Notes, Chapter 7

2021 E6 Study Guide

7.1. Airman Comprehensive Assessment Administration

The Airman Comprehensive Assessment (ACA) is used during formal communication between a rater and a ratee to communicate responsibility, accountability, Air Force culture, an Airman's critical role in support of the mission, individual readiness, expectations regarding duty performance, and how well the ratee is meeting those expectations. Also, during feedback sessions, raters will provide the ratee with the most current Air Force Benefits Fact Sheet. The ACA is designed to increase Airmen interaction and support at all levels, provide Airmen an opportunity to discuss personal and professional goals, and assist Airmen in achieving those goals. Once the ACA has been completed, raters will give the original, completed, and signed worksheet to the ratee, and maintain copies of all completed ACAs and all signed ACA notices, or appropriate statements (active duty only).

Unit commanders are responsible for developing a tracking mechanism for ACAs and ensuring they are conducted properly. Rater's raters will monitor personnel to ensure ACAs are conducted, as required. When a lower-level rater is not available due to unusual circumstances, or when officially assuming the subordinate rater's responsibilities, the rater's rater will conduct ACA sessions in place of the rater. Ratees are responsible for knowing when their ACA sessions are due. When a required or requested ACA does not take place, ratees will notify the rater and, if necessary, the rater's rater.

ACAs are mandatory for officers up through the rank of Colonel, and for all active duty and Air Reserve Component personnel. For student officers receiving AF Form 475, Education/Training Report, or for enlisted personnel in initial or advanced skills training, an ACA is not required, but may be given at the discretion of school leadership. For performance evaluations completed on non-rated initial or advanced skills training students, documented academic progress reports, such as the AETC Form 156, Student Training Report, will serve in-lieu of the mandatory mid-term ACA. The mid-term ACA is a mandatory supporting document to be routed with the performance evaluation, but will not be made a matter of official record.

2022 E6 Study Guide

7.1. Airman Comprehensive Assessment Administration

The Airman Comprehensive Assessment (ACA) is used during formal communication between a rater and a ratee to communicate responsibility, accountability, USAF culture, an Airman's critical role in support of the mission, individual readiness, expectations regarding duty performance, and how well the ratee is meeting those expectations. Also, during feedback sessions, raters will provide the ratee with the most current USAF Benefits Fact Sheet. The ACA is designed to increase Airmen interaction and support at all levels, provide Airmen an opportunity to discuss personal and professional goals, and assist Airmen in achieving those goals. Once the ACA has been completed, raters will give the original, completed, and signed worksheet to the ratee, and maintain copies of all completed ACAs and all signed ACA notices, or appropriate statements (RegAF only).

Unit commanders are responsible for developing a tracking mechanism for ACAs and ensuring they are conducted properly. Rater's raters will monitor personnel to ensure ACAs are conducted, as required. When a lower-level rater is not available due to unusual circumstances, or when officially assuming the subordinate rater's responsibilities, the rater's rater will conduct ACA sessions in place of the rater. Ratees are responsible for knowing when their ACA sessions are due. When a required or requested ACA does not take place, ratees will notify the rater and, if necessary, the rater's rater.

ACAs are mandatory for officers up through the rank of Colonel, and for all enlisted RegAF and Air Reserve Component personnel. For student officers receiving AF Form 475, Education/Training Report, or for enlisted personnel in initial or advanced skills training, an ACA is not required, but may be given at the discretion of school leadership. For performance evaluations completed on non-rated initial or advanced skills training students, documented academic progress reports, such as the AETC Form 156, Student Training Report, will serve in-lieu of the mandatory mid-term ACA. The mid-term ACA is a mandatory supporting document to be routed with the performance evaluation, but will not be made a matter of official record.

2021 E6 Study Guide

7.2. Guidance for Conducting ACA Sessions

Effective feedback is a realistic assessment of an individual's performance. Raters should be impartial and provide honest, realistic feedback. The private, face-to-face feedback session is an opportunity to inform an individual of where they need improvement, determine if an individual needs more information, and set future expectations. It also lets the ratee know what needs to be done before the evaluation performance report is due. Feedback, whether positive or negative, needs to be specific. Specific positive comments reinforce the behavior, and specific negative comments focus the attention where the ratee needs improvement. Raters may only conduct sessions by telephone in unusual circumstances where face-to-face sessions are impractical.

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7.2. Guidance for Conducting ACA Sessions

Effective feedback is a realistic assessment of an individual's performance. Raters should be impartial and provide honest, realistic feedback. The private, face-to-face feedback session is an opportunity to inform an individual of where they need improvement, determine if an individual needs more information, and set future expectations. It also lets the ratee know what needs to be done before the evaluation performance report is due. Feedback, whether positive or negative, needs to be specific. Specific positive comments reinforce the behavior, and specific negative comments focus the attention where the ratee needs improvement. Raters may only conduct sessions by telephone in unusual circumstances where face-to-face sessions are impractical.

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7.3. Airman Comprehensive Assessment Worksheet

ACA Worksheets are used to document formal communication between raters and ratees and may be used on the ratee's evaluation. Each section of the form should be filled out to the best of the ratee's and rater's ability. The ratee completes Section III on their own and reviews Section IX (AB thru Technical Sergeant) or VIII (Master Sergeant thru Chief Master Sergeant) prior to the feedback session. The areas following Section III are completed by the rater. Sections are broken into various categories to allow raters to objectively indicate the ratee's level of performance in each area. There are three different ACA Worksheets, designated for use based on the ratee's rank.

AF Form 724, Airman Comprehensive Assessment Worksheet (2Lt thru Col)
AF Form 931, Airman Comprehensive Assessment Worksheet (AB thru TSgt)
AF Form 932, Airman Comprehensive Assessment Worksheet (MSgt thru CMSgt)

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7.3. Airman Comprehensive Assessment Worksheet

ACA Worksheets are used to document formal communication between raters and ratees and may be used on the ratee's evaluation. Each section of the form should be filled out to the best of the ratee's and rater's ability. The ratee completes Section III on their own and reviews Section IX (AB thru Technical Sergeant) or VIII (Master Sergeant thru Chief Master Sergeant) prior to the feedback session. The areas following Section III are completed by the rater. Sections are broken into various categories to allow raters to objectively indicate the ratee's level of performance in each area. There are three different ACA Worksheets, designated for use based on the ratee's rank.

AF Form 724, Airman Comprehensive Assessment (2Lt thru Col)
AF Form 931, Airman Comprehensive Assessment (AB thru TSgt)
AF Form 932, Airman Comprehensive Assessment (MSgt thru CMSgt)

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7.4. When to Conduct the Airman Comprehensive Assessment

In most cases, the military personnel flight will provide a computer-generated ACA notice to raters and ratees within 30 days of when supervision begins (identifying initial or follow-up ACA sessions, as required), and again halfway between the time supervision began and the projected performance report close-out date (identifying mid-term ACA session requirements). The notice serves to remind raters that an ACA session is due; however, failure to receive an ACA notice does not justify failing to hold a required session. The Air National Guard does not currently have an automated process for ACA notices, and may use an alternate form of communication to notify raters and ratees of ACA schedules.

All initial ACA sessions must be conducted within the first 60 days of when supervision begins. This will be the ratee's only initial feedback until there is a change of reporting official. The rater must conduct a mid-term ACA session midway between the date supervision begins and the next evaluation projected close-out date. For the end-of-reporting period, the rater conducts the ACA session within 60 days after the evaluation has been accomplished.

Note: Ratees may request a feedback as long as 60 days have passed since the last session.

Note: For Chief Master Sergeants and Colonels, the initial ACA is the only feedback required.

Note: Air Reserve Component personnel do not require an ACA if action is pending in accordance with AFI 36-3209, Separation Procedures for Air National Guard and Air Force Reserve members.

Note: If the ratee is due an annual evaluation and the period of supervision is less than 150 days, the rater conducts the ACA approximately 60 days before the projected evaluation close-out date.

Note: For Lieutenant through Captain only, if an evaluation is due to a change of reporting official, the new rater will do an initial feedback. This feedback may be accomplished using the ACA Worksheet, but documentation is not required.

Note: For Airman Basic, Airman, or Airman First Class (with less than 20 months of Total Active Federal Military Service), after the initial feedback, a mid-term ACA session is conducted every 180 days until the rater writes a performance report or a change of reporting official occurs.

2022 E6 Study Guide

7.4. When to Conduct the Airman Comprehensive Assessment

In most cases, the military personnel flight will provide a computer-generated ACA notice to raters and ratees within 30 days of when supervision begins (identifying initial or follow-up ACA sessions, as required), and again halfway between the time supervision began and the projected performance report close-out date (identifying mid-term ACA session requirements). The notice serves to remind raters that an ACA session is due; however, failure to receive an ACA notice does not justify failing to hold a required session. The Air National Guard does not currently have an automated process for ACA notices, and may use an alternate form of communication to notify raters and ratees of ACA schedules.

