1. ANG Note Taker Table of Contents ANG Specific First Sergeant Responsibility Enlisted Force Management Unsatisfactory Participation ANG Training Management ANG Promotion Program ANG Personnel Evaluations Line of Duty Determination Referral Agencies Selective Retention Administrative Reprimands Administrative Demotions Administrative Separations OSI

3. COGNITIVE SAMPLES OF BEHAVIOR: Explain the scope of authority delegated. Distinguish the types of duties first sergeants perform to meet their responsibilities. Explain the first sergeant’s role in the unit.

4. OVERVIEW  Supervisory Chain in the ANG  ANG Unique Issues  Establishing a Plan  Key Relationships

5.  Reporting official – AFI 36-2113, paragraph 14.3  Consistent with Organizational Alignment – Unit Commander – Group Commander – Wing CC – Technician Supervisor  Why is this important to know? MP 1: SUPERVISORY CHAIN

6.  W e have at least two jobs – Civilian – Military  Different Personnel Statuses – AGR, DSG and Technician – State (Title 32) and Federal (Title 10) MP 2: ANG UNIQUE ISSUES

7.  Our Force Only Comes Together 2 Days per Month – What are some of the barriers? – Communication – Time Limitations – Influence – Civilian Job MP 2: ANG UNIQUE ISSUES

8.  How do you overcome these barriers? – Dedication – Commitment – Effort  You only have two days a month to be the model – Integrity, Service, Excellence, Military Image, Military Competence … all the things that make us mission ready  Or do you have more than two days a month? MP 3: ESTABLISHING A PLAN

9.  Full-Time Commitment / Mindset (24/7) – Your wing & unit must know when and how to contact you when you are not on duty Command Post Commanders Chief and Unit personnel – What is your plan for communication? Note: It is a two-way process! MP 3: ESTABLISHING A PLAN

10. Commander Chief of Operations Enlisted Personnel Command Chief (CCC) – Installation functional manager for first sergeants First Sergeant Council Support Agencies Key Squadron Personnel – SORTS monitors & Unit Deployment managers – Unit Career Advisor – Training Managers – Other Squadron program managers (APC, UFPM, Awards & Decs) MP 4: KEY RELATIONSHIPS

11.  Enlisted Field Advisory Council (EFAC) – Enlisted voice of the ANG – Provides feedback on enlisted programs – Anyone can submit an issue – Preferred method is to submit action items through the CCM – Action items are forwarded to the Council – Council made up of Chairperson and Co-chairperson, 6 Regional Coordinators, and advisors from 1 st Air Force and the ANG First Sergeant Functional Manager – This is your way of working issues at the national level MP 4: KEY RELATIONSHIPS

13. SUMMARY Supervisory Chain in the ANG Supervisory Chain in the ANG ANG Unique Issues ANG Unique Issues Establishing a Plan Establishing a Plan Key Relationships Key Relationships

16. COGNITIVE SAMPLES OF BEHAVIOR: Summarize attributes of selected phases of the enlisted force life cycle Explain how personnel force management impacts unit and career survival Predict the effect that enlisted force management techniques have on mission readiness

17. Overview  Objective  Personnel Life Cycle  Employing Force Management  Assignments with ANG  Responsibilities  Unit and Career Survival

18. MP 1: Objective To sustain mission accomplishment by RECRUITING, RETAINING, and REPLACING human resources when appropriate

19. MP 2: Personnel Life Cycle Accession –The process of bringing people into the organization –Builds the workforce based on unit vacancies Recruit to fill vacancies Assign recruits to vacancies –Recruiters are the primary source

20. Training / Education –Specialty Training –Professional Military Education –Professional Continuing Education –Ancillary Training –Civilian Education MP 2: Personnel Life Cycle

21. Utilization –Utilize members in their assigned specialty –Assign duties commensurate with their grade, expertise and capabilities –Communicate mutual expectations MP 2: Personnel Life Cycle

22. Sustainment –Establish and utilize recognition programs Recognize hard work and commitment Reward results when performance is above and beyond what is required –Mentor Prepare members for greater levels of responsibility –Ensure upward mobility Select right people for promotion MP 2: Personnel Life Cycle

23. Replacement –May occur as a result of voluntary or involuntary separations Retirements Selective Retention MP 2: Personnel Life Cycle

24. 3. Utilization 1. Accessions 2. Training 4. Sustainment 5. Replacement MP 2: Personnel Life Cycle

25. MP 3: Assignments Military –UMD – know it! –ANGI 36-2101 – Assignment with ANG –ANGI 36-101 – AGR –Grade Ceilings GradePercent CMSgt100% SMSgt110% MSgt120% TSgt125% SSgtNo restriction

26. MP 3: Assignments Technician –Voluntary Retirement FERS –AGE 55 with 30 years of service CSRS –AGE 50 with 20 years of service –Involuntary Retirement/Retention –Selective non selective on guardsmen is based on the military side TPR 715 states : Federal law requires civilian personnel employed pursuant to 32 U.S.C. 709 (a) to maintain membership in the National Guard as a condition of continued employment and requires prompt termination from the current position upon loss of membership in the Army or Air National Guard. 5 JFHQ send 30 Days notification to member discharge –Reduction in - 5% per year for each under age 62 in retirement (note – for involuntary separation, there is no reduction of 5%)

27. MP 3: Assignments Military Grade Inversion – The military structure is preeminent over the full-time structure and military grade inversion within the full-time work force is not permitted

28. MP 3: Assignments ANGI 36-101 Table 13.1 Manpower Change Request AGR Grade Comparability Table GS/GMWSWLWGHighest Possible AGR Grade Allowed 14,15Officers up to Colonel 11, 12, 13Officers up to Lt Col 9,10,11,127-1611-1314Enlisted up to CMSgt 84-61012Enlisted up to SMSgt Up to 71-3Up to 9Up to 12Enlisted up to MSgt

