April 2012
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We developed this installation training guide to provide a general overview of the civilian training program and how the program operates. This guide provides guidance for budgeting, identifying needs, obtaining resources, supervising and evaluating and documenting training in accordance with Air Force Instruction 36-401, Employee
Training and Development.
The Civilian Training Section (CTS) provides all serviced personnel (including all geographical locations) with the necessary information to develop an effective and efficient work force. The following is the office address:
51 st
Force Support Squadron/FSDECT
Unit 2065
APO AP 96278-2065
DSN: 315-784-5887
Commercial: 011-82-31-661-5887
Location: Base Education Office, Bldg 789, Osan Air Base, USAF-Korea
We welcome your suggestions and comments. E-mail: yongsuk.chin.kr@osan.af.mil
.
This Civilian Installation Training Guide supersedes all previous editions.
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Subject PAGE
Introduction………………………………………………………………….................4
1.
Purpose……………………………………………………………….….…4
2.
Policy and Affirmative Employment Objectives…………………………..4
3.
Program Objectives………………………………………….…………..…4
Designation and Responsibilities....................................................................................4
1.
CRMB……………………………….…..…………………………….........4
2.
Civilian Training Manager …………………..…………….……….............4
3.
Managers/Supervisors………………............................................................5
4.
Employees………………………………......................................................5
5.
Unit Training Program Coordinators………………………………………..5
Identifying and Requesting Training Needs.....................................................................6
1.
Annual Installation Training Needs Survey………………………………..6
2.
Civilian Training Program Funded Courses...................................................6
3.
TDY-to-School Training………………........................................................6
4.
Civilian Tuition Assistance Program (CTAP)……………………………....6
5.
Out-Of-Cycle Requests...................................................................................7
6.
Processing KN Employees Training Requests ……..……………………….7
7.
Special Training Programs..............................................................................7
8.
Required Training...........................................................................................8 a. New Employee Orientation Program…………………………………….8 b. Total Force Awareness Training or Ancillary Training………………….9 c. USAF Supervisor’s Course…………………………………………….....9 d. Military Personnel Management Course…………………………………9 e. Civilian Personnel Management Course……………………………....….9 f. Local National Civilian Personnel Management Course…………….…..10
9.
Evaluation of Training....................................................................................10
10.
Self-Development...........................................................................................11
11.
Documenting Training....................................................................................11
12.
Other Pertinent Information............................................................................12
13.
SF182, Training Request Form……………………………………………...12
GUIDE FOR IDENTIFYING NEEDS, PRIORITIZING NEEDS, AND
EVALUATING COMMAND PROGRAM………………………………......................13
APPENDIX II: GLOSSARY OF TERMS.......................................................................17
APPENDIX III: REFERENCES………………………..………………………………18
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INTRODUCTION
1. Purpose: The purpose of this guide, IAW AFI 36-401, Employee Training and
Development , is to provide clear guidance for users so training will be done systematically and efficiently. Supervisors and Managers of civilian employees should use this document as a reference for local training policy.
2. Policy and Affirmative Employment Objectives: Air Force policy is to provide necessary training to maximize the efficiency of the civilian work force in the performance of their official duties. Employees with valid training needs and who meet the requirements of law, executive order, or regulation will be given the opportunity to participate in training programs without regard to race, sex, color, religion, national origin, age, handicap, or any other discriminating factors.
3. Program Objectives : Air Force training and career development objectives are to improve operating efficiency through the development of employees, consistent with the employees needs, interests and capabilities, and to meet present and future mission requirements.
DESIGNATION AND RESPONSIBILITIES
1. Civilian Resource Management Corporate Board (CRMB). Managers from major organizations (group level) who review and validate Annual Installation Training Plan
(AITP) and recommend approval to the final approving official (51 FW/CC or CV).
