ANG Note Taker Table of Contents
ANG Specific First Sergeant Responsibility
Fitness Program
Family Care Plan Program
ANG Promotion Program
ANG Personnel Evaluations
Enlisted Force Management
Recognition
Referral Agencies
Selective Retention
Unsatisfactory Participation
Counseling
Maintenance of Discipline
Administrative Reprimands
Administrative Demotions
Administrative Separations
Managing Organizational Change
ANG Training Management
Deployment Issues
Intro to UCMJ/SCMJ Legal
Line of Duty Determination
COGNITIVE SAMPLES OF BEHAVIOR:
• Explain the scope of authority
delegated.
• Distinguish the types of duties first
sergeants perform to meet their
responsibilities.
• Explain the first sergeant’s role in the
unit.
OVERVIEW
Supervisory Chain in the ANG
ANG Unique Issues
Establishing a Plan
Key Relationships
MP 1: SUPERVISORY CHAIN
Reporting official
– AFI 36-2113, paragraph 14.3
Consistent with Organizational Alignment
–
–
–
–
Unit Commander
Group Commander
Wing CC
Technician Supervisor
 Why is this important to know?
MP 2: ANG UNIQUE ISSUES
 We have at least two jobs
– Civilian
– Military
Different Personnel Statuses
– AGR, DSG and Technician
– State (Title 32) and Federal (Title 10)
MP 2: ANG UNIQUE ISSUES
Our Force Only Comes Together 2 Days per
Month
–
–
–
–
–
What are some of the barriers?
Communication
Time Limitations
Influence
Civilian Job
MP 3: ESTABLISHING A PLAN
 How do you overcome these barriers?
– Dedication
– Commitment
– Effort
 You only have two days a month to be the model
– Integrity, Service , Excellence, Military Image, Military
Competence … all the things that make us mission ready
 Or do you have more than two days a month?
MP 3: ESTABLISHING A PLAN
Full-Time Commitment / Mindset (24/7)
– Your wing & unit must know when and how to contact
you when you are not on duty
• Command Post
• Commanders
• Chief and Unit personnel
– What is your plan for communication?
• Note: It is a two-way process!
MP 4: KEY RELATIONSHIPS
•
•
•
•
Commander
Chief of Operations
Enlisted Personnel
Command Chief (CCC)
– Installation functional manager for first sergeants
• First Sergeant Council
• Support Agencies
• Key Squadron Personnel
–
–
–
–
SORTS monitors & Unit Deployment managers
Unit Career Advisor
Training Managers
Other Squadron program managers (APC, UFPM, Awards & Decs)
MP 4: KEY RELATIONSHIPS

Enlisted Field Advisory Council (EFAC)
–
–
–
–
–
–
–
Enlisted voice of the ANG
Provides feedback on enlisted programs
Anyone can submit an issue
Preferred method is to submit action items through the CCM
Action items are forwarded to the Council
Council made up of Chairperson and Co-chairperson, 6 Regional
Coordinators, and advisors from 1st Air Force and the ANG First
Sergeant Functional Manager
This is your way of working issues at the national level
MP 4: KEY RELATIONSHIPS
SUMMARY
Supervisory Chain in the ANG
ANG Unique Issues
Establishing a Plan
Key Relationships
OVERVIEW
Intent
Unit
Air
Responsibilities
Force Instruction
16
MP1. INTENT AFI 36-2905
“It is every Airman’s responsibility to maintain
the standards set forth in this AFI 365 days a
year.”
“The Goal of the fitness program is to motivate all
members to participate in a year-round physical
conditioning program that emphasizes total fitness, to
include proper aerobic conditioning, strength/flexibility
training and healthy eating.”
“Health benefits from an active lifestyle will increase
productivity, optimize health, and decrease absenteeism
while maintaining a higher level of READINESS.”
17
MP2: Responsibilities
Unit Commander
 Execute and enforce the unit fitness program and ensure
appropriate action is taken of non-compliance.
 Provide a work environment that supports healthy lifestyle
choices.
 Encouraged to have a written policy that describes their Unit
Fitness Program
 Appoint Physical Training Leaders (PTL) and Unit Fitness
Program Managers (UFPM) in writing
 Will encourage members to participate in physical fitness training
up to 90 minutes, 3 to 5 times per week and are encouraged to
schedule or authorize training during duty hours
 Submit Discharge or Retention packages for members who fail
four FA’s consecutively or within 24 months.
18
MP2: Responsibilities
First Sergeant
 Work with PTLs and UFPMs to be aware of all member’s
fitness levels, and advise Commander of negative quality force
indicators
 UFPMs should be providing data on Airmen who have been exempted from one or more of the
four components of the fitness test for a continuous 12-month period or have four component
exemptions in a 24-month period.
 Be familiar with support agencies and resources that can
assist Airmen on meeting the USAF fitness standards
 Lead by example by participating in squadron PT functions,
as well as some sort of self-directed fitness program
 Brief unit leadership on possible trends affecting the
mission
 Know the AFI and advise leadership of the proper
administrative actions
MP2: Responsibilities
Airmen
Know AFI 36-2905
Responsible for maintaining currency standards
Know the Commander’s policies
Know their PTLs and UFPM
Lead a Healthy Life Style
Help/Education those not in compliance
Be physically ready to accomplish the mission.
Attain and maintain excellent physical
conditioning and always meet Air Force fitness
standards.
Actively participate in the Air Force Fitness
Program
MP3 AFI
Each component has a minimum component score.
These scores do not earn a composite passing score. Failure
to meet minimum in one or more component results in an
Unsatisfactory FA Score.
The Fitness Assessment Cell (FAC) will conduct all
Fitness Assessments. FAC personnel have oversight with
FA augmentation from Unit PTLs.
Fitness Screening Questionnaire – Should be completed no
earlier than 30 calendar days (90 for ARC), but NLT 7 days prior
to FA to provide time for medical evaluation.
Testing - Must be completed within a 3-hour window on the
same day, (Must be in military status for assessment)
MP3 AFI
 Revised Push-ups and Sit-ups
 How does Fitness affect EPR’s and OPR’s?
If Pass, then MEETS STANDARDS
If Fails, then DOES NOT MEET STANDARDS
Attachment 1, 4c
“Remain current as defined in AFI 36-2905 (dated 1 July 2010), paragraph 2.12.
Failing to remain current as well as failing to attain a passing score on the
applicable FA before the end of the performance report reporting period will result in
a “DOES NOT MEET STANDARDS” rating on the member’s OPR/EPR if, as of the
closeout date of the performance report, currency or a passing score is not
obtained.”
MP 3 AFI
Exemptions are designed to categorize members as
unable or unavailable to train or assess for a limited
time period
Commanders may grant exemptions as outlined in AFI 362905, Table 4.3
CATEGORIES
Composite Exemptions – Member is exempt from all
components of the FA
Component Exemption – Member is exempt from one
or more components of the FA, but will be assessed on the
remaining components
MP 3 AFI
 Exemption greater than 30 days, including pregnancy, will refer to the
EP/FPM or appropriate ancillary provider for exercise assessment,
prescription and counseling, or rehabilitation program
 Member is eligible for FA 42 days after expiration of physical limitation if
greater than 30 days. (180 days for pregnancies)
 Any member Exempt from a component and scores 90 or Above, still
has to test every 6 month
 Military provider must make final disposition for any physical limitation
in cases where non-military providers are utilized
 Must be current before deployment
 Failure before deployment
MP3 AFI
Attachment 19
Summary
Intent
Unit
Air
Responsibilities
Force Instruction
30
OVERVIEW
 Family Care Program
 First Sergeant Responsibilities
 Family Care Plan
MP 1: Family Care Program
 FAMILY CARE PLANNING IS THE
ADVANCED PROCESS OF PLANNING FOR THE
CARE OF FAMILY MEMBERS DURING THE AIR
FORCE MEMBER’S ABSENCE
PERSONNEL REQUIRED TO DOCUMENT
THEIR PLAN ON AF FORM 357
 DEFERMENTS FROM DUTY
MP 2: First Sgt Responsibilities
Certification
Briefings
MP 3: Family Care Plan
AF Form 357
Copies of POA
Continuation Sheet/Attachments
SUMMARY
 Family Care Program
 First Sergeant Responsibilities
 Family Care Plan
COGNITIVE SAMPLES OF BEHAVIOR:
• Explain the ANG promotion policy.