29. MP 3: Assignments First Sergeants –AFI 36-2113 – Return to old UMD with 2 years over-grade allowed Where next? –Position within your previous AFSC in same grade –Over grade with 2 years –HRA position within wing

30. Enlisted Force Development State and Wing CCM Prof Development Enterprise Leadership Ctr for Creative Ldrshp Gettysburg *ANG has no Base Prof Enhancement course unless done out of hide **NGB/A1 & AF/A8 have 30 Leadership Development Course – Level 1 and 2 going on now – can it continue? Student Flt AFSO 21 Exec Course APPRENTICE, WORKER, JOURNEYMAN, SUPERVISOR, CRAFTSMAN NCO ACADEMY 0 46810121416182022 242628 SENIOR NCO ACADEMY SENIOR NCO ACADEMY 30 CRAFTSMAN, SUPERVISOR, MANAGER 3-LEVEL TECH SCHOOL 5-LEVEL TECH OJT/CDC s SUPERINTENDENT, MANAGER BMTS AIRMAN LEADERSHIP SCHOOL AIRMAN LEADERSHIP SCHOOL CMSGT Assignments 7-LEVEL TECH SCHOOL ANG ENLISTED FORCE MAJCOM CMSGT ORIENTATION ANG CMSGT Exec course CCAF CMSGT MANAGEMENT NOMINATIVE POSITIONS NOMINATIVE POSITIONS JOINT PME – ON LINE BASE PROF ENHANCEMENT COURSE *BASE PROF ENHANCEMENT COURSE BASE PROF ENHANCEMENT COURSE BASE PROF ENHANCEMENT COURSE CMSGT PME CMSGT PME/CLC AIR STAFF/ MAJCOM COURSE AIR STAFF/ MAJCOM COURSE CCM ORIENTATION CCM ORIENTATION BACHELORS DEGREE – LOCAL OR AUABC TACTICAL LEVEL REQUIREMENTS (WORKERS, TRAINERS & SUPERVISORS) TACTICAL LEVEL REQUIREMENTS (WORKERS, TRAINERS & SUPERVISORS) OPERATIONAL LEVEL REQUIREMENTS (SQ THROUGH BASE-LEVEL MANAGERS, LEADERS) OPERATIONAL LEVEL REQUIREMENTS (SQ THROUGH BASE-LEVEL MANAGERS, LEADERS) STRATEGIC LEVEL REQUIREMENTS (MAJCOM & AIR STAFF LEADERS) STRATEGIC LEVEL REQUIREMENTS JFHQ, NGB & AIR STAFF LEADERS)

31. Exercise – Part 1 Based on the info provided, make a decision whether to retain or non-retain: NameMember InfoUMD Slot Chief Jones 26 yrs TIS, 7 yrs in position, 9-levelE-9 (9-level) MSgt Smith 22 yrs TIS, 9 yrs in position, 7-levelE-8 (7-level) MSgt Brady 18 yrs TIS, 4 yrs in position, 7-levelE-7 (7-level) TSgt Thompson 16 yrs TIS, 7 yrs in position, 7-levelE-6 (7-level) TSgt Lynn 20 yrs TIS, 4 yrs in position, 7-levelE-6 (7-level) SSgt Hall 6 yrs TIS, 3 yrs in positionE-5 (5-level) SrA Black 7 yrs TIS, 7 yrs in positionE-5 (5-level) SrA Ball 4 yrs TIS, 4 yrs in positionE-5 (5-level)

32. MP 4: Employing Force Management Reasons –Maintain a strong force –Mandated downsizing / reorganizations Results –Change in life style, skills and jobs –Mission Readiness (Ready force) Communication –Eliminates guessing and the spread of rumors

33. MP 5: Responsibilities Commanders are ultimately responsible for employing personnel force management with the assistance of first sergeants and supervisors

34. MP 6: Unit & Career Survival Applying the principles of personnel force management allows the unit to operate and meet mission requirements while experiencing change

35. Summary Objective Personnel Life Cycle Employing Force Management Responsibilities Unit and Career Survival

38. COGNITIVE SAMPLES OF BEHAVIOR: 1. Describe levels of responsibilities as they pertain to unsatisfactory participation. 2. Explain the processing procedures for an unsatisfactory participant. 3. State the impact that unsatisfactory participation has on unit readiness.

39. Overview  Program Objective  Terms  Key Individual Responsibilities  Administrative Procedures  Administrative Actions  Impact on Readiness  Impact on Member

40. MP 1: Program Objective Encourage Full Participation Resolve Unsatisfactory Participation Problems Ensure Mission Readiness

41. MP 2: Terms Unsatisfactory Participant – Member whose absence is considered unexcused by squadron commander Unsatisfactory Participation – Defined as having 6 or more unexcused absences from scheduled unit training assembly (UTA) periods

42. Unexcused Absence – Member fails to report for the UTA without prior approval – Member is late for the UTA or leaves early without prior approval – Member fails to comply with all provisions of AFI 36-2903 MP 2: Terms

43. MP 3: Key Individual Responsibilities Commander – Brief policies regarding unsat participation – Ensure members understand their obligation for satisfactory participation – Take immediate action to resolve unsat participation problems Fair and consistent

44. First Sergeant – Ensure members understand commander’s policy – Review attendance roster for accountability – Coordinate with supervisors regarding member’s absenteeism – Notify commander of all unexcused absences Ensure unsat participation letter is sent to member MP 3: Key Individual Responsibilities

45. Supervisor – Attempt to contact unexcused member – Inform first sergeant when attempts to contact member are unsuccessful – Counsel member when necessary Member – Plan to attend all required UTA’s – Notify supervisor in advance when circumstances prevent participation – Make-up missed UTA’s MP 3: Key Individual Responsibilities

46. MP 4: Administrative Procedures Notify Member in Writing After Each Missed UTA – Certified memorandum Identify number of unexcused absences Explain consequences, i.e., demotion/discharge actions and cite references Explain acceptable corrective measures