2. Civilian Training Manager:
a. Serve as an advisor to managers, supervisors, and employees on training matters.
b. Ensure regulatory compliance of training needs are met.
c. Develop Annual Installation Training Plan, and present to CRMB for review and approval when the final funding allocation is received.
d. Review and approve or disapprove all requests for training (except centrally managed training) according to statutory, legal, and administrative requirements, regardless of funding source.
e. Maintain training data in the Defense Civilian Personnel Data System. (DCPDS)
f. Counsel employees attending out-of-country training on matters related to TDY policies, required training forms, and travel voucher claims
3. Managers/Supervisors:
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a. Consult with the Civilian Training Manager to identifying needs and the most economical and efficient sources of training.
b. Set up formal training programs when required. c. Determine employee training needs.
d. Identify the most economical and efficient source of training with training coordinators.
e. Complete required documentation on the SF Form 182, Authorization, Agreement, and Certification of Training, and submit the completed form to CTS for certification before training begins.
f. Ensure employees are released to attend training as scheduled.
4. Employees:
a. Maintain the necessary competence to do the job and help the organization meet its mission.
b. Participate in directed training and developmental activities.
c. Share knowledge gained from such training activities with co-workers. d.
Assist in training other employees. e.
Discuss training needs with supervisors and obtain approval before applying for training. f.
Assume responsibility for self-development activities and assure their personnel records reflect current training and development accomplishments.
5. Unit Training Program Coordinators or Personnel Action Coordinators:
a. Coordinates training activities between the organization and the CTS.
b. Ensure SF Form 182 is properly completed and forwarded to the CTS.
c. Immediately notify CTS of cancellations and/or substitutions.
d. Promptly forward documentation of training completion.
e. Attend training coordinators meetings as called by CTS.
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IDENTIFYING AND REQUESTING TRAINING NEEDS
1. Annual Installation Training Needs Survey: The Annual Installation Civilian
Training Needs Survey tasks organizations to project training needs for the coming fiscal year. The Civilian Training Section will conduct annual training needs survey when the guidelines are received from the higher headquarters (Normally April-May timeframe).
APPENDIX I contains guidance and tools that will help supervisors and managers identify, prioritize, and justify their training needs.
2. Civilian Training Program Funded Courses (BA 03, PEC 88751F allocated by
MAJCOM): The Annual Installation Training Plan (AITP) identifies training requirements for the upcoming fiscal year (FY) based on annual training needs survey input. The Civilian Resource Management Board (CRMB) reviews the training plan and recommends approval to the chair.
3. TDY-to-School Training:
a. Courses are normally centrally funded--paid by HQ Air Education and Training
Command (AETC). Courses can be searched from AF Portal, AETC Education and
Training Announcement: https://etca.randolph.af.mil/default1.asp
b. PACAF functional training managers conduct an annual survey of their base-level counterparts for military and civilian training requirements. Upon confirmation of a training attendance, a training quota is updated via MILMOD OTA. This transaction will trigger a training report to be sent to the CTS, who works with the trainee for preparation of training attendance.
c. Training allocation Report in Individual (RIP) will be generated when the quota is received at the CTS.
d. The TDY order will be submitted to TDY/School at Randolph AFB via https://www-r.aetc.af.mil/fm/tools/ttsnet/ when the AETC funded training line number
(TLN) is received from the MAJCOM or quota allocation authority. The TDY order will be submitted by CTS or the traveler.
4. Civilian Tuition Assistance Program (CTAP): Reference AFI 36-401, Chapter 9 for detail guidelines. Per para 9.3.9, due to the limited funding of PEC 88751 funds, authorized courses per fiscal year for one employee are up to four courses, and total amount will not be exceeded $2,000 per FY. Depending on the availability of funding,
CTAP applications will be denied when the maximum allowable amount is obligated.
Applications must be submitted during the annual training needs survey, including SF182, course description and how the course(s) are related to the mission. To receive reimbursement, submit an SF1164, copy of grade report and payment receipt to the CTS.
Career program employees must submit the request to appropriate career program managers.