All initial ACA sessions must be conducted within the first 60 days of when supervision begins. This will be the ratee's only initial feedback until there is a change of reporting official. The rater must conduct a mid-term ACA session midway between the date supervision begins and the next evaluation projected close-out date. For the end-of-reporting period, the rater conducts the ACA session within 60 days after the evaluation has been accomplished. Note: Ratees may request a feedback as long as 60 days have passed since the last session. For Chief Master Sergeants and colonels, the initial ACA is the only feedback required. Air Reserve Component personnel do not require an ACA if action is pending in accordance with AFI 36-3209, Separation Procedures for Air National Guard and Air Force Reserve Members, 20 September 2011. If the ratee is due an annual evaluation and the period of supervision is less than 150 days, the rater conducts the ACA approximately 60 days before the projected evaluation close-out date. For Lieutenant through Captain only, if an evaluation is due to a change of reporting official, the new rater will do an initial feedback. This feedback may be accomplished using the ACA Worksheet, but documentation is not required. For Airman Basic, Airman, or Airman First Class (with less than 20 months of Total Active Federal Military Service), after the initial feedback, a mid-term ACA session is conducted every 180 days until the rater writes a performance report or a change of reporting official occurs.

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7.5. Performance Evaluation Administration

The performance evaluation system is designed to provide a reliable, long-term, cumulative record of performance and potential. The key aspects associated with the evaluation system are how well the individual does his or her job and the qualities the individual brings to the job. It is important for supervisors to help subordinates understand their strengths and weaknesses and how their efforts contribute to the mission. Supervisors must understand how and when to employ the officer and enlisted evaluation systems and the civilian performance program.

Access to Evaluations. Evaluations are For Official Use Only and are subject to the Privacy Act. They are exempt from public disclosure under DoDM 5400.07-R/AFMAN 33-302, Freedom of Information Act Program, and AFI 33-332, Air Force Privacy and Civil Liberties Program. Only persons within the agency who have a proper need to know may read evaluations. The office with custodial responsibility determines if a person's official duties require access. Classified information should not be included in any section of evaluation forms or on attachments to evaluations, referral documents, or endorsements to referral documents. Specific instructions for completing evaluations, with reference to proper formatting, appropriate raters/evaluators, additional raters, content, acronym use, classified information, and other details, are found in AFI 36-2406, Officer and Enlisted Evaluation Systems.

2022 E6 Study Guide

7.5. Performance Evaluation Administration

The performance evaluation system is designed to provide a reliable, long-term, cumulative record of performance and potential. The key aspects associated with the evaluation system are how well the individual does his or her job and the qualities the individual brings to the job. It is important for supervisors to help subordinates understand their strengths and weaknesses and how their efforts contribute to the mission. Supervisors must understand how and when to employ the officer and enlisted evaluation systems and the civilian performance program.

Access to Evaluations. Evaluations are subject to the Public Law 93-579, Privacy Act 1974, 31 December 1974. They are exempt from public disclosure under Department of Defense Manual (DoDM) 5400.07_AFMAN 33-302, Freedom of Information Act Program 27 April 2018, and AFI 33-332, Air Force Privacy and Civil Liberties Program, 10 March 2020. Only persons within the agency who have a proper need to know may read evaluations. The office with custodial responsibility determines if a person's official duties require access. Classified information should not be included in any section of evaluation forms or on attachments to evaluations, referral documents, or endorsements to referral documents. Specific instructions for completing evaluations, with reference to proper formatting, appropriate raters/evaluators, additional raters, content, acronym use, classified information, and other details, are found in AFI 36-2406, Officer and Enlisted Evaluation Systems, 25 June 2021.

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7.6. Performance Evaluation Uses

The officer and enlisted evaluation systems should be used with the following objectives in mind:

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7.6. Performance Evaluation Uses

The officer and enlisted evaluation systems should be used with the following objectives in mind:

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7.7. Performance Evaluation Forms and Documentation

There are a number of forms, as listed below, used to document performance and potential over the course of a ratee's career. These forms are considered when making promotion recommendations, selections or propriety actions, selective continuations, involuntary separations, selective early retirements, assignments, school nominations and selections, and other management decisions.

AF Form 77, Letter of Evaluation (multipurpose evaluation form)

AF Form 475, Education/Training Report, (used in education and training environments)

AF Form 707, Officer Performance Report (Lt thru Col)

AF Form 910, Enlisted Performance Report (AB thru TSgt)

AF Form 911, Enlisted Performance Report (MSgt thru SMSgt)

AF Form 912, Enlisted Performance Report (CMSgt)

Note: The ratee's grade or projected grade on the static close-out date is used to determine the appropriate performance report form.

2022 E6 Study Guide

7.7. Performance Evaluation Forms and Documentation

There are a number of forms, as listed below, used to document performance and potential over the course of a ratee's career. These forms are considered when making promotion recommendations, selections or propriety actions, selective continuations, involuntary separations, selective early retirements, assignments, school nominations and selections, and other management decisions. Note: The ratee's grade or projected grade on the static close-out date is used to determine the appropriate performance report form.

AF Form 77, Letter of Evaluation (multipurpose evaluation form)

AF Form 475, Education/Training Report (used in education and training environments)

AF Form 707, Officer Performance Report (Lt thru Col)

AF Form 910, Enlisted Performance Report (AB thru TSgt)

AF Form 911, Enlisted Performance Report (MSgt thru SMSgt)

AF Form 912, Enlisted Performance Report (CMSgt)

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7.8. Performance Evaluation Responsibilities

Unit commanders are responsible for ensuring all first-time supervisors receive mandatory officer evaluation system and/or enlisted evaluation system training, as applicable, within 60 days of being appointed as a rater. Additionally, Air Force members should receive annual recurring evaluation system training. How and when this training is conducted is at the unit commander's discretion.

Unit commanders must conduct a record review of all personnel assigned to and/or transferred into his or her command to ensure knowledge of and familiarization with the Airman's history of sex-related offenses resulting in conviction by courts-martial, non-judicial punishment, or other punitive administrative action. This is accomplished to reduce the likelihood that repeat offenses will escape the notice of current, subsequent, or higher level commanders. Review of the record will be conducted by the immediate commander of the Airman at the lowest unit level. These responsibilities will not be delegated.

Raters and additional raters must consider the contents of Unfavorable Information Files or Personal Information Files when preparing a performance evaluation. They must assess the ratee's performance, what the ratee did, how well he or she did it, and the ratee's potential based on that performance throughout the rating period.

Ratees must review evaluations prior to them becoming a matter of record. This is the time to bring typos, spelling errors, and inaccurate data to the attention of the rater. When the ratee signs the evaluation, he or she is not concurring with the content, but rather acknowledging receipt of the completed evaluation, and certifying they have reviewed the evaluation for administrative errors. If the ratee disagrees with any comments and/or ratings on the report, the ratee may file an appeal after the evaluation becomes a matter of record.

2022 E6 Study Guide

7.8. Performance Evaluation Responsibilities

Unit commanders are responsible for ensuring all first-time supervisors receive mandatory officer evaluation system and/or enlisted evaluation system training, as applicable, within 60 days of being appointed as a rater. Additionally, USAF members should receive annual recurring evaluation system training. How and when this training is conducted is at the unit commander's discretion.

Unit commanders must conduct a record review of all personnel assigned to and/or transferred to his or her command to ensure knowledge of and familiarization with the Airman's history of sex-related offenses resulting in conviction by courts-martial, non-judicial punishment, or other punitive administrative action. This is accomplished to reduce the likelihood that repeat offenses will escape the notice of current, subsequent, or higher-level commanders. Review of the record will be conducted by the immediate commander of the Airman at the lowest unit level. These responsibilities will not be delegated.

Raters and additional raters must consider the contents of Unfavorable Information Files or Personal Information Files when preparing a performance evaluation. They must assess the ratee's performance, what the ratee did, how well he or she did it, and the ratee's potential based on that performance throughout the rating period.

Ratees must review evaluations prior to them becoming a matter of record. This is the time to bring typos, spelling errors, and inaccurate data to the attention of the rater. When the ratee signs the evaluation, he or she is not concurring with the content, but rather acknowledging receipt of the completed evaluation, and certifying they have reviewed the evaluation for administrative errors. If the ratee disagrees with any comments and/or ratings on the report, the ratee may file an appeal after the evaluation becomes a matter of record.

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7.9. Documenting Performance

Bullet format is mandatory. Bullets are limited to a minimum of one line and a maximum of two lines per bullet. White space is authorized. Main bullets begin at the left margin and will have one space after the "-". For additional guidance on bullet writing, refer to "The Bullet Background Paper" in AFH 33-337, The Tongue and Quill. Although the Tongue and Quill allows three lines per bullet, evaluations will not have more than two lines per bullet.

Note: In very rare and unique cases, evaluations may be handwritten, only when authorized by Headquarters Air Force or Air Reserve Personnel Center, as appropriate. The U.S. President or Vice President may handwrite evaluations.

Adverse Information. The expectation for performance evaluations is fair and equal treatment of all, and enforcement of the same behavior in subordinates. The goal is for fair, accurate, and unbiased evaluations to help ensure the best qualified members are identified for positions of higher responsibility. Failure to document misconduct that deviates from the core values of the Air Force is a disservice to all Airmen who serve with honor and distinction. Situations involving convictions or violations of criminal law must be handled appropriately and in accordance with required timelines and procedures.

