AIR UNIVERSITY

AU-2

Guidelines for Command

A Handbook on the Leadership of Airmen 

for Air Force Squadron Commanders

Prepared by 

Air Command and Staff College

Air University Press 

Maxwell Air Force Base, Alabama

February 2008

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Disclaimer

Opinions, conclusions, and recommendations expressed or implied within are solely 

those of the author and do not necessarily represent the views of Air University, the 

United States Air Force, the Department of Defense, or any other US government agency. 

Cleared for public release: distribution unlimited.

Air University Press 

131 West Shumacher Avenue 

Maxwell AFB AL 36112-5962 

http://aupress.maxwell.af.mil

ii

ISBN 978-1-58566-144-2

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iii

Contents

Chapter	 Page

DISCLAIMER . . . . . . . . . . . . . . . . . . . . . ii

FOREWORD . . . . . . . . . . . . . . . . . . . . . . vii

PREFACE . . . . . . . . . . . . . . . . . . . . . . . . ix

1 taking command . . . . . . . . . . . . . . . . 1

What Is Command? . . . . . . . . . . . . . . . 2 

Becoming Aware of Responsibilities . . . 5 

Preparing for Command with 

 Commanders Connection . . . . . . . . . . 7 

Making the Most of Your 

Preparatory Time . . . . . . . . . . . . . . . 8 

The Change of Command Process . . . . 10 

Making the Right First Impression . . . . 13 

Key Leadership Positions within

Your Squadron . . . . . . . . . . . . . . . . . 14 

Familiarizing Yourself with Base 

Agencies . . . . . . . . . . . . . . . . . . . . . . 18 

Vision . . . . . . . . . . . . . . . . . . . . . . . . . 28 

Squadron Goals . . . . . . . . . . . . . . . . . . 32 

Your First Commander’s Call . . . . . . . . 33 

Assessing Your Squadron’s Strengths 

and Weaknesses . . . . . . . . . . . . . . . . 35 

Making a Difference: Leaving a 

Legacy . . . . . . . . . . . . . . . . . . . . . . . 37 

Advice to Commanders . . . . . . . . . . . . 39

2 LEADING AND DEVELOPING AIRMEN . . 43

Leading versus Managing . . . . . . . . . . 44 

Leadership by Walking Around . . . . . . 46 

Leading in the Midst of Change . . . . . . 48 

Enlisted Specialty Training . . . . . . . . . 49 

Enlisted Professional Military 

Education . . . . . . . . . . . . . . . . . . . . 54 

Enlisted Promotions . . . . . . . . . . . . . . 56 

Enlisted Assignments . . . . . . . . . . . . . 58 

Officer Professional Military 

Education . . . . . . . . . . . . . . . . . . . . 60 

Officer Promotions . . . . . . . . . . . . . . . . 63

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Chapter	 Page

Officer Assignments . . . . . . . . . . . . . . . 65 

Leading Civilians . . . . . . . . . . . . . . . . . 69 

Feedback . . . . . . . . . . . . . . . . . . . . . . . 73 

Officer and Enlisted Evaluations . . . . . 75 

Awards and Decorations . . . . . . . . . . . 78 

Building Future Leaders . . . . . . . . . . . 80 

Squadron Mentorship Program . . . . . . 83

3 COMMANDING EXPEDITIONARY

FORCES . . . . . . . . . . . . . . . . . . . . . . . . . 85

Overview of the Air and Space 

Expeditionary Force . . . . . . . . . . . . 86 

Air and Space Expeditionary Force 

  Key Roles and Responsibilities . . . . . 88 

Unit Type Code Overview . . . . . . . . . . . 92 

Air and Space Expeditionary Force 

Reporting Tool Management . . . . . . . 94 

Status of Resources and Training

Systems . . . . . . . . . . . . . . . . . . . . . . 96 

Air and Space Expeditionary Force 

  Training and Exercises . . . . . . . . . . . 100 

Online Air and Space Expeditionary 

Force Resources . . . . . . . . . . . . . . . . 104 

Shortfalls, Waivers, and Reclamas . . . . 106 

First Seven Days of Deployed 

Command . . . . . . . . . . . . . . . . . . . . 109 

Post-Deployment Issues and 

Concerns . . . . . . . . . . . . . . . . . . . . . 111

4 COMMANDER’S PROGRAMS . . . . . . . . . 117

Safety Programs . . . . . . . . . . . . . . . . . 118 

Operational Risk Management . . . . . . . 121 

Traffic Safety Program . . . . . . . . . . . . . 125 

Security Programs . . . . . . . . . . . . . . . . 128 

Antiterrorism and Force Protection 

Program . . . . . . . . . . . . . . . . . . . . . . 132 

Environmental Management . . . . . . . . 135 

Air Force Emergency Management 

Program . . . . . . . . . . . . . . . . . . . . . . 137 

Nuclear Weapons Personnel 

Reliability Program . . . . . . . . . . . . . . 141

iv

CONTENTS

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v

CONTENTS

Chapter	 Page

Military Equal Opportunity and 

  Treatment Program . . . . . . . . . . . . . 144 

Drug Testing and the Urinalysis 

Program . . . . . . . . . . . . . . . . . . . . . . 145 

Dormitory Management Program . . . . . 149 

Fitness Program . . . . . . . . . . . . . . . . . 150 

Human Immunodeficiency Virus 

Program . . . . . . . . . . . . . . . . . . . . . . 153 

Leave, Passes, Compensatory Time,

and Permissive Temporary Duty

Assignment Programs . . . . . . . . . . . . 156 

Unit Budget . . . . . . . . . . . . . . . . . . . . . 162 

Government Purchase Card 

Program . . . . . . . . . . . . . . . . . . . . . . 165 

Government Travel Card Program . . . . 168 

Individualized Newcomer Treatment

and Orientation Program . . . . . . . . . 170 

Informal Recognition . . . . . . . . . . . . . . 172 

Commander’s Call . . . . . . . . . . . . . . . . 173

5 MAINTAINING STANDARDS AND

ADMINISTERING DISCIPLINE . . . . . . . . . 177

Nonjudicial Disciplinary Options . . . . . 178 

Courts-Martial Charges . . . . . . . . . . . . 185 

Pretrial Confinement . . . . . . . . . . . . . . 186 

Arrest by Civilian Authorities . . . . . . . . 187 

Rights of Suspects . . . . . . . . . . . . . . . . 189 

Investigations and Inquiries . . . . . . . . . 192 

Searches and Inspections . . . . . . . . . . 193 

Line-of-Duty Determination . . . . . . . . . 195 

Report of Survey . . . . . . . . . . . . . . . . . 197 

Absent Without Leave . . . . . . . . . . . . . 200 

Unprofessional Relationships . . . . . . . 201 

Homosexual Conduct . . . . . . . . . . . . . 203 

Standards of Ethical Conduct . . . . . . . 205 

Financial Responsibility . . . . . . . . . . . . 206 

Protest and Dissident Activities . . . . . . 208 

Base Driving Privileges . . . . . . . . . . . . 210 

Airman Reassignment Restrictions 

(Deferments) . . . . . . . . . . . . . . . . . . 211 

Selective Reenlistment . . . . . . . . . . . . . 212

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vi

Chapter	 Page

6 AIRMEN AND FAMILY ASSISTANCE . . . . 215

Leading Airmen and Families in 

  Times of Distress . . . . . . . . . . . . . . . 216 

Air Force Readiness Edge and the 

Integrated Delivery System . . . . . . . . 217 

Key Spouse Program . . . . . . . . . . . . . . 219 

American Red Cross Resources . . . . . . 221 

Alcohol and Drug Abuse Prevention 

and Treatment Program . . . . . . . . . . 222 

Exceptional Family Member Program 

and the Special Needs Assignment

Consideration Process . . . . . . . . . . . 224 

Health and Wellness Center . . . . . . . . . 225 

Mental Health Flight . . . . . . . . . . . . . . 226 

Chaplain Resources . . . . . . . . . . . . . . . 228 

Sexual Assault Prevention and 

Response Program . . . . . . . . . . . . . . 230 

Health Insurance Portability and 

Accountability Act . . . . . . . . . . . . . . 231 

Critical Incidents . . . . . . . . . . . . . . . . . 232 

Death of a Unit Member . . . . . . . . . . . 233 

Violence Involving a Unit Member . . . . 235

7 COMPLIANCE AND INSPECTIONS . . . . . 239

Preparing for Inspections . . . . . . . . . . . 240 

Self-Inspection Program . . . . . . . . . . . . 241 

Readiness Exercises . . . . . . . . . . . . . . 243 

Staff Assistance Visits . . . . . . . . . . . . . 245 

Formal Inspections . . . . . . . . . . . . . . . 247 

Post-Inspection Activities . . . . . . . . . . . 251 

Documenting and Sharing Best 

Practices . . . . . . . . . . . . . . . . . . . . . 253

Appendix	

1 Commander’s Transition Checklist . . . . 255

2 How to Keep Your Boss Happy . . . . . . . . 267

CONTENTS

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vii

Foreword

Congratulations on your selection as a squadron commander! 

As you take the guidon and say “I assume command,” you make 

a commitment unlike any other in the Air Force. The authority 

vested in you sets you apart from other Air Force leaders. Consequently, you must exemplify the highest standards of integrity, professionalism, and character. Remember, your squadron 

is a direct reflection of you and your leadership. 

Your role as a squadron commander is demanding and multifaceted. It is essential to get out of your office and connect with 

your Airmen wherever their duties take them. You must build 

relationships and set and enforce standards. While performing 

your mission, whether at home station or deployed, your Airmen 

look to you for decisiveness and direction and to provide the 

necessary training and equipment. When faced with tragedy or 

challenging personal strife, they turn to you for compassion and 

empathy. During situations that deteriorate good order and discipline or violate the Uniform Code of Military Justice (UCMJ), 

your Airmen expect you to take action and punish as you deem 

appropriate and without bias. When the Airmen in your squadron earn awards or promotions, they look forward to your praise 

and recognition. Being a commander is an incredibly rewarding, 

tremendous responsibility. Your assigned Airmen, civilians, and 

contractors deserve your very best effort day in and day out; our 

Air Force’s future depends on it. 

This book, Guidelines for Command, is the result of countless 

hours of research and contains the collective thoughts and lessons learned from many previous commanders. It has a wealth 

of information to assist you during your tenure as a commander. 

Use it in conjunction with your personal leadership skills, your 

base’s subject-matter experts, and your fellow commanders to 

lead our Airmen to new heights. 

 Again, congratulations and best wishes as you embark upon 

the incredible journey of command!

 T. MICHAEL MOSELEY 

 General, USAF

 Chief of Staff 

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ix

Preface

Squadron command is often described as the best job in the 

Air Force. It is also one of the most demanding. Commanders are 

entrusted with incredible power—in terms of legal authority and 

personal influence—and it is critical you honor that trust by 

commanding effectively with balance, purpose, and dedication. 

As the commander, it is your responsibility to set the tone, 

establish priorities, and take the lead. As you meet your daily 

challenges, remember that ultimately command is not about 

you or how skilled you are in your Air Force specialty. Command 

is about accomplishing the mission and taking care of your Airmen. This guide will help you on your way.

There is no “all-encompassing” checklist or “how-to guide” for 

command—no manual could hope to be so comprehensive. How 

you lead your squadron depends on your experience, ideas, 

goals, values, and willingness to learn. Your past performance 

has demonstrated that you are up to the task—if not, you would 

not have been selected for command. Even so, you will not know 

everything before you start, and the job will always be a learning 

endeavor. You can, however, take advice and learn from other 

commanders’ experiences to make you a better, more effective 

leader. That is the intent of this publication—to advance the 

practice of command. This book, in conjunction with the Commanders Connection, the professional forum for squadron commanders, does just that.

The following articles and tips are not regulations you must 

follow, nor should they be your sole source of information. They 

are only guides based on the experiences and lessons learned 

from a diverse group of Air Force leaders. Used properly and 

supplemented with other sources, these guides help prepare you 

to effectively meet the needs of the mission, while taking care of 

your people. 

We hope you find the information here useful. Thoughtfully 

applied, it will make you a more effective commander. Obviously 

there are many programs, experiences, and issues we could not 

capture in one document. To remedy this problem, we encourage you to join the Commanders Connection (https://acsc.sqcc 

.maxwell.af.mil), where you will find an up-to-date electronic version of this book and a forum to ask questions, share your knowledge, and receive advice from current and former squadron-level 

leaders. 

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We greatly appreciate the support of the following Air University organizations located at Maxwell AFB, Alabama: Air Command and Staff College (ACSC), Ira C. Eaker College for Professional Development, Commanders’ Professional Development 

School, and Air University Press for their assistance in making 

this revised publication a reality. Without their support this 

project would not have been possible. 

Good luck in your command!

x

PREFACE

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The Commanders Connection Team, 

ACSC Class of 2007

• Maj Serena Armstrong, Services

• Maj Glenn Basso, Contracting

• Maj Jonathan Bland, Aircraft Maintenance*

• Maj Rich Fillman, Logistics Readiness

• Maj Kathy Goforth, Munitions and Aircraft Maintenance*

• Maj Arlen Hammock, Space and Missile Operations

• Maj Thomas Kirkham, Aircraft Maintenance

• Maj Richard Parrotte, Mobility Pilot

• Maj Dan Sheesley, Financial Management

• Maj Terri Sheppard, Financial Management*

• Maj Shannon Smith, Security Forces

• Maj Tom Smith, Personnel*

• Maj Jay Stewart, Intelligence

• Maj Shelley Strong, Personnel

(*Student editors)

ACSC Faculty Support

• Lt Col Jim Grant, AU-2 Research Director and Faculty Editor

• Lt Col Mike Hower, Commanders Connection Program Manager 

and AU-2 Faculty Editor 

• Lt Col Mark Wheelhouse, Commanders Connection Research 

Advisor

• Maj Ed Schneider, Commanders Connection Faculty Facilitator

Special Thanks

• Lt Col Susan Turley, Headquarters Air University, Staff 

Judge Advocate, Maxwell AFB, AL, for her assistance in 

reviewing and editing AU-2, chapter 5, “Maintaining Standards and Administering Discipline.”

• Lt Col Paula Flavell, Air University, Ira C. Eaker College for 

Professional Development, Commanders Professional Development School, Maxwell AFB, AL, for her review and guidance 

regarding squadron commander education and training.

xi

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Chapter 1

Taking Command

This chapter contains ideas and suggestions to help you effectively “hit the ground running” as you take command. Some of 

the most important decisions you will make during your tenure 

will be made before assuming command and during your first 90 

days on the job. Prior to assuming command, you should prepare yourself for the challenges you will face by vigorously studying and reflecting on the wide variety of resources readily available to you. Once in command, you must carefully analyze your 

unit to formulate an overarching vision for its future and then 

effectively communicate that vision in such a way as to inculcate 

it into your unit’s culture.

Information in this chapter is based upon principles proven 

valuable to commanders over the course of time. Be mindful, however, that this chapter is not simply a “first 90-days checklist.” 

Take the ideas contained herein and tailor them to your own style. 

Thoughtful application will help you avoid mistakes and excel in 

your new role.

In this and following chapters, a reference box lists (at the beginning of each section) the appropriate reference(s) and an Internet 

address, if applicable. In developing this book, we reference the latest 

Air Force policy directives (AFPD), Air Force instructions (AFI), Air 

Force pamphlets (AFPAM), Air Force Manpower Standards (AFMS), 

Air Force visual aids (AFVA), Air Force handbooks (AFH), Air Force 

catalogs (AFCAT), Air Force manuals (AFMAN), Department of 

Defense directives (DODD), Department of Defense manuals (DODM), 

and Department of Defense instructions (DODI) in the box.

01-chap01.indd 1 2/8/08 10:39:3
What Is Command?

Maj Shannon Smith, 14th Security Forces 

Squadron Commander, 2004–6

Command is the best job in the Air Force!

 —Unknown

Before learning of my selection for command in 2003, I heard 

this statement echoed at countless change of command ceremonies, 

mentoring sessions, and training courses. When my own change 

of command was just two months away, I began to ponder the 

following question: What is command? My research showed me 

there is no easy answer. There’s the legal authority aspect of command, the mission aspect of command, and the people aspect of 

command. With these three pillars comprising the heart of the 

discussion, let’s take a closer look at the concept of command.

Legally speaking, command is the authority given an officer to 

direct subordinates to attain military objectives. Commanders have 

legal authority by virtue of rank and written appointment. While 

tasks can be delegated to subordinates, command responsibility 

cannot—it must remain with one individual entrusted to direct the 

mission. Additionally, commanders are granted specific legal 

authority under the Uniform Code of Military Justice (UCMJ) to 

ensure good order and discipline. Commanders may independently 

impose reductions in rank, monetary fines, and restrictions on 

subordinates’ freedoms to encourage behaviors that support mission success. Commanders may also refer the most egregious 

offenders to courts-martial, which could result in significantly 

greater penalties. While anyone with written appointment can command by exercising legal authority, only the best leaders will truly 

excel. These leaders focus on the mission.

Mission-focused commanders hold themselves and their subordinates accountable to high standards of performance. They 

clearly communicate and live the Air Force Core Values. They set 

the standards for others to emulate and never ask their Airmen to 

do something they are unwilling to do themselves. When Airmen 

fail to uphold standards, mission-focused commanders are not 

reluctant to hold them accountable for their actions. Commanders without the fortitude do to this will likely not be successful.

Mission-focused commanders also understand their unit’s 

role in the “big picture” and clearly articulate this role to their 

Airmen. They understand the squadron’s relationship to its higher 

TAKING COMMAND

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TAKING COMMAND

headquarters, its sister squadrons, and other units. Missionfocused commanders may disagree with leadership when necessary; however, once a legal order is received they communicate 

and execute that order with vigor and passion, regardless of personal feelings or beliefs. Mission-focused commanders also fully 

train and equip their Airmen for success in combat. They become 

budget experts—learning creative ways to stretch a dollar to its 

maximum value, because sending Airmen into harm’s way without the right equipment is wrong. They also understand the 

necessity to train their Airmen for combat, even when that means 

driving the squadron hard.

Mission-focused commanders know their job inside and out. 

They are technical experts. They know how to communicate—

both verbally and in written form. They develop themselves professionally through reading. While it is not necessary for commanders to be subject-matter experts in every area, it is essential 

they understand every aspect of their squadron’s operations to 

effectively organize, train, and equip their units to perform the 

mission. Without a mission focus in these three areas, commanders are impediments, not enablers, of mission success. 

This mission focus, however, must be balanced with the needs of 

the Airmen under their command. 

Command is about people and inspiring them to do things 

they never thought they could do. It is about motivating Airmen 

to go above and beyond on a daily basis. It is about rewarding 

the best performers and providing incentives for those who are 

less than outstanding to improve their game. People-focused 

commanders understand that while some members of a squadron have more responsibility than others, every Airman has a 

valuable role to play in ensuring mission success. They are servant leaders—serving their subordinates as much, or more, than 

they serve their boss. People-focused commanders get out from 

behind their desks; they learn and address the needs of their 

Airmen and take care of them like family. Helping Airmen and 

their families makes command not only one of the most challenging jobs in the Air Force but also the most rewarding experience that many officers have during their Air Force career.

Authority, mission focus, and people are the three pillars of 

command and, when considered collectively, they provide a substantive and formidable response to the question posed at the 

beginning of this chapter—What is command? It is authority, 

legal and implied. It is a focus on the mission and the responsibility to organize, train, equip, and lead a unit to mission suc01-chap01.indd 3 2/8/08 10:30:5
TAKING COMMAND



cess. It is caring for people—helping Airmen and their families 

meet their needs, enabling them to grow and focus on the mission. Too much mission focus without regard to the needs of the 

people can quickly burn out a squadron and lead to disastrous 

results in combat. Too much emphasis on people without regard 

for legal accountability or mission success will lead to a happy 

unit in the short term but will ultimately result in a squadron 

that is incapable of accomplishing even the simplest objectives. 

The truly exceptional commander understands the necessity of 

striking a good balance between these three areas.

Tips for Success

• Recognize the difference between being in command and 

just being a leader.

• Fully understand the responsibilities associated with command.

• Remember! You’ve been entrusted with the safety and welfare of your squadron members; fully accept that responsibility, and take it seriously.

• Hold your subordinates and yourself to high standards. Administer disciplinary action when necessary, but always direct it 

toward a desired outcome.

• Know the mission and stay focused.

Additional Resources

The following books provide more insights into the subject of 

command:

• Taking Charge: A Practical Guide for Leaders by Maj Gen 

Perry Smith, National Defense University Press, Washington, DC, 1986.

• Sharing Success—Owning Failure by Col David Goldfein, Air 

University Press, Maxwell AFB, AL, 2001.

• Commanding an Air Force Squadron in the Twenty-First Century: A Practical Guide of Tips and Techniques for Today’s 

Squadron Commander by Lt Col Jeffry F. Smith, Air University Press, Maxwell AFB, AL, 2003.

01-chap01.indd 4 2/8/08 10:30:5
Becoming Aware of Responsibilities

ACSC AU-2 Research Seminar, 2001

Reference

ACSC, AU-2, Guidelines for Command (Maxwell AFB, AL: Air 

University Press, 2003), 3–5. Section taken verbatim.

TAKING COMMAND

You assume full responsibility for accomplishing the unit’s mission with minimum cost in people, materiel, and money. The key 

element in your command—the element that will do the most toward 

accomplishing the mission—is your leadership. If you are an effective leader, you will lead, not drive, your people. You will make fair 

and firm decisions on their behalf and in the interest of good order, 

discipline, and the successful accomplishment of the mission.

You must understand the scope of your responsibilities and 

know what expectations people have of you as the commander. 

However, before proceeding with an analysis of your job, you 

should first find out whether you are ready to accept the challenge of a command or a Department of Defense major supervisory position. To do this, ask yourself the following questions:

• Am I willing to dedicate myself solely to my unit?

• Are members of my family willing to assume their roles in 

helping me create a quality, caring Air Force community?

• Is my family willing, if necessary, to be secondary to the 

unit, squadron, group, or wing?

• Are my family and I willing to live in a “fishbowl,” open to 

observation and criticism by subordinates and superiors?

• Am I physically and emotionally fit to carry the load?

• Do I have the courage to make tough decisions and stand by 

them?

• Am I flexible when dealing with changing situations? Am I 

willing to risk new ideas?

• Can I remain enthusiastic and cheerful when confronting 

seemingly impossible tasks?

• Am I willing to leave a comfortable office to check or supervise training, maintenance, and other activities of my unit?

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TAKING COMMAND

• Am I willing to do my best with what seems inadequate 

means?

• Am I confident that I can produce a superior unit from average people? Can I inspire people to achieve outstanding 

results?

• Am I willing to take reasonable risks to allow my subordinates to grow and become more productive?

• Am I willing to let my subordinates be creative?

• Am I willing to be accessible to my Airmen? Does my manner invite communication?

• Do I really listen? Can I withhold judgment until the facts 

are in?

• Do I like to be with young people? Can I live with their 

energy, their points of view, and the problems they sometimes face?

• Am I always willing to accept my people’s failures as my 

own, yet immediately recognize their successes as theirs?

• Am I able to do many things at one time? Can I manage a 

complex job?

• Can I stand tough competition from similar units, while 

retaining a spirit of cooperation and teamwork with them?

• Can I carry out orders as well as give them?

• Do I really want to command? Am I sure that my motivation 

is more than simply having the command experience entered 

on my record?

You will probably not answer yes to all those questions. Only 

if you are completely honest in answering the questions, however, will you gain real insight into what lies ahead as a commander. Even with an insight into your responsibilities, you 

cannot expect to be a good commander or supervisor unless you 

make some practical preparation for the day you will assume 

command or supervision. Such preparation will enable you to 

make a favorable first impression on your unit. Additionally, 

your self-preparation will help smooth out the learning curve 

facing every first-time commander or supervisor.

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TAKING COMMAND



Preparing for Command 

with Commanders Connection

Lt Col Mike Hower, Detachment 3, 22d Space Operations 

Squadron Commander, 2004–5

Preparing for command is neither the most glamorous nor the 

easiest part of your job. If done correctly it is hard work, requiring vigorous study of your new unit and an in-depth reflection 

on your own aspirations for command. If done poorly, your 

chances of leaving a lasting, positive impact on your command 

are slim. Solid preparation pays huge dividends in the first 90 

days as you move out smartly in leading your squadron.

Although difficult, preparation for command does not have to be 

a lonely journey. The Air Force has over 60 years of command experience from which you can draw good ideas, lessons learned, and 

best practices. To facilitate this transfer of experience, Air Command and Staff College has created Commanders Connection.

Commanders Connection is the professional forum for Air 

Force squadron commanders (and squadron commander equivalents)—a membership-restricted community of practice. Only 

current, selected, and former squadron commanders may use 

the forum to establish relationships built on trust, and membership ends two years after leaving command. The forum provides 

an interactive environment for commanders to talk with peers in 

a trusted relationship about critical issues, with the goal of saving valuable time. Commanders talk about experiences and post 

documents they have created or used to make a positive difference for the squadron-commander community. Members interact via a user-friendly Web site that allows for easy searches and 

threaded conversations, resulting in timely, quality advice from 

trusted peers. This interaction improves knowledge sharing, 

critical thinking, flexibility, learning, creativity, decision making, 

and networking while building a greater sense of professional 

identity as a squadron commander.

The strength of Commanders Connection is in the resources it 

provides. Whether or not you are a member of the forum, you 

have access to the Commander’s Toolbox. The toolbox is a collection of valuable materials that will help you in your day-today functions. It is updated regularly as best practices for commanders are identified or improved. Check out the Web site 

today as you begin your command journey!

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TAKING COMMAND

Making the Most of Your Preparatory Time

Maj Shannon Smith, 14th Security Forces 

Squadron Commander, 2004–6

Command is an awesome responsibility and an incredible 

journey! You are about to experience the highest of highs and, 

most likely, some low points as well. Once you accept the guidon, there won’t be much time to figure out your plan of attack. 

To maximize the highs and minimize the lows, you need to make 

the most of your time in the months or weeks prior to taking 

command.

Tips for Success

• Visit the Commanders Connection Web site at https://sqcc

.maxwell.af.mil. Click on “video,” “why,” and “about us” to 

learn how the forum can help you during your command 

and provide you an opportunity to “give back” your expertise 

to the community of squadron commanders

o If you are eligible for membership, click “join” to submit an 

application.

• Visit the Commander’s Toolbox to study the following key references that will help you before and during your command

o The “live” version of this book, AU-2, Guidelines for Command, 

is updated as new tips are suggested by the squadron-commander community.

o Commanding an Air Force Squadron in the Twenty-First Century is the primary textbook for squadron commanders.

o Sharing Success—Owning Failure is a digest of practical 

wisdom for commanders drawn from the experience of 

many former commanders from many types of units.

o The Leader’s Guide to Managing Personnel in Distress, an online tool, is rich with ideas for helping Airmen and families.

o The Military Commander and the Law (desk book) is the 

cornerstone text for commanders on maintaining standards and administering discipline.

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Tips for Success

• Join the professional forum for squadron commanders, Commanders Connection. The forum contains a wealth of knowledge from current and former squadron commanders that 

will help you before and during your command.

• Read, read, and read! There are many resources in the Commander’s Toolbox on the Commanders Connection to flatten 

your learning curve.

• Educate yourself about your squadron and its mission. 

Study the unit’s mission, the wing’s mission, and how they 

fit together.

• Call your gaining boss and thank him or her for hiring you, 

but be careful not to make contact on a regular basis—your 

era as a commander has yet to begin. 

• Call your squadron’s incumbent commander

o Ask questions, but don’t be too aggressive. For example, 

confine your questions to those items related to changing 

command, reporting dates, and base housing.

o Some incumbent commanders prefer not to share details 

about current squadron issues, especially if the change of 

command is still weeks away. Respect their prerogative.

o Avoid contact with members of your new unit unless you 

discuss it first with the incumbent commander.

o Ask for access to your squadron’s Air Force Knowledge Now 

community-of-practice (if any) or SharePoint page (if possible) 

to familiarize yourself with unit processes and procedures.

• Identify issues on which you need further information—that 

is, budget status, squadron morale, last inspection results, 

quality initiatives, safety records, and so forth.

• Make a clean break from the old assignment. Close out all 

the paperwork. You won’t have time to take care of old business in your new assignment.

• Begin a study of publications related to disciplinary actions 

such as The Manual for Courts-Martial and The Military Commander and the Law—the more you understand UCMJ issues, 

the more effective you will be when making disciplinary 

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10

decisions. These and other publications are available in the 

Commander’s Toolbox section of Commanders Connection.

• Review any major command (MAJCOM), wing, or group supplements and directives concerning your new unit’s mission 

as well as any current squadron operating instructions, 

policy letters, and inspection reports.

• Evaluate your fitness level. If you don’t think your current 

appearance and fitness level set a good example, develop a 

plan to get in shape before the change of command.

• Attend your annual MAJCOM’s conference (if possible). If 

you do, keep a low profile, take plenty of notes, and get to 

know the MAJCOM staff that will support your unit.

• Make the most of your MAJCOM’s squadron commander’s 

course. Build a network with those in your class who are 

headed to your base.

• If married, talk to your spouse about the role he or she may 

play during your command.

Additional Resource

Commanding an Air Force Squadron in the Twenty-First Century: A Practical Guide of Tips and Techniques for Today’s Squadron Commander, contains valuable guidance to assist you in 

preparing for command. 

The Change of Command Process

Maj Dan Sheesley, 43d Comptroller 

Squadron Commander, 2004–6

Your level of involvement in your change of 

command will vary depending on the location 

of your new unit, the amount of protocol and 

public affairs support available, and a host of 

other unique circumstances. No two changes 

of command are exactly alike. You must strike 

a balance between what you will manage versus what the incumbent commander will 

handle. Together, you should sort out the 

details of the ceremony. Remember, that this 

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11

is not only your “big day,” it is also the incumbent’s last official 

act in command. He or she may want certain things to happen 

during the ceremony. Be flexible.

Tips for Success

Contact the Ceremony Point of Contact

• Begin a dialog on specific requirements for the ceremony.

• Provide complete contact information (phone numbers and 

address, if known) so you can be reached at home, at work, 

or in transit to your new station.

• E-mail your biography and official photo and spouse’s and 

children’s names.

• Keep your point of contact (POC) apprised of changes as 

soon as they happen.

• Provide the POC your recommendations and desires regarding location (indoors or outdoors), headgear (on or off), formations, and uniform for participants and guests.

• Work with your POC to obtain information on local policies, 

advice on guests, and ideas for planning your reception.

Contact Protocol

• Contact the local protocol office and introduce yourself.

• Allow the incumbent commander to work with the protocol office 

to plan the ceremony; provide assistance when requested.

Deconflict the Date and Time 

• Provide the incumbent commander with preferred dates and 

times.

• Be patient—the sitting commander and POC must coordinate the schedule with the presiding officer.

Determine Your Invitees

• Provide rank or civilian title, name (go-by name), position, 

and addresses of your invitees to the POC. Clearly identify 

any distinguished visitors (DV) on your list.

• Ensure the POC sends DV information to the protocol office.

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12

• Ensure the POC sends your invitees a formal invitation to 

the ceremony with an RSVP date.

• Ensure the POC tracks RSVPs.

• Provide RSVPs you receive directly to the POC.

Keep Your Future Supervisor Informed

• Ensure you establish a dialog with your future supervisor 

and keep him or her in the loop with any significant changes. 

Your goal: to prevent surprises for your future boss.

Develop Your Change of Command Speech

• Shorter is better; aim for less than three minutes.

• Don’t

o Expound on your personal leadership philosophy or your 

specific goals for the squadron—save that for your first 

commander’s call.

o Deliver a list of historical military references or metaphors.

• Do

o Be humble, thankful, and appreciative for the opportunity 

to command.

o Thank your new boss, DVs, group commanders, fellow 

squadron commanders, guests, and the outgoing squadron commander.

o Thank the POC and others who organized the ceremony.

o Give kudos to the squadron for their successes; the wing 

historian is a great source of this type of information.

o Tell your Airmen you look forward to working with them.

Plan Your Reception

• Determine reception location with the POC—the closer to 

the change of command site the better.

• Provide input on type and amount of food and beverages to 

purchase, and work with your POC for payment. Special funds 

may be available through the protocol office to offset costs.

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Additional Resources

• Commanding an Air Force Squadron in the Twenty-First Century: A Practical Guide of Tips and Techniques for Today’s 

Squadron Commander, see pages 12–13 and 172–74.

• Lt Col Roderick Zastrow provides insights on change of command ceremonies on page 5 of “Squadron Command: An 

Introductory Primer,” available in the Commander’s Toolbox 

section of Commanders Connection.

Making the Right First Impression

Maj Shannon Smith, 14th Security Forces 

Squadron Commander, 2004–6

The first impression made on a squadron sets the tone for 

success in command. Commanders who excel start strong right 

out of the gate. There is no formula for a good first impression, 

but successful commanders do a few things consistently well 

during the first few days and weeks of command. The tips below 

should get you started on the right foot.

Tips for Success

• Be courteous! You are under scrutiny from the moment you 

arrive on base. Be polite to gate guards, commissary, base 

exchange personnel, and everyone you encounter—bad “episodes” with new commanders quickly become known basewide.

• Look sharp! Put a little extra effort into your uniform and 

haircut. Your Airmen pay special attention to your personal 

appearance. 

• Make a concerted effort to shake hands with every Airman 

you meet during your first week in command.

• Be positive! You set the tone in the unit 

o Focus on turning something poor into something average, 

average into good, good into excellent, and excellent into 

outstanding.

o Don’t underestimate the power of positive thinking.

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14

Additional Resource

First Things First, by Stephen R. Covey, offers practical insights 

for effective leadership.

Key Leadership Positions 

within Your Squadron

Maj Kathy Goforth, 898th Munitions Squadron 

Commander, 2004–6

• Make sure you understand your boss’s vision. You will lose 

valuable time and credibility if you take your unit in a direction not consistent with your boss’s priorities.

• Spend time getting to know your key leaders—officers, senior 

noncommissioned officers (SNCO), senior civilians, and 

senior contractors.

• Get your hands dirty: fly, stand watch, sit a post, work the 

customer service desk. These actions will win your Airmen’s 

loyalty.

• Visit the spouses of your deployed Airmen with your first 

sergeant. Let them know the unit will support them during 

tough times.

• Set and enforce high standards from the start—it is much 

easier to loosen standards than to tighten them later. 

• Serve your people! They are the reason you are in command!

References

AFI 36-2113, The First Sergeant, 1 May 1999 (incorporating 

change 1, 2 October 2006).

AFI 36-2618, The Enlisted Force Structure, 1 December 2004.

AFI 38-101, Air Force Organization, 4 April 2006 (incorporating 

change 2, 20 July 2006).

AFMS XXX0, Squadron Commander’s Support Staff, 15 November 2005.

The majority of the following information is excerpted directly 

from the above references.

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15

As commander, you are at the helm of your squadron, guiding 

your Airmen to accomplish the mission. This job is not easy. 

Fortunately, you are not alone. There are several key leaders 

within your squadron to assist you in managing your unit. Get 

to know the incumbents in these positions (if assigned to your 

unit)—they will greatly help you in your command. Keep in mind 

that not all of these key leadership positions are assigned to 

every Air Force unit. Based on the current Program Budget Decision (PBD) 720, some of these positions may be consolidated 

within your group. It is recommended that you learn as much as 

you can about how PBD 720 will affect your staff and its ability 

to assist you.

Operations Officer

• Ensures manpower and levels of supervision are equally 

distributed for duty periods based on manning and workload.

• Enforces strict adherence to applicable technical data, Air 

Force directives, MAJCOM guidance, and local procedures.

• Ensures adherence to AFI 91- series safety directives.

• Where applicable, coordinates with other units to develop 

and execute a rotation plan for all applicable Air Force specialty codes (AFSC) to balance grade, skill level, and experience between units.

• Ensures sufficient numbers of Airmen are qualified to perform the mission.

• Trains and mentors subordinate officers.

• Establishes a method to distribute inspection crosstalks 

and crosstells, policy announcements, technical, and other 

important information.

• Reviews applicable support agreements annually and makes 

recommended changes.

• Reviews status of resources and training system (SORTS) 

and AEF reporting tool (ART) information.

• Ensures unit manning document (UMD) complies with organization structure in AFI 38-101.

• Maintains current copy of unit personnel manpower roster. 

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16

• Monitors workforce availability.

• Coordinates permanent change of assignment (PCA) actions.

• Distributes projected gain or loss lists to all work centers 

and establishes suspenses for updates.

First Sergeant

(Assigned to units with over 75 military personnel)

• Critical link in providing the commander a mission-ready 

enlisted force to execute the unit mission

• Provides advice to the commander concerning morale, discipline, mentoring, well-being, recognition, and professional 

development of enlisted members

• Derives authority from the 

• unit commander

• Focal point within the unit 

• for enlisted issues

• Exercises general supervi- 

• sion over assigned enlisted 

• Airmen

• Performs various actions associated with disciplinary procedures and ensures enlisted discipline is equitable and 

effective

• Ensures base support agencies are responsive to needs of 

unit members

• Conducts quality-force review on all enlisted performance 

reports (EPR) and decoration recommendations

Squadron Superintendent

• Usually the ranking enlisted member in your squadron, 

other than the first sergeant

• Same responsibilities as operations officer, but from an 

enlisted perspective

• Subject-matter expert on enlisted technical issues

• Provides substantial institutional, operational, and functional experience as well as strong leadership skills

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• Trains and mentors enlisted personnel

• Assists the commander in stratifying SNCOs

• Provides valuable information concerning enlisted force 

promotions, EPRs, decorations, discipline, and training

Additional-Duty First Sergeant

(Units with less than 75 military members)

• Same responsibilities as first sergeant (see above listing), 

but not a full-time job. Often wears two hats—first sergeant 

and squadron superintendent or other SNCO position.

• Must be SNCO; however, in units without SNCOs, commanders 

can assign a lower ranking member.

• For Air Force Reserve Command (AFRC) and Air National Guard 

(ANG), must be an E-7 and uphold the same professional profile 

and criteria required for a full-time first sergeant.

Squadron Section Commander

(Assigned to units with over 250 military members)

• Leads the commanders support staff (CSS), also known as 

the orderly room

• Manages commander’s programs including leave, recognition, performance reporting, disciplinary actions, and others 

as assigned

• Responsible for the morale, welfare, and safety of personnel

• Usually a young officer; requires mentoring and guidance 

from the commander and first sergeant 

Tips for Success

• Conduct one-on-one meetings with each of your unit’s key 

leaders 

o Clarify responsibilities and establish goals for each position.

o Provide your expectations for the unit and how each leader 

fits into accomplishing them.

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18

Additional Resource

Commanding an Air Force Squadron in the Twenty-First Century: A Practical Guide of Tips and Techniques for Today’s Squadron Commander, 66–81.

Familiarizing Yourself with Base Agencies

Maj Kathy Goforth, 898th Munitions 

Squadron Commander, 2004–6

• These key leaders are your command team. Solicit input and 

request feedback on your actions and decisions. Don’t work 

in a vacuum.

• Provide frequent feedback.

• Train the operations (Ops) officer to do your job. Period.

• Learn from the first sergeant and superintendent.

• Mentor the section commander.

• Consider delegating all Airman and noncommissioned officer (NCO) evaluations and decorations to the section commander—this is a good learning opportunity for them.

• Remember, the command chief master sergeant (CCM) is 

available for advice regarding your first sergeant and superintendent, as well as for manning assistance, when it comes 

time to rotate these key leaders out of your unit.

References

AU-2, Guidelines for Command, 2003. 

DODD 6495.1, Sexual Assault Prevention and Response (SAPR) 

Program, 6 October 2005.

AFI 31-201, Security Police Standards and Procedures, 4

December 2001 (incorporating through change 2, 13 March 

2007).

AFI 35-101, Public Affairs Policies and Procedures, 29 November 2005. 

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19

Commanders must be aware of the multitude of resources 

they have supporting them in performing the mission and taking 

care of their Airmen and their families. This section provides a 

brief overview of units and agencies available on most Air Force 

bases to help you in your daily duties. As a commander, you 

must build working relationships with these agencies early in 

your command tour. The network you cultivate will assist you 

when a problem arises in your unit.

Note: Due to privatization of some base services via A-76 

studies, a division or contractor may be performing a service 

rather than a squadron. Also, as part of Air Force Smart Operations for the 21st Century (AFSO 21) or other consolidation initiatives, some services may not be available locally.

American Red Cross

The American Red Cross (ARC) supports and supplements Air 

Force activities involving morale, health, and welfare of Airmen 

and their families. Its representatives are the emergency communications link between members and their families when 

direct communication is impossible. The ARC can also assist in 

covering costs associated with personal emergencies. 

Air Force Office of Special Investigations

The Air Force Office of Special Investigations (AFOSI) provides 

professional investigative services to all Air Force commanders. 

AFI 36-2706, Military Equal Opportunity (MEO) Program, 29 

July 2004.

AFI 38-101, Air Force Organization, 4 April 2006 (incorporating 

through change 2, 20 July 2006).

AFI 51-201, Administration of Military Justice, 26 November 

2003 (incorporating through change 2, 10 July 2006). 

AFMAN 51-204, United States Air Force Judiciary, 1 July 

1995.

AFI 90-301, Inspector General Complaints Resolution, 8 February 2005.

The majority of the following information is excerpted directly 

from the above references.

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20

The AFOSI identifies, investigates, and neutralizes criminal, terrorist, and espionage threats to Air Force and DOD personnel 

and resources. All AFOSI personnel remain independent of your 

base’s chain of command to ensure unbiased investigations. The 

AFOSI agents’ primary duties include threat detection, criminal 

investigations, economic crime investigations, information operations, and technology protection.

Area Defense Counsel

The area defense counsel (ADC) provides legal defense services for military members. The ADC serves as counsel in all 

actions under the UCMJ and in administrative discharge actions. 

The ADC provides advice to members referred for other than 

emergency mental health evaluations and represents the member in other adverse actions. 

Tips for Success

• As a commander, you must support the ADC to ensure the 

military justice system is not only fair but also perceived as 

fair. Whenever a unit member receives administrative punishment or nonjudicial punishment, make him or her an appointment with the ADC to ensure he or she understands his or her 

rights regarding how to best respond to any punishment. 

• Important tip: If it is necessary to read an Airmen his or her 

rights, do so before sending him or her to the ADC. 

Office of the Staff Judge Advocate

The office of the staff judge advocate (SJA) advises commanders on military justice and disciplinary matters as well as civil, 

contract, and environmental law. Judge advocates (JA) prosecute courts-martial and represent the government in administrative separation hearings. Additionally, JAs provide legal assistance, tax assistance, and claims support for military relocation. 

One of the key functions of the SJA is to manage the wing-level 

Status of Discipline meeting for the wing commander. All unit 

commanders and first sergeants attend this regular briefing that 

provides an opportunity to gauge disciplinary actions across the 

wing. Most SJA offices also host regular squadron commander 

and first sergeant legal training courses to prepare you for your 

responsibilities associated with military law.

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Comptroller Squadron

As a commander, you will need operating funds to perform 

your mission. You must ensure that your annual budget is based 

on mission requirements, submitted on time, and monitored. 

The comptroller, as the principal financial advisor to all commanders, will assist you in meeting these requirements. Your 

link to the comptroller and the comptroller squadron (CPTS) is 

your unit’s resource advisor (RA), who will keep you briefed on 

your budget status. The CPTS, in addition to managing the basewide leave program, Government Purchase Card (GPC) program, 

and Government Travel Card (GTC) program, is also responsible 

for overall financial planning, economic analysis, funds execution, military and civilian pay transactions, in- and out-processing, 

funds certification, funds authorization, audit of pay or travel 

documents, and coordinating with the Defense Finance and 

Accounting Service (DFAS).

Tip for Success

• Consult the SJA before taking any disciplinary actions. 

Early SJA involvement can ensure your actions are legal and 

have the desired effect. 

Tip for Success

• Soon after taking command, have your RA contact the CPTS 

training officer to schedule your budget training. 

Chaplain

Chaplains provide spiritual care and guidance on matters of 

ethics. They administer the wing’s religious programs, provide 

religious ministry to Airmen and their families, and offer counseling. Chaplains are the primary advisors for commanders concerning religious accommodation issues. The chaplain is the 

only person on base who offers total confidentiality outside of 

the attorney-client relationship. Chaplains are noncombatants 

and will not be placed in a duty status that compromises their 

status as noncombatants. 

Inspector General

The inspector general (IG) is responsible to the wing commander 

for assessing and improving unit operational readiness, nuclear 

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22

surety programs, and mission support effectiveness of all assigned 

units. The IG is also responsible for establishing and directing the 

Air Force complaints and fraud, waste, and abuse (FWA) programs. In essence, the IG serves as the “eyes and ears” of the wing 

commander, providing an independent fact-finding body to conduct investigations and serving as an honest broker in complaint 

resolution. The IG is only an investigative body; it does not determine guilt or innocence and it does not make recommendations 

for punishment or remediation—it exists to provide information to 

the chain of command for decision making. 

