CIVILIAN PERSONNEL CIVILIAN CAREER PROGRAM MANAGEMENT

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP90-00530R000500930008-2
• Release Decision: RIFPUB
• Original Classification: K
• Document Page Count: 21
• Document Creation Date: December 27, 2016
• Document Release Date: January 8, 2013
• Sequence Number: 8
• Publication Date: October 28, 1985
• Content Type: MISC

- Declassified and Approved For Release 2013/01/08: CIA-RDP90-00530R000500930008-2
DEPARTMENT OF THE AIR FORCE AF REGULATION 40-110
+Headquarters US Air Force
Washington DC 20330-5000 28 October 1985
o'
Civilian Personnel
CIVILIAN CAREER PROGRAM MANAGEMENT
This regulation provides the structure, responsibilities, procedures, and implementation guidance for civilian career
programs in the Air Force. It applies Air Force-wide to employees in the competitive service and those employees
in the excepted service with eligibility for noncompetitive conversion to a competitive service appointment. This
publication also applies to all Air Force activities and is used by functional management, Civilian Personnel Offices
and affected civilian employees. This regulation does not apply to the Air National Guard or the US Air Force
Reserve Units. It implements Department of Defense (DOD) Directive 1430.2, 13 June 1981; the US Air Force Man-
power and Personnel Plan; the US Air Force Affirmative Employment Program; and the Air Force Disabled
Veterans Affirmative Action Program. AFR 40-7 contains career management information for nonappropriated fund
employees. This regulation contains instructions for the collection, use, and disclosure of information that is subject
to the provisions of the Privacy Act of 1974 and AFR 12-35. The authority for the system of records in this regula-
tion is 5 U.S.C. 4103, 4115, and 4118.
Paragraph Page
Section A?Authority
Program Authority
1
2
Relationship to Staffing, Training, and Development
2
2
Section B?Policy, Goals, and Coverage
Air Force Policy on Civilian Career Management
3
Civilian Career Management Goals
4
2
Employees and Positions Covered
5
2
Section C?Responsibilities
Director of Civilian Personnel (HQ USAF/MPK)
6
3
Chief, Office of Civilian Personnel Operations (OCPO/MPK)
7
3
Functional Chiefs
8
4 -"v
Section D?Career Program Management Structure and Responsibilities
Career Program Policy Council
9
4
Career Management Division (OCPO/MPKC)
10
4
-MAJCOM or Comparable Organizations
11
5
Installations
12
5
Section E?Developing New Career Programs
Definition Phase
13
Section F?Career Program Requirements
? Work Force Analysis
14
Program Scope
15
Career Patterns
16
7
Career Program Referral System Procedures
17
7
Identification of Exceptional Performers and Highly Qualified Personnel With
Potential
8
7
Career Interns
19
Career Broadening ?20
8
Affirmative Employment Program Plans
21
9
Master Development Plan (MDP)
22
9
Supersedes AFR 40-110, Volume I, 30 December 1977. (See signature page for summary of changes.)
No. of Printed Pages: 19
OPR: MPKS (Ms. Susan Atwater)
Approved by: Mr. J. Craig Cutnbey ?
Writer-Editor: Novella S. Hill
Distribution: F; X (Special Non-Air Force List Kept By Publications Distribution Center.)
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2 AFR 40-110
Section G?Managing Career Programs
a.
28 October 1985
Paragraph Page
Mobility
23
9
Appraisals
24
10
Staffing and Classification
25
10
Training and Development
26
12
Section H?Other Career Program Requirements
Relationship to Other Career Programs
27
12
Grievances and Complaints
28
13
Program Evaluation
29
13
Section I?Documentation, File Maintenance, and Supplementation
Documentation and File Maintenance
30
13
Publication of Subsequent Volumes and Supplementation
31
13
Attachments
1. Existing and Proposed Career Programs
14
2. Terms Explained
15
3. Sample Mobility Agreement
17
4. Geographic Location Table
18
Form Prescribed
AF 2675, Civilian Career Program Registration and Geographic Availability 18 8
Section A?Authority
1. Program Authority. The Civil Service Reform Act
(Public Law 95-454) requires for executive management
in the federal government to be responsive to the needs,
policies, and goals of the nation and to be of the highest
quality. Specifically it requires agencies to provide for
the systematic development of highly competent senior
executives. The Office of Personnel Management
(OPM) has established requirements for the systematic
development of candidates for the Senior Executive Ser-
vice (SES) and for the continuing development of senior
executives.
2. Relationship to Staffing, Training, and Development.
This regulation will be used in conjunction with AFRs
40-410, 40-920, and the appropriate 40-300 series regu-
lations. This regulation contains the basic requirements
for the design and implementation of Air Force-wide
career programs. Volumes to this regulation will be
established for each functional career program specify-
ing only the unique qualities and requirements of the
function necessary for success of the career program.
Section B?Policy, Goals, and Coverage
3. Air Force Policy on Civilian Career Management. It
is Air Force policy to promote Air Force-wide career
programs which identify and develop civilian personnel
with exceptional potential and performance to progress
to key management positions and to increase produc-
tivity and effectiveness in accomplishing Air Force mis-
sion requirements.
