DAFI36-2670

BY ORDER OF THE

SECRETARY OF THE AIR FORCE

DEPARTMENT OF THE AIR FORCE

INSTRUCTION 36-2670

25 JUNE 2020

Incorporating Change 7, 7 MAY 2024

Personnel

TOTAL FORCE DEVELOPMENT

COMPLIANCE WITH THIS PUBLICATION IS MANDATORY

ACCESSIBILITY: Publications and forms are available for downloading and ordering on the

e-Publishing website at www.e-Publishing.af.mil.

RELEASABILITY: There are no releasability restrictions on this publication.

OPR: AF/A1D Certified by: SAF/MR

Supersedes: AFI36-2640, 30 August 2018

AFI36-2624, 9 October 2018

AFI36-2656, 23 July 2018

AFI36-2651, 3 January 2019

AFI36-401, 31 May 2018

AFI36-2649, 1 October 2014

AFI36-2648, 28 March 2018

AFI36-2305, 5 October 2017

Pages: 251

This instruction implements Title 10 United States Code (USC), Sections (§) 2005, Advanced

Education Assistance: Active Duty Agreement; Reimbursement Requirements; 10 USC § 2007,

Payment of Tuition for Off-Duty Training or Education; Department of Defense Instruction

(DoDI) 1322.29, Job Training, Employment, Employment Skills Training, Apprenticeships and

Internships (JTEST-AI) for Eligible Service Members; and Presidential Executive Order 13607,

Establishing Principles of Excellence for Educational Institutions Serving Service Members,

Veterans, Spouses, and Other Family Members. It also implements 10 USC § 9415, Community

College of the Air Force: associate degrees; and 10 USC § 9417, Degree Granting Authority for

Air University. Finally, this instruction implements Air Force Policy Directive (AFPD) 36-26,

Total Force Development. It has been developed in collaboration between the Deputy Chief of

Staff for Manpower, Personnel and Services (AF/A1), the Deputy Chief of Space Operations for

Human Capital (SF/S1), the Chief of the Air Force Reserve (AF/RE) and the Director of the Air

National Guard (NGB/CF), and applies to uniformed members of the Regular Air Force (RegAF),

United States Space Force, Air Force Reserve, Air National Guard, and Department of the Air

Force civilians. This publication provides directive guidance on personnel policy for executing

total force development. It includes personnel policy on career enhancement programs,

2 DAFI36-2670 25 JUNE 2020

developmental education, and training programs; directive guidance on voluntary education

programs and develops policy for the Community College of the Air Force (CCAF); the objectives,

requirements, and assigned responsibilities for the conduct and administration of training,

education, and professional development for appropriated fund and non-appropriated fund

civilians; and directive guidance on how to classify and code educational levels, education

specialties, education subspecialties, and the method used to obtain education levels for the

Military Personnel Data System. It is used according to 5 USC § 4118, Regulations by

management of civilian training functions for appropriated fund and non-appropriated fund

civilians. Finally, it establishes Department of the Air Force (AF) guidance for determining needs;

validating requirements; financial planning; obtaining resources; and evaluating, documenting,

and reporting training. This instruction requires the collection and or maintenance of information

protected by the Privacy Act of 1974 authorized by 5 USC § 552a; 10 USC Section 9013; and

Executive Order 13478, Amendments to Executive Order 9397 Relating to Federal Agency Use

of Social Security Numbers. The applicable system of records notices (SORNs) F036 AF PC C,

Military Personnel Records System; F033 AF B, Privacy Act Request File; F036 AF PC Q,

Personnel Data System; F036 AFMC D, Education and Training Management System; F036 AF

A1 A, Air Force Automated Education Management System, and F036 AETC L, Community

College of the Air Force Student Transcript, Administration, and Records System are available at:

http://dpclo.defense.gov/Privacy/SORNs.aspx. Refer recommended changes and questions

about this publication to the Office of Primary Responsibility listed above using the DAF Form

847, Recommendation for Change of Publication; route DAF Forms 847 from the field through

the appropriate functional chain of command. The authorities to waive wing/unit level

requirements in this publication are identified with a Tier (“T-0, T-1, T-2, T-3”) number following

the compliance statement. See DAFI 90- 161, Publishing Processes and Procedures, Table A10.1

for a description of the authorities associated with the Tier numbers. Submit requests for waivers

through the chain of command to the appropriate Tier waiver approval authority, or alternately, to

the requestor’s commander for nontiered compliance items. Ensure that all records created as a

result of processes prescribed in this publication are maintained in accordance AFI 33-322,

Records Management and Information Governance Program, and disposed of in accordance with

Air Force Records Disposition Schedule, which is located in the Air Force Records Information

Management System. The use of the name or mark of any specific manufacturer, commercial

product, commodity, or service in this publication does not imply endorsement by the Air Force.

Compliance with the attachments in this publication is mandatory.

SUMMARY OF CHANGES

Interim change 1 deleted paragraph 6.9, “Air Force Credentialing Program,” which is now

published in DoDI1322.33_DAFI36-2683, Department of the Air Force Voluntary Credentialing

Programs. Interim change 2 deleted Chapter 7, “Community College of the Air Force,” which is

now published in DAFI 36-2688, Community College of the Air Force. Interim change 3 removed

Chapter 8, “Education Classification and Coding Procedures,” which is now published in DAFI

36-2678, Education Classification and Coding. Interim change 4 removed Chapter 4, “Air Force

Training Program,” Attachments 22 – 29, and DAF Forms 623, 623a, 523b, 797, 803, 898, 1098,

1256, 1320A, and 2096, and the new guidance is published in DAFMAN 36-2689, Training

Program. Interim change 5 removed Chapter 5 “Civilian Training, Education and Professional

Development,” which is now published in DAFMAN 36-2687, Civilian Development. Interim

DAFI36-2670  25 JUNE 2020  3 
change,  IC-6,  removed  elements  of  officer  development  contained  within  Chapter  3, 
“Developmental  Education”  and  Attachments  19 and 20. The  new guidance can  be found in 
DAFMAN 36-2686, Officer Development.  Interim Change 7 deletes paragraph 6.11, “Post-9/11 
GI Bill” and this policy is now published in DoDI 1341.13_DAFI36-3038 Post-9/11 GI Bill.  A 
margin bar (|) indicates newly revised material. 
 
Chapter 1—EXECUTING TOTAL FORCE DEVELOPMENT    7 
1.1.  Overview. .................................................................................................................   7 
1.2.  Overarching Roles and Responsibilities. .................................................................   7 
1.3.  Population and Synchronization Panels. ..................................................................   17 
Figure  1.1.  Force Development Institutional Governance Structure. .........................................   19 
1.4.  RegAF Officer and Department Of The Air Force Civilian Development Teams. .   19 
1.5.  RegAF Enlisted Force Development. ......................................................................   24 
1.6.  Executing Air Force Reserve Force Development. .................................................   31 
1.7.  Air Force Reserve Development Teams. .................................................................   46 
Table  1.1.  DT Phases of Operation. ..........................................................................................   51 
1.8.  Executing Air National Guard Force Development (Applies To Air National 
Guard). .....................................................................................................................   51 
1.9.  DSE. .........................................................................................................................   56 
Chapter 2—THE CAREER ASSISTANCE ADVISOR, FIRST TERM AIRMEN CENTER 
AND ENLISTED PROFESSIONAL ENHANCEMENT PROGRAMS    57 
2.1.  Overview. .................................................................................................................   57 
2.2.  Air National Guard Overview: .................................................................................   59 
2.3.  Air Force Reserve Overview: ..................................................................................   60 
2.4.  Career Assistance Advisor Program. .......................................................................   63 
2.5.  Enlisted Professional Enhancement Programs For RegAF. .....................................   65 
2.6.  Air National Guard Unit Career Advisor. ................................................................   67 
2.7.  Air National Guard Career Motivation Program. ....................................................   69 
2.8.  Air Force Reserve Retention Program. ....................................................................   71 
Table  2.1.  Completing Air Force Form 158. (T-3). ..................................................................   74 
2.9.  Resources and Reports. ............................................................................................   74 
Chapter 3—DEVELOPMENTAL EDUCATION    78 
3.1.  Overview-Developmental education. ......................................................................   78 
3.2.  Program Roles and Responsibilities. .......................................................................   78 

4  DAFI36-2670  25 JUNE 2020 
3.3.  (DELETED)  ............................................................................................................   87 
Table  3.1.  (DELETED)  ............................................................................................................   89 
Table  3.2.  (DELETED)  ............................................................................................................   89 
3.4.  Total Force Enlisted Professional Military Education. ............................................   89 
3.5.  Air Force Reserve Enlisted Developmental Education Program. ............................   100 
3.6.  Air National Guard Enlisted Developmental Education Program. ..........................   103 
Chapter 4—DELETED AIR FORCE TRAINING PROGRAM    107 
4.1.  (DELETED)  ............................................................................................................   107 
Figure  4.1.  (DELETED)  ............................................................................................................   109 
Figure  4.2.  (DELETED)  ............................................................................................................   109 
4.2.  (DELETED)  ............................................................................................................   109 
Table  4.1.  (DELETED)  ............................................................................................................   110 
Table  4.2.  (DELETED)  ............................................................................................................   113 
4.3.  (DELETED)  ............................................................................................................   114 
4.4.  (DELETED)  ............................................................................................................   114 
Table  4.3.  (DELETED)  ............................................................................................................   114 
4.5.  (DELETED)  ............................................................................................................   116 
4.6.  (DELETED)  ............................................................................................................   117 
Table  4.4.  (DELETED)  ............................................................................................................   126 
Table  4.5.  (DELETED)  ............................................................................................................   126 
Table  4.6.  (DELETED)  ............................................................................................................   127 
4.7.  (DELETED)  ............................................................................................................   128 
4.8.  (DELETED)  ............................................................................................................   132 
Chapter 5—(DELETED) DELETED    133 
5.1.  (DELETED)  ............................................................................................................   133 
5.2.  (DELETED)  ............................................................................................................   137 
Table  5.1.  (DELETED)  ............................................................................................................   137 
5.3.  (DELETED)  ............................................................................................................   138 
5.4.  (DELETED)  ............................................................................................................   139 
Chapter 6—VOLUNTARY EDUCATION PROGRAM    140 
6.1.  Program Description and Purpose. ..........................................................................   140 
6.2.  Responsibilities. .......................................................................................................   141 

DAFI36-2670  25 JUNE 2020  5 
6.3.  Program Management. .............................................................................................   148 
6.4.  Resources and Infrastructure Management. .............................................................   151 
6.5.  Military Tuition Assistance Program Management. ................................................   152 
6.6.  Testing Programs. ....................................................................................................   163 
6.7.  Counseling Services. ................................................................................................   164 
6.8.  Air Force Reserve Tuition Assistance Program and Air National Guard Program. 
(T-1) .........................................................................................................................   167 
6.9.  DELETED ...............................................................................................................   175 
6.10.  SkillBridge Program. ...............................................................................................   178 
6.11.  DELETED. ..............................................................................................................   181 
Chapter 7—(DELETED) DELETED    186 
7.1.  (DELETED)  ............................................................................................................   186 
7.2.  (DELETED)  ............................................................................................................   186 
Table  7.1.  (DELETED)  ............................................................................................................   187 
7.3.  (DELETED)  ............................................................................................................   187 
7.4.  (DELETED)  ............................................................................................................   187 
7.5.  (DELETED)  ............................................................................................................   188 
7.6.  (DELETED)  ............................................................................................................   188 
Chapter 8—(DELETED) DELETED    189 
8.1.  (DELETED)  ............................................................................................................   189 
8.2.  (DELETED)  ............................................................................................................   189 
8.3.  (DELETED)  ............................................................................................................   190 
8.4.  (DELETED)  ............................................................................................................   190 
8.5.  (DELETED)  ............................................................................................................   191 
Attachment 1—GLOSSARY OF REFERENCES AND SUPPORTING INFORMATION    192 
Attachment 2—FORCE DEVELOPMENT CHART    216 
Attachment 3—FUNCTIONAL AUTHORITY RANK/GRADE/POSITION WAIVER 
MEMORANDUM TEMPLATE    217 
Attachment 4—FUNCTIONAL AUTHORITY ALIGNMENT TABLES    218 
Attachment 5—FUNCTIONAL ADVISORY COUNCIL CHARTER GUIDELINES    224 
Attachment 6—FA/FM/DT CHAIR APPOINTMENT NOTIFICATION MEMORANDUM 
TEMPLATE    226 

6  DAFI36-2670  25 JUNE 2020 
Attachment 7—CAREER FIELD PYRAMIDS    227 
Attachment 8—REGULAR AIR FORCE (REGAF) DEVELOPMENT TEAM CHARTER 
GUIDELINES    229 
Attachment 9—DEVELOPMENT TEAM BATTLE RHYTHM (REGULAR AIR FORCE)    230 
Attachment 10—CAREER FIELD MANAGER APPOINTMENT TEMPLATE    231 
Attachment 11—CAREER FIELD MANAGER GRADE WAIVER MEMORANDUM 
TEMPLATE    232 
Attachment 12—CIVILIAN LEADERSHIP DEVELOPMENT CONTINUUM    233 
Attachment 13—DEVELOPMENT TEAM CHAIR RANK/GRADE WAIVER 
MEMORANDUM TEMPLATE    234 
Attachment 14—DEVELOPMENT TEAM VOTING MEMBER GRADE WAIVER 
TEMPLATE    235 
Attachment 15—ENLISTED DEVELOPMENT TEAM CHAIR GRADE WAIVER 
TEMPLATE    236 
Attachment 16—AIR FORCE RESERVE DEVELOPMENT TEAM CHARTER 
GUIDELINES    237 
Attachment 17—AIR FORCE RESERVE DEVELOPEMNT TEAM CHARTER 
TEMPLATE    238 
Attachment 18—COMPLETING AIR FORCE FORM 158, UNITED STATES AIR 
FORCE RESERVE CONTACT AND COUNSELING RECORD    240 
Attachment 19—THIS IS A PLACEHOLDER PAGE    241 
Attachment 20—THIS IS A PLACEHOLDER PAGE    242 
Attachment 21—AIR FORCE EDUCATION REQUIREMENTS BOARD    243 
Attachment 22—(DELETED)    244 
Attachment 23—(DELETED)    245 
Attachment 24—(DELETED)    246 
Attachment 25—(DELETED)    247 
Attachment 26—(DELETED)    248 
Attachment 27—(DELETED)    249 
Attachment 28—(DELETED)    250 
Attachment 29—(DELETED)    251 
 

DAFI36-2670 25 JUNE 2020 7

Chapter 1

EXECUTING TOTAL FORCE DEVELOPMENT

The provisions in Chapter 1 of this instruction are intended for application to officers O-5 and

below, enlisted, and civilians General Schedule (GS)-15 (or equivalent) and below.

1.1. Overview. This publication establishes guidance and procedures for the administration and

management of force development initiatives and applies to the Total Force. Force development

develops foundational and occupational competencies in all Airmen through education, training,

and experience opportunities to satisfy current and future Air Force mission requirements. Force

development is dynamic and deliberate by design. It depends on underlying processes which

integrate and synchronize senior leader perspectives, institutional requirements, and modeling

tools used to forecast qualitative and quantitative requirements with precision and rigor.

1.1.1. Force development leverages the Continuum of Learning, a career-long process of

individual development. The Continuum of Learning is designed to deliberately integrate

developmental opportunities using the Foundational Competencies. The Continuum of

Learning is a common taxonomy used to produce adaptable and knowledgeable Airmen and is

generally obtained through a combination of education programs, training programs, and

experience. Education programs include: developmental education, undergraduate, advanced

academic degrees, and professional continuing education. Training programs include:

technical, on-the-job, flying, ancillary, expeditionary Airman training, Civilian Acculturation

and Leadership Training, and advanced training such as the Air Force Weapons School and

other advanced courses. Experience is gained through an appropriate series of assignments or

special programs, such as intern programs, education with industry, Developmental Special

Duties or fellowships with research organizations, and leveraged through appropriate

mentoring.

1.1.2. Force development is executed by the Force Development Command (AETC); the Air

Force Personnel Center (AFPC), Directorate of Assignments (AFPC/DP2) for Regular Air

Force officers and enlisted; and the Directorate of Civilian Force Integration (AFPC/DP3DA)

for civilians. Functional Authorities have overarching responsibility for force development for

their functional communities. Career field managers communicate the education, training, and

experience requirements for their functional communities. Air Force Reserve force

development is executed by Air Reserve Personnel Center (ARPC). Each state, territory, or

district is responsible for the execution of Air National Guard force development.

1.2. Overarching Roles and Responsibilities. Additional or expanded roles and responsibilities

for the Air Force Reserve and the Air National Guard are addressed in paragraphs 1.6, 1.7 and 1.8

respectively.

1.2.1. Assistant Secretary of the Air Force for Manpower and Reserve Affairs (SAF/MR).

SAF/MR serves as an agent of the Secretary of the Air Force and provides guidance, direction,

and oversight for all matters pertaining to the formulation, review, and execution of plans,

policies, programs, and budgets addressing force development.

1.2.2. Deputy Chief of Staff, Manpower, Personnel and Services (AF/A1). Develops and

ensures implementation of force development policy. Specifically, AF/A1 develops and

ensures implementation of force development policy to:

8 DAFI36-2670 25 JUNE 2020

1.2.2.1. Lead career field sustainability, design, task definition, and functionality efforts

for all Airmen.

1.2.2.2. Define force development requirements and competency development, regardless

of funding source.

1.2.2.3. Provide annual force development guidance to the functional authorities,

functional managers, and development team chairs.

1.2.2.4. Provide oversight of development teams.

1.2.2.5. Provide oversight, guidance, and develop standards for functional area managers

and career field managers.

1.2.2.6. Chair the annual Developmental Education Designation Board and establish

developmental education requirements.

1.2.2.7. Maintain oversight and control of Air Force-approved organizational structures,

manpower requirements, and programmed and budgeted manpower levels, to include joint

bases.

1.2.2.8. Maintain control, develop policy, and oversee determination and validation of

manpower requirements as depicted on Unit Manpower Documents.

1.2.2.9. Establish Developmental Special Experiences (DSE) governing policy.

1.2.2.10. Partner with the Force Development Command (AETC) in determining

applicability and categorization of special experience identifiers (SEI), special duty

identifiers (SDI), career broadening opportunities, fellowships, and other prospects as DSE

opportunities.

1.2.3. Force Development Command (AETC). Develops and implements force development

processes and procedures to execute force development policy.

1.2.4. Functional Authorities. Functional authorities are designated General Officers and

members of the Senior Executive Service serving as Deputy Chiefs of Staff or Assistant

Secretaries appointed by the Secretary of the Air Force to provide oversight and functional

advisory services related to functional communities. Exception: Changes to functional

authority rank/grade/position must be requested in writing to AF/A1, with a copy provided to

AF/A1D, AF/A1C and AF/A1P. (T-1). (see Attachment 3). Multiple Air Force specialties

may fall under a functional authority’s purview. Functional Authority Alignment Tables (see

Attachment 4) provide detailed identification of the functional authority responsibilities for

specific specialties and career fields. Specifically, the functional authorities will:

1.2.4.1. Direct and approve functional assignment prioritization plans. (T-1).

1.2.4.2. Ensure Secretary of the Air Force-approved force development policies are

implemented within their assigned functional communities. (T-1).

1.2.4.3. Provide strategic oversight of force development to include determination and

prioritization of functional community requirements to meet mission needs. (T-1).

1.2.4.4. Ensure Airmen are both encouraged and provided the opportunity, when

appropriate, to perform instructor and special duties to meet institutional requirements.

(T-1).

DAFI36-2670 25 JUNE 2020 9

1.2.4.5. Review career field health on specialties under their management and report

results to the Air Force Council when appropriate. (T-1).

1.2.4.6. Inform AF/A1 of anticipated reorganizations, realignments, and mission changes

that may affect force development programs. (T-1).

1.2.4.7. Provide functional representation to the annual Air Force Education Requirements

Board. (T-1).

1.2.4.8. Establish a Functional Advisory Council and appoint the Functional Advisory

Council chair(s). (T-1).

1.2.4.9. Develop Functional Advisory Council charter (see Attachment 5). (T-1).

1.2.4.10. Appoint a functional manager. (T-1).

1.2.4.11. Notify AF/A1DI in writing (with a copy to Human Resources Data, Analytics,

and Decision Support Division (A1XD) or Headquarters Air Force, Compensation and

Workforce Management (AF/A1CM) for civilians) within 10 business days of any new

appointments to the career field functional authorities, functional managers, and

development team chair positions (see Attachment 6). (T-1).

1.2.4.12. Designate assignment team and career field team personnel to serve as

representatives to Functional Advisory Councils and developmental teams. (T-1). Can be

delegated to the functional authority’s representatives.

1.2.5. Functional Advisory Councils. Functional Advisory Councils prepare senior leaders

with a comprehensive understanding of functional, cross-functional, and institutional

personnel requirements as they pertain to particular career fields. Functional Advisory

Councils provide the development team panels with developmental requirements for their

career field population in the areas of education, training, and experience. Functional Advisory

Councils may be convened by each functional area to provide strategic-level oversight to

functional communities under their guidance and support the force development and force

structure management processes within defined Air Force functional communities.

1.2.5.1. Functional Advisory Council Establishment. Functional Advisory Councils

should convene at least annually. Every effort should be made to convene in conjunction

with other career field meetings where a majority of the Functional Advisory Council

members are already in attendance, or they may be held virtually.

1.2.5.2. Functional Advisory Council Chair. Ideally, the functional authority will appoint

the functional manager as the Functional Advisory Council chair. When the functional

manager is unavailable to fulfill this role, the functional authority will appoint a general

officer or member of the senior executive service as the representative.

1.2.5.3. Functional Advisory Council Membership. The Functional Advisory Council

chair determines the Functional Advisory Council membership. Ideally, the Functional

Advisory Council will include the career field manager, Major Command-level functional

leadership and other key force development stakeholders (i.e., Assignment Team/Career

Field Team representatives). Cross-functional authorities may have valid force

development requirements involving Airmen assigned to functional Air Force specialty

codes or approved civilian billets in shared occupational series, such as those in the Nuclear

10 DAFI36-2670 25 JUNE 2020

Enterprise. Representatives from these communities may attend applicable Functional

Advisory Councils with prior approval from the functional manager.

1.2.5.4. Identify functional, cross-functional, and institutional requirements for the career

field and validate career field mission needs.

1.2.5.5. Identify developmental goals of the career field. Discussions should include

topics such as cross-functional requirements review, releasing Airmen for opportunities

out of their core Air Force specialty code, preparing Airmen for institutional Air Force

leadership positions, the role of diversity within the career field, and sustaining perishable

skill sets.

1.2.5.6. Determine career field capability to satisfy identified requirements, meet

developmental goals, and perform the mission. Any capability gaps are resolved through

changes in the progression plan and force management initiatives.

1.2.5.7. If a development team is executed, the Functional Advisory Council should utilize

development team feedback to identify existing and potential career field capability gaps.

1.2.5.8. Communicate developmental goals to the career field through updated career

progression guidance and direction to career field leadership.

1.2.6. Cross-Functional Authority. Cross-functional authorities are responsible for strategic

oversight and force development advocacy related to the requirements of their occupational

capability. They identify cross-functional billets, associate proficiency levels, and identify

development (developmental education, training and/or experience) required to successfully

conduct their mission Currently, six cross-functional authorities have been identified:

cyberspace, nuclear, space, test and evaluation, combat air advisors, and acquisitions Future

cross-functional authorities will be designated by a memorandum signed by the Air Force

Chief of Staff or designated representative. While not authorized to establish development

teams, cross-functional authorities have valid force development requirements involving

Airmen assigned to various Air Force specialties, which can include Air Force Specialty Codes

(military)/occupational series (civilian) outside their core functional area. These communities

generate and implement force development and management strategies to sustain and improve

such capabilities. Cross-functional authorities will:

1.2.6.1. Provide strategic-level guidance to the functional communities that contribute to

cross-functional capabilities. (T-1).

1.2.6.2. Provide career field managers with requirement validation guidance and

procedures, including utilization and prioritization guidance. (T-1).

1.2.6.3. Forecast force development requirements (both qualitative and quantitative) using

Air Force strategic planning processes. (T-1). Articulate requirements to functional

authorities in the form of long- and short-term manpower forecasts; personnel

requirements; and education, training, and experience criteria necessary to develop a

sufficient cross-functional community. (T-1).

1.2.6.4. Ensure career field managers and Development Teams are provided education,

training, and experience criteria necessary to develop their cross-functional professional

inventories. (T-1).

1.2.6.5. Advocate cross-functional issues to functional communities. (T-1).

DAFI36-2670 25 JUNE 2020 11

1.2.6.6. As appropriate, attend functional authority, functional manager, development

team, Functional Advisory Council, and career field manager meetings. (T-1).

1.2.6.7. Articulate cross-functional programs to functional authorities, development

teams, and assignment teams in the form of Air Force specialty code or occupational series-

specific capability requirements on an annual basis. (T-1).

1.2.6.8. Identify cross-functional requirements to individual career field managers from

supporting career fields no later than 90 days prior to each development team session.

(T-1). Development team chairs, career field managers, and assignment teams ensure these

cross-functional requirements are appropriately addressed during development team

sessions. (T-1).

1.2.6.9. Provide annual cross-functional area health updates to senior leadership as

necessary. (T-1).

1.2.6.10. Provide support to accessions and training processes as outlined in AFI 36-2616,

Technical Training Requirements Programs. (T-1).

1.2.6.11. In coordination with Career Field Managers, define and develop cross-functional

capabilities education and training requirements to produce appropriate skills and

capability inventory. (T-1).

1.2.6.12. Coordinate and integrate training requirements through Utilization & Training

Workshop process as defined in Chapter 4. (T-1).

1.2.6.13. Review and validate advanced academic degree requirements, as well as other

professional continuing education needed to meet Air Force requirements. (T-1).

1.2.6.14. Directly engage and advocate with Headquarters Air Force agencies, functional

authorities, and career field managers to synchronize and integrate planning, programming,

budgeting, legislative, and policy development activities within the corporate structure

through use of force development plans. (T-1).

1.2.6.15. When necessary, establish, chair and convene Cross-Functional Advisory Panels

or other governance forums to develop and coordinate strategic-level oversight to key

stakeholders and functional communities. (T-1).

1.2.6.16. Monitor development of Total Force Assessment, career field pyramids (see

Attachment 7), and manning products as appropriate. (T-1).

1.2.7. Nuclear Enterprise Functional Authority. The Secretary of the Air Force appointed the

Assistant Chief of Staff, Strategic Deterrence and Nuclear Integration (AF/A10) as the Nuclear

Enterprise Functional Authority to advocate and integrate cross-functional nuclear capabilities

through human capital strategies that meet the needs of nuclear Airmen. Specifically, the

Nuclear Enterprise Functional Authority will:

1.2.7.1. In partnership with career field managers, articulate the human capital nuclear

requirements of dual-capable Airmen to ensure the expertise and numbers necessary for

nuclear deterrence operations.

1.2.7.2. Develop nuclear competencies required for nuclear deterrence operations.

12  DAFI36-2670  25 JUNE 2020 
1.2.7.3.  Articulate nuclear deterrence operations competencies to functional authorities in 
the construct of the Continuum of Learning. 
1.2.7.4.  Identify  billets,  units,  and  career  fields  that  contribute  to  nuclear  deterrence 
operations for gap analysis and added deliberate, force development. 
1.2.7.5.  Review  Nuclear  Education  (e.g.,  Nuclear  Courses  200/300/400)  and  training 
learning objectives in partnership with Air Education and Training Command. 
1.2.7.6.  Validate nuclear developmental education requirements, eligibility, and selection; 
recommend developmental education outplacement to the functional community. 
1.2.7.7.  Provide guidance and establish requirements for nuclear competencies and any 
nuclear certification program and coding. 
1.2.7.8.  Provide guidance and nuclear perspective to development teams. 
1.2.7.9.  Provide strategic guidance to prioritization plans. 
1.2.7.10.  Review and assess career health/status of nuclear enterprise career fields. 
1.2.7.11.  Assist in  the  development of cross-functional  career  pyramids to  be  used in 
conjunction with supporting career fields’ pyramids. 
1.2.7.12.  Appoint  a  nuclear  enterprise  representative  to  senior  Air  Force-level 
councils/boards. 
1.2.7.13.  Partner with AF/A1 in building and executing human capital strategies in support 
of nuclear deterrence operations. 
1.2.7.14.  Develop,  review  and  report  quarterly  performance  measurements  to  ensure 
progress in career field health. 
1.2.8.  Functional  Manager.    RegAF  general  officer  or  senior  executive  service  members, 
designated by the appropriate functional authorities, who provide day-to-day management over 
specific functional communities.  While functional managers should maintain an institutional 
focus with regard to resource development and distribution, they are responsible for ensuring 
their  specialties are equipped, developed, and sustained  to  provide  Air Force capabilities.  
Specifically, functional managers will: 
1.2.8.1.  Chair the Functional Advisory Council (see paragraph 1.5.2.3). (T-1). 
1.2.8.2.  Determine Functional Advisory Council membership (see paragraph 1.5.2.3). 
(T-1). 
1.2.8.3.  Develop a development team charter, as outlined in Attachment 8 (T-1).  The 
charter is reviewed annually and revised as appropriate, and a copy provided to the owning 
functional authority and Directorate of Force Development, AF/A1D. (T-1). 
1.2.8.4.  Chair the development team meeting or identify an alternate development team 
chair (see paragraph 1.4.2). (T-1). 
1.2.8.5.  Determine development team membership (see paragraph 1.4.3). (T-1). 
1.2.8.6.  Convene the development team to meet the milestones outlined in Attachment 9, 
and hold additional meetings as necessary to meet Air Force and functional needs. (T-1). 

DAFI36-2670  25 JUNE 2020  13 
1.2.8.7.  Appoint career field managers, as needed, to manage the career fields aligned 
under the functional manager (T-1). Provide appointments in writing to AF/A1P (RegAF), 
Air  Force  Reserve  Command  (AFRC)/A1K  or  AF/A1CM  (civilians)  with  a  copy  to 
AF/A1DI (see Attachment 10). (T-1). 
1.2.8.8.  Define  functional  community  training  requirements  through  Utilization  & 
Training Workshop process as defined in Chapter 4. (T-1). 
1.2.8.9.  Define  functional  community  education  requirements  through  the  Air  Force 
Education  Requirements  Board  process  as  defined  in  Chapter  3  and  the  Air  Force 
Education Requirements Board concept of operations (Surgeon General Requirements are 
worked through the Health Professions Education Requirements Board vice the Air Force 
Education Requirements Board). (T-1). 
1.2.8.10.  Provide career field health updates to the functional authority on the status of the 
career field(s). (T-1). 
1.2.8.11.  Where appropriate, blend  the  requirements for RegAF  officers, enlisted, and 
civilian  members  within  the  functional  family  in  order  to  achieve  force  development 
objectives. (T-1). 
1.2.8.12.  Coordinate with cross-functional authorities to identify requirements and provide 
to career field managers from supporting career fields. (T-1). 
1.2.9.  Development Team.  Development teams provide oversight of officer, enlisted, and 
civilian personnel development to meet both functional and Air Force corporate leadership 
requirements.  Development team guidance is addressed in paragraph 1.4 for RegAF officers 
and civilians.  Development team guidance is addressed in paragraph 1.5 for RegAF enlisted. 
1.2.10.  Career  Field  Manager.    The  career  field  manager  is  appointed  by  the  functional 
manager and represents a functional community. A career field manager may be responsible 
for more than one specialty or multiple career field managers may be appointed within a single 
career field.  Officer and civilian career field managers are O-6/GS-15 (or equivalent), and 
enlisted career field managers are E-9s.  Exceptions require a waiver approved by AF/A1D 
(see Attachment 11).  Specifically, career field managers will: 
1.2.10.1.  Serve as a day-to-day advocate for assigned functional community, addressing 
issues, and coordinating specialty concerns across various staffs. (T-1). 
1.2.10.2.  Implement career field policies. (T-1). 
1.2.10.3.  Be a permanent voting member of the development team. (T-1). 
1.2.10.4.  Provide central oversight for career field education and training in coordination 
with Air Education and Training Command Training Pipeline Manager, Air University, 
Air Force Institute of Technology, and the Air Force Personnel Center to manage education 
and  training  through  processes  described  in  governing  directives  and  applicable  AFIs 
(T-1).  Additionally,  manages  use  of  available  education  and  development  funds  in 
compliance with appropriate AFIs. (T-1). 
1.2.10.5.  Provide support to accessions and training processes as outlined in AFI 36-2616. 
(T-1). 

14 DAFI36-2670 25 JUNE 2020

1.2.10.6. Coordinate all force structure changes with Air Force Training/Education

Requirements Division (AF/A1PT) or the Air Force Military Force Policy Division

(AF/A1PP) and participates in accession and training conferences. (T-1).

1.2.10.7. Monitor Total Force assessment, career pyramids, and manning products as

appropriate (T-1). Consult Air Force Directorate of Force Management Policy (AF/A1P)

and Air Force Directorate of Manpower, Organization and Resources (AF/A1M) on force

management and force sustainment data analysis and execution. (T-1).

1.2.10.8. Develop and maintain up-to-date career planning guidance (i.e., career field

pyramids and Civilian Leadership Development Continuum, see Attachment 12) (T-1).

Career field managers are responsible for reviewing this information on an annual basis,

making appropriate updates as needed(T-1). Career field managers will make this

information available to their functional community(T-1). AF/A1D will review career

planning guidance to ensure it is consistent with Air Force force development objectives

prior to release (T-1).

1.2.10.9. Participate in the career field manager forum. (T-1).

1.2.10.10. Review and validate advanced academic degree requirements, as well as other

professional continuing education needed to meet Air Force requirements, through the Air

Force Education Requirements Board process as defined in Chapter 3 and the Air Force

Education Requirements Board concept of operations (T-1). Surgeon General requirements

are worked through the Health Professions Education Requirements Board vice the Air

Force Education Requirements Board (T-1).

1.2.10.11. Ensure cross-functional requirements are appropriately addressed during

development team sessions. (T-1).

1.2.11. Air Force Personnel Center. Accomplishes force development responsibilities for

RegAF Airmen and civilians through several offices: assignment teams in Director of

Assignments and Air Expeditionary Forces (AEF) Operations (AFPC/DP3) and career field

teams (CFTs) in Civilian Force Integration (AFPC/DP2), Officer Force Development

(AFPC/DP2ND), and Developmental Education (AFPC/DPAPFE) and Enlisted Functional

Assignment Managers (AFPC/DP2). Assignment teams and career field teams serve as the

“front line” in experiential development. These teams are responsible for assigning RegAF

officers, civilians and enlisted in accordance with development team vectors. In making

assignments, assignment teams and career field teams ensure a balance of Air Force mission

requirements with individual development of officers, civilians, enlisted, and leverage local

utilization where possible in order to preserve permanent change of station funds and assist

with family stability. Each office within the Air Force Personnel Center has specific force

development responsibilities that include but are not limited to the following:

1.2.11.1. Assignment teams will identify projected/anticipated aggregated requirements

by level and position type, to include 365-day deployment requirements, prior to individual

development team meetings (T-1). This ensures development team members have

information to provide vector recommendations proportionate to the number and type of

positions that are likely to be filled in the near future, and the ability to consider permanent-

change-of-station cost savings and family stability.

DAFI36-2670 25 JUNE 2020 15

1.2.11.2. Career field teams will provide development teams with a general overview of

the Key Career Position process and utilization and/or development opportunities available

for civilians at the appropriate levels to allow development teams to provide realistic and

actionable vector recommendations. (T-1).

1.2.11.3. Assignment teams and career field teams will identify individuals who are

eligible to meet a given development and prepare materials to present to the development

team, as needed. (T-1).

1.2.11.4. Assignment teams and career field teams will execute assignments within

established guidance and prioritization plans. (T-1). The Air Force Personnel Center

retains final assignment authority for all assignments for RegAF officers, enlisted, and

civilians covered by this instruction(T-0). Additional RegAF assignment policy may be

found in the Air Force Assignment System guide, managed by AFPC/DP3, and AFI 36-

2110, Total Force Assignments. Note: In accordance with 10 USC § 806, Judge Advocates

and Legal Officers, the assignment of Judge Advocates and legal officers shall be made

upon the recommendation of The Judge Advocate General.

1.2.11.5. Assignment teams and career field teams will provide appropriate inventory data

and appropriate force management policies (e.g., force shaping, promotion policies), at the

start of each development team meeting. (T-1).

1.2.11.6. Assignment teams, career field teams, AFPC Workforce Development Section

(AFPD/DP2LWD) and AFPC Officer Force Development (AFPC/DP2ND) will provide

input to AFPC/DP3, AFPC/DP2, and AF/A1D regarding automated tools and other

resources needed to execute force development. (T-1).

1.2.11.7. Assignment teams and career field teams will work with the career field

managers to ensure coverage of career field issues at accession and training conferences,

as appropriate. (T-1).

1.2.11.8. Assignment teams and career field teams will develop and maintain metrics to

measure the correlation of officer, civilian and enlisted development team vectors with

actual assignments, and provide an annual summary to AF/A1, functional authorities,

cross-functional authorities and development teams. (T-1).

1.2.11.9. Career field teams will identify an outplacement functional assignment, in

coordination with the functional authority, for those individuals currently in a Civilian

Strategic Leadership Program assignment. (T-1). To the maximum extent possible, this

should be done in coordination with the Civilian Strategic Leadership Program member.

1.2.11.10. AFPC/DP2ND will post development team meeting dates on the respective

Officer and Civilian Development Pages on myPers, located on the Air Force Portal. (T-1).

1.2.11.11. AFPC/DP3 will train development team members at the start of each officer

and civilian development team on development team processes, information technology

tools, and special selection procedures. (T-1).

1.2.12. Senior Rater, Commander/Director, and Supervisor. Senior rater, commander,

director, and supervisor involvement is essential to force development. Their input is critical

for making deliberate force development decisions about individual members and identifying

16 DAFI36-2670 25 JUNE 2020

and maximizing the capabilities of Airmen. These leaders make informed recommendations

in accordance with eligibility, selection criteria, and force development requirements. (T-3).

1.2.12.1. Senior Rater. Will provide recommendation on eligible Airmen for

developmental opportunities as applicable. (T-3). Provide brief written comments to the

development team to enhance and enable selection processes via web-based tools (e.g.,

developmental education preferences/ Statements of Intent, nomination packages, etc.).

(T-3).

1.2.12.2. Squadron Commander or Director. Responsible for reviewing individuals’

preferences, assessing each Airman’s developmental potential, and providing appropriate

recommendations to the senior rater. (T-3). Note: For Air Force organizations above wing

level, the division chief or system program office director will normally perform these

duties. (T-3). For joint organizations, the Air Force representative on the Personnel and

Manpower (J1) staff identifies the responsible officer. (T-3).

1.2.12.3. Supervisor. Plays an integral role in supporting all aspects of force development

through mentoring feedback, and Airman Development Plans (officer) or Individual

Development Plans (civilian) for all Airmen they supervise, and assist individuals in

making informed career decisions. Supervisors review and forward preference information

and ensure officers and civilians complete preference information, as needed, to meet

development team established timelines. (T-3).

1.2.13. Mentor. Airmen may seek informal, private communication with a mentor either in or

out of their rating chain. For additional information on mentoring, refer to AFMAN 36-2643,

Air Force Mentoring Program.

1.2.14. Individual. All Airmen should be familiar with the appropriate career paths for their

career field, complete appropriate education and training commensurate with their grade, and

develop the proficiency of occupational and Foundational Competencies commensurate with

their grade. Airmen are responsible for maintaining awareness of resources for development

opportunities and actively participating in their career development and advancement. (T-3).

1.2.15. Officers. Responsible for utilizing resources such as myPers and expressing career

preferences, to include squadron command intent, developmental education designation, or

normal permanent change of station vulnerability milestones. (T-1).

1.2.16. Civilians. Responsible for using resources such as myPers, initiating and updating an

Individual Development Plan via AF Form 4059, Air Force Civilian Competitive Development

Nomination, or other appropriate document to express assignment and developmental

preferences, to include squadron director intent, developmental education designation, or

mobility agreement. (T-1).

1.2.17. Enlisted. Responsible for utilizing resources such as myPers and Enlisted Quarterly

Assignment Listing Plus to express career preferences. (T-1). Communicate those preferences

with supervisor and chain of command, and ensure worldwide assignment availability to the

maximum extent possible.

1.2.18. AF/RE. The Chief, Air Force Reserve is the approval authority for force development

policy that impacts Air Force Reservists to include, but not limited to, Air Reserve Technicians,

Traditional Reservists, Individual Reservists and Reserve-Component Air Guard Reservists.

DAFI36-2670 25 JUNE 2020 17

This AFI includes force development guidance specific to members of the Reserve

Component.

1.2.19. AF/JA. The Judge Advocate General is solely responsible for force development of

the entire Judge Advocate career field across all components, to include the Air Reserve

Component, in accordance with 10 USC § 806; 10 USC § 9037, Judge Advocate General,

Deputy Judge Advocate General: appointment; duties; and AFI 51-101, The Air Force Judge

Advocate General’s Corps (AFJAGC) Operations, Accessions, and Professional Development.

This instruction provides general guidance, but judge advocate force development will be

conducted at the direction of The Judge Advocate General.

1.2.20. AF/HC. The Air Force Chief of Chaplains is responsible for force development of the

entire Chaplain career field across all components, to include the Air Reserve Component, in

accordance with 10 USC § 9063, Designation: Officers to Perform Certain Professional

Functions; DoDI 1304.28, Guidance for the Appointment of Chaplains for the Military

Departments; Air Force Policy Directive 52-1, Chaplain Corps; and AFI 52-101, Planning

and Organizing. This instruction provides general guidance, but chaplain force development

will be conducted at the direction of the Air Force Chief of Chaplains.

1.3. Population and Synchronization Panels. AF/A1 and Operations, Plans, and Requirements

(AF/A3) established several bodies focused on both population and function. These include:

1.3.1. Force Development Council (FDC). This corporate body will provide an enterprise

perspective on Air Force-wide force development objectives, current and future issues, and

make strategic-level recommendations to the Secretary of the Air Force, Air Force Chief of

Staff/, the Air Force Council, and at a Four Star Summit (CORONA) with the overarching goal

of developing future Total Force Airmen to be joint, multi-domain warfighters. The FDC is

charged with making decisions on crosscutting force development issues, initiatives, gaps, and

solutions that require policy changes and/or resourcing solutions on behalf of the Secretary of

the Air Force or Air Force Chief of Staff to meet their established force-development intent.

Any policy changes deemed to require higher-level review/approval will be coordinated with

the appropriate Air Force policy owner/functional (A1, A2, A3, A4, etc.), elevated to Secretary

of the Air Force or Air Force Chief of Staff for decision (i.e., CORONA) and, if approved,

prioritized and tasked to bring into the Air Force corporate structure to allocate resources. The

FDC synchronizes actions to help the Co-Chairs fulfill their respective assigned mission

directives related to force development. The FDC decisions/objectives impacting force-

development execution and policy requiring Secretary of the Air Force or Air Force Chief of

Staff/ approval will be part of a Force Development Command (AETC)-prepared briefing

available to each CORONA on state of force development or can be brought separately by the

other Co-chairs as appropriate.

1.3.2. Force Development Panels: Officer, Enlisted, and Civilian. These panels make

recommendations relating to effective development and utilization of Airmen. Additionally,

they guide future force development efforts and synchronize functional community and

institutional initiatives. Specific panel membership is determined by AF/A1D, AF/A1P, and

AETC/3/6 for the Officer Force Development Panel, the deputy AF/A1 for the Civilian Force

Development Panel, and the Chief Master Sergeant of the Air Force (CMSAF) and AF/A1D

for the Enlisted Force Development Panel. Administrative support is provided by AF/A1D.

Unconscious Bias Training will be conducted, as necessary to meet Secretary of the Air Force

18 DAFI36-2670 25 JUNE 2020

Diversity and Inclusion initiatives. (T-1). Functional authorities/cross functional authorities

and issue panels may nominate topics and provide inputs to force development panels.

1.3.3. Air Force Learning Committee. The Air Force Learning Committee (AFLC) is a

decision making body providing Senior Leader oversight and guidance regarding enterprise-

wide learning issues. The AFLC is responsible for validating new learning requirements,

establishing learning priorities and considering effective and efficient learning delivery options

for the Total Force. The AFLC focuses on four specific areas impacting the Air Force’s

Learning environment: ensuring developmental education supports Airmen’s Foundational

Competencies; ensuring ancillary training is current, relevant and values Airmen’s time;

providing a forum to review and discuss topics affecting the AF learning enterprise; and

addressing areas and issues relevant to the Force Development Council (FDC). HAF/A1DL

serves as the executive advisor for the AFLC process, maintains responsibility for policy and

has delegated administration and execution duties to HQ AETC/A3K.

1.3.4. Expeditionary Readiness Council (ERC). This council makes Expeditionary Readiness

Training policy and guidance recommendations to the Expeditionary Readiness Senior

Authority to meet AF Expeditionary Readiness requirements. The Expeditionary Readiness

Senior Authority (AF/A3T) approves or disapproves Expeditionary Readiness Council

recommendations and serves as the “gatekeeper” for all Expeditionary Readiness Training

requirements. The Expeditionary Readiness Council performs the Expeditionary Readiness

Senior Authority’s gatekeeper function by vetting new Expeditionary Readiness Training

requirements or Expeditionary Readiness Training course upgrades, reducing/eliminating

redundant Expeditionary Readiness Training requirements, establishing priorities and

determining efficient delivery options. The Expeditionary Readiness Senior Authority

provides broad, strategic guidance for institutional readiness competency development to

improve the focus, currency and relevancy of Air Force Expeditionary Readiness curricula and

training and makes recommendations to the AF/A3 on Expeditionary Readiness-related issues

requiring senior level Air Force oversight.

1.3.5. Issue Panels. Established to meet a short-term requirement or address new issues. Force

development acknowledges the need to develop and manage populations of Airmen assigned

to disparate Air Force specialties, but aggregate to produce vital Air Force capabilities. Issue

panels provide their development team inputs to the specific functional community career field

manager(s) no later than 90 calendar days prior to the start of the scheduled development team

session. Issue panel inputs are to include a summary of the requests, to include the grade/rank,

Air Force specialty code/occupational series, experience level, and number of valid personnel

authorizations that must be filled.

DAFI36-2670 25 JUNE 2020 19

Figure 1.1. Force Development Institutional Governance Structure.

1.4. RegAF Officer and Department Of The Air Force Civilian Development Teams.

1.4.1. Development Team Establishment. Force development for RegAF officers and

Department of the Air Force civilians is managed by development teams. Development teams

should develop an understanding of both officer and civilian resources and requirements, and

ensure all career field members are provided with appropriate development opportunities.

Functional managers should integrate officer and civilian development teams to the maximum

extent possible.

1.4.2. Development Team Chair. The development team chair must be an O-6/GS-15 (or

equivalent) or higher; however, for developmental education development teams, the

development team chair must be a general officer or member of the senior executive service.

(T-1). Grade/rank requirements waivers should be requested in writing to AF/A1D prior to the

start of each development team meeting (see Attachment 13). Typically, the functional

authority will appoint the functional manager as the development team chair. If the functional

manager is unable to fulfill this role, the functional authority will appoint a representative,

ideally the career field manager, unless it is a developmental education development team

session.

20 DAFI36-2670 25 JUNE 2020

1.4.3. Development Team Membership. Determined by the functional manager and includes

the following: Development team chair; career field manager; key force development

stakeholders: must be O-6/GS-15 or higher (e.g., Air Staff Directors/Deputy Directors, Air

Staff-level subject matter experts, Major Command-level functional leadership); joint service

representation stakeholders for applicable development team sessions (e.g., when vectoring

individuals to joint opportunities): this representation may be a development team member

with joint experience; Air Reserve Component stakeholders for applicable development team

sessions (e.g., when reviewing Air Reserve Component candidates); panel guests: may include

individuals from a different functional community to provide an outside perspective/insight;

assignment team/career field team representation designated by the career field manager;

representatives from cross-functional authorities when applicable.

1.4.4. Voting members. Voting members will be O-6/GS-15 (or equivalent) or higher.

Exceptions to the rank/grade of voting members require a waiver from AF/A1D. Requests

must be submitted and approved prior to the start of each development team (see Attachment

14). Ideally, development teams should have no more than 50 percent turnover of members

from meeting to meeting. In addition to the career field managers, voting members may

include the following: key force development stakeholders such as Air Staff Directors/Deputy

Directors or Air Staff-level subject matter experts, Major command-level functional

leadership; joint service representatives; Air Reserve Component representatives; wing

commanders/directors/equivalents (i.e., Senior Materiel Leaders).

1.4.5. Development Team Responsibilities.

1.4.5.1. Will identify education, training, and experiences appropriate for officers and

civilians within each functional community based on current and future requirements.

1.4.5.2. Will understand career field policies, plans, programs, training, and actions

affecting career field management and development, and take these issues into

consideration when making personnel decisions and vectors.

1.4.5.3. Will use total force assessments, career pyramids, and manning products to make

informed vector recommendations and assist functional managers and career field

managers with updating this guidance based on career field dynamics as well as current

and projected personnel requirements.

1.4.5.4. Will prepare senior leaders with a comprehensive understanding of both

functional and institutional personnel requirements.

1.4.5.5. Will balance institutional and functional requirements for utilization of individual

officers and civilians.

1.4.5.6. Will assist in the development of career fields to meet institutional, functional,

and cross-functional requirements.

1.4.5.7. Will review the demographic makeup of the functional community and identify potential

barriers to all Airmen reaching their highest potential. Diversity information may be obtained using

the Interactive Demographic Analysis System within the Air Force Portal and/or the retrieval

applications websites (RAW) application in located at the Air Force Personnel Center Secure link

(https://w20.afpc.randolph.af.mil/AFPCSecureNet20/PKI/MainMenu1.aspx).

DAFI36-2670 25 JUNE 2020 21

1.4.5.8. Will conduct gap and barrier analyses to address any negative trends. Present this

information post-development team to AF/A1 via the template provided in the annual force

development guidance memorandum. (T-1).

1.4.5.8.1. In support of the post-development team brief to A1, the Air Force Personnel

Center will provide diversity statistics by career field to conduct required analysis, as

provided in the annual force development guidance memorandum, for the current

development team cycle.

1.4.5.8.2. Development teams (career field manager as office of primary

responsibility) will: Analyze the data to determine if the career field lacks diversity. If

lack of diversity is found as a result of triggers identified, then conduct barrier analysis,

provide action plan and/or recommended diversity discussion topics.

1.4.5.9. Will determine where to invest the right developmental opportunities and develop

those who have been cross-flowed into the career field.

1.4.5.10. Will remain cognizant of key force management efforts and provide vectors

based on projected/anticipated, aggregated requirements by level and position type.

1.4.5.11. Will ensure those with necessary qualifications are vectored for appropriate

opportunities.

1.4.5.12. Will ensure career field senior leadership becomes familiar with individuals

assigned to their functional area, making assessments of members’ potential for future

opportunities.

1.4.5.13. Will identify and provide special attention to high-potential officers.

1.4.5.13.1. Senior rater inputs are given primary consideration in making high-

potential officer determinations. High-potential officers demonstrate depth and

expertise through exceptional performance in functional skills, and excel in the areas

of managing resources, leading people, improving the unit and executing the mission.

1.4.5.13.2. The number of high-potential officers may vary by career field and talent

level in a given year group and will decrease as officers have opportunities to

demonstrate leadership capabilities. To prevent unintended effects to both those

identified, and not identified, the specific outcomes of high-potential officer decision

processes/tracking (e.g., names and targeted high-potential officer positions) will not

be publicly shared or released.

1.4.5.14. To provide consistent expectations for officers, as well as standardization to

process and outcomes, all development teams will provide developmental vectors. When

possible, these will be conducted in conjunction with other face-to-face meetings (i.e.,

developmental education and squadron command selection) or virtually when dictated by

time or budget constraints. Developmental vectors will be provided at five mandatory

trigger points: O-4 selection, intermediate developmental education outplacement,

squadron command outplacement (except Judge Advocate Generals/Chaplains), O-5

selection, and senior developmental education outplacement. Additional trigger points may

be added at development team discretion for specific career field development (i.e., at the

5-year point, to provide an assignment vector prior to the O-4 board). Vectors will be based

on a 3- to 5-year projection. In order to ensure vectors are aligned with appropriate

22 DAFI36-2670 25 JUNE 2020

development and progression, career fields must maintain current and comprehensive

career field pyramids and ensure dissemination to the career field. Vectors will be loaded

in the Assignment Management System for individual viewing.

1.4.5.15. Will ensure deliberate outplacement strategies are in place for individuals

vectored to long-term training opportunities (e.g., fellowships/internships), preferably to a

position in career field pyramids or as described in Airman development plans/individual

development plans or the framework for the Civilian Leadership Development Continuum

(see Attachment 12).

1.4.5.16. Will provide vectors/inputs for individuals to applicable follow-on assignments

that will best capitalize on their newly obtained knowledge and skills.

1.4.5.17. Will plan for all officers vectored to National Defense University joint schools

for senior developmental education to be assigned to joint duty upon graduation. The only

exception will be O-6 selects matched by the annual Command Screening Board, Judge

Advocate, medical, and chaplain officers.

1.4.5.17.1. Where standard joint duty assignment billets are unavailable or limited,

AFPC/DP3 will coordinate other joint options to ensure compliance (e.g., JS/J1-

approved 365-day temporary duty assignment or cross-career field utilization).

1.4.5.17.2. Joint Advanced Warfighting School graduates will be outplaced to

designated combatant command joint planner billets. To meet this intent, development

teams should only consider first and second look senior developmental education

nominees when vectoring individuals to Joint Advanced Warfighting School.

1.4.5.17.3. Will ensure personnel vectored for joint-duty assignment consideration are

of sufficient quality to achieve promotion rates in accordance with joint promotion

objectives outlined in 10 USC § 662, Promotion Policy Objectives for Joint Officers.

1.4.5.17.4. Will outline procedures to ensure the qualifications of Joint Qualified

Officers are such that joint promotion objectives can be achieved as outlined in AFI

36-2135, Joint Officer Management.

1.4.5.18. Before vectoring to National Defense University, will consider the mandatory

follow-on assignment along with the overall career timing of the individual.

1.4.5.19. Will provide major command functionals the entire squadron commander

candidate list and offer a slate of at least three candidates for the hiring officials (unless

there is a limiting factor). Hiring officials can request alternate names from the entire list

through the major command functional. When requests are unable to be fulfilled or

resolved within, or across major commands, the functional managers/development teams

will work with the major command functionals and/or numbered Air Force commanders

to resolve/determine the candidate’s final placement. Note: Squadron command selection

message will take place after the Developmental Education Designation Board results are

released.

1.4.5.19.1. When the hiring official determines the candidates are not an acceptable

match, the hiring official has the right of refusal. Alternate names may be requested

from the entire list through the major command functional. The hiring authority must

select an individual from the identified candidate list.

DAFI36-2670 25 JUNE 2020 23

1.4.5.19.2. Will provide feedback to senior raters if their top two stratified squadron

command nominees fall below the development team primary candidate cutline for the

squadron command candidate list. This feedback will be provided within 21 business

days after the completion of the development team meeting for the senior rater to

provide mentoring upon public release. Feedback must include rationale and functional

perspective. When the senior rater is not Air Force (i.e., joint) feedback will be

provided to the individual’s senior Air Force advisor. Feedback must be provided

through direct, email or telephone contact.

1.4.5.20. Will validate and endorse self-nominated GS-14/15 candidates for Civilian

Strategic Leadership Program.

1.4.5.20.1. Will identify and vector other highly-qualified GS-14/15 candidates in their

functional community for Civilian Strategic Leadership Program participation. If

vectored directly by the development team, candidates will have the ability to accept

or decline Civilian Strategic Leadership Program consideration.

1.4.5.20.2. Will provide each Civilian Strategic Leadership Program select a suggested

priority order for three categories of Civilian Strategic Leadership Program positions:

joint, Headquarters Air Force, and installation-level positions.

1.4.5.20.3. Will identify a follow-on functional assignment for individuals currently in

a Civilian Strategic Leadership Program assignment.

1.4.5.21. Will provide vector recommendations for civilians selected for resident

developmental education programs during the first development team session following

the annual public Developmental Education Designation Board release.

1.4.5.22. Will provide vector recommendations for civilians selected for career

broadening developmental assignments at least 1 year prior to completion of the program.

1.4.5.23. Will provide individual career feedback to officers, civilians, senior raters, and

commanders/directors.

1.4.5.24. In conjunction with assignment teams/career field teams, will review the results

of their developmental vectoring to ensure Airmen are receiving meaningful and actionable

feedback.

1.4.5.25. Will determine Developmental Education Designation Board nominations

(civilian) and vectors (military), squadron command and squadron director candidate lists,

Advanced Studies Group nominations, and AF/A1-approved functionally sponsored

development programs. Major command vice commanders may request AF/A1 approval

to conduct squadron command and squadron director panels separately from the

development team sessions.

1.4.5.26. Will approve the civilian pool of highly qualified employees for assignment to

Key Career Positions.

1.4.5.27. Will provide career field feedback to ensure opportunities and expectations are

transparent to functional communities At a minimum, development teams will provide a

post-development team webinar/video teleconference to functional community personnel

and leadership. The webinar/video teleconference and briefing notes will be posted to a

website that is accessible to members of the functional community. At a minimum,

24 DAFI36-2670 25 JUNE 2020

webinar topics will include: Panel membership, number of individuals nominated/vectored

for developmental education, number of developmental education slots available, number

of individuals nominated for squadron command (officers), projected number of squadron

command positions available, number of individuals selected as squadron command

candidates, elements of a successful individual’s record (e.g., stratification,

awards/recognition, special selections and assignments).

1.4.5.28. Will review career field Air Expeditionary Force posturing and coding to ensure

capabilities are visible and properly aligned in the Air Expeditionary Force.

1.4.5.29. Will consider cross-functional developmental and utilization requirements (see

paragraph 1.3.5) when recommending vectors for their officers and civilians.

Development Team chairs (in coordination with career field managers, and assignment

teams/career field teams) must use cross-functional authority-provided input to ensure

these cross-functional requirements are appropriately addressed during development team

sessions. Finally, development teams should provide feedback to cross-functional

authorities on the requirements cross-functional authorities provided prior to the

development team session.

1.4.5.30. Will determine development team meeting dates and agenda items.

1.4.5.30.1. Development teams will meet at least once per year. Specific times will be

determined by the functional manager but will align with the development team battle

rhythm (see Attachment 9). RegAF Development Team meetings will be held at the

Air Force Personnel Center and must be coordinated with AFPC/DP3. Waivers to this

requirement must be submitted to AF/A1D for approval.

1.4.5.30.2. Will provide development team meeting dates to AFPC/DP2ND no later

than 60 days prior to the start of each development team meeting. AFPC/DP3 will post

development team meeting dates on the respective Development Pages in myPers.

1.4.5.30.3. At least once per year, will begin development team meetings with an

overview of existing and projected requirements, to include existing 365-day

deployment opportunities and existing and projected authorized strength.

1.4.5.31. Career field-specific force development efforts, to include automated systems

designed to support functional force development initiatives, must be approved by

AF/A1D. Appropriate major command and Air Staff functionals will report progress of

such efforts to AF/A1D quarterly or as directed.

1.5. RegAF Enlisted Force Development.

1.5.1. Enlisted Functional Advisory Councils and Enlisted Development Teams Overview.

Enlisted deliberate development is realized through the guidance, direction, and execution of

Functional Advisory Councils and enlisted development teams. Through Functional Advisory

Councils and enlisted development teams, enlisted career field leadership executes progression

and succession planning to ensure there are sufficient personnel and skill sets available to

accomplish the mission. The Functional Advisory Council also validates the career

progression roadmap by reviewing career field requirements against career field inventory.

