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week 2 POC Block 2 Flashcards

0
Q

The recommended NON-VOTING members of the NAF Council are:

A

Staff judge advocate and the base contracting officer as advisors
FSS resource manager as the recorder
Chiefs group, Top 3, CGOC Presidents

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1
Q

IAW AFI 34-201, the required voting members of the NAF Council are:

A 
Council chairperson (Wing/CC or CV)
Command Chief (WG/CCC)
Comptroller (CPTS/CC)
FSS commander or director (FSS/CC or DD)
Two additional members, one of whom must be an enlisted person
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2
Q

NAF Council General Procedures (Voting members)

A

Voting members cannot be employed by any NAFI with which the council is officially involved.

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3
Q

Basic Accounting Concepts

A

The NAF accounting period is a calendar month.

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4
Q

The Accrual Method of Accounting

A

is used to account for NAFs. Simply stated, this means that revenue is recorded when it is earned, which may not be the month in which the money is actually collected

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5
Q

Assets are

A

the resources that a business owns and plans to use for the future benefit of the operation. Assets are “what we own” and can be current or non-current.

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6
Q

Liabilities are

A

dollar-specific obligations toward repayment of loans, debts, credit or other obligations. Liabilities are “what we owe” and can be current and non-current.

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7
Q

Fund Equity is

A

the accumulated dollar measure of the owner’s investment in the company. This investment can be in the form of cash, other assets such as marketable securities or equipment, or the reinvestment of earnings. Fund Equity is thought of as our “net worth.”

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8
Q

Operating Statement

A

The operating statement (aka I&E Statement) is a snapshot in time of the financial instrument that accounts for your entire base-level MWRF, the NAFI.

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9
Q

The operating statement provides information for five time frames:

A

current period this year, current period last year, this year to date, current quarter this year, and last year to date.

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10
Q

Golden Eagle

A

Standards provide an invaluable tool for measuring the level of compliance and ultimately the level of success within your organization. They were developed to ensure our customers receive a uniform level of service

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11
Q

Golden Eagle: Squadron Commanders/Directors

A

must ensure that comprehensive plans are developed to attain the Golden Eagle Standards whether the program is in-house or BY CONTRACT

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12
Q

APFs are funds generated through

A

federal taxpayer dollars that Congress controls

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13
Q

NAFs are

A

NOT appropriated by Congress

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14
Q

Category A

A

activities generate little revenue and are funded with 100% APF

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16
Q

Category B

A

are funded with 50% or more APFs ; Note: 50% APF is NOT a cap on government support: it is the lowest amount that must be provided by the government.

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18
Q

NAF Requirements Budget

A

NRB is a long term (5-year) capital purchase plan for big ticket items. Managers identify their needs, indicating the cost and the quarter in which they want to purchase items.

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19
Q

Cash Flow Budget

A

After the I&E and the NRB budgets are complete, the resource manager produces the cash flow budget. The predictions from the I&E budget on revenue amounts are laid in and the planned NRB purchases are overlaid to indicate the overall impact to the NAFI as far as cash flow is concerned. Basically, it is a way of making sure you can afford and have sufficient cash flow to cover your planned operations.

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19
Q

NAFIs (NAF Instrumentality) are

A

authorized by law to contract with the federal government. This contract between the government and the NAFI is known as a NAF MOA/MOU. NAF MOAs/MOUs are only suitable for functions that are authorized APFs, which makes sense because the government pays for the services using APFs

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19
Q

Base NAF Council.

A

The installation commander is the final approval authority and may or may not actually sit on the council. There is a single NAF council for one or more NAFIs at base level. The installation commander must appoint (in writing) members to the NAF Council

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20
Q

What are the Fitness Assessment Components

A

The body composition component is evaluated by abdominal circumference (AC) measurements. The aerobic component is evaluated by the 1.5-mile timed run. The muscular fitness component is evaluated by the number of push-ups and sit-ups completed within 1 minute.

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21
Q

What type of fitness score prior to deploying?

If member fails before deploying what is on the OPR/EPR?

A
  • Members must have a current fitness score on file prior to deployment
  • If a member fails before deploying and their OPR/EPR closes out after the deployment starts, member will be marked “DOES NOT MEET STANDARDS” on the OPR/EPR
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22
Q

fitness mission (primary)

A

-primary mission is to support the overall Air Force Fitness Program and support unit commander fitness programs

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23
Q

fitness mission (secondary)

A

secondary mission is to provide core fitness and sports programs to all authorized users and to support the World Class Athlete Program