4. Civilian Career Management Goals. The primary goal
of civilian career management 'is to develop employees
with strong professional, technical, managerial, and
administrative skills to satisfy current and future Air
Force mission needs. This is accomplished by assessing
the current force in relation to an objective force as
described in the US Air Force Manpower and Personnel
Plan. Secondary goals of civilian career management
are as follows:
a. Identify and encourage qualified individuals to
make a career in the Air Force.
b. Provide employees with the opportunity to
improve their skills and progress through the organiza-
tion.
c. Give employees a rewarding work experience to
suit their abilities and desires, while meeting Air Force
mission and staffing needs.
d. Provide the means to identify and staff key posi-
tions within each career program with exceptional per-
formers and highly qualified employees available Air
Force-wide.
e. Assure planned developmental actions (training,
career broadening assignments, education, etc.) are
related to performance, and knowledge, skill, and ability
(KSA) requirements necessary to successfully perform in
higher-level positions.
5. Employees and Positions Covered:
a. Employees. Employees in the career executive
force are covered by the Air Force career programs,
attachment 1. Requirements for these forces are as fol-
lows:
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AFR 40-110 28 October 1985
(1) Permanent employees as defined in the intro-
duction to this regulation.
(2) Permanent employees under the Federal Wage
System (FWS) in positions with normal career patterns
through covered General Schedule (GS) positions.
(3) Employees in the excepted service with eligibil-
ity for noncompetitive appointment to a competitive ser-
vice position. Exceptions to this, if any, are covered in
individual career program volumes.
b. Positions. Positions included within a career
ladder are of two basic types; career general and career
executive. Career executive positions are further
identified as career essential, career broadening, career
intern, and cadre reserved. A career program may iden-
tify some of their career executive positions for fill by
exceptional performers; see section F, paragraph 18, (for
programs having a cadre, these equate to cadre reserve
positions). The career executive positions are normally
classified at grades GS-12 through GS- or General
Manager (GM)-15. Individual career program needs
can, however, dictate the establishment of lower-grade
positions as career executive. These positions are com-
petitive service appropriated fund positions in the GS or
GM pay plans; Air Reserve Technician positions are
excluded. Any other exceptions will be addressed in
individual volumes.
c. SES. The Air Force SES comprises all executive
managerial positions above the GS- or GM-15 level and
below Executive Level IV. See AFRs 40-2 and 40-920
for further information. Career program registrants GS-
or GM-15 constitute the primary feeder group for the
SES Candidate Development Program. For programs
having a cadre, cadre membership is necessary to be
considered for this program. For all other career pro-
grams, candidates will be selected from those identified
as exceptional performers.
Section C?Responsibilities
6. Director of Civilian Personnel (HQ USAF/MPK):
a. Provides regulatory policy guidance, direction, and
leadership for Air Force-wide career programs.
b. Serves as a voting member (or designates a
representative to serve) on each career program policy
council.
c. Implements Air Force-wide career programs
through the Office of Civilian Personnel Operations
(0CP0).
d. Develops objective force structures.
e. Sets requirements for central control of allocation
of personnel resources necessary to support Air Force-
wide career intern and career management development,
education, and training programs.
f. Develops, approves, and releases for publication
career management directives.
g. Integrates Air Force-wide career programs with
DOD, government-wide, and similar programs.
3
h. Ensures that the Air Force established affirmative
employment and handicapped program goals are a part
of the total program effort.
i. Provides instructions and guidance for developing
budget estimates and requirements to support career pro-
grams; for example, permanent-change-of-station (PCS)
travel, per diem, etc., and centralized civilian training
not funded centrally by another source.
7. Chief, Office of Civilian Personnel Operations
(OCPO/MPK):
a. Implements the Air Force Plan for Executive and
Management Development for career management pro-
grams.
b. Conducts formal evaluations at installation, major
command (MAJCOM) and comparable organizations,
and HQ USAF levels to measure program status, iden-
tify problems, and provide reports of findings to career
and functional managers.
c. Develops recommendations concerning the estab-
lishment of career programs.
d. Convenes the initial ad hoc work group for a new
career program.
e. Provides technical expertise during the develop-
ment of career program directives.
f. Develops Air Force-wide intern recruitment and
training plans.
g. Provides guidance and assures compliance with
regulatory and statutory requirements in the administra-
tion of Air Force programs.
h. Assures space quotas and selection criteria for
long-term, full-time (I1TFT) training programs are
managed effectively through the career program struc-
ture.
i. Implements, maintains, and evaluates ongoing
career programs.
j. Develops and implements an affirmative employ-
ment program plan for each career program and assures
handicapped employee goals are a part of this effort.
k. Provides documentation, support information and
recommended changes to HQ USAF/MPK for
appropriate directive and regulation update and revision.
1. Assures program continuity and consistency of
approach for career programs:
m. Assures career intern needs for career programs
are defined and documented.
n. Provides data to HQ USAF/MPK in support of
objective force structure development.
o. Provides input to appropriate officials on total
force management requirements.
p. Provides information to appropriate officials on
manpower planning as it pertains to career management
programs.
q. Keeps command directors and central civilian per-
sonnel officers informed of career program plans, status,
training and actions impacting on civilian personnel
management.
