MANPOWER
COMMANDER’S GUIDE
Manpower and Organization
11 FSS/FSMM
Joint Base Andrews NAF Washington, MD
Air Force District of Washington
11Jun 2012
Table of Contents
11 FSS/FSMM POINT OF CONTACT (POC) DIRECTORY................................................ 3
ADDRESS:
11 FSS/FSMM ................................................................................................. 3
INTRODUCTION TO MANPOWER RESOURCE MANAGEMENT .................................. 3
Manpower Mission Statement ................................................................................................ 4
Key Manpower Office Responsibilities .................................................................................. 4
What can Commanders and Managers do to help .................................................................. 5
AUTHORIZATION CHANGE REQUEST (ACR) GUIDELINES ........................................ 6
Authorization Change Request (ACR) ................................................................................... 6
ACR Form ............................................................................................................................... 6
ACR Process ........................................................................................................................... 6
Effective date .......................................................................................................................... 6
ORGANIZATION CHANGE REQUEST (OCR) GUIDELINES ........................................... 7
Organization Change Request (OCR)..................................................................................... 7
OCR Process ........................................................................................................................... 7
8 OCR Questions .................................................................................................................... 7
INDIVIDUAL MOBILITY AUGMENTEE ............................................................................... 8
Move/change IMA .................................................................................................................. 8
Add IMA ................................................................................................................................. 8
UNIT MANPOWER DOCUMENT (UMD) DATA CODES .................................................... 8
Unit Manpower Document Data Codes .................................................................................. 9
PROGRAMMATIC AND NON-PROGRAMMATIC CHANGES ....................................... 11
Non-Programmatic “Automatic” Changes ........................................................................... 11
Programmatic Changes ......................................................................................................... 11
MANAGEMENT CONSULTING SERVICES AND PRODUCTIVITY PROGRAMS ..... 12
Process Improvement/Reengineering Studies....................................................................... 12
Productivity Enhancing Capital Investment (PECI) Programs ............................................. 12
Innovative Development through Employee Awareness (IDEA) Program .......................... 13
Air Force Best Practice ......................................................................................................... 13
COMMON MISUNDERSTANDINGS ..................................................................................... 14
2
11 FSS/FSMM POINT OF CONTACT (POC) DIRECTORY
ADDRESS:11 FSS/FSMM
1414 Arkansas Road, Room 2
Andrews AFB, MD 20762
TELEPHONE:
Manpower and Organization Chief (MO) Chief Mr. Mallon (301) 981 9386
Manpower and Organization NCOIC, MSgt Jo Eugenio (301) 981 2272
For Units below call (301) 981 2272
844 CG, 844 CS, 744 CS
For Units below call (301) 981 5259
89 OG, 89 OSS, 811 OG, 811 OSS, 1 HS, 11 FSS, 11 LRS, 89 MXG
For Units below call (301) 981 2110
11 Wing Staff, 89 Wing Staff, 11 CPTS, 11 Mission Support group Staff,
IDEA program manager, PECI program manager, Hierarchy
For Units below call (301) 981 5296
11 OG, USAF Band, USAF Honor Guard,
579 DS, 579 MDG, 579 MDOS, 579 MDSS, 79 MDW,
779 MDG, 779 AMDS, 779 DS, 779 MDOS, 779 MDSS, 779 MSGS
For Units below call (301) 981 5364
11 CES, 11 CONS, 11 SFS, 11 SFG, 811 SFS
INTRODUCTION TO MANPOWER RESOURCE MANAGEMENT
3
Manpower Mission Statement
Help customers maximize their mission capability by objectively determining the optimum distribution of
available manpower resources and facilitating continuous process improvement efforts.
Key Manpower Office Responsibilities
•
Provide management engineering services to accurately and objectively assess peace and wartime
manpower requirements
•
Provide confidential management consultant services to assist managers at all levels improve key
processes, organizational structures, facility layouts, etc. Thus, ensuring the most efficient and
effective use of manpower resources
•
Provide manpower programming execution system (MPES) products to facilitate resource
allocation decisions
•
Pursue productivity enhancements through Fast Payback Capital Investment Program (FASCAP),
Productivity Investment Fund (PIF), and Innovative Development through Employee Awareness
(IDEA)
4
What can Commanders and Managers do to help
Maintain a current Mission Statement
Provide the manpower office a mission statement for your unit which includes major wartime and
peacetime responsibilities.
Designate a manpower point of contact (POC) for your organization
This person is responsible for working the manpower changes for your unit. The manpower office will
work with the representative to maintain an updated unit manpower document.
