ANG Note Taker Table of Contents ANG Specific First Sergeant Responsibility Enlisted Force Management Unsatisfactory Participation ANG Training Management ANG Promotion Program ANG Personnel Evaluations Line of Duty Determination Referral Agencies Selective Retention Administrative Reprimands Administrative Demotions Administrative Separations OSI
ANG SPECIFIC FIRST SERGEANT RESPONSIBILITY
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
SUMMARY Supervisory Chain in the ANG ANG Unique Issues Establishing a Plan Key Relationships
First Sergeant Academy Our Job Is People, Everyone is our Business QUESTIONS? Integrity – Service – Excellence
ENLISTED FORCE MANAGEMENT
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 1. Accessions 5. Replacement LIFE CYCLE 2. Training 4. Sustainment 3. Utilization
MP 3: Assignments Military UMD – know it! ANGI 36-2101 – Assignment with ANG ANGI 36-101 – AGR Grade Ceilings
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
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
Enlisted Force Development ANG ENLISTED FORCE CMSGT MANAGEMENT CMSGT Assignments CMSGT Assignments CMSGT MANAGEMENT BACHELORS DEGREE – LOCAL OR AUABC BACHELORS DEGREE – LOCAL OR AUABC CCAF CCAF NOMINATIVE NOMINATIVE NOMINATIVE NOMINATIVE POSITIONS POSITIONS POSITIONS POSITIONS BMTS BMTS BMTS BMTS 3 3 - - LEVEL LEVEL 5 5 - - LEVEL LEVEL 7 7 - - LEVEL LEVEL TECH TECH TECH TECH TECH TECH ANG ANG MAJCOM MAJCOM JOINT PME – ON LINE JOINT PME – ON LINE SCHOOL SCHOOL OJT/CDC OJT/CDC SCHOOL SCHOOL CMSGT CMSGT CMSGT CMSGT s s SR LEADER Exec Course Exec course ORIENTATION ORIENTATION CMSGT CMSGT CMSGT CMSGT AIRMAN AIRMAN AIRMAN AIRMAN BASE PROF BASE PROF BASE PROF BASE PROF *BASE PROF *BASE PROF PME/CLC PME/CLC BASE PROF PME PME LEADERSHIP LEADERSHIP SENIOR NCO SENIOR NCO LEADERSHIP LEADERSHIP SENIOR NCO SENIOR NCO BASE PROF ENHANCEMENT ENHANCEMENT ENHANCEMENT ENHANCEMENT ENHANCEMENT ENHANCEMENT ENHANCEMENT ENHANCEMENT SCHOOL SCHOOL ACADEMY ACADEMY NCO ACADEMY NCO ACADEMY SCHOOL SCHOOL COURSE COURSE ACADEMY ACADEMY NCO ACADEMY NCO ACADEMY COURSE COURSE COURSE COURSE COURSE COURSE CCM AIR STAFF/ AIR STAFF/ AIR STAFF/ AIR STAFF/ CCM CCM CCM ORIENTATION MAJCOM MAJCOM MAJCOM MAJCOM FTAC ORIENTATION ORIENTATION ORIENTATION COURSE COURSE COURSE COURSE 24 24 26 26 28 28 30 30 4 4 6 6 8 8 10 10 12 12 14 14 16 16 18 18 20 20 22 22 0 0 TACTICAL TACTICAL TACTICAL TACTICAL OPERATIONAL LEVEL REQUIREMENTS OPERATIONAL LEVEL REQUIREMENTS OPERATIONAL LEVEL REQUIREMENTS OPERATIONAL LEVEL REQUIREMENTS LEVEL REQUIREMENTS LEVEL REQUIREMENTS LEVEL REQUIREMENTS LEVEL REQUIREMENTS APPRENTICE, WORKER, JOURNEYMAN, SUPERVISOR, CRAFTSMAN APPRENTICE, WORKER, JOURNEYMAN, SUPERVISOR, CRAFTSMAN APPRENTICE, WORKER, JOURNEYMAN, SUPERVISOR, CRAFTSMAN APPRENTICE, WORKER, JOURNEYMAN, SUPERVISOR, CRAFTSMAN CRAFTSMAN, SUPERVISOR, MANAGER CRAFTSMAN, SUPERVISOR, MANAGER CRAFTSMAN, SUPERVISOR, MANAGER CRAFTSMAN, SUPERVISOR, MANAGER (SQ THROUGH BASE (SQ THROUGH BASE - - LEVEL LEVEL (SQ THROUGH BASE (SQ THROUGH BASE - - LEVEL LEVEL (WORKERS, TRAINERS & SUPERVISORS) (WORKERS, TRAINERS & SUPERVISORS) (WORKERS, TRAINERS & SUPERVISORS) (WORKERS, TRAINERS & SUPERVISORS) STRATEGIC LEVEL STRATEGIC LEVEL STRATEGIC LEVEL STRATEGIC LEVEL MANAGERS, LEADERS) MANAGERS, LEADERS) MANAGERS, LEADERS) MANAGERS, LEADERS) REQUIREMENTS REQUIREMENTS REQUIREMENTS REQUIREMENTS SUPERINTENDENT, MANAGER SUPERINTENDENT, MANAGER SUPERINTENDENT, MANAGER SUPERINTENDENT, MANAGER JFHQ, NGB & AIR STAFF LEADERS) JFHQ, NGB & AIR STAFF LEADERS) (MAJCOM & AIR STAFF LEADERS) (MAJCOM & AIR STAFF LEADERS) AFSO 21 Exec Course State and Wing CCM Prof Development Enterprise Leadership Ctr for Creative Ldrshp Gettysburg Student Flt *ANG has no Base Prof Enhancement course unless done out of hide **NGB/A1 & AF/A8 have 30 Leadership Development Course – Level 1 and 2 going on now – can it continue?
Exercise – Part 1 Based on the info provided, make a decision whether to retain or non-retain:
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
First Sergeant Academy Our Job Is People, Everyone is our Business QUESTIONS? Integrity – Service – Excellence
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