements. The law does not direct state courts to divide retired pay; it simply permits them to
do so.
1 NOVEMBER 2021 AFH 1 226

4. Retired pay stops upon the death of the retiree.

5. Officers who retire and do not meet the requirements to retire in the officer’s highest grade (Title 10 USC
Section 1370) will be paid based on the retired grade (Title 10 USC Section 1407f). Officers retiring in an enlisted
grade will have the member’s pay calculated as determined by Defense Finance Accounting Service (DFAS).

6. Officers who retire and do not meet the requirements to retire in the officer's highest grade (Title 10 USC
Section 1370) will be paid based on the last 36-month average of the time served in the higher grade and the time
served in the lower grade. Exception: Does not apply to officers who did not serve satisfactorily in the highest
grade and such determination is the result of conduct occurring after 30 October 2000 (See Note 5).

7. Enlisted members demoted to a lower grade within three years and retired in that grade will not be paid based on
the high 36-month average in the higher grades. The member’s retired pay will be calculated using the multiplier
percentage determined by the applicable retirement plan (High-3, REDUX or BRS) and the retirement pay base will
be calculated under final basic pay rate for the lower grade. When an enlisted member’s active service added to
retired list service totals 30 years, the member may be advanced (on the retired list) and receive retired pay in the
highest grade satisfactorily held on AD, as determined by the SecAF or designee (Title 10 USC Section 9344).

8. Officers who resign officer commissions and retire in enlisted status will have retired pay calculated in
accordance with Title 10 USC Section 1407e. DFAS is required to calculate the high-36 month average as if the
member held the retired grade for the last 36 months of active service.

9. Members entering the service prior to 1 January 2018, who have less than 12 years of service (calculated from
the pay date) or less than 4,320 retirement points (for ARC members) as of 31 December 2017, may enroll in the
BRS.

10. Members in the Delayed Entry Program, cadets at Service Academies, officer candidates in Officer Training
School, students enrolled in an ARC in senior Reserve Officer Training Corps programs, entering the service prior
to 1 January 2018, may enroll in the BRS following commissioning/accession into AD. Members commissioned or
accessed AD after 2 December 2018 have 30 days from commissioning/entry into AD to enroll in the BRS.

11. Members with breaks in service reentering AD or the selected reserve on or after 1 January 2019, who
originally entered the service prior to 1 January 2018, and have less than 12 years of service (calculated from the
pay date) or less than 4,320 retirement points for ARC members as of reentry, may enroll in the BRS within 30 days
of reentry.

12. Members enrolled in the BRS will have a Thrift Savings Plan established that includes automatic and matching
government contributions. DoD begins an automatic contribution of one percent of base pay after 60 days of
service (calculated from pay date). DoD begins matching contributions up to an additional four percent of base pay
after 2 years of service (calculated from pay date). Automatic and matching contributions continue until the
member separates, retires or completes 26 years of service (calculated from pay date). For members enrolling in
BRS as outlined in Notes 9 through 11, government contributions begin the pay period following enrollment.

13. Airmen retiring under the BRS are eligible to elect a lump sum payment of a portion of the Airman’s retirement
pay. Requests for the lump sum election are documented on the DD Form 2656, Data for Payment of Retired
Personnel, and must be submitted to the retirement approval authority no later than 90 days prior to the Airman’s
retirement effective date for regular retirement or the date upon which the Airman first becomes eligible to receive
retired pay under the non-regular retirement program. The retirement approval authority will notify the Airman of
the lump sum election at the time of retirement application or 90 days prior to the Airman’s eligibility to receive
retired pay. Airmen have the option of receiving the lump sum payment in up to four annual
installments. Acceptance of the lump sum payment does not impact an Airman’s eligibility to elect Survivor
Benefit Plan (SBP); however, there may be required offsets or other considerations related to disability pay and
other benefits from the Department of Veterans’ Affairs. Airmen should seek counseling from the Airman and
Family Readiness Center (A&FRC) prior to election.
1 NOVEMBER 2021 AFH 1 227

10.9. Survivor Benefit Plan

Military pay stops when a member dies. The survivor benefit plan provides a monthly income to
survivors of retired military personnel upon the member’s death. The survivor benefit plan is a
government program for retiring members to ensure their eligible survivors receive a portion of
their military retired pay as a monthly annuity after their death. The plan was structured so a
surviving spouse cannot outlive the annuity, and cost-of-living adjustments are incorporated to
offset inflation. RegAF members with a spouse or dependent children are automatically covered
by the survivor benefit plan at no cost while they remain on RegAF status.
The member’s death must be classified in ‘line of duty’ for an annuity to be payable if the member
is not yet retirement eligible (has not accrued 20 years of RegAF status) on the date of death. The
annuity payable is 55 percent of the retired pay the member would have been entitled to receive if
retired with a total disability rating on the date of death. An annuity may also be payable if the
member’s death is classified ‘not in line of duty’ as long as the member was retirement eligible on
the date of death. In this case, annuity payable is 55 percent of the retired pay the member would
have been entitled to receive if retired for years of service on the date of death. The surviving
spouse of a member who dies in the line of duty while on RegAF status may request the survivor
benefit plan be paid only to the member’s children, avoiding the reduction caused by a spouse’s
receipt of dependency and indemnity compensation, the survivor benefits paid by the VA when a
member’s death is determined to have resulted from a service-connected cause.
The survivor benefit plan is the only program that enables a portion of military retired pay to be
paid to a member’s survivors. Prior to retiring, each member must decide whether to continue
survivor benefit plan coverage into retirement. If electing coverage, survivor benefit plan
premiums are assessed and automatically deducted from the member’s monthly retired pay.
Premiums are government-subsidized and deducted from a participating member’s retired pay
before taxes.
Survivor benefit plan premiums and beneficiary annuity payments depend on what is called the
“base amount” elected as the basis of coverage. A service member’s base amount can be the full
monthly retired pay or a portion of retired pay, down to $300. Full coverage means full retired pay
is elected as the base amount. The base amount is tied to a member’s retired pay; therefore, when
retired pay receives cost-of-living adjustments, so does the base amount, and as a result, so do
premiums and annuity payments.
Under limited circumstances, Airmen may withdraw from the survivor benefit plan or change
coverage. As a survivor benefit plan participant, individuals have a one-year window to terminate
survivor benefit plan coverage between the second and third anniversary following the date
beginning receipt of retired pay. The premiums paid will not be refunded, and an annuity will not
be payable upon death. The covered spouse or former spouse must consent to the withdrawal.
Termination is permanent, and participation may not be resumed under any circumstance barring
future enrollment. The survivor benefit plan also has a “paid-up” feature that permits members
who have attained age 70, and who have paid survivor benefit plan premiums for 360 months, to
stop paying premiums but remain active participants in the plan.

10.10. American Red Cross

The American Red Cross offers unwavering commitment, free of charge, 365 days a year/24 hours
a day, to members of the U.S. Armed Forces, veterans, and their families, to include: RegAF,
1 NOVEMBER 2021 AFH 1 228

National Guard, Reservists, Reserve Officer Training Corps, U.S. Army Corps of Engineers, U.S.
Coast Guard, and U.S. Public Health Service. Red Cross support enhances morale and contributes
to increased operational capability by linking military families during an emergency, connecting
families with local community resources, providing resiliency training, and supporting wounded
warriors and military hospitals, non-Federal entity program, service or award. The Red Cross toll
free number for service members and families in the United States is: 1-877-272-7337. Military
members and family members overseas may call base or installation operators or the American
Red Cross office at the overseas location. Local overseas Red Cross contact information can be
found online at: [Link] Note: For the American Red Cross to provide expedient
service, provide as much of the following information available as possible: full name, rank/rating,
branch of service, social security number or date of birth, military address, and information about
the deployed unit and home base unit (for deployed service members only).
Emergency Communication Services. When a military family experiences a crisis, the American
Red Cross is there to assist by providing emergency communications. The Red Cross relays urgent
messages containing accurate, factual, complete, and verified descriptions of the emergency to
service members stationed anywhere in the world, including ships at sea, embassies, and remote
locations. Red Cross-verified information assists commanders in making decisions regarding
emergency leave.
Financial Assistance. The American Red Cross works under partnership agreements with the Air
Force Aid Society, Army Emergency Relief, Coast Guard Mutual Assistance, and Navy-Marine
Corps Relief Society to provide quality, reliable financial assistance to eligible applicants. Types
of assistance include financial assistance for emergency travel, burial of a loved one, and assistance
to avoid privation or hardship.
Coping with Deployments. The psychological first aid course was designed specifically for
spouses, parents, siblings, and significant others of service members. This Red Cross service
provides useful information on how to strengthen the ability to successfully respond to challenges
that military family members may encounter throughout the deployment cycle. The course also
explains how to provide psychological first aid to others experiencing stressful feelings or events.
Reconnection Workshops. The reconnection workshops are designed for reintegration support
for working through anger, communicating clearly, exploring stress and trauma, relating to
children, and identifying depression. The workshops focus on individuals and small groups to help
family members reconnect, and help service members reintegrate successfully. Led by licensed,
specifically trained Red Cross mental health workers, each session addresses a topic military
families have found relevant to the reunion adjustment.
Veterans Claims for Benefits. The American Red Cross provides assistance and information in
preparing, developing, and obtaining sufficient evidence to support applicants’ claims for veterans’
benefits, and also assists claimants who seek to appeal to the Board of Veterans’ Appeals.
Information and Referral Services. The American Red Cross offers confidential services to all
military personnel and their families. Counseling, guidance, information, referrals, and other social
services are available through the worldwide network of chapters and offices on military
installations. As more and more National Guard and Reserve units are called to full-time duty
status, counseling has become increasingly important to prepare the civilian-based military
members and their families for the period of activation.
1 NOVEMBER 2021 AFH 1 229

10.11. Recruiting Programs

Airmen of all ranks can have a positive impact on recruiting and help recruiters make contacts
and develop leads.
Recruiter Assistance Programs. The Recruiter Assistance Program (RAP) is a RegAF leave
program, run by the Air Force Recruiting Service, where an Airman directly supports a USAF
recruiter. Members may request nonchargeable leave in accordance with AFI 36-3003, Military
Leave Program, 7 April 2021. RAP is beneficial to the USAF and to participants because Airmen
can be a major influence in bringing the USAF story to their hometown or place of previous
residence. RAP duties may include question-and-answer sessions, making presentations, or
providing testimonials of their USAF experiences to high school and college students. For more
information, visit: [Link], and review the RAP Fact Sheet.
We Are All Recruiters. The We Are All Recruiters (WEAR) Program may grant individuals
permissive temporary duty status if they participate in an event that directly enhances the recruiting
mission. All Airmen, regardless of their USAF specialty, are recruiters. A WEAR event is an event
where the interaction of USAF personnel educates and increases public awareness of the USAF
and could potentially generate interest in new recruits.
Approval for WEAR is limited to those events where Airmen are directly speaking to potential
applicants or influencers about USAF opportunities. Applicants are defined as individuals within
the age range of 17 to 39. Influencers are defined as parents, community leaders, teachers,
counselors, or coaches. For events where multiple Airmen are attending, each attendee must
submit a package for approval. WEAR requests must be first approved by the individual’s
commander in accordance with AFI 36-3003. Requests are then routed to the Air Force Recruiting
Service Public Affairs office via e-mail: afrshqpa@[Link]. Members may request permissive
temporary duty to attend a WEAR event. For more information about WEAR, visit:
[Link], review the WEAR Fact Sheet, and download the WEAR form.
1 NOVEMBER 2021 AFH 1 230

Section 10B—Leave and Authorized Absences

REQUIRED LEVEL OF COMPREHENSION FOR DEVELOPMENT AND PROMOTION
Chapter 10—PERSONNEL PROGRAMS AND BENEFITS SSgt TSgt MSgt SMSgt CMSgt
Section 10B—Leave and Authorized Absences B B C C C

10.12. Leave Management

Annual leave programs/plans give members the opportunity to take leave within the constraints of
operational requirements. Unit commanders establish leave programs and plans to encourage the
use of leave for the maximum benefit of the member. Lengthy respites from the work environment
tend to have a beneficial effect on an individual’s psychological and physical status. Therefore, an
effective leave program is an essential military requirement.
Processing Leave Requests. LeaveWeb is an automated method of requesting and processing
leave. Under LeaveWeb, the member requests leave which generates an e-mail to the leave
approval authority, as determined by the member’s commander. While commanders have final
approval authority, they may delegate this authority according to the needs of the organization,
normally no lower than the first-line supervisor. The leave approval authority approves or
disapproves the leave and, if approved, LeaveWeb sends the request to the unit leave monitor for
validation. Once validated, the leave request is sent electronically to finance. The member prints a
copy of the approved leave form to hand-carry during leave. Upon returning from leave, the
member completes the necessary updates in LeaveWeb and forwards the e-mail to the leave
approval authority for endorsement. In the event LeaveWeb is unavailable, appropriate procedures
may require use of the AF Form 988, Leave Request/Authorization.

10.13. Beginning and Ending Leave

Leave must begin and end in the local area. The term “local area” means the place of residence
from which the member commutes to the duty station on a daily basis. This also applies to leave
enroute to a permanent change of station or temporary duty (TDY) assignment. The old permanent
duty station is for beginning leave and the new permanent duty station is for ending leave. When
members take leave enroute with permanent change of station or TDY travel, the financial service
office uses the travel voucher to determine authorized travel and chargeable leave. Nonduty days
and holidays are chargeable leave days if they occur during an authorized period of leave. If leave
includes a weekend, a member cannot end leave on a Friday and begin leave again on Monday.
Further, unit commanders will not approve successive Monday through Friday leaves (or periods
of leave surrounding other nonduty days) except under emergency or unusual circumstances, as
determined by the unit commander.
Extensions and Recalls. When an extension of leave is desired, the member must ask, orally or
in writing, for an extension of leave. The extension must be requested sufficiently in advance of
expiration of leave authorized to permit the member to return to duty at the proper time if the
approval authority disapproves the extension. Unit commanders may recall members from leave
for military necessity or in the best interest of the USAF. Refer to the Joint Travel Regulation to
determine if travel and transportation allowances apply. If the unit commander authorizes the
member to resume leave after the member completes the duty that resulted in recall, a new AF
Form 988 or orders must be prepared.
1 NOVEMBER 2021 AFH 1 231

10.14. Accruing Leave

Members accrue 2.5 days leave for each month of RegAF status. Members do not earn leave when
they are absent without official leave, in an unauthorized leave status, in confinement as a result
of a court-martial sentence, in an excess leave status, or on appellate leave. Members may
accumulate a maximum of 60 days by the end of a fiscal year. There are certain circumstances
when a leave balance of more than 60 days may be carried forward into a new fiscal year, but only
when specifically authorized. By law, members may receive accrued leave payment up to a
maximum of 60 days at certain points in their careers, such as reenlistment, retirement, separation
under honorable conditions, or death. Department of Defense policy encourage members to use
leave to relax from the pressures of duties and not as a method of compensation.