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24
Fitness and Sports Manager (FSM) (3 components under them)
- Operations Function - Fitness Function - Sports Function
25
Operations Function
FSM appoints ... manages indoor and outdoor maintenance, performs building manager functions, oversees custodial contracts or services, manages supply accounts, maintains accountability of fitness center exercise equipment provides oversight of daily operational duties, scheduling of personnel and maintains repair records
26
Air Force Certified Fitness Specialist (requirements)
- Basic and advanced training - Minimum of one year’s work experience in the Fitness Center - Documented 100 hours of group and/or individual fitness/exercise program design
27
Fitness and Sports Advisory Council (rules for them)
- The chairperson will be the FSM (a non-voting member). | - The council should include a primary and an alternate representative from each unit or tenant of the installation.
28
Core Customer Services - lodging
- vending operations | - locker service
29
Enhanced Services (what are they)
- Massage Therapists who must be licensed or have completed 500 hours of study and passed state or national certification boards. - Resale Operations (e.g., juice bars). These are NAF operations; no APF support is authorized and they must be self-sustaining - Distinguished Visitor (DV) locker room amenities - Parent/Child Area
30
Core Sports Programs (five)
need four of the five following sports: softball, basketball, flag football, volleyball, and soccer
31
Lodging Mission
provide quality lodging facilities and service to authorized personnel to maintain mission readiness and QoL, while keeping official travel costs at a minimum
32
Financial Management- Lodging
AF/A1S and AFPC/SVL establish financial standards for Air Force lodging activities
33
Air Force Lodging Fund (AFLF)
AFLF is an AF-wide fund used for recapitalization of lodging assets. AF lodging “pulls” funds from each base for the AFLF
34
Defense Lodging System (DLS)
It Manages advance reservations, Registers guests, Processes guests, Accepts payments, Issues certificates of non-availability, and Maintains accounts receivable and guest history. This system is taught to lodging military and civilian personnel as on-the-job training (OJT)
35
Prime Knight Program
Crew integrity must be maintained by ensuring all crew members are in the same area on-base or the same hotel off-base. Transient aircrews are allowed to pre-register and are provided express check out. Lodging will provide base information packages
36
Guest Eligibility. Priority 1 and 2
- Priority 1 guests are personnel on official government orders such as PCS, TDY, and contract personnel - Priority 2 guests are personnel not on official government orders such as personnel on leave, accompanying family members or military retirees
37
Food Service Mission
- The Air Force food service mission is to provide wholesome and nutritional meals at all Force Support feeding operations; - to provide combat feeding at deployed locations and bare base operations; and to support the Air Force Fit-to-Fight program. - The Air Force food service vision is food service professionals building customer oriented programs by creating innovative solutions responsive to tomorrow's needs
38
Corporate Food Service (CFS).
CFS is an automated management information system database concept
39
The ALOHA POS
system aids food service officers (FSO), superintendents, managers, storeroom managers, shift leaders and shift workers to smoothly execute the day-to-day food service mission and provides the flexibility to perform routine tasks
40
The FSO responsibilities for the effective and efficient operation of food service.
- Oversee the base APF food service program - Manage the War Reserve Materiel (WRM) program - Ensure adequate training of staff - Establish forum to discuss food service issues w/ ESM guests - Use customer feedback to improve food service quality
41
Front of House (FOH).
The FOH is the part of the DFAC that customers see: the dining room, serving line(s), and cashier/cash register
42
Back of House (BOH)
The BOH includes all the other operations within the DFAC: kitchens, dry and cold storage areas, offices, and loading/receiving docks
43
Menu standards
14-Day Menu. AF Food Service operates on a 14-day cyclic rotational menu
44
cyclic menu has many operational advantages for food service operations to include:
Logistics requirements forecasting Training through consistency Grab-n-Go service Flight Meal feeding
45
Logistics requirements forecasting.
The core menu provides a 14-day forecast to provide time for the FSO/superintendent/manager to develop, submit and receive precision subsistence orders.
46
Training through consistency.
The cyclic process of the core menu provides the opportunity to master production planning and preparation techniques. The core menu provides a continuous path of development for food service apprentice from one facility to the next. Menus 1-14 rotate every two weeks and include breakfast, lunch, short order, dinner, salad, dessert, and midnight meals.
47
Grab-n-Go service
The Grab-n-Go program is provided alongside the primary dining in service to accommodate our customer on the move.
48
Flight Meal feeding
The flight feeding program offers a large variety of meal combinations.
49
Retirees. (DFAC)
Per the Installation Commander (For example: many DFACs are open to retirees for Thanksgiving and Christmas holiday meals)
50
Prime Vendors PV
The advantages of the PV program are improved product quality, reduced warehousing expenses, elimination of large inventories and the availability of brand name products.
51
Receiving Subsistence
- Condition of delivery vehicle as well as appropriate type (e.g., frozen foods should arrive in a refrigerated truck and should show no signs of previous thawing) - Shipping damages (e.g., shipping containers should not show signs of damage) - Cleanliness - Approved drivers - Integrity of food delivery (e.g., pallets are secure, no punctured cans/boxes, no expired or about to expire foods, etc).
52
ServSafe managers
is a mandatory training requirement for all food managers and supervisors who oversee food and beverage operations
53
Health Inspections.
Public Health inspects installation food facilities to verify compliance with the Food Code and documents inspections using the AF Form 977, Food Facility Evaluation