1.5.1.1. Progression planning is the responsibility of the career field managers and applies

to all personnel in the career field. For most Air Force specialty codes, the progression

DAFI36-2670 25 JUNE 2020 25

plan developed through the Specialty Training Requirements Team and the Utilization &

Training Workshop is sufficient to technically develop Airmen in the grades of E-1 through

E-7. The career field manager utilizes input from the Functional Advisory Council and

enlisted development team to develop and adjust the career field progression plan as

needed.

1.5.1.2. Succession planning is the responsibility of enlisted development teams and

entails identifying key developmental positions and key leadership positions. Succession

planning typically happens at the E-7 through E-9 grades. Enlisted development team

requirements beyond this must be validated by the Functional Advisory Council and

approved by AF/A1D.

1.5.1.2.1. A key developmental position is used to complement leadership

qualifications. These positions are utilized to provide experience necessary for key

leadership positions that may not be gained through the normal assignment system.

The number of key development positions identified should be sufficient enough to

support the succession planning for career field key leadership positions. The goal is

to maintain a bench of qualified personnel with the requisite experience for Air Force

Personnel Center to fill key leadership position vacancies.

1.5.1.2.2. A key leadership position is defined as a unique, “no-fail” position with

distinguishing responsibilities and education, training, experience, or performance

requirements that cannot be realized through normal progression planning, and may

not be prevalent in the majority of the career field. These positions are not to be

confused with specially-designated functional positions such as key nuclear billets,

although those billets may also be defined as key leadership positions. Positions

designated as key leadership positions should represent only a small percentage of

authorizations within any Air Force specialty code and grade to support the unique

requirements of the career field.

1.5.2. Roles and Responsibilities.

1.5.2.1. The AF/A1 will:

1.5.2.1.1. Provide updated guidance on Functional Advisory Councils and enlisted

development teams to functional authorities, functional managers and career field

managers annually.

1.5.2.1.2. Provide force management and sustainment data as required by Functional

Advisory Councils and enlisted development teams.

1.5.2.2. Air Force Chief Master Sergeants (CMSgt) Management Group (AF/A1LE) will:

1.5.2.2.1. Utilize enlisted development team vectors to fill identified CMSgt positions

upon vacancy consistent with needs of the Air Force.

1.5.2.2.2. Publish Enlisted Quarterly Assignment Listing (EQUAL)-Plus

advertisements for positions identified by career field managers through the enlisted

development team process and approved by functional managers.

1.5.2.2.3. Vet volunteers against the enlisted development team vector list and select

the most eligible volunteer. If there are no volunteers, the most eligible Airman on the

enlisted development team vector list will be selected for the position. All

26 DAFI36-2670 25 JUNE 2020

discrepancies will be reconciled between the Chiefs’ Group and career field manager.

Position vectors remain valid until updated by career field managers through the

enlisted development team process.

1.5.2.3. Functional Managers will:

1.5.2.3.1. Chair the Functional Advisory Council (unless delegated to a designated

representative) and determine Functional Advisory Council membership. (T-1).

1.5.2.3.2. Provide guidance to Functional Advisory Council membership to ensure

force development processes are in support of career field management and planning.

(T-1).

1.5.2.3.3. Review the Functional Advisory Council findings and approve/disapprove

recommendations as appropriate. The Functional Advisory Council recommendations

should include whether an enlisted development team is warranted and needed to

facilitate vector requirements. Recommendations to hold enlisted development teams

and/or create additional Enlisted Quarterly Assignment Listings (EQUAL) Plus

advertisements will be forwarded to the major command functional manager and

functional assignment manager at Air Force Personnel Center if approved. (T-1).

1.5.2.3.4. Develop a charter for their respective enlisted development team and review

annually, revising as appropriate. Charters will be submitted to A1DI for approval. If

the Functional Advisory Council has recommended that an enlisted development team

is not warranted, the functional manager will submit a Memorandum For Record stating

justification to A1DI for approval. (T-1).

1.5.2.3.5. Chair the enlisted development team (unless delegated to a designated

representative) and determine enlisted development team membership. The enlisted

career field manager may execute the enlisted development team on behalf of the

functional manager. (T-1).

1.5.2.3.6. Approve the removal or cancellation of assignment for Airmen ineligible for

key leadership positions upon recommendation by the career field manager and Air

Force Personnel Center. (T-1).

1.5.2.4. Enlisted career field managers will:

1.5.2.4.1. Consult Air Force Directorate of Force Management Policy (AF/A1P) and

Air Force Directorate of Manpower, Organization and Resources (AF/A1M) on force

management, force sustainment, and force requirement data analysis and execution.

(T-1).

1.5.2.4.2. Identify the career field’s key developmental positions and key leadership

positions. (T-1).

1.5.2.4.3. Ensure duty titles within their career field are standardized in accordance

with AF Handbook (AFH) 36-2618, The Enlisted Force Structure and the needs of their

functional area. (T-1).

1.5.2.4.4. Facilitate the enlisted Functional Advisory Council. Summarize the

Functional Advisory Council’s recommendations, submit to the functional manager for

DAFI36-2670 25 JUNE 2020 27

consideration and, if applicable, forward enlisted development team approval to the

functional assignment manager at Air Force Personnel Center. (T-1).

1.5.2.4.5. Ensure the Functional Advisory Council validates key developmental

positions and key leadership positions and coordinates with the owning manpower

office to code the positions with a D-prefix on the respective unit manpower

documents. (T-1).

1.5.2.4.6. Assign developmental special experience identifiers to specific types of

positions to vector enlisted Airmen, as appropriate. For example: major command

functional manager – special experience identifier 1CA; Air Education and Training

Command Training Manager – special experience identifier 1CB; Superintendent

(Large Squadron) – special experience identifier 1CC; Superintendent (Small

Squadron) – special experience identifier 1CD. These special experience identifiers

will be utilized to identify Airmen vectored to key positions only, and are not associated

with any special experience or training. Note: Special experience identifiers 1CA-

1CO have been reserved specifically as developmental special experience identifiers,

and will be updated and removed by AFPC/DPO. (T-1).

1.5.2.4.7. Schedule enlisted development teams, as necessary, to perform succession

planning for key developmental positions and key leadership positions. (T-1).

1.5.2.4.8. Develop a vector worksheet and solicit information from enlisted Airmen

being considered for enlisted development team vectoring, as needed. If used, career

field managers should give Airmen reasonable time to complete and return the

worksheet prior to the enlisted development team. Information may include the

Airmen’s developmental preferences and volunteer statement regarding assignments

for which they may be qualified. (T-1).

1.5.2.5. Air Force Personnel Center (AFPC/DP2) will:

1.5.2.5.1. Coordinate with career field managers (and designated representatives) to

provide access to personnel information necessary to conduct the enlisted development

teams. (T-1).

1.5.2.5.2. Provide guidance, as needed, to career field personnel responsible for

loading personnel data into the existing enlisted development team tool for use by

enlisted development teams. Note: For enlisted development teams held in venues

other than Air Force Personnel Center, on-hand technical support for the enlisted

development team tool may not be available. Limited reach-back phone support will

be available. (T-1).

1.5.2.5.3. Utilize enlisted development team vectors to fill identified D-prefix

positions upon vacancy and/or career field manager/major command functional

manager request, and in line with Air Force needs. Current enlisted development team

vector lists will be consulted and the most eligible member will be selected. (T-1).

1.5.2.5.3.1. If there are no volunteers, the most eligible non-volunteer on the enlisted

development team vector list will be selected for the position. Any discrepancies will be

reconciled between the Air Force Personnel Center and the career field manager. Position

vectors will remain valid until updated by career field managers through the enlisted

development team process. (T-1).

28 DAFI36-2670 25 JUNE 2020

1.5.2.5.3.2. If the enlisted development team vector list is exhausted and a vacancy

occurs in a key leadership position, the Air Force Personnel Center will notify and

work closely with the career field manager to determine the most effective means

to fill the position. (T-1).

1.5.2.5.4. Coordinate with enlisted career field managers in situations where Airmen

assigned or projected to key leadership positions are ineligible based on the position

requirements. Final approval authority will rest with functional managers. (T-1).

1.5.2.6. Enlisted career field leadership at lower levels (i.e., flight chiefs or squadron

superintendents) will:

1.5.2.6.1. Review and understand career field health and development goals. (T-1).

1.5.2.6.2. Review capabilities of local personnel inventory in comparison with career

field goals. (T-1).

1.5.2.6.3. Utilize existing resources and the career field progression plan to develop

Airmen. (T-1).

1.5.2.6.4. Maintain Unit Personnel Manpower Roster to ensure vectored members are

assigned against the appropriate key developmental position/key leadership position.

(T-1).

1.5.3. Enlisted Functional Advisory Councils. Functional Advisory Councils will prepare

senior leaders with a comprehensive understanding of functional, cross-functional and

institutional personnel requirements pertaining to a particular career field and advise on

management strategies to sustain and improve capabilities. (T-1).

1.5.3.1. Functional Advisory Council Establishment. Functional Advisory Councils are

established to determine the necessity for enlisted development teams. Functional

Advisory Councils should convene at least annually and should make every effort to be

held in conjunction with other career field meetings where a majority of the Functional

Advisory Council and enlisted development team members will be in attendance.

Alternatively, Functional Advisory Councils may be held virtually (Defense Connect

Online, Video Teleconference, etc.). (T-1).

1.5.3.2. Functional Advisory Council Membership. The functional manager chairs the

Functional Advisory Council (unless delegated) and determines membership. (T-1).

1.5.3.2.1. The Functional Advisory Council should include the career field manager

and major command-level functional leadership as well as other key force development

stakeholders. (T-1).

1.5.3.2.2. Certain cross-functional communities (e.g., Nuclear, Cyberspace, Test and

Evaluation, and Acquisitions) have valid force development requirements involving

Airmen assigned to functional Air Force specialty codes. Representatives from these

communities may attend applicable Functional Advisory Councils with prior approval

from the functional manager. (T-1).

1.5.3.3. Functional Advisory Council Responsibilities.

1.5.3.3.1. Will validate the career progression roadmap by comparing career field

needs (requirements) against career field capabilities (inventory), providing a summary

DAFI36-2670 25 JUNE 2020 29

of projected requirements (to include grade, Air Force specialty code, experience level,

and number of valid personnel authorizations that must be filled). (T-1).

1.5.3.3.2. Will identify developmental goals of the career field. Discussions should

include topics such as cross-functional requirements review, releasing Airmen for

opportunities outside the Air Force specialty code, preparing Airmen for institutional

Air Force leadership positions, sustaining perishable skill sets, and the role of diversity

within the career field. (T-1).

1.5.3.3.3. Will determine career field capability to satisfy identified requirements,

meet developmental goals and perform the mission. Any capability gaps must be

resolved through changes in progression plan, force management initiatives or enlisted

development teams (for example, requiring 18 to 24 months practical experience in two

separate core functional areas prior to an Airman receiving their 7-skill level). (T-1).

1.5.3.3.4. If Functional Advisory Council chair responsibility is delegated, the

Functional Advisory Council provides the functional manager a recommendation for

executing an enlisted development team. A recommendation to conduct an enlisted

development team should only be provided if the Functional Advisory Council

identifies either of the following conditions exist: (T-1).

1.5.3.3.4.1. Key developmental positions are necessary to provide Airmen specific

education, training or experience which cannot be obtained through normal

training/education, progression planning, or assignment processes. (T-1).

1.5.3.3.4.2. Key leadership positions (as defined in paragraph 1.5.1.2.2) require

Airmen to have specific education, training, experience, or performance

qualifications. (T-1).

1.5.3.3.5. If an enlisted development team is executed, the Functional Advisory

Council should utilize enlisted development team feedback to identify existing and

potential career field capability gaps. (T-1).

1.5.3.3.6. Will review Career Field Education and Training Plan for progression

currency. (T-1).

1.5.3.3.7. Will communicate developmental goals to the career field through an

updated career progression roadmap, and provide direction to career field leadership.

Career field feedback can be accomplished through emails to major command

functional managers for dissemination, hosting Webinars, or other similar process.

(T-1).

1.5.4. Enlisted Development Teams. Enlisted development teams provide vectors based on

projected (or anticipated) requirements by grade, level, and position type. A vector is an

enlisted development team’s collective recommendation for an experience level, training or

education opportunity, or position type for an Airman’s next or subsequent assignment.

Enlisted development assess Airmen’s qualifications and potential for future opportunities.

Enlisted development teams must be executed in the most cost-efficient manner possible. This

includes taking full advantage of remote capabilities, conducting enlisted development teams

in conjunction with other scheduled meetings, and minimizing the need for Air Force

Personnel Center support and resources to execute enlisted development teams.

30 DAFI36-2670 25 JUNE 2020

1.5.4.1. Enlisted Development Team Establishment. An enlisted development team will

only be established and executed upon recommendation by the Functional Advisory

Council and approval by the functional manager. When scheduling enlisted development

teams, consider the timing of promotion releases for the designated ranks. Prior to

execution of the enlisted development team, the career field manager will determine the

eligibility criteria (for all personnel within a given rank) and coordinate with the Functional

Assignment Manager at the Air Force Personnel Center to identify eligible personnel that

will be considered for vectoring. This allows the enlisted development team to review

current force capabilities in comparison to the career field requirements.

1.5.4.2. Enlisted Development Team Membership. The functional manager chairs the

enlisted development team (unless delegated) and determines the membership. Ideally, the

enlisted development team would include the career field manager, major command-level

functional leadership, and other career field strategic-level subject matter experts at the

Senior Master Sergeant (SMSgt) and/or CMSgt levels. Exceptions to the rank/grade of

voting members require a waiver from AF/A1D. The career field manager may chair the

enlisted development team on behalf of the functional manager.

1.5.4.3. Enlisted development teams will understand career field policies, plans, programs,

training, and actions affecting career field management and development, and will take

these matters into consideration when vectoring. There are four distinct phases of enlisted

development team operations: planning, preparation, execution, and post execution. The

planning phase is where the enlisted development team pre-work begins. The career field

manager initiates the process by delivering an official message to the eligible personnel in

the respective career fields.

1.5.4.3.1. In the preparation phase of the enlisted development team, enlisted career

field managers will:

1.5.4.3.1.1. Coordinate with the Air Force Personnel Center on the date and

location of the enlisted development team. (T-1).

1.5.4.3.1.2. Coordinate with the Air Force Personnel Center to identify Airmen

eligible for vectoring. (T-1).

1.5.4.3.1.3. Designate a career field representative to coordinate with the Air Force

Personnel Center on all transactional matters (i.e., load personnel data into the

development team tool). (T-1).

1.5.4.3.1.4. Solicit input from individuals and their leadership through vector

worksheets, and/or review recommended “Future Roles” on the Enlisted

Performance Report. (T-1).

1.5.4.3.2. During the execution phase, the enlisted development teams will:

1.5.4.3.2.1. Review the career field health and developmental goals. (T-1).

1.5.4.3.2.2. Review identified key developmental position and key leadership

position requirements and qualifications. (T-1).

1.5.4.3.2.3. Review personnel records of identified eligible personnel. (T-1).

DAFI36-2670 25 JUNE 2020 31

1.5.4.3.2.4. Vector qualified personnel for key developmental positions and key

leadership positions based on requirements. (T-1).

1.5.4.3.2.5. If required, vector non-qualified Airmen to key developmental

positions in order to obtain the experience necessary to qualify them for key

leadership positions. (T-1).

1.5.4.3.2.6. Determine if there are enough qualified Airmen in the current

inventory to meet projected vacancies in key leadership positions. (T-1).

1.5.4.3.3. During the post-execution phase, enlisted career field managers will:

1.5.4.3.3.1. Provide vectors to ARPC Directorate of Assignments (ARPC/DPA)

and AF/A1LE. (T-1).

1.5.4.3.3.2. Provide feedback to eligible Airmen and their leadership. (T-1).

1.5.4.3.3.3. Establish a method to provide aggregate feedback to the entire career

field regarding the enlisted development team process, career field goals and other

appropriate information. Webinars have been very successful in delivering this

feedback. Career field personnel should receive feedback and guidance in a

deliberate and organized manner. (T-1).

1.5.4.3.3.4. Review the demographic makeup of the functional community and

identify potential barriers to all Airmen reaching their highest potential. Diversity

information may be obtained using the Interactive Demographic Analysis System

within the Air Force Portal and/or the Retrieval Application Websites (RAW)

application located on the Air Force Personnel Center Secure site

(https://w20.afpc.randolph.af.mil/AFPCSecureNet20/PKI/MainMenu1.aspx).

(T-1).

1.5.4.3.3.5. Conduct gap and barrier analyses to address any negative trends.

Present this information post-development team to AF/A1 via the template

provided in the annual force development guidance memorandum. (T-1).

1.5.4.3.3.6. In support of the post-development team brief to AF/A1, the Air Force

Personnel Center will provide diversity statistics by career field to conduct required

analysis, as provided in the annual force development guidance memorandum, for

the current development team cycle. (T-1).

1.5.4.3.3.7. Develop/maintain enlisted development team minutes (required) to

capture the overarching guidance, processes utilized, number of personnel

vectored, and lessons learned from the enlisted development team. (T-1).

1.5.4.3.3.8. Provide the Functional Advisory Council feedback to drive any needed

changes to the career field progression plan or sustainment strategy. (T-1).

1.6. Executing Air Force Reserve Force Development.

1.6.1. Roles and Responsibilities. All supervisors, commanders, and leaders must encourage

Reserve Citizen Airmen to fully participate in voluntary aspects of force development. Specific

responsibilities include the following (T-1):

32 DAFI36-2670 25 JUNE 2020

1.6.1.1. The Air Force Reserve Senior Leader Management Office (AF/REG) is

responsible for the management and oversight of all Air Force Reserve general officer, O-

6 and senior enlisted key and strategic positions to effectively and efficiently develop,

sustain and utilize Air Force Reserve senior leaders. Centralized management of Air Force

Reserve senior leader positions will further enable the Total Force by optimizing inherent

strengths of each talent pool for building a dynamic senior leader cadre to meet current and

future institutional requirements. AF/REG serves as the administrative lead for the Reserve

Command Screening Board and the Reserve Brigadier General Qualification Board for

eligible reserve officers.

1.6.1.2. Directorate of Personnel, Office of the Chief of the Air Force Reserve (AF/REP)

provides strategic direction, policy development/oversight and legislative interpretation for

force development programs.

1.6.1.3. Directorate of Programs and Requirements (AF/REX) is the authority on Air

Force Reserve manpower, resource programming, and management.

1.6.1.4. Directorate of Manpower, Personnel and Services (AFRC/A1) implements policy

for the overall career management and force development programs, in conjunction with

AF/REP, Air Reserve Personnel Center and the Individual Reserve Readiness Integration

Organization. The Chief, Personnel Division, Manpower, Personnel and Services,

Headquarters Air Force Reserve Command, (HQ AFRC/A1K), directs programs that

provide information, guidance and opportunities for Reserve Citizen Airmen to serve a

rewarding career. Within AFRC/A1, the following organizations have unique

responsibilities:

1.6.1.4.1. AFRC/A1C. Provides oversight of the Air Reserve technician program and

functional authority on all matters affecting Air Reserve technicians and civilian

personnel.

1.6.1.4.2. AFRC/A1K. Executes Air Force Reserve force development policy and

provides operational guidance for the force development process, professional

military/developmental education and training, and recommends policy direction to

AF/REP. HQ AFRC/A1K is the chair for the Force Management and Development

Working Group and functions as the administrative arm for the Air Force Reserve

Force Management and Development Board and Force Management Council.

1.6.1.4.3. AFRC/A1M. Provides oversight and is the functional authority for Air Force

Reserve Command manpower authorizations and resourcing issues.

1.6.1.5. Air Reserve Personnel Center. The Air Reserve Personnel Center executes policy

and procedure at the tactical level of the force development program managing all

transactional aspects of the process(es). Within the Air Reserve Personnel Center, the

following organizations have unique responsibilities:

1.6.1.5.1. ARPC/DPA. ARPC/DPA is the Center’s focal point for a multitude of force

development functions. They are responsible for management and execution of the in-

residence developmental education Student Assignment Facilitation program for all

Air Force Reserve Command members, regardless of status, to appropriate follow-on

opportunities. AF/REG manages O-6 and O-6(s) follow-on assignments and informs

DPA who will provide follow-on assignment updates to AF/RE throughout the

DAFI36-2670 25 JUNE 2020 33

academic year. DPA is the managing organization for assignment actions for O-5s and

below into key and joint duty assignment list positions.

1.6.1.5.1.1. ARPC/DPA provides management and oversight of the Active Guard

and Reserve program on all matters affecting Active Guard and Reserve personnel

(O-5 and below) including assignments and the Active Guard Reserve Review

Board.

1.6.1.5.1.2. ARPC/DPA is responsible for executing annual boards including 48

specific career field developmental teams, biannual Reserve School Selection

Board, Reserve Developmental Education Designation Board, Enlisted

Developmental Education Board, Reserve Command Screening Board, Command

Chief Screening Board, and Reserve Stripes for Exceptional Performers II

promotion board.

1.6.1.5.2. Joint Officer Management. Manages the Air Force Reserve’s joint officer

management program in conjunction with Joint Staff at the Pentagon. The joint officer

management service manager will provide coordination on all assignments for O-5 and

below into/out of joint duty assignment list billets prior to consummation. AF/REG

will notify the Air Force Reserve joint officer management service manager on all O-

6 and above joint duty assignment list assignments prior to consummation. The joint

officer management team executes all Air Force Reserve Command joint duty

assignment list actions, per the guidance provided in AFI 36-2135, Joint Officer

Management.

1.6.1.6. Headquarters Individual Reservist Readiness and Integration Organization. The

Headquarters Individual Reservist Readiness and Integration Organization provides

oversight of the Individual Mobilization Augmentee and Participating Individual Ready

Reservist programs and is the authority on all matters affecting individual mobilization

augmentee and participating individual ready reservist personnel. The Headquarters

Individual Reservist Readiness and Integration Organization implements policies

concerning individual mobilization augmentees and participating individual ready

reservists in conjunction with AFRC/A1, AF/REP and the Air Reserve Personnel Center.

The career field manager/major command functional manager, Headquarters Individual

Reservist Readiness and Integration Organization and appropriate detachment

commanders must coordinate on all individual mobilization augmentee and participating

individual ready reservist key/command/joint deliberate assignment actions. No internal

moves affecting joint positions will be consummated without joint officer management

service manager coordination. Headquarters Individual Reservist Readiness and

Integration Organization and detachment commanders must include the career field

manager/major command functional managers and ARPC/DPA on all force development

manpower changes and actions.

1.6.1.7. Numbered Air Force Commanders. Numbered Air Force commanders provide oversight

to respective reporting organizations and are the authority on all matters affecting Air Reserve

technicians, traditional reservists and unit Active Guard and Reserve personnel. The career field

managers/major command functional managers and assignment facilitators must coordinate on all

key/command/joint deliberate assignment actions though Numbered Air Force commanders.

Numbered Air Force commanders will include the career field managers/major command

functional managers on all force development manpower changes and actions.

34 DAFI36-2670 25 JUNE 2020

1.6.1.8. Reserve Functional Manager. Reserve functional managers are senior leaders

within a career field appointed by the AFRC/CC. The Reserve functional manager provides

day-to-day strategic-level direction and authority over specific functional community

requirements and overall management of a functional career field. While they should

maintain an institutional focus with regard to resource development and distribution,

Reserve functional managers are responsible for ensuring their specialties are equipped,

developed, and sustained to provide Air Force capabilities. Headquarters Air Force Reserve

Command full-time directors fulfill the Reserve functional manager role to ensure

consistency and continuity. They must appoint a career field manager and major command

functional manager (the Reserve functional manager and career field manager may be the

same) in writing to HQ AFRC/A1, with notification to ARPC/DPA.

1.6.1.9. Career Field Manager (officer)/Major Command Functional Manager (enlisted).

The career field manager is appointed by the Reserve functional manager on behalf of the

AFRC/CC and represents a single functional family. A career field manager/major

command functional manager may be responsible for more than one specialty or multiple

career field managers may be appointed within a single career field. Major command

functional managers are appointed by the Reserve functional manager and are responsible

for the management of designated enlisted career fields. The career field managers/major

command functional managers provide strategic-level direction and are the overall

authority on behalf of the Reserve functional manager for Reserve Air Force specialty

code-specific requirements and serves as subject matter experts for career field specific

guidance. They monitor the health and manning of their career fields and elevate concerns

to Reserve functional managers. They manage command training for their career field and

disseminate career field policies and program requirements throughout the command.

AFRC/A1K will maintain a current list of career field managers/major command functional

managers. Career field managers must be an O-6/GS-15 (or equivalent) and major

command functional managers must be a CMSgt for enlisted personnel (any other grade

requires a waiver by the owning Reserve functional manager). Specific responsibilities

include, but are not limited to:

1.6.1.9.1. Maintaining career field pyramids outlining experience, education and

training needed for positions.

1.6.1.9.2. Identifying position distribution by grade and status.

1.6.1.9.3. In coordination with the appropriate assignment organization (AF/REG or

ARPC/DPA) providing hiring official with a prioritized list of qualified candidates

from the key personnel listing, Reserve Command Screening Board, Reserve Brigadier

General Qualification Board and sitting O-6 commanders to fill key/command/joint

vacancies.

1.6.1.9.4. The career field managers will serve as chair for their officer development

team, unless the Reserve functional manager appoints another career field senior leader.

1.6.1.9.5. Major command functional managers are responsible for career field

messaging and notifying eligible members of upcoming development team schedules

and requirements. Major command functional managers will serve as chair for enlisted

development teams, determine panel membership, maintaining career field key

personnel listing, and are also responsible for the release of post-board vectors.

DAFI36-2670 25 JUNE 2020 35

1.6.1.10. Functional Area Manager. The functional area manager is appointed by the

career field manager on behalf of the Reserve functional manager and should be the most

highly knowledgeable and experienced person within the functional area and have the

widest range of visibility over functional area readiness and capability issues. Functional

area managers are accountable for the management and oversight of all personnel and

equipment within a specific functional area to support operational planning and execution.

Responsibilities may include, but not limited to:

1.6.1.10.1. Developing and reviewing policy and training.

1.6.1.10.2. Developing, managing, and maintaining unit type codes.

1.6.1.10.3. Developing criteria for and monitoring readiness reporting, force posturing

and analysis.

1.6.1.11. Commanders and other leaders. Commanders, command chiefs, superintendents,

supervisors/raters, program managers, career field managers/major command functional

managers, and senior Reserve Citizen Airmen play a vital role in force development. Each

individual (Reserve Component, RegAF or civilian) should understand and be committed

to Total Force development. Individual assessment, mentorship, and feedback are essential

elements in achieving a well-rounded workforce. Leaders will:

1.6.1.11.1. Ensure each Reserve Citizen Airman receives tactical-level mentoring to

reach their full potential.

1.6.1.11.2. Educate, coach, and encourage individuals to participate fully in the force

development process.

1.6.1.11.3. Understand the Air Force Reserve force development process, as well as

the respective force development requirements and career path for the various

functional communities.

1.6.1.11.4. Assist Reserve Citizen Airmen in assessing and fulfilling their

developmental objectives and career goals utilizing tools such as career field pyramids

and individual ribbon charts.

1.6.1.11.5. If a Reserve Citizen Airman submits Reserve-development plan, carefully

consider his/her potential and provide honest assessment on the Reserve-development

plan. This feedback should occur both before the development plan is submitted and

after it has been reviewed by the development team (development teams balance the

desires of the individual with the mission needs of the Air Force Reserve; therefore,

career vectors may not match individual desires).

1.6.1.12. Force Management Council. The Force Management Council approves and

provides overall policy guidance on education, training, and experience equating to career,

force management, and development of Air Force Reserve personnel. As necessary, the

council reviews the progress and metrics of fielded programs to ensure established

objectives are satisfied. The Force Management Council consists of the following

members: AFRC/CC (Chair), AFRC/CV, AFRC/CCC, 4 AF/CC, 10 AF/CC, 22 AF/CC,

HQ AFRC/DS, AF/REP (Advisory), ARPC/CC (Advisory), HQ AFRC/A1 (Advisory),

and HQ AFRC/FM (Advisory). Only primaries may attend unless otherwise approved by

AFRC/CC.

36 DAFI36-2670 25 JUNE 2020

1.6.1.13. Air Force Reserve Force Management and Development Board. The Air Force

Reserve Force Management and Development Board reviews and/or develops proposed

policy guidance on education, training, and experience equating to career force

management and development of Air Force Reserve personnel. As necessary, the council

reviews the progress and metrics of fielded programs to ensure established objectives are

satisfied. Provides oversight and manages taskings and efforts of the Air Force Reserve

Force Management and Development Working Group. The Air Force Reserve Force

Management Development Board consists of the following members: AFRC/CV (Co-

Chair), AF/RE-D (Co-Chair), HQ AFRC/DSD, AF/REG, AF/REP, AF/REX, FGC/CC,

ARPC/CC, HQ AFRC/A1, HQ AFRC/FM, HQ AFRC A-Staff Directors, a wing

commander from each numbered Air Force, and one wing command chief from each

numbered Air Force serving as the numbered Air Force representatives for a 2-year tour.

Attendance is for primaries only.

1.6.1.14. Air Force Reserve Force Management and Development Working Group. The

Force Management and Development Working Group is the entry point for all initiatives

on education, training, and experience equating to career force management and

development of reserve personnel. As necessary, the Force Management and Development

Working Group reviews their progress and metrics of fielded programs to ensure

established objectives are satisfied. The Air Force Reserve Force Management and

Development Working Group consists of the following members: HQ AFRC/A1K

(Chair), HQ AFRC/A1C, HQ AFRC/A1L, HQ AFRC/A1M, HQ AFRC/FMD, AF/REG

Deputy, AF/REP Deputy, Chief of Air Force Reserve Manpower Division, HQ Readiness

and Integration Organization (RIO)/CC, ARPC/DPA, three career field manager

representatives and three major command functional manager representatives.

1.6.1.15. Individual. Each Reserve Citizen Airman is responsible for determining his/her

availability for development opportunities. It is incumbent upon each individual to learn

about force development processes, seek guidance from leaders and other mentors and

determine goals/desires for their own development. The Reserve-development plan is the

tool to communicate their desires regarding their level of force development participation.

Officers complete the Reserve Officer Development Plan and enlisted complete the

Reserve Enlisted Development Plan located on the virtual Personnel Center. Air Reserve

technicians interested in civilian development may complete an Individual Development

Plan located on the myPers webpage and follow the guidance for civilian force

development in this instruction. Reserve Citizen Airmen may choose not to participate in

the formal force development process for any cycle with the understanding they may miss

out on education, training and career guidance from career field senior leaders.

1.6.1.15.1. When possible, final submission of a Reserve-development plan is through

the first O-6 or higher in the rating chain. For individual mobilization augmentees,

detachment commander is acceptable if O-6 equivalent in the member’s chain of

command does not have access to the virtual Personnel Center. Enlisted members

follow the recommended routing of two-level coordination (rater/rater’s rater).

1.6.1.15.2. Failure to submit a Reserve-development plan within the last 12 months prior to a

member’s respective development team session, and according to deadlines established by

ARPC/DPA, will remove Reserve Citizen Airmen from consideration for that development

team cycle. Failing to meet a development team can result in reduced opportunities.

DAFI36-2670 25 JUNE 2020 37

1.6.2. Force Development. The purpose of Air Reserve Force Development, as an element of

Total Force Development, is to create a reserve force that is responsive to Air Force

requirements and managed as an integral part of the Total Force. The goal is to produce

Reserve Citizen Airmen who possess the tactical expertise, operational competence and

strategic vision to lead and execute the full spectrum of Air Force missions. The purpose of

force development is to:

1.6.2.1. Maximize capabilities of all Reserve Citizen Airmen to ensure the Air Force

Reserve Command can provide the right leader at the right time for air, space and

cyberspace power in support of Air Force requirements. The methods applied to the force

may differ slightly by career field as developmental methods are tailored to suit unique

career field requirements and the availability of Reserve Citizen Airmen.

1.6.2.2. Ensure opportunities and expectations are transparent to all Reserve Citizen

Airmen.

1.6.2.3. Develop a pool of qualified candidates for strategic senior leadership positions.

1.6.2.4. Deliberately connect all education, training, and experience opportunities (to

include developmental education, assignments, deployments) to best leverage the

continuum of learning that builds and enhances cross-functional, foundational and

occupational competencies that meet Air Force Reserve needs in and across career fields.

1.6.2.5. Create standardization to the fullest extent possible among all career fields to

ensure a consistent force development program.

1.6.2.6. Enhance Reserve Citizen Airmen’s understanding of their role in force

development, using their inputs regarding desires for developmental education, future

assignment opportunities, and provide feedback to inform and shape expectations.

1.6.2.7. Leverage information technology to provide useful tools to facilitate/enhance

personnel decision processes and to maximize the capabilities of all Reserve Citizen

Airmen.

1.6.3. Air Force Reserve Officer.

1.6.3.1. Identified key, command and joint duty assignment list positions will be managed by the

command and the appropriate career field manager. Each career field manager in coordination with

career field senior leaders, must review their career field key, command and joint duty list annually

to determine if changes are needed. Along with the career field managers, senior leaders in each

career field determine “key” positions within their career field, which would provide the

experiences necessary to develop Reserve Citizen Airmen and equip them with the right capabilities

to potentially become Total Force senior leaders. Command positions referenced on the

key/command/joint list are all O-6 commander positions determined by organization manpower

requirements. Numbered Air Force commanders may identify O-5 squadron commander billets as

key and staff recommendations via the established process for approval by AFRC/CV and /or

AF/RE-D. Joint duty assignment list positions are determined by the joint staff and are considered

key experiences for development. Eligible candidates for key/command/joint positions include

individuals listed on Reserve development team Key Personnel Lists, in-resident developmental

education students, sitting O-6 commanders, Reserve Command Screening Board, and Reserve

Brigadier General Qualification Board selects.

38 DAFI36-2670 25 JUNE 2020

1.6.3.2. Assignments into key/command/joint positions will have a three-year tour length

and a focused rotational movement. This turnover ensures breadth of experience in

conjunction with the depth reservists obtain within their core Air Force specialty. The

combination of depth and breadth in education, training and experience will ensure the Air

Force Reserve has Reserve Citizen Airmen ready to take leadership roles at the

strategic/enterprise levels in the Air Force Reserve, Air Force or Department of Defense.

Attaining overall force development goals requires career management to achieve the

following objectives:

1.6.3.3. Will deliberately connect individual education, training and experience

opportunities to build competencies that meet Air Force Reserve needs within career fields.

1.6.3.4. Will ensure the Air Force Reserve invests the right education, training, and

experience in the right individual at the right time within the Reserve Citizen Airmen

construct by developing personnel processes and utilizing competitive selection, to support

this objective.

1.6.3.5. Will enhance Reserve Citizen Airmen, supervisors, and commanders

understanding of their roles in managing reserve careers through the development team

process and provide feedback to inform and shape individual expectations.

1.6.3.6. Officer Force Development. Tactical, operational and strategic level opportunities

are common to all career fields. Officers must establish solid experience at the tactical and

operational levels in a primary career field. At the field grade level, reserve officers should

explore gaining a breadth of experience via assignments, unique opportunities, education

and training. While a majority of officers will choose to remain at the tactical/operational

level providing depth of expertise and leadership in a particular field, it is imperative that

some continue to increase their development at the more strategic levels. A small

percentage of officers across career fields will have the opportunity to apply for

deliberately managed key/command/joint positions with levels of responsibility and

leadership at the higher end of the operational arena and strategic level. These individuals

will have increased opportunities for breadth of experience within Department of Defense,

Air Force, Air Reserve Component, and joint levels.

1.6.3.6.1. Officer career paths have historically been depicted in career field pyramids,

indicating upward progression and implying fewer types of jobs exist at senior levels.

Career pyramids provide an overview of professional development throughout an

officer’s career and a general career model with specific details for each Air Force

specialty.

1.6.3.6.2. Career field pyramids reinforce that there is no “set path” to senior

leadership, but there are fundamental building blocks or pillars. Civilians should

reference AFMAN 36-606, Civilian Career Field Management and Development for

career field specific pyramids.

1.6.3.6.3. Career field pyramids reflect developmental education opportunities.

Developmental education opportunities include both appropriate-level military

education and specialized education that develop officers either within their career field

or prepare them for an assignment outside of their core career field.

DAFI36-2670 25 JUNE 2020 39

1.6.3.7. Assignment Facilitators. Assignment facilitators reside at the Air Reserve

Personnel Center and are the primary conduit between the career field managers,

development team panels and the Reserve Citizen Airmen.

1.6.3.7.1. The primary purpose of assignment facilitators is to coordinate with the

career field managers in developing and facilitating the Air Force Reserve officer

career field-specific force development execution actions. These actions include:

planning and execution of development teams, conducting post-development team

actions, field communications regarding assignment opportunities, general career

counseling, and Reserve-development plan assistance and management. Assignment

facilitators will:

1.6.3.7.1.1. Provide individual Reserve Citizen Airmen with general career

counseling to include Reserve-development plan assistance, assisting career field

managers with executing development team goals, general information on

assignment opportunities in line with development team vectors.

1.6.3.7.1.2. Review and track key/command/joint assignment opportunities,

prepare vacancy announcements, send to pre-determined population, and collect

packages. Upon close out, assignment facilitators will consolidate applicant

packages, compare to development team Key Personnel Listing results, and prepare

listings of qualified officers for career field managers to provide to the hiring

authority and other senior leaders as required.

1.6.3.7.1.3. Provide information and coordinate support to the career field manager

for development team events. Required information includes a general overview of

the type of utilization and/or development opportunities so development teams can

provide realistic and actionable vector recommendations. Assignment facilitators

will ensure all vectors are presented to career field managers/major command

functional managers within the prescribed timeline (see Table 1.1.).

1.6.3.7.1.4. Identify officers who are eligible to meet a given development team

and prepare materials to present to the development team, as needed.

1.6.3.7.1.5. Identify measurable data to be analyzed and tracked to ARPC/DPA.

1.6.3.7.1.6. Assist development team chair/career field managers with maintaining

development team charters. Maintain Key Personnel Listings, awareness of

projected key/command/joint position changes, and key/command/joint position

descriptions.

1.6.3.7.1.7. Disseminate career field information on behalf of the career field

manager.

1.6.3.7.1.8. Assist career field managers with maintaining a Potential

Reassignment List (officers only) and notifying O-5s and below no later than 6

months prior to term limit expiration. Assignment facilitators will assist members

with reassignment opportunities.

1.6.3.7.1.9. Develop and provide career field managers with email messages and

other communication requirements to forward to career field members.

40 DAFI36-2670 25 JUNE 2020

1.6.3.7.1.10. Conduct telecon with key players (career field managers, major

command functional managers, ARPC/DPA, Board Operations) to review potential

eligible pool to discuss the impact of standard filter waivers 151 days prior to the

development team.

1.6.3.7.2. Assignment facilitators may be required to execute enlisted development

teams as determined by ARPC/DPA Superintendent.

1.6.4. Air Force Reserve Enlisted.

1.6.4.1. Nominative and key/strategic E-9 positions. The Senior Enlisted Management

Division (AF/REG) in coordination with AFRC/CCC, provides oversight of Air Force

Reserve senior enlisted personnel assigned to key/strategic E-9 positions at the major

command level and above. These key/strategic positions provide exposure, experience and

continued growth for our senior enlisted leaders within the Total Force environment. The

positions are typically classified as Active Guard and Reserve or Individual Reserve billets

and carry a 3-year term limit. Key/strategic positions include all major command, Office

of the Secretary of Defense, joint, agency, Field Operating Agency, Direct Reporting Unit,

and select E-8/E-9 positions. Eligible candidates for key/strategic positions include

individuals listed on the Reserve development team Key Personnel List.

1.6.4.1.1. The intent is to fill key/strategic E-9 vacancies utilizing the Command E-

8/E-9 Key Personnel List. The Key Personnel List is established annually by the

Command E-8/E-9 Development Team and maintained by AF/REG. If selected,

members are placed on the E-8/E-9 Key Personnel List for a period of 1 year. In

addition to the E-8/E-9 Key Personnel List, the major command functional managers

will establish and manage separate functional area Key Personnel Lists. The major

command functional manager Key Personnel List will be used for positions requiring

functional expertise.

1.6.4.1.2. Nominative opportunities are received from AF/A1LE in the form of a

Request for Nomination. When determining qualified applicants for nominative

positions, AF/REG, in coordination with AFRC/CCC, will review eligible candidates

from the E-8/E-9 Key Personnel List and contact the member(s) to confirm availability

for a career broadening opportunity. If the member is interested in the opportunity,

AF/REG will coordinate nomination package(s) through AFRC/CCC and AF/RE for

approval. Upon approval, the nomination package(s) will be forwarded to AF/A1LE

for distribution to the hiring authority. The nominee may or may not be contacted for

an interview. If selected, the member will be placed in an Active Guard and Reserve or

extended active duty status for the duration of the assignment annotated in the request

for nomination. AF/REG will assist member with the assignment process through

ARPC/DPA.

1.6.4.1.3. For key/strategic positions funded by Air Force Reserve Command, the

hiring authority will complete necessary candidate reviews, determine a selectee, notify

ARPC/DPA of their selection. ARPC/DPA will contact the member, make the official

job offer and execute the transactional portion of the assignment. Note: Candidates on

any E-8 or E-9 Key Personnel List should be given strong consideration for

key/strategic opportunities. Functional area Key Personnel List members should also

be given strong consideration for those jobs that require functional area expertise.

DAFI36-2670 25 JUNE 2020 41

1.6.4.1.4. If a member of the E-9 Key Personnel List applies for a key/strategic

vacancy and a non-Key Personnel List member is selected, the hiring authority must

apply for waiver approval through AF/REG to the approval authority. If there are no

E-9 Key Personnel List applicants for an E-9 key/strategic vacancy, and a non-Key

Personnel List E-8/E-9 is selected over E-8 Key Personnel List applicants, the hiring

authority must apply for a waiver approval through AFRC/CV (T-1). Waivers with

written justification must be provided to AF/REG who will coordinate the request with

the major command functional manager, AFRC/CCC, the approval authority, and

AF/RE as needed. If approved, the non-Key Personnel List member may be hired. If

the request is disapproved, the hiring authority must reconsider the pool of applicants,

or re-announce the vacancy.

1.6.4.1.5. Enlisted key/strategic positions are reviewed and validated biennially by

major command functional managers, AFRC/CCC and AF/REG.

1.6.4.2. Enlisted Force Development. The focus of enlisted force development is to

develop Airmen by integrating skills, abilities, goals and desires with the needs of Air

Force Reserve Command in correlation with AFH 36-2618, The Enlisted Force Structure.

Enlisted force development provides deliberate and organized career development

initiatives while maintaining the Reserve Citizen Airmen culture and the integrity of all

reserve categories. These initiatives coincide with education, training and experience to

meet the operational and strategic challenges of the Air Force Reserve. AFRC/CCC will

oversee the enlisted force development program through AFRC/A1. AFRC/A1K will

manage the enlisted force development program and advise the AFRC/CCC. AF/REG will

manage the senior enlisted nominative positions process. AF/REP will coordinate with

AF/A1D ensuring Air Force Reserve requirements are considered when Air Force policy

is written or changed and in coordination with AFRC/A1, will author the necessary policy

guidance for the Air Force Reserve. Senior leaders must be committed to developing the

enlisted force utilizing a qualified candidate pool to meet current and future leadership

requirements through robust assessment, mentorship, and feedback. Senior leaders are also

entrusted to educate, mentor, and encourage Reserve Citizen Airmen to fully participate in

the force development process.

1.6.4.2.1. Enlisted Reserve Citizen Airmen are encouraged to make a strong personal

commitment toward professional and personal development beyond formal schools

offered. They are also encouraged to embrace responsibility for ensuring continued

growth for themselves and others so they are ready for the next level.

1.6.4.2.2. Major command functional managers will appoint Air Force specialty

subject matter experts for their respective career fields. Each subject matter expert will

research and identify their professional developmental opportunities beyond the formal

Air Force schools and will maintain a complete list of educational opportunities and

provide it to Reserve Citizen Airmen at all levels.

1.6.4.2.3. Major command functional managers maintain the list of key/strategic

positions and review projected vacancies to ensure appropriate placement of

individuals. Major command functional managers and/or AF/REG work with hiring

authorities and senior leadership to evaluate candidates and make assignment

recommendations.

42 DAFI36-2670 25 JUNE 2020

1.6.4.2.4. AF/REG will manage enlisted Active Guard and Reserve and Individual

Reserve key/strategic positions at the major command level and above. In coordination

with major command functional managers, AFRC/CCC, AF/RE and AFRC/CC,

AF/REG will deliberately manage personnel included in the annual E-8/E-9 Key

Personnel List as well as those currently residing in a key/strategic position.

Incumbents in key/strategic positions not selected to the Key Personnel List should

strive to complete the necessary requirements, increasing the likelihood for selection

to positions of greater responsibility.

1.6.4.2.5. The Command E-8/E-9 development team will be held at ARPC/DPA to

review records and the Reserve-enlisted development plans for E-8s and E-9s across

the command. It is the member’s responsibility to ensure his/her desires and goals are

identified on his/her Reserve-enlisted development plan and submitted to ARPC/DPA

by the established deadline.

1.6.4.2.6. Enlisted Development Teams. Enlisted development teams will be held

biannually for each enlisted career field to review E-7 through E-9 records; however,

smaller career fields may review E-6 and below records during the enlisted

development team with HQ AFRC/A1KO approval. Typically, major command

functional managers will hold enlisted development teams at ARPC; smaller career

fields (<250 records) may request to hold their enlisted development team at Air Force

Reserve Command through AFRC/A1KO.

1.6.4.2.7. Enlisted Facilitators. Air Reserve Personnel Center-based enlisted

facilitators are the primary conduit between AFRC/A1K, major command functional

managers and development team panel members. The primary purpose of enlisted

facilitators is to prepare and execute enlisted development teams and the Command

E8/E9 development team.

1.6.4.2.8. Reserve Enlisted Force Development Panel. The Reserve Enlisted Force

Development Panel provides oversight, takes action and makes recommendations on

the deliberate development and utilization of enlisted Citizen Airman. Reserve Enlisted

Force Development Panel membership and guidelines are outlined in the Reserve

Enlisted Force Development Panel Charter. The panel is chaired by AFRC/CCC and

co-chaired by the Chief of Enlisted Force Development (HQ AFRC/A1KO). The

Reserve Enlisted Force Development Panel will meet three times per year at various

venues with additional meetings as requested by the chair.

1.6.5. Deliberately Managed Positions. While RegAF assignments are deliberate and

normally term-limited, most reserve assignments are not. It is imperative for Reserve Citizen

Airmen to gain depth in their career field to provide a solid developmental foundation. To

meet the needs of Total Force development, the Air Force Reserve must ensure certain

assignment opportunities are deliberately managed and have standardized turnover within the

Citizen Airman construct. In addition to depth, broadening through assignments is essential to

developing our future force. The four pillars of Air Force Reserve senior leader development

are assignments in: command, joint positions (to include joint experience and/or joint duty

assignment list), National Capital Region, and above wing level.

DAFI36-2670 25 JUNE 2020 43

1.6.5.1. Key/command/joint positions provide qualified Reserve Citizen Airmen access to

senior leader roles. Further, to foster strong succession planning, it is essential the Air

Force Reserve standardize turnover for all key/command/joint and key/strategic positions.

This will ensure the success of Air Force Reserve mission sets and the continued

development through the right experiences, within all reserve categories. (Reference AFI

36-2110 for key/command/joint assignment execution details).

1.6.5.2. Key/command/joint position assignments. All key/command/joint positions are

limited to 3-year terms and will be advertised by the appropriate assignment organization

(AF/REG for O-6s and ARPC/DPA for O-5 and below). Reserve Citizen Airmen who are

assigned to a key/command/joint position will be put on a potential reassignment list.

These Airmen will be notified by AF/REG if occupying an O-6 key/command/joint

position, or they will be notified by ARPC/DPA if occupying an O-5 or O-4

key/command/joint position of their term expiration in accordance with the signed

key/command/joint Statement of Understanding at least 6 months prior to the end of their

term. HQ AFRC/A1C manages assignment actions for Air Reserve technician positions

and coordinates with the appropriate assignments organization.

1.6.5.3. Overages are not authorized for key/command/joint positions; however, during

reassignments there may be overlap of the incoming and outgoing personnel not to exceed

90 days.

1.6.5.4. O-6 eligibility. Officers on their career field Key Personnel List, Reserve

Command Screening Board list, Reserve Brigadier General Qualification Board list, or

sitting commanders assigned to O-6 commander positions are considered high-potential

officers and are qualified to apply for key/command/joint positions. For O-6 command

positions an officer must be on the Reserve Command Screening Board or a sitting

commander in an O-6 command position to apply or be considered.

1.6.5.5. O-5 and below eligibility. Officers on their career field Key Personnel List or in-

resident developmental education students are considered high-potential officers and are

highly encouraged to apply for key/joint positions. Final approval authority for assignment

into an O-5 or below key/joint position is the hiring authority.

1.6.5.6. In order to assign a non-high-potential officer to a key/command/joint position, a

waiver must be submitted in writing through AF/REG for O-6s and ARPC/DPA for O-5

and below. Final approval authority for assignments into O-6 key/command/joint positions

is AF/RE-D and/or AFRC/CV, and final approval authority for assignments into O-5 and

below key/command/joint positions is the appropriate wing commander or director.

1.6.6. Identification of Key, Command, Joint Positions (Officers).

1.6.6.1. Career field managers and career field senior leaders identify key positions and

provide updates annually to HQ AFRC/A1K. Career field managers will provide detailed

position descriptions, to include RegAF inputs as appropriate. The command and joint-

accrediting positions are designated/coded on the key/command/joint career management

product. AF/RE-D and AFRC/CV, with the assistance of career field managers, identify

key O-6 billets. Command positions referenced in this document are all O-6 command

positions (line and non-line O-6 commander positions) as identified on the unit manning

document. Some squadron commander and operations officer positions will be used for

44 DAFI36-2670 25 JUNE 2020

force development, but those will be determined by career field managers, appropriate

senior leaders and identified as “key” then route via the key position approval process to

AFRC/CV and/or AF/RE-D. Joint-accrediting positions are all positions listed on the

annual joint duty assignment list publication.

1.6.6.2. AF/REX validates that projected joint duty assignment list billets are valid

manpower authorizations.

1.6.6.3. AF/REG maintains the O-6 key/command/joint career management product.

AFRC/A1K, career field managers, and assignment facilitators maintain the O-5 and below

key/command/joint career management product.

1.6.6.4. Career field managers must review and revalidate their key/command/joint career

management product annually. AFRC/A1K will help facilitate this process. Any changes

to key/command/joint positions must be identified on an AFRC Form 106, Manpower

Change Request, and identified to AFRC/A1KO for coordination/approval. Career field

managers are responsible for managing assignments for key/command/joint career

positions in coordination with AF/REG, ARPC/DPA, Headquarters Individual Reservist

Readiness and Integration Organization, and selecting officials.

1.6.6.5. Career field managers in coordination with AF/REG and assignment facilitators

review projected vacancies for key/command/joint billets to ensure appropriate

advertisement, selection, and placement of individuals. Career field managers will work

with assignment facilitators (O-5 and below) and/or AF/REG (O-6s) and senior leadership

to evaluate candidates and make assignment recommendations; input from the

development team will be considered.

1.6.6.6. Once leadership makes a decision and it is approved, career field managers,

assignment facilitators (O-5 and below), and AF/REG (O-6) will work with the appropriate

assignment authority to complete the action. Assignments will be reviewed for Uniformed

Services Employment and Reemployment Rights Act exception and Air Reserve

technician career impact.

1.6.7. Identification of Key/Strategic Positions (Enlisted).

1.6.7.1. Major command functional managers review and identify key/strategic positions

annually to AFRC/A1K. They provide detailed position descriptions, to include position

requirements (i.e., Community College of the Air Force, skill level and experience).

1.6.7.2. AF/REG and HQ AFRC/A1K maintain the list of key positions and position

descriptions.

1.6.7.3. Major command functional managers review projected vacancies for key/strategic

positions to ensure appropriate placement of individuals. Major command functional

managers and/or AF/REG work with hiring authorities and senior leadership to evaluate

candidates and make assignment recommendations.

1.6.7.4. Once leadership makes a decision and it is approved, major command functional

managers or AF/REG work with the appropriate assignment authority who will complete

the action.

DAFI36-2670 25 JUNE 2020 45

1.6.8. In-Residence Developmental Education Student Assignment Facilitation (officers). The

Air Force Reserve selects students to attend in-residence developmental education based on a

number of factors, including potential to serve as senior leaders. Many students recommended

for in-residence developmental education and selected by the Reserve Developmental

Education Designation Board to attend will receive a follow-on assignment that uses the

applicable skills garnered during the developmental education experience and compliments

their rank/grade and Air Force specialty code. Some students may return to their previous

assignment. Air Force Reserve selects who accept the quota will be required to sign a statement

of understanding acknowledging the student outplacement program guidelines.

1.6.8.1. The Student Assignment Facilitation Panel considers inputs provided by

commanders and students, the appropriate assignment vacancies, hiring authorities, as well

as the advice of the applicable career field managers and group representatives.

1.6.8.2. The Student Assignment Facilitation Panel will be co-chaired by AF/RE-D and

AFRC/CV and will determine when and how often the panel will meet. Student

Assignment Facilitation panel membership includes: career field managers who have

career field members attending in- residence developmental education, AF/REG/REP,

AFRC/A1/A1C/A1K/A1M, ARPC/CC/DPA, numbered Air Force commanders and

Headquarters Individual Reservist Readiness and Integration Organization, at a minimum

(T-1). The Air Reserve Personnel Center will host the panel.

1.6.8.3. The Student Assignment Facilitation Panel develops a list of recommended

matches between the developmental education student and a projected vacancy.

Assignments must adhere to HAF directives and Air Force Reserve Command guidance

on requirements for placement after completion of specialized developmental education

programs (fellowships, School of Advanced Air and Space Studies, other advanced studies

schools, and National Defense University schools such as Joint Advanced Warfighting

School, Eisenhower School, and National War College which will require a joint duty

assignment list tour upon graduation to the greatest extent possible).

1.6.8.4. The Student Assignment Facilitation Panel will primarily pursue/recommend

assignments which match the participation status (part-time/full-time) the student held

when applying/selected for developmental education unless change in status is required by

the outplacement requirements of the school the select is attending or the needs of Air

Force Reserve Command.

1.6.8.5. The program intent is to assign developmental education students to positions

which maximize the return on investment from in-residence education. In some cases,

returning developmental education students to original unit upon completion of

developmental education may be appropriate.

1.6.8.6. Hiring authorities must consider student outplacement into their organization or

provide justification for disapproval to the AFRC/CV. (T-1).

1.6.8.7. Students are offered/notified of assignments through the normal hiring

procedures. The Student Assignment Facilitation Panel will inform AFRC/CC of panel

results and student outplacement.

46 DAFI36-2670 25 JUNE 2020

1.7. Air Force Reserve Development Teams.

1.7.1. Overview. The career field manager (officer) and major command functional manager

(enlisted) administer force development objectives through the development teams.

Development teams play a critical role in developing officers and enlisted to support current

and projected mission capabilities. An important purpose of the development teams is to allow

career field leaders the opportunity to assess their human capital inventory. Development teams

also provide data which must be used for developmental processes (i.e., deliberate

developmental education recommendations, assignments, etc.). Developmental teams provide

guidance on continuing education, training, and experience opportunities to individual Reserve

Citizen Airmen. Development teams at the numbered Air Force-level and below are prohibited.

(T-1).

1.7.2. Roles and Responsibilities.

1.7.2.1. Reserve Development Teams. Development teams serve as the Air Force Reserve

“front line” in force development. The development team goal is to assemble senior leaders

within respective career fields for the purpose of providing actionable feedback and

guiding each Citizen Airman to reach their potential. Development teams will:

1.7.2.1.1. Vector personnel toward appropriate education, training, experience, and

other opportunities that ensure appropriate timing and development to meet the needs

of the Air Force Reserve and the Citizen Airman.

1.7.2.1.2. Assess the career field pool by scoring records based on established criteria

and scales, and produce Key Personnel Lists and in-residence developmental education

and professional development recommendations.

1.7.2.1.3. Identify the education, training, and experiences appropriate for Reserve

Citizen Airmen within each functional community based on current and future

requirements. This includes education, and training opportunities funded by the Air

Force or pursued as self-development by all Reserve Citizen Airmen. Development

teams provide feedback to career field managers/major command functional managers

and individuals, and update career field pyramids as necessary.

1.7.2.1.4. Understand career field policies, plans, programs, training and actions

affecting career field management and development when making decisions and

provide actionable vectors. Development teams must also take into consideration

valued skills acquired through years of experience in his/her core Air Force specialty

code, civilian experiences, and career broadening in a non-core special duty. These

experiences provide future leaders with the critical thinking and problem solving skills

to make informed decisions.

1.7.2.1.5. Review the career field pyramid for their respective career field and modify

as appropriate. The career field pyramid illustrates development levels and

corresponding windows of opportunity for education and training to help focus Reserve

Citizen Airmen’s expectations and give them a roadmap. Development teams use

career field pyramids to make informed vector recommendations and assist career field

managers/major command functional managers with updating this guidance based on

career field dynamics as well as current and projected personnel requirements (see

Attachment 7).

DAFI36-2670 25 JUNE 2020 47

1.7.2.1.6. Development teams will consider cross-functional development and

utilization requirements when vectoring Reserve Citizen Airmen. Cross-functional

offices of primary responsibility will identify their requirements to career field

managers/major command functional managers no later than 90 days prior to each

scheduled development team session if opportunities exist.

1.7.2.1.7. Development teams will establish a Key Personnel List by reviewing and

scoring Airmen records. Once scores are consolidated via the database, a cut line is

determined. Through intentional discussion and review, panel members validate the

cut. The Key Personnel List is comprised of individuals with high potential and is used

by key/command/joint and key/strategic hiring authorities and may be referenced for

other developmental/force development decisions and hiring decisions. High potential

individuals are maintained on key personnel lists broken out by grade. ARPC/DPA is

responsible for posting and maintaining the officer Key Personnel Lists. All Key

Personnel Lists will be posted on a secure site. Career field managers/major command

functional managers are responsible for maintaining Air Force specialty code-specific

Key Personnel Lists.

1.7.2.2. Prior to career field development teams, an overview of existing and projected

requirements should be accomplished by the career field manager and assignment

facilitator. Requirements include, but are not limited to, identifying vacancies/projected

vacancies and deployment opportunities.

1.7.2.3. A member can be vectored for recommendations for next or subsequent

assignments and/or career broadening developmental assignments. Standardized vectors

are utilized for all career fields. Additional career field specific vectors may be added. To

ensure vectors are aligned with appropriate development and progression, career fields

must maintain current and comprehensive career field pyramids and ensure dissemination

to the career field.

1.7.2.4. ARPC/DPA will work with career field managers/major command functional

managers and AFRC/A1KO to develop the development team calendar year schedule and

finalized no later than July of the previous year. Dates are posted on myPers.

1.7.2.5. ARPC/DPA is responsible for execution and facilitation of pre-development team,

development team, and post-development team events. Development teams requiring only

one panel may be executed at Air Force Reserve Command or virtually. Requests to

execute at Air Force Reserve Command or virtually must be staffed through AFRC/A1K

by 30 June of the calendar year prior to the next development team cycle and reflected

appropriately on the annual development team calendar. Additional meetings outside of

the development team (e.g., board of directors, executive working groups, conferences,

briefings, etc.) are the sole responsibility of the visiting team. A minimum of one action

officer per panel is recommended (suggested grades: O-3 through O-5 for officer

development teams; E-1 through E-6 for enlisted development teams).