Keep the manpower office informed
If you are aware of any issues affecting your organization’s structure or manpower
authorizations, let us know so we can work with you.
Be familiar with your Capability-based Manpower Standards (CMS)/Air Force Manpower
Standards (AFMS)
It is important to know what work you are given credit for and what drives your workload
Know the Authorization Change Request (ACR) process
The ACR is the way that you will make changes to your UMD. It is very important to know how to make
changes if the need arises.
Review your Unit Manning Documents (UMDs) and Authorization Change Notices (ACNs)
UMDs and ACNs let you know what changes are happening with the manpower in your organization.
Encourage and Support usage of the Innovative Development Through Employee Awareness
(IDEA) program
Make sure your unit is aware of the program and the rewards for using it. Also, an IDEA program POC is
required as a liaison between the IDEA program and subject matter experts for validation purposes. The
manpower office IDEA program manager is available to brief your unit on the IDEA program.
Make use of the Productivity Enhancing Capital Investment (PECI) programs
The Fast Payback Capital Investment Program (FASCAP) and Productivity Investment Fund (PIF) are
used to acquire non-budgeted equipment that is needed to increase productivity or efficiency. The
manpower office PECI program manager is available to brief your unit on the PECI program.
5
AUTHORIZATION CHANGE REQUEST (ACR) GUIDELINES
Authorization Change Request (ACR)
The ACR is the commander’s vehicle for making changes to his/her UMD.Each position carries a series
of attributes. Examples are Command ID, Position number, Air Force Specialty Code (AFSC), and
Grade.
ACR Form
An ACR form is initiated by your unit with the assistance of a manpower analyst from our office. A
change in AFSC or Grade requires Career Field Manager approval and in some cases a copy of the
position description. As Air Force allocates resources at maximum threshold, any action that incurs a cost
to the Air Force requires an offset; in short a change to another position(s). Definitions of the common
UMD data codes are provided starting on page 9. Upon request manpower will provide an electronic
version of the ACR form.
ACR Process
One manpower analyst is assigned specific units to manage. The manpower analyst in coordination
with the designated manpower POCs are responsible for any manpower issues affecting their units. This
process insures the accuracy of the changes requested. ACRs can be submitted in person at the manpower
office or submitted by e-mail to your manpower analyst/manpower chief. An ACR must either be
submitted by the unit chief or unit commander or be signed by the unit chief or unit commander. This
ensures that unit leadership is aware of manpower changes happening within their unit.
Effective date
The effective date for military UMD changes is current quarter plus 2 additional quarters. This allows
time for the Military Personnel system to provide your unit with a body. The effective date for civilian
UMD changes is based on whether there is an adverse action a civilian employee.
6
ORGANIZATION CHANGE REQUEST (OCR) GUIDELINES
Organization Change Request (OCR)
The OCR is a request for organization action such as unit activation, inactivation,
redesignation, or variation to a standard structure.
OCR Process
An OCR must include a proposed or updated mission directive, and answers to the 8 OCR
questions, as they apply. A request for organization action is not required for units inactivating as
a result of an approved force structure action. A request is also not required when organizational
impacts have been addressed as part of actions approved under AFI 38-203, Commercial
Activities Program (see that publication for specific guidance on required information). A
MAJCOM, FOA, or DRU, after notifying AF/A1M,may return a changed organization to a
prescribed configuration.AF/A1M will review organization change requests and, upon approval,
direct MAJCOMs, FOAs, DRUs or HAF/HR to reflect the action in the RCS: HAF-A8P(M)9227
Report, Programming Actions Involving Units, Installations, and Unit Equipment per AFI 16403.
8 OCR Questions
1.What is the proposed action?
List specific actions, such as activation, inactivation, nomenclature change, reorganization, or
variation request
2.Why is the action needed? What are the expected benefits?
Identify factors driving the need for the action, e.g., changes to Instructions, missions or
concepts of operations; attach any substantiating Air Force directives. In describing expected
benefits, identify improvements, examples of increased mission capability and so on.
Generalized statements such as increases mission capability or reduces span of control are not
adequate as justifications.
3.What is the structure of the new organization? Include current and proposed organization and
function charts showing authorized and proposed manpower by officer, enlisted and civilian.
Also include Average Daily Student Load, where applicable. Explain manpower changes.
4.How does the proposed structure compare with the standard structure, nomenclature and
size guidance? Provide rationale for any requested deviations. Include computation of
adjusted populations for wings, groups, pr squadrons with manpower authorizations under the
unit size.