Tips for Success

• You may encourage unit members to use the chain of command to resolve issues, but avoid giving the perception that 

members are restricted from going to the IG with a complaint.

• Stress that many matters are not appropriate for IG resolution and should be handled through the chain of command. 

The following are examples: UCMJ issues, homosexual conduct, unprofessional relationships, performance report 

appeals, and equal opportunity issues. 

Military Equal Opportunity Office

The military equal opportunity (MEO) office provides formal 

and informal complaint processing, counseling, conflict resolution, information referral, and other assistance to military members who believe they have experienced sexual harassment or 

unlawful discrimination based on color, race, religion, sex, or 

national origin. (Note: Contact the civilian personnel flight [CPF] 

or equal employment opportunity office for discrimination or 

harassment complaints involving civilian employees.) The MEO 

staff conducts unit climate assessments (UCA) for commanders 

at all levels to assess their organization’s equal opportunity and 

treatment climate. Additionally, the MEO office provides educational classes to all military and civilian personnel on various 

human relations subjects.

Public Affairs Office 

The public affairs (PA) office advises and assists commanders 

in communicating Air Force messages to military personnel and 

the public. PA also helps you identify and manage communica01-chap01.indd 22 2/8/08 10:30:5
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23

tions issues that affect your unit as it conducts its mission. PA 

consists of three main areas: community relations, media relations, and internal information.

Community relations initiatives develop understanding and 

acceptance of the Air Force in local communities. As a commander, 

you interact with PA for community relations when you support 

base tours, speaking engagements (and the local base speaker’s 

bureau, if established), community events, open houses, flybys, 

air shows, and when you answer public inquiries.

Media relations programs keep the 

public informed about Air Force issues. 

Your unit speeches, statements, interviews, news or feature stories, photographs, or hometown news releases 

must go through PA for media release.

Internal information efforts are designed to keep your Airmen 

(and their families) fully informed about the Air Force mission, 

ensuring high morale, productivity, and retention. At the squadron 

level, you can take advantage of these PA programs by advertising 

squadron events, publicizing good news, and recognizing outstanding performance through your local base paper or Web site.

Tips for Success

• Appoint a unit public affairs representative (UPAR) to work 

closely with the PA office on internal information and community relations campaigns.

• Judiciously use the base newspaper to publicize your 

unit.

• Encourage your Airmen to complete a hometown news 

release.

• Contact PA before speaking to any media outlet.

• Read Meeting the Media, a guide for commanders on dealing with media-related issues, including embedded reporters and interviews. This booklet is available in the Commander’s Toolbox at https://sqcc.maxwell.af.mil/toolbox.

Safety Office

The safety office develops, implements, executes, and evaluates your base’s flight, ground, and weapons safety programs. 

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Safety personnel manage space and system mishap prevention 

and nuclear surety programs to preserve combat readiness. The 

safety office also develops and presents safety and operational 

risk management (ORM) education programs for your use.

Sexual Assault Response Coordinator 

The sexual assault response coordinator (SARC) is a new 

DOD-wide program designed to offer support services to victims 

of sexual assault. The program’s goal is to assist victims of sexual assault in their physical and emotional recovery. Each base 

has a SARC to help victims and to provide advice and training to 

the base personnel.

Wing Plans

The wing plans office plans, schedules, and conducts realistic, 

timely, and integrated contingency response and combat employment training. This is accomplished through local contingency 

and major accident response exercises (MARE). The plans office 

obtains feedback, identifies shortfalls, benchmarks, and takes 

action to improve combat readiness. Your unit will be tasked to 

provide exercise evaluation team (EET) members and trusted 

agents to support basewide exercises. The plans office also manages and monitors the status of all plans and taskings for the 

wing and its subordinate units; some may affect your unit. 

Base Civil Engineering Squadron

The base civil engineering squadron 

(BCE) is responsible for maintaining all 

real property and real property installed 

equipment on your base. Most CE units 

consist of seven or eight flights that 

manage all base support including base 

operations, family housing, physical 

plant engineering, environmental support, explosive ordnance disposal (EOD), 

fire protection, and readiness training. 

Communications Squadron

The communications squadron (CS) acquires, manages, operates, and maintains the base communication and information systems. These systems include airfield equipment, fixed telephones, 

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25

cell phones, land-mobile radios, 

secure-communications equipment, personal computers, and 

the basewide local area network. 

CS is also responsible for tracking all automated data processing equipment (ADPE) on the 

installation. Your unit will have an ADPE account custodian 

assigned. In addition, CS operates the base information transfer 

system (BITS), which picks up and delivers your unit’s mail.

Contracting Squadron

The contracting squadron (CONS) provides local-purchase 

support to assigned units. Local purchase is a method to acquire 

parts, supplies, and services outside of the normal supply system. Your unit will make these purchases via an Air Force Form 

9, Request for Purchase, or by using your unit’s Government 

Purchase Card. Your unit resource advisor will work closely with 

CONS to execute your purchases.

Logistics Readiness Squadron

The logistics readiness squadron (LRS) operates and maintains the vehicle fleet and manages supplies, equipment, and 

fuels to support all base organizations. It also provides aircraft 

parts for maintenance, directs the traffic management functions 

of the base (i.e., cargo movement and household goods shipment), manages readiness assets and war reserve materiel, and 

leads the base deployment mission.

Mission Support Squadron

The mission support squadron (MSS) provides personnel support to commanders, military members, families, reservists, 

guardsmen, civilian employees, and retirees. Your first sergeant 

and section commander interact with the MSS almost daily. Several key functions of the MSS are highlighted below.

Military Personnel Flight

The military personnel flight (MPF) provides a full range of personnel services to active duty, reservists, and dependents, including relocations, promotions, separations, retirements, passport 

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actions, and casualty services. The MPF staff helps with identification cards, Defense Eligibility Enrollment Reporting System 

(DEERS), military personnel records review, citizenship and naturalization questions, and survivor benefits. The MPF also hosts 

your base’s Individual Newcomer Treatment and Orientation 

(INTRO) program and the First Term Airman’s Center (FTAC). 

Additionally, MPF manages the wing or base READY program. 

This program mandates all squadrons provide augmentees for 

Security Forces (SF), battle staff support, search and rescue, and 

so forth. (Note: Many MPF functions have migrated to the Virtual 

MPF [vMPF] and are no longer available on base.)

Civilian Personnel Flight

The CPF recognizes, plans for, and efficiently responds to the 

civilian personnel management and administration needs of serviced employees and managers. The CPF staff assists managers 

in classifying vacant and encumbered positions, managing civilian resources, and maintaining required civilian personnel files 

and records. The CPF is responsible for staffing civilian positions 

to ensure they are filled with the best-qualified candidates. The 

CPF provides advice and counsel concerning labor management 

and employee relations issues and provides or makes available 

educational and training opportunities for civilian employees 

and their supervisors.

Airmen and Family Readiness Center

The Airmen & Family Readiness Center (A&FRC), formerly the 

family support flight or center, provides your Airmen and their 

families with the skills needed to deal with the unique demands of 

military life. High deployment and TDY requirements cause frequent family separations and increased pressures on single parents and dual-working families with children. The A&FRC strives 

to keep the military member focused on the mission through predeployment education and family support programs.

Education Services Flight

The education services flight provides resources for education 

at the undergraduate and graduate level as well as testing for 

PME and technical training. If any of your Airmen are interested 

in pursuing a commission, the education services flight will 

assist them with their application.

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Manpower and Organization Flight

The manpower and organization flight provides workforce and 

organizational management services and evaluations, management 

advisory services, and wartime manpower support. This office also 

maintains and provides UMDs to commanders upon request.

Airman Professional Military Education Flight

The Airman professional military education flight prepares 

Airmen for leadership roles through the Airman Leadership 

School (ALS).

Security Forces Squadron

The security forces squadron (SFS) provides air base defense, law 

enforcement, and information security support to secure Air Force 

personnel, property, and weapons systems. SFS provides unit security manager training to help you safeguard classified information 

and material through information, personnel, and industrial security programs. SFS also provides combat arms training (CATM) to 

your Airmen prior to deployment. 

Due to increased OPTEMPO, SFS 

units in the continental United States 

(CONUS) often rely on contracted 

security personnel and military augmentees to accomplish base entry 

control duties. Your unit may be 

tasked to support this program.

Tips for Success

• SFS manages all personally owned firearms on base. Any 

member of your unit who lives on base and owns a firearm 

must register the firearm with the SFS.

• Occupants of base housing may keep firearms in the provided quarters. Firearms are prohibited in dormitories, 

bachelor quarters, and lodging. Airmen who live in these 

areas must store weapons in the SFS armory. 

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Services Squadron

The services squadron (SVS) provides activities to enhance 

your Airmen’s quality of life (QOL). SVS manages almost all base 

support functions, including lodging, child development centers, 

youth centers, fitness centers, libraries, dining facilities, theaters, 

and bowling centers. 

In addition, SVS provides outdoor programs and discount 

tickets and travel through the 

information, tickets, and travel 

(ITT) office. At some bases, SVS 

also provides an auto hobby 

shop, horse stables, a FamCamp, 

recreational vehicle storage, a marina, and an aero club. Services 

also manages the base honor guard in support of military ceremonies and funerals as well as the mortuary affairs program.

Medical Resources

Medical services vary by base. Most bases provide daily operational medical support to the military members of your base. Additionally, the group normally provides primary health care to patients 

enrolled in TRICARE Prime and assigned to your base’s clinic. Most 

clinics provide primary and specialty care on a space-available basis 

to other eligible beneficiaries. Some bases only offer an outpatient 

clinic with 24-hour ambulance transport service. The services not 

offered on base are provided through the TRICARE network that 

includes other military facilities and local medical providers.

Vision

ACSC AU-2 Research Seminar, 2001

Reference

ACSC, AU-2, Guidelines for Command, 2003. 

This article appeared in the 2003 edition of Guidelines for 

Command. It is included here in its original form.

I say to you today, my friends, that in spite of the difficulties and frustrations of the moment I still have a dream. 

It is a dream deeply rooted in the American dream.

—Dr. Martin Luther King Jr.

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Commanders must have vision that empowers, inspires, and 

challenges. This same vision must motivate followers to commitment and performance. It is crucial that commanders understand what vision is and what it is not.

What Is Vision?

Vision is the rudder that keeps a ship on course. All decisions 

return to the basic vision. Does X, Y, or S support the commander’s vision? Is A, B, or C in line with this vision? Vision is very 

broad and helps people believe they can accomplish their goals 

while moving towards a better future through their own efforts. 

Vision also conveys inspiration. Two examples of this are Franklin D. Roosevelt’s announcement in May 1940 that he had set a 

production goal of 50,000 planes a year and John F. Kennedy’s 

challenge to the United States to put a man on the moon and 

then return him safely to Earth within the decade. At the time, 

both goals were breathtaking, yet they were achieved. No one 

can doubt that the dramatic announcements and the infectious 

inspiration they bred led to the achievement of each goal.

The human brain has the ability to form and translate mental 

images of the future into reality through leadership and action. 

Leaders constantly anticipate influences, trends, and demands 

that affect vision over the next month, year, or decade. A shortcoming of leadership is preoccupation with the present at the 

expense of the future. Effective commanders will direct and then 

delegate current operations while remaining aware of the details. 

This ensures time to focus on long-term issues, operations, and 

unit direction. Leaders with vision see the future without being 

farsighted and remain rooted in the present without being nearsighted. Tom Peters stated in Thriving on Chaos that “effective 

visions prepare for the future. . . . Look to your prior experiences. . . . Look to the future and clarify the vision over time.”1

Vision must be logical, deductive, plausible, simple, and understandable to have realistic value. It must be specific, providing 

real guidance to people, yet vague enough to encourage initiative 

and remain relevant to a variety of conditions. Organizations 

whose leaders have no vision are doomed to follow tradition. They 

cannot prosper because they keep doing things as they always 

have. In the words of Prof. Peter Kreeft of Boston College, “To be a 

leader you have to lead people to a goal worth having—something 

that’s really good and really there. That is vision.”2

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How to Implement the Vision

Senior leadership has the authority and responsibility to 

change the system as a whole. But leaders at all levels can direct 

the attention of both superiors and subordinates to tasks more 

appropriate to the challenges of the new age. Commanders must 

consider the visions of the Air Force, the wing, and the group, 

including their own unit’s vision within these visions. Commanders must envision where their unit will be when their tenure 

ends, where they want it to be, and what they see as their legacy 

after their departure. Personnel of all ranks and occupations 

have excellent ideas for developing and implementing visions 

that dovetail into the Air Force’s vision. By soliciting suggestions 

and promoting participation, commanders prepare their organizations for change while disarming those who would resist 

change. In addition, experience their people gain will prove 

invaluable as they progress into more responsible, high-level 

leadership positions and continue the vision.

Finally, leaders must communicate their vision to the people in 

the unit. Leaders are responsible for bolstering their subordinates’ 

courage and understanding. Launching a vision is not a solo effort. 

Burt Nanus drew a colorful parallel in his article “Visionary Leadership”: “If you isolate yourself and hope to present your vision to the 

organization like Moses descending from Mount Sinai, [then] you 

are simply asking for skepticism and resistance.”3

The Downside

Even a clearly articulated and achievable vision may flounder 

if appropriate resource management and effective leadership do 

not accompany it. Another possible consequence is that vision 

can become an obsession and adversely affect the leader’s and 

follower’s judgment. Crucial to the vision is not its originality but 

instead how well it serves mission requirements, unit goals, and 

parent and subordinate organizations.

A frequent mistake that organizations make is embracing longterm planning in place of a conceptual vision. Such an approach 

results in counterproductivity or “wheel spinning.” This does not 

mean that planning is not important; in fact, the very exercise of 

forward thinking and application of military planning principles 

encourages creativity and innovation throughout the organization. The motto of Canada’s joint planning staff serves as an 

appropriate reminder: “Plans are useless, planning is vital.”4

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Maintain the Vision

Leaders must instill a vision that is enduring and invites total 

organizational commitment. Although a vision may be appropriate at the time of its implementation, eventually it will need 

amending to maintain currency.

There is no regular schedule for vision revision. If the current 

vision is working and consistent with development in the internal and external environments, affirm it and support it. However, a wise leader does not wait for the alert before thinking of 

alternatives. The vision-forming process should be continuous.

Tips for Success

• Develop a clear vision for your squadron; visions distinguish 

leaders from managers.

• Make the vision logical, deductive, plausible, and simple—

simple enough to easily remember it.

• Make the vision specific, but leave room for initiative.

• Keep the Air Force, wing, and group visions in mind when 

developing a vision for your squadron.

• Solicit input from your unit; make the process participative.

• Ensure the vision aligns with mission requirements.

• Articulate the vision often.

• Support the vision with appropriate resources.

• Review the vision periodically, and revise as required.

Notes

1. Tom Peters, Thriving on Chaos: Handbook for a Management Revolution (New York: Alfred A. Knopf, 1987), 489.

2. Quoted in Neil H. Snyder and Michelle Graves, “Leadership and 

Vision,” Business Horizons 37 (January–February 1994): 1.

3. Bert Nanus, “Visionary Leadership: How to Re-vision the Future,” 

The Futurist 26 (September–October 1992): 23.

4. Motto displayed in the Canadian National Defense Headquarters, 

J3 Plans Division.

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Squadron Goals

Maj Dan Sheesley, 43d Comptroller 

Squadron Commander, 2004–6

As a squadron commander, 

you are responsible for setting 

and achieving unit goals. Your 

challenge is to define realistic 

goals in support of both higher 

headquarters needs and your 

long-range plan for command. 

The tips below will help you to 

get started.

Tips for Success

Goals must be

• High but achievable—goals that are easy to achieve fail to 

motivate improvement; goals too difficult demoralize your 

Airmen.

• Measurable—goals must be measurable. Establish metrics 

and an appropriate system to track your progress.

• Integrated—goals should be tied to your mission and vision 

and integrated with higher headquarters goals. Make sure 

your goals either directly or indirectly support wing and 

MAJCOM goals.

• Clear and concise—goals must be in plain language, easily 

identifiable, brief, and to the point. They must enable your 

squadron to read, understand, and create actionable plans 

for success.

• Effectively communicated—display your goals in areas 

where your Airmen will see them daily. Reinforce your goals, 

and progress toward achieving them at staff meetings, daily 

roll calls, and commander’s calls.

• Reviewed regularly—goals, as well as your focus, change. 

Review your goals regularly to determine if they are still in 

concert with your vision and higher headquarters plans.

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Your First Commander’s Call

Maj Dan Sheesley, 43d Comptroller 

Squadron Commander, 2004–6

Now that your change of command is behind you, it’s time to 

get to work. Plan a commander’s call as soon as is practical. This 

first commander’s call is critical in establishing your relationship 

with your squadron. Everyone in your new command is curious 

about you. Your first commander’s call sets the stage for your 

command tour. Get it wrong, or wait too long to bring your unit 

together, and you will play catchup for the next two years. Every 

action you take, or do not take, as 

a commander communicates a 

message to your squadron. Use 

this commander’s call to your 

advantage to communicate—early, 

clearly, and directly—the plan for 

your command. 

When Do You Have Your First 

Commander’s Call?

While some commanders prefer to hold their first commander’s 

call within a day or two of the change of command, some prefer to 

wait a week or so to meet everyone and complete an initial assessment of the unit. Whichever you choose, do not delay longer than 

two weeks—waiting too long inadvertently sends the message that 

you are not interested in communicating with your Airmen. 

Additionally, a long delay puts you behind the power curve in 

implementing your policies and emphasizing your approach to 

maintaining standards and administering discipline. This first 

commander’s call is your most important opportunity to prevent 

problems before they happen. Do not delay it!

What Do You Say at Your First Commander’s Call? 

Your first commander’s call is where you deliver the message 

you didn’t have time to say at your change of command. This is 

not the time for a massive information update or touchy-feely 

award presentations; those things are more suited for a routine 

commander’s call (see chap. 2, this book). 

Your tone, whether it is directive or informative, depends 

on your leadership style and the state of the unit you have 

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inherited. If, prior to the change of command, your unit had 

leadership issues or suffered from high-visibility UCMJ violations, you may choose a very directive tone to set the stage. 

If this is not the case, a more informative or casual approach 

may be adequate. Along with choosing an approach, it is 

critical for you to tell your squadron who you are, what you 

believe in, and what they can expect from you during your 

command. Be clear so there is no confusion as to your policies and approach. Your Airmen have the right to know what 

you expect from them and how to work successfully under 

your command. 

If you need to have more than one commander’s call due to unit 

size or duty schedules, ensure you say the same thing at each 

presentation. Consistency eliminates confusion and builds trust. 

Be Prepared 

It is important to plan what you are going to say and how 

you are going to say it well in advance. Develop your ideas 

before your change of command, and check with your operations officer, superintendent, and first sergeant to refine your 

ideas. These key leaders can help you determine what to 

emphasize in your presentation and how to deliver your message. Finally, even if you are a great public speaker, you 

should practice your delivery. Remember, during this first, 

critical presentation, all eyes are on you—there is no room to 

“wing it.” 

Tips for Success

• Hold your first commander’s call within the first two weeks 

of your command.

• Introduce yourself—who you are, what you believe, what you 

expect, and what you will (or won’t) tolerate.

• Be consistent.

• Be prepared.

Additional Resource

For more information on conducting routine commander’s 

calls, see chapter 4 of this book.

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Assessing Your Squadron’s 

Strengths and Weaknesses

Maj Shannon Smith, 14th Security Forces 

Squadron Commander, 2004–6

One of the more difficult tasks new commanders face is accurately assessing the “health” of their squadrons. Since command 

tours are normally only two years, it’s important to make accurate assessments in a timely manner so that goals can be established and problems fixed as quickly as possible. It is critical 

that new commanders make correct assessments of their unit 

strengths and weaknesses or they could spend the bulk of their 

command tour “fixing” the wrong problems.

Be Objective

Commanders must be objective when making their initial unit 

assessments. Most commanders probably prefer inheriting “poor” 

units with much room to improve over units that are “outstanding.” After all, commanders that resurrect broken units tend to 

get more credit than commanders who make already outstanding 

units more outstanding. However, commanders who hastily judge 

a unit as substandard risk alienating their Airmen by labeling 

their past efforts as inadequate, without proper justification or 

evidence. This could cause motivational problems.

While underestimating the unit’s strength is a concern, overstating the unit’s greatness in the first few weeks is also problematic. 

While it is important to set a positive tone early in the command, 

commanders must be wary of sharing glowing assessments, such as 

“You folks are great—keep up the good work, and I’ll try to not get in 

your way!”, in an attempt to curry favor with the unit. If a positive 

assessment is overstated, two concerns arise. First, commanders 

lose credibility with their unit’s top performers. The best and brightest are looking for commanders to support them with fixing problems, not to tell them everything is great. Second, commanders who 

inaccurately deem their squadrons to be in great shape, at first 

glance, may have a tough time motivating their Airmen to fix problems if time reveals major deficiencies. Airmen will wonder why they 

are being pressured to fix things never perceived as broken. 

The Bottom Line

Commanders must use caution when judging or assigning 

merit to individuals, sections, or an entire unit within the first few 

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weeks of taking command. While it is important to be complimentary, if the squadron has made a good first impression, commanders should save more substantial assessments until they make an 

educated evaluation based on quantitative facts and subjective 

opinion from the key leaders after a few weeks in command.

Tips for Success

• Begin your unit assessment by reviewing squadron metrics 

and performance data.

o Mission-oriented metrics.

o Self-inspection results.

o Unit compliance inspections and operational readiness 

reports. 

o Customer feedback and survey results.

o Disciplinary action history.

o Training status, such as career development course (CDC) 

and ancillary training completion reports.

o Unit fitness status.

o Equipment status.

o SORTS and ART reports.

o Most recent climate assessment. 

o Recent unit and individual awards.

• Schedule one-on-one meetings with key personnel (operations officer, flight chiefs, etc.) to get their take on the unit’s 

condition.

• Take your predecessor’s opinion with a grain of salt—the 

“pride of ownership” can lead to a skewed assessment.

• Review the “facts” as much as possible before sharing a “big 

picture” assessment.

• Avoid making overly general positive or negative statements 

regarding the unit during the initial days in command.

• Don’t make any major changes during the first couple weeks 

of command unless absolutely necessary.

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Additional Resource

The Goal: A Process of Ongoing Improvement by Eliyahu 

Goldratt and Jeff Cox, 2nd revision, North River Press, MA, 1992.

This best-selling business novel with over three million copies in 

print provides insights into making improvements.

Making a Difference: Leaving a Legacy

Lt Col Jim Grant, 60th Supply Squadron and 60th 

Logistics Readiness Squadron Commander, 2001–3

There are different ways to approach a command tour. Some 

view it as an opportunity to finally use their leadership skills—to 

be in charge, to create and pursue a vision, and to motivate others 

toward a common mission. Others may see it as a chance to interact closely with a wide group of people. And, to others command 

means long hours and many decisions. All of these are true, but 

there is another way to view command: as an opportunity to make 

a difference. When the difference you make in the mission or in 

people’s lives has a lasting effect, it is sometimes referred to as a 

legacy. The legacies with the most impact occur when the focus is 

not on you but on your people and the mission instead. As a commander, if your attention is centered on what legacy you will leave, 

you’ve missed the point. But, if you focus on improving mission 

effectiveness and developing your Airmen, you’re on your way to 

making a difference and leaving a positive legacy.

What is meant by “leaving a legacy”? A legacy is more than the 

projects you accomplished or the awards the squadron won. 

Legacies, both tangible and intangible, are the lasting impact 

you have on the organization and especially the people. On the 

tangible side, you will have the opportunity to affect changes in 

procedures in your organization, which could continue long after 

you depart. For example, improving efficiency by consolidating 

processes or reorganizing functions could be one example of a 

tangible legacy. However, remember that change for change’s 

sake is a legacy no one wants to leave. 

The other form of legacy is the intangible side. This involves the 

lasting impact you have on the people in your squadron. In this 

respect, your legacy “can be seen in the thoughts and actions of the 

people who have worked with or for you long after your professional 

affiliation has ended.”1 We can also define this type of legacy as “the 

sum total of the difference you make in people’s lives, directly and 

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indirectly, formally and informally.”2 In other words, when you turn 

over command to the next person, what attitudes or ways of thinking have you instilled into the squadron that will continue after you 

are gone? The fact that your unit earned an “outstanding” on an 

inspection is not a legacy; a legacy is the commitment to excellence 

and attention to detail you developed in the squadron, which 

resulted in the outstanding rating. The inspection results are a 

one-time occurrence; the qualities that produced it will live on in 

the people who made it possible. That’s a legacy.

Every leader leaves a legacy.3 However, leaving a positive legacy 

doesn’t happen automatically; it requires focus. Before taking command, think about the impact you want to have on your squadron 

and especially its members—not for you, but for them. What qualities do you want them to carry on after you depart? Do you want to 

instill in them a commitment to excellence, integrity, and safety; a 

pride in the unit; a teamwork atmosphere? Do you want them to 

recognize the importance of training, attention to detail, and thoroughness, as well as taking care of each other and oneself? The legacy you leave will be the way the organization functions after you’re 

gone. “The challenge is how to live in a way that creates a legacy others want to be a part of, too. . . . A legacy is built moment by moment, 

in small interactions. How you live your legacy can uplift people’s 

spirits and inspire them to live or perform better than they thought 

possible.”4 Begin thinking now about the impact your leadership 

style will have on your squadron and what type of legacy will ensue. 

You will be able to watch it unfold over your command tour.

Tips for Success

• Go slow with regards to changing processes—make sure 

you fully understand current procedures before making any 

changes.

• Concentrate on three or four specific qualities you want to 

instill in the individuals in your squadron

o How will you instill these qualities in your unit members? 

o What will you emphasize?

• Assess early what actions you should stop, start, continue, 

or avoid in order to produce the legacy you want to create.5

• “Dare to be a person, not a position” (be honest, take responsibility, and keep your ego in check).6

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• “Dare to connect with people” (talk one-on-one, and listen 

intently).7

• “Dare to drive the dream” (stay committed to a dream, be 

optimistic, and have fun).8

All right, you say, I understand what is expected of me. Now, 

how do I do it all? The answer is, “There are no magic formulas.” 

Leadership is individual and personal. As a commander, you 

must develop your own style—hence, the advice to “be yourself” 

offered earlier. You can benefit from the experiences of others. In 

1976, while combatant commander of Pacific Air Forces, Gen 

Louis L. Wilson Jr. wrote a work called “Advice to Commanders. 

. . . 10 Points.”1 Although the advice is old in a chronological 

sense, its spirit and wisdom remain fresh.

Notes

1. Robert M. Galford and Regina F. Maruca, Your Leadership Legacy: 

Why Looking Toward the Future Will Make You A Better Leader Today

(Boston: Harvard Business School Press, 2006), 14. 

2. Marta Brooks, Julie Stark, and Sarah Caverhill, Your Leadership 

Legacy: The Difference You Make in People’s Lives (San Francisco: BerrettKoehler Publishers, Inc., 2004), xi.

3. Galford and Maruca, Your Leadership Legacy, 3.

4. Ibid., 14.

5. Ibid., 121.

6. Brooks, Stark, and Caverhill, Your Leadership Legacy, 76–77.

7. Ibid., 76.

8. Ibid., 77.

Advice to Commanders

ACSC AU-2 Editing Team, 2001

Reference

ACSC, AU-2, Guidelines for Command, 2003. 

This article appeared in the 2003 edition of Guidelines for 

Command. It is included here in the new edition in its original 

form.

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1. BE TOUGH. Set your standards high and insist that your 

people measure up. Have the courage to correct, and, if 

necessary, chastise those who fail to do so. Discipline those 

who won’t conform. In the long run your people will be 

happier. Almost certainly morale will be higher, your outfit 

better, and your people prouder. Good outfits have tough 

commanders—not arbitrary or unfair or cruel—just tough.

2. GET OUT FROM BEHIND YOUR DESK. See for yourself 

what’s going on in your unit. Your place of business is 

where the action is. Leave your footprints all over the place. 

Your subordinates will see that you’re interested in their 

problems, working conditions, and welfare. Many of your 

people problems will go away if you practice this point.

3. SEARCH OUT THE PROBLEMS. They are there. If you 

think there are no problems in your organization, you are 

ignorant. Again, they are there—the trick is finding them. 

Foster an environment that encourages people to bring 

problems to you. If you shun problems, you are not fit to 

command.

4. FIND THE CRITICAL PATH TO SUCCESS. Get personally 

involved on a priority basis. Let your influence be felt on 

the make-or-break issues in your organization. Avoid the 

“activity trap”; don’t spend your valuable time on inconsequential or trivial matters. Weigh in where it counts. Be the 

master of your fate—don’t leave it to chance.

5. BE SENSITIVE. Listen to your people. Communicate. Be 

perceptive. Recognize that communication is shared perceptions. Empathize. Learn to recognize problems. Seek 

ideas. Be innovative. Listen, listen, and listen!

6. DON’T TAKE THINGS FOR GRANTED. Don’t assume wrong 

things have been fixed—look for yourself. Neither assume 

they will stay fixed. The probability is high that “fixed” 

problems will recur. Recheck the fix.

7. DON’T ALIBI. Just fix it. Remember, you and your outfit 

can never be perfect. People will make mistakes. Don’t be 

defensive about things that are wrong. Nothing is more disgusting than the individual who can do no wrong and has 

an alibi for any and everything that goes awry. 

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8. DON’T PROCRASTINATE. Don’t put off those hard decisions because you’re not willing to make them today. It 

won’t be easier tomorrow. This doesn’t mean to make precipitous or unreasoned decisions just to be prompt. But 

once you’ve arrived at what you believe is correct, get on 

with it. Don’t stymie progress.

9. DON’T TOLERATE INCOMPETENCE. Once people have 

demonstrated laziness, disinterest, or inability to get the 

job done, you must have the courage to terminate their 

assignments. You cannot afford to do less. On the other 

hand, when your people are doing good work, recognize it 

and encourage them. Certainly, they will do even better. 

10. BE HONEST. Don’t quibble. Tell it like it is. Insist that 

your people do likewise. They set their patterns based 

upon your example. Absolutely nothing can be more 

disastrous than garbled information, half-truths, and falsifications. Make sure your people know where you stand 

on this matter. Encourage them to come to you if they 

have doubts about veracity in the outfit. You must create 

an atmosphere of trust and confidence. And, be honest 

with yourself—don’t gimmick reports and figures or use 

cunning ways just to make things look good. If you do, 

you are a loser before you start.

Your task is to lead. This requires hard work, enthusiasm for 

the mission, and sensitivity to what is going on around you. You 

must set your standards high: be involved, listen, know what the 

problems are, remove the weak, and promote the strong. To do 

this well, you must be tough. Remember that honesty and integrity are basic to all of it. Don’t risk success—practice these 10 

points; not doing so risks failure. Here is some advice that will 

help you avoid a few other mistakes that new commanders are 

often prone to make due to inexperience.

• Do not pretend to know everything. If you think you know 

all the answers—you simply haven’t heard (or asked) all the 

questions yet.

• Do not make new policy statements arbitrarily to assert 

your authority. Do not do anything arbitrarily; think about 

how your people will perceive the new policy.

• Do not alienate everyone with such statements as “I’m going 

to make this a first-class outfit.” It might already be.

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• Do not make snap decisions. Ask your staff for their advice 

and involve them in the decision-making process whenever 

possible. This is an especially useful technique for dealing 

with disciplinary problems; have the supervisor recommend 

what to do about a troublesome Airman. In any case, if you 

really involve your people and listen to them, it’s almost 

guaranteed that you will learn more from them than they 

will learn from you.

• Use all available talent to help you. Recognize expertise 

where you find it. The “expert” at fixing some specific problem may be the lowest ranking Airman in the unit. Remember, you cannot possibly accomplish the mission alone!

Note

1. Gen Louis L. Wilson Jr., combatant commander Pacific Air Forces, 

“Advice to Commanders. . . . 10 Points,” Air Force Reserve Officer Training Corps Letters, 18 March 1976.

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43

DEVELOPING AIRMEN

Chapter 2

Leading and Developing Airmen

This chapter introduces insights into the basic, yet extremely, 

important responsibility of command—leading people. Today’s 

environment requires commanders who know the difference 

between leading and managing and how to use both. It is also an 

environment which is constantly changing. Skills are necessary 

to lead people in times of change. Commanders must do more 

than just lead; they must develop the individuals entrusted to 

them, thus ensuring capable forces to perform the mission. To 

help with the task, this chapter includes articles on subjects 

such as professional development, promotions, evaluations, and 

mentoring. Developing Airmen—officer, enlisted, and civilian 

personnel—is a critical commander responsibility and a privilege 

of command. This chapter will guide commanders in successfully meeting the challenge.

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Leading versus Managing

Maj Terri Sheppard, Cadet Squadron 

17 Commander, 2003–5

There is a significant difference between leading and managing, and effective command requires both. Managing is a science 

that calls for controlling and directing resources, while leading is 

a delicate art that requires people-oriented attributes to inspire 

and motivate others toward a common mission. Even though 

leadership can be elusive and difficult to develop, you can learn 

and develop these attributes by study, application, and determination. You, as the commander, can give your subordinates 

orders, and they will follow out of obedience—obedience based 

on command authority. However, leadership strives for inspiration and motivation.

Professor and leadership researcher Warren Bennis differentiates leadership and management as follows: “Management is 

getting people to do what needs to be done, while leadership is 

getting people to want to do what needs to be done” (emphasis 

added).1 Similarly, Field Marshal Sir William Slim, British Fourteenth Army leader during the reconquest of Burma during 

World War II, offers, “Leadership is of the spirit, compounded of 

personality and vision. Management is of the mind, more a matter of accurate calculation, statistics, methods, timetables, and 

routines.”2 To command successfully, you must lead and manage. You must administer, maintain, and control as well as motivate, develop, and inspire as you steer your organization toward 

desired goals.

Lead by Example

You are probably familiar with the old adage “practice what 

you preach.” It is never truer than when you are a commander 

because everyone is watching you. Consistence and integrity are 

the foundation of your credibility. Integrity is doing the right 

thing when no one is looking. As an officer and a commander, 

your integrity is your most precious and powerful tool. If you 

strive to do the right thing, it does not matter if someone is 

watching. Your actions speak louder than words. The best way 

to lead by example is to be you and never try to be someone else. 

You are unique, with unique experiences, personality, and perspective. Be yourself, but be your best self possible. 

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Accountability is a key aspect of leading by example. It includes 

doing what is right, even if it is not popular or politically correct, 

and it begins with setting standards and holding yourself 

accountable. You must take responsibility for your actions as 

well as those of your subordinates. Gen Robert E. Lee provided 

an example of accountability after the failure of Pickett’s Charge 

at Gettysburg, when he said, “All this has been my fault. It is I 

who has lost this fight, and you must help me out of it the best 

way you can.”3 Accountability often requires courage, but it is 

essential for effective leadership.

Tips for Success

• Key attributes to maintain as you command

o Positive attitude—your subordinates will reflect your 

enthusiasm.

o Devotion—your desire to lead and achieve a mission.

o Encouragement—motivate, inspire, and touch the hearts 

and minds of your subordinates.

o Trust—give trust and be worthy of trust; make tough decisions when needed.

o Integrity—always do the right thing.

o Honesty—builds trust and respect.

o Competence—know your job and be confident enough to 

ask when you don’t know.

o Character—it is what you are in the dark.

o Compassion—show your passion for the mission and the 

people.

o Courage—both physical and moral.

o Sense of humor—be willing to laugh at yourself but avoid 

sarcasm.

o Credibility—walk the talk.

• Lead and manage to maximize your squadron’s success.

• Always do the right thing—everyone is watching the commander.

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Additional Resources

• The Leadership Challenge by James M. Kouzes and Barry Z. 

Posner, 2d edition, Jossey-Bass Publisher, NY, 1997, is a 

great study of leadership with lots of examples.

• My American Journey by Colin Powell and Joseph Persico, 

Ballantine Books, NY, 2003, is a great read on leadership 

about his Army and chairman of the Joint Chiefs of Staff 

experience.

• Taking Charge: A Practical Guide for Leaders by Perry M. 

Smith offers some insights and ideas, particularly chapter 

1, on 20 fundamentals to remember.

• American Generalship, Character Is Everything: The Art of 

Command by Edgar F. Puryear, Jr., Presidio Press, NY, 

2001, has interesting insights based on hundreds of interviews with general officers about the essence of leadership.

• Lincoln on Leadership: Executive Strategies for Tough Times

by Donald T. Phillips, Little, Brown and Company, MD, 

1992, provides enduring ideas of how to motivate people 

and get results. Easy read with lots of nuggets.

Notes

1. Warren G. Bennis, An Invented Life: Reflections on Leadership and 

Change (Reading, MA: Addison-Wesley Publishing Co., 1993), 104.

2. Ibid., 89.

3. Robert L. Taylor and William E. Rosenbach, Military Leadership in 

Pursuit of Excellence (Boulder, CO: Westview Press, 1964, 1984), 45.

Leadership by Walking Around

Maj Shannon Smith, 14th Security Forces 

Squadron Commander, 2004–6

Type “management by walking around” into any popular Internet search engine and you’ll get thousands of hits. The term came 

into fashion in the late 1980s and gained even more popularity 

during the total quality management (TQM) movement in the early 

1990s. While the Air Force’s TQM era has come and gone, the act 

of leaders getting out and connecting with their people is more 

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LEADING AND DEVELOPING AIRMEN

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Tips for Success

• Determine how you can help your Airmen do their work better. 

Solicit input, and ask for feedback. Encourage ownership by 

empowering your Airmen to fix the problems they identify.

• Take the opportunity to hand out “attaboys” and commendations.

• Think safety! Are your work centers neat and organized? 

Are they safe? Correct any safety discrepancies on the spot 

whenever possible.

• Think communication. Is your internal information program 

working (professional, up-to-date bulletin boards, current 

photos, etc.)?

• Think professionalism. Do your Airmen present a professional appearance? Are supervisors across the unit consistently enforcing your policies regarding uniform wear, customs and courtesies, and proper military bearing?

• Lead! Don’t use your visits as an avenue to micromanage.

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LEADING AND DEVELOPING AIRMEN

important than ever. In fact, for commanders, this is the art of 

leadership by walking around. 

Leadership by walking around is a simple enough concept—it 

embodies commanders engaging their people in their work setting. 

It is tough for leaders to cultivate the right environment for mission 

success when they refuse to leave their offices. Highly effective 

commanders make an effort to go out and see their Airmen on the 

job as much as possible. They ask questions about families and 

educational pursuits, and they solicit suggestions for improvement 

at all levels of unit operations. These visits are tremendous morale 

boosters. Done correctly, they are usually a great deal of fun, and 

they serve to break up the litany of never-ending paperwork commanders must sift through on a daily basis. Additionally, visits to 

work centers keep people on their toes. Even the most unmotivated 

Airman will work a little harder if he or she thinks the boss could 

drop by without notice. Coordinate visits with your superintendent 

or first sergeant when possible. It is good for Airmen to see the key 

squadron leadership on the same page.

During your visits, think about the tips below.

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Leading in the Midst of Change

Maj Terri Sheppard, Cadet Squadron 

17 Commander, 2003–5

Our world and our Air Force are changing as manning continues 

to drop and mission requirements increase. Increased funding constraints and a constantly fluctuating world situation will strain your 

squadron. Demands on military units remain high. Your mission 

may adjust, adapt, or outright change daily. Managing this change 

effectively is a critical leadership skill. The mad rush to improve performance and pursue excellence has multiplied the demands on you 

and your squadron. We can count on mission increases, even though 

resources will remain the same or decrease. Weapon systems have 

grown more technically sophisticated, organizational structures have 

become leaner and flatter, and multinational forces embrace diverse 

cultures and values. Therein lies the challenge—how does a leader 

effectively manage this continual change? 

Your challenge in guiding and leading high-pressure change 

is to maintain morale and motivation despite the constant pressure to “do more with less.” First, accept and embrace change as 

reality. Second, comprehend the increasing rate of change and 

embrace it through a responsive and flexible vision. You must be 

proactive and innovative to bring new ideas, methods, and solutions to challenges your squadron will face. Innovation means 

change, and effective change requires leadership.

As the chief transformation officer within your squadron, your 

attitude is paramount. You must understand, facilitate, and envision change, including the inevitable emotions, uncertainty, chaos, 

and fear that accompany all change. You must turn insecurity and 

fear into hope through realistic optimism. Putting new processes in 

place is the easy step. Motivating people to accept and support the 

new values and beliefs demanded by change is more difficult.

Tips for Success

• Communicate—fully explain the reasons for change to all members of the unit, control rumors, and keep channels open.

• Be positive—your attitude and presentation matter; offer 

and encourage opportunities for new ideas, creativity, and 

innovation.

• Involve your people in the process—assign change-related 

tasks and roles to help them relate to what the future holds.

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Additional Resources

• Who Moved My Cheese? by Spencer Johnson, M.D., Penguin 

Putnam, NY, 1998, is a great book about dealing with change. 

It’s humorous but hard hitting and less than 100 pages. 

• Organizational Culture and Leadership by Edgar H. Schein, 

Jossey-Bass, CA, 1992, is a helpful source for understanding 

the relationship between organizational culture, change, and 

leadership.

• Facilitate change—you can’t force, but can guide, positive 

change.

• Be open-minded—let go of old ideas, and experiment with 

alternative concepts.

• Seek and accept criticism.

• Think about how you can alter the situation instead of simply matching your actions to situational needs and personal 

limitations of subordinates.

• Never become complacent—think ahead, and change before 

circumstances force change.

• Facilitate change within your squadron

o Recognize organizational culture.

o Create a climate of optimism and confidence about change.

o Be sensitive to subordinates’ needs and insecurities.

o Be flexible when introducing changes.

Enlisted Specialty Training

Maj Terri Sheppard, Cadet Squadron 

17 Commander, 2003–5

Reference

AFI 36-2201, Developing, Conducting, and Managing Training,

vol. 3, 4 February 2005.

The majority of the following information is excerpted directly 

from the above reference.

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As a commander, you must ensure all personnel receive the 

required training to accomplish their mission. For enlisted training, 

you must rely heavily on the expertise of the unit superintendent, 

your unit training manager (UTM), and immediate supervisors to 

guide and execute training to meet mission and individual needs. 

Your support and attention ensures the success of your unit training 

program, and it starts with selecting a competent and capable UTM. 

If your unit does not have an assigned AFSC 3S2X1, UTM responsibilities will be an additional duty. Contact the base training manager 

(BTM) to ensure your UTM receives the training and resources 

needed to do the job right. AFI 36-2201 outlines the Air Force training program.

Air Force Training Program Key Components

The Air Force enlisted training program consists of technical 

training courses, CDCs, and on-the-job training (OJT). The 

awarding of skill levels is dependent upon rank and completion 

of upgrade training (UGT), which may include some or all of 

these components. 

Technical Training

• Foundation of enlisted specialty training.

• Initial technical training courses are usually completed prior 

to an Airman’s first duty assignment.

• Cross-trainees may not attend initial training prior to assignment

• o Require greater emphasis on OJT and CDC training.

Career Development Courses

• Developed from references identified in the career field education and training plan (CFETP) and correlating with mandatory knowledge items listed in AFMAN 36-2108.

• Provide information necessary to satisfy the career knowledge component of UGT.

• Contain information on basic principles, techniques, and 

procedures common to an AFSC.

• Do not contain information on specific equipment or tasks, 

unless best illustrating a procedure or technique having 

utility to the entire AFSC.

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• Air Force Institute for Advanced Distributed Learning (AFIADL), 

Maxwell, Gunter Annex, AL, electronically publishes an “AFSC 

listing of CDC requirements” identifying all mandatory CDCs for 

skill-level upgrade.

• Supervisors will use CDCs, if available, to satisfy career 

knowledge requirements for UGT.

• Reference AFI 36-2201, vol. 3, chap. 8, for complete CDC 

program information.

On-the-Job Training

• Unit conducted and documented hands-on training portion of 

UGT.

• Specific to an individual’s assigned 

duty position.

• Supervisors and CFETP identify 

specific requirements.

• Certification based on proficiency 

in specific duty-position tasks.

Air Force Training Program Key 

Personnel and Responsibilities

Base Training Manager Responsibilities

• Develops, implements, and manages training policies and 

procedures.

• Coordinates and disseminates training policy and program 

changes.

• Assists commanders, unit personnel, and training activities 

with developing training programs.

• Conducts a staff assistance visit (SAV) every 18 months on 

unit training programs and makes recommendations.

• Assists with unit-level training publications, supplements, 

training plans, schedules, documentation, operating instructions, and evaluation procedures to support unit operations, 

mission priorities, and CFETP requirements.

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• Provides guidance to commanders and the UTMs on all 

CDC-related matters.

• AFI 36-2201, vol. 3, lists the BTM responsibilities.

Unit Training Manager Responsibilities

• Assesses the quality of unit training.

• Implements and manages training programs, policies, and 

procedures.

• Develops, manages, and conducts training in support of 

home station and expeditionary mission requirements.