10.15. Types of Leave

AFI 36-3003, outlines many types of leave, as briefly described here.
Annual Leave. Another name for “ordinary” leave is annual leave. Normally, members use annual
leave to take vacations, attend to family needs, celebrate traditional holidays, attend significant
events, or as terminal leave with retirement or separation from RegAF status.
Advance Leave. Advance leave is granted based on a reasonable expectation that a member will
accrue at least the amount of leave being requested during the remaining period of RegAF status.
The purpose of advance leave is to enable members to resolve emergencies or urgent situations
when they have limited or no accrued leave. When a member has taken all the advance leave that
represents what he or she will accrue during the remaining period of RegAF service, commanders
change the member’s leave status from advance to excess leave.
Excess Leave. Excess leave is normally used for personal or family emergency situations when
members cannot request advance leave. Excess leave is a no-pay status; therefore, entitlement to
pay and allowances and leave accrual stops on the member’s first day of excess leave. If injured,
a member will not receive disability pay for time spent on excess leave. The period of excess leave
will not count toward fulfillment of RegAF duty service commitment.
Convalescent Leave. Convalescent leave is an authorized absence normally for the minimal time
needed to meet the medical needs for recuperation. Convalescent leave is not chargeable leave.
Unit commanders normally approve convalescent leave based on recommendations by the medical
treatment facility authority or the physician most familiar with the member’s medical condition.
When medical authorities determine a medical procedure is necessary, such as childbirth, and the
member elects civilian medical care, with recommendation of the medical treatment facility, the
commander may grant convalescent leave. Convalescent leave may be used in conjunction with
caregiver leave.
Emergency Leave. Emergency leave is chargeable leave granted for emergencies involving
members of the immediate family. Unit commanders approve emergency leave and can delegate
leave approval to no lower than the first sergeant for enlisted personnel. The official granting leave
may request assistance from the military service activity nearest the location of the emergency or,
when necessary, from the American Red Cross. The initial period of emergency leave is usually
no more than 30 days with a possible 30 day extension with approval from the unit commander or
first sergeant. Unit commanders should advise members to apply for a humanitarian or exceptional
family member reassignment or hardship discharge if the leave period is more than 60 days.
1 NOVEMBER 2021 AFH 1 232

Enroute Leave. Enroute leave is ordinary leave used during a permanent change of station.
Normally, the losing unit commander approves up to 30 days enroute leave with any change of
station move if it does not interfere with the reporting date of the new assignment. Members who
complete basic or technical training may request 10 days of leave enroute if their first duty station
is in the Continental United States, or 14 days for an overseas assignment. Members may request
advance leave when they do not have enough leave accrued for enroute leave.
Terminal Leave. Terminal leave is chargeable leave taken in conjunction with retirement or
separation from RegAF status. The member’s last day of leave coincides with the last day of
RegAF status. Normally, a member does not return to duty after terminal leave begins. The amount
of leave taken cannot exceed the leave balance at the date of separation.
Environmental and Morale Leave. Environmental and morale leave is authorized overseas
where adverse environmental conditions require special arrangements for leave in desirable places
at periodic intervals. Funded environmental and morale leave is charged as ordinary leave and
members are authorized military transportation (travel time is not charged as leave). Unfunded
environmental and morale leave is charged as ordinary leave and members are authorized space-
available air transportation to and from the duty locations (travel time is charged as leave).

10.16. Permissive Temporary Duty

Permissive TDY is an administrative absence for which funded TDY is not appropriate.
Commanders may not authorize permissive TDY in place of leave or a special pass or in
conjunction with special passes. Permissive TDY, if authorized, may include traveling to or in the
vicinity of a new permanent duty station to secure off-base housing, accompanying a military or
dependent patient to a designated medical treatment facility not in the local area, attending a
Department of Defense sponsored assistance seminar under the Transition Assistance Program, or
attending national conventions or meetings hosted by service-connected organizations.

10.17. Regular and Special Passes

A pass period is an authorized absence from duty for a relatively short amount of time. There are
no mileage restrictions; however, members may be expected to return to duty within a reasonable
time due to an operational mission requirement, such as a recall, unit alert, or unit emergency.
Regular Pass. A regular pass normally begins at the end of work hours on Friday afternoon and
continues until the beginning of normal work hours on the following Monday when non-duty days
are Saturday and Sunday. A regular pass period on non-traditional work schedules (alternate or
compressed schedules) may not exceed the four-day special pass limit. The combination of non-
duty days and a public holiday may not exceed the four-day special pass limit. The combination
of three non-duty days and a public holiday during a compressed work schedule is a regular pass
period. Department of Defense or higher management may determine that a Monday or Friday is
compensatory (comp) time off when a holiday is observed on a Tuesday or Thursday, in which
case a regular pass may consist of a weekend, a comp day off, and a public holiday.
Special Pass. Unit commanders may award three- or four-day special passes for special occasions,
circumstances, special recognition, or compensatory time off. Commanders may delegate approval
to a level no lower than squadron section commander, deputies, or equivalents. Special passes start
after normal work hours on a given day. They stop at the beginning of normal work hours on either
the fourth day for a three-day special pass or the fifth day for a four-day special pass.
1 NOVEMBER 2021 AFH 1 233

Section 10C—Military Associations

REQUIRED LEVEL OF COMPREHENSION FOR DEVELOPMENT AND PROMOTION
Chapter 10—PERSONNEL PROGRAMS AND BENEFITS SSgt TSgt MSgt SMSgt CMSgt
Section 10C—Military Associations A B B B C

10.18. Military and Community Associations

Being a member of the U.S. Armed Forces means being a part of one of the biggest communities
in the world. The greater military community includes RegAF, National Guard and Reserve,
retirees and veterans, as well as spouses and family members. There are a large number of military
associations devoted to serving different segments of the community for lobbying efforts,
fraternity, and support. Here are the official and affiliate charities (the four USAF can endorse per
Joint Ethics Regulation (JER), Section 3-210, Relations with Non-Federal Entities: Official and
Personal, May 2018); National Military Associations (which we can provide enhanced logistical
assistance for the period of their annual conference, per Title 10 U.S.C., Section 2558, National
Military Associations: Assistance at National Conventions, 7 January 2011), Professional Military
Associations (which we can encourage participation in, generally), Veterans Service Organizations
(recognized by VA), other NFEs and installation-recognized (per AFI 34-223, Private
Organizations Program, 13 December 2018) Private Organizations.
1 NOVEMBER 2021 AFH 1 234

Section 10D—Civilian Programs

REQUIRED LEVEL OF COMPREHENSION FOR DEVELOPMENT AND PROMOTION
Chapter 10—PERSONNEL PROGRAMS AND BENEFITS SSgt TSgt MSgt SMSgt CMSgt
Section 10D—Civilian Programs A B B C C

10.19. Civilian Personnel Programs

The USAF provides civilian personnel services through installation civilian personnel flights
(usually located in the force support squadron) and Air Force Personnel Center. Civilian personnel
sections must provide service to all civilian employees to ensure they are included in the USAF
civilian personnel program unless otherwise approved through HAF.

10.20. Position Descriptions

Civilian employees do not have a rank. Instead the positions they occupy are graded, typically
under the General Schedule, based upon detailed written job descriptions that are the basis for
determining the pay, qualification requirements, performance expectations, and appraisal ratings
associated with the position. Position descriptions historically have covered duties,
responsibilities, and supervisory controls. The USAF has expanded the scope of core personnel
documents to include qualifications required for recruitment and training requirements for new
employees. Supervisors are responsible for core personnel document accuracy and implementation
of standard core personnel documents. By selecting standard core personnel documents,
supervisors save time for themselves and classification specialists who would need to work with
the manager on writing the duties and determining the correct pay plan and occupational series.
Standard core personnel documents can be used as templates for unique core personnel documents
requiring new classification analysis.

10.21. Filling Jobs

Vacant civilian positions are filled based on an organization’s needs using a variety of recruitment
sources and appointing authorities consistent with applicable laws, regulations, directives, and
policies, as established by the Office of Personnel Management, Department of Defense, and
Department of the Air Force. Referral and selection priorities must be observed when filling
competitive service positions. Employees with mandatory selection or priority referral rights
normally include those adversely affected by reduction-in-force, involuntary separation, demotion,
transfer of function declinations or transfer of work outside the commuting area, overseas returnees
and the spouses of military personnel. Supervisors work in concert with their servicing human
resource specialist in the civilian personnel sections or Air Force Personnel Center to determine
appropriate recruitment sources. As a vacancy for competitive fill actions is announced, candidates
are screened by Air Force Personnel Center and one or more lists of candidates are referred to the
supervisor.
Based on qualifying experience and/or education, civilians can enter civil service at different pay
grade levels. The competitive staffing process used by the USAF and other federal agencies
determines the relative qualifications of the candidates and refers the best qualified for selection.
The US Office of Personnel Management (OPM) provides agencies with qualification standards
written broadly for government-wide application.
1 NOVEMBER 2021 AFH 1 235

10.22. Civilian Resource Management

Civilian pay funds are needed for civilian overtime, awards, bonuses, student loan repayment
program, seasonal and longer-term overhires, voluntary separation incentive payments to
minimize involuntary reduction-in-force separations, and severance pay for affected employees as
the result of reduction in force. Accurate requirement projections and development of employment
plans are critical to support the workload demand within budget, while executing work years, end
strength, and civilian pay resource.
Civilian resource management is dependent on a team of leaders, to include commanders, senior
leaders, human resource officers, financial managers, and manpower officers who determine
effective use of employees, funds, and manpower authorizations to meet mission requirements. A
corporate board structure is used for meeting at least quarterly to manage annual appropriations,
revolving funds, or reimbursements used for civilian employment costs.

10.23. Training and Development

USAF policy provides for necessary training to improve skills needed in employee performance.
Supervisors are responsible for determining training requirements and working with the civilian
personnel sections or education and training functions to identify appropriate training sources. A
training-needs survey is conducted annually to provide supervisors an opportunity to project
training requirements for the upcoming fiscal year, but supervisors may request an out-of-cycle
training need at any time during the year. Supervisors should encourage civilian employees to
independently pursue training and education that will prepare them for promotion or develop them
for career transitions. The servicing employee development specialist is available to assist in
training needs analysis and identification of methods and training sources. For additional
information, refer to DAFI 36-2670, Total Force Development, 25 Jun 2020.
Sources of Training. The three primary sources of training are agency (USAF), interagency, and
nongovernment. Training that is conducted away from the work site is requested, approved, and
documented using Standard Form 182, Authorization, Agreement and Certification of Training.
Agency Training. Agency training is conducted by the USAF and may include on-the-job
training, in-house training, and USAF formal schools. On-the-job training and in-house training
are often the most effective because the supervisor tailors the training to meet the specific job
requirements. In-house training is effective when a large number of employees need instruction on
common aspects of occupational skill requirements. More formalized agency classroom training
is available through USAF formal schools listed in the Web-based Education and Training Course
Announcements (ETCA) located at: [Link]
Interagency Training. Interagency training includes all training sponsored by other U.S.
Government agencies, and may be needed if agency sources are not adequate to meet identified
training needs. The OPM, the Departments of Army and Navy, and the Departments of Labor and
Agriculture are just a few sources from which to obtain interagency training.

Nongovernmental Training. Nongovernmental sources incorporate a wide range of seminars,

conferences, courses, and workshops, as well as curricula offered by private educational
institutions. Federal regulations require agencies to consider and select government training
sources before turning to nongovernmental alternatives. However, nongovernmental sources may
1 NOVEMBER 2021 AFH 1 236

be considered when agency or interagency courses cannot satisfy a training need or when
nongovernmental training is more advantageous.

10.24. Performance Planning, Appraisals, and Awards for Employees

Civilian employees are advised of duties and responsibilities of their jobs in their core personnel
document, and of their supervisor’s performance expectations in performance plans that are
developed annually at the start of a performance rating cycle. Performance standards prescribe
how an employee’s accomplishment of a particular element or duty will be measured. Supervisors
set performance elements (duties and tasks) for civilian employees and determine the
major/important requirements of the job based on the employee’s direct contribution to
organization or work unit objectives.
Employees receive annual appraisals on how well they perform their duties. The performance
appraisal is the basis for personnel actions to identify and correct work performance problems,
recognize and reward quality performance, improve productivity, and grant periodic pay increases.
Supervisors review employee performance of each element and rate the performance against each
element’s standards, then render an overall summary rating. Employees who fail one or more
performance elements are administered an unacceptable appraisal and are given an opportunity to
improve.
Supervisors may reward employees to recognize high performance. Performance awards (for
example, performance cash, time-off, and quality step increases) can be used as tools to motivate
civilian employees to perform above an acceptable level as well as compensate them for
performing beyond expectations Effective management of the performance awards program can
help improve productivity and morale in the organization.