• Summarize the promotion criteria
considered prior to promotion
recommendation / nonrecommendation.
• Explain the ANG promotion
ineligibility factors.
Overview
Promotion Policy
Promotion Criteria
Important Attributes
Ineligibility Factors
Key Promotion Procedures
Deserving Airman Promotions
Exceptional Promotion Program
MP 1: Promotion Policy
• Authority: Chief, National Guard Bureau
– Delegated to the State Adjutant General
(TAG)
– TAGs may further delegate promotion
authority for TSgt and below to
subordinate Wing commanders
MP 1: Promotion Policy
• Objective:
– Identify and promote people with the
highest potential for increased
responsibility
• Selection:
– Based on duty performance and the
potential to assume greater
responsibilities
MP 1: Promotion Policy
• Prior to promotion to any grade the
immediate commander must recommend
the member
• Recommendation based on evaluation of
member’s total performance
MP 2: Promotion Criteria
• Promotion criteria assists commanders in
selecting nominees for promotions
• All criteria for promotion must be satisfied
prior to promotion
MP 2: Promotion Criteria
•
•
•
•
•
•
•
Unit Vacancy
Fully Qualified in DAFSC
Required Skill Level (PAFSC)
TIG
TIS
Appropriate Level of PME
Retainability Requirements
MP 3: Important Attributes
•
•
•
•
•
•
Performance
Leadership
Attitude
Contributions
Mentorship
Potential
MP 4: Ineligibility Factors
• MEB/PEB or is not qualified for world wide
duty
• PT Assessment Failure
• Selective Retention
• Unsatisfactory Participation
• Voluntary Retirement
• Excess Status or Over-grade
MP 5: Key Procedures
• Emphasis on supervisory and leadership
potential as well as demonstrated technical
skills when recommending promotion to
NCO grades
• May not be promoted more than one grade
at a time
– Exception:
• Promoted to SSgt to attend a commissioning
program
• As authorized upon graduation from high school JR.
ROTC Program
MP 5: Key Procedures
• Promotions may not exceed authorized
grade ceilings
• Supervisor:
– Initiates Request
• First Sergeant
– Quality check concerning unfavorable
information
– Provide feedback to commander
MP 5: Key Procedures
• Squadron Commander
– Approve or recommend and forward to
approval authority
• Military Personnel Flight (MPF)
– Process Personnel Action
• Squadron Commander
– Conduct a promotion ceremony
MP 6: Deserving Airman
• Qualified Deserving Airmen may be
promoted without regard to position
vacancy
– TSgt - 12 years Satisfactory Service
– MSgt – 18 years Satisfactory Service
• Member must be the sole occupant of the
UMD position with an authorized grade
identical to their current grade
MP 6: Deserving Airman
• Member must be fully qualified in DAFSC
• Member must satisfy all promotion criteria
• Member’s qualifications far exceed what is
required
• Member must be assigned to the first
available position that will resolve the
overgrade status
MP 7: Exceptional Promotions
Program (EPP)
• The goal is to provide promotion
opportunity for Drill Status Guardsmen
(DSG) by allowing those exceptional
individuals to attain the ranks of E-8 and E9 when UMD authorizations may not exist
MP 7: Exceptional Promotions
Program (EPP)
• State controlled program
• Nominee must be a Drill Status Guardsman
• Nominee must not be excess to unit
requirements
• Nominee must meet minimum TIG, TIS and
AFSC requirements for the grade being
promoted to
MP 7: Exceptional Promotions
Program (EPP)
• Nominee must have completed SNCOA
– In-residence highly desirable
• Nominee must be within 3 years of
qualifying for a Reserve Retirement
– At least 17 years satisfactory service
• Nominee must have 3 years retainability
prior to reaching age 60
• First Sergeants may be considered
Summary
Promotion Policy
Promotion Criteria
Important Attributes
Ineligibility Factors
Key Promotion Procedures
Deserving Airman Promotions
Exceptional Promotion Program
COGNITIVE SAMPLES OF BEHAVIOR:
• Explain the purpose of the ANG
Enlisted Performance Feedback
System
• Describe the process of completing
performance feedback
• Explain first sergeant responsibilities
in the Air National Guard Enlisted
Performance Feedback System
OVERVIEW
Program Objective
Performance Feedback Process
First Sergeant’s Role
Forms
Program Objectives
• Explain duty performance
requirements and responsibilities,
establish expectations, and set goals
– Who sets duty Performance?
• Provide periodic, constructive
performance feedback to ANG enlisted
members
– How often?
Performance Feedback Process
• Supervisor’s responsibilities
–Conduct initial performance
feedback session
• Explain shop standards
• Define performance expectations
• Determine training, personal, and
career goals
Performance Feedback Process
• Supervisor’s responsibilities (cont)
– Schedule annual performance feedback
session for each assigned member
• At least annually
• May be more frequent if requested by rater or
ratee
• Scheduled by supervisor
– ETS
– Birth month
– Other suggestions?
Performance Feedback Process
• Supervisor’s responsibilities (cont)
– Conduct annual performance feedback
session
• Use AF form 931 or 932 (PFW)
– Ratee completes form UTA prior
• Rater and ratee then compare assessments and
notes
• Focus on strengths as well as areas for
improvement
• Refine goals together as needed
Performance Feedback Process
• Supervisor’s responsibilities (cont)
–Conduct annual performance feedback
session
• Ratee and supervisor only get copies
• Supervisor files PFW
• Only most recent PFW on file
First Sergeant’s Role
• Speak to your Airmen about PFW’s
requirements:
– Newcomers briefing
– Initial Interview
– Great way to discuss shop standards
• Train supervisors on the intent and process
(AFI 36-2113)
• Monitor compliance with the program for
the commander
Forms
•AF Form 931 – AB - TSgt
•AF Form 932 – MSgt - CMSgt
AF Form 931
AF Form 931
SUMMARY
Program Objective
Performance Feedback
Process
First Sergeant’s Role
Forms
COGNITIVE SAMPLES OF BEHAVIOR:
• Summarize attributes of selected
phases of the enlisted force life cycle
• Explain how personnel force
management impacts unit and
career survival
• Predict the effect that enlisted force
management techniques have on
mission readiness
Overview
Objective
Personnel Life Cycle
Employing Force Management
Assignments with ANG
Responsibilities
Unit and Career Survival
MP 1: Objective
• To sustain mission accomplishment by
RECRUITING, RETAINING, and REPLACING
human resources when appropriate
MP 2: Personnel Life Cycle
• Accession
– The process of bringing people into the
organization
– Builds the workforce based on unit
vacancies
• Recruit to fill vacancies
• Assign recruits to vacancies
– Recruiters are the primary source
MP 2: Personnel Life Cycle
• Training / Education
– Specialty Training
– Professional Military Education
– Professional Continuing Education
– Ancillary Training
– Civilian Education
MP 2: Personnel Life Cycle
• Utilization
– Utilize members in their assigned specialty
– Assign duties commensurate with their
grade, expertise and capabilities
– Communicate mutual expectations
MP 2: Personnel Life Cycle
• Sustainment
– Establish and utilize recognition programs
• Recognize hard work and commitment
• Reward results when performance is above
and beyond what is required
– Mentor
• Prepare members for greater levels of
responsibility
– Ensure upward mobility
• Select right people for promotion
MP 2: Personnel Life Cycle
• Replacement
– May occur as a result of voluntary or
involuntary separations
• Retirements
• Selective Retention
MP 2: Personnel Life Cycle
3. Utilization
MP 3: Assignments
• Military
–
–
–
–
UMD – know it!