5. Out-Of-Cycle Requests. These are training requirements identified after the annual training survey is closed. Requesters may substitute an approved training requirement
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for an out-of-cycle training request. Funding support for the out-of-cycle requirement will be available depending on the priority when the funds are available.
6. Processing (Korean National Employees) Training Requests:
a. Employees may attend out of country as well as in-country workshops, conferences, and other similar activities on TDY when attendance is for officially approved developmental purposes. TDY may also be approved for employees to receive an award or attend a special ceremonial event with the approved TDY order. (This is applicable for both US and Korean National employees.)
b. Employees must have a valid passport to attend out of country training. Employees should also comply with applicable visa guidelines required by the country which the employee is traveling. The CTS will provide a one-on-one TDY brief upon request of the employee. The TDY brief will cover procedures for traveling and the forms to be completed for the travel voucher claim upon return. The Civilian Personnel Office will issue a verification of employment when the employee applies for a visa.
c. Employees not issued a Government Travel Card (GTC) are authorized to receive advance payment at 80% of allowable expenses.
d. Defense Travel System (DTS) is not available for Korean National employees, so they need to use ABSS or DD Form 1610 to process TDY orders. e. Employees need to submit DD Form 1351-2C to file the travel voucher to the servicing finance office within 5 working days upon completion of TDY. f. Advance travel payment will be paid in dollars when requested for the travel to the
USA. Payment will be made in Korean currency (Won) for payment after the TDY.
g. Reimbursement is available for certain courses that are approved by the Republic of
Korea (ROK) Employment Insurance Program Funding. This funding will be deposited into the civilian training funding account (BA 03, PEC 88751F) and reprogram need for the courses applicable to Korean employees.
h. Korean employees need to use the CAC Foreign Identification Number (FIN) shown on the back of the CAC card as the SSAN when requesting a training quota to the
MAJCOM functional manager.
7. Special Training Programs:
a. The Formal Training Plan (FTP) for Korean National employees is used to project training requirements necessary for advancement to the next grade level. This program is available for trainees assigned to the management intern positions or employees who are placed in target grade positions that require certain training to be accomplished before a promotion may be granted. Once a FTP is established and implemented, the supervisor evaluates performance and submits progress reports to the Civilian Training Section.
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b. Squadron Officers’ School (SOS) Resident Course. This program is five weeks long.
Squadron Officers’ School is applicable to civilian employees in grades GS 09 through
12, or equivalent with at least four years of continuous civil service. The program covers officer-ship application, leadership tools, and air and space power. Nomination calls are initiated on a yearly basis. The CTS will disseminate nomination announcements to the supervisors and managers when the instructions are received from AFPC. Interested employees may elect to take the non-resident course. Employees should contact the CTS for resident course enrollments and the Education Office for non-resident course enrollments.
c. Civilian Developmental Education (CDE). This program was formerly known as the Civilian Competitive Development Program (CCDP). The goal of CDE is to identify civilians with demonstrated leadership potential and to prepare those potential employees for increased responsibility and shared leadership with military personnel. The Civilian
Development Education consists of two educational programs: the Intermediate
Developmental Education (IDE) and the Senior Developmental Education (SDE).
Nomination calls are initiated on a yearly basis. The CTS will disseminate nomination announcements to supervisors and managers.
d. Pacific Leadership Academy. This is a joint program, which was established by the
Honolulu Pacific Federal Executive Board (HPFEB) and the U.S. Office of Personnel
Management (OPM). The curriculum is based on selected OPM leadership competencies required for Senior Executive Service (SES) certification. Training will involve learning the competencies, applying the competencies on the job and evaluating the application of the competencies. The Pacific Leadership Academy consists of two educational programs: the Senior Leaders Program (SLP) and the Emerging Leaders Program (ELP).