1.7.2.6. To ensure consistency across career fields and grow a pool of competitive Reserve

Citizen Airmen with capabilities to perform in tactical, operational, and strategic

environments standardized filters will be imposed. Individuals who do not meet eligibility

filter requirements (filters) may not be scored or vectored. Some development teams may

include additional filters unique to their career field. Reserve Citizen Airmen are

48 DAFI36-2670 25 JUNE 2020

encouraged to complete their Reserve-development plan by the respective development

team suspense date. Air Force Reserve members may only meet one development team per

calendar year, unless approved by both career field managers.

1.7.2.7. All Air Force Reserve officers will be vectored by their core ID. Primarily, officers

will meet their annual development team based on their core ID. If an officer does not have

a core ID, or if they belong to the pseudo-core 16F/P, then they will meet the Special

Duty/Non-Core development team. Enlisted members will meet their biannual functional

development team, and may meet the Command E8/E9 development team.

1.7.2.8. Board Operations. Responsible for building each career field database prior to the

development team to include standardized filters and vectors along with career field-

specific filters and vectors. Board operations personnel provide technical expertise.

Additionally responsible for collecting data identified by AFRC/A1K to be analyzed and

tracked. Board operations personnel will assist with the development of development team

metrics and summary. Provides career field managers unit manning documents and unit

manpower personnel records for their respective functional career field upon request.

1.7.2.9. Development Team Chair. Development team chair responsibilities include, but

are not limited to:

1.7.2.9.1. Determining development team board composition (see paragraph 1.7.3.).

1.7.2.9.2. Ensuring at least one action officer per panel is selected and scheduled for

the development team.

1.7.2.9.3. Ensuring the career field pyramid is reviewed and modified, as appropriate,

during the development team.

1.7.2.9.4. Providing ARPC/DPA, or designated representative, any career field-

specific guidance for development team panel members, including but not limited to,

Air Force Specialty Code (AFSC)-specific filters.

1.7.2.9.5. Ensuring vectors are returned to the ARPC/DPA for distribution to the career

field in a timely manner (see Table 1.1.).

1.7.2.9.6. Ensuring development team Charter Guidelines (see Attachment 16) are

developed and/or reviewed annually in conjunction with career field development

team.

1.7.2.9.7. Participating in Air Force Reserve career field manager forum.

1.7.2.9.8. Reviewing their career field key/command/joint list annually to determine if

changes are needed. Along with the career field managers, senior leaders in each career

field determine the “key” positions within their functional community. These positions

will provide the experiences necessary to develop Reserve Citizen Airmen and equip

them with the right capabilities to potentially become strategic senior leaders within

the Air Force Reserve. Key positions identified must be vetted through the appropriate

organizations to the AFRC/CV for final approval via the appropriate tasking tool.

1.7.2.9.9. Reviewing career field manning on a regular basis to ensure all funded

positions are visible via the appropriate management tool (such as the Reserve

DAFI36-2670 25 JUNE 2020 49

Management Vacancy System) allowing Reserve Citizen Airmen to understand

opportunities within every career field.

1.7.2.9.10. Reviewing and validating advanced academic requirements for

professional specialties, as well as other professional continuing education needed to

meet Air Force requirements. If desired, career field managers/major command

functional managers may request a waiver to the standardized filters. The waiver

request for officer development teams must be coordinated through AFRC/A1KO to

AFRC/CV for approval. The waiver requests for enlisted development teams must be

coordinated through AFRC/A1KO to AFRC/CCC for approval. Requests must be

forwarded to ARPC/DPA no later than 90 days prior to the development team start

date.

1.7.3. Reserve Development Team Membership.

1.7.3.1. Development Team Chair (officer). The career field manager normally chairs the

development team; however, the Reserve functional manager may appoint a career field

senior leader in lieu of the career field manager. The development team charter reflects the

development team chair and membership (see Attachment 17). If the Reserve functional

manager appoints someone other than the career field manager as the development team

chair, they must provide the name and justification to AFRC/A1K and notify ARPC/DPA.

(T-1).

1.7.3.2. Development Team Chair (enlisted). The major command functional manager

normally chairs the development team; however, AFRC/A1KO may appoint a senior leader

in lieu of the major command functional manager. AFRC/CV or designated representative

will act as the senior advisor and AFRC/CCC or designated representative will chair the

Command E8/E9 development team. (T-1). A grade waiver template letter is provided at

Attachment 15.

1.7.3.3. Development Team Membership. Development team composition will be

determined by the career field manager/major command functional manager. When

possible, all Air Reserve Forces participation categories should be included. The

development teams may include subject matter experts, observers, or action officers. Non-

Air Force Personnel are not authorized to be team members. All development team

members should serve in a grade/position consistent with the developmental decisions. In

addition to the development team chair, voting members of the development team may

include key force development stakeholders such as senior leadership from the functional

community that best represents the population. (T-1).

1.7.3.3.1. The career field manager/major command functional manager are highly

encouraged to include RegAF members and Air National Guard members. They may

include sitting numbered Air Force commanders, wing commanders/directors, group

commanders, command chiefs, and other designated key personnel as voting members.

1.7.3.3.2. Ideally, development teams should have no more than 50 percent member

turnover from one development team to the next. Development teams should have a variety

of representatives from career field managers, assignment facilitators, subject matter

experts, or career teams (designated by the career field manager/major command functional

manager) and/or civilian career field teams (designated by AFRC/A1C) as appropriate, to

ensure standardization and provide administrative and logistical support.

50 DAFI36-2670 25 JUNE 2020

1.7.3.4. Enlisted Command (E-8/E-9) Enlisted development team board membership. The

enlisted development team chair determines board composition. In addition to the enlisted

development team chair, voting members of the enlisted development team may include

key E-9 force development stakeholders from across the command (should be on the Key

Personnel List). When possible, all Air Reserve Forces participation categories should be

included in the enlisted development team board member composition. The enlisted

development team chair is highly encouraged to include members of the RegAF and the

Air National Guard. This construct is replicated depending on the overall workload and

enlisted development team member availability.

1.7.4. Reserve-Development Plan Guidance. The Reserve-development plan is the ultimate

tool for Reserve Citizen Airmen to influence the development of their own careers based on

their life events and civilian experiences; officers complete the Reserve-officer development

plan and enlisted complete the Reserve-enlisted development plan. Title 5 civilians assigned

to Air Force Reserve Command organizations and Air Reserve Technicians may complete an

individual development plan and be seen by their civilian development team which is hosted

at the Air Force Personnel Center. (For additional guidance see Chapter 2 of this instruction.)

Development teams begin a new cycle annually. The cycle provides Reserve Citizen Airmen

with a fresh venue to update their goals and/or restrictions. Each individual should

communicate their personal desires for that year to help development teams determine the most

appropriate career opportunities when matched with coordinator recommendations. The force

development process hinges on this document to match individual preferences to the needs of

the Air Force Reserve.

1.7.4.1. The Reserve-development plan is located within virtual Personnel Center via

myPers. At a minimum, the Reserve-development plan should be completed by the

member 45 days prior to the scheduled development team. Failure to complete the

Reserve-development plan during the prescribed timeline could exclude the individual

from the development team process that cycle.

1.7.4.2. Reserve Citizen Airmen should clearly communicate their career goals in the

Reserve-development plan. Goals are divided as near-, mid- and long-term. A well-

communicated goal should indicate desire for in-residence education, change of

assignment (location/status), command, joint duty, or other key developmental

opportunities.

1.7.4.3. Impact of Reserve-development plan. Reserve-development plan is the main force

development communication tool that allows functional managers and other senior leaders

to assess an individual’s career path and plan for future opportunities. Development teams

can provide a range of senior leadership recommendations based on the Reserve Citizen

Airmen’s and the coordinator’s Reserve-development plan input.

1.7.4.4. Reserve-development plan utilization. Any/all portions of the Reserve-

development plan (individual input, senior leader comments, and development team

feedback) may be made available to other boards that require information contained in the

Reserve-development plan.

1.7.5. Reserve Development Team Operations (face-to-face or virtual). There are four distinct

phases of development team operations: planning, preparation, execution, and post execution.

Operating procedures for executing development teams are maintained and updated by

DAFI36-2670 25 JUNE 2020 51

ARPC/DPA. Open communication between the career field manager/major command

functional commander, AFRC/A1K, AF/REP, and ARPC/DPA is essential to aid in planning

development team events and in identifying issues/potential conflicts discovered in relation to

a development team event. AFRC/A1K should identify measurable data to be analyzed and

tracked by ARPC/DPA.

Table 1.1. DT Phases of Operation.

PHASE OF OPERATION

TASK

OPR

Planning (151 days prior to

Development Team)

Message to field with filters

and noticed to complete

Reserve-Development Plan

Assignment Facilitators, Career Field

Managers, Major Command Functional

Managers, AFRC/CCC, AFRC/A1KO

Monthly follow-up

messages

Assignment Facilitators, Career Field

Managers, Major Command Functional

Managers, AFRC/CCC, AFRC/A1KO

Demographics review

Assignment Facilitators, Career Field

Managers, Major Command Functional

Managers, AFRC/A1KO

Charter review/membership;

career field pyramid review

Assignment Facilitators, Career Field

Managers, Major Command Functional

Managers, AFRC/A1KO

Requirements determination

Assignment Facilitators, Career Field

Managers, Major Command Functional

Managers AFRC/A1KO

Preparation (90 days prior to

Development Team)

Logistical information

ARPC/DPA, HQ AFRC/A1KO

Database build

ARPC/DPA, Assignment Facilitators

Execution (Development

Team event)

Score/vector

Development Team

Outputs (KPL)

AFRC/A1KO, Development Team,

ARPC/DPA

Post-Execution

Feedback to field

ARPC/DPA, AFRC/CCC,

AFRC/A1KO, Major Command

Functional Managers

Metrics

AFRC/A1KO, ARPC/DPA

1.8. Executing Air National Guard Force Development (Applies To Air National Guard).

1.8.1. Overview. The vision for Air National Guard Force Development is to create an Air

National Guard, which is responsive to local, state/territory/district, and Air Force

requirements while simultaneously expanding our pool of future leaders. It is paramount to

remember the Air National Guard is predominantly a traditional drill-status force and Air

National Guard men and women share their military career with their civilian employers and

families.

52 DAFI36-2670 25 JUNE 2020

1.8.1.1. The overall goal of Air National Guard force development is to provide deliberate

and organized professional development, tailored to meet Air National Guard and Air

Force needs, within the context and culture of the Air National Guard. This is accomplished

by developing Airmen with the necessary skills, knowledge and experience to lead and

execute current and future mission capabilities.

1.8.1.1.1. The need to provide individuals with joint experiences, higher headquarters

level opportunities, Air Expeditionary Force deployments, special duty assignments,

and additional supervisory experiences has been identified by the Air National Guard.

1.8.1.1.2. The Air National Guard force development Concept of Operations and State

Force Development Toolkit are available on the Air National Guard force development

web site at: http://www.ang.af.mil/careers/forcedevelopment to provide basic

elements and options to enable each State, Territory, and District to tailor and execute

a force development plan to offer Airmen educational and developmental opportunities

that meet the needs. Each State, Territory, District, and the Statutory Tour Program

must have a force development process and a career management process to evaluate

and mentor Airmen assigned to their state (T-1). Since the Air National Guard does not

employ a centralized assignment system, force development is conducted by each State,

Territory and the District. The Air National Guard Readiness Center centrally manages

Guardsmen’s force development in the Statutory Tour program.

1.8.1.2. Force Management requires deliberate planning and must be designed to meet Air

Force and Air National Guard needs, and also accommodate individual goals and

objectives.

1.8.1.2.1. Each State, Territory, and District will have a process to identify positions

and opportunities that provide the competencies necessary to become strategic leaders.

The work of identifying these positions across the various programs in the Air National

Guard and establishing detailed management processes belongs to each State,

Territory, and District Joint Force Headquarters, wing, and Statutory Tour Program.

At the direction of the Director, Air National Guard, National Guard Bureau Human

Resources (NGB/HR) will maintain a national-level program to provide opportunities

for Air National Guard members to complete an Air National Guard Headquarters

and/or a major command assignment. The State, Territory, and District selection

processes are necessary to validate candidates for this national-level program and

indicate recommended follow-on assignments. (T-1).

1.8.1.2.2. To facilitate planning for our members, a structured timeline within the Air

National Guard Force Development program is essential. Solicitation for nominations

must be timed to coincide with availability of opportunities, whether they are

educational or experiential. This timeline must also coordinate with programs outside

the influence of the Air National Guard (i.e., intermediate developmental

education/senior developmental education class start/completion dates, fiscal year, Air

Expeditionary Force cycles, etc.). A calendar of events is published on the Air National

Guard force development website.

1.8.2. The Force Development construct. The force development program consists of: a)

centralized management within each State, Territory, District, and the statutory tour program;

b) development teams focused on competency development within an organizational unit or

DAFI36-2670 25 JUNE 2020 53

functional group; and c) direct communication with individual Air National Guard members.

Each of these components is described below along with examples of available support tools.

1.8.2.1. Centralized Management. To implement force development each State, Territory,

and District, and Statutory Tour program will have a central body—Force Development

Council—that accounts for opportunities and resources under its control.

1.8.2.1.1. The Force Development Council has the authority to centrally manage the

development of Air National Guard Airmen under its control. It will identify education

or assignment vectors for Airmen utilizing structured criteria such as career gates, prior

education/assignments, and developmental potential.

1.8.2.2. Competency Development. Each State, Territory, and District Force Development

Council may also be supported by force development teams which focus on the

development of a subset of Air National Guard members. The subset may be defined by

organization or command structure (i.e., a wing or a group) or by function or classification

(i.e., rated officers, enlisted maintainers, medical specialty, company grade officers, Junior

Non-commissioned officers). Development teams can be established at each wing,

geographically separated units, or where needed to provide individuals with developmental

vectors. Establishing development teams is one of the first and most powerful steps an

organization can take to create the culture change necessary to enact force development.

1.8.2.2.1. Development teams are composed of supervisors and/or commanders who

collectively review Individual Development Plans and provide developmental vectors

to the Airmen under review. The developmental opportunities available to members

within a specific functional area or command structure will vary from team to team.

These opportunities include, but are not limited to, attending professional education

courses, broadening or special duty assignments, and future deployments.

1.8.2.2.1.1. The focus of the development team is to assess each member’s

potential and deliberately plan a vector to promote and develop competencies to

make the member an effective future Air National Guard leader.

1.8.2.2.1.2. Development teams are also a forum to identify the strengths,

competencies, and transferrable skillsets a member brings from non-military,

civilian experiences. As an organization, it is important to acknowledge the strength

of the skillset traditional members bring to the organization through their civilian

experience.

1.8.2.2.1.3. The establishment of development teams allows visibility into military

and civilian talents at a local level where the knowledge can be used to enhance the

organization and further develop the member.

1.8.2.2.2. Force development teams differ from Force Development Council, which

focus on small groups, by ensuring that every member in the organization is aware of,

and able to participate in, force development from the beginning to the end of their

career.

1.8.2.2.3. Force development teams can use tools, like the career field pyramids to

facilitate necessary one-on-one communication by laying out a potential career

development path to provide development vectors.

54 DAFI36-2670 25 JUNE 2020

1.8.2.3. Individual Communication. The foundation of force development is direct

communication between the supervisor/commander and the Airman regarding the

member’s goals and aspirations. Each individual’s goals and potential are unique.

Therefore, the force development process needs to allow for varying paths and “on/off

ramps” to account for changes in the Airman’s availability to pursue a developmental

opportunity.

1.8.2.4. Tools. Tools are available to assist States/Territories/Districts establish or renew

force development programs in the Air National Guard Force Development Concept of

Operations and on the Air National Guard force development web site:

http://www.ang.af.mil/careers/forcedevelopment. This site also facilitates unit-to-unit

sharing of best practices and lessons learned.

1.8.2.5. Functions. Force Development Councils and development teams should meet at

least once per year, or more often as necessary. Force Development Council and

development team members should work together to ensure proper execution of the force

development construct and will:

1.8.2.5.1. Be aware of the Air Force and Air National Guard overall mission

requirements at the local, State, Territory, District, and national level.

1.8.2.5.2. Oversee personnel development to meet functional community and broader

Air Force and Air National Guard institutional requirements, while balancing the

desires of the individual.

1.8.2.5.3. Highlight civilian competencies which are transferable to Air National

Guard competencies.

1.8.2.5.4. Understand an individual’s developmental preferences.

1.8.2.5.5. Balance individual desires and availability with institutional requirements.

1.8.2.5.6. Take into account commander/senior rater recommendations and

assessments of developmental potential.

1.8.2.5.7. Evaluate and recommend individual Airmen for special developmental

opportunities to include developmental education.

1.8.2.5.8. Make recommended “development vectors” for individual Airmen designed

to optimize their potential skills development over time.

1.8.2.5.9. Provide developmental feedback to Airmen and commanders/supervisors

using a Development Plan.

1.8.3. Developmental Education. Education is a vital investment in our people and force

development recognizes the necessity of providing the right education to the broadest possible

group of Airmen, both to develop them individually and to meet Air National Guard

requirements.

1.8.3.1. As States, Territories, and Districts implement force development, the selection

process will be structured to encourage senior raters, commanders, and command chiefs to

identify and nominate their best candidates who have indicated the desire to attend in-

residence schools.

DAFI36-2670 25 JUNE 2020 55

1.8.3.2. State, Territory, and District Joint Force Headquarters and the National Guard

Bureau Force Development Councils will validate candidates and indicate recommended

follow-on developmental assignments. As developmental education opportunities are

limited, all future leaders may not be able to attend traditional in-residence developmental

education programs.

1.8.4. Joint-Duty Assignments. Force Development Councils and development teams must

ensure Air National Guard members vectored for joint-duty assignment consideration are of

sufficient quality to achieve promotion rates in accordance with joint promotion objectives

outlined in 10 USC § 662.

1.8.5. Program Measurements and Metrics. Force development requires a quantitative form of

measurement to capture gains (or losses) on resources invested in program execution. The Air

National Guard Force Development Program Manager has established baseline measures of

Air National Guard participation levels and achievement of specific force development indices.

Periodic measurement and trend analysis will be used to evaluate program implementation and

goal attainment.

1.8.5.1. The identification of individual member achievement of the force development

indices provides an initial list of high potential or competitive Airmen within the Air

National Guard organization. The creation of State, Territory, and District Force

Development Councils capable of vetting or endorsing high potential Airmen will enhance

the value of this force development product and assist in directing resource use.

1.8.5.2. The development of State, Territory, and District measures of success or criteria

is encouraged. Criteria may be objective or subjective as determined by the needs of the

individual State, Territory, and District or unit.

1.8.6. Communication and change management plan. The Air National Guard Force

Development Program Manager has implemented a robust force development communication

plan to inform Airmen, commanders, and supervisors of changes that will occur with the Air

National Guard force development program. The communication plan is designed to ensure a

coordinated, well-timed strategy for internal and external use by states and territories.

1.8.6.1. All levels of leadership must be committed to force development. (T-1).

1.8.6.2. Citizen Airman’s time is respected by Air National Guard leadership.

1.8.6.3. There is a clear vision for developing Airmen to become the tactical, operational,

and strategic leaders of tomorrow.

1.8.6.4. It is understood that Force Development Concept of Operations drives a process

and attitude change throughout the Air National Guard.

1.8.6.5. Air National Guard leadership should be prepared to implement and facilitate

these changes.

1.8.6.6. A platform is provided that allows different avenues for Air National Guard

members to balance the needs of the unit, their family and their employer.

56 DAFI36-2670 25 JUNE 2020

1.9. DSE. DSE will be identified and tracked to aid Airmen in attaining competencies.

1.9.1. DSE criteria. Use the following criteria as a guide to validate an experience as a DSE:

1.9.1.1. An immersive hands-on experience requiring active participation/involvement in

positions, events, or activities leading to the accumulation of knowledge or skill that can

be utilized to meet mission requirements.

1.9.1.2. An experience outside the scope of Air Force formal training that has been

validated as a potential means for Airmen to obtain specific foundational, occupational, or

joint competencies that not everyone is required to receive or encounter.

1.9.1.3. Leads to gaining or increasing the proficiency level of an Air Force foundational

or occupational competency.

1.9.1.4. Produces stable, consistent, and reliable results each and every time.

1.9.1.5. Involves one or more types: Joint, Interagency, Multinational, Intergovernmental,

Nongovernmental, Experience with Industry, Occupational, and Institutional.

1.9.1.6. The Force Development Command (AETC) will:

1.9.1.6.1. Develop and implement DSE processes and procedures.

1.9.1.6.2. Provide a system to capture and catalog DSE opportunities; and document

and track the competencies gained at the appropriate proficiency level.

1.9.1.7. AETC/A3 will:

1.9.1.7.1. Review and validate DSE opportunities submitted by organizations or

individuals using a formal process.

1.9.1.7.2. Record validated DSEs in the current AF learning catalog.

1.9.1.7.3. Provide DSE competency assessment tools.

1.9.1.7.4. Update AF members on the current process to obtain credit for DSEs

accomplished in the AF system of record.

1.9.1.8. Functional Authorities/Total Force Career Field Managers will submit DSE

opportunities to AETC/A3 for validation and inclusion in the current AF learning catalog.

1.9.1.9. Air Force Personnel Center (AFPC) or appropriate personnel servicing agency

will coordinate with Development Teams and/or an Airman’s leadership/supervisor to

assign personnel to applicable DSEs.

1.9.1.10. Commanders/Supervisors will:

1.9.1.10.1. Submit DSEs through the designated medium for validation and inclusion in the

current AF learning catalog. (T-1).

1.9.1.10.2. Provide feedback to the DSE providers, organizers, points of contact, and

AETC/A3 to ensure that DSEs are up-to-date and are meeting required developmental results.

(T-1).

1.9.1.10.3. Use assessment tool provided to determine the competency and proficiency level

attainment on a member they supervise under a sponsored DSE. (T-1).

1.9.1.11. DELETED .

DAFI36-2670 25 JUNE 2020 57

Chapter 2

THE CAREER ASSISTANCE ADVISOR, FIRST TERM AIRMEN CENTER AND

ENLISTED PROFESSIONAL ENHANCEMENT PROGRAMS

2.1. Overview. The Career Assistance Advisor Program was established in 1999 to focus on

declining retention. In 2003, the program expanded to encompass the First Term Airmen Course,

Noncommissioned Officer Professional Enhancement, Senior Noncommissioned Officer

Professional Enhancement, and Informed Decision Seminars.

2.1.1. Headquarters Air Force, Deputy Chief of Staff, Manpower, Personnel, and Services

(AF/A1) is the functional authority and will provide policy oversight.

2.1.2. The Directorate of Military Force Management Policy (AF/A1P) will provide

functional management.

2.1.3. The Chief, Force Management Policy Division (AF/A1PP) will assist in developing and

coordinating policy for career assistance advisor operations.

2.1.4. Career Assistance Advisor Career Field Manager (8A100) will:

2.1.4.1. Serve as the assignment functional area manager.

2.1.4.2. Oversee the development and execution of career field policy, plans, and

programs.

2.1.4.3. Develop and manage training requirements for installation career assistance

advisors and maintain central repository of standardized presentations.

2.1.4.4. Assist major commands (MAJCOMs), field operating agencies (FOAs), and direct

reporting units (DRUs) with career assistance advisor requirements.

2.1.4.5. Maintain the applicable centralized career field management and information site,

and the career assistance advisor portions of the Air Force retrieval applications website.

2.1.5. MAJCOM Directorate of Manpower, Personnel and Services will:

2.1.5.1. Designate a point of contact to liaise directly with AF/A1PP and the career field

manager.

2.1.5.2. Provide advisory services to wing commanders, command chiefs, unit

commanders and career assistance advisors within the command.

2.1.5.3. Process exceptions to policy for career assistance advisors assignments and

programs.

2.1.6. Host Wing Commander will:

2.1.6.1. Ensure installation career assistance advisor programs operate in accordance with

this instruction and applicable policies. (T-2).

2.1.6.2. Establish memorandums of agreement with all geographically separated units,

total force integrated units, and tenant units to ensure minimum standards of enlisted

professional enhancement programs. At a minimum, such agreements will address

oversight responsibilities, processes for delivery and attendance, facilities, funding and

other resources. (T-2).

58 DAFI36-2670 25 JUNE 2020

2.1.6.3. Ensure resources and tools are available for establishment and continued operation

of a structured program designed to accentuate and build on basic supervisory and

leadership skills at critical points in an Airman’s career progression. (T-2).

2.1.7. Host Wing Command Chief will:

2.1.7.1. Serve as a key advisor in the nomination and selection process for the wing’s

career assistance advisor. (T-2).

2.1.7.2. Coordinate with MAJCOM and Air Force Personnel Center for the removal of

Airmen who no longer meet eligibility requirements. (T-2).

2.1.8. Force Support Squadron Commander/Director or appropriate commander where a

Force Support Squadron does not exist will:

2.1.8.1. Serve as local hiring authority for career assistance advisor positions. Establish

interview and review process to fill the career assistance advisor position with the best

candidate. (T-2).

2.1.8.2. Ensure adequate funding, facilities, supplies, and other resources are available or

in place to provide a conducive learning environment. (T-2).

2.1.8.3. Leverage memorandums of agreement between the wing and other units to ensure

resources and processes are in place to meet required timeframes. (T-2).

2.1.8.4. Avoid assigning additional duties to career assistance advisor that would interfere

with their primary responsibilities or diminish enlisted professional enhancement

programs. (T-2).

2.1.9. Installation Career Assistance Advisor will:

2.1.9.1. Be assigned to the Force Support Squadron under the Force Development Flight,

Professional Development Section. (T-3).

2.1.9.2. Advise commanders and supervisors on enlisted force management, to include

force shaping matters, and career opportunities. Career assistance advisors must familiarize

themselves with current information on force management/shaping, entitlements, benefits,

and other issues of importance at critical decision points. (T-3).

2.1.9.3. Assist unit-level commanders and superintendents in the development of front-

line supervisors by creating learning opportunities to support desired audience. (T-3).

2.1.9.4. Develop and manage local professional enhancement initiatives by working

closely with professional organizations and appropriate subject matter experts to ensure

quality of program facilitation is kept at the highest levels. (T-3).

2.1.9.5. Visit each squadron within the first year of assuming the position to build rapport,

disseminate information, and determine factors affecting the morale of the enlisted force.

(T-3).

2.1.9.6. Leverage technology such as video teleconferencing, webinars, Defense

Collaboration Services to visit and provide services for geographically separated members

and leaders. (T-3).

DAFI36-2670 25 JUNE 2020 59

2.1.9.7. Assist supervisors in counseling enlisted personnel on reenlistment, retraining

opportunities, benefits and entitlements. (T-3).

2.1.9.8. Manage, coordinate, and conduct first term airmen course. (T-3).

2.1.9.9. Manage, coordinate, and conducts professional enhancement seminars for

noncommissioned and senior noncommissioned officers as outlined in Chapter 6. (T-3).

2.1.9.10. Oversee monthly informed decision seminars as outlined in Chapter 6. (T-3).

2.1.10. Unit Level Commanders, First Sergeants, Superintendents, and Supervisors will:

2.1.10.1. Ensure all first term airmen attend first term airmen course at the earliest possible

date but no later than 45 calendar days after arriving on station. (T-3).

2.1.10.2. Provide memorandum for record to career assistance advisor for members that

do not complete first term airman course within 45 calendar days. Justification for the

delay will be included. (T-3).

2.1.10.3. Ensure Airmen are not scheduled for other appointments while attending first

term Airmen course. (T-3).

2.1.10.4. Ensure all first term Airmen and second term Airmen attend the informed

decision seminar 12-15 months prior to an individual’s date of separation regardless of

reenlistment intent (see paragraph 2.5.5). (T-3).

2.2. Air National Guard Overview:

2.2.1. Director, Air National Guard (NGB/CF). Is responsible for oversight of policy and

development of Air National Guard Retention Programs.

2.2.1.1. Delegates authority of compliance items in accordance with ANGI 36-2602 Air

National Guard Retention Programs to Air National Guard Director of Manpower,

Personnel, and Services (NGB/A1).

2.2.1.2. Delegation is further granted to NGB/A1Y, Chief, Recruiting and Retention,

where all waivers should be submitted through command channels.

2.2.2. NGB/A1 establishes eligibility criteria, and processing requirements for state and

territory recruiting and retention programs.

2.2.3. Chief of Air National Guard Recruiting and Retention Division will:

2.2.3.1. Provide resources, training, policy and guidance to support state and territory

recruiting and retention programs.

2.2.3.2. Gather, analyze, report on metrics, and monitor Air National Guard state and unit

recruiting and retention plans and programs.

2.2.3.3. Conducts staff assistance visits when requested or required.

2.2.4. The Adjutant General. Authorizes and evaluates the State Recruiting and Retention

Programs. (T-2).

2.2.5. State Directors of Staff.

2.2.5.1. Directs and administers the state recruiting and retention program through the

recruiting and retention superintendent. (T-2).

60 DAFI36-2670 25 JUNE 2020

2.2.5.2. Ensures state Air National Guard manpower procurement objectives are met.

(T-2).

2.2.5.3. Collaborates with commanders and state leadership to ensure successful execution

of recruiting and retention programs. (T-2).

2.2.6. State Recruiting and Retention Superintendent will:

2.2.6.1. Be assigned by the Adjutant General through a state selection process in

coordination with the Director of Staff, Human Resources Officer and the Assistant

Adjutant General for Air. (T-1).

2.2.6.2. Manage the State Air National Guard recruiting and retention program to include

development and supervision of both the recruiting office supervisors and retention office

managers. (T-2).

2.2.6.3. Administer and evaluate the state recruiting and retention program and performs

duties as identified throughout this instruction, personnel services delivery guide and in

accordance with the recruiting and retention superintendent position description. The

recruiting and retention superintendent will work within the state-assigned chain of

command to ensure strength objectives are met. (T-2).

2.2.6.4. Serve as a key advisor in the selection process of all recruiting and retention

personnel within the state of assignment. (T-2).

2.2.6.5. Determine training needs and establish performance and production standards for

the state recruiting and retention team, ensuring required training and mission needs are

met. (T-2).

2.2.6.6. Conduct internal review and inspection of wing and geographically separated unit

recruiting and retention programs, utilizing the self-inspection checklist, applicable

position descriptions, procedural and financial guidance, and this instruction. (T-2).

2.2.6.7. Be the state primary point of contact for all NGB/A1Y-directed data calls,

strategic communication, and planning.

2.2.7. Wing/Geographically Separated Unit Commander will:

2.2.7.1. Ensure a retention program is established. (T-2).

2.2.7.2. Ensure the retention office is collocated with the recruiting office to include an

area to facilitate privacy and confidentiality when counseling members about career

concerns. (T-2).

2.2.8. Unit Commander will appoint, in writing, a SSgt – MSgt to the additional duty position

of unit career advisor. (T-2). One unit career advisor for every 50 members is suggested.

2.3. Air Force Reserve Overview:

2.3.1. Headquarters Air Force Reserve.

2.3.1.1. Director of Personnel, Office of Air Force Reserve (HQ AF/REP) is responsible

for oversight of policy and development of Air Force Reserve Career Enhancement

Programs.

DAFI36-2670 25 JUNE 2020 61

2.3.1.2. AF/REP works with Headquarters Air Force Reserve Command, Directorate of

Manpower, Personnel and Services (HQ AFRC/A1) by providing policy guidance to

ensure they are carrying out the responsibilities to make Air Force Reserve service more

attractive and motivate individuals to participate.

2.3.1.2.1. Advises on current laws governing Air Force Reserve membership and

participation.

2.3.1.2.2. Coordinates proposals that require Air Staff or secretariat level approval.

2.3.2. Headquarters Air Force Reserve Command/A1.

2.3.2.1. Headquarters Air Force Reserve Command, Directorate of Manpower, Personnel

and Services is the MAJCOM functional authority, responsible for advisory services

related to the career assistance advisor (8A100) and enlisted professional enhancement

programs to include Air Force Reserve noncommissioned officer course and senior

noncommissioned officer course.

2.3.2.2. Headquarters Air Force Reserve Command, Chief, Military Personnel Division

(AFRC/A1K) is the office of primary responsibility for retention and career motivation of

all Air Force Reserve personnel.

2.3.2.2.1. Implements policies approved by AF/REP.

2.3.2.2.2. Develops procedures and materials to support the career retention program.

2.3.2.2.3. Evaluates the overall effectiveness of the program and give guidance as

necessary.

2.3.2.2.4. Coordinates personnel actions affecting the career retention of Air Force

Reserve personnel.

2.3.3. Wing Commander/Individual Reservist Commander.

2.3.3.1. Develops and conducts an effective and continuous career retention program, to

ensure that the unit is fully staffed at all times.

2.3.3.2. Appoints senior noncommissioned officers in accordance with the enlisted

classification directory and official position description for wing career assistance advisor.

Ensures the highest quality of personnel are selected.

2.3.3.3. Hires members as wing career assistance advisors and with an approved extension,

ARPC/DPA will extend the assignment availability code. Note: Commanders should not

assign the wing or group career assistance advisors any duties as unit career advisor.

2.3.3.4. Provides a well-equipped and suitably arranged facility, with private areas or

rooms for counseling.

2.3.4. Force Support Squadron Commander and Readiness and Integration Organization.

2.3.4.1. Serves as local hiring authority for career assistance advisor positions and

establishes extensive interview/review process to fill key position with the best candidate.

2.3.4.2. Ensures facilities are in place to support local initiatives and provides a conducive

learning environment. This includes technological, logistical and administrative supplies,

and equipment required to conduct Enlisted Professional Enhancement programs.

62 DAFI36-2670 25 JUNE 2020

2.3.4.3. Utilizes installation wing, geographically separated unit, and total force integrated

memorandum of agreements to ensure resources, funds and processes are in place to deliver

enlisted professional enhancement within AFI timeframes.

2.3.4.4. Ensures personnel assigned to or attending Enlisted Professional Enhancement

programs are considered unavailable for details and exercise scenarios (tasked by outside

agencies) from the program start date through program completion. When possible,

deconflict program schedules with routine wing-wide exercises in advance. Note: Actual

contingency operations may require suspension of program offerings and release of

personnel as required on an individual or group basis.

2.3.5. Unit Level Commander and First Sergeant.

2.3.5.1. Organizes and conducts an effective career retention program.

2.3.5.2. Appoints a career noncommissioned officer (staff sergeant or above) at the seven

or nine skill level to serve as unit career advisor to administer the Airmen career retention

program. In large units, consider also appointing career noncommissioned officers to

assistant advisor positions.

2.3.5.3. First sergeants and noncommissioned officers-in-charge of units without a first

sergeant authorization should not be appointed as unit career advisors. Additionally, air

reserve technicians should not be appointed as additional duty or assistant unit career

advisors.

2.3.5.4. Appointments of unit career advisor and assistant must be in writing.

Appointment letters should be maintained in unit files, with a copy sent to the wing or

group career assistance advisor. Commanders should ensure that appointees are not

assigned additional duties, to allow for appropriate and effective conduct of the career

advisor duties.

2.3.5.5. Checks and evaluates the unit career retention program.

2.3.5.6. Provides a suitably arranged facility with private areas or rooms for interviews

and counseling.

2.3.6. Wing Career Assistance Advisor/Retention Program Managers.

2.3.6.1. Administers the career retention program for the wing.

2.3.6.2. Gives prospective Group and unit career advisors copies of the job description and

assists in selecting group and unit candidates on request.

2.3.6.3. Distributes current reenlistment and loss statistics to all serviced groups with

analysis of loss trends.

2.3.6.4. Informs commanders of problems they can solve locally and of undesirable unit

conditions. Maintains list of undesirable unit conditions on file for a period of two years.

2.3.6.5. Explains to commanders why members are not participating and suggests ways to

correct problems that the career assistance advisor cannot resolve.

2.3.6.6. Processes members requiring reenlistment and projection for separation.

2.3.6.7. Provides group unit career advisor training.

DAFI36-2670 25 JUNE 2020 63

2.3.6.8. Conducts unit staff assistance visits.

2.3.6.9. Conducts career assistance advisors’ meetings quarterly.

2.3.6.10. Publishes a group retention plan to establish local requirements for processing

and conducting the career retention program.

2.3.7. Group Career Assistance Advisor/Retention Program Managers.

2.3.7.1. Administers the career retention program for the group.

2.3.7.2. Records contact and counseling results on AF Form 158, USAFR Contact and

Counseling Record.

2.3.7.3. Works with unit commanders in identifying why members are not participating

and assists in identifying ways to correct problems.

2.3.7.4. Publishes a group retention plan to establish requirements for processing and

conducting the career retention program.

2.3.8. Unit Career Assistance Advisor.

2.3.8.1. Oversees the selective reenlistment program, enlistment and extension processes

for all unit members.

2.3.8.2. Counsels members who are undecided or who have declined reenlistment within

three months prior to their expiration term of service.

2.3.8.3. Coordinates with the unit commander on required documentation for members

denied reenlistment.

2.3.8.4. Ensures applicable reenlistment or extension documents are completed and

processed to the military personnel section for further action as required.

2.4. Career Assistance Advisor Program.

2.4.1. The career assistance advisor program selects MSgts (E-7) and SMSgts (E-8) for special

duty assignments to advise commanders and supervisors on force management, conduct

professional enhancement programs, and assist in enlisted career counseling.

2.4.2. Selection and Assignment Guidance. Officials from MAJCOMs, HQ AFPC, and

installations work together to select individuals for career assistance advisor duty. The

following guidance is provided to standardize the process and ensure selection of high quality

personnel.

2.4.2.1. Selection process for E-7 career assistance advisor positions.

2.4.2.1.1. Before each bi-annual developmental special duty cycle, MAJCOMs will

request a list of all eligible E-7s from AFPC/DP2OSS.

2.4.2.1.2. AFPC/DP2OSS provides all local eligible E-7s to the MAJCOM. All

eligible members assigned to the installation, regardless of MAJCOM, are included.

2.4.2.1.3. The local hiring authority will conduct interviews and records reviews to

select most qualified members.

64 DAFI36-2670 25 JUNE 2020

2.4.2.1.4. The MAJCOM will coordinate with local hiring authority to rank order

nominees and return the listing to AFPC/DP2OSS. The commander recommendation

letters for nominees must be sent along with the listing. (T-1).

2.4.2.2. Selection process for E-8 career assistance advisor positions.

2.4.2.2.1. When E-8 positions are within four months of vacancy, installation group

and wing leadership collaborate with the incumbent career assistance advisor to

identify potential candidates.

2.4.2.2.2. Installation or wing commander will screen applicants to ensure they meet

development special duty requirements for career assistance advisor duty. A prioritized

list of applicants will be sent to MAJCOM A1, along with commander recommendation

letters, and coordination with installation command CMSgt. (T-1).

2.4.2.2.3. This listing will be sent to AFPC/DP2OSS, and the number one nomination

on the installation must be submitted via case management system to AFPC/DP2OSS.

2.4.2.3. Continental United States career assistance advisors will be assigned for three

years with a special duty identifier of 8A100 and duty title of career assistance advisor.

(T-1).

2.4.2.3.1. Airmen hired for Continental United States duty location will have an

Assignment Availability Code 50 (Maximum Stabilized Tour) updated in the military

personnel data system with a tour expiration date that will equal the career assistance

advisor duty effective date plus three years. (T-1).

2.4.2.3.2. Upon release from career assistance advisor duty, members will return to

their previous Air Force Specialty Code and utilized locally or compete for a

subsequent assignment. (T-1).

2.4.2.4. Outside Continental United States Career Assistance Advisors. Tour lengths will

be determined using the date eligible to return from overseas (DEROS). Assignment

availability code 50 will not be updated. (T-1). Upon identification of a vacancy, HQ

AFPC will place an Airman nominated for the career assistance advisor duty on

assignment. (T-1).

2.4.2.4.1. Overseas Long Tour. Airmen must extend the DEROS to attain retainability

in order to fulfill the 36-month tour. (T-1).

2.4.2.4.2. Overseas Short Tour. Due to the short duration of these tours, HQ AFPC

will fill these positions via EQUAL Plus with current 8A100. (T-1). If qualified

volunteers do not apply via EQUAL Plus, an eligible 8A100 non-volunteer will be

selected. (T-1). Note: Airmen must have served a minimum of two years in the current

career assistance advisor position as of the report not later than date to be eligible to

apply for the overseas short tour. (T-1).

2.4.2.5. Airmen must have the required retainability or obtain it after selection for career

assistance advisor duty. (T-1).

2.4.2.6. Selectee will receive their assignment through normal notification channels and

must submit a special duty application package in accordance with the appropriate special

duty catalog requirements no later than 30 calendar days from assignment notification.

DAFI36-2670 25 JUNE 2020 65

(T-1). The hiring authority must certify all selectees for the development special duty.

(T-1). When the member is gained into the career assistance advisor position, the military

personnel section will update the duty Air Force Specialty Code and control air force

specialty code to reflect 8A100. (T-1).

2.4.2.7. Local hiring authority may recommend approval of a one-year extension of tour

length through coordination with MAJCOM A1, career assistance advisor career field

manager, and AFPC/DP2OSS after coordination with member’s primary Air Force

Specialty Code assignment functional. If approved, AFPC/DP2OSS will extend the

assignment availability code 50 expiration date (12 months).

2.4.2.8. Career assistance advisors may submit a base of preference request as early as 12

months prior to their maximum tour expiration, but no later than nine months prior to tour

expiration. They may also compete for reassignment to the overseas area during one of

four quarterly overseas assignment cycles. If not selected for either a base of preference

or overseas assignment, they will be allocated for a Continental United States assignment

during one of four overseas returnee or Continental United States mandatory mover

assignment cycles. (T-1).

2.4.3. Training. Assigned career assistance advisors must attend and complete initial training

within six months of assignment. (T-1). The career assistance advisor’s unit is responsible for

funding this mandatory temporary duty. The career assistance advisor career field manager

develops and organizes one or more training programs per year (when training requirements

exist).

2.5. Enlisted Professional Enhancement Programs For RegAF.

2.5.1. Career assistance advisors will conduct enlisted professional enhancement programs

throughout the year. The purpose of these programs is to inform, deliberately develop, and

prepare Airmen for greater responsibilities. Mandatory programs are: first term airmen course,

noncommissioned officer professional enhancement seminar, senior noncommissioned officer

enhancement seminar, and informed decision seminar. (T-1).

2.5.1.1. The course length for the first term airmen course and both professional

enhancement seminars will not extend beyond 5 calendar days. Extending the courses to

include activities that are not related to training (i.e., details, self-help projects, leisure

activities, community involvement, etc.) is not authorized. (T-1).

2.5.1.2. Mandatory focus areas for the first term airmen course and both professional

enhancement seminars will include resiliency and deliberate development. A

comprehensive listing of mandatory focus areas will be directed by the most current Air

Force policy memorandum and is subject to change based on emerging requirements.

Therefore, the curriculum will be maintained by the career assistance advisor career field

manager, utilizing a central repository to ensure availability to all base-level career

assistance advisors. (T-2).

2.5.1.3. Career assistance advisors will use a website or a locally devised process to

2.5.1.4. The briefing system database within retrieval applications website will be used to

report attendance. (T-3).

66 DAFI36-2670 25 JUNE 2020

2.5.1.5. Facilitators will conduct their briefings in accordance with Air Force standardized

presentations provided to them by the career assistance advisor. As seminar managers,

career assistance advisors must ensure approved presentations are used. (T-1).

2.5.2. First Term Airmen Course. Provides a structured first duty station orientation that is

designed to transition Airmen from a training mindset to the mission-oriented environment.

The first term airmen course reinforces lessons learned in basic military training and technical

training to prepare Airmen for their role in supporting their organization’s mission. The course

also provides Airmen a unique opportunity to develop their warrior ethos and continued

expeditionary mindset. All first term Airmen must attend the first term airmen course within

45 calendar days of arrival to first duty station. (T-3). In addition, these airman are also

required to attend the base-level newcomer’s orientation. Supervisor support and involvement

is critical for Airmen attending first term Airmen course to ensure their future success.

2.5.2.1. When more than one wing-level command structure exists, the host wing

commander is responsible for the implementation and operation of the first term airmen

course. (T-1).

2.5.2.2. At least one first term airmen course must be provided per month unless approved

with exception to policy. Exceptions to policy will be approved by the installation

commander, through the MAJCOM, and AFPC/DP3DW. (T-2).

2.5.2.3. First term airmen course is not a formal education seminar or enlisted professional

military education. Therefore, completion does not necessarily warrant a

certificate/diploma, a formal graduation ceremony, and/or banquet.

2.5.2.4. First term airmen course attendees will be required to participate in physical

training unless restricted by medical waiver when a physical training program is

incorporated into the agenda. The program must comply with minimum standards for unit

physical training as established by AFI 36-2905, Fitness Program. (T-1).

2.5.2.5. Document delays in first term airmen course attendance on a memorandum for

record with justification (approved and maintained at local level). (T-3).

2.5.3. Noncommissioned Officer Professional Enhancement Seminar. This seminar is

designed to augment, not replace, information taught in basic military training, technical

training, ancillary training, airman leadership school, job experience, and AFH 1, The Airman

Handbook.

2.5.3.1. Career assistance advisors will offer at least four seminars per year. However, the

size of the eligible populace may warrant conducting more or less. (T-1).

2.5.3.2. This seminar is open to sister service personnel on a space available basis.

Noncommissioned officers are the priority and will not be denied attendance to

accommodate sister service attendees. (T-1).

2.5.4. Senior Noncommissioned Officer Professional Enhancement Seminar. This seminar is

designed to augment, not replace, information taught in basic military training, technical training,

ancillary training, enlisted professional military education, job experience and AFH 1.

2.5.4.1. The course provides newly selected MSgts with an in-depth view of their

increased supervisory, leadership, and managerial responsibilities, to assist them in making

a successful transition to senior noncommissioned officer status.

DAFI36-2670 25 JUNE 2020 67

2.5.4.2. This course is intended for MSgt-selects prior to actual promotion date, but no

later than one year after assuming the rank.

2.5.4.3. To ensure all eligible personnel have the opportunity to attend, each installation

will conduct at least one senior noncommissioned officer professional enhancement

seminar annually.

2.5.5. Informed Decision Seminar. This seminar is an educational experience specifically

designed to enhance one’s knowledge of Air Force benefits, highlighted program requirements,

and processes. The goal is to ensure personnel obtain the needed information in order to make

the best decision for them, their family, and their subordinates as they come close to the end

of their enlistment. All first term Airmen and second term airmen are required to attend 12-15

months prior to their date of separation unless pending involuntary separation. (T-3).

2.5.5.1. Career assistance advisors at every installation will publicize and conduct

informed decision seminars as often as necessary to meet the needs of the installation’s

populace regardless of unit of assignment (including all tenant units). Career assistance

advisors will use a website or a locally devised process for members to register for the

seminar (T-3).

2.5.5.2. Advisors will coordinate with Air Force Reserve and Air National Guard

counterparts and recruiters to keep Airmen informed of force management, force shaping

options and benefits of continued service.

2.5.5.3. Commanders are responsible to ensure members attend within the prescribed

window and (where applicable) provide spouses the opportunity to attend.

2.5.5.4. Career assistance advisors will track attendance in the briefing system database

within retrieval applications website.

2.5.6. When funds do not exist to send Airmen from geographically separated or total force

integrated units to seminars, alternative techniques, such as video-teleconferencing, webinars,

defense connect online, and/or approved prerecorded seminars will be utilized to ensure

attendance of professional enhancement programs.

2.6. Air National Guard Unit Career Advisor.

2.6.1. Overview. The Air National Guard unit career advisor program is similar to the career

assistance advisor program used by the active and reserve components. Enlisted personnel are

selected for a special duty assignment to advise commanders and supervisors on force

management and professional enhancement, and assist in career counseling. This chapter

outlines the selection, qualifications and training required to become a unit career advisor.

Guidance in this chapter applies to Air National Guard personnel.

2.6.2. Qualifications and Selection.

2.6.2.1. Unit Commanders should base the number of appointed unit career advisors on

the size of the squadron or flight the individuals will service. A good starting point is one

unit career advisor for every 50 enlisted members. Unit commanders will review the

nominee’s qualifications and ensure all requirements are met prior to selection of a unit

career advisor. Selection will be made with a letter of appointment from the unit

commander. Appointment letters will be maintained with the local retention office

manager.

68 DAFI36-2670 25 JUNE 2020

2.6.2.2. The unit career advisor must be a noncommissioned officer, and should have a

minimum of four years’ time-in-service. First sergeants and recruiters will not be assigned

the duties of a unit career advisor.

2.6.2.3. This is an appointed additional duty that requires a substantive time commitment.

Therefore, it is recommended the appointed member be assigned no other additional duties.

In addition, member should not be a current or selected section chief.

2.6.3. Training and Assessment.

2.6.3.1. The retention office manager is responsible for administering the initial and

follow-on training for appointed unit career advisors.

2.6.3.2. Initial training will be completed within 90 days of the member’s appointment to

the position. The training is conducted using the computer based training course that can

be found on the Advanced Distributed Learning Service. The retention office manager will

maintain the training certificates of completion. It is also recommended that the member

maintain a copy of all completion certificates.

2.6.3.3. The retention office manager will conduct annual training and host quarterly

training meetings. Meetings should be open to representatives of airmen support programs

and include program updates and best practices.

2.6.3.4. The retention office manager will conduct an internal review of each unit’s career

advisor and career motivation program a minimum of every 2 years. Internal reviews can

be held more frequently if needed or requested.

2.6.3.5. Areas of concern should be reviewed and a formal report produced to include

recommendations and timelines for improvement. Provide a copy of the report to the unit,

group and wing commanders, the recruiting and retention superintendent and the unit

career advisor. Provide a formal out-brief during the next regular scheduled drill, sooner if

possible, to the unit commander and the career advisor. The out-brief should include an

overview of the internal review, highlighted achievements and recommendations for

improvement.

2.6.4. Duties and Responsibilities.

2.6.4.1. Provides career motivation information and conducts retention interviews. Assists

members in completing the National Guard Bureau (NGB) Form 173-1, Air National

Guard Retention Interview Form and assists unit commander and supervisors with career

motivation program instructions and process.

2.6.4.2. Notifies unit members of changes in incentive programs and provides career status

information.

2.6.4.3. Executes the wing/geographically separated unit sponsorship program.

2.6.4.4. Executes the unit career motivation program.

2.6.4.5. Attends all required unit career advisor training/meetings and advises unit

commander and supervisors on career motivation program procedures.

2.6.4.6. Identifies members who are undecided on reenlisting and those interested in

retraining into another Air Force Specialty Code. Additionally, ensure career motivation

DAFI36-2670 25 JUNE 2020 69

issues or irritants are addressed at the lowest level (supervisor, first sergeant, unit

commander, etc.) prior to referral to the retention office manager.

2.6.4.7. The unit career advisor establishes contact and rapport with members through

squadron visits, briefings and advertisement. Also provides current information on

opportunities and benefits available to Air National Guard members. Additionally, it is

important for the unit career advisor to be familiar with and provide contact information

for resources and benefit programs to assist airmen.

2.6.4.8. Coordinates on all Selective Retention Program actions (AFI 36-2606,

Reenlistment and Extension of Enlistment in the United States Air Force) when

reenlistment eligibility changes from “selected” to “not selected” or from “not selected” to

“selected.”

2.6.5. Unit Career Advisor Recognition. Please see AFI 36-2805, Special Trophies and

Awards Program for procedures regarding unit career advisor recognition.

2.7. Air National Guard Career Motivation Program.

2.7.1. Program Description. The Career Motivation Program is an ongoing, proactive process

that enhances member engagement and assists commanders and supervisors with identifying

areas of concern that may affect retention. The process involves periodic interviews between

members and commanders to discuss future career plans and goals. The program includes the

utilization of retention and exit surveys to gain insights into members’ reasons for leaving

service. Guidance in this chapter applies to Air National Guard personnel.

2.7.2. Retention Managers Duties and Responsibilities.

2.7.2.1. Assists with retraining and relocation requests when initiated by a member or

referred by leadership. (T-2).

2.7.2.1.1. Managers will use the unit manning document and career change worksheet

when assisting with a retraining or relocation request. (T-3).

2.7.2.1.2. Managers shall review and inform [or advise] members regarding the impact

of retraining or relocation on their participation in the bonus program. (T-3).

2.7.2.2. Conducts follow-up and exit interviews on all members separating, transferring or

retiring, to include members who have indicated their intention to not reenlist or are still

undecided. (T-2).

2.7.2.3. Produces a quarterly exit survey report using the total force recruiting and

retention information support system. Forward the report to the wing command CMSgt

and wing human resource advisor. Note: Address any immediate concerns and negative

trends as discovered through appropriate channels. (T-2).

2.7.2.4. Maintains member’s NGB Form 173-1 as required and disposes of forms in

accordance with AFI 33-322 and the records disposition schedule located in the Air Force

Records Information Management System. (T-2).

2.7.2.5. Managers will review each interview form to track concerns and ensure follow-

up actions are occurring and ensure all completed forms are stored properly in the total

force recruiting and retention information support system. (T-2).

70 DAFI36-2670 25 JUNE 2020

2.7.2.6. Provides unit career advisors with career motivation program interview forms in

accordance with the applicable personnel services delivery guide. (T-2).

2.7.2.7. Monitors suspense reports and provides program status to Wing and Unit

Commanders monthly. (T-2).

2.7.3. Unit Career Advisor Duties and Responsibilities.

2.7.3.1. Provides career motivation information, conducts retention interviews and assists

unit commander, supervisors, and members with career motivation program instructions

and processes. (T-2).

2.7.3.2. Tracks, coordinates, and manages career motivation program interviews. (T-2).

2.7.3.3. Maintains NGB Form 173-1, for current unit members. Maintenance of forms for

members exceeding 20 years must be in accordance with the Air Force Records

Information Management System Records Disposition Schedule. Provide the retention

interview form to the unit commander, with supervisor coordination. The unit career

advisor may be responsible for coordinating the interview schedule for the unit

commander. (T-2).

2.7.3.3.1. Utilizes and maintains a suspense control log for tracking interview actions

when the NGB Form 173-1 is provided and returned from the unit commander or

supervisor. A copy of the completed NGB Form 173-1 should be forwarded to the

retention office manager, no later than the regular scheduled drill following the

interview date. (T-2).

2.7.3.3.2. The NGB Form 173-1 will not be used as a record for unfavorable

information or disciplinary counseling. Exception: Include documentation relating to

non-selection for reenlistment (AF Form 418, Selective Reenlistment Program

Consideration for Airmen in the Regular Air Force/Air Force Reserve/Air National

Guard). (T-2).

2.7.3.4. Provides NGB Form 173-1 to the unit commander, with supervisor coordination.

The unit career advisor may be responsible for coordinating the interview schedule for the

unit commander. (T-2).

2.7.4. Retention Interviews. Retention interviews are conducted to ensure personnel receive

valuable guidance and counsel regarding participation as a member of the Air National Guard,

and to aid unit leaders in understanding issues that contribute to individual decisions to

discontinue service. The career motivation program includes three types of interviews: the

initial interview for new members, the reenlistment interview for personnel whose term is

expiring and the follow-up interview for personnel who may be discontinuing service. All

retention interviews shall be conducted in accordance with the method described in the career

motivation program personnel services delivery guide and documented on the NGB Form 173-

1. (T-2).

2.7.4.1. Initial interviews are conducted to introduce new members to unit leadership,

discuss local and Air National Guard policies and explain unit expectations. This is also an

opportunity to gain insight in the individual’s career goals and interests, answer questions

and address concerns. The interview should be conducted by the unit career advisor.

However, the unit commander may exercise the option to conduct the interview.

DAFI36-2670 25 JUNE 2020 71

2.7.4.2. The unit career advisor, the supervisor and the member discuss the retention

interview questions, document responses on the form, and sign the form. All parties must

sign and date on the form where applicable. The member has the option to request a

meeting with the commander to further discuss retention questions and decisions. The

commander reviews the form, and also signs to acknowledge awareness of the interview

responses. (T-2).

2.7.4.3. Reenlistment interviews are conducted with all enlisted members who are within

twelve months of the expiration of their enlistment term. The purpose of the interview is

to determine the member’s intent for reenlistment, and document the unit commander’s

recommendation. All personnel who participate in the interview process will sign and date

the Form 173-1. Declarations of intention and commander recommendations are not

binding.

2.7.4.4. Interviews will be conducted by the unit career advisor and the supervisor.

2.7.4.4.1. The unit commander may exercise the option to conduct an interview or

delegate this duty to another commissioned officer in the same unit. If the unit

commander does not conduct an interview, they will review the NGB Form 173-1 and

indicate comments or recommendations. (T-2).

2.7.4.4.2. The retention office manager will review comments from both the member

and the commander to determine the need for a follow-up interview.

2.7.4.4.3. Follow-up interviews will be conducted by the retention office manager

when an individual is recommended for reenlistment but is undecided or expresses a

desire to separate. (T-2).

2.7.4.4.4. The retention office manager may use the follow-up interview to attempt to

overcome any member reenlistment objections and intervene with leadership and other

resources as necessary.

2.7.4.5. The retention office manager will offer available options such as retraining or

transfer. (T-3).

2.7.4.5.1. The retention office manager will ensure the member understands the loss

of benefits that could occur with separation action, as well as possible recoupment of

incentives and/or entitlements as applicable. (T-2).

2.7.4.5.2. If the unit commander has not recommended the member for reenlistment,

the retention office manager will make an appointment with the member to complete

the exit interview. (T-3).

2.7.4.6. The retention office manager will generate an exit interview when a member

initiates a transfer request, separation or retirement. After completion of the exit interview,

the loss data and reasons should be briefed to the unit and wing commanders.

2.8. Air Force Reserve Retention Program.

2.8.1. Wing Retention Program. The wing career assistance advisor serves as principal advisor

to commanders, supervisors, and Airmen regarding retention, benefits, incentives and

reenlistment programs. Responsibilities of the Wing Retention Program include:

72 DAFI36-2670 25 JUNE 2020

2.8.1.1. Establishing procedures for the Selective Reenlistment Program process for unit

career advisor (not earlier than 14 months) before current expiration term of service.

2.8.1.2. Ensuring completion of all Selective Reenlistment Programs and counsels

members via AF Form 158 (6 months before expiration term of service) when members

decide not to reenlist.

2.8.1.3. Providing a retention briefing to wing leadership at the monthly manning meeting,

and as requested by leadership. The retention briefing will include unit retention

measurements and loss analysis.

2.8.2. Quarterly Retention Statistics. The wing career assistance advisor compiles

reenlistment and loss statistics and analyzes trends utilizing the product from AFRC/A1RI and

keeps a copy. The career assistance advisor gives copies of the report quarterly to military

personnel section, group, and unit commanders, as well as their career advisor.

2.8.2.1. Produces quarterly retention information exit survey reports and forward to the

wing commander, unit commanders, recruiting service, wing command CMSgt and

military personnel section and coordinates with leadership to determine specific retention

needs. Note: Any immediate concerns, as well as negative trends found in exit surveys,

should be addressed through appropriate channels.

2.8.3. Contact and Counseling. Career assistance advisors will make contact by telephone,

email, letter or face-to-face. Record counseling results on AF Form 158. (T-3). Attachment

18 gives instructions for completing the form.

2.8.3.1. Wing Career Assistant Advisor. Manages the career

retention/benefits/entitlements program by working closely with the wing, group and unit

commanders as well as recruiters, command CMSgts, group superintendents, first

sergeants and group and unit career advisors in helping to correctly assess the work

environment identifying possible problems and irritants. Once problems or irritants are

identified, works with leadership to obtain resolution.

2.8.3.1.1. The career assistance advisor counsels members selected for reenlistment

upon request.

2.8.3.1.2. The career assistance advisor counsels members not electing reenlistment at

least six months before expiration term of service.

2.8.3.1.3. Follow-up interviews will be conducted by the career assistant advisor when

an individual is recommended for reenlistment but is undecided or expresses a desire

to separate. The career assistant advisor may use the follow-up interview to attempt to

overcome any member reenlistment objections and intervene with leadership and other

resources as necessary. The career assistant advisor will offer available options such

as retraining or transfer.