In all cases, when comments are included in performance evaluations, they must be specific, outlining the event and any corrective action taken. Comments, such as "conduct unbecoming..." or "an error in judgment led to an off-duty incident...," are too vague. Examples of valid comments are "Master Sergeant Smith drove while intoxicated, for which he received an Article 15" and "Captain Jones made improper sexually suggestive and harassing comments to a squadron member, for which he received a Letter of Reprimand." Some aspects of performance that may need to be considered when preparing an accurate assessment of behavior include:

- Impact of the misconduct on the Air Force as an institution (Did it bring discredit on the Air Force?).

- Impact of the misconduct on, and its relationship to, the ratee's duties (Did it affect the ratee's ability to fulfill assigned duties?).

- Impact of the misconduct on the Air Force mission (Did the mission suffer in any way? Was unit morale affected?).

- Grade, assignment, and experience of the ratee (Is the ratee in a sensitive job? Did the ratee know better?).

- Number of separate violations and frequency of the misconduct (Is this an isolated or repeated incident?).

- Consequences of the misconduct (Did it result in death, injury, or loss of/damage to military or civilian property?).

- Other dissimilar acts of misconduct during the reporting period (Is the ratee establishing a pattern of misconduct?).

- Existence of unique, unusual, or extenuating circumstances (Was the misconduct willful and unprovoked, or were there aggravating factors or events?).

Adverse Actions. For the purpose of this policy, an adverse action includes reportable civilian offenses or convictions, other than convictions for motor vehicle violations that do not require a court appearance. Specifically, convictions required to be reported include: 1) any finding of guilt; 2) any plea of guilty; 3) any plea of no contest or nolo contendere; 4) any plea of guilty in exchange for a deferred prosecution or diversion program; or 5) any other similar disposition of civilian criminal charges.

In the event a commander or military law-enforcement official receives information that a member of the Air Force, under the jurisdiction of another military department, has become subject to a conviction for which a report is required by this section, the commander or military law-enforcement official receiving such information shall forward it to the member's immediate commander.

Complaints of sex-related offenses against a member, regardless of grade, resulting in conviction by court-martial, non-judicial punishment, or punitive administrative action, require a mandatory notation on the member's next performance report or training report and promotion recommendation form (if not already documented on an evaluation or court-martial in the selection record). Sex-related offenses include violations of the Uniform Code of Military Justice or attempts to commit related offenses.

If a member has been convicted by a court-martial or if the senior rater decides to file any adverse information in an Airman's selection record, comments relating to the ratee's behavior are mandatory on the ratee's next performance or training report and promotion recommendation form (if not already documented on an evaluation or court-martial in the selection record). The evaluation becomes a referral for the performance report or training report.

Extraordinary Cases. Raters may request a waiver of the mandatory requirement to document civilian convictions for good cause. The waiver request will route from the rater, through any required additional rater and the ratee's commander, to the ratee's senior rater, and, if endorsed, be forwarded to the major command commander or authorized final approval authority.

2022 E6 Study Guide

7.9. Documenting Performance

Bullet format is mandatory. Bullets are limited to a minimum of one line and a maximum of two lines per bullet. White space is authorized. Main bullets begin at the left margin and will have one space after the "-". For additional guidance on bullet writing, refer to "The Bullet Background Paper" in AFH 33-337, The Tongue and Quill, 27 May 2015, Certified Current 27 July 2016. Although the Tongue and Quill, allows three lines per bullet, evaluations will not have more than two lines per bullet.

Note: In very rare and unique cases, evaluations may be handwritten, only when authorized by HAF or Air Reserve Personnel Center, as appropriate. The U.S. President or Vice President may handwrite evaluations.

Adverse Information. The expectation for performance evaluations is fair and equal treatment of all, and enforcement of the same behavior in subordinates. The goal is for fair, accurate, and unbiased evaluations to help ensure the best qualified members are identified for positions of higher responsibility. Failure to document misconduct that deviates from the core values of the USAF is a disservice to all Airmen who serve with honor and distinction. Situations involving convictions or violations of criminal law must be handled appropriately and in accordance with required timelines and procedures.

In all cases, when comments are included in performance evaluations, they must be specific, outlining the event and any corrective action taken. Comments, such as "conduct unbecoming..." or "an error in judgment led to an off-duty incident...," are too vague. Examples of valid comments are "Master Sergeant Smith drove while intoxicated, for which he received an Article 15" and "Captain Jones made improper sexually suggestive and harassing comments to a squadron member, for which he received a Letter of Reprimand." Some aspects of performance that may need to be considered when preparing an accurate assessment of behavior include:

- Impact of the misconduct on the USAF as an institution (Did it bring discredit on the USAF?).

- Impact of the misconduct on, and its relationship to, the ratee's duties (Did it affect the ratee's ability to fulfill assigned duties?).

- Impact of the misconduct on the USAF mission (Did the mission suffer in any way? Was unit morale affected?).

- Grade, assignment, and experience of the ratee (Is the ratee in a sensitive job? Did the ratee know better?).

- Number of separate violations and frequency of the misconduct (Is this an isolated or repeated incident?).

- Consequences of the misconduct (Did it result in death, injury, or loss of/damage to military or civilian property?).

- Other dissimilar acts of misconduct during the reporting period (Is the ratee establishing a pattern of misconduct?).

- Existence of unique, unusual, or extenuating circumstances (Was the misconduct willful and unprovoked, or were there aggravating factors or events?).

Adverse Actions. For the purpose of this policy, an adverse action includes reportable civilian offenses or convictions, other than convictions for motor vehicle violations that do not require a court appearance. Specifically, convictions required to be reported include: 1) any finding of guilt; 2) any plea of guilty; 3) any plea of no contest or nolo contendere; 4) any plea of guilty in exchange for a deferred prosecution or diversion program; or 5) any other similar disposition of civilian criminal charges.

In the event a commander or military law-enforcement official receives information that a member of the USAF, under the jurisdiction of another military department, has become subject to a conviction for which a report is required by this section, the commander or military law-enforcement official receiving such information shall forward it to the member's immediate commander.

Complaints of sex-related offenses against a member, regardless of grade, resulting in conviction by court-martial, non-judicial punishment, or punitive administrative action, require a mandatory notation on the member's next performance report or training report and promotion recommendation form (if not already documented on an evaluation or court-martial in the selection record). Sex-related offenses include violations of the Uniform Code of Military Justice or attempts to commit related offenses.

If a member has been convicted by a court-martial or if the senior rater decides to file any adverse information in an Airman's selection record, comments relating to the ratee's behavior are mandatory on the ratee's next performance or training report and promotion recommendation form (if not already documented on an evaluation or court-martial in the selection record). The evaluation becomes a referral for the performance report or training report.

Extraordinary Cases. Raters may request a waiver of the mandatory requirement to document civilian convictions for good cause. The waiver request will route from the rater, through any required additional rater and the ratee's commander, to the ratee's senior rater, and, if endorsed, be forwarded to the major command commander or authorized final approval authority.

2021 E6 Study Guide

7.10. Selective Reenlistment Program

The Selective Reenlistment Program applies to all enlisted personnel by which commanders/civilians, directors, and supervisors evaluate first-term, second-term, and career Airmen to ensure the Air Force retains those who consistently demonstrate the capability and willingness of maintaining high professional standards. First-term Airmen receive selective reenlistment consideration when they are within 15 months of their expiration of term of service. Second-term and career Airmen with less than 19 years of total active federal military service are considered within 13 months of the original expiration of term of service. Career Airmen receive selective reenlistment consideration within 13 months of completing 20 years of total active federal military service. Career Airmen who have served beyond 20 years of total active federal military service receive selective reenlistment consideration each time they are within 13 months of their original expiration of term of service.

2022 E6 Study Guide

7.10. Selective Reenlistment Program

The Selective Reenlistment Program applies to all enlisted personnel by which commanders/civilians, directors, and supervisors evaluate first-term, second-term, and career Airmen to ensure the USAF retains those who consistently demonstrate the capability and willingness of maintaining high professional standards. First-term Airmen receive selective reenlistment consideration when they are within 15 months of their expiration of term of service. Second-term and career Airmen with less than 19 years of total active federal military service are considered within 13 months of the original expiration of term of service. Career Airmen receive selective reenlistment consideration within 13 months of completing 20 years of total active federal military service. Career Airmen who have served beyond 20 years of total active federal military service receive selective reenlistment consideration each time they are within 13 months of their original expiration of term of service.

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7.11. Selective Reenlistment Program Considerations

Commanders and civilian directors consider enlisted performance report ratings, unfavorable information from any substantiated source, the Airman's willingness to comply with Air Force standards, and the Airman's ability (or lack thereof) to meet required training and duty performance levels when determining if a member may reenlist. Supervisors should carefully evaluate the Airman's duty performance and review the Airman's personnel records, to include the AF Form 1137, Unfavorable Information File Summary, if applicable, before making a recommendation to unit commanders and civilian directors concerning the Airman's career potential.

Non-Selectee. If an Airman is not selected for reenlistment, an AF Form 418, Selective Reenlistment Program Consideration, is completed, and the Airman is informed of the decision. The commander sends the completed form to the military personnel flight after the Airman signs and initials the appropriate blocks. The commander must make sure the Airman understands the right to appeal the decision. The Airman has up to three calendar days to render an appeal intent. The Airman must submit the appeal to the military personnel flight within 10 calendar days of the date he or she renders the appeal intent on the form.