• Advises and assists the commander and unit personnel in 

executing their training responsibilities.

• Initiates AF Form 623, On-the-Job Training Record (when 

required by the Air Force Career Field Manager), or its approved 

electronic equivalent, for all trainees entering UGT for the first 

time and provides the documentation to the supervisor.

• Reviews OJT records of trainees submitted for upgrade.

• Compares OJT records against the master task list for additional requirements such as CDC completion or special certification.

• Ensures all duty-position requirements (circled items in AF 

623) and applicable core task requirements are trained or 

certified, as required.

• Conducts a SAV of unit training programs every 18 months 

(24 months for ARC) and at least six months after the last 

base SAV to ensure corrective action implementation on 

deficient areas addressed in previous base SAV reports.

• Coordinates formal training.

• AFI 36-2201, vol. 3, chap. 5, outlines UTM responsibilities.

Commander Responsibilities

• Ensures an effective training program is in place.

• Appoints a UTM in writing and ensures he or she has adequate training, resources, and support to fulfill UTM duties.

• Along with the UTM, closely tracks

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• o Number of personnel in UGT by skill level.

• o CDC pass rates (including one- and two-time failures).

• o CDC reactivations and reenrollments.

• o 7-level school cancellations, reschedules, and no-shows.

• o Personnel withdrawn from training (status code P and T).

• o Training progress review results (within 24 months of 

training start date results).

• o Trainees beyond 24 months (36 months for ANG only). 

• o Survey return rates.

Tips for Success

• Budget and allocate resources to support training requirements.

• Direct your UTM to provide a monthly status of training 

(SOT) briefing to include requirements in AFI 36-2201, vol. 3, 

chap. 4.

• Ensure self-inspection programs and unit SAVs are meaningful and in depth—take appropriate action to resolve any 

noted shortcomings. 

• Ensure training is planned and scheduled according to 

operational or deployment requirements, personnel assigned, 

and equipment availability.

• Ensure the UTM is on the squadron in- and out-processing 

checklist. 

• Ensure the UTM appropriately identifies and schedules formal training requirements.

• Ensure supervisors, assisted by the UTM, develop a master 

training plan (MTP) for each work center to ensure 100 percent task coverage. 

• Withdraw Airmen from training who fail to progress, and 

take timely administrative action.

• Ensure the CDC program is administered in accordance 

with (IAW) AFIADL policies.

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Additional Resource

AFIADL Web site lists all CDCs at http://www.maxwell.af 

.mil/au/afiadl.

Enlisted Professional Military Education

Maj Terri Sheppard, Cadet Squadron 

17 Commander, 2003–5

• Establish a training recognition program to highlight outstanding trainee performance and supervisory involvement, 

as appropriate

• • o Consider tangible rewards, such as a three-day pass for 

Airmen scoring 100 percent on the CDC end-of-course 

test.

• Periodically visit work centers, evaluate OJT, and meet with 

the UTM, the supervisor, and the BTM.

References

AFI 36-2301, Professional Military Education, 27 June 2001.

AFCAT 36-2223, USAF Formal Schools, 1 July 1997.

AFI 36-2110, Assignments, 20 April 2005.

AFI 10-248, Fitness Program, 25 September 2006.

The majority of the following information is excerpted directly 

from the above references.

Enlisted professional military education (PME) is a three-level program that prepares enlisted Airmen for positions of increased responsibility by broadening their followership, leadership, management, 

and military professional skills. AFI 36-2301 and AFCAT 36-2223 

describe the courses and eligibility requirements. The CCM, commander, first sergeant, MSS, and immediate supervisors play critical 

roles in recommendations to attend in-residence PME.

Airman Leadership School

• Initial PME

• Airmen attend at their assigned base

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• Rank of senior airman (SrA) with 48 months total active 

federal military service (TAFMS) or staff sergeant (SSgt)-

select

• In-residence attendance required prior to sewing on SSgt

NCO Academy

• Midlevel PME

• NCOs attend at regional locations

• Technical sergeant (TSgt) or 

TSgt-select 

• Individual bases may have additional local policies for prioritizing NCOA attendance among 

eligible candidates

• o Check with the CCM for your base’s policy 

• Resident NCOA attendance required prior to sewing on master sergeant (MSgt)

Senior Noncommissioned Officer Academy

• Advanced PME

• Part of the College for Enlisted PME, Maxwell, Gunter Annex, 

AL

• Senior master sergeant (SMSgt), SMSgt-selects, and a select 

number of MSgts

• o Local policies for selecting attendees vary; check with the 

CCM for your base’s policy

• Resident attendance required prior to sewing on chief master 

sergeant (CMSgt)

Tips for Success

• Monitor PME status of your Airmen; know who is not current and why.

• Ensure your Airmen complete the appropriate PME 

courses.

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Enlisted Promotions

Maj Serena A. Armstrong, 48th Services 

Squadron Commander, 2004–5

 Ensure Airmen selected for PME courses are eligible to attend 

and are

o not on the control roster,

o not under investigation, or 

o not charged with a UCMJ-punishable offense.

• Meet with NCOs selected to attend in-residence PME prior to 

their departure—emphasize the significance and importance of the course.

• Attend the Airman and NCO PME graduations, and recognize their accomplishment within the unit.

• Identify and recommend highly qualified nominees for PME 

instructor duty (AFI 36-2110 has criteria).

References

AFI 36-2502, Airman Promotion Program, 6 August 2002.

AFI 36-2605, Air Force Military Personnel Testing System, 14 

November 2003.

AFPAM 36-2241, vol. 1, Promotion Fitness Examination Study 

Guide, 1 July 2005.

The majority of the following information is excerpted directly 

from the above references.

AFPAM 36-2241 states that the enlisted promotion system 

provides a visible, relatively stable career progression opportunity over the long term. Promotions for Airman through SrA are 

based on time-in-grade (TIG), time-in-service (TIS), and commander recommendation criteria. For grades above SrA, factors 

contributing to promotion include the Weighted Airmen Promotion System (WAPS), PME, EPRs, TIG, TIS, and decorations.

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Stripes for Exceptional Performers

Stripes for exceptional performers (STEP) promotions are a 

separate promotion process. They are intended to provide a 

means to promote Airmen for compelling, although perhaps 

nonquantifiable, reasons. Senior commanders (usually wing 

commander or equivalent) who have been delegated STEP selection authority by Headquarters USAF establish internal guidelines, procedures, and nomination formats.

Commander Responsibilities

• Appoints a unit WAPS monitor by memorandum and provides a copy to the base WAPS monitor.

• Requests training for the WAPS monitor from the MPF.

Tips for Success

• Ensure your WAPS monitor has a testing notification process in place to guarantee squadron personnel are aware 

of their test date and time.

• Emphasize the importance of preparing for testing, regardless of whether this is their first time testing or their 

fifth.

• Review monthly notification lists of promotees provided by 

MPF to ensure these Airmen still meet promotion requirements.

• Fully understand the STEP promotion requirements and 

procedures for your wing.

• Make a big deal of promotions in your unit

• o Have a formal promotion ceremony for each member 

promoted.

• o Announce promotions at commander’s calls, in the base 

paper, and through hometown news releases (see PA for 

assistance). 

• o Consider writing a personal letter to your Airmen’s 

spouse or parents recognizing their contribution to your 

Airmen’s success.

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Enlisted Assignments

Maj Tom Smith, 42d Military Personnel 

Flight Commander, 2003–4

References

vMPF—Additional information is accessible from the main 

page by selecting the heading “Self-Service Actions,” then “Assignments.”

AFI 36-2110, Assignments, 20 April 2005.

AFPAM 36-2241, vol. 1, United States Air Force Promotion Fitness Examination Study Guide, 1 July 2005.

The majority of the following information is excerpted directly 

from the above references.

The Air Force assignment process is designed to assign Airmen 

to vacant positions worldwide, as equitably as possible, ensuring 

a high state of military readiness. Given the number of Airmen 

serving, the sheer number and diversity of Air Force units, and 

having assets worldwide, enlisted assignments are inherently a 

complex and dynamic process. As a squadron commander you 

play a limited, but nevertheless important, role in the process. 

Before discussing your specific roles, a little background on the 

enlisted assignment selection process will be helpful.

Enlisted Quarterly Assignments Listing and EQUAL-Plus

• Enlisted quarterly assignments (EQUAL) and EQUAL-Plus 

listings are a laundry list of all the assignment requirements 

that need to be filled during the upcoming assignment cycle, 

compiled quarterly, by the Air Force Personnel Center 

(AFPC).

• EQUAL listing identifies what standard assignments are 

available to SMSgts and below, by AFSC and grade, at particular locations.

• EQUAL-Plus advertises requirements for special duty, joint, 

departmental, and short-notice overseas (OS) assignments 

as well as all CMSgt assignments.

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• EQUAL-Plus listings typically have a greater level of detail, 

including any special qualifications, available locations, 

reporting instructions, and points of contact for additional 

information.

• EQUAL and EQUAL-Plus lists are available to Airmen via 

the AFPC Web page to provide them the opportunity to 

review the listing, and update or otherwise align their personal preferences to actual Air Force needs before assignment consideration begins.

• Airmen update their preferences via the vMPF on the AFPC 

Web page.

• The Airman Assignment directorate (DPAA) at AFPC uses 

the EQUAL and EQUAL-Plus lists in combination with the 

preference data supplied by Airmen as well as their personnel records to make assignment decisions.

Commander’s Role in Enlisted Assignments

• Ensure quality-force factors are updated

• o Ensure appropriate administrative actions, such as control 

roster, Article 15, and pending legal or medical action, are 

taken into account and correctly updated in the personnel system by the CSS. Failure to do so may result in an 

assignment notification on an Airman who can’t or 

shouldn’t be reassigned. Cancelling an assignment after 

the fact can be painful for both you and the AFPC, plus it 

often forces a short-notice manpower shortage on the unit 

commander to which the Airman was to have been 

assigned while AFPC makes other arrangements.

• Assignment Notification 

• o AFPC identifies an Airman for an assignment.

• o The AFPC relays the assignment notification via the personnel system to the local MPF, which subsequently notifies you.

• o You review the assignment to ensure the Airman is qualified as specified in the notification.

• o You notify the Airman of the assignment within the 

required window.

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Officer Professional Military Education

Maj Richard J. Parrotte, 

Commanders Connection Facilitator

Maj Tom Smith, MPF Commander, 42 MSS, 2003–4

Tips for Success

• Ensure administrative actions resulting from misconduct 

or otherwise failing to meet standards (i.e., control roster) 

are taken in a timely fashion and updated in the personnel system by your CSS.

• Upon notification that an Airman has been selected for 

assignment

• o Cross-check to ensure the Airman meets the basic 

requirements as outlined in the notification and is otherwise eligible for an assignment.

• o Notify the Airman of the assignment as soon as possible 

(ASAP).

• o Take any other commander actions directed in the 

assignment notification (initiate personnel reliability 

program [PRP] screening).

• Ensure all actions, training, and/or documentation specified 

in the notification are completed IAW the timelines required.

References

AFI 36-2301, Professional Military Education, 27 June 2002.

Air University Catalog, Academic Year 2006–7.

The majority of the following information is excerpted directly 

from the above references.

Officer PME is a four-level development program that prepares 

commissioned Airmen for positions of increased responsibility 

by refining their leadership and management skills while broadening their understanding of our Air Force, its organization, and 

its many missions. Officer PME also reinforces the values of the 

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Air Force and the officer corps in particular. In addition, it allows 

attendees to learn about other jobs in the Air Force.

Air and Space Basic Course (ASBC)

• Initial Basic Developmental Education (BDE) course.

• Second lieutenants, less than 12 months’ TAFCS.

• Six-week in-residence course.

• Synchronized with the SNCOA; classes from both schools 

combined during week six. 

• 100 percent resident attendance, usually before first duty 

assignment.

• Area of Focus 

• o Guide new officers in realizing their roles as Airmen, 

understanding and living the Air Force core values, and 

comprehending the Air Force’s unique history, doctrine, 

and capabilities. 

Squadron Officer School (SOS)

• Second-level BDE course.

• Captains, between four and seven years’ TAFCS.

• Five-week in-residence or 18-month distance learning 

course.

• Resident attendance is competitive (historically around 80% 

of officers attend SOS in-residence).

• Area of Focus 

• o Enhance leadership, followership, and communication 

skills, as well as broaden officers’ knowledge of Air Force 

history, doctrine, and employment concepts. 

Air Command and Staff College (ACSC)

• Intermediate developmental education (IDE) course.

• Major or major-select (additional requirements for in-residence 

program).

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• Most common form of IDE is ACSC; however, other options 

exist (select AFIT programs, sister-service IDE courses, 

etc.). 

• ACSC is a 10-month in-residence course—numerous joint 

and international opportunities.

• ACSC via correspondence/distance learning must be completed in 18 months.

• In-residence earns a master’s degree.

• Distance learning program now offers a master’s degree 

option.

• In-residence attendance is highly competitive (historically 

18–20% of officers attend ACSC or another form of IDE inresidence).

• Areas of Focus 

• o Develop skills for higher-level command and staff responsibilities while enhancing officers’ abilities to think critically 

about operational air, space, and cyberspace concepts as well as 

current and future threats. 

• o Significant emphasis is placed on the joint campaign planning process. 

Air War College (AWC)

• Senior developmental education (SDE).

• Lieutenant colonel or lieutenant colonel-select (additional 

requirements for in-residence program).

• Most common form of SDE is AWC; however, other options 

exist (select AFIT programs, sister service SDE courses, 

DOD SDE courses, etc.). 

• AWC is a 10-month in-residence course.

• AWC via correspondence must be completed within 18 

months.

• In-residence attendance is extremely competitive.

• Areas of Focus 

• o Develop and enhance skills for strategic and institutional 

leadership, joint and multinational warfighting, multiagency 

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international security operations, air and space force development, and national security planning. 

• o Significant emphasis is placed on senior leadership roles 

in joint and coalition operations and environments.

Tips for Success

• Monitor PME status of your officers—know who’s not current and why.

• Know each officer’s window of opportunity for next level resident PME.

• Encourage officers to enroll in PME by distance learning at 

the earliest opportunity once eligible.

• Advocate for resident PME attendance by your most qualified officers.

• Meet with each officer selected to attend PME prior to departure, and emphasize the significance and importance of the 

course.

Additional Resources

• AU’s Web site offers additional information on officer PME 

courses at http://www.maxwell.af.mil/au/facts.asp.

• The AFPC Web site has various resources on current resident PME programs at http://ask.afpc.randolph.af.mil/ 

(search on keyword “officer PME”).

Officer Promotions

Maj Serena Armstrong, 48th Services 

Squadron Commander, 2004–5

Reference

AFI 36-2501, Officer Promotions and Selective Continuation, 16 

July 2004.

The majority of the following information is excerpted directly 

from the above reference.

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AFI 36-2501 states that the fundamental purpose of the officer promotion program is to select officers 

through a fair and competitive selection process that advances the bestqualified officers to positions of 

increased responsibility and authority. It also provides the necessary 

career incentive to attract and maintain a quality officer force. Promotion is not a reward for past service. 

It is advancement to a higher grade 

based on past performance and 

future potential.

Promotion Recommendation Form 

Generally, squadron commanders have an indirect role in the 

selection of officers for promotion primarily through the evaluation process. This is particularly true with regard to junior officers. However, it is not uncommon for wing commanders to ask a 

squadron commander to provide a promotion recommendation on 

an AF Form 709, Promotion Recommendation Form (PRF), on officers competing for major or above. The PRF is essentially a nineline summary of an officer’s career to date. The information in this 

summary is generally taken from an officer’s past officer performance reports (OPR) and structured to put as much positive 

information as possible into the limited space. Wing commanders 

may have different approaches and philosophies regarding PRFs. 

The wing commander’s executive officer is usually the best source 

of information.

Tips for Success

• Make sure your boss knows who your best and brightest 

are—you are the best advocate for your people to those who 

directly impact officer promotions.

• Actively mentor and develop your officers—ensure they get 

the right experiences and recognition to be competitive for 

promotion.

• When promotions come, make a big deal of them

• o Have a formal promotion ceremony.

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Officer Assignments

Maj Tom Smith, 42d Military Personnel 

Flight Commander, 2003–4

• o Announce promotions at commander’s calls, in the base 

paper, and through hometown news releases (see PA for 

assistance). 

• o Consider writing a personal letter to your officer’s spouse or 

parents recognizing their contribution to his or her success.

References

AFI 36-2110, Assignments, 20 April 2005.

Air Force Assignment System’s Commander Supplement, October 

2005, available with assignment management system (AMS) on 

the AFPC Web page.

The majority of the following information is excerpted directly 

from the above references.

The officer assignments process assigns officers to vacant 

positions worldwide, as equitably as possible, while ensuring a 

high degree of readiness. Given the number of Airmen serving 

and the sheer number and diversity of USAF assets worldwide, 

officer assignments is inherently a complex and dynamic process. As a commander, you play a central and important role in 

this process on three levels

• You provide strategic career 

path and assignment counseling to each of your officers.

• You provide direct, strategiclevel input on each of your officers to that officer’s assignment team.

• When officers are selected for 

assignment, you will notify 

them and begin preparing them for reassignment.

It is vital that you have a basic understanding of the Air Force 

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tem, the Airmen Development Plan (ADP), and the vulnerable 

movers list (VML). This is a quick overview, but detailed information is available on the AFPC Web site.

AFAS and AMS 

• AFAS—officer assignment selection process overall.

• AMS—secure Web-based application accessible on the AFPC 

Web site used by the AFAS to ensure timely communication 

between individual officers, their commanders, and the 

AFPC officer assignment team.

Airmen Development Plan 

Update from AFPC: As of 26 October 2007, the Airmen Development Plan is currently being implemented in phases over 18 

months. The first phase will only apply to active duty officers.

The ADP is a single information platform to replace the 

transitional officer development plan (T-ODP) and includes 

the squadron commander statement of intent, single unit 

retrieval format (SURF), and development and assignment preferences, as well as performance/training reports and decorations. The ADP is designed to help members, supervisors, 

commanders, senior raters, and development teams communicate assignment, command, and developmental education 

desires/recommendations. To access the ADP go to the AFPC 

Web site. 

VML

Tentatively identifies officers as vulnerable for an assignment 

during a specific window, based on career-field-specific criteria 

(generally the number of years an officer has on his or her current station).

• Compiled three times per year coinciding with the three 

annual officer assignment cycles (spring, summer, and 

fall). 

• Forwarded for your review and coordination on the timelines outlined below in table 1.

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Table 1. Officer assignment cycle

	 	 ADP Data AFPC Matches Assignment 

Assignments Report Dates

Cycle Initial VML

Spring 

Jul	 Sep	 Sep–Oct	 Feb–May

Summer 

Nov	 Jan	 Jan–Mar	 Jun–Sep

Fall 

Mar	 May	 May–Jul	 Oct–Jan

Adapted from Department of the Air Force Personnel Center’s Assignment Management Web 

site by ACSC.

• Upon receiving the VML (via AMS), you will then review the 

status of your officers identified and make a determination 

as to whether an assignment in this window is in their best 

interests or the Air Force’s.

• If it is in the best interest of the unit or the officer’s professional development for him or her not to be considered during the cycle, request the officer be removed through a reclama process within the VML module of AMS.

• Your MAJCOM and AFPC review your request and subsequently approve or disapprove the request, based on needs 

of the Air Force.

• AFPC issues a final VML once all reclamas are processed.

• For each officer you have on the final VML, you have two 

responsibilities

• o Ensure that each has current data in ADP on file at 

AFPC.

• o Ensure that a requisition is entered into AMS requesting 

a replacement for each.

It will take from three to four months for the assignment 

matching to be complete at AFPC and assignment notifications 

to reach the base level. However, because an officer is on the 

final VML and considered for assignment does not guarantee 

ultimate selection for assignment. It is not uncommon for officers, particularly junior officers, to be on the VML two or more 

times before being selected for assignment.

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Assignment Notification

• AFPC identifies an officer for an assignment.

• Personnel system relays notification to the local MPF, which 

subsequently notifies you.

• You review the assignment to ensure the officer is qualified 

as specified in the notification.

• You notify the officer of the assignment within the required 

window and take actions directed in the assignment notification (i.e., PRP processing).

Tips for Success

• Periodically meet with your officers individually to discuss 

career progression and goals—encourage them to be candid 

about their career desires.

• Review initial VML as released via AMS in July, November, 

and March 

o Submit reclama requests as appropriate.

• Review final VML as released via AMS in August, November, 

and April. 

o Ensure each officer on the final VML has current data in 

ADP on file at AFPC

■ ADP data need not be reaccomplished every VML cycle 

unless you or the officer wish to make changes. 

■ Ensure your comments in ADP are clear and accurate. 

o Ensure a requisition is entered into AMS requesting a 

replacement for each officer remaining on the final VML 

should reassignment occur.

• Upon notification that an officer has been selected for assignment

o Crosscheck to ensure the officer meets the basic requirements, as outlined in the notification, and is otherwise 

eligible for the assignment.

o Notify the officer of the assignment, ASAP. 

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Leading Civilians

Maj Tom Smith, 42d Military Personnel 

Flight Commander, 2003–4

o Take any other commander actions directed in the assignment notification (initiate PRP screening, etc.).

• Ensure all actions, training, and/or documentation specified 

in the notification are completed IAW the timelines required.

• Stay updated on the assignment process by reading the military personnel flight memorandums on the AFPC Web site.

References

AFI 36-601, Air Force Civilian Career Program Management, 25 

July 1994. 

AFI 36-701, Labor Management Relations, 25 July 1994. 

AFI 36-1001, Managing the Civilian Performance Program, 1 

July 1999.

AFI 36-1004, Managing the Civilian Recognition Program, 16 

September 2004 (incorporating change 2, 30 March 2007).

AFI 36-1201, Equal Employment Opportunity Complaints, 12 

February 2007.

AFI 36-1203, Administrative Grievance System, 1 May 1996.

With the growing trend 

toward converting many historically military positions 

into either government civilian or civilian contract positions, Air Force commanders 

are increasingly finding themselves leading a mixed military and civilian workforce. 

The ability to lead civilians is 

as vital to your success as the ability to lead military personnel. 

While many of the basic concepts are the same, the processes 

used and tools available to you vary with civilians. Below is a 

quick overview of the key issues surrounding a unit’s civilian 

members.

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Civilian Contract Employees

• Civilian employees of a company contracted by the Air Force 

to provide resources or services; they do not work for the Air 

Force.

• While most of the same principles outlined below apply to 

contract civilians, their career management, discipline, and 

union issues are managed by the contract company.

• Your roles in managing the work of these individuals will be 

specified in the contract and can vary dramatically—know 

your boundaries, and stay in your lane!

• Regardless of the degree of formal oversight you have over 

contract employees, don’t underestimate your ability to provide leadership to them—share your vision with them, and 

use the tools available to you to encourage them to adopt it.

• More specifics are impossible because of the variation among 

contracts—know your contract, know your role, don’t overstep your authority, but don’t be afraid to lead!

Government Civilian Employees 

• Civilian members of your unit directly employed by the Air 

Force

Civilian Personnel Office

• Your primary resource for all government civilian employee 

issues.

• Know your key points of contact at the CPO for these critical 

issues (contact the MSS commander if you need help finding 

them).

o Employee relations staff works with

 ■ Discipline issues.

 ■ Administrative grievances. 

 ■ Injury compensation.

o Equal employment opportunity (EEO) staff works with

 ■ Discrimination issues.

o Labor relations staff works with

 ■ Union and union contract-related issues.

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Civil Service and the National Security Personnel System

• National Security Personnel System (NSPS) is an effort to 

modernize the civilian personnel system within the DOD.

• Being introduced incrementally, replacing the existing civil 

service personnel system in phases through 2009.

• Significantly changes the current rules. For example, a payfor-performance system, pay banding, and a streamlined 

appeals process.

• Provides more flexibility for supervisors and managers with 

increased accountability and responsibility.

• You will receive NSPS training when it is implemented at 

your base.

• Local implementation dates will vary—check with the local 

CPO for information regarding your base.

Government Civilian Career Management

• The same basic concepts used to lead Airmen apply to civilians

o Identify your best and brightest—encourage them to make 

the Air Force a career.

o Mentor and groom gifted civilian employees—prepare 

them for advancement and added responsibility.

 ■ Career-broadening opportunities.

 ■ Additional training or certifications.

 ■ Developmental Education (DE). A small number of civilians are selected to attend most DE schools—others 

may complete by correspondence.

o Recognize accomplishments—there are lots of options for 

recognizing civilians

 ■ Strong performance appraisals.

 ■ Time-off awards.

 ■ Performance awards (cash bonus).

 ■ Quality step increase (QSI) awards (salary increase).

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 ■ Longevity awards (10-, 20-, 30-, 40-, and 50-year intervals).

	 	 ■ Nominate civilians for medals or other formal awards 

(see AFI 36-1004).

o Ensure they have a professional work environment, good 

supervision, clear expectations, and are free from harassment, unlawful discrimination, and favoritism.

• Bottom line: Take care of your civilians just as you do your 

military pesonnel!

Tips for Success

• Civilian contract employees

o Know contract, role, and boundaries—stay in your lane. 

o Don’t overstep your authority but don’t be afraid to lead.

• Government civilian employees

o Attend mandatory training for new commanders on supervising civilians—take it seriously.

o Take care of them just as you would an Airman in your 

unit

oo■ Ensure they have a professional work environment.

oo■ Ensure they are mentored and are offered professional 

development. 

oo■ Recognize superior performers (see AFI 36-1004).

o Make a point of meeting your employee relations, labor 

relations, and EEO program managers in the CPO before 

an issue arises.

oo■ Ask them to brief you on any local policies, issues, or 

history about which you should be aware.

o Ensure civilian employees are never discouraged or prevented from using available grievance channels, such as the 

IG, EEO, administrative grievances, or union grievances, 

and ensure they don’t experience reprisal as a result of using 

these channels

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Additional Resource

For help in understanding the civilian personnel system and 

specific information on leading civilians, visit the NSPS Web site 

at http://www.cpms.osd.mil/nsps and the AFPC Web site at 

http://ask.afpc.randolph.af.mil/sitemaps/civilian site.

Feedback

Maj Richard J. Parrotte, Commanders 

Connection Facilitator, 2006–7

oo■ Keep documentation on all contact you have with civilian employees and their supervisors related to a formal 

grievance or complaint through these channels.

o Always remain clearly neutral on issues surrounding 

unionization, union membership, or any similar union 

representation topic.

oo■ You are a representative of management; your comments will be seen as such—keep personal opinions to 

yourself!

o Ensure civilian employees are never discouraged, pressured, coerced, or prevented from joining a union or other 

collective bargaining unit—ensure they do not experience 

discrimination or reprisal as a result of their decision.

• Know which of your civilians are members of the ANG and 

AFR—support their involvement but also have a plan to 

cover their duties should they deploy for extended periods

o Support their families during deployments just as you 

would your active-duty families.

Reference

AFI 36-2406, Officer and Enlisted Evaluation Systems, 15 April 

2005.

The majority of the following information is excerpted directly 

from the above reference.

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Performance feedback is a private, formal communication that 

a rater uses to tell a subordinate what is expected regarding duty 

performance and how well he or she is meeting those expectations. Providing this information encourages positive communication, improves performance, and allows for professional growth. 

Always remember, feedback is the responsibility of the supervisor, not the subordinate. In addition, informal feedback conducted on an ongoing basis is a powerful supplement to the formal feedback process. A simple “good job,” immediately, after 

observing a positive action goes a long way.

Elements of Effective Feedback

• Balanced (positive and negative)

• Specific (provide examples)

• Timely

• Frequent (less experience equals more frequent feedback)

• Personal

Commander Responsibilities

• Provide initial, midterm, and follow-up feedback to your 

subordinates. 

• Document subordinates’ feedback on the performance feedback worksheet (PFW), and provide them the form at the 

conclusion of the session.

• Ensure supervisors within your unit are conducting feedback sessions properly and in a timely manner.

• Hold supervisors who fail to conduct appropriate feedback 

sessions accountable.

Tips for Success

• Put the next feedback session with your subordinates on 

your calendar immediately after completing each evaluation 

or feedback session.

• When giving feedback to subordinates

o Prepare in advance for the session.

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o Use the PFW as a guide for organizing and conducting 

feedback. 

o Clearly outline for subordinates what you expect of them.

o Tell them directly and honestly how well they are currently 

meeting those expectations.

o Offer specific suggestions for improvement.

• Consistently and repeatedly communicate the importance of 

proper feedback to supervisors.

• Remember—these sessions are most productive when supervisors stay abreast of current standards and expectations!

Additional Resource

Check out this great source for feedback tools and ideas: https://

wwwmil.a1.afrc.af.mil/pdc/VRG/Guide_For_Command_and 

_Leadership.htm.

Officer and Enlisted Evaluations

Maj Serena Armstrong, 48th Services 

Squadron Commander, 2004–5

Maj Tom Smith, 42d Military Personnel 

Flight Commander, 2003–4

References 

AFI 36-2406, Officer and Enlisted Evaluation Systems, 15 April 

2005.

AFI 36-2502, Airman Promotion Program, 6 August 2002.

AFPAM 36-2241, Vol. 1, Promotion Fitness Examination Study 

Guide, 1 July 2005.

AFI 36-2406, Officer and Enlisted Evaluation Systems, 15 April 

2005.

AFPAM 36-2506, You and Your Promotions—The Air Force Officer 

Promotion Program, 1 September 1997.

The majority of the following information is excerpted directly 

from the above references.

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While important differences exist between the officer and 

enlisted evaluation programs, there are many more commonalities. Before assuming command, most officers have spent years 

writing officer and enlisted evaluations. We will not discuss the 

writing process in depth here. Detailed guidance on writing evaluations is available in the resources listed above and on the AFPC 

Web site if needed.

As a commander, you will likely find that the three issues 

below will take up the majority of your time on this subject.

Consistency and Evaluation Inflation

In the majority of enlisted evaluations your signature is the 

final step in completing the report. Part of the reason for this is 

to allow you to be the final arbiter of consistency and fairness on 

evaluations in your squadron. Evaluation styles will vary between 

supervisors and flight chiefs. It is your role to ensure that this 

does not result in inconsistency across the squadron. The performance of an Airman receiving a five in one flight should be 

comparable to that of one receiving a five in another flight.

While the final signature on officer and some SNCO evaluations will be above your level, you still have a similar responsibility 

when you coordinate on these evaluations. Not only is it the right 

thing to do, but also failure on your part to do so will be noticed 

by the group and wing commanders. After all, they have a similar responsibility at their level. Don’t leave the tough calls to 

them if they can be addressed at your level.

Referral Evaluations

Referral evaluations (officer or enlisted) are those that contain 

negative or potentially negative comments. There is a specific 

referral process that must be followed. Anytime you encounter a 

referral evaluation, take the time to read the AFI and double-check 

that each step is correctly followed, and that you have the required 

documentation to support it. Minor mistakes can invalidate the 

evaluation and require the process to be reaccomplished.

Stratification

While stratification has long been common in officer evaluations, 

it should only be included, if the officer can be very specifically and 

highly stratified (i.e., “my number one of six Lts”). Ambiguous or 

weak stratification is best omitted. Moreover, stratification as part of 

a larger pool at a higher level in the chain of command is always best. 

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However, individual wing and group commanders will have their 

own policy on these matters. You’ll want to be familiar with them and 

advocate for your best and brightest earlier rather than later. 

There has been a growing tendency to seek stratification of 

SNCO evaluations as well. As of this writing, Air Force A1 (Deputy 

Chief of Staff, Manpower and Personnel) is developing formal 

guidance on this subject. Meanwhile, check for local guidance at 

your base. The CCM will be the best source of information on 

this subject.

There has been rare but growing use of stratification in NCOs 

and junior enlisted evaluations. Currently there is no fixed rule; 

this practice has been generally discouraged from the Chief Master Sergeant of the Air Force (CMSAF) down.

Commander Responsibilities

• Manage the performance report program for the organization.

• Prepare and maintain the unit’s mission description.

• Determine the rating chain for assigned personnel.

• Ensure first-time supervisors receive mandatory training 

within 60 days of being assigned supervisory duties.

• Ensure the first sergeant (or designated SNCO) conducts a 

quality force review on all enlisted evaluations.

• Ensure the evaluation accurately describes performance 

and makes realistic recommendations for advancement.

• Ensure that no member is in the rating chain of their spouse 

or other relative.

Tips for Success

• Be on time. Per AFI, the MPF must receive evaluations no later 

than 30 calendar days after the last day of the evaluation 

period; some wings brief late reports at wing staff meeting.

• Be proactive. Normally an evaluation is due on each military 

member annually, or earlier, if supervisors change or the individual is being reassigned; most of these situations can be forecasted, and an initial draft evaluation requested 30 days before 

it is due.

o These early versions are draft only. By AFI, an evaluation 

cannot be completed and signed before the final day of the 

evaluation period.

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Awards and Decorations

Maj Serena Armstrong, 48th Services 

Squadron Commander, 2004–5

References 

AFI 36-2803, The Air Force Awards and Decorations Program, 

15 June 2001.

AFI 36-2805, Special Trophies and Awards, 29 June 2001.

DODM 1348.33-M, Manual of Military Decorations and Awards, 

September 1996.

The majority of the following information is excerpted directly 

from the above references.

Recognizing the efforts and accomplishments of your Airmen is a critical 

part of your role as a commander. Along 

with local quarterly and annual winglevel awards, there are numerous formal 

Air Force programs available to help you 

in that effort. Two general programs are 

(1) the Air Force Awards and Decorations 

Program that awards decorations such 

as the Air Force Achievement Medal (reference: AFI 36-2803) and (2) the Special 

Trophies and Awards program which 

includes recognition such as the 12 Outstanding Airmen and 

the Lance P. Sijan awards (reference: AFI 36-2805).

Specific eligibility criteria and nomination processes for these 

awards vary too dramatically to summarize in this section. However, each is clearly outlined in the references cited above. As a 

commander you will rarely be the approval authority for such 

awards. However, you will be the one best able to advocate for 

your people in your base award programs; take this role very seriously. In addition, each functional area normally selects its outstanding enlisted, officer, and civilians for yearly awards. Various 

publications cover the details for these awards. Take advantage of 

available opportunities to recognize your top performers.

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Tips for Success

• Be personally familiar with all the functional awards programs that apply to your Airmen, including those outside 

your specific career field such as personnel, information 

management, and training manager.

• Review your unit’s awards program or operating instruction 

(OI).

• Assign a unit awards monitor to do the following

o Stay familiar with relevant guidance—local and Air Force 

level.

o Track when each of your Airmen last received a decoration.

o Track the nomination windows for special trophies and 

awards programs which might apply to one of your Airmen—most run on the same schedule each year.

o Track award nomination packages in progress within your 

unit to meet suspenses.

• Be proactive on nominations; especially the special trophies 

and awards nominations. If you wait until the formal call for 

nominees to filter down through the MAJCOM and wing, you 

will be left with very little time to put a package together.

• Periodically review the situation surrounding any Airman 

who hasn’t received a decoration in over three years—not 

everyone deserves a decoration, but you want to make sure 

it isn’t an oversight.

• Don’t overlook civilian awards for government civilian 

employees. 

• Maintain the integrity of the awards program by nominating 

only deserving people for appropriate awards. This affects 

your credibility not only with your Airmen but also with your 

boss and wing commander.

• Remember! Nominations for decorations for a specific 

achievement or act of heroism must be generated within 60 

days of the act.

• On permanent change of station (PCS) awards, an award for 

a single act or achievement during the assignment period 

(such as a deployment medal) does not preclude an award for 

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Building Future Leaders

Maj Terri Sheppard, Cadet Squadron 

17 Commander, 2003–5

Never tell people how to do things. Tell them what to do 

and they will surprise you with their ingenuity.

 —Gen George C. Patton

Empower Your People

Great leaders never tell people 

how to do their jobs. Instead, they 

present the need, establish the playing field, and then allow subordinates to achieve their own successes. 

The success of the follower is a success for the leader and the organization. You, as the commander, maintain responsibility for a task, but all share in getting the job 

done. When you solicit input, you will discover the knowledge, 

interest, and parameters of support you can expect from others. 

As Tom Peters said, “You want innovation? Just ask for it.”1

Empowerment involves assigning tasks to subordinates and 

allowing freedom for creativity. It also means granting subordinates authority to make decisions and then to act upon them. It 

is not simply fire-and-forget workload distribution but instead 

requires effective delegation. 

To empower subordinates, you must

• Allow subordinates decision-making authority and flexibility.

• Provide direction and support based on individual experience, maturity, and leader and subordinate relationship.

meritorious service at the end of an assignment. It means 

the achievement was already recognized and must be 

excluded from the second nomination package.

• Always brag on your Airmen. Publicize your award winners 

at commander’s calls, in the base paper, and through hometown news releases (see PA for assistance).

• Check with the CCM to fully understand procedures and 

requirements for SNCO end-of-tour decorations.

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• Maintain responsibility.

• Promote contributions from all members.

• Recognize and reward subordinates for contributions.

• Provide resources and knowledge.

• Establish mutual trust.

Empowered subordinates must

• Take ownership and pride in achieving the vision—you must 

allow decision making and flexibility.

• Control their own work, but keep you informed.

• Become stakeholders in and committed to your squadron’s 

vision.

• Transform into responsible participants through learning 

and development.

Empowerment does not

• Detract from authority.

• Abdicate responsibility.

• Equate to laissez-faire leadership.

• Utilize decision making by consensus.

Grow Future Leaders

You, as the commander, are responsible for getting the job done. 

Despite the overwhelming demands and challenges of accomplishing the mission, do not forget the primary responsibility of leaders—

developing future leaders. It takes extra time and effort, but investing 

in future leaders is well worth the investment.

Avoid showing favoritism and creating divides within your 

squadron when assigning “opportunities to excel,” but always 

consider the development and growth for everyone, balancing 

equity and capabilities. While looking for “fast burners” with leadership potential among your officer, enlisted, and civilian personnel 

to challenge, based on their readiness, do not overlook “late 

bloomers” with experience, maturity, and untapped potential.

Things to consider when growing future leaders include

• Challenge every individual—all will benefit, and the sharpest will rise to the top.

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• Identify leadership potential early, and challenge appropriately.

• Look for late bloomers, and tap into their maturity and experience.

• Develop an understanding of roles and responsibilities.

• Clarify expectations.

• Strengthen squadron and service identity.

• Advise and mentor, both professionally and personally.

• Encourage subordinates to make decisions, experience leadership, 

and take risks—they learn from both triumphs and failures.

• Provide opportunities for professional growth and promotion.

• Encourage and facilitate formal education.

To best identify and develop future leaders, you should

• Know your people’s strengths, weaknesses, and goals.

• Set a tone that encourages subordinates to take reasonable 

risks and treat setbacks as opportunities for improvement.

• When initiatives fail, applaud the attempt and use the experience as a learning opportunity—fight the fear of failure that 

often prevents capable people from pursuing their vision and 

achieving their full potential.

• Recognize when subordinates need assistance or encouragement and when they need to be reeled in.

Tips for Success

• Empower subordinates to be creative.

• Set standards that give squadron members goals to reach.

• Provide challenging and enlightening tasks.

• Identify and develop people with leadership potential.

• Recognize unit and individual successes.

• Encourage and facilitate formal education.

• Begin developing and training future commanders. Since experience is the best training for commanders, give your officers opportunities to participate in your decision-making 

process and the overall operation of the squadron.

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Note

1. Thriving on Chaos: Handbook for a Management Revolution, Tom 

Peters, (New York: Alfred A. Knopf, NY, 1987), 309.

Squadron Mentorship Program

Maj Richard Parrotte, Commanders 

Connection Facilitator, 2006–7

References

AFPD 36-34, Air Force Mentoring Program, 1 July 2000. 

AFI 36-3401, Air Force Mentoring, 1 June 2000.

The majority of the following information is excerpted directly 

from the above references.

Mentoring is a fundamental responsibility of Air Force supervisors. Commanders and supervisors must know their people, 

accept personal responsibility for them, and be accountable for 

their professional development.

Air Force mentoring covers a wide range of areas including

• Career guidance.

• Professional development.

• Air Force history and heritage.

• Knowledge of air and space power.

• Warrior ethos.

• Air Force core values.

Keep in mind that mentoring 

goes beyond formal feedback sessions. Required periodic feedback 

is a part of mentoring, but a good 

mentoring program addresses the 

current capabilities and needs of 

subordinates and looks for creative 

ways to foster development. You must set the tone for the entire 

squadron with a solid mentorship program. Subordinate leaders 

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will follow your lead and mentor their subordinates, producing 

professional Airmen who are capable of performing the Air Force 

mission today and in the future.

Tips for Success

• Establish goals for your squadron mentorship program such 

as monthly or quarterly mentorship sessions.

• Look for opportunities outside formal feedback sessions to 

mentor your own subordinates (thoughtful delegation of special projects, involvement in professional organizations, or a 

lunch at the club).

• Mentor your subordinates about ways to capitalize on 

strengths and overcome weaknesses.

• Watch for opportunities for group mentoring such as functional experts visiting your base.

Additional Resources

• The AFPC Web site has various resources on mentoring military and civilians in several career fields and specialties at 

http://ask.afpc.randolph.af.mil/ (search on keyword “mentoring”).

• The AFRC Web site has mentoring ideas and tools at https://

wwwmil.a1.afrc.af.mil/pdc/VRG/Mentoring_Tool_Kit.htm. 

• Air Force Medical Service Knowledge Exchange Web site has 

information, contacts, and suggestions on mentoring at https:// 

kx.afms.mil/kxweb/dotmil/kj.do?functionalArea=Leadership 

Briefings.

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85

EXPEDITIONARY FORCES

Chapter 3

Commanding Expeditionary Forces

In this chapter, we discuss the Air and Space Expeditionary 

Force (AEF) construct and the importance of commanding AEF 

forces. Deployment commitments will not go away and are now 

a permanent fixture of our Air Force mission. Geographic combatant commanders have stated that more and more of us will 

be assigned to air and space operations centers (AOC) and that 

command opportunities are increasing within a deployed area of 

responsibility (AOR). Commanders are responsible for their 

squadron’s deployment planning, training, and execution as well 

as employment and the post-deployment period. As a commander, you will deploy your personnel and may even be required 

to deploy yourself. This chapter will help you prepare for commanding in today’s expeditionary environment.

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Overview of the Air and 

Space Expeditionary Force

Maj Rich Fillman, 455th Expeditionary Logistics Readiness 

Squadron Commander, 2005

86

COMMANDING EXPEDITIONARY FORCES

References

AFPD 10-4, Operations Planning: Air & Space Expeditionary 

Force Presence Policy, 16 June 2004.

Wing Leadership Guide to the AEF, AEF Center, 22 September 

2005: https://aefcenter.afpc.randolph.af.mil/educationWLG 

_092205_web.pdf.

The majority of the following information is excerpted directly 

from the above references.

In our Air Force, every Airman is expeditionary, every 

Airman will know his/her place in the AEF system, and 

every Airman will be prepared to support the Combatant Commander, whether deployed, in CONUS via reach 

back, or employed at home station. If you are wearing 

the uniform of the Air Force, you are a part of the AEF. 

—CSAF Sight Picture, June 2004

Over the past several years, the AEF 

has evolved into a fundamental pillar of 

our Air Force. It is not just a scheduling 

tool—it is how we present forces to combatant commanders. It is not just a 20-

month cycle, but how we synchronize 

the entire Air Force to a common battle 

rhythm. It is not just about deployments—it is an expeditionary culture 

that begins at basic military training 

and leads to the 100-plus locations 

worldwide that we send our Airmen to 

every day. Every Airman is an expeditionary Airman—regardless of AFSC, rank, or duty position—and 

must be trained and ready to fight our nation’s wars.

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87

Air and Space Expeditionary Force Key Principles

• Predictability

o AEF battle rhythm allows us to maintain a high state of 

readiness for all of our forces at all times. 

o Most Airmen are aligned with this battle rhythm, and the 

expectation should be perfectly clear to all: Be ready to 

deploy during your entire window.

o No such thing as a “short notice” deployment during one’s 

designated deployment window. 

o All Airmen, operating on the 20-month AEF battle rhythm, 

should have AEF ID cards identifying their respective windows, and their names should be loaded against those 

respective windows in our personnel system.

• Equitability

o “Are we treating everyone the same?” Yes, at the Air Force 

level.

o Our AEF concept allows us to look across our entire Air 

Force and deploy Airmen at the same rate within the same 

skill set.

o Expeditionary taskings in a dynamic world are always 

changing, so there will be various rates of deployments 

throughout your wing and across our Air Force.

• Transparency

o As our processes and systems mature, we will see an ever 

increasing transparency in the day-to-day operation of 

the AEF, providing confidence from the ground up.

o Transparent in the sense that there is no mystery to the 

process: The when, why, and how should be visible and 

understandable by every Airman.

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References

AFI 10-403, Deployment Planning and Execution, 5 August 

2005.

Wing Leadership Guide to the AEF, AEF Center, 22 September 

2005: https://aefcenter.afpc.randolph.af.mil/education/

WLG_092205_web.pdf.