2.8.3.1.4. If the unit commander has not recommended the member for reenlistment,

the career assistant advisor will make an appointment with the member to complete the

Retention/Exit Survey.

DAFI36-2670 25 JUNE 2020 73

2.8.3.2. Career assistance advisor will contact and counsel members projected for

reassignment to a nonparticipating status. They will also conduct individual retention

interviews for all members separating, transferring or retiring prior to or during out-

processing to identify reasons for separation/discharge or transfer.

2.8.3.2.1. Career assistance advisor will contact members by telephone, letter, or face-

to-face.

2.8.3.2.2. Career assistance advisor will record contact results on Air Force Form 158

and file in Retention Effort Folder with a copy of the reassignment order.

2.8.3.2.3. Career assistance advisor establishes a date for contact no earlier than three

months after separation date. Obtain losing commanders' consent before contacting

members.

2.8.3.3. Career assistance advisors will provide counseling to members with four

unexcused absences. Counseling will be provided in-person, by letter, or telephone, and

will be documented on Air Force Form 158 and in the retention folder.

2.8.3.4. The career assistance advisor will ensure the member is aware of, and understands

the loss of benefits that could occur with separation action, as well as possible recoupment

of incentives and/or entitlements as applicable.

2.8.4. The Wing Career Assistance Advisor will contact members transferred to a

nonparticipating status or expiration term of service discharge by:

2.8.4.1. Sending a letter to the unit commander requesting contact with the member no

earlier than three but no later than six months before loss. (T-3).

2.8.4.2. Contacting (by letter) only those members the unit commander has approved for

contact. (T-3).

2.8.4.3. Recording contact results on Air Force Form 158 and retain for one year after date

of loss or in accordance with the Air Force Records Information Management System

Records Disposition Schedule, whichever is longer. (T-3).

2.8.4.4. Not updating a member’s record with a past expiration term of service except to

process for expiration term of service discharge action. (T-3).

2.8.5. For Members ineligible to reenlist (other than nonselection), the Career Assistance

Advisor will:

2.8.5.1. Contact by letter no later than 12 months before current expiration term of service.

2.8.5.2. Record contact results on Air Force Form 158 and file in the Retention Effort

Folder with a copy of the letter in accordance with the Records Disposition Schedule in the

Air Force Records Information Management System.

2.8.5.3. Suspense for follow-up contact at least 6 months before expiration term of service.

2.8.6. Members that requested counseling. Contact members as soon as possible (preferably

at the next scheduled unit training assembly). (T-3).

74 DAFI36-2670 25 JUNE 2020

Table 2.1. Completing Air Force Form 158. (T-3).

Item

Explanation or Entry

Blank box preceding date

Enter 1 for the first counseling, 2 for the second counseling,

and so on.

Date

Date of contact or counseling.

Type of contact or counseling

For example, Selective Reenlistment Program undecided or

declined, by phone,

face-to-face, letter.

Reasons

EXAMPLE: Requested, mandatory, 6 months before

expiration term of service,

will not reenlist, ARPC reassignment request, and so on.

Comments

Document each contact or counseling session clearly and

concisely. Record information that will aid future contact or

counseling. If follow-up is needed, note this in the next

section. The career assistance advisor must sign comments.

Note: The reverse side of the form, which is for initial orientation, is self-explanatory.

2.9. Resources and Reports.

2.9.1. Electronic Repository. Career assistance advisor career field manager maintains an

electronic repository or applicable centralized career field management and information site.

This site will be used to disseminate information to career assistance advisors and others as

deemed necessary by the site administrator. Applicable to RegAF only. (T-1).

2.9.2. Registration. Base-Level web or locally devised processes to register for seminars are

mandatory. Command and/or base-specific information must be posted and maintained.

Applicable to RegAF only. (T-1).

2.9.3. Retrieval Applications Website. Career assistance advisor briefing system database

within retrieval applications website will be used to document completion of all first term

airmen courses, informed decision seminars, and enlisted professional enhancement seminars.

(T-1). Career assistance advisors should update attendance at the completion of each seminar;

however, career assistance advisors must update the attendance database every month to ensure

historical attendance data is available. Applicable to RegAF only. (T-1).

2.9.4. Annual Report. Career assistance advisors will provide annual reports to assist HAF in

effectively gauging the success of programs implemented to achieve balance in force health,

retention, and professional enhancement. Applicable to RegAF only. The reports will be

processed as follows:

2.9.4.1. The career assistance advisor career field manager will request information

pertinent to the programs from all career assistance advisors no later than 30 September

each year. The request will identify required topics and data for report.

2.9.4.2. Reports are based on fiscal year results and are due to career assistance advisor

career field manager no later than 15 November each year. They will be routed through

DAFI36-2670 25 JUNE 2020 75

wing commander and command chief prior to sending to career assistance advisor career

field manager (MAJCOM must be courtesy copied).

2.9.4.3. AFRC/A1 career assistance advisor career field manager will collect/consolidate

reports and forward HAF/REP for analysis. Applicable to Air Force Reserve only.

2.9.4.4. At a minimum, the report must address the following categories:

2.9.4.4.1. A summary of local plans to positively influence force shaping objectives,

including seminars, job fairs, etc.

2.9.4.4.2. Additional efforts to publicize local retention and force shaping initiatives

and activities.

2.9.4.4.3. A summary of the local professional enhancement efforts including unique

courses and programs. Efforts and creative utilization of local resources to enhance

developmental environment should also be highlighted.

2.9.4.4.4. Information, feedback and comments on progress of all career assistance

advisor programs.

2.9.4.4.5. Summary of production for first term airmen course, informed decision, and

professional enhancement courses (eligible & completed numbers).

2.9.5. Standardized Air Force Sources. Career assistance advisors are required to publish a

visual aid identifying who they are, with contact information. All Air Force level standardized

publications, pamphlets and visual aids must be processed and approved in accordance with

AFI 33-360. (T-1). Approved Air Force publications are available on the Air Force e-

Publishing web site. Applicable to RegAF only.

2.9.6. Standardized Enlisted Professional Enhancement Seminar Materials. All approved first

term airmen course, enlisted professional enhancement presentations, and mandatory focus

areas will be maintained by career assistance advisor career field manager. Applicable to

RegAF only.

2.9.7. Locally Developed Materials. Career assistance advisors are encouraged to further

develop and utilize local resources in the creation of enlisted professional enhancement

briefing material. (T-1). If desired, an electronic copy may be coordinated through MAJCOM

points of contact and the career assistance advisor career field manager for benchmark review

and possible incorporation at broader levels. Applicable to RegAF and Air Force Reserve only.

2.9.8. Air Force Benefits fact sheet. Career assistance advisors will remind supervisors AFH

36-2618 requires the use of the Air Force benefits Fact Sheet during career counseling,

performance feedback or when an individual comes up for quality review under the selective

reenlistment program. (T-1). The approved Air Force benefits fact sheet is available on the

Air Force Portal and myPers. Applicable to RegAF and Air Force Reserve only.

2.9.9. Career Assistance Advisor Continuity Book. Each career assistance advisor will

maintain a continuity book (preferably electronically) containing current information/links

which will remain in place for use by their successor. Applicable to RegAF only. At a

minimum, the continuity book will contain:

76 DAFI36-2670 25 JUNE 2020

2.9.9.1. Administrative requirements, letters of appointment and commander/first sergeant

contact numbers as well as their Certificate of Completion of the initial career assistance

advisor training seminar. (T-3).

2.9.9.2. A reference list of applicable AFIs, MAJCOM/base supplements and other

applicable publications. (T-3).

2.9.9.3. A reference list of local functional points of contact and subject matter experts for

first term airmen course, enlisted professional enhancement, informed decision seminars

subject matter. (T-3).

2.9.9.4. A link to inspection checklists and reports (including financial plans) if applicable.

(T-1)

DAFI36-2670 25 JUNE 2020 77

PART 2

DEVELOPMENTAL EDUCATION

78 DAFI36-2670 25 JUNE 2020

Chapter 3

DEVELOPMENTAL EDUCATION

3.1. Overview-Developmental education. Developmental education refers to an array of

resident, non-resident, and blended educational opportunities composed of formal and experiential

programs including but not limited to graduate education, service and joint professional military

education, fellowships, and education with industry. This chapter details roles and responsibilities

and provides compliance standards with regard to developmental education program

administration and eligibility for the Total Force. While this chapter governs formal aspects of

developmental education, commanders and civilian equivalents should provide a work

environment that supports development for the Total Force. Taking mission requirements into

consideration, leaders should authorize Airmen time to participate in developmental education

during the duty day.

3.2. Program Roles and Responsibilities.

3.2.1. Commanders and Leaders. All commanders and leaders should encourage personnel to

take advantage of resident and distance learning educational opportunities in accordance with

the Secretary of the Air Force and Air Force Chief of Staff education expectations. Specific

responsibilities include the following:

3.2.1.1. The Assistant Secretary of the Air Force for Manpower and Reserve Affairs

(SAF/MR) will:

3.2.1.1.1. Serve as an agent of the Secretary to provide direction and oversight for all

matters pertaining to the formulation, review, and execution of plans, policies,

programs, and budgets addressing developmental education.

3.2.1.2. The Deputy Chief of Staff, Manpower, Personnel and Services (AF/A1) will:

3.2.1.2.1. Provide strategic objectives and advocacy for Air Force developmental

education programs.

3.2.1.2.2. Present developmental education programs and concepts to the Air Force

Board for consideration. Note: The Air Force Board reviews budgetary issues

concerning pricing, execution, and executability of Air Force programs.

3.2.1.2.3. DELETED

3.2.1.2.4. Ensure the Air Force’s diversity policies are integrated into the execution of

developmental education processes, procedures, and programs.

3.2.1.2.5. DELETED

3.2.1.2.6. DELETED

3.2.1.3. The Directorate of Force Development (AF/A1D) will:

3.2.1.3.1. Provide policy oversight, issue standing and intervening developmental

education guidance, and allocate quotas and resources for developmental education

programs to include distribution of space-available seats to sister service and

interagency partners.

DAFI36-2670 25 JUNE 2020 79

3.2.1.3.2. Determine rules for developmental education eligibility, selection, and

removal criteria with regard to resident and distance learning programs for enlisted

personnel.

3.2.1.3.3. DELETED

3.2.1.3.4. Publish annual developmental education programming requirements,

establish eligibility policy and quotas at Air Force and non-Air Force schools, and

determine participation quotas and rates in Air Force professional military education

programs for non-Air Force personnel. Exception: Major commands may authorize

increases or decreases in Airman Leadership School production to accommodate major

command (MAJCOM) enlisted professional military education production

requirements and constraints.

3.2.1.3.5. DELETED

3.2.1.3.6. Act as waiver authority for all exceptions to post-program assignments (all

requests will first be coordinated through AFPC).

3.2.1.3.7. Oversee the Air Force Learning Committee and Air Force Education

Requirements Board described in Attachments 21 and 22.

3.2.1.4. DELETED

3.2.1.4.1. DELETED

3.2.1.4.2. DELETED

3.2.1.4.3. DELETED

3.2.1.4.4. DELETED

3.2.1.4.5. DELETED

3.2.1.5. Air Force CMSgt Management Office (AF/A1LE) will:

3.2.1.5.1. Select and schedule eligible CMSgts for senior leader development courses

with CMSAF approval. Note: The Air National Guard will select Chief Leadership

Course and Keystone Course attendees through the process approved by the Director,

Air National Guard.

3.2.1.6. Air Force Personnel Center Commander (AFPC/CC) will:

3.2.1.6.1. Execute Air Force guidance for developmental education eligibility,

selection and, removal of enlisted members. Note: Airman Leadership School has been

designated to the wing-level or below. (T-2).

3.2.1.6.2. Announce programs, eligibility criteria, and nomination procedures for

intermediate and senior developmental education opportunities annually or as required.

(T-2).

3.2.1.6.3. DELETED

3.2.1.6.4. DELETED

3.2.1.6.5. DELETED

3.2.1.6.6. DELETED

80 DAFI36-2670 25 JUNE 2020

3.2.1.6.6.1. DELETED

3.2.1.6.6.2. DELETED

3.2.1.6.7. DELETED

3.2.1.6.7.1. DELETED

3.2.1.6.8. Designate and schedule regular Air Force personnel to attend the

Noncommissioned Officer Academies, Senior Noncommissioned Officer Academy,

Chief Leadership Course and equivalent non-Air Force schools. (T-2).

3.2.1.6.8.1. Determine quota allocations and distribute training line numbers for

regular Air Force attendees for the Noncommissioned Officer Academies, Senior

Noncommissioned Officer Academy, and Chief Leadership Course. (T-2).

3.2.1.6.8.2. Monitor AFPC selection lists of Noncommissioned Officer Academy,

Senior Noncommissioned Officer Academy, Chief Leadership Course, and

equivalent sister service and international courses’ students and maintain lists of

eligibles to fill short-notice vacancies. (T-2).

3.2.1.6.8.3. Execute approved programming and schedule annual enlisted

professional military education for stateside and outside the continental United

States Noncommissioned Officer Academies production. (T-2).

3.2.1.6.8.4. Notify MAJCOM A1s quarterly of approved enlisted professional

military education promotion waivers. (T-2).

3.2.1.7. Office of the Chief of the Air Force Reserve (AF/RE) will:

3.2.1.7.1. Establish selection criteria for Air Force Reserve personnel to participate in

developmental education programs.

3.2.1.7.2. DELETED

3.2.1.7.3. Publish the resident school selection lists for Air Force Reserve personnel.

3.2.1.7.4. Ensure unused quotas for developmental education opportunities are

returned to the Learning Division, Directorate of Force Development (AF/A1DL).

3.2.1.8. Air Force Reserve Command Chief will:

3.2.1.8.1. Be responsible for the implementation of enlisted professional military

education for enlisted reservists.

3.2.1.8.2. Approve Air Force Reserve-specific exceptions to policy of enlisted

professional military education eligibility criteria, individual declinations, requests for

operational or humanitarian deferments, and removal from selection for enlisted

professional military education programs. Approval authority may be delegated to the

enlisted professional military education functional manager.

3.2.1.8.3. Encourage participation in resident and distance learning developmental

education opportunities for enlisted personnel.

3.2.1.8.4. Communicate with wing command chiefs for enlisted professional military

education guidance and disciplinary issues for members attending in-residence enlisted

professional military education.

DAFI36-2670 25 JUNE 2020 81

3.2.1.9. Air Force Reserve Command, Personnel Division (AFRC/A1K) will:

3.2.1.9.1. Manage enlisted professional military education programs for Air Force

Reserve as functional manager.

3.2.1.9.2. Determine annual Air Force Reserve enlisted professional military

education quota requirements, provide statistics regarding participation in Air Force

professional military education resident and distance learning programs, and coordinate

Air Force Reserve participation in sister service professional military education

programs.

3.2.1.9.3. Serve as the Air Force Reserve point of contact for enlisted joint professional

military education issues.

3.2.1.9.4. Establish Air Force Reserve selection criteria for all enlisted professional

military education programs.

3.2.1.9.5. Issue and monitor training line numbers, school days for enlisted students,

and coordinate all courses, ensuring compliance with applicable directives.

3.2.1.9.6. Serve as point of contact for communications between Air Force

professional military education program managers, other services’ program managers,

and Air Force Reserve base education and training managers in Force Support

Squadrons. All professional military education resident school quotas will be

coordinated between AFRC/A1K and the appropriate MAJCOM or schoolhouse as

appropriate. Units are not authorized to solicit quotas directly with a schoolhouse.

3.2.1.10. DELETED

3.2.1.10.1. DELETED

3.2.1.10.2. DELETED

3.2.1.10.3. DELETED

3.2.1.11. National Guard Bureau Human Resources Directorate (NGB/HR) will:

3.2.1.11.1. Determine Air National Guard-specific eligibility requirements and quotas

for in residence attendance in coordination with AF/A1D and AFPC and provide

enlisted professional military education guidance to states and wings to include

allocation distribution and scheduling procedures.

3.2.1.11.2. Serve as point of contact for Air National Guard joint professional military

education issues.

3.2.1.11.3. Convene central selection panels as needed to make recommendations to

the Director, Air National Guard (NGB/CF) for approval of attendance at resident

professional military education programs.

3.2.1.11.4. Issue and monitor training line numbers and proficiency training days for

students and coordinate all courses, ensuring compliance with applicable directives.

3.2.1.11.5. Serve as the point of contact for communications between professional

military education program managers, other services’ program managers, state and

wing command CMSgts, and the ANG Force Development Flight (FSS/FSD). All

82 DAFI36-2670 25 JUNE 2020

professional military education resident school quotas will be coordinated between the

National Guard Bureau’s Training and Development Division (NGB/HRT) and the

appropriate MAJCOM or schoolhouse as appropriate.

3.2.1.11.6. Act as waiver authority for ANG-specific exceptions to policy regarding

professional military education eligibility, individual declinations, requests for

operational or humanitarian deferments, and removal from selection for professional

military education programs.

3.2.1.11.7. Employ a CMSgt to serve as the point of contact for enlisted professional

military education and the functional manager for enlisted professional military

education instructors (Air Force Specialty Code 8T000).

3.2.1.12. Air National Guard Training and Education Center (ANG TEC) will:

3.2.1.12.1. Forecast and submit annual resource requirements to NGB/HR in

accordance with their published schedule. (T-2).

3.2.1.12.2. Submit End-of-Class and End-of-Year reports for professional military

education programs to NGB/HRT no later than 30 days after completion of each class

and each fiscal year. End-of-Class and End-of-Year reports include, at a minimum, all

student demographics by individual, class leadership, activities and events, award

winners and remarks. (T-2).

3.2.1.12.3. Report immediately to NGB/HRT all student releases (academic,

disciplinary, or medical), program management review, test compromises and inquiries

by outside agencies including but not limited to Community College of the Air Force,

the Barnes Center for Enlisted Education and AF/ANG Inspector General. (T-2).

3.2.1.13. The Adjutant General or equivalent will:

3.2.1.13.1. Endorse and, if necessary, stratify developmental education applicants.

3.2.1.13.2. Approve deferment requests for intermediate and senior developmental

education attendance.

3.2.1.13.3. DELETED

3.2.1.14. The Air National Guard state Command CMSgt will:

3.2.1.14.1. Encourage participation in resident and distance learning opportunities for

enlisted personnel.

3.2.1.14.2. Provide guidance within the state for attendance at enlisted professional

military education courses that have limited allocations.

3.2.1.15. Air National Guard Wing Commanders or Senior Raters will:

3.2.1.15.1. Ensure all personnel are counseled throughout their careers on the

relationship between professional military education and mission readiness. (T-2).

3.2.1.15.2. Oversee noncommissioned officer and senior noncommissioned officer

Professional Enhancement Seminar programs at the local level. (T-2).

DAFI36-2670 25 JUNE 2020 83

3.2.1.15.3. Authorize, prescribe, and provide facilities, personnel, equipment, and

funding as needed to support local professional enhancement and development

objectives. (T-2).

3.2.1.16. Air National Guard Wing Command CMSgts will:

3.2.1.16.1. Ensure enlisted professional military education applicants meet eligibility

criteria prior to requesting in residence allocations. (T-1).

3.2.1.16.2. Establish a selection process to coincide with current enlisted professional

military education policies. (T-2).

3.2.1.17. Air National Guard Force Development Flight (FSS/FSD) will:

3.2.1.17.1. Serve as the base-level point of contact and advisor for enlisted

professional military education programs.

3.2.1.17.2. Immediately notify NGB/HRT when a selectee cannot attend, coordinate

review and/or endorsement with the state headquarters or wing commander, and

forward the official package to NGB/HRT. (T-2).

3.2.1.17.3. Conduct out-processing briefings for members departing to attend resident

professional military education regarding financial expenditures, academics, and

reporting instructions. (T-3).

3.2.1.18. Air University will:

3.2.1.18.1. Design, develop, conduct and evaluate resident and distance learning

development programs in accordance with Air Force doctrine, policy, and the

instructional system development process (instructional system development guidance

is provided in AFH 36-2235v10, Information for Designers of Instruction Systems).

3.2.1.18.2. Advertise eligibility, enrollment, academic and graduation criteria for Air

Force resident and distance learning programs for each developmental education level

in Air University catalogs and Education and Training Course Announcement (The

ETCA SharePoint® is available on AF Portal Home under Education/Training/Force

Development and Applications tab (A-Z).

3.2.1.18.3. Maintains faculties, staff and facilities, and programs funds for resident and

non-resident enlisted developmental education programs.

3.2.1.18.4. DELETED

3.2.1.18.5. Manage the Air Force Fellows program to include but not limited to

administrative control of fellows (e.g., leave and temporary duty management; Note:

Temporary duty management may be delegated to local program workplace

supervisors). Air University will also ensure rotational Letters of Evaluation are

completed and act as liaison with host organizations to ensure understanding of roles

and responsibilities. (T-2).

3.2.1.18.6. Coordinate with AF/A1D and produce a biennial review of Air Force

fellowships by providing objectives and evaluations of current fellowships, participant

feedback, recommendations for continuance or non-continuance of fellowships and

other supporting documentation as needed. (T-1).

84 DAFI36-2670 25 JUNE 2020

3.2.1.18.7. DELETED

3.2.1.18.8. Report developmental education (graduate education, professional

continuing education, experiential programs, professional military education, etc.)

production to AF/A1D, to include non-Air University schools, sister service, joint,

international, etc. This will include enrollment and graduation, completion, and failure

data and analysis in all programs to include Air University’s Doctorate of Philosophy

(PhD) program. (T-1).

3.2.1.18.9. Ensure distance learning programs are equivalent to the corresponding

resident school program in terms of content, program outcomes and relevant

Foundational Competencies.

3.2.1.18.10. Act as the waiver authority for all distance learning Air Force professional

military education completion requirements.

3.2.1.18.11. Maintain faculties, staff and facilities, and program funds for resident and

non-resident enlisted developmental education programs.

3.2.1.19. Major Command, Direct Reporting Unit and Field Operating Agency

Commanders will:

3.2.1.19.1. Allocate quotas to Noncommissioned Officer Academies at overseas

locations.

3.2.1.19.2. Program, manage and schedule annual enlisted professional military

education school production for their respective Airman Leadership School and outside

the continental United States Noncommissioned Officer Academy. Airman Leadership

School must report production to the Air University registrar. All Airman Leadership

Schools not part of a PME Center are required to operate seven classes per fiscal year.

Base school production goals on providing sufficient resident enlisted professional

military education opportunities as defined herein.

3.2.1.19.3. Ensure Airman Leadership Schools and outside the continental United

States Noncommissioned Officer Academies have the required personnel, facilities,

equipment, and resources necessary to operate and meet annual production

requirements. Ensure the support for Noncommissioned Officer Academies is

documented in support agreements.

3.2.1.19.4. Ensure enlisted professional military education schools follow operating

procedures set forth in Barnes Center Instruction 36-2301, USAF EPME Procedural

Guidance and Community College of the Air Force Policies, Procedures and

Guidelines where applicable.

3.2.1.20. Regular Air Force Wing Commander or Senior Rater will:

3.2.1.20.1. DELETED

3.2.1.20.2. DELETED

3.2.1.20.3. Provide reason(s) in memorandum regarding the removal of enlisted

Airmen selected to attend any professional military education course. The Wing

Commander or Senior Rater will then forward the memorandum to the AF CMSgt

DAFI36-2670 25 JUNE 2020 85

Management Office (AF/A1LE) for CMSgts and selects to AFPC’s Enlisted

Developmental Education Flight (AFPC/DP3DW) for SMSgts and below. (T-2).

3.2.1.20.4. Approve or disapprove deferment or removal requests for resident enlisted

professional military education courses. (T-2).

3.2.1.20.5. Ensure promotion waivers for Airmen who cannot attend professional

military education are processed in a timely manner to ensure on-time promotions.

(T-2).

3.2.1.20.6. Ensure enlisted Airmen promoted via promotion waivers attend applicable

enlisted professional military education within timeframes as established here and in

accordance with promotions policy. (T-2).

3.2.1.20.7. Ensure the assignment of additional duties and details for enlisted

professional military education faculty will not impede the program requirement for

uninterrupted academic instruction, student and instructor preparation activities,

faculty evaluation of student performance, and class preparation and closeout

procedures. (T-2). Faculty and students will be considered unavailable for additional

duties and/or exercise participation throughout the course duration. When class is not

in session, the assignment of additional duties and details for enlisted professional

military education faculty will be moderated to accommodate Air University program

requirements that serve to evaluate the effectiveness of instruction and curriculum,

facilitate in-service training, as well as complete and implement professional

development. Otherwise, enlisted professional military education faculty will support

unit, wing, and MAJCOM activities and perform additional duties. Enlisted

professional military education faculty will be assigned to an Air Expeditionary Force

cycle in Air Force Specialty Code 8T000 and may be deployed with an Air Force

Specialty Code 8T000 unit type code (UTC) tasking with prior approval of their

MAJCOM enlisted professional military education manager. EPME faculty will not be

deployed in their Primary AFSC without prior approval of their MAJCOM enlisted

professional military education manager

3.2.1.20.8. DELETED

3.2.1.21. Regular Air Force Force Support Squadron Commanders and Directors will:

3.2.1.21.1. Ensure enlisted professional military education students are selected to

attend resident schools based on seniority (rank, time in grade, then time in service),

priority and other considerations (deployments, retraining, mission, humanitarian,

medical, etc.) in accordance with this instruction and the Education and Training

Course Announcement (ETCA) website. Note: SSgt selects or SrA with 36 months or

more time-in-service as of an assignment selection date must attend Airman Leadership

School prior to a permanent change of station (PCS) to the following bases: Osan,

Kunsan, Thule, Sota Cana, Ghedi, Buchel, Kleine Brogel, Volkel, Livorno and Lajes.

These Airmen must be considered Priority 1 to minimize Airmen’s time away from

their primary duties and remain mission focused while serving at these locations. (T-2).

3.2.1.21.2. Ensure individual names are entered and confirmed against established

training line numbers in the Oracle Training Administration System (OTAS) Military

Personnel Data System (MilPDS) for resident professional military education schools

86 DAFI36-2670 25 JUNE 2020

no later than 45 days before the class start date unless managed by AFPC’s Directorate

of Personnel Services (AFPC/DPS). Provide school websites, orders, and reporting

instructions to selectees. (T-3).

3.2.1.21.3. Notify individuals of selection and class start date; immediately notify

AFPC for enlisted members who are ineligible or unable to attend. (T-2).

3.2.1.21.4. DELETED

3.2.1.21.5. Provide the Airman Leadership School commandant a monthly or bi-

monthly listing of eligible Airman Leadership School members by unit of assignment.

(T-3).

3.2.1.21.6. Provide enrollment information and testing support for distance learning

developmental education programs. (T-2).

3.2.1.21.7. Disseminate annual developmental education nomination announcement

published by AFPC. (T-3).

3.2.1.21.8. Update the Military Personnel Data System when a member declines

enlisted professional military education attendance to identify them as ineligible for

promotion to the next rank and participation in the High Year Tenure Extension

Program. (T-2).

3.2.1.21.9. Process waiver and deferment requests. (T-3).

3.2.1.22. Unit Commander or Civilian Equivalent will:

3.2.1.22.1. Ensure each enlisted developmental education attendee meets eligibility

criteria outlined in the Air Force Education and Training Course Announcement (The

ETCA SharePoint® is available on AF Portal Home under Education/Training/Force

Development and Applications tab (A-Z)). (T-2).

3.2.1.22.2. Advise enlisted members of fitness standards requirement to attend resident

professional military education. Enlisted members must have a current passing Air

Force Fitness Assessment (FA) prior to attending any resident professional military

education, with the exception of members who are pregnant or post-partum (within

their 12-month post-partum FA deferment period) and receive approval from their

PCM or OB/GYN to attend. This must be annotated within an AF Form 469, Duty

Limiting Condition Report and AF Form 422, Notification Of Air Force Member’s

Qualification Status that member is cleared to attend without the need for routine

OB/GYN care and can perform physical activities they are comfortable performing.

Prior to members attending they will send their AF Form 469 and AF Form 422 to their

PCM or OB/GYN for approval followed by sending to the school 14 days prior to class

start date. The school will provide a list of physical activities and events included in

the curriculum so PCMs and OB/GYNs are aware. There should be no pressure or

expectation that a pregnant or post-partum Airmen perform an event and/or activity

they are not able to perform. If a member does not want to attend, there is no

expectation to attend the resident professional military education during pregnancy or

post-partum FA deferment period. This is not applicable if member is pregnant/post-

partum but has another duty limiting condition that would require an Exception to

Policy (ETP). This policy will be applicable to Total Force Airmen. For members

DAFI36-2670 25 JUNE 2020 87

attending any resident professional military education course that is less than 6 months

in duration, a passing Air Force fitness assessment must be current through course

completion. (Exception: Members medically exempt, deployed and unable to complete

a fitness test prior to attendance as approved by the commandant of the school the

officer will attend. Pregnancy/post-partum does not require any exemption, only an AF

Form 469 and AF Form 422 with concurrence from PCM or OB/GYN to attend and

notification to the school). (T-2).

3.2.1.22.3. Counsel all individuals who are considering declination of resident

developmental education attendance. Commanders will emphasize the positive benefit

of completing resident developmental education and implications of declining. (T-3).

3.2.1.22.4. Process deferment requests in accordance with this instruction and

Education and Training Course Announcement procedures. (T-2).

3.2.1.23. Selected Individuals will:

3.2.1.23.1. Immediately identify mission-related, medical, or personal hardship

circumstances that may impact school attendance to their chain of command. (T-2).

3.2.1.23.2. Initiate process to obtain (or renew) appropriate security clearance upon

notification of selection to attend a resident developmental education course. See

Education and Training Course Announcement for the applicable security clearance

required. (T-2).

3.2.1.23.3. Comply with developmental education school prerequisites and guidelines

for school attendance.

3.2.1.23.4. Coordinate appropriate medical profile documentation to their respective

wing training manager and obtain approval to attend developmental education school

no later than 35 days prior to class start date. Provide the appropriate fitness or medical

profile documentation to the respective school upon arrival. (T-2).

3.3. DELETED

3.3.1. DELETED

3.3.1.1. DELETED

3.3.1.2. DELETED

3.3.1.3. DELETED

3.3.1.3.1. DELETED

3.3.1.3.2. DELETED

3.3.1.3.3. DELETED

3.3.1.3.4. DELETED

3.3.1.4. DELETED

3.3.1.4.1. DELETED

3.3.1.4.1.1. DELETED

3.3.1.4.1.2. DELETED

88 DAFI36-2670 25 JUNE 2020

3.3.1.4.2. DELETED

3.3.1.4.3. DELETED

3.3.1.4.4. DELETED

3.3.1.5. DELETED

3.3.1.6. DELETED

3.3.2. DELETED

3.3.2.1. DELETED

3.3.2.2. DELETED

3.3.2.3. DELETED

3.3.2.4. DELETED

3.3.2.5. DELETED

3.3.2.5.1. DELETED

3.3.2.5.2. DELETED

3.3.2.6. DELETED

3.3.3. DELETED

3.3.3.1. DELETED

3.3.3.1.1. DELETED

3.3.3.1.2. DELETED

3.3.3.2. DELETED

3.3.3.3. DELETED

3.3.3.4. DELETED

3.3.3.5. DELETED

3.3.4. DELETED

3.3.4.1. DELETED

3.3.4.2. DELETED

3.3.4.3. DELETED

3.3.4.4. DELETED

3.3.4.5. DELETED

3.3.4.6. DELETED

3.3.4.7. DELETED

3.3.4.8. DELETED

DAFI36-2670 25 JUNE 2020 89

Table 3.1. (DELETED)

Table 3.2. (DELETED)

3.3.5. DELETED

3.3.5.1. DELETED

3.3.5.2. DELETED

3.3.5.3. DELETED

3.3.5.4. DELETED

3.3.5.5. DELETED

3.3.6. DELETED

3.3.7. DELETED

3.3.8. DELETED

3.4. Total Force Enlisted Professional Military Education.

3.4.1. Architecture. The Air Force enlisted professional military education program is central

to the continuum of learning that spans an enlisted Airman’s career. The continuum of learning

is a deliberate process of combining education, training and experiences to prepare Airmen to

perform in progressively demanding supervisor, leader and manager positions in dynamic

operational environments. The continuum of education is a subset of the continuum of learning

and is the foundation for the development of all enlisted education programs along common

guiding principles.

3.4.1.1. Enlisted professional military education contributes to developing Air Force

Foundational Competencies and occupational competencies vital to the knowledge and

skills required for performing assigned tasks and responsibilities at the appropriate level.

3.4.1.2. Enlisted professional military education develops critical and analytical thinking

skills which enable innovative and creative leadership solutions and skilled employment

of air, space, cyberspace and multi-domain power in the conduct of war and contingency

operations.

3.4.2. Enlisted Professional Military Education Continuum of Learning. The enlisted

professional military education continuum of learning deliberately integrates developmental

opportunities through education, training and experiences to build and enhance Foundational

Competencies in individual enlisted Airmen.

3.4.3. Enlisted Professional Military Education Continuum of Learning Model. The enlisted

professional military education continuum of learning model identifies the education, training

and experiences to organize, train and equip enlisted Airmen through Foundational

Competencies and occupational competencies across the continuum of learning. The intent is

for Airmen to have a continuum of education, training and experiences throughout the span of

their career to ensure deliberate development and continued growth.

3.4.3.1. Airmanship training and leader development courses identify competency- and

outcome-based education and training for enlisted Airmen. These opportunities

deliberately develop Airmen with specific competencies to meet present and future roles

90 DAFI36-2670 25 JUNE 2020

and responsibilities through deliberate education, training and experiences across

leadership competencies at the tactical, operational and strategic levels.

3.4.3.2. Distance learning courses identify competency- and outcome-based education and

training for enlisted Airmen. They better prepare Airmen for leadership responsibilities by

expanding their leadership and managerial capabilities, as well as their perspective of the

military profession.

3.4.3.3. Resident Enlisted Professional Military Education. Airman Leadership School,

Noncommissioned Officer Academy, Senior Noncommissioned Officer Academy and

Chief Leadership Course include curriculum with declarative, procedural and

comprehensive knowledge required to establish a foundation for continued leadership and

supervisory experience and development. These courses provide educational opportunities

to achieve higher proficiency levels leading Airmen to meet present and future mission

demands.

3.4.4. Regular Air Force Resident Enlisted Professional Military Education.

3.4.4.1. Airman Leadership School. Airman Leadership School is a primary level in-

resident force development opportunity that meets all enlisted professional military

education requirements beginning at the three-year time in service mark. Completion of

Airman Leadership School is required for senior airmen selected for staff sergeant before

their promotion increment month and all eligible senior airmen prior to departure to remote

tours to Osan, Kunsan, Thule, Sota Cana, Ghedi, Buchel, Kleine Brogel, Volkel, Livorno

and Lajes, deployments and extended temporary dutys (45 days or more). All senior airmen

and staff sergeants must complete Airman Leadership School before they are assigned as

a reporting official (supervisor). (T-1).

3.4.4.2. Noncommissioned Officer Academy. Noncommissioned Officer Academy is a

primary level in-resident force development opportunity and completion is required prior

to promotion to MSgt (see AFI 36-2502) based on grade, priority and eligibility. Technical

Sergeants (TSgt) must attend Noncommissioned Officer Academy before 2 years time-in-

grade. (T-1).

3.4.4.3. Senior Noncommissioned Officer Academy. Senior Noncommissioned Officer

Academy is an intermediate and senior level in-resident force development opportunity

and is required for promotion to SMSgt (see AFI 36-2502). SMSgts must attend Senior

Noncommissioned Officer Academy before 1 year time-in-grade. Note: Senior

noncommissioned officers who complete a resident sister service equivalent course or Joint

Special Operations Forces Senior Enlisted Academy will receive enlisted professional

military education credit for completing resident Senior Noncommissioned Officer

Academy. Graduates of sister service and joint equivalent courses may opt, based on their

priority level and on a space-available basis, to attend Air Force Senior Noncommissioned

Officer Academy. (T-1).

3.4.4.4. Chief Leadership Course. Chief Leadership Course is a senior level in-resident

force development opportunity and is required for all newly selected CMSgts. CMSgts

must attend Chief Leadership Course before 1 year time-in-grade. CMSgts who do not

complete this course will not be offered Senior Leader Development opportunities, which

DAFI36-2670 25 JUNE 2020 91

are managed by AF/A1LE. CMSgts must complete this course before becoming a

Command Chief. (T-1).

3.4.5. Resident Enlisted Professional Military Education Selection.

3.4.5.1. The Thomas N. Barnes Center for Enlisted Education, Dean of Academic Affairs

provides AFPC/DP3DW with an enlisted professional military education class schedule no

later than May of each year. The schedule accommodates the established Total Force

production targets that ensure a deliberate and methodical process to schedule Airmen to

meet present and future mission demands.

3.4.5.2. Selection for regular Air Force Airmen for resident enlisted professional military

education attendance is based on grade, date of rank, priority and eligibility. Note: Airmen

selected for resident enlisted professional military education will formally accept, decline

or request deferment within 5 duty days of notification. (T-3).

3.4.5.3. Once notified of selection, Airmen are required to attend resident enlisted

professional military education. Airmen may not defer attendance except for valid mission,

medical or humanitarian reasons. Deferment requests require justification, wing command

chief coordination and concurrence and wing commander (or equivalent) approval with a

courtesy copy to the MAJCOM enlisted professional military education manager. (T-3).

3.4.5.4. If selected, Airmen serving in overseas assignments of 15 months or less will be

deferred from resident enlisted professional military education attendance until tour

completion. Airmen serving in overseas assignments of 16 months or longer may attend

resident enlisted professional military education if they have at least 120 days remaining

in the overseas area upon graduation. AFPC/DP3DW may waive these requirements, if the

unit commander and MAJCOM enlisted professional military education manager approve.

(T-2).

3.4.5.5. Retainability. Retainability for regular Air Force Airmen attending resident

enlisted professional military education is 6 months for Airman Leadership School and 1

year for Noncommissioned Officer Academy, Senior Noncommissioned Officer Academy

and Chief Leadership Course.

3.4.6. Resident Enlisted Professional Military Education Scheduling. Scheduling enlisted

professional military education for regular Air Force personnel is a responsibility of

AFPC/DP3DW unless otherwise noted.

3.4.6.1. Airman Leadership School. The local Airman Leadership School commandant

schedules Airman Leadership School resident attendance. Commandants build an annual

schedule shortly after the staff sergeant promotion release and ensure the scheduling

process adheres to the following priorities for Airman Leadership School:

3.4.6.1.1. Priority 1: All staff sergeants and staff sergeant selects. If seats are limited,

use rank, time in grade, time in service and promotion sequence number to determine

scheduling priorities. Additionally, give priority to SSgt selects or SrA with 36 months

or more time-in-service selected for deployments and short-tour/remote assignments to

Osan, Kunsan, Thule, Sota Cana, Ghedi, Buchel, Kleine Brogel, Volkel, Livorno and

Lajes. The losing base must schedule members selected for short-tour/remote

assignments prior to permanent change of station to minimize Airmen’s time away

92 DAFI36-2670 25 JUNE 2020

from their primary duties and remain mission focused while serving at these locations.

Note: Applicable Air Reserve Component Airmen are scheduled in coordination with

MAJCOM enlisted professional military education managers, and are considered

Priority 1 within their allocations provided by AF/A1DL. (T-3).

3.4.6.1.2. Priority 2: Prioritize senior airmen with the most time in grade and a pending

assignment or deployment ahead of other Airmen.

3.4.6.1.3. Priority 3: Eligible Air Force and Department of Defense and other civilians,

sister service E-4s, approved international students and local civilians. Department of

Defense civilians may take enlisted professional military education as consistent with

the Air Force civilian development policy.

3.4.6.1.4. To the extent possible, distribute Priority 2 and 3 students throughout the

year to maximize diversity in the classroom.

3.4.6.2. Noncommissioned Officer Academy. Selection and scheduling is accomplished

by AFPC/DP3DW for Noncommissioned Officer Academies based on grade, priority and

eligibility. Below is the order of priority for Airmen attending resident Noncommissioned

Officer Academy:

3.4.6.2.1. Priority 1: MSgts and MSgt selects (based on date of rank, total active

federal military service date, pay date and date of birth).

3.4.6.2.2. Priority 2: TSgts with two or more years time in grade by seniority (based

on date of rank, total active federal military service date, pay date and date of birth).

3.4.6.2.3. Priority 3: TSgts up to two years time in grade by seniority (based on date

of rank, total active federal military service date, pay date and date of birth).

3.4.6.2.4. Priority 4: Staff sergeants selected for promotion to TSgt by seniority (based

on date of rank, total active federal military service date, pay date and date of birth).

3.4.6.2.5. Priority 5: Eligible Air Force and Department of Defense and other civilians,

sister service, and international students on a space available basis.

3.4.6.3. Senior Noncommissioned Officer Academy. Selection and scheduling is

accomplished by AFPC/DP3DW based on grade, priority and eligibility and is driven by

the SMSgt promotion release. Below is the order of priority for Airmen attending resident

Senior Noncommissioned Officer Academy:

3.4.6.3.1. Priority 1: SMSgts by seniority (based on date of rank, total active federal

military service date, pay date and date of birth).

3.4.6.3.2. Priority 2: MSgts selected for promotion to SMSgt (based on date of rank,

total active federal military service date, pay date and date of birth).

3.4.6.3.3. Priority 3: MSgts (non-selects to SMSgt) based on promotion board score

(highest to lowest).

3.4.6.3.4. Priority 4: Eligible Air Force and Department of Defense and other civilians,

sister service and international students on a space available basis.

DAFI36-2670 25 JUNE 2020 93

3.4.6.4. Chief Leadership Course. Selection and scheduling is accomplished by

AFPC/DP3DW based on grade, priority and eligibility and is driven by the CMSgt

promotion release.

3.4.6.4.1. Priority 1: CMSgts by seniority (based on date of rank, total active federal

military service date, pay date and date of birth).

3.4.6.4.2. Priority 2: SMSgts selected for promotion to CMSgt (based on date of rank,

total active federal military service date, pay date and date of birth).

3.4.7. Declinations, Deferments and Waivers.

3.4.7.1. Declinations. When selected for resident enlisted professional military education,

regular Air Force Airmen can decline attendance. Declinations are done with prejudice and

signed declination statements must be submitted within 5 duty days of notification. Eligible

Airmen declining resident enlisted professional military education will be ineligible for

promotion and participation in the High Year Tenure Extension Program (see AFI 36-

2110). Note: Eligible Airmen should contact their local Military Personnel Section and

career assistance advisor before submitting a declination. (T-3).

3.4.7.1.1. Eligible Airmen who intend to decline resident enlisted professional military

education attendance may request an extension of the 5 duty day time period if needed.

Provide justification and the calendar date of the additional time required. Forward

extension requests to your local Military Personnel Section. Unnecessary delay or

failure in submitting this request and/or the statement below will result in a loss of

declination opportunity.

3.4.7.1.2. Eligible Airmen who decline enlisted professional military education will

sign and submit the following statement to the Military Personnel Section: “I decline

to attend the (Airman Leadership School, Noncommissioned Officer Academy, Senior

Noncommissioned Officer Academy or Chief Leadership Course) class starting on

(class start date), for which I have been selected/scheduled. I understand that this

declination renders me ineligible for promotion, and participation in the High Year

Tenure Extension Program.” Upon receipt of this statement and AF Form 964, PCS,

TDY, or Training Declination Statement, the Military Personnel Section will update

the with the appropriate promotion eligibility code and notify AFPC/DP3DW to

remove Airmen from class. The statement and AF Form 964 will be filed in the

Airman’s Automated Records Management System (see AFI 36-2110). (T-1).

3.4.7.2. Deferments. Airmen selected for resident enlisted professional military education

may defer attendance (or be non-recommended) for compelling non-routine mission,

humanitarian, medical or other reasons without prejudice upon approval of the Airman’s

wing commander (or equivalent). Deferments must be kept to an absolute minimum and

require wing command chief coordination and concurrence, and wing commander (or

equivalent) approval. (T-3).

3.4.7.2.1. Mission Deferment. An Airman is indispensable to the mission and the

mission will be severely degraded without their presence. No other individual could

stand in or temporarily replace the selected Airman.

94 DAFI36-2670 25 JUNE 2020

3.4.7.2.2. Medical Deferment. Medical conditions that render an Airman ineligible for

course attendance or requires on-going treatment, including mental health counseling

and Alcohol and Drug Abuse Prevention and Treatment (ADAPT) program completion

that would be detrimental if interrupted. Enlisted professional military education

commandants determine the Airman’s eligibility based on the course’s ability to

accommodate the Airman’s medical condition and an overall assessment of their ability

to meet course objectives.

3.4.7.2.2.1. Permanent Physical Profile. Airmen who are on a permanent physical

restrictive profile that have been returned to duty following a Medical Evaluation

Board are cleared to attend resident enlisted professional military education.

3.4.7.2.2.2. First sergeants and commanders will ensure Airmen coordinate with

their local medical providers and/or health promotion staff to engage in the fullest

physical training possible within their AF Form 422, Notification of Air Force

Member’s Qualification Status/AF Form 469, Duty Limiting Condition Report

restrictions during the time allotted for human performance objectives.

3.4.7.2.3. Humanitarian Deferment. Unusually stressful family or personal situation or

an emergency with an immediate family member as similarly defined under

humanitarian reassignment guidance (see AFI 36-2110).

3.4.7.2.4. Other Deferments or Non-recommendations. Unit commanders may request

deferment or non-recommendation of an Airman’s resident enlisted professional

military education attendance based on extenuating circumstances. Examples may

include poor duty performance (not covered under control roster actions but detrimental

to the academic environment), poor fitness standards or military image, pending

disciplinary action, under investigation, etc.

3.4.7.2.5. Deferment Coordination.

3.4.7.2.5.1. Airman Leadership School Deferments. Coordinate unit commander-

approved deferment requests through the respective chain of command, wing

command chief for coordination and wing commander (or equivalent) for approval.

Send wing commander-approved deferments to Airman Leadership School no later

than 30 days prior to class start date for action. The Airman Leadership School files

approved deferments and notifies the Airman’s unit of the approved deferment.

(T-3).

3.4.7.2.5.2. Noncommissioned Officer Academy/Senior Noncommissioned

Officer Academy/Chief Leadership Course Deferments. Coordinate unit

commander-approved deferment requests through the respective chain of

command, wing command chief for coordination and wing commander (or

equivalent) for approval. Send wing commander-approved deferments for resident

courses to AFPC/DP3DW (with a copy to the Airman’s MAJCOM enlisted

professional military education manager) as soon as possible, but not later than 10

days prior to the class start date unless extenuating circumstances exist. (T-2).

DAFI36-2670 25 JUNE 2020 95

3.4.7.3. Waivers.

3.4.7.3.1. Human Performance Waivers. Enlisted members possessing an AF Form

422 identifying temporary physical restrictions are ineligible to attend resident

professional military education without professional military education commandant

approval or an approved waiver from AF/A1DL. Enlisted Airmen must have a current

passing FA in order to attend resident professional military education. (T-1).

Exceptions are granted in accordance with AFI 36-2905, Chapter 4 and allowed if

approved by the commandant. Exception: Members medically exempt, deployed, and

unable to complete a FA prior to attendance may attend with commandant approval.

Enlisted Airmen who are pregnant or post-partum (within their 12-month post-partum

FA deferment period) may attend resident professional military education with

approval from their PCM or OB/GYN in accordance with the procedures outlined in

paragraph 3.2.1.22.2.

3.4.7.3.1.1. If an Airman on a permanent profile cannot execute any of the physical

requirements of the Human Performance lesson plan (including those identified for

the modified fitness group), they are to be exempted from those physical

requirements.

3.4.7.3.1.2. This waiver will ensure equal opportunity for all Airmen to participate

in professional development programs commensurate with scheduling procedures

outlined in this instruction.

3.4.7.3.2. Promotion Eligibility Waivers. Promotion eligibility waivers will be in

accordance with current promotions policy. Promotion eligibility waivers are for

members who cannot complete the required resident enlisted professional military

education due to circumstances beyond their control (e.g., remote tours, deployments,

medical issues, personal hardship, Exceptional Family Member Program, etc.).

3.4.7.3.2.1. Airmen with approved promotion eligibility waivers must attend

enlisted professional military education (in the next higher grade) as soon as

possible without negatively impacting the mission or member.

3.4.7.3.2.2. Airmen with approved waivers serving on remote tours or extended

deployments, or attending lengthy formal training or retraining, will attend enlisted

professional military education within 60 days and no later than 180 days of

completing the remote tour, deployment, or training (also see AFI 36-2502). (T-1).

3.4.8. Sister Service Enlisted Professional Military Education.

3.4.8.1. Sister Service enlisted professional military education opportunities include senior

noncommissioned officer equivalent courses within the Army, Navy, Marines and Coast

Guard. Each are approved courses that fulfill equivalent resident credit for Air Force senior

noncommissioned officer and CMSgt enlisted professional military education. Sister

service graduates may attend Air Force Senior Noncommissioned Officer Academy and

Chief Leadership Course on a space-available basis and if coordinated with

AFPC/DP3DW. Eligibility is based on the individual academy’s requirements and does

not follow Senior Noncommissioned Officer Academy or Chief Leadership Course

eligibility criteria as defined herein.

96 DAFI36-2670 25 JUNE 2020

3.4.8.2. TSgt and below sister service resident enlisted professional military education

courses are not comparable to Air Force enlisted professional military education courses

and do not meet Air Force enlisted professional military education requirements.

Therefore, prior sister service noncommissioned officers will complete the grade

appropriate Air Force enlisted professional military education. (T-1).

3.4.8.3. Sister service distance learning enlisted professional military education courses

are not comparable to Air Force distance learning enlisted professional military education

courses and do not meet the Air Force enlisted professional military education

requirements. Therefore, these courses will not be updated in the Airmen’s personnel

records unless an exception to policy is granted by the chief of Air Force enlisted

developmental education (AF/A1DLE).

3.4.8.4. Qualification Criteria. Airmen must meet the individual school’s requirements and

prerequisites. They must also have a current Air Force fitness assessment on record with

at least 80 percent, and the last three fitness assessments must all have passing scores.

Selected Airmen must have 24 months retainability after the respective class graduation

date. (T-1).

3.4.8.5. Enlisted Sister Service Enlisted Professional Military Education Academies.

3.4.8.5.1. U.S. Army Sergeants Major Academy (Course L5AZA8F0900F1A).

Equivalent to Chief Leadership Course. Located at Fort Bliss, Texas. Attendance is

considered a permanent-change-of-station assignment. Airmen must meet permanent-

change-of-station eligibility requirements. Airmen must be a SMSgt or SMSgt-select,

who will pin-on prior to the class start date. (T-1).

3.4.8.5.2. U.S. Navy Senior Enlisted Academy (Course USNSEA 100). Equivalent to

Senior Noncommissioned Officer Academy. Located at Newport, Rhode Island.

Airmen must be a MSgt or SMSgt. Airmen must meet Navy physical training

requirements. (T-1).

3.4.8.5.3. U.S. Marine Corps Staff Noncommissioned Officer Academy Advance

Course. Equivalent to Senior Noncommissioned Officer Academy. Multiple locations:

Quantico, Virginia; Camp Pendleton, California; Camp Lejeune, North Carolina; and

Camp Butler, Japan. Airmen must be a MSgt or SMSgt-select, who will NOT pin-on

prior to the class graduation date. Airmen must also meet U.S. Marine Corps physical

fitness standards. (T-1).

3.4.8.5.4. U.S. Coast Guard Chief Petty Officers Academy (Course USNSEA CG

100). Equivalent to Senior Noncommissioned Officer Academy. Located at Petaluma,

California. Airmen must be a MSgt or SMSgt-select, who will NOT pin-on prior to the

class graduation date. (T-1).

3.4.8.5.5. Joint Special Operations Forces Senior Enlisted Academy (Course

JSOFSEA SOE 3600 1M3). Equivalent to Senior Noncommissioned Officer Academy.

Located at MacDill Air Force Base, Florida. Joint Special Operations Forces Senior

Enlisted Academy uses a blended learning approach divided into two phases. Phase I

(distance learning) is a Blackboard-facilitated learning environment. Phase II (resident)

is a seminar-based instruction conducted at MacDill Air Force Base. Airmen must be

a SMSgt or SMSgt-select, who must pin-on prior to the resident phase start date. (T-1).

DAFI36-2670 25 JUNE 2020 97

3.4.8.6. Nomination Procedures. Each year unit commanders may nominate qualified

Airmen to their respective MAJCOMs. Specific routing will be determined by each

MAJCOM.MAJCOMs are responsible for validating their Airmen’s eligibility

requirements. Follow instructions outlined in the call for nominations memorandum

released by AF/A1DLE.

3.4.8.7. Selection Board. AF/A1DLE coordinates and facilitates the selection board. The

board selects Airmen to fill all available sister service enlisted professional military

education opportunities as well as a list of alternates. AFPC/DP3DW schedules all

members selected within 30 days of approval by AF/A1. Note: Deferment requests to

sister service schools may result in loss of opportunity due to limited seat availability and

scheduling constraints.

3.4.9. Enlisted Program for Advanced Academic Degrees.

3.4.9.1. Enlisted Program for Advanced Academic Degrees is one of many leader

development programs available to enlisted Airmen. Enlisted-to-Air Force Institute of

Technology provides resident Air Force Institute of Technology-sponsored science,

engineering and management graduate degree opportunities to further develop an Airman’s

technical education and skill. This program is intended to enhance combat capability

through occupational competencies and to provide highly proficient Airmen, technically

experienced in their career field.

3.4.9.2. Air Force career field managers maintain management of graduate education

programs and will provide AF/A1DL updates at least annually. Reports will include, at a

minimum, the selection process, mission requirements, utilization rates and a history of

attendees.

3.4.10. Senior Leader Development Courses. Senior leader development education targets

CMSgts for increased developmental education opportunities after completion of Chief

Leadership Course. These opportunities further maximize their effectiveness to lead and

execute Air Force requirements.

3.4.11. Joint Professional Military Education. Senior Enlisted Joint Professional Military

Education I and II. Senior Enlisted Joint Professional Military Education I and II are stand-

alone, web-based courses. They include chairman of the Joint Chiefs of Staff-sponsored,

assignment-oriented educational opportunities for Airmen in grades E-5 through E-9 serving

in, or with potential to serve in, joint and combined organizations.

3.4.11.1. Senior Enlisted Joint Professional Military Education I prepares enlisted Airmen

to successfully integrate, influence and lead at the tactical and operational levels of warfare

within a joint environment.

3.4.11.2. Senior Enlisted Joint Professional Military Education II builds upon Senior

Enlisted Joint Professional Military Education I by reinforcing previous material,

introducing new material and delivering a learning experience targeted for higher levels of

understanding and synthesis of joint operations. This course is targeted for Airmen in the

grades of E-8 and E-9 that will lead in joint environments. Airmen must complete Senior

Enlisted Joint Professional Military Education I before enrolling in Senior Enlisted Joint

Professional Military Education II.

98 DAFI36-2670 25 JUNE 2020

3.4.12. Enlisted Professional Military Education Graduate Ribbon. Graduates from each

resident enlisted professional military education earn the U.S. Air Force Noncommissioned

Officer Professional Military Education Graduate Ribbon. This extends to all resident courses

(Airman Leadership School, Noncommissioned Officer Academy, Senior Noncommissioned

Officer Academy and Chief Leadership Course) to include approved sister service equivalent

enlisted professional military education courses. An oak leaf cluster is added to the basic ribbon

for additional resident enlisted professional military education completion. Note: All Air

Reserve Component Airmen are authorized the U.S. Air Force Noncommissioned Officer

Professional Military Education Graduate Ribbon for completion of equivalent distance

learning or resident enlisted professional military education courses, but not more than one

ribbon for each enlisted professional military education opportunity (e.g., for Airman

Leadership School, only one ribbon will be awarded for completion of distance learning or

resident enlisted professional military education, not one for distance learning and resident

enlisted professional military education).

3.4.13. Enlisted Professional Military Education (EPME) Achievement Awards.

3.4.13.1. Air University, through the Barnes Center for Enlisted Education, publishes

specific award criteria in the USAF EPME Procedural Guidance.

3.4.13.2. Airman Leadership School, Noncommissioned Officer Academy and Senior

Noncommissioned Officer Academy resident enlisted professional military education

courses are authorized four achievement awards. Senior Noncommissioned Officer

Academy is also authorized the CMSgt Richard L. Etchberger Team Award.

3.4.13.3. AF/A1DLE is the approval authority for the establishment of additional enlisted

professional military education awards or changing the name/criteria for existing enlisted

professional military education awards. Coordinate requests for additional enlisted

professional military education awards or changes to existing awards through the chain of

command to AF/A1DLE for approval.

3.4.13.4. Awards.

3.4.13.4.1. John L. Levitow Award is the highest honor and is presented to the top

graduate of each class. Only one John L. Levitow Award is presented per class.

Recipients of this award are excluded from receiving both the Academic Achievement

and Commandant/Leadership Award.

3.4.13.4.2. Distinguished Graduate Award is presented to the top 10 percent of each

class. The John L. Levitow Award recipient as the class “top” Distinguished Graduate

is included in this group. Ties are permitted for the Distinguished Graduate Award.

3.4.13.4.3. Academic Achievement Award is presented for scholastic excellence. Ties

are permitted for the Academic Achievement Award.

3.4.13.4.4. Commandant/Leadership Award is presented to the student who, in the

commandant’s judgment, made significant leadership contributions to the overall

success of their class.

3.4.13.4.5. The CMSgt Richard L. Etchberger Team Award is presented to the flight

during each Senior Noncommissioned Officer Academy class that demonstrates

superior leadership and performance in academics, physical fitness and community

DAFI36-2670 25 JUNE 2020 99

service as a team. Selections are made by the Senior Noncommissioned Officer

Academy commandant.

3.4.14. Enlisted Professional Military Education Triennial Review.

3.4.14.1. Objective. Ensure enlisted professional military education is aligned with Air

Force priorities and force development strategies and enlisted professional military

education courses have relevant curricula, appropriate educational technologies, and

required resources to instruct Foundational Competencies in warfighting Airmen to meet

future mission challenges in joint and coalition environments.

3.4.14.2. Triennial Review Committee. Consists of AF/CCC, AF/A1D, AF/A1DLE,

AETC/CCC, AU/CCC, representative MAJCOM CCCs, ARC/CCCs, Barnes Center/CC,

and Barnes Center Academic Affairs. Subject matter experts are invited as required.

3.4.14.2.1. Convenes not less than once every three years to review the enlisted

professional military education strategic plan (mission, vision, strategic themes and

objectives and key initiatives), enlisted professional military education policies,

curricula, resources and processes.

3.4.14.2.2. Additionally, meets at the discretion of any primary member and, if agreed

to by AF/CCC and AF/A1D, prior to the Triennial Review.

3.4.14.2.3. Upon completion of the Triennial Review, the AF/A1DLE coordinates and

determines which items will be presented to the AF/A1 and Enlisted Force

Development Panel for action.

3.4.14.3. Roles and responsibilities for the Triennial Review members:

3.4.14.3.1. AF/A1D and AF/CCC will co-chair the Triennial Review. The co-chairs

will approve the proposed agenda and sign the report.

3.4.14.3.2. AF/A1DLE will:

3.4.14.3.2.1. Provide agenda for the Triennial Review, prepare the review report

and coordinate the report through attendees. The report should address enlisted

professional military education initiatives and proposals, sister service best

practices and near-term and long-term improvement plans. AF/A1DLE forwards

the final report to AF/A1D and AF/CCC for approval.

3.4.14.3.2.2. Route approved items from the review report through appropriate

agencies. Distribute approved report to the review participants and provide

semiannual updates to each member of the committee on action item status and

close headquarters Air Force action items.

3.4.14.3.2.3. Address any potential manpower and resource increases or decreases

due to future developmental education courses and production levels. Notify

appropriate MAJCOM enlisted professional military education managers to request

required resources for planned developmental education courses and production

levels.

