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week 1 POC Flashcards

0
Q

Directorate of Manpower, Organization and Resources (HAF/A1M)

A

This directorate is responsible for defining AF manpower requirements and managing Air Force manpower and personnel programming and resource distribution for the total force

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1
Q

Directorate of Airman Force Development (HAF/A1D)

A

It defines institutional competencies and leadership attributes Airmen must possess in order to become effective members of the Air Force’s total force (active, guard, reserve, civilians and contractor augmentees).

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2
Q

Directorate of Plans and Integration (HAF/A1X)

A

This directorate is responsible for ensuring HAF/A1’s strategic goals are effectively aligned with high level guidance

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3
Q

The Senior Leader Management Offices (HAF/A1L)

A

serve as the focal points for all matters affecting general officers (GO), members of the senior executive service and Civilian Strategic Leader Program, colonels and chief master sergeants.

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4
Q

The Personnel Readiness Division

A

provides plans, policy and guidance on joint personnel issues, to include oversight of joint personnel operations

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5
Q

Principles of Personnel Support in a Joint Command

A

There are four PRINCIPLES of personnel support in a joint command: command emphasis, SYNCHRONIZATION OF PERSONNEL SUPPORT, unity of effort and flexibility and responsiveness.

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6
Q

Manpower Requirements Squadron (MRS)

Mission

A

The ultimate goal of an MRS is to help senior leaders meet mission needs by correctly sizing total force manpower, minimizing adverse impact to Airmen and maximizing use of resources.

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7
Q

Manpower Requirements Squadron (MRS)

GOALS

A
  • correctly size total force manpower
  • minimize adverse impact to airmen
  • maximize use of resources
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8
Q

Personnel Division (AFPC/DP)

A

implements procedures for personnel policies and programs received from or through the A1.

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9
Q

Air Reserve Personnel Center (ARPC)

MISSION

A

deliver total force human resources capabilities in support of Airmen by providing innovative personnel management and services

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10
Q

Personnel Actions. ARPC provides

A

provides life-cycle personnel support to Air National Guard and Air Force Reserve members. These actions include officer and enlisted Airman career management, master and field personnel records maintenance, appointment, classification, point credit accounting, promotion, career development, discharge and retirement.

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11
Q

Tier 0 support

A

is for customers to find personnel-related information and accomplish some personnel actions on a self-help basis.

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12
Q

Tier 1 support

A

consists of customer service centers that provide 24/7 customer support to total force customers. Customers call an 800 number and speak to a customer service representative who assists with their particular issue.

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13
Q

TIER 0 INCLUDE

A

myPers, virtual MPF (vMPF), virtual Personnel Center-Guard Reserve (vPC-GR) and Base Level Service Delivery Module (BLSDM). myPers is an authoritative, single source for all total force personnel knowledge which enables customers to find answers to their own questions rather than calling the TFSC 1-800 number. vMPF and vPC-GR

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14
Q

The objective of TFI program

A

By realigning the RegAF, AFRC and/or ANG resources and missions with a focus on combat efficiencies and the “greater good,” these new organizational constructs and missions with a focus on capability will allow Air Force organizations to continue to meet their responsibilities and commitments

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15
Q

The CSAF, on behalf of the SECAF,

ON TFI

A

provides oversight for the Air Force’s TFI initiatives and is the final approval authority for all integration initiatives. CSAF approvals will occur after a recommendation for approval by the General Officer Steering Committee.

Total Force initiative - bring the systems together

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16
Q

TFI ORGANIZATIONAL CONSTRUCTS

An Active Associate is

A

an integration model in which a reserve component (ANG or AFRC) unit retains principal responsibility for a weapon system or systems, which it shares with one or more RegAF units.

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17
Q

TFI ORGANIZATIONAL CONSTRUCTS

Community Basing is

A

a variation on the Active Associate model in which RegAF forces are garrisoned at a Guard or Reserve unit location. (Example: Burlington, VT TFI Initiative) Support functions traditionally provided on a RegAF installation (e.g., housing, medical, commissary, BX, etc.) are secured through the local civilian community.