Appeal Authority. The specific appeal authority is based on an Airman's total active federal military service. The appeal authority for first-term Airmen and career Airmen who will complete at least 20 years of total active federal military service on their current expiration of term of service appeal selective reenlistment program non-selection is the respective group commander. The appeal authority for second-term and career Airmen who will complete fewer than 16 years of total active federal military service on their current expiration of term of service is the respective wing commander. The appeal authority for second-term and career Airmen who will complete at least 16 years of total active federal military service but fewer than 20 years of total active federal military service on their current expiration of term of service, is the Secretary of the Air Force. The decision of the appeal authority is final. The appeal authority's decision is documented and the Airman is advised of the outcome. Commanders may also conduct selective reenlistment consideration at any time outside the standardized window.

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7.11. Selective Reenlistment Program Considerations

Commanders and civilian directors consider enlisted performance report ratings, unfavorable information from any substantiated source, the Airman's willingness to comply with USAF standards, and the Airman's ability (or lack thereof) to meet required training and duty performance levels when determining if a member may reenlist. Supervisors should carefully evaluate the Airman's duty performance and review the Airman's personnel records, to include the AF Form 1137, Unfavorable Information File Summary, if applicable, before making a recommendation to unit commanders and civilian directors concerning the Airman's career potential.

Non-Selectee. If an Airman is not selected for reenlistment, an AF Form 418, Selective Reenlistment Program (SRP) Consideration/Denial of Continued Service for Airmen, is completed, and the Airman is informed of the decision. The commander sends the completed form to the military personnel flight after the Airman signs and initials the appropriate blocks. The commander must make sure the Airman understands the right to appeal the decision. The Airman has up to three calendar days to render an appeal intent. The Airman must submit the appeal to the military personnel flight within 10 calendar days of the date he or she renders the appeal intent on the form.

Appeal Authority. The specific appeal authority is based on an Airman's total active federal military service. The appeal authority for first-term Airmen and career Airmen who will complete at least 20 years of total active federal military service on their current expiration of term of service appeal selective reenlistment program non-selection is the respective group commander. The appeal authority for second-term and career Airmen who will complete fewer than 16 years of total active federal military service on their current expiration of term of service is the respective wing commander. The appeal authority for second-term and career Airmen who will complete at least 16 years of total active federal military service but fewer than 20 years of total active federal military service on their current expiration of term of service, is the Secretary of the Air Force. The decision of the appeal authority is final. The appeal authority's decision is documented and the Airman is advised of the outcome. Commanders may also conduct selective reenlistment consideration at any time outside the standardized window.

2021 E6 Study Guide

7.12. Noncommissioned Officer Career Status Program

The Noncommissioned Officer Career Status Program extends the length of reenlistments for active duty Airmen. All Airmen who have been selected for continued service by their commander/civilian director (to include those with approved waivers), and who have at least 12 years total active federal military service on date of discharge (day prior to reenlistment) will be reenlisted for an unspecified period. These Airmen will serve up to their High Year of Tenure based on current grade, or if promoted, projected grade unless sooner separated by Air Force policy or law under the NCO Career Status Program. Airmen who serve 20 or more years of total active federal military service may retire, if otherwise eligible, no later than the first day of the month following High Year of Tenure.

This program streamlines the reenlistment and extension process and alleviates unnecessary administrative actions for Airmen, supervisor chains, and military personnel flights.

2022 E6 Study Guide

7.12. Noncommissioned Officer Career Status Program

The Noncommissioned Officer Career Status Program extends the length of reenlistments for RegAF Airmen. All Airmen who have been selected for continued service by their commander/civilian director (to include those with approved waivers), and who have at least 12 years total active federal military service on date of discharge (day prior to reenlistment) will be reenlisted for an unspecified period. These Airmen will serve up to their High Year of Tenure based on current grade, or if promoted, projected grade unless sooner separated by USAF policy or law under the NCO Career Status Program. Airmen who serve 20 or more years of total active federal military service may retire, if otherwise eligible, no later than the first day of the month following High Year of Tenure.

This program streamlines the reenlistment and extension process and alleviates unnecessary administrative actions for Airmen, supervisor chains, and military personnel flights.

2021 E6 Study Guide

7.13. Career Job Reservation Program

Because of various career force size and composition restrictions, there are times when the Air Force must place a limit on the number of authorized first-term Airmen who may reenlist. The Career Job Reservation (CJR) Program exists to assist in the management of first-term Airmen reenlistments by Air Force Specialty Code (AFSC) to prevent surpluses and shortages. All eligible first-term Airmen must have an approved CJR to reenlist. Airmen are automatically placed on the career job applicant list on the first duty day of the month during which they complete 35 months on their current enlistment (59 months for six-year enlistees), but no later than the last duty day of the month during which they complete 43 months on their current enlistment (67 months for six-year enlistees). To keep their approved CJR, Airmen must reenlist on or before the CJR expiration date. CJRs may be constrained (limited) quotas or unconstrained (unlimited) quotas.

Constrained: First-term Airmen in constrained AFSCs have limited quotas, when available and compete for a CJR. Commanders or civilian directors recommend award of CJRs to Airmen in constrained AFSCs where an allocation has been awarded. Approval of CJRs are made at the group commander level or equivalent. Commanders or civilian directors may recommend First Term Airmen for award of a CJR anytime during the Airman's CJR window. Airmen outside their CJR window are not eligible for award of a CJR. Airmen's EPRs must reflect that the member has met the minimum expectation and not have an unfavorable information file, lost time, or record of active nonjudicial punishment on their current enlistment in order to be considered for a CJR. The Airman's job performance, demonstrated leadership, how the Airmen exemplifies Air Force core values, and ability to succeed in the AFSC should also be considered. Upon Airmen entering their CJR window, commanders or civilian directors are encouraged to advise Airmen on their potential for a CJR and when appropriate, encourage retraining.

When constrained AFSCs are implemented, Air Force Personnel Center issues CJR quotas on a fiscal year basis and selection authorities may consider Airmen by board, nomination packages, etc. Airmen who are on the CJR waiting list and whose AFSC is removed from the constrained list will receive a CJR. Airmen who are removed from the waiting list prior to the AFSC being removed, will not receive supplemental consideration. If eligible, Airmen qualify for award of a CJR when an allocation exists and the Airman is in their CJR eligibility window. When the group commander (or equivalent) approves an Airman for award of a CJR, Air Force Personnel Center will verify an allocation exists and will reduce the number of remaining CJRs accordingly. NOTE: Approved CJRs do not expire until the Airman's date of separation.

Unconstrained: Airmen in unconstrained AFSCs do not compete for a CJR. Airmen are automatically awarded the CJR on the first duty day of the month during which they complete 35 months on their current enlistment (59 months for six-year enlistees), but no later than the last duty day of the month during which they complete 43 months on their current enlistment (67 months for six-year enlistees), provided they have been selected for continued service by their commander/civilian director under the selective reenlistment program.

2022 E6 Study Guide

7.13. Career Job Reservation Program

Because of various career force size and composition restrictions, there are times when the USAF must place a limit on the number of authorized first-term Airmen who may reenlist. The Career Job Reservation (CJR) Program exists to assist in the management of first-term Airmen reenlistments by Air Force Specialty Code (AFSC) to prevent surpluses and shortages. All eligible first-term Airmen must have an approved CJR to reenlist. Airmen are automatically placed on the career job applicant list on the first duty day of the month during which they complete 35 months on their current enlistment (59 months for six-year enlistees), but no later than the last duty day of the month during which they complete 43 months on their current enlistment (67 months for six-year enlistees). To keep their approved CJR, Airmen must reenlist on or before the CJR expiration date. CJRs may be constrained (limited) quotas or unconstrained (unlimited) quotas.

Constrained: First-term Airmen in constrained AFSCs have limited quotas, when available and compete for a CJR. Commanders or civilian directors recommend award of CJRs to Airmen in constrained AFSCs where an allocation has been awarded. Approval of CJRs are made at the group commander level or equivalent. Commanders or civilian directors may recommend First Term Airmen for award of a CJR anytime during the Airman's CJR window. Airmen outside their CJR window are not eligible for award of a CJR. Airmen's EPRs must reflect that the member has met the minimum expectation and not have an unfavorable information file, lost time, or record of active nonjudicial punishment on their current enlistment in order to be considered for a CJR. The Airman's job performance, demonstrated leadership, how the Airmen exemplifies USAF core values, and ability to succeed in the AFSC should also be considered. Upon Airmen entering their CJR window, commanders or civilian directors are encouraged to advise Airmen on their potential for a CJR and when appropriate, encourage retraining.

When constrained AFSCs are implemented, Air Force Personnel Center issues CJR quotas on a fiscal year basis and selection authorities may consider Airmen by board, nomination packages, etc. Airmen who are on the CJR waiting list and whose AFSC is removed from the constrained list will receive a CJR. Airmen who are removed from the waiting list prior to the AFSC being removed, will not receive supplemental consideration. If eligible, Airmen qualify for award of a CJR when an allocation exists and the Airman is in their CJR eligibility window. When the group commander (or equivalent) approves an Airman for award of a CJR, Air Force Personnel Center will verify an allocation exists and will reduce the number of remaining CJRs accordingly. Note: Approved CJRs do not expire until the Airman's date of separation.