The majority of the following information is excerpted directly 

from the above references.

88

COMMANDING EXPEDITIONARY FORCES

Our policy is to posture all funded military manpower 

authorizations in [unit type code] UTCs and ensure all 

uniformed Airmen, regardless of assignment, are 

trained, ready for mobility, informed on how they are 

postured, and are prepared to deploy during their 

assigned deployment window.

—Air Force Chief of Staff Message 

— —6 May 2005

As the AEF continues to evolve, your understanding of the 

roles and responsibilities that contribute to the AEF process is 

critical to its success. This understanding leads to highly prepared forces and successful delivery of capabilities to supported 

combatant commanders.

Commander Responsibilities

• Ensure that each Airman is postured correctly IAW AEF 

guidance.

• Ensure that each Airman has an AEF ID card identifying his 

or her AEF assignment.

• Ensure that Airmen are personally notified of taskings 

within 96 hours of receipt of tasking.

• Ensure that personnel are trained and prepared for deployment within reporting timelines.

AEF Key Roles and Responsibilities

Maj Rich Fillman, 455th Expeditionary Logistics 

Readiness Squadron Commander, 2005

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COMMANDING EXPEDITIONARY FORCES

• Ensure accurate reporting and signing of the AEF reporting 

tool. 

• Know the unit type code (UTC) requirements and capabilities for your unit.

• Appoint a unit deployment manager (UDM) for 18 months 

minimum.

Superintendent Responsibilities

• Work with the UDM to ensure proper UTC coding.

• Coordinate weekly with the UDM to ensure ART is 

updated.

• Assess incoming personnel and assign to a UTC and AEF.

First Sergeant Responsibilities

• Assist members and advise 

commander on personal affairs 

preparation prior to deployment. 

• Ensure members know about 

programs available to them in 

their deployed status.

• Ensure families are taken care 

of and know about available support programs. 

• During members’ deployment, ensure their families are contacted regularly. 

• Maintain contact with deployed members, and ensure their 

needs are being taken care of. 

• Prepare for return of deployed members, and spearhead the 

reintegration process ensuring families are kept informed. 

Unit Deployment Manager Responsibilities

• Work with the installation deployment officer (IDO) and personnel readiness flight (PRF) to ensure all unit personnel 

and equipment are ready to deploy.

• Report unit deployment readiness to the commander.

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90

• Serve as liaison with the unit training manager, squadron 

superintendent, and wing training functions to notify them 

of required just-in-time training and specific AOR or required 

functional-area special training IAW line remarks and other 

guidance.

• Work with squadron leadership to posture members in UTCs 

and assign them to an AEF.

• Ensure the ART report is updated IAW requirements and 

accurate.

Installation Deployment Officer and Installation 

Deployment Readiness Cell Responsibilities

• Normally assigned to the logistics readiness squadron.

• Responsible to wing commander for all deployment planning and execution operations.

• Inform the wing commander of all deployment requirements 

and taskings.

• Coordinate with appropriate commanders for deployment 

preparation and execution issues.

• Receive all deployment taskings, including individual personnel taskings in support of OPLAN, concept plan (CONPLAN), time-phased force deployment data (TPFDD), and/or 

AEF commitments.

• Focal point for identifying, validating, and distributing AEF 

taskings and information. 

• Responsible for presenting AEF decision-quality information to wing leadership. 

• Responsible for compiling unit inputs and presenting ART 

briefing to wing leadership; normally conducted monthly, 

with all unit commanders present.

Logistics Readiness Flight Responsibilities

• Normally assigned to the LRS.

• Provide logistics plans, war reserve materiel (WRM) management, deployment planning, training and execution, base or 

expeditionary support planning, sustainment, redeployment, 

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91

mobility bags, small-arms weapons, and logistics command 

and control.

• Provide logistics-readiness deployment training for all installation personnel.

• Manage air terminal operations and squadron-level contingency support requirements.

Personnel Readiness Function Responsibilities

• Personnel readiness function is assigned to the MSS.

• Provide personnel deployment planning and execution in 

matters pertaining to deployment availability information, 

deployed personnel accountability, and duty status reporting for contingency, exercise, and deployments.

• Responsible for unit personnel war planning, maintaining 

personnel strength accountability, force accountability 

accuracy, and deployment processing.

Traffic Management Flight Responsibilities

• Traffic management flight (TMF) is assigned to the LRS.

• Coordinate with personnel readiness function to schedule 

commercial travel to aerial port of embarkation (APOE) and 

military channel airlift into aerial port of debarkation (APOD) 

for deploying personnel.

• Check TPFDD to ensure passengers aren’t already scheduled for aggregation airlift.

• Brief deploying personnel on expected layovers at APOD 

awaiting intratheater airlift and limitations regarding excess 

baggage.

• Book commercial tickets for those areas in the AOR without 

commercial travel offices, from APOE (Baltimore–Washington 

International [BWI] Airport) back to home station for redeploying passengers.

Tips for Success

• Know which functions handle which deployment actions.

• Make sure your Airmen are ready to deploy.

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Unit Type Code Overview

Maj Rich Fillman, 455th Expeditionary Logistics 

Readiness Squadron Commander, 2005

• Understand the selection process.

• Assign a mature, competent individual as UDM.

• Assign your Airmen to UTCs with alternates and backups 

when possible.

• Understand ART reporting.

• Keep your first sergeant and superintendent informed and 

involved.

• Know where your Airmen are deployed.

• Ensure supervisors and duty sections stay in contact with 

deployed Airmen. 

• Ensure supervisors and duty sections check on family 

members of deployed Airmen.

References

AFI 10-401, Air Force Operations Planning and Execution, 7 

December 2006.

Wing Leadership Guide to the AEF, AEF Center, 22 September 

2005: https://aefcenter.afpc.randolph.af.mil/education/

WLG_092205_web.pdf.

The majority of the following information is excerpted directly 

from the above references.

The Air Force presents its forces to 

the combatant commander through 

the development of an Air Expeditionary Task Force (AETF). The basic 

building block used in joint force 

planning and the deployment of AETF 

is the unit type code. A UTC is a fivecharacter, alphanumeric code that 

identifies a potential capability focused on accomplishing a specific mission. UTCs can consist of personnel and/or equipment requirements. Air Force units present 

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93

their capabilities or make their UTCs available through a process 

called UTC posturing and coding. To ensure proper posturing and 

coding of a unit’s capabilities, commanders must “know their UTCs” 

and the capabilities their wings and units are making available.

UTC Posturing

• All funded manpower positions on the UMD will be postured 

into UTCs.

• Posturing is the process of identifying and making available 

a unit’s trained and ready-capable UTCs.

• MAJCOM functional area managers (FAM), in coordination 

with Air Staff, posture unit UTCs and register them in the 

AEF library.

• UTCs listed in the AEF library are said to be “postured” and 

available for Air Force planners to task for AEF deployments.

UTC Posturing Codes

Posturing codes (listed and defined below) indicate the availability 

of those UTCs a unit has postured. Although posturing codes are 

recorded for each postured UTC, they are not tied to that UTC. 

Instead, they are used to determine the maximum number of UTCs 

of that type that can be deployed simultaneously.

• DWS—available to support the entire range of military operations (ops) to include small-scale contingencies, short-duration 

crises, standing and rotational operations, or major theater war.

• DWX—not normally available to support rotational requirements within aligned AEF library; can be made available 

prior to reaching forward into additional AEF pairs during 

minimum-surge ops.

• DXS—cannot deploy while another UTC of same type is 

deployed.

• DXX—not normally available for deployment under nonsurge 

ops within aligned AEF; can deploy during declared surge ops. 

• DPS—required to meet combatant commander in-place 

missions at home station; can deploy during rotational ops 

implementing permissions or mitigating factors.

• DPX—required to support wartime requirements and must 

be employed at home station; not available for deployments.

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94

Tips for Success

• Ensure all positions on your UMD are postured into UTCs. 

• Establish a working relationship with your FAM; they are 

responsible for changing UTC posturing codes. 

• Know your unit’s UTC capabilities and requirements.

• Know which UTCs are postured in each AEF library for your 

unit.

References

AFI 10-244, Reporting Status of Aerospace Expeditionary 

Forces, 12 September 2005.

Wing Leadership Guide to the AEF, AEF Center, 22 September 

2005: https://aefcenter.afpc.randolph.af.mil/education/

WLG_092205_web.pdf.

IDO Guide to the AEF, AEF Center, September 2006, https://

aefcenter.afpc.randolph.af.mil/education/IDO_GUIDE_

102406_web.pdf.

The majority of the following information is excerpted directly 

from the above references.

The ART enables commanders to report the UTC’s ability to 

perform its mission capability (MISCAP) statement, anywhere in 

the world at the time of the assessment, and identify capabilities 

of USAF assets through the next AEF pair. It also provides the 

ability to evaluate a UTC prior to tasking and helps to forecast 

potential shortfalls. ART is the only assessment system that goes 

down to the UTC level, and it is your responsibility to ensure 

ART is accurate and up-to-date. The AEF center uses your ART 

assessment to task UTCs to fill AEF deployment requirements.

Air and Space Expeditionary Force

Reporting Tool Management

Maj Rich Fillman, 455th Expeditionary Logistics 

Readiness Squadron Commander, 2005

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95

Commander Responsibilities

• Ensure assigned personnel meet mission training requirements and plan and prepare for deployment.

• Advise the wing commander of resource changes that impact 

UTC capability.

• Report your unit’s current ability through the next six 

months to support each allocated UTC

o Submit an out-of-cycle report within 24 hours of any significant event that changes the assessment for the current AEF plus two additional AEF rotations (i.e., AEFs 1 

and 2 + AEFs 3 and 4 and AEFs 5 and 6).

o Submit an out-of-cycle report when notified of a UTC 

change or addition.

o Submit a UTC assessment using ART within five days of 

deployment notification.

• Assess UTC readiness based on your unit’s ability to provide 

the UTC for mission execution at any time.

• Rate each UTC against the unit’s current ability to deploy 

and employ the UTC using the “stoplight” assessment process (green, yellow, or red) to address whether the UTC can 

perform its MISCAP

o Green—go; all personnel, equipment, and training are 

available to deploy within 72 hours of notification.

o Yellow—caution; missing or deficient capability that does 

not prevent the UTC from being tasked and accomplishing the mission. Provide detailed explanation of the shortfall, the corrective action, and projected get-well date.

o Red—no-go; missing or deficient capability that prevents 

the UTC from being tasked and accomplishing its mission. Provide detailed explanation of the shortfall, the corrective action, and projected get-well date.

Tips for Success

• Provide UTC assessment using a stoplight assessment process (green, yellow, or red) to address whether the UTC can 

perform its MISCAP.

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96

• Know your UTC and MISCAP capability.

• Assess UTC every 30 days, even if there is no status 

change.

• Submit UTC 24-hour status-change updates (current AEF 

plus two AEF rotations).

• Assess UTC immediately when UTC is tasked to deploy.

• Update ART within five days when UTC is tasked.

• Cover items that affect future health of UTC in remarks.

• Allocate personnel to only one UTC.

• Single UTC assessments are Confidential; two or more are 

Secret.

• Bottom line: If you assess a UTC as green, it better be ready 

to deploy.

Status of Resources and Training Systems

Maj Kathy Goforth, 898th Munitions 

Squadron Commander, 2004–6

References

AFPD 10-2, Readiness, 30 October 2006. 

AFI 10-201, Status of Resources and Training System, 13 April 

2006.

The majority of the following information is excerpted directly 

from the above references.

SORTS is one of the most important things you do as a 

commander. Huge responsibility in accurately reporting 

the readiness and availability of the resources under 

your control.

 —Lt Gen Terry L. Gabreski, AFMC/CV

Status of Resources and Training System (SORTS) is an 

internal management tool. It is the single automated reporting 

system within the DOD and functions as the central registry of 

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97

all operational units of the US Armed Forces. SORTS indicates 

the C-level of selected resources and training status required to 

accomplish a unit’s full mission set. It indicates a unit’s ability 

to undertake its full mission (primary designed operational capability [DOC] statement) or particular mission(s) (secondary or 

tertiary DOC statements).

SORTS’ Three-Fold Purpose

• Provide data critical to crisis planning.

• Provide for the deliberate or peacetime planning process.

• Used by the CSAF and subordinate commanders in assessing their effectiveness in meeting Title 10 responsibilities to 

organize, train, and equip forces for combatant commands.

Frequency of SORTS Reporting

• Monthly at a SORTS brief to the wing commander.

• When changes affect 

o Unit’s overall C-level. 

o Four measured-area levels (personnel, training, equipment and supplies on hand, and equipment condition).

o Associated reason codes (see AFI 10-201). 

o Get-well or get-worse date.

• When desired by the unit commander.

Category Levels (C-Level)

• C-1—unit can meet the full wartime mission(s); does not 

require any compensation for any deficiencies

• C-2—unit can meet most of the wartime mission(s); requires 

little, if any, compensation for deficiencies

• C-3—unit can meet many, but not all, portions of the wartime 

mission(s); requires significant compensation for deficiencies

• C-4—unit requires additional resources or training to undertake 

its wartime mission(s); may be tasked with resources on hand

• C-5—unit is undergoing a service-directed resource action 

(i.e., aircraft conversion, mission change, change in home 

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98

station location, or a unit activation, reactivation, or deactivation)

o Within the Chemical Biological Defense Report, units will use 

C-5 to indicate when they have no nuclear, biological, or 

chemical (NBC) defense equipment or training requirements.

• C-6—Unit is not required to measure assets in a specified 

area

Designed Operational Capabilities Statement Purpose

• DOC statement provides summary for which unit is organized or designed.

• Provides unit’s mission narrative. 

• Provides details for SORTS measurement criteria.

Commander Responsibilities

• Designate (in writing) alternates capable of completing 

SORTS reporting actions in your absence. 

• Appoint and ensure unit SORTS monitors (two or more) are 

adequately trained to perform SORTS duties. 

o Units must maintain ability to deploy a SORTS-trained 

monitor and allow for peacetime leave and TDYs without 

disrupting normal reporting requirements.

o Reports will not be delayed due to unavailability of SORTS 

monitors.

• Ensure report submissions meet established timelines.

• Ensure data reflected in the SORTS report adequately 

reflects the unit’s ability to accomplish missions on the DOC 

statement.

• Review remarks monthly for additions, changes, or deletions.

• Explain deficiencies in layman’s terms, addressing planned 

corrective actions and a realistic resolution date.

• Review and sign applicable SORTS product.

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99

• Must review, sign, and date DOC statement(s) ASAP after 

assuming command, receiving a new statement upon a change 

to an existing statement and then annually thereafter.

• Ensure your commander’s support staff monitors personnel 

duty status (medical, leave, TDY, administrative action) 

daily.

• Ensure that a process is established for the availability 

tracking of DOD civilians reported in the unit’s SORTS 

reports.

Unit SORTS Monitor Responsibilities

• Prepare monthly unit SORTS report.

• Advise you regarding DOC statement discrepancies.

• Track discrepancies in subsequent reports to ensure they 

have been corrected.

• Ensure remarks contain all appropriate details such as 

AFSCs, part numbers, projected improvement or degradation dates, and defined acronyms. 

• Verify personnel duty status accuracy with the CSS.

• Brief you prior to obtaining your signature on the unit 

SORTS report for release authority, advising of any discrepancies noted in previous reports and actions being taken to 

correct them.

Tips for Success

• Ensure accurate and timely reporting is accomplished.

• Assign overall C-level in SORTS.

• Provide clear, concise comments as needed or required.

• Ensure SORTS is reported at least every 30 days.

• Ensure SORTS report is submitted within 24 hours of a 

change in C-level, reason code, or measured area.

• Ensure two units do not report the same resources.

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100

• Ensure your UTCs and their status are accurately reflected 

in the ART.

• Remember that DOC statements are directive in nature and 

that SORTS reporting must continue even when resolving 

DOC statement issues.

Air and Space Expeditionary 

Force Training and Exercises

Maj Rich Fillman, 455th Expeditionary Logistics 

Readiness Squadron Commander, 2005

References

AFI 10-250, Individual Medical Readiness, 9 March 2007.

Wing Leadership Guide to the AEF, AEF Center, February 2007: 

https://aefcenter.afpc.randolph.af.mil/education.

The majority of the following information is excerpted directly 

from the above references.

In no other profession are the penalties for employing 

untrained personnel so appalling or so irrevocable as in 

the military.

 —Gen Douglas MacArthur

Training and exercises are the 

keys to ensuring our Airmen are 

prepared for current and unexpected operations in the world. They 

are an important investment to the 

safety of our members and the successful execution of our mission. It 

is imperative that training requirements be identified accurately and 

conducted consistently and in a timely manner, while looking for 

opportunities to increase the skill and confidence levels of our 

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101

Airmen. Additionally, all Airmen must be medically cleared to 

deploy. Your unit mobility manager works closely with base 

medical personnel to ensure all preventive health assessment 

and individual medical readiness (PIMR) requirements are completed. Your unit’s PIMR report requires a monthly review. 

Predeployment Training

• Readiness and Ancillary Training Requirements

o Information assurance (IA) awareness.

o Law of Armed Conflict (LOAC).

o Self-Aid and Buddy Care (SABC).

o Air Force Level I Antiterrorism (AT).

o Explosive ordnance recognition (EOR) training.

o Small arms.

o Chemical, biological, radiological, nuclear, and high-yield 

explosive (CBRNE) training.

o AOR-specific update.

o Language and cultural familiarization.

o Personal legal and finance readiness briefings.

• Special Training

o Based on function and/or the assigned deployed location

o ■ Request for forces (RFF).

o ■ In lieu of sourcing (ILO).

o ■ Individual mobilization augmentee (IMA) taskings.

o Conducted “just-in-time” for deploying Airmen.

• Expeditionary Combat Skills

o Curriculum consists of 19 hours of training

o ■ Weapons issue (.5 hours).

o ■ Load-bearing equipment and body armor (1 hour).

o ■ Use of force (2 hours).

o ■ Combat skills (4 hours).

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o ■ Rifle fighting (.5 hours).

o ■ Fighting position (.5 hours).

o ■ Air base defense (1 hour).

o ■ Maintain M-16 (1.5 hours).

o ■ Field exercise (8 hours).

o Taught by wing-level subject matter experts (typically 

SFS); AEF Center provides standardized lesson plans 

(available on AEF Center Web site).

o Designed to make Airmen proficient and comfortable with 

handling a weapon and working within a team to defend 

themselves, their team, and their mission.

Preventive Health Assessment and Individual Medical 

Readiness Requirements

• Preventive Health Assessment

o Conducted annually; some bases conduct preventive 

health assessments (PHA) during member’s birth month.

o 90-day grace period; member remains “medically ready.”

o One day after 90-day grace period member is “not medically ready.” 

o Exceptions to this policy explained in AFI 10-250. 

• Dental Readiness

o Annual dental exam every 365 days; some bases conduct 

these exams during member’s birth month.

o Grace period extends through the end of the month following the month dental exam was due; member remains 

medically-ready.

o First day of the month following the grace period member 

will receive a dental classification of “4” and be determined 

“not medically ready.”

• Immunization Status 

o All recommended vaccinations are current.

o Grace periods vary by shot.

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o When shot is due but not overdue (for most immunizations) member remains medically ready.

• Individual Medical Equipment 

o One pair of gas mask inserts, if required. 

o 30-day grace period when the inserts are on order and 

being shipped; member remains medically ready.

o After 30-day grace period, member becomes not medically 

ready.

• Medical Readiness Laboratory Studies

o Screening tests required upon accession

o ■ Blood type and Rh factor.

o ■ DNA specimen collection.

o ■ Human Immunodeficiency Virus (HIV), required every 

two years.

o ■ Any other requirements from other policies.

• Deployment Limiting Conditions

Members on a “4T” profile recommending “not worldwide 

qualified” or “not deployable”

o Assignment limitation code (ALC) 1, 2, or 3.

o Assignment availability code (AAC) 31, 37, or 81.

Air Force–Level Exercises

• AEF Center nominates sourcing for approximately 38 joint 

exercises each year for Airmen to exercise mission capabilities before deploying.

• Units not tasked to fill operational combatant command 

(COCOM) requirements are considered “residual” capabilities 

for that AEF and can be utilized to support joint OCONUS 

and CONUS exercises.

• Expeditionary combat support (ECS) Airmen may be tasked 

to attend exercise Eagle Flag

o What Red Flag is to the fighter community.

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o Focus on the application of skills associated with establishing an air base at an austere location.

o Opportunity to practice expeditionary combat skills in a 

mock environment, based on challenges faced during 

Operations Enduring Freedom and Iraqi Freedom.

o Current concept involves deploying a combat support 

team to open and establish an expeditionary operating 

location within nine days of deploying to the training site 

at Fort Dix, New Jersey.

Tips for Success

• Ensure Airmen are fully qualified with predeployment 

training.

• Ensure Airmen are medically cleared to deploy.

• Review theater reporting instructions for required special 

training such as convoy drivers, SF, civil engineers, or 

EOD disposal.

• Remain postured to support deployments and exercises 

during your AEF deployment window.

• Ensure unit remains postured and ready to support exercises during your AEF training window. 

Additional Resource

See chapter 6, “Compliance and Inspections” (this book), for 

information on readiness exercises.

Online Air and Space Expeditionary 

Force Resources

Maj Rich Fillman, 455th Expeditionary Logistics 

Readiness Squadron Commander, 2005

References

AEF Online: https://aefcenter.afpc.randolph.af.mil/default 

.aspx.

USCENTAF Warrior Deployment Resources: https://www.mil 

.centaf.af.mil/deployment/.

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There are a multitude of Web sites with AEF information at 

your disposal. Several key Web sites that you as a commander 

should be familiar with are:

AEF Online—https://aefcenter.afpc.randolph.af.mil/ 

default.aspx 

• Clearinghouse for a wealth of information 

o AEF education and training. 

o Deployment information. 

o Force providers. 

o Air Reserve component. 

o ART. 

o Air Force reporting instruction tool (AFRIT).

o The Commander’s Toolkit provides detailed information on the deployment readiness of your 

squadron.

United States Central Command Air Forces (USCENTAF) 

Warrior Deployment Resources—https://www.mil.centaf 

.af.mil/deployment/

• Comprehensive site for information on deployment policies 

and deployed locations

• USCENTAF Right Start briefs for deployed locations

USAF Lessons Learned—https://lessonslearned.langley.af 

.mil/afcks/

• Contains after-action reports (AAR) from previous AEFs; 

familiarize yourself with issues at deployed locations 

USAF Lessons Learned: https://lessonslearned.langley.af 

.mil/afcks/.

The majority of the following information is excerpted directly 

from the above references.

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• Provides additional lessons-learned Web sites, including 

Marine Corps, Army, and Air Force MAJCOMs 

Shortfalls, Waivers, and Reclamas

Maj Glenn Basso, 380th Expeditionary Contracting 

Squadron Commander, 2005–6

References

AFI 10-401, Air Force Operations Planning and Execution, 7 

December 2006.

AFI 10-403, Deployment Planning and Execution, 5 August 

2005.

Wing Leadership Guide to the AEF, AEF Center, February 2007; 

https://aefcenter.afpc.randolph.af.mil/education.

The majority of the following information is excerpted directly 

from the above references.

Commanders should not view the AOR’s requirement criteria 

as an “all or nothing” demand, when their judgment tells them 

an exception should be made. There are often extenuating circumstances preventing the tasked commander from delivering 

the “perfect Airman.” 

When your unit is unable to meet its AEF tasking due to personnel or equipment or both, you must take immediate action to 

inform your chain of command. Once you’ve identified the shortfall, you have two options: submit either a waiver request or a 

reclama. You’ll work closely with your UDM and the IDO during 

the waiver or reclama process. If you deploy a troop who is 

unqualified or does not meet the tasking specifications, he or 

she will be returned home at your unit’s expense, and you’ll still 

be required to fill the deployment tasking.

Shortfall Conditions

• Condition 1—insufficient authorized, assigned, eligible, 

qualified, or trained personnel within tasked unit.

• Condition 2—insufficient on-hand or serviceable equipment within tasked unit.

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• Condition 3—no capability available in the on-call AEF pair 

within tasked unit.

• Condition 4—desired capability not inherent within tasked 

unit.

• Condition 5—deployment of personnel would cause severe 

adverse impact on the wing and unit mission.

Waiver Request

• Submitted before requesting a reclama. 

• Submitted whenever your unit has the ability to meet the 

requirement under substitution rules (see AFI 10-403, chap. 5).

• Submitted to deployed group commander to waive tasking 

or permit substitution

o AFSC—person can meet the functional requirements of 

the original tasked AFSC.

o Enlisted grade—person must have the tasked grade or 

one grade higher.

o Enlisted skill level—person with two skill levels higher or 

one skill level lower, unless prohibited.

o Officer grade—person with one grade higher or one grade 

lower than the required grade, unless prohibited.

Reclama Request

• When the wing or tasked unit does not possess sufficient or 

qualified personnel to support a crisis tasking.

• When deployed commander is unable to waive requirement.

• When the wing or unit tasking is impossible to meet without 

shutting down critical elements of the home station’s mission.

• Request relief via IDO to the wing commander.

o If the wing commander concurs with a condition 1, 2, 3, 

or 4 reclama, IDO forwards to AEF Center via reclama 

reporting tool (RRT).

o If the wing commander concurs with a condition 5 reclama, IDO forwards to MAJCOM.

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o If the wing commander non-concurs, IDO informs the 

tasked unit. 

• Will only occur under the most extenuating circumstances.

• Minimized when UTC availability and ART are properly 

maintained.

Reclama Process Tool

• Reclama Process Tool (RPT)—Web-based process used to 

submit reclamas or unit identification code (UIC) changes. 

o Non-Secure Internet Protocol Router Network (NIPRNET)—

used for training and local and higher headquarters exercises.

o SECRET Internet Protocol Router Network (SIPRNET)—

used to initiate, review, and approve or disapprove reclamas for AEF taskings.

• Provides total visibility of reclamas from unit initiation to 

AEF Center resourcing.

• Communicates unit’s inability to meet a combatant commander’s requirements for personnel and/or equipment in 

a timely, effective manner.

Tips for Success

• Report ART status accurately.

• Fully understand the waiver and reclama process.

• Avoid a reclama, if possible.

• Work closely with your UDM and IDO as you work through 

the waiver or reclama process.

• Look at current assets and determine if you need a waiver.

• Make the decision to submit a waiver or reclama as early as 

possible.

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There are volumes of articles and 

guidance written on what to do during 

your first 90 days as an “in-garrison” 

squadron commander. However, there 

is very little written on what to do at a 

deployed location, especially, in a combat zone. Many of the same basic concepts of command apply, but there are some added deploymentrelated requirements. Not only is your time frame for “what to 

do” compressed significantly, but quite often you’ll have no transition time with the previous commander. The following are some 

of the key areas to address during your first seven days of command in a deployed environment.

First Seven Days of Deployed Command

Maj Rich Fillman, 455th Expeditionary Logistics 

Readiness Squadron Commander, 2005

Tips for Success

• Meet your commander to identify expectations, priorities, 

concerns, written or unwritten guidance, and decoration 

policy on day one.

• Know your unit’s mission and capabilities and how they fit 

into the overall combat picture.

• Meet with squadron officer and SNCO leadership and set the 

tone for them.

• Know where emergency medical facilities are located—

ensure your squadron knows.

• Ensure you and the squadron understand the local rules on 

attack-response procedures, wear of body armor, weapons 

procedures, and off-base travel.

• Know where your personnel are billeted in case of attack 

and emergency notification procedures.

• Visit and know where all of your facilities are located.

• Know General Order Number 1 (GO #1) (alcohol use in 

deployed locations), and become familiar with discipline 

standards and procedures at the base.

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• Find the location and POCs to all of the “external contact 

points” to your squadron

o Examples could be supply, fuels, air terminal operations 

center (ATOC), command post, weather, contracting, security forces, and CE.

• Identify joint and coalition partnerships you may be supporting or supported by.

• Assume nothing—the culture of “assumption” will bite you—

be hesitant with the statement “this is the way the last rotation did it.”

• Meet your RA and learn how purchases are processed and 

whether you have a budget.

• Meet with fellow squadron commanders, SJA, medical, command post, chaplain, CCM, and wing safety.

• Read contracts and know what workload requirements the 

contractor is responsible for.

• Validate status of equipment accounts—check for open 

reports of survey. 

• Safety! Meet and appoint a squadron safety representative, 

and conduct a squadron safety walk-around.

• Know where your unit is in the rotation of forces and track 

to completion.

• Ensure your unit personnel have all the required “deployment gear.”

• Find out what open “projects” the previous commander left 

for you to continue or complete.

• Hold a commander’s call; present your vision and expectations for the rotation.

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Many commanders emphasize the 

importance of preparation and training 

for deploying Airmen. However, postdeployment emphasis requires the same 

diligence from squadron commanders. 

Reintegration brings its own stressors 

and complications. You need to prepare 

your unit for postdeployment, just like you prepared your unit 

for the deployment. This also includes the transition of members 

back into their families.

Commander Responsibilities

• Know your people.

• Accept personal responsibility for them.

• Be accountable for their smooth transition from the AOR 

back to their CONUS or OCONUS assignments.

• Ensure your Airmen attend mandatory reintegration briefings upon return. 

Post-Deployment Issues and Concerns

Maj Glenn Basso, 380th Expeditionary Contracting 

Squadron Commander, 2005–6

References

AEF Online, Reintegration and Reconstitution: https://aef 

center.afpc.randolph.af.mil/reintegration.aspx.

Air Force Readiness Edge for Commanders and Supervisors:

https://aefcenter.afpc.randolph.af.mil/reintegration/

commandersreadiness.pdf.

Welcome Home: A Guide to Healthy Family Reunion: http://

www.redcross.org/pubs/afpubs/welcome.pdf

National Military Family Association: http://www.nmfa.org/

site/PageServer?pagename=reus_postdeploymentlinks.

Deployment and You: http://www.nmfa.org/site/PageServer 

?pagename=home_deploymentandyou.

The majority of the following information is excerpted directly 

from the above references.

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• Ensure your Airmen are aware of the following areas of concern:

o Reuniting with a spouse

o ■ Normal to feel nervous and anxious about homecoming.

o ■ Plan for homecoming day—after homecoming, spouses 

should make an agreement on their schedules for the 

next few days or weeks.

o ■ Spouses may not have slept much and may be worn out 

from preparations—shouldn’t be surprised if the spouse 

is a bit resentful of the mobilization and deployment.

o ■ Take time to get used to each other again.

o Communicate

o o ■ Advise your Airmen to tell their spouse how they feel.

o o ■ Advise Airmen to listen to their spouse in return.

o ■ o ♦  The best way to get through the reacquaintance jitters, regain closeness, and renegotiate their roles in 

the family is by talking and actively listening. 

o ■o■ Advise Airmen to be prepared to be flexible

o ■ ♦  Airmen and/or their spouse may be facing a change 

in job assignment or a move; readjustment and job 

transition cause stress. 

o ■ ♦  Especially true for demobilizing guard and reservists 

transitioning back to civilian life. 

o o ■ Advise Airmen to resist the temptation to go on a spending spree celebrating their return—extra money saved 

during deployment may be needed later for unexpected 

household expenses—stick to your budget.

o Reuniting with children

o o ■ Children may feel the same confusion Airmen and their 

spouse feel

o ■ o ♦  Depending on age, they may not understand how the 

Airman could leave them if he or she really loved 

them.

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o ♦  They may be unsure of what to expect from their returning parent.

o ♦  They may feel uncomfortable around or think of the 

Airman as a stranger. 

o ♦  Children’s reactions to the Airman’s return will differ 

according to their ages.

o ■ Some normal reactions you can expect

o ♦  Infants may cry, fuss, pull away, or cling to the spouse 

or the caregiver they know.

o ♦  Toddlers can be shy, clingy, not recognize the returning Airman, cry, have temper tantrums, return to behaviors they had outgrown (i.e., no longer toilet 

trained). Give them space and warm-up time. 

o ♦  Preschoolers may feel guilty for making the Airman go 

away; may need time to warm up to the returning Airman, have intense anger, act out to get attention, or 

become demanding; need to reinforce that they are 

loved unconditionally.

o ♦  School-age children may show excitement or joy, talk 

constantly to bring the Airman up-to-date, boast 

about the returning Airman, or feel guilt about not 

doing enough or being good enough. Review pictures, 

school work, family scrapbook; praise for what children did during the Airman’s deployment; do not 

criticize.

o ♦  Teenagers may show excitement or guilt about not living up to standards, concern about rules and responsibilities, or feel too old, or unwilling to change plans 

to meet or spend extended time with the returning 

Airman. 

o Single Airmen or single parents reuniting with parents, 

extended family members, and friends

o ■   Your Airmen have certainly missed their family and 

friends, and they have missed them—advise your Airmen to let them be a part of the reunion but balance 

their needs with those they love and care about and 

expect a period of readjustment when they return 

home.

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o ■ If your Airmen are single or live with their parent(s), 

family, or a friend, many of the above tips for reuniting 

with spouses and children may apply. A change in the 

house or routine may be stressful.

o ■ Advise your Airmen to go slowly in trying to make the 

adjustment to being home again. Some things will have 

changed at home while they were gone.

o ■ Married friends will be involved with their families. Others may return to their old friends, and your Airmen 

may feel left out.

o ■ Your Airmen’s parents and families have been very worried about them over the past months. Advise your Airmen to give them time and special attention.

o ■ Your Airmen may be facing a change in job assignment, 

a move, trying to meet new people, or looking for a new 

relationship. All of these things cause additional stress.

o Take time for yourself

o ■ You may have seen or experienced some things that 

were very upsetting—talking with others who were there 

and/or counselors trained in crisis stress reactions is 

very important.

o ■ Look into ways to manage stress (i.e., diet, exercise, recreation).

o ■ Make time to rest.

o ■ Limit alcohol! Remember alcohol was restricted during 

your deployment, and your tolerance is lower.

o ■ Depend on family, unit, and friends for support.

Returning Airmen Need to Remember

• Go slowly—don’t try to make up for lost time.

• Accept that your partner and loved ones may be different.

• Take time to get reacquainted.

• Seek help, if needed.

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Tips for Success

• Meet the members when they return from deployment. 

• Ensure leave and compensatory time off is sufficient for 

members to reintegrate into their everyday life.

• Ensure Airmen complete the necessary redeployment checklist (i.e., medical appointments, equipment turn in).

• Keep an eye on your Airmen when they return to duty; there 

may be difficulties reintegrating into the day-to-day work 

routine.

• Ensure Airmen attend mandatory briefings when they return 

from deployment.

Additional Resources

• Airman and Family Readiness Center (A&FRC) offers a 

return and reunion briefing.

• Air Force FAPNET provides the Air Force Readiness Edge, 

which contains advice for reintegrating into the family. This 

is available online at https://www.airforcefap.org/afre.asp.

• Check out chapter 5, “Airmen and Family Assistance” (this 

book), for more information about the Air Force Readiness 

Edge Program.

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PROGRAMS

Chapter 4

Commander’s Programs

This chapter presents a wide range of topics encompassing 

many facets of a commander’s duties. Some of the topics are formal programs, such as safety, security, environmental management, and squadron fitness, that require following specific guidance. Additional topics presented, such as unit budget, informal 

recognition, and commander’s calls, are important areas necessary for an effective and healthy squadron. Information in this 

chapter focuses on key areas of each to help commanders maximize squadron effectiveness.

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Safety Programs

Maj Kathy Goforth, 898th Munitions 

Squadron Commander, 2004–6

118

COMMANDER’S PROGRAMS

References

AFI 91-202, The US Air Force Mishap Prevention Program, 1 

August 1998.

AFI 36-2833, Safety Awards, 20 September 2006.

The majority of the following information is excerpted directly 

from the above references.

Safety is a personal program . . . when something goes 

wrong, inevitably there is a person somewhere that 

either made a decision or refused to make a decision 

that affected the outcome.

—Gen Ronald E. Keys, ACC/CC

Safety is everybody’s responsibility. As the commander, you must 

provide a safe work environment for 

all assigned personnel. You must 

promote off-duty safety: prevent 

mishaps, minimize property damage 

and severity of personnel injuries; 

and prevent or eliminate design deficiencies and unsafe acts or conditions. You must ensure that safety 

is integrated into the day-to-day operations within your squadron.

Commander Responsibilities

• Implement a unit safety and health program.

• Provide a safe and healthy work environment.

• Ensure all unit members receive necessary job-safety training.

• Ensure all applicable Airmen complete off-duty safety training associated with high-risk activities prior to participating 

in those activities.

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• Ensure all appropriate hazard abatement actions needed to 

resolve identified hazards are implemented and followed up 

until all actions are complete.

• Ensure principles of ORM are actively implemented and utilized at all levels of your unit.

• Implement a proactive mishap prevention program 

o Procure and ensure proper use of appropriate personal 

protective equipment (PPE).

o Ensure facility compliance with applicable Occupational 

Safety and Health Administration (OSHA) and Air Force 

Occupational Safety and Health (AFOSH) standards.

o Ensure mission-specific and unique safety standards are 

addressed, including confined spaces, weapons safety, explosives safety, and lock-out/tag-out procedures.

• Appoint unit safety representative (USR).

Unit Safety Representative Responsibilities

• Trained by base safety office.

• Must begin training within 30 days of appointment.

• Ensures all assigned personnel are aware of the requirement 

to report mishaps, both on and off duty, immediately.

• Maintains unit safety bulletin board (minimum items: AF 

Form 457, USAF Hazard Report, with directions for completing the form; AFVA 91-307, AFOSH Program; wing commander’s safety policy).

• Serves as your focal point for all safety items concerning 

your unit, such as unit mishaps, inspections, and crosstells.

• Implements special holiday safety projects or programs as 

needed, such as three-day weekends, winter holidays, and 

101 Critical Days of Summer.

• Analyzes higher headquarters reports to identify problems 

or potential problem areas and initiates actions to resolve 

those problems or potential problems discovered. Examples 

of reports are inspection reports, crosstells, and lessons 

learned.

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• Assists supervisors in establishing an aggressive AFOSH 

training program for assigned personnel; ensures all training is documented.

• Attends quarterly USR meetings held by wing safety.

• Conducts periodic safety inspections, briefs you on findings, 

and tracks corrective actions

o Monthly spot inspections and scheduled and no-notice 

inspections.

o Semiannual self-inspections.

120

COMMANDER’S PROGRAMS

Tips for Success

• Ensure your Airmen understand your safety policy.

• Appoint a USR; recommend an aggressive NCO (TSgt or 

senior SSgt).

• Understand risk assessment codes (RAC)

o Have qualified safety, fire protection, and health personnel evaluate and assign RACs to potential hazards.

o RACs rated 1, 2, and 3 normally get the wing commander’s attention and are funded when money is available.

• Review unit safety inspections and crosstell information. 

• Take corrective actions to resolve safety problems or potential safety problems.

• If warranted, submit USR or other unit member for safety 

awards (see AFI 36-2833 and MAJCOM guidance).

Additional Resources

• Find your MAJCOM guidance in its supplement to AFI 91-

202. 

• The Air Force Safety Center Web site provides more information on safety issues, including ORM, deployed safety, and 

links to other safety sites: http://afsafety.af.mil/.

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COMMANDER’S PROGRAMS

• Check out the 9th RW Safety Office Web site for some great 

USR information at https://www.mil.beale.af.mil/9RW_SE/ 

Ground/usr_supvr_guidance.htm.

• PACAF has an online interactive database designed to help 

implement an effective high-risk activity program at https://

cares.hickam.af.mil.

• AETCPAM 91-203, AETC’s Squadron Commander’s Safety Pamphlet, 10 April 2002, provides commanders insight and helpful 

hints for planning and executing their safety program.

• The Military Commander and the Law, chapter 11, provides 

more information on Air Force safety and accident investigations.

Operational Risk Management

Maj Arlen Hammock, Detachment 2, 22d Space and 

Operations Squadron Commander, 2005–6

References

DODI 6055.1, DOD Safety and Occupational Health (SOH) Program, 19 August 1998.

AFPD 90-9, Operational Risk Management, 1 April 2000.

AFI 90-901, Operational Risk Management, 1 April 2000.

AFPAM 90-902, Operational Risk Management Guide and 

Tools, 14 December 2000.

The majority of the following information is excerpted directly 

from the above references.

By direction of the secretary of the Air Force, all USAF personnel 

will apply ORM principles, concepts, and techniques to assess the 

risks associated with their daily mission and duty-related activities. ORM is a decision-making process to systematically evaluate 

possible courses of action, identify risks and benefits, and determine the best course of action for any given situation. ORM enables 

Airmen to maximize operational capabilities while limiting all dimensions of risk by applying a simple, systematic process appropriate for all personnel and functions both on and off duty.

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122

ORM Program Goals

• Enhance mission effectiveness at all levels while preserving 

assets and safeguarding health and welfare.

• Integrate ORM into mission processes, ensuring decisions 

are based upon assessments of risk integral to the activity 

and mission.

• Create an Air Force in which every Airman is trained and 

motivated to manage risk in on- and off-duty activities.

• Identify opportunities to increase Air Force war-fighting 

effectiveness, helping to ensure decisive victory in any future 

conflict at the least possible cost.

ORM Principles

• Accept no unnecessary risk.

• Make risk decisions at the appropriate level.

• Accept risk when benefits outweigh the costs.

• Integrate ORM into all levels of operations and planning.

ORM Six-Step Process

• Identify the hazards.

• Assess the risk.

• Analyze risk-control measures.

• Make control decisions.

• Implement risk controls.

• Supervise and review.

Levels of Risk Management

• Time-Critical

o On the run—mental or verbal review.

o Used during execution phase of training or operations.

o Most easily applied level of risk management in off-duty 

situations.

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123

o Helpful for choosing the appropriate course of action 

when an unplanned event occurs during execution of a 

planned operation or daily routine.

• Deliberate

o Application of the complete process.

o Uses experience and brainstorming to identify hazards 

and develop controls.

o Most effective when done in a group.

o Useful when planning upcoming operations, reviewing 

maintenance procedures, and disaster-response planning.

• Strategic

o Used to study hazards and associated risks in a complex 

operation or system.

o Involves research of available data, use of diagram and 

analysis tools, formal testing, or long-term tracking of 

hazards associated with a system or operation (normally 

assisted by technical experts). 

o Useful on high-priority or high-visibility risks.

Commander Responsibilities

• Serve as unit advocate for ORM.

• Appoint an ORM manager. 

• Ensure all assigned Airmen complete ORM training.

• Tailor ORM application and techniques to accommodate 

unique mission needs. 

• Direct ORM integration into all operational decision-making 

processes.

• Ensure all supervisors and leaders support and implement 

basic ORM principles on a continuing basis.

Managing High-Risk Activities

• High-risk activities are those with an inherent increased 

risk of personal injury.

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124

• With the proper training and adequate safety measures, high-risk 

activities can be performed safely.

• Examples of high-risk activities 

include civil aircraft flying, skydiving, white-water rafting, motorcycle and auto racing, scuba diving, dirt-bike riding, hunting, 

mountain climbing, rodeo activities, kayaking, and other exciting 

activities that can result in injury 

when not properly executed.

• Each squadron USR should ensure participants are aware 

of risks associated with their activities and ensure they are 

properly trained to participate in them.

• Document and maintain all safety briefings and training 

within the squadron.

Tips for Success

• Constantly apply ORM to enhance mission effectiveness at 

all levels—to preserve assets, safeguard health, and ensure 

personnel welfare.

• Integrate ORM into mission processes—ensure decisions 

are based upon assessments of risk integral to the activity 

and mission.

• Ensure every member is trained and motivated to manage 

risk in his or her on- and off-duty activities.

• Identify opportunities to increase Air Force war-fighting effectiveness on the battlefield and in the operational-aerospace 

environment—ensure decisive victory in any future conflict at 

the least possible cost.

• Emphasize ORM at commander’s calls.

• Some MAJCOMs and wings require an extreme sports and 

high-risk activity form be completed for participating Airmen 

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125

Additional Resources

• For more information on ORM, check out the ACC ORM 

Web site: https://www.mil.acc.af.mil/se/orm.html.

• AETC online ORM Web site: https://www.aetc.af.mil/se2/

safety/orm/index.htm.

• Air Force Safety Center provides online resources: http://

www.afsafety.af.mil/orm/orm.asp.

Traffic Safety Program

Maj Kathy Goforth, 898th Munitions Squadron 

Commander, 2004–6

o Identify individuals in high-risk activities, and ensure 

they maintain proof of required training.

o Complete an activity brief (usually one-on-one), document the briefing, and approve or disapprove the Airman’s participation in a high-risk activity.

o Ensure USR maintains brief as required by local guidance. 

o Critical since this information may be used in a line-ofduty (LOD) determination.

References

DODI 6055.4, DOD Traffic Safety Program, 20 July 1999.

AFI 91-207, The US Air Force Traffic Safety Program, 1 October 

1995.

The majority of the following information is excerpted directly 

from the above references.

The DOD Traffic Safety program’s goal is to prevent and reduce 

the frequency and severity of vehicle mishaps involving USAF 

personnel and equipment.