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4 AFR 40-110 28 October 198.'5
8. Functional Chiefs:
a. Select members of the Career Program Policy
Council.
b. Provide resources for the Career Program
PALACE Team, career broadening, and career program
intern positions.
c. Define program needs and functional input to set
up or revise career programs.
d. Give direction in identifying career executive posi-
tions.
e. Provide direction for the identification and
development of exceptional employees.
f. Provide direction (including requirements for
supervisory, managerial, technical, and proficiency edu-
cation and training and career broadening experiences)
to career program managers for development of employ-
ees.
g. Provide direction to functional management on
career intern programs including training, development,
and cross-training requirements.
h. Support the US Air Force affirmative employment
programs as an integral part of the career program.
i. Advise OCPO/MPKC of anticipated reorganiza-
tions, realignments, and mission and program changes
that may impact on career programs.
j. Assess goal accomplishments.
Section D?Career Program Management Structure and
Responsibilities
9. Career Program Policy Council:
a. Establishing a Career Program Policy Council. The
functional chief establishes the career program policy
council for the functional area an serves as chairperson
for it. The policy council determines the needs of the
career group within the regulatory policies and guide-
lines set by HQ USAF/MPK. Objectives, scope, and
policies for the specific career program are determined
by the council. The functional chief may alter the com-
position of the council if required by the specific career
program. The council meets at least annually.
b. Membership. The council normally is composed
of:
(1) The functional chief.
(2) Senior military functional manager (normally
Brigadier General or above).
(3) A senior civilian in the functional area at the
Air Staff level.
(4) HQ USAF/MPK or designee.
(5) A senior functional specialist from each of three
MAJCOMs or comparable organizations (designation of
MAJCOM to be made by the functional chief on a 2-
year rotational basis).
(6) Chief, OCPO/MPKC (nonvoting, ex-officio
technical advisor).
(7) The Career Program Manager (OCPO/MPKC)
will serve as the Executive Secretary.
c. Responsibilities:
(1) Determine the functional objectives and policies
specific to the particular career management program.
(2) Designate and convene ad hoc or advisory
panels or planning council, as necessary.
(3) Determine annual schedule of key career pro-
gram actions.
(4) Approve criteria which identifies exceptional
performers for consideration for higher-level key
managerial positions.
(5) Approve criteria for selection of career execu-
tive positions.
(6) Approve designation of positions as career
executive.
(7) Adjudicate MAJCOM and comparable organi-
zation requests for addition or deletion of career execu-
tive positions.
(8) Approve criteria for selection of program parti-
cipants as nominees for LTFT training and other Air
Force-wide competitive programs.
(9) Approve criteria for the selection and develop-
ment of participants in the Career Intern Program.
(10) Approve criteria to be used in the selection of
nominees for formal training, development, and assign-
ment to career broadening positions (includes master
development plans (MDP)).
(11) Approve affirmative employment program
plans and is ultimately responsible for goal attainment.
(12) Evaluate career program progress or deficien-
cies.
10. Career Management Division (OCPO/MPKC):
a. Manage the career programs for the applicable
career group through the PALACE Team.
b. Identify career program positions in conjunction
with functional managers.
c. Validate career program developmental require-
ments, PCS requirements, provide input, and monitor
budgeting and financial planning as appropriate.
d. Identify and rank candidates for all career execu-
tive positions in the respective career program accord-
ing to the Air Force Merit Promotion Plan.
e. Prepare promotion certificates and reassignment or
change-to-lower-grade referral lists.
f. Administer the career intern training program con-
sistent with the US Air Force Manpower and Personnel
Plan and objectives for the career group.
g. Maintain liaison with functional chief to make sure
that the needs of functional managers are being satisfied
within regulatory and statutory requirements.
h. Give career program advice, guidance, and assis-
tance to functional managers.
i. Evaluate civilian progression opportunities within
the total force structure and recommend changes as
appropriate.
j. Implement an executive and management develop-
ment program for the career group assigned, to meet
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AFR 40-110 28 October 1985
functional and Air Force-wide objectives.
k. Set up, publicize, and administer (in conjunction
with the respective functional chiefs) the process for
identifying exceptional performers and highly qualified
employees for management development.
1. Set up and maintain career patterns based on posi-
tion analysis.
m. Recommends parameters of the career program;
that is, primary and secondary series to be included in
the career group.
n. Analyze program positions with functional
management to determine required KSAs. Assist in the
preparation of promotion evaluation patterns (PEP).
o. Recommend, where practicable, the development
of standard position descriptions for career program
positions, including standardized skill coding.
p. Counsel program participants on Air Force-wide
career opportunities.
q. Serve as Executive Secretary on Career Program
Policy Council, as determined by the chairperson. Sup-
port panel and ad hoc work group meetings.
r. Administer career broadening program.
s. Develop and submit to the appropriate Career
Council for approvals MDPs for each occupational
series represented in career program positions managed.
t. Input annually to budget requirements for centrally
funded training and development.
u. Budget annually for PCS funds associated with
career program selections.
v. Establish Affirmative Employment and Handi-
capped Program plans for policy council approval.
w. Assures that servicing central civilian personnel
offices (CCPO) are kept informed in a timely manner
regarding all recruitment and referral actions, especially
career broadening and career intern positions.
11. MAJCOM or Comparable Organizations:
a. Functional Management:
(1) Evaluates career management programs for,
and responsiveness to, functional needs.
(2) Participates in the development and mainte-
nance of career patterns and standard PEPs for those
positions covered by career programs.
(3) Develops an internal effort to encourage com-
mand support of career management programs.