100 DAFI36-2670 25 JUNE 2020

3.5. Air Force Reserve Enlisted Developmental Education Program.

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3.5.6. Air Force Reserve Enlisted Developmental Education. The guidance from paragraph

3.5.6 through 3.5.13 is specific to Air Force Reserve members, and is in addition to established

policy guidance in paragraph 3.4.

3.5.7. Distance Learning.

3.5.7.1. Air Force Reserve members receive points for completing distance learning as

determined by their respective component. Air Force Reserve unit/squadron commanders

may allow time during unit training assembly weekends to work on required enlisted

professional military education course material.

3.5.7.2. Noncommissioned Officer Distance Learning Course. Air Force Reserve Airmen

who do not complete the Noncommissioned Officer Distance Learning Course within 12

months, may re-enroll as necessary, however, are ineligible to compete for promotion until

this requirement is met.

3.5.8. Resident Enlisted Professional Military Education. Excluding the Chief Leadership

Course, Air Force Reserve Airmen may complete all levels of enlisted professional military

education through either resident attendance or distance learning.

3.5.8.1. Airman Leadership School. The Air Force Reserve determines the scheduling

process for their Airmen. Staff sergeants who enter the Air Force Reserve with more than

9 years in a sister service do not have to complete Airman Leadership School.

102 DAFI36-2670 25 JUNE 2020

3.5.8.2. Senior Noncommissioned Officer Academy. Airmen assessed in the Air Force

Reserve in the grades of E-7 and E-8, who have completed a sister service Senior

Noncommissioned Officer Academy, will not be required to complete Air Force Senior

Noncommissioned Officer Academy. Upon accession to the Air Force Reserve,

appropriate documentation will be required to ensure enlisted professional military

education completion is reflected in the human resource system. Those who have not

completed a sister service Senior Noncommissioned Officer Academy will be required to

complete Air Force Senior Noncommissioned Officer Academy as soon as possible after

enlistment in the Air Force Reserve. Note: Distance learning is the only requirement for

completion.

3.5.9. Resident Enlisted Professional Military Education Selection. Air Force Reserve

Command Enlisted Professional Military Education (AFRC EPME) determines allocation

distribution based on eligibility criteria and command population. AFRC EPME also provides

each MAJCOM enlisted professional military education manager the class dates for eligible

candidates and coordinates Air Force Reserve allocation distribution with Air Force Reserve

enlisted professional military education managers. The Air Force Reserve determines

allocation, selection and deferment procedures for their respective component. (T-2).

3.5.10. Resident Enlisted Professional Military Education Scheduling. The Air Force Reserve

schedules their respective components in coordination with AFRC EPME.

3.5.10.1. Airman Leadership School. Applicable Air Force Reserve Airmen are scheduled

in coordination with MAJCOM enlisted professional military education managers, and are

considered Priority 1 within the allocations provided by AF/A1DLE. Every effort should

be made to ensure members attend a geographically located school closest to their home of

record or unit of assignment.

3.5.10.2. Noncommissioned Officer Academy/Senior Noncommissioned Officer

Academy. Noncommissioned Officer Academy/Senior Noncommissioned Officer

Academy quotas are centrally managed though the AFRC EPME manager and will be

advertised based on the current automated system. All quotas for Noncommissioned

Officer Academy will be on a first-come, first-served basis. Every effort should be made

to ensure members attend a geographically located school closest to home of record or unit

of assignment.

3.5.10.3. Chief Leadership Course. The Air Force Reserve will determine their own Chief

Leadership Course selection and attendance processes.

3.5.11. Declinations, Deferments and Waivers.

3.5.11.1. Medical Deferment. Air Force Reserve members with temporary physical profile

restrictions must send a copy of the AF Form 422/469 to their enlisted professional military

education manager 45 days prior to class start date. The AFRC EPME manager will

coordinate with the applicable school to determine approval or disapproval for attendance

and notify the unit of decision. Members may not report to resident enlisted professional

military education without approval notification. (T-1).

3.5.11.2. Resident Enlisted Professional Military Education Deferments. As resident

enlisted professional military education is not required, there is no resident deferment

process for Air Force Reserve Airmen.

DAFI36-2670 25 JUNE 2020 103

3.5.12. Resident Enlisted Professional Military Education Attendance.

3.5.12.1. Due to the unique construct, all Air Force Reserve enlisted Airmen may complete

developmental education by distance learning, and are highly encouraged to apply for

resident enlisted professional military education. Air Reserve Technicians may attend in

either military (centrally funded) or civilian status (unit funded), but must apply through

military channels and the status must be annotated on the application prior to submission.

Members will not have the option to change their status after selections have been made.

Active Guard Reserve will use unit operations and maintenance funds. Air Force Reserve

Airmen must have 2 years retainability from graduation date to attend all in-resident

enlisted professional military education courses. (T-2).

3.5.12.2. Headquarters AFRC personnel will be submitted by the first sergeant. Individual

Mobilization Augmentees will apply through their Readiness and Integration Organization

(RIO) detachment commander, who will in turn submit their application through MyPers.

Recruiters will be selected at the squadron level and final approval will be Air Force

Reserve Command Recruiting Service career program manager. Members assigned at the

headquarters Air Force will apply through AF/REP. All Reserve attendees must sign the

student attendance agreement. (T-2).

3.5.12.3. Air Force Reserve members must have a passing Air Force fitness assessment

and it must be current throughout the school tour. Members on a profile must coordinate

the AF Form 469/422 through AFRC/A1K at least 45 days prior to class start date for

coordination and approval from the applicable schoolhouse. Members must be able to

march and stand at attention for extended periods to be able to attend. (T-1).

3.5.12.4. Air Force Reserve members should be allowed one cancellation for an

emergency; after that they will have to complete enlisted professional military education

by correspondence. All cancellations need to be completed 45 days prior to class start date.

Any cancellations closer than 45 days will be considered a no-show. No-show letters must

be signed by the unit commander or designated representative, routed through the wing

command chief, and sent to AFRC/AIK within 20 days of notification of no-show. (T-2).

3.5.12.5. All members, whether attending in civilian or military status, must out-process

through the Force Support Squadron to ensure completion of the Air Force fitness

assessment. (T-3).

3.5.13. Sister Service Enlisted Professional Military Education. Air Force Reserve enlisted

members who wish to attend sister service enlisted professional military education must be

boarded and selected through their respective component process.

3.6. Air National Guard Enlisted Developmental Education Program.

3.6.1. DELETED

3.6.1.1. DELETED

3.6.1.2. DELETED

3.6.1.3. DELETED

3.6.1.4. DELETED

3.6.1.5. DELETED

104 DAFI36-2670 25 JUNE 2020

3.6.1.6. DELETED

3.6.1.7. DELETED

3.6.1.8. DELETED

3.6.2. DELETED

3.6.2.1. DELETED

3.6.2.2. DELETED

3.6.2.2.1. DELETED

3.6.2.2.2. DELETED

3.6.2.2.3. DELETED

3.6.3. DELETED

3.6.3.1. DELETED

3.6.3.2. DELETED

3.6.3.3. DELETED

3.6.3.4. DELETED

3.6.3.5. DELETED

3.6.3.6. DELETED

3.6.4. DELETED

3.6.4.1. DELETED

3.6.4.2. DELETED

3.6.4.3. DELETED

3.6.4.4. DELETED

3.6.5. DELETED

3.6.5.1. DELETED

3.6.5.2. DELETED

3.6.5.3. DELETED

3.6.6. DELETED

3.6.6.1. DELETED

3.6.6.2. DELETED

3.6.6.3. DELETED

3.6.6.4. DELETED

3.6.7. DELETED

3.6.7.1. DELETED

DAFI36-2670 25 JUNE 2020 105

3.6.7.2. DELETED

3.6.8. DELETED

3.6.8.1. DELETED

3.6.8.2. DELETED

3.6.8.3. DELETED

3.6.8.4. DELETED

3.6.8.5. DELETED

3.6.9. Air National Guard Enlisted Developmental Education. The following guidance is

specific to ANG members, and in addition to established policy guidance in paragraph 3.4.3.

3.6.9.1. All Airmen may complete Airman Leadership School, Noncommissioned Officer

Academy and Senior Noncommissioned Officer Academy professional military education

requirements through distance learning and are highly encouraged to attend in resident

enlisted professional military education.

3.6.9.2. ANG members receive points for completing distance learning; unit/squadron

commanders may allow time during unit training assembly weekends to work on required

enlisted professional military education course material.

3.6.9.3. Enlisted members in the grade of E-4 and E-5 accessed in the ANG from a sister

service, or with prior Air Force service, must complete Airman Leadership School prior to

promotion to the next grade. (T-2).

3.6.9.4. Enlisted members in the grade of E-6 assessed in the ANG from a sister service

must complete the noncommissioned officer academy in-resident course or distance

learning course. (T-2).

3.6.10. Resident Enlisted Professional Military Education.

3.6.10.1. Timing in resident attendance in a member’s career is an integral part of

deliberate development and force management decisions. Resident enlisted professional

military education courses are limited; therefore, it is beneficial to develop a selection

process to ensure the right Airmen are attending resident enlisted professional military

education.

3.6.10.2. Air Technicians are eligible to apply for the appropriate resident enlisted

professional military education program based on military rank and must meet all other

eligibility requirements for the requested level of enlisted professional military education.

3.6.10.3. Airman Leadership School. Senior airmen and prior service staff sergeants may

attend Airman Leadership School.

3.6.10.4. Noncommissioned Officer Academy. TSgts may attend in-residence

Noncommissioned Officer Academy.

3.6.10.5. Senior Noncommissioned Officer Academy. SMSgts and MSgts may attend in-

residence Senior Noncommissioned Officer Academy.

106 DAFI36-2670 25 JUNE 2020

3.6.10.6. Chief Leadership Course.

3.6.10.6.1. CMSgts and SMSgts in a CMSgt unit manning document position may

attend Chief Leadership Course.

3.6.10.6.2. ANG CMSgts are not required to attend the Chief Leadership Course.

3.6.11. Resident Enlisted Professional Military Education Attendance and Scheduling.

3.6.11.1. Enlisted professional military education resident quotas are programmed

annually through NGB/HRT. Members must meet eligibility criteria in guidance

memorandums distributed by NGB/HR. (T-2).

3.6.11.2. Force development offices will schedule their members in accordance with

annual guidance memorandums distributed by NGB/HR.

3.6.11.3. Medical Deferment. Air members with temporary physical profile restrictions

must send a copy of the AF Form 422/469 to their enlisted professional military education

manager 45 days prior to class start date. NGB/HRT will coordinate with the applicable

school to determine approval or disapproval for attendance and notify the unit of decision.

Members may not report to resident enlisted professional military education without

approval notification. (T-1).

3.6.12. Exceptions to Policy. NGB/HRT is the sole approving authority for exceptions to the

policy for ANG members pertaining to enlisted professional military education unless

otherwise specified.

3.6.13. Sister Service Enlisted Professional Military Education. ANG enlisted members who

wish to attend enlisted sister service professional military education are selected through a

National Guard Bureau panel process.

DAFI36-2670 25 JUNE 2020 107

Chapter 4

DELETED AIR FORCE TRAINING PROGRAM

4.1. DELETED

4.1.1. DELETED

4.1.2. DELETED

4.1.3. DELETED

4.1.4. DELETED

4.1.4.1. DELETED

4.1.4.1.1. DELETED

4.1.4.1.2. DELETED

4.1.4.1.3. DELETED

4.1.4.1.4. DELETED

4.1.4.2. DELETED

4.1.4.2.1. DELETED

4.1.4.2.2. DELETED

4.1.4.3. DELETED

4.1.4.4. DELETED

4.1.4.5. DELETED

4.1.4.5.1. DELETED

4.1.4.5.2. DELETED

4.1.4.5.3. DELETED

4.1.4.5.3.1. DELETED

4.1.4.5.3.2. DELETED

4.1.4.5.3.3. DELETED

4.1.4.5.3.4. DELETED

4.1.4.5.4. DELETED

4.1.4.5.5. DELETED

4.1.4.5.6. DELETED

4.1.4.5.7. DELETED

4.1.4.6. DELETED

4.1.4.6.1. DELETED

4.1.4.6.2. DELETED

108 DAFI36-2670 25 JUNE 2020

4.1.4.6.3. DELETED

4.1.4.6.4. DELETED

4.1.4.6.5. DELETED

4.1.4.6.6. DELETED

4.1.4.7. DELETED

4.1.4.8. DELETED

4.1.4.9. DELETED

4.1.4.9.1. DELETED

4.1.4.9.2. DELETED

4.1.4.9.3. DELETED

4.1.4.9.4. DELETED

4.1.4.9.5. DELETED

4.1.4.10. DELETED

4.1.4.10.1. DELETED

4.1.4.10.2. DELETED

4.1.4.10.2.1. DELETED

4.1.4.10.2.2. DELETED

4.1.4.10.2.2.1. DELETED

4.1.4.10.2.2.2. DELETED

4.1.4.10.2.2.3. DELETED

4.1.4.10.2.2.4. DELETED

4.1.4.10.2.2.5. DELETED

4.1.4.10.2.2.6. DELETED

4.1.4.10.2.2.7. DELETED

4.1.4.10.2.2.8. DELETED

4.1.4.10.3. DELETED

4.1.4.10.3.1. DELETED

4.1.4.10.3.2. DELETED

4.1.4.10.3.3. DELETED

4.1.4.10.4. DELETED

4.1.4.10.4.1. DELETED

4.1.4.10.4.2. DELETED

DAFI36-2670 25 JUNE 2020 109

4.1.4.10.4.3. DELETED

4.1.4.10.4.4. DELETED

4.1.4.10.4.5. DELETED

4.1.4.10.4.6. DELETED

4.1.4.10.4.7. DELETED

4.1.4.10.4.8. DELETED

4.1.4.10.5. DELETED

4.1.4.10.6. DELETED

4.1.4.10.6.1. DELETED

4.1.4.10.6.2. DELETED

4.1.4.10.6.3. DELETED

4.1.4.10.6.3.1. DELETED

4.1.4.10.6.3.2. DELETED

4.1.4.10.6.3.3. DELETED

4.1.4.10.6.4. DELETED

Figure 4.1. (DELETED)

4.1.4.10.7. DELETED

4.1.4.10.7.1. DELETED

4.1.4.10.7.2. DELETED

4.1.4.10.7.3. DELETED

4.1.4.10.8. DELETED

4.1.4.10.8.1. DELETED

4.1.4.10.8.2. DELETED

4.1.4.10.8.3. DELETED

Figure 4.2. (DELETED)

4.2. DELETED

4.2.1. DELETED

4.2.1.1. DELETED

4.2.1.2. DELETED

4.2.2. DELETED

4.2.2.1. DELETED

4.2.2.2. DELETED

110 DAFI36-2670 25 JUNE 2020

Table 4.1. (DELETED)

4.2.2.3. DELETED

4.2.2.4. DELETED

4.2.2.5. DELETED

4.2.2.6. DELETED

4.2.2.7. DELETED

4.2.2.8. DELETED

4.2.3. DELETED

4.2.3.1. DELETED

4.2.3.2. DELETED

4.2.3.3. DELETED

4.2.3.4. DELETED

4.2.3.5. DELETED

4.2.3.6. DELETED

4.2.3.7. DELETED

4.2.4. DELETED

4.2.4.1. DELETED

4.2.4.2. DELETED

4.2.4.3. DELETED

4.2.5. DELETED

4.2.5.1. DELETED

4.2.5.2. DELETED

4.2.6. DELETED

4.2.6.1. DELETED

4.2.6.2. DELETED

4.2.6.3. DELETED

4.2.6.4. DELETED

4.2.6.5. DELETED

4.2.6.6. DELETED

4.2.6.7. DELETED

4.2.6.7.1. DELETED

4.2.6.7.2. DELETED

DAFI36-2670 25 JUNE 2020 111

4.2.7. DELETED

4.2.7.1. DELETED

4.2.7.2. DELETED

4.2.7.3. DELETED

4.2.7.4. DELETED

4.2.7.4.1. DELETED

4.2.7.4.2. DELETED

4.2.7.4.3. DELETED

4.2.7.4.4. DELETED

4.2.7.4.5. DELETED

4.2.7.4.6. DELETED

4.2.7.4.7. DELETED

4.2.7.4.8. DELETED

4.2.7.4.9. DELETED

4.2.7.4.10. DELETED

4.2.7.4.11. DELETED

4.2.7.5. DELETED

4.2.7.6. DELETED

4.2.7.7. DELETED

4.2.7.8. DELETED

4.2.7.9. DELETED

4.2.7.10. DELETED

4.2.7.11. DELETED

4.2.7.12. DELETED

4.2.7.13. DELETED

4.2.7.14. DELETED

4.2.7.15. DELETED

4.2.7.16. DELETED

4.2.8. DELETED

4.2.8.1. DELETED

4.2.8.2. DELETED

4.2.8.3. DELETED

112 DAFI36-2670 25 JUNE 2020

4.2.8.4. DELETED

4.2.8.5. DELETED

4.2.8.6. DELETED

4.2.9. DELETED

4.2.9.1. DELETED

4.2.9.2. DELETED

4.2.9.3. DELETED

4.2.9.4. DELETED

4.2.9.5. DELETED

4.2.9.6. DELETED

4.2.9.7. DELETED

4.2.9.8. DELETED

4.2.9.9. DELETED

4.2.9.10. DELETED

4.2.9.11. DELETED

4.2.9.12. DELETED

4.2.9.13. DELETED

4.2.9.14. DELETED

4.2.9.15. DELETED

4.2.9.16. DELETED

4.2.9.17. DELETED

4.2.10. DELETED

4.2.10.1. DELETED

4.2.10.2. DELETED

4.2.10.3. DELETED

4.2.10.4. DELETED

4.2.11. DELETED

4.2.11.1. DELETED

4.2.11.2. DELETED

4.2.11.3. DELETED

4.2.11.4. DELETED

4.2.12. DELETED

DAFI36-2670 25 JUNE 2020 113

4.2.13. DELETED

4.2.13.1. DELETED

4.2.13.2. DELETED

4.2.13.3. DELETED

4.2.13.4. DELETED

Table 4.2. (DELETED)

4.2.14. DELETED

4.2.14.1. DELETED

4.2.14.1.1. DELETED

4.2.14.1.2. DELETED

4.2.14.1.3. DELETED

4.2.14.1.4. DELETED

4.2.14.1.5. DELETED

4.2.14.1.5.1. DELETED

4.2.14.1.5.2. DELETED

4.2.14.1.5.3. DELETED

4.2.14.1.5.4. DELETED

4.2.14.1.5.5. DELETED

4.2.14.1.5.6. DELETED

4.2.14.1.5.7. DELETED

4.2.14.2. DELETED

4.2.14.3. DELETED

4.2.14.4. DELETED

4.2.14.5. DELETED

4.2.15. DELETED

4.2.15.1. DELETED

4.2.15.2. DELETED

4.2.15.3. DELETED

4.2.16. DELETED

4.2.16.1. DELETED

4.2.16.2. HQ AETC/A3B.

4.2.16.2.1. DELETED

114 DAFI36-2670 25 JUNE 2020

4.2.16.2.2. DELETED

4.2.16.3. DELETED

4.2.16.4. DELETED

4.2.16.4.1. DELETED

4.2.16.4.2. DELETED

4.2.16.4.3. DELETED

4.2.16.4.4. DELETED

4.2.16.4.4.1. DELETED

4.2.16.4.4.2. DELETED

4.3. DELETED

4.3.1. DELETED

4.3.2. DELETED

4.3.2.1. DELETED

4.3.2.1.1. DELETED

4.3.2.1.2. DELETED

4.3.2.1.3. DELETED

4.3.2.1.4. DELETED

4.3.2.1.5. DELETED

4.3.2.1.6. DELETED

4.3.2.2. DELETED

4.3.2.2.1. DELETED

4.3.2.2.2. DELETED

4.4. DELETED

4.4.1. DELETED

4.4.2. DELETED

4.4.2.1. DELETED

4.4.2.2. DELETED

4.4.2.3. DELETED

4.4.2.4. DELETED

Table 4.3. (DELETED)

4.4.3. DELETED

4.4.3.1. DELETED

DAFI36-2670 25 JUNE 2020 115

4.4.3.2. DELETED

4.4.3.3. DELETED

4.4.3.4. DELETED

4.4.4. DELETED

4.4.4.1. DELETED

4.4.4.2. DELETED

4.4.4.2.1. DELETED

4.4.4.2.2. DELETED

4.4.4.2.3. DELETED

4.4.4.2.4. DELETED

4.4.4.2.5. DELETED

4.4.4.2.6. DELETED

4.4.4.2.7. DELETED

4.4.4.2.8. DELETED

4.4.4.3. DELETED

4.4.4.3.1. DELETED

4.4.4.3.2. DELETED

4.4.4.3.3. DELETED

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4.4.4.3.5. DELETED

4.4.4.4. DELETED

4.4.4.4.1. DELETED

4.4.4.4.2. DELETED

4.4.4.5. DELETED

4.4.4.6. DELETED

4.4.4.7. DELETED

4.4.4.7.1. DELETED

4.4.4.7.2. DELETED

4.4.4.7.3. DELETED

4.4.4.7.4. DELETED

4.4.4.7.5. DELETED

116 DAFI36-2670 25 JUNE 2020

4.5. DELETED

4.5.1. DELETED

4.5.2. DELETED

4.5.2.1. DELETED

4.5.2.2. DELETED

4.5.2.3. DELETED

4.5.2.4. DELETED

4.5.2.5. DELETED

4.5.2.6. DELETED

4.5.2.7. DELETED

4.5.2.8. DELETED

4.5.3. DELETED

4.5.4. DELETED

4.5.4.1. DELETED

4.5.4.2. DELETED

4.5.4.3. DELETED

4.5.4.4. DELETED

4.5.4.4.1. DELETED

4.5.4.4.2. DELETED

4.5.4.5. DELETED

4.5.4.6. DELETED

4.5.5. DELETED

4.5.6. DELETED

4.5.7. DELETED

4.5.7.1. DELETED

4.5.7.2. DELETED

4.5.7.3. DELETED

4.5.7.4. DELETED

4.5.7.5. DELETED

4.5.7.6. DELETED

4.5.8. DELETED

4.5.9. DELETED

DAFI36-2670 25 JUNE 2020 117

4.6. DELETED

4.6.1. DELETED

4.6.1.1. DELETED

4.6.1.2. DELETED

4.6.1.3. DELETED

4.6.1.4. DELETED

4.6.1.5. DELETED

4.6.1.5.1. DELETED

4.6.1.5.2. DELETED

4.6.1.5.3. DELETED

4.6.2. DELETED

4.6.2.1. DELETED

4.6.2.1.1. DELETED

4.6.2.1.2. DELETED

4.6.2.1.3. DELETED

4.6.2.1.4. DELETED

4.6.2.2. DELETED

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4.6.2.2.2. DELETED

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4.6.2.2.5. DELETED

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4.6.2.2.7. DELETED

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4.6.2.2.9. DELETED

4.6.2.3. DELETED

4.6.2.3.1. DELETED

4.6.2.3.2. DELETED

4.6.2.3.3. DELETED

4.6.2.3.4. DELETED

4.6.2.3.5. DELETED

118 DAFI36-2670 25 JUNE 2020

4.6.2.3.6. DELETED

4.6.2.3.7. DELETED

4.6.2.3.7.1. DELETED

4.6.2.3.7.2. DELETED

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4.6.2.6.2. DELETED

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4.6.2.6.5. DELETED

DAFI36-2670 25 JUNE 2020 119

4.6.2.6.6. DELETED

4.6.2.6.7. DELETED

4.6.2.6.8. DELETED

4.6.2.6.9. DELETED

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4.6.3.8.10. DELETED

4.6.3.8.11. DELETED

4.6.3.8.12. DELETED

4.6.3.8.13. DELETED

4.6.3.9. DELETED

4.6.3.9.1. DELETED

120 DAFI36-2670 25 JUNE 2020

4.6.3.9.2. DELETED

4.6.3.9.3. DELETED

4.6.3.10. DELETED

4.6.3.11. DELETED

4.6.3.12. DELETED

4.6.3.13. DELETED

4.6.3.14. DELETED

4.6.3.15. DELETED

4.6.3.16. DELETED

4.6.3.17. DELETED

4.6.3.18. DELETED

4.6.4. DELETED

4.6.4.1. DELETED

4.6.4.2. DELETED

4.6.4.3. DELETED

4.6.4.4. DELETED

4.6.4.5. DELETED

4.6.4.6. DELETED

4.6.5. DELETED

4.6.5.1. DELETED

4.6.5.2. DELETED

4.6.5.2.1. DELETED

4.6.5.2.2. DELETED

4.6.5.3. DELETED

4.6.5.3.1. DELETED

4.6.5.3.1.1. DELETED

4.6.5.3.1.2. DELETED

4.6.5.3.2. DELETED

4.6.5.3.3. DELETED

4.6.5.3.4. DELETED

4.6.5.3.5. DELETED

4.6.5.3.6. DELETED

DAFI36-2670 25 JUNE 2020 121

4.6.5.3.7. DELETED

4.6.5.3.7.1. DELETED

4.6.5.3.7.2. DELETED

4.6.5.3.8. DELETED

4.6.5.4. DELETED

4.6.5.5. DELETED

4.6.5.6. DELETED

4.6.5.7. DELETED

4.6.6. DELETED

4.6.6.1. DELETED

4.6.6.2. DELETED

4.6.6.3. DELETED

4.6.6.4. DELETED

4.6.6.5. DELETED

4.6.6.6. DELETED

4.6.6.7. DELETED

4.6.6.8. DELETED

4.6.6.9. DELETED

4.6.6.10. DELETED

4.6.6.11. DELETED

4.6.6.12. DELETED

4.6.6.13. DELETED

4.6.6.14. DELETED

4.6.6.15. DELETED

4.6.6.16. DELETED

4.6.6.17. DELETED

4.6.6.17.1. DELETED

4.6.6.17.2. DELETED

4.6.6.18. DELETED

4.6.6.19. DELETED

4.6.6.20. DELETED

4.6.6.21. DELETED

122 DAFI36-2670 25 JUNE 2020

4.6.6.22. DELETED

4.6.6.23. DELETED

4.6.6.24. DELETED

4.6.6.24.1. DELETED

4.6.6.24.2. DELETED

4.6.6.24.3. DELETED

4.6.6.24.4. DELETED

4.6.6.24.5. DELETED

4.6.6.24.6. DELETED

4.6.6.24.7. DELETED

4.6.6.24.8. DELETED

4.6.6.24.9. DELETED

4.6.6.24.10. DELETED

4.6.6.24.11. DELETED

4.6.6.24.12. DELETED

4.6.6.24.13. DELETED

4.6.6.24.14. DELETED

4.6.6.24.15. DELETED

4.6.6.25. DELETED

4.6.6.26. DELETED

4.6.6.26.1. DELETED

4.6.6.26.2. DELETED

4.6.6.26.3. DELETED

4.6.6.26.4. DELETED

4.6.6.26.5. DELETED

4.6.6.26.6. DELETED

4.6.6.26.7. DELETED

4.6.6.26.8. DELETED

4.6.6.26.9. DELETED

4.6.6.26.10. DELETED

4.6.6.26.11. DELETED

4.6.6.26.12. DELETED

DAFI36-2670 25 JUNE 2020 123

4.6.6.26.13. DELETED

4.6.6.26.14. DELETED

4.6.7. DELETED

4.6.7.1. DELETED

4.6.7.1.1. DELETED

4.6.7.1.2. DELETED

4.6.7.1.2.1. DELETED

4.6.7.1.2.2. DELETED

4.6.7.1.2.3. DELETED

4.6.7.1.2.4. DELETED

4.6.7.1.3. DELETED

4.6.7.1.4. DELETED

4.6.7.1.5. DELETED

4.6.7.1.6. DELETED

4.6.7.1.7. DELETED

4.6.7.1.8. DELETED

4.6.7.1.9. DELETED

4.6.7.1.10. DELETED

4.6.7.1.11. DELETED

4.6.7.1.12. DELETED

4.6.7.1.13. DELETED

4.6.7.1.14. DELETED

4.6.7.1.15. DELETED

4.6.7.1.16. DELETED

4.6.7.1.17. DELETED

4.6.7.1.18. DELETED

4.6.7.1.19. DELETED

4.6.7.1.20. DELETED

4.6.7.1.21. DELETED

4.6.7.1.21.1. DELETED

4.6.7.1.21.2. DELETED

4.6.7.1.21.3. DELETED

124 DAFI36-2670 25 JUNE 2020

4.6.7.1.21.4. DELETED

4.6.7.1.21.5. DELETED

4.6.7.1.22. DELETED

4.6.7.1.23. DELETED

4.6.7.1.23.1. DELETED

4.6.7.1.23.2. DELETED

4.6.7.1.23.3. DELETED

4.6.7.1.24. DELETED

4.6.7.2. DELETED :

4.6.7.2.1. DELETED

4.6.7.2.2. DELETED

4.6.7.2.3. DELETED

4.6.7.2.4. DELETED

4.6.7.2.5. DELETED

4.6.7.2.6. DELETED

4.6.7.3. DELETED

4.6.7.3.1. DELETED

4.6.7.3.2. DELETED

4.6.7.3.3. DELETED

4.6.7.3.4. DELETED

4.6.7.3.5. DELETED

4.6.7.3.6. DELETED

4.6.7.3.7. DELETED

4.6.7.3.8. DELETED

4.6.7.3.8.1. DELETED

4.6.7.3.8.2. DELETED

4.6.7.3.8.3. DELETED

4.6.7.4. DELETED

4.6.7.4.1. DELETED

4.6.7.4.2. DELETED

4.6.7.4.3. DELETED

4.6.7.4.4. DELETED

DAFI36-2670 25 JUNE 2020 125

4.6.7.4.5. DELETED

4.6.7.4.6. DELETED

4.6.7.4.7. DELETED

4.6.8. DELETED

4.6.8.1. DELETED

4.6.8.1.1. DELETED

4.6.8.1.2. DELETED

4.6.8.1.3. DELETED

4.6.8.1.3.1. DELETED

4.6.8.1.3.2. DELETED

4.6.8.1.3.3. DELETED

4.6.8.1.3.4. DELETED

4.6.8.1.3.5. DELETED

4.6.8.2. DELETED

4.6.8.3. DELETED

4.6.8.4. DELETED

4.6.8.5. DELETED

4.6.9. DELETED

4.6.9.1. DELETED

4.6.9.1.1. DELETED

4.6.9.1.2. DELETED

4.6.9.1.3. DELETED

4.6.9.1.4. DELETED

4.6.9.1.5. DELETED

4.6.9.2. DELETED

4.6.9.2.1. DELETED

4.6.9.2.2. DELETED

4.6.9.2.3. DELETED

4.6.9.2.4. DELETED

4.6.9.2.5. DELETED

4.6.9.3. DELETED

4.6.9.3.1. DELETED

126 DAFI36-2670 25 JUNE 2020

4.6.9.3.2. DELETED

4.6.9.3.3. DELETED

4.6.9.3.4. DELETED

4.6.9.3.5. DELETED

4.6.9.4. DELETED

4.6.9.5. DELETED

Table 4.4. (DELETED)

4.6.9.6. DELETED

4.6.9.6.1. DELETED

4.6.9.6.2. DELETED

4.6.9.6.2.1. DELETED

4.6.9.6.2.2. DELETED

4.6.9.6.3. DELETED

4.6.9.6.4. DELETED

4.6.9.6.5. DELETED

4.6.9.7. DELETED

4.6.9.8. DELETED

4.6.9.9. DELETED

4.6.9.10. DELETED

4.6.9.11. DELETED

4.6.9.12. DELETED

4.6.9.13. DELETED

4.6.9.14. DELETED

4.6.10. DELETED

4.6.10.1. DELETED

Table 4.5. (DELETED)

4.6.10.2. DELETED

4.6.10.2.1. DELETED

4.6.10.2.2. DELETED

4.6.10.2.3. DELETED

4.6.10.2.4. DELETED

4.6.10.2.5. DELETED

DAFI36-2670 25 JUNE 2020 127

4.6.10.2.6. DELETED

4.6.10.2.7. DELETED

4.6.10.2.8. DELETED

4.6.10.2.9. DELETED

4.6.10.2.10. DELETED

4.6.10.2.11. DELETED

4.6.10.2.12. DELETED

4.6.11. DELETED

4.6.11.1. DELETED

4.6.11.2. DELETED

4.6.11.2.1. DELETED

4.6.11.2.2. DELETED

4.6.11.2.3. DELETED

4.6.11.2.3.1. DELETED

4.6.11.2.3.2. DELETED

4.6.11.2.4. DELETED

Table 4.6. (DELETED)

4.6.11.2.5. DELETED

4.6.11.3. DELETED

4.6.11.3.1. DELETED

4.6.11.3.2. DELETED

4.6.11.4. DELETED

4.6.11.4.1. DELETED

4.6.11.4.1.1. DELETED

4.6.11.4.1.2. DELETED

4.6.11.4.1.3. DELETED

4.6.11.4.2. DELETED

4.6.11.4.3. DELETED

4.6.11.4.4. DELETED

4.6.11.4.5. DELETED

4.6.11.5. DELETED

4.6.11.5.1. DELETED

128 DAFI36-2670 25 JUNE 2020

4.6.11.5.1.1. DELETED

4.6.11.5.1.2. DELETED

4.6.11.5.1.3. DELETED

4.6.11.5.1.4. DELETED

4.6.11.5.1.5. DELETED

4.6.11.5.2. DELETED

4.6.11.5.3. DELETED

4.6.11.6. DELETED

4.6.11.7. DELETED

4.6.11.7.1. DELETED

4.6.11.7.1.1. DELETED

4.6.11.7.1.2. DELETED

4.6.11.7.1.3. DELETED

4.6.11.7.2. DELETED

4.6.11.7.2.1. DELETED

4.6.11.7.2.1.1. DELETED

4.6.11.7.2.1.2. DELETED

4.6.11.7.2.1.3. DELETED

4.7. DELETED

4.7.1. DELETED

4.7.2. DELETED

4.7.2.1. DELETED

4.7.2.2. DELETED

4.7.2.3. DELETED

4.7.2.3.1. DELETED

4.7.3. DELETED

4.7.3.1. DELETED

4.7.3.1.1. DELETED

4.7.3.1.2. DELETED

4.7.3.1.3. DELETED

4.7.3.1.3.1. DELETED

4.7.3.1.3.2. DELETED

DAFI36-2670 25 JUNE 2020 129

4.7.3.1.3.3. DELETED

4.7.3.1.3.4. DELETED

4.7.3.2. DELETED

4.7.3.2.1. DELETED

4.7.3.2.2. DELETED

4.7.3.2.3. DELETED

4.7.3.3. DELETED

4.7.3.3.1. DELETED

4.7.3.3.2. DELETED

4.7.3.4. DELETED

4.7.4. DELETED

4.7.4.1. DELETED

4.7.4.1.1. DELETED

4.7.4.1.2. DELETED

4.7.4.1.3. DELETED

4.7.4.1.4. DELETED

4.7.4.2. DELETED

4.7.4.2.1. DELETED

4.7.4.2.2. DELETED

4.7.4.2.3. DELETED

4.7.4.2.4. DELETED

4.7.4.2.4.1. DELETED

4.7.4.2.4.2. DELETED

4.7.4.2.4.3. DELETED

4.7.4.2.4.4. DELETED

4.7.4.2.5. DELETED

4.7.4.2.6. DELETED

4.7.4.2.7. DELETED

4.7.4.2.8. DELETED

4.7.4.2.9. DELETED

4.7.4.3. DELETED

4.7.4.4. DELETED

130 DAFI36-2670 25 JUNE 2020

4.7.4.4.1. DELETED

4.7.4.4.2. DELETED

4.7.4.4.3. DELETED

4.7.4.4.4. DELETED

4.7.4.5. DELETED

4.7.4.6. DELETED

4.7.4.6.1. DELETED

4.7.4.6.2. DELETED

4.7.4.6.3. DELETED

4.7.4.6.4. DELETED

4.7.4.7. DELETED

4.7.4.7.1. DELETED

4.7.4.7.2. DELETED

4.7.4.7.3. DELETED

4.7.4.7.4. DELETED

4.7.4.7.5. DELETED

4.7.4.8. DELETED

4.7.4.8.1. DELETED

4.7.4.8.2. DELETED

4.7.4.8.3. DELETED

4.7.4.9. DELETED

4.7.4.9.1. DELETED

4.7.4.9.2. DELETED

4.7.4.9.3. DELETED

4.7.4.10. DELETED

4.7.4.10.1. DELETED

4.7.4.10.2. DELETED

4.7.4.11. DELETED

4.7.4.11.1. DELETED

4.7.4.11.2. DELETED

4.7.4.11.3. DELETED

4.7.4.11.4. DELETED

DAFI36-2670 25 JUNE 2020 131

4.7.4.11.5. DELETED

4.7.4.11.6. DELETED

4.7.4.12. DELETED

4.7.4.12.1. DELETED

4.7.4.12.2. DELETED

4.7.5. DELETED

4.7.5.1. DELETED

4.7.5.2. DELETED

4.7.5.2.1. DELETED

4.7.5.2.2. DELETED

4.7.5.2.2.1. DELETED

4.7.5.2.2.2. DELETED

4.7.5.3. DELETED

4.7.5.3.1. DELETED

4.7.5.3.2. DELETED

4.7.5.4. DELETED

4.7.5.5. DELETED

4.7.5.5.1. DELETED

4.7.5.5.2. DELETED

4.7.5.5.3. DELETED

4.7.5.5.3.1. DELETED

4.7.5.5.3.2. DELETED

4.7.5.5.3.2.1. DELETED

4.7.5.5.3.2.2. DELETED

4.7.5.5.4. DELETED

4.7.5.5.5. DELETED

4.7.5.5.6. DELETED

4.7.5.5.6.1. DELETED

4.7.5.5.6.2. DELETED

4.7.5.5.6.3. DELETED

4.7.5.5.7. DELETED

4.7.5.5.8. DELETED

132 DAFI36-2670 25 JUNE 2020

4.8. DELETED

4.8.1. DELETED

4.8.2. DELETED

4.8.2.1. DELETED

4.8.2.2. DELETED

4.8.2.3. DELETED

4.8.2.4. DELETED

4.8.2.4.1. DELETED

4.8.2.4.1.1. DELETED

4.8.2.4.1.2. DELETED

4.8.2.4.2. DELETED

4.8.2.4.3. DELETED

4.8.2.4.4. DELETED

4.8.2.5. DELETED

4.8.2.5.1. DELETED

4.8.2.5.2. DELETED

4.8.2.6. DELETED

DAFI36-2670 25 JUNE 2020 133

Chapter 5 (DELETED)

DELETED

5.1. DELETED

5.1.1. DELETED

5.1.2. DELETED

5.1.2.1. DELETED

5.1.2.2. DELETED

5.1.3. DELETED

5.1.3.1. DELETED

5.1.3.2. DELETED

5.1.3.3. DELETED

5.1.3.4. DELETED

5.1.3.5. DELETED

5.1.3.6. DELETED

5.1.3.7. DELETED

5.1.4. DELETED

5.1.4.1. DELETED

5.1.4.2. DELETED

5.1.5. DELETED

5.1.6. DELETED

5.1.6.1. DELETED

5.1.6.2. DELETED

5.1.6.3. DELETED

5.1.6.4. DELETED

5.1.7. DELETED

5.1.7.1. DELETED

5.1.7.2. DELETED

5.1.7.3. DELETED

5.1.7.4. DELETED

5.1.7.5. DELETED

5.1.7.6. DELETED

5.1.7.7. DELETED

134 DAFI36-2670 25 JUNE 2020

5.1.7.8. DELETED

5.1.8. DELETED

5.1.8.1. DELETED

5.1.8.2. DELETED

5.1.8.3. DELETED

5.1.8.4. DELETED

5.1.8.5. DELETED

5.1.8.6. DELETED

5.1.8.7. DELETED

5.1.8.8. DELETED

5.1.8.9. DELETED

5.1.8.10. DELETED

5.1.9. DELETED

5.1.9.1. DELETED

5.1.9.2. DELETED

5.1.9.3. DELETED

5.1.9.4. DELETED

5.1.9.5. DELETED

5.1.10. DELETED

5.1.10.1. DELETED

5.1.10.2. DELETED

5.1.10.3. DELETED

5.1.10.4. DELETED

5.1.10.5. DELETED

5.1.10.6. DELETED

5.1.10.7. DELETED

5.1.10.8. DELETED

5.1.10.9. DELETED

5.1.10.10. DELETED

5.1.10.11. DELETED

5.1.10.12. DELETED

5.1.10.13. DELETED

DAFI36-2670 25 JUNE 2020 135

5.1.10.14. DELETED

5.1.10.15. DELETED

5.1.10.16. DELETED

5.1.10.16.1. DELETED

5.1.10.16.2. DELETED

5.1.11. DELETED

5.1.11.1. DELETED

5.1.11.2. DELETED

5.1.11.3. DELETED

5.1.12. DELETED

5.1.12.1. DELETED

5.1.12.2. DELETED

5.1.12.3. DELETED

5.1.13. DELETED

5.1.13.1. DELETED

5.1.13.2. DELETED

5.1.14. DELETED

5.1.14.1. DELETED

5.1.14.2. DELETED

5.1.14.3. DELETED

5.1.14.4. DELETED

5.1.14.5. DELETED

5.1.14.6. DELETED

5.1.14.7. DELETED

5.1.14.8. DELETED

5.1.14.9. DELETED

5.1.15. DELETED

5.1.16. DELETED

5.1.16.1. DELETED

5.1.16.2. DELETED

5.1.17. DELETED

5.1.17.1. DELETED

136 DAFI36-2670 25 JUNE 2020

5.1.17.2. DELETED

5.1.18. DELETED

5.1.18.1. DELETED

5.1.18.2. DELETED

5.1.18.3. DELETED

5.1.18.4. DELETED

5.1.18.5. DELETED

5.1.18.6. DELETED

5.1.18.7. DELETED

5.1.18.8. DELETED

5.1.18.9. DELETED

5.1.18.10. DELETED

5.1.18.11. DELETED

5.1.18.12. DELETED

5.1.18.13. DELETED

5.1.18.14. DELETED

5.1.18.15. DELETED

5.1.18.16. DELETED

5.1.18.17. DELETED

5.1.18.18. DELETED

5.1.18.19. DELETED

5.1.18.20. DELETED

5.1.18.21. DELETED

5.1.19. DELETED

5.1.19.1. DELETED

5.1.19.2. DELETED

5.1.19.3. DELETED

5.1.19.4. DELETED

5.1.19.5. DELETED

5.1.19.6. DELETED

5.1.19.7. DELETED

5.1.19.8. DELETED

DAFI36-2670 25 JUNE 2020 137

5.1.19.9. DELETED

5.1.19.10. DELETED

5.1.19.11. DELETED

5.1.19.12. DELETED

5.1.19.13. DELETED

5.1.19.14. DELETED

5.1.19.15. DELETED

5.2. DELETED

5.2.1. DELETED

5.2.2. DELETED

5.2.2.1. DELETED

5.2.2.2. DELETED

5.2.2.3. DELETED

5.2.2.4. DELETED

Table 5.1. (DELETED)

5.2.3. DELETED

5.2.3.1. DELETED

5.2.3.2. DELETED

5.2.3.2.1. DELETED

5.2.3.2.2. DELETED

5.2.3.2.3. DELETED

5.2.3.2.4. DELETED

5.2.3.2.5. DELETED

5.2.3.2.6. DELETED

5.2.3.2.7. DELETED

5.2.3.2.8. DELETED

5.2.4. DELETED

5.2.5. DELETED

5.2.5.1. DELETED

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140 DAFI36-2670 25 JUNE 2020

Chapter 6

VOLUNTARY EDUCATION PROGRAM

6.1. Program Description and Purpose. The Air Force Voluntary Education Program supports

Force Development by maintaining a highly educated force. The program supports off-duty

Voluntary Education goals for RegAF, Air National Guard, and Air Force Reserve Airmen.

Voluntary Education supports recruiting efforts as an enticing benefit program and supports

retention as an in-service benefit. It significantly contributes to occupational competencies,

Foundational Competencies, special interest needs, and readiness by supporting the current and

anticipated professional development and educational needs of the Air Force. Through

professional and Voluntary Education, Airmen develop the breadth and depth of knowledge, skills,

and abilities such as critical thinking and problem-solving that enable them to skillfully navigate

a wide range of problems and weigh alternative solutions so they can operate effectively in

complex and dynamic environments.

6.1.1. Vision. Voluntary Education Programs and expertise integrated seamlessly into the

Military Life Cycle helps recruitment, retention, readiness, and the development of the Air

Force foundational and occupational competencies.

6.1.2. Mission. Develop strategic thinking, resilient Airmen and prepare them for leadership

roles through off-duty educational opportunities that cultivate their professional and personal

knowledge throughout the Military Life Cycle.

6.1.3. Goals. Voluntary Education opportunities enable self-development, improve critical

thinking skills, and serve as a recruiting and retention incentive for military members while

strengthening Air Force readiness. Education programs expand knowledge and increase

understanding of the role of aerospace power in fulfilling the Air Force national security

strategy. Education is a critical prerequisite to anticipating and meeting the challenges of the

broad range of military operations in which air and space forces are employed. Only quality

education achieved through professional development can ensure the critical thought processes

necessary for sound decision-making. The overarching goals of the Air Force Voluntary

Education Program are as follows:

6.1.3.1. Ensure Airmen have off-duty education opportunities that allow them to develop

professional and personal knowledge desired as an incentive for recruitment, retention, and

readiness.

6.1.3.2. Prepare Airmen for leadership and advancement opportunities within the Air

Force, as well as civilian employment after service.

6.1.3.3. Develop Airmen’s occupational and Foundational Competencies through off-duty

voluntary, postsecondary goals.

6.1.4. Program Implementation. The Air Force, Voluntary Education Branch (AF/A1DLV)

will establish the Air Force’s Voluntary Education vision, mission, and goals based on the

needs of the Air Force and its Airmen. AF/A1DLV will provide overarching leadership,

policy, and administrative and managerial oversight to execute the Voluntary Education

Program. In addition, AF/A1DLV will work with appropriate partners to include the

Community College of the Air Force, the Air Force Personnel Center Voluntary Education

MAJCOM functional managers, the Military Tuition Assistance Central Office, and the Air

DAFI36-2670 25 JUNE 2020 141

Force Credentialing Opportunities On-line Program Office to appropriately implement and

execute the Air Force’s Voluntary Education Program. Finally, AF/A1DLV will provide base-

level Education and Training Sections adequate support for program implementation.

(Program management specifics are outlined in paragraph 6.3.). The Air Force Voluntary

Education Program is comprised of the following four core functions that are essential in

accomplishing the mission and reaching the vision:

6.1.4.1. Counseling. Counseling refers to the professional counseling and advice

Voluntary Education professionals provide Airmen, their families, and Air Force leaders.

Qualified academic counselors/advisors/specialists who are knowledgeable in higher

education work directly with Airmen to assist them in developing their academic programs

and to advise them on financial aid, academic programs, and Air Force-specific education

programs.

6.1.4.2. Testing. The Voluntary Education Program oversees for-credit, admission,

language, Air University, and Professional Military Education testing.

6.1.4.3. Military Tuition Assistance. Military Tuition Assistance refers to the Tuition

Assistance Program. Since it is such a vital and integral aspect of Voluntary Education,

AF/A1DLV is the Program Element Monitor for Program Element Codes 89732F and

84702F. In this role, AF/A1DLV advocates for tuition assistance funds as well as

operational and maintenance funding for the base-level Education and Training Section

and oversees the appropriation and execution of those funds.

6.1.4.4. Staffing. Voluntary Education Program staff members, to include Education

Services Specialists, Guidance Counselors, Education and Training Section Chiefs,

MAJCOM Functional Managers, and Chief, Air Force Voluntary Education Program, must

be qualified under the Office of Personnel Management standards for the Education

Services Series, 1740 career field.

6.2. Responsibilities.

6.2.1. Headquarters Air Force. Headquarters Air Force oversees policy and advocates for the

Air Force Voluntary Education program. Headquarters Air Force will interface with the Office

of the Secretary of Defense concerning policy development and implementation of legislative

initiatives. The Assistant Secretary of the Air Force for Manpower and Reserve Affairs

discharges this responsibility for the Secretary of the Air Force and provides Secretarial

oversight of the Voluntary Education Program. Deputy Chief of Staff, Manpower and

Personnel (AF/A1) will implement policy and budget for requirements, as necessary. (T-1).

6.2.2. Headquarters Air Force Voluntary Education Branch. The Chief, Air Force Voluntary

Education (AF/A1DLV) is responsible for implementing Department of Defense and Air Force

Policies for the Voluntary Education Program. AF/A1DLV responsibilities include, but are

not limited to the following: (T-1).

6.2.2.1. Serve as the functional advisor to Air Force senior leadership on Voluntary

Education issues. Provide guidance to ensure the viability and visibility of the program

Air Force wide. Provide senior leadership, to include the Air National Guard and Air Force

Reserves, with an annual report on the status of the program. (T-1).

142 DAFI36-2670 25 JUNE 2020

6.2.2.2. Sustain the Voluntary Education Program in order to meet the needs of the Air

Force and its Airmen. (T-1).

6.2.2.3. Develop the Voluntary Education Program Strategic Plan in alignment with the

Air Force Strategic Plan and its focus areas. (T-1).

6.2.2.4. Oversee business rules and programming changes for the Air Force Automated

Education Management System, Air Force Virtual Education Center, Academic Institution

Portal, and the Air Force Credentialing Opportunities On-Line Program website. (T-1).

6.2.2.5. Develop Program Objective Memorandum for Program Element Codes 89732F

and 84702F in coordination with Secretary of the Air Force (SAF) Financial Management

Office. (T-1).

6.2.2.6. Serve as the Program Element Monitor for Program Element Code 89732F and

84702F. Ensure funding is available for the Military Tuition Assistance Program,

Voluntary Education staff training, Air Force Credentialing Opportunities On-Line

Program, and Voluntary Education daily support activities. (T-1).

6.2.2.7. Secure appropriate training opportunities and develop curricula with appropriate

partners to provide professional development for all levels of the Voluntary Education staff

to include Air Force Personnel Center (AFPC) MAJCOM Functional Managers. (T-1).

6.2.2.8. Establish policies for Voluntary Education core functional areas. These core

functional areas include counseling, testing, Military Tuition Assistance, program

management, Transition-Goals, Plans, Success, SkillBridge Program, and Air Force

Credentialing Opportunities On-Line Program. (T-1).

6.2.2.9. Provide policy, direction, guidance, and resources to the Voluntary Education

Central Office. (T-1).

6.2.2.10. Oversee the Air Force component of the Department of Defense Third Party

Education Assessment program for third party review of the quality and effectiveness of

educational opportunities, regardless of delivery format, on military installations. Collect

resolution data from AFPC MAJCOM Functional Managers regarding final reports and

include that information in guidance decisions. Work closely with Defense Activity for

Non-Traditional Education Support and Services’ counterparts to review program

effectiveness. (T-0).

6.2.2.11. Provide policy, advisory, and technical assistance to AFPC MAJCOM

Functional Managers. (T-1).

6.2.2.12. Coordinate with other Services’ Voluntary Education Chiefs on joint and

uniform issues and policies. Represent the Air Force on the Department of Defense Inter-

Service Voluntary Education Board and other appropriate Service-level advisory

committees and working groups. Serve as the liaison with academic institutions and other

professional organizations affiliated with voluntary, post-secondary/adult education. (T-0).

6.2.2.13. Provide appropriate response to Voluntary Education Congressional inquiries

and complaints received through the Postsecondary Education Complaint System. (T-1).

6.2.2.14. Serve as the Chair of the Voluntary Education Steering Committee. The Steering

Committee is composed of AFPC MAJCOM Functional Managers and meets bi-annually

DAFI36-2670 25 JUNE 2020 143

to address Voluntary Education issues. The meetings may be face-to-face or through

electronic means. (T-1).

6.2.2.15. Coordinate with AFPC on Voluntary Education Program-related data

requirements for Military Personnel Data System and Air Force Automated Education

Management System. (T-1).

6.2.2.16. Coordinate requests for American Council of Education evaluations for Air

Force technical schools not affiliated with Air University. (T-1).

6.2.2.17. Coordinate incorporation of the Military Life Cycle within the Voluntary

Education Program. (T-1).

6.2.2.18. Serve as Functional Manager for all 1740 career field positions within the

Voluntary Education Program. (T-1).

6.2.2.19. Coordinate on classification changes to 1740 career field positions. (T-1).

6.2.3. Air Force Personnel Center MAJCOM Functional Managers (AFPC/DP2SST).

AFPC/DP2SST implement Air Force policies and goals pertaining to the Voluntary Education

Program. Work in conjunction with the AFPC Airman Support Branch (AFPC/DP3SA) to

address implementation and execution of processes for the program. AFPC/DP2SST work

closely with AF/A1DLV for policy review/decisions and to assist in the continued

development of the Voluntary Education Program in accordance with current Air Force

policies and procedures. AFPC MAJCOM Functional Managers will also serve on

committees established by Air Staff to meet the needs of Airmen and the Voluntary Education

Program. They will provide strategic and functional advisement to Major Command and base

leadership concerning the Voluntary Education Program, which includes, but is not limited to

the following: (T-1).

6.2.3.1. Develop an AFPC/DP2SST mission statement that supports the Air Force

Voluntary Education mission. (T-1).

6.2.3.2. Manage MAJCOM specific education programs. (T-1).

6.2.3.3. Provide program oversight for bases, geographically separated units, and tenant

organizations. Oversight includes, but is not limited to, policy interpretation, staff training,

data collection and analysis, and execution of funding for daily program operations. (T-1).

6.2.3.4. Oversee data in the Air Force Automated Education Management System and Air

Force Virtual Education Center. Compile annual statistics for reporting to Major

Command leadership and AF/A1DLV. (T-1).

6.2.3.5. Conduct quarterly Air Force Automated Education Management System

assessments to ensure compliance with established policies and procedures for use of the

system by Education and Training Section personnel and notify the Education and Training

Section Chief and Air Force Voluntary Education Chief of identified deficiencies.

AFPC/DP2SST will conduct staff assistance visits, as needed, or when requested by the

installation commander. AFPC/DP2SST will complete formal written reports within 15

working days of the staff assistance visit and will send the report to the unit commander,

Force Support Development Chief, and Education and Training Section Chief within 30

days of the staff assistance visit. (T-1).

144 DAFI36-2670 25 JUNE 2020

6.2.3.6. Ensure Program Element Code 89732F and 84702F funds are received from SAF

Financial Management Office and distributed to installations in accordance with

AF/A1DLV guidance. Serve as AFPC-level Program Element Monitors for Program

Element Codes 89732F and 84702F. (T-1).

6.2.3.7. Provide advisory guidance and technical assistance on overseas contracts covering

Voluntary Education in Pacific Air Forces and United States Air Forces Europe/Air Force

Africa. This advisory guidance and technical assistance includes, but is not limited to,

evaluating contracts, identification cards for school personnel, and all international

agreements and host nation requirements that may impact the school contracts. (T-1).

6.2.3.8. Elevate issues to AF/A1DLV and work with AF/A1DLV to resolve. (T-1).

6.2.3.9. Provide input to AF/A1DLV on complaints generated through the Postsecondary

Education Complaint System. (T-1).

6.2.3.10. Review and approve all Non-Personal Services Contract requests. (T-1).

6.2.3.11. Nominate/oversee Defense Activities for Non-Traditional Education Support

Test Control Officers and Alternate Test Control Officers. (T-1).

6.2.3.12. Solicit nominations annually for the Scholarships for Outstanding Airmen to

Reserve Officer Training Corps, reviewing packages and submitting nominations to the

selection board. (T-1).

6.2.3.13. Review waiver requests outside the scope of the Military Tuition Assistance

Central Office. (T-1).

6.2.3.14. Report SkillBridge Program metrics to AF/A1DLV. (T-1).

6.2.3.15. Track manpower requirements and personnel actions. (T-1).

6.2.3.16. Coordinate all aspect of the Palace Acquire Program related to the Voluntary

Education Program. (T-1).

6.2.3.17. Coordinate and execute supplemental training funds for the 1740 career field

positions. (T-1).

6.2.3.18. Participate in Unit Effectiveness Inspections as required using the Management

Internal Control Toolset as outlined in AFI 90-201, The Air Force Inspection System. (T-1).

6.2.4. Voluntary Education Central Office. The Chief, Military Tuition Assistance Central

Office will perform the following tasks associated with Military Tuition Assistance:

6.2.4.1. Pay invoices. (T-1).

6.2.4.2. Process student reimbursements. (T-1).

6.2.4.3. Approve/disapprove waiver requests on certified Military Tuition Assistance

requests. (T-1).

6.2.4.4. Execute the Military Tuition Assistance budget. (T-1).

6.2.4.5. Provide customer service to students, Education and Training Sections, AFPC

MAJCOM Functional Managers, AF/A1DLV, and academic institutions. (T-1).

DAFI36-2670 25 JUNE 2020 145

6.2.5. Education and Training Section Chief. The Education and Training Section Chief

oversees and directs the base-level Voluntary Education Program. For the purposes of this

instruction, only those functions associated with the Voluntary Education Program are

included. The duties associated with other elements of the Education and Training Section are

not addressed here. The Education and Training Section Chief will implement Air Force,

AFPC MAJCOM Functional Managers, and installation policies by performing the following

tasks. .

6.2.5.1. Provide program oversight and advisement to base leadership on Voluntary

Education issues. (T-1).

6.2.5.2. Coordinate with base leadership to ensure the procurement of facilities and other

special program requirements. (T-1).

6.2.5.3. Act as the installation’s voluntary education gatekeeper to ensure compliance with

DoDI 1344.07, Personal Commercial Solicitation on Department of Defense Installations.

(T-0).

6.2.5.3.1. Approve all requests for base access by academic institutions on behalf of

the installation/host commander. The academic institution will upload a listing of

student appointments in the Academic Institution Portal after the visit is completed.

(T-1).

6.2.5.3.2. Monitor academic institutions’ activities on the installation in accordance

DoDI 1322.25, Enclosure 3(e). (T-0).

6.2.5.3.3. Ensure base access issues for education institutions that are not conducting

on-base programs are resolved per DoDI 1322.25, Voluntary Education Programs and

Presidential Executive Order 13607, Principles of Excellence Demonstration of

Compliance. (T-0).

6.2.5.4. Manage installation core education and AFPC MAJCOM Functional Managers-

specific programs for the eligible base population, geographically separated units, and

tenant organizations, or as stated in an Inter-Service Support Agreement. (T-1).

6.2.5.5. Procure education programs based on the results of a needs assessment conducted

by the Voluntary Education staff in accordance DoDI 1322.25, Enclosure 3. (T-0).

6.2.5.6. Elevate Voluntary Education issues to base leadership or AFPC MAJCOM

Functional Managers. (T-1).

6.2.5.7. Manage and execute the Higher Education Track of the Transition Assistance

Program. At joint bases, the lead Service provides the Higher Education Track. (T-0).

6.2.5.8. Work with local and MAJCOM representatives to acquire financial resources for

voluntary education staff training opportunities. Maintain liaison with appropriate state

planning and approving agencies and coordinating councils to ensure that planning

agencies for continuing, adult, or post-secondary education are aware of the educational

needs of military personnel located within their jurisdiction. (T-1).

6.2.5.9. Prepare for and participate in Unit Effectiveness Inspections as required using the

Management Internal Control Toolset checklists as outlined in AFI 90-201, The Air Force

Inspection System. (T-1).

146 DAFI36-2670 25 JUNE 2020

6.2.5.10. Ensure Education Center staff members are trained in their job responsibilities.

(T-1).

6.2.5.11. Participate in the Third Party Education Assessment program. (T-0).

6.2.5.12. Research and respond to complaints via the Post-secondary Education Complaint

System or other systems. (T-0).

6.2.5.13. Act as the liaison between the student and the Military Tuition Assistance Central

Office. (T-1).