10.25. Standards of Conduct

AFI 36-703, Civilian Conduct and Responsibility, 30 August 2018, and DoD 5500.07-R, Joint
Ethics Regulation, 17 November 2011, cover activities that are mandatory for civilian employees
and activities that are prohibited. All employees are expected to maintain high standards of
honesty, responsibility, and accountability - and to adhere to the USAF core values of Integrity
First, Service Before Self, and Excellence In All We Do.
Required activities include furnishing testimony in official investigations and hearings consistent
with protections against self-incrimination; paying lawful debts and taxes; being present for work
unless authorized to be absent; complying with health, safety, and all other proper instructions
regarding work; presenting a positive public image; complying with reasonable dress and
grooming standards; and maintaining professional relationships with fellow workers, subordinates,
and supervisors.
Prohibited actions include discrimination and sexual harassment; drug and alcohol abuse; misuse
of government purchase cards; misuse of government computers, vehicles, and other equipment;
taking bribes; conducting personal business at work; and criminal behavior off-duty that reflect
adversely on USAF employment. The USAF does not attempt to list all possible forms of improper
conduct, but emphasizes to employees that misconduct will not be tolerated.
Civilian Pay: Note: Some civilian employees are paid through alternative personnel systems like
the Acquisition Demonstration Project or Defense Civilian Intelligence Personnel System.
1 NOVEMBER 2021 AFH 1 237

Servicing civilian personnel sections should be consulted for additional information concerning
how civilian pay is administered under an alternative personnel system.

10.26. Civilian Pay

General Schedule employee pay is expressed as an annual salary. The General Schedule grades
have 10 steps in each grade. Within grade or step, increases start at one-year intervals, but slow to
three-year intervals in the higher steps. All General Schedule pay rates in the United States include
locality pay. Pay rates overseas do not include locality pay and are approximately 10 percent lower
than United States rates. General Schedule pay scales normally increase in January through the
legislative process.
The Federal Wage system consists of wage grade, wage leader, and wage supervisor. Federal Wage
system grades have five steps, in which grade increases start at six-month intervals and slow to
two-year intervals. The Federal Wage system pay is expressed as hourly wage rates. Federal Wage
system rates vary more between local areas than General Schedule. Federal Wage system rates
may also be increased annually, but on an area-by-area basis throughout the year. For additional
information on civilian pay, refer to AFI 36-128, Pay Setting and Allowances, 17 May 2019.

10.27. Work Hours

Civilian work schedules are defined in such terms as administrative workweek, basic workweek,
regular tour of duty, uncommon tour of duty, and part-time tour of duty. Most civilians work a
regular tour of duty, which is normally five eight-hour days, Monday through Friday. Uncommon
tours of duty (a 40-hour basic workweek that includes Saturday and/or Sunday or fewer than five
days, but not more than six days of a seven-day administrative workweek) are authorized when
necessary for mission accomplishment. Special circumstances permit part-time, intermittent, or
special tours of duty. Installation and tenant commanders establish, by written order, daily work
hours to include designated rest and lunch periods. Two types of alternate work schedules can be
implemented by organization commanders. Flexible work schedules allow employees to start and
end work at different times. Compressed work schedules cover 80 hours in a pay period in fewer
than 10 workdays. The most common schedule has four nine-hour days each week, an eight-hour
day in one week, and a regular day off in the other week. For additional information on work hours,
refer to DoDI1400.25V610_AFI36-807, Hours of Work and Holiday Observances, 19 April 2019.

10.28. Absence and Leave

Civilian employees earn 13 days of sick leave each year, and 13, 20, or 26 days of annual leave,
depending on their length of service. There is no cap on the accumulation of sick leave. Annual
leave accumulation is capped at 30 days for most civilian employees. Employees working overseas
can accumulate 45 days of annual leave.
Annual leave is used for vacations and/or personal reasons, and should be approved in advance of
being taken, unless emergency conditions exist. Leave is charged and taken in 15-minute
increments. Sick leave for medical appointments or care for a family member should be scheduled
and approved in advance, except in cases of emergency. Illness or injury that keeps an employee
away from work should be reported to a supervisor during the first two hours of the duty day.
Absence for jury duty, dismissals for extreme weather conditions, or absences excused by the
installation commander are not charged to annual leave. Employees who have earned
1 NOVEMBER 2021 AFH 1 238

compensatory time for overtime or time-off awards should schedule absences to use that time like
they schedule annual leave. For additional information on absence and leave, refer to
DoDI1400.25V630_AFI36-815, Leave, 14 November 2019.

10.29. Unions and Labor Management

Approximately 53 percent of USAF civilian employees are covered by labor agreements between
unions and installations or major commands. As such, they are members of the bargaining unit,
even if they are not dues-paying union members. Unions have legal status under federal law. A
labor relations officer or specialist in the civilian personnel section is the usual liaison between
supervisors and other management officials and union officials. The labor relations officer speaks
for management in routine communications with the union and with parties outside the USAF who
have roles in labor contract negotiations and dispute resolution. Other union officials, such as
elected officers and appointed officials, may act and make commitments for unions. For additional
information on unions and labor management, refer to DAFI 36-701, Labor-Management
Relations, 14 November 2019.

10.30. Dispute Resolution

Civilian employees have a variety of avenues to resolve disputes. Labor-management contracts
must include a negotiated grievance procedure to be used by members of the bargaining unit. Most
start with an option to seek resolution using outside neutral facilitators or mediators (alternative
dispute resolution). Supervisors, managers, and employees who are not covered by a collective
bargaining agreement, or who are not members of the bargaining unit, follow different grievance
procedures. Administrative grievances are decided by USAF officials, usually the installation
commander or designee, although outside fact finders may be used. For additional information on
dispute resolution and grievances, refer to DoDI 1400.25, DoD Civilian Personnel Management
System, current edition and DODI 1400.25v771_AFI36-706 DoD Civilian Management System:
Administrative Grievance System, 14 Nov 2018.
1 NOVEMBER 2021 AFH 1 239

Chapter 11
FINANCE, MANPOWER, AND RESOURCES
Section 11A—Individual Finances and Allowances
REQUIRED LEVEL OF COMPREHENSION FOR DEVELOPMENT AND PROMOTION
Chapter 11—FINANCE, MANPOWER, AND RESOURCES SSgt TSgt MSgt SMSgt CMSgt
Section 11A—Individual Finances and Allowances B B C C C

11.1. Individual Financial Responsibilities

According to AFI 1-1, just like physical fitness is important for health, “fiscal fitness” is equally
important to overall well-being of USAF members. Two key aspects of individual financial
responsibility are the establishment of a personal budget and effective management of one’s debt.
It is important to review Leave and Earnings Statements (LES) on a regular basis, file travel
vouchers on a timely basis, use the government travel card for authorized purchases only, and
provide support for dependents, including payments required by court order. Additional
information on financial responsibilities, pay and allowances, and related entitlements can be
found in the Joint Travel Regulation, DoD Regulation (DoDR) 7000.14-R, Volume 7A, Military
Pay Policy—Active Duty and Reserve Pay, current edition and AFMAN 65-116, Volume 1,
Defense Joint Military Pay System Active Component (DJMSAC) Financial Management Flight
(FMF) Procedures, 23 October 2019.

11.2. Military (Basic) Pay

Basic pay is the fundamental component of military pay, and typically the largest component of a
member’s pay. Annual military pay raises are set by Congress and the U.S. President in the
National Defense Authorization Act. In accordance with federal law, the 1 January annual pay
raise will automatically match the private sector wage increases, as measured by the Employment
Cost Index for the previous year. If national emergencies or serious economic conditions affect
general welfare, the U.S. President may propose that Congress instill a lower annual pay raise.
Military Pay Date. The military pay date determines the length of service for pay purposes. In
general, the pay date should be the same date the individual entered on RegAF status if he or she
had no prior service before entering the USAF. However, if the individual previously served in
certain governmental agencies, the USAF adjusts the pay date to reflect credit for these periods.
In the event of periods of absence without leave, desertion, and sickness or injury due to personal
misconduct, negative pay date adjustments may result.

11.3. Leave and Earnings Statement

The LES, titled the Defense Finance and Accounting Service (DFAS) Form 702, Defense Finance
and Accounting Service Military Leave and Earnings Statement, is a comprehensive statement of
a member’s entitlements, deductions, allotments, leave information, tax-withholdings, as well as
Traditional and Roth Thrift Savings Plan information. PCS is a time for Airmen to “apply increased
attention” to their LES since many times entitlements such as BAH, COLA, etc. change when
moving from one duty location to another. And PCSing usually occurs more frequently than a
birth, marriage, divorce, etc. The myPay system allows members to view their LES as well as
initiate changes to selected items affecting their pay. If pay varies significantly, consult the
servicing finance office.
1 NOVEMBER 2021 AFH 1 240

Regular Pay Schedule. Military members are paid on a monthly basis with the option to receive
payments once or twice per month. Members receive a statement (net pay advice) of the net amount
of pay and the financial statement at mid-month (if receiving a payment), and a comprehensive
statement of pay (the LES) at the end of the month via myPay. These statements are created
centrally by DFAS. The pay system has processing cutoff dates for computing, preparing, and
transferring funds so DFAS can stop processing transactions against pay accounts for the current
period and begin the regular payroll process. While cutoff dates fluctuate from month to month,
they generally occur around the 6th for the mid-month and the 20th for the end-of-month paydays.
Local, Partial, and Emergency Partial Payments. Local cash payments are normally only
authorized for overseas areas where on base military banking facilities are not readily available.
Exceptions may be granted for members assigned to classified or contingency operations where
the exigencies of their assignments may require local cash or partial payments. The member’s
commander may authorize immediate cash payments up to the amount of accrued entitlement to
date when deemed appropriate to the mission. Non-cash partial payments may be made via
electronic funds transfer and deposited into the member’s financial institution, normally in two to
three business days. Partial payments are limited to the amount of pay and allowances the member
has accrued to the date of the payment. Partial payments are recouped in full on the next available
payday. Under extenuating circumstances, a stateside member may receive an emergency partial
payment if deemed time sensitive and required within 24 hours due to unforeseen circumstances.

11.4. Military Allowances and Entitlements

Allowances are provided for specific needs, such as food or housing. Monetary allowances are
provided when the government does not provide for that specific need. For example, those who
live in government housing do not receive full housing allowances, and those who do not live in
government housing receive allowances to assist with the cost of obtaining commercial housing.
Other than Continental United States (CONUS) cost-of-living allowance, allowances are not
taxable, which is an additional embedded benefit of military pay.
Basic Allowance for Subsistence. Basic allowance for subsistence is a nontaxable allowance used
to offset the cost of a service member’s meals. Often junior grade enlisted members assigned to
single-type government quarters at their permanent duty station are required to eat in government
dining facilities, receive basic allowance for subsistence, and are charged the discounted meal rate
which is deducted from their pay. When certified by the commanding officer or designee, members
are allowed to claim reimbursement for missed meals.
Basic Allowance for Housing. The intent of basic allowance for housing is to provide uniformed
service members accurate and equitable housing compensation based on housing costs in local
civilian housing markets. This allowance is payable when government quarters are not provided.
Many USAF installations have privatized quarters. Members in privatized quarters are entitled to
basic allowance for housing. A rental agreement requires a rent amount not to exceed the basic
allowance for housing entitlement paid via allotment. Note: Members without dependents residing
in government single-type quarters are entitled to partial basic allowance for housing unless the
quarters (including government-leased quarters) exceed the minimum standards of single quarters
for their grade. Members living in single-type government quarters who pay court-ordered child
support may qualify for differential (basic allowance for housing-differential).
1 NOVEMBER 2021 AFH 1 241

Overseas Housing Allowance. Overseas housing allowance is a cost reimbursement-based

allowance to help defray housing costs incident to assignments to a permanent duty station outside
the United States. Members are reimbursed actual rental costs not to exceed the maximum overseas
housing allowance rate for each locality, grade, and dependency status. Move-in housing
allowance (for those who qualify) is based on the average “move-in” costs for members. Monthly
overseas housing allowance includes the rent (up to the rental allowance at a permanent duty
station) plus the utility/recurring maintenance allowance.
Family Separation Housing. The purpose of family separation housing is to pay a member for
added housing expenses resulting from enforced separation from dependents. Family separation
housing-basic allowance for housing is payable in a monthly amount equal to the without-
dependent basic allowance for housing rate applicable to the member’s grade and permanent duty
station. Family separation housing-overseas housing allowance is payable in a monthly amount up
to the without-dependent overseas housing allowance rate applicable to the member’s grade and
permanent duty station.

11.5. Clothing Replacement Allowance

Enlisted military members receive an annual allowance to help maintain, repair, and replace initial
issue uniform items, as necessary. Clothing replacement allowance-basic is a preliminary
replacement allowance paid annually between the 6th and 36th month of RegAF status. Clothing
replacement allowance-standard automatically replaces clothing replacement allowance-basic
after 36 months of RegAF status. Entitlement to either allowance depends on the individual’s
“entered on RegAF status date” in his or her master military pay account.

11.6. Family Separation Allowance

Family separation allowance is payable to members with dependents in addition to other
allowances or per diem to which a member may be entitled. The purpose of family separation
allowance is to compensate qualified members for added expenses incurred due to an enforced
family separation. Family separation allowance-restricted applies when transportation of
dependents is not authorized at government expense, and the dependents do not live in the vicinity
of the member’s permanent duty station. Family separation allowance-temporary applies when a
member is on temporary duty away from the permanent duty station continuously for more than
30 days, and the member’s dependents are not residing at or near the temporary duty station,
including members beginning temporary duty before reporting to the initial station of assignment.

11.7. Station Allowances Outside the Continental United States

Overseas station allowances are established to help defray the higher than normal cost of living or
cost of procuring housing in overseas areas. Allowances authorized by the Department of Defense
at certain overseas locations may include temporary lodging allowance and cost-of-living
allowance. Members receive information regarding their specific entitlements during in-
processing at the new location. Members may also receive information from their local finance
office upon notification of a pending overseas assignment.

11.8. Continental United States Cost-of-Living Allowance

The CONUS cost of living allowance is payable to members assigned to designated “high cost”
areas within the CONUS. For additional information, see the Joint Travel Regulation.
1 NOVEMBER 2021 AFH 1 242

11.9. Special and Incentive Pay

A number of special and incentive pays recognize certain aspects of duty, such as hazardous duty
incentive pay, imminent danger pay, special duty assignment pay, enlisted flying duty incentive
pay, and hardship duty pay-location. Enlistment and reenlistment bonuses are also considered as
special and incentive pay.