Nomination calls are initiated on a yearly basis. The CTS will disseminate nomination announcements to supervisors and managers. Unit funds will be used for all costs involved to complete this program.
e. Emerging Leaders, Supervisors, and Leadership Tools (On-line): The Supervisor
Resource Center (SRC) is a virtual site for emerging leaders, supervisors and leadership.
Tools for the supervisor are at their fingertips providing information on mandatory supervisor training, books, exercises, discussion forums, self development, continuous learning etc, assisting them in effectively carrying out their duties as a supervisor.
The SRC link below is a very valuable tool to the supervisors: https://afkm.wpafb.af.mil/ASPs/CoP/SRCCoP.asp?Filter=OO-DP-MC-15
8. Required Training: AFI 36-401 and Air Force Policy require employees and supervisors to attend specific training courses.
a. New Employee Orientation Program : AFI 36-401 requires all employees who are new to the Air Force, have been transferred from other Air Force activities, have been reassigned from other government agencies, or rehired to be scheduled for a new employee’s orientation not later than 90 days from the date of their employment.
(1) The objectives of the program is to assist new employees in adjusting readily to their job environment, in acquiring positive attitudes, and in becoming familiar with the Air Force and the organization or unit to which they are assigned. The initial
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program consists of three phases: orientation interview, job induction, and general or group orientation. The interview is conducted during the in-processing of the new employee. At this time, the employee is given a date for the desk/group orientation.
(2) Job indoctrination is the orientation and training the supervisor provides the newly assigned employee.
(3) Desk/group orientation is given to new employees by Civilian Personnel Office and the CTS staff and the representatives from the various areas.
(4) New US employees (when it is a first duty station) must complete the on-line training within 90 days from the AF Portal, “New Employee Orientation.” Link is: https://afkm.wpafb.af.mil/community/views/home.aspx?Filter=OO-DP-MC-14
After completion of the training, the employee needs to provide a copy of training certification to the CTS, and the employee will receive an Air Force Civilian Pin.
(5) Group orientation will be conducted for the Korean employees bi-annually, or when the sufficient number of employees are required the orientation. The orientation will cover the AF/base mission, civilian personnel programs, security, safety, fire prevention, payroll and training and development.
b. Total Force Awareness Training (TFAT) or Ancillary Training : Civilian employees are required to complete the following TFAT from the Air Force Portal,
Advanced Distributed Learning Service: https://aetc.csd.disa.mil/kc/login/login.asp# .
Supervisors should ensure employees complete these required training and report to the unit training manager when they are completed.
(1) Information Awareness and Information Protection Course: Required for all civilian employees including local national employees
(2) Force Protection Course: Required for all civilian employees including local national employees
(3) Human Relations Course: Required for all civilian employees including local national employees
c. USAF Supervisors’ Course: This course is mandatory for first-level supervisors
who supervise US civilian employees. It provides basic skills in supervising
employees. The following courses can be given an equivalent credit.
(1) Management Course I, Part 1
(2) Air Command and Staff College
(3) Resident Military PME (AF NCOA, SOS or Recognized Other Service
Equivalent)
Individuals can register for the course at the Air Force Human Resource Management
School Virtual Campus at: https://www.my.af.mil/afknprod/community/views/home.aspx?Filter=AF-ED-00-38
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(NOTE: For this USAF Supervisors’ Course, due to the time differences between the school and Korea, please register the course open to the PACAF students)
d. Military Personnel Management Course (MPMC): This course is mandatory for all
US civilian supervisors who supervise military personnel for the first time. Course provides supervisor with the basic knowledge, skills, and abilities required to supervise military personnel.