Unconstrained: Airmen in unconstrained AFSCs do not compete for a CJR. Airmen are automatically awarded the CJR on the first duty day of the month during which they complete 35 months on their current enlistment (59 months for six-year enlistees), but no later than the last duty day of the month during which they complete 43 months on their current enlistment (67 months for six-year enlistees), provided they have been selected for continued service by their commander/civilian director under the selective reenlistment program.

2021 E6 Study Guide

7.14. Enlistment Extensions

Airmen serving on an active enlistment may request an enlistment extension if he or she has a service-directed retainability reason and the extension is in the best interest of the Air Force. Extensions are granted in whole-month increments. For example, if the individual needs 15½ months of retainability for an assignment, the individual must request a full 16-month extension. Voluntary extensions for all Airmen are limited to a maximum of 48 months per enlistment. In the event that Air Force specialties are constrained, the Air Staff may limit first-term Airmen extensions to a specified period. Certain situations (such as citizenship pending) may warrant exceptions to policy. Airmen may be eligible to request an extension of enlistment to establish a date of separation at high year of tenure to separate or retire. Normally, Airmen must be within two years of their high year of tenure before they can extend.

Note: Once approved, an extension has the legal effect of the enlistment agreement by extending the Airman's period of obligated service. Enlistment extensions can only be canceled when the reason for the extension no longer exists, as long as the Airman has not already entered into the extension.

2022 E6 Study Guide

7.14. Enlistment Extensions

Airmen serving on an active enlistment may request an enlistment extension if he or she has a service-directed retainability reason and the extension is in the best interest of the USAF. Extensions are granted in whole-month increments. For example, if the individual needs 15½ months of retainability for an assignment, the individual must request a full 16-month extension. Voluntary extensions for all Airmen are limited to a maximum of 48 months per enlistment. In the event that USAF specialties are constrained, the Air Staff may limit first-term Airmen extensions to a specified period. Certain situations (such as citizenship pending) may warrant exceptions to policy. Airmen may be eligible to request an extension of enlistment to establish a date of separation at high year of tenure to separate or retire. Normally, Airmen must be within two years of their high year of tenure before they can extend.

Note: Once approved, an extension has the legal effect of the enlistment agreement by extending the Airman's period of obligated service. Enlistment extensions can only be canceled when the reason for the extension no longer exists, as long as the Airman has not already entered into the extension.

2021 E6 Study Guide

7.15. Selective Retention Bonus

The Selective Retention Bonus (SRB) Program is a monetary incentive paid to Airmen serving in certain selected critical military skills who reenlist for additional obligated service. The bonus is intended to encourage the reenlistment of sufficient numbers of qualified enlisted personnel in military skills with either demonstrated retention shortfalls or high training costs. Airmen in SRB skills who reenlist or extend their enlistment in the active for at least three years are eligible for an SRB provided they meet all criteria listed in AFI 36-2606, Reenlistment and Extension of Enlistment in the United States Air Force. Airmen can expect to serve in the SRB specialty for the entire enlistment for which the bonus was paid.

SRB designations are established by zones, which are determined by the total active federal military service of Airmen at the time of reenlistment or the date they enter the extension. Eligible Airmen may receive an SRB in each zone (A, B, C or E), but only one SRB per zone.

SRBs are calculated using one month's base pay, multiplied by the number of years reenlisting or extending, multiplied by the SRB multiple as listed on the authorized SRB listing. The maximum SRB per zone is $100,000.

Note: The Airman's base pay on the date of discharge is used to calculate the SRB. Therefore, if an Airman was promoted to Staff Sergeant on 1 May and reenlisted on 1 May, the SRB would be calculated on the base pay of the day prior to the reenlistment as Senior Airman.

2022 E6 Study Guide

7.15. Selective Retention Bonus

The Selective Retention Bonus (SRB) Program is a monetary incentive paid to Airmen serving in certain selected critical military skills who reenlist for additional obligated service. The bonus is intended to encourage the reenlistment of sufficient numbers of qualified enlisted personnel in military skills with either demonstrated retention shortfalls or high training costs. Airmen in SRB skills who reenlist or extend their enlistment in the active duty for at least three years are eligible for an SRB provided they meet all criteria listed in AFI 36-2606, Reenlistment and Extension of Enlistment in the United States Air Force, 27 January 2021. Airmen can expect to serve in the SRB specialty for the entire enlistment for which the bonus was paid.

SRB designations are established by zones, which are determined by the total active federal military service of Airmen at the time of reenlistment or the date they enter the extension. Eligible Airmen may receive an SRB in each zone (A, B, C or E), but only one SRB per zone.

SRBs are calculated using one month's base pay, multiplied by the number of years reenlisting or extending, multiplied by the SRB multiple as listed on the authorized SRB listing. The maximum SRB per zone is $100,000.

Note: The Airman's base pay on the date of discharge is used to calculate the SRB. Therefore, if an Airman was promoted to Staff Sergeant on 1 May and reenlisted on 1 May, the SRB would be calculated on the base pay of the day prior to the reenlistment as Senior Airman.

2021 E6 Study Guide

7.16. Air Force Retraining Program

Retraining is a force management tool used primarily to balance career fields (officer and enlisted) across all AFSCs, and to ensure sustainability of career fields. Retraining also provides a means to return disqualified Airmen to a productive status. Although Airmen may be selected for involuntary retraining based on Air Force needs, the retraining program allows a limited number of Airmen the opportunity to pursue other career paths in the Air Force. The Online Retraining Advisory is a living document found on myPers, maintained by the Air Force Personnel Center as a key tool used to advise members of retraining opportunities. For additional information on retraining eligibility and application procedures, refer to: AFI 36-2626, Airman Retraining Program.

First-Term Airmen Retraining Program. First-term Airmen assigned to the Continental United States may apply not earlier than the first duty day of the month during which they complete 35 months of their current enlistment (59 months for six-year enlistees), but not later than the last duty day of the 43rd month of their current enlistment (67 months for six-year enlistees).

First-term Airmen assigned outside the Continental United States may apply for retraining nine to 15 months prior to the date they are eligible to return from overseas if serving within their normal first-term window (35th month for four-year enlistees or 59th month for six-year enlistees). Airmen with an indefinite return from overseas date must complete the original tour length before departing for retraining.

On the last duty day of each month, the Air Force Personnel Center selects the most eligible Airmen for retraining based on quality indicators of most recent performance report rating, current grade, projected grade, previous two performance report ratings, date of rank, total active federal military service date, aptitude qualification examination score (electrical, mechanical, administrative, general), Air Force Enlisted Classification Directory, Part II, Attachment 4 (Additional Qualifications), and requested AFSC preferences.

Noncommissioned Officer Retraining Program. The NCO retraining program is designed to retrain second-term and career Airmen from overage Air Force specialties into shortage specialties to optimize the enlisted force and to best meet current and future mission needs. Airmen possessing a secondary or additional AFSC in a shortage skill may be returned to the shortage skill if in the best interest of the Air Force.

Phases I and II. The NCO retraining program consists of two phases. The objective of Phase I is to obtain volunteer applicants from identified overage AFSCs to fill requirements in shortage specialty codes. All Airmen with retraining 'out' objectives may apply for any available specialty codes with retraining 'in' objectives for which they qualify. During Phase I, if sufficient applications are not received and retraining objectives for the fiscal year are not met, implementation of Phase II is necessary. In Phase II, Airmen will be selected for mandatory retraining based on Air Force needs to balance the force. The master vulnerability list is used to select Airmen for mandatory retraining.

2022 E6 Study Guide

7.16. USAF Retraining Program

Retraining is a force management tool used primarily to balance career fields (officer and enlisted) across all AFSCs, and to ensure sustainability of career fields. Retraining also provides a means to return disqualified Airmen to a productive status. Although Airmen may be selected for involuntary retraining based on USAF needs, the retraining program allows a limited number of Airmen the opportunity to pursue other career paths in the USAF. The Online Retraining Advisory is a living document found on myPers, maintained by the Air Force Personnel Center as a key tool used to advise members of retraining opportunities. For additional information on retraining eligibility and application procedures, refer to: AFMAN 36-2100.

First-Term Airmen Retraining Program. First-term Airmen assigned to the Continental United States may apply not earlier than the first duty day of the month during which they complete 35 months of their current enlistment (59 months for six-year enlistees), but not later than the last duty day of the 43rd month of their current enlistment (67 months for six-year enlistees).

First-term Airmen assigned outside the Continental United States may apply for retraining nine to 15 months prior to the date they are eligible to return from overseas if serving within their normal first-term window (35th month for four-year enlistees or 59th month for six-year enlistees). Airmen with an indefinite return from overseas date must complete the original tour length before departing for retraining.

On the last duty day of each month, the Air Force Personnel Center selects the most eligible Airmen for retraining based on quality indicators of most recent performance report rating, current grade, projected grade, previous two performance report ratings, date of rank, total active federal military service date, aptitude qualification examination score (electrical, mechanical, administrative, general), Air Force Enlisted Classification Directory, Part II, and requested AFSC preferences.