47. MP 5: Administrative Actions Demotion – Commander can initiate action after 6 unexcused absences Discharge – Commander can initiate action after 9 unexcused absences Consider characterization of discharge

48. MP 6: Impact on Readiness Flawed Conclusion Regarding Readiness – War-time planning – Training Morale – Sends a negative message to satisfactory participants – Benefits / Entitlements

49. MP 7: Impact on Member Career Effects – Loss of time, pay and points Benefits / Entitlements Demotions Separations

50. Summary Program Objective Terms Key Individual Responsibilities Administrative Procedures Administrative Actions Impact on Readiness Impact on Member

53. COGNITIVE SAMPLES OF BEHAVIOR: Compare types of Active Duty for Training (ADT). Explain the process for scheduling individuals for active duty for training. Predict the benefits and entitlements received as a result of accomplishing active duty for training. Summarize Inactive Duty for Training. Explain the process for scheduling individuals for Inactive Duty for Training. Explain the responsibilities in processing individuals for Inactive Duty for Training pay.

54. Overview  Objective of Training  Active Duty Training (ADT)  Inactive Duty Training (IDT)  Authorization & Pay  Key Responsibilities  Impact on the Mission

55. MP 1: Objective of Training The objective is to fully qualify members in the authorized grade and position to which they are assigned and ensure all units are trained to the highest state of combat readiness

56. MP 2: Active Duty Training The purpose of ADT is to provide structured individual or unit training and education –Annual Training (AT) –Special Training (ST) –Formal School Training (FST) –Initial Active Duty for Training (IADT) –Military Personnel Appropriations (MPA days) All of the above, to include AEF days, may satisfy a member’s 15-day annual training requirement Note: It is important to remember that our personnel are required to participate in unit fitness activities when they are performing AT

57. MP 3: Inactive Duty Training The purpose of IDT is to maintain combat readiness –Ancillary Training –Upgrade Training –Readiness Requirements (PHAs, shots, 357s) UTA options –Split (SUTA) & Rescheduled (RUTA) –Equivalent Training (EQT)

58. MP 4: Authorization & Pay Authorization of pay, entitlement to retirement points, and any claim or benefit that may arise as a result of military service requires documented evidence that the member was in a duty status

59. Annual Training –Planned for and scheduled –Authorized by a written order Unit Training Assembly –Scheduled by Order of the TAG –Publish the Order –Distribute Order –Post Order Orders provide authorization for duty MP 4: Authorization & Pay

60. Certification provides for payment –(ADT) Certification block on written order Performed at completion of training Certification dates agree with dates on order –(IDT) Accounting for UTA attendance NGB Form 633, Attendance Roster NGB Form 105, Authorization for Individual IDT AF Form 40, Authorization for IDT MP 4: Authorization & Pay

61. Payment comes by direct deposit –Active Duty Training pay (three types) Short-tour (about 15 days after completion) Long-tour (incrementally during tour) Pre-certified (on the date of completion) –Inactive Duty Training pay UTA (about 15 days after UTA) PT/TPPA (about 15 days after the 105s are turned in) Documentation is key Airmen + Pay = Happy Airmen MP 4: Authorization & Pay

62. MP 5: Key Responsibilities Commanders –Active Duty Training Issue written authorization – published order Ensure ADT is appropriately and judiciously assigned to meet mission requirements –Inactive Duty Training Communicate UTA Schedule Establish attendance & participation policy Establish UTA excusal policy –May delegate the authority to certify pay requests – Delegation letter required

63. First Sergeant –Act on behalf of the Commander –Educate attendance policies –Monitor Inactive Duty Training Participation Communicate UTA Schedule Sign Attendance Rosters –Ensure Pay documents are completed and submitted on time –Documentation is critical toward benefits and or discharges MP 5: Key Responsibilities

64. Supervisors –Enforce Policies –Plan and assign ADT to fill requirements –Assist and Certify orders for pay –Account for IDT attendance Members –Comply with Policies –Perform duty as ordered (ADT & IDT) –Ensure pay documents are completed & submitted MP 5: Key Responsibilities

65. Military Pay - FINANCE –Advise first sergeants on pay issues –Check all pay requests for accuracy –Correct problems with pay requests –Process requests for pay –Work with members, supervisors, and first sergeants to resolve pay problems when needed MP 5: Key Responsibilities

66. MP 6: Impact on the Mission Training is planned and productive –Members know when to report –Trainers are prepared to train specific tasks –Training Managers can schedule ancillary training to keep unit MISSION READY Removes Distractions –Members focus on training - Qualified –Leadership can focus on planning – Leadership Skills Members get pay $$ and points –Happy members are easier to retain Unit is MISSION READY

67. Summary Objective of Training Active Duty Training (ADT) Inactive Duty Training (IDT) Authorization & Pay Key Responsibilities Impact on the Mission

70. COGNITIVE SAMPLES OF BEHAVIOR: Explain the ANG promotion policy. Summarize the promotion criteria considered prior to promotion recommendation / non- recommendation. Explain the ANG promotion ineligibility factors.