Individuals can register for the course at the Air Force Human Resource Management
School Virtual Campus at: https://www.my.af.mil/afknprod/community/views/home.aspx?Filter=AF-ED-00-38
e. Civilian Personnel Management Course (CPMC): This course provides military and civilian supervisors of US civilian employees with background information and
understanding of applicable personnel laws and regulations needed to effectively carry
out their civilian personnel management responsibilities. The following
experience or courses are acceptable as substitutes:
(1) Substantial experience as a human resources specialist
(2) Management Course, Part II
(3) Civilian Personnel Policies, Practices, and Procedures Course
Individuals can register for the course at the Air Force Human Resource Management
School Virtual Campus at: https://www.my.af.mil/afknprod/community/views/home.aspx?Filter=AF-ED-00-38
f. Local National Civilian Personnel Management Course (LNCPMC): This course provides military and civilian supervisors of Korean employees with basic information on applicable rules and regulations needed to effectively carry out their personnel management responsibilities. The course is scheduled by the CTS and conducted by the local CPO functional specialists and a civilian payroll representative.
g. Non-Appropriated-Fund Civilian Personnel Management Course (NAFCPMC). This course provides first-level military and civilian supervisors of NAF employees with basic knowledge of NAF policies, practices, and procedures and is mandatory. The POC for this course is the NAF Human Resources Office.
9. Evaluation of Training : The evaluation process completes the training cycle. It provides the supervisor, employee, and CTS with information necessary to determine how well a specific course or overall training program met its objective. This feedback is extremely important since training funds are so limited. The CTS needs to know if the contents of the course were appropriate, as well as the strength and weaknesses and any suggestions for improvement. An evaluation is required for evaluation of all courses/ training that exceeds 40 hours. Employees and supervisors must complete a Training
Evaluation Worksheet and forward the completed form along with a copy of a course certificate no later than 15 calendar days after completion of the training to the CTS.
10. Self Development : Self-Development is education, training or other developmental activity which is self-initiated, funded by the employee or government, and taken on the
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employee’s on or off-duty time. The Air Force offers self-development training through the AFIADL: http://www.maxwell.af.mil/au/afiadl/ . The Graduate School, United States
Department of Agriculture Management (USDA) has several low-cost correspondence courses from this website: http://www.grad.usda.gov
. Supervisors should encourage employees to pursue self-development by stressing its importance to the employee’s career.
11. Documenting Training:
a. Training sponsored by the CTS is automatically updated in the employee’s record, when all documentation is received.
b. Employees must ensure training certificate, travel authorizations, travel itineraries, travel vouchers, and other documents related to the training are promptly submitted to the
CTS when it is requested. Employees can self update their training from the DCPDS: https://compo.dcpds.cpms.osd.mil/ , or provide a copy of supporting documents to the
CTS to be verified. c. Any courses under eight hours will not be updated into DCPDS. If the short course is mandatory and required to be shown in the career brief, please forward a copy of the training certificate to the CTS for update.
d. Updating Education: The Department of Defense has released a new capability for civilian employees through the Defense Civilian Personnel Data System (DCPDS)
My Biz self-service module. As employees acquire additional education, they can update their education in their personnel records via the web using the DCPDS Portal
< https://compo.dcpds.cpms.osd.mil/ >. Any changes made to the education information using My Biz will update DCPDS and be immediately reflected in the employee personnel record. Changes will be reflected on the employee Civilian Career Brief and the Electronic Civilian Record Update (ECRU) brief the next day. The employee can access these briefs by logging into AFPC Secure
< https://w20.afpc.randolph.af.mil/afpcsecurenet20/PKI/MainMenu1.aspx
> .
When the education information is viewed in My Biz, you will see a column titled
Education Update Source. The Education Update Source identifies who input the education entry and whether or not the transcript was verified. When the education information is updated using My Biz, the Education Update Source column will reflect
“Self Certified.” If personnel has a legal or regulatory requirement to verify the education entry, for example, the qualification standards require a degree or a specified number of course hours (often referred to as a “positive education” requirement), the personnel office will request the employee transcript, verify the education entry, and change the Education Update Source column to “Verified”. Employee should provide a transcript when the personnel office requests one.