ANGI 36-2101 – Assignment with ANG
ANGI 36-101 – AGR
Grade Ceilings
Grade
Percent
CMSgt
100%
SMSgt
110%
MSgt
120%
TSgt
125%
SSgt
No restriction
MP 3: Assignments
• Technician
– Voluntary Retirement
• FERS
– AGE 55 with 30 years of service
• CSRS
– AGE 50 with 20 years of service
– Involuntary Retirement/Retention
– Selective non selective on guardsmen is based on the military side
• TPR 715 states :
Federal law requires civilian personnel employed pursuant to 32 U.S.C. 709 (a) to maintain membership in the
National Guard as a condition of continued employment and requires prompt termination from the current
position upon loss of membership in the Army or Air National Guard. 5
• JFHQ send 30 Days notification to member discharge
– Reduction in - 5% per year for each under age 62 in
retirement (note – for involuntary separation, there is no
reduction of 5%)
MP 3: Assignments
• Military Grade Inversion
– The military structure is preeminent over the full-time structure
and military grade inversion within the full-time work force is not
permitted
MP 3: Assignments
ANGI 36-101 Table 13.1 Manpower Change Request AGR
Grade Comparability Table
GS/GM
WS
WL
WG
Highest
Possible
AGR Grade
Allowed
14,15
Officers up
to Colonel
11, 12, 13
Officers up
to Lt Col
9,10,11,12
7-16
11-13
14
Enlisted up
to CMSgt
8
4-6
10
12
Enlisted up
to SMSgt
Up to 7
1-3
Up to 9
Up to 12
Enlisted up
to MSgt
MP 3: Assignments
• First Sergeants
– AFI 36-2113 – Return to old UMD with 2 years over-grade allowed
• Where next?
– Position within your previous AFSC in same grade
– Over grade with 2 years
– HRA position within wing
Exercise – Part 1
• Based on the info provided, make a decision whether to
retain or non-retain:
Name
Chief Jones
MSgt Smith
Member Info
UMD Slot
26 yrs TIS, 7 yrs in position, 9-level
E-9 (9-level)
22 yrs TIS, 9 yrs in position, 7-level
E-8 (7-level)
MSgt Brady
TSgt Thompson
TSgt Lynn
18 yrs TIS, 4 yrs in position, 7-level
E-7 (7-level)
16 yrs TIS, 7 yrs in position, 7-level
E-6 (7-level)
20 yrs TIS, 4 yrs in position, 7-level
E-6 (7-level)
SSgt Hall
SrA Black
6 yrs TIS, 3 yrs in position
E-5 (5-level)
7 yrs TIS, 7 yrs in position
E-5 (5-level)
SrA Ball
4 yrs TIS, 4 yrs in position
E-5 (5-level)
MP 4: Employing Force Management
• Reasons
– Maintain a strong force
– Mandated downsizing / reorganizations
• Results
– Change in life style, skills and jobs
– Mission Readiness (Ready force)
• Communication
– Eliminates guessing and the spread of rumors
MP 5: Responsibilities
• Commanders are ultimately
responsible for employing
personnel force management with
the assistance of first sergeants
and supervisors
MP 6: Unit & Career Survival
• Applying the principles of
personnel force management
allows the unit to operate and
meet mission requirements while
experiencing change
Summary
Objective
Personnel Life Cycle
Employing Force Management
Responsibilities
Unit and Career Survival
OVERVIEW
 Objective and Recommendations
 Common Decorations
 Considerations for Decorations
 Awards Program
 Presentation
MP 1: OBJECTIVE OF AND
RECOMMENDATIONS FOR RECOGNITION
 Recognize personnel to foster morale,
incentive, and esprit de corps
Who deserves recognition
Not for a token effort
Service-Honorable
MP 1: OBJECTIVE OF AND
RECOMMENDATIONS FOR RECOGNITION
 “Diamond” Check
 Decorations
 Level of Responsibility
 Manner of Performance
Other Recognition
Whole Person Concept
Performance clearly above peers
MP 2: DECORATIONS
Decorations are awarded for:
Outstanding achievement
Heroism or acts of courage
Meritorious service
When:
PCS/PCA/Retirement
Extended Tour
MP 2: COMMON DECORATIONS






Meritorious Service Medal
Air Force Commendation Medal
Air Force Achievement Medal
Air Force Good Conduct Medal
Air Reserve Forces Meritorious Service Medal
Armed Forces Reserve Medal
MP 3: Considerations
 Denial
 Supervisor & CC (Décor 6)
 Good Conduct
Medal (Memorandum)
 Disapprove or Downgrade
 Approval Authority
 Refusal
 Member elects not to wear
 Revocation
 Approval Authority
MP 4: AWARDS PROGRAMS

1st Sgt Involvement

12 Outstanding Airman of the Year
 Quarterly
 Annual
Functional
 Other Awards



Example: Military Outstanding Volunteer Service
Award
Informal Unit-level Recognition
MP 5: PRESENTATION OF AWARDS/DECS

Special Awards/Trophies/Gifts-Where can you get
them?




O&M Funds
SM&W Funds
Solicitation
Legalities

Ceremony

Make it a big deal!!
Summary
Objective and Recommendations
 Common Recognition
 Considerations
 Awards Program
 Presentation

COGNITIVE SAMPLES OF BEHAVIOR:
• Summarize responsibilities for
effective utilization of referral
agencies.
• Explain the services provided by on
and off base referral agencies.
• Illustrate the value of using referral
agencies
Overview
•
•
•
•
•
Benefits of Referral Agencies
First Sergeant Responsibilities
Referral Agencies Responsibilities
On and Off Base Referral Agencies
Impact on Member and ANG
MP 1: Benefits of Referral Agencies
• Assist First Sergeant with Problem
Resolution
• Provide the Right Resources to Resolve
Problems
• Educate Members in Problem Solving
Techniques
MP 2: First Sergeant Responsibilities
• Counsel
– Identify That There is a Problem
– Know Own Limitations
• Refer
– Beyond Your Expertise
– Your Efforts Have Failed
• Document
– Why? What? How?
MP 3: Referral Agency Responsibilities
• Counsel
• Confidentiality
• Provides an Environment Free of
Workcenter Distractions
• No Reprisal
MP 4: Base Referral Agencies
• Military Equal Opportunity Program (MEO Office)
– Improve mission effectiveness by promoting an
environment free from personal, social, or institutional
barriers that prevent Air Force members from rising to
the highest level of responsibility possible based on
their individual merit, fitness, and capability
– Encourages use of chain-of-command
– Deals with unlawful discrimination & sexual harassment
• Define - Quid pro quo & hostile environment
– Commanders must establish ZERO TOLERANCE
– Commanders must investigate informal complaints and
report demographics to the MEO Office
MP 4: Base Referral Agencies
• Chaplain
–
–
–
–
–
Assists members with matters of the heart & spirit
Partner in suicide prevention & intervention
Provides marriage counseling
Counseling for those who are suffering illness
Many other benefits … confessional mentality
• IG Office
– Outside the chain-of-command
– Encourages use of the chain-of-command
– Deals in Fraud, Waste, & Abuse
• Not otherwise specified as an MEO complaint
MP 4: Base Referral Agencies
• Let’s name some other Base Referral
Agencies …
MP 4: Base Referral Agencies
• Let’s name some other Base Referral
Agencies …
–
–
–
–
Family Readiness Group (FRG)
Medical Group
Legal Office (JAG)
Finance
• Which Others can you name?
MP 4: Off-Base Referral Agencies
• Employer Support of the Guard and Reserve
(ESGR)
• Military One Source
• United Way
• Local Police Department
• Social Services
• Civilian Legal Services
• Battered Women / Men Homes
• Local Churches
MP 5: Impact on Member
•
•
•
•
•
•
Receive Help for their problem
Free of Distracter
Mission Readiness
Improved Morale
Motivation
Better Citizens and Members of ANG
MP 5: Impact on Member
• Helps to Alleviate Distracters
• Promotes Unit Morale
• Enhances Unit Readiness and Mission
Effectiveness
Summary
Benefits of Referral Agencies
First Sergeant Responsibilities
Referral Agencies Responsibilities
On and Off Base Referral Agencies
Impact on Member and ANG
COGNITIVE SAMPLES OF BEHAVIOR:
• Explain the purpose of the selective
retention program.
• Summarize the selective retention
responsibility levels.
• Explain the purpose of the selective
retention board.