71. Overview  Promotion Policy  Promotion Criteria  Important Attributes  Ineligibility Factors  Key Promotion Procedures  Deserving Airman Promotions  Exceptional Promotion Program

72. MP 1: Promotion Policy Authority: Chief, National Guard Bureau –Delegated to the State Adjutant General (TAG) –TAGs may further delegate promotion authority for TSgt and below to subordinate Wing commanders

73. Objective: –Identify and promote people with the highest potential for increased responsibility Selection: –Based on duty performance and the potential to assume greater responsibilities MP 1: Promotion Policy

74. Prior to promotion to any grade the immediate commander must recommend the member Recommendation based on evaluation of member’s total performance MP 1: Promotion Policy

75. MP 2: Promotion Criteria Promotion criteria assists commanders in selecting nominees for promotions All criteria for promotion must be satisfied prior to promotion

76. Unit Vacancy Fully Qualified in DAFSC Required Skill Level (PAFSC) TIG TIS Appropriate Level of PME Retainability Requirements MP 2: Promotion Criteria

77. MP 3: Important Attributes Performance Leadership Attitude Contributions Mentorship Potential

78. MP 4: Ineligibility Factors MEB/PEB or is not qualified for world wide duty PT Assessment Failure Selective Retention Unsatisfactory Participation Voluntary Retirement Excess Status or Over-grade

79. MP 5: Key Procedures Emphasis on supervisory and leadership potential as well as demonstrated technical skills when recommending promotion to NCO grades May not be promoted more than one grade at a time –Exception: Promoted to SSgt to attend a commissioning program As authorized upon graduation from high school JR. ROTC Program

80. Promotions may not exceed authorized grade ceilings Supervisor: – Initiates Request First Sergeant –Quality check concerning unfavorable information –Provide feedback to commander MP 5: Key Procedures

81. Squadron Commander –Approve or recommend and forward to approval authority Military Personnel Flight (MPF) –Process Personnel Action Squadron Commander –Conduct a promotion ceremony MP 5: Key Procedures

82. MP 6: Deserving Airman Qualified Deserving Airmen may be promoted without regard to position vacancy –TSgt - 12 years Satisfactory Service –MSgt – 18 years Satisfactory Service Member must be the sole occupant of the UMD position with an authorized grade identical to their current grade

83. MP 6: Deserving Airman Member must be fully qualified in DAFSC Member must satisfy all promotion criteria Member’s qualifications far exceed what is required Member must be assigned to the first available position that will resolve the overgrade status

84. The goal is to provide promotion opportunity for Drill Status Guardsmen (DSG) by allowing those exceptional individuals to attain the ranks of E-8 and E- 9 when UMD authorizations may not exist MP 7: Exceptional Promotions Program (EPP)

85. State controlled program Nominee must be a Drill Status Guardsman Nominee must not be excess to unit requirements Nominee must meet minimum TIG, TIS and AFSC requirements for the grade being promoted to MP 7: Exceptional Promotions Program (EPP)

86. Nominee must have completed SNCOA –In-residence highly desirable Nominee must be within 3 years of qualifying for a Reserve Retirement –At least 17 years satisfactory service Nominee must have 3 years retainability prior to reaching age 60 First Sergeants may be considered MP 7: Exceptional Promotions Program (EPP)

87. Summary Promotion Policy Promotion Criteria Important Attributes Ineligibility Factors Key Promotion Procedures Deserving Airman Promotions Exceptional Promotion Program

90. COGNITIVE SAMPLES OF BEHAVIOR: Explain the purpose of the ANG Enlisted Performance Feedback System Describe the process of completing performance feedback Explain first sergeant responsibilities in the Air National Guard Enlisted Performance Feedback System

91. OVERVIEW  Program Objective  Performance Feedback Process  First Sergeant’s Role  Forms

92. Program Objectives Explain duty performance requirements and responsibilities, establish expectations, and set goals – Who sets duty Performance? Provide periodic, constructive performance feedback to ANG enlisted members – How often?

93. Performance Feedback Process Supervisor’s responsibilities – Conduct initial performance feedback session Explain shop standards Define performance expectations Determine training, personal, and career goals

94. Supervisor’s responsibilities (cont) – Schedule annual performance feedback session for each assigned member At least annually May be more frequent if requested by rater or ratee Scheduled by supervisor – ETS – Birth month – Other suggestions? Performance Feedback Process

95. Supervisor’s responsibilities (cont) – Conduct annual performance feedback session Use AF form 931 or 932 (PFW) – Ratee completes form UTA prior Rater and ratee then compare assessments and notes Focus on strengths as well as areas for improvement Refine goals together as needed Performance Feedback Process

96. Supervisor’s responsibilities (cont) – Conduct annual performance feedback session Ratee and supervisor only get copies Supervisor files PFW Only most recent PFW on file Performance Feedback Process

97. First Sergeant’s Role Speak to your Airmen about PFW’s requirements: – Newcomers briefing – Initial Interview – Great way to discuss shop standards Train supervisors on the intent and process (AFI 36-2113) Monitor compliance with the program for the commander

98. Forms AF Form 931 – AB - TSgt AF Form 931 AF Form 932 – MSgt - CMSgt AF Form 932

99. AF Form 931

101. SUMMARY Program Objective Performance Feedback Process First Sergeant’s Role Forms

103. USAF FIRST SERGEANT ACADEMY I n t e g r i t y - S e r v i c e - E x c e l l e n c e Sustaining the Combat Capability of America’s Air Force Line of Duty Determinations Bellerose

104. COGNITIVE SAMPLES OF BEHAVIOR: Explain the scope of authority delegated. Distinguish the types of duties first sergeants perform to meet their responsibilities. Explain the first sergeant’s role in the unit.

106. LINE OF DUTY DETERMINATION Overview:  Reference  Definition and Purpose  Who it apply to  When determinations are made  Possible LOD determinations  Line of Duty determinations

107. Reference: AFI 36-2910 Line of Duty (LOD) Determination REFERENCES

108. What Is An LOD Determination?  Federal Law requires determination as to whether or not certain injuries or diseases are suffered by military members while in the line of duty (LOD) or as a result of misconduct on the part of the member. DEFINITION AND PURPOSE

109. Purpose: Protects the government against fraudulent injury claims Protects the rights of Air Force Airmen who are injured while in the line of duty. DEFINITION AND PURPOSE

110.  Active Duty members  Air Reserve components to include ANG Members who die, incur or aggravate an illness, injury or disease while:  On Published orders for ANY PERIOD of time or while on Inactive Duty Training (IDT) – UTA, SUTA, BUTA, or PT  Traveling to or from the place the member performs Active Duty Training or Inactive Duty Training (reasonable time 2 hrs) WHO IT APPLIES TO