If employee encounters problems updating their education in My Biz, then contact the
Personnel Systems Operations Control Center (PSOCC) at DSN 665-5004 or toll free 1-
800-616-3775, press 2, then press 5, or send an e-mail PSOCC.SD@Randolph.af.mil
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e. Licenses, Languages, and Certification Record Updates: Civilian employees may fax these requests, using the Optional Form (OF) 612 (download from www.opm.gov/forms ) directly to AFMA/MAHT at DSN 665-2937 or Commercial 210-
565-2937. AFMA will update records within 30 days of receipt. Employees should verify their information has been updated via the Web Career Brief located on the AFPC
Secure Web Site.
12. Other Pertinent Information:
a. Under the Government Employees Training Act, an employee may not request for government funding to obtain an academic degree in order to be qualified for a particular position or solely for a degree.
b. Employees must sign a Continued Service Agreement for government provided training that exceeds 80 hours. The Continued Service Agreement requires an employee to remain with the agency for a period three times the length of the training.
c. There will be no discriminatory factors involved in the training process.
d. Employees enrolled in training funded by the government funding will reimburse the government for any costs incurred if they fail to satisfactorily complete the training without any proper notification to the management or CTS. The SF182 Form will state non-completion of the training and will be documented in the CTS.
e. When an employee is confirmed to attend a class but fails to attend, it is called
“no-show”
. No-shows are charged when the organization attempts to turn in a quota or make a substitution too close to the class start date. The last safe date for substitution or cancellation varies with the type of course. No-shows require supervisor’s justification.
Major Command and schools alike are watchful of organizations with a high rate of noshows, whether they are true no-shows or the result of late cancellations or substitutions.
Such organizations may have their training funds or quotas reduced in the future.
13. SF 182, Authorization, Agreement, and Certification of Training. This form replaces the former DD Form 1556. The SF 182 will be used to validate training for US civilian and local national employees. Validation must be done by the Civilian Training
Manager before the employee begins training. In preparing the form, the 1st level and
2nd level supervisors are required to certify the necessity of training in Section D of the
SF 182. The training manager will review for regulatory compliance and validate the form. The training manager validation allows the employee to commence training and to submit course certificate for posting into the personnel records. Please note the CTS will not update training database until a completed SF 182 is submitted.
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GUIDE FOR IDENTIFYING NEEDS, PRIORITIZING NEEDS, AND
EVALUATING TRAINING PROGRAM
A7.1. Part A--Identification of Training Needs:
A.7.1.1. Training Needs. A valid training need may be masked by a wide range of influences unless handled as a performance objective. The objective is based on job specifications, future changes to work methods, or to meet individual employee jobrelated development or manner of performance either in the current or future tense.
A7.1.2. Training Need Indicators. Positive responses to the following series of indicators may reveal a training need.
A7.2. Part A--General Indicators:
A7.2.1. Are you installing or planning to install new equipment, systems, or procedures for application in the near future?
A7.2.2. Are you significantly changing programs or projected staffing level (e.g. major reorganizations)?
A7.2.3. Are you considering any military-to-civilian conversions?
A7.2.4. Have your inspection, evaluation, or audit reports highlighted conditions indicating the need for training?
A7.2.5. Are you contemplating contracting-out initiatives?
A7.2.6. Have you experienced Reductions-in-Force (RIF) within your work site, or do you anticipate such actions in the future?
A7.2.7. Are you considering affirmative action goals when identifying training?
A7.2.8. Have you considered how automation will change the occupation or skill mix of your worksite?
A7.2.9. Are you experiencing significant changes in the state-of-the-art for certain scientific and engineering disciplines?
A7.2.10. Are you experiencing critical recruitment and retention problems?
A7.2.11. Have you reviewed regulations and are data system inquiries completed to ensure directed training is planned and coordinated (e.g. labor contract negotiations and drug and alcohol abuse)?
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A7.3. Part B--Specific Indicators:
A7.3.1. Have you reviewed what types and how many previously identified valid training needs were not met? Does the need still exist? (Use last fiscal year’s AITP.)