Overview
Policy
Responsibilities
Consideration Criteria
Board Preparation
Board Appointment / Composition
Board Process
Post Board Action
Impact
MP 1: Policy
• Purpose
– To avoid loss of combat readiness from a maturing force
• Applies to all Members who are Retirement
Eligible
– Exception: General Officers
MP 2: Responsibilities
• National Guard Bureau
– Develop Policies
• Air National Guard Readiness Center
– Monitors program and provides procedural
guidance
• Adjutants General (TAG)
– Implement policies
– Establish an effective state personnel force
management program
MP 2: Responsibilities
• Military Personnel Flight (MPF)
– Function as Wing OPR for program
• Squadron Commander
– Receive roster from MPF
– Review roster
– Comply with instructions and return to MPF
– Give strong consideration to personnel force
management
MP 3: Consideration Criteria
• Retirement Eligible On or Before 1 January
of the Year the Board Convenes
• Are Not Otherwise Scheduled to be
Separated between 1 Jan - 31 Dec
– Maximum age
– Medical disqualification
– Retirement
– Denied Reenlistment
MP 4: Board Preparation
• State Headquarters
– Furnish list to MPF and squadron commanders NLT 20 February
– Determine board dates (May or June)
• Commanders
– Brief members of selective retention recommendation NLT 31
March
– Have members initial next to name on list and commander signs
the bottom of list
– Ensure NGB FM 27’s are accomplished on members to be
recommended for non-retention
MP 5: Board
Appointment / Composition
• Appointed by Special Order
–
–
–
–
–
Members appointed NLT 20 April
Three to five members
President of board is senior in rank to board members
Voting members senior in rank to individuals being considered
Separate officers and enlisted boards
MP 6: Board Process
• Oath or Affirmation is Administered
• Board Reviews:
– NGB FM 27 (as required)
– Records review RIP
– Individual letter
• Board Makes Recommendation to TAG
– NLT 15 July
MP 7: Post Board Action
• TAG Reviews Recommendations
– Approves / Disapproves
• Informs member in writing NLT 15 Aug
• Non-retained members may submit for reconsideration
– Submit NLT 15 September
– Must reach TAG by 30 September
– No appeal beyond the TAG
• TAG decision on reconsideration is final
– Member informed of final decision NLT 31 October
MP 8: Impact
To ensure a quality force, stable promotions,
and maintain a viable force for mobilization
31 Dec
31 Oct
30 Sep
15 Sep
15 Aug
15 Jul
20 Apr
31 Mar
20 Feb
Timeline
Summary
Policy
Responsibilities
Consideration Criteria
Board Preparation
Board Appointment / Composition
Board Process
Post Board Action
Impact
Exercise – Part 1
• Remember this slide from the other day?
Name
Chief Jones
MSgt Smith
Member Info
UMD Slot
26 yrs TIS, 7 yrs in position, 9-level
E-9 (9-level)
22 yrs TIS, 9 yrs in position, 7-level
E-8 (7-level)
MSgt Brady
TSgt Thompson
TSgt Lynn
18 yrs TIS, 4 yrs in position, 7-level
E-7 (7-level)
16 yrs TIS, 7 yrs in position, 7-level
E-6 (7-level)
20 yrs TIS, 4 yrs in position, 7-level
E-6 (7-level)
SSgt Hall
SrA Black
6 yrs TIS, 3 yrs in position
E-5 (5-level)
7 yrs TIS, 7 yrs in position
E-5 (5-level)
SrA Ball
4 yrs TIS, 4 yrs in position
E-5 (5-level)
Now who would you retain or non-retain?
Name
Member Info
Slot
E-9
Chief Jones
26 yrs TIS, 7 yrs in position, 9-level, SNCOA complete, wants to stay in ANG,
completes additional duties, good leader, good appearance, DSG
MSgt Smith
22 yrs TIS, 9 yrs in position, 7-level, SNCOA failed – re-take, expects to make
Chief and retire at 55, normally completes additional duties, decent leader,
Technician 48 yrs old
E-8
MSgt Brady
18 yrs TIS, 4 yrs in position, 7-level, SNCOA complete, good leader, completes
additional duties, wants to retire at 20 yrs, Irritated about upward mobility. Has
been told MSgt Smith has more TIG/TIS so wait. DSG
E-7
TSgt
Thompson
16 yrs TIS, 7 yrs in position, 7-level, NCOA complete, average leader, completes
most additional duties, wants to stay in the ANG, DSG
E-6
TSgt Lynn
20 yrs TIS, 4 yrs in position, 7-level, NCOA not complete, average leader, Unit
Career Advisor …provides no career counseling & behind schedule on
documentation, wants to stay in the ANG, DSG
E-6
SSgt Hall
6 yrs TIS, 3 yrs in position, 5-level, NCOA not complete, good leader, has one
year left on an extension, planning to get out, DSG
E-5
SrA Black
7 yrs TIS, 7 yrs in position, ALS not completed, staying in because he is full-time
technician, starting to have a weight problem. Runs the bar at the base
refreshment center.
E-5
SrA Ball
4 yrs TIS, 4 yrs in position, ALS not completed, wants to stay in ANG until his
degree is completed, looks up to SrA Black as the cool technician!
E-5
COGNITIVE SAMPLES OF BEHAVIOR:
• 1. Describe levels of responsibilities as
they pertain to unsatisfactory
participation.
• 2. Explain the processing procedures for
an unsatisfactory participant.
• 3. State the impact that unsatisfactory
participation has on unit readiness.
Overview
Program Objective
Terms
Key Individual Responsibilities
Administrative Procedures
Administrative Actions
Impact on Readiness
Impact on Member
MP 1: Program Objective
• Encourage Full Participation
• Resolve Unsatisfactory Participation
Problems
• Ensure Mission Readiness
MP 2: Terms
• Unsatisfactory Participant
– Member whose absence is considered
unexcused by squadron commander
• Unsatisfactory Participation
– Defined as having 6 or more unexcused
absences from scheduled unit training
assembly (UTA) periods
MP 2: Terms
• Unexcused Absence
– Member fails to report for the UTA without
prior approval
– Member is late for the UTA or leaves early
without prior approval
– Member fails to comply with all provisions of
AFI 36-2903
MP 3: Key Individual Responsibilities
• Commander
– Brief policies regarding unsat participation
– Ensure members understand their obligation
for satisfactory participation
– Take immediate action to resolve unsat
participation problems
• Fair and consistent
MP 3: Key Individual Responsibilities
• First Sergeant
– Ensure members understand commander’s
policy
– Review attendance roster for accountability
– Coordinate with supervisors regarding
member’s absenteeism
– Notify commander of all unexcused absences
• Ensure unsat participation letter is sent to member
MP 3: Key Individual Responsibilities
• Supervisor
– Attempt to contact unexcused member
– Inform first sergeant when attempts to contact member are
unsuccessful
– Counsel member when necessary
• Member
– Plan to attend all required UTA’s
– Notify supervisor in advance when circumstances prevent
participation
– Make-up missed UTA’s
MP 4: Administrative Procedures
• Notify Member in Writing After Each
Missed UTA
– Certified memorandum
• Identify number of unexcused absences
• Explain consequences, i.e., demotion/discharge
actions and cite references
• Explain acceptable corrective measures
MP 5: Administrative Actions
• Demotion
– Commander can initiate action after 6
unexcused absences
• Discharge
– Commander can initiate action after 9
unexcused absences
• Consider characterization of discharge
MP 6: Impact on Readiness
• Flawed Conclusion Regarding Readiness
– War-time planning
– Training
• Morale
– Sends a negative message to satisfactory
participants
– Benefits / Entitlements
MP 7: Impact on Member
• Career Effects
– Loss of time, pay and points
• Benefits / Entitlements
• Demotions
• Separations
Summary
Program Objective
Terms
Key Individual Responsibilities
Administrative Procedures
Administrative Actions
Impact on Readiness
Impact on Member
OVERVIEW
 GOAL OF COUNSELING/APPROACHES
 COUNSELING TECHNIQUES
 LISTENING
OUR ROLE DEFINED
AUTHORITIES
DIAGNOSING THE ENVIRONMENT
ATTRIBUTES OF POSITIVE CONFRONTATION
GOAL OF MEDIATION
MEDIATION PROCESS
MEDIATION CLOSURE
MP 1: GOAL OF COUNSELING
Counseling helps people use good
judgment, assume responsibility, and
face and solve problems. Counselors
assist subordinates in developing skills,
attitudes, and behaviors that are
consistent with maintaining the Air
Force's readiness.
-- AFI 36-2907
MP 1: COUNSELING APPROACHES
 COGNITIVE
• Thinking
 BEHAVIORAL
• Reinforcement
 AFFECTIVE
• Feeling
• Where 1st Sgt needs to be
MOST of the time
MP 2: LISTENING
 Understand the process
 Hearing and Listening
 If a tree falls in the forest and
no one is around does it make
a noise?????
 Barriers
MP 3: COUNSELING TECHNIQUES
 BEGINNING THE SESSION
–
–
–
–
Rapport
Warm welcome
Put at ease – “break the ice”
Door opened or closed??