11.10. Involuntary Deductions

Involuntary deductions are payroll deductions of certain amounts of pay that are imposed by law.
Examples of involuntary deductions are provided here.
Withholding Income Tax. All pay is considered income for federal and state income tax purposes,
to include basic pay, incentive pay, special pay, lump-sum payment of accrued leave, and
separation pay. The LES reflects the current month and year-to-date income for social security,
federal income tax, and state income tax purposes under the headings “FICA TAXES,” “FED
TAXES,” and “STATE TAXES” in the middle of the form.
Federal Insurance Contributions Act Taxes. The Federal Insurance Contributions Act (FICA)
requires federal agencies to withhold FICA (Social Security and Medicare) taxes from the basic
pay of military members covered by the Social Security Act and to pay matching FICA taxes to
the Social Security Administration.
Federal Income Tax Withholding. The Federal Income Tax Withholding (FITW) is used to
provide for national programs, such as defense, community development, and law enforcement. A
member may authorize an additional monthly amount of FITW. For additional information, the
FITW complies with the Treasury Department Circular E, addressed in military service directives.
State Income Tax Withholding. The State Income Tax Withholding (SITW) refers to state tax
laws of the state where the member is a legal resident. The amount withheld depends upon the
state tax rate. One-time payments may also be subject to state tax. The state for tax purposes is
reflected in the first column on the LES under STATE TAXES.
Armed Forces Retirement Home. Monthly Armed Forces Retirement Home (AFRH) deductions
from the pay of regular enlisted members, up to a maximum of $1, are set by the Secretary of
Defense after consulting with the AFRH board. Deductions collected help support the U.S.
Soldiers’, Airmen’s, and Naval Homes.

11.11. Voluntary Deductions

Military members may establish voluntary deductions, such as allotments to help administer
personal finances, support family members, and insurance premium payments. Members may
control certain discretionary allotments through myPay. Nondiscretionary allotments have limited
uses, such as charitable contributions, loan repayments to the Air Force Aid Society, garnishment
for commercial debts, and delinquent travel charge card debt. Members are not authorized to start
allotments for purchase, lease, or rental of personal property.
To allow for sufficient processing time, allotments should be requested 30 days before the desired
month. Normally, if the member is paid twice a month, the allotment is deducted in equal amounts
from the mid-month and end-of-month pay. If the individual receives pay once a month, the entire
amount is deducted from the monthly paycheck.
1 NOVEMBER 2021 AFH 1 243

Thrift Savings Plan. The Thrift Savings Plan (TSP) is a voluntary deduction. It is a retirement
savings and investment plan established for federal employees as part of the Federal Employees’
Retirement Act of 1986. The plan offers tax-deferred advantages similar to those in an individual
retirement account or 401(k) plan. Traditional TSP contributions can be taken out of pay before
taxes are computed, resulting in reduced individual tax obligations. Roth TSP contributions are
taken out of pay after income is taxed. When funds are withdrawn at a future date, contributions
will be tax-free since taxes were already paid on the contributions.
If a member is contributing to the TSP from basic pay, the member is authorized to contribute
bonuses, incentive, or special pay. As of January 2019, the maximum TSP contribution amount is
$19,000 for deferred and Roth contributions and up to $56,000 total combined deferred/exempt
Traditional and Roth contributions. Members are not permitted to contribute more than 92 percent
of their basic pay so that required deductions of social security and Medicare can be made.
Service Members’ Group Life Insurance. The Service Members’ Group Life Insurance (SGLI)
is a voluntary deduction. The maximum amount of SGLI coverage is $400,000 and members are
covered, by law, at the maximum rate unless they decline or reduce coverage. SGLI automatically
insures an eligible member against death when the member is on RegAF status and/or training for
an ordered period of more than 30 days. However, an individual may choose less coverage in
amounts divisible by $50,000 or elect no coverage, but he or she must do so in writing.
Additionally, family SGLI covers spouses and dependent children when the eligible member also
participates in SGLI coverage, including military spouses. There is a monthly deduction for
spousal coverage, based on the amount of coverage. Each child is covered in the amount of $10,000
at no cost to the member. The member may not elect to insure any child for less than $10,000.
SGLI and family SGLI premiums are deducted from members’ military pay each month. The
military personnel section is the office of primary responsibility for administering the program.

11.12. Financial Obligations

Military members will pay their financial obligations in a proper and timely manner; provide
adequate financial support of a spouse, child or any other relative for which the member receives
additional support allowances; comply with the financial support provisions of a court order or
written support agreement; and respond to applications for involuntary allotments of pay within
the established suspense dates. DAFI 36-2906, Personal Financial Responsibility, 13 May 2021
provides administrative and management guidelines and rules.
Handling Complaints. Complainants are often unfamiliar with USAF organizational addresses
or do not know the member’s actual unit of assignment, and so frequently address correspondence
to the installation commander, Staff Judge Advocate, or force support squadron. Complaints are
forwarded for action to the individual’s immediate commander and the complainant is notified of
the referral. Commanders will attempt to respond within 15 days. Failure to pay debts or support
dependents can lead to administrative or disciplinary action. Commanders must actively monitor
complaints until they are resolved. If the commander decides the complaint reflects adversely on
the member, this action should be included in the unfavorable information file. If the member has
separated with no further military service or has retired, the complainant is notified and informed
that the member is no longer under USAF jurisdiction and the USAF is unable to assist. Note:
Retired members’ retirement pay can be garnished for child support or alimony obligations.
1 NOVEMBER 2021 AFH 1 244

Federal Government Collection of Debts. A USAF member who owes debts to the government
does not have to give his or her consent for the USAF to collect. Generally, for debts exceeding
$100, the individual must receive notification of the pending collection of a debt, and be given a
chance to repay the debt before any withholding action occurs. However, due process need not be
completed before the start of a collection action if an individual’s estimated date of separation is
not sufficient to complete collection and the USAF would be unlikely to collect the debt or when
the collection action can be completed within two monthly pay periods. The USAF may also
collect debts involving any federal agency, portions of a reenlistment bonus not served, delinquent
hospital bills for family members, excess shipment of household goods, loss or damage to
government property, and erroneous payments made to or on behalf of the member by the USAF.
Waiver and Remission Provisions. Military members may request relief from valid debts by
applying for waiver or remission of the debt. The local financial services office has specific
guidance and can provide assistance regarding these programs.
Waiver of Claims for Erroneous Payments of Pay and Allowances. When a member receives
erroneous pay or allowances, he or she may apply for a waiver of claims by the United States. A
waiver may be granted when there is no indication of fraud, misrepresentation, fault, or lack of
good faith on the part of the member or any other person having an interest in obtaining a waiver
of the claim. DFAS will rule on all waivers.
Remission. A RegAF, separated member, or his or her commander, may apply for remission of a
member’s indebtedness to the United States. The USAF may not remit or cancel any debt due to
non-collection of court-martial forfeiture. In addition to the circumstances creating the debt and
the issue of good faith on the part of the member, financial hardship may be a factor for
consideration.
1 NOVEMBER 2021 AFH 1 245

Section 11B—Official Travel Expenses and Allowances

REQUIRED LEVEL OF COMPREHENSION FOR DEVELOPMENT AND PROMOTION
Chapter 11—FINANCE, MANPOWER, AND RESOURCES SSgt TSgt MSgt SMSgt CMSgt
Section 11B—Official Travel Expenses and Allowances B B C C C

11.13. Authorized Expenses and Allowances

Individuals are often expected to travel, whether associated with permanent change of station
(PCS) or temporary duty, to include professional military education and training. Costs associated
with official travel are often reimbursable, but individuals must understand and adhere to specific
travel regulations accurately and within a timely manner.

11.14. Permanent Change of Station Allowances and Expenses

When military members are ordered to perform a PCS, there are travel allowances for expenses
incurred related to transportation, lodging, household goods, etc. Individual billed account
government travel charge card usage is authorized and highly encouraged for all PCS related
expenses. Some of these allowances are addressed below.
Permanent Change of Station Advance Payments. Advance payments of pay and allowances
provide members with funds to meet extraordinary expenses directly related to a government-
ordered relocation and not covered by other entitlements. A PCS advance payment is an advance
of up to three months of basic pay, less mandatory deductions and debts currently being deducted.
All Airmen who are E-3 and below must have approval of their immediate commander to receive
advance pay. All Airmen who request a repayment period greater than 12 months or request an
amount greater than one month’s basic pay, must have approval of their immediate commander.
Repayment periods greater than 12 months are only approved in cases of financial hardship.
Shipment of Household Goods. A member ordered on a PCS move may ship household goods
within certain weight limitations at government expense. Authorized weight allowances normally
depend on the grade of the member and number of dependents. A member may be reimbursed for
personally arranging for the shipment of household goods. Claims should be prepared and
submitted according to service instructions. The government cost limit is based on the member’s
maximum household goods weight allowance. If the member transports household goods in excess
of the authorized weight allowance, all payments are based on the authorized weight allowance.
Dislocation Allowance. Dislocation allowance is paid at a rate determined by the Secretary of
Defense and payable to all members with dependents when dependents relocate their household
goods in conjunction with a PCS. It is also payable to members without dependents if they are not
assigned permanent government quarters upon arrival at the new permanent duty station.
Shipment of Unaccompanied Baggage. The shipment of unaccompanied baggage provision
refers to the portion of the PCS weight allowance ordinarily transported separately from the major
or bulk of household goods and usually is transported by an expedited mode. When the expedited
transportation mode is commercial air, a maximum of 1,000 pounds (net), may be transported.
Mobile Home Shipment. Members who own a mobile home should contact the traffic
management office to arrange transportation in lieu of household goods transportation. In certain
circumstances, members may arrange or contract personally for the movement of the mobile home.
1 NOVEMBER 2021 AFH 1 246

Shipment of Privately Owned Vehicle. When authorized, members may ship one privately
owned vehicle at government expense when ordered to go on a PCS to, from, or between locations
overseas. Privately owned vehicle storage may be provided or authorized when shipment is
prohibited or restricted.
Government-Procured Transportation. Unless an authorizing/order-issuing official determines
U.S.-certificated air carriers are unavailable, U.S.-certificated air carriers must be used for all
commercial air transportation of persons or property when the government funds the air travel.
Documentation explaining why U.S.-certificated air carrier service is not available must be
provided to the traveler. Endorsements on the travel orders or government travel procurement
document made in accordance with service guidance are acceptable. Travel time for travel by
government conveyance (except government automobile) or common carriers obtained by
government-procured transportation is allowed for the actual time needed to travel over the direct
route, including necessary delays for the transportation mode used.
Use of Privately Owned Conveyance. Uniformed service policy is to authorize/approve privately
owned conveyance travel if acceptable to the member and advantageous to the government based
on the facts in each case. Other allowable travel and transportation options include government
conveyance or commercial carrier. Reimbursement of parking fees, ferry fares, road, bridge, and
tunnel tolls is authorized for privately owned conveyance over the most direct route between the
stations involved. The member is also authorized a flat per diem rate for each PCS travel day
between authorized points, up to the allowable travel time.
Personally Procured Transportation. Department of Defense policy mandates the use of the
commercial travel office for all official transportation requirements. A member who, despite the
policy, procures common carrier transportation at personal expense for official travel, is authorized
reimbursement (except transoceanic travel in which no reimbursement is authorized) up to the
amount authorized. However, reimbursement must not exceed the cost for the authorized
transportation and accommodations over a usually traveled direct route according to a schedule
necessary to meet the requirements of the order. Consult the Joint Travel Regulation for additional
information.
Mixed Modes. When both government-procured and personally procured modes of transportation
are used, the USAF uses a combination of rules governed by the Joint Travel Regulation. The local
financial service office can provide specific guidance.
Dependent Travel. A military member receives monetary allowance in lieu of transportation and
flat rate per diem for the official distance dependents travel with him or her by privately owned
vehicle. If dependents purchase commercial common carrier transportation, the member may be
reimbursed for the actual cost of the transportation, not to exceed the cost the government would
have incurred for ordered travel, and the member receives a per diem allowance for dependents.
When the USAF restricts travel of dependents to a location overseas, dependents may move at
government expense to any approved/authorized change of station designated location within the
Continental United States (CONUS), or designated overseas location with special approval.
Temporary Lodging Expense. A member arriving or departing PCS at a location within the
CONUS may receive temporary lodging expense to help defray the added living expenses incurred
while occupying temporary lodging. Temporary lodging expense is paid on a travel voucher.
1 NOVEMBER 2021 AFH 1 247

Temporary Lodging Allowance. A member arriving or departing PCS at a location outside the
CONUS may receive temporary lodging allowance to help defray the added living expenses
incurred while occupying temporary lodging. Temporary lodging allowance is paid in military pay
and is reflected on the leave and earnings statement.

11.15. Official Travel Reimbursement

Travelers are responsible for electronically filing a voucher in the Defense Travel System (DTS)
or preparing the DD Form 1351-2, Travel Voucher or Subvoucher, to claim reimbursement for
official travel within five business days upon return to permanent duty station. The traveler’s
signature on the form indicates the claim is accurate, statements are true and complete, and the
traveler is aware of the liability for filing a false claim. Electronic funds transfer is the mandatory
means by which a travel claim is settled. The split disbursement option in DTS will be used. This
option permits direct payment via electronic funds transfer to the government travel charge card
contractor for charges incurred on the individual billed account. In cases where the traveler is
temporary duty for 45 days or more, an interim voucher or scheduled partial payments will be
setup in DTS every 30 days with split disbursements used to make on time payments. Extended
temporary duty trips do not excuse on time payments of the government travel charge card bill.

11.16. Temporary Duty Entitlements

Per Diem. The per diem allowance helps defray the cost of quarters, meals, and certain incidentals.
Per diem rates depend on the temporary duty location. Travelers are paid a prescribed amount for
meals and incidental expenses plus the actual amount for lodging, not to exceed the maximum
lodging rate for the specific location. The rates depend on the availability of government facilities,
such as quarters and dining facilities.
Transportation. Policy mandates that uniformed service members will use available commercial
travel offices to arrange official travel. The mode of transportation used between the points
designated in the travel order will determine the transportation entitlement. On the other hand, if
the member receives authorization to travel at personal expense, he or she will receive a
reimbursement limited to what cost the government would have incurred for the authorized mode
of travel. For questions or concerns, consult the transportation office or commercial travel office
for assistance.
Miscellaneous Expenses. Reimbursable travel related expenses include travel from home or place
of lodging to the servicing transportation terminal by taxi, limousine, bus, or privately owned
vehicle. Additional miscellaneous expenses include passports, visas, and rental vehicles, when
authorized on travel orders.