A7.3.2. Have you identified individual employee performance problems that were not caused by attitudinal or motivational factors?
A7.3.3. Do you recognize and understand formal training and development activities required by career management programs?
A7.3.4. Have you reviewed staffing plans, program documents, unit manning documents, and mission requirements to identified training needs?
A7.3.5. Have you screened career enhancement plans to identify formal training requirements?
A7.3.6. Have you identified positions for DOP participants?
A7.3.7. Have you considered using establishing intern positions for intake of new personnel?
A7.3.8. Have you gained for new personnel through RIF?
A7.3.9. Do you anticipate implementing the CO-OP program?
A7.3.10. Have you considered using worker-trainee opportunity program (W-TOP) when setting up your positions?
A7.3.11. Are you aware of, or contemplating using Veterans’ Readjustment Act placements?
A7.4. Selecting the Method of Training. The decision to select a formal training course or developmental experience requires careful consideration. Positive responses to any one or all of the following questions may indicate that formal training is not needed:
A7.4.1. Will a change in the method of doing the work result in the desired objective?
A7.4.2. Can a review of the work tasks for performance compliance eliminate the need for training?
A7.4.3. Would improved communications solve the performance problem?
A7.4.4. Can OJT satisfies the need?
A7.4.5. Could self-development provides the KSAs needed to improve performance, and has the employee been encouraged to participate?
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A7.4.6. Would a detail or informal developmental experience, rather than formal training, satisfy the training need?
A7.4.7. Will formal training be directly transferable to the work situation?
A7.5. Part B--Prioritizing Training Needs:
A7.5.1. Prioritize. Once training needs have been properly determined, the next step is to prioritize or rank those needs.
A7.5.2. Compare Variables and Needs. The determination of training priorities is a critical judgment process accomplished by managers and supervisors. The process should involve comparison of the predominant variables listed below to the training need that has been identified:

Timing. When must the training be accomplished? Is the timing critical to successful accomplishment of work functions, tasks, responsibilities, and ultimately, mission activities? Would delays be adverse to effective work completion?
A7.5.3. Cost and Benefit Ratio. In terms of money and time expenditures, are the results of training expected to outweigh those costs? Can the benefits be readily quantified and tied to valid methods for measuring results?
A7.5.4. Situation and Environment. What are the driving forces behind the training need?
Are these forces readily apparent, translatable to individual employee needs, and recognized by reviewing officials? Some of the more critical and recognizable forces are:
A7.5.4.1. Acquisition of new systems or machines (weapons, computers, programs, etc.) that need highly specialized skills to maintain and operate.
A7.5.4.2. Radical technology shifts or new directions in the state-of-the-art.
A7.5.4.3. Civilian work force dynamics involving work force expansion, losses, quits, retirements, promotions, and reassignments. (Analysis done by the staffing function in preparing the staffing plan provides the data necessary to assess this influence).
A7.5.4.4. Programs slated for implementation at a specified future date where additional skills will be needed.
A7.5.4.5. Military-to-civilian manpower space conversions where labor market conditions are known to be limited in supplying the associated skills.
A7.5.4.6. Employee performance can be used to determine whether training is necessary to enhance already high levels of performance or to improve substandard performance. If employee performance is deficient, determine whether the poor performance is based on definite formal training need rather than unwillingness to perform the duties of the job.
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A7.5.5. Impact Estimation. Can a "bad case" situation be depicted and rationalized to show tangible effects of an unmet training need? Can lack of training be tied directly to a production, program, or mission problem? Can impact estimates be demonstrated by cost saving or avoidance analysis? Such estimates must be documented to higher headquarters.