MP 3: COUNSELING TECHNIQUES
 PREPARING FOR THE SESSION
– Gather Background Material
• PIF
• Supervisor
• UPRG
– Privacy
– Seating
– Distractions
MP 3: COUNSELING TECHNIQUES
 CONDUCTING THE SESSION
– Attending behavior
– Questioning techniques
– Responding
– Referrals
MP 3: COUNSELING TECHNIQUES
 CLOSURE
– Summarize
– No New Information
– Schedule Follow-Up
MP 3: COUNSELING TECHNIQUES
 FOLLOW-UP
– Does the counselee “feel” helped?
– Further referral
– Scheduled appt/can be out-and-about…
MP 4: OUR ROLE DEFINED
 AFI 36-2618 para 4.1.5 states ALL NCOs will:
Epitomize excellence
and lead by example
through exhibiting professional
behavior, military bearing,
respect for authority, and
the highest standards of dress
and appearance. Instill professional behaviors in
subordinates. Correct those who violate standards.
MP 4: OUR ROLE DEFINED
• AFI 36-2618 Senior NCOs..
Be an active, visible leader.
Deliberately develop junior
enlisted Airmen, NCOs, and
fellow SNCOs into better
followers, leaders, and
supervisors.
MP 5: AUTHORITIES
 AF LEADERS’ POWER AND INFLUENCE
• Position power
• Legitimate
• Personal power
MP 5: AUTHORITIES
 Article 7 and RCM 302 empowers
NCO’s to apprehend
 Article 91 protects NCOs from insubordinate
conduct.
 Commander’s delegated authorities
MP 5: AUTHORITIES
AN AIRMAN’S DUTY INCLUDES:
– Oath of enlistment
– ART. 92 “Failure to obey” defines Dereliction of Duty
– ART. 91 C(4) para 14c(2) “…an order is disobeyed at the
peril of the subordinate.”
MP 6: DIAGNOSING THE SITUATION
Based upon situation
Unable/able vs. Willing/Unwilling
Leadership styles:
• Supportive
• Directive
• Combine with counseling techniques
MP 7: ATTRIBUTES
 Some positive attributes of confrontation:
•
•
•
•
•
•
•
Acquire and maintain a high level of skill and knowledge
Establish and maintain sound positioning
Be able to remain calm when the going gets rough
Share directly with the individual
Be a good listener
Take the risk of hearing unpleasant things from them
Discuss alternatives
MP 8: Goal of Mediation
 Webster’s New Collegiate Dictionary defines
mediation as an intervention between conflicting
parties to promote reconciliation, settlement or
compromise
MP 9: Mediation process
 Opening statement by mediator
 Opening statements by parties
 Joint discussion
 Conducting the session--note non-verbal behaviors
MP 10: Mediation closure
 Two types of Closure:
• Agreement
• Non-Agreement
Regardless of the outcome—follow-up!!
SUMMARY
 GOAL OF COUNSELING/APPROACHES
 COUNSELING TECHNIQUES
 LISTENING
OUR ROLE DEFINED
AUTHORITIES
DIAGNOSING THE ENVIRONMENT
ATTRIBUTES OF POSITIVE CONFRONTATION
GOAL OF MEDIATION
MEDIATION PROCESS
MEDIATION CLOSURE
The Air Force
Professional
STANDARDS
STANDARDS
Mentoring
Core Values
Participation
Networking
Faith in the system Rule Following
Honesty
Humility
Recognition
Visibility
Discipline & Self Control
Accountability
Awards
AFI 39-2618
Verbal
LOA
Personal, community & Operations Excellence
AOQ/AOY
Administrative Measures
Administrative Action
Deny Reenlistments
Verbal Counseling
Deny Promotion
Deny TDY/Deployment
LOC/LOA/LOR
Article 15 Action
Court Action
Demotion
COGNITIVE SAMPLES OF BEHAVIOR:
• Explain the purposes/uses of
administrative reprimands.
• Summarize the first sergeant
responsibilities in the administrative
actions process.
• Summarize administrative action process.
• Predict the effect of corrective actions on
unit personnel.
Overview
Definition / Purpose
Authority
Format
Disposition
MP 1: Definition/Purpose
• Definition: An adverse administrative
action used as a management tool that is
more severe than a counseling or
admonishment.
• Purpose: To Correct Substandard Behavior
MP 2: Authority
• Inherent Responsibility
– Commanders, supervisors, other persons in
authority….
…First Sergeants!
The Continuum of Discipline
Courts
Martial
•Counseling – Informs the
member of perceived
improper behavior; open
communication
Article
Fifteen
•Admonition – Official
displeasure or censure;
cautionary advice
Written
Reprimand
Verbal
Reprimand
•Reprimand – Written
rebuke; strong message
of official censure
Written
Admonition
Verbal
Admonition
Written
Counseling
Verbal
Counseling
Preventive
For repeat offenses, increase
the discipline, increase the
rank or position of the giver,
or both.
Corrective
Use the least
amount of
discipline needed
to correct the
behavior
Punitive
MP 3: Format
• Offense
• Improvement expected
– What may result if no improvement
• Privacy Act statement
• Member’s acknowledgment and notice to
submit a response
• Disposition of letter after consideration of
the response
MP 4: Disposition
• No Mandated Timeframe
– Up to person administering the reprimand
– Considerations:
• The offense committed
• The person who is being reprimanded
– Where are they filed?
Summary
Definition / Purpose
Authority
Format
Disposition
COGNITIVE SAMPLES OF BEHAVIOR:
• Explain the purposes/uses of administrative
demotions.
• Describe the first sergeant's responsibilities
in the administrative demotion
• Describe the administrative demotion
process.
• Predict the effect of administrative
demotions on unit personnel.
Overview
Demotion Policy
Demotion Authority
Reasons for Demotion
Demotion Process
MP 1: Demotion Policy
• Administrative not Punitive
– Administrative can be used to correct behavior
– Punitive demotion is to punish the member
• Must Not be Used in Lieu of Disciplinary
Actions Punishable Under the Appropriate
SCMJ/UCMJ
• Applies to Grades E-2 through E-9
• Used as a Corrective Tool
MP 1: Demotion Policy
• Basis for Demotion
– Must Occur During Members Current Enlistment /
Extension
• Demotion Action
– Must Be Completed During
Enlistment / Extension
– Demotion action must reflect member’s
appropriate grade
MP 2: Demotion Authority
• The State Adjutant General (TAG) Exercises
Demotion Authority
– May delegate demotion authority to
wing / group commanders for TSgt & below
– Squadron commanders recommend demotion
action
MP 2: Demotion Authority
• Authority Must be Convinced
– Must have sufficient reason
– Demotion authority may consider everything in
member’s file
– Does not have to determine what may be
admissible in court
• WHY NOT?
MP 3: Reasons For Demotion
• Failure to Fulfill NCO Responsibilities
• Unsatisfactory Participation
• Failure to meet fitness standards
MP 3: Reasons for Demotion
• Failure to Complete Training
• Failure to Attain and Maintain Grade/Skill
Relationship
• Voluntary Change of Assignment
• AGR Priority Placement Program Position
Declination
• Expiration of ANGI 36-2101, Assignments
Within the ANG-Overgrade Status
MP 4: Demotion Process
• Immediate Commander
– Consult with servicing Staff Judge Advocate
– Inform member in writing in person or by certified mail
•
•
•
•
•
State specific reasons
Provide facts
Inform member of right to legal counsel
Provide concurrence instructions
Provide acknowledgement of receipt instructions
MP 4: Demotion Process
• Member
– Acknowledge receipt within specified time
– Consult with counsel before electing to concur or nonconcur with
recommendation
– Submit documentation on his / her behalf within specified time
– May request personal interview with immediate commander
MP 4: Demotion Process
• After Assessment of Member’s Response
the Immediate Commander Could:
– Terminate Action
– Forward to MPF
• MPF Reviews Package then Forwards
Package to the Demotion Authority
MP 4: Demotion Process
• Demotion Authority
– Legal review
– Render decision
– Return to MPF
• MPF
– Notifies the immediate commander of decision
– Sends squadron/member a copy of demotion order
Summary
Demotion Policy
Demotion Authority
Reasons for Demotion
Demotion Process
COGNITIVE SAMPLES OF BEHAVIOR:
• Explain the purposes/uses of
administrative separations.