11.17. Government Travel Charge Card

The government travel charge card program is intended to facilitate and standardize Department
of Defense travel, providing travelers a safe, effective, convenient, commercially available method
to pay for expenses incident to official travel, including local travel. The travel card is used to
improve cash management, reduce administrative workloads, and facilitate better service to
travelers. In addition, because of the refund feature of the travel card program, the program results
in cost savings for the Department of Defense.
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Agency Program Coordinators. An agency program coordinator is an individual (uniformed

member, employee, contractor, or foreign national) designated in writing by a commander or
director as responsible for the management of the government travel charge card program. Agency
program coordinators are responsible for managing the travel card program within their hierarchy.
Department of Defense Financial Management Regulation describes policies and procedures set
forth through the USAF government travel charge card program.
Card Use. Unless otherwise exempted, all Department of Defense personnel are required to use
the government-sponsored, contractor-issued government travel charge card for all expenses
arising from official government travel. These expenses include lodging, transportation expenses,
local ground transportation, and rental car expenses authorized on travel orders. Cardholders, while
in a travel status, may use the card for non-reimbursable incidental travel expenses, such as rental
movies, personal telephone calls, exercise fees, and beverages when these charges are not part of
a separate room billing or meal.
Cash advances may be made with the government travel charge card to pay for travel-related
expenses. Automated teller machine advances will not be obtained earlier than three working days
before scheduled travel and are limited to authorized expenses exempt from mandatory card usage
(meals, incidentals, and miscellaneous expenses). Transaction fees for automated teller machine
use are typically part of the incidental expense portion of per diem and are therefore not separate
reimbursable expenses.
Permanent Change of Station Coordination. Individuals are required to use the government
travel charge card during a PCS. Credit limit increases and deferred payment options are available
to accommodate the extended travel times of a PCS move. Government travel charge card bills
must be kept current while in a PCS status. The cardholder must notify the losing agency program
coordinator before departing the old duty station and gaining agency program coordinator upon
reporting to the new duty station. The losing agency program coordinator will update the travel
card account to reflect “mission critical” status and set a future date in the travel card company’s
system to deactivate the cardholder’s account based on the PCS travel order report no later than
date. The agency program coordinator will also submit a transfer request to the travel card vendor
so the individual is removed from that unit’s reporting hierarchy level. The gaining agency
program coordinator will ensure the transfer request is processed by the travel card vendor when
the member arrives at the new station so the account information can be updated. The gaining
agency program coordinator will also clear the deactivation date within the travel card vendor’s
system.
How to Pay the Card Company. The travel card vendor provides detailed monthly bills to
cardholders. Cardholders are responsible for payment in full of outstanding balances due in the
monthly billing statement from the travel card vendor. Payments should be made promptly within
the current billing cycle. Military service members must use the split disbursement feature in DTS,
which automatically pays the credit card vendor for credit card charges incurred while on official
travel.
Card Abuse. The cardholder will only use the government travel charge card while in official
travel status. Commanders or supervisors will not tolerate the misuse of the government travel
charge card. Cardholders who misuse their government travel charge card are subject to
appropriate administrative or disciplinary action.
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Delinquencies. Cardholders are responsible for payment in full of the amount stated on the
monthly billing statement. A late fee per billing cycle may be assessed for individually billed
accounts that are 75 days past the closing date of the account statement on which the charges first
appeared. The travel card vendor will submit accounts that are 126 days past due for salary-offset
processing to Defense Finance and Accounting Services. The travel card vendor may also initiate
pay garnishment proceedings through the judicial system against cardholder accounts over 126
days delinquent.
Upon written request of the travel card vendor, the Department of Defense may act on their behalf
and collect by payroll deduction from the cardholder for any funds the cardholder owes to the
travel charge card vendor as a result of delinquencies not disputed by the cardholder on the
government travel charge card. If the travel card vendor cannot initiate pay garnishment
proceedings and the cardholder account is over 210 days delinquent, the travel card vendor will
charge off the account and report the delinquency to the credit bureau. The debt will then be
collected through a third party collection agency assigned by the travel card vendor.
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Section 11C—Manpower Management

REQUIRED LEVEL OF COMPREHENSION FOR DEVELOPMENT AND PROMOTION
Chapter 11—FINANCE, MANPOWER, AND RESOURCES SSgt TSgt MSgt SMSgt CMSgt
Section 11C—Manpower Management A B C C D

11.18. Manpower Requirements

Manpower is a constrained resource that comprises a significant portion of the USAF budget. All
missions and programs compete for authorized military and civilian end-strength, and established
grade distributions; therefore, must comply with guidelines as directed by Congress. Manpower
must be programmed in accordance with validated manpower requirements, within fiscal limits
and acceptable risks, as identified in defense planning and programming guidance. The Directorate
of Manpower, Organization and Resources, Program Development Division allocates
programmed manpower resources by command identifier, program element code, resource
identification code, and country state code. These manpower resources are translated into
manpower authorizations by updating the unit manpower document.
Major commands should use means other than programmed manpower change requests to
accomplish short-term mission or surge workload requirements, such as: (1) use available funds
and command civilian employment plans to employ civilians; (2) use overtime, temporary full-
time, part-time, or overhire of civilian personnel; (3) seek support from the Air Reserve
Component via military pay appropriation funds; (4) utilize temporary duty military and civilian
personnel; and (5) seek contract service. Changes to command-specific military and civilian
manpower requirements must be validated and approved by HAF before they can be used in the
programming and resourcing process.

11.19. Determining Manpower Requirements

Three types of manpower are used to conduct the USAF mission: military personnel, in-service
civilian employees, and contracted services. In accordance with Department of Defense guidance,
the services assign military personnel only to positions that directly contribute to the prosecution
of war; are military by law, custom, or tradition; or are needed for overseas rotation, operational
deployment augmentation, or career field sustainment. The USAF manpower requirements
determination process systematically identifies minimum-essential manpower required for the
most effective and economical accomplishment of approved missions and functions within
organizational and resource constraints. Determining the correct military manpower required to
meet the USAF’s most stringent wartime missions is key to the national military strategy.
The defense planning guidance defines the planning scenarios used to size and shape the Total
Force. Manpower requirements are sized for the most demanding phase of the scenario construct,
including rotational forces needed for prolonged conflicts. These scenarios drive force structure
and manpower military budgeting decisions. Manpower and organization flight personnel assist
USAF commanders and functional managers by objectively quantifying manpower requirements
for the distribution of USAF manpower resources. Key services of this competency include
peacetime manpower standards development, wartime manpower requirements, and commercial
services management actions, such as public-private competition, in-sourcing, and business
process reengineering.
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11.20. Unit Manpower Document

According to AFI 38-101, a manpower requirement is defined as the manpower needed to
accomplish a job, mission, or program. A manpower requirement can be documented as a funded
manpower authorization or an unfunded requirement. The Unit Manpower Document (UMD) is
the primary document that reflects the manpower required to accomplish the unit mission. It is a
computer generated product that lists unit funded and unfunded manpower requirements used to
help manage manpower resources. The UMD contains data elements that identify unique position
attributes, to include: position number, Air Force Specialty Code, functional account code, office
symbol code, grade, personnel accounting symbol, and reason code.
Supervisors should routinely check the UMD for accuracy and use it to track their authorized
manpower strength. In the event that a unit needs to change an existing requirement on the UMD,
an authorization change request with justification is submitted to the servicing manpower
organization. Approved changes to the UMD are reflected by an authorization change notice
generated by the manpower programming and execution system.

11.21. Manpower and Organization Flight

The installation Manpower and Organization Flight performs a variety of functions to help
effectively manage manpower resources. The core competencies of manpower and organization
encompass organization structure, requirement determination, program allocation and control, and
process improvement. Personnel within the flight provide day-to-day manpower resource
management services, to include: UMD management, assistance with authorization change
requests, authorization change notices, and organizational structure changes. Manpower and
Organization Flight personnel also provide other management services, such as performance
management, commercial activity services, the Airmen Powered by Innovation Program,
continuous process improvement, and management advisory studies.

11.22. Commercial Services Management

Commercial Services Management is a program designed to improve USAF functions using a
variety of management tools including competitive sourcing, in-sourcing, and post-competition
accountability. The major command Manpower Organization and Resources Office is the
manpower function responsible for providing commercial services management oversight at
command levels and providing guidance to Manpower and Organization Flights for
implementation of the Commercial Services Management Program at the respective wings. The
three principal goals of the program are to sustain readiness, improve performance and quality by
doing business more efficiently and cost effectively, and focus available personnel and resources
on core USAF missions. Commercial Services Management will not affect military-essential skills
or those functions that are inherently governmental. The Air Force Manpower Analysis Agency
develops and maintains tools, templates, and guidebooks to enable the field to execute the
Commercial Services Management Program, administers the inherently governmental/commercial
activities inventory, monitors post competition accountability, and provides field support on
Commercial Services Management initiatives.
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11.23. Competitive Sourcing Process

Competitive sourcing generates savings by finding more efficient ways to accomplish a particular
function. A competitive sourcing study is a public-private competition that compares the total cost
of the in-house government operation of an activity to the total cost of private sector performance
of the same activity to determine which is the most economical or efficient approach.
In a competitive sourcing study, the mission remains essentially unchanged. It is the composition
of the workforce that changes. Where blue suiters (military personnel) were initially performing
the mission, the resulting service provider will be made up of either civil servants or private sector
contract employees. A competitive sourcing study frees up military personnel to perform other
core military essential activities.
In-sourcing. In-sourcing is the conversion of a contracted function to Department of Defense
civilian or military performance, or vice versa. An in-sourcing business case analysis compares
the cost of a contracted function to the cost of Department of Defense civilian employees to
perform the same activity. Included in the business case analysis are certifications validating
contract cost, in-house manning, available labor pool, and activity all meet the requirements of a
valid and enduring mission requirement. Implementing the program permits the Department of
Defense to convert contracts and provides special consideration for using Department of Defense
civilian employees to perform functions currently performed by a contractor. This process is
applicable when the function: (1) has been performed by Department of Defense civilian
employees at any time during the previous 10 years; (2) is closely associated with the performance
of an inherently governmental function; (3) has been performed pursuant to a contract awarded on
a noncompetitive basis; and (4) has been determined by a contracting officer to have been
performed poorly during the five years preceding the date of such determination, because of
excessive costs or inferior quality. Note: In accordance with the Deputy Secretary of Defense
memorandum for in-sourcing contracted services-implementation guidance, contracted functions
found to be inherently governmental, exempt from contract performance, unauthorized personal
services, or experiencing problems associated with contract administration shall be in-sourced
regardless of cost.
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Section 11D—Resource Management

REQUIRED LEVEL OF COMPREHENSION FOR DEVELOPMENT AND PROMOTION
Chapter 11—FINANCE, MANPOWER, AND RESOURCES SSgt TSgt MSgt SMSgt CMSgt
Section 11D—Resource Management B B C C D

11.24. Resource Requirements

All USAF resources have a value or cost associated with them. The USAF resource management
system is focused on outputs and resources used, managers effectively using resources, measuring
actual performance compared to planned performance, and using financial plans and accounting
to enhance management controls at each organizational level. The resource management system
provides a way to establish priorities, choose policies, and act to get the desired results and required
resources at acceptable costs.

11.25. Resource management responsibilities

Although base-level resource managers do not control initial allocation of all their resources, they
must effectively manage these resources, including the stewardship of money, manpower, and
equipment. Being an effective steward involves more than legal accountability. There are key duty
positions associated with the resource management system that provide structure and alignment of
resources and resource management. While every USAF member has a principal responsibility to
ensure resources are used in the most cost-effective manner, commanders and supervisors are
responsible for the efficient and economical use of all resources in their organizations, as well as
the budgeting, allocation, composition, and distribution of these resources.
Commanders. Commanders review, validate, and balance the financial plan to ensure successful
financial management. Commanders must actively review financial programs for work centers
(responsibility centers) and improve resource management by inquiring about program conditions,
reviewing causes, weighing alternatives, and directing action. Commanders must also ensure
resource management system success by allocating sufficient resources to resource management
system training and resource management team efforts.
Comptrollers. Comptrollers support the organization’s mission and the USAF by providing sound
financial management and advice to commanders and staff. Comptrollers promote responsible and
proper financial management to ensure efficient, economical use of resources consistent with
statutory and regulatory requirements. Comptrollers apply policies and procedures that enable the
organization to carry out accounting, budget, and cost functions.
Responsibility Center Managers. Responsibility center managers plan, direct, and coordinate
subordinate organization activities. Responsibility center managers analyze subordinate
organizational plans, identify imbalances in resource distribution, analyze alternative actions, and
balance programs.
Cost Center Managers. The cost center is the basic production flight or work center. The cost
center manager regulates the consumption of work hours, supplies, equipment, and services to do
the tasks within their cost center. Cost center managers shift resources to or from various
production tasks within the cost center to ensure the proper mix or to provide the emphasis
required.
Resource Advisors. Resource advisors monitor and help prepare resource estimates. They help
develop obligations and expense fund targets, monitor the use of resources in daily operations
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compared to projected consumption levels, and serve as the primary point of contact on resource
management matters pertaining to their responsibility center. Resource advisors are appointed in
writing by the responsibility center manager.
The Financial Management Board. Established by the senior or host commander at each base,
the financial management board determines program priorities and ensures effective allocation of
resources. The financial management board reviews and approves or disapproves
recommendations made by the financial working group to ensure balanced, valid financial
programs, and to consider all known or anticipated requirements.
The Financial Working Group. Composed of both line and staff resource advisors and
responsibility center managers, the financial working group manages commodities and resources
integral to the operating activities of the base or unit. The financial working group develops
requirements and revisions for the base or unit financial plan, reviews all appropriated fund
financial plans, and makes recommendations to the financial management board for final approval.
Additionally, the financial working group presents recommendations to the financial management
board for unfunded requirement prioritization and fund target adjustments between responsibility
centers and base-level budgetary guidance. The financial working group provides technical
guidance to base activities on using their primary responsibility resources.
Organizational Finance and Budgeting. The operating budget covers costs associated with the
operation of all USAF organizations. The approval by higher headquarters gives obligation
authority to accomplish the mission. The budget program operates on a fiscal year basis (1 October
through the following 30 September).