111.  The death of a member (Admin Determination not Sufficient)  Inability to perform military duties exceeds 24 hours  The likelihood of a permanent disability  Medical treatment of a member (regardless of the military member’s ability to perform military duties)  The likelihood of an ANG member applying for incapacitation pay WHEN DETERMINATIONS ARE REQUIRED

112. – 1. When there is a likelihood an ANG member may apply for incapacitation pay. – 2. When the case involves service aggravated EPTS medical conditions. – 3. When the medical condition involves a disease process such as coronary artery disease, cancer, diabetes mellitus, 6 SITUATIONS APPLY TO ANG

113. – 4. All cardiac conditions, including heart attacks, rhythm disturbances, etc. – 5. When the member has been hospitalized. – 6. When the member requires continuing medical treatment or treatment in a civilian hospital 6 SITUATIONS APPLY TO ANG

114. 1. In Line of Duty 2.Existed Prior to Service (EPTS) 3. Not in Line of Duty -- Not Due to Misconduct 4. Not in Line of Duty -- Due to Misconduct Possible LOD Determinations

115. 1.Administrative Determinations 2.Informal Determinations 3.Formal Determinations 4.Interim LOD for Reserve Members Types of Determinations

116. 1. Administrative Determinations  Made by Medical Officer  Includes: – Existed Prior to Service – Diseases Types of Determinations

117. 2. Informal Determinations  Required when an administrative cannot be made  Appears member was in line of duty and not due to misconduct.  Used when there is no question or further investigation may not be necessary. Example: Injury resulting from falling on a wet floor while on duty and no misconduct. Types of Determinations

118. 3. Formal Determinations  Used when neither administrative or informal determination cannot be used.  Requires additional investigation to make the final determination. Example: Mechanic falling from an aircraft, after becoming intoxicated during lunch. Types of Determinations

119. Responsibilities  Air Force Medical Facility  LOD Process initiated by a medical officer’s review  Administrative Determination can be made  Immediate Commander  Unit commander or senior commander present  Investigate the circumstance of the case  Fill out items 13-17 on the back of AF Form 348  Request an interim LOD if required  Send the AF Form 348 to the Appointing Authority, through the SJA.  Appointing Authority  The senior Commander present (May be the immediate Commander)  Responsible for reviewing the AF Form 348 and taking the following actions:  Coordinate through SJA and ensure Formal Determinations are made when required  Assign a Investigating Officer in formal determinations.  Concur with the immediate commander if appropriate.  MPF Special Actions Section  Acts on behalf of the appointing authority  Sets up suspense’s and monitors progress

120. Responsibilities  Staff Judge Advocate  Reviews the commander’s recommendation for legal sufficiency's and conduct  Coordinates to ensure a formal investigation is completed when appropriate  Concur/ not concur with the recommendation  Investigating Officer Conducts the investigation IAW 36-2910, attachment 3  Reviewing Authority  Senior commander present (Can be the appointing authority)  Can return file for further investigation is warranted  If no further actions required, forwards case to the approving authority  Approving Authority  TAG  Can return file for further investigation is warranted

121. LOD Determination Packages:  Medical documentation to support the claim  Ensure AF Form 348 is legible and completed properly (including signatures)  Documentation establishing the members status at the time of the claim  A unit legal review is helpful, but not required  AF Form 422, when available  Submit in original and 4 copies LOD Determination Package

122. Application Scenarios:  Make a Line of Duty determination for each situation  Justify your decision LINE OF DUTY DETERMINATION

123. Scenario 1: MSgt Cavalier slipped while coming down the stairs outside the office. It had been raining and water had collected on the landing between the flights of stairs. He twisted his knee and will probably require surgery. Is a LOD required? Why or Why Not? LINE OF DUTY DETERMINATION

124. Scenario 2: CMSgt Granato went to a pizza restaurant for lunch with another NCO. TSgt Anderson had three glasses of beer with the pizza. Thirty minutes after reporting back to work, TSgt Anderson fell from scaffolding while working on an aircraft engine. He sustained significant trauma to his back and missed two days of work. Is a LOD required? Why or Why Not? LINE OF DUTY DETERMINATION

125. Scenario 3: SrA Gatt was returning from a party Saturday night when she lost control of her car and hit a tree. She suffered a concussion and two broken ribs. Her blood-alcohol level was slightly above the threshold of legal intoxication. SrA Tucker was hospitalized for three days and returned to limited military duty on Wednesday. Is a LOD required? Why or Why Not? LINE OF DUTY DETERMINATION

126. Scenario 4: MSgt Kerr was enroute home from a UTA weekend. He left the unit immediately after the final training period. Ten minutes after leaving, his automobile was struck by another car that had run a stop sign. MSgt Daniels suffered a broken leg and facial lacerations. He was hospitalized overnight, and under the direction of his civilian physician, missed two days at his civilian job. Is a LOD required? Why or Why Not? LINE OF DUTY DETERMINATION

127. LOD require Prompt and Accurate Action!  Failure to process an LOD or misconduct can prompt a formal investigation  Can delay processing of disability retirement or separation causing hardship IT IS YOUR DUTY FIRST SERGEANT TO TAKE CARE OF YOUR AIRMEN AND OUR UNITED STATES AIR FORCE LINE OF DUTY DETERMINATION

128. What do you think now? LOD yes or no???

129. Summary  Reference  Definition and Purpose  Who it apply to  When determinations are made  Possible LOD determinations  Line of Duty determinations

130. I n t e g r i t y - S e r v i c e - E x c e l l e n c e Sustaining the Combat Capability of America’s Air Force

132. COGNITIVE SAMPLES OF BEHAVIOR: Summarize responsibilities for effective utilization of referral agencies. Explain the services provided by on and off base referral agencies. Illustrate the value of using referral agencies

133. Overview Benefits of Referral Agencies First Sergeant Responsibilities Referral Agencies Responsibilities On and Off Base Referral Agencies Impact on Member and ANG

134. MP 1: Benefits of Referral Agencies Assist First Sergeant with Problem Resolution Provide the Right Resources to Resolve Problems Educate Members in Problem Solving Techniques

135. MP 2: First Sergeant Responsibilities Counsel –Identify That There is a Problem –Know Own Limitations Refer –Beyond Your Expertise –Your Efforts Have Failed Document –Why? What? How?