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126

DOD Traffic Safety Standards

• Operator duty time—establish and enforce duty-hour limits 

for motor vehicle operators based on a careful operational 

risk assessment.

• Occupant protection 

o Must use installed occupant protective devices. 

o Limit number of passengers to designed seating capacity.

• All military personnel under age 26 with a driver’s license 

will receive at least four hours of traffic safety training 

o Stress individual responsibility and correct response to 

routine and emergency driving situations.

o Should be given shortly after initial entry into the military.

o No cost to the individual. 

o Training available from and through wing safety office.

DOD Impaired Driving Prevention Program

• Impaired driving is incompatible with the military’s high 

standards of performance, military discipline, DOD personnel reliability, and readiness of military units. 

• While driving on any DOD installation, operators and passengers of motor vehicles are prohibited from having open 

containers of alcoholic beverages in their ready possession

o Open container—means any receptacle containing any alcoholic beverage that has been opened or the seal broken. 

o Ready possession—means alcohol located in the passenger compartment or accessible to the driver or passenger(s) 

from the passenger compartment.

Motorcycle Rider Requirements

• PPE requirements

o Helmets—Department of Transportation certified and 

properly fastened under the chin.

o Goggles and face shields—impact- or shatter-resistant 

goggles or full face shield, properly attached to helmet.

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127

o Sturdy footwear.

o Clothing—includes long-sleeved 

shirt or jacket, long trousers, and 

full-fingered gloves or mittens designed for use on a motorcycle.

o Garment visibility—brightly colored outer upper garment during 

the day and a reflective upper 

garment during the night.

• Must complete safety course

o Course IV A, Motorcycle Rider Course-Riding and Street 

Skills (MRC:RSS) or Course IV B, Experienced Rider 

Course (ERC).

o If member has a state motorcycle license that requires a Motorcycle Safety Foundation (MSF)-approved training course, 

he or she is not required to complete Course IV A or IV B.

o Air Force military and civilian personnel do not pay for and 

they are not charged leave for training and education mandated or implied by the DOD and Air Force directives.

• Failure to wear the proper PPE or meet training requirements may be considered during LOD determinations if an 

injury is a result of member’s noncompliance.

Privately Owned Vehicles

• Privately owned vehicle (POV) license requirements—abide 

by state issuing authority.

• Use of headphones or earphones is prohibited while operating a vehicle on DOD installations.

• Use of a cell phone without a hands-free device is prohibited 

while operating a vehicle on Air Force bases.

Tips for Success

• Commanders must develop a DUI prevention program

o Educate unit members concerning drinking and driving 

and potential punishments if convicted of DUI. 

o Institute a strong Wingman Program.

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References 

DOD 5200.1-R, DOD Information Security Program, January 

1997.

DOD 5200.2-R, DOD Personnel Security Program, January 

1987 (incorporating through change 3, 23 February 1986).

o Set a goal for days without a DUI arrest; if your unit’s 

members reach that goal, reward them.

o Create designated driver (DD) cards and distribute to your 

Airmen

■ Include unit members who voluntarily perform DD duties.

■ Include Base Airmen Against Drunk Drivers phone 

numbers.

■ Include first sergeant’s and your phone numbers.

• Revoke driving privileges of Airmen who don’t comply with 

the DOD Traffic Safety Program requirements.

• Maintain a robust safety program; brief traffic safety compliance.

• Check with wing safety and find out who pays for mandated 

motorcycle safety courses 

o If you’re responsible for funding, ensure you budget for it. 

o If the wing pays, find out how to schedule your Airmen. 

Additional Resources

• For more information, visit the Air Force Safety Center traffic 

safety Web page at http://www.afsafety.af.mil/seg/Traffic 

_Safety/Traffic_Safety.html.

• Review your MAJCOM supplement to AFI 91-207.

• Check out chapter 5, “Standards and Discipline” (this book), 

for more information concerning revoking driving privileges.

Security Programs

Maj Kathy Goforth, 898th Munitions 

Squadron Commander, 2004–6

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Security programs vary among units, but 

as a minimum, your unit security program 

will include information security and personnel security. Protecting sensitive information 

is critical to mission accomplishment.

The goal of the DOD Information Security Program is to efficiently and effectively 

protect DOD unclassified sensitive and 

classified information. The Air Force Information Security Program does this by 

ensuring everyone understands his or her 

roles and responsibilities and by integrating security procedures 

into our processes so they become transparent.

The purpose of the DOD Personnel Security Program is to ensure classified information is disclosed only to authorized DOD 

members, DOD contractors, and other affiliated persons consistent with the interests of national security.

Commander Responsibilities

• Appoint unit security manager.

• Ensure assigned personnel complete security education 

training IAW AFI 31-401, chapter 8.

• Budget for security awareness training products and materials.

• Review UIFs on Airmen under your jurisdiction.

• Establish an SIF when an Airman’s activity, conduct, or 

behavior is inconsistent with security criteria (see DOD 

5200.5-R, par. 2-200, and append. I).

AFPD 31-4, Information Security, 1 September 1998.

AFPD 31-5, Personnel Security Program, 1 August 1995.

AFI 31-401, Information Security Program Management, 1 

November 2005.

AFI 31-501, Personnel Security Program Management, 27 January 2005.

The majority of the following information is excerpted directly 

from the above references.

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• Actively support and monitor security education training.

• Ensure self-inspections are completed.

• Take appropriate actions when a security breach or violation occurs.

Unit Security Manager Responsibilities

• The unit security manager (USM) provides guidance and 

assistance to supervisors and managers in the areas of 

physical, information, and personnel industrial security.

• Develops and monitors organizational-level implementing 

instructions, policies, and procedures to support hostinstallation security plans.

• Monitors the classification management program; supports 

program managers in developing classification guidance 

and decisions.

• Provides guidance on classification marking, accountability, 

control, storage, safeguarding, downgrading, declassifying, 

and destruction procedures for classified material. 

• Conducts and documents security education training.

• Maintains training documentation, on a calendar-year basis, 

for initial, refresher, and specialized security training.

• Prepares requests for the issuance and control of restricted 

area badges, processing of security clearances, and other 

functions within the security area.

• Provides guidance and assistance to the commander on 

establishing SIFs when derogatory information is discovered 

on a unit member with a security clearance.

Tips for Success

• Review the installation security plan that is available from 

the wing plans office.

• Appoint a USM

o Must complete required security manager training from the 

installation security office within 90 days of appointment. 

o Develops and updates unit security OIs.

o Advises you on security issues pertaining to the unit.

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o Attends base security managers meetings. 

o Reports security breaches and violations to the installation security office.

• Appoint a unit member, other than USM, to conduct the 

security program self-inspection.

• Ensure security training is completed and documented, as 

directed.

• Isolate computer(s) involved in any classified message incident (CMI)

o CMI occurs when someone transmits classified information over an unclassified system.

o Notify your work group manager (WGM) when a CMI 

occurs

■ Isolate and sanitize affected computers.

■ Inform network control center of CMI; they are responsible 

for isolating and sanitizing any servers affected by the 

CMI.

• Be knowledgeable of other security programs and their POC 

or program manager

o Computer security (COMPUSEC)—work group manager. 

o Communications security (COMSEC)—COMSEC monitor.

o Operations security (OPSEC)—OPSEC monitor.

Additional Resources

• For more information on computer vulnerabilities and incidents, see AFI 33-138, Enterprise Network Operations Notification and Tracking, 28 November 2005.

• For help with your COMSEC program, see AFI 33-201, vol. 1, 

Communications Security (COMSEC), 1 May 2005.

• For more information on network and computer security, 

see AFI 33-202, vol. 1, Network and Computer Security, 13 

August 1999.

• For more information on the OPSEC program, see AFI 10-701, 

Operations Security (OPSEC) Program, 30 September 2005.

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Antiterrorism and Force Protection Program

Maj Kathy Goforth, 898th Munitions 

Squadron Commander, 2004–6

References

DODD 2000.12, DOD Antiterrorism (AT) Program, 18 August 2003.

DODI 2000.16, DOD Antiterrorism Standards, 2 December 2006. 

DODD O-2000.12-H, Protection of DOD Personnel, Activities Against 

Acts of Terrorism and Political Turbulence, February 2004.

AFI 10-245, Air Force Antiterrorism (AT) Standards, 21 June 2002.

The majority of the following information is excerpted directly 

from the above references. 

IAW DODD 2000-12, commanders at all levels will enforce appropriate security measures to ensure protection of DOD personnel under their control and shall ensure AT awareness and readiness of 

all DOD personnel (including dependent family members). Commanders 

must ensure appropriate AT protection and readiness of DOD personnel while pursuing mission accomplishment.

IAW AFI 10-245, the AT program seeks to deter terrorist acts 

against the Air Force by providing guidance on collecting and 

disseminating timely threat information, providing training to 

members, developing comprehensive plans to deter and counter 

terrorist incidents, allocating funds and personnel, and implementing AT measures. AT also requires every individual’s participation to maintain awareness, practice personal security 

measures, and report suspicious activity. 

Parts of Antiterrorism Program

• Antiterrorism—defensive measures used to reduce vulnerability of individuals and property to terrorist acts

• Force Protection (FP)—actions taken to prevent or mitigate 

hostile actions against DOD personnel (including family 

members), resources, facilities, and critical information

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Unit Antiterrorism Officer

• Unit antiterrorism officer (UATO), AT unit program expert.

• Designated by unit commander

o Provide names to wing ATO in writing.

• Officer or NCO (E-5 or above) or civilian equivalent. 

• Must be AT Level II certified. 

• Documents commander’s annual review of unit AT program 

and plan.

• Unit-level liaison with wing ATO on installation AT matters.

• Disseminates and conducts random AT measures (RAM), as 

required.

Commander Responsibilities

• Thoroughly integrate AT into unit mission.

• Continually review AT posture to keep current with changing policies and threat levels.

• Determine potential vulnerabilities and resource prioritization.

• Forward any threat and potential vulnerability that cannot 

be controlled to senior leadership.

• Review installation’s or higher level’s unit supplement to 

AFI 10-245 implementing unit-specific FP standards.

• Ensure unit members receive Level I AT awareness training 

o Annually for CONUS-based DOD personnel eligible for 

OCONUS deployment.

o Annually for active uniformed CONUS-based members of 

combatant commands and services.

o Annually for CONUS-based DOD personnel, regardless of 

duty status, if CONUS terrorism threat level is promulgated above “moderate.”

o Document training IAW AFI 10-245.

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• Ensure UATO develops unit AT plan (OI, checklist, or annex 

to installation AT plan).

• Annually exercise unit AT plan.

Tips for Success

• Appoint a UATO.

• Review unit AT program and plans annually and as threat 

level changes.

• Develop a process to raise and lower force protection conditions (FPCON) based on current terrorism threat information and/or guidance from HHQ.

• Develop and implement an AT plan addressing the following key elements

o Terrorism threat assessment.

o Vulnerability assessment (VA).

o Risk assessment.

o AT physical security measures.

o Terrorist incident response measures.

o Terrorist consequence management measures.

• Prepare an annual terrorism threat assessment concerning unit personnel, assets, and mission-critical infrastructure.

• Develop procedures to ensure terrorism threat advisories, 

terrorism warning reports, terrorism threat level changes, 

and FPCON changes are immediately disseminated to all 

unit personnel.

• Ensure personnel deploying, PCSing, or traveling on leave 

outside CONUS receive predeployment AT with special 

emphasis on AOR-specific terrorist and medical threats.

Additional Resource

For more AT and FP information, check out CENTAF’s great Web 

site at https://www.mil.centaf.af.mil/AEF_Toolkit/default.htm.

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Environmental Management

Maj Arlen Hammock, Detachment 2, 22d Space 

Operations Squadron Commander, 2005–6

References

AFPAM 32-7043, Hazardous Waste Management Guide, 1 

November 1995.

AFI 32-7045, Environmental Compliance Assessment and Management Program (ECAMP), 1 July 1998.

AFI 32-7086, Hazardous Materials Management, 1 November 

2004.

The majority of the following information is excerpted directly 

from the above references.

The Air Force is committed to 

complying with environmental laws 

and regulations. Because fiscal and 

manpower costs associated with environmental programs are staggering, you must be familiar with the 

multiple operational constraints 

and be sensitive to any interface between the mission and environmental restrictions. Any delay in responding to environmental problems 

may cost thousands of dollars and 

hamper a base’s ability to perform 

its mission. Not only must you be 

concerned due to mission impacts, but you also must be aware 

of the precedent for personal criminal liability.

While it may appear a daunting task to understand each of the 

environmental laws and regulations that restrict or affect Air Force 

activities, environmental experts are available within the Air Force 

to guide and assist you through this process. MAJCOMs, regional 

levels, and bases have engineering and legal experts available to 

provide support in the environmental arena (i.e., the environmental 

lawyer in your SJA office and the CE environmental flight).

All pollution-abatement statutes (i.e., pertaining to the pollution of air and water as well as the handling of hazardous waste) 

carry civil and criminal penalties. Each of these statutes may be 

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enforced by federal or state agencies. Additionally, in overseas 

locations, foreign statutes may also be enforced by foreign hostnation agencies. Under normal circumstances, military members and civilian employees are exempt from civil or administrative penalties. But regulators may seek civil or criminal penalties 

from the Air Force and its personnel.

Your best defense against being charged for active, knowledgeable, participation in illegal activities is quite simple—obey 

the law, or if you are in violation, work with your federal and 

state environmental regulators or host nation (if applicable) to 

become compliant with the law. In your role as a commander, 

vigilance is your defense against being charged for a violation of 

the law. Stay informed about what is going on environmentally 

on the base; consult with CE and the SJA on matters of environmental compliance.

Tips for Success

• Be familiar with the environmental hazards in your squadron. 

• Ensure your unit maintains a robust hazardous material 

(HAZMAT) program—know the requirements and follow 

them thoroughly.

• Appoint a strong unit HAZMAT program manager.

• Determine the HAZMAT items used or handled by your personnel. 

• Consult the installation ground safety staff and the CE staff 

for assistance, if required.

• Establish and implement hazard reporting and abatement 

programs.

• Brief all personnel on the findings and recommendations 

contained in annual and baseline industrial hygiene surveys and reports.

• Ensure compliance with the Air Force Hazard Communication Program.

• Ensure hazardous waste is properly characterized, segregated, marked, labeled, weighed, stored, packaged, and 

transferred for disposal.

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Additional Resources

• Check out the 32-7000 series AFIs for more detailed information concerning individual environmental protection 

programs.

• Each base should have a HAZMAT disposal plan; contact 

your wing plans office or CE to get a copy and review it.

Air Force Emergency Management Program

Maj Arlen Hammock, Detachment 2, 22d Space and 

Operations Squadron Commander, 2005–6

• Consult with CE, bioenvironmental engineering services, 

and the HAZMAT planning team before any hazardous 

waste disposal process or activity is modified or any new 

process or activity planned.

• Contact the CE environmental flight to determine if any 

endangered species exist on or near your facilities.

• Contact the bioenvironmental engineering flight (base medical) to determine if there are any concerns (radon gas levels, 

lead paints, asbestos, noise levels) within your facilities.

• Attend the base Environmental, Safety, and Occupational 

Health Council meetings.

References

AFPD 10-25, Full-Spectrum Threat Response, 18 July 2002.

AFI 10-2501, Air Force Emergency Management (EM) Program 

Planning and Operations, 24 January 2007.

The majority of the following information is excerpted directly 

from the above references.

Protection of Air Force personnel and operational resources is 

essential to successful Air Force operations. The primary missions of the Air Force Emergency Management (EM) program 

(formally known as full-spectrum threat response) are to save 

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lives; minimize the loss or degradation of resources; and continue, sustain, and restore operational capability in an all-hazards 

physical-threat environment at Air Force installations worldwide. Ancillary missions of the EM program are to support homeland defense civil support operations and to provide support to 

civil and host-nation authorities IAW DOD directives and through 

the appropriate COCOM. Major elements of the EM program include warning and reporting, command and control (C2), planning, equipping, organizing, training, exercising, evaluating, response operations, and incident management.

Full Spectrum of Physical Threats

• Terrorist use of WMD involving CBRNE material

• Enemy attacks in nuclear, biological, chemical, and conventional (NBCC) environment

• Major accidents

• Hazardous materials

• Natural disasters

• Humanitarian actions

Commander Responsibilities

• Appoint unit EM representatives to manage and coordinate 

the unit EM program.

• Ensure your unit EM representative completes the semiannual self-inspections.

• Request CE readiness flight leadership to provide you a 

briefing on EM policies and responsibilities. 

• Appoint emergency operations center (EOC) members 

required by the Installation Comprehensive Emergency 

Management Plan (CEMP) 10-2.

• Establish unit control center (UCC), EOC, and specialized 

team requirements, such as managing shelters and leading 

contamination control teams (CCT).

• Provide the CE readiness flight a written reply to EM program SAV observations or findings; include corrective 

actions and estimated completion dates (ECD).

• Participate in installation EM planning and exercises.

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• Ensure unit personnel are trained IAW AFI 10-2501, chapter 6; units are responsible for scheduling, tracking, and 

documenting training.

• Appoint members to the base exercise evaluation team. 

• Identify requirements and budget for, obtain, store, and maintain unit passive defense operational and training equipment.

• Identify and equip augmentees to support the EM program 

(see AFPAM 10-243, Augmentation Duty, 1 August 2002).

• Ensure EOC and UCC members participate in at least one 

exercise per year; document training IAW AFI 10-2501, 

chapter 6.

• Ensure personnel who are inherently deployable to CBRNE 

defense threat areas can perform mission-essential tasks in 

a contaminated environment.

• Ensure all unit military personnel and emergency-essential 

civilians and contractors maintain and use AFMAN 10-100, 

Airman’s Manual, 1 June 2004, during exercises and realworld contingencies.

Tips for Success

• Appoint unit EM representatives to manage and coordinate 

unit requirements of the unit EM program

o Attend training IAW AFI 10-2501, chapter 6.

o Conduct semiannual self-inspections IAW current AFI.

o Create and maintain a unit EM program folder, either 

hard copy or electronic. Contents must include

■ A copy of the unit quarterly EM report; update the report at least quarterly, or when you appoint a new primary or alternate unit EM representative. 

■ Current and previous year SAV reports and self-inspection 

reports.

■ Copies of correspondence concerning EM SAV report 

and self-inspection report.

■ Observations and corrective actions; deficiencies should 

be tracked until closed.

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■ Other items as required by MAJCOM or local guidance.

• Appoint EOC members required by the installation CEMP 10-2 

from within your unit to support the installation EM program

o Team members must, upon team assignment, have at 

least two-thirds of time remaining on station at OCONUS 

and CONUS-isolated assignments.

o Team members must, upon team assignment, have at 

least 18 months at CONUS non-isolated assignments.

• Appoint team members required by the installation CEMP 10-2

o Readiness support team (RST) members must possess a 

valid driver’s license and at least a Secret security clearance and meet any local qualifications designated by the 

CE commander. 

o Team members must have normal color vision and a minimum physical profile of “2” under P, U, L, H and E; 1 

under S, and able to lift a minimum of 50 pounds.

o RST members must not be assigned to other additional 

duties that conflict with RST duties; when the RST is 

recalled, it becomes every RST member’s primary duty.

o Notify the CE commander when approving the release of a 

trained team member for reasons other than PCS, retirement, discharge, or medical disqualification; the replacement must be trained before releasing the incumbent.

• Establish UCC and ensure it’s manned with competent Airmen.

• Appoint your most qualified managers, leaders, or technicians that can provide an effective evaluation of EM objectives 

as EET members. 

• Ensure dissemination of EM training material throughout the 

unit to support the installation EM information program.

• Identify and equip augmentees to support the EM program.

• Ensure interoperable communications and visual information services are available for incident response.

• Ensure prepositioned material is stored and maintained for 

additive forces IAW theater, installation, and joint support 

plans.

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Additional Resource

Check out chapter 7, “Compliance and Inspections” (this 

book), for EM exercise information.

Nuclear Weapons Personnel 

Reliability Program

Maj Kathy Goforth, 898th Munitions 

Squadron Commander, 2004–6

References

DODI 5210.42, Nuclear Weapons Personnel Reliability Program 

(PRP), 16 October 2006.

DOD 5210.42R, Nuclear Weapons Personnel Reliability Program 

(PRP) Regulation, June 2006. 

AFMAN 10-3902, Nuclear Weapons Personnel Reliability Program, 13 November 2006.

The majority of the following information is excerpted directly 

from the above references.

Individuals working with sensitive nuclear weapons or highrisk duties associated with nuclear weapons must meet a higher 

standard of reliability. The nuclear weapons PRP screens and 

continually evaluates personnel selected for nuclear weapons related duties. AFMAN 10-3902 describes how to administer the 

program for active duty members working with nuclear weapons 

or high-risk duties.

The program’s effectiveness relies on a series of extensive 

screenings and continual evaluation. PRP is the certifying official’s (CO) responsibility. The CO determines which positions 

within a unit require PRP designations (critical or controlled). 

The CO also determines when an individual should be certified, 

not certified, or removed from the program. The impact the CO 

has on PRP will determine the effectiveness of the unit’s PRP. 

Your reliability standards set the tone for your PRP.

The responsibility for a unit’s PRP rests squarely on the shoulders 

of its commander. You, as the commander, must know and understand the program better than anyone else in your organization and 

administer it without error. Your unit will follow your leadership.

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Commander Responsibilities

• Identify each position requiring a PRP-certified individual

o Code the minimum number of PRP positions on the 

UMD.

o Annually reevaluate and document findings.

• Certify each qualified person scheduled to perform PRP 

duties; follow proper procedures for administrative qualification and interim and formal certification.

• Document certifications, decertifications, or disqualifications IAW AFMAN 10-3902.

• Remove certified personnel from PRP duties when their reliability is questionable.

• Suspend, disqualify, or decertify personnel, as necessary

o Four mandatory conditions which result in temporary decertification (AFMAN 10-3902, par. C5.3.1.1.1).

o Seven mandatory conditions which result in permanent 

decertification and disqualification (AFMAN 10-3902, par. 

C5.3.2.1).

• Brief unit personnel on their responsibilities to monitor (both 

on- and off-duty behavior) and report any information that 

raises questions about an individual’s judgment or reliability.

• Tentatively select Air Force civilian candidates for PRP positions pending receipt of satisfactory PRP initial screenings.

• Potentially disqualifying information (PDI) previously 

addressed, documented, and determined not to be disqualifying for PRP, need not be readdressed or require additional 

documentation unless warranted by subsequent PDI.

• Ensure individuals certified for PRP have proper qualifications 

o S-1 physical profile. 

o Technical competence. 

o Proper security clearance. 

o ■ If a PRP-certified member has established a separation or 

retirement date within one year of outdated investigation, 

allow him or her to remain certified until separation or 

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retirement without a periodic review (PR)—if member decides not to separate or retire, PR must be requested.

o Positive mental attitude. 

o Not under court-martial or criminal charges.

o US citizen or naturalization. 

o Drug- and alcohol-abuse free.

Tips for Success

• Conduct a personal one-on-one interview (spirit of intent 

brief) with each PRP candidate. 

• Ensure personnel data system (PDS) codes are updated 

whenever member’s PRP status changes (PDS codes in 

AFMAN 10-3902, attach. 2).

• Appoint unit PRP monitor as focal point for day-to-day 

administrative duties relating to PRP (see AFMAN 10-3902 

for specific guidelines).

• Designate, in writing, individuals who can accept medical 

notifications, and forward letter to base PRP manager and 

medical PRP monitor.

• Establish procedures to ensure notifications are up-channeled, 

when appropriate. 

• Ensure TDY orders reflect PRP code and TDY personnel are 

briefed on their individual responsibilities.

• Establish line of communication between TDY location and 

home station when PRP-certified personnel are required to 

perform nuclear-related duties at TDY location. 

• Ensure all returning PRP-certified personnel’s records are 

reviewed for PDI prior to performing PRP-required duties.

• Ensure certified PRP members receive PRP training at the same 

frequency and in conjunction with nuclear surety training.

• Ensure PRP training includes Air Force–standardized PRP 

training.

• Ensure individuals receive nuclear surety training as 

required IAW AFI 91-101, Air Force Nuclear Weapons Surety 

Program, 19 December 2005.

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Additional Resource

Check out the Air Force PRP Web site for some great information, training, sample documents, and end-user tools: https://

www.a3a5.hq.af.mil/a3s/a3sn/.

Military Equal Opportunity 

and Treatment Program

Maj Jonathan Bland, 8th Maintenance Operations 

Squadron Commander 2005–6

References

AFI 36-2706, Military Equal Opportunity and Treatment Program, 29 July 2004.

The Military Commander and the Law, 2006.

The majority of the following information is excerpted directly 

from the above references.

The primary objective of the Military Equal Opportunity (MEO) 

and Treatment Program is to improve mission effectiveness. It 

does this by promoting an environment free from personal, social, 

or institutional barriers that prevent Air Force members from 

achieving their highest possible levels of responsibility based on 

individual merit, fitness, and capability. Commanders must not 

tolerate any form of discrimination and must take action to correct the cause of any discriminatory practice. The base MEO officer can assist the commander in resolving problems and offers 

both sexual-harassment and human-relations training.

Tips for Success

• Communicate that no form of discrimination is tolerated in 

the organization.

• Correct the cause of any discrimination practice.

• Brief unit members on their right to file an MEO complaint 

without fear of reprisal. Encourage members to use the 

chain of command, but ensure that all members are aware 

of the independent MEO complaint process.

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Drug Testing and the Urinalysis Program

Maj Kathy Goforth, 898th Munitions 

Squadron Commander, 2004–6

• Protect the complainant’s identity when a formal MEO complaint is filed.

• Inform alleged offenders that they are the subject of a formal 

MEO complaint

o Provide only the general nature of the MEO-related allegation filed against them. 

o Brief them on the outcome of the MEO case when the case 

is closed. 

o Advise them of their right to appeal the outcome of the 

case.

• Do not investigate allegations of unlawful discrimination or 

sexual harassment when the complainant files a formal 

MEO complaint. However, investigate the allegations when 

the complainant elected not to file a formal complaint, and 

inform the MEO office of the results.

• Ensure supervisors evaluate compliance with MEO directives, and document repeated or serious violations.

• Contact the MEO and request a unit climate assessment to 

determine the human-relations climate within your squadron.

References

Manual for Courts-Martial United States, 2000 Edition.

The Military Commander and the Law, 2006.

DODD 1010.1, Military Personnel Drug Abuse Testing Program, 

9 December 1994.

AFI 36-810, Substance Abuse Prevention and Control, 22 July 

1994.

AFI 44-120, Drug Abuse Testing Program, 1 July 2000.

The majority of the following information is excerpted directly 

from the above references.

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The urinalysis program utilizes state-of-the-art technology to detect and deter drug use by members. An effective urinalysis program 

requires coordination with legal and law enforcement agencies. 

Purpose of Urinalysis Program

• Deter military members from abusing illegal drugs or illicit 

substances.

• Detect and identify those individuals who use or abuse illegal drugs or other illicit substances.

Predominant Types of Testing

• Inspection (Military Rules of Evidence [MRE] 313 [b], 

Manual for Courts Martial)

o Conducted as unit sweep or randomly on segments of 

unit, duty section, or dorm.

o Used to determine proper command function; standards 

of readiness; and presence, fitness, and readiness of personnel.

o Does not have to encompass entire squadron, unit, duty 

section, or dorm; may not single out specific individuals 

or small group.

o Results may be used for UCMJ and administrative action.

• Voluntary Consent (MRE 314 [e])

o Used prior to probable cause or command-directed testing.

o First, ask member if he or she consents to urinalysis 

test.

o Reading Article 31 rights not required prior to asking for 

consent.

o Consent is not valid if it is mere acquiescence to authority.

o Coordinate with SJA. 

o Results may be used for UCMJ and administrative action.

• Probable Cause (MRE 315 [i])

o Search and seizure, ordered by you, when you believe 

member has ingested drugs.

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o Reasonable belief illegal drug(s) are present or will be 

found in individual’s urine.

o Must consult with SJA before taking this action. 

o Results may be used for UCMJ and administrative action.

• Command-Directed

o Used when there is reasonable suspicion of drug abuse 

but does not amount to probable cause.

o To determine member’s competency for duty, need for 

counseling, rehabilitation, and so forth.

o Seek SJA advice before ordering such tests.

o Results may be used for administrative action.

Other Types of Testing

• Self-Identification

o Member may self-identify as drug user prior to being selected for urinalysis.

o Member may not be disciplined under UCMJ when legitimately self-identifying for drug abuse and enter Alcohol and 

Drug Abuse Prevention and Treatment (ADAPT) Program.

o Results may be used for non-adverse administrative action.

• Valid Medical Purpose (MRE 312[f])

o Urine specimens obtained from valid medical exams such 

as emergency treatment or periodic physical exams may 

be used for any purpose.

o Urinalysis tests of individuals following entry into ADAPT 

program may not be used for disciplinary purposes if 

member self-identified.

o Results may be used for UCMJ and administrative action.

• Safety Mishap

o Urine specimen may be collected from any individual directly or indirectly involved in a safety-related incident. 

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o ■ Results may be used for any lawful purpose.

o Urine specimens collected as part of formally convened 

Air Force mishap investigation will be handled IAW DODI 

6055.7 and applicable Air Force instructions.

o ■ Results may be protected and have limited use as determined by Air Force directives.

• New Entrant

o Conducted during preaccession physical or initial period 

of military service. 

o Refer to DODI 1010.16.

Tips for Success

• Order commander-directed drug testing as required.

• Be familiar with provisions of AFI 44-120.

• Consult with SJA before implementing drug-abuse testing.

• Ensure military members and applicable civilian employees 

are subject to inspection testing.

• Appoint trusted agents to 

o Receive and maintain urinalysis testing rosters.

o Notify individuals selected for urinalysis testing. 

o Return commander notification letters to the demand 

reduction program manager (DRPM) or the drug testing 

program administrative manager (DTPAM).

• Prepare written order for member drug-testing notification

o Member must acknowledge receipt, including date, time, 

and signature. 

o Notify member not earlier than two hours prior to scheduled collection time. 

o If member is a shift worker, TDY, flying, on crew rest, or 

on leave, test when member returns to duty; do not notify 

earlier than two hours prior to scheduled collection time.

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Additional Resource

The Military Commander and the Law 2006, http://milcom.

jag.af.mil, contains valuable information on drug testing.

Dormitory Management Program

Maj Serena Armstrong, 48th Services 

Squadron Commander, 2004–5

• Ensure members selected for testing report to collection site 

within the designated time.

• Take disciplinary action on any member who fails to report 

for testing without valid reason.

• Provide credible observers.

Reference

AFI 32-6005, Unaccompanied Housing Management, 1 June 

1998.

The majority of the following information is excerpted directly 

from the above reference.

Housing is a quality-of-life issue for all Airmen. This is true for 

your single and junior Airmen just as it is for anyone else in the 

squadron. Its impact on readiness and retention has driven new 

DOD standards and priorities. The purpose of unaccompanied 

housing (dormitories) is to create a residential community promoting pride, professionalism, and personal dignity. As the commander, you will be the best advocate for your people on this issue. But you will also be the one charged to hold them accountable 

for maintaining these areas in a safe and orderly manner. Below 

are a few tips to help you in that effort.

Tips for Success

• Be an active member of the Quarters Improvement Committee (QIC).

• Establish specific guidance on dormitory standards in the 

form of policy letters, directives, or OIs.

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Fitness Program

Maj Kathy Goforth, 898th Munitions 

Squadron Commander, 2004–6

• Ensure dormitory occupants are aware of required standards—use newcomer’s briefings and commander’s calls to 

spread the word.

• Personally meet with the dormitory manager to ensure open 

dialogue.

• Show you care about the quality-of-life within your dormitory—walk through and check out the facilities periodically 

with the manager.

• Involve supervisors and flight commanders in the inspection 

process so they are aware of living conditions.

• Keep a balance between group welfare and individual privacy when scheduling inspections.

• Ensure furniture is in good repair in the rooms

o How long has it been since furniture and carpets were 

replaced? 

o Are common areas and day rooms in good condition?

o Is this information discussed at the QIC?

• Reward and recognize positive behavior—implement programs such as a “room of the month” competition; provide a 

pass to the winner.

Reference

AFI 10-248, Fitness Program, 25 September 2006.

The majority of the following information is excerpted directly 

from the above reference.

AFI 10-248 states that all Air Force members must be physically fit to support the mission. The health benefits from an active lifestyle will increase productivity, optimize health, and decrease absenteeism while maintaining a higher level of readiness. 

The goal of the Air Force Fitness Program (FP) is to motivate all 

members to participate in a year-round physical conditioning 

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program that emphasizes total fitness, 

to include proper aerobic conditioning, strength and flexibility training, 

and healthy eating. Commanders and 

supervisors must incorporate fitness 

into the Air Force culture to establish 

an environment for members to maintain physical fitness and health to 

meet expeditionary mission requirements and deliver a fit and ready force. 

An annual fitness assessment (FA) 

provides commanders with a tool to 

assist in determining their unit’s overall fitness.

Commander Responsibilities

• Promote, support, and ensure unit FP integrity and provide 

an environment that is conducive to healthy lifestyle 

choices.

• Provide an overall work environment which is supportive of 

optimal nutrition and fitness; ensure all members are permitted 90 minutes of duty time for physical training (PT), 

three times per week.

• Implement and maintain a unit and squadron PT program 

IAW guidelines in AFI 10-248, attachments 2 and 3

o PT programs not outlined in attachment 3 or MAJCOM 

and installation guidance should be written, reviewed, 

and developed in consultation with the fitness program 

manager (FPM) at the Health and Wellness Center 

(HAWC).

o Identify by written policy your unit-based program led by 

trained physical training leaders (PTL) at least three times 

per week, specifying frequency of required individual participation; provide FPM with copy of written policy. 

o Ensure those trained to perform abdominal circumference (AC) assessments accomplish measurement for individuals who received a marginal or poor fitness score. A 

subsequent assessment occurs in a private room or partitioned area within the CSS. If space is an issue in the 

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CSS, the trained CSS staff member may accomplish an 

AC measurement at the HAWC.

• Appoint a PTL to conduct unit PT and FA (one-and-one-half 

mile timed run, push-ups, crunches, and body composition 

measurements)

o Ensure the PTL attends an initial course and annual recertification provided by HAWC staff prior to overseeing 

and conducting the unit FP.

• Appoint, in writing, a unit fitness program manager (UFPM).

• Consider establishing a mechanism to recognize personnel 

who attain an excellent fitness level or make significant 

improvement.

• Ensure prior exempted members returning from deployment are tested 42 days (90 days for reserve) after return 

and acclimatization period, unless member requests to test 

earlier.

• Refer deploying members enrolled in the fitness improvement program (FIP) to the HAWC for consultation prior to 

deployment.

• Ensure member’s fitness score is current prior to deployment and includes the projected deployment time.

Deployed Commander Responsibilities

• Provide an environment that supports, encourages, and 

motivates a healthy lifestyle.

• Appoint a deployed unit PTL to facilitate the unit PT program, if required or feasible.

• Ensure personnel enrolled in FIP continue to meet program 

requirements, if feasible.

• Deployment exemption should be rare due to the requirement of having current fitness status prior to deployment, 

barring unforeseen circumstances.

Tips for Success

• Set the example with regards to fitness.

• Be a regular part of unit PT activities.

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Human Immunodeficiency Virus Program

Maj Kathy Goforth, 898th Munitions 

Squadron Commander, 2004–6

• Take appropriate administrative action when a member fails 

to participate in the unit FP or meet fitness standards.

• Request a periodic fitness program review by the HAWC 

staff.

• Refer deploying members enrolled in FIP to the HAWC for 

consultation prior to deployment.

References

DODD 6485.02E, Human Immunodeficiency Virus (HIV)/

Acquired Immune Deficiency Syndrome (AIDS) Prevention: Support to Foreign Militaries, 7 November 2006.

AFI 48-135, Human Immunodeficiency Virus Program, 7 August 

2006.

The majority of the following information is excerpted directly 

from the above references. 

The Air Force IAW AFI 48-135 tests all members for antibodies 

to HIV, medically evaluates active duty infected members, and 

educates members on prevention.

Who and When Tested

• Applicants for enlistment or appointment to active duty Air 

Force or Air Reserve Component (ARC).

• Active duty Air Force personnel

o Every two years, preferably during physical health assessment. 

o For clinically indicated reasons.

o With newly diagnosed active tuberculosis.

o During pregnancy.

o When diagnosed with sexually transmitted disease.

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o Upon entry to drug or alcohol treatment programs. 

o Prior to incarceration.

• ARC personnel

o At intervals not to exceed five years, preferably during 

PHA/ARCPHA.

o Current test within two years of date called to active duty 

for 30 days or more.

• Civilian employees

o To comply with host-nation requirements for screening of 

DOD employees. 

o In occupationally related exposures.

• Routine HIV testing is suspended in declared combat 

zones.

Result of Positive Tests

• HIV-infected applicants are ineligible for enlistment or 

appointment to active duty Air Force or ARC.

• All active duty Air Force personnel testing positive are 

o Counseled by a physician.

o Given information on modes of transmission, appropriate 

precautions, and future risks.

o Ordered to follow preventive medicine requirements IAW 

AFI 48-135, attachment 8 (ARC members are administered this order after unit commander determines they 

can be utilized in the Selected Reserve and have been 

found medically qualified for nondeployed military duty 

by appropriate ARC surgeon general [SG]).

o Referred to Wilford Hall Medical Center (WHMC) for medical evaluation and medical evaluation board (MEB).

• ARC members not on extended duty are evaluated to determine their fitness for duty only after their immediate commander has determined if they may be utilized in the 

Selected Reserve. They must obtain a medical evaluation 

that meets the requirements of AFI 48-135, attachment 9,

from their civilian health care provider.

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• Active duty Air Force members found fit for duty are not 

separated solely for HIV seropositivity. 

• ARC members not on extended active duty or full-time ANG 

duty will be transferred to Standby Reserve only if the immediate commander determines they cannot be utilized in the 

Selected Reserve. 

• HIV-infected active duty Air Force members retained on 

active duty and ARC members retained in the Selected 

Reserve must be medically evaluated semiannually and 

assigned within CONUS, Alaska, Hawaii, or Puerto Rico. 

• ARC HIV-infected members may not be deployed outside 

CONUS (except for Alaska, Hawaii, and Puerto Rico) or perform active duty tours for more than a 30-day duration. 

• HIV-infected members shall not be assigned to mobility 

positions, and those on flying status must be placed on duty 

not to include flying (DNIF) status pending medical evaluation.

• Members on PRP or other security-sensitive positions shall 

be removed pending medical evaluation. 

• Secretary of the Air Force may, on a case-by-case basis, 

further limit duties and assignment of members to protect 

the health and safety of HIV-infected members or others.

• Air Force–wide, HIV-infected employees are allowed to continue working as long as they are able to maintain acceptable performance and do not pose a safety or health 

threat.

• HIV-infected health care workers should be relieved from 

patient care responsibilities until counsel from expert review 

panel is sought.

• Unit commander will give HIV-infected member an “order to 

follow preventive medicine requirement” (see AFI 48-135, 

attach. 14).

• Safeguard order to protect privacy of the individual. Put the 

order in a sealed envelope marked “FOR THE EYES OF THE 

COMMANDER ONLY,” and store in a limited-access location.

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Tips for Success

• Applicants infected with HIV are ineligible for enlistment or 

appointment to active duty Air Force or ARC. 

• Active duty Air Force members found fit for duty are not 

separated solely for HIV seropositivity. 

• Use AFI 36-3212 to separate or retire active duty members 

who are HIV-infected and whom a medical evaluation has 

determined to be physically unfit for further duty.

• Initiate transfer of HIV-infected reservists not on extended 

active duty or full-time ANG to the Standby Reserve if they 

cannot be used in Selected Reserve.

• Ensure HIV-infected active duty members are medically 

evaluated semiannually and are only assigned within the 

United States or Alaska, Hawaii, or Puerto Rico, assigned to 

something other than a mobility position, placed on DNIF 

status, and removed from security-sensitive positions pending medical evaluation.

• Ensure HIV-infected health care workers are relieved from 

patient care responsibilities until counsel from expert review 

panel is sought.

• Give HIV-infected member an “order to follow preventive 

medicine requirement” (see AFI 48-135, attach. 14).

• Allow HIV-infected members to continue working as long as they 

maintain acceptable performance and pose no health hazard.

Leave, Passes, Compensatory Time, 

and Permissive Temporary Duty 

Assignment Programs

Maj Kathy Goforth, 898th Munitions 

Squadron Commander, 2004–6

References

DODD 1327.5, Leave and Liberty, 24 September 1985.

AFI 36-3003, Military Leave Program, 20 October 2005.

AFI 36-2619, Military Personnel Appropriations (MPA) Man-Day 

Program, 22 July 1994.

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Experience shows that vacations and short periods of rest 

from duty, as well as authorized absences to attend to emergency 

situations, provide benefits to morale and motivation that are 

essential to maintaining maximum effectiveness. Therefore, an 

aggressive leave program is an essential military requirement. 

As a commander, you should maintain an environment that permits and encourages time away from work.

Types of Leave

There are various types of leave. As a commander, you need to 

be knowledgeable of leave options available for your Airmen. Below are several of those options.

Advance Leave

• Is chargeable leave that exceeds member’s current leave 

balance but doesn’t exceed amount of leave member will 

earn during remaining period of active duty.

• May grant to resolve emergency or extremely urgent personal 

problems when members have little or no accrued leave.

• Limited to 30 days or number of leave days that could be 

accrued during current enlistment—whichever is less.

• AFPC/DPFSC must approve requests for over 30 days.

• Is a leave loan and must be paid back.

Emergency Leave

• Is chargeable leave granted for personal family emergency 

requiring member’s presence.

• Usually not to exceed 30 days.

• Since most family emergencies are time-sensitive, swift 

action is essential.

AFMAN 36-8001, Reserve Personnel Participation and Training 

Procedures, 22 January 2004.

The majority of the following information is excerpted directly 

from the above references.

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• Advise members to apply for humanitarian reassignment or 

separation for hardship reasons if leave period is for more 

than 60 days.

• Commanders can approve up to 30 days of emergency leave 

with authority for an additional 30-day extension.

• AFPC and DPSFOC must approve emergency leave requests 

that exceed 60 days.

Excess Leave

• Granted over and beyond amount that may be accrued 

before discharge or separation. 

• Members are not entitled to pay and allowances during 

excess leave nor are they entitled to accrue leave during 

excess status.

• Granted only for emergencies or in unusual circumstances (e.g., 

member pending administrative discharge or awaiting execution of a punitive discharge imposed by a court-martial).

• Refer to AFI 36-3003, table 6, for detailed rules on excess leave.

Convalescent Leave

• Absence not chargeable as leave when member is under 

medical care and when part of treatment prescribed is for 

recuperation and convalescence.

• Approval based on written recommendation of military physician most familiar with patient’s condition; however, unit 

commander is approval authority.

• Allow 42 days of convalescent leave for pregnancies.

• Other reasons are limited to 30-day (or less) increments.

• Additional medical review is required to extend convalescent 

leave beyond 30 days.

• Charge ordinary leave for convalescent time when members 

use civilian medical care at their own expense.

Terminal Leave

• Ordinary leave limited to member’s leave balance at time of 

separation or retirement.

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• Members should not return to duty after this leave begins.

• Approved by unit commander.

• Disapprove terminal leave for military necessity or in best 

interest of Air Force.

Accrued Leave in Excess of 60 Days

• Airmen may keep up to 90 days of leave if they can’t use it 

due to mission at national level for at least 60 consecutive 

days.

• Unit commanders must send requests and full justification for 

excess leave through command channels to MAJCOM for 

approval.

Environmental and Morale Leave

• Environmental and morale leave (EML) is ordinary leave 

granted to members and their dependents from designated 

overseas austere, isolated, or environmentally depressed 

areas for the purpose of priority use of space-required or 

space-available air transportation to EML destinations.

• Destination locations offer closest environmental relief, recreation facilities, and suitable accommodations.

• Travel time counts as leave for unfunded EML program; 

under funded EML program, leave is not charged for travel 

time to specially designated locations.

Passes

• Afford time off without charge of leave for unusual reasons 

such as special recognition or observance of major religious 

events.

• Cannot use to extend leave, in place of leave, or in conjunction with leave.

• May not exceed four days (96 hours).

• Commander may not impose mileage limits during pass 

period but can require members to be able to return to duty 

within certain time limits (based on potential mission 

requirements).

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Permissive TDY

• Authorized absence without charge of leave; granted to participate in official or semiofficial programs that do not qualify 

as funded TDYs.

• Do not grant for reasons listed in AFI 36-3003, paragraph 

12.8.

• Grant if no expense to government and if program in which 

member desires to participate enhances individual’s value 

to or increases his or her understanding of the Air Force.

• Commanders who have approval authority must exercise 

care in evaluating requests to ensure the best interest of the 

Air Force is served.

• Authorized situations outlined in AFI 36-3003, table 7.