• Describe the first sergeant's
responsibilities in the administrative
separation process.
• Summarize the administrative separation
process.
• Predict the effect of administrative
separations on unit personnel.
Overview
Separation Policy
Separation Authority
Characterization of Service
Voluntary Separation
Involuntary Separation
Administrative Discharge Board
MP 1: Separation Policy
• Separation procedures promote readiness
and strengthen our standard of military
service by separating members who fail to
meet our standards of performance,
conduct and / or discipline.
– Separates airmen in a orderly fashion
– Helps achieve authorized force levels
MP 2: Separation Authority
• The State Adjutant General (TAG)
• Wing Commander
– If delegated
• Squadron Commander
– Approval/Disapproval
– Recommends
• Wing OPR
– MPF
MP 3: Characterization of Service
• Considerations for Characterization of Service:
–
–
–
–
Quality of service
Conduct
Pattern of behavior
Age, length of service, grade, physical and mental condition and
standards of acceptable conduct and performance of duty.
• Honorable
• Under Honorable Conditions (General)
• Under Other Than Honorable Conditions
(UOTHC) – may require SecAF approval
• Reenlistment Eligibility
MP 4: Voluntary Separation
• Voluntary separation provides
opportunities for enlisted members to
leave the military at their own request.
– Commander
• Reviews all requests
• Approves / Disapproves
• Recommends
MP 4: Voluntary Separation
•
•
•
•
•
•
•
•
Expiration of Term of Service (ETS)
Incompatible Status
Immediate Reenlistment
Conditional Release
Retirement
Resignation
Dependency or Hardship
Pregnancy or Childbirth
MP 5: Involuntary Separation
• Preprocessing Considerations
– Chance to overcome deficiencies?
• Were corrective actions taken and documented?
– More appropriate action?
– Board entitled?
– Separation due to misconduct?
MP 5: Involuntary Separation
• For the Convenience of the Government
– Selective Retention
– Unsatisfactory Participation
– Parenthood
– Conditions That Interfere with Military Service
– Failure to Reply to Official Correspondence
– Failure to Comply with Requirements for a
Medical Examination
MP 5: Involuntary Separation
• Physical Disqualification
• Medical issues
• Substandard (Unsatisfactory) Performance
– Duty performance
– Dress and personal appearance
– Unsanitary habits
– Personal finances
– Fitness
• Misconduct
MP 6: Administrative Discharge Board
• Board Eligible
– Characterization is UOTHC
– 6 or more years of satisfactory service for retirement
– Homosexual conduct (regardless of characterization)
• Notification Process
– Letter of Notification (LON) required
• LON will include whether member is entitled to a
board
• Follow guidance in AFI 36-3209
– Members may waive board
MP 6: Administrative Discharge Board
• Purpose:
– Fact finding
• Function:
– Administrative
• Duties
– Develop / review information
– Reach findings and make recommendations
• Appointing Authority is TAG
Summary
Separation Policy
Separation Authority
Characterization of Service
Voluntary Separation
Involuntary Separations
Administrative Discharge Board
Overview
Unfreezing
Change Process
Refreezing
MP 1: Unfreezing
• Unfreezing refers to creating a felt need for
change … It involves preparing the situation
• Example:
– PT Fitness – AFI 36-2905 prepared Jan 2010
• Implemented 1 July 2010
MP 1: Unfreezing
• Forms of Resistance
– Uncertainty
• Ex. Who’s going to get discharge?
– Self-Interests
– Different Perceptions, No felt need for
change
• Ex. Why do we have to change?
MP 1: Unfreezing
• Reducing Resistance
– Education & Communication
– Participation & Involvement
– Facilitation & Support
– Incentives
– Coercion
• Evaluation Standards
MP 2: Changing
• Anything that alters the status quo
• Movement from the old state, or the
previous norms, to the new state
MP 3: Refreezing
• Locking in Expected Outcomes
– Positive Re-enforcement
– Evaluate and Monitor
– Make Constructive Modifications as
Necessary
Communication Assignments
• Communicate a plan for implementing a
change in your organization
• Review handout for specific instructions
• Paper and briefing are the same topic
Summary
Unfreezing
Change Process
Refreezing
COGNITIVE SAMPLES OF BEHAVIOR:
• Compare types of Active Duty for Training (ADT).
• Explain the process for scheduling individuals for
active duty for training.
• Predict the benefits and entitlements received as a
result of accomplishing active duty for training.
• Summarize Inactive Duty for Training.
• Explain the process for scheduling individuals for
Inactive Duty for Training.
• Explain the responsibilities in processing individuals
for Inactive Duty for Training pay.
Overview
Objective of Training
Active Duty Training (ADT)
Inactive Duty Training (IDT)
Authorization & Pay
Key Responsibilities
Impact on the Mission
MP 1: Objective of Training
• The objective is to fully qualify
members in the authorized grade and
position to which they are assigned
and ensure all units are trained to the
highest state of combat readiness
MP 2: Active Duty Training
• The purpose of ADT is to provide structured
individual or unit training and education
–
–
–
–
–
Annual Training (AT)
Special Training (ST)
Formal School Training (FST)
Initial Active Duty for Training (IADT)
Military Personnel Appropriations (MPA days)
• All of the above, to include AEF days, may satisfy a
member’s 15-day annual training requirement
Note: It is important to remember that our personnel are required to participate in
unit fitness activities when they are performing AT
MP 3: Inactive Duty Training
• The purpose of IDT is to maintain combat
readiness
– Ancillary Training
– Upgrade Training
– Readiness Requirements (PHAs, shots, 357s)
• UTA options
– Split (SUTA) & Rescheduled (RUTA)
– Equivalent Training (EQT)
MP 4: Authorization & Pay
• Authorization of pay, entitlement to
retirement points, and any claim or
benefit that may arise as a result of
military service requires documented
evidence that the member was in a
duty status
MP 4: Authorization & Pay
• Annual Training
– Planned for and scheduled
– Authorized by a written order
• Unit Training Assembly
–
–
–
–
Scheduled by Order of the TAG
Publish the Order
Distribute Order
Post Order
• Orders provide authorization for duty
MP 4: Authorization & Pay
• Certification provides for payment
– (ADT) Certification block on written order
• Performed at completion of training
• Certification dates agree with dates on order
– (IDT) Accounting for UTA attendance
• NGB Form 633, Attendance Roster
• NGB Form 105, Authorization for Individual IDT
• AF Form 40, Authorization for IDT
MP 4: Authorization & Pay
• Payment comes by direct deposit
– Active Duty Training pay (three types)
• Short-tour (about 15 days after completion)
• Long-tour (incrementally during tour)
• Pre-certified (on the date of completion)
– Inactive Duty Training pay
• UTA (about 15 days after UTA)
• PT/TPPA (about 15 days after the 105s are turned in)
• Documentation is key
• Airmen + Pay = Happy Airmen J
MP 5: Key Responsibilities
• Commanders
– Active Duty Training
• Issue written authorization – published order
• Ensure ADT is appropriately and judiciously
assigned to meet mission requirements
– Inactive Duty Training
• Communicate UTA Schedule
• Establish attendance & participation policy
• Establish UTA excusal policy
– May delegate the authority to certify pay
requests – Delegation letter required
MP 5: Key Responsibilities
• First Sergeant
– Act on behalf of the Commander
– Educate attendance policies
– Monitor Inactive Duty Training
Participation
• Communicate UTA Schedule
• Sign Attendance Rosters
– Ensure Pay documents are completed
and submitted on time
– Documentation is critical toward
benefits and or discharges
MP 5: Key Responsibilities
• Supervisors
–
–
–
–
Enforce Policies
Plan and assign ADT to fill requirements
Assist and Certify orders for pay
Account for IDT attendance
• Members
– Comply with Policies
– Perform duty as ordered (ADT & IDT)
– Ensure pay documents are completed &
submitted
MP 5: Key Responsibilities
• Military Pay - FINANCE
–
–
–
–
–
Advise first sergeants on pay issues
Check all pay requests for accuracy
Correct problems with pay requests
Process requests for pay
Work with members, supervisors, and first
sergeants to resolve pay problems when
needed
MP 6: Impact on the Mission
• Training is planned and productive
– Members know when to report
– Trainers are prepared to train specific tasks
– Training Managers can schedule ancillary training to
keep unit MISSION READY
• Removes Distractions
– Members focus on training - Qualified
– Leadership can focus on planning – Leadership Skills
• Members get pay $$ and points
– Happy members are easier to retain
• Unit is MISSION READY
Summary
•
•
•
•
•
•
Objective of Training
Active Duty Training (ADT)
Inactive Duty Training (IDT)
Authorization & Pay
Key Responsibilities
Impact on the Mission
OVERVIEW
• Pre-deployment
• Employment
• Re-deployment
Pre-deployment
• Responsibilities
–Installation Deployment Officer
–Unit Commanders
–Unit Deployment Managers
–Supervisors
–Individuals
Pre-deployment
• FIRST SERGEANT ROLE
– Exercise general supervision over all enlisted
– Monitor Commander’s Support Staff
– Screen personnel selected to deploy for quality
force or special discriminators
– Monitor no-shows for training, immunizations,
medical/dental
– ALL PREVIOUS LESSONS!