(4) Provides the technical factors for use in the
identification of high-potential employees.
(5) Assists in the identification of potential career
broadening, career intern, and career executive positions
(including designation of cadre reserved in programs
having a cadre).
(6) Provides career development counseling for
employees.
(7) Provides members for career program panels
and ad hoc work groups, as required.
(8) Analyzes positions and organizational structures
to ensure the most effective use of the total manpower
5
resource.
(9) Defines requirements and provides career intern
input for the function within the command.
(10) Validates training requirements (AFR 40-410).
(11) Inputs financial planning and budget data to
support cyclical training in consonance with special
budget instructions.
(12) Provides for appropriate endorsement of per-
formance and promotion appraisals, when required.
Ensures that endorsing officials review documentation of
rating to assure consistency of ratings of equal levels or
quality of performance.
b. MAJCOM or comparable organization Directors of
Civilian Personnel:
(1) Provide leadership and staff assistance to the
command in support of career management programs.
(2) Develop an internal program to ensure that
Central Civilian Personnel Office (CCPO) support career
management programs.
(3) Notify OCPO/MPKC of anticipated manpower
changes, reduction-in-force (RIF) actions, functional
transfers, base closures, etc., that may impact on career
programs.
(4) Approve and prioritize command training
requirements (AFR 40-410).
(5) Review and validate financial planning and
budget data input to the personnel data system-civilian
(PDS-C) in support of career programs (AFR 40-410).
(6) Review and evaluate career management within
their command. Propose to OCPO/MPKC changes in
the career management program to meet needs peculiar
to their command.
12. Installations:
a. The CCPO:
(1) Serves as the office of primary responsibility for
the implementation and administration of career pro-
grams at base level.
(2) Processes program registrations (normally
within 15 calendar days of receipt).
(3) Coordinates program requirements with offices
of collateral responsibility to assure effective accomplish-
ment of attendant position and personnel actions.
(4) Provides career management program assistance
to functional management.
(5) Issues career program information to all
employees and ensures career program documents, di-
rectives, career patterns, and PEPs are readily available
to all supervisors and employees.
(6) Provides guidance to employees concerning Air
Force-wide career program opportunities, and
encourages employees to accurately state geographic
availability (geographic updates are processed within 30
calendar days of receipt and the employee is furnished a
product to verify changes).
(7) Inputs necessary data to the PDS-C in support
of career programs and related financial management
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requirements.
(8) Establishes a management review procedure to
ensure career management requirements are met.
(9) Counsels individual employees on development
needs and career potentials and ensures each employee
audits his or her career brief at least once every 2 years.
(10) Assures accuracy and completeness of PDS-C
career program data.
(11) Administers career development activities for
GS and GM employees in grades not covered by a
career program and FWS equivalents.
(12) Determines basic eligibilities or qualifications
determinations when technical staffing knowledge is
required.
(13) Reports names of intern and career executive
force personnel affected by RIF to OCPO/MPKC
Palace Team program managers.
(14) Processes reassignment, change-to-lower-
grade, and promotion actions from centrally prepared
referral lists or certificates.
(15) Assists managers with the establishment and
design of career program type positions.
(16) Assists managers with the application of stand-
ardized position descriptions.
(17) Assures that employee-management relations
obligations with the union are satisfied.
(18) Notifies the designated PALACE Team of any
classification actions that may effect career program
positions.
b. Supervisors:
(1) Evaluate and rate the performance of each
employee included in a career program.
(2) Counsel employees on a regular basis, especially
when completing appraisals and preparing development
plans.
(3) Make sure that each employee in a career pro-
gram has an individual development plan (IDP) if
required by the particular career program directive.
(4) Encourage employees to assume responsibility
for their career development and to use all career infor-
mation guidance. (Include briefing of new employees.)
(5) Assist in identifying positions to appropriate
career groups and, as appropriate, assist in developing
and maintaining career patterns and PEPs.
(6) Assist in the identification of exceptional per-
formers.
(7) Make sure that interns assigned to the activity
supervised meet the terms of intern development pro-
grams.
(8) Serve or recommend and release employees to
serve as members of panels, ad hoc work groups, etc., to
assist in various functions of career programs, as
required.
(9) Ensure that career registrants are made avail-
able for prevalidated training and development when the
resources are available.
c. Employees:
AFR 40-110 28 October 1985
(1) Verify the accuracy of PDS-C data in the
placement data brief.
(2) Establish their career objectives based on
reviews of MDPs, career patterns, PEPs, performance
records, etc. Work closely with supervisor in develop-
ing an IDP, if appropriate.
(3) Evaluate their training, education, and experi-
ence needs with supervisors.
(4) Notify the career program manager of positions
and locations they desire using the appropriate registra-
tion procedures.
(5) Participate in prevalidated formal training and
development when opportunities are offered, unless pre-
cluded by extenuating circumstances beyond personal
control.
(6) Participate in self-development activities to pro-
mote their career development.
Section E?Developing New Career Programs
13. Definition Phase. An ad hoc work group represent-
ing major functional areas will be convened by
OCPO/MPK. Representation should be designated
from different commands and level of command. The
command with primary mission and the majority of ci-
vilian personnel in the designated occupations and series
plus members from the personnel community are
included in the task group. The chairperson of this
group will be designated by the functional chief. The
purpose of this work group is to do preliminary ground-
work in obtaining installation, MAJCOM, and HQ
USAF functional input for defining Air Force-wide
career program structure. The results of this work
group will be briefed to the Career Program Council
and form the basis for the initial draft regulation.
