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THE ENLISTED FORCE. Overview. Enlisted Force Foundation US Air Force Enlisted Force Evolution World War II The Career Force CMSAF and SEAs The Enlisted Force Structure General Responsibilities Enlisted Education. Enlisted Force Foundation. Organization Used Many Ranks From 1775
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Overview • Enlisted Force Foundation • US Air Force Enlisted Force Evolution • World War II • The Career Force • CMSAF and SEAs • The Enlisted Force Structure • General Responsibilities • Enlisted Education
Enlisted Force Foundation • Organization • Used Many Ranks From 1775 • Adopted British Army & Navy Concepts with Minimal Changes • Professional Military Names • Names Use For Ranks Go Back Several Centuries • Soldier: a person who serves in military for pay • Sergeant: comes from Latin word, serviens • Insignia • First US Military Insignia Used During Revolutionary War • By Order of Then General George Washington
Air Force Enlisted Force Evolution • Beginnings • Need to Bolster Military Aviation • Army Signal Corps • WWI • WWII • Need for Technical Skills • Enlisted Pilot Program
The Career Force • Changing American Society’s Perceptions • Internal Changes • Doolittle Board • Structure • 55/45 Policy • 55% Career & 45% First Term
Force Management • Airman Career Program • WAPS • TOPCAP
NCO Duties and Status • Work Without Supervision • Understand Complex Job Related Problems • Train Subordinates
SMSgt and CMSgt • Opened Up Promotions • Promote Highly Qualified NCOs • Eased Promotion Stagnation (Korean Hump)
CMSAF and SEA • Following Tradition of USA and USM • USAF Created CMSAF, Oct 1966 • Chief Paul Airey Became First CMSAF, Apr 67 • SEA Position Created in 1970 • Fill Communication Gap btw CMSAF and MAJCOMs • Title Formally Changed to Command CMSgt on 1 Nov 98
The Enlisted Force Structure • Philosophy • Provide Consistent, Well-defined Expectations and Standards • Opportunity for Growth for All Airmen • Reflect Air Force Core Values
Purpose of Enlisted Force Structure • Provide an Enlisted Force Structure to Best Meet Mission Requirements • Defines Roles, Responsibilities and Expectations for Each Enlisted Rank • Provide a Common, Stable Enlisted Career Structure
Senior NCO Tier • CMSgt • Highest Air Force Enlisted • Superintendents and Managers • Provide Senior Enlisted Leadership • SMSgt • Operational Leaders • Continue Professional Development • MSgt • Transition from Technical to Operational Leaders • MSgt(s) Should Enroll in & Complete AFSNCOA Correspondence Course
NCO Tier • TSgt • Organizational Technical Experts • Provide Sound Supervision and Training • SSgt • Highly Skilled Technicians • Supervisory and Training Responsibilities • Develop Supervisory Competence
AMN Tier • SrA • Transition to Role as an NCO • AIC • Expected to Master Skills in New Career Field • AMN • Understand & Conform to Military Standards • AB • Apprentice Acquiring & Demonstrating Knowledge of Military Customs, Courtesies, Traditions, and AF Standards • Learning Military and Technical Skills
General Responsibilities • All Airmen Must: • Accept/Execute all Duties, Lawful Orders, & Responsibilities in a Timely Manner • Maintain Highest Level of Personal Readiness • Be Deployment Ready if Postured So • Actively Support AF Policy of Zero Tolerance for Discrimination & Sexual Harassment • Be Alert to Detect People Who May be Exhibiting Suicidal Behavior
References NCOs Must Be Familiar With • UCMJ, Manual For Courts Martial; DoD 5500.7R, Joint Ethics Regulation; & AFPD 36-29, Military Standards • Mission & History of AF Mission and Unit of Assignment • Customs & Courtesies • AF Promotion Program (AFI 36-2502, Airman Promotion Program) • Enlisted Assignment System • Air Force Awards and Decorations Program
Enlisted Education • The College for Enlisted PME • ALS • NCOA • AFSNCOA • Civilian Education/CCAF
Summary • Enlisted Force Foundation • US Air Force Enlisted Force Evolution • World War II • The Career Force • CMSAF and SEAs • The Enlisted Force Structure • General Responsibilities • Enlisted Education
“Successful People use Their Strength by Recognizing, Developing and Utilizing the Talents of Others.” -- Ziglar