5. Are any changes needed to add or delete Organization Nomenclature Codes or Office
Symbol Codes (OSCs) or to change the title for an OSC?Strive to use existing codes rather
than creating new ones. Avoid special characters due to data system interface problems.
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6. Why was the proposed unit designation chosen?(For unit activations or
redesignations)Identify any inactive historical units you’re proposing to use and explain why
you want to use these units.
7. What is the cost of the request in terms of dollars and resources?Document cost in terms of
dollars and manpower. Include administrative costs such as flags and signs, as well as
manpower increases or monetary costs directly driven by the requested reorganization
action.
8. Provide a mission directive, statement or description for organizations being activated or
reorganized.
INDIVIDUAL MOBILITY AUGMENTEE
Move/change IMA
The unit will fill out an ACR with the requested move/change and the justification IAW AFI 38201, Chapter 7 and forward the ACR to the wing manpower office. The wing manpower office
will analyze and if validated, forward the request using MPES to AFDW/A1M. AFDW/A1M
will obtain coordination/approval from appropriate office and if approved, submit MPES project
to AFRC/A1MP for final processing.
Add IMA
The unit will submit request IAW AFI 38-201, Chapter 7 and forward to the wing manpower
office. The wing manpower office will analyze and if validated, forward the request to
AFDW/A1M. AFDW/A1M will obtain coordination/approval from appropriate office and if
approved, submit MPES project to AFRC/A1MP for final processing.
UNIT MANPOWER DOCUMENT (UMD) DATA CODES
8
Unit Manpower Document Data Codes
PAS –Personnel Accounting Symbol. An 8 digit alphanumeric code that identifies the servicing
military personnel office, the Command ID, and unit. The last four digits of the PAS code refer to
a unique unit and are not repeated within other Command IDs. These last four digits are referred
to as the PAS code on the UMD. For example, AU4WF7WN is the PAS code for 11thForce
Support Squadron (FSS) but on the UMD you will only see F7WN.
OSC – Organization Structure Code.The office symbol for your organization. An organization chart
can be constructed from these symbols. For example, FSDA falls under FSD.
FAC – Functional Account Code. A 6 digit alphanumeric code that identifies a grouping of like tasks
and is the level to which most manpower standards are built. For example, FAC 16A100 is the
FAC for Airman Leadership School. TheAirman Leadership School standard is called CMS
(Capability Manpower Standard) 16A100. This FAC/CMS applies to all Airman Leadership
Schools Air Force wide.
CID – Command Identifier. A2 digit alphanumeric code that identifies the command that a position
falls under. For example, AFDW’s CID is 4W.
POS Effective Date – Date position was created on the UMD.
POS Through Date – Date position will be deleted from UMD. 12/31/4712 is infinite.
POS NBR–Position number. A unique 10 digit alphanumeric code identifying a manpower
authorization (funded) or requirement (unfunded). The first 8 digits are the position number and
the last 2 digits are the Command ID. A manpower change to an authorization drives a
corresponding change to the Unit Military Personnel Roster (UMPR).
MNT –Manpower Type. A 5character code used to represent wartime and peacetime requirements
including funding status. The first character represents the present funding status of the position
as Funded (X) or Unfunded (R). For example,XXXXX is funded and RXXXX is unfunded.
AFSC Title – The job title associated with the AFSC. 8T000 is a PME instructor.
RIC – Resource Identification Code. A 4 digit numeric code that identifies the specific type of
manpower resource directly associated with the position. Examples are active duty officer (0004),
active duty enlisted (0104), Civilian (0160), etc.
AFSC–Air Force Specialty Code.A 5 digit alphanumeric code that identifies aspecific set of duties and
skills in accordance with the Air Force Officer Classification Directory(AFOCD) or the Air Force
Enlisted Classification Directory(AFECD). A specialized requirement includes a prefix or suffix
attached to the AFSC. For example, 8T000 is a PME instructor. J8T000 is a parachutist, PME
instructor.
GRD –Authorized Grade.An abbreviation of characters for military rank/grades for civilians (SSgt, Maj,
GS-12, Etc) that the personnel system uses to assign personnel. This is the grade that the Air Force
can financially afford to fill the position with. Also, known as the funded grade.
RGR –Required Grade.An abbreviation of characters for military rank/grades for civilians (SSgt, Maj,
GS-12, Etc) that are required to perform the unit’s mission.It represents that a grade requirement
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exists but it is not funded due to resource or grade ceiling constraints. For example approved
manpower determinant establishes a requirement for a Lt Col position but resource constraints
limit grade funding to Major. Therefore, the authorized or funded grade on the UMD will reflect
Major and the required grade will reflect Lt Col.