6.2.5.14. Ensure Voluntary Education Programs are integrated within the Military Life

Cycle. (T-0).

6.2.5.15. Ensure Airmen are out-processed through the Virtual Military Out-processing

System according to established guidance. (T-1).

6.2.5.16. Manage the base-level SkillBridge Program and provide daily execution of the

program within the guidelines set forth by DoDI 1322.29, this instruction, and Air Force

Personnel Center’s SkillBridge Personnel Delivery Guide (PSDG). (T-0).

6.2.6. Airmen (RegAF and Eligible Active Reserve and Guard Airmen). Military Tuition

Assistance approval is conditional based upon the availability of funds and Airmen meeting

the eligibility criteria in this publication. Airmen are financially responsible to their academic

institution and/or the Air Force and must meet all required deadlines for payment. As such,

all Airmen participating in Voluntary Education Programs incur certain responsibilities. These

responsibilities include, but are not limited to: (T-1).

6.2.6.1. Request Military Tuition Assistance no earlier than 45 days prior to and no later

than seven (7) days before the course start date. Military Tuition Assistance will not be

approved after the course start date. Any courses taken during this period using another

funding source will not be eligible for retroactive Military Tuition Assistance. Any course

or schedule change must be reported immediately to the Education and Training Section,

Military Tuition Assistance Central Office and supervisor. Failure to notify these entities

of changes will result in the Airman being financially responsible for the full cost of the

course. Airmen request Military Tuition Assistance through the Air Force Virtual

Education Center, which is available 24 hours a day, seven (7) days a week. (T-1).

6.2.6.1.1. Read the “Conditions” statement on the Military Tuition Assistance Request

and ensure compliance. (T-1).

6.2.6.1.2. Discuss and coordinate Military Tuition Assistance requests with supervisor

prior to submission. Supervisor is defined as the person who signs the Airman’s

Enlisted Performance Report/Officer Performance Report or is higher than the member

within a member’s chain of command. Deployed Airmen should coordinate with their

leadership at their deployed location prior to requesting Military Tuition Assistance.

(T-1).

6.2.6.1.3. Complete Military Tuition Assistance funded course(s) successfully and

within prescribed timelines; otherwise the Military Tuition Assistance Central Office

will initiate a reimbursement action for Airmen to repay Military Tuition Assistance

used to fund the course(s). A successful course completion is defined as a grade of “C”

DAFI36-2670 25 JUNE 2020 147

or higher for undergraduate courses, a grade of “B” or higher for graduate courses, and

a “P” (or equivalent) for “Pass/Fail” grades. (T-1).

6.2.6.1.4. Maintain a minimum grade point average as outlined in paragraph 6.5.1.7.

(T-0).

6.2.6.1.5. Ensure contact information, including official Air Force email address and

alternate email address, is updated in the Air Force Virtual Education Center. Failure

to do so will not be grounds for requesting waivers due to missed suspenses,

notifications, etc. Airmen must continually check their Air Force Virtual Education

Center record for updates and notifications and ensuring that their contact information

is correct. (T-1).

6.2.6.1.5.1. Ensure the supervisor’s contact information in the Air Force Virtual

Education Center is correct at all times. (T-1).

6.2.6.1.5.2. Obtain approval from a member of the Airman’s chain of command

(i.e., flight/section chief, superintendent, first sergeant or squadron commander or

higher officer) if the immediate supervisor will not be available to approve an

Airman’s Military Tuition Assistance request. (T-1).

6.2.6.1.6. Understand that using Military Tuition Assistance has risks. Using Military

Tuition Assistance when in an Air Expeditionary Forces cycle, in the zone for

Professional Military Education attendance, during scheduled medical procedures,

planned leave, or while awaiting a commissioning program, etc. will not be sufficient

reason for requesting a waiver should Airmen fail to successfully complete the

course(s) due to selection or complications arising from these occurrences. (T-1).

6.2.6.1.7. Complete and comply with the online Annual Military Tuition Assistance

and/or Reserve Tuition Assistance training, as required. (T-1).

6.2.6.2. Ensure final grades are updated in the official education record by the member’s

date of separation. If Airmen fail to do so, the Central Office will initiate a reimbursement

action for Airmen to repay Military Tuition Assistance used to fund the course(s). (T-1).

6.2.6.3. Provide required documentation, including an educational goal or plan, prior to

requesting Military Tuition Assistance for the first time. Paragraph 6.5.1.3.1 outlines the

specific requirements for degree plans. (T-1).

6.2.6.4. Know the academic institution’s refund and withdrawal policies as outlined in the

institution’s Student Handbook (or equivalent). If Airmen believe they must withdraw

from courses, they shall consult with the Education and Training Section staff for the best

option, understand the financial obligations for withdrawal, and comprehend the impact on

their grade point average, etc. (T-1).

6.2.6.5. Understand that Military Tuition Assistance is intended to support off-duty, part-

time attendance. Airmen taking a course load that exceeds part-time study are at an

increased risk of failing to complete one or more courses or maintain appropriate grades,

which would result in the Airman’s obligation to repay tuition. (T-1).

6.2.6.6. When considering an academic institution, Airmen must consider the institution’s

accreditation (regional or national), policy on transfer credits (into and out of the

institution), total program cost, etc. Airmen should consult their Education and Training

148 DAFI36-2670 25 JUNE 2020

Section for guidance on how to choose the best institution to meet their professional and

individual needs. (T-1).

6.2.7. Supervisor. Supervisors shall review all Military Tuition Assistance requests for their

subordinates and approve or disapprove each request based on criteria outlined in paragraph

6.5.2.9. Supervisors may approve Military Tuition Assistance requests for Airmen who, in

their best judgment, have shown successful progress in their upgrade training or that the

temporary duty, permanent change of station, or professional military education attendance

will not adversely affect successful course(s) completion. Note: Current professional military

education guidance advises in-resident students to not enroll in off-duty education because of

the heavy academic schedule. Other supervisor duties are to: (T-1).

6.2.7.1. Ensure that Airmen have no military responsibilities that will adversely affect their

successful course completion (paragraph 6.5.2.9). (T-1).

6.2.7.2. Explain to Airmen their financial liability should they fail to successfully complete

their course(s) or fail to comply with other components of this instruction. (T-1).

6.3. Program Management.

6.3.1. Base-level Voluntary Education Program. The Education and Training Section Chief

is responsible for the overall management of the base Voluntary Education Program and will

ensure core functions are met by performing the following:

6.3.1.1. Conduct a formal needs assessment every five years or earlier if a major

population or mission change occurs on the base. The needs assessment will be conducted

in accordance with DoDI 1322.25 to determine the appropriate on-base degree/course

offerings. The process outlined in DoDI 1322.25 is the only approved means that Education

and Training Section Chiefs will follow when considering additions to on-base education

programs or services. Forward the needs assessment results for overseas locations to the

AFPC MAJCOM Functional Managers for use in the Department of Defense Tri-Service

Education Contract adjustment efforts; overseas installations will not self-procure on-base

degrees/course offerings. (T-0).

6.3.1.2. Prepare an annual execution plan for Program Element Codes 89732F and 84702F

and submit it to Major Command/Financial Management Office and AFPC MAJCOM

Functional Managers. Education and Training Section Chiefs are authorized to use Non-

Personal Services Contracts to support the Voluntary Education Program mission

requirements. The plan will include funds for staff training and professional development,

Non-Personal Services Contracts, office supplies and equipment but it will not include

Military Tuition Assistance. (T-1).

6.3.1.2.1. Develop statements of work and partner with local contracting office to

select qualified personnel to fill the Non-Personal Services Contracts. (T-1).

6.3.1.2.2. Utilize the Air Force Automated Education Management System

Accounting tool to track all Program Element Code 89732F and 84702F expenditures.

(T-1).

6.3.1.3. Ensure staff members are trained in Voluntary Education functions. (T-1).

6.3.1.4. Ensure Airmen are counseled on policy and application procedures prior to

receiving Military Tuition Assistance for the first time. Fully document all counseling

DAFI36-2670 25 JUNE 2020 149

actions in the Air Force Automated Education Management System (paragraph 6.3.3.6).

(T-1).

6.3.1.5. Update and maintain current, relevant information on the Air Force Virtual

Education Center. Review and update information at least quarterly, or sooner, if needed.

Publish information about educational opportunities and services on the Air Force Virtual

Education Center and other media. (T-1).

6.3.1.6. Update enlisted education levels and certifications in the Air Force Automated

Education Management System in accordance with Chapter 8, or other personnel systems,

as appropriate. The Air Force Institute of Technology will update officer education levels.

(T-1).

6.3.1.7. Provide oversight of on-base academic programs in accordance with the

Department of Defense Partnership Memorandum of Understanding, Air Force

Addendum, Installation Memoranda of Understanding (stateside – annually), and

Department of Defense Tri-Service Education Contracts. (T-1).

6.3.1.8. Conduct monthly quality assurance evaluations for contracted on-base institutions

(overseas installations only). (T-1).

6.3.1.9. Manage testing programs to ensure Force Development opportunities are

available. (T-1).

6.3.1.10. Ensure sound, timely, and complete Voluntary Education customer service is

provided to the base population via media such as websites, email, and the Air Force

Virtual Education Center. (T-1).

6.3.1.11. Ensure qualified education counselors are on staff to support the population

served (paragraph 6.1.4.4). (T-1).

6.3.1.12. Ensure all Airmen have a goal/degree plan entered into the Air Force Virtual

Education Center (paragraph 6.3.1.5). (T-1).

6.3.1.13. Oversee the execution of base-level contracts and memoranda of understanding

in accordance with contracting and AF/A1DLV guidance. (T-1).

6.3.1.14. Managing Overseas Voluntary Education Programs.

6.3.1.14.1. First-time Students. In accordance with DoDI 1322.19, Voluntary

Education Programs in Overseas Areas, overseas service members who have never

successfully completed a postsecondary course must attend their first course with an

approved overseas program institution in order to use Military Tuition Assistance for

the requested course(s). (T-0).

6.3.1.14.2. On-Base Marketing. Marketing of coursework or programs authorized by

non-contracted education providers is prohibited. Conducting any kind of education

activity on an installation will be limited to contracted academic institutions. (T-0).

6.3.1.14.3. Program Participation. The installation commander, host country

government, Status of Forces Agreement or other international agreements may deny

participation in education programs provided under the Voluntary Education Program.

150 DAFI36-2670 25 JUNE 2020

6.3.1.14.4. Quality Assurance. Education and Training Sections at overseas

installations will conduct monthly quality assurance evaluations to ensure contracted

institutions’ services comply with quality assurance standards. Surveillance reports

will be maintained for the life of the contract with copies sent to the AFPC/DP2SST

and Contracting Officer Representative. (T-0).

6.3.2. Memoranda of Understanding and Education Contracts. AFPC/DP2SST will ensure all

installation Memoranda of Understanding for bases in the Continental United States (including

Alaska and Hawaii) and contracts governing overseas bases comply with DoDD 1322.08E,

Voluntary Education Programs for Military Personnel, DoDI 1322.25, and DoDI 1322.19

prior to implementation. (T-0).

6.3.2.1. Installations will support approved on-base academic institutions/programs by

providing clean, safe, and climate-controlled classroom space in accordance with DoDI

1322.25. (T-0).

6.3.2.2. Approved on-base academic institutions will receive building utilities and office

space without reimbursement. (T-0).

6.3.2.3. Avoid duplication of on-base programs and general education courses. Different

delivery formats are not considered duplication. Courses that support CCAF degrees must

be offered.

6.3.2.4. On-base Memoranda of Understanding and overseas contracts allow enrollment

in programs in the following priority: RegAF military personnel; Air National Guard/Air

Force Reserve personnel; Department of Defense civilian personnel; adult family members

of military personnel, military retirees, Department of Defense Personnel; and local

community civilians in accordance with base access policies, both Continental United

States and Overseas Continental United States. (T-0).

6.3.3. Voluntary Education Central Office. The Voluntary Education Central Office is the

central cost center for all Air Force-wide Military Tuition Assistance processes. This office

manages execution of all financial actions relating to the Air Force Military Tuition Assistance

program. The Central Office will implement the Department of Defense and Air Force

Military Tuition Assistance policy and processes by performing the following tasks: (T-1).

6.3.3.1. Prepare and submit annual Military Tuition Assistance budget requirements for

Program Element Codes 89732F and 84702F to AF/A1DLV. (T-1).

6.3.3.2. Use the Air Force Automated Education Management System to track all Military

Tuition Assistance expenditures. (T-1).

6.3.3.3. Process and pay all Military Tuition Assistance invoices within established

timeframes. (T-1).

6.3.3.4. Work with students and academic institutions to ensure course final grades are

received and recorded within timeframes in this instruction. (T-1).

6.3.3.5. Provide Airmen guidance for submitting waiver and reimbursement requests.

(T-1).

6.3.3.6. Document all Military Tuition Assistance actions in the Air Force Automated

Education Management System. (T-1).

DAFI36-2670 25 JUNE 2020 151

6.3.3.7. Work with academic institution representatives and leaders to resolve disputes or

discrepancies in payments, grades, etc., as they relate to the Central Office’s main

functional areas. (T-1).

6.3.3.8. Process reimbursement actions in accordance with Financial Management Office

and AF/A1DLV guidance. (T-1).

6.4. Resources and Infrastructure Management.

6.4.1. Funding. The Voluntary Education Program uses appropriated funds in Program

Element Codes 89732F and 84702F in direct support of its mission in accordance with 10 USC

§ 2007. Funding supports Military Tuition Assistance, office materials and supplies,

contracted Voluntary Education support, personnel salaries, travel, per diem, and registration

costs for training and professional development of staff members. This funding is not part of

base operating support at any base (including joint bases) and will not be used to fund any

budget activities outside Program Element Codes 89732F and 84702F. (T-0).

6.4.2. Non-Personal Services Contracts.

6.4.2.1. Education and Training Section Chiefs may use a Non-Personal Services Contract

for specific and limited functional services as needed at a specific location to support

mission requirements of the Voluntary Education Program. If Non-Personal Services

Contracts are used, Education and Training Section Chiefs must ensure these contracts:

(T-1).

6.4.2.1.1. Are used only for test administrators, academic advisors, computer support

personnel, and facility monitors. (T-1).

6.4.2.1.2. Are justified, to include stating that federal positions are not available to

perform the services. (T-1).

6.4.2.1.3. Are established on a fixed or per unit basis. Financial obligation may not

extend beyond the end of the fiscal year unless provisions were made for extensions.

(T-1).

6.4.2.1.4. Contain five (5) appointments per test session as a minimum requirement for

a test administrator. AFPC/DP2SST may waive this requirement for Geographically

Separated Units. (T-3).

6.4.2.1.5. Are used to provide academic skills instruction only under the following

conditions:

6.4.2.1.5.1. Defense Activities for Non-Traditional Education Support, or units

funding the course, will provide academic skills instruction for the On-Line

Academic Skills Course. (T-1).

6.4.2.1.5.2. They include instructional costs and course material for off-duty

classes on a per course basis, but will not include the purchase of hardware or

technology equipment. (T-1).

6.4.2.1.5.3. Tutorial services are authorized under academic skills instruction when

separate courses are not feasible. However, a minimum of five students must be

signed up to conduct an academic skills course. Students who register for the

course must attend all sessions. (T-1).

152 DAFI36-2670 25 JUNE 2020

6.4.2.2. AFPC MAJCOM Functional Managers will review all Non-Personal Services

Contracts to ensure they are valid and justified, to include a statement that federal positions

are not available to perform the services. If these criteria are met, approve prior to

submission to the contracting office. (T-1).

6.4.3. Records. The Air Force Automated Education Management System is the official

automated System of Record for the Voluntary Education Program. Automated records

relating to the Voluntary Education Program will be maintained indefinitely. (T-1).

6.4.4. Reports.

6.4.4.1. AF/A1DLV will prepare and submit an annual Voluntary Education Program

Report to the Office of the Undersecretary of Defense, Personnel and Readiness, Military

Community and Family Policy. AF/A1DLV will make reports available to

AFPC/DP2SST, Air National Guard and Air Force Reserves to assist in program

development and administration. (T-0).

6.4.4.2. Education and Training Section Chiefs will ensure that data entered in the Air

Force Automated Education Management System Accounting Tool is reviewed and

corrected quarterly (31 December, 31 March, 30 June, and 30 September) to prepare for

the Voluntary Education Program Annual Report. (T-1).

6.4.4.3. Test Control Officers will prepare and submit annual and/or quarterly reports for

all Defense Activities for Non-Traditional Education Services sponsored exams. (T-0).

6.4.4.4. Test Control Officers must prepare and submit all annual reports and/or

recertification for Air University/A3/6 testing programs by, as required. (T-1).

6.4.4.5. Education and Training Section Chiefs must prepare and submit all program

reports required by AFPC MAJCOM Functional Managers in accordance with established

timelines. (T-1).

6.4.4.6. Education and Training Section Chiefs, Air Force Military Tuition Assistance

Central Office, and AFPC MAJCOM Functional Manager will research and develop ad

hoc reports/data as required by AF/A1DLV. (T-1).

6.4.4.7. Central Office coordinates officer Active Duty Service Commitments and

associated actions. (T-1).

6.5. Military Tuition Assistance Program Management.

6.5.1. Authority. Title 10 USC § 2005 and § 2007, the Annual Appropriations Act, DoDD

1322.08E, DoDI 1322.25, this instruction, and Air Force Personnel Center’s Military Tuition

Assistance Guide authorize Military Tuition Assistance, and outline policy for waivers and

reimbursements for Military Tuition Assistance.

6.5.1.1. The Air Force provides Military Tuition Assistance for the cost of tuition not to

exceed $250.00 per semester hour credit and $166.66 per quarter hour credit, and a fiscal

year annual Military Tuition Assistance cap of $4,500.00, applicable to all eligible Airmen.

Any combined use for Reservists of Regular Air Force Military Tuition Assistance and

Reserve Military Tuition Assistance has an annual cap of $4,500.00; the two funding

sources cannot be used to pay for the same course. Military Tuition Assistance for

DAFI36-2670 25 JUNE 2020 153

activated Guard and tuition assistance benefit offered by the State Air National Guard

cannot be used to pay for the same course. (T-0).

6.5.1.2. Course(s) are funded using one-year funds in Program Element Code 89732F

based on the course start date. Military Tuition Assistance will not be issued earlier than

45 days prior to course start date. (T-1).

6.5.1.2.1. Education and Training Section Chiefs (or their designees) must approve all

waiver requests for this 45-day rule. (T-1).

6.5.1.2.2. AFPC/DP2SST must approve/recreate an auto-deleted Military Tuition

Assistance form. (T-1).

6.5.1.3. Airmen must create an educational goal in the Air Force Virtual Education Center

that meet the following criteria: (T-1).

6.5.1.3.1. Degree plans must be officially evaluated plans completed by the degree

granting institution and include ALL transfer credit accepted toward degree

completion. Transfer work includes, but is not limited to, academic tests, CCAF credit,

other Air Force training, as well as courses taken at other academic institutions. (T-1).

6.5.1.3.2. The evaluated degree plan must include ALL courses required for

completion of the degree and include the original plan the institution supplied to the

Airman for a single degree. (T-1).

6.5.1.3.3. Airmen must provide an evaluated degree plan from the academic institution

no later than after they have completed two courses with the institution. Military

Tuition Assistance will be denied until the Education and Training Section receives

and approves an evaluated degree plan. Education and Training Section Chiefs can

override business rules to approve Military Tuition Assistance up to 12 semester hours

or equivalent (undergraduate degrees only). Airmen who take courses after the

completing the first two courses, but before the approval of the degree plan, using any

other funding source, will not be eligible for retroactive Military Tuition Assistance.

(T-1).

6.5.1.3.4. Education and Training Section personnel must upload the evaluated plan

into the Airman’s Air Force Automated Education Management System record before

additional Military Tuition Assistance will be approved for that Airman. Any changes

to the degree plan after it is approved may result in denial of Military Tuition Assistance

for that Airman until a new degree plan is submitted and approved. Any courses taken

during the denial period using any other funding source will not be eligible for

retroactive Military Tuition Assistance. (T-1).

6.5.1.4. Airmen will reimburse Military Tuition Assistance for unsatisfactory or missing

grades. Unsatisfactory grades are a “D” and below for undergraduate course(s) and a grade

of “C” or below for graduate course(s). Missing grades are grades that are not received

and updated in the official student education records by the 60th day after the end of the

course date on the approved Military Tuition Assistance request. (T-1).

6.5.1.4.1. Airmen will have no more than 30 days to respond to the notification of

reimbursement. Airmen are ultimately responsible for ensuring grades are in their Air

Force Automated Education Management System education record by required

154 DAFI36-2670 25 JUNE 2020

deadlines. After 30 days, Central Office will initiate a reimbursement action for

Airmen to repay Military Tuition Assistance used to fund the course(s). Refunds will

not be given to students for grades changed from unsatisfactory/missing to

satisfactory/updated after the 30 days have passed. (T-1).

6.5.1.4.2. Airmen receiving incomplete grades must attain a satisfactory grade within

the time limit stipulated by the institution or 120 days after the end of the course as

listed on the electronic Military Tuition Assistance Request, whichever comes first. If

a satisfactory grade has not been received at the end of this period, the Central Office

will initiate a reimbursement action for Airmen to repay the Air Force for the Military

Tuition Assistance used to fund the course(s). If an Airman presents a grade after the

deadline, he/she failed to meet the completion requirements; thus, the Central Office

will not return the Military Tuition Assistance to the Airman and will not stop or

suspense the reimbursement action. (T-1).

6.5.1.4.3. Education and Training Section Chiefs (or their designees) may deny

Military Tuition Assistance if, in their professional judgment, the course load is

detrimental to the Airman or the Air Force. Education and Training Section Chiefs

may use any information available, including, but not limited to, grade point average,

course withdrawal history, and types of courses requested to determine whether or not

to deny a Military Tuition Assistance request. (T-1).

6.5.1.5. Execution of all financial actions associated with the Military Tuition Assistance

program are centralized at the Central Office. In conjunction with the base Education and

Training Section, the Central Office will mediate Military Tuition Assistance conflict

resolution between Airmen and the Air Force instruction. (T-1).

6.5.1.6. The Central Office and the Education and Training Section will annotate all

actions relating to Military Tuition Assistance approvals, denials, waivers, and

reimbursements in the student’s Air Force Automated Education Management System

record. (T-1).

6.5.1.7. Airmen who do not maintain a cumulative undergraduate grade point average of

2.0 or higher after having completed 15 semester hours or equivalent will not be authorized

Military Tuition Assistance until they have raised their grade point average to the required

level. For graduate-level courses, Airmen must maintain a grade point average of 3.0 or

higher after having completed six (6) semester hours or equivalent (Exception: Airmen

must maintain grade point average that is specified by the commissioning program). To

compute grade point average, the Education and Training Section will use all grades funded

with Military Tuition Assistance, regardless of reimbursement actions. (Exception: If an

Airman falls below the minimum grade point average, then course(s) paid using other

funding sources since starting to use Military Tuition Assistance to meet the minimum

grade point average requirement will be used to compute the new grade point average).

(T-0).

6.5.2. Airmen Eligibility. The Air Force provides Military Tuition Assistance when the course

dates fall within an Airman’s dates of activation, for the following Regular Air Force and

activated/mobilized Air Reserve Component personnel: (T-1).

DAFI36-2670 25 JUNE 2020 155

6.5.2.1. Enlisted members must be in the Regular Air Force for the length of the course.

If duty dates do not correspond with term dates, Airmen must be able to show that they

reenlisted (DoD Form 4, Enlistment/Reenlistment Document Armed Forces of the United

States) or extended his/her enlistment to include course end date (AF Form 1411, Extension

of Enlistment in the Air Force). (T-1).

6.5.2.2. RegAF officers on active duty must have a Date of Separation or deactivation date

that is two-years or more after the end of the course date. Officers unable to meet this

requirement will not be authorized Military Tuition Assistance. Officers eligible to receive

Military Tuition Assistance will incur a two-year Active Duty Service Commitment.

Active Duty Service Commitments are computed based on the course end date. Officers

are subject to reimbursement action on the remaining Active Duty Service Commitment if

they separate/retire before they complete their Active Duty Service Commitment. (T-0).

6.5.2.3. RegAF officer Active Duty Service Commitment waiver requests will be

considered by AFPC when an officer applies for early separation. Any incurred Military

Tuition Assistance debt will be processed by the Central Office and funds will be returned

to the Central Office via Defense Finance and Accounting Service. (T-1).

6.5.2.4. Activated Guard and Reserve Airmen on Title 10 or Title 32, Section 502 (f)

orders are eligible for Federal Air Force Military Tuition Assistance. They must provide a

copy of orders to verify the activated time and that they meet all eligibility requirements

for receiving Military Tuition Assistance. All documents will be uploaded to the Airman’s

Air Force Automated Education Management System file to include home unit address.

(T-1).

6.5.2.5. Activated Guard and Reserve officers must agree to remain on active duty for a

period of at least two years after they complete the training or education for which the

charges are paid by Military Tuition Assistance. Officers unable to meet this commitment

will be required to convert to a four-year Reserve Service Commitment or two times the

length of the remaining regular Active Duty Service Commitment. RegAF Education and

Training Section will contact Headquarters Air Reserve Personnel Center (ARPC/DPTTB)

to adjust the service commitment when the members out-processes. (T-1).

6.5.2.6. Selected Reserve (unit guard, reserve, or individual reserve) on Title 10 orders §§

12301(a), 12301(d), 12301(g), 12302, or 12304 may receive Military Tuition Assistance.

Orders must be on file in the member’s Air Force Automated Education Management

System Digital File Folder and cover the duration of the course. Officers incur a four-year

Reserve Service Commitment. A signed Reserve Service Commitment contract reflecting

the four-year Reserve Service Commitment will be uploaded into the Air Force Automated

Education Management System prior to issuing Military Tuition Assistance. Military

Tuition Assistance request for Selected Reserve officers will be routed first to

ARPC/DPTTB for validation of the Reserve Service Commitment before going to the

RegAF supervisor for final approval. Reserve personnel may continue to use Reserve

Tuition Assistance instead of Military Tuition Assistance. Use of either type of funds will

result in a four-year Reserve Service Commitment by officers. (T-1).

6.5.2.7. Airmen must take an interest inventory and receive counseling by an education

counselor about the results before an initial Military Tuition Assistance request will be

approved. (T-1).

156 DAFI36-2670 25 JUNE 2020

6.5.2.8. Airmen who have an Unfavorable Information File, are on a control roster, have

failed or are overdue their most recent Physical Fitness test, and/or have a current referral

Enlisted Performance Report/Officer Performance Report at the time of application for

Military Tuition Assistance, are ineligible for Military Tuition Assistance. There are no

waivers. Airmen who are denied Military Tuition Assistance and use other means to fund

course(s) are not eligible for retroactive Military Tuition Assistance for those course(s)

after the removal of the above barriers. All other eligibility requirements apply in order

for the Airman to resume receiving Military Tuition Assistance. (T-1).

6.5.2.9. Supervisors must approve or disapprove all Military Tuition Assistance requests

and can deny the request if they believe Airmen are in any of the below circumstances,

which most likely would impede successful completion of the requested course(s): (T-1).

6.5.2.9.1. Airman is in upgrade training. (T-1).

6.5.2.9.2. Airman will have a Permanent Change of Station during any portion of the

course. (T-1).

6.5.2.9.3. Airman is scheduled to attend or enrolled in Professional Military Education.

(T-1).

6.5.2.9.4. Other factors the supervisor deems to be impediments to successful course

completion including excessive course load (e.g., two or more courses in an accelerated

term). (T-3).

6.5.2.9.5. Airmen assigned overseas must meet eligibility criteria outlined in DoDI

1322.19, Voluntary Education Programs in Overseas Areas. (T-0).

6.5.3. Institution Eligibility. The Air Force will provide Military Tuition Assistance for

courses provided by institutions meeting the requirements outlined in DoDI 1322.25, which

includes the following: (T-0).

6.5.3.1. Signed the Department of Defense Partnership Memorandum of Understanding,

Air Force Addendum, and Installation Memorandum of Understanding (if the institution(s)

conducts business on the installation). (T-0).

6.5.3.2. Airmen who attend institutions without an approved Department of Defense

Partnership Memorandum of Understanding will not be reimbursed for Military Tuition

Assistance. (T-0).

6.5.3.3. Institutions must be accredited by a regionally, nationally, or specialized

accrediting body recognized by the United States Department of Education. (T-0).

6.5.3.4. Must be Title IX and Veterans Affairs approved. (T-0).

6.5.4. Military Tuition Assistance Authorized Uses. Air Force Military Tuition Assistance

funds may be authorized for the following: (T-1).

6.5.4.1. Off-duty courses leading to the completion of a high school diploma. (T-0).

6.5.4.2. Military Tuition Assistance will fund no more than 124 semester hours/186

quarter hours for an undergraduate degree and 42 semester hours/63 quarter hours for a

graduate degree. Total graduate program cannot exceed 42 semester hours/63 quarter

hours to include undergraduate pre-requisites on an evaluated degree plan. (T-1).

DAFI36-2670 25 JUNE 2020 157

6.5.4.2.1. Airmen may pursue more than one major within the same degree as long as

the total number of semester hours or equivalent for the degree outlined in paragraph

6.5.4.2 is not exceeded. (T-1).

6.5.4.2.2. Airmen will be allowed two degree program/school changes. Before a

degree change, the Airman must complete an interest inventory (i.e., Kuder Journey),

discuss the inventory results with a guidance counselor, and have his/her record

annotated in the Air Force Automated Education Management System. The maximum

hours for undergraduate and graduate degrees is outlined in paragraph 6.5.4.2 will not

be exceeded under any circumstance. (T-1).

6.5.4.2.3. Airmen will not be allowed to change degree programs/schools if they have

completed 90 semester hours or 135 quarter hours for an undergraduate degree or nine

(9) semester hours or 14 quarter hours for a graduate degree. (T-1).

6.5.4.2.4. Airmen must provide the Education and Training Section official

documentation of degree completion before they will be authorized Military Tuition

Assistance to complete another degree. (T-1).

6.5.4.3. Off-duty foreign language courses not part of a degree plan and integral to the Air

Force Strategic Language List. (T-1).

6.5.4.3.1. All language courses must be in the same language and will not exceed a

total of 12 semester hours or equivalent. Courses must result in the award of academic

credit. After completing no more than six (6) semester hours (or equivalent), Airmen

must take the Defense Language Proficiency Test in their chosen language, if available.

If there is no Defense Language Proficiency Test, then Airmen must take the

appropriate Oral Proficiency Interview. Based on the scores achieved, Airmen may be

eligible for Foreign Language Proficiency Bonus. Airmen are encouraged to review

AFMAN 36-2664, Personnel Assessment Program, for more information on the Air

Force Foreign Language Program. (T-1).

6.5.4.3.1.1. Upon completing the Defense Language Proficiency Test, Airmen will

be eligible for no more than an additional six (6) semester hours (or equivalent) in

the same language. Airmen who fail to take a Defense Language Proficiency Test

or to take the Oral Proficiency Interview within prescribed timelines (60 days for

the Defense Language Proficiency Test and 90 days for the Oral Proficiency

Interview) will reimburse Military Tuition Assistance. If a language changes status

on the Strategic Language List after a member has begun courses in that language,

the member may continue to receive Military Tuition Assistance for the language

in which they began their studies. Airmen may not use Military Tuition Assistance

for a different language. (T-1).

6.5.4.3.1.2. All courses taken under this provision will be used to compute the

student’s grade point average. (T-1).

6.5.4.3.2. Prevalent-in-the-Force languages will not be funded, except for assignments

outside Continental United States or for select Air Force Strategic Language List

Prevalent-in the-Force languages which include the following: French, Russian, Arabic

(Modern Standard), Chinese-Mandarin, Korean, Persian-Iranian (Farsi) and Japanese.

Military Tuition Assistance will be authorized for host country languages for members

158 DAFI36-2670 25 JUNE 2020

assigned overseas and for no more than 12 semester hours (or equivalent). Upon

completion of six (6) and 12 semester hours (or equivalent), Airmen must take the

appropriate Defense Language Proficiency Test and/or Oral Proficiency Interview and

provide the Education and Training Section a score report within the time frames

established in paragraph 6.5.4.3.1.1. Failure to take the Defense Language

Proficiency Test within 60 days of completing the last course will result in a mandatory

reimbursement of Military Tuition Assistance. Airmen are authorized 12 semester

hours or equivalent per country and must be in country on approved orders before

Military Tuition Assistance will be approved. Orders will be uploaded in the member’s

Air Force Automated Education Management System Digital File Folder. (T-1).

6.5.4.4. Fees for institution-owned examinations resulting in the award and application of

credit to the degree plan. Prior to Military Tuition Assistance approval and testing, Airmen

must work with the Educating and Training Section to ensure the exams will fulfill the

requirements on the approved degree plan. If so, the Education and Training Section will

work with the Central Office prior to the student taking the exam(s) for approval in order

for the student to be reimbursed. Students who take the exam(s) before receiving final

approval will not be eligible for reimbursement. Airmen must provide results to the Central

Office no later than 60 days after the test date. Airmen failing to meet this timeframe will

not be reimbursed. Institution-owned exam(s) must be used only to fulfill courses on the

student’s approved degree plan. (T-1).

6.5.4.5. Registration fees for computer-based College Level Exam Program tests at off-

base National Test Centers for members not located on an installation, such as Air Force

Recruiters and members performing embassy duty. Airmen will work with their servicing

Education and Training Section and follow the steps outlined in paragraph 6.5.4.4.

6.5.4.5.1. Pre-requisite courses for Air Force commissioning programs. Commanders

must recommend Airmen for commissioning programs in a memorandum to the

Education and Training Section (loaded to member’s Digital File Folder) prior to the

Airman requesting the degree plan to be loaded to his/her Air Force Automated

Education Management System education goal. The degree plan must outline all pre-

requisites courses, which will count towards the 124 semester hours or equivalent cap.

Member must maintain grade point average that is specified by the commissioning

program. Retaking of courses where a grade is earned and is considered passing (un-

reimbursable) under Military Tuition Assistance rules is not authorized. Funding is

limited for pre-requisite courses for one commissioning program at a time. If a member

is not selected, he/she can pursue another commissioning program. Airmen will not

exceed the 124 semester hour/186 quarter hour cap. (T-1).

6.5.4.5.2. Remedial courses required for mathematics and English. The courses must

be on the degree plan and will count toward the Military Tuition Assistance funding

and semester hour cap as well as minimum grade point average requirements.

Remedial courses, such as mathematics and English, will be funded for students

pursuing a CCAF degree. The academic institution must certify, in writing, the need

for these courses. (T-0).

DAFI36-2670  25 JUNE 2020  159 
6.5.4.6.  Military  Tuition  Assistance  will  not  fund  more  than  42  semester  hours  or 
equivalent for a professional degree that does not require an awarded master’s degree as a 
prerequisite (i.e., Master of Divinity and Juris Doctor). (T-1). 
6.5.5.  Military Tuition Assistance Prohibitions.  Military Tuition Assistance will not be issued 
for the following:  
6.5.5.1.  Requests received after the course start date. (T-1). 
6.5.5.2.  Tuition paid in whole or in part by other Federal benefits or other appropriated 
funds.  This includes Veterans Affairs education benefits.  Exception: Veterans Affairs 
“Top Up” may be used to cover the portion not paid by Military Tuition Assistance. (T-0). 
6.5.5.3.  Officers  attending  educational  institutions  under  the  Excess  Leave  Program. 
(T-1). 
6.5.5.4.  Course(s)  that  apply  toward  an  educational  goal  at  a  lower  or  equal  level  of 
education to one already attained either before or after entering the Service.  (Exceptions:  
paragraphs 6.5.6.1, 6.5.6.2 and 6.5.6.3.).  Any unauthorized or fraudulently obtained tuition 
assistance will be reimbursed by the member. (T-1). 
6.5.5.5.  Officers who have completed an Air Force-sponsored master’s degree (e.g., Air 
Force Institute of Technology, Air War College, Air Command and Staff College, etc.,) 
are ineligible to pursue a masters degree using Military Tuition Assistance. (T-1). 
6.5.5.6.  Additional course credits when an Airman changes programs at the same degree 
level. Airmen are authorized only two degree program changes (paragraph 6.5.4.2.2). 
(T-1). 
6.5.5.7.  Tuition for audited courses, zero credit courses, evaluated experiential learning, 
evaluated transfer credit, evaluation of portfolio, and transcription for credit.  Tuition or 
fees for non-credit awarding tests, or any test or course designated as test preparation, test 
taking study skill, or review. (T-1). 
6.5.5.8.  Tuition  for  repeated  course(s)  or  course(s)  equivalent  in  content  to  a  course 
already  completed  using  any  funded  source,  this  includes  College  Level  Examination 
Program/DANTES Standard Subject Tests (Exception: Pre-requisites for commissioning 
programs, paragraph 6.5.4.5.1.).  Course(s) for which the Airman used Military Tuition 
Assistance and has reimbursed the Air Force will be eligible for one retake using Military 
Tuition Assistance.  Course(s) for which reimbursement was waived (partial or whole) will 
be eligible for one retake using Military Tuition Assistance. (T-1). 
6.5.5.9.  Tuition for post-master’s  courses  and  doctorate  degrees  and  their  equivalents. 
(T-0). 
6.5.5.10.  Tuition  in  excess  of  the  Department  of  Defense  and  Air  Force  annual  and 
credit/quarter hour caps. (T-0). 
6.5.5.11.  Tuition for course work used to qualify CCAF faculty, including other Service 
members, to perform a specific military function, or taken as a substitute for required 
military training.  CCAF faculty who do not have the required academic credentials at time 
of assignment selection will have tuition, fees, and books paid using a separate program 
code within Program Element Code 89732F.  (T-1). 

160 DAFI36-2670 25 JUNE 2020

6.5.5.11.1. Under the CCAF Instructor Tuition Program, CCAF faculty members will

provide the Education and Training Section a copy of their contracts to be uploaded to

their Digital File Folders. (T-1).

6.5.5.11.2. All courses will be included in the overall grade point average. CCAF

faculty utilizing this program and receiving “incomplete” grades must attain a

satisfactory grade within the time stipulated by the institution or 120-days after the end

of the course, whichever comes first. (T-1).

6.5.5.11.3. CCAF faculty utilizing this program who do not maintain the minimum

grade point average requirements as outlined in paragraph 6.5.1.7, and do not meet

eligibility requirements outlined in paragraph 6.5.2.8, will be denied further CCAF

Instructor Training Program funding. (T-1).

6.5.5.11.4. CCAF faculty utilizing this program must submit grade completion within

60 days of course end date. Failure to do so will result in denial of further participation

in the CCAF Instructor Tuition Program. (T-1).

6.5.5.11.5. Academic institutions must meet the eligibility requirements outlined in

paragraph 6.5.3. (T-1).

6.5.5.11.6. The Military Tuition Assistance Central Office, using the Air Force

Automated Education Management System, Air Force Virtual Education Center, and

Academic Institution Portal, will administer the CCAF Instructor Tuition Program for

invoicing and grades management. (T-1).

6.5.5.11.7. Upon notification that an individual is a non-degreed CCAF faculty

member, Education and Training Section staffs will lock the individual’s record and

manually process the Military Tuition Assistance Request by selecting the CCAF

Instructor Tuition Program as the funding source in the Air Force Automated Education

Management System. CCAF faculty utilizing this program will ensure all costs,

including tuition, fees and books, are correct. Any changes after approval may result

in a financial obligation to the CCAF faculty member. The current reimbursement

process at the Military Tuition Assistance Central Office will continue for CCAF

faculty members who must purchase books out-of-pocket. Upon notification of

graduation, CCAF faculty members’ records will be unlocked and they will be allowed

to pursue Military Tuition Assistance under the provisions outlined in this instruction.

(T-1).

6.5.5.11.8. CCAF faculty members who do not meet the qualifications for continued

use of the CCAF Instructor Tuition Program will still have their education records

locked until the Education and Training Section is notified by the unit that the

individual has either been removed as a CCAF faculty member from teaching a CCAF

credit-awarding class or has completed all degree requirements. In the case of CCAF

Associate of Applied Science degree completion, the Education and Training Section

will process a CCAF Student Action Request to nominate the individual as a graduate.

Upon notification of official graduation from the degree-granting institution, the CCAF

faculty member’s record will be unlocked in order to receive military tuition assistance

funds. (T-1).

DAFI36-2670 25 JUNE 2020 161

6.5.5.11.9. Non-degreed CCAF faculty members will be capped at no more than

$250.00 per semester hour or $166.66 per quarter hour and not to exceed a lifetime cap

of $4,500. CCAF faculty utilizing this program must provide receipts for items for

which they are requesting reimbursement. (T-1).

6.5.5.11.10. Non-degreed, non CCAF faculty members who are not required to have a

CCAF or civilian degree for their duty position remain eligible for regular Military

Tuition Assistance courses. (T-1).

6.5.5.12. Incarcerated Airmen or those awaiting appellate review. (T-1).

6.5.5.13. Members of other Services. (Exception: Non-degreed CCAF faculty members).

(T-1).

6.5.5.14. The purchase of textbooks, e-books, CDCs/DVDs, references/instructional

materials, electronic equipment/supplies, and certificate/license examinations. (T-0).

6.5.5.15. Airmen with outstanding and/or unresolved “incomplete”, “failed”, or

“withdrawal” grades. Airmen must satisfactorily resolve these grades or complete the

reimbursement process (i.e., satisfactorily complete all required paperwork to begin

reimbursement) before Military Tuition Assistance will be approved. Any course(s)

Airmen take using any other funding source while these issues are being resolved will not

be eligible for retroactive Military Tuition Assistance for those courses. (T-1).

6.5.5.16. A non-accredited training organization which has formed a partnership or

contractual arrangement with a fully accredited institution to provide instruction in support

of the institution’s accredited programs. (T-0).

6.5.5.17. All Airmen (officer and enlisted) who have one or more ineligibility factors

(paragraph 6.5.2.8). (T-1).

6.5.5.18. Tuition for clinical internships that were a condition of contract for entry into the

RegAF. (T-1).

6.5.6. Military Tuition Assistance Exceptions. Military Tuition Assistance may be authorized

under the following specific conditions:

6.5.6.1. Enlisted Airmen to pursue one civilian associate degree after completion of CCAF

Associate of Applied Science degree. (T-1).

6.5.6.2. Enlisted Airmen with an associate degree or higher pursuing an initial and

subsequent CCAF Associate of Applied Science degree. (T-1).

6.5.6.3. Airmen reenrolling in a course previously reimbursed/waived to/by the Air Force.

Airmen are limited to one retake per course using Military Tuition Assistance. (T-1).

6.5.6.4. CCAF Instructor Tuition Program. CCAF faculty members utilizing this program

who receive unsatisfactory grades (as defined in paragraph 6.5.1.4) will not be required

to reimburse the Air Force for the cost of the course. (T-1).

6.5.6.5. A second master’s degree in International Relations for Line of the Air Force and

Air Force Medical Service personnel. Line of the Air Force officers completing an

advanced academic degree in international relations (with regional focus) will meet one

requirement for gaining eligibility for the Foreign Area Officer direct utilization board.

162 DAFI36-2670 25 JUNE 2020

Under this exception, Military Tuition Assistance is only available to officers with 15 years

or less Total Active Federal Commissioned Service. All other requirements in this Air

Force instruction apply. The Office of the Deputy Under Secretary of the Air Force,

International Affairs, International Airmen Division (SAF/IAPA) must approve (via letter)

any exception to policy for Line of the Air Force personnel. (T-1).

6.5.6.5.1. The degree must be in International Relations or equivalent with a

concentration or major in an area of specialization that requires a minimum of 12

semester hours or equivalent focused on a geographic region. Due to the continual shift

of global defense priorities, the region will be subject to SAF/IAPA approval for Line

of the Air Force officers and Air Force International Health Specialists for Air Force

Medical Service officers to ensure alignment with current requirements. (T-1).

6.5.6.5.2. The officer sends an email directly to the International Affairs Specialist

program office in SAF/IAPA ([email protected]) for

Line of the Air Force personnel or to the Air Force International Health Specialists

program office ([email protected]) for Air

Force Medical Service personnel requesting review of his/her degree choice. The

officer must attach a copy of his/her degree plan including a course listing and the

academic institution’s type of accreditation. (T-1).

6.5.6.5.3. SAF/IAPA or Air Force International Health Specialists will notify the

officer of his/her request approval/disapproval. (T-1).

6.5.6.5.4. If approved, the officer takes the written approval and the degree plan to the

Education and Training Section and requests Military Tuition Assistance for their

second master’s degree. Only SAF/IAPA or Air Force International Health Specialists

can approve these specific degrees as meeting Air Force needs. The Education and

Training Section Chief cannot disapprove degree plans from SAF/IAPA or Air Force

International Health Specialists. (T-1).

6.5.6.6. A Master of Law degree with specializations in Cyber Law, International Law,

Environmental Law, Labor Law, Air and Space Law, Government Procurement Law,

Constitutional Law or National Security Law for RegAF Judge Advocates with 15 years

of Total Active Federal Commissioned Service or less. Non-judge advocate officers with

a doctorate (or equivalent) are ineligible. Participants must be approved by Headquarters

Air Force Office of the Judge Advocate General, Professional Development Directorate.

All other requirements in this Air Force instruction apply. (T-1).

6.5.7. Military Tuition Assistance Process. The Education and Training Section Chief will

ensure Airmen are informed of the Military Tuition Assistance process which includes: (T-1).

6.5.7.1. Verify/review the funding request to authorize future payment of Military Tuition

Assistance for approved college courses. Education and Training Section Chiefs will

ensure that identified funding requests are reviewed for the following quality controls:

6.5.7.1.1. Excessive course load (paragraph 6.5.2.9.5). (T-1).

6.5.7.1.2. Excessive tuition costs (generally 10% above average cost for that

institution). (T-1).

6.5.7.1.3. Extended course lengths. (T-1).

DAFI36-2670  25 JUNE 2020  163 
6.5.7.1.4.  Military Tuition Assistance is denied for Airmen who do not meet eligibility 
criteria in paragraph 6.5.2.8 at the time of application. (T-1). 
6.5.7.2.  Ensure the institution meets eligibility for Military Tuition Assistance outlined in 
paragraph 6.5.3.  (T-0). 
6.5.7.3.  Ensure the courses and degree meet criteria in paragraphs 6.5.3 and 6.5.4. (T-0). 
6.5.7.4.  Confirm Military Tuition Assistance  is  used by Airmen in  accordance  with a 
documented educational goal and that Airmen progress in a logical, progressive manner. 
(T-1). 
6.5.7.5.  All tuition assistance must be requested and approved prior to the course start date.  
Military  Tuition  Assistance  is  approved  on  a  course-by-course  basis  and  only  for  the 
specific course(s) and course dates that the member requests.  (T-0). 
6.6.  Testing Programs. 
6.6.1.  Overview.  The Education and Training Section Chief or designee will manage the 
Testing Program to ensure Voluntary Education as well as Force Development opportunities 
are provided through the following testing programs:  (T-0). 
6.6.1.1.  Defense Activities for Non-Traditional Education Support testing for academic 
credit is open to all  eligible  personnel.  Test Control  Officers, Alternate Test  Control 
Officers, and Test Examiners must comply with all policies and procedures in the Defense 
Activities for Non-Traditional Education Support Examination Program Handbook. (T-0). 
6.6.1.1.1.  Each  Defense  Activities  for  Non-Traditional  Education  Support  test  site 
must maintain a local test site Standard Operation Procedure Handbook, which must 
be reviewed annually and updated as necessary. (T-0). 
6.6.1.1.2.  Defense  Activities  for  Non-Traditional  Education  Support  Test  Control 
Officer,  Alternate  Test  Control  Officer  and  Test  Examiners  must  possess  a 
baccalaureate degree from an accredited institution recognized by the United States 
Department of Education.  Waivers will not be granted. (T-0). 
6.6.1.1.3.  On-base  National  Test  Centers  may  be  established  to  provide  Defense 
Activities Non-Traditional Education Support (DANTES) Standardized Subject Tests, 
College Level Examination Program, institutional exams, credentialing exams, etc. 
6.6.1.2.  Air University/A3/6 Military Testing Programs. 
6.6.1.2.1.  Test  Control  Officers  and  Test  Examiners  will  ensure  compliance  with 
published  policies  and  procedures  for  the  administration  of  Air  University/A3/6 
examinations, and Chapter 4.  (T-1). 
6.6.1.2.2.  Test  Control  Officers  and  Test  Examiners  must  follow  Air  University 
guidance.  (T-1). 
6.6.1.2.3.  Air Force military personnel tests will be administered in accordance with 
the policies and procedures contained in AFMAN 36-2664. (T-1). 
   

164 DAFI36-2670 25 JUNE 2020

6.6.1.3. Defense Language Programs. Test Control Officers will administer foreign

language examinations in accordance with Defense Language Institute guidelines

administration procedures for Defense Language Aptitude Battery and Defense Language

Proficiency Test. (T-0).

6.6.1.4. Federal Aviation Administration. Test Control Officers may administer Federal

Aviation Administration Airman Knowledge tests once becoming an approved Federal

Aviation Administration testing center. Test administration must be conducted in

accordance with Federal Aviation Administration Order 8080.6 (as amended), Conduct of

Airman Knowledge Tests. (T-0).

6.6.2. Prohibitions. Test Control Officers will no longer administer civilian college distance

learning or placement examinations. (T-1).

6.6.3. Test Facilities. Test facilities must adhere to the testing condition requirements set forth

in AFMAN 32-1084, Facility Requirements. (T-1).

6.7. Counseling Services.

6.7.1. Program Description. Education and career counseling are core processes and are the

foundation for identifying, acquiring, and delivering high-quality, deliberate, adult education

programs and services. As financial and developmental stewards for the Air Force’s most

critical asset - its Airmen - Education and Training Section Chiefs, Education Services

Specialists, and counselors are responsible for assisting Airmen from the time they enter

military service until the time they separate or retire. They accomplish this by establishing

realistic and timely short- and long-term professional, educational, and vocational goals that

align with Air Force and individual developmental goals, identifying challenges to goal

attainment, and providing periodic follow-up.

6.7.2. Requirements. (T-1).

6.7.2.1. The Education and Training Section Chief will ensure academic and career

counseling, to include Military Tuition Assistance and degree program guidance, are

conducted by staff who are professionally qualified in accordance with Office of Personnel

Management qualification standards for the 1740 Education Services Series. (T-0).

6.7.2.2. The Education and Training Section staff will maintain comprehensive student

records in the Air Force Automated Education Management System to include, but not

limited to: initial and subsequent counseling sessions; reviewing, approving and uploading

degree/education plans; performing CCAF Student Action Requests; updating enlisted

education levels; annotating routine inquiries and referrals. (T-0).

6.7.2.3. Installation/Host Commander will ensure adequate private office space is

available to conduct confidential discussions/consultations with students. (T-1).

6.7.3. Counseling Functions. Counseling and advising include providing information and

analysis of students’ academic goals, and offering them options to successfully meet those

goals. Education Services Specialists and counselors must be knowledgeable about all levels

of postsecondary education in order to guide undergraduate and graduate students. To

accomplish this, Education Services Specialists and counselors will: (T-1).

6.7.3.1. Provide information, resources, and analysis to Airmen ranging from basic

information such as credit hour, accreditation, and available programs to more advanced

DAFI36-2670 25 JUNE 2020 165

guidance, which includes assessment of interests and long-term goals, and preparing for

post-service careers. (T-1).

6.7.3.2. Provide Airmen information, resources, analysis, and advice about the Air Force

Credentialing Opportunities On-Line Program and assistance tailored to their career goals.

(T-1).

6.7.3.3. Provide Airmen information, resources, analysis, and advice about the SkillBridge

Program and assistance tailored to their career goals. (T-1).

6.7.3.4. Use the counseling checklist in the Voluntary Education Personnel Service

Delivery guide for all Airmen receiving counseling for the first time or for Airmen who

have been inactive in pursuing their education for a year or more. (T-1).

6.7.3.5. Counsel Airmen on CCAF education opportunities. This includes, but is not

limited to, course completion requirements, transcript reviews, and follow-up actions. At

least annually, review Advanced Academic Standing reports to encourage Airmen to

complete remaining CCAF Associate of Applied Science degree requirements. Document

all sessions in the Air Force Automated Education Management System. (T-1).

6.7.3.6. The Education and Training Section will not organize local graduation

ceremonies, including CCAF graduations; however, it may function in an advisory

capacity.

6.7.3.7. Provide advice, guidance, and counseling to Airmen on Military Tuition

Assistance benefits, processes, and requirements. This includes, but is not limited to,

information about student and school eligibility, completion requirements, RegAF service

commitments, reimbursement procedures, waiver packages, and other financial options for

Airmen. (T-1).

6.7.3.8. Serve as the liaison between Airmen and the Central Office. (T-1).

6.7.3.9. Provide basic Veterans Affairs education benefits information. (T-1).

6.7.4. Department of Defense Transition Assistance Program Education Track. One of the

Transition Assistance Program components is a two-day Education Track, which may be

elected by the service member. Eligible service members seeking higher education when they

depart from military service shall show documented evidence that they completed a

comparison of higher education options with institutions of higher learning. (T-0).

6.7.4.1. Education Services personnel teach the two-day Education Track, which is

designed to prepare Airmen for college life. At joint bases, the lead Service will provide

instruction for the Education Track. (T-1).

6.7.4.2. The Education Track instruction will follow the approved Department of Defense

curriculum to include researching schools, financial assistance, risks associated with

incurring debt to finance education, the realities of campus life, completing the college

admission process and transferring credits. (T-0).

6.7.4.3. A Veterans Affairs representative will provide in depth information concerning

Veterans Affairs education benefits. (T-0).

6.7.4.4. Update required databases and follow-up with attendees, as required. (T-0).

166 DAFI36-2670 25 JUNE 2020

6.7.5. Education and Employment Initiative and Operation WARFIGHTER. DoDI 1300.25,

Guidance for the Education and Employment Initiative (E21) and Operation WARFIGHTER

(OWF) provides an avenue that ensures wounded service members (aka Recovering Service

members) are provided with sound education and employment assistance as they transition to

civilian life. (T-0).

6.7.5.1. Veterans Affairs is the primary lead on Education and Employment Initiative and

Operation WARFIGHTER. (T-0).

6.7.5.2. Veterans Affairs has Vocational, Rehabilitation, and Employment counselors

either at the installation or in a regional office who will work to establish the service

member’s eligibility and begin the process of establishing a case.

6.7.5.3. AFPC (Wounded Warrior Branch) personnel will work with Veterans Affairs and

base-level case managers. (T-1).

6.7.5.4. Airmen are assigned to a base or identified at their current location and the case

manager will develop a program that meets the needs and interests of the Airmen.

6.7.5.5. Education and Training Sections may be contacted to work with the Airmen to

meet their educational goals. This could be individually or as part of an ad hoc committee.

6.7.5.6. It is crucial that Airmen who participate in this high-level visibility program are

identified with a special identifier in the Air Force Automated Education Management

System (Education and Employment Initiative and Operation WARFIGHTER drop down)

so that their counseling notes are listed under the correct program for tracking purposes.

(T-1).

6.7.6. Air Force Commissioning. Education and Training Section Chief will provide general

program information. Refer Airmen to applicable commissioning program websites.

6.7.7. Air Force Credentialing Opportunities On-Line Program. Education and Training

Section Chief will provide general program information and advisement. (T-1).

6.7.8. SkillBridge Program. Education and Training Section Chief will provide counseling

and program guidance. (T-1).

6.7.9. Air Force Educational Leave of Absence Program. As of 14 March 2014, the Air Force

Educational Leave of Absence Program was suspended indefinitely. Answers to guidance and

procedure questions beyond the information in this instruction are addressed in AFI 36-3003,

Military Leave Program.

6.7.10. Educational Deferment Program. The Air Force intent is to support members in

achievement of their personal education goals provided Airmen satisfy their primary duties

without significant impact on assignments. Therefore, at key times in certain educational

programs, members may be authorized assignment deferments for educational reasons, such

as whenever the education program will be completed during the deferment period. Like other

deferments, education deferments may be denied when they do not serve the overall best

interest of the Air Force. The Education and Training Section Chief has the responsibility to

review college degree documentation to ensure all degree requirements are clearly listed, to

request deferment through Military Personnel Section, and to monitor the progress of members

on educational deferments. The Airman is responsible for providing end-of-course grades to

the Education and Training Section. An educational deferment may be cancelled when the

DAFI36-2670 25 JUNE 2020 167

Airman’s leadership determines cancellation is necessary in order to meet mission needs.

When the Airman is not making satisfactory progress, as determined by a review of grade

reports, the Education and Training Section Chief may cancel an educational deferment after

coordination with the member’s commander and the Military Personnel Section. Airmen

assigned to Overseas Continental United States locations are ineligible for the Educational

Deferment Program. AFI 36-2110, Total Force Assignments provides additional details about

the Deferment Program.

6.8. Air Force Reserve Tuition Assistance Program and Air National Guard Program. (T-1)

6.8.1. Reserve Tuition Assistance Authority. Title 10 USC § 2005 and § 2007, the Annual

Appropriation Act, DoDD 1322.08E, DoDI 1322.25, and this instruction authorize Reserve

Tuition Assistance, reimbursements, and outline policy. Requests for changes, waivers, or

decisions regarding Reserve Tuition Assistance policy outside this instruction, and above

mentioned citations, must be submitted to Air Force Reserve Center (AF/REP).

6.8.1.1. Reserve Tuition Assistance is an education incentive program for participating

Selected Reserve members. The Reserve Tuition Assistance program will be used as a tool

to recruit and retain members in the Air Force Reserve. The Reserve Tuition Assistance

program will mirror the RegAF Military Tuition Assistance program with exceptions

identified in this chapter.

6.8.1.2. Active Guard/Reserve (AGR) personnel are not eligible for Reserve Tuition

Assistance and will follow the RegAF Military Tuition Assistance program guidance.

6.8.2. Reserve Tuition Assistance Eligibility.

6.8.2.1. Members of the Selected Reserve who meet the following criteria are eligible for

Reserve Tuition Assistance:

6.8.2.1.1. Member is actively participating for pay and points and is in good standing

upon the day the member applies for and completes his/her last course(s).

6.8.2.1.2. Member must have a high school diploma or equivalent.

6.8.2.1.3. Members are ineligible for Reserve Tuition Assistance if they have a current

Unfavorable Information File, are on a control roster, have failed or are overdue for

their most recent Physical Fitness test, and/or have a current referral Enlisted

Performance Report/Officer Performance Report. Members who have been denied

Reserve Tuition Assistance and use other means to fund course(s) are not eligible for

retroactive Reserve Tuition Assistance for those course(s) after the above management

controls no longer exist.

6.8.2.1.4. Commissioned officers must have a Mandatory Separation Date of not less

than 48 months of service commitment starting at the end of the last class completed.

In addition, officers incur a four-year Reserve Service Commitment for each course

completed using Reserve Tuition Assistance funds. The Reserve Service Commitment

time begins on the course end date for each course. For example, an officer completes

graduate course (A) on 15 October 2013. The officer now has a Reserve Service

Commitment through 14 October 2017. The same officer takes another course (B) that

ends 15 December 2013. The officer now has two Reserve Service Commitments. The

Reserve Service Commitment for course (A) has 47 months remaining while the

168 DAFI36-2670 25 JUNE 2020

Reserve Service Commitment for course (B) starts the full 48 months. Note: Each

time an officer applies for Reserve Tuition Assistance, he/she must sign a contract for

Air Force selected Reserve Service Commitment with the Wing Education and

Training Section or ARPC/DPTTB. (T-0).

6.8.2.2. Reserve Tuition Assistance Split Training Option. Enlisted members who have

successfully completed Basic Military Training and are waiting to attend a 3-level formal

school are authorized to participate in Reserve Tuition Assistance if they meet the above

criteria and course requirements do not interfere with the attendance and/or completion of

the formal school. Reserve Tuition Assistance is not authorized until Airmen successfully

complete Basic Military Training.