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18
Q

TFI ORGANIZATIONAL CONSTRUCTS

An Integrated Associate is

A

an integration model similar to the classic associate model; however, members of all components contribute to one unit mission with administrative control and support provided by the respective component via detachments.

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19
Q

ADCON is

A

administrative control, exercising authority regarding administrative matters over subordinates or other organizations. NOTE: The ANG Readiness Center typically maintains ADCON over deployed ANG personnel.

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20
Q

Operational Direction is defined as

A

“the authority to designate objectives, assign tasks and provide the direction necessary to accomplish the mission or operation and ensure unity of effort.

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21
Q

THE PERSONNEL DIVISION (A1K)

The Officer and Civilian Development Branch (A1K0) provides

A

advisory services concerning officer and civilian development actions to include officer Professional Military Education (PME), Civilian Developmental Education, assignments (e.g., requisition process) and command unique development.

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22
Q

THE PERSONNEL DIVISION (A1K)

The Enlisted Development Branch (A1KA) provides

A

advisory services concerning enlisted development actions to include On-the-Job training analysis, enlisted PME, assignments (e.g., inbound assignment management) and command unique development.

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23
Q

Manpower and Organization Division (A1M) provides oversight and guidance for manpower requirements and programs. It typically consists of two branches. WHAT ARE THEY?