54
The Mission Support Group Commander (DFAC)
is informed of chronic and repeat discrepancies, and the Wing Commander is made aware of issues impacting the mission
55
The production log
specifies items to be served for a particular meal period, who cooked each portion of the meal, how the item should be served, the serving weight for each item, periodic temperature check for each item, under what key the items are being rung up in the ALOHA POS, progressive cooking periods, carry over items, and waste
56
How does food service determine what to prepare and how to prepare it?
The AF Recipe System is a tool for food operations personnel to use when preparing recipes. It is used to plan, scale, and prepare Air Force Worldwide menus
57
waste management
One way to reduce waste is by progressive cooking
58
Flight kitchens
follow the mandatory core flight meals available in the preface to the WWM. The preface to the WWM is the management tool for planning and serving a good choice of flight and ground support menus typically OPERATE 24 hours per day, 7 days a week
59
The WWM preface features:
``` Components of the core menus Alternative sandwiches Alternatives for meal components Recipes for mandatory flight meals Breakfast menus ```
60
War Reserve Material
WRM operational rations consist of Meal Ready to Eat (MREs) and Unitized Group Rations (UGRs)
61
Accountability for pre-positioned WRM rations
remains with the FSO until they are used, lost, stolen, etc. Self-sustaining units may be authorized to store WRM rations at certain locations
62
The food operations bottom line (net income/loss) can be __%above or below breaking even.
3%
63
Air Force Clubs-Purpose
provide customer-driven food, beverage, entertainment, and other membership programs to meet the social recreation needs of members and their authorized guests. They support the AF community by serving as the primary location for commanders to host official social functions and community relations events. They provide an informal location for commanders, command chief master sergeants, first sergeants, supervisors, and other leaders to create an environment that fosters and promotes Air Force institutional values.
64
AF Club responsibilities
Sustainment flight chiefs ensure clubs operate according to AF policies and procedures and ensure club management has the support and resources needed to meet objectives.
65
Club Membership
- Active duty and retired military - DOD and NAF civilians and retirees - Community leaders designated by the installation commander
66
Food Transformation Initiative (FTI)
The FTI is a pilot program with the goal to provide Airmen greater variety, availability, and quality of food, while maintaining home station and warfighting feeding capabilities
67
Part 2: Situation Analysis. Review Club Business Plan
This part of the business plan will show what the current operating situation is for the club. A common method for assessing the situation is conducting a SWOT analysis (strengths, weaknesses, opportunities, and threats.) Review the Situation Analysis to ensure it addresses the following sections.
68
Part 3: Mission Statement. Review Club Business Plan
This is a critical component of the business plan. It defines what the business’ reason for existence is. Business plans often include a vision statement, as well as where you see the business evolving to become. Review the Mission Statement to ensure it adequately defines the mission and vision of the club.
69
Business and Marketing Objectives. Review club business plan
the Market Objectives (e.g., short term and strategic objectives, goals related to market positioning, changes in target business, and aggressiveness the plan will pursue) and Business Objectives framed in terms of financial performance or increase in usage are included.
70
Part 6: Marketing Strategies. Review Club business plan
Production/service mix (e.g., items impacting buyer benefit, business segmentation, and user status)
71
Part 7: Evaluation
``` Market Audit (e.g., customer feedback, changing demographics, industry trends and changing environment) Program Evaluation includes follow-up of how strategies are working ```
72
Part 2: Situation Analysis. Review Club Business Plan
This part of the business plan will show what the current operating situation is for the club. A common method for assessing the situation is conducting a SWOT analysis (strengths, weaknesses, opportunities, and threats.) Review the Situation Analysis to ensure it addresses the following sections.
73
Principles of Event Planning
It also provides written goals and helps tie specific activities to these goals by identifying resource constraints and outlining expected returns
74
Principles of Event Planning - Motivation.
The planning process creates motivation. One of the first steps activity managers should take when writing a plan is to create a vision of results they want to see. Creating this vision becomes motivational because it allows managers to see all the possibilities.
75
Event Planning Process Pre-Planning
Know the Customer Analyze Current Capabilities Have a Back-up Plan
76
Event Planning-The first two components, which are fairly easy, are also the most critical
- Setting the Goal | - Stating the Objective(s)
77
Event Program Evaluation
Although it is often overlooked, event program evaluation is the key to planning successful future programs
78
The After Action Report
is a formal memorandum initiated at the activity level, ideally within 15 to 30 days after event completion
79
Protocol Mission. The mission of protocol is two-fold:
- Generate the best possible positive impression to guests - Create a distraction-free environment for commanders and their guests enabling our visitors to conduct their business effortlessly under pleasant circumstances.
80
Protocol Operations.
Protocol plans, schedules, coordinates, and executes DV special events.
81
Budgeting.
This is an important part of coordinating. It is vital to know, prior to the event, how something is going to be paid for
82
When in doubt on what to do, consult your
staff judge advocate and financial manager. When you’re dealing with funding issues, ALWAYS get approval from an appropriate source IN WRITING.
83
Skills and Attributes for a successful Protocol Officer:
- Flexibility. | - Humility and Sensitivity

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