Employment
• Reception
– Emphasis on Care, Feeding, & Accountability
– Handle Logistics issues ( Transportation, Lodging)
– Troop brief (Unit Intro & Emergency Actions)
• Beddown
– Fulfill Lodging Requirements Considering …
•
•
•
•
•
Accountability & Leadership
Availability to rest rooms, dining hall, work centers
Male / Female Issues
Crew Rest Issues
Team Integrity
Employment
• Sustainment
– Communicate with the troops – build rapport
– Manning various details
– Checking Support Services –build rapport
– Properly Handling Personal Emergencies
– Casualty reporting
– Preventative Health & Field Hygiene
– Personnel Actions
Re-deployment
• Out-processing
– Checklists
– Reports (LOEs, After Action, Awards)
– Transportation & Troop Briefs
• Turn-over
– Continuity Book or Improvement Plan
– Considerations (time, replacement, personnel needs)
• Trip Reporting
– Requirement
– Distribution (through CCM to Functional Manager)
Re-deployment
• Trip Report Composition
–
–
–
–
–
–
Purpose
Traveler(s)
Itinerary
Discussion
Conclusions
Recommendations
Summary
• Pre-deployment
• Employment
• Re-deployment
Closing Remark
“You are the squadron’s readiness advocate. I
challenge each of you to create an atmosphere
in your unit where teamwork and
professionalism is the norm, and readiness is the
goal.”
-F. Whitten Peters
Secretary of the Air Force
1998 Worldwide First Sergeant’ s Conference
Overview
Purpose of Military Law
The Manual for Courts-Martial (MCM)
Rights of an Accused
Rights Advisement
Training Requirements
Parts of a Punitive Article
Commonly used Punitive Articles
MP1. Purpose of Military Law
Preamble of the MCM:
“The purpose of military law is to promote
justice, to assist in maintaining good
order and discipline in the armed forces,
to promote efficiency and effectiveness
in the military establishment, and
thereby strengthen the national security
of the United States”
MP2. MCM Overview
Part 1: Preamble
Part 2: Rules for Courts-Martial (RCM)
Part 3: Military Rules of Evidence (MRE)
Part 4: The Punitive Articles
Part 5: Non-judicial Punishment (NJP)
Procedures
MP3. Rights of an Accused
Article 31
• Presumption of innocence
• Burden of proof
• Reasonable Doubt
• Self-Incrimination
• Rights Advisement
MP3. Rights of an Accused
Article 27, Equal Qualifications
Article 32
• Pretrial Investigation
• General Courts-Martial
Article 38, Right to an attorney
Article 137, UCMJ training requirements
• Initial entry
• After completion of 6 months of active duty
• Upon reenlistment
MP4. Parts of the Punitive Article
Articles 77 – 134 (Punitive Articles)
• Part 1: Text
• Part 2: Elements
• Part 3: Explanation
• Part 4: Lesser Included Offenses
• Part 5: Maximum Permissible
Punishments
• Part 6: Sample Specifications
47. Article 122 – Robbery
A. Text of statute
Any person subject to this chapter who with intent to steal takes anything of value from the person or in the presence of another, against his will, by means of
force or violence or fear of immediate or future injury to his person or property or to the person or property of a relative or member of his family or of anyone in
his company at the time of the robbery, is guilty of robbery and shall be punished as a court-martial may direct.
B. Elements
(1) That the accused wrongfully took certain property from the person or from the possession and in the presence of a person named or described;
(2) That the taking was against the will of that person;
(3) The taking was by means of force, violence, or force and violence, or putting the person in fear of immediate or future injury to that person, a relative, a
member of the person’s family, anyone accompanying the person at the time of the robbery, the person’s property, or the property of a relative, family member,
or anyone accompanying the person at the time of the robbery;
(4) That the property belonged to a person named or described;
(5) That the property was of a certain or of some value; and
(6) That the taking of the property of the accused was with the intent permanently to deprive the person robbed of the use and benefit of the property.
(7) That the means of force or violence or of putting the person in fear was a firearm.
C. Explanation
(1) Taking in the presence of the victim. It is not necessary that the property taken be located within any certain distance of the victim.
(2) Force or violence. For a robbery to be committed by force or violence, there must be actual force or violence to the person, preceding or accompanying the
taking against the person’s will, and it is immaterial that there is no fear engendered in the victim.
(3) Fear. For robbery to be committed by putting the victim in fear, there need be no actual force or violence, but there must be a demonstration of force or
menace by which the victim is place in such fear that the victim is warranted in making no resistance.
D. Lesser included offences
(1) Article 121 – larceny
(2) Article 121 – wrongful appropriation
(3) Article 128 – assault; assault consummated by a battery
(4) Article 128 – assault with a dangerous weapon
(5) Article 134 – assault with intent to rob
(6) Article 80 – attempts
E. Maximum punishment
(1) When committed with a firearm. Dishonorable discharge, forfeiture of all pay and allowances and confinement for 10 years.
(2) Other cases. Dishonorable discharge, forfeiture of all pay and allowances, and confinement for 10 years.
F. Sample specification
In that (personal jurisdiction data) did (at/on board – location) (subject-matter jurisdiction data, if required), on or (violence) (force and violence) (and)
(putting him/her in fear) (with firarm) steal from the (person) (presence) of, against his/her will, (a watch) ( ) of value of (about) $
the property of
47. Article 122 – Robbery
A. Text of statute
Any person subject to this
chapter who with
intent to steal takes anything of value
from the person or in the presence of
another, against his will, by means of
force or violence or fear of immediate
or future injury to his person or
47. Article 122 – Robbery
B. Elements
(1) That the accused wrongfully took certain property from the person or from
the possession and in the presence of a person named or described;
(2) That the taking was against the will of that person;
(3) The taking was by means of force, violence, or force and violence, or
putting the person in fear of immediate or future injury to that person, a
relative, a member of the person’s family, anyone accompanying the person
at the time of the robbery, the person’s property, or the property of a
relative, family member, or anyone accompanying the person at the time of
the robbery;
(4) That the property belonged to a person named or described;
(5) That the property was of a certain or of some value; and
(6) That the taking of the property of the accused was with the intent
permanently to deprive the person robbed of the use and benefit of the
property.
[NOTE: If robbery was committed with a firearm, add the following.]
(7) That the means of force or violence or of putting the person in fear was a
firearm.
47. Article 122 – Robbery
C. Explanation
(1) Taking in the presence of the victim. It is not necessary that
the property taken be located within any certain distance of the
victim.
(2) Force or violence. For a robbery to be committed by force or
violence, there must be actual force or violence to the person,
preceding or accompanying the taking against the person’s
will, and it is immaterial that there is no fear engendered in
the victim.
(3) Fear. For robbery to be committed by putting the victim in
fear, there need be no actual force or violence, but there must
be a demonstration of force or menace by which the victim is
place in such fear that the victim is warranted in making no
resistance.
47. Article 122 – Robbery
D. Lesser included offences
(1) Article 121 – larceny
(2) Article 121 – wrongful appropriation
(3) Article 128 – assault; assault consummated by a battery
(4) Article 128 – assault with a dangerous weapon
(5) Article 134 – assault with intent to rob
(6) Article 80 – attempts
47. Article 122 – Robbery
E. Maximum punishment
(1) When committed with a firearm. Dishonorable
discharge, forfeiture of all pay and allowances and
confinement for 15 years.
(2) Other cases. Dishonorable discharge, forfeiture of
all pay and allowances, and confinement for 10
years.