PEC –Program Element Code. A 6 digit alphanumeric code that identifies the major force program that
funds an authorization.
SAR –Security Access Requirement. A 1 digit code used to identify the specific security access
requirement for a position. Current security codes are:
5-Top Secret, SSBI-SAP and AC. Requires 3 Star or civilian equivalent approval
6-Secret/Confidential, NACLC
7-Suitability for Government Hire, ANACI
8-Baseline Investigation, Civilian, NACI
9- (NAF) Non Appropriated Fund or Civilian, NAC
DTY –Authorized Duty Title. A3 digit alphanumeric code used as an identifying title. For example, 189
is a flight chief.
SEI –Special Experience Identifier. A 3 digit alphanumeric codes identify a designated skill or training
requirement assigned to a position. An abbreviation of characters for military rank/grades for
civilians (SSgt, Maj, GS-12, Etc) that the personnel system uses to assign personnel.
API –Aircrew Position Identifier. The API code identifies every officer or enlisted manpower position
with an aeronautical rating or flying status. Pilot positions are commonly referred to as rated
positions. All other officer positions are non-rated.
PRP – Personnel Reliability Program.These codes identify positions in the PRP having certain
psychological profiles requiring access to nuclear weapons or requiring nuclear weapons experience.
MSI – Manpower Standards Implementation. A 1 digit code used to represent the type of manpower
standard applied to an organization. For example, G is Manpower Standard and F is crew ratio.
Remarks Codes – These codes are Air Force (RMK), Command (CRK), or Local (LRK) and are used to
add detail regarding position coding and information to the UMD.
Year/Quarter Breakdown – A set of columns that indicate the status (on the books or off the books) of a
position on the UMD broken down by fiscal year and quarter. A 1 signifies that the position will be on the
UMD for the quarter. A 0 signifies that the position will not be on the UMD for the quarter.
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PROGRAMMATIC AND NON-PROGRAMMATIC CHANGES
Whether and when the Air Force can support a change is dependent on the ability to fund the change in
requirement and staff the new requirement with an individual possessing the requested attributes.
Non-Programmatic “Automatic” Changes
Non-Programattic changes do not incur a cost to the Air Force. Examples of non-programmatic
changes are:
•
•
•
•
•
•
•
•
•
OSC
Joint Duty Position Number
Servicing Military Personnel Section (MPF)
Servicing Manpower Office (MET)
Servicing Civilian Personnel Office (CPO)
Parent Unit (PPN)
PAS Code within the same Command ID and Country State Code (CSC)
ILC within the same CSC
AFSC changes based on quarterly officer and enlisted classification guides
Programmatic Changes
Programmatic changes incur a cost to the Air Force. The Air Force supports changes depending on the
availability of resources. Examples of programmatic changes are:
•
•
•
•
•
•
•
RGR or (Authorized) GRD
AFSC
API -- Officers: 1, 2, 5, 6, 7 & 8 Enlisted -- A, B, D, F, G, & Z
PEC
SEI
PAS Code changes that will generate assignment actions
Prefixes -- Officers: C, J, N, P & X Enlisted: C, J, Q & X
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MANAGEMENT CONSULTING SERVICES AND PRODUCTIVITY
PROGRAMS
Process Improvement/Reengineering Studies
If there is a process that needs improvement or reengineering, but you haven’t had time to sit down
and analyze it, let us help you through the use of consultant studies. Our technicians and analysts will
work with you in conducting a detailed analysis of the process you are interested in. These processes will
have a chance of helping your organization save valuable time and resources.
The results of the consultant studies are yours. We will not release any information about our findings
or recommendations without your approval. Although this is not an avenue to increase or decrease
manpower requirements, some of the changes recommended could qualify as ideas under the Innovative
Development through Employee Awareness (IDEA) program.
We in the manpower office are responsible for giving you the best advice we can about the
management of your manpower resources. Management consulting services are the best tools we have to
do just that. If you would like to discuss this further, please give us a call.
Productivity Enhancing Capital Investment (PECI) Programs
Discovering and implementing improved ways to perform Air Force functions are hallmarks of quality
leadership. Productivity improvement initiatives pay valuable dividends during peacetime and wartime
through increased readiness and reduced dependence on continuously scarce operations and maintenance
budget resources. Most Air Force units can apply for productivity funds to obtain equipment and
facilities. The Air Force currently has two self sustaining PECI programs—Fast Payback Capital
Investment (FASCAP) and Productivity Investment Fund (PIF).