A7.5.6. Assign Priorities . Each variable must be carefully assessed. Based on this analysis, a priority must be assigned according to the following definitions:
Priority 1 training meets at least one of the following:
Is required by Federal or State law/regulation, Executive Order or DoD Directive;
Meets occupational certification and/or licensing requirements as a condition for continued employment; Training /development that maintains critical functional/ occupational competencies identified by career field managers and/or AF policy and instructions
Priority 2 training is required to increase efficiency and productivity fostering effective use of resources to improve mission capability and meets at least one of the following
Facilitates systematic replacement of skilled employees; Meets new and emerging requirements
Priority 3 training is any other training not covered above*
No leadership training is funded for MAJCOMs w/88751 (except for AF/A1 & AFMA)
A7.5.7. CRMB Review . CRMB review actions should follow similar analyses in validating installation and command level training and financial management plans.
When appropriate, committees may alter priority codes.
A7.5.8. Advisory Role. CTM should provide individual supervisors, managers, and respective committee’s technical advice and assistance in the overall priority determination process.
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APPENDIX II
GLOSSARY OF TERMS
Air Education and Training Command (AETC) – Manages all AF quotas for TDY-to-
School training.
Air Force Institute for Advanced Distributed Learning (AFIADL) - This institute provides a variety of correspondence courses related to specific Air Force specialties.
Website: http://www.maxwell.af.mil/au/afiadl/ .
Annual Installation Training Plan (AITP) – A report that identifies fiscal year training requirements. Used as a working document by managers, supervisors, and the Civilian
Training Section.
Annual Civilian Training Survey – Survey in which managers and supervisors identify new or anticipated training needs. Survey is sent to the organizations annually.
Centrally Funded Training – Training funded by AETC, HQ PACAF, HQ USAF, or
AFPC career programs, etc.
Civilian Resource Management Board (CRMB) A committee composed of managers from major organizations (group level) who are responsible for managing the training and developmental resources.
Continued Service Agreement (CSA) – An agreement to remain with the agency for a specific period following completion of training that is over 80 hours.
Defense Civilian Personnel Data System (DCPDS) - An automated data system designed to store an employee’s experience, performance ratings, training and education.
Evaluation-
Trainee’s and supervisor’s assessment of the training received. Required for all courses 40 hours or longer.
Formal Training Plan - Written document outlining planned training and developmental activities. Civilian Training Section can provide a sample format.
Installation Training Guide (ITG) - A document designed to provide clear guidance for users to ensure training is done systematically and efficiently.
Non-Government Training - Training provided by educational institutions or civilian vendors other than government.
Out-Of-Cycle Training - Training requested by other than the annual survey.
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APPENDIX III
REFERENCE
TDY-to-School – To Process AETC/AFIT/AU funded TDY Order https://www-r.aetc.af.mil/fm/tools/ttsnet.2.0/login/
AF Portal: https://www.my.af.mil
Defense Travel System (DTS): https://dtsproweb.defensetravel.osd.mil/wl/site/index.jsp
Education and Training Course Announcement: https://etca.randolph.af.mil/default1.asp
Per Diem & Travel Allowance: http://www.defensetravel.dod.mil/perdiem/perdiemrates.html
AETC Distributed Learning Service: https://aetc.csd.disa.mil
US Army Korea Civilian Human Resources Agency: http://cpoc-www.korea.army.mil
AF E-Publishing: http://www.e-publishing.af.mil
AFIT: http://www.afit.edu
AF Human Resource Management School Virtual Campus: https://www.my.af.mil/afknprod/community/views/home.aspx?Filter=AF-ED-00-3
AFPC Force Development: http://gum.afpc.randolph.af.mil/cgibin/askafpc.cfg/php/enduser/ps_site_map.php?pid=3351&cid1=3368&cid2=3379
Defense Acquisition University (DAU): https://learn.dau.mil
USDA Graduate School: http://grad.usda.gov/search.php?searchtype=course
Defense Equal Opportunity Management Institute (DEOMI): https://www.deomi.org/deomi.htm?site=redirect
DCPDS Self Service Update User Guide: http://www.cpms.osd.mil/hrbits/selfservice/selfservice_userguide.aspx
Supervisors’ Resource Center: https://afkm.wpafb.af.mil/src
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