Noncommissioned Officer Retraining Program. The NCO retraining program is designed to retrain second-term and career Airmen from overage USAF specialties into shortage specialties to optimize the enlisted force and to best meet current and future mission needs. Airmen possessing a secondary or additional AFSC in a shortage skill may be returned to the shortage skill if in the best interest of the USAF.

Phases I and II. The NCO retraining program consists of two phases. The objective of Phase I is to obtain volunteer applicants from identified overage AFSCs to fill requirements in shortage specialty codes. All Airmen with retraining 'out' objectives may apply for any available specialty codes with retraining 'in' objectives for which they qualify. During Phase I, if sufficient applications are not received and retraining objectives for the fiscal year are not met, implementation of Phase II is necessary. In Phase II, Airmen will be selected for mandatory retraining based on USAF needs to balance the force. The master vulnerability list is used to select Airmen for mandatory retraining.

2021 E6 Study Guide

7.17. Officer Crossflow and Reclassification Programs

Tools and procedures are available to address career field manning imbalances and shape the officer force within authorized, funded end-strength. The Nonrated Line Crossflow Program addresses manning shortages and overages by conducting a crossflow panel when needed to select the best qualified officers to fill the required vacancies. The Missileer Crossflow Program is a process ensuring the Nuclear and Missile Operations (13N) Air Force specialty remains balanced for sustainment by crossflowing excess officers at the four-year point back to donor career fields. Out-of-cycle crossflow requests, as well as initial skills training reclassification, are additional programs to ensure the balance of officer career fields.

2022 E6 Study Guide

7.17. Officer Crossflow and Reclassification Programs

Tools and procedures are available to address career field manning imbalances and shape the officer force within authorized, funded end-strength. The Nonrated Line Crossflow Program addresses manning shortages and overages by conducting a crossflow panel when needed to select the best qualified officers to fill the required vacancies. The Missileer Crossflow Program is a process ensuring the Nuclear and Missile Operations (13N) Air Force specialty remains balanced for sustainment by crossflowing excess officers at the four-year point back to donor career fields. Out-of-cycle crossflow requests, as well as initial skills training reclassification, are additional programs to ensure the balance of officer career fields.

2021 E5 Study Guide

7.1. Airman Comprehensive Assessment Administration

The Airman Comprehensive Assessment (ACA) is used during formal communication between a rater and a ratee to communicate responsibility, accountability, USAF culture, an Airman's critical role in support of the mission, individual readiness, expectations regarding duty performance, and how well the ratee is meeting those expectations. Also, during feedback sessions, raters will provide the ratee with the most current USAF Benefits Fact Sheet. The ACA is designed to increase Airmen interaction and support at all levels, provide Airmen an opportunity to discuss personal and professional goals, and assist Airmen in achieving those goals. Once the ACA has been completed, raters will give the original, completed, and signed worksheet to the ratee, and maintain copies of all completed ACAs and all signed ACA notices, or appropriate statements (RegAF only).

Unit commanders are responsible for developing a tracking mechanism for ACAs and ensuring they are conducted properly. Rater's raters will monitor personnel to ensure ACAs are conducted, as required. When a lower-level rater is not available due to unusual circumstances, or when officially assuming the subordinate rater's responsibilities, the rater's rater will conduct ACA sessions in place of the rater. Ratees are responsible for knowing when their ACA sessions are due. When a required or requested ACA does not take place, ratees will notify the rater and, if necessary, the rater's rater.

ACAs are mandatory for officers up through the rank of Colonel, and for all RegAF and Air Reserve Component personnel. For student officers receiving AF Form 475, Education/Training Report, or for enlisted personnel in initial or advanced skills training, an ACA is not required, but may be given at the discretion of school leadership. For performance evaluations completed on non-rated initial or advanced skills training students, documented academic progress reports, such as the AETC Form 156, Student Training Report, will serve in-lieu of the mandatory mid-term ACA. The mid-term ACA is a mandatory supporting document to be routed with the performance evaluation, but will not be made a matter of official record.

2021 E6 Study Guide

7.1. Airman Comprehensive Assessment Administration

The Airman Comprehensive Assessment (ACA) is used during formal communication between a rater and a ratee to communicate responsibility, accountability, Air Force culture, an Airman's critical role in support of the mission, individual readiness, expectations regarding duty performance, and how well the ratee is meeting those expectations. Also, during feedback sessions, raters will provide the ratee with the most current Air Force Benefits Fact Sheet. The ACA is designed to increase Airmen interaction and support at all levels, provide Airmen an opportunity to discuss personal and professional goals, and assist Airmen in achieving those goals. Once the ACA has been completed, raters will give the original, completed, and signed worksheet to the ratee, and maintain copies of all completed ACAs and all signed ACA notices, or appropriate statements (active duty only).

Unit commanders are responsible for developing a tracking mechanism for ACAs and ensuring they are conducted properly. Rater's raters will monitor personnel to ensure ACAs are conducted, as required. When a lower-level rater is not available due to unusual circumstances, or when officially assuming the subordinate rater's responsibilities, the rater's rater will conduct ACA sessions in place of the rater. Ratees are responsible for knowing when their ACA sessions are due.When a required or requested ACA does not take place, ratees will notify the rater and, if necessary,the rater's rater.

ACAs are mandatory for officers up through the rank of Colonel, and for all active duty and Air Reserve Component personnel. For student officers receiving AF Form 475, Education/Training Report, or for enlisted personnel in initial or advanced skills training, an ACA is not required, but may be given at the discretion of school leadership. For performance evaluations completed on non-rated initial or advanced skills training students, documented academic progress reports, such as the AETC Form 156, Student Training Report, will serve in-lieu of the mandatory mid-term ACA. The mid-term ACA is a mandatory supporting document to be routed with the performance evaluation, but will not be made a matter of official record.

2021 E5 Study Guide

7.5. Performance Evaluation Administration

The performance evaluation system is designed to provide a reliable, long-term, cumulative record of performance and potential. The key aspects associated with the evaluation system are how well the individual does his or her job and the qualities the individual brings to the job. It is important for supervisors to help subordinates understand their strengths and weaknesses and how their efforts contribute to the mission. Supervisors must understand how and when to employ the officer and enlisted evaluation systems and the civilian performance program.

Access to Evaluations. Evaluations are For Official Use Only and are subject to the Public Law 93-579, Privacy Act 1974, 31 December 1974. They are exempt from public disclosure under Department of Defense Manual (DoDM) 5400.07-R_AFMAN 33-302, Freedom of Information Act Program, 27 April 2018 and AFI 33-332, Air Force Privacy and Civil Liberties Program, 10 March 2020. Only persons within the agency who have a proper need to know may read evaluations. The office with custodial responsibility determines if a person's official duties require access. Classified information should not be included in any section of evaluation forms or on attachments to evaluations, referral documents, or endorsements to referral documents. Specific instructions for completing evaluations, with reference to proper formatting, appropriate raters/evaluators, additional raters, content, acronym use, classified information, and other details, are found in AFI 36-2406, Officer and Enlisted Evaluation Systems, 25 June 2021.

2021 E6 Study Guide

7.5. Performance Evaluation Administration

The performance evaluation system is designed to provide a reliable, long-term, cumulative record of performance and potential. The key aspects associated with the evaluation system are how well the individual does his or her job and the qualities the individual brings to the job. It is important for supervisors to help subordinates understand their strengths and weaknesses and how their efforts contribute to the mission. Supervisors must understand how and when to employ the officer and enlisted evaluation systems and the civilian performance program.

Access to Evaluations. Evaluations are For Official Use Only and are subject to the Privacy Act. They are exempt from public disclosure under DoDM 5400.07-R/AFMAN 33-302, Freedom of Information Act Program, and AFI 33-332, Air Force Privacy and Civil Liberties Program. Only persons within the agency who have a proper need to know may read evaluations. The office with custodial responsibility determines if a person's official duties require access. Classified information should not be included in any section of evaluation forms or on attachments to evaluations, referral documents, or endorsements to referral documents. Specific instructions for completing evaluations, with reference to proper formatting, appropriate raters/evaluators, additional raters, content, acronym use, classified information, and other details, are found in AFI 36-2406, Officer and Enlisted Evaluation Systems.

2021 E5 Study Guide

7.16. USAF Retraining Program
Retraining is a force management tool used primarily to balance career fields (officer and enlisted) across all AFSCs, and to ensure sustainability of career fields. Retraining also provides a means to return disqualified Airmen to a productive status. Although Airmen maybe selected for involuntary retraining based on USAF needs, the retraining program allows a limited number of Airmen the opportunity to pursue other career paths in the USAF. The Online Retraining Advisory is a living document found on myPers, maintained by the Air Force Personnel Center as a key tool used to advise members of retraining opportunities. For additional information on retraining eligibility and application procedures, refer to: AFMAN 36-2100.