6.8.2.3. Reserve Tuition Assistance Headquarters Air Force Reserve Command

(AFRC/A1KE) Responsibilities. Coordinate policy and guidance in conjunction and

through AFRC/REPP for implementing the Reserve Tuition Assistance program.

6.8.3. Reserve Tuition Assistance Education and Training Section and AFPC/DPTTB

Responsibilities. Note: AFPC/DPTTB serves as the functioning Education and Training

Section for Individual Mobilization Augmentee members. (T-1).

6.8.3.1. Counsel Reserve Airmen on their eligibility for Reserve Tuition Assistance.

(T-0).

6.8.3.2. Validate all Reserve Tuition Assistance applications through the Air Force

Automated Education Management System.

6.8.3.3. Ensure Reserve Tuition Assistance operating funds are available in accordance

with current procedures to adequately maintain the ability to disburse payments to eligible

recipients.

6.8.3.4. Monitor disbursements and total funds spent via reports generated by Air Force

Automated Education Management System, AFRC Financial Management Office, and

Defense Finance and Accounting Service.

6.8.3.5. Monitor Reserve Tuition Assistance requests, coordinate actions in the Air Force

Automated Education Management System, and analyze data for trends.

6.8.3.6. Provide a point of contact to the Military Tuition Assistance Central Office who

will assist in ensuring Air Force Reserve Airmen will reimburse the money for course(s)

not completed satisfactorily while on RegAF using Military Tuition Assistance. Provide a

point of contact to Reserve Tuition Assistance Central Office who will assist with ensuring

Reservists will reimburse the money for course(s) not completed satisfactorily while using

Reserve Tuition Assistance. ARPC/DPTTB will coordinate the reimbursement of Military

Tuition Assistance funds with the Central Office when required. (T-0).

6.8.3.7. Assist members in the process of requesting Reserve Tuition Assistance waivers.

Reserve Tuition Assistance Central Office reviews and processes Tuition Assistance

waiver requests for Reserve Tuition Assistance.

6.8.3.8. Advertise and disseminate information on Reserve Tuition Assistance benefits.

6.8.3.9. Ensure Reserve Tuition Assistance requests submitted will be reviewed, verified

and approved in the Air Force Automated Education Management System.

DAFI36-2670 25 JUNE 2020 169

6.8.3.10. Maintain hard copy documents associated with requests for Reserve Tuition

Assistance if unable to maintain electronically. All information and supporting

documentation will be updated, uploaded, and maintained in the student’s Digital File

Folder located in the Air Force Automated Education Management System.

6.8.3.11. Use Air Force Automated Education Management System to manage and track

each student requesting Reserve Tuition Assistance from initiation of paperwork to course

completion.

6.8.3.12. Verify grades for students are entered into the Air Force Automated Education

Management System upon course completion. Successful course completion is defined as

the following in accordance with DoDI 1322.25 for undergraduate courses: grade of “C”

or better, “Satisfactory,” “Credit”, “Pass” or equivalent. For graduate courses: grade of

“B” or better, “Satisfactory,” “Credit”, “Pass” or equivalent. Members will reimburse for

grade of “D”, “Unsatisfactory” or equivalent for undergraduate courses. Members will

reimburse for grade “C”, “D” or “Unsatisfactory” or equivalent for graduate courses.

(T-0).

6.8.3.13. Initiate reimbursement action from the member for course(s) not successfully

completed. (T-0).

6.8.3.14. Monitor Air Force Automated Education Management System to ensure accurate

information is maintained for each student requesting Reserve Tuition Assistance.

6.8.3.15. Deny Reserve Tuition Assistance when an Airman is not maintaining acceptable

academic progress. Airmen who do not maintain a cumulative grade point average of 2.0

or higher at the undergraduate level after completing 15 semester hours or equivalent will

not be authorized Reserve Tuition Assistance until they raise their grade point average to

the required level. With regard to graduate level, the Airman must maintain a grade point

average of 3.0 or higher after completing six (6) semester hours or equivalent. To compute

grade point average, the Education and Training Section will use all grades funded with

Reserve Tuition Assistance regardless of reimbursement actions. Reserve Tuition

Assistance is not authorized to allow a member to raise his/her grade point average. It is

incumbent upon the member to fund and provide official grades to the Education and

Training Section verifying grade point average increase. The Air Force Reserve will not

reimburse a student for course(s) taken at a student’s own expense to raise a grade point

average. (If a student’s grade point average falls below the minimum standard then courses

paid using other funding sources since starting Reserve Tuition Assistance to increase the

grade point average to the minimum standard will be used to compute the new grade point

average). (T-0).

6.8.4. Reserve Tuition Assistance Supervisor Responsibilities.

6.8.4.1. For the purposes of Reserve Tuition Assistance, a supervisor is defined as the

person in the member’s chain of command having next in line tuition assistance approval

authority and oversight. This person must be able to adequately access the student’s ability

to participate in voluntary education while also satisfying the responsibilities of an Air

Force Reservist. Supervisors will: (T-1).

6.8.4.1.1. Counsel Airmen on their responsibility to successfully complete course(s)

when using Reserve Tuition Assistance. (T-0).

170 DAFI36-2670 25 JUNE 2020

6.8.4.1.2. Ensure that members have no military or outside responsibilities that will

adversely affect their successful course completion.

6.8.4.1.3. Explain to Airmen their financial liability should they fail to successfully

complete the course(s) or fail to comply with other components of this guidance. (T-0).

6.8.4.1.4. Supervisors must approve all other Reserve Tuition Assistance requests and

can deny based on any of the following criteria:

6.8.4.1.4.1. Airman is in upgrade training.

6.8.4.1.4.2. Airman who will be on temporary duty during the course.

6.8.4.1.4.3. Airman who will have a permanent change of station during the course.

6.8.4.1.4.4. Airman is enrolled/attending Professional Military Education (either

distributed learning or in-resident).

6.8.4.1.4.5. Other factors that could affect the Airman’s ability to successfully

complete the course can also be considered.

6.8.5. Reserve Tuition Assistance Member's Responsibilities.

6.8.5.1. Actively participate for pay and points and remain in good standing upon the day

the member applies for and completes his/her last course(s). (T-1).

6.8.5.2. Discuss and coordinate Reserve Tuition Assistance request with supervisor prior

to submission. (T-1).

6.8.5.3. Provide a degree plan to the Wing Education and Training Section or equivalent

and ARPC/DPTTB for Individual Mobilization Augmentees upon application for Reserve

Tuition Assistance, or upon completion of their first Reserve Tuition Assistance funded

course. Members must submit an evaluated degree plan in the Air Force Virtual Education

Center. Note: All course(s) submitted for Reserve Tuition Assistance approval must be

on the degree plan. (T-1). (T-1).

6.8.5.4. Complete the initial counseling (one-time requirement) and the annual Reserve

Tuition Assistance training before requesting Reserve Tuition Assistance at the Wing

Education and Training Section or equivalent or ARPC/DPTTB for Individual

Mobilization Augmentees. (T-1).

6.8.5.5. Complete and submit all required paperwork no earlier than 45 days prior to

course start date and no later than seven (7) days before the course start date. (T-1).

6.8.5.6. Successfully complete courses or exams funded by Reserve Tuition Assistance

within prescribed timelines. ARPC/DPTTB and supervisor must be notified prior to

withdrawal from course(s) funded by Reserve Tuition Assistance. Successful course

completion is required; otherwise, reimbursement action will be initiated for the member

to repay Reserve Tuition Assistance. A successful course completion is defined as a grade

of “C” or higher for undergraduate courses, a grade of “B” or higher for graduate courses,

and a “P” (or equivalent) for “Pass/Fail” grades.

6.8.5.7. Report all incompletes, failures (including grade “D”) and cancellations for all

course(s) approved for Reserve Tuition Assistance immediately to the Wing Education and

Training Section or ARPC/DPTTB for Individual Mobilization Augmentees. (T-1).

DAFI36-2670 25 JUNE 2020 171

6.8.5.8. Maintain a cumulative undergraduate grade point average of 2.0 or higher at the

undergraduate level after completing 15 semester hours or equivalent. For graduate

course(s), members must maintain a grade point average of 3.0 or higher after completing

six (6) semester hours or equivalent. Airmen will not be authorized Reserve Tuition

Assistance until they raise their grade point average to the required level. (T-1).

6.8.5.9. Ensure final grades are received and updated in Air Force Automated Education

Management System education record via Air Force Virtual Education Center within 60

days of course end date or two weeks prior to separation or terminal leave (whichever

occurs first), retirement, deactivation, or assignment departure. This includes Airmen on

an educational deferment. It is ultimately the Airman’s responsibility to ensure all grades

are posted in Air Force Automated Education Management System prior to the deadline.

A failure to do so will result in the initiation of a reimbursement action for the member to

repay Reserve Tuition Assistance. Airmen who are separating or nearing deactivation must

provide grade or progress report from their instructor stating satisfactory progress at least

two weeks prior to separation/deactivation date. If an unsatisfactory grade is reported at

the end of the course, an out-of-service debt will be processed. The debt will be processed

through ARPC/DPTTB with AFRC Financial Management Office guidance. (T-1).

6.8.5.10. Airmen receiving incomplete (and equivalent) grades must attain a satisfactory

grade within the time limit stipulated by the institution or 120 days after the end of the

course, whichever comes first. Extensions will not be granted. If the central office does

not receive a satisfactory grade by the end of this period, they will initiate a reimbursement

action for the member to repay Reserve Tuition Assistance. If the Airman presents a grade

after the deadline, the funds collected will not be returned and the reimbursement action

will not be stopped or suspended. (T-1).

6.8.5.11. Pay all institution costs not covered by Reserve Tuition Assistance. (T-1).

6.8.6. Reserve Tuition Assistance Prohibitions. (T-1)

6.8.6.1. Reserve Tuition Assistance is not provided to individuals for courses that do not

lead to an associate’s, baccalaureate, or master’s degree, or for a course previously paid for

by Reserve Tuition Assistance or RegAF Military Tuition Assistance. (T-1).

6.8.6.2. Reserve Tuition Assistance is not provided to individuals who are seeking a lateral

or lower degree. (T-1).

6.8.6.3. Reserve Tuition Assistance is not authorized for post-masters courses, certificates

or degrees, including doctorates, or Juris Doctorate degrees. (T-1).

6.8.6.4. Reserve Tuition Assistance is not provided for off-duty foreign language courses

not part of a degree plan integral to the Defense Strategic Language List. (T-1).

6.8.6.5. Reserve Tuition Assistance is not provided for Dominant-in-the-Force languages

and languages deemed by the Department of Defense as already having sufficient strategic

capacity authorized except for assignments outside Continental United States. (T-1).

6.8.7. Reserve Tuition Assistance Exceptions.

6.8.7.1. Reserve Tuition Assistance can be used when a member already possesses a

degree and wants to take course(s) toward a CCAF Associate of Applied Science degree

for which the individual is eligible. (T-1).

172 DAFI36-2670 25 JUNE 2020

6.8.7.2. Reserve Tuition Assistance can be used when a member already possesses a

degree and wants to take course(s) leading to a teacher certification/license. Members must

provide a state approved plan of college courses that prepares a person for credentialing to

their Wing Education and Training Section or equivalent and ARPC/DPTTB. The plan

will be filed in the member’s Air Force Automated Education Management System Digital

File Folder. (T-1).

6.8.7.3. Use of Reserve Tuition Assistance is authorized for Air Force Reserve attorneys

wishing to pursue a second graduate program in Cyber Law (applies to officers with 15

years or less Total Active Federal Commissioned Service Date). Non-judge advocate

officers with more than one master’s degree or holding a doctorate (or equivalent) are

ineligible. Participants must be approved by AFRC/JA. (T-1).

6.8.7.4. The use of Reserve Tuition Assistance for non-degree language courses is limited

to those published by the United States Air Force as part of the Undersecretary of Defense

for Personnel and Readiness Department of Defense Strategic Language List and for only

one language. Courses must bear academic credit. After completion of no more than six

(6) semester hours (or equivalent), Airmen must take the Defense Language Proficiency

Test-V with a minimum score of 1+. Upon successful completion of the Defense Language

Proficiency Test-V, Airmen will be eligible for no more than an additional six (6) semester

hours (or equivalent) in the same language. Failure to take the Defense Language

Proficiency Test-V within 60 days of completion of the last course will result in a

mandatory reimbursement of Reserve Tuition Assistance. (T-1).

6.8.7.5. Reserve Tuition Assistance can be used for a second graduate degree in a foreign

language, International Politico-Military Affairs or area studies with Secretary of the Air

Force/IAPA approval (officers only with 15 years or less Total Active Federal

Commissioned Service Date). (T-1).

6.8.8. Reserve Tuition Assistance Process. (T-1).

6.8.8.1. All requests for Reserve Tuition Assistance will be applied for in the Air Force

Virtual Education Center no earlier than 45 days and no later than seven (7) days prior to

course start date. (T-1).

6.8.8.2. Reserve Tuition Assistance requests will be processed by the member via the Air

Force Virtual Education Center. Only in cases in which the member does not have access

to the Air Force Virtual Education Center, will the Wing Education and Training Section

or ARPC/DPTTB for the Individual Mobilization Augmentee, enter the information into

the Air Force Automated Education Management System. (T-1).

6.8.8.3. ARPC/DPTTB does not authorize late tuition assistance, which is defined as

tuition assistance requests submitted after a course has started. (T-1).

6.8.8.4. ARPC/DPTTB does not authorize after-the fact tuition assistance (defined as

tuition assistance after a course has been completed). (T-1).

6.8.9. Reserve Tuition Assistance Payment Rates. (T-1).

6.8.9.1. Undergraduate degree course(s). The basic benefit offers 100 percent tuition not

to exceed $250.00 per semester hour or $166.66 per quarter hour, with a maximum

cumulative benefit not to exceed $4,500 per fiscal year. (T-0).

DAFI36-2670 25 JUNE 2020 173

6.8.9.2. Graduate degree course(s). The basic benefit offers 100 percent tuition not to

exceed $250.00 per semester hours or $166.66 per quarter hour with a maximum

cumulative benefit not to exceed $4,500 per fiscal year. (T-0).

6.8.9.3. A member pursuing an undergraduate and graduate program in the same fiscal

year will not exceed the cap of $4,500. (T-0).

6.8.9.4. Prerequisite courses will be authorized if a letter is on file from the academic

institution stating the course(s) is a requirement/prerequisite for the pursuing degree.

(T-1).

6.8.9.5. Reserve Tuition Assistance is paid only for tuition costs. Lab, shop, instructional,

and/or technology fees are not paid. (T-1).

6.8.9.6. Most institutions award credit either by semester hour or quarter hour. If an

institution is on a clock/contact hour schedule, use the following to calculate tuition

assistance: one semester credit hour is equal to 45 clock/contact hours. (T-0).

6.8.9.7. Once the member has completed the course(s), it is his/her responsibility to ensure

grade(s) is/are submitted to the Wing Education and Training Section or ARPC/DPTTB

within 60 days of course completion. (T-1).

6.8.9.8. If the 60-day requirement is not met, reimbursement action will be initiated for

the member to repay Reserve Tuition Assistance. (T-1).

6.8.9.9. In most cases, the academic institution will enter the final grade indicating course

completion via the Academic Institution Portal. If required, the member may need to

provide the necessary documentation to the Wing Education and Training Section or

ARPC/DPTTB. Proof of course completion can be an official transcript or grade report

taken directly from the attending institution’s website. (T-1).

6.8.9.10. Proof of tuition paid will be verified with a receipt from the school of actual

tuition paid or obtained from a school’s website stipulating how much the institution

charges per semester/quarter hour. (T-1).

6.8.9.11. The Wing Education and Training Section or ARPC/DPTTB will verify the

information from the grade report with member’s information in the Air Force Automated

Education Management System and input the grade received in the Air Force Automated

Education Management System, as required. (T-1).

6.8.9.12. Members who receive an “incomplete” grade must immediately notify the Wing

Education and Training Section or ARPC/DPTTB, who in turn, will update the Air Force

Automated Education Management System with a course end date of 120 days after the

end of the original term specified by the institution. (T-1).

6.8.9.13. A “satisfactory” grade must be attained by the new course end date or Reserve

Tuition Assistance will be reimbursed. The 120-day period may be extended by the Wing

Education and Training Section or ARPC/DPTTB for health reasons, temporary duty,

emergency leave, or hospitalization on a day-to-day basis. (T-1).

6.8.10. Reserve Tuition Assistance Benefits.

6.8.10.1. Reserve Tuition Assistance is available to Reserve members for both distributed

learning and on-campus courses. However, the college or school offering the course(s)

174 DAFI36-2670 25 JUNE 2020

must be a nationally or regionally accredited institution, recognized by the Department of

Education and have a signed Department of Defense Memorandum of Understanding on

file. (T-1).

6.8.10.2. If the educational institution does not appear in the directory, the member must

ask for proof of accreditation in writing or contact the accrediting body in their region to

verify accreditation. (T-1).

6.8.10.3. Accrediting bodies can be found at

http://www.ed.gov/about/offices/list/OPE/index.html. Note: There are colleges and

universities that are nationally and regionally accredited; however, some of the courses

they teach may not be accredited or recognized by the Department of Education.

6.8.10.4. Reserve Tuition Assistance is an education incentive, not an entitlement. It is

offered each fiscal year (fiscal year is defined as 1 October - 30 September) as long as

funding is available.

6.8.10.5. Reserve Tuition Assistance is paid directly to the academic institution for

approved courses.

6.8.11. Reserve Tuition Assistance Concurrent Education Assistance.

6.8.11.1. Reserve Tuition Assistance and Montgomery GI Bill (38 USC Chapter 30, All

Volunteer Force Educational Assistance Program; 38 USC Chapter 31, Training and

Rehabilitation for Veterans with Service-Connected Disabilities; 38 USC Chapter 33, Post

9/11 Educational Assistance; and 10 USC Chapter 1606, Educational Assistance Reserve)

may not be used in conjunction with the same course (38 USC § 3681, Limitations on

educational assistance). (T-0).

6.8.11.2. Reserve Tuition Assistance and RegAF Montgomery GI Bill, (Chapter 30, and

Post 9/11 GI Bill, Chapter 33), may be used for the same course under the Top-Up Program.

For additional information on the Top-Up Program, visit the Veterans Affairs website at

www.va.gov. (T-0).

6.8.11.3. Reserve Tuition Assistance with Montgomery GI Bill and/or other “federal”

benefits to include federally funded student guaranteed loans for the same course(s) would

constitute duplication of benefits (DoDI 1322.25) and is not authorized.

6.8.11.4. Reserve Tuition Assistance is authorized to be used in conjunction with

“civilian” tuition assistance from a private employer.

6.8.12. Reserve Tuition Assistance Reimbursements. (T-1).

6.8.12.1. Reserve Tuition Assistance reimbursement procedures will follow RegAF

Military Tuition Assistance procedures in accordance with this regulation. (T-1).

6.8.12.2. The Reserve Tuition Assistance Central office will handle and process

reimbursement waivers in accordance with Military Tuition Assistance policy, in

accordance with this instruction. Final waiver authority is the ARPC/CC who can delegate

authority to ARPC/CV. (T-1).

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6.8.13. Air National Guard State Eligibility.

6.8.13.1. Every Air National Guard Unit can establish a State Tuition Assistance program

if desired. The state must create written guidance that establishes Airman eligibility,

application process, funding values, reimbursement procedures and service commitments.

(T-1).

6.8.13.2. Use of the RegAF Military Tuition Assistance for activated Guard and the tuition

assistance benefit offered by the State Air National Guard cannot be used to pay for the

same course. (T-1).

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6.10. SkillBridge Program.

6.10.1. Responsibilities. The DoD SkillBridge Program provides eligible Airmen (officer and

enlisted) opportunities to develop their career skills through civilian on-the-job training,

employment skills training, apprenticeships, and internships to help them prepare to transition

from military to civilian employment.

6.10.1.1. AF/A1DLV. Provides oversight and guidance for the Air Force SkillBridge

Program policy. (T-1).

6.10.1.2. AFPC/DP3SA. Oversee SkillBridge Program implementation, provides

guidance, and develops processes and procedures to execute the SkillBridge program.

Duties include but are not limited to: (T-1).

6.10.1.2.1. Work closely with AF/A1DLV for policy review/decisions and assist in the

continued development and sustainment of the SkillBridge Program. (T-1).

6.10.1.2.2. Elevate/work issues for resolution with AF/A1DLV when necessary. (T-1).

6.10.1.2.3. Provide guidance and assist AFPC/DP2SST with executing and managing

the program on the installations. (T-1).

6.10.1.3. AFPC/DP2SST. Provide program execution oversight for the SkillBridge

Program to ensure compliance with AF/A1DLV policy and guidance. Duties include but

are not limited to: (T-1).

6.10.1.3.1. Work issues for resolution with AFPC/DP3SA and AF/A1DLV, and

elevate when necessary. (T-1).

6.10.1.3.2. Provide guidance and assist base-level Education and Training Section

Chiefs with executing and managing the SkillBridge Program on the installations.

(T-1).

6.10.1.4. Base-level Education and Training Section Chief. Responsible for the overall

management of the base/installation-level SkillBridge Program and provides the daily

execution of the program within DoD, AF/A1DLV, and AFPC policy and guidelines.

Duties include but are not limited to: (T-1).

6.10.1.4.1. Ensure compliance with this instruction and references herein. (T-1).

6.10.1.4.2. Ensure Airmen are counseled on SkillBridge Program including policy and

application procedures during the Transition Assistance Program’s Higher Education

Track. Document all counseling actions fully in the Air Force Automated Education

Management System. (T-1).

6.10.1.4.3. Update and maintain current, relevant information on the Air Force Virtual

Education Center. At a minimum, review and update information at least quarterly or

sooner, if needed. Publish information concerning SkillBridge Program opportunities

on the Air Force Virtual Education Center and other media.

6.10.1.4.4. Report SkillBridge Program metrics to AFPC/DP2SST Military Training

Section. (T-1).

6.10.1.4.5. Screen and approve SkillBridge Program providers in accordance with

general criteria outlined in DoDI 1322.29, Enclosure 4, AF/A1DLV policies. (T-0).

DAFI36-2670 25 JUNE 2020 179

6.10.1.4.6. Establish a Memorandum of Understanding between the installation and

on-base SkillBridge Program providers. The Memorandum of Understanding

establishes the parameters for cooperative support between the installation and the

SkillBridge Program provider for the recruitment of transitioning Airmen for the

purpose of providing training under the SkillBridge Program. (T-0).

6.10.1.5. Unit/Squadron Commanders.

6.10.1.5.1. Are designated as the approval authority to participate in the SkillBridge

Program. The approval authority is the first field grade commander in the Service

member’s chain of command who is authorized to impose non-judicial punishment

under Article 15 of the Uniform Code of Military Justice (UCMJ). This authority may

not be delegated. (T-0).

6.10.1.5.2. Should consider Airmen that have been identified for possible early

transition for enrollment in SkillBridge Programs, provided the Airman’s anticipated

character of service upon separation is honorable or under honorable conditions.

Examples of these situations include a hardship discharge, involuntary transition

resulting from failure to reenlist or extend or complete an upcoming deployment, and

early demobilization due to curtailment of mission, separations, or transfers. (T-0).

6.10.1.5.3. May release Airmen from daily unit duties for the period of Skillbridge

participation. (T-0).

6.10.1.5.4. Will maintain daily accountability of Airmen participating in SkillBridge

Program and may require their participation in unit formations, physical training, and

other unit requirements. (T-0).

6.10.1.5.5. May terminate an Airman’s participation in a program based on mission

requirements. (T-0).

6.10.1.5.6. May withdraw a member from the program if the member failed to comply

with Air Force standards while participating in a SkillBridge Program. (T-0).

6.10.1.5.7. Must ensure Airmen who reenlist or extend their enlistment while

participating in a SkillBridge Program are immediately withdrawn from the SkillBridge

Program. (T-0).

6.10.1.5.8. Supervisors. Supervisors of Airmen participating in SkillBridge programs

are accountable and responsible for their subordinates. Thus, supervisors will:

6.10.1.5.9. Manage, track and report the status of subordinates to the appropriate

agencies while participating in SkillBridge Programs. (T-1).

6.10.1.5.10. Maintain communication with subordinates who are SkillBridge program

participants and their host employers on a routine basis. (T-0).

6.10.2. Airmen Eligibility and Authorized Uses. (T-0).

6.10.2.1. Airmen (officers and enlisted) must meet all of the following criteria to be

eligible to participate in SkillBridge programs: (T-0).

6.10.2.1.1. Complete at least 180 days of service in the Armed Forces;

6.10.2.1.2. Complete the Transition Assistance Program (TAP);

180 DAFI36-2670 25 JUNE 2020

6.10.2.1.3. Expect to be discharged and the anticipated character of service upon

separation is honorable or under honorable conditions; and

6.10.2.1.4. Expect to be discharged or released from service within 180 days of starting

participation in SkillBridge program. Exceptions to this rule will be reviewed on a

case-by-case basis. An example of a situation warranting an exception to policy would

include members who are meeting a Medical Evaluation Board who do not yet have an

established date of separation. (T-1).

6.10.3. Airmen participation is dependent on unit and mission requirements. (T-0).

6.10.4. Airmen may apply to participate in a SkillBridge Program in the Air Force Virtual

Education Center up to one year from their date of separation. However, the SkillBridge

program will not begin earlier than 180 days prior to the Airman’s date of separation. (T-1).

6.10.5. Airmen must have signed a SkillBridge Program Vetting checklist loaded to member’s

Digital File Folder. (T-1).

6.10.6. Airmen must sign a Memorandum of Participation outlining their participation in the

SkillBridge Program while on RegAF. The memorandum also includes the requirement to

report accountability, comply with military training requirements, and maintain military

standards. The Education and Training Section Chief will maintain a copy in the member’s

Digital File Folder and provide a file copy to the unit commander or Airman’s supervisor.

(T-1).

6.10.7. Airmen are eligible for only one SkillBridge Program during their transition period.

(T-1).

6.10.8. Airmen who reenlist or extend while participating in a SkillBridge Program will

immediately withdraw from the program and return to their unit for duty. (T-0).

6.10.9. Unauthorized Uses. Appropriated funds are not authorized for any SkillBridge

Program. SkillBridge programs will be provided at minimal or no cost to the Airman. (T-0).

6.10.9.1. An Airman may voluntarily elect to participate in a SkillBridge Program that

charges application, registration, or other minimal fees using his/her personal funds.

6.10.9.2. Airmen may use United States Department of Veterans Affairs educational

benefits for On-the-Job/apprenticeship programs and vocational/technical training

programs, if applicable.

6.10.9.3. Airmen will not be authorized to participate in a SkillBridge Program in a paid,

temporary duty status. Payment for per diem or travel expenses is not authorized even

when an Airman chooses to participate in an off-installation SkillBridge Program.

Exception: Expenses may be authorized if they meet the criteria in DoDI 1322.29.

6.10.9.4. The use of a government-owned vehicle to transport Airmen to a SkillBridge

Program is not authorized.

6.10.9.5. Airmen will not receive compensation, wages, pay, training stipends or any other

form of financial compensation from the SkillBridge Program provider for participation in

any career skills or training program while on RegAF.

DAFI36-2670 25 JUNE 2020 181

6.10.9.6. Off-installation SkillBridge Programs will normally be located within 50 miles

of the Airman’s installation or duty station, or within 50 miles of the Airman’s residence.

However, the unit/squadron commander may allow participation in a program beyond the

50-mile limit if the commander is satisfied that adequate measures exist to ensure

accountability and safety given the Airman’s unique circumstances. Airmen who

participate in off-installation SkillBridge programs must comply with DoDI 1322.29 and

AFI 36-3003.

6.11. DELETED.

6.11.1. DELETED.

6.11.2. DELETED.

6.11.3. DELETED.

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6.11.4.1. DELETED.

6.11.4.2. DELETED.

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6.11.4.3.14.2. DELETED.

6.11.4.3.14.3. DELETED.

6.11.4.3.14.4. DELETED.

6.11.4.4. DELETED.

182 DAFI36-2670 25 JUNE 2020

6.11.4.4.1. DELETED.

6.11.4.4.2. DELETED.

6.11.4.4.3. DELETED.

6.11.4.4.4. DELETED.

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6.11.4.4.11.1. DELETED.

6.11.4.4.11.2. DELETED.

6.11.4.4.11.3. DELETED.

6.11.4.4.11.4. DELETED.

6.11.4.4.12. DELETED.

6.11.4.5. DELETED.

6.11.4.5.1. DELETED.

6.11.4.5.2. DELETED

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6.11.4.5.10. DELETED.

6.11.5. DELETED.

6.11.6. DELETED.

6.11.6.1. DELETED.

6.11.6.2. DELETED.

6.11.6.3. DELETED.

DAFI36-2670 25 JUNE 2020 183

6.11.6.4. DELETED.

6.11.6.5. DELETED.

6.11.6.6. DELETED.

6.11.6.7. DELETED.

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6.11.6.9. DELETED.

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6.11.6.11. DELETED.

6.11.6.12. DELETED.

6.11.7. DELETED.

6.11.8. DELETED.

6.11.8.1. DELETED.

6.11.8.2. DELETED.

6.11.9. DELETED.

6.11.9.1. DELETED.

6.11.9.1.1. DELETED.

6.11.9.1.2. DELETED.

6.11.9.1.3. DELETED.

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6.11.10.1. DELETED.

184 DAFI36-2670 25 JUNE 2020

6.11.10.2. DELETED.

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6.11.15.5. DELETED.

DAFI36-2670 25 JUNE 2020 185

6.11.15.5.1. DELETED.

6.11.15.5.1.1. DELETED.

6.11.15.5.1.2. DELETED.

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186 DAFI36-2670 25 JUNE 2020

Chapter 7 (DELETED)

DELETED

7.1. DELETED

7.1.1. DELETED

7.1.2. DELETED

7.1.3. DELETED

7.2. DELETED

7.2.1. DELETED

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DAFI36-2670 25 JUNE 2020 187

7.2.7.3.7. DELETED

7.2.8. DELETED

7.2.8.1. DELETED

7.2.8.2. DELETED

7.2.8.3. DELETED

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Table 7.1. (DELETED)

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188 DAFI36-2670 25 JUNE 2020

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7.6. DELETED

7.6.1. DELETED

7.6.2. DELETED

DAFI36-2670 25 JUNE 2020 189

Chapter 8 (DELETED)

DELETED

8.1. DELETED

8.2. DELETED

8.2.1. DELETED

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190 DAFI36-2670 25 JUNE 2020

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DAFI36-2670 25 JUNE 2020 191

8.5. DELETED

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8.5.2. DELETED

8.5.2.1. DELETED

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8.5.2.2.2. DELETED

8.5.2.2.3. DELETED

ALEX WAGNER

Assistant Secretary of the Air Force

Manpower and Reserve Affairs

192 DAFI36-2670 25 JUNE 2020

Attachment 1

GLOSSARY OF REFERENCES AND SUPPORTING INFORMATION

References

Public Law 106-65, Section 549

Public Law 111-377, Section 111

Public Law 96-449, Hostage Relief Act of 1980

Executive Order 12107, Relating to the Civil Service Commission and labor-management in the

Federal Service

Executive Order 13478

5 CFR § 410, Training

5 CFR§ 930, Programs for Specific Positions and Examinations (Miscellaneous)

5 CFR §2638, Executive Branch Ethics Program, current edition

5 CFR § 412, Supervisory, Management, and Executive Development, current edition

5 USC § 4118, Regulations

5 USC § 552a, Records Maintained on Individuals

5 USC Chapter 41, Training

10 USC Chapter 109, Educational Loan Repayment Programs

10 USC § 662, Promotion Policy Objectives for Joint Officers

10 USC § 806, Judge Advocates and Legal Officers

10 USC § 983, Institutions of Higher Education that Prevent ROTC Access or Military

Recruiting on Campus

10 USC § 1606, Defense Intelligence Senior Executive Service

10 USC Chapter 1606, Educational Assistance for Members of the Selected Reserve

10 USC Chapter 1607, Educational Assistance for Reserve Component Members Supporting

Contingency Operations and Certain Other Operations

10 USC § 1607, Intelligence Senior Level positions

10 USC § 2005, Advanced Education Assistance; Active Duty Agreement; Reimbursement

Requirement

10 USC § 2007, Payment of Tuition for Off-Duty Training or Education

10 USC § 2015, Program to Assist Members in Obtaining Professional Credentials

10 USC § 9013, Secretary of the Air Force

10 USC § 9037, Judge Advocate General, Deputy Judge Advocate General: appointment; duties

10 USC § 9063, Designation: Officers to Perform Certain Professional Functions

DAFI36-2670 25 JUNE 2020 193

10 USC § 9415, Community College of the Air Force: Associate Degrees

10 USC § 9417, Degree Granting Authority for Air University

10 USC § 10147, Ready Reserve: Training Requirements

10 USC § 12301 Reserve Components

10 USC § 12302 Ready Reserve

10 USC § 12304 Selected Reserve and Certain Individual Ready Reserve members; Order to

Active Duty Other than During War or National Emergency

10 USC § 14501, Failure of Selection for Promotion

29 USC § 794 Nondiscrimination under Federal grants and programs

32 CFR § 216, Military Recruiting and Reserve Officer Training Corps Program Access to

Institutions of Higher Education

38 USC Chapter 30, All Volunteer Force Educational Assistance Program

38 USC Chapter 31, Training and Rehabilitation for Veterans with Service-Connected

Disabilities

38 USC Chapter 33, Post-9/11 Educational Assistance

38 USC § 3681, Limitations on Educational Assistance

DoDD 1322.08E, Voluntary Education Programs for Military Personnel, 3 January 2005

DoDD 5000.01, The Defense Acquisition System, 12 May 2003

DoDI 1300.25, Guidance for the Education and Employment Initiative (E2I) and Operation

WARFIGHTER (OWF), 25 March 2013

DoDI 1304.28, Guidance for the Appointment of Chaplains for the Military Department, 11 June

2004

DoDI 1322.10, Policy on Graduate Education for Military Officers, 29 April 2008

DoDI 1322.19, Voluntary Education Programs in Overseas Areas, 14 March 2013

DoDI 1322.25, Voluntary Education Programs, 15 March 2011

DODI 1322.26, Distributed Learning (DL), 5 October 2017

DoDI 1322.29, Job Training, Employment Skills Training, Apprenticeships, and Internships

(JTEST-AI) for Eligible Service Members, 24 January 2014

DoDI 1322.31, Common Military Training (CMT), 20 February 2020

DoDI 1336.05, Automated Extract of Active Duty Military Personnel Records, 28 July 2009

DoDI 1341.13, Post-9/11 GI Bill, 31 May 2013

DoDI 1344.07, Personal Commercial Solicitation on Department of Defense Installations, 30

March 2006

DoDI 1400.25, DoD Civilian Personnel Management System, Volume 410, Training, Education,

and Professional Development, Enclosure 3, Chapter 6, Academic Degrees, 25 September 2013

194 DAFI36-2670 25 JUNE 2020

DoDI 5040.02, Visual Information (VI), 27 October 2011

DoDM 7730.54, Volume 1, Reserve Components Common Personnel Data System (RCCPDS):

Reporting procedures, 25 May 2011

DoDM 1348.33, Volume 3, Manual of Military Decorations and awards: DoD-wide Personal

Performance and Valor Decorations, 21 December 2016

Joint Publication 1-0, Joint Personnel Support, 31 May 2016

DoD Manual 7730.54-M, Volume 1, Reserve Component Common Personnel Data system

(RCCPDS): Reporting Procedures, 25 May 2011

Government Employees Training Act of 1958

U.S. Air Force Doctrine, Core doctrine, Volume 2 , Leadership, 8 August 2015

Annex 1-1 - Force Development, 24 November 2019

AFPD 10-3, Operational Utilization of the Air Reserve Component Forces, 29 November 2017

AFPD 36-26, Total Force Development and Management, 18 March 2019

AFPD 52-1, Chaplain Corps, 5 November 2018

AFI 16-1007, Management of Air Force Operational Training Systems, 1 October 2019

AFI 21-103, Equipment Inventory, Status, and Utilization Reporting, 30 April 2020

AFI 33-322, Records Management Program, 4 June 2012

AFI 10-403, Deployment Planning and Execution, 17 April 2020

AFI 10-2501, Air Force Emergency Management Program, 23 March 2020

AFI 36-2110, Total Force Assignments, 5 October 2018

AFI 36-2101, Classifying Military Personnel (Officer and Enlisted), 25 June 2013

AFI 36-2107, Active Duty Service Commitments (ADSC), 22 October 2018

AFI 36-2135, Joint Officer Management, 26 July 2018

AFI 36-2305, Educational Classification and Coding Procedures, 5 October 17

AFI 36-2502, Airman Promotion/Demotion Programs, 12 December 2014

AFI 36-2606, Reenlistment and Extension of Enlistment in the United States Air Force, 20

September 2019

AFI 36-2608, Military Personnel Records System, 26 October 2015

AFI 36-2616, Technical Training Requirements Program , 9 October 2018

AFI 36-2626, Airman Retraining Program, 20 November 2018

AFI 36-2905, Fitness Program, 21 October 2013

AFI 36-3203, Service Retirements, 30 August 2017

AFI 36-3208 Administration Separation of Airmen, 9 July 2004

AFI 36-3701, Space Professional Development Program, 20 May 2010

DAFI36-2670 25 JUNE 2020 195

AFI 36-130, Civilian Career and Development Program, 27 September 2019

AFI 51-101, The Air Force Judge Advocate General’s Corps (AFJAGC) Operations, Accessions,

and Professional Development, 29 November 2018

AFI 52-101, Planning and Organizing, 15 July 2019

AFI 64-117, Government Purchase Card (GPC) Program, 22 June 2018

AFI 65-501, Economic Analysis, 29 October 2018

AFMAN 65-605V1 AFGM2018-01, Budget Guidance and Technical Procedures, 24 October

2018

AFI 90-201, The Air Force Inspection System, 20 November 2018

AFMAN 17-1301, Computer Security (COMPUSEC), 12 February 2020

AFMAN 33-363, Management of Records, 1 March 2008

AFMAN 32-1061, Providing Utilities to U.S. Air Force Installations, 16 July 2019

AFMAN 32-1084, Facility Requirements, 15 January 2020

AFMAN 36-2032, Military Recruiting and Accessions, 27 September 2019

AFMAN 36-2664, Personnel Assessment Program, 16 May 2019

AFMAN 36-606, Civilian Career Field Management and Force Development, 14 November

2019

AFH 1, The Airman Handbook, 1 October 2017

AFH 36-2235, Information for Designers of Instructional Systems, Vol 1-13, 1 November 2002

AFH 36-2643, Air Force Mentoring Program, 17 May 2019

AFH 36-2618, The Enlisted Force Structure, 16 October 2018

AFH 36-2647, Competency Modeling, 25 April 2019

AETCI 36-2601, Special Contract Training, 3 March 2020

ANGI 36-2602, Air National Guard Retention Programs, 14 June 2019

MIL- PRF-29612, Training Data Products Performance Specification

MIL-HDBK-29612-2, Instructional Systems Development/Systems Approach to Training and

Education

MIL-HDBK-29162-3A, Development of Interactive Multimedia Instruction (IMI)

Air University /A3/6 Handbook

Defense Activities for Non-Traditional Education Support Examination Program Handbook

Air University Board of Visitors Charter, 16 January 2018

Core Doctrine Volume II, Leadership, 8 August 2015, Doctrine Annex 1-1, Force Development,

4 June 2019

196 DAFI36-2670 25 JUNE 2020

Southern Association of Colleges and Schools Commission on Colleges Resource Manual for

the 2018 Principles of Accreditation: Foundations for Quality Enhancement, March 2018

Southern Association of Colleges and Schools Commission on Colleges Principles of

Accreditation, Foundation for Quality Enhancement, 1 December 2017

Community College of the Air Force Advisor Handbook, 1 January 2017

Community College of the Air Force General Catalog, 1 January 2017

Community College of the Air Force Campus Air Force Affiliations Policies, Procedures and

Guidelines, 31 May 2017

Air Force Supplement to Department of Defense Conference Guidance, Version 4.0, 26 June

2016

Adopted Forms

AF Form 158, USAFR Contact and Counseling Record

AF Form 418, Selective Reenlistment Program (Selective Reenlistment Program) Consideration

for Airmen in the Regular Air Force/Air Force Reserve/Air National Guard

AF Form 847, Recommendation for Change of Publication

AF Form 964, PCS, TDY, Deployment, or Training Declination Statement

AF Form 1411, Extension of Enlistment in the Air Force

AU Form 9, Consolidated Student Report

National Guard Bureau Form 173-1, Air National Guard Retention Interview Form

AF Form 422, Notification of Air Force Member’s Qualification Status

AF Form 469, Duty Limiting Condition Report

AFRC Form 106, Manpower Change Request

DD Form 4, Enlistment/Reenlistment Document Armed Forces of the United States

DD Form 2366, Montgomery GI Bill Act of 1984 (MGIB) Basic Enrollment

DD Form 2648, Service Member Pre-Separation/Transition Counseling and Career Readiness

Standards Eform for Service Members Separating, Retiring, Released from Active Duty

(REFRAD)

SF 182, Authorization, Agreement, Certification of Training and Reimbursement, Request for

Purchase

VA Form 22-1990, Application for VA Education Benefits

Prescribed Forms

AF Form 4059, Air Force Civilian Competitive Development Nomination

AF Form 968, Community College of the Air Force Action Request, 1 Nov 1993

Air Force Automated Education Management System electronic Community College of the Air

Force Action Request

DAFI36-2670 25 JUNE 2020 197

Field Scoring Answer Sheet

Abbreviations and Acronyms

AFI—Air Force Instruction

AFIT—Air Force Institute of Technology

AFLC—Air Force Learning Committee

AFM—Air Force Manual

AFPC—Air Force Personnel Center

ANG—Air National Guard

ARC—Air Reserve Component (Air National Guard and Air Force Reserve)

ARPC—Air Reserve Personnel Center

AFRC—Air Force Reserve Command

AU—Air University

CCAF—Community College of the Air Force

CJCSI—Chairman Joint Chiefs of Staff Instruction

DANTES—–Defense Activity for Activities Non-Traditional Education Services Support

DoD—Department of Defense

DoDI—Department of Defense Instruction

DSE—Developmental Special Experiences

FDC—Force Development Council

GS—General Schedule

HAF—Headquarters Air Force

HQ RIO—Headquarters Individual Reservist Readiness & Integration Organization

NGB—National Guard Bureau

RDS—Records Disposition Schedule

ROTC—Reserve Officer Training Corps

SAF/MR—Assistant Secretary of the Air Force for Manpower and Reserve Affairs

SDI—Special Duty Identifier

SEI—Special Experience Identifier

SrA—Senior Airman

SURF—Single Unit Retrievable Format

USAF—US Air Force

USAFA—United States Air Force Academy

198 DAFI36-2670 25 JUNE 2020

Office Symbols

AF/A1D—Air Force/Directorate of Force Development

AF/A1—Deputy Chief of Staff, Manpower, Personnel & Services

Terms

Advanced Academic Degree—Any graduate or post-graduate degree awarded by an accredited

degree-granting institution.

Advanced Distributed Learning (ADL)—An evolving, outcomes-focused approach to

education, training, and performance aiding that blends standards-based distributed learning

models emphasizing reusable content objects, content and learning management systems,

performance support systems/devices, web applications services, and connectivity. ADL is an

evolution of distributed learning (distance learning) that emphasizes collaboration on standards-

based versions of reusable objects, networks, and learning management systems, yet may include

some legacy methods and media. ADL is structured learning that takes place without requiring the

physical presence of an instructor. Although the AF uses the term ADL, some federal agencies and

DoD components may use the term distance learning. These terms refer to the same basic concept.

Advanced Distributed Learning Service (ADLS)—Advanced Distributed Learning Service is

the system that delivers ADL content and tracks and reports student progress.

Advanced Training (AT)—Formal course that provides individuals who are qualified in one or

more positions of their AF Specialty with additional skills and knowledge to enhance their

expertise in the career field. Training is for selected career Airmen at the advanced level of the AF

Specialty.

AETC (AETC) Distance Learning (DL)—Formal courses developed for export to a field

location (in place of resident training) for trainees to complete without the on-site support of the

formal school instructor.

AETC (AETC) Course Control Documents (CCDs)—AETC Course Control Documents

prescribe the training to be provided in AETC formal courses. These include but are not limited to

Course Chart, Course Training Standard, plan of instruction, and specialty training standard.

AF Career Field Manager (AFCFM)—Representative appointed by the respective HQ USAF

Deputy Chief of Staff or Under Secretariat, to ensure assigned AF specialties are trained and

utilized to support AF mission requirements. AF Career Functional Manager is the OPR; however,

works in concert with MAJCOM Functional Managers as required.

AF Corporate Structure—Embodies the corporate review process for HQ USAF. The primary

groups of the Corporate Structure are the AF Council, the AF Board, the AF Group, the fourteen

Mission and Mission Support Panels, and Integrated Process Teams. This structure increases

management effectiveness and improves cross-functional decision-making by providing a forum

in which senior AF leadership can apply their collective judgment and experience to major

programs, objectives, and issues. This process balances programs among mission areas, between

force structure and support, and between readiness and modernization. Only military or

Department of Defense civilian personnel assigned to the Air Staff or Office of the Secretary of

the AF may serve as members of the corporate structure.

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AF Learning Content Management System (AF LCMS)—AF Learning Content Management

System is a content development service, which provides AF content developers a set of tools and

a repository of previously developed Shareable Content Object Reference Model -based content.

Air Reserve Component (ARC)—An overarching term used when referring to both the Air

National Guard and AF Reserve.

Allocation—A class seat reserved for a specific program user at their request.

Air and Space Expeditionary Forces—The Air Force presents its force capabilities to satisfy

commander requirements through the Air Expeditionary Force concept. The Air Expeditionary

Force concept is how the Air Force organizes, trains, equips, and sustains itself by creating a

mindset and cultural state that embraces the unique characteristics of aerospace power (range,

speed, flexibility, and precision) to meet the national security challenges of the 21st century.

Air Force Council—The top Air Force corporate decision-making body. Provides an institutional

perspective and makes strategic recommendations to the Secretary of the Air Force and the Air

Force Chief of Staff of the United States on department-wide force management and development

issues for the purpose of developing the necessary competencies within our officer, enlisted, and

civilian force. The Air Force vice chief of staff chairs the Air Force Council. SAF/MR, functional

authorities, vice major commanders, CMSAF, and appropriate Air Reserve Component and

civilian representation make up the Air Force Council and provide a review of total force

management.

Air Force Education Requirements Board—Forum for providing corporate guidance and

oversight for Air Force advanced academic degree and professional continuing education

programs. This body approves Air Force education quota requirements above available funding

level and prioritizes education quota requirements below the funding level.

Air Force specialty—A group of manpower positions requiring common qualifications. Each Air

Force specialty has a title and a code.

Air Force Specialty Code—A combination of numbers and alpha characters used to identify an

Air Force specialty. Officer Air Force specialty codes consist of four characters; enlisted Air Force

specialty codes consist of five characters. Alpha prefixes or suffixes are used with the numerical

codes when specific identification of position requirements and individual qualifications is

necessary. Refer to AFI 36-2101, Classifying Military Personnel (Officer and Enlisted), Table 1.1

and Table 1.2 for explanation of codes.

Airman—According to AFDD 1-1, Leadership and Force Development, an Airman is any U.S.

Air Force member or Department of the Air Force civilian.

Airman Development Plan—Web-based tool that is the primary mechanism for officers to

express education, training, and experience goals to their chain of command, development team,

assignment team, and career field team. Enables communication between the development team

and the individual.

Air Reserve Component—The combination of the Air National Guard and the Air Force Reserve;

together they are called the Air Reserve Component. Air Force Policy Directive 10-3, Air Reserve

Component Forces, establishes policy to fully integrate the Air National Guard, Air Force Reserve,

and RegAF into a single Total Force.

200 DAFI36-2670 25 JUNE 2020

Annual Installation Training Plan—Management planning document identifying an

installation's annual civilian training requirements.

Approval Authority—Senior leader responsible for contributing to and implementing policies

and guidance/procedures pertaining to his/her functional area(s) (e.g., heads of functional two-

letter offices).

Assignment Facilitator—The assignment facilitators are the tactical means by which the Air

Force Reserve facilitates education, training and experience (assignments) opportunities for

reserve officers O-5 and below. They also provide career field specific counseling and guidance.

In addition, assignment facilitators are the conduit between the field, hiring authorities and the

career field managers.

Assignment Team—Executes assignment and some deployment policies for a functional

community and makes assignments using the Air Force Assignment System.

Buy-Up Program—A provision of the Montgomery GI Bill that allows individuals to contribute

an additional $600 to their Montgomery GI Bill in order to get more money each month through

their GI Bill monthly payments.

Career Field Education and Training Plan (CFETP)—A CFETP is a comprehensive core

training document that identifies: life-cycle education and training requirements; training support

resources; and minimum core task requirements for a specialty. The CFETP aims to give personnel

a clear path and instill a sense of industry in career field training.

Career Field Manager (CFM)—The AF focal point for the designated career field within a

functional community. Serves as the primary advocate for the career field, addressing issues and

coordinating functional concerns across various staffs. Responsible for the career field policy and

guidance. Must be appointed by the FM and hold the grade of Colonel/GS-15/PB-03 (or

equivalent) for officer and DAF civilian specialties, and the grade of CMSgt for enlisted Airmen.

In-depth information on Career Field Managers duties and responsibilities may be found at

Chapter 1.

Career Field Team—Functionally-oriented teams that execute force development policy and

programs for civilians.

Career Management Product—A customized document tailored to identify AFR officer and

enlisted key, command, and joint duty assignment list positions.

Certification—A formal indication of an individual’s ability to perform a task to required

standards.

Certification Official—A person whom the commander assigns to determine an individual’s

ability to perform a task to required standards.

Civilian Developmental Education—Targets the development needs of a member at certain

points in their career and encompasses training, educational, and experiential opportunities at the

tactical, operational, and strategic levels of development.

Combat Ready Duty Position—A combat ready duty position is a position such as Red Horse,

Pararescue, Security Forces, Medical Readiness, etc., that deploys on a regular basis in support of

combat operations, combat ready Airman perform combat duties on a daily basis.

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Continuum of Learning (CoL)—Designed to deliberately integrate developmental opportunities

through a common taxonomy to produce adaptable, knowledge-enabled Airmen for today and

tomorrow.

Contract Training—Type 1 training that receives the same priority funding as AF-directed

training. It supports initial groups of instructors and operators the AF requires for new or modified

weapon systems.

Core Task—Tasks the AF Career Field Manager identify as minimum qualification requirements

for everyone within an AFSC, regardless of duty position. Core tasks may be specified for a

particular skill level or in general across the AFSC. Guidance for using core tasks can be found in

the applicable CFETP narrative.

Course Objective List (COL)—A publication derived from initial and advanced skills Course

Training Standard, identifying the tasks and knowledge requirements, and respective standards

provided to achieve a 3- or 7-skill level in this career field. Supervisors use the continuum of

learning to assist in conducting graduate evaluations.

Course Training Standard (CTS)—Training standard that identifies the training members

receive in a specific course.

Critical Resource—A host-unit provided item taken from its operational role to support field

training. Generally refers to an airframe, engine or other equipment item.

Critical Task—A task in not accomplished to the specified standard results in a serious adverse

effect upon mission accomplishment, survivability or safety.

Certification—The recognition or credential given to an individual who have met predetermined

qualifications set by an agency of government, industry, or a profession.

Chief Leadership Course—The Chief Leadership Course (CLC) is a course designed to provide

CMSgts the education to bridge operational-to-strategic perspectives of the Air Force. As a result

of this Executive Level Experience (ELE), strategic-level leaders will be equipped to inspire,

effectively lead, manage and mentor our present day and tomorrow’s Airmen. The CLC is the

capstone and pinnacle level of Enlisted Professional Military Education.

Civilian—An individual employed in or under the Department of the AF.

Civilian Automated Training Input Program—An automated program used by installations,

AFPC/DP2LCF, Career Field Managers, and AF/A1DI to input civilian training requirements for

AF-wide consolidation.

Civilian Developmental Education Program—AF civilian competitive leadership development

program for sustaining the capability of senior level civilians while preparing high- potential

civilians for increasingly responsible management and leadership positions. The Civilian

Developmental Education portfolio includes Professional Military Education, other long-term

academic and experiential programs, and GS-15 executive development programs.

Civilian Strategic Leader Program—Ensures a highly-qualified leadership pipeline is available

to meet future mission requirements. Through experiential opportunities, civilian strategic

leadership program enhances the knowledge, skills and abilities possessed by its GS-14/15

participants by providing assignments with roles and responsibilities that have Air Force enterprise

and/or Department of Defense-wide impact. A fundamental aspect of the civilian strategic

202 DAFI36-2670 25 JUNE 2020

leadership program is ensuring there is a right mix of enterprise positions at varying strategic levels

within the AF enterprise. While not a promotion program, civilian strategic leadership program

participants are reassigned to experiential positions typically for 3 years. While the majority of

civilian strategic leadership program positions are locally funded, some positions across the Air

Staff, Office of the Secretary of Defense, and joint community are funded by the Central Salary

Account.

Commercial Off-The-Shelf—A commercially available training, education, and professional

development event or planned series of the same event, activity, service or material requiring no

modification prior to use. Such training may occur on or off the installation and may include non-

federal civilians.

Competencies—Observable, measurable pattern of knowledge, skills, abilities, behaviors, and

other characteristics needed to perform institutional or occupational functions successfully.

Concept of Operation—Describes key Air Force mission areas and/or functional areas for

enabling desired joint warfighting effects in accordance with national, joint, and service guidance.

The Air Force concept of operation articulates the capabilities needed to achieve those effects and

inform Headquarters Air Force and major command senior leadership on the Air Force vision for

capabilities development.

Continued Service Agreement—Document signed by the civilian employee agreeing to remain

with the AF for a specific length of time following completion of training.

Continuum of Learning—Career-long process of individual development where challenging

experiences are combined with education and training through a common taxonomy to produce

Airmen who possess the tactical expertise, operational competence, strategic vision, and joint

proficiency to lead and execute the full spectrum of Air Force and joint missions.

Cross-Functional Advisory Panels—A forum (e.g., Nuclear Enterprise Senior Steering Group)

convened to develop and coordinate strategic-level oversight to key stakeholders and functional

communities.

Cross—Functional Authority—Manage the needs of their occupational capability by identifying

cross-functional billets, associating proficiency levels, and development (training and/or

experience) necessary to successfully conduct their mission and working with functional leads to

ensure career long, deliberate development occurs. Currently, five cross functional authorities have

been identified: cyberspace, nuclear, space, test and evaluation, and acquisitions.

Cross-Functional Capabilities—Collection of skills including knowledge and task proficiency

needed to produce a distinctive operational capability, which is not entirely developed within the

AF institutional and occupational development plan. This capability is source by more than one,

but not all, Air Force specialty codes to augment institutional and occupational functions. This

functional mission set relies on a deliberate human capital strategy of skill development built over

time through education, training, and experience.

Developmental Education—An array of educational opportunities including: professional

military education, advanced academic degrees, and professional continuing education.

Developmental Education Designation Board—An annual board chaired by the AF/A1 to

determine in-resident intermediate developmental education and senior developmental education

assignments for RegAF officers below the grade of O-6 and selected GS-15s (or equivalent).

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Development Team—Provides oversight of officer and civilian development to meet both

functional and AF corporate leadership requirements. Development teams are the conduit between

force development systems, frameworks, and policy and translate these into career vectors for

individuals.

Development Team Tool—A database tool used by development teams to score individual

records, determine candidates for developmental education and command, and assign

developmental vectors.

Developmental Vector—A recommendation from a development team to an individual and his

or her assignment team of an experience to be gained for the development of the individual (e.g.,

joint, headquarters Air Force, command, etc.).

Discharge—The complete termination of any or all enlistments or appointments and any or all

other military status resulting in complete severance from all military status.

Distance Learning—Structured learning that does not require the physical presence of the

instructor.

Distributed Learning—Structured learning mediated with technology that does not require the

physical presence of the instructor. Distributed learning models can be used in combination with

other forms of instruction or it can be used to create wholly virtual classrooms.

Education—Process of imparting general bodies of knowledge and habits of mind applicable to a

broad spectrum of endeavors to intellectually prepare individuals to deal with dynamic

environments and solve ill-defined problems by using critical thought and reasoned judgment.

Education programs prepare Airmen to anticipate and successfully meet challenges across the

range of military operations and build a professional corps. Further, they positively impact both

recruitment and retention efforts. Education can be further defined as developing a civilian’s

general knowledge, capabilities and character through exposure to and learning of theories,

concepts, and information. Education is traditionally delivered by an accredited institution and

must relate to a current or future mission-related assignment.

Education and Training Course Announcement—Contains specific MAJCOM procedures,

fund cite instructions, reporting instructions, and listings for those formal courses conducted or

managed by the MAJCOMs or field operating agencies (FOAs). The Education and Training

Course Announcement contains courses conducted or administered by the AF and reserve forces

and serves as a reference for the AF, DoD, other military services, government agencies, and

security assistance programs.

Electronic Career Development Course—Enhances the availability of Career Development

Courses and promotes utilization of advanced distance learning concepts resulting in an

educationally sound product for all Airmen within their AF specialties.

Employee Development Specialist—Primary civilian training, education, and professional

development manager for the installation responsible for program element code 88751F funds.

Enlisted Development Team—Provides key input on functional progression and succession

planning. They execute enlisted vectoring and identify key leadership and developmental positions

in their functional communities. The CFM and EDT chair collaborates with AF/A1 and the Air

Force Personnel Center on enlisted force development and management programs.

204 DAFI36-2670 25 JUNE 2020

Enlisted Force Development Panel—The Enlisted Force Development Panel is charged to

review, evaluate, and make recommendations to senior Air Force leaders regarding concerns,

programs and initiatives relating to the education, training and experiences impacting enlisted

Airman Development.

Enlisted Quarterly Assignment Listing—Provides Airmen a listing of assignment requirements

available for upcoming assignment cycles and allows Airmen the opportunity to align personal

preferences to Air Force needs. The listing identifies available assignments by Air Force specialty

code, grade and location. The list can be viewed on the Air Force Personnel Center Worldwide

Web page at http://www.afpc.randolph.af.mil. Note: Must be RegAF to access this online.

Enlisted Quarterly Assignment Listing—Plus—Supplements the enlisted quarterly assignment

listing and is used to advertise requirements for special duty assignments, joint/departmental

assignments, short-notice overseas assignments, and all CMSgt assignments. Enlisted quarterly

assignment listing-Plus shows upcoming requirements, any special qualifications an Airman needs

to be eligible for selection, the available locations, reporting instructions, and points of contact for

additional information. The list can be viewed on the Air Force Personnel Center Worldwide Web

page at http://www.afpc.randolph.af.mil. Note: Must be RegAF to access this online.

Exportable Course—Instructional packages that personnel design for use in the field. The course

may include printed, computer-based, or other audiovisual materials.

Exportable Training—Additional training via computer assisted, paper text, interactive video, or

other necessary means to supplement training.

External Evaluation—Acquisition and analysis of data from outside the training environment to

evaluate the training product in the operating environment.

Extension Course Program—Provides career-broadening courses throughout the Department of

Defense to include civil service employees in all federal agencies.

Expeditionary Readiness—Knowledge, skills, and abilities (KSAs) needed for a deployment-

ready Airman to survive, operate, and succeed in a deployed environment, while reinforcing a

strong warrior ethos.

Expeditionary Readiness Training—Training that provides an Airman the KSAs to survive,

operate and succeed across the range of military operations in support of Combatant Commanders’

requirements, while reinforcing a strong warrior ethos. These KSAs are not routinely acquired

during initial occupational, mission oriented or Ancillary Training venues.

Experience—Active participation/involvement in positions, events, or activities leading to the

accumulation of knowledge or skill that can be utilized to meet mission requirements.