11.26. Planning, Programming, Budgeting, and Execution Process

The Planning, Programming, Budgeting, and Execution (PPBE) Process is the Department of
Defense’s resource allocation system. The ultimate objective of the process is to provide the best
mix of forces, equipment, manpower, and support attainable within fiscal constraints according to
DoD Directive 7045.14, The Planning, Programming, Budgeting and Execution (PPBE) Process,
29 August 2017. The goal of the process is to achieve the defense objectives established by the
U.S. President and the Secretary of Defense outlined in the strategic planning and joint planning
guidance. This system helps leaders establish and forecast a budget to ensure sufficient funds are
available and increases management effectiveness by applying judgment and experience to
programs, resource limitations, other program adjustments, and assessing alternatives for mission
accomplishment.
Planning, Programming, Budgeting, and Execution Phases. The PPBE process has a
framework that decides on future capabilities and provides an opportunity to reexamine prior
decisions in light of evolving threats, economic conditions, and security concerns. It consists of
four interrelated and overlapping phases: planning, programming, budgeting, and execution.
Planning. The USAF translates top-down guidance into plans and requirements for which a future
year’s defense program can be developed. Planning defines and examines alternative strategies
and analyzes external conditions and trends. During the planning phase, changes and long-term
implications of decisions are examined. Streamlined planning and assessments help prioritize
objectives, assess strategies, and provide the link between planning and programming. Planning
also provides an objective against which the USAF can measure execution success.
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Programming. During the programming phase, planning policies and guidance are addressed and
initial program costs are established. By programming, the USAF matches available resources
(fiscal, manpower, and materiel) against validated requirements to achieve the strategic plan and
submit program proposals. The key objective of programming is to develop a balanced,
capabilities-based Air Force Program Objective Memorandum (POM). In addition, the USAF
defends the POM during program review and budget review and adjusts the program as a result of
the Office of the Secretary of Defense reviews and changing national and international situations.
While the USAF and other military departments link planned requirements with the resources
needed to provide them, tradeoffs are inevitably involved beyond those in the planning process.
Budgeting. The budgeting phase occurs concurrently with the programming phase. Each
Department of Defense Component submits a proposed budget estimate simultaneously with a
POM. The budgeting phase of formulation and justification provides a platform for a detailed
review of a program’s pricing, phasing, and overall capability to be executed on time and within
budget. The budgeting process principally addresses the years to be justified in the U.S. President’s
budget. Three things happen in the preparation of the budget estimate submission. First, USAF
budget analysts identify situations where the program has put USAF resources at risk of Office of
the Secretary of Defense or congressional reduction. Second, the comptroller applies the latest
inflation figures and flying hour and manpower rates, etc. Third, the program is put into the Office
of the Secretary of Defense budget format and budget justification documentation is prepared.
Once these steps are completed, the final position is called the POM/budget estimate submission
or program budget review. The budgeting phase continues with the program budget review
submission and fact-of-life changes via notification document in the off-year.
Execution. The execution phase focuses on running the USAF day to day. Execution is carried
out at applicable organizational levels. The USAF major commands and HAF are allocated their
share of obligation authority to execute their missions in accordance with approved integrated
priority lists for those programs that are centrally managed. Because the budget being executed in
any given year was actually compiled over a year earlier, some assumptions on which the budget
was based will have changed. Because change is anticipated, Congress allows some flexibility
within the operating budgets to move resources without requiring their permission, but installations
are expected to execute to the integrated priority list for centrally managed programs. One key part
of the execution phase is the major command operations and maintenance operation plan. USAF
program execution is reviewed during the budget execution reviews in February, April (concurrent
with the internal USAF mid-year review), and July.

11.27. Future Years Defense Program

The Future Years Defense Program (FYDP) is a database that summarizes forces, resources, and
equipment associated with all Department of Defense programs. The program displays total
Department of Defense resources and force structure information in three basic dimensions: the
organizations affected (military departments and defense agencies), appropriations accounts
(research, development, test and evaluation; and operation and maintenance), and major force
programs (strategic forces and mobility forces). The FYDP is updated twice during the PPBE
Process cycle, first upon submission of the POM (usually July/August), and again upon submission
of the U.S. President's budget (early February the following year). The FYDP is composed of 11
major force programs and over 3,600 active program elements designed to categorize functional
or organizational entities and their related resources.
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11.28. USAF Equipment Management System

The USAF equipment management system provides worldwide visibility of all equipment assets
throughout the USAF. The system helps to support reporting capitalized asset depreciation,
determining equipment requirements based on USAF allowance standards, supporting the budget
and buy program, and identifying equipment types and quantities required to accomplish the
mission. USAF allowance standards identify specific items and quantities approved by the
functional manager for units to use during wartime and peacetime operations. These allowance
standards are accessible online from the USAF Equipment Management System and the
Allowance Standard Retrieval System website.
Responsibilities. The USAF’s mission makes it imperative that all military and civilian personnel
operate and maintain government systems, equipment, supplies, and real property in the best
possible condition, readiness, and in the absolute minimum quantity necessary to accomplish
assigned tasks. Additionally, Airmen at all levels must accurately maintain property records to
reflect a current inventory and condition of property; ensure personnel carefully and economically
use and safeguard property; provide adequate security, protection, and storage for property; and
make recommendations for preventing fraud, waste, and abuse. Ultimately, USAF members must
have supply discipline to conserve, protect, and maintain available government supplies,
equipment, and real property for operational requirements.
Commanders and Supervisors. Commanders and supervisors at all levels are responsible for
prudent management, control, storage, and cost-effective use of government property under their
control. Commanders and supervisors establish controls to eliminate uneconomical equipment
management, ensure all personnel are taught proper care and safeguard principles, and enforce
these principles. Commanders must properly manage public property under their control, provide
instructions to subordinates on specific responsibilities, and maintain records that may be audited.
Commanders appoint representatives, designate property custodians and facility managers, and
ensure the representatives attend the proper training offered by logistics readiness squadrons.
Property Custodian. A property custodian is appointed by an accountable property officer,
commander, or chief of staff agency to accept responsibility for property and are directly
responsible for the physical custody, inventory, accounting, and reconciliation of items on the
account. A custodian may be held financially liable for the loss, theft, destruction, or damage of
any property or resources under his or her control and must report property losses or irregularities
to commanders or accountable officers at the time of discovery. For additional information on
property custodians and property management, refer to DoD Instruction 5000.64, Accountability
and Management of DoD Equipment and Other Accountable Property, 10 June 2019, and AFI 23-
111, Management of Government Property in Possession of the Air Force, 19 November 2018.
Installation Responsibilities. The installation commander has overall responsibility and
accountability for the operation of a USAF installation. The major command and installation
commander, assisted by the base civil engineer, are responsible for developing, operating,
maintaining, and controlling the use of USAF facilities in compliance with applicable Department
of Defense and USAF policies and procedures. They are also responsible for developing
comprehensive asset management plans, identifying facility lifecycle requirements, implementing
applicable common levels of service, assessing the impact of asset condition on mission support
through the use of key performance indicators, and developing and executing real property
construction, sustainment, restoration, and modernization programs.
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Base Civil Engineer Squadron Responsibilities. The base civil engineer is charged with
providing, operating, maintaining, restoring, and protecting the built and natural infrastructure
necessary to support the USAF mission. As such, the base civil engineer serves as the focal point
for all construction, sustainment, restoration, and modernization of facilities identified as real
property and associated real property installed equipment. The base civil engineer’s customer
service unit typically manages the installation’s facility manager program, to include providing
initial and recurring training for facility managers. Facility manager training covers facility
manager roles and responsibilities and identifies the processes and procedures required for
submitting work requests.
Civil Engineer Work Requests. The base civil engineer’s customer service unit receives and
reviews all incoming work requests for validity, verifies scope, and ensures the work request is
coordinated with the appropriate agencies, such as fire, safety, and environmental. If the work
request is approved, it will be executed in-house based on priority by the operations flight or as a
contract managed by the engineering flight. Work requests will be identified to the customer
service unit by the facility manager utilizing the AF Form 332, Base Civil Engineer Work Request,
or designated information technology systems.
Direct Scheduled Work. Direct scheduled work is a request that does not need detailed planning
and can be sent directly to the required shop for execution. An example of a direct scheduled work
is fixing a leaky faucet.
Planned Work. Planned work requests are typically complex and require detailed planning,
scheduling of multiple shops, and lead time for material acquisition. An example of planned work
is relocating a doorway and associated exit signs to accommodate a new layout.
Emergency Work. Emergency work is defined as work that corrects an issue that poses an
immediate threat to mission, life, safety, or health and will be identified to the customer service
unit. Emergency work requests should be requested and accomplished by the quickest means
possible, to include verbal or phone communication.

11.29. Fraud, Waste, and Abuse Prevention

The USAF loses millions of dollars every year due to individuals abusing the system, wasting
precious resources, and committing acts of fraud. Preventing fraud, waste, and abuse (FWA) is of
primary concern. While detection and prosecution serve to deter fraudulent, wasteful, or abusive
practices, the key element of the program is to prevent the loss of resources. The Secretary of the
Air Force, Inspector General, provides policy guidance, develops procedures, and establishes and
evaluates the Air Force Complaints. In turn, the IG at every level is responsible for establishing
and directing these programs.
Fraud. Fraud is defined as any intentional deception designed to unlawfully deprive the USAF of
something of value or to secure from the USAF for an individual benefit, privilege, allowance, or
consideration to which he or she is not entitled. Fraud may also be considered to be any theft or
diversion of resources for personal or commercial gain.
Waste. Waste is defined as the extravagant, careless, or needless expenditure of USAF funds or
the consumption of USAF property that results from deficient practices, systems controls, or
decisions. Waste also includes improper practices not involving prosecutable fraud. Wartime and
emergency operations, legitimate stockpiles, and wartime reserves are not considered waste.
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Abuse. Abuse is defined as the intentionally wrongful or improper use of USAF resources.
Examples of abuse include misuse of rank, position, or authority that causes the loss or misuse of
resources, such as tools, vehicles, computers, or office equipment.
Fraud, Waste and Abuse Complaints. USAF personnel have a duty to promptly report FWA to
an appropriate supervisor or commander, to an IG or other appropriate inspector, or through an
established grievance channel. FWA complaints may be reported to the Air Force Audit Agency,
the Air Force Office of Special Investigations (AFOSI), security forces, or other proper authorities.
Individuals may submit complaints of FWA by memorandum, in person, or by FWA hotlines.
Complaints may also be submitted anonymously.
As with personal complaints, USAF members should try resolving FWA issues at the lowest
possible level using command channels before addressing them to a higher level or the IG. Making
a disclosure or complaint requires factual, unbiased, and specific information. Individuals must
understand they are submitting official statements within USAF channels. Therefore, they remain
subject to punitive action or adverse administrative action for knowingly making false statements
and for submitting other unlawful communications.
Complainant Privacy. The complainant’s privacy is safeguarded to encourage voluntary
cooperation and to promote a climate of openness in identifying issues requiring leadership
intervention. The IG has the responsibility to safeguard the personal identity and complaints of
individuals seeking assistance or participating in an IG process, such as an investigation. While
this does not mean the communications made to an IG are privileged or confidential, it does mean
that disclosure of those communications and the identity of the communicant is strictly limited to
an official need-to-know basis, when required by law or regulation, when necessary to take adverse
action against a subject, or with Secretary of the Air Force, Inspector General approval.
Whistleblower Rights. Whistleblower witnesses have additional rights. The nature of the
allegation and findings will determine what information is releasable. All information released is
according to Freedom of Information Act and Privacy Act. “Third-party” complainants are not
entitled to a response regarding alleged wrongs not directly affecting them unless authorized to
receive via a Freedom of Information Act or a Privacy Act release.

11.30. Financial Liability Investigation

Upon the discovery of loss, damage, destruction, or theft of government-owned property (real or
personal) of any value, the immediate supervisor within the chain of command shall conduct an
informal inquiry to determine if the situation warrants a formal investigation. An investigation
shall be conducted for all loss, damage, destruction, or theft of government-owned equipment with
an initial acquisition cost of $5000 or greater; all sensitive, classified, or leased (capital lease)
property, regardless of initial acquisition cost; and any real property. However, investigations may
also be conducted when circumstances warrant, such as when the loss, damage, destruction, or
theft of small amounts of property occur frequently enough to suggest a pattern of wrongdoing.
The DD Form 200, Financial Liability Investigation of Property Loss, is required documentation
for investigations and is used to document the facts and circumstances of the loss, damage,
destruction, or theft. For additional information on the financial liability investigation program,
refer to DoDR 7000.14, Financial Management Regulation, Volume 12, Chapter 7, Financial
Liability for Government Property Lost, Damaged, Destroyed, or Stolen, current edition.
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Section 11E—Environmental Commitment

REQUIRED LEVEL OF COMPREHENSION FOR DEVELOPMENT AND PROMOTION
Chapter 11—FINANCE, MANPOWER, AND RESOURCES SSgt TSgt MSgt SMSgt CMSgt
Section 11E—Environmental Commitment A B B B C

11.31. Environmental Responsibilities

The USAF is a leader and devoted guardian of the environment. As trustee to over 8 million acres
of natural habitat, the USAF takes considerable measures to defend and enhance America’s rich
natural resources and cultural heritage. Over the last 20 years, the USAF has followed a
compliance-based approach to environmental management resulting in an unparalleled record of
responsiveness to regulation, community interests, and ecological needs.
Executive Order 13834 affirmed that it is the policy of the United States that agencies meet energy
and environmental performance statutory requirements in a manner that increases efficiency,
optimizes performance, eliminates unnecessary use of resources, and protects the environment. In
implementing this policy, agencies are tasked to prioritize actions that reduce waste, cut costs,
enhance the resilience of infrastructure and operations, and enable more effective accomplishment
of its mission.
Air Force Smart Operations for the 21st Century is aimed at establishing an environment in which
all Airmen are actively eliminating waste and continuously improving processes. AFI 32-7001,
Environmental Management, 23 August 2019, implements the environmental management system
framework and provides guidance and procedures applicable to all USAF installations within the
United States territories and foreign countries.