A

THE REQUIREMENTS BRANCH

THE PROGRAMS BRANCH

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24
The Requirements Branch (A1MR) provides
oversight for mission and support manpower requirements.
25
The Programs Branch (A1MP) provides
oversight for various programs including organizational structure changes, AF Climate Surveys and Airmen Powered by Innovation Program (API)
26
Readiness and Integration Division (A1R) provides
oversight and guidance for MAJCOM readiness and integration. It typically consists of two branches: readiness and integration. MAJCOMs have the option of making Readiness and Integration an office reporting to the A1 rather than a division.
27
FSOX Readiness & Plans has 2 parts:
IPR-installation personnel readiness | Unit Readiness
28
The Deputy assists the Commander/Director with the overall management of the squadron. Specifically, they are responsible for:
ALL INITIATIVES/ISSUES ASSOCIATED WITH APF AND NAF FACILITIES CONSTRUCTION All initiatives/issues related to squadron personnel, to include relations with local bargaining unit representatives. Providing oversight to Marketing program 
29
The Operations Officer (OpsO) | 2 RESPONSIBILITIES
focused on day-to-day squadron operationsoversees the Unit Training as well as the Readiness and Plans offices.
30
 The Resource Management Section (FSR) (5 SECTIONS)
``` Financial Management. Private Organizations Logistics Management Property Management Information Technology ```
31
Private Organizations
FSR ensures Private organizations operate on an AF installation within established policies and guidelines
32
Manpower and Personnel Flight (FSM) provides
the installation with Manpower and Organization services and Personnel support for both military and appropriated and nonappropriated fund civilians
33
The MPS (office symbol FSMP) is
the strategic manager of military personnel programs
34
The MPS is comprised of four elements:
Customer Support Force Management Career Development Human Resource Systems Management
35
FSF
Airman & Family Services Flight
36
FSFR
Airman & Family Readiness Section
37
FSFC
Child Development Section
38
FSFF
The Family Child Care Section
39
FSFY
The Youth Programs Section
40
FSD
Force Development Flight
41
FSDE
The Education and Training Section
42
FSDL
The Library Section
43
FSDP
The Professional Development Section
44
Under Functional Communities, what our career field brings to the fight is Force Support
All of our processes support one (or more) of the CS core processes. For example, our food operations (part of the “Services” portion within Force Support) support the core process “sustaining and recovering the force” which aides in realizing the core effect of “a sustained force”.
45
FS LIFECYCLE define
IS THE FOUNDATION FOR ALL THE OTHER ELEMENTS. Before A1 can deliver mission-capable Airmen, it must define what individual capabilities are needed by Airmen in order to meet specific Air Force missions.
46
Sustain
This is how A1 takes care of the AF community and keeps them capable and motivated as a diverse workforce (military members, civilians, family members and retirees across the Total Force).
47
Deliver
This is how A1 OPTIMIZES PROCESS AND SERVICES optimizes to provide the full spectrum airman capability required by customers and stakeholders to meet current, ongoing and emergent mission requirements.
48
A1 CHALLENGE: DUAL MISSION
A1 must accomplish two separate but equally important objectives: combat/deployment support and home station sustainment/community support.
49
The institutional competency list consists of
8 competencies and 24 sub-competencies (Figure 3.6 on the next page). They are grouped into three categories: personal, people/team and organizational.
50
two personal competencies:
Embodies Airman Culture and Communicating.
51
People/Team Competencies.
These competencies involve more interpersonal and team relationships.
52
There are two people/team competencies:
Leading People and Fostering Collaborative Relationships.
53
There are four organizational competencies:
Employing Military Capabilities, Enterprise Perspective, Managing Organizations and Resources and Strategic Thinking.
54
Workforce Planning
- Planning wartime and deployment requirements - Bringing new Airmen into the workforce (accessing, recruiting, commissioning) - Retaining quality Airmen
55
Force Development
- Managing Airmen assignments - Classifying Airmen (military and civilian) - Educating and training Airmen to meet missions needs
56
Occupational Knowledge: Critical Thinking is
- the art of analyzing and evaluating thinking with a view to improving it. - It is self-directed, self-disciplined, self-monitored and self-corrective thinking - arriving at well-reasoned conclusions
57
Occupational Knowledge: Creative Thinking is
a way of looking at problems or situations from a fresh perspective that may suggest unorthodox solutions or innovation Brainstorming
58
Occupational Knowledge: Future Thinking
involves examining and testing different possible outcomes in relation to potential threats, emerging ideas and exciting opportunities.
59
External Focused Systems:Personnel IT System: Virtual Military Personnel Flight (vMPF) is
a suite of applications that allows a member to conduct basic personnel actions online.
60
Internal Focused Systems: Military Personnel Data System (MilPDS) is
the primary database containing personnel information for all Air Force military members
61
Services IT Systems
1. Corporate Food Service (CFS) 2. Aloha Point of Sale (POS)
62
Career Path Tool (CPT).
This tool is a dynamic, web-based career planning and force development tool for Airmen.
63
Available Options. CPT has four options available from the Home page:
Dashboard My Duty History My Career Pyramid ACM Disputes
64
My Career Pyramid
The job side indicates the different “job buckets” available in the career field along with any career broadening, reporting identifier, special duty, student or command opportunities that have been filled by a member of the career field.
65
Contingency deployments are important for
38P officer development. AEF deployments provide opportunities to develop leadership skills, learn new skill sets and understand the force support mission in a contingency environment.
66
Professional Development
The completion of professional military education, relevant advanced academic degree, supplemental and continuing technical training and education facilitate this professional development.