Commander Responsibilities

• Establish an annual leave program to give members opportunity to use leave.

• Enforce Air Force and command-approved leave guidelines.

• Document all leaves.

• Establish an audit trail for money spent in conjunction with 

emergency leave.

• Ensure CSS personnel keep current and accurate records of 

leave.

• Ensure members who refuse to take leave understand their 

obligation to comply with unit leave program and refusal to 

take leave may result in loss of earned leave.

• Encourage members to take one leave of at least 14 continuous days every fiscal year (FY) and to use leave accrued each 

FY.

• Ensure members schedule leave annually at the beginning 

of the FY and update their leave schedule periodically.

• To have an effective unit leave program, encourage members to follow their leave schedule.

• Advise members who schedule “use or lose” leave in August 

or September that they risk losing leave on 1 October if 

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military requirements and personal circumstances prevent 

them from taking leave.

• Seek American Red Cross verification when members 

request emergency leave.

• Charge leave for leave periods, such as those taken by members waiting for family members’ passports, visas, or for the 

outcomes of humanitarian reassignment requests.

• Combine ordinary leave with other types of leave, unless 

specifically prohibited, and treat a combination of leaves as 

one leave period.

• Make sure members taking ordinary instead of terminal 

leave return to duty 15 days before their scheduled separation or retirement date to prevent pay problems.

• Provide opportunity to use leave to Air Force Reserve and 

Air National Guard members serving man-day tours longer 

than 30 consecutive days IAW AFI 36-2619; also see AFMAN 

36-8001 for reserve personnel appropriations (RPA) tours 

over 30 days.

• Normally do not grant leave to members undergoing treatment for infectious or contagious disease. Exception: Unit 

commander may grant leave if attending physician provides 

written verification that member does not pose a threat to 

public health.

• Do not grant leave for the sole purpose of serving sentences 

in civil confinement because civil confinement, including 

probated sentences, is inconsistent with military status. 

However, members confined by civil authorities while on 

approved leave may continue on leave until the original 

leave termination date, unless recalled from leave status to 

duty. If you recall a member to duty, terminate leave status 

as of recall date, and change member’s status to “absent in 

the hands of civil authorities.”

Tips for Success

• Ensure unit members project leave at start of FY; update as 

needed.

• Know guidelines for granting advance leave. 

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Unit Budget

Maj Kathy Goforth, 898th Munitions 

Squadron Commander, 2004–6

• Understand emergency leave procedures.

• Grant emergency leave (usually 30 days or less) for a personal emergency requiring member’s presence. 

• Terminal leave is not mandatory; Air Force mission will dictate.

• Limit passes to four days (96 hours) 

o You cannot impose mileage restrictions. 

o You can require members to be able to return to duty 

within a certain time. 

• Do not grant permissive TDY for reasons listed in AFI 36-

3003, paragraph 12.8.

References

DOD 7000.14-R, Department of Defense Financial Management 

Regulations (FMR), dates vary depending on chapter.

AFI 65-601, vol. 1, Budget Guidance and Procedures, 3 March 

2005.

AFI 65-601, vol. 2, Budget Management for Operations, 21 

October 1994.

The majority of the following information is excerpted directly 

from the above references.

Financial management is inherent to command, and your 

squadron will need a budget to survive. However, your budget 

will never be large enough to buy everything you want. To be a 

successful money manager, get to know your CPTS commander, 

talk to your RA, and learn such budget processes as budget execution review (BER), initial funds distribution, productivity enhancement, financial management board (FMB), financial working group (FWG), and important budget timelines.

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Authorized Operations and Maintenance Expenditures

Operations and Maintenance (O&M)

• TDY expenses

• Supplies

• Equipment under 250K (K = thousand)

• Trophies and plaques for authorized recurring recognition 

programs

• Furnishings

• Contracts

• Computers

Unauthorized O&M Expenditures

• Entertainment (except for official representation funds)

• Entry fees for contests

• Coins (except for approved award programs)

• Gifts (going away and retirement)

• Food and serving supplies

Possible Authorized O&M Expenditures

(Check with your RA)

• Organizational clothing

• Memberships in professional and community organizations

• Mementos

• Equipment lease versus buy (comptroller and contracting 

must validate first)

• Portable buildings and temporary structures

• Purchases for local area networks (LAN)

• Food for commander’s call

Commander Responsibilities

• Legally responsible for unit funds

• Sets tone for resource use

• Decision authority for allocation of unit’s resources

• Establish funding priorities

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• Appoint unit RA

• Know your budget baseline and what it buys

• Plan early for FY closeout

Tips for Success

• Appoint a unit RA that will 

o Keep you informed on status of funds.

o Monitor financial obligations via GPC program. 

o Prepare financial plan, BER inputs, and distribute funding per your instruction.

• Establish funding priorities.

• Determine how you’ll distribute unit funds

o Will RA make and approve all spending?

o Will you provide each flight or section its own budget to 

spend?

o Will you consolidate all funds into one budget and you 

approve all purchases?

• Develop a plan to live within the budget given.

• Review, validate, and balance financial plan to ensure successful financial management.

• Review financial programs for each of your responsibility 

centers.

• Improve resource management by inquiring about program 

conditions, reviewing causes, weighing alternatives, directing actions.

• Know what you can and cannot purchase; contact the budget office when in doubt.

• Be postured to spend effectively if end-of-year close-out dollars are made available; if there’s money left, those best prepared to spend usually receive it

o Have prioritized purchase list. 

o Have AF Form 9s filled out and ready to execute. 

o Have GPC cardholders ready to purchase.

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Government Purchase Card Program

Maj Kathy Goforth, 898th Munitions 

Squadron Commander, 2004–6

References

Federal Acquisition Regulation (FAR).

Defense Federal Acquisition Regulation Supplement (DFARS).

AFI 64-117, Air Force Government-Wide Purchase Card Program, 

31 January 2006.

AFI 65-601, vol. 1, Budget Guidance and Procedures, 3 March 

2005.

The majority of the following information is excerpted directly 

from the above references.

 The General Services Administration (GSA) provides commercial GPC and associated services to military members and federal 

civilian employees to make official purchases. Use of a GPC constitutes expenditure of appropriated funds and is limited to official authorized transactions only. Some organizations have both 

appropriated and nonappropriated funds available for use.

Spending Guidelines

• Distribute micropurchases equitably among qualified suppliers, with special consideration paid to local and small 

businesses.

• Overseas cardholders (CH) may be authorized to make commercial purchases up to 25K, if purchase is made outside of 

the United States from vendors outside of the United States 

for use outside of the United States.

• Warranted contingency contracting officers are authorized 

to support contingency and exercise operations.

Authorized Expenditures

(See AFI 64-117, pars. 2.2 and 2.3, for complete list; expenditures 

over 3K require specific actions.)

• Supplies

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• Equipment

• Non-personal services

Authorized Expenditures over 3K (up to a 

maximum of 25K)

• Only obtained from prepriced contracts and agreements 

including

o Federal supply schedules.

o Blanket purchase agreements (BPA).

o Indefinite delivery and indefinite quantity contracts. 

o GSA schedules.

• Must be approved by the approving official (AO) and coordinated with the agency or organization program coordinator 

(A/OPC).

• DD Form 1057 reporting required.

Purchases Requiring Authorization

• Listed in AFI 64-117, chapter 2.

• Except where specifically noted in AFI 64-117, chapter 2, 

documented verbal approval, including date and identity of 

AO, is sufficient.

Purchases Requiring Coordination and Review

• Nonexpendable (budget code 9) equipment over micropurchase threshold purchased on existing contracts must 

have accountability records established through base 

supply.

• Repair services for general equipment.

• Books, periodicals, and manuals.

• Professional services.

• Payment for domestic express next-business-day small 

package delivery service contract.

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Unauthorized Expenditures

(See AFI 64-117, par. 2.4, for complete list; see also AFI 65-601, 

vol. 1.)

• Cash advances

• Travel-related purchases

• Rental or leases of land or buildings

• Repair of GSA-leased vehicles

• Gifts (exemption—mission accomplishment awards)

• Entertainment

• Safety of flight items

• Utility services

Tips for Success

• Consider requesting a brief from the GPC program office to 

familiarize yourself with the program.

• Appoint AO and CH in writing to base contracting

o Accounts exceeding the 7:1 ratio must be reviewed annually by base contracting.

o CH is responsible for documenting all transactions in 

Web-based program.

• Ensure AO and CHs receive training and sign statement of 

training prior to assuming duties.

• Ensure AO and CHs receive annual refresher training.

• Take appropriate actions when notified of the AO incorrectly 

approving purchases or CHs’ misuse of GPC.

• If CH repeatedly violates GPC procedures, remove GPC privileges.

• Ensure GPC accounts are closed and transferred when CH 

PCSs, PCAs, or retires.

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Government Travel Card Program

Maj Kathy Goforth, 898th Munitions 

Squadron Commander, 2004–6

References

Travel and Transportation Reform Act of 1998, Public Law 105-

264

DOD FMR vol. 9, chapter 3, DOD Government Travel Charge 

Card, March 2005.

Airman’s Roll Call, “Government Travel Card,” week of 6–12 

June 2007.

The majority of the following information is excerpted directly 

from the above references.

The Travel and Transportation Act of 1998 stipulates that the 

government-sponsored, contractor-issued government travel 

card (GTC) shall be used by all US government personnel (civilian or military) to pay for costs incurred due to official business 

travel. Its use improves DOD cash management, reduces DOD 

and traveler administrative workloads, and facilitates better service to DOD travelers.

Commander Responsibilities

• Appoint account program coordinator 

• Educate cardholders

• Act as intermediary

• Monitor accounts

• Take disciplinary action when members misuse GTC

Personnel Exempted from GTC Use

• Employees who have a GTC application pending approval

• Individuals traveling on invitational travel orders

• New appointees

• Infrequent travelers (no more than two times per year)

• For complete list, read DOD FMR vol. 9, chapter 3. 

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Examples of Misuse

• Expenses related to personal, family, or household purposes

• Cash withdrawals from ATM or banks not related to official 

travel

• Intentional failure to pay undisputed charges in timely manner

Tips for Success

• Appoint an APC and ensure the individual accomplishes the 

following actions 

o Completes mandatory training.

o Obtains and maintains applicants’ signatures on DOD

Statement of Understanding for Travel Cardholders. 

o Monitors GPC accounts of unit members and informs you of 

any delinquent accounts or incidents of possible misuse.

• Ensure all cardholders receive initial and biennial refresher 

GTC training, which includes the following information

o Use of the GTC is mandatory for all DOD employees for 

official government travel (some exemptions apply).

o The GTC may only be used for official travel purposes 

when on official government orders, never for personal 

use.

o It is the member’s responsibility to ensure the full balance of 

the GTC is paid no later than the due date on the statement.

o Members are required to split-disburse all outstanding 

charges against the GTC when filing the travel voucher. 

o ATM withdrawals are not authorized until three days 

before scheduled travel.

• When unit members PCA or PCS, ensure GTC accounts are 

transferred to the members’ new unit. 

• When unit members separate or retire, terminate their GTC 

account.

• Take disciplinary action on members who misuse their 

GTC. 

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170

Individualized Newcomer Treatment and 

Orientation Program

Maj Serena Armstrong, 48th Services 

Squadron Commander, 2004–5

Reference

AFI 36-2103, Individualized Newcomer Treatment and Orientation Program, 3 June 1994.

The majority of the following information is excerpted directly 

from the above reference.

First impressions are lasting ones, especially to new members 

entering your unit. The Air Force has a standardized three-phase 

Individualized Newcomer Treatment and Orientation (INTRO) 

program—sponsorship, orientation, and consolidated newcomer 

scheduling. The INTRO program creates a welcoming atmosphere, allowing newcomers and their families to adapt rapidly 

and effectively to their new location. The base provides a monthly 

newcomers’ orientation. Additionally, Airmen (E-1 and E-2) arriving from basic training or technical school must attend the 

10-day, First Term Airmen Orientation course.

There are mandatory and voluntary programs to help welcome 

newcomers. The most important begins with you, in the selection of sponsors for new members. Sponsors should be in the 

same rank, or grade, and family status as the new member and 

should attend the A&FRC’s sponsorship-training program. The 

program teaches what sponsorship packages are, how sponsorship letters are written, and what is required of sponsors.

Sponsorship is more than just meeting new members at the 

airport or base gate. It means getting involved with them and 

their families. Some members require very little help in orienting 

themselves and their families to a new location; while others, especially overseas, may take 30 days or more. There is no magic 

time limit on when sponsorship duties end. Allow sponsors time 

away from their duty sections—sponsorship takes time. Be sure 

you schedule appointments to meet with new arrivals during 

their first few weeks in the unit. How new members and their 

families are treated directly affects their performance during the 

time they are in your squadron.

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171

Commander Responsibilities

• Establish a unit INTRO program.

• Appoint an INTRO manager.

• Select individuals for sponsorship duties.

• Send a personalized welcome letter.

Tips for Success

• Sponsorship 

o Try to use sponsors who are volunteers, and look for similarities in lifestyle when matching sponsors with newcomers.

o Make sure the new member receives a list of contact numbers. 

o Ensure your sponsor letter is current.

o Ensure the package from the A&FRC contains current 

information on housing, schools, local employment, and 

recreational activities as well as maps and base, unit, and 

work center information.

o Use follow-up surveys or personal interviews (one month 

later) to assess how well your sponsorship program is 

really working.

o Ensure sponsors bring individuals (and possibly their family members) to their duty section.

• Orientation Program

o Conduct personal meetings with new individuals in your 

unit and explain your unit’s mission and your expectations. 

o The first sergeant and other key personnel should brief 

applicable topics. This can be accomplished individually 

or through a monthly group meeting.

o If you have a large squadron with numerous facilities, 

consider ending the group orientation session with a bus 

tour of the squadron. 

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172

Informal Recognition

Maj Tom Smith, 42d Military Personnel 

Flight Commander, 2003–4

As addressed in chapter 2, several formal awards programs exist 

within the Air Force to recognize exceptional achievement by Airmen. Functional awards, quarterly awards, and decorations are a 

few examples. However, nominating Airmen for such awards is only 

one of the options you have to recognize superior performance 

within the unit. You should also have processes in place to recognize achievements, accomplishments, or career milestones within 

your squadron. Three common types exist: squadron-level commander’s awards, letters of appreciation, and letters of congratulations. Forwarding a letter to a parent or spouse in conjunction with 

one of these recognition options extends the recognition outside the 

workplace as well. Each type of recognition is discussed below. 

Squadron-Level Commander’s Awards

Many types of squadron-specific commander’s awards exist. 

Perhaps the most common and universal is the commander’s 

coin. However, other forms of awards exist. The name, purpose, 

and frequency of these awards vary by unit, career field, and mission. Common examples include a “sharp troop” award you may 

present for sustained professional appearance or a “hard charger” 

award for an exceptional performance in a challenging task, 

awarded at each commander’s call. The potential variations are 

almost limitless. As such, you need to consider your unit, mission, and leadership style and then determine what type of commander’s award programs are appropriate for your squadron.

Letters of Appreciation

Letters of appreciation are an effective way to recognize accomplishments, achievements, or exceptional effort that may 

not rise to the level of a decoration nomination or other formal 

recognition. In addition to Airmen in your own unit, letters of 

appreciation may be an appropriate way to recognize efforts of 

Airmen outside your unit who make a significant positive impact 

on your unit, mission, or personnel.

Congratulatory Letters

Like letters of appreciation, congratulatory letters are an effective 

way of offering recognition for personal or professional accomplish04-Chap04.indd 172 2/8/08 12:35:0
COMMANDER’S PROGRAMS

173

ments, career milestones, or other significant life events. Possible 

reasons for a congratulatory letter include: selection for promotion, 

completion of upgrade training, marriage, completion of PME or educational degree, receipt of an award or decoration, birth of a child, 

reenlistment, retirement, or any other significant events.

Letters to Parents and Spouses

When recognizing Airmen in any of the ways outlined above, an 

additional letter sent to parents or a spouse explaining the nature 

of the recognition and acknowledging the role family members 

make in an Airman’s success may extend the recognition and 

sense of accomplishment outside the workplace and into an Airman’s family life. Be mindful that some Airmen have estranged or 

difficult relationships with close family members; therefore, do 

not do this without the Airman’s knowledge and consent. 

Tips for Success

• Determine what types of unit-level recognition programs are 

appropriate for your squadron

o Give particular consideration to options which offer recognition incentives for outstanding performance in other 

commander’s programs (fitness, CDC exam scores, dress 

and appearance).

• Put processes into place within your CSS to ensure you have 

the data and support needed.

• Put processes into place within your flights to ensure you 

have the leadership support needed.

Commander’s Call

Maj Serena Armstrong, 48th Services 

Squadron Commander, 2004–5

Reference

AFI 35-101, Public Affairs Policies and Procedures, 29 September 

2005.

The majority of the following information is excerpted directly 

from the above reference.

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COMMANDER’S PROGRAMS

174

Commander’s call is an opportunity for direct, face-to-face 

contact with your squadron personnel. It serves as a medium for 

exchanging information up and down the chain of command. It 

establishes you as the primary source for information in the 

unit. Commander’s call should supplement other means of communications. Military members who are present for duty must 

attend. Attendance is highly encouraged for civilian personnel. 

Attendance by family members for parts of, all, or some commander’s calls is recommended, especially, if an individual or 

unit award is presented.

Commander Responsibilities

• Personally conduct your commander’s call—do not delegate 

this forum

o Conduct commander’s 

call at least quarterly; 

recommend monthly. 

o Hold it the same time 

each month, for example, the third Wednesday 

at 1500.

• Use it as a form of praise, not as a forum to reprimand or 

give disciplinary lectures to your unit.

• Set an agenda

o Awards and decorations.

o Hails and farewells.

o Topics and announcements.

o Allot time to the first sergeant.

o Allot time to the chief or superintendent.

o Allot time to the squadron section commander. 

o You finish it off.

Topic Sources

• PA can assist with topics of general interest.

• CSAF’s Vector and Letter to Airmen are available on Air Force 

Link: http://www.af.mil.

04-Chap04.indd 174 2/8/08 12:35:0
COMMANDER’S PROGRAMS

175

• Commander’s call topics are available through MAJCOMs

o AETC: https://www.aetc.af.mil/pa/cctopics/current_issue 

.htm.

o PACAF: http://www.pacaf.af.mil/library/commanderscall 

topics/index.asp.

• Air Force Link Web site: http://www.af.mil.

• Staff meetings, wing and group.

Tips for Success

• Appoint a POC usually from your CSS.

• Rotate responsibility for readers, proffers, and pictures 

among your unit.

• Ensure there’s a camera available for pictures of award presentations.

• Create a balanced agenda; allow time for discussion, questions, and answers.

• Subscribe to Commander’s Call Topics, Roll Call, and other 

Air Force News 

o Go to the Air Force Link http://www.af.mil, click “subscribe,” and then select the news you want delivered to 

you via e-mail.

• Invite your squadron chaplain to attend.

• If your group commander has letters of appreciation or other 

tokens (i.e., coins) to present, add this to the agenda.

• Discuss unit activities, achievements, and goals reached 

since last commander’s call.

• Discuss how your unit’s mission relates to the Air Force’s 

and wing’s mission (periodically).

• Recognize newcomers and departing members.

• Present awards and decorations.

• If necessary, cover mandatory training items (i.e., sexual 

harassment prevention), but do not use commander’s call as 

an opportunity to meet ancillary training requirements.

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176

• Conduct any short mandatory briefings (i.e., anthrax program).

• Invite guest speakers (i.e., ADC, chaplain, and other squadron commanders to discuss their missions).

• Discuss current Air Force, base, squadron, and local 

issues.

• Keep the emphasis upbeat, creative, and tailored to your 

unit.

• Schedule times and frequency according to unit needs (do 

not make members attend during their off-duty hours).

• Occasionally, schedule in conjunction with unit sports or 

picnics.

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177

AND DISCIPLINE

Chapter 5

Maintaining Standards and 

Administering Discipline

Often the tasks associated with maintaining standards and 

administering discipline are some of the most unpleasant 

that a commander has to perform. They often involve 

considerations far beyond a simple determination of right 

and wrong, although that too can sometimes be a complex 

undertaking. Decisions regarding standards and discipline 

affect members who are the focus of the action, the unit, the 

members’ friends and families, and can even affect attitudes 

across a given base or station.

Adding to this is the fact that disciplinary actions are 

governed by a host of regulatory guidance, all requiring 

careful adherence to protect members’ rights, the service, 

and even the officer imposing the action. You are not alone 

in sorting out the complexities of taking disciplinary actions. 

The Staff Judge Advocate is available to assist you in 

ensuring that requirements are met and that every aspect of 

the action is given adequate consideration. Just as the SJA 

assists you, the Area Defense Counsel works with members 

to ensure their rights are protected. Together the SJA and 

ADC ensure everyone involved is protected and all regulatory 

requirements are met.

The information in this chapter is a valuable addition to 

your commander’s tool kit. Coupled with a copy of The Military 

Commander and the Law desk book and the Manual for CourtsMartial (MCM) (both available from the Commanders Connection

Toolbox), you will be well armed to work with your SJA in this 

critical area. But remember, nothing in this chapter can or 

should serve as a substitute for advice from your servicing 

legal office.

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Nonjudicial Disciplinary Options

Maj Jonathan Bland, 8th Maintenance 

Operations Squadron Commander, 2005–6

178

STANDARDS AND DISCIPLINE

References

AFI 36-2907, Unfavorable Information File (UIF) Program, 17 

June 2005.

AFI 51-202, Nonjudicial Punishment Guide, 7 November 2003.

Manual for Courts-Martial, United States, 2005 ed.

AFI 36-2503, Administrative Demotion of Airmen, 20 July 

1994.

AFI 36-3206, Administrative Discharge Procedures for Commissioned Officers, 9 June 2004.

AFI 36-3208, Administrative Separation of Airmen, 9 July 2004.

The majority of the following information is excerpted directly 

from the above references.

When disciplining Airmen, commanders have a wide range of 

options. Each option impacts the individual’s career differently, so 

the commander must carefully weigh the circumstances against the 

effects of the discipline he or she wants to impose. Before making 

a final decision in a disciplinary case, you should gather all the 

facts and discuss options with supervisors and the first sergeant 

and, if necessary, the SJA and other involved base agencies. This 

section briefly describes the basic disciplinary options available to 

commanders and gives references to applicable Air Force guidance.

Disciplinary Counseling by Letter

Counseling is the first, and simplest, corrective action. Basic 

counseling, documented or undocumented, should be done by 

all supervisors to keep Airmen on the right path. Disciplinary 

counseling is documented in one of three increasingly severe 

forms: a Letter of Counseling (LOC), a Letter of Admonishment 

(LOA), or a Letter of Reprimand (LOR). All disciplinary counseling letters must contain the following information:

• A description of what the member did, or failed to do, including date, time, and location.

05-Chap05 - big page.indd 178 2/8/08 1:30:0
179

•  Language that admonishes or reprimands the member.

•  A statement of what improvement is expected.

•  A warning that further deviation may result in more severe

action.

•  A statement telling the member to acknowledge receipt of

the counseling and return a response (if any) within three

workdays.

•  A Privacy Act statement.

Tips for Success

•  Contact your SJA and obtain the most recent counseling

guidance. Most bases publish an LOC, LOA, and LOR guide

that includes templates and recommended wording.

•  Match the infraction and disciplinary history to the severity

of the paperwork; LORs are much more serious than LOCs.

•  Before issuing a letter, ensure the infraction is either

o  Serious enough to warrant written counseling (as opposed

to verbal counseling).

o  A repeat infraction that is well documented by the supervisor (i.e., all lower-level corrective actions have been ineffective).

•  Record the letter in the member’s UIF, if any. If the member

does not have a UIF, consider opening one for added emphasis or effect (see below).

Unfavorable Information File

The UIF is the unit’s official record of unfavorable information.

It documents administrative, judicial, or nonjudicial censures

concerning the member’s performance, responsibility, and behavior. UIFs contain both mandatory and optional entries.

•  Mandatory UIF Entries

o  Record of suspended punishment under Article 15, UCMJ,

or unsuspended Article 15 punishment longer than one

month.

o  Record of conviction by a civilian court (foreign or domestic) or an action equivalent to a finding of guilty for an

STANDARDS AND DISCIPLINE

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offense that carries a possible sentence of confinement for

more than one year.

o  Placement of member on the control roster.

o  LOR for officers.

•  Optional UIF entries

o  Articles 15 when the punishment period is less than one

month.

o  Minor civilian court convictions.

o  LOR for enlisted Airmen.

o  Alcohol abuse.

o  Financial irresponsibility.

o  Evidence of discrimination.

o  Other derogatory information.

180

STANDARDS AND DISCIPLINE

Tips for Success

•  Review all active UIFs within 90 days of assuming command, annually, and whenever individuals are considered

for promotion, reenlistment, or PRP duties.

•  Remember that a UIF remains open through a PCS, so it’s a

good way to notify the next commander of a member’s serious, ongoing, problematic history.

•  When considering early termination of a UIF, be very careful

to ensure the reason for opening the UIF no longer exists.

Control Roster

Control rosters are used to establish a six-month observation

period for individuals who fail to meet or maintain Air Force standards. It is a rehabilitative tool—it gives the member an opportunity to improve. Individuals whose duty performance improves to

meet acceptable standards suffer no long-term consequences.

While on a control roster, PCS and PCA actions are limited,

formal training is cancelled, and promotions and reenlistments

may be affected.

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181

STANDARDS AND DISCIPLINE

Nonjudicial Punishment and Article 15 Punishment

Nonjudicial punishment (NJP) under Article 15 of the UCMJ is

one of the commander’s most valuable tools for maintaining morale, good order, discipline, and efficiency. NJP offers fair, swift,

and efficient punishment for offenses too serious to be managed administratively but not so significant as to require trial by

courts-martial.

Accepting an Article 15 is not an admission of guilt but rather

acceptance of the commander’s role to decide guilt or innocence

and impose punishment, if warranted. Typical punishments include forfeiture of pay, reprimand, restriction, reduction in grade

(enlisted only), and extra duty (enlisted only).

Tips for Success

•  After six months, decide if the Airman is rehabilitated or if

stronger discipline is required.

•  Consider removing enlisted members early if performance

improves (officers may not be removed from the control roster early).

•  Direct an OPR or EPR before or during the control roster

period to document those periods in an official record, if

desired.

•  Work closely with the MPF and SJA to fully understand the

personal and legal effects of each individual case.

Tips for Success

•  Confer with the SJA before initiating NJP proceedings and

before imposing punishment, but remember the final decisions for all NJP actions belong to the commander.

•  Consider the following when weighing NJP versus other

options

o  Nature and circumstances of the offense (minor offenses

may be handled better with an LOR; major crimes require

courts-martial).

o  Offender’s age, grade, duty assignment, record, and experience (Should the member have known better? Does he

or she have a history?).

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182

Administrative Demotion

Administrative demotion is a useful tool to handle individuals

who fail to meet standards; however, it is not intended for use

in lieu of UCMJ actions. As a squadron commander, you recommend demotion to the demotion authority as follows:

•  Group commander for E-1 through E-7.

•  MAJCOM, forward operating area (FOA), or direct reporting

unit (DRU) commander for E-8 and E-9.

Grounds for a demotion must exist in the current enlistment

period (unless the commander was unaware of the facts and

circumstances until after a past term of enlistment expired).

Grounds for administrative demotion include failure to complete

training, failure to maintain and attain the appropriate skill or

grade level, failure to fulfill NCO responsibilities, and failure to

attain or maintain fitness standards.

o  What type of response is needed to preserve good order

and discipline in your unit?

•  Review the punishment options available to you given your

rank and the rank of the member.

•  Do not make a decision on the member’s guilt before the

member accepts the NJP and provides a response, if any.

•  Keep an open mind when considering all written and verbal

evidence submitted by the member.

•  Impose appropriate punishment sufficient to correct and

rehabilitate.

•  When considering forfeiture of pay, weigh the member’s current financial circumstances. Be prepared to explain your

decision to the chain of command.

•  Since an Article 15 is meant both to punish and to promote

positive future behavior, consider suspending or remitting

portion(s) of the punishment for the member’s motivation.

Tips for Success

•  Discuss the case with supervisors and the first sergeant.

•  Consider the supervisory impacts of a demotion (e.g., the member

will not have the same rank and authority after a demotion).

STANDARDS AND DISCIPLINE

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STANDARDS AND DISCIPLINE

183

Involuntary Administrative Discharge

Commanders may recommend administrative discharge of

Airmen who fail to meet certain standards and are beyond rehabilitation. Some of the reasons to initiate discharge include

•  Failure of drug- or alcohol-abuse treatment (mandatory).

•  Fraudulent or erroneous enlistments (mandatory).

•  Homosexual conduct (mandatory).

•  Convenience of the government.

•  Entry-level performance and conduct.

•  Unsatisfactory performance.

•  Misconduct.

•  Failure in the Air Force fitness program.

Circumstances for discharge must exist within the current

enlistment, except in cases involving homosexual conduct,

fraudulent entry, erroneous enlistment, or if the commander was

unaware of the circumstances until after the member’s reenlistment. Discharge authority is the special court-martial convening authority (generally a wing commander or above) for enlisted

members and secretary of the Air Force (SECAF) for officers. An

administrative discharge board reviews cases before the separation is approved for the following members

•  NCOs.

•  Airmen with six or more years of total active and inactive

service.

•  Those for whom an under other than honorable conditions

(UOTHC) characterization is recommended.

•  Cases where the basis of the action involves homosexual

conduct charges.

•  Discuss any demotion recommendations with the demotion

authority.

•  Give Airmen an opportunity to overcome their deficiencies

before initiating a demotion action.

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STANDARDS AND DISCIPLINE

184

•  Those for whom discharge is recommended in the interest of

national security.

•  Active duty enlisted members who are also commissioned

officers of the AFR.

Tips for Success

•  Work with the SJA on all potential discharge cases.

•  Don’t discharge a member in lieu of appropriate disciplinary action. Remember that Airmen must be given a chance

to overcome their deficiencies before you may discharge

them. If you haven’t accurately and adequately documented

these opportunities, it may be difficult to separate the

member.

•  When considering discharges, ask yourself

o  Is there a basis for discharge in the current enlistment?

Look to AFI 36-3208 for reasons for discharge.

o  Should the Airman be discharged? Review the Airman’s

entire military record to decide if discharge is appropriate,

but the reason for discharge must exist in the current

enlistment.

o  What is the appropriate service characterization of the discharge? Characterizations are honorable, general (either

under honorable or other than honorable conditions), and

separation without service characterization.

o  Should the Airman be offered conditional suspension of

the discharge with probation and rehabilitation? Probation and rehabilitation is not available if the reason for

discharge is fraudulent entry, homosexual conduct, drug

abuse, etc. (see AFI 36-3208). Offer probation and rehabilitation only if there is reasonable expectation of rehabilitation.

•  Consider consequences of separation (manning, effect on

morale).

•  Consider consequences of not separating (effect on morale,

discipline, precedent).

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STANDARDS AND DISCIPLINE

185

Courts-Martial Charges

Maj Jonathan Bland, 8th Maintenance Operations 

Squadron Commander, 2005–6

References 

Manual for Courts-Martial, United States, 2000 ed.

AFI 51-201, Administration of Military Justice, 26 November 2003.

The Military Commander and the Law, 2006.

The majority of the following information is excerpted directly

from the above references.

Commanders prefer court-martial charges against Airmen accused of major crimes or who refuse to accept punishment under Article 15. Trial by court-martial is appropriate only if lesser

types of disciplinary or administrative actions are inadequate.

There are three types of courts-martial: general, special, and

summary.

•  General Court-Martial (GCM)—A GCM is used for the most

serious offenses. Maximum punishment is determined by

the offense as set forth in the MCM. A GCM is the only type

of court-martial that may sentence officers to confinement.

•  Special Court-Martial (SPCM)—An SPCM is used for lesser

offenses. Maximum punishment is a bad conduct discharge,

confinement for one year, forfeiture of two-thirds pay per

month for one year, and reduction to E-1.

•  Summary Court-Martial (SCM)—An SCM is a simple procedure used to dispose of minor offenses. Like an Article 15,

the member must consent to the forum. SCMs are not

authorized for officers or cadets, and punishment is more

limited than in an SPCM.

Tips for Success

•  If you have information that a military member under your

command may have committed an offense in violation of the

UCMJ, immediately contact your legal office. The SJA will help

you determine what response is appropriate and, if necessary,

draft the court-martial paperwork.

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STANDARDS AND DISCIPLINE

186

Pretrial Confinement

Maj Jonathan Bland, 8th Maintenance 

Operations Squadron Commander, 2005–6

•  Since you normally prefer the charges and sign as the

“accuser,” you must first familiarize yourself with the AFOSI

report of investigation (or statements) to ensure administration of the required sworn oath before preferring charges.

•  After preferring charges, you must personally read the

charges to the accused and complete block 12 of the DOD

Form 458.

•  Once charges are preferred, you may be required to testify

or take other administrative actions.

•  Upon conviction of the accused, you may be asked to make

a clemency evaluation. The SJA will guide you through this

process.

References

Manual for Courts-Martial, United States, 2000 ed.

AFI 51-201, Administration of Military Justice, 26 November

2003.

The Military Commander and the Law, 2006.

The majority of the following information is excerpted directly

from the above references.

Pretrial confinement is physical restraint imposed by order of

a competent authority that deprives a person of freedom pending disposition of court-martial charges. Only a person who is

subject to trial by court-martial may be confined. Never confine

someone without first consulting the SJA.

You may order a subordinate member into pretrial confinement when

•  There is probable cause to believe that the member committed an offense punishable by military court-martial.

•  It is foreseeable that the member will not appear for trial or

will engage in further serious criminal misconduct.

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STANDARDS AND DISCIPLINE

187

•  Less severe forms of restraint (e.g., restriction to base) are

inadequate.

Imposing pretrial confinement starts the trial clock, regardless of whether charges have been preferred. This means the

government must bring the accused to trial within 120 days or

risk having the case dismissed. If confinement is premature or

inappropriate, this can adversely affect the government’s case.

There are no provisions for bail under the UCMJ.

Tips for Success

•  Always consult the SJA before ordering a member into confinement.

• Order a member into confinement only when less severe forms

of restraint have not been successful or are not feasible.

•  Promptly advise the accused of

o  The nature of the offense.

o  His or her rights under Article 31, UCMJ.

o  The procedures for reviewing pretrial confinement.

•  Within 48 hours of confinement, determine whether confinement should continue. Consider the nature of the offense,

the accused’s ties to the local community, the character of

the accused, the likelihood of further misconduct, and the

effectiveness of lesser restraints. The legal office will assist

you with this process.

•  Put your confinement decision in writing; provide a copy to

the prisoner and to a military magistrate for review within

seven days of entry into confinement.

Arrest by Civilian Authorities

Maj Jonathan Bland, 8th Maintenance Operations 

Squadron Commander, 2005–6

References

AFPD 51-10, Making Military Personnel, Employees, and Dependents Available to Civilian Authorities, 19 October 2006.

AFI 51-1001, Delivery of Personnel to United States Civilian 

Authorities for Trial, 20 October 2006.

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STANDARDS AND DISCIPLINE

188

AFI 36-3208, Administrative Separation of Airmen, 9 July

2004.

The Military Commander and the Law, 2006.

The Air Force demonstrates its full support of civilian legal

authorities by ensuring that military and civilian personnel do

not use military assignments to avoid the valid orders of civilian courts. When a member of your command is held by civilian

authorities and charged with a criminal offense, or when civilian authorities request a member of your command, you are

required to take certain actions as outlined below and discussed

fully in the AFI 51-1001. For OCONUS issues, consult the SJA

for local procedures.

Tips for Success

•  If a member is held by civilian authorities

o  Inform civilian authorities the person is an Air Force member.

o  Gather as much information as possible about the charges

and circumstances surrounding the case.

o  Make arrangements to return the member to military control. Do not say the Air Force will guarantee the member’s

presence at any subsequent hearing. Indicate the Air

Force will make every effort to cooperate with civilian legal

authorities.

o  Do not post bail or personally guarantee action for the

member.

o  Immediately contact the SJA for assistance.

•  If a member remains in custody

o  Contact the MPF to change duty status.

o  Remind the Airman that military lawyers cannot defend

him or her in civilian criminal court; advise that he or she

may hire a civilian attorney or request a court-appointed

public defender.

o  IAW AFI 51-1001, notify the Airman, in writing, to report

to a designated Air Force unit if released from civilian

05-Chap05.indd 188 2/8/08 12:41:5
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189

confinement; if found guilty of a civilian offense, he or she

may be administratively separated.

•  If federal or state authorities request you deliver Airman for

prosecution

o  Contact the SJA to coordinate with the general court-martial

convening authority for authorization.

o  Keep abreast of the case and take proper action after the

verdict is reached (reintegration or discharge of the Airman).

References

Article 31, UCMJ, Military Rules of Evidence 304 and 306.

Manual for Courts-Martial, United States, 2000 ed.

AFVA 31-231, Advisement of Rights, 1 January 1999.

AF Form 1168, Statement of Suspect, 1 April 1998.

The Military Commander and the Law, 2006.

The majority of the following information is excerpted directly

from the above references.

Article 31 of the UCMJ provides that no person shall be

compelled to incriminate him or

herself. If you suspect a military

member of an offense, you must

advise the member of his or her

rights under Article 31, UCMJ 

before asking any questions or

taking any action for the purpose of seeking incriminating evidence. For civilian employees,

you must advise them of their rights under the Fifth Amendment.

Properly reading individuals their rights enables the government

to preserve any admissions or confessions for later use as evidence. Conversely, unadvised admissions and confessions are

normally not admitted, and any resulting evidence is excluded.

Rights of Suspects

Maj Jonathan Bland, 8th Maintenance Operations 

Squadron Commander, 2005–6

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I am __________ (commander of the) __________, ______

_________ AFB. I am investigating the alleged offense(s) of

__________, of which you are suspected. Before proceeding

with this investigation, I want to advise you of your rights

under Article 31 of the Uniform Code of Military Justice.

You have the right to remain silent; that is to say nothing

at all. Any statement you do make, either oral or written,

may be used against you in a trial by court-martial or

in other judicial, non-judicial, or administrative proceedings. You have the right to consult with a lawyer prior to

any questioning and to have a lawyer present during this

interview. You have the right to military counsel free of

charge. In addition to military counsel, you are entitled

to civilian counsel of your own choosing at your own expense. You may request a lawyer at any time during this

interview.

Advisement for Military Suspect

I am __________ (grade, if any, and name), (a member

of the Air Force Security Forces/AFOSI). I am investigating the alleged offense(s) of __________, of which you are

suspected. I advise you that under the Fifth Amendment

to the Constitution, you have the right to remain silent,

that is to say nothing at all. Any statement you make,

oral or written, may be used as evidence against you in

a trial or in other judicial or administrative proceedings.

You have the right to consult with a lawyer and to have

a lawyer present during this interview. You may obtain

a civilian lawyer of your own choosing, at your own expense. If you cannot afford a lawyer and want one, one

will be appointed for you by civilian authorities before any

questioning. You may request a lawyer at any time during

the interview. If you decide to answer questions, you may

stop the questioning at any time.

Advisement for Civilian Suspect

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191

Follow-up Questions

After advising an individual of his or her rights, ask the following questions

•  Have you previously requested counsel after advisement of

rights? (If the answer is yes, stop. Contact your SJA before

proceeding.)

•  If you decide to answer questions during this interview, you

may stop the questioning at any time. Do you understand

your rights?

•  Do you want a lawyer? (If the answer is yes, stop all questioning.)

•  Have you already consulted an attorney about this matter? (If

the answer is yes, stop questioning and contact the SJA.)

•  Are you willing to answer questions?

•  Do you understand that you are free to end this interview at

any time?

Tips for Success

•  Consult with the SJA before questioning a suspect.

•  If you suspect someone of an offense, give a rights advisement before proceeding with any questioning.

•  Ensure that rights of the accused are protected and that no

person is forced to make a statement without first being

informed of the right to remain silent, the right to counsel,

and the fact that statements can be used as evidence.

•  Be cautious when advising intoxicated persons of their

rights. If significantly drunk, they may be legally incapable

of knowing they are voluntarily waiving their rights.

•  Obtain a current rights-advisement card from SFS, AFOSI,

or the SJA.

• If an individual waives his or her rights, obtain the waiver in

writing, using an AF Form 1168, and have a witness available.

•  If the suspect requests counsel, stop all questioning. Inform

the SJA, and get advice before questioning resumes.

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Investigations and Inquiries

Maj Jonathan Bland, 8th Maintenance Operations 

Squadron Commander, 2005–6

•  If the suspect, after electing to talk, changes his or her mind,

stop the questioning and prepare a memorandum containing the time of session, what you advised the suspect of,

what took place, the suspect’s attitude, and the duration of

the session.

References

AFI 90-301, Inspector General Complaints, 8 February 2005.

Manual for Courts-Martial, United States, 2000 ed.

The Military Commander and the Law, 2006.

The majority of the following information is excerpted directly

from the above references.

Commanders possess inherent authority to investigate matters or incidents under their jurisdiction. This authority is incident to command. You are responsible under the MCM and

UCMJ for making thorough and impartial investigations for minor offenses committed by members under your command. The

SFS or AFOSI will investigate crimes and most major violations

of the UCMJ.

Key Definitions

•  Inquiry—is a determination of facts on matters not usually

complex or serious and handled through routine channels.

•  Investigation—looks into serious, complex matters requiring a determination of extensive facts.

Specific Guidance for Different Types of Investigations 

and Inquiries

Conduct investigations and inquiries pursuant to specific regulations

•  AFI 51-503, Aircraft, Missile, Nuclear, and Space Accidents,

16 July 2004.

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193

•  AFI 91-204, Safety Investigations and Reports, 14 February

2006.

•  AFI 71-101, vol. 1, Criminal Investigations, 21 May 1999.

•  AFI 31-206, Security Forces Investigations Program, 1 August

2001.

•  Investigations conducted under Article 138, UCMJ, pursuant to AFI 51-904, Complaints of Wrong Under Article 138 

UCMJ, 30 June 1994.

•  AFI 36-2910, Line of Duty (Misconduct) Determination.

•  AFI 36-1203, Administrative Grievance System, 1 May 1996.

•  AFI 36-2706, Military EOT Program, 29 July 2004.

Tips for Success

•  Consult with SJA before conducting an investigation.

•  Investigate minor matters and incidents under your jurisdiction when presented with credible (not hearsay) evidence.

•  Notify SFS or AFOSI for investigations involving crimes or

major violations of the UCMJ.

•  See AFI 90-301 for guidance on conducting an inquiry or

investigation.

•  Consult with the SJA to ensure you know when to advise

military members of their rights.

•  Prepare a written report for any investigations conducted

under your inherent authority.

Searches and Inspections

Maj Jonathan Bland, 8th Maintenance Operations 

Squadron Commander, 2005–6

References

Manual for Courts-Martial, United States, 2000 ed.

AFI 51-201, Administration of Military Justice, 26 November

2003.

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Key Definitions

•  Inspections—examinations of persons, property, or premises to determine and ensure the security, fitness, good

order, and discipline of the command.

•  Searches—examinations of a person, property, or premise

for the purpose of finding criminal evidence.

Commanders are authorized to conduct routine safety and

health inspections of their areas, including dormitories, but may

not use these inspections as a pretense for investigating suspect

individuals. If, during inspections or otherwise, information

arises that may result in a legal search-and-seizure issue, the

commander should not personally investigate, but should

•  Freeze the situation.

•  Notify AFOSI or SFS to request a legal search.

•  Note any evidence or incriminating statements.

•  Coordinate with the SJA.

The law on search and inspection is complex. It also changes

frequently, due to court decisions. It is imperative that you consult the SJA prior to conducting any unusual examinations.

The Military Commander and the Law, 2006.

The majority of the following information is excerpted directly

from the above references.

Tips for Success

•  Conduct routine inspections of persons and property under

your command.

•  Inspections can be “announced” or “unannounced” and may

be authorized without probable cause

o  Inspections are authorized unless conducted for the purpose of obtaining evidence to use in disciplinary proceedings.

o  Inspections must be reasonable (see SJA for clarification).

o  If you authorize an inspection based on information that

contraband or other items are within a particular room or

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195

premise, it will be a “sham inspection,” and the evidence

seized will be inadmissible.

•  Searches are generally authorized by the installation commander or magistrate and may be approved only

o  When the suspect has been lawfully apprehended.

o  When the person who owns the area to be searched gives

voluntary consent.

o  When based on probable cause.

Line-of-Duty Determination

Maj Jonathan Bland, 8th Maintenance Operations 

Squadron Commander, 2005–6

References

AFI 36-2910, Line of Duty (Misconduct) Determination, 4 October 2002.

The Military Commander and the Law, 2006.

The majority of the following information is excerpted directly

from the above references.