136. MP 3: Referral Agency Responsibilities Counsel Confidentiality Provides an Environment Free of Workcenter Distractions No Reprisal

137. MP 4: Base Referral Agencies Military Equal Opportunity Program (MEO Office ) –Improve mission effectiveness by promoting an environment free from personal, social, or institutional barriers that prevent Air Force members from rising to the highest level of responsibility possible based on their individual merit, fitness, and capability –Encourages use of chain-of-command –Deals with unlawful discrimination & sexual harassment Define - Quid pro quo & hostile environment –Commanders must establish ZERO TOLERANCE –Commanders must investigate informal complaints and report demographics to the MEO Office

138. Chaplain –Assists members with matters of the heart & spirit –Partner in suicide prevention & intervention –Provides marriage counseling –Counseling for those who are suffering illness –Many other benefits … confessional mentality IG Office –Outside the chain-of-command –Encourages use of the chain-of-command –Deals in Fraud, Waste, & Abuse Not otherwise specified as an MEO complaint MP 4: Base Referral Agencies

139. Let’s name some other Base Referral Agencies … MP 4: Base Referral Agencies

140. Let’s name some other Base Referral Agencies … –Family Readiness Group (FRG) –Medical Group –Legal Office (JAG) –Finance Which Others can you name? MP 4: Base Referral Agencies

141. MP 4: Off-Base Referral Agencies Employer Support of the Guard and Reserve (ESGR) Employer Support of the Guard and Reserve (ESGR) Military One Source United Way Local Police Department Social Services Civilian Legal Services Battered Women / Men Homes Local Churches

142. MP 5: Impact on Member Receive Help for their problem Free of Distracter Mission Readiness Improved Morale Motivation Better Citizens and Members of ANG

143. Helps to Alleviate Distracters Promotes Unit Morale Enhances Unit Readiness and Mission Effectiveness MP 5: Impact on Member

144. Summary Benefits of Referral Agencies First Sergeant Responsibilities Referral Agencies Responsibilities On and Off Base Referral Agencies Impact on Member and ANG

147. COGNITIVE SAMPLES OF BEHAVIOR: Explain the purpose of the selective retention program. Summarize the selective retention responsibility levels. Explain the purpose of the selective retention board.

148. Overview  Policy  Responsibilities  Consideration Criteria  Board Preparation  Board Appointment / Composition  Board Process  Post Board Action  Impact

149. MP 1: Policy Purpose – To avoid loss of combat readiness from a maturing force Applies to all Members who are Retirement Eligible – Exception: General Officers

150. MP 2: Responsibilities National Guard Bureau – Develop Policies Air National Guard Readiness Center – Monitors program and provides procedural guidance Adjutants General (TAG) – Implement policies – Establish an effective state personnel force management program

151. Military Personnel Flight (MPF) – Function as Wing OPR for program Squadron Commander – Receive roster from MPF – Review roster – Comply with instructions and return to MPF – Give strong consideration to personnel force management MP 2: Responsibilities

152. MP 3: Consideration Criteria Retirement Eligible On or Before 1 January of the Year the Board Convenes Are Not Otherwise Scheduled to be Separated between 1 Jan - 31 Dec – Maximum age – Medical disqualification – Retirement – Denied Reenlistment

153. MP 4: Board Preparation State Headquarters – Furnish list to MPF and squadron commanders NLT 20 February – Determine board dates (May or June) Commanders – Brief members of selective retention recommendation NLT 31 March – Have members initial next to name on list and commander signs the bottom of list – Ensure NGB FM 27’s are accomplished on members to be recommended for non-retention

154. MP 5: Board Appointment / Composition Appointed by Special Order – Members appointed NLT 20 April – Three to five members – President of board is senior in rank to board members – Voting members senior in rank to individuals being considered – Separate officers and enlisted boards

155. MP 6: Board Process Oath or Affirmation is Administered Board Reviews: – NGB FM 27 (as required) – Records review RIP – Individual letter Board Makes Recommendation to TAG – NLT 15 July

156. MP 7: Post Board Action TAG Reviews Recommendations – Approves / Disapproves Informs member in writing NLT 15 Aug Non-retained members may submit for reconsideration – Submit NLT 15 September – Must reach TAG by 30 September – No appeal beyond the TAG TAG decision on reconsideration is final – Member informed of final decision NLT 31 October

157. MP 8: Impact To ensure a quality force, stable promotions, and maintain a viable force for mobilization

158. Timeline 20 Feb31 Mar 20 Apr 15 Jul 15 Aug 15 Sep30 Sep 31 Oct 31 Dec JFHQ Furnish List to FSS Brief Member NLT State Appoints Board Board Recommendation to TAG Board Notify Member Member May reconsider Letter Reach TAG No Appeal Beyond

159. Summary Policy Responsibilities Consideration Criteria Board Preparation Board Appointment / Composition Board Process Post Board Action Impact

160. Exercise – Part 1 Remember this slide from the other day? NameMember InfoUMD Slot Chief Jones 26 yrs TIS, 7 yrs in position, 9-levelE-9 (9-level) MSgt Smith 22 yrs TIS, 9 yrs in position, 7-levelE-8 (7-level) MSgt Brady 18 yrs TIS, 4 yrs in position, 7-levelE-7 (7-level) TSgt Thompson 16 yrs TIS, 7 yrs in position, 7-levelE-6 (7-level) TSgt Lynn 20 yrs TIS, 4 yrs in position, 7-levelE-6 (7-level) SSgt Hall 6 yrs TIS, 3 yrs in positionE-5 (5-level) SrA Black 7 yrs TIS, 7 yrs in positionE-5 (5-level) SrA Ball 4 yrs TIS, 4 yrs in positionE-5 (5-level)