Career program organizational elements will consist of:
a. Career Program Policy Council.
b. PALACE Team at the ?CPO.
c. Panels or ad hoc work groups, such as PEP work
groups, PEP panels, career development panels, etc.
Section F?Career Program Requirements
14. Work Force Analysis. Identification is made of the
numbers of current Air Force positions, within the
grade structure managed by the career program, from
which a given percentage is designated as career execu-
tive positions (includes career essential, cadre reserved,
career broadening, and career intern positions). A
further identification is made of the numbers of Air
Force employees eligible to compete for these positions.
Annual vacancy projections are then made using such
data as projected retirements, past turnover rate, mission
changes, or anticipated workload increases due to
advanced technology. These projections form the basis
for determining long-term personnel requirements.
Further analysis of work force composition as it pertains
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AFR 40-110 28 October 1985
to specific skill requirements and affirmative employment
goals assists in determining specific areas for marketing
emphasis, targeted recruitment, or training needs.
15. Program Scope. The primary and secondary series
to be included in the program are identified by each pro-
gram.
a. Primary Series. Those occupational series which,
by their classification, reflect work primarily associated
with positions managed by a career program. An exam-
ple is the occupational series 346, Logistics Management
Specialist, which is managed by the Logistics Civilian
Career Enhancement Program.
b. Secondary Series. These are series that may con-
tain skills managed by the career program or series that
are performing specialized tasks in an environment of
concern to the career program where eligibility to move
into a primary series may be obtained. These positions
may be managed by a career program or they may pro-
vide a feeder source for filling primary skills.
16. Career Patterns. Career patterns are basic to any
career program and illustrate the experiences by grade
and occupational series which produce qualified employ-
ees. They will be developed and maintained by career
program managers with the assistance of functional
managers and civilian personnel specialists.
a. Career Patterns:
(1) Represent specific progression possibilities
whether lateral or upward, from entry level to career
positions at the secretariat level, without implied "nor-
mal" rates of progress.
(2) Must be flexible in response to changes in job
content, work priorities, organization patterns, and
management needs.
(3) Must be the result of an analysis of positions in
order to specify KSAs required to do the work.
b. Actions Required to Build Career Patterns:
(1) Establish the relative importance of each posi-
tion to mission accomplishment and categorize each
position as career essential, career general, career intern,
or career broadening.
(2) Gather data on actual civilian position struc-
ture.
(3) Determine, through analysis of positions, the
KSAs required.
(4) Identify patterns among positions, and group
similar positions.
(5) Identify logical lines of progression, both verti-
cal and horizontal, among these positions.
(6) Integrate the overall network of career patterns
into a single career pattern for the career group. Indi-
vidual volumes of AFR 40-110 contain career patterns.
17. Career Program Referral System Procedures:
a. Skills Codes. Skills codes are used in career pro-
grams. As an aid to local CCP0s, each career program
7
develops and publishes skills codes definitions to provide
for Air Force-wide uniformity in defining skills codes.
b. PEPs:
(1) PEPs are validated according to OPM require-
ments and Air Force guidelines. Initially, PEPs will be
developed for career executive positions and distributed
to CCPOs on microfiche. These PEPs may be used as
guides in local development of PEPs for career general
positions. PEPs will be available to supervisors and
employees as guides for career planning.
(2) All PEPs for positions managed by
OCPO/MPKC are formatted for use in the Headquar-
ters Air Force level Promotion and Placement Referral
System. When a vacancy occurs, PDS-C records of
employees registered in the appropriate career program
are automatically screened by use of the PEP. The PEP
uses skills codes which are indicative of the KSAs
required for successful performance of the duties of the
position.
c. Referral Priorities. When a career executive posi-
tion becomes vacant, the servicing CCPO requests a
certificate from the appropriate PALACE Team after
clearing AFR 40-300 priority placement requirements:
(1) Career broadening and intern positions are sub-
ject to Priority A only of the priority placement require-
ments of AFR 40-300.
(2) When filling other career program positions at
the GS- or GM-14 or -15 levels and career program
positions at the GS- or GM-13 level:
(a) A requisition will be submitted to the Central
Referral Activity (CRA) when the Stopper List contains
a priority 1, 2, or 3 candidate for the vacant position.
(b) If the subsequently received resume' indicates
the CRA referred employee is not qualified, the CCPO
so notifies the CRA and requests a certificate from the
appropriate PALACE Team.
(c) If the CRA referred employee appears
qualified, the CCPO will immediately send the referrals
to the appropriate PALACE Team at OCPO/MPKC
for review and appropriate action.
d. Area of Consideration. For career essential posi-
tions, the primary area of consideration is normally all
employees registered in that career program inventory,
for the geographic location of the position. For a cadre
reserved position, the primary area of consideration will
be the cadre (those registered for the geographic loca-
tion of the position). Career broadening positions are
addressed in each career program volume of this regula-
tion. See attachment 2 for definitions, and individual
career program volumes for additional information
regarding cadre membership.