Extended Active Duty—An active duty status other than active duty for training or temporary

tours of active duty. Personnel on extended active duty are assigned to an active duty unit, and

accountability is against active force strength.

Field Training—Technical, operator, and other training either a training detachment or field

training team conducts at operational locations on specific systems and associated direct-support

equipment for maintenance and aircrew personnel.

First—Term Airmen—Individuals who are on their: (1) first enlistment (including

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Airmen who have extended their enlistments for 23 months or less), or; (2) first extended

active duty tour, or; (3) first enlistment with prior active service of less than 24 months.—

Force Development— A deliberate process of preparing Airmen through the continuum of

learning with the required competencies to meet the challenges of current and future operating

environments. Institutional and joint development generally results in leadership, management,

and warrior ethos proficiency. Occupational development generally results in technical skill

proficiency.

Force Development Construct—A framework that links Airmen development needs with

defined Foundational Competencies. These competencies (Organizational, People/Team, and

Personal) are delivered through the continuum of learning.

Formal Training Plan—Document that contains planned training and development activities,

which may be individually tailored, if necessary, for each civilian participating in a formal training

program. Formal training programs are outlined in an official document, regulation, or agreement

and designed to cover more than one civilian (e.g., accelerated training agreements approved by

the Office of Personnel Management or the Air Force, Air Force and major command intern

programs, etc.)

Foundational Competencies—Common taxonomy used to implement the continuum of learning.

These leadership competencies are expected of all Airmen, throughout their careers, and will be

the competencies needed to operate successfully in the constantly changing environment in which

they function. The three categories of these competencies are mapped to the Air Force leadership

levels.

Functional/Occupational Training—Training required by the specific career field, functional

community, or occupational series to perform actual tasks required by the position to accomplish

the AF mission.

Functional Advisory Council—A forum of functional representatives that meets to discuss how

to best prepare senior leaders with a comprehensive understanding of functional, cross-functional,

and institutional personnel requirements as they pertain to a particular career field.

Functional Area Manager—The individual accountable for the management and oversight of all

personnel and equipment within a specific functional area to support operational planning and

execution. Responsibilities may include developing and reviewing policy; developing, managing,

and maintaining unit type codes; developing criteria for and monitoring readiness reporting; force

posturing; and analysis. At each level of responsibility (Headquarters Air Force, major commands,

air component, forward operating agency, direct reporting unit, and installation), the functional

area manager should be the most knowledgeable and experienced person within the functional area

and have the widest range of visibility over functional area readiness and capability issues.

Functional Authority—Senior leaders, to include Assistant Secretaries (SES), Deputy Chiefs of

Staff (three-star), and other selected HAF two-letter GO/SES-level leaders that provide corporate

perspective of institutional requirements and force management and development. The functional

authority serves as a final authority to ensure all policies, established in accordance with this

document, are implemented within their functional community. Functional authorities are

supported by functional managers who are supported by career field managers.

Functional Management Structure—The functional authority, functional manager,

development team, enlisted development team, career field manager, functional assignment

206 DAFI36-2670 25 JUNE 2020

team/career field team and other career field stakeholders at the enterprise level who provide a

corporate perspective of institutional requirements, career field-specific policy and guidance, and

day-to-day management of their specific career field(s) in order to ensure Airmen within their

functional community are equipped, developed, and sustained to provide AF capabilities.

Functional Manager—Senior leaders, designated by the appropriate functional authority who

provide day-to-day management responsibility over specific functional communities at the

MAJCOM, FOA, DRU, or ARC level. While they should maintain an institutional focus in regards

to resource development and distribution, Functional Managers are responsible for ensuring their

specialties are equipped, developed, and sustained to meet the functional community’s mission as

well as encourage force development opportunities in order to meet future needs of the total AF

mission.

Government—The Government of the United States and the government of the District of

Columbia.

Government Purchase Card—A method of payment for goods and services to include authorized

training and education.

High Potential Officer (Regular Air Force)—Demonstrate depth and expertise through

exceptional performance in functional skills, and excel in the areas of managing resources, leading

people, improving the unit and executing the mission. High-potential officer indicators include:

Officer performance report stratification, awards/recognition, special selection and assignments.

High Potential Officer (Air Force Reserve)—Officers on their career field Key Personnel

Listing (determined by the development team), in resident developmental education students,

Reserve Command Selection Board list, Reserve Brigadier General Qualification Board list, or

sitting commanders in O-6 level commander positions are considered high-potential officers.

Demonstrate depth and expertise through exceptional performance in the functional skills, breadth

of experience through assignment and educational opportunities, and those who excel in the areas

personal, people/teams, and organizational competencies. Reserve component indicators include:

officer performance report stratification, awards/recognition, and assignments to

key/command/joint positions, Reserve Command Screening Board selection, and the four pillars

of the Air Force Reserve.

Home Station Training (HST)—Training required to perform in the current duty position to

include duty position tasks, core tasks, Resource Augmentation Duty program tasks, contingency

tasks, and additional duty tasks.

Individual Development Plan—Web-based tool that is the primary mechanism for civilians to

express education, training, and experience goals. Enables communication between the

development team and the individual.

Individual Reservist—A member of the Individual Reserve Program in one of four categories:

the individual mobilization augmentee; the participating Individual Ready reserve; non-

participating Individual Ready Reserve and the Standby Reserve.

Intermediate Developmental Education—Developmental education directed at the operational

level of development, usually received as a field grade officer and GS 12-13 (or equivalent).

Joint Duty Assignment List—This is a list of secretary of Defense-approved positions where an

officer gains significant experience in joint matters. As mandated in the Goldwater Nichols Act of

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1986 and the National Defense authorization Act (2007), the Reserve Components must gain

expertise in joint matters to participate in Joint, Interagency, Coalition and Multi-National

environment.

Judge Advocate—Licensed attorneys who deliver professional, candid, independent counsel and

provide full spectrum legal capabilities to assist the warfighter.

Individual Development Plan—A document used to record short- and long-range career goals,

the specific competencies, knowledge, skills, and abilities necessary to meet current objectives,

and training, education, and other professional development strategies used to develop the desired

competencies. In conjunction with a performance assistance plan, the individual development plan

assists in making civilian performance more effective in present and future positions and is used

for civilians below the executive level.

Initial Evaluation—An evaluation to review an individual’s training qualifications. Supervisors

conduct an initial training evaluation to determine if the individual requires additional training to

meet duty position requirements.

Initial Skills Training—A formal school course that results in an AFSC 3-skill level award for

enlisted or mandatory training for upgrade to qualified officers.

Installation Training Guide—Specific guidance on local training program operations that are not

addressed in this publication and prepared by the employee development specialist for serviced

organizations.

Interagency Training—Training provided by one agency for other agencies or shared by two or

more agencies.

Issue Panels—Established to respond to specific institutional force management or development

issues which have a significant AF impact. When created, the charter must include specific criteria

defining when the panel will stand down.

Key Positions—Key positions within a career field are those leadership/pinnacle positions which

are highlighted as major, important, essential, pivotal, and limited. They provide valuable

experience in the Air Force Reserve and will present incumbents with vital Air Force Reserve

development for future key position placement. These positions are at the strategic level, often

requiring a component perspective.

Key Career Position—Target competencies at the strategic leadership level. Key career positions

are centrally managed and in major occupational series. They have a tour length of 3-5 years,

provide critical experience in developing career field leadership, and are to be vectored by the

Career Field Development Team process.

Key Personnel List—Development Teams establish a key personnel list through the scoring

process during career field development teams. The Key Personnel Listing is used to fill

key/command/joint officer and key/strategic enlisted positions and referenced when making other

developmental decisions.

Keystone Course—The Keystone Course is designed to educate Command Senior Enlisted

Leaders (CSELs) currently serving in or slated to serve in a general or flag officer level joint

headquarters or Service headquarters that could be assigned as a joint task force. CSELs will have

an opportunity to visit and receive briefings at the National Defense University, the DJS J7 Joint

208 DAFI36-2670 25 JUNE 2020

Coalition Warfighting Joint Operation Module (JOM) in Suffolk, VA, and several Combatant

Commands and Joint Task Forces.

Knowledge Training—Training used to provide a base of knowledge for task performance. It

may also be used in lieu of task performance when the training capability does not exist. Learning

gained through knowledge rather than hands-on experience.

Learning—Cognitive, affective, and/or physical process where a person assimilates information,

and temporarily or permanently acquires or improves skills, knowledge, behaviors, and attitudes.

Licensing—The process by which a government agency (federal, state, or local) grants permission

to an individual to engage in a given occupation upon finding the applicant has attained the

minimum degree of competency required to engage in the occupation.

Long-Term Full-Time Training—Off-the-job training of more than 120 consecutive duty days.

Major Command—A major subdivision of the Air Force that is assigned a major part of the Air

Force mission. Major commands report directly to Headquarters Air Force.

Major Command Functional Manager—The Air Force Reserve focal point for enlisted

members in a designated career field. They serve as the primary advocate for the career field, they

monitor health and manning, and address issues and coordinate functional concerns across various

staffs.

Mandatory Training—Required for all civilians based on statute, regulations or prescribed

policy.

Management Training Committee—Committee of top functional managers responsible for the

management of training and development resources on an installation.

Mentor—Wise, trusted, and experienced individual who shares knowledge, experience, and

advice with a less experienced person.

Master Task List (MTL)—A comprehensive list (100%) of all tasks performed within a work

center and consisting of the current CFETP or AF Job Qualification Standard and locally

developed AF Forms 797 (as a minimum). Should include tasks required for deployment and/or

unit type code requirements.

Master Training Plan (MTP)—Employs a strategy for ensuring the completion of all work center

job requirements by using a master task listing and provides milestones for task, Career

Development Course completion, and prioritizes deployment/unit type code, home station training

tasks, upgrade, and qualification tasks.

Military Life Cycle (MLC)—Key points in time or, “touch points,” throughout a service

member’s career to align their military career with their civilian career goals. MLC enables

transition to become a well-planned, organized progression of skill building and career readiness

preparation spread over the length of a military career.

Nuclear Deterrence Operations—The service core function where the Air Force operates,

maintains, and secures nuclear forces to achieve an assured capability to deter an adversary from

taking action against vital United States interests. Specifically, the three capabilities resident in

nuclear deterrence operations are (1) Assure, Dissuade, Deter, (2) Nuclear Surety, and (3) Nuclear

Strike.

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Nuclear Enterprise—The people, organizations, processes, procedures, and systems used to

conduct, execute, and support Nuclear Deterrence Operations and forces. It includes the

infrastructure and life-cycle activities for nuclear weapons, delivery platforms, and supporting

systems; intellectual and technical competencies; and cultural mindset

No-Fail Position—A position with responsibilities vital to the success of the mission. Failure to

have a qualified individual in this position could have severe consequences.

Occupational Analysis (OA)—Collecting and analyzing factual data on the tasks and/or

knowledge performed by AF career fields. This data is used to provide personnel and training

decision-makers with factual and objective job information which enables them to justify and/or

change personnel utilization policies and programs, refine and maintain occupational structures,

and establish, validate, and adjust testing and training programs.

Occupational Competencies—A set of competencies required of all Airmen within a specific

workforce category (a group of functions requiring similar work, i.e., Engineering). They describe

technical/functional skills, knowledge, abilities, behaviors, and other characteristics needed to

perform that function’s mission successfully.

Occupational Group—A major category of white collar occupations, embracing a group of

associated or related occupations (e.g., the accounting and budget group is GS-0500).

Occupational Series—A subdivision of an occupational group consisting of positions with similar

specialized line of work and qualification requirements. The series are designated by a title and

number such as the accounting series, 0510.

Online Academic Skills Course (OASC)—Online, self-paced, academic skills training course

offered by the Department of Defense (DoD) Voluntary Education (VolEd) Program, through the

Defense Activity for Non-Traditional Education Support (DANTES) that provides fundamental

math and verbal skills improvement.

On-the-Job Training (OJT)—Hands-on, “over-the-shoulder” training or evaluation conducted

to certify personnel in both upgrade (skill level award) and job qualification (position certification

training).

Out-of-Cycle Training Request—A new requirement or a change to a Funded Mission Readiness

Training Program Guidance Letter.

Planning, Programming, Budgeting and Execution (PPBE)—Secretary of Defense’s resource

management system that is the primary means to control allocation of resources, identify mission

needs (planning), match them with resource requirements (programming), and translate them into

budget proposals (budgeting).

Potential Reassignment List—List of Reserve members who are approaching six months prior

to end of their current assignment and may potentially be reassigned to another position.

Professional Continuing Education—Any course that is less than 20 weeks in duration and

satisfies mission accomplishment, sustainment, or enhancement as required by law, Air Force

governance, specific memorandum of agreement, or position requirement. Professional continuing

education should not be confused with initial skills and subsequent advanced training courses that

are required to advance in the Air Force Specialty Code skill level.

210 DAFI36-2670 25 JUNE 2020

Professional Development—Engagement in a set of learning experiences designed to achieve

specific goals and long-term objectives. Learning experiences often occur in the workplace, and

include coaching, mentoring, job rotation, developmental assignments, on-the-job training, and

self-study courses.

Professional Military Education—Critical subset of developmental education that: 1) provides

the nation with personnel skilled in the employment of air, space, and cyberspace power in the

conduct of war, small scale contingencies, deterrence, peacetime operations, and national security;

2) provides Air Force personnel with the skills and knowledge to make sound decisions in

progressively more demanding leadership positions within the national security environment; and

3) develops strategic thinkers, planners, and war fighters. In addition, professional military

education programs strengthen the ability and skills of Air Force personnel to lead, manage, and

supervise.

Program Element Code 88751F—Operations and Maintenance (O&M) Program which funds

training, education, and professional development of O&M funded civilians.

Program Requirements Document (PRD)—Serves as a planning and programming document

supporting Program Objective Memorandum/APOM submissions, while program guidance letters

serve as the training execution tasking. Revised or planning program requirements documents may

be used to reflect vectors or re-vectors by the AF Corporate Structure.

Proficiency Training—Additional training, either in-residence or exportable advanced training

courses, or on-the-job training, provided to personnel to increase their skills and knowledge

beyond the minimum required for upgrade.

Program Guidance Letter—Establishes training requirements for AETC execution. Program

Guidance Letters are the official tasking document enabling AETC planners and resource

programmers to acquire the necessary resources for accomplishment of the tasking. The Program

Guidance Letters align the AF requirements with the Planning, Programming, Budgeting and

Execution process.

Program Objective Memorandum (POM)—Office of the Secretary of Defense directed, service

developed document identifying money, people and equipment requirements and allocations over

a specified period of time (example FY13-17). Program Objective Memorandum funding baselines

are used to develop budget level detail for distribution of resources during budget execution years.

The Program Objective Memorandum is developed by individual services to set objectives for

their forces, weapon systems and logistical support within the fiscal limits assigned to them by the

Secretary of Defense.

Program Requirements Document (PRD)—Reflects the “unconstrained” production

requirements (Formerly the Draft Program Guidance Letter). This name change creates a clearer

distinction between documents containing “unconstrained”/total requirements verses documents

containing requirements that have survived a corporate funding process. The program

Progression Planning—Career field planning designed to provide the proper education, training

and experience necessary to develop the majority of the career field.

Qualification Training (QT)—Performance training designed to qualify an Airman who has

transferred from one base or position to another specific position. The supervisor performs an

initial evaluation that includes a review of all previously certified tasks checked against the newly

DAFI36-2670 25 JUNE 2020 211

assigned position’s required tasks. Any tasks not previously completed is now required and this

identifies that the member requires qualification training for the newly assigned duty position.

Qualification Training Package (QTP)—An instructional package designed for use at the unit

to qualify, or aid qualification, in a duty position or program, or on a piece of equipment. It may

be printed, computer-based, or in other audiovisual media.

Quality Assurance Concept (QA)—The Quality Assurance staff evaluates the quality of

maintenance accomplished in the maintenance organization and performs necessary functions to

manage the organization’s Maintenance Standardization and Evaluation Program, which provides

an objective sampling of both the quality of equipment and the proficiency of maintenance

personnel.

RECLAMA—The process to “request to duly constituted authority to reconsider its decision or

its proposed action” (JP 1-02).

Reserve Developmental Education Designation Board—The Reserve Developmental

Education Designation Board is an annual board that convenes at Air Reserve Personnel Center to

select Citizen Airmen to attend in-residence developmental education schools.

Reserve-development plan—This is the ultimate tool for Citizen Airmen (Officer/Enlisted) to

influence the development of their own careers. They place desires, intent, goals and abilities for

themselves and leadership to help determine the most appropriate career opportunities. The entire

force development process hinges on this extremely important document to match against the

needs of the Air Force.

Reserve Enlisted Force Development Panel—The Reserve Enlisted Force Development Panel

provides general enlisted force development program oversight and guidance.

Reserve Functional Manager—The Reserve Functional Manager provides day-to-day strategic-

level direction and authority over specific functional communities’ requirements and overall

management of a functional career field. Reserve functional managers are responsible for resource

development and distribution and ensuring their specialties are equipped, developed, and sustained

to provide Air Force capabilities.

Reserve School Selection Board (RSSB)—This semi-annual board that convenes at the Air

Reserve School Selection Board to competitively select Citizen Airmen to attend Tactical,

Operational and Strategic level courses. These are a compilation of blended offerings and short

courses.

Resource Constraints—Resource deficiencies, such as money, facilities, time, manpower, and

equipment that preclude desired training from being delivered.

Selective Reenlistment Program—A program designed to permit the reenlistment of qualified

and needed Airmen, who have shown they have the capability and dedication to adapt to future

mission requirements.

Senior Developmental Education—Developmental education directed at the strategic level of

development, usually for O-5/O-6/GS-15 (and equivalent).

Senior Rater—Senior raters must be at least an O-5/O-6/GS-15 (equivalent) or higher, serving as

a wing commander or equivalent position and designated by the Management Level with a Senior

Rater Identification.

212 DAFI36-2670 25 JUNE 2020

SkillBridge Program—DoD program directed by law to provide eligible members of the armed

forces with job training and employment skills training, including apprenticeships and internships

to help prepare such members for employment in the civilian sector.

Skill Level—An enlisted Air Force specialty code denoting an individual’s highest level of

qualification. Enlisted personnel must complete all mandatory training requirements as outlined in

AFI 36-2201, the specialty description in the Air Force Enlisted Classification Directory on the

Air Force Personnel Center web site, and the applicable Career Field Education and Training Plan

for award of the 3-, 5-, 7-, and 9-skill levels.

Space Professional Functional Authority—The Secretary of the Air Force-appointed functional

authority for the Space Professional community.

Specialty Training—The total training process used to qualify Airmen in their assigned specialty.

Specialty Training Requirements Team—Air Force career field managers use this forum and

quality control tool to determine and manage career field education and training requirements.

Specialty Training Standard (STS)—An AF publication that describes an AF Specialty in terms

of tasks and knowledge an Airman in that specialty may be expected to perform or to know on the

job. Also identifies the training provided to achieve a 3-, 5-, or 7-skill level within an enlisted AF

Specialty. It further serves as a contract between AETC and the functional user to show which of

the overall training requirements for an AFSC are taught in formal schools and correspondence

courses.

Standard—An exact value, a physical entity, or an abstract concept, the appropriate authority,

custom, or common consent sets up and defines to serve as a reference, model, or rule in measuring

quantities or qualities, developing practices or procedures, or evaluating results. A fixed quantity

or quality.

Student Assignment Facilitation Panel—Assists students leaving in-residence developmental

education with outplacement to help ensure the Air Force Reserve’s return on investment.

Succession Planning—Identifying long-range needs and cultivating a supply of talent to meet

those needs. It involves a process for identifying and developing organizational personnel with the

potential to fill key leadership positions. Succession planning increases the availability of

experienced and capable personnel that are prepared to assume these roles as they become

available.

Supplemental Training—Training toward a portion of an AF Specialty without change by AFSC.

Formal training on new equipment, methods and technology that are not suited for on-the-job

training.

Task Certifier—See Certification Official.

Task Qualification Training (TQT)—Training conducted after Chemical, Biological,

Radiological, Nuclear, and High-Yield Explosive defense classroom training in which individuals

perform wartime mission essential tasks in a simulated wartime environment while wearing full

ground crew individual protective equipment or aircrew individual protective equipment.

Headquarters AF, MAJCOM and local Functional Area Managers identify wartime mission

essential tasks. See AFI 10-2501, Emergency Management Program additional information/

requirements.

DAFI36-2670 25 JUNE 2020 213

Third Party Certification—An evaluation of completed training conducted by the task certifier

and is only required when directed by the AF Career Field Manager.

Top-Up Program—Formally known as the Tuition Assistance Top-Up Program, the Top-Up

Program allows GI Bill participants to use the GI Bill to supplement the tuition and fees not

covered by tuition assistance. The amount of the benefit can be equal to the difference between

the total cost of a college course and the amount of Tuition assistance that is paid by the military

for the course.

Total Force—Organizations, units, and individuals that comprise the Air Forces’ resources for

meeting its mission. This includes RegAF, Air National Guard, and Air Force Reserve military

personnel, and civilian personnel.

Total Force Assessment—Tests whether the force requirements derived from its manpower

requirements determination process were sufficient to support the spectrum of military operations

envisioned in the defense strategy. This includes simultaneously fighting two major theater wars

to conducting multiple contingency operations in peacetime.

Trainer—A trained and qualified person who teaches personnel to perform specific tasks through

on-the-job training methods. Also, equipment that the trainer uses to teach personnel specified

tasks.

Training—A set of events or activities presented in a structured or planned manner through one

or more media for the attainment and retention of skills, knowledge, and attitudes required to meet

job performance requirements. This involves the coaching and mentoring of Airmen, resulting in

proficiency development. Note: Functional authorities in conjunction with Air Education and

Training Command and 2nd Air Force shall develop frameworks for technical skill development.

These frameworks shall be consistent with overarching Air Force guidance. Additionally, training

can be defined as the process of providing for and making available to an civilian, and placing or

enrolling the civilian in, a planned, prepared and coordinated program, course, curriculum, subject,

system, or routine of instruction or education, in scientific, professional, technical, mechanical,

trade, clerical, fiscal, administrative, or other fields which will improve individual and

organizational performance and assist in achieving the AF mission and performance goals.

Training Agreement—A written contract between a civilian and the AF. The contract outlines

intensive training to satisfy all or part of the experience required by qualification standards, without

regard to time-in-grade requirements.

Training Capability—The ability of a unit or base to provide training. Authorities consider the

availability of equipment, qualified trainers, and study reference materials, and so on in

determining a unit’s training capability.

Training Detachment—An AETC detachment that provides technical training, at an operational

location, on specific systems, and their aerospace ground equipment. A training detachment aims

to: qualify personnel on new equipment or in new techniques and procedures, maintain proficiency

and to increase skill and knowledge, acquaint personnel with specific systems, and keep personnel

aware of changing concepts and requirements.

Training Equipment—The generic term for items trainers use to train aircrew, missile,

maintenance, support, or operator personnel. Trainers teach with these items by picturing,

214 DAFI36-2670 25 JUNE 2020

simulating or otherwise demonstrating the characteristics of a system, facility or piece of

equipment.

Training Requester Quota Identifier—The training requester quota identifier is a four-character

communication code within Oracle Training Administration used to convey annual or

supplemental training requirements, allocations, allocation confirmations, and student tracking

information between a user of training and the provider (owner) of training. Training requester

quota identifiers are assigned to MAJCOMs, FOA, and DRUs responsible for training

accountability of personnel. Only one training requester quota identifier is assigned to a functional

entity for Mission Readiness Training Program.

Training Session—Training conducted based on technical data for a task that existing courses

cannot support.

Training Office—The base education and training office in which the employee development

specialist function is located in under the base force development flight.

Tuition—The stated cost per academic unit of instruction as specified in the course catalog at an

accredited institution.

Tuition Assistance—Financial assistance for tuition, laboratory and other instructional fees for

academic mission-related courses at accredited post-secondary academic institutions.

Unit Manpower Document—The unit manpower document is the primary document that reflects

the manpower required to accomplish the unit’s mission. It is a computer product that lists unit

manpower requirements, both funded and unfunded, and is used to help manage manpower

resources. The unit manpower document contains many data elements identifying the unique

attributes of a position including position number, Air Force specialty code, functional account

code, work center, grade, number of authorizations, and personnel accounting symbol data.

Utilization and Training Workshop—Career field managers use the utilization and training

workshop process to develop and review training programs within an Air Force specialty or

civilian occupational series. The goal of the utilization and training workshop process is to develop

the architecture for effective life-cycle training to be provided at appropriate points throughout a

career path and to ensure that personnel within the specialty or series are properly employed.

Utilization Field—A group of Air Force officer specialties, related by required skills and

knowledge. A utilization field can consist of only one specialty if the skills and knowledge

required are unique and don't relate to other officer specialties.

Unit Training Assembly—A planned period of training, duty, instruction, or test alert completed

by a Reserve unit.

Upgrade Training—Mandatory training that leads to attainment of higher level of proficiency.

Vector—The development team/enlisted development team collective recommendation for an

assignment level (e.g., Joint Staff, Headquarters Air Force, major command, installation-level,

etc.), training, or education opportunity (e.g., resident developmental education, advanced

functional training), or position type (e.g., flight commander, division chief, instructor, special

duty, etc.) a member should be considered for in his or her next or subsequent assignments.

Wartime Course—Comprised of those tasks that must be taught when courses are accelerated in

a wartime environment. Wartime tasks are the tasks to be taught in the 3-level course when the

DAFI36-2670 25 JUNE 2020 215

wartime courses have been activated. In response to a wartime scenario, these tasks are taught in

the 3-level course in a streamlined training environment. These tasks are only for those career

fields that still need them applied to their schoolhouse tasks.

Wartime Tasks—Those tasks that must be taught when courses are accelerated in a wartime

environment. In response to a wartime scenario, these tasks are taught in the 3-level course in a

streamlined training environment. These tasks are only for those career fields that still need them

applied to their schoolhouse tasks.

216 DAFI36-2670 25 JUNE 2020

Attachment 2

FORCE DEVELOPMENT CHART

Figure A2.1. Force Development Chart.

LT CAPT MAJ LT COL COL

GS 1-9 GS 10-13 GS 14-15

E1 E2 E3 E4 E5 E6 E8 E9

Foundational Development

Preparation to fill an AF role

Institutional Development

Building leaders with broad experiences

Occupational Development

Focused on building depth of functional expertise

DAFI36-2670 25 JUNE 2020 217

Attachment 3

FUNCTIONAL AUTHORITY RANK/GRADE/POSITION WAIVER MEMORANDUM

TEMPLATE

DD MMM YY

MEMORANDUM FOR AF/A1

FROM:

SUBJECT: Functional Authority Rank/Grade/Position Waiver Authority

In accordance with AFI 36-XX7, Total Force Development, (insert the requesting official’s

name, title and rank) respectfully requests a waiver to the functional authority chair

rank/grade/position requirements. Request (state the person’s name, title and rank/grade) be

appointed as the functional authority due to (state the reason why). He/she will hold this position

for the following timeframe (insert the applicable timeframe).

FUNCTIONAL MANAGER SIGNATURE

BLOCK

cc:

AF/A1D

AF/A1P

218 DAFI36-2670 25 JUNE 2020

Attachment 4

FUNCTIONAL AUTHORITY ALIGNMENT TABLES

Table A4.1. Functional Authorities for Officer Career Fields (note 1).

AFSC

Career Field

Functional

Authority

11X

Pilot

AF/A3

12X

Combat Systems Officer

AF/A3

13A

Astronaut

AF/A3

13B

Air Battle Manager

AF/A3

13D

Control and Recovery

AF/A3

13L

Air Liaison Officer

AF/A3

13M

Airfield Operations

AF/A3

13S

Space Operations

AFSPC/CC

13N

Nuclear/Missile Operations

Officers

AF/A10

14N

Intelligence

AF/A2

15W

Weather

AF/A3

16F

Regional Affairs Strategist

SAF/IA

16P

Political-Military Affairs

Strategist

SAF/IA

16G, 16R

Operations Support

AF/A3

17D

Cyberspace Operations

*AF/A2/6

18X

Remotely Piloted Aircraft Pilot

AF/A3

21A

Aircraft Maintenance

AF/A4

21M

Munitions/Missile Maintenance

AF/A4

21R

Logistics Readiness

AF/A4

31P

Security Forces

AF/A4

32E

Civil Engineer

AF/A4

35B

Band

SAF/PA

35X

Public Affairs

SAF/PA

38F (Note 2)

Force Support

AF/A1

41A

Medical Services Corps

AF/SG

42X, 43X

Biomedical Sciences Corps

AF/SG

44X, 45X, 48X

Medical Corps

AF/SG

46X

Nurse Corps

AF/SG

47X

Dental Corps

AF/SG

51J

Judge Advocate General’s

Corps

AF/JA

52R

Chaplain

AF/HC

61A/B/C/D

(note 3)

Scientist

SAF/AQ

62E

Developmental Engineer

SAF/AQ

63A

Acquisition Management

SAF/AQ

DAFI36-2670 25 JUNE 2020 219

64P

Contracting

SAF/AQ

65X

Financial Management

SAF/FM

71S

Office of Special Investigations

SAF/IG

Information Operations

AF/A3

Note 1: Officers serving in Special Duty Identifiers/Reporting Identifiers

(i.e., 16X, 11U, 80C, 81C, 81T, 82A, 83R, 85G, 86M, 88A, 91C, 97E,

10C, 20C, 30C, and 40C) are assigned to these duty Air Force specialty

codes but are corporately managed by their core career field/functional

leadership.

Non-core Air Force specialty code points of contact address issues related

to the cross-functional mission area or special emphasis areas, however,

the officers serving in positions supporting the cross-functional mission

area or special emphasis areas are corporately managed by their

core/functional leadership.

Note 2: 38F functional manager has oversight responsibility for 30C and

97E Special Duty Air Force specialty codes for the RegAF.

Note 3: For 61A, AF/A9 provides career management advisory services

for SAF/AQR.

Table A4.2. Functional Authorities for Civilian Career Fields.

Career Field

Functional Authority

Audit

SAF/AG

Chaplain

AF/HC

Civil Engineer

AF/A4

*Cyberspace and Information

Technology

*SAF/CN

Contracting

SAF/AQ

Financial Management

SAF/FM

Force Support (see Note 1)

AF/A1

Historian

AF/HO

Intelligence

AF/A2

International Affairs

SAF/IA

Law Enforcement

AF/A4S

Legal

AF/JA

Logistics

AF/A4

Medical

AF/SG

Operations

AF/A3

Program Management

SAF/AQ

220 DAFI36-2670 25 JUNE 2020

Public Affairs

SAF/PA

Safety

AF/SE

Scientist and Engineer (Note 2)

SAF/AQ

Security

SAF/AA

Special Investigations

AFOSI/CC

Weather

AF/A3

Note 1: AF/A1S is the Functional Manager for non-

appropriated funds Air Force employees.

Note 2: For the Operations Research career field (1515),

AF/A9 provides career management advisory.

Table A4.3. Functional Authorities for Enlisted Career Fields.

AFSC

Career Field

1A0X1

In-flight Refueling

AF/A3T

1A1X1

Flight Engineer

AF/A3T

1A2X1

Aircraft Loadmaster

AF/A3T

1A3X1

Airborne Mission Systems

AF/A3T

1A4X1

Airborne Operations

AF/A3T

1A6X1

Flight Attendant

AF/A3T

1A8X1

Airborne Cryptologic Language Analyst

AF/A2

1A8X2

Airborne ISR Operator

AF/A2

1B4X1

Cyber Warfare Operations

*AF/A2/6

1C0X2

Aviation Resource Management

AF/A3

1C1X1

Air Traffic Control

AF/A3

1C2X1

Combat Control

AF/A3

1C3X1

Command Post

AF/A3

1C4X1

Tactical Air Control Party

AF/A3

1C5X1

Command & Control Battle Mgt Ops

AF/A3

1C6X1

Space Systems Ops

AF/A3

1C7X1

Airfield Management

AF/A3

1C8X1

Ground Radar Systems

AF/A3

1C8X2

Airfield Systems

AF/A3

1N0X1

Operations Intelligence

AF/A2

1N1X1

Geospatial Analysis

AF/A2

1N2X1

Communication Signals Intelligence

AF/A2

1N3XXX

Cryptologic Language Analyst

AF/A2

1N4X1

Network Intelligence Analysis

AF/A2

1P0X1

Aircrew Flight Equipment

AF/A3

1S0X1

Safety

AFSEC

1T0X1

Survival, Evasion, Resistance, and Escape (SERE)

AF/A3

1T2X1

Pararescue

AF/A3

1U0X1

Remotely Piloted Aircraft Sensor Operator (RPA SO)

AF/A3

DAFI36-2670 25 JUNE 2020 221

1W0X1

Weather

AF/A3

1W0X2

Special Operations Weather

AF/A3

2A0X1

Avionics Test Station and Components

AF/A4

2A2X1

SOF/PR Integrated Comm/Nav/Mission Sys

AF/A4

2A2X2

SOF/PR Integrated Instrument & Flt Cont Sys

AF/A4

2A2X3

SOF/PR Integrated Electronic Warfare Sys

AF/A4

2A3X3

Tactical Aircraft Maintenance

AF/A4

2A3X4

Fighter Aircraft Integrated Avionics

AF/A4

2A3X5

Advanced Fighter Aircraft Integrated Avionics

AF/A4

2A3X7

Tactical Aircraft Maint (5th generation)

AF/A4

2A3X8

Remotely Piloted Aircraft Maint

AF/A4

2A5X1

Airlift/Special Mission Aircraft Maint

AF/A4

2A5X2

Helicopter/Tilt rotor Aircraft Maintenance

AF/A4

2A5X3

Mobility Air Forces Electronic Warfare Sys

AF/A4

2A5X4

Refuel/Bomber Aircraft Maintenance

AF/A4

2A6X1

Aerospace Propulsion

AF/A4

2A6X2

Aerospace Ground Equipment

AF/A4

2A6X3

Aircrew Egress Systems

AF/A4

2A6X4

Aircraft Fuel Systems

AF/A4

2A6X5

Aircraft Hydraulic Systems

AF/A4

2A6X6

Aircraft Elect & Envir Systems

AF/A4

2A7X1

Aircraft Metals Technology

AF/A4

2A7X2

Nondestructive Inspection

AF/A4

2A7X3

Aircraft Structural Maintenance

AF/A4

2A7X5

Low Observable Aircraft Structural Maint

AF/A4

2A8X1

Mobility AF Integrated Comm/Nav/Mission Sys

AF/A4

2A8X2

Mobility Air Forces Integrated Instrument & Flight Control Sys

AF/A4

2A9X1

Bomber/Special Integrated Comm/Nav/Mission Sys

AF/A4

2A9X2

Bomber/Special Integrated Instrument & Flight Control Sys

AF/A4

2A9X3

Bomber/Special Electronic Warfare & Radar Surveillance

Integrated Avionics

AF/A4

2F0X1

Fuels

AF/A4

2G0X1

Logistics Plans

AF/A4

2M0X1

Missile & Space System Elect Maint

AF/A4

2M0X2

Missile & Space Systems Maintenance

AF/A4

2M0X3

Missile & Space Facilities

AF/A4

2P0X1

Precision Measurement Equipment Lab

AF/A4

2R0X1

Maintenance Management Analysis

AF/A4

2R1X1

Maintenance Management Production

AF/A4

2S0X1

Materiel Management

AF/A4

2T0X1

Traffic Management

AF/A4

2T1X1

Vehicle Operations

AF/A4

2T2X1

Air Transportation

AF/A4

2T3X1

Vehicle & Vehicular Equip Maintenance

AF/A4

2T3X2

Special Vehicle Maintenance

AF/A4

222 DAFI36-2670 25 JUNE 2020

2T3X7

Vehicle Management and Analysis

AF/A4

2W0X1

Munitions Systems

AF/A4

2W1X1

Aircraft Armament Systems

AF/A4

2W2X1

Nuclear Weapons

AF/A4

3A1X1

Administration

*SAF/CN

3D0X1

Knowledge Operations

*AF/A2/6

3D0X2

Cyber System Operations

*AF/A2/6

3D0X3

Cyber Surety

*AF/A2/6

3D0X4

Computer Systems Programming

*AF/A2/6

3D1X1

Client Systems

*AF/A2/6

3D1X2

Cyber Transport Systems

*AF/A2/6

3D1X3

Radio Frequency (RF) Transmission Sys

*AF/A2/6

3D1X4

Spectrum Operations

*AF/A2/6

3D1X7

Cable and Antenna Systems

*AF/A2/6

3EXXX

AF Civil Engineer

AF/A7

3E0X1

Electrical Systems

AF/A7

3E0X2

Electric Power Production

AF/A7

3E1X1

Heating, Ventilation, AC & Refrig

AF/A7

3E2X1

Pavement & Construction Equipment

AF/A7

3E3X1

Structural

AF/A7

3E4X1

Water and Fuel Systems Maintenance

AF/A7

3E4X3

Pest Management

AF/A7

3E5X1

Engineering

AF/A7

3E6X1

Operations Management

AF/A7

3E7X1

Fire Protection

AF/A7

3E8X1

Explosive Ordnance Disposal

AF/A7

3E9X1

Emergency Management

AF/A7

3H0X1

Historian

AF/HO

3M0X1

Services

AF/A1

3N0X1

Public Affairs

SAF/PA

3N0X2

Broadcast Journalist

SAF/PA

3N0X5

Photojournalist

SAF/PA

3N1X1

Regional Band

SAF/PA

3N2X1

Premier Band

SAF/PA

3P0X1

Security Forces

AF/A4

3F0X1

Personnel

AF/A1

3F2X1

Education and Training

AF/A1

3F3X1

Manpower

AF/A1

3F4X1

Equal Opportunity

AF/A1

3F5X1

Administration

AF/A1

4XXXX

Medical (SG)

AF/SG

4A0X1

Health Services Management

AF/SG

4A1X1

Medical Materiel

AF/SG

4A2X1

Biomedical Equipment

AF/SG

DAFI36-2670 25 JUNE 2020 223

4B0X1

Bioenvironmental Engineering

AF/SG

4C0X1

Mental Health Service

AF/SG

4D0X1

Diet Therapy

AF/SG

4E0X1

Public Health

AF/SG

4H0X1

Cardiopulmonary Laboratory

AF/SG

4J0X2

Physical Medicine/Orthotic

AF/SG

4M0X1

Aerospace and Operational Physiology

AF/SG

4N0X1

Aerospace Medical Service

AF/SG

4N1X1

Surgical Service

AF/SG

4P0X1

Pharmacy

AF/SG

4R0X1

Diagnostic Imaging

AF/SG

4T0X1

Medical Laboratory

AF/SG

4T0X2

Histopathology

AF/SG

4V0X1

Ophthalmic

AF/SG

4Y0X1

Dental Assistant/Dental Hygienist

AF/SG

4Y0X2

Dental Laboratory

AF/SG

5J0X1

Paralegal

AF/JA

5R0X1

Chaplain Assistant

AF/HC

6C0X1

Contracting

SAF/AQ

6F0X1

Financial Management & Comptroller

SAF/FM

7S0X1

Special Investigations

AFOSI/CC

8A100

Career Assistance Advisor

AF/A1

8A200

Enlisted Aide

AF/A1

8B000

Military Training Instructor

AF/A1

8B100

Military Training Leader

AF/A1

8B200

Academy Military Training NCO

AF/A1

8D000

Strategic Debriefer

AF/A2

8E000

Research and Development

AF/A9

8F000

First Sergeant

AF/CCC

8G000

USAF Honor Guard

AF/A1

8H000

Dormitory Manager

AF/A7

8P000

Courier

8P100

Defense Attaché

SAF/IA

8R000

Recruiter

AF/A1

8S000

Missile Facility Manager

AF/A4

8T000

Professional Military Education Instructor

AF/A1

8T100

Enlisted Professional Military Education Instructional System

Designer

AF/A1

8U000

Unit Deployment Manager

AF/A4

9E000

Command CMSgt

AF/CCC

9F000

First Term Airman Center

AF/A1

9L000

Interpreter/Translator

AF/A2

9S100

Scientific Applications Specialist

AF/A2

224 DAFI36-2670 25 JUNE 2020

Attachment 5

FUNCTIONAL ADVISORY COUNCIL CHARTER GUIDELINES

BACKGROUND:

The (insert Air Force specialty code and/or functional community name) Functional Advisory

Council is established in accordance with Chapter 1 of this publication.

MISSION

The (insert Air Force specialty code and/or functional community) Functional Advisory Council

prepares senior leaders with a comprehensive understanding of functional, cross-functional and

institutional personnel requirements as they pertain to the (list the career fields).

AUTHORITY

This charter remains in effect until (insert date or appropriate language i.e., terminated or

superseded per direction of the convening authorities).

OBJECTIVE

The objective of this Functional Advisory Council is to [identify your functional community

objectives for the Functional Advisory Council].

MEMBERSHIP

The functional manager determines the Functional Advisory Council membership as outlined in

Chapter 1.

COUNCIL

The Council is defined as the Functional Advisory Council chair, vice-chair, voting members,

and ex-officio members. The Functional Advisory Council is responsible for approving policy

and overseeing implementation of Air Force programs and actions designed to benefit the [insert

Air Force specialty code/community] workforce. The Functional Advisory Council chair may

appoint executive panels to assist the Functional Advisory Council to design, implement, and

maintain programs. The Functional Advisory Council chair may also delegate other advocacy

responsibilities or authorities as required to ensure the health of career field specialties. Policy

areas within the purview and influence of the Functional Advisory Council include, but are not

limited to:

1. Workforce Management

2. Education & Training

3. Recognition Programs

4. Development

5. Workforce Analysis & Shaping Initiatives

6. Science, Technology, Engineering, and Mathematics Advocacy

DAFI36-2670 25 JUNE 2020 225

7. Diversity Advocacy

ADMINISTRATION

Meetings

This Functional Advisory Council will meet (identify frequency of the Functional Advisory

Council, at a minimum it should be held annually).

(Insert name of point of contact) shall serve as the Point of Contact for each meeting.

(Insert office/function) will perform recorder duties and will track action items, produce minutes

documenting overarching decisions, policy and guidance.

CHARTER REVIEW (TERMS OF AGREEMENT)

The charter shall be reviewed by the Functional Advisory Council members annually,

coordinated through the functional manager and will be maintained by (insert the point of contact

i.e., the Career Field Manager). Charter revision shall take effect upon the signature of the

functional authority.

Functional Authority Signature Block

226 DAFI36-2670 25 JUNE 2020

Attachment 6

FA/FM/DT CHAIR APPOINTMENT NOTIFICATION MEMORANDUM TEMPLATE

DD MMM YY

MEMORANDUM FOR AF/A1DI

FROM: (insert name and office of the career field manager)

SUBJECT: (insert appointment type i.e., functional authority, functional manager or

development team chair appointment)

In accordance with Air Force Instruction 36-XX7 – Total Force Development, this serves as

notification that on (insert appointment date) (insert the name, title and rank/grade of individual)

was appointed as the (insert the appointment type and Air Force specialty code and/or functional

community).

Career Field Manager Signature Block

cc:

AF/A1PF

AF/A1CM

DAFI36-2670 25 JUNE 2020 227

Attachment 7

CAREER FIELD PYRAMIDS

Figure A7.1. Functional, Career Broadening, Special Duty and Command Paths (Officer).

228 DAFI36-2670 25 JUNE 2020

Figure A7.2. Functional, Career Broadening, Developmental Special Duty and Leadership

Paths (Enlisted).

DAFI36-2670 25 JUNE 2020 229

Attachment 8

REGULAR AIR FORCE (REGAF) DEVELOPMENT TEAM CHARTER GUIDELINES

BACKGROUND

The (insert Air Force specialty code and/or functional community name) development team is

established in accordance with AFI 36-XX7 - Total Force Development.

MISSION

The (insert Air Force specialty code and/or functional community name) development team

provides oversight of officer, enlisted and civilian personnel development to meet both

functional and Air Force corporate leadership requirements (insert additional language as needed

to meet functional community needs).

AUTHORITY

This charter remains in effect until (insert date or appropriate language i.e., terminated or

superseded per direction of the convening authorities).

OBJECTIVE

The objective of this development team is to (insert the objective of the development team e.g.,

execute force development policy, provide feedback on career field policy issues, provide

developmental education nominations and develop command/Civilian Strategic Leader Program

candidate slates).

MEMBERSHIP

Insert development team membership (based on guidance as outlined in Chapter 1 of this

instruction)

ADMINISTRATION

Meeting frequency (insert frequency; Note: at a minimum development teams should be held

annually).

Secretariat (insert name/office/function) shall serve as the point of contact for each meeting and

will perform recorder duties, track action items, produce meeting minutes documenting

overarching decisions, policy and guidance.

CHARTER REVIEW (TERMS OF AGREEMENT)

The charter shall be reviewed by the development team members annually, coordinated through

the development team chair and will be maintained by (insert point of contact i.e., the Career

Field Manager). This charter will take effect upon the signature of the functional manager.

Functional Manager Chair Signature block

230 DAFI36-2670 25 JUNE 2020

Attachment 9

DEVELOPMENT TEAM BATTLE RHYTHM (REGULAR AIR FORCE)

Figure A9.1. Development Team Battle Rhythm (Regular Air Force).

DAFI36-2670 25 JUNE 2020 231

Attachment 10

CAREER FIELD MANAGER APPOINTMENT TEMPLATE

DD MMM YY

MEMORANDUM FOR AF/A1PF (military) or AF/A1CM (civilian)

FROM: (insert name and office of the functional community functional manager)

SUBJECT: Career Field Manager Appointment

In accordance with AFI 36-XX7 - Total Force Development, requirements this serves as

notification that on (insert appointment date) (insert the career field manager name, title and

rank/grade) was appointed as the (insert the name the Air Force specialty code and/or functional

community) career field manager.

Functional Manager Signature Block

cc:

AF/A1DI

232 DAFI36-2670 25 JUNE 2020

Attachment 11

CAREER FIELD MANAGER GRADE WAIVER MEMORANDUM TEMPLATE

DD MMM YY

MEMORANDUM FOR AF/A1D and AF/A1C (civilian)

FROM: (insert name and office of the functional community functional manager)

SUBJECT: Career Field Manager Rank/Grade Waiver Authority

In accordance with AFI 36-XX7 – Total Force Development, (insert the functional manager

name, title and rank) respectfully requests a waiver to the career field manager rank/grade

requirements. Request (state the person’s name, title and rank/grade) be appointed as the career

field manager for the (insert Air Force specialty code and/or functional community) due to (state

the reason why). This is applicable for the following timeframe (insert the applicable timeframe

i.e., summer 2015 development team cycle).

Functional Manager Signature Block

DAFI36-2670 25 JUNE 2020 233

Attachment 12

CIVILIAN LEADERSHIP DEVELOPMENT CONTINUUM

Figure A12.1. Civilian Leadership Development Continuum.

234 DAFI36-2670 25 JUNE 2020

Attachment 13

DEVELOPMENT TEAM CHAIR RANK/GRADE WAIVER MEMORANDUM

TEMPLATE

DD MMM YY

MEMORANDUM FOR AF/A1D

FROM: (insert name and office of the functional authority)

SUBJECT: Development Team Chair Rank/Grade Waiver Authority

In accordance with AFI 36-XX7, Total Force Development, (insert the functional manager name,

title and rank) respectfully requests a waiver to the development team chair rank/grade

requirements. Request (state the person’s name, title and rank/grade) be appointed as the

development team chair due to (state the reason why). This is applicable for the following

timeframe (insert the applicable timeframe i.e., summer 2015 development team cycle).

Functional Manager Signature Block

cc:

AF/A1PF

DAFI36-2670 25 JUNE 2020 235

Attachment 14

DEVELOPMENT TEAM VOTING MEMBER GRADE WAIVER TEMPLATE

DD MMM YY

MEMORANDUM FOR AF/A1D

FROM: (insert name and office of the functional manager)

SUBJECT: Voting Member Rank/Grade Waiver Request Authority

In accordance with AFI 36-XX7, Total Force Development, (insert the functional manager name,

title and rank) respectfully requests a waiver to the voting member rank requirements to allow

(state the person’s name, title and rank/grade) to be a voting member on the (insert career

field/Air Force specialty code). This is due to (state the reason why). The meetings he/she will

attend will occur during the following timeframe (insert the applicable timeframe i.e., summer

2015 development team cycle).

Functional Manager Signature Block

1st Ind, (insert name of AF/A1D)

TO: (Insert the requesting official’s office symbol)

I concur/nonconcur with your request for the following individual(s) (list names) to serve as

voting member(s) for the (identify type of meeting [i.e., intermediate developmental

education/senior developmental education board]) on (list dates).

AF/A1D Signature Block

236 DAFI36-2670 25 JUNE 2020

Attachment 15

ENLISTED DEVELOPMENT TEAM CHAIR GRADE WAIVER TEMPLATE

DD MMM YY

MEMORANDUM FOR AF/A1D

FROM: (insert name and office of the functional manager)

SUBJECT: Enlisted Development Team Chair Rank/Grade Delegation Waiver Authority

In accordance with AFI 36-XX7, Total Force Development, (insert the functional manager name,

title and rank) respectfully requests a waiver to the enlisted development team chair rank/grade

requirements. Request (state the person’s name, title and rank/grade) act as the enlisted

development team chair due to (state the reason why). The meetings he/she will chair will occur

during the following timeframe (insert the applicable timeframe i.e., summer 2015 enlisted

development team chair cycle).

Functional Manager Signature Block

cc:

AF/A1P

DAFI36-2670 25 JUNE 2020 237

Attachment 16

AIR FORCE RESERVE DEVELOPMENT TEAM CHARTER GUIDELINES

Mission: Vectors based on projected requirements by level and position type. A vector is the

development team’s collective recommendation for an assignment level (e.g., Joint Staff, Air

Staff, major command, base-level, etc.), training or education opportunity (e.g., in-residence

developmental education, Reserve School Selection Board, advanced functional training, etc.) or

position type (e.g., flight commander, division chief, special duty, etc.) for which a member

should be considered in subsequent assignments.

Authority: As directed by AFI 36-XX7. This charter remains in effect until terminated or

superseded per direction of convening authorities.

Purpose: This charter gives authorization to the development team to provide necessary tools

and formal guidance to Citizen Airmen to maximize capabilities that ensure the Air Force

Reserve provides air, space, and cyberspace power in support of our nation’s security.

Implementation is through a series of deliberate and rewarding challenges in education, training,

and experiences.

Roles and Responsibilities: Areas within the purview and influence of the development team

include but are not limited to:

Identify the education, training, and experiences (both self-development and corporately

resourced) appropriate for Citizen Airmen within each functional community based on current

and future requirements.

Development Teams make vectors based on projected requirements by level and position type,

and use career path diagrams to inform their vector recommendations.

Will consider and address cross-functional utilization requirements.

Terms of Agreement: This charter is subject to annual review, renewal or amendment at such

time that is deemed necessary. If a requirement changes, any signatory to this agreement may

initiate changes.

Career Field Manager or Development

Team Chair Signature Block

238 DAFI36-2670 25 JUNE 2020

Attachment 17

AIR FORCE RESERVE DEVELOPEMNT TEAM CHARTER TEMPLATE

Air Force Reserve (Insert career field and Air Force specialty code) Development Team

Mission: Provide direction in the development of Air Force Reserve (insert Air Force specialty

code) officers/enlisted/civilians to meet current and future mission requirements.

Authority: The Air Force Reserve (insert Air Force specialty code) Development Team charter

is based on Air Force Policy Directive 36-26, Total Force Development, AFI 36-XX7, Total

Force Development, U.S. Air Force Doctrine, Core Doctrine, Volume 2, Leadership and Annex

1-1, Force Development; the Air Force Reserve Command Enlisted Force Development Concept

of Operations; and the Chief of the Air Force Reserve Memorandum dated 25 Jan 05.

Purpose: The (insert Air Force specialty code) development team will recommend deliberate

tactical, operational, strategic level experiences and education and training opportunities to Air

Force Reserve officers so they may acquire the knowledge, skills, and experience to assume

increasing leadership roles.

Roles and Responsibilities (for officer development teams): The (insert Air Force specialty

code) development team will meet to accomplish force development goals by:

• Acquiring and promoting awareness of the (insert Air Force specialty code) career field

policies, plans, programs, and training

• Providing advice, guidance, and assistance from the Reserve Career Field Manager in

coordination with the RegAF Career Field Manager

• Reviewing career planning guides (insert Air Force specialty code) as created by the

RegAF Career Field Manager and modified by the Reserve Career Field Manager for Air

Force Reserve requirements

• Identifying developmental knowledge, skills, experiences for key (insert Air Force

specialty code) career field positions

• Maintaining a (insert Air Force specialty code) Key Position List with the assistance of

the Air Reserve Personnel Center (insert Air Force specialty code) Assignment

Facilitator

• Considering the needs of the Air Force Reserve and the needs of the individual when

recommending developmental assignments/experiences

o Use the Reserve Officer Development Plan to issue developmental feedback in the

form of vectors for individual officers to optimize their knowledge, skills, and

experiences

o Take into account commander/senior rater recommendations and assessments of

developmental potential

o Evaluate (score) and certify top ranked officers for special developmental

opportunities to include developmental education and command/key positions

o Recommend and facilitate assignment of high potential officers to key positions

DAFI36-2670 25 JUNE 2020 239

o Review (insert Air Force specialty code) Colonel records and projected vacancies at

least annually to develop lists of potential candidates to fill vacancies. A subpanel of

senior (insert Air Force specialty code) leaders will conduct the review

Roles and Responsibilities (for enlisted development teams): The (insert Air Force specialty

code) development team will meet at Air Reserve Personnel Code to accomplish force

development goals by (Note: For career fields reviewing less than 200 records, the development

team may be held at Air Force Reserve Center):

• Acquiring and promoting awareness of the (insert Air Force specialty code) career field

policies, plans, programs, and training

• Providing advice, guidance, and assistance from the major command functional manager

• Reviewing the (insert career field) career field pyramid and development plans for Air

Force Reserve requirements

• Identifying developmental knowledge, skills, experiences for key (insert Air Force

specialty code) career field positions

• Maintaining a (insert Air Force specialty code) Key Position List with the assistance of

HQ AFRC/A1KO

• Considering the needs of the Air Force Reserve and the needs of the individual when

recommending developmental assignments/experiences

o Use the Reserve enlisted development plan to issue developmental feedback in the

form of vectors for individuals to optimize their knowledge, skills, and experiences

o Take into account commander/senior rater recommendations and assessments of

developmental potential

o Evaluate (score) and certify top ranked individuals for special developmental

opportunities to include developmental education and key Positions

Key Positions: (insert Air Force specialty code) Career Field

Command Positions: (insert Air Force specialty code) Career Field (O-6 command and

possibly a limited number of SQ/CC/DO positions)

Joint Duty Assignment List Positions: (insert Air Force specialty code) Career Field

Membership: (insert Air Force specialty code) Development Team

Table A17.1. Voting Members.

Voting Members

Insert (Chair /CFM)

Insert voting member list

Terms of Agreement: This charter will be subject to renewal, review, and amendment by the career

field manager and (insert Air Force specialty code) development team as necessary. Changes will be

documented in writing with an updated charter.

Career Field Manager/Major Command

Functional Manager Signature Block

Attachments

Career Field Planning Guide

Key Position List

240 DAFI36-2670 25 JUNE 2020

Attachment 18

COMPLETING AIR FORCE FORM 158, UNITED STATES AIR FORCE RESERVE

CONTACT AND COUNSELING RECORD

A18.1. General Instructions.

A18.1.1. Type or print the form.

A18.1.2. Get the personal data required to complete the form from current alpha roster or

personnel records.

A18.1.3. File the complete original forms in the career enhancement section.

A18.1.4. Use each form for three contacts for counseling. If you need more than three

contacts, put only the name on the second or subsequent forms. Number pages accordingly in

the upper right hand corner where specified.

Notes: 1. All entries on the form are self-explanatory, except for recording contact and

counseling. 2. If other documentation is available, (such as a letter from the member requesting

reassignment to Air Reserve Personnel Center), complete the top section of AF Form 158,

United States Air Force Reserve Contact and Counseling Record (see Table 2.1), add relevant

comments and attach to Air Force Form 158.

DAFI36-2670 25 JUNE 2020 241

Attachment 19

THIS IS A PLACEHOLDER PAGE

(DELETED) - PLACEHOLDER.

242 DAFI36-2670 25 JUNE 2020

Attachment 20

THIS IS A PLACEHOLDER PAGE

(DELETED) – PLACEHOLDER.

DAFI36-2670 25 JUNE 2020 243

Attachment 21

AIR FORCE EDUCATION REQUIREMENTS BOARD

A21.1. As a mechanism of force development policy, the Air Force Education Requirements

Board is conducted annually to prioritize and fund graduate education (formerly referred to as

Advanced Academic Degrees) and experiential programs as well as professional continuing

education courses in accordance with Department of Defense Instruction 1322.10 and

requirements as defined by extant unit manpower documents and/or secretary of the Air Force and

Air Force Chief of Staff initiatives. As such, the Air Force Education Requirements Board operates

with a limited budget to adjudicate competing interests within the larger strategy of the force

development enterprise to help achieve Air Force objectives. The board’s structure and processes

are outlined in the Air Force Education Requirements Board Concept of Operations, currently

maintained by AF/A1DL. The board is divided into two bodies: 1) a working group, composed of

career field managers and professional continuing education course owners and 2) the executive

session (ES), made up of functional managers and chaired by AF/A1D, who reviews and approves

education priorities and resources for the requisite fiscal year.

A21.2. The Air Force Education Requirements Board supports any number of a wide array of

graduate education requirements that provide for the particular and broad development strategy of

the force outlined by AF/A1D and the career field managers. The Air Force Education

Requirements Board is not, however, designed nor resourced to support the full contingent of any

career field manager’s and organization’s developmental needs. As such, requests for graduate

education quotas requires career field managers and institutions to present 1) a legible review of

present and projected inventory possessing the minimum qualifications to meet valid requirements,

2) historical utilization rates, and 3) a brief of the requirements per se (Unit Manpower Document

data, signed correspondence from senior leadership, etc.). Note: Air Force Education

Requirements Board-funded graduate education is reserved for RegAF (non-medical) officers and

enlisted in the grade O-5 and below. Career field managers allowing officers or enlisted personnel

to attend graduate education programs (in any grade) who will become retirement eligible during

their tenure as students or while completing their requisite active duty service commitment need

to submit a waiver through AFPC to AF/A1D for approval prior to assigning the quota. That waiver

must be signed by the functional manager and indicate coordination with the requisite functional

authority.

A21.3. Professional continuing education consists of courses that are 20 weeks in duration or less

and available to all officer, enlisted, and civil service personnel in all components of the Air Force.

Individual professional continuing education courses are not necessarily open to all career fields

across the enterprise. However, professional continuing education directly supports the execution

and/or sustainment of enterprise-wide missions and contributes to the enhancement and

professional development of personnel.

A21.4. The Air Force Education Requirements Board is not funded on a scale commensurate with

Air Force formal education and training and does not, therefore, admit graduate education or

professional continuing education that is directly tied to the award of an Air Force specialty code

and/or an increase in skill level. Training and/or education required by career field leadership for

core Air Force specialty development falls within the purview and funding obligation of formal

education and training.

244 DAFI36-2670 25 JUNE 2020

Attachment 22

(DELETED)

DAFI36-2670 25 JUNE 2020 245

Attachment 23

(DELETED)

246 DAFI36-2670 25 JUNE 2020

Attachment 24

(DELETED)

DAFI36-2670 25 JUNE 2020 247

Attachment 25

(DELETED)

248 DAFI36-2670 25 JUNE 2020

Attachment 26

(DELETED)

DAFI36-2670 25 JUNE 2020 249

Attachment 27

(DELETED)

250 DAFI36-2670 25 JUNE 2020

Attachment 28

(DELETED)

DAFI36-2670 25 JUNE 2020 251

Attachment 29

(DELETED)