Federal laws require a determination of whether certain diseases, injuries, or deaths suffered by military members are incurred while in a line-of-duty (LOD) status or whether they are

a result of misconduct. This determination is important to resolve whether certain statutory rights or benefits that accrue to

military members, dependents, or survivors will be provided. Air

Force LOD determinations are binding only for awarding benefits administered by the Air Force, not those administered by

other federal agencies. Adverse findings, as related to LOD and

misconduct, are not applied as a punitive measure or as an example to the command. An LOD proceeding is neither a substitute for nor a bar to such disciplinary action as warranted. Also,

active duty Airmen cannot be denied medical treatment based

on an LOD determination, and an LOD determination does not

authorize the United States to recoup the cost of medical care

from an Airman. Line-of-duty determinations are initiated by a

medical officer when deemed necessary.

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Four Line-of-Duty Findings

•  In line-of-duty—this is presumed unless AWOL or misconduct

is involved.

•  Existed prior to service—line-of-duty isn’t applicable

when there is a medical diagnosis that gives clear evidence

a disease, injury, or the underlying condition causing it

existed before the member’s entry into military service and

the condition was not aggravated by service.

•  Not in line-of-duty, not due to own misconduct—disease,

injury, or death was incurred during a period of unauthorized absence or by an Airman (active duty, reserve, or guard)

during a material deviation from an authorized travel route,

but was not proximately caused by the member’s own misconduct.

•  Not in line-of-duty, due to own misconduct—disease,

injury, or death proximately caused by member’s own misconduct regardless of whether or not member was on duty.

Types of Procedures Used to Determine 

Line-of-Duty Status

•  Administrative—determinations are made in limited circumstances by a medical officer alone. For these determinations, an entry is made in a member’s medical record.

•  Informal—determinations are made by a commander when

a medical officer can’t make the determination, the member

was not absent without authority, or when a disease or

injury was not due to member’s misconduct. In these cases,

the commander makes the line-of-duty determination and

notification if the finding is supported by clear and convincing evidence.

•  Formal—determinations are made when neither an administrative nor an informal determination can be made or

when deemed necessary to protect the interests of the member or the United States.

 Tips for Success

•  Ensure line-of-duty proceedings neither bar nor substitute

for warranted discipline.

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197

Report of Survey

Maj Kathy Goforth, 898th Munitions Squadron 

Commander, 2004–6

•  Process the line-of-duty determination as an informal determination unless a formal determination is required

o  Investigate the circumstances of the case to determine if

the member’s illness, injury, disease, or death occurred

while the member was absent without authority or is due

to the member’s own misconduct.

o  If a preponderance of evidence does not support the circumstances above, find the illness, injury, disease, or

death to be line-of-duty status.

•  Recommend a formal investigation

o  If member’s illness, injury, disease, or death occurred

under strange or doubtful circumstances, due to the

member’s misconduct, willful negligence, or while the

member was absent without authority.

o  To support a conclusion of line-of-duty status.

•  Presume all service-connected diseases and injuries are in

line-of-duty status.

•  Presume that members are mentally responsible for their

own acts unless contrary evidence exists.

References

18 United States Code 1361.

DOD 7200-14R, vol. 12, chapter 7, DOD Financial Management 

Regulations, Financial Liability for Government Property Lost, 

Damaged, or Destroyed, April 1998.

AFMAN 23-220, Reports of Survey for Air Force Property, 1 July

2006.

AFI 51-502, Personnel and Government Recovery Claims, 1

March 1997.

AFI 36-704, Discipline and Adverse Actions, 22 July 1994.

The majority of the following information is excerpted directly

from the above references.

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198

As stated in AFI 23-220, a Report of Survey (ROS) is an official

report of facts and circumstances supporting financial liability

assessment for loss, damage, or destruction of governmentcontrolled property. It serves as the basis for restitution for loss or

damage against a person, state, territory, or activity. This system

consists of a series of checks and reviews to ensure that justice is

served for all parties.

The underlying premise is that all Airmen (military and civilian) are responsible for proper care and safekeeping of Air

Force property. Commanders are responsible for real and personal government property under their control. Based upon that

premise, commanders can hold Airmen liable for loss, damage,

or destruction of government property caused by their negligence, willful misconduct, or deliberate unauthorized use.

Purpose of a ROS

•  Research and investigate cause of loss, damage, or destruction of property; determine if it is attributable to an individual’s negligence or abuse.

•  Assess monetary liability against individuals who have lost,

damaged, or destroyed government property or relieve them

from liability if there is no evidence of negligence, willful misconduct, or deliberate unauthorized use.

•  Provide documentation which can be used to support adjustment of accountable records.

•  Provide commanders with case histories, which will enable

them to take corrective action to prevent recurrence of the

incident.

Assessing Liability

•  Personal arms or equipment—full amount of loss or damage.

•  Items of military supply—full amount of damage to, or

value of, lost or damaged items of military supply.

•  Government housing—full amount of loss or damage if

loss, damage, or destruction was proximately caused by

gross negligence or abuse by military member, dependent,

or guest (for privatized housing, check renter’s agreement

for recoupment costs).

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199

•  Other—up to full amount of loss, damage, or destruction of

government property or housing, but no more than one

month’s regular military compensation as defined in 37 USC 

101 (25) for military members and one-twelfth of annual pay

for civilian employees. For reserve component personnel, one

month’s regular military compensation refers to amount that

would be received by service member if on active duty.

Disciplinary Action

•  Commanders must decide if case warrants UCMJ action.

•  Separate action (not related to assessment or nonassessment of financial liability).

•  Commanders are encouraged to use administrative actions

when assessment of financial liability by ROS is not practical or desirable.

Tips for Success

•  Ensure all personnel under your command are thoroughly

instructed in government property responsibilities and are

constantly alert to guard against loss, damage, or destruction of the property.

•  Ensure assessment of financial liability against an individual

is not used instead of or as a form of disciplinary action.

•  Develop inspection procedures to ensure you document,

monitor, and take appropriate corrective action pertaining

to property loss, damage, or destruction cases.

•  Damage or destruction of Air Force property is covered

except in the following cases

o  Damage occurring during combat.

o  Most loss and damage to major weapon systems used in

authorized operations or aircraft accidents.

o  Damage to rental vehicles (some exceptions).

o  Damage to property of another DOD component or Nonappropriated Funds Instrumentalities (NAFI).

o  Refer to AFMAN 23-220, chapter 3, for complete list.

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200

•  Ensure time frames for processing an ROS are met (see

AFMAN 23-220, chap. 5).

•  Legal office processes claims against individuals who damage government property while operating privately owned

vehicles.

•  Take disciplinary action after consulting with the legal office.

Absent Without Leave

Maj Jonathan Bland, 8th Maintenance Operations 

Squadron Commander, 2005–6

References

AFI 36-2911, Desertion and Unauthorized Absence, 1 June

1998.

The Military Commander and the Law, 2006.

The majority of the following information is excerpted directly

from the above references.

Unauthorized absence (UA) begins when a member is absent

from where he or she is assigned or otherwise ordered to be present. An unauthorized absence of less than 24 hours is classified

as a “failure to go.” From a personnel accounting standpoint,

UAs between one and 30 days are considered absent without

leave (AWOL), and a member absent over 30 days is administratively classified as a “deserter.” If someone is AWOL, the commander has the responsibility to investigate, learn the cause of

the absence, and to find and return the absentee to military

control. AFI 36-2911 details the actions you must take when a

member is absent without authority.

Tips for Success

•  Ensure Airmen keep their emergency contact information

current.

• Make every attempt to establish the reason for the member’s

absence by contacting the absentee’s relatives and associates.

•  Notify SFS, SJA, and MPF once AWOL is established.

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201

Unprofessional Relationships

Maj Jonathan Bland, 8th Maintenance Operations 

Squadron Commander, 2005–6

•  Cite the initial date and hour when the member was discovered missing and ensure documentation continues throughout the entire process.

•  If the member had access to classified materials, inventory

all material and remove his or her name from the access list

and other locations of access.

•  In the presence of a witness, inventory and secure the

absentee’s personal effects.

•  Within 24 hours of discovering the AWOL, prepare AF Form

2098, Duty Status Change, reflecting duty status as AWOL

and forward it to the MPF.

•  IAW AFI 36-2911, prepare a commander’s inquiry within 72

hours and forward it to the MPF and SFS.

•  Consult with the SJA to decide whether court-martial

charges should be preferred while the member is absent

and, if so, when.

•  On the 10th day of AWOL, notify relatives and those paid by

allotment of the continued absence. Refer to AFI 36-2911 for

actions required on 31st, 60th, and 180th day.

• When the absentee is apprehended or returns voluntarily, notify

the MPF, SJA, and SFS, and prepare an AF Form 2098.

•  If the member is in custody of civilian authorities, it is your

responsibility to return him or her to military control.

References

DODD 5500.7-R, Joint Ethics Regulation, 30 August 1993.

AFI 36-2909, Fraternization and Professional Relationships, 1

May 1999.

The Military Commander and the Law, 2006.

The majority of the following information is excerpted directly

from the above references.

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202

Professional relationships are essential to maintaining good

order and discipline. Unprofessional relationships can develop

among officers or enlisted members and between officers and

enlisted members. Fraternization, specifically, is defined as a

personal relationship between an officer and an enlisted member in violation of acceptable behavior in the Air Force, which

prejudices good order and discipline or discredits the armed

forces. Any unprofessional relationship creates the appearance

that personal friendships and desires are more important than

individual performance and contributions to the mission. This

can erode morale and discipline and affect the organization’s

ability to perform its mission.

Commanders must be wary of unprofessional relationships,

or the appearance of them, in their units. Carefully consider how

your actions might be perceived by a third party, and ask the

first sergeant and key squadron leaders for feedback. If you detect or perceive unprofessional relationships in the squadron,

take immediate steps to remedy both the reality and the perception, including disciplinary action if necessary.

Examples of Unprofessional Relationships

•  Abnormally close relationships in the same chain of command, organization, or closely related unit.

•  Senior members becoming personally obligated or indebted

to junior members.

•  Senior personnel dating, courting, or simply becoming close

friends with junior members.

•  Officers making a habit of spending off-duty time with

enlisted personnel, regardless of gender or nature of their

relationship.

•  Supervisors showing favoritism, partiality, or misuse of

grade or position.

Tips for Success

•  Use your authority to maintain good order and discipline

within your unit—clearly explain your standards during

newcomer orientations and commander’s calls.

•  Solicit feedback from the first sergeant and supervisors

about squadron members’ perceptions.

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203

According to DOD policy, sexual orientation is considered a

personal and private matter. Homosexual orientation will not

disqualify an individual from entering or continuing service unless it is manifested by homosexual “conduct,” which is defined

as an act, statement, or propensity.

Key Definitions

•  Act—any bodily contact, actively undertaken or passively

permitted, between members of the same sex for the purpose of satisfying sexual desires or any bodily contact that

a reasonable person would understand as demonstrating a

propensity or intent to engage in homosexual acts.

•  Statement—a statement that a member is homosexual or

bisexual, or words to that effect. It includes language or

•  If an unprofessional relationship is discovered, discuss the

case with the SJA and consider administrative or punitive

options.

Homosexual Conduct

Maj Jonathan Bland, 8th Maintenance Operations 

Squadron Commander, 2005–6

References

AFI 36-2002, Regular Air Force Special Category Accessions, 7

April 1999.

AFI 71-101, vol. 1, Criminal Investigations, Counterintelligence, 

and Protective Service Matters, 1 December 1999.

AFI 36-3206, Administrative Discharge Procedures for Officers,

9 June 2004.

AFI 36-3207, Separating Commissioned Officers, 9 July 2004.

AFI 36-3208, Administrative Separation for Airmen, 9 July

2004.

AFI 51-602, Boards of Officers, 2 March 1994.

The Military Commander and the Law, 2006.

The majority of the following information is excerpted directly

from the above references.

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204

describes behavior that a reasonable person would believe

is intended to convey the statement that a person engages

in or has a propensity or intent to engage in homosexual

acts. Examples would include statements such as “I am a

homosexual”; “I am gay”; “I am a lesbian”; or “I have a homosexual orientation.”

•  Propensity—more than an abstract preference or desire

to engage in homosexual acts. It indicates a “likelihood”

that a person engages in or will engage in homosexual

acts (i.e., a same-sex marriage or an attempted same-sex

marriage).

Commanders should not inquire about, pursue information

on, or otherwise focus attention toward an Airman’s sexual orientation. However, they may initiate informal fact-finding inquiries if there is credible information that a basis for discharge

in this area exists. Inquiries solely to determine a member’s

sexual orientation are prohibited, and commanders must consult with the SJA before initiating an inquiry into homosexual

conduct.

Tips for Success

•  Consult the SJA before taking any action.

•  Be impartial. Heterosexual and homosexual misconduct

should be subject to equal command review and action.

•  Initiate an inquiry only if credible information exists. Credible

information is not

o  Mere belief or suspicion.

o  Information based solely on the member’s associating

with known homosexuals, marching in gay parades, or

reading homosexual publications.

•  Ensure members are advised of DOD policy on homosexuality

and of their rights under the UCMJ before being questioned.

•  Initiate separation action only after consulting the SJA.

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205

Standards of Ethical Conduct

Maj Jonathan Bland, 8th Maintenance Operations 

Squadron Commander, 2005–6

References

DODD 5500.7-R, Joint Ethics Regulation, 30 August 1993.

The Military Commander and the Law, 2006.

The majority of the following information is excerpted directly

from the above references.

Airmen are public servants. It is fundamental to the Air Force

core values that personnel shall not engage in personal business or professional activity that places them in a position of

conflict between their private interests and the public interests

of the United States. To preserve the public confidence in the

Air Force, even the appearance of a conflict of interest must be

avoided.

Commanders must enforce standards and discipline throughout the unit and must be on guard against the reality and the

perception of unethical conduct. Commanders must understand

the spirit and letter of the law to help their people avoid unethical situations. Communication is key because the informal

“rumor mill” can quickly spread misinterpretations of ethical

regulations. Brief your people about the common rules and any

special cases that apply to your mission. Making this clear up

front can help to prevent awkward situations in the future.

Ethical Prohibitions

•  Making personal commercial solicitations or sales to personnel junior in rank.

•  Using inside Air Force information for personal gain.

•  Accepting something of value from any person or company

engaged in procurement or other business with a DOD

agency.

•  Using grades, titles, or positions to endorse a commercial

product.

•  Accepting off-duty employment that is incompatible with

government duties or that might discredit the government.

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206

•  Soliciting contributions for gifts to an official superior,

except gifts of nominal value for special occasions.

•  Giving or soliciting gifts to or from an official superior (i.e.,

anyone involved in directing and evaluating member’s performance). This is acceptable under certain situations, such

as organizational farewells. Your SJA can provide guidelines

to cover these situations.

Authorized Actions

•  Using frequent-flyer miles earned during official travel for

personal travel or personal travel upgrades, provided they

are obtained under the same terms as those offered to the

general public and are available at no additional expense to

the government.

•  Accepting and giving gifts clearly motivated by family relationship or personal friendship, or that are low-value, non-cash

items.

•  Participating in widely attended gatherings that are part of

member’s duties or that further the agency’s interests. (Individuals cannot make a determination that an event is a

“widely attended gathering”; this has to come through the

base legal office.)

Tips for Success

• Annually communicate the standards included in the Joint 

Ethics Regulation to all personnel (i.e., include material in

training sessions, commander’s calls, or on bulletin boards).

•  Always consult the base ethics advisor at the legal office if

you have ethics questions.

Financial Responsibility

Maj Jay Stewart, Detachment 5 Commander, 

67th Information Operations Group, 2004–6

References

AFI 36-2906, Personal Financial Responsibility, 1 January 1998.

ACC Commander’s Guide 2006.

The majority of the following information is excerpted directly

from the above references.

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207

Air Force members are required to pay their just financial obligations in a proper and timely manner. You, as the commander,

are responsible for counseling members regarding these obligations.

The Air Force does not have the legal authority to order a member

to pay a private debt (since it is a civil matter), but you have some

options. To maintain good order and discipline, you may take administrative or punitive action against the member, especially in the

case of repeated or intentional offenses. When members fail to pay

their private debts, you may receive complaints either directly from

the debtor, or from the MPF before the complaint is formally lodged.

Keep in mind that government travel card debts are not considered

private debts; therefore, actions taken against members for failure to

pay are clear cut and covered in chapter 4 of this book.

You can require unit members to attend the A&FRC’s personal financial management program (PFMP), as a proactive or

corrective measure. Most base A&FRCs include this program as

part of the FTAC course, but for those bases that don’t include

the program, it is a good preventative measure that can help

your more junior members get off to a good start with their finances. Additionally, the PFMP can help Airmen who encounter

difficulty get back on track.

Tips for Success

•  When you receive a debt complaint you must

o  Review and assess the complaint.

o  Advise the member and the complainant of Air Force policy,

including the fact that the Air Force has no authority to arbitrate disputed cases of nonsupport or personal indebtedness.

o  Attempt to respond to the complainant within 15 days.

o  Do not provide any information to the complainant regarding administrative or disciplinary actions contemplated or

taken against the member.

o  Refer members who demonstrate financial irresponsibility

to the A&FRC’s PFMP.

o  Consult the SJA about corrective and disciplinary action

for financial irresponsibility, as required.

•  Obtain the advice and coordination of the SJA, MPF, finance

officer, and IG on complaints involving senior officers.

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Additional Resource

Check out The Military Commander and the Law, chapter 7,

for more information on finances and financial responsibility.

Protest and Dissident Activities

Maj Jonathan Bland, 8th Maintenance Operations 

Squadron Commander, 2005–6

References

AFI 51-902, Political Activities by Members of the US Air Force,

1 January 1996.

AFI 51-903, Dissident and Protest Activities, 1 February 1998.

AFI 51-904, Complaints of Wrongs Under Article 138, Uniform 

Code of Military Justice, 30 June 1994.

The Military Commander and the Law, 2006.

The majority of the following information is excerpted directly

from the above references.

Public demonstrations for and against every conceivable cause

have always been part of the American political landscape. Such

activities are firmly rooted in our history and cultural values of

free speech, peaceful assembly, and the right to petition the government for a redress of grievances. The First Amendment of the

United States Constitution expressly protects these rights. For

commanders, the difficulty in dealing with such activities comes

in balancing the free-expression rights of service members and

civilians with the needs of the Air Force mission. Included also

are the duty to respect our civilian leaders and the need to maintain readiness, morale, good order, and discipline.

Activities by Military Members that are 

Restricted by Law or Regulation

•  Distributing written or printed materials on base, other than

official publications, without permission of the installation

commander.

•  Writing for unofficial publications during duty hours.

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•  Producing unofficial publications, such as underground

newspapers, using government or NAF property or supplies.

•  Actively participating in organizations that support supremacist causes, advocate illegal discrimination, advocate the use

of force or violence, or otherwise engage in efforts to deprive

individuals of their civil rights

o  Active participation includes publicly demonstrating, rallying, fundraising, recruiting, training members, or organizing a group, holding office in it, or otherwise leading

such an organization or group.

o  Ordinary membership in extremist groups is not prohibited, but you must consider Airmen’s membership in such

groups when evaluating or assigning them since their

membership may reflect poorly upon their judgment, professionalism, and leadership potential.

•  Participating in demonstrations or other disruptive activities on Air Force installations when they could, in the judgment of the installation commander, result in interference

with or prevention of the orderly accomplishment of a mission of the installation or present a clear danger to loyalty,

discipline, or morale of members of the armed forces.

•  Participating in demonstrations while on duty in a foreign

country or in uniform, when the activities constitute a

breach of law and order or whenever violence is likely.

•  As an officer, using contemptuous words against the president, vice president, Congress, the secretary of defense, the

secretary of military departments, the secretary of transportation, the governor or legislature of any state, territory,

commonwealth, or possession in which the officer is on duty

or present.

Tips for Success

•  Consult with the SJA in all cases and consider keeping a

memorandum for record (MFR) about the facts of the situation and your decisions.

•  You may prohibit protest or dissident conduct by military

members on or off base that would harm mission effectiveness, morale, welfare, or national security. (Normally, only

the installation commander or above makes this decision.)

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Base Driving Privileges

Maj Jonathan Bland, 8th Maintenance Operations 

Squadron Commander, 2005–6

•  Remind unit personnel of the official channels for addressing grievances

o  Through the wing IG.

o  To members of Congress.

•  Remind supervisors that they face serious disciplinary consequences if they seek reprisal against members or employees for properly exercising their rights.

References

AFI 31-204, Motor Vehicle Traffic Supervision, 14 July 2000.

The Military Commander and the Law, 2006.

The majority of the following information is excerpted directly

from the above references.

Driving on military installations is a privilege, not a right. This

privilege is conditionally extended by the installation commander

to military members and civilians as long as they comply with

the requirements of AFI 31-204 and all local vehicle policies.

Failure to comply with these provisions may result in termination and/or suspension of on-base driving privileges as well as

other disciplinary actions.

Anyone driving on base gives his or her implied consent to

submit to a chemical test of their blood, breath, or urine. An

individual may refuse to take a chemical test, but refusal will

result in an automatic termination of on-base driving privileges

for one year. Any individual determined to be DUI will receive a

mandatory one-year revocation of base driving privileges along

with any UCMJ actions deemed appropriate by the commander

for active-duty members. Civilians may face possible charges in

magistrate’s court. Convictions for off-base driving offenses may

also result in the assessment of traffic points and suspension

or revocation of on-base driving privileges, along with other possible administrative consequences (such as an LOR for military

members).

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Reference

AFI 36-2110, Assignments, 20 April 2005.

The majority of the following information is excerpted directly

from the above reference.

Tips for Success 

•  Brief your unit about on-base driving privileges.

•  Counsel all members on traffic violations.

•  Make a remedial driving course mandatory for driving violations.

•  Monitor the violator’s rehabilitation. For military members,

this may include referral to an alcohol abuse treatment and

prevention program. Contact the mental health clinic for

more guidance.

•  Identify violators whose driving privileges should be suspended or revoked and make recommendations to the installation commander.

•  Enforce mandatory use of seat belts and child restraints.

•  Promote anti-DUI programs, especially during commander’s

calls.

•  Ensure safe-driving information is on unit safety bulletin

boards.

Airman Reassignment Restrictions 

(Deferments)

Maj Jonathan Bland, 8th Maintenance 

Operations Squadron Commander, 2005–6

Commanders must take prompt action to prevent reassignment of Airmen not meeting minimum quality standards or

those whose performance is substandard. The intent should be

to address and correct, whenever possible, the individual’s deficiencies in the environment in which they arose and before

passing problems off to another commander. If the situation

cannot be resolved, separation should be considered in lieu of

reassignment. Commanders must work closely with appropriate

SJA, MPF, medical, or other base support agencies.

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Defer reassignment for individuals who are

•  Not recommended for promotion or nonselected for NCO

status or reenlistment.

•  Not recommended for further upgrade training or removed

for failure to progress.

•  Subject of a referral evaluation on the most recent EPR.

•  Not recommended for overseas duty because of mental

instability.

•  Undergoing treatment for drug or alcohol abuse.

•  Undergoing control roster observation.

• Awaiting trial, serving a court-martial or Article 15 punishment,

or serving a suspended administrative discharge action.

•  Under investigation by the AFOSI or other law enforcement

agency.

Bottom line: Don’t PCS a problem to another commander—fix it!

Tips for Success

• Develop a positive review process for PCS assignments to

ensure selected personnel are appropriate for reassignment.

•  Review AFI 36-2110, table 2.1, for applicable assignment

procedures.

•  Work with MPF, SJA, medical, and other base agencies to

ensure the right steps are taken administratively and for the

individual’s rehabilitation.

Selective Reenlistment

Maj Jonathan Bland, 8th Maintenance Operations 

Squadron Commander, 2005–6

References

AFI 36-2606, Reenlistment in the United States Air Force, 21

November 2001.

The Military Commander and the Law, 2006.

The majority of the following information is excerpted directly

from the above references.

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213

The objective of the selective

reenlistment program (SRP) is to

ensure only those Airmen who

consistently demonstrate the capability and willingness to maintain high professional standards

and dedication to adapt to future

Air Force mission requirements

are allowed the privilege of continued service. SRP applies to all first-term, second-term, and

career Airmen, and the authority to select or nonselect Airmen

for continued service rests with the commander.

Tips for Success

•  Discuss each individual’s situation with the first sergeant

and applicable supervisor before making any decisions.

•  Keep the SRP process independent of the Airman’s intent to

reenlist or the existence of a skill requirement.

•  Base your SRP decisions on

o  EPR ratings.

o  UIF contents.

o  Supervisor recommendations.

o  Potential duty performance.

•  Before recommending nonselection, ensure the decision is

fully documented on AF Form 418 and understand all collateral effects.

•  Remember that nonselection cancels a promotion line number.

• Personally inform all Airmen of their selection or nonselection.

•  You can reverse nonselection under certain circumstances.

•  Nonselected Airmen may appeal to a higher authority.

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ASSISTANCE

Chapter 6

Airmen and Family Assistance

In war, our top priorities are to accomplish the mission 

and to take care of our people. Back on the home front, 

the best thing we can do to support the men and women 

who are in harm’s way is to take care of their families.

—Lt Gen Roger Brady, Air Force/A1

Commanders are called upon to assist their people in a variety of 

situations, many of which only tangentially relate to mission requirements or military service. How commanders conduct themselves and orchestrate available resources to help their people can 

have a tremendous impact. It can affect a unit’s ability to accomplish its mission and serve as a litmus test to evaluate the 

effectiveness of the unit’s leadership team. More importantly, it 

can have a profound impact upon the people—service members 

and their families—who are striving to overcome the challenges 

these situations pose. Successfully serving members in crises 

can be one of the most challenging as well as one of the most rewarding aspects of command. This chapter provides insight into 

the resources available to assist you when supporting our most 

valuable resource.

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Leading Airmen and Families 

in Times of Distress

Maj Jay Stewart, Commander, Detachment 5, 

67th Information Group, 2004–6

216

AIRMEN AND FAMILY ASSISTANCE

Reference

The Air Force Leader’s Guide for Managing Personnel in Distress:

http://airforcemedicine.afms.mil/leadersguide.

The majority of the following information is excerpted directly 

from the above reference.

Commanders in today’s Air Force 

face incredible challenges while 

helping their units deal with the 

stresses of a nation at war. The Air 

Force Leader’s Guide for Managing 

Personnel in Distress is a tool you 

can use to help identify how personnel may react in many types of distressing situations. It summarizes 

relevant guidance and provides recommended actions and agencies available for consultation to provide maximum assistance to 

Airmen in times of crisis.

Awareness is the key to providing early help to your Airmen. 

Some of the common problems that you must watch for in all 

your Airmen are

• Death of a loved one or other unit member.

• Serious illness.

• Changes in relationships (e.g., marriage or divorce).

• Medical, financial, or legal problems.

• Changes in lifestyle (e.g., deploying, PCSing, retiring).

• Promotion (or “pass over” for promotion). 

• Changes in job responsibilities.

The situations listed above can result in many problems that 

manifest themselves in different ways, some of which are severe: 

withdrawal; impulsive, suicidal, or violent behavior; depression; 

anxiety; and other interpersonal problems. The Air Force Leader’s 

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Guide provides detailed checklists for dealing with these and many 

other common problems. Bookmark the site and become very 

familiar with the guide. The tips for success listed below offer 

some good ideas to help you care for your Airmen.

Tips for Success

• Get to know your people.

• Get to know the resources available for dealing with distressing situations.

• Foster a climate of mutual support.

• Help members build a community, both inside and outside 

the unit.

• Understand how distress may impact your Airmen and their 

ability to do the mission.

• Closely watch for signs of distress in your unit! Isolate problems, 

and provide resources to mitigate issues where possible.

• Decrease the impact of distress by linking individuals with 

the appropriate support agencies as soon as possible.

Air Force Readiness Edge and 

the Integrated Delivery System

Maj Jay Stewart, Commander, Detachment 5, 67th 

Information Group, 2004–6

Reference

Air Force Readiness Edge Web site at https://www.airforcefap 

.org/afre.asp. 

The majority of the following information is excerpted directly 

from the above reference.

AIRMEN AND FAMILY ASSISTANCE

The United States Air Force is committed to taking care 

of its own. Our Air Force families deserve the best support possible. Steadfast home front support for family 

members is provided by the Integrated Delivery System 

(IDS) coalition. 

—Lt Gen Joseph Wehrle Jr. 

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The Air Force Readiness Edge 

program assists families during all 

phases of deployment, reunion, and 

reintegration through the services of 

the IDS—a multidisciplinary team of 

professionals on each base united 

in providing seamless services to 

Airmen and Air Force families.

IDS Members

Family member programs

• Family Advocacy.

• Sexual assault response coordinator. 

• Mental Health Flight.

• Health and Wellness Center.

• A&FRC.

• Wing chaplain.

The primary focus of the Readiness Edge and the IDS programs is to provide Air Force families with the resources necessary to help them cope with the AEF lifestyle—deployment, 

extended absence, and reintegration upon return. At the Readiness Edge Web site, guides are available that provide up-to-date, 

reliable information to confront the challenges of deployment, 

family emergency preparedness, and if needed, survivor assistance. Ensuring access to services is a crucial concern. A family’s connection to the network of base, community, and national 

support services begins with the guide, but the program will only 

be successful through close involvement by you, your first sergeant, and other leaders in the chain of command.

218

AIRMEN AND FAMILY ASSISTANCE

Tips for Success

• Get involved with your Airmen and their families—make 

appropriate referrals to the IDS team as needed.

• After a referral, follow up with your Airmen, their family 

members, and the IDS team to see how things are going and 

to determine what you can do to help.

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219

AIRMEN AND FAMILY ASSISTANCE

Key Spouse Program

Maj Terri Sheppard, Cadet Squadron 

17 Commander, 2003–5

Reference

Air Combat Command’s Key Spouse Reference Guide.

The majority of the following information is excerpted directly 

from the above reference.

The key spouse program is a partnership between a commanderappointed key spouse, squadron leadership, and the A&FRC. The 

goal is to address family member concerns and issues during deployments and extended family separations. The volunteer key 

spouse is empowered by the commander to help address qualityof-life concerns for squadron families, connect families in need with 

appropriate resources and base agencies, and offer stability and 

support during times of increased stress.

The program is not mandated Air Force–wide and varies greatly 

across MAJCOMs and bases. Contact your A&FRC to determine 

if a program exists at your base or to obtain information on how 

to start one in your unit.

Key Spouse Roles 

• Communication link to squadron leadership.

• Use the Air Force Readiness Edge guides and resources to 

assist you in this process.

• Familiarize yourself with the following checklists available 

in the Air Force Readiness Edge guide 

o Predeployment.

o Deployment.

o Postdeployment.

o Reintegration Task Force.

o Homeland Security.

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220

• Connect families with community 

information, volunteer opportunities, and referral services.

• Peer-to-peer support system for 

military life experiences—especially 

in preparation for deployments and 

family separations.

Some Key Spouse Responsibilities

• Welcome incoming members and their families.

• Attend and actively participate in squadron and base 

events.

• Provide and coordinate assistance to deployed members’ 

families.

• Help keep families informed about local events and initiatives.

• Participate in the basewide Community Action Information 

Board (CAIB), if permitted.

• Maintain a contact list (i.e., phone tree, e-mail list, or Web 

site) to ensure information flow.

• Communicate with squadron leadership and provide feedback regarding family readiness issues.

Tip for Success

• Establish, design, and direct a key spouse program to meet 

the needs of your squadron. 

• If you implement the program, appoint your volunteer key 

spouse in writing.

• Meet initially with the key spouse to

o Articulate your expectations and priorities.

o Provide squadron focal points for information.

o Define situations you wish reported to you.

o Stress the necessity to follow Privacy Act guidelines and 

protection of sensitive information.

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221

American Red Cross Resources

Maj Jay Stewart, Commander, Detachment 5, 

67th Information Group, 2004–6

• Provide support to the key spouse as appropriate and practical 

o Office space and supplies.

o Telephone services, use of official mail, and e-mail 

account.

Reference

The American Red Cross, http://www.redcross.org. 

The majority of the following information is excerpted directly 

from the above reference.

The ARC and the Air Force enjoy a great working relationship. As a commander, the ARC can assist you, your Airmen, 

and their family members during conflict, peacekeeping, and 

humanitarian operations.

ARC Services 

• Emergency communications. Following the death or serious 

illness of a family member or other important event, such as 

the birth of a child, the ARC quickly sends information on 

behalf of the family. This information can assist you in making a decision regarding emergency leave.

• Financial assistance, via the A&FRC, Air Force Aid Society 

program for emergency travel.

• Counseling, information, and referrals for various social 

services are available through a worldwide network of support providers.

Tip for Success

• Meet with your base’s ARC coordinator to learn about local 

programs, capabilities, and procedures.

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222

Additional Resources

The following publications are available from your local ARC 

chapter or base ARC coordinator

• Get to Know Us Before You Need Us: Serving Military Families 

Worldwide. This ARC publication provides a good overview 

of ARC services for active duty military members and their 

families. 

• Welcome Home: A Guide to a Healthy Family. This well-written 

guide is designed for military personnel returning home after 

a lengthy deployment and contains many useful suggestions 

for making reintegration smoother for the entire family.

Alcohol and Drug Abuse Prevention and 

Treatment Program

Maj Tom Smith, 42d Military Personnel Flight Commander, 

42d Mission Support Squadron, 2003–4

Reference

AFI 44-121, Alcohol and Drug Abuse Prevention and Treatment 

(ADAPT) Program, 26 September 2001.

The majority of the following information is excerpted directly 

from the above reference.

As a commander, substance abuse prevention and treatment at the squadron 

level is your responsibility. The Alcohol 

and Drug Abuse Prevention and Treatment (ADAPT) program is an installationlevel resource available to assist you in 

this effort. 

The ADAPT program offers

• Assistance in identifying and referring individuals needing 

treatment services ranging from counseling to inpatient 

medical care.

• Substance abuse prevention education, materials, and 

resources for your Airmen and their families.

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223

Tips for Success

• Refer Airmen for an ADAPT assessment within seven days 

of when alcohol or substance use is suspected to be a contributing factor in any incident, on or off duty

o The commander or first sergeant should personally review 

DD Form 1569, Incident Complaint Record, to screen for 

evidence of substance use or abuse.

• Work with your SJA and ADAPT coordinator for blood alcohol 

content and drug testing ASAP after a suspected alcoholrelated incident, an episode of aberrant or bizarre behavior, 

or where there is reasonable suspicion of drug use.

• Refer individuals under investigation for drug abuse to 

ADAPT for assessment immediately after preferring charges 

(i.e., signs DD Form 458, Charge Sheet).

• With any ADAPT referral

o Inform the Airman of the reason for the assessment.

o Advise him or her that the assessment is not punitive in 

nature.

o Instruct him or her to report in uniform for the assessment appointment at the scheduled date and time.

o Ensure the ADAPT office is provided all relevant information relating to the referral, plus an assessment of duty 

performance and behavior as observed by you, the first 

sergeant, or the Airman’s supervisor prior to the first 

appointment. 

o Ensure that neither the assessment nor treatment process is delayed due to ordinary leave or TDY.

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224

Exceptional Family Member Program 

and the Special Needs Assignment 

Consideration Process

Maj Tom Smith, 42d Military Personnel Flight Commander, 

42d Mission Support Squadron, 2003–4

References

Air Force Special Needs Web site: https://www.afspecialneeds 

.org.

vMPF, under Self-Service Actions . . . Assignments . . . Exceptional Family Member Program.

AFI 36-2110, Assignments, 20 April 2005.

The majority of the following information is excerpted directly 

from the above references.

The Exceptional Family Member Program (EFMP) is designed 

to identify family members of Airmen with special needs (medical, educational, or otherwise) and ensure these Airmen are assigned to valid manning requirements where suitable military or 

civilian resources are available for dependent care.

EFMP is not a separate assignment consideration process, nor does it ensure Airmen are assigned to specific 

locations. Airmen with family members identified under 

EFMP are still considered for 

and selected for assignments, 

including deployments, in the 

usual manner. EFMP only becomes involved after Airmen are selected for assignment and 

request the new location be assessed for its ability to meet their 

family member’s special needs. Detailed information as well as 

access to the online application process is available to your Airmen through the vMPF.

Note: This program is under revision by the Air Staff (as of 

June 2007). New guidance and new terminology is already in 

use at some locations. As a result, you may see EFMP referred to 

as the Special Needs Assignment Consideration Process. 

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225

Health and Wellness Center

Maj Tom Smith, 42d Military Personnel Flight Commander, 

42d Mission Support Squadron, 2003–4

Tips for Success

• Refer Airmen with questions on EFMP to the vMPF and the 

EFMP or special needs coordinator.

• For Airmen desiring EFMP consideration, advise that

o EFMP deferments or assignments are not automatic and 

must be requested through the vMPF.

o EFMP assessments cannot be mandated by the commander nor requested by a family member.

o vMPF provides information to the sponsor on what he or 

she needs to submit in the package. 

o AFPC ultimately determines the appropriateness of the 

request and makes the final decision.

• Ensure Airmen with a dependent having newly identified 

special needs are referred to the base MPF.

• Ensure Airmen with dependents already enrolled in the 

EFMP are referred to SNC at the MPF upon assignment 

notification for proper clearance and coordination. This is 

required before PCS orders are finalized.

• Advocate for the Airman and provide support and encouragement.

References

AFI 40-XXX, Health & Wellness Fitness Centers (draft AFI, 

unnumbered).

AFI 40-101, Health Promotion Program, 9 May 1998.

AFI 10-248, Fitness Program, 25 September 2006.

The majority of the following information is excerpted directly 

from the above references.

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226

As a commander, the health, fitness, and well-being of the 

unit are your responsibility. The installation HAWC is one resource available to assist you in this effort. The center provides 

education, training, and support to all Airmen and their families 

to promote healthy lifestyles.

The center is a key resource for, and enabler of, the Air Force Fitness Program. HAWC staff members train your unit fitness program 

manager and physical training leaders. They can review your unit 

fitness program and make recommendations for improvement.

Airmen not meeting fitness standards are referred to the 

HAWC for individual dietary counseling and assistance with developing an individualized physical conditioning plan. 

Reference

AFI 44-109, Mental Health, Confidentiality, and Military Law, 

1 March 2000.

The majority of the following information is excerpted directly 

from the above reference.

Tips for Success

• Ensure your unit members are aware of the HAWC and the 

health promotion programs offered to military members 

and their families.

• Encourage Airmen wishing to make healthy lifestyle changes 

to visit the HAWC and use its programs.

• Ensure UFP personnel have appropriate training by the 

HAWC.

• Request a periodic fitness program review by the HAWC staff.

• Refer deploying members enrolled in the FIP to the HAWC 

for consultation prior to deployment.

Mental Health Flight

Maj Tom Smith, 42d Military Personnel Flight 

Commander, 42d Mission Support Squadron, 2003–4

The mental health flight is a section within the installation 

MTF. It is staffed by trained, professional psychologists, psychiatrists, and social workers to support and assist Airmen and 

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227

their family members during times of unusual stress or difficulty. The staff provides counseling, therapy, and educational 

programs on mental health and related issues including, but not 

limited to, anger and stress management. 

Mental health is a tremendous resource to you, as a commander, in three primary ways: (1) it provides your Airmen individual assistance for interpersonal or emotional difficulties, (2) 

it helps your unit recover in the aftermath of a loss or trauma, 

and (3) it conducts commander-directed mental health evaluations (CDE) of your Airmen should questions arise regarding 

safety or suitability/fitness for duty. This resource becomes increasingly important during times of war when stress, trauma, 

and loss can be intense and unavoidable. As a commander, you 

must ensure your Airmen understand that getting advice from a 

professional—even just talking to someone who understands—is 

a healthy behavior and is the right thing to do for themselves, 

their families, the unit, and the mission.

Tips for Success

• Initiate contact with your mental health flight commander. 

Develop this relationship before a crisis occurs in your 

unit. 

• Put the Leaders Guide to Managing Personnel in Distress

Web site in your favorites: http://airforcemedicine.afms.mil/ 

leadersguide. This resource answers many “just-in-time” 

questions you might have, especially when a mental health 

staff member cannot be reached immediately.

• Ensure your Airmen are aware of services and programs 

offered and that they understand that participation in a 

mental health program does not equate to having a mental 

health problem.

• Dispel misperceptions that voluntarily seeking mental 

health services is detrimental to a military career.

• Encourage Airmen to seek advice and assistance from the 

mental health flight (or chaplaincy*) during times of overwhelming or exceptional stress, trauma, or loss. Emphasize 

that this is a healthy behavior, not a “sign of weakness.” 

• Do not, under any circumstance, coerce members to “voluntarily” seek a mental health evaluation.

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228

Chaplain Resources

Maj Jay Stewart, Commander, Detachment 5, 67th 

Information Operations Group, 2004–6

• If you believe an Airman may have a mental health problem 

that impacts his or her fitness for duty, consult with the SJA 

and the mental health flight for advice on how to proceed.

• Do not request post-evaluation feedback from the mental 

health flight after encouraging an Airman to “voluntarily” 

seek an evaluation.

• If you believe an Airman is an imminent danger to him or 

herself or others due to mental or emotional issues, do what 

is reasonably necessary to safely detain the Airman and 

immediately contact SJA and mental health for assistance.

*Note: Some Airmen prefer to visit with a chaplain or other 

spiritual leader during difficult times instead of consulting a 

mental health provider. This is a personal choice and should 

be respected. Chaplains regularly work hand in hand with the 

mental health staff in such cases.

References

AFI 52-101, Chaplain Planning and Organizing, 10 May 2005.

AFPD 52-1, Chaplain Service, 2 October 2006.

Chief of Air Force Chaplain Service Policy Letter, 15 January 

2000.

The majority of the following information is excerpted directly 

from the above references.

Chaplains help you watch over the spiritual 

and moral welfare of members under your command. Chaplains manage the wing’s religious 

programs and are key to assuring accommodation of religious practices by military members. 

Base chaplains are key members of casualty 

notification teams and are expertly trained in 

ministering to the bereaved. Additionally, they 

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229

serve on traumatic stress response (TSR) teams to help educate Airmen and, when necessary, intervene in times of intense 

stress. Chaplains also receive applied suicide intervention skills 

training (ASIST) and can help you set up training in this vital 

area for members of your unit. They are an invaluable resource 

in helping evaluate and understand organizational, institutional, 

and individual dynamics often involved in problems common to 

military life.

In addition to administering the wing’s religious programs, 

chaplains provide religious ministry and offer counseling to 

military members, family members, DOD civilians, and retired 

military personnel. Your unit should have an assigned chaplain; 

integrate him or her into your unit. The more familiar unit members are with the chaplain, the more likely they are to use his or 

her services.

The only person on base who can offer total confidentiality 

in counseling is the chaplain. The chaplain is often preferred 

for individuals or families in need of expert advice in the areas 

of marriage counseling, marriage enrichment, and pre- or postdeployment care. They also offer confidential counseling to commanders and provide ethical and moral guidance.

Tips for Success

• Meet regularly with your unit’s assigned chaplain to discuss the health of your unit.

• Make your unit’s chaplain an integral part of the unit

o Invite him or her to commander’s call and social functions.

o Invite him or her to “walk around” the unit to talk to your 

Airmen. 

o Include his or her name and phone numbers on key personnel listings and recall rosters.

• Encourage members to become familiar with the chaplain’s 

counseling services.

• Complete the ASIST course yourself to improve your understanding of when unit members need help.

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Sexual assaults are a major challenge to the United States, 

and the Air Force is not immune. Sexual violence in the military 

creates leadership and readiness problems by eroding trust and 

morale. To counter this problem, the DOD has established a new 

DOD–wide Sexual Assault Prevention and Response program. 

The program is designed to offer support services to victims of 

sexual assault, with the goal of assisting victims in their physical and emotional recovery. Each base has a sexual assault response coordinator to help victims and to provide advice and 

training to the base population.

In the event of a sexual assault, active duty members (or anyone on active duty orders) now have the option of restricted (confidential) reporting. This allows a victim of sexual assault to access 

care and treatment without notifying a commander, law enforcement personnel, or triggering an investigation. To maintain confidentiality, the victim must disclose information only to the SARC, 

the chaplain, or an MTF provider. Reporting a sexual assault to 

any other person or agency is considered an unrestricted report. 

An unrestricted report must be coordinated through appropriate 

command, legal, and law enforcement channels. 

Sexual Assault Prevention 

and Response Program

Maj Kathy Goforth, 898th Munitions Commander, 2004–6

References

DODD 6495.1, Sexual Assault Prevention and Response (SAPR) 

Program, 6 October 2005.

DOD Policy, Prevention and Response to Sexual Assault, 4 

January 2005.

Air Force Policy, Prevention and Response to Sexual Assault, 

14 June 2005.

The majority of the following information is excerpted directly 

from the above references.

Tips for Success

• Provide a clear “zero tolerance” policy on sexual assault.

• Foster a unit environment that makes victims more comfortable with reporting assaults and publicize contact information for your installation’s SARC. 

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The Health Insurance Portability and Accountability Act 

(HIPAA) made significant changes to the US health care industry. It is more stringent than the Privacy Act and limits the information that can be shared with non-medical personnel. As 

a commander, you have access to information that is covered 

under this act, and the corresponding responsibility to protect it 

under very stringent guidelines. 