67
The ADP will
help you articulate your preferences to the right people: your reviewing official, your development team and AFPC
68
The ADP
will help you vocalize your preferences in regard to assignments, education and location.
69
Assignment Management System (AMS)
discussed in Unit 5 in conjunction with the CPT when determining what jobs and locations you want to include
70
A vector is
the DT’s collective recommendation for an assignment level, training or education opportunity, or position type. Vectoring happens at key points in an officer’s career
71
Process. The Force Support DT will
meet at least twice a year or as directed by the AF/A1 Summer and Fall
72
PCE Professional Continuing Education - requirements are prioritized by levels Level 1:
As the most URGENT LEVEL, these requirements take priority over all other MAJCOM training requirements
73
PCE Professional Continuing Education - Level 2
- Mission Sustainment. Training required to maintain the AF’s readiness posture. This training is needed to minimize the erosion factor.
74
Defense Lodging System (DLS)
is a web-based system used by DOD lodging functions that provides a one-stop location for customers to reserve lodging rooms and get information concerning any DOD lodging function
75
Airman Development Plan (ADP).
This is a web-based tool that facilitates the Force Development process for officers (2Lt through Lt Col) and civilian equivalents
76
AFI's 34 36 38
- 34 Series. This series provides policy and procedures on Services programs and activities - 36 Series. This series provides policy and procedures on all aspects of civilian and military staffing - 38 Series. This series provides policy and procedures on all aspects of manpower
77
Synchronization of Personnel Support
Planning and execution of personnel support has a significant impact on other areas (e.g., logistics and maneuver). The J-1 coordinates with other staff directorates and supported and supporting organizations to synchronize personnel support efforts for all possible operational requirements during every phase of the operation.
78
cutomer service tips #4
Encourage employee input and let them know they are an integral part of the team. Familiarize them with the products you serve and teach them to describe it in an enthusiastic and sincere manner
79
customer service tips #5
Empower your employees. Create an atmosphere that encourages staff to take all practical measures to meet customers’ needs. Train your staff to always be helpful, courteous and knowledgeable. Talk to them about good customer service and what it is. Most importantly, give every member of your staff enough information and power to make those small customer-pleasing decisions.
80
Large base Award / Small base Award
General Curtis E. LeMay A1 Award, greater than 6,000 assigned personnel Major General Eugene L. Eubank A1 Award Small category bases consist of 6,000 or fewer assigned personnel
81
John L. Hennessy Trophy is
named for John L. Hennessy, a hotel and food service industry leader and advisor to presidents on military food-service issues
82
Cultivating Critical Thinking Ask Questions
You can start with the 5 W’s (who, what, when, where and why), which will provide you the basics to begin your thinking
83
Cultivating Critical Thinking Identify the Issue
A critical thinking leader will work through this by asking questions, getting clarification when needed and perhaps re-stating the problem
84
Cultivating Critical Thinking Stay Informed
Staying current and being the expert in your field and encouraging your team to do the same, has never been more important
85
Project Life Cycle Model Define
In this phase, the project team introduces the project to leadership to attain approval and create the initial project charter
86
Project Life Cycle Model Plan
The planning phase entails determining all the tasks necessary to complete the project and providing realistic completion dates for each task
87
Establish a Battle Rhythm Know the Wing’s Calendar
Pre-coordinate any unit or base level events with the wing calendar keeper. Hosting a large morale event during a Wing Inspection is counter-productive to both parties.
88
Common Time Management Tips
Prioritize your tasks Avoid time wasters Decline Additional work
89
Resource Stewardship Define
In AFDD 1-1, resource stewardship is one of the sub-competencies under the AF Institutional Competency “Managing Organizations and Resources”
90
The knowledge, skills and abilities needed for resource stewardship are:
- Identifies, acquires, administers and conserves financial, informational, technological, material, warfare and human resources needed to accomplish the mission. - Implements best practice and management techniques throughout the organization.
91
Unit Effectiveness Inspection (UEI) is
conducted by the MAJCOM inspection team to assess wing/wing-equivalent organizations
92
Self-Inspection Program (SIP)
This program is a commander's tool used to measure unit compliance, efficiency and effectiveness to execute the unit mission
93
Air Force Policy. To protect an individual’s personal privacy as outlined in the Privacy Act of 1974. The Privacy Act and AFI 33-332, Air Force Privacy Act Program,
pertain to information collected and placed in systems of records pertaining to living US citizens and permanent resident aliens. Information collected, maintained and used from an official system of records will support programs governed by law or Executive order.
94
Collecting Personal Information
When individuals are asked to provide information about themselves for input into a system of records they must be provided a Privacy Act Statement (PAS). Disclosure is voluntary unless required by Federal statute, Executive order, regulation, or lawful order.
95
FOIA requests are
FOIA requests are written request for DOD records that reasonably describes the record(s) sought, made by any person, including a member of the public (U.S. or foreign citizen/entity), an organization, or a business, but not including a Federal Agency or a fugitive from the law, that either explicitly or implicitly invokes the FOIA
96
The FOIA imposes
mandatory time limits of 20 workdays for advising requesters of release-ability determinations for requested records

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