18. Identification of Exceptional Performers and Highly
Qualified Personnel With Potential. Procedures within
each career program are developed to identify excep-
tional performers and highly qualified individuals (in
career programs with a cadre, this equates to cadre
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membership). The first step in this process is career pro-
gram registration. Employees may register if they meet
the unique or specific requirements of the career pro-
gram as specified in the individual volume. Employees
may register in up to six career programs, if qualified,
and may apply for mt5ibership in more than one career
program cadre; however, they can be a member of only
one cadre. If selected for more than one cadre, the
employee must choose the one cadre he or she will
retain membership in. Program registration and applica-
tion for cadre membership is accomplished by preparing
and submittin AF F 2675, 'vilian Career Program
Registration and eograp ic vailability, to the servic-
ing CCPO. See individual volumes on time constraints
for registration.
a. Cadre or exceptional performer selection is a pro-
cess by which the career program identifies the excep-
tional performer or highly qualified employee with pro-
gression potential. Selection criteria and procedures are
addressed in the individual volume.
b. SES candidate pool members are selected using
provisions of AFR 40-920. Employees in career pro-
grams having a cadre must be cadre members to be
selected. Employees in programs without a cadre must
be among those identified as exceptional performers to
be selected.
19. Career Interns. The objective of this program is to
develop outstanding candidates to replace anticipated
personnel losses when needed within the civilian work-
force. Intern programs associated with career programs
are either Air Force centrally managed and funded, such
as PALACE ACQUI1 or managed and funded by
each career program. This volume addresses only those
intern programs which are individually managed by
each career program.
a. Intern Recruitment Program:
(1) Career programs provide the framework for
determining annual career intern requirements through
manpower analyses. Within this framework, affirmative
employment goals will be considered. Inservice place-
ment through internal (for example, upward mobility) as
well as external recruitment efforts may be used to meet
recruitment goals. Interns enter at the GS-5 or GS-7
level (or higher in some programs such as Presidential
Management Intern) and receive training and develop-
ment until they reach a target position or the full perfor-
mance level of the assigned position.
(2) Each year OCPO/MPKC projects anticipated
vacancies for a 5-year period in career program posi-
tions by MAJCOM and other comparable organizations.
As a minimum, the following indicators will be exam-
ined through modeling processes:
(a) Retirement losses.
(b) Resignation and other losses based on experi-
ence.
(c) Anticipated expansions, retrenchments, mis-
AFR 40-110 28 October 1985
sion changes, and workload projections.
b. Intern Selection:
(1) Each career program will describe within its
own volume to this regulation the methods and pro-
cedures for identifying and selecting interns for their
program.
(2) Geographic Mobility Requirement. Each
employee selected for the intern program is required to
sign a mobility agreement (attachment 3). Interns will
not be required to move more than twice from entry to
placement on the target position or position at full per-
formance level.
c. Formal Training and Development Plan. The intern
training consists of orientation sessions and formal
classes coupled with progressively more responsible
work assignments. The formal training plan is detailed
to meet the requirements of the target position. The
MAJCOM or comparable organization submits its pro-
posed formal training plan to OCPO/MPKC.
OCPO/MPKC will review the proposed plan, obtain
Career Council approval and monitor Career Intern
progress and completion according to the formal train-
ing and development plan. The final plan will be sent
by OCPO/MPKC to the servicing CCP() through the
MAJCOM or comparable organization. The formal
training plan will specify formal training and appropriate
time-phase schedule. Requirements for developing the
formal training plan are outlined in AFR 40-410, attach-
ment 4.
d. Information Requirements. The following informa-
tion will be determined by OCPO/MPKC regarding
career program interns:
(1) Number of career program interns needed in
each career program for each of the next 5 years, with
information about how the numbers were derived.
(2) Number of career program interns employed
during the preceding fiscal year with explanations of
significant deviations from the career program intern
forecast.
(3) Costs for such items as tuition and related fees,
travel, PCS, and transportation.
20. Career Broadening:
a. Concept. Career broadening is a structured pro-
gram designed to broaden the experience of high-
potential employees. Employees are placed in positions
providing KSAs that are not normally available. These
experiences will prepare the employees to assume
higher-level supervisory and key managerial jobs.
b. General Information. Each Career Program Policy
Council will develop and administer any career broaden-
ing program for its function. Each career program
volume to this regulation provides details on the
administration of its career broadening program. The
assignment period to career broadening positions is nor-
mally 2 to 4 years but may vary from program to pro-
gram. Mobility requirements are addressed by each
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A:FR 40-110 28 October 1985
career program. This program does not alter any return
rights provided by other appropriate regulations. Candi-
dates for selection to fill an oversea position must meet
all requirements for oversea assignment. Before the end
of an oversea career broadening assignment, (6 to 12
months) the program administrator may review the par-
ticipants development, current desires, Air Force needs,
and probable position vacancies to determine the
appropriate follow-on assignment. An approved training
agreement (for example, DOD-wide) may be used.
c. Types of Positions. There are generally three types
of career broadening positions:
(1) Centrally managed and funded from Program
Element Code 88751 (Civilian Training/Education/
Development). Selection may be made either centrally
or locally as approved by the Career Program Policy
Council.
(2) Locally owned, managed, classified, and funded,
with selection from among centrally referred candidates.
(3) Centrally owned and centrally funded by the
functional chief. Selection may be made either locally
or centrally as approved by the particular career policy
council. These normally are 1- or 2-year assignments.