47. Article 122 – Robbery
F. Sample specification
In that (personal jurisdiction data) did (at/on board –
location) (subject-matter jurisdiction data, if required), on
or (violence) (force and violence) (and) (putting him/her
in fear) (with firearm) steal from the (person) (presence)
of, against his/her will, (a watch) ( ) of value of (about)
$
the property of
MP5 Common Punitive Article
 Article 85, Desertion
 Article 86, Absence without leave
 Article 91, Insubordinate Conduct toward warrant officer,
noncommissioned officer, or petty officer
 Article 92, Failure to obey order or regulation
 Article 107, False Official Statement
 Article 108, Military property of the United States –sale, loss, damage,
destruction or wrongful disposition
 Article 111, Drunken or reckless operation of vehicle, aircraft, or vessel
 Article 112, Drunk on Duty
 Article 112a, Wrongful use, possession, etc. of controlled substances
 Article 117, Provoking Speeches and gestures
 Article 123a, Making, drawing, or uttering check without sufficient funds
 Article 128, Assault
 Article 134, General Article
Summary
Purpose of Military Law
The Manual for Courts-Martial (MCM)
Rights of an Accused
Rights Advisement
Training Requirements
Parts of a Punitive Article
Commonly used Punitive Articles
USAF FIRST SERGEANT ACADEMY
Sustaining the Combat Capability of America’s Air Force
Line of Duty
Determinations
Integrity - Service - Excellence
Bellerose
COGNITIVE SAMPLES OF BEHAVIOR:
• Explain the scope of authority
delegated.
• Distinguish the types of duties first
sergeants perform to meet their
responsibilities.
• Explain the first sergeant’s role in the
unit.
LINE OF DUTY DETERMINATION
Overview:
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Reference
Definition and Purpose
Who it apply to
When determinations are made
Possible LOD determinations
Line of Duty determinations
REFERENCES
Reference:
AFI 36-2910
Line of Duty (LOD) Determination
DEFINITION AND PURPOSE
What Is An LOD Determination?
Federal Law requires determination as to
whether or not certain injuries or diseases are
suffered by military members while in the line
of duty (LOD) or as a result of misconduct on
the part of the member.
DEFINITION AND PURPOSE
Purpose:
Protects the government against fraudulent
injury claims
Protects the rights of Air Force Airmen who are
injured while in the line of duty.
WHO IT APPLIES TO
Active Duty members
Air Reserve components to include ANG
Members who die, incur or aggravate an illness,
injury or disease while:
On Published orders for ANY PERIOD of time or while
on Inactive Duty Training (IDT) – UTA, SUTA, BUTA, or
PT
Traveling to or from the place the member performs
Active Duty Training or Inactive Duty Training
(reasonable time 2 hrs)
WHEN DETERMINATIONS ARE REQUIRED
The death of a member (Admin Determination not Sufficient)
Inability to perform military duties exceeds 24
hours
The likelihood of a permanent disability
Medical treatment of a member (regardless of the military
member’s ability to perform military duties)
The likelihood of an ANG member applying for
incapacitation pay
6 SITUATIONS APPLY TO ANG
– 1. When there is a likelihood an ANG member may
apply for incapacitation pay.
– 2. When the case involves service aggravated EPTS
medical conditions.
– 3. When the medical condition involves a disease
process such as coronary artery disease, cancer,
diabetes mellitus,
6 SITUATIONS APPLY TO ANG
– 4. All cardiac conditions, including heart attacks,
rhythm disturbances, etc.
– 5. When the member has been hospitalized.
– 6. When the member requires continuing medical
treatment or treatment in a civilian hospital
Possible LOD Determinations
1. In Line of Duty
2. Existed Prior to Service (EPTS)
3. Not in Line of Duty -- Not Due to Misconduct
4. Not in Line of Duty -- Due to Misconduct
Types of Determinations
1.
2.
3.
4.
Administrative Determinations
Informal Determinations
Formal Determinations
Interim LOD for Reserve Members
Types of Determinations
1. Administrative Determinations
Made by Medical Officer
Includes:
–Existed Prior to Service
–Diseases
Types of Determinations
2. Informal Determinations
Required when an administrative cannot be
made
Appears member was in line of duty and not due
to misconduct.
Used when there is no question or further
investigation may not be necessary.
Example:
Injury resulting from falling on a wet floor while on duty
and no misconduct.
Types of Determinations
3. Formal Determinations
Used when neither administrative or informal
determination cannot be used.
Requires additional investigation to make the final
determination.
Example:
Mechanic falling from an aircraft, after becoming intoxicated
during lunch.
Responsibilities
 Air Force Medical Facility
 LOD Process initiated by a medical officer’s review
 Administrative Determination can be made
 Immediate Commander
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Unit commander or senior commander present
Investigate the circumstance of the case
Fill out items 13-17 on the back of AF Form 348
Request an interim LOD if required
Send the AF Form 348 to the Appointing Authority, through the SJA.
 Appointing Authority
 The senior Commander present (May be the immediate Commander)
 Responsible for reviewing the AF Form 348 and taking the following actions:
 Coordinate through SJA and ensure Formal Determinations are made when required
 Assign a Investigating Officer in formal determinations.
 Concur with the immediate commander if appropriate.
 MPF Special Actions Section
 Acts on behalf of the appointing authority
 Sets up suspense’s and monitors progress
Responsibilities
 Staff Judge Advocate
 Reviews the commander’s recommendation for legal sufficiency's and conduct
 Coordinates to ensure a formal investigation is completed when appropriate
 Concur/ not concur with the recommendation
 Investigating Officer Conducts the investigation IAW 36-2910, attachment 3
 Reviewing Authority
 Senior commander present (Can be the appointing authority)
 Can return file for further investigation is warranted
 If no further actions required, forwards case to the approving authority
 Approving Authority
 TAG
 Can return file for further investigation is warranted
LOD Determination Package
LOD Determination Packages:
 Medical documentation to support the claim
 Ensure AF Form 348 is legible and completed properly
(including signatures)
 Documentation establishing the members status at the time
of the claim
 A unit legal review is helpful, but not required
 AF Form 422, when available
 Submit in original and 4 copies
LINE OF DUTY DETERMINATION
Application Scenarios:
Make a Line of Duty determination for each
situation
Justify your decision
LINE OF DUTY DETERMINATION
Scenario 1:
MSgt Cavalier slipped while coming down the
stairs outside the office. It had been raining and
water had collected on the landing between
the flights of stairs. He twisted his knee and
will probably require surgery.
Is a LOD required?
Why or Why Not?
LINE OF DUTY DETERMINATION
Scenario 2:
CMSgt Granato went to a pizza restaurant for
lunch with another NCO. TSgt Anderson had
three glasses of beer with the pizza. Thirty
minutes after reporting back to work, TSgt
Anderson fell from scaffolding while working on
an aircraft engine. He sustained significant
trauma to his back and missed two days of
work.
Is a LOD required?
Why or Why Not?
LINE OF DUTY DETERMINATION
Scenario 3:
SrA Gatt was returning from a party Saturday
night when she lost control of her car and hit a
tree. She suffered a concussion and two
broken ribs. Her blood-alcohol level was slightly
above the threshold of legal intoxication. SrA
Tucker was hospitalized for three days and
returned to limited military duty on
Wednesday.
Is a LOD required?
Why or Why Not?
LINE OF DUTY DETERMINATION
Scenario 4:
MSgt Kerr was enroute home from a UTA
weekend. He left the unit immediately after the
final training period. Ten minutes after leaving,
his automobile was struck by another car that
had run a stop sign. MSgt Daniels suffered a
broken leg and facial lacerations. He was
hospitalized overnight, and under the direction
of his civilian physician, missed two days at his
Is a LOD required?
Why or Why Not?
civilian job.
LINE OF DUTY DETERMINATION
LOD require Prompt and Accurate Action!
 Failure to process an LOD or misconduct can
prompt a formal investigation
 Can delay processing of disability retirement
or separation causing hardship
IT IS YOUR DUTY FIRST SERGEANT TO TAKE CARE
OF YOUR AIRMEN AND OUR UNITED STATES
AIR FORCE
What do you think now?
LOD yes or no???
Summary
Summary
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Reference
Definition and Purpose
Who it apply to
When determinations are made
Possible LOD determinations
Line of Duty determinations
Sustaining the Combat Capability of America’s Air Force
Integrity - Service - Excellence