161. Now who would you retain or non-retain? NameMember InfoSlot Chief Jones 26 yrs TIS, 7 yrs in position, 9-level, SNCOA complete, wants to stay in ANG, completes additional duties, good leader, good appearance, DSG E-9 MSgt Smith 22 yrs TIS, 9 yrs in position, 7-level, SNCOA failed – re-take, expects to make Chief and retire at 55, normally completes additional duties, decent leader, Technician 48 yrs old E-8 MSgt Brady 18 yrs TIS, 4 yrs in position, 7-level, SNCOA complete, good leader, completes additional duties, wants to retire at 20 yrs, Irritated about upward mobility. Has been told MSgt Smith has more TIG/TIS so wait. DSG E-7 TSgt Thompson 16 yrs TIS, 7 yrs in position, 7-level, NCOA complete, average leader, completes most additional duties, wants to stay in the ANG, DSG E-6 TSgt Lynn 20 yrs TIS, 4 yrs in position, 7-level, NCOA not complete, average leader, Unit Career Advisor …provides no career counseling & behind schedule on documentation, wants to stay in the ANG, DSG E-6 SSgt Hall 6 yrs TIS, 3 yrs in position, 5-level, NCOA not complete, good leader, has one year left on an extension, planning to get out, DSG E-5 SrA Black 7 yrs TIS, 7 yrs in position, ALS not completed, staying in because he is full-time technician, starting to have a weight problem. Runs the bar at the base refreshment center. E-5 SrA Ball 4 yrs TIS, 4 yrs in position, ALS not completed, wants to stay in ANG until his degree is completed, looks up to SrA Black as the cool technician! E-5

164. COGNITIVE SAMPLES OF BEHAVIOR: Explain the purposes/uses of administrative reprimands. Summarize the first sergeant responsibilities in the administrative actions process. Summarize administrative action process. Predict the effect of corrective actions on unit personnel.

165. Overview  Definition / Purpose  Authority  Format  Disposition

166. MP 1: Definition/Purpose Definition: An adverse administrative action used as a management tool that is more severe than a counseling or admonishment. Purpose: To Correct Substandard Behavior

167. MP 2: Authority Inherent Responsibility – Commanders, supervisors, other persons in authority…. …First Sergeants!

168. The Continuum of Discipline PreventivePunitiveCorrective Verbal Admonition Written Counseling Verbal Counseling Written Admonition Written Reprimand Verbal Reprimand Article Fifteen Courts Martial Use the least amount of discipline needed to correct the behavior For repeat offenses, increase the discipline, increase the rank or position of the giver, or both. Counseling – Informs the member of perceived improper behavior; open communication Admonition – Official displeasure or censure; cautionary advice Reprimand – Written rebuke; strong message of official censure

169. MP 3: Format Offense Improvement expected – What may result if no improvement Privacy Act statement Member’s acknowledgment and notice to submit a response Disposition of letter after consideration of the response

170. MP 4: Disposition No Mandated Timeframe – Up to person administering the reprimand – Considerations: The offense committed The person who is being reprimanded – Where are they filed?

171. Summary Definition / Purpose Authority Format Disposition

174. COGNITIVE SAMPLES OF BEHAVIOR: Explain the purposes/uses of administrative demotions. Describe the first sergeant's responsibilities in the administrative demotion Describe the administrative demotion process. Predict the effect of administrative demotions on unit personnel.

175. Overview  Demotion Policy  Demotion Authority  Reasons for Demotion  Demotion Process

176. MP 1: Demotion Policy Administrative not Punitive – Administrative can be used to correct behavior – Punitive demotion is to punish the member Must Not be Used in Lieu of Disciplinary Actions Punishable Under the Appropriate SCMJ/UCMJ Applies to Grades E-2 through E-9 Used as a Corrective Tool

177. Basis for Demotion – Must Occur During Members Current Enlistment / Extension Demotion Action – Must Be Completed During Enlistment / Extension – Demotion action must reflect member’s appropriate grade MP 1: Demotion Policy

178. MP 2: Demotion Authority The State Adjutant General (TAG) Exercises Demotion Authority – May delegate demotion authority to wing / group commanders for TSgt & below – Squadron commanders recommend demotion action

179. MP 2: Demotion Authority Authority Must be Convinced – Must have sufficient reason – Demotion authority may consider everything in member’s file – Does not have to determine what may be admissible in court WHY NOT?

180. MP 3: Reasons For Demotion Failure to Fulfill NCO Responsibilities Unsatisfactory Participation Failure to meet fitness standards

181. MP 3: Reasons for Demotion Failure to Complete Training Failure to Attain and Maintain Grade/Skill Relationship Voluntary Change of Assignment AGR Priority Placement Program Position Declination Expiration of ANGI 36-2101, Assignments Within the ANG-Overgrade Status

182. MP 4: Demotion Process Immediate Commander – Consult with servicing Staff Judge Advocate – Inform member in writing in person or by certified mail State specific reasons Provide facts Inform member of right to legal counsel Provide concurrence instructions Provide acknowledgement of receipt instructions

183. Member – Acknowledge receipt within specified time – Consult with counsel before electing to concur or nonconcur with recommendation – Submit documentation on his / her behalf within specified time – May request personal interview with immediate commander MP 4: Demotion Process

184. After Assessment of Member’s Response the Immediate Commander Could: – Terminate Action – Forward to MPF MPF Reviews Package then Forwards Package to the Demotion Authority MP 4: Demotion Process

185. Demotion Authority – Legal review – Render decision – Return to MPF MPF – Notifies the immediate commander of decision – Sends squadron/member a copy of demotion order MP 4: Demotion Process

186. Summary Demotion Policy Demotion Authority Reasons for Demotion Demotion Process

189. COGNITIVE SAMPLES OF BEHAVIOR: Explain the purposes/uses of administrative separations. Describe the first sergeant's responsibilities in the administrative separation process. Summarize the administrative separation process. Predict the effect of administrative separations on unit personnel.