They may be promotions or reassignments. They may
be flow-through type positions where the employee
enters at a lower level and progresses to the target
grade. The employee may be returned to a different
level of command from that in which the training
assignment was completed.
d. Bridge Positions. These positions allow manage-
ment to meet future Air Force skills requirements by
identifying exceptional performers in dead-end positions
to move into these type positions where needed skills
may be obtained. Except in unusual circumstances,
these positions are locally owned, identified, and filled.
If a career program position is identified for restructur-
ing, approval for any restructuring or resulting action
must be approved by the Career Program Policy Coun-
cil.
21. Affirmative Employment Program Plans. The career
program PALACE Team establishes, in conjunction
with OCPO/MPKCX, Affirmative Employment Pro-
gram Plans (AEPP). The AEPPs cover promotion,
placement, and training and development opportunities
and address disabled veteran and handicapped employee
goals. OCPO/MPKC PALACE Teams provide the
respective policy councils with proposed AEPPs for
approval and will also develop Federal Equal Opportu-
nity Recruitment Plans (FEORP) to identify planned
recruitment of underrepresented groups. Each career
program manager monitors and reports on the progress
of affirmative employment and recruiting in his or her
respective career program. National statistics for the
civilian labor force are the basis for analysis and goal
setting in the FEORP and national available labor force
statistics will be used as the basis for AEPPs in career
programs.
9
22. Master Development Plan (MDP). Each employee
development panel develops an MDP for its career fami-
lies. The MDP is a unique guide to current or future
job-related experience, training, and education important
for successful performance and progression through a
career. The plan includes growth experiences; for exam-
ple, entry-level training and development, special proj-
ects, cross-training, career broadening assignments,
active participation in professional societies including
certification and licenses, etc. The plan also includes
training and experiences to develop managerial and
technical competency. The MDP is developed and pub-
lished in the respective career program volume and
becomes the basis for IDPs and development of formal
training plans.
Section G?Managing Career Programs
23. Mobility:
a. Types of Developmental Mobility. There are four
types of developmental mobility which prepare employ-
ees for more responsible positions.
(1) Organizational Mobility. This is movement
between organizations or between elements of an organi-
zation; between the Air Force and other branches of
government; between MAJCOMs and comparable
organizations and other major subdivisions within the
Air Force, and within a MAJCOM or its subdivisions.
(2) Occupational Mobility. This mobility is a
significant change in the kind of work performed, such
as:
(a) Major occupational change which requires
substantially different qualifications.
(b) Related occupational change in which the
required qualifications and skills are an extension of
those of the previous occupation.
(3) Functional Mobility. Movement between speci-
alties or functions.
(4) Series Mobility. Series mobility occurs when
an employee changes job series within the same career
family which changes duties performed. Classification
corrections inWlich major duties do not change do not
fit this category.
b. Geographical Mobility. Each type of developmen-
tal mobility may or may not involve geographical mobil-
ity. Geographical mobility is a change in permanent
duty assignment from one location to another location
which requires the employee to change place of
residence. These moves will be centrally funded. A
variety of assignments may be obtained within the same
geographical area without changing a place of residence.
PDS-C geographical availability information must be
kept current at all times (AF Form 2675). Attachment 4
lists the geographic locations and codes to be used by
registrants in indicating their availability.
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AFR 40-110 28 October 1985
c. Developmental Assignments. Exchange assign-
ments, details, cross-training, and other developmental
assignments for the career executive and career program
intern are a. normal and vital part of the career develop-
ment process. These assignments will require mobility
of some type (a above). At entry level (career program
intern), mobility is used to familiarize the new employee
with various aspects of the career group. For employ-
ees at the full performance level, mobility can be a
rewarding and broadening influence. It exposes the spe-
cialized person to other specialties and organizational
levels. The careerist's potential may also be measured as
new and different kinds of challenges are presented.
The individual should serve where, when, and in what
role he or she is needed for maximum career broadening
and contribution to mission accomplishment. At the end
of the specified time period, the employee must accept
another assignment which may or may not involve a
geographical move, unless local management, the career
program manager, and the employee mutually agree to
an extension in the current position for a specific time
period. Employee geographic and assignment desires
will be considered, when possible. However, due to the
multiple factors involved in Air Force-wide career
management, no guarantee can be made concerning geo-
graphic or assignment desires. If the individual is reas-
signed to another career broadening position, a new
mobility agreement is required.
d. Mobility Requirements. Procedural requirements
for geographical mobility will be according to AFR 40-
303. When a mobility agreement is required, a written
statement of the conditions will be signed by the
employee and servicing (CCPO) representative as part
of the application process or before the assignment
(attachment 3). The following positions require mobility
as a condition of employment or assignment:
(1) Career Program Intern. The mobility require-
ment will be for the period of time necessary to reach
the target position or the full performance level.
(2) Career Broadening. Such a position requires a
mobility agreement as a condition of employment so that
the position will be vacated after a specified period for
use in continually developing members of the executive
force. Career programs may use an agreement that
stipulates a specific organization as the postbroadening
assignment in lieu of the general mobility agreement.
24. Appraisals. All career programs will use the
appraisal system according to AFR 40-452.