• Ensure Airmen are aware of their right to make a confidential, restricted report of assault to the SARC, an MTF provider, or a chaplain.

• Ensure all personnel receive sexual assault prevention 

training.

• Once you or someone in the chain of command becomes 

aware of an alleged sexual assault (i.e., the report is unrestricted), action must be taken to investigate.

Health Insurance Portability and 

Accountability Act

Maj Kathy Goforth, 898th Munitions 

Squadron Commander, 2004–6

References

Health Insurance Portability and Accountability Act of 1996, 

Public Law No. 104-191, 110 Stat. 1936 (1996).

DOD 6025.18-R, DOD Health Information Privacy Regulation, 

24 January 2003.

The majority of the following information is excerpted directly 

from the above references.

Tips for Success

• Commanders, or their designees, may get information from 

an MTF as it relates to a member’s fitness for duty or to 

ensure proper execution of the mission.

• Appoint, in writing, members authorized to receive HIPAA 

information.

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Critical incidents are extraordinary events that go beyond the 

scope of normal experiences and usually involve death, or a perceived threat of death, or injury. The nature of these incidents 

is usually so severe that it overwhelms an individual’s or unit’s 

ability to cope. Such incidents include natural disasters, acts 

of terrorism, violence, mass-casualty accidents, observed traumatic accidents, and death.

Each base has a traumatic stress response (TSR) team, or access to a TSR team from a supporting facility, to help individuals 

recover from or remain functioning despite the potential negative effects of critical incidents. The TSR team enables people to 

understand the normal reactions to traumatic events and promotes the use of effective coping skills.

As a commander, you need to collaborate with the TSR team in 

the aftermath of a critical incident to address the needs of your 

Airmen. Typically, a TSR team is on site within 24 hours of a traumatic event; however, you can request TSR team services whenever 

an incident has the potential to produce distress in your unit.

• Notify the MTF in writing of HIPAA-trained personnel.

• Ensure members complete HIPAA training prior to accessing personal medical data.

• Ensure all personal information covered by HIPAA is 

accessed only on a need-to-know basis.

If you have questions regarding potential personal information covered by HIPAA, contact your SJA and local MPF.

Critical Incidents

Maj Jay Stewart, Commander, Detachment 5, 67th 

Information Operations Group, 2004–6

References

AFI 44-153, Traumatic Stress Response, 31 March 06.

Air Force Leader’s Guide for Managing Personnel in Distress,

http://airforcemedicine.afms.mil/leadersguide.

The majority of the following information is excerpted directly 

from the above references.

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References

AFI 44-153, Traumatic Stress Response, 31 March 2006.

AFI 34-242, Mortuary Affairs Program, 7 January 2005.

AFI 34-244, Disposition of Personal Property and Effects, 1 

March 2001.

Air Force Leader’s Guide for Managing Personnel in Distress,

http://airforcemedicine.afms.mil/leadersguide.

The majority of the following information is excerpted directly 

from the above references.

Tips for Success

• Make awareness and coping skills part of annual training 

to prepare personnel before an incident occurs. 

• When dealing with the aftermath of a critical incident

o Demonstrate concern for unit members’ well-being.

o Ensure that the basic needs of survivors are met (i.e., 

shelter, food, safety, and security).

o Let people talk about their experience (“emotional first aid”).

o Minimize exposure to environmental stressors (i.e., heat, 

cold, noise, disturbing visual scenes).

o Be attentive to the needs of family members.

o Provide factual information; prevent the spread of 

rumors.

o Continually evaluate the environment for additional 

threats; ensure needs are met.

o Foster unit cohesion. 

o Foster resilience and recovery through social support mechanisms (i.e., friends, family, and religious organizations).

Death of a Unit Member

Maj Jay Stewart, Commander, Detachment 5, 67th 

Information Operations Group, 2004–6

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When a unit member dies, it is 

important for the entire base community to work together to provide 

reassurance and a sense of security for those experiencing the loss. 

Support for unit members to cope 

with feelings of loss is very important during this critical time.

In some cases, surviving members may experience distress 

associated with shock and guilt. They feel that something could 

have been done to prevent the death. This most commonly occurs following suicides and accidental deaths.

As the commander, unit members will look to you and the first 

sergeant for answers as to why the unit member died. Survivors 

are especially sensitive to comments or suggestions that imply 

responsibility. It is important to avoid passing judgment, providing simplistic explanations of the death or suicide, or publicly 

placing blame. Minimize the spreading of rumors by keeping 

people informed while protecting privacy. 

A casualty affairs team will provide guidance and checklists to 

help you meet mandated timelines for notifications and reporting. 

Everybody will look to you for information and guidance, so be prepared to provide information up and down the chain of command.

Your unit needs to see you as often as possible following the 

first days after the incident. Keep an eye on your Airmen; be conscious of individuals (especially close friends and team mates) 

who are taking the incident harder than expected.

Tips for Success

• Always use proper channels to accomplish next-of-kin notification.

• Provide basic information to unit members surrounding the 

death and contact unit members away from the unit. 

• Consult with the TSR team chief concerning what services 

may be appropriate to support your unit.

• Announce the details for the memorial and funeral arrangements.

• Appoint an escort to transport remains to a burial site, if 

necessary.

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References

AFI 44-153, Traumatic Stress Response, 31 March 2006.

AFI 40-301, Family Advocacy, 19 January 2005.

Air Force Leader’s Guide for Managing Personnel in Distress, http://

airforcemedicine.afms.mil/leadersguide.

The majority of the following information is excerpted directly 

from the above references.

• Attend the funeral service if possible and if welcomed by the 

family.

• Hold a memorial service for unit members who are unable 

to attend the funeral.

• Consult public affairs, casualty affairs, and the IDS agencies to best determine what to say and what not to say to the 

member’s family or in public statements.

• Make personal contact to express your condolences. Send a 

condolence letter to the member’s family, and visit the member’s family when appropriate.

• Recommend to the installation commander a unit member 

to serve as summary court officer. This officer will

o Secure the work and living area once AFOSI and SFS 

investigations are finished. 

o Pack the deceased member’s residence, if necessary.

• Periodically check on unit members who were closest to the 

deceased.

• One year after the member’s death, send a follow-up condolence letter to the member’s family. Consult casualty affairs 

for assistance.

Violence Involving a Unit Member

Maj Jay Stewart, Commander Detachment 5, 67th 

Information Operations Group, 2004–6

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There are two main categories of violence involving a squadron member: violence at home and violence at the workplace. 

“Domestic violence” normally refers to the verbal, physical, or 

sexual abuse of one’s spouse or intimate partner but can include 

child abuse. The risk of domestic and family violence increases 

when one or more family members are in distress, experiencing 

high stress, abusing alcohol, drugs, or is diagnosed with mental 

illness (such as depression).

Prevention is the Air Force’s primary means of dealing with 

family violence. You can contribute to prevention and early identification of family violence by promoting

• An overall healthy lifestyle.

• An awareness of the helping agencies.

• An environment which offers assistance without fear of retribution.

• Opportunities for military members and their families to 

build “informal connections” within the squadron and their 

neighborhoods.

Violence in the workplace is the other area of concern. Workplace violence most often involves aggressive behavior toward a 

fellow colleague, subordinate, or supervisor and can range from 

verbal abuse to physical violence. Common examples are when 

an individual faces the loss of his or her job, gets passed over 

for promotion, or perceives favoritism toward others in the work 

environment.

Possible Indicators of Impending Violence 

• Anger over personal or work-related events.

• Recent major change in behavior, demeanor, or appearance.

• Intimidating, verbally abusing, harassing, or mistreating 

others.

• Escalation of work-related problems or domestic problems.

• Increasing resentment toward authority.

• Viewing self as a victim; preoccupation with violent incidents.

• Making threats to harm self, others, or property.

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Common Violence Triggers

• Perceived rejection or loss of love, status, or advancement.

• Perception of supervisor as unjust.

• Loss of employment benefits or entitlements.

• Feelings of humiliation and rage.

• Projection of blame, “I didn’t do anything, they’re out to get 

me.”

• Concluding that “They can’t get away with this.”

Tips for Success

• When dealing with violence at home

o Create an environment that encourages individuals to 

seek help. Get people to the help they need! 

o Raise awareness of the signs of domestic and family violence. 

• When dealing with violence in the workplace 

o Establish a clear policy that any form of workplace violence is unacceptable.

o Provide training and education about stress and violence 

in the workplace.

o Create an environment of mutual support and open communication.

• If violence seems imminent 

o Remove nonessential personnel from the area.

o Make sure there is an escape route if the situation escalates.

o Keep a safe distance (five to seven feet) between you and 

the person; do not turn your back to the person.

o Leave the door open or open a closed door; be sure someone is near to help if needed.

o Calmly and firmly set limits (i.e., “Please help me understand what you need so that I can try to help you.”)

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o If the person is shouting, do not try to talk. When the 

person gives you a chance to say something, speak in a 

normal tone of voice.

o Never touch the individual to try to remove him or her 

from the area; even a gentle push or holding the person’s 

arm may be interpreted as an assault by an agitated individual who may respond with violence. 

o Call for help! Safety is paramount.

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INSPECTIONS

Chapter 7

Compliance and Inspections

Whether in the pre-inspection, inspection, or post-inspection 

phase, mastering a major graded event requires time and focus. 

This chapter provides details on your role in the inspection process and highlights inspection criteria. Further, it outlines many 

programs and actions to help you prepare for inspections and 

ensure your unit is meeting its wartime and peacetime mission 

requirements.

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Preparing for Inspections

Maj Shelley Strong, Commanders Connection Facilitator

As a commander, you are solely responsible for preparing your 

unit to meet its mission requirements and for demonstrating 

that readiness through the inspection process. Air Force units 

should always be inspection ready. The keys to a successful inspection are developing a good inspection preparatory plan in 

the months prior to the visit and then following the plan. It is in 

following the plan where many units come up short. Nowhere is 

the commander’s maxim “prior proper planning prevents poor 

performance” more true than in this critical area. The tips below 

provide a few basic actions to get you started.

240

COMPLIANCE AND INSPECTIONS

Tips for Success

• Identify all applicable governing directives and inspection 

areas

o Your MAJCOM IG Web site and the other commanders in 

your wing are the best sources for this information. 

o Paying a visit to both your MAJCOM and wing IG helps build 

a good working relationship with these critical agencies.

• Implement a solid self-inspection program.

• Review past inspection reports and crosstell information; 

identify trends and repeat findings

o Ensure your programs do not have these same problems. 

o Ensure all previous findings for your unit are closed. 

• Request one or more SAVs before the inspection to ensure 

your programs are in top-notch shape

o Sources for SAV teams are other squadrons with excellent 

programs or group/wing/NAF/MAJCOM staffs.

• Observe another unit during its inspection, if possible.

• Support MAJCOM IG augmentee requests. Augmentees gain 

valuable insights on IG procedures as well as significant 

crossfeed information.

• Crossfeed inspection results and observations with other 

units.

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Self-Inspection Program

Maj Shelley Strong, Commanders Connection Facilitator

•  Prepare your Airmen for when the inspectors arrive—stress

the following during your preparation

o  First impressions are most important!

o  Focus on doing the mission, not on the inspection requirement or graded task. Demonstrate your unit’s capability

to do the mission. Fight the scenario, not the IG!

o  Maintain a positive attitude.

o  Look sharp!

o  Pay special attention to customs and courtesies.

o  Exhibit a sense of urgency.

o  Present information openly; don’t make inspectors dig for

the data needed to grade your programs.

o  Emphasize and demonstrate teamwork.

Reference

AFI 90-201, Inspector General Activities, 22 November 2004

(incorporating through change 2, 29 November 2006).

The majority of the following information is excerpted directly

from the above reference.

Self-inspection is your best method for determining the health

of your unit. The program is designed to provide you with a tool for

internal assessment and to complement external inspections.

While primarily focused on commander’s programs, self-inspections

also provide you with a good idea of your squadron’s mission effectiveness while highlighting areas that need improvement.

Your self-inspection program (SIP) should be tailored to your unit

and contain mechanisms that ensure adequate coverage of your

mission, resources, training, and people programs. Most often implemented as a series of periodically administered checklists, other

mechanisms for self-inspection include quality-control reviews, internal audits, functional inspections, and SAVs. The following tips

will get you started with developing a solid program.

COMPLIANCE AND INSPECTIONS

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COMPLIANCE AND INSPECTIONS

Tips for Success

•  Appoint a unit SIP monitor.

•  Obtain the most recent higher headquarters (HHQ)-approved

SIP checklists and guidance

o  A good source for most recent checklists and program

guidance is the MAJCOM IG Web site.

o  Talk to your wing IG to determine if any NAF, wing, or

local checklists complement MAJCOM guidance.

•  Create local supplements for checklists, if necessary, to meet

your mission requirements

o  Consider the uniqueness of your mission, facilities, and

people.

o  Review previous inspection reports such as SAVs, nuclear

surety inspections (NSI), safety inspections (SI), and operational readiness inspections (ORI), and ensure checklist

steps are included to prevent these problems.

o  Get your local supplements approved by the wing IG before

any formal inspection.

•  In completing the self-inspection

o  Ensure self-inspections are conducted periodically (quarterly or semiannually, depending on your HHQ); don’t wait

until right before a formal inspection to run your SIP!

o  Select qualified inspectors to run the checklists and your

programs. Swapping inspectors with another squadron is a

good method to get a different set of eyes on your programs.

o  Mark each checklist step, as applicable, with a written

explanation, and have a list of supporting documents.

o Fully document discrepancies and annotate corrective actions.

•  Work to correct all identified discrepancies as quickly as

possible

o  For problems that cannot be corrected immediately, establish a timeline for resolution.

o  Monitor progress on all open discrepancies regularly

(weekly staff meetings are a good place to do this).

o  Keep discrepancies open until fully resolved.

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COMPLIANCE AND INSPECTIONS

o  Provide status updates on critical findings, chronic findings, or limiting factors and the progress of corresponding

corrective actions, as necessary, to HHQ or the inspection

functional agency.

•  Encourage discovery, review, and implementation of crosstell information, lessons learned, and best practices from

other units. Commanders Connection is a good place to share

your best practices!

Readiness Exercises

Maj Kathy Goforth, 898th Munitions 

Squadron Commander, 2004–6

References

AFI 10-204, Readiness Exercises and After-Action Reporting 

Program, 12 July 2002.

AFI 10-2501, Air Force Emergency Management (EM) Program 

Planning and Operations, 24 January 2007.

AFI 90-201, Inspector General Activities, 22 November 2004

(incorporating through change 2, 29 November 2006).

AFPD 10-8, Homeland Security and Civil Support, 7 September 2006.

The majority of the following information is excerpted directly

from the above references.

In no other profession are the penalties for employing 

untrained personnel so appalling or so irrevocable as in 

the military.

—Gen Douglas MacArthur

Exercises are critical to ensuring our Airmen are prepared

for current operations at home and across the globe. Exercises

are an important investment in

the safety of your Airmen and the

successful execution of your mission. Exercises enhance readiness

and improve crisis response, both

of which affect your ability to get

the job done. It is imperative that

you accurately identify local and

worldwide training requirements

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for your Airmen and provide the necessary instructions in a

timely manner, in person, by formal course, or via computerbased training. Your wing IG, base safety office, and installation

deployment officer can help in identifying the requirements for

your unit.

Types of Exercises

(See AFI 10-2501 for frequency requirements.)

•  Accident response exercises, depending on the base and its

mission, may be called major accident response exercises

(MARE), full-spectrum threat responses (FSTR), or emergency management (EM) exercises.

•  Natural disaster exercises.

•  Terrorist use of chemical, biological, radiological, nuclear,

or high-yield explosive exercise.

•  Operational readiness exercise (ORE).

Tips for Success

•  Build your unit exercise program IAW these key concepts

o  Embody the “train the way we fight” concept. Don’t develop

disparate exercise and real-world methods of doing business.

o  Ensure all unit personnel participate in exercises. Resist

the temptation to “stack the deck” with an “A-Team” of

exercise participants.

o  Apply real-world command structures and local community relationships in exercises when possible.

o  Keep simulations to a minimum.

o  Integrate logistics, support, force protection, and operational security requirements with mission requirements.

o  Develop exercise scenarios to validate actual plans, policies, procedures, processes, and doctrine using existing

command, control, and communications systems.

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245

Additional Resource

AFMAN 10-100, Airman’s Manual, 1 June 2004, contains information to help your unit deploy, employ, fight, and survive.

Ensure each of your Airmen has a copy.

Staff Assistance Visits

Maj Shelley Strong, Commanders Connection Facilitator

MAJCOMs and NAFs conduct staff assistance visits to ensure

compliance with DOD, Air Force, MAJCOM, NAF, base, and unit

guidance. Base-level agencies also provide SAVs for specific programs (i.e., CSS, safety, or security). A SAV team is comprised

o  Plan, prepare, and exercise with local communities in

local emergency or disaster recovery actions to support

AFPD 10-8.

•  Support the installation deployment plan and exercise plan

(if any)

o  Provide input during exercise planning. Decide which

objectives or tasks you want tested, which UTCs you want

tasked, and which actions and requests from other units

your Airmen can support.

o  Understand your unit’s responsibilities IAW the deployment and exercise plan, and ensure that your Airmen are

postured to meet the requirements.

o  Appoint unit and base EET members. If you appoint more

than one EET member, then you will designate one as the

unit’s EET manager.

o  Appoint a UDM.

•  Conduct a review, or “hot wash,” after each exercise

o  Ensure key unit members attend.

o  Publish an after-action report containing identified discrepancies and corrective actions.

o  Establish a plan to get the unit back on track.

o  Attend group-level and wing-level post-exercise meetings;

provide input as required.

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246

of functional experts from staff agencies and is augmented with

support personnel from field units. Since these visits often identify deficient areas, they are a valuable tool for unit assessment

and should be included in your inspection preparation plan.

Tips for Success

•  Schedule SAVs early! Ensure sufficient time to fix identified

discrepancies before a major inspection.

•  Before the SAV

o  Plan the same way you would for a major inspection.

o  Ensure the purpose of the SAV and areas to be assessed

are clear.

o  Review any special-interest items and ensure compliance.

o  Ascertain the approximate duration of the visit.

•  During the SAV

o  Request an inbrief and set expectations for the visit. Invite

key leaders from your unit.

o  Review findings daily; correct problems identified on the

spot (if possible).

•  After the SAV

o  Request a report that clearly and concisely documents the

health of the areas assessed, identifies deficiencies, and

recommends improvements.

o  Track recommended improvements to closure.

o  Report status to HHQ as required. (Many units are required

to respond in writing to SAV reports—check your MAJCOM and wing requirements).

o  Maintain a copy of past SAVs for review during inspection

prep.

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Formal Inspections

Maj Thomas Kirkham, 509th Munitions 

Squadron Commander, 2004–6

References

AFI 90-201, Inspector General Activities, 22 November 2004

(incorporating through change 2, 29 November 2006).

TO 11N-25-1, Department of Defense Nuclear Weapons Technical Inspection, 1 January 2007.

The majority of the following information is excerpted directly

from the above references.

Three major types of formal inspections that you may experience during your command tour are operational readiness inspections, compliance inspections (CI), and nuclear surety inspections. This section provides an overview of the three and

recommends actions common to all inspections once a team arrives at your unit.

Operational Readiness Inspections 

ORIs evaluate and measure the ability of a unit to perform its

assigned operational mission. An ORI assesses how well a unit

meets its designed operational capability (DOC), mission essential task list (METL), and assigned OPLAN taskings.

An ORI consists of two phases.

Phase I evaluates three key functions: (1) ability to transition from

peacetime readiness into a wartime

posture, (2) ability to deploy forces

and materiel, and (3) ability to maintain and sustain essential homestation missions during and after

the deployment of forces. Phase II

evaluates a unit’s ability to meet its

wartime taskings and its ability to

perform its mission in a wartime environment. While optimum frequency

varies among the MAJCOMs, ORIs are conducted no more than

60 months (three full AEF cycles) apart for any unit. MAJCOMs

may waive ORI Phase I activities for units that have recently demonstrated capability through an actual deployment.

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248

ORIs are graded on a five-tier rating scale—outstanding, excellent, satisfactory, marginal, and unsatisfactory. Each major

graded area receives a tiered grade, and the wing receives an

overall grade.

There are four major graded areas

in an ORI: (1) initial response, (2)

employment of forces, (3) support

of forces (mission support), and

(4) ability to survive and operate.

In these major graded areas, the

following common core readiness

criteria are examined: (1) readiness to respond to a threat, (2)

safety, (3) security, (4) communications and information, (5) training, (6) operational risk management (ORM), and (7) emergency management.

A nuclear ORI (NORI) is a special ORI in which applicable areas

of nuclear surety are inspected as a subset of the overall readiness inspection. Where applicable, nuclear surety criteria are

applied and reported in a separate area of the ORI report, or as a

separate report. See the section on NSI for more information.

Tips for Success

•  Fully understand all potential taskings from your DOC

statement and other sources.

•  Appoint squadron EET members; utilize them wisely to help

prepare the squadron.

•  Identify key warfighting positions and ensure primary and

alternate personnel are properly trained in their responsibilities.

•  Review previous inspection reports to ensure no repeat discrepancies.

•  Conduct squadron exercises and in-house training to

enhance wartime skills, identify deficient areas, and continue to train.

•  Talk to squadron commanders at recently inspected bases

to obtain insight on the inspection process and potential

taskings.

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Compliance Inspections 

Compliance inspections assess areas mandated by law as well

as mission areas identified by senior USAF and MAJCOM leadership

as critical or important, to assess the health and performance

of organizations. Failure to comply with established directives in

these areas could result in significant legal liability, penalty, or

negative mission impact. CI frequency varies among MAJCOMs,

but generally no more than 60 months apart.

CIs are graded on either a three-tier scale (in compliance, in

compliance with comments, or not in compliance), or the standard five-tier scale. CIs assess unit programs for compliance with

current guidance in three general categories: (1) mission areas,

(2) common core compliance areas, and (3) special-interest items

(SII). The programs covered are listed in table 2 below.

Table 2. Compliance Inspection Focus Areas

Mission Area Common Core Special-Interest Item

Compliance Area

Logistics Readiness Intelligence Oversight Vary, based on SAF/IG 

or MAJCOM IG focus

areas

Contracting Transition Assistance See your MAJCOM IG

Programs Web site for a list of SIIs

applicable to your unit

Munitions (Nonnuclear) Voting Assistance Program

Civil Engineer Sexual Assault Prevention

and Response

Communications and Homosexual Conduct Policy

Infrastructure

Technology Protection

Emergency Management Trafficking in Persons

(replaced Full-Spectrum 

Threat Response)

Safety Post-Competition

Accountability

Occupational Health

Installation Security

Services

Financial Management 

and Comptroller

Personnel

Aircrew Protection

Intelligence

(MAJCOMs may supplement 

these areas as required)

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Nuclear Surety Inspections 

NSIs evaluate a unit’s capability to manage nuclear resources while complying with all

nuclear surety standards. Nuclear weapon systems require

special consideration because

of their political and military

importance, their destructive

power, and the potential consequences of an accident or unauthorized act. When inspecting

a nuclear-capable unit, inspection teams follow the inspection

procedures in AFI 90-201, in addition to guidance contained in

TO 11N-25-1. Each unit’s management of nuclear resources is

evaluated against approved safety, security, and reliability standards. An NSI may be combined with other MAJCOM inspections to reduce the number of unit inspections.

Types of NSI Inspections

•  Initial NSI (INSI)—designed to evaluate a unit’s readiness

to assume or resume a nuclear mission.

•  Limited NSI (LNSI)—limited in scope and does not evaluate all NSI areas applicable to the unit. Generally used to

Tips for Success

•  Ensure your unit has current copies of MAJCOM checklists,

SIIs, and inspection guides, as applicable.

•  Conduct a thorough self-inspection and identify areas for

improvement at least six months prior to the team’s arrival;

begin correcting deficiencies.

•  Review previous inspection reports to ensure no repeat discrepancies.

•  Review reports from other bases to gather crosstell information.

•  Be involved in the inspection team’s validation process.

•  Ensure a knowledgeable person is always with the inspectors.

•  Highlight your innovations and promote your best people.

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inspect one or more areas specifically designated by the

MAJCOM commander or IG, or following an unsatisfactory

inspection rating.

•  Multi–MAJCOM NSIs (MMNSI)—an NSI where two or more

MAJCOMs share nuclear surety responsibilities at one base.

These inspections are designed to ensure host-tenant

responsibilities are fully assessed and properly integrated to

support the nuclear mission.

•  Joint NSI (JNSI)—an inspection conducted by the Defense

Threat Reduction Agency.

NSIs are conducted by MAJCOMs on each nuclear-capable unit

at least every 18 months. They are graded in the same manner

as ORIs, but with findings listed on a three-tier scale—critical

deficiency, major deficiency, or minor deficiency.

Tips for Success

•  Fully understand all potential nuclear taskings

o  AFI 90-201, chapter 3.

o  Applicable MAJCOM checklists.

o  Unit maintenance capability letter.

o  Minimum essential equipment list.

•  Appoint squadron EET members; utilize them wisely to help

prepare the squadron.

•  Review previous inspection reports to ensure no repeat discrepancies.

•  Conduct squadron exercises to hone skills.

Post-Inspection Activities

Maj Thomas Kirkham, 509th Munitions 

Squadron Commander, 2004–6

After an inspection is complete, it is critical to ensure the

timely correction of any findings or discrepancies identified by

an inspection team. An electronic spreadsheet is an excellent

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way to track the status of write-ups and ensure appropriate followup actions are taken.

Equally important is to capture lessons learned and incorporate safeguards in your programs to prevent repeat (or similar)

problems in the future. All program managers and the unit SIP

monitor should maintain a continuity book containing historical

data on past inspections to prevent repeat discrepancies and to

provide continuity for new personnel. You may also want to keep

a copy of inspection reports for future commanders to review.

Tips for Success

•  Work to correct all findings or discrepancies identified by

the inspection team as quickly as possible

o  Talk to the IG or MAJCOM staff for clarification on required

actions, if necessary.

o  For problems that cannot be corrected immediately, establish a time line for resolution.

o  Monitor progress on all open discrepancies regularly; weekly

or monthly staff meetings are a good place to do this.

o  Keep discrepancies open until fully resolved.

•  Update HHQ regularly

o  Provide status updates on critical findings, chronic findings, or limiting factors and the progress of corresponding

corrective actions, as necessary, to HHQ or the inspection

functional agency.

o  Provide a formal response to the wing commander (via

wing IG) for fix actions on minor discrepancies.

o  Provide a formal response to the MAJCOM IG though your

wing commander (via the wing IG) for fix actions on major

discrepancies.

•  Take care of your Airmen

o  Your unit has worked hard to prepare for the inspection.

Consider holding a unit sporting event, picnic, or down

day to reward and rejuvenate your Airmen.

o  Recognize outstanding or superior performers.

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Documenting and Sharing Best Practices

Maj Shelley Strong, Commanders Connection Facilitator

Reference

AFH 38-210, Air Force Best Practices Clearinghouse, 9 April

2001.

The majority of the following information is excerpted directly

from the above reference.

A “best practice” is a superior method or innovative practice

that contributes to improved performance as agreed upon by multiple sources. The “best” moniker is subjective, based on several

factors such as an expert review or breakthrough efficiencies.

The Air Force Manpower Agency (AFMA) is the clearinghouse

and repository for best practices identified by the MAJCOM IG

teams. AFMA sets the criteria for retention, removal, and archiving of best practices. Before implementing a best practice,

you need approval from the chain of command, process owner,

or functional OPR. Remember, not all best practices can be

adapted to every Air Force working environment.

The AFMA Web site (see below) contains a searchable list of

approved best practices for many different types of units and programs. Some best practice descriptions may or may not include

attachments, policies, or checklists to help in your implementation. However, squadron contact information is provided so you

can contact the unit directly to obtain implementation advice.

Tips for Success

•  Scan the AFMA Best Practices Web site periodically for new

ideas to improve how your squadron manages its programs

and executes its mission.

•  Visit your IG and review crosstell information on best practices applicable to your wing.

•  Share your good ideas with other commanders at Commanders Connection.

Additional Resource

AFMA Best Practices Web site: https://www.afma.randolph.af

.mil/orgunits/MAP/MAPI/awards.

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Appendix 1

Commander’s Transition Checklist

Compiled by the Faculty of 

Air Command and Staff College

The following list of items will assist you, as a new commander, 

in making a smooth transition into your squadron. Some areas 

can be addressed prior to taking command, whereas others must 

wait until after the change of command ceremony. Since this list 

is extensive and all are important, you will need to prioritize the 

items to use your time wisely.

Plans, Policies, Programs, and Budgets

• What is the squadron’s mission? 

• What is the squadron’s mission statement? Vision statement? 

• What is your vision for the squadron? Does it match the 

current vision statement?

• What are the squadron’s goals (short and long term)? 

• What are the squadron’s priorities?

• In what plans (MAJCOM, wing, and group) does the squadron currently play a role? 

• What policy letters does the squadron have? Are they still 

current? Do they match your policies? What changes are 

necessary? What policies do you need to implement? 

• What is your command philosophy? When and how do you 

plan to articulate it to the squadron?

• What are your zero-tolerance areas?

• What programs is your squadron responsible for within the 

group or wing?

• Who manages the following programs, and how effective are 

the programs: security, safety, environmental, fitness, government travel card, training and rotation, readiness and 

deployment, self-inspection?

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• Discuss budget with your RA. What is his or her experience 

level?

o Current budget status and spend plan?

o Unfunded requirements?

o Furniture, facility, and computer upgrade plans?

o Who are the GPC holders? When was the last GPC SAV 

and what were the results?

o End-of-year plan? Do you have your requirements ready 

for end-of-year fall-out funds?

o What contracts does the squadron use? Are they 

funded?

o What are the projected TDY and training requirements?

o Is the budget centrally managed by the RA or do the flights 

have their own budgets?

Facilities, Grounds, and Equipment

• What organizations are in the same building? What’s the 

relationship and interaction? Any shared space?

• Who is the building custodian?

• How are janitorial services accomplished? How often?

• Computers? How many computers does the squadron own? 

Who has them and when do they need to be upgraded? Who 

are the ADPE custodians? Are they trained and effective?

• Who are the equipment custodians? Are they trained and 

effective?

• Who is the work group manager?

• Who obtains supplies and equipment for the squadron? 

How?

• Any logistics problems? Supply shortages?

• Walk through all squadron facilities. What is their condition? What improvements need to be made? Review projects 

currently in-work and outstanding work orders.

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• Physically view all major equipment items. What is the condition? How is the equipment maintained? How is the maintenance funded?

• Is all equipment properly accounted for by the equipment 

custodians?

• Does everyone have the equipment and tools needed to do 

their job? If not, why not?

• Who accomplishes landscaping, mowing, sweeping, snow 

removal, and so forth? How often?

• How many vehicles does the squadron own versus the number authorized? What is their condition? Are they adequate 

to meet mission requirements? Who is the vehicle control 

officer? Is he or she trained and effective?

Organization

• What is the size and structure of the squadron?

• What is the relationship to the group, wing, and base?

• Are you responsible for supporting or leading any geographically separated units (GSU)?

• Review the unit manning document (UMD). Numbers authorized? Assigned? Inbound? Outbound? Attached? On loan? 

Assigned for flying?

• What flights and sections make up the squadron?

• Do you have training and readiness flights?

• Who are members of the commander’s support staff? Do 

they understand their functions?

Leadership

• Who is the boss? What type of communication does he or 

she prefer? Expectations? Recurring suspenses? Pet 

peeves?

• What is his or her leadership and management style?

• Staff meetings? When? Who attends? Format? Deliverables? 

• How often do the bosses visit?

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• Does the squadron or group have any mentorship programs? 

What levels? Who leads them? What is your role?

• Does the first sergeant understand his or her role and 

responsibility? Who is the back-up first sergeant? Is he or 

she trained?

• Do you have a section commander? Are his or her role and 

responsibilities clearly understood?

• What is the relationship between the members of the squadron leadership team? Between the commander and the 

leadership team?

• Who is the dorm manager? How often do you plan to visit 

the dorm? What projects are in-work for the dorm?

• Who leads the Top 3? How often do they meet? What are 

their plans and objectives? 

• Is there an Airmen’s Council? Who leads it? 

• When do you plan to meet with your leadership team to 

discuss your vision and expectations?

Personnel

• Who are the key personnel in the squadron? What are their 

strengths and weaknesses?

• Of the key personnel, who has an assignment action inwork? Who is on the VML?

• What are the assignment preferences of your key personnel?

• When are the next promotion boards? When will the next 

promotion results be released? What is the squadron procedure for notifying and recognizing promotees?

• Review the additional duty roster. Who maintains it?

• Are there any disciplinary actions pending resolution? 

• Are there currently any IG or MEO issues in-work? Any past 

complaints?

• Are there any health problems in the squadron? Anyone on 

profile? Are there any issues with alcoholism or drug 

abuse?

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• When was the last driving-under-the-influence (DUI) incident in the squadron? What is the squadron’s plan for 

reducing DUIs?

• What are the demographics of the squadron?

o Officer, enlisted, civilian, and contractors

o Education levels, PME completed, skill levels

o MDS history

o Flight qualification and flying hours 

o Duty history (overseas, staff, joint, short, career broadening)

o Deployment history 

o Race

o Religion

o Marital status, number of dependents, and single parents 

o Members living on base (dorms or family housing); members living off base 

o Newlyweds or recently divorced

o Married couples working in the squadron 

o Non–US citizens

• Are there guard or reserve personnel assigned to or working 

in the squadron?

• Review PIFs, UIFs, and control rosters.

• Who manages the fitness program? What is the schedule for 

group fitness activities? When is the next fitness assessment? What were the results of the last assessment? Who is 

in the fitness improvement program?

• What is the squadron leave policy (radius, sign-out log, 

safety briefs, holiday time off, etc.)?

• Who monitors use-or-lose leave status? Have leaves been 

projected for the rest of the year? 

• Who monitors the Government Travel Card? Is the use 

policy clear to all members?

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• Is there anyone with low income, high debt, or pay advance 

concerns?

• Does the squadron have personnel involved with the base 

honor guard?

• Does anyone perform off-duty employment? Has it been 

properly approved and documented?

Communications

• When do you plan to meet informally with individual squadron groups (officers, SNCOs, NCOs, Airmen, civilians) to 

obtain their thoughts about the squadron? 

• When do you plan to meet with the squadron union representative?

• When is your first commander’s call? How often do you plan 

to conduct commander’s calls? Plan to schedule one soon 

after the change of command to clearly present your vision 

for the squadron, command philosophy, and expectations.

• Does the squadron have a newsletter? Read file? Who is 

responsible for these?

• Is e-mail used extensively? How effectively does it distribute 

information?

• Which base organizations and individuals should you briefly 

visit? (e.g., other squadron commanders in your group, 

legal, ADC, OSI, IG, MEO, CPO, CES, FM, CS, ARC, A&FRC, 

chaplain, SVS, MSS, medical).

OPR, EPR, Awards, PRF, Decorations, Feedback, and 

Civilian Appraisals

• Who reports directly to you? Why? Why not others?

• When is their next feedback due? Is it on your calendar?

• How well is feedback conducted in the squadron? How is it 

tracked? By whom? How is feedback conducted for civilians?

• Who tracks OPRs and EPRs? How are they tracked? Any 

currently late? Who reviews them for quality? Is the status 

reviewed at the group or wing level?

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• What are the current group or wing policies regarding 

senior-rater endorsements?

• What is the procedure for promotion recommendation 

forms?

• How are your officers and SNCOs currently stratified?

• Does the squadron have an active awards program? Who 

were the last wing winners? Who manages the program for 

the squadron? What functional awards do squadron members compete for? When are the next awards packages due? 

How are squadron winners recognized?

• Does the squadron have in-house awards or special recognition programs (e.g., sharp troop, star performer, and commander’s coins)?

• What are the wing, group, or squadron policies on end-oftour decorations? Does the wing publish a decorations 

guide?

• When are civilian appraisals due? Who has the lead for 

managing these? What are the wing policies and procedures? Are supervisors fully aware of their responsibilities?

Morale and Family Issues

• Who is currently deployed or preparing to deploy? Do they 

have family members in the local area? How does the squadron support them?

• Does the squadron have a booster club? Who leads it? How 

often do they meet? What are their plans and objectives?

• What social gatherings does the squadron conduct?

• Does the squadron celebrate birthdays, babies, or weddings?

• Do the officers occasionally meet informally, such as at the 

Officers Club on Fridays?

• Does the squadron have an active spouses’ group? Who 

leads it? How often do they meet? What are their plans and 

objectives? Does the base have a key spouse program? Does 

the squadron participate?

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• When was the last climate assessment conducted? What 

were the results?

• Any organizational or personnel skeletons in the closet?

• How effective is the squadron INTRO program? Do welcome 

packages contain a letter from the squadron commander? If 

so, you will need to sign a new letter.

• How does the squadron recognize incoming and outgoing 

personnel?

• How does the squadron raise funds? Who leads the effort? 

Has it been successful? How much money is currently on 

hand? How is it managed? Are proper guidelines followed?

• How are families involved in the squadron? How often?

• What are the emergency leave procedures and policies? 

• Are family care plans up-to-date?

• Is next-of-kin notification information up-to-date for squadron members?

• Who is the squadron chaplain? How often does he or she 

participate in squadron events?

• Are there currently any family medical issues in the squadron? Do any families have special needs? Is anyone assigned 

for humanitarian reasons?

• Who is the squadron public affairs officer? Are hometown 

news releases and letters to parents regarding special events 

(e.g., reenlistments, promotions) accomplished?

• Who is the sports representative for the squadron?

• What intramural teams does the squadron have? When is 

the next game?

Readiness

• What OPLANs does the squadron support? What are the 

responsibilities of the squadron?

• What requirements are found in the DOC statement? Is it 

current? Have you reviewed and signed it?

• Who prepares the SORTS and ART reports for the squadron? 

Review the most recent reports. Does the group commander 

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263

require a monthly briefing on these reports before submission? 

• What are the squadron responsibilities according to the 

installation deployment plan?

• Who is the squadron UDM? Is he or she trained and effective? 

• How does the UDM select personnel for deployments?

• What AEFs are squadron members assigned to?

• Are squadron personnel ready for deployments? What are 

the requirements (wills, immunizations, training, family 

care plans, etc.)? How is personnel readiness tracked? Is 

readiness tracked at a level above the squadron?

• Where is the squadron unit control center? Who manages 

it? Is he or she effective? Is the UCC the focal point for 

receiving and disseminating critical information during 

exercises and contingencies? If not, how is information disseminated?

• Obtain a squadron recall roster. Who ensures the recall roster is current? How effective was the last recall?

• What is the wing exercise schedule?

• Who are the squadron EET representatives? Are they trained 

and effective?

• What squadron personnel are assigned as READY augmentees? Does the squadron receive any READY augmentees?

• Who are the squadron disaster control group members?

Operations and Flying

• Who handles scheduling? What are the procedures? How 

are personnel notified?

• What are the alert procedures? 

• What are the training and currency requirements for the 

squadron? Are there any MAJCOM- or wing-directed training requirements? Are you current on the aircraft in this 

squadron?

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264

• Review other training requirements (life support, chemical 

warfare defense equipment, etc.).

• When are training meetings held? Who conducts them?

• Who conducts the operations meetings? What is the schedule?

• How is mission planning conducted and by whom?

• What is the upgrade policy for the squadron?

• How did you deal with delays? Maintenance group versus 

operations group issues? What are the procedures for 

assigning delay codes? Who briefs delays and in what 

forum?

• Review aircraft commander trip and mission reports. Look 

for issues.

• Meet with functionals to discuss your standardization and 

evaluation policy.

• Meet with the chief of Air Force operations resource management system (AFORMS) to discuss any aircrew and mission flight documentation issues.

Standards

• Regarding the following inspections, when were the last 

ones conducted, what were the results, and when is the 

next one scheduled?

o MAJCOM inspections (e.g., ORI, UCI, NSI) 

o Wing safety inspection

o Wing security inspection

o Wing ECAMP inspection

o Wing records inspection

o Squadron self-inspection

• Who is the safety representative for the squadron? Is he or 

she trained and effective? How does he or she ensure personnel follow safety requirements?

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265

Heritage

• What is the history of the squadron? How are squadron personnel made aware of their history?

• Does the squadron have a mascot or a cheer?

• What are the squadron’s recent major accomplishments?

Questions for the Outgoing Commander 

• What initiatives did you try that worked well? Not so well?

• What initiatives are still in-work?

• What initiatives were you not able to start?

• What does the boss like or dislike?

• What disciplinary actions are still in-work?

• What was your schedule like?

• How and when did you schedule your “priorities”?

• What meetings did you attend?

• What are the toughest problems and issues I should expect 

to face during the first few months?

• Which areas do you recommend I focus on initially?

• Who are the key informal leaders in the squadron?

• Who were your “go to” people (inside and outside the squadron)?

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Appendix 2

How to Keep Your Boss Happy

Brig Gen Everett Thomas, 5th Space Launch 

Squadron Commander, 1996–98

The article below was taken from the 2007 Air Force Medical 

Service Handbook for New Commanders. The handbook contains valuable information for commanders in all career fields 

and can be accessed at the following link: https://afkm.wpafb 

.af.mil/DocView.

Years ago, before mentoring was considered the Air Force 

way or even cool, my group commander took the time and cared 

enough to grow young Air Force officers, enlisted, and civilians.

One of the most memorable things this wise commander 

shared was his “How to Keep Your Boss Happy” philosophy. 

Now, I’m privileged to share this philosophy with you. Knowing 

what your boss expects is a clear indication of your ability to get 

things done and communicate.

Here are 11 hints to keep your boss happy:

1. Meet suspenses. One way to really please your boss is to 

get things done on time. If a suspense can’t be met, tell the 

boss. The boss is faced with meeting suspenses also.

2. Give straight answers. When advising or advocating a 

position, don’t hedge. If you don’t know, say so. “I don’t 

know” is much better than an inaccurate response. Most 

commanders, especially the good ones, make decisions on 

what their subordinates or staff tells them.

3. Never, never, never tamper with the truth. No exceptions! This statement goes hand in hand with our core values. Use a four-way test when deciding to relay bad news: 

(1) Is it the truth? (2) Is it fair to all concerned? (3) Will it 

build goodwill and better friendships? (4) Will it be beneficial to all concerned?

4. Three things to do with an instruction. There are three 

things you must do with an Air Force instruction—follow it, 

get a waiver approved, or change it. Nothing else is acceptable. Most bosses don’t know the technical data associated 

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with an AFI. Don’t let the boss go against existing instructions unless these three things have happened.

5. Understand your tasking. If you don’t know what the 

boss asked of you, neither you nor your boss will be satisfied with the end product. You’ll waste time sitting at your 

desk wondering what the boss really wants you to do. 

Sometimes, the boss doesn’t really know either. A little discussion leads to a much more efficient solution. Take the 

time to ask.

6. Be innovative. Don’t be afraid to fail. Show me a person 

who has never made a mistake and I’ll show you a person 

who has never done anything.

7. Be positive. Orient your thinking to completing the mission. Don’t waste time developing theories that defeat the 

goal. Don’t write negative rules. Tell what can be done—not 

what can’t be done. For example, a sign may read “Keep off 

the grass.” Wouldn’t it be better if the sign read “Please use 

the sidewalk?” The negative sign used 15 letters, the positive sign used 16. For one more letter, in a much subtler 

way, you can change attitudes. Try it some time; you may 

like it.

8. Don’t let your boss be surprised. There are very few 

bosses who like to get that phone call or question from 

their supervisor about an important issue only to learn the 

staff hadn’t told him or her about the issue. Keep your boss 

informed. Make the boss look smart. You’ll be rewarded for 

your effort. Confidence in the staff is every boss’ dream.

9. Notify your boss of negative responses. If you are 

required to notify an agency or person above your boss of a 

negative response, take the time to inform your boss. Even 

though your reasons are valid, agencies or persons above 

the boss don’t like to hear no.

10. Don’t hide problems. Problems only get worse with time. 

If you know there is a problem, there is a very good chance 

that someone else does too. I often tell young people this: 

it is not about the mistake, it is about how you recover. In 

essence, do you and others learn from your mistakes?

11. The right to criticize. The performance of people senior 

to you is reserved for your boss. Explain your position to 

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269

your boss and stop there. When a decision is made, you 

carry out the decision.

These 11 hints have worked for me, and I’m sure they will work 

for you. I’m sharing them so our philosophy will, hopefully, guide 

a new generation of Air Force officers, enlisted, and civilians.

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AU-2

Guidelines for Command

Air University Press Team 

Chief Editor 

George Porter

Copy Editor 

Sherry Terrell

Cover Art and Book Design 

Steven C. Garst

Composition and 

Prepress Production 

Mary P. Ferguson

Quality Review 

Mary J. Moore

Print Preparation 

Joan Hickey

Distribution 

Diane Clark

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