11.32. Environmental Management System

The Department of Defense, as the nation’s largest user of federal lands, consumers of energy, and
operators of large industrial complexes, must strive to ensure efficient operations while reducing
its environmental footprint. All USAF commanders, supervisors, and process owners shall
integrate environmental considerations into daily work activities and at all levels of decision-
making for current or proposed actions that may adversely impact the environment. The
environmental management system is a set of processes and practices that enable a reduction in
environmental impact and an increase in operating efficiency.
Environmental Management System Priorities. Three priorities of the environmental
management system are: compliance, risk reduction, and continuous improvement. Compliance
will be maintained with all environmental legal obligations and regulatory guidelines. Risk
reduction will be achieved through a standardized approach to protect USAF assets, personnel,
and material by effectively identifying and managing risks from environmental encroachment.
Instilling a culture that encourages and supports continuous improvement will reduce
environmental impacts and regulatory burden.
Environmental Management System Phases. The environmental management system is
designed with four phases to help the USAF at all levels maintain compliance with environmental
goals and obligations as outlined in DoD Instruction 4715.17, Environmental Management
Systems, 16 November 2017.
Phase 1 – Plan. The planning phase includes scope, environmental policy and commitment
statement, environmental aspects and impacts, legal and other requirements, objectives and targets,
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and action plans. Effective planning allows the installation’s leadership to focus resources on
mitigating risks that present the greatest threat to mission capability.
Phase 2 – Do. The doing phase includes an environmental risk reduction strategy for
environmental aspects associated with the processes or activities that generate pollutants. Each
facility shall identify opportunities to optimize selected business, operational, or industrial
processes or activities in terms of pollutant reduction, lower energy use, reduction in the use of
natural resources, water conservation, and improvements to health and safety.
Phase 3 – Check. The checking phase includes environmental monitoring and measuring to
increase leadership awareness of compliance issues, identify and analyze trends of non-
conformance and non-compliance, identify areas for improvement, provide lessons learned to
prevent similar non-compliance at other installations, and to minimize or avoid environmental
litigation risks.
Phase 4 – Act. The acting phase includes the management review to assess the suitability,
adequacy, and effectiveness of the management system.

11.33. Environmental Management System Guidance

Program areas identified and outlined in AFI 32-7001 and other environmental AFIs include
environmental protection initiatives aligned with Department of Defense and USAF policies and
programs. Program areas include air quality; water supply; hazardous materials; hazardous waste;
solid waste; toxic substances; petroleum, oil, and lubricants; storage tanks; pest management;
cultural resources; natural resources; environmental planning; environmental restoration;
environmental baseline surveys; and overseas compliance policy.

11.34. Environmental Compliance

The Air Force Civil Engineering Center (AFCEC) is responsible for managing the USAF
compliance, restoration, sustainability, and National Environmental Policy Act programs. AFCEC
provides HAF, major commands, and installations with environmental compliance support,
delivering the compliance programming and execution expertise, core knowledge and leadership
required to ensure USAF installations comply with regulatory programs related to air emissions,
water quality, wastewater discharges, hazardous waste generation, and natural and cultural
resource management. AFCEC also serves as the central point for collection and analysis of
environmental data in various program areas. The AFCEC team includes subject matter experts
and program managers in various fields and specialties related to environmental operations,
including regulatory compliance, environmental restoration, hazardous waste management,
pollution prevention, and environmental assessments.
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Chapter 12
DEVELOPING ORGANIZATIONS
Section 12A—Strategic Thinking and Results Focus
REQUIRED LEVEL OF COMPREHENSION FOR DEVELOPMENT AND PROMOTION
Chapter 12—DEVELOPING ORGANIZATIONS SSgt TSgt MSgt SMSgt CMSgt
Section 12A—Strategic Thinking and Results Focus B B C C C

12.1. Managing the Work Environment

Organizational management is the process of organizing, planning, leading, and controlling
resources within an entity with the overall aim of achieving established goals. Organizational
management provides leaders the ability to make decisions and resolve issues effectively for the
benefit of the organization and its employees.
While some enlisted members may think of strategic thinking as “above their pay grade,” thinking
strategically is important when establishing goals, and planning how to achieve them, within any
unit or work center. Strategic thinking can be applied at any level, across an entire enterprise or on
a specific project.
12.2 Strategic Thinking
Strategic Thinking refers to thinking on both a large and small scale, long- and short-term in order
to identify and achieve desired goals.
When retired USAF general officers were asked to think of the Airmen they had worked with
during their career who most exceled at Strategic Thinking, they indicated that those Airmen
exceled at:
- Identifying best and worst case scenarios for how a situation might be resolved
- Considering how other stakeholders would be affected by proposed courses of action
- Viewing issues from the perspective of more senior leadership (“work your boss’s boss’s
problems”)
- Identifying a realistic time horizon for achieving goals, and building on small successes
(“Thought BIG. Started small. Scaled fast.”)
12.3 Strategic Thinking Mindset
Airmen at all levels should adopt a strategic thinking mindset as they approach issues within their
organization. The three fundamental components of a strategic thinking mindset are:
Intellectual Flexibility. A willingness and proclivity to adjust one’s understanding, opinions, or
approach when conditions change or new information is presented.
Flexibility is about bending, not breaking; we can adapt and make adjustments without abandoning
long-term strategy and starting from scratch.
For example, imagine a request for members of your unit to receive critical training is denied for
budgetary reasons. Rather than ignoring the need for training, or simply continuing attempts to get
approval for the original request, you should consider other options. Perhaps just one of your Airmen
could receive the training and then teach the rest of the unit? Maybe there are other units nearby whose
members have received the training who would be available to teach your Airmen?
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Intellectual Inclusiveness. Welcoming of information and opinion from a broad range of sources
(individuals, groups, disciplines of study, etc.).
A broad, informed perspective often requires many voices to be involved in a discussion, and a
willingness to consider new or seemingly unusual sources of information.
Look beyond your immediate organization. Make use of formal and informal networks and reach
out to others with relevant expertise. Maybe you have peers from past assignments who have dealt
with similar issues? Maybe you have contacts within the other Services, or former instructors or
classmates who could share relevant information and expertise.
Intellectual Humility. Comfort level with being wrong or having an incomplete understanding,
accompanied by the tendency to check oneself, examining issues as if one’s understanding is wrong in
some way.
Too often we have a bias in favor of maintaining old beliefs or assumptions and need to check our
tendency to react defensively to constructive feedback. Don’t assume you are the smartest person
in the room on a given issue (or the only smart person within the room). Ask your subordinates for
candid feedback on your proposed approach. Explicitly communicate your desire to understand
and consider alternate perspectives before making a decision.
12.4. Strategic Thinking in Action
In practice, strategic thinking consists of four main activities: scanning, questioning,
conceptualizing, and testing:
Scanning is the identification of emerging patterns in the environment. This consists of taking in,
deconstructing, and synthesizing information from different sources, with the goal of applying this
information to the future. Example scanning techniques could include seeking input from an expert
panel and analyzing historical data to identify trends.
Questioning (asking questions of others and oneself) is needed to more fully understand an issue
from different perspectives. This includes framing issues broadly, exploring problems rather than
aiming to solve them immediately, and considering input from all stakeholders.
Conceptualizing potential options is needed to identify possibilities for future direction. This
includes identifying a broad range of options (brainstorming), using various analytic tools and
techniques to explore potential solutions, and rejecting options only after exploration.
Testing allows for informed speculation to anticipate the impact of a proposed action on
organizational performance. For example, one might initially conduct a role play of how the
proposed course of action would be communicated to stakeholders and how they are likely to
respond. The proposed solution should be tested on a small scale (a pilot test), in order to evaluate
its initial impact and to address any problems that arise in the initial implementation.

12.5. Results Focus

At the individual and team level, optimal performance requires setting goals to stay on track. But
not all goals are alike. Goal setting is most likely to improve performance when goals are Specific,
Measurable, Attainable, Relevant, and Time-bound (SMART).
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S – Specific: Specific objectives/targets should answer who is involved, what is to be

accomplished, where it is to be done, when it is to be done, which requirements and constraints
exist, and why (purpose) the objective is being accomplished.
M – Measurable: Establish criteria for measuring progress toward and attainment of each
objective/target/milestone until the desired objective is met.
A – Attainable: Ensure applicable resources are available and objectives/tasks (within acceptable
levels of risk), are possible. It may also be helpful to use action-oriented statements rather than
passive voice. Note: The term “Attainable” does not imply that goals should be easy to attain.
Research has consistently found that setting difficult or challenging goals improves performance
more than setting goals that are easy or only moderately difficult to meet.
R –Relevant: Link to the mission, vision, and goals and ensure they are meaningful and relevant
to the user. Good objectives must be obtainable, yet purposeful.
T – Time-Bound: Provide date for completion. Targeted dates provide periodic and overall
accountability.
While goal setting can improve both individual and group performance, interdependent work may
require a focus on how individuals contribute to the group (“groupcentric” goals). Goals that are
strictly focused on maximizing individual results (“egocentric” goals) may backfire when
collaboration is needed.
For example, managers may set numeric goals for help desk technicians to resolve a certain number
of help desk tickets each month. “Egocentric” goals for each individual employee to resolve a
certain number of tickets may disincentivize support to other team members, such as training and
coaching new team members. “Groupcentric” goals for an entire work unit to resolve a certain
number of tickets may be more likely to increase overall performance, by inherently incentivizing
both processing tickets individually and providing support that will help other team members
resolve tickets as well.
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Section 12B—Resources and Organizational Structure

REQUIRED LEVEL OF COMPREHENSION FOR DEVELOPMENT AND PROMOTION
Chapter 12—DEVELOPING ORGANIZATIONS SSgt TSgt MSgt SMSgt CMSgt
Section 12B—Resources and Organizational Structure B B C C C

12.6. Resource Management

Improving performance requires both planning and execution. For organizational change to be
effective, planning and execution generally must include redesign or coordination on the following
five interrelated fronts.
Organization and People. Human resources are the key to future viability and organizational
growth in a continuous learning environment. Although processes and other front factors may
change, focus should remain on providing workers with appropriate knowledge, skills,
experiences, and tools.
Technology. Technology is a crucial enabling factor that allows compression of cycles, lead time,
distance, and broader access to information and knowledge assets. Technology also eliminates
barriers between customers and suppliers.
Policies, Legislation, and Regulations. Changing existing policies, regulations, and legislation
may be required for new processes.
Physical Infrastructure. Physical facilities, equipment, and tools should be designed to support
and maximize changes in workflow, information technology, and human resources.
Process. The flow of work and information into and throughout the organization must be
redesigned using standard continuous process improvement methodologies.

12.7. Doctrine, Organization, Training, Material, Leadership and Education, Personnel, and
Facilities (DOTMLPF)
The acronym, DOTMLPF is used by the Department of Defense to describe a thought process that
considers a broad spectrum of elements or requirements to generate informed, conclusive solutions
to problems, future requirements, strategic direction, and performance improvement. DOTMLPF
is defined as a process that considers solutions involving any combination of these elements.
DOTMLPF serves as a valuable mnemonic for staff planners to consider for certain issues prior to
undertaking new efforts. Because combatant commanders define requirements in consultation with
the Office of the Secretary of Defense, they are able to consider gaps in the context of strategic
direction for the U.S. Armed Forces and influence the direction of requirements earlier in the
acquisition process. Here is an example of how DOTMLPF would be interpreted in the military
context:
Doctrine: The way we fight (emphasizing maneuver warfare, combined air-ground campaigns).
Organization: How we organize the fight (divisions, air wings, task forces).
Training: How we prepare to fight tactically (basic military training, advanced individual training,
unit training, joint exercises).
Materiel: All the ‘stuff’ necessary to equip the forces (weapons, spares) so we can operate
effectively.
1 NOVEMBER 2021 AFH 1 265

Leadership and Education: How we prepare leaders to lead the fight from squad leaders to four
stars (professional development).
Personnel: Availability of qualified people for peacetime, wartime, and various contingency
operations.
Facilities: Real property, installations, and industrial facilities (government owned ammunition
production facilities) that support the forces.