2021 E6 Study Guide

7.16. Air Force Retraining Program
Retraining is a force management tool used primarily to balance career fields (officer and enlisted) across all AFSCs, and to ensure sustainability of career fields. Retraining also provides a means to return disqualified Airmen to a productive status. Although Airmen maybe selected for involuntary retraining based on Air Force needs, the retraining program allows a limited number of Airmen the opportunity to pursue other career paths in the Air Force. The Online Retraining Advisory is a living document found on myPers, maintained by the Air Force Personnel Center as a key tool used to advise members of retraining opportunities. For additional information on retraining eligibility and application procedures, refer to: AFI 36-2626, Airman Retraining Program.

2021 E5 Study Guide

7.17. Officer Crossflow and Reclassification Programs
Tools and procedures are available to address career field manning imbalances and shape the officer force within authorized, funded end-strength. The Nonrated Line Crossflow Program addresses manning shortages and overages by conducting a crossflow panel when needed to select the best qualified officers to fill the required vacancies. The Missileer Crossflow Program is a process ensuring the Nuclear and Missile Operations (13N) Air Force specialty remains balanced for sustainment by crossflowing excess officers at the four-year point back to donor career fields. Out-of-cycle crossflow requests, as well as initial skills training reclassification, are additional programs to ensure

2021 E6 Study Guide

7.17. Officer Crossflow and Reclassification Programs
Tools and procedures are available to address career field manning imbalances and shape the officer force within authorized, funded end-strength. The Nonrated Line Crossflow Program addresses manning shortages and overages by conducting a crossflow panel when needed to select the best qualified officers to fill the required vacancies. The Missileer Crossflow Program is a process ensuring the Nuclear and Missile Operations (13N) Air Force specialty remains balanced for sustainment by crossflowing excess officers at the four-year point back to donor career fields. Out-of-cycle crossflow requests, as well as initial skills training reclassification, are additional programs to ensure the balance of officer career fields.

2021 E6 Study Guide

7.1. Airman Comprehensive Assessment Administration

The Airman Comprehensive Assessment (ACA) is used during formal communication between a rater and a ratee to communicate responsibility, accountability, Air Force culture, an Airman's critical role in support of the mission, individual readiness, expectations regarding duty performance, and how well the ratee is meeting those expectations. Also, during feedback sessions, raters will provide the ratee with the most current Air Force Benefits Fact Sheet. The ACA is designed to increase Airmen interaction and support at all levels, provide Airmen an opportunity to discuss personal and professional goals, and assist Airmen in achieving those goals. Once the ACA has been completed, raters will give the original, completed, and signed worksheet to the ratee, and maintain copies of all completed ACAs and all signed ACA notices, or appropriate statements (active duty only).

Unit commanders are responsible for developing a tracking mechanism for ACAs and ensuring they are conducted properly. Rater's raters will monitor personnel to ensure ACAs are conducted, as required. When a lower-level rater is not available due to unusual circumstances, or when officially assuming the subordinate rater's responsibilities, the rater's rater will conduct ACA sessions in place of the rater. Ratees are responsible for knowing when their ACA sessions are due. When a required or requested ACA does not take place, ratees will notify the rater and, if necessary,the rater's rater.

ACAs are mandatory for officers up through the rank of Colonel, and for all active duty and Air Reserve Component personnel. For student officers receiving AF Form 475, Education/Training Report, or for enlisted personnel in initial or advanced skills training, an ACA is not required, but may be given at the discretion of school leadership. For performance evaluations completed on non-rated initial or advanced skills training students, documented academic progress reports, such as the AETC Form 156, Student Training Report, will serve in-lieu of the mandatory mid-term ACA. The mid-term ACA is a mandatory supporting document to be routed with the performance evaluation, but will not be made a matter of official record.

2019 AFH-1

8.1. Airman Comprehensive Assessment Administration

The Airman Comprehensive Assessment (ACA) is used during formal communication between a rater and a ratee to communicate responsibility, accountability, Air Force culture, an Airman's critical role in support of the mission, individual readiness, expectations regarding duty performance, and how well the ratee is meeting those expectations. Also, during feedback sessions, raters will provide the ratee with the most current Air Force Benefits Fact Sheet. The ACA is designed to increase Airmen interaction and support at all levels, provide Airmen an opportunity to discuss personal and professional goals, and assist Airmen in achieving those goals. Once the ACA has been completed, raters will give the original, completed, and signed worksheet to the ratee, and maintain copies of all completed ACAs and all signed ACA notices, or appropriate statements (Regular Air Force only).

Unit commanders are responsible for developing a tracking mechanism for ACAs and ensuring they are conducted properly. Rater's raters will monitor personnel to ensure ACAs are conducted, as required. When a lower-level rater is not available due to unusual circumstances, or when officially assuming the subordinate rater's responsibilities, the rater's rater will conduct ACA sessions in place of the rater. Ratees are responsible for knowing when their ACA sessions are due. When a required or requested ACA does not take place, ratees will notify the rater and, if necessary, the rater's rater.

ACAs are mandatory for officers up through the rank of Colonel, and for all Regular Air Force and Air Reserve Component personnel. For student officers receiving AF Form 475, Education/Training Report, or for enlisted personnel in initial or advanced skills training, an ACA is not required, but may be given at the discretion of school leadership. For performance evaluations completed on non-rated initial or advanced skills training students, documented academic progress reports, such as the AETC Form 156, Student Training Report, will serve in-lieu of the mandatory mid-term ACA. The mid-term ACA is a mandatory supporting document to be routed with the performance evaluation, but will not be made a matter of official record.

2021 E6 Study Guide

7.10. Selective Reenlistment Program

The Selective Reenlistment Program applies to all enlisted personnel by which commanders/civilians, directors, and supervisors evaluate first-term, second-term, and career Airmen to ensure the Air Force retains those who consistently demonstrate the capability and willingness of maintaining high professional standards. First-term Airmen receive selective reenlistment consideration when they are within 15 months of their expiration of term of service. Second-term and career Airmen with less than 19 years of total active federal military service are considered within 13 months of the original expiration of term of service. Career Airmen receive selective reenlistment consideration within 13 months of completing 20 years of total active federal military service. Career Airmen who have served beyond 20 years of total active federal military service receive selective reenlistment consideration each time they are within 13 months of their original expiration of term of service.

2019 AFH-1

8.10. Selective Reenlistment Program

The Selective Reenlistment Program applies to all enlisted personnel by which commanders, directors, and supervisors evaluate first-term, second-term, and career Airmen to ensure the Air Force retains those who consistently demonstrate the capability and willingness of maintaining high professional standards. First-term Airmen receive selective reenlistment consideration when they are within 15 months of their expiration of term of service. Second-term and career Airmen with less than 19 years of total Regular Air Force federal military service are considered within 13 months of the original expiration of term of service. Career Airmen receive selective reenlistment consideration within 13 months of completing 20 years of total Regular Air Force federal military service. Career Airmen who have served beyond 20 years of total Regular Air Force federal military service receive selective reenlistment consideration each time they are within 13 months of their original expiration of term of service.

2021 E6 Study Guide

7.11. Selective Reenlistment Program Considerations

Commanders and civilian directors consider enlisted performance report ratings, unfavorable information from any substantiated source, the Airman's willingness to comply with Air Force standards, and the Airman's ability (or lack thereof) to meet required training and duty performance levels when determining if a member may reenlist. Supervisors should carefully evaluate the Airman's duty performance and review the Airman's personnel records, to include the AF Form 1137, Unfavorable Information File Summary, if applicable, before making a recommendation to unit commanders and civilian directors concerning the Airman's career potential.

Non-Selectee. If an Airman is not selected for reenlistment, an AF Form 418, Selective Reenlistment Program Consideration, is completed, and the Airman is informed of the decision. The commander sends the completed form to the military personnel flight after the Airman signs and initials the appropriate blocks. The commander must make sure the Airman understands the right to appeal the decision. The Airman has up to three calendar days to render an appeal intent. The Airman must submit the appeal to the military personnel flight within 10 calendar days of the date he or she renders the appeal intent on the form.

Appeal Authority. The specific appeal authority is based on an Airman's total active federal military service. The appeal authority for first-term Airmen and career Airmen who will complete at least 20 years of total active federal military service on their current expiration of term of service appeal selective reenlistment program non-selection is the respective group commander. The appeal authority for second-term and career Airmen who will complete fewer than 16 years of total active federal military service on their current expiration of term of service is the respective wing commander. The appeal authority for second-term and career Airmen who will complete at least 16 years of total active federal military service but fewer than 20 years of total active federal military service on their current expiration of term of service, is the Secretary of the Air Force. The decision of the appeal authority is final. The appeal authority's decision is documented and the Airman is advised of the outcome. Commanders may also conduct selective reenlistment consideration at any time outside the standardized window.

2019 AFH-1

8.11. Selective Reenlistment Considerations

Commanders and directors consider enlisted performance report ratings, unfavorable information from any substantiated source, the Airman's willingness to comply with Air Force standards, and the Airman's ability (or lack thereof) to meet required training and duty performance levels when determining if a member may reenlist. Supervisors should carefully evaluate the Airman's duty performance and review the Airman's personnel records, to include the AF Form 1137, Unfavorable Information File Summary, if applicable, before making a recommendation to unit commanders and directors concerning the Airman's career potential.