The FASCAP program is a tool you can use to purchase capital equipment (computers, LAN
equipment, new analysis tools, etc.) to make your job easier. MAJCOM provides the money to purchase
the equipment (must cost $249,999.99 or less) provided the savings generated from its purchase pays for
its cost in 2 years or less (amortize in 2 years or less). Savings are generated by turning in funded
manpower or through reduced operating and support expenditures. For example, if you currently perform
a task with a machine that has a very expensive maintenance contract and is labor intensive, you may be
able to purchase a new piece of equipment that carries a much cheaper maintenance contract and
essentially uses no labor to operate. If you choose to turn in a manpower position to pay for the
equipment, you can quickly pay for some very expensive equipment.
The PIF program is Air Force sponsored and is designed for the purchase of equipment and facilities
that cost $250,000.00 or more. Economic factors used to prioritize the projects are return on investment
(ROI), manpower spaces saved for each dollar invested, and an internal rate of return (IRR). The projects
must produce sufficient operations and maintenance or manpower savings to offset total investment cost
in 4 years or less.
If there is some equipment that you want, but do not have the funds to buy, contact the manpower
office and we’ll help you throughout the process. For more guidance, see AFI 38-301, Productivity
Enhancing Capital Investment Program.
12
Innovative Development through Employee Awareness (IDEA) Program
The IDEA program recognizes and rewards individuals whose ideas, inventions, patents, and scientific
achievements improve the efficiency, economy, and effectiveness of Air Force, Department of Defense
(DoD), and Federal Government Operations. An idea is a suggestion which may simplify or improve
operations, speed up production, improve working conditions, procedures, operating methods or
equipment, plant layouts, or organization. Ideas may also save manpower or money, promote health,
increase safety, improve morale, or save energy.
An idea is submitted in the IDEA Program Data System (IPDS) [https://ipds.randolph.af.mil]. An idea
must give an outline of a specific area for improvement, state the potential workable solution, and give
the benefits that can be expected. One or more solutions may exist but the potential benefits must warrant
a change.
The Air Force encourages voluntary participation in improving effectiveness in various departments of
the federal government. The IDEA program is open to all Air Force members/employees. However, only
members/employees paid from appropriated funds are eligible to receive a cash award. All others will
receive non-cash awards. Awards are based on the merits of the contribution and the benefits which
accrue.
Each unit is required to have an IDEA POC to ensure ideas are thoroughly and correctly evaluated in
IPDS. For more guidance, see AFI 38-401, Air Force Innovative Development through Employee
Awareness (IDEA) Program.
Air Force Best Practice
Air Force Best Practices (AFBP) are validated and approved superior methods or innovative practices that
contribute to the improved performance of a process.
All AFBPs are processed by Air Force Manpower Agency for posting into the AFBP Clearinghouse
(AFBPC) database. Further information on the AFBPC can be found in Air Force Handbook 38-210.
When notification of an AFBP is sent down to base level for review and possible implementation, the
manpower office (MO) will forward the AFBP to the applicable unit Commander’s organizational email
box for action. If the unit decides to implement the AFBP totally or in part, the Commander advises the
MO of their implementation plan. If the unit decides not to implement, the Commander advises the MO
office of why not.
13
COMMON MISUNDERSTANDINGS
 We DO make changes to your manpower authorizations/ requirements. This is
accomplished through Authorization Change Requests (ACRs).
˟
We DO NOT provide units with people. This is a Military and Civilian Personnel
function.
 We DO evaluate civilian positions.
˟
We DO NOT classify or grade civilian positions. This is a Civilian Personnel or AFMA
Function.
 We DO act as a focal point for productivity programs.
˟
We DO NOT identify or prepare productivity initiatives, prepare capital investment
requests or reports. That is the responsibility of eachorganization; but we will advise as
needed.
 We DO conduct Functional Review and manpower study measurements.
˟
We DO NOT determine which areas are to be studied. That determination is made by Air
Staff or MAJCOM staffs.
 We DO apply capability-based manpower standards (CMSs)/Air Force Manpower
Standards (AFMS).
˟
We DO NOT develop capability-based manpower standards (CMSs)/Air Force Manpower
Standards (AFMS). The standards are developed by the Manpower Requirements
Squadrons (MRSs).
 We DO act as the focal point for processing and tracking the status of ideas in the IDEA
program.
14