12.8. Organizational Structure (Balancing Precision with Flexibility)

Organizational design should be determined based on the organization’s overall mission and strategy,
taking into consideration the environment, size, and pace of technology.
In determining how an organization should be structured, it is important to balance the need for
precision (need to maintain order, decrease ambiguity, and ensure direction is followed) with the
need for flexibility (potential need to adapt quickly and encourage innovation).
The pros and cons of various organizational structures are briefly described here.
Mechanistic (Bureaucratic) Structure. A mechanistic or bureaucratic organizational structure is
vertically arranged; communication and decision-making begin at the top and then filter downward.
In this type of organizational structure, there is very little involvement of low-level members in
decision-making, employees work in teams based on task specialty, and there is a heavy reliance on
rules. The mechanistic system lends itself well to an organization where strategy or goals are geared
toward efficiency and tasks need to be accomplished quickly and accurately. A stable environment
that requires little flexibility is often conducive to a mechanistic structure. Also, if the size of an
organization is intermediate to large, more structure may be necessary. Unfortunately, organizations
with a mechanistic structure may find that job satisfaction suffers because subordinates basically do
as they are told with little to no contribution to how things are done.
Organic Structure. An organic organization has horizontal and vertical communication, allowing
communication to occur up and down as well as across departments and among co-workers without
bureaucratic lines. Cross-talk and opinions are encouraged among employees to allow more involvement
in decision-making and contribution into how things are done. The flexibility involved in day to day
operations facilitates technological advancements, and allows employees to be more adaptable as
changes arise. The organic organization's strategy is often geared toward innovativeness and creativity.
The computer software industry is a good example of one that requires a creative design. The
environment is unstable, with change being the norm rather than the exception. Organizations with
organic structure are most often small to moderate, apply new technology through adaptation rather than
compliance, and employ research and development that is creative rather than restrictive. The sharing of
information and the participative environment increases worker satisfaction and often produces well-
rounded decisions. Unfortunately, an organic structure may slow down the implementation process, lead
to low efficiency, and reduce standards.
Diverse Structure. Because there are advantages and disadvantages of mechanistic and organic
organizations, organizations with a diverse design incorporate both mechanistic and organic structures to
accomplish the mission. The diverse design is used when the organization needs the rigid structure of the
mechanistic organization in some areas and the flexibility of the organic organization in others. For
example, administrative sections often have specific rules to follow when processing performance
reports, decorations, and orders. For this purpose, a mechanistic system would be appropriate. In the
1 NOVEMBER 2021 AFH 1 266

same organization, a training section may be hindered by a rigid mechanistic system; therefore, an
organic system would be more effective to allow for more frequent innovation in how training is
delivered.
Matrix Structure. The matrix design is basically an organizational design or team within a mechanistic,
organic, or diverse organization. A matrix design is usually best for addressing a temporary need within
an organization, therefore it is short-lived, and the overall organizational structure remains intact. A
matrix design brings workers from different sections or organizations together to serve a particular
function. Within the matrix design, employees or team members have two bosses; the functional boss
writes their performance report and schedules normal duty hours, and the project boss or team leader
ensures the task at hand is accomplished appropriately. The strength of the matrix design lies in the
pooling of expertise and resources; the weakness lies in the confusion of who is in charge.
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Section 12C—Change and Problem Solving

REQUIRED LEVEL OF COMPREHENSION FOR DEVELOPMENT AND PROMOTION
Chapter 12—DEVELOPING ORGANIZATIONS SSgt TSgt MSgt SMSgt CMSgt
Section 12C—Change and Problem Solving B B C C D

12.9. Change Management

Change is inevitable. We know changes are taking place every day, all around us. Change is
appropriate when there is a perceived gap between what the norms are and what they should be.
Organizational change is not automatic. It is the deliberate adoption of a new idea or behavior by
an organization and the establishment of new norms. These norms can involve technology, tasks,
structure, and resources, including people. First, leaders must do their part to create an
organizational climate conducive to change by explaining the limitations or shortfalls of the
present process and the possibilities and benefits of the proposed change. Next, leaders must
facilitate the change itself by walking Airmen through the change, explaining the details, and
answering questions. Finally, leaders should show appreciation for those who contribute to the
change and help refocus those who do not. Tough-minded, realistic optimism is the best quality a
leader can demonstrate when coping with change.
Resistance to Change. The first reaction to change is often perceived as resistance. An essential
element for preventing or overcoming resistance to change is establishing a well thought out plan.
Planning enables the change agent (the person advocating for or leading the organizational change)
to build confidence, anticipate questions, develop courses of action, and address opposing
perceptions. Five of the most common responses to change are briefly described here.
- Distrust. Imposed change that significantly affects an organization will often be met with tough
questions to ensure the change purpose and intent is clearly understood. Leaders who are not
prepared to clarify or explain thought processes behind the change will not easily overcome
employee doubt and will struggle to gain employee buy in.
- Uncertainty. When faced with impending change, people may experience fear of the unknown
or see the change as a threat to organizational stability and their job security. Employees may
wonder if they will still have a job, if they will be able to do the new job, or if they will have to
learn a new program or process.
- Self-interest. People often consider the position they currently have or their role in the existing
environment and question the direction and capabilities of those in positions of power after the
change is implemented.
- Different Perception/No Felt Need to Change. Even if you think people recognize the need for
change, they may see the situation differently, particularly if the change has been dropped on them.
Maintain an environment of open communication to build support for the change and reduce the
amount of employees who inwardly resist it.
- Over-Determination. Ironically, organizational structure may be a barrier to change. For
example, a mechanistic structure that relies on strict procedure and lines of authority may be so
rigid that it inhibits change and possibly damages professional relationships.

12.10. Reducing Perceived Resistance to Change

Successful change management depends on addressing causes of resistance and improving the
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change implementation process. There are several approaches leaders can take to implement
change successfully.
Education and Communication. Open communication is necessary throughout the change
process and helps reduce uncertainty. Educating people about the need for and expected results of
a change should reduce resistance.
Participation and Involvement. Leaders reduce resistance by actively involving those affected
in designing and implementing change. Involving people in the change process helps generate
ownership and commitment to the change.
Facilitation and Support. Leaders should introduce the change to employees gradually and
provide additional training, if needed. Reinforcement and encouragement help facilitate the power
of high expectations throughout the organization.
Negotiation and Agreement. Leaders may choose to offer incentives to those who continue to
resist the change. In difficult times, negotiated agreements can help focus and remind employees
of the changes agreed upon as the change process progresses.
Coercion. Coercion is a forcing technique used to make employees accept change. Coercion can
negatively affect attitudes and can potentially cause long-term negative consequences. Coerced
compliance is not recommended and requires constant leadership oversight to ensure the change
remains in effect.

12.11. Three-Stage Change Process

Although there are a wide range of various change processes, the change process model proposed
by renowned social psychologist, Kurt Lewin, recommended leaders view change as a three-stage
process: unfreezing, changing, and refreezing. In the three-stage change process, leaders (change
agents) must analyze restraining or opposing forces and devise ways to reduce them to overcome
resistance. At the same time, leaders must recognize and strengthen supporting forces, which are
those forces pushing toward change. After analyzing the forces for and against change, and
developing a strategy to deal with them, leaders can attend to the change itself.
Stage 1: Unfreezing. Once the need for change is recognized, the three-stage change process
begins with unfreezing. Unfreezing is a deliberate management activity to prepare people for
change by knowing and going where issues may exists. The most neglected, yet essential part of
unfreezing is creating an environment where people feel the need for change. A key factor in
unfreezing involves making people knowledgeable about the importance of a change and how it
will affect their jobs or the overall organizational structure. By pointing out problems or challenges
that currently exist in the organization, leaders are able to generate a need in the people who will
feel the greatest effect of the change.
Stage 2: Changing. After unfreezing, the next stage in the three-stage change process is changing.
The changing stage involves modifying technology, tasks, structure, or distribution of people.
During the changing stage, the organization moves from the old state or the previous norms, to the
new state by installing new equipment, restructuring work centers, or implementing procedures.
In short, changing is anything that alters the previously accepted status quo. The change agent in
this stage is essential.
Change needs to be monitored as it occurs by paying close attention to the people most affected
by the change. Signs of implementing the change too early may include negative reactions from
1 NOVEMBER 2021 AFH 1 269

employees. In some instances, systems are not completely ready and production may bog down.
Be prepared to receive and respond to feedback in any number of forms to ensure the change
unfolds as successfully as possible. Being involved and available throughout the process will allow
leaders to react quickly to issues as well as provide support to employees who are dealing with the
issues of the change firsthand. Encouragement and involvement in the changing stage may be very
similar to that applied during the unfreezing stage. Note: It is a leader’s responsibility to be
receptive to the needs of the organization and its employees. Readdressing unfreezing techniques
is better than forcing a change that causes more problems than it resolves.
Stage 3: Refreezing. The third and final stage in the three-stage change process is refreezing.
After implementing a change, it is time to lock in (or refreeze) the desired outcomes and the new
norms so they become permanent. Actively encouraging and reinforcing the use of new techniques
is a way of helping the new behavior stick. A critical step in refreezing is remaining engaged and
evaluating results to determine if the change reached the desired effect or if the new process needs
more support, instruction, training, or time. Positively reinforcing desired outcomes is crucial
during the refreezing stage. Rewarding people when they do something in alignment with the
change emphasizes the value of the new procedures or behaviors and helps freeze them into place.
Highlighting successful change helps reduce the desire to return to the old way of doing things. In
many cases, the change agent can call attention to the success of the change and show where it
works while also being receptive to feedback and areas that may cause lingering issues or
continued frustration. In this case, the change agent must evaluate results, reinforce the desired
outcomes, and make constructive modifications, as needed.

12.12. Continuous Improvement

The use of Continuous Improvement (CI) increases operational capabilities while reducing
associated costs by applying proven methodologies to all processes associated with fulfilling the
USAF mission. CI is a comprehensive philosophy of operations built around the concepts that
there are always ways a process can be improved to better meet mission/customer requirements,
organizations must constantly strive to make those improvements based on performance metrics
that align to strategic objectives, and efficiencies should be replicated to the extent practical. CI is
a hallmark of highly successful organizations, is an Airmen Leadership Quality, is a commander’s
responsibility (AFI 1-2, Commander’s Responsibilities, 8 May 2014) and is a major graded area
in the Air Force Inspection System (AFI 90-201, The Air Force Inspection System, 29 January
2021).
Continuous Improvement Methodologies. USAF CI incorporates aspects of four major
methodologies to assist with organizational change. A practical problem solving method may
simultaneously draw from more than one of these CI processes.
- Lean. Lean is a methodology focused on work flow, customer value, and eliminating process
waste. Lean is unique from traditional process improvement strategies in that the primary focus is
on eliminating non-value added activities.
- Six Sigma. Six sigma is a rigorous, data-driven methodology for process improvement focused
on minimizing waste through identifying, controlling, and reducing process variation.
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- Business Process Reengineering. Business process reengineering is a comprehensive process

requiring a change in the fundamental way business processes are performed. Business process
reengineering identifies unnecessary activities and eliminates them wherever possible.
- Theory of Constraints. Theory of constraints is a systematic approach to optimize resource
utilization by identifying, exploiting, subordinating, elevating, and reassessing constraints
(bottlenecks) in the process.

12.13. Practical Problem Solving Method

At the core of USAF CI is the practical problem solving method, a standardized and structured
approach to problem solving used by global industry leaders, and adopted by DoD. The practical
problem solving method, as shown in Figure 12.1., is an eight-step process used to clarify
problems, identify root causes, and develop appropriate countermeasures to achieve change. Note:
The Osborn-Parnes convergent and divergent thinking techniques described in this handbook’s
chapter on Developing Ideas can be useful during many steps in this process.
Figure 12.1. Practical Problem Solving Method.

Step 1—Clarify and Validate the Problem. The first step to effective problem-solving is to
clearly understand the problem, often best accomplished by developing a problem statement. A
well-defined problem statement uses data to identify where the problem is occurring, determine
the impact of the problem, and compare performance against a standard with scope and direction.
A problem statement does not assume a root cause, solution, or countermeasure, but should include
visual tools to depict the current state. The who, what, when, where, and significance of the
problem statement should be validated by data. This is done by collecting and analyzing data to
validate the existence and magnitude of the problem. If data does not exist, the effort should be
paused to collect and analyze the needed data before moving forward. This step incorporates the
Mess Finding, Data Finding, and Problem Finding aspects of the Osborn-Parnes model.
Step 2—Break Down Problem and Identify Performance Gaps. Understanding what
appropriate data is required and the ability to interpret that data is paramount to performance gap
analysis. Step 2 effectively frames and supports the problem in Step 1. Once the problem statement
has been identified and answers the who, what, when, where, and significance of the problem,
1 NOVEMBER 2021 AFH 1 271

further analyze the data in comparison to the expected outcome. The expected outcome is the
objective from which to measure the gap between the current state and end state (the expected
outcome) and highlight opportunities for improvements (also called the performance gap).
Step 3—Set Improvement Targets. USAF leaders establish a vision of what an organization will
strive to become (the ideal state). In Step 3, process owners or project managers set improvement
targets based on expected outcomes and strategic goals and objectives. Targets help define the
required performance levels to achieve the desired end state. Targets should be challenging but
achievable.
Step 4—Determine Root Cause. USAF leaders often find themselves addressing problems which
have been solved many times when previous problem-solving efforts were directed at symptoms
of a problem rather than root causes. Root cause analysis often involves applying a tradeoff
between digging as deeply as possible as opposed to finding the deepest point within the team’s
sphere of influence. The correct root cause should be validated by using the same data used to
define the problem in Step 1.
Step 5—Develop Countermeasures. Step 5 is where potential root causes are addressed with
countermeasures. Consideration should be given to the most practical, efficient, and effective
countermeasures. Valid countermeasures will close performance gaps and should move the
organization closer to the ideal state. When developing countermeasures, strive for process
improvement change that is sustainable and repeatable. At the end of Step 5, obtain a vector check
to ensure strategic alignment with the desired outcome is still moving in the appropriate direction.
Remember, the impact of a solution is a combination of the quality of the solution and the
acceptance of the solution by people who implement it. Judiciously involving employees in the
development of countermeasures generates buy-in and ownership of the solution and its success.
This step incorporates the Idea Finding, Solution Finding, and Acceptance Finding aspects of the
Osborn-Parnes model. Note: Techniques discussed in this handbook’s chapter on Developing
Ideas can be particularly useful when developing countermeasures. Defer judgment and allow a
period of time to let ideas flow freely (brainstorm potential countermeasures, even those that may
seem odd or unusual) before evaluating and selecting a solution.
Step 6—See Countermeasures Through. Step 6 is seeing countermeasures through to execution
and tracking detailed implementation plans for each countermeasure approved in Step 5. Reviews
and progress checks should be updated regularly on all tasks until countermeasures have been
implemented, or until deemed unnecessary.
Step 7—Confirm Results and Process. Step 7 compares the results of implemented
countermeasures to the identified performance gaps, improvement objectives/targets, and the
expected outcome. Sustainability and repeatability of the improved process should be verified.
Results are measured by data and analyzed to confirm the project’s intent. Processes should be
monitored for performance relative to the baseline developed in Steps 1 and 2, relative to targets
established in Step 3, and relative to the solution implementation. Illustrate confirmed results with
appropriate data tools which link back to performance gaps and improvement targets. Incorrect
root-cause determination is the most common mistake made during CI efforts. If targets are not
met, it may be necessary to return to Step 4.
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Step 8—Standardize Successful Processes. Step 8 is the most commonly neglected step of the
entire practical problem solving method; however, it is important to ensure the results of the efforts
made in previous steps are codified. In Step 8, consider the answers to following three questions:
What is needed to standardize the improvements? Possible answers may include a submission
to the Airmen Powered by Innovation Program or change requests for technical orders,
instructions, manuals, materiel, and suppliers.
How should improvements and lessons learned be communicated? The wing process manager
should be made aware of the success. Inputting information into the USAF CI portal, conducting
key meetings, writing publications, utilizing public affairs, informing the chain of command, or
populating data collection sites.
Were other opportunities or problems identified by the problem-solving model? This project
may have identified ad