190. Overview  Separation Policy  Separation Authority  Characterization of Service  Voluntary Separation  Involuntary Separation  Administrative Discharge Board

191. MP 1: Separation Policy Separation procedures promote readiness and strengthen our standard of military service by separating members who fail to meet our standards of performance, conduct and / or discipline. – Separates airmen in a orderly fashion – Helps achieve authorized force levels

192. MP 2: Separation Authority The State Adjutant General (TAG) Wing Commander – If delegated Squadron Commander – Approval/Disapproval – Recommends Wing OPR – MPF

193. MP 3: Characterization of Service Considerations for Characterization of Service: – Quality of service – Conduct – Pattern of behavior – Age, length of service, grade, physical and mental condition and standards of acceptable conduct and performance of duty. Honorable Under Honorable Conditions (General) Under Other Than Honorable Conditions (UOTHC) – may require SecAF approval Reenlistment Eligibility

194. MP 4: Voluntary Separation Voluntary separation provides opportunities for enlisted members to leave the military at their own request. – Commander Reviews all requests Approves / Disapproves Recommends

195. Expiration of Term of Service (ETS) Incompatible Status Immediate Reenlistment Conditional Release Retirement Resignation Dependency or Hardship Pregnancy or Childbirth MP 4: Voluntary Separation

196. MP 5: Involuntary Separation Preprocessing Considerations – Chance to overcome deficiencies? Were corrective actions taken and documented? – More appropriate action? – Board entitled? – Separation due to misconduct?

197. For the Convenience of the Government – Selective Retention – Unsatisfactory Participation – Parenthood – Conditions That Interfere with Military Service – Failure to Reply to Official Correspondence – Failure to Comply with Requirements for a Medical Examination MP 5: Involuntary Separation

198. Physical Disqualification Medical issues Substandard (Unsatisfactory) Performance – Duty performance – Dress and personal appearance – Unsanitary habits – Personal finances – Fitness Misconduct MP 5: Involuntary Separation

199. MP 6: Administrative Discharge Board Board Eligible – Characterization is UOTHC – 6 or more years of satisfactory service for retirement – Homosexual conduct (regardless of characterization) Notification Process – Letter of Notification (LON) required LON will include whether member is entitled to a board Follow guidance in AFI 36-3209 – Members may waive board

200. Purpose: – Fact finding Function: – Administrative Duties – Develop / review information – Reach findings and make recommendations Appointing Authority is TAG MP 6: Administrative Discharge Board

201. Summary Separation Policy Separation Authority Characterization of Service Voluntary Separation Involuntary Separations Administrative Discharge Board

204. COGNITIVE SAMPLES OF BEHAVIOR: Explain the role of the AFOSI Recognize scenarios when AFOSI should be contacted Understand what information a First Sergeant should provide AFOSI

205. OVERVIEW  Who OSI is  What OSI can do for you  What you can do for OSI  What OSI and you can do together

206. MP 1: Who is OSI Patterned after FBI Criminal Fraud Counterintelligence Consolidated investigative services under SECAF Field Operating Agency Under SAF/IG direction/guidance District (Geographically Aligned)

207. MP 1: Who is OSI MAJCOM Aligned (Regions) / Sqs & Detachments Primary Base Interface AF focal point for working w/ U.S. and foreign law enforcement and security services to provide timely/accurate threat info AFOSI Mission: Identify, exploit and neutralize criminal, terrorist and intelligence threats to the U.S. Air Force, Department of Defense and U.S. Government.

208. MP 1: Who is OSI A federal law enforcement agency conducting investigations and operations throughout the spectrum of conflict: Warfighting - Conducts, in hostile/uncertain environments, Counter Threat Operations (CTO) to find, fix, track, neutralize enemy threats Federal LEA - Criminal investigations, counterintelligence (CI), specialized investigative activities, protective service ops, & integrated Force Protection for AF Intelligence Community contributors - Collections and operational work in the areas of our mission sets

209. MP 1: Who is OSI Brief Recap: In-garrison - Felony-level investigations & CI/FP Deployed - CI/FP/CT/AT Support to Deployed CCs Inside & Outside the Wire…in garrison and deployed…to find answers to questions which reduce/neutralize threats critical to Air Force, DoD, and US Govt leaders/decision makers

210. MP 1: Who is OSI Law Enforcement (LE): AF’s only federal law enforcement capability Counterintelligence (CI): AF’s only org authorized to conduct CI Deployed: AF’s only “outside the wire” Counter-Threat operations capability Analytical Capability: Fusion of CI, Counter-Terrorism & LE intelligence Cyber Expertise: Nation’s top Cyber intrusion investigators & forensic experts Polygraph services: AF’s only Polygraph and Credibility Assessment (PCA) capability

211. MP 2: What OSI can do for you Good Order and Discipline Bring your Airmen home safely Provide training Use us— we have access to info that can help your CC May not be OSI case but may be able to cut through red tape Support to ANG and AFRC

212. MP 3: What you can do for OSI Arbiter between your commander and us Be there for your Airmen when the interview over Be there for the agent(s) working your case Call us early and often Let OSI know what the “rumor mill” is generating Give OSI opportunities to train and work with your Airmen Insure required reportable CI info is relayed to OSI Let OSI speak with your “borderline” Airmen

213. MP 4: What we can do together Two-way intel Synergistic relationship built on trust Relationships…welcome Superintendents to your group Visit your OSI detachment Welcome the Super to your council Training initiatives

215. SUMMARY  Who OSI is  What OSI can do for you  What you can do for OSI  What OSI and you can do together