Non-Selectee. If an Airman is not selected for reenlistment, an AF Form 418, Selective Reenlistment Program Consideration for Airmen in the Regular Air Force/Air Force Reserve, is completed, and the Airman is informed of the decision. The commander must make sure the Airman understands the right to appeal the decision. The Airman has up to three calendar days to render an appeal intent. The Airman must submit the appeal to the military personnel section within 10 calendar days of the date he or she renders the appeal intent on the form. The commander sends the completed form to the military personnel section after the Airman signs and initials the appropriate blocks.

Appeal Authority. The specific appeal authority is based on an Airman's total Regular Air Force federal military service. The appeal authority for first-term Airmen and career Airmen who will complete at least 20 years of total Regular Air Force federal military service on their current expiration of term of service appeal selective reenlistment program non-selection is the respective group commander. The appeal authority for second-term and career Airmen who will complete fewer than 16 years of total Regular Air Force federal military service on their current expiration of term of service is the respective wing commander. The appeal authority for second-term and career Airmen who will complete at least 16 years of total Regular Air Force federal military service but fewer than 20 years of total Regular Air Force federal military service on their current expiration of term of service, is the Secretary of the Air Force. The decision of the appeal authority is final. The appeal authority's decision is documented and the Airman is advised of the outcome.

2021 E6 Study Guide

7.12. Noncommissioned Officer Career Status Program

The Noncommissioned Officer Career Status Program extends the length of reenlistments for active duty Airmen. All Airmen who have been selected for continued service by their commander/civilian director (to include those with approved waivers), and who have at least 12 years total active federal military service on date of discharge (day prior to reenlistment) will be reenlisted for an unspecified period. These Airmen will serve up to their High Year of Tenure based on current grade, or if promoted, projected grade unless sooner separated by Air Force policyor law under the NCO Career Status Program. Airmen who serve 20 or more years of total active federal military service may retire, if otherwise eligible, no later than the first day of the month following High Year of Tenure.

This program streamlines the reenlistment and extension process and alleviates unnecessary administrative actions for Airmen, supervisor chains, and military personnel flights.

2019 AFH-1

Not in 2019 AFH-1

2021 E6 Study Guide

7.13. Career Job Reservation Program

Because of various career force size and composition restrictions, there are times when the Air Force must place a limit on the number of authorized first-term Airmen who may reenlist. The Career Job Reservation (CJR) Program exists to assist in the management of first-term Airmen reenlistments by Air Force Specialty Code (AFSC) to prevent surpluses and shortages. All eligible first-term Airmen must have an approved CJR to reenlist. Airmen are automatically placed on the career job applicant list on the first duty day of the month during which they complete 35 months on their current enlistment (59 months for six-year enlistees), but no later than the last duty day of the month during which they complete 43 months on their current enlistment (67 months for six- year enlistees). To keep their approved CJR, Airmen must reenlist on or before the CJR expiration date. CJRs may be constrained (limited) quotas or unconstrained (unlimited) quotas.

Constrained: First-term Airmen in constrained AFSCs have limited quotas, when available and compete for a CJR. Commanders or civilian directors recommend award of CJRs to Airmen in constrained AFSCs where an allocation has been awarded. Approval of CJRs are made at the group commander level or equivalent. Commanders or civilian directors may recommend First Term Airmen for award of a CJR anytime during the Airman's CJR window. Airmen outside their CJR window are not eligible for award of a CJR. Airmen's EPRs must reflect that the member has met the minimum expectation and not have an unfavorable information file, lost time, or record of active nonjudicial punishment on their current enlistment in order to be considered for a CJR. The Airman's job performance, demonstrated leadership, how the Airmen exemplifies Air Force core values, and ability to succeed in the AFSC should also be considered. Upon Airmen entering their CJR window, commanders or civilian directors are encouraged to advise Airmen on their potential for a CJR and when appropriate, encourage retraining.

When constrained AFSCs are implemented, Air Force Personnel Center issues CJR quotas on a fiscal year basis and selection authorities may consider Airmen by board, nomination packages, etc. Airmen who are on the CJR waiting list and whose AFSC is removed from the constrained list will receive a CJR. Airmen who are removed from the waiting list prior to the AFSC being removed, will not receive supplemental consideration. If eligible, Airmen qualify for award of a CJR when an allocation exists and the Airman is in their CJR eligibility window. When the group commander (or equivalent) approves an Airman for award of a CJR, Air Force Personnel Center will verify an allocation exists and will reduce the number of remaining CJRs accordingly. NOTE: Approved CJRs do not expire until the Airman's date of separation.

Unconstrained: Airmen in unconstrained AFSCs do not compete for a CJR. Airmen are automatically awarded the CJR on the first duty day of the month during which they complete 35 months on their current enlistment (59 months for six-year enlistees), but no later than the last duty day of the month during which they complete 43 months on their current enlistment (67 months for six-year enlistees), provided they have been selected for continued service by their commander/civilian director under the selective reenlistment program.

2019 AFH-1

8.12. Career Job Reservation Program

Because of various career force size and composition restrictions, there are times when the Air Force must place a limit on the number of authorized first-term Airmen who may reenlist. The Career Job Reservation (CJR) Program exists to assist in the management of first-term Airmen reenlistments by Air Force Specialty Code (AFSC) to prevent surpluses and shortages. All eligible first-term Airmen must have an approved CJR to reenlist. Airmen are automatically placed on the career job applicant list on the first duty day of the month during which they complete 35 months on their current enlistment (59 months for six-year enlistees), but no later than the last duty day of the month during which they complete 43 months on their current enlistment (67 months for six-year enlistees). To keep their approved CJR, Airmen must reenlist on or before the CJR expiration date.

When the number of CJR applicants exceeds the number of available quotas, the Air Force Personnel Center must use a rank-order process to determine which Airmen will receive an approved CJR. Airmen compete for a CJR in their respective initial term of enlistment group (four-year or six-year enlistees). Applicants are ranked using the following factors: Unfavorable Information File (automatic disqualifier), top three performance reports, current grade, projected grade, date of rank, and total Regular Air Force federal military service date. Applicants are placed on the Air Force-wide career job applicant waiting list when there are no CJRs available. An Airman's position on the waiting list is subject to change as his or her rank-order information changes or as new Airmen apply. Airmen may remain on the waiting list until their 43rd month on their current enlistment (67th month for six-year enlistees).

Note: When Airmen are placed on the waiting list in their AFSC, they may request a CJR in an additionally awarded Air Force specialty if quotas are readily available and if all criteria are met. Supervisors should encourage Airmen to pursue retraining into a shortage skill if a CJR is not immediately available.

2021 E6 Study Guide

7.15. Selective Retention Bonus

The Selective Retention Bonus (SRB) Program is a monetary incentive paid to Airmen serving in certain selected critical military skills who reenlist for additional obligated service. The bonus is intended to encourage the reenlistment of sufficient numbers of qualified enlisted personnel in military skills with either demonstrated retention shortfalls or high training costs. Airmen in SRB skills who reenlist or extend their enlistment in the active for at least three years are eligible for an SRB provided they meet all criteria listed in AFI 36-2606, Reenlistment and Extension of Enlistment in the United States Air Force. Airmen can expect to serve in the SRB specialty for the entire enlistment for which the bonus was paid.

SRB designations are established by zones, which are determined by the total active federal military service of Airmen at the time of reenlistment or the date they enter the extension. Eligible Airmen may receive an SRB in each zone (A, B, C or E), but only one SRB per zone.

SRBs are calculated using one month's base pay, multiplied by the number of years reenlisting or extending, multiplied by the SRB multiple as listed on the authorized SRB listing. The maximum SRB per zone is $100,000.

Note: The Airman's base pay on the date of discharge is used to calculate the SRB. Therefore, if an Airman was promoted to Staff Sergeant on 1 May and reenlisted on 1 May, the SRB would be calculated on the base pay of the day prior to the reenlistment as Senior Airman.

2019 AFH-1

8.14. Selective Retention Bonus

The Selective Retention Bonus (SRB) Program is a monetary incentive paid to Airmen serving in certain selected critical military skills who reenlist for additional obligated service. The bonus is intended to encourage the reenlistment of sufficient numbers of qualified enlisted personnel in military skills with either demonstrated retention shortfalls or high training costs. Airmen in SRB skills who reenlist or extend their enlistment in the Regular Air Force for at least three years are eligible for an SRB provided they meet all criteria listed in AFI 36-2606, Reenlistment and Extension of Enlistment in the United States Air Force. Airmen can expect to serve in the SRB specialty for the entire enlistment for which the bonus was paid.

SRB designations are established by zones, which are determined by the total Regular Air Force federal military service of Airmen at the time of reenlistment or the date they enter the extension. Eligible Airmen may receive an SRB in each zone (A, B, C or E), but only one SRB per zone.

SRBs are calculated using one month's base pay, multiplied by the number of years reenlisted, multiplied by the SRB multiple as listed on the authorized SRB listing. The maximum SRB per zone is $90,000.

Note: The Airman's base pay on the date of discharge is used to calculate the SRB. Therefore, if an Airman was promoted to Staff Sergeant on 1 May and reenlisted on 1 May, the SRB would be calculated on the base pay of the day prior to the reenlistment as Senior Airman.