25. Staffing and Classification:
a. General Information:
(1) OCPO/MPKC issues certificates for career ex-
ecutive positions and pays PCS costs of selectee as
authorized by the Joint Travel Regulation (JTR),
volume II. (This also includes PCS costs associated
with career broadening positions designated by the
career program and PCS costs of career interns. See
JTR, volume II, for restrictions on first duty station
moves specified in 5 U.S.C. 5722-3.) A certificate is an
alphabetical listing of names of candidates for considera-
tion in filling a vacancy. Registrants will be referred
only for vacancies for which they have indicated geo-
graphic and grade availability. Certificates are normally
issued within 20 calendar days after receipt of the
request. Career briefs for all certified candidates will be
attached to the certificate. Each career program will
determine who will receive the certificate. In those
instances where it is not provided directly to the servic-
ing CCPO a copy will be simultaneously provided to
them. Processing of all personnel actions remains the
responsibility of the servicing CCPO.
(2) Certificates are valid for a maximum of 45
calendar days from date issued. An extension may be
obtained from OCPO/MPKC through the selecting
official's servicing CCPO. Certificates not used by the
expiration date are returned to the issuing career pro-
gram for final disposition.
(3) The selecting official will use the codes pro-
vided on the certificate form to document selection, non-
selection, or declination of a candidate. The selecting
official will notify selectee and nonselectee(s) of their
selection or nonselection and document the certificate.
Certificates and any appropriate documentation will be
returned by the servicing CCPO to OCPO/MPKC.
(4) If the certificate is returned unused, it must be
fully justified and returned through the MAJCOM or
comparable organization civilian personnel function
before return to OCPO/MPKC. The selecting official
retains responsibility for notifying all candidates that the
certificate was not used.
(5) Selection sources other than Air Force eaiploy-
ees (for example, skills bank, OPM certificates, reinstate-
ment eligibles, non-Air Force federal employees, or Spe-
cial Examining Unit certificates) may be used. (See indi-
vidual career program volumes for specific details on
when other sources may be used.)
b. Staffing Actions:
(1) The CCPO fills career executive positions
according to the placement priorities listed in AFR 40-
300 and the procedure outlined in paragraph 17c. If the
position is not committed to a priority candidate with
placement entitlement outlined above the CCP() sends a
request to OCPO/MPKC to fill the position. The
request must include the following:
(a) Copy of the SF 52, Request for Personnel
Action, or other written notification as specified by the
career program. (Submission must include Civilian Posi-
tion Control Number and Career Program Position
Type (Data Identification Number (DIN) JKA).) To
expedite fill actions, requests may be submitted by tele-
phone or message, providing all required information is
included in the request. In these cases, an SF 52 is
required as a follow-on to the request.
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AFR 40-110 28 October 1985
(b) A current AF Form 1378, Civilian Personnel
Position Description.
(c) An AF Form 1188, Overseas Civilian Person-
nel Request, as required.
(d) Other items if requested by specific career
program.
(2) OCPO/MPKC will comply with the require-
ments of 5 CFR Part 720 (reference Federal Personnel
Manual (FPM) Chapter 720 Subchapter 2) when a
certificate does not adequately provide for consideration
of candidates from any underrepresented group.
(3) Certificates for cadre reserved positions.
OCPO/MPKC prepares and sends the following for
cadre reserved positions:
(a) Cadre Developmental Assignment Certificate
(where appropriate).
(b) Promotion Certificate?Cadre Reserved Posi-
tions. The certificate will usually consist of up to 15
cadre members. If fewer members are available, the
certificate may be increased to at least 15 by supplement-
ing it from the career program inventory. Cadre
members will be identified by an asterisk (*). When
cadre members are available, selection of noncadre
requires the selecting official to justify and document the
selection. The documented justification must show why
the selecting official believes the selectee is better
qualified than the nonselected cadre member. Such
1 documentation must be attached to the certificate when
returned to OCPO/MPKC.
(c) Reassignment or Change-to-Lower-Grade
Certificate?Cadre Reserved Positions. Reassignment
candidates up to 10 (15 in case of ties) may be referred.
NOTE: A priority consideration certificate may be
issued ,to expedite the placement of cadre members who
are completing time-limited assignments, such as career
broadening situations.
(4) Certificates for Career Essential Position Vacan-
cies. OCPO/MPKC prepares and sends the same types
of certificates as mentioned above, except that cadre
members do not receive a referral advantage.
(5) Staffing of Career Broadening Position Vacan-
cies. (A career broadening position vacancy is usually
filled by the reassignment of a cadre member, if avail-
able.) When a vacancy occurs, selection will be made by
a designated panel or the selecting official. Agreements
may be negotiated to return individuals fulfilling career
broadening tours to their previous installation unless oth-
erwise promoted or reassigned. Each career program
volume of this regulation will address individual pro-
gram requirements. Assignments may also be external to
the Air Force under appropriate training agreements and
directives; for example, other DOD components and
Office of the Secretary of Defense.
(6) OCPO/MPKC will use the concept of con-
current considerations; that is, a candidate may be on
referral on more than one certificate at any given time.
(7) Management may noncompetitively reassign
11
employees to vacant career executive positions accord-
ing to provisions included in the specific career program
volume of AFR 40-110. These reassignments require
notification to OCPO/MPKC. Special requirements
regarding reassignment of cadre members or placement
of noncadre personnel or other member of the inventory
into cadre reserved positions will be as specified in the
specific career program volume of AFR 40-110.
(8) Efficiency of the service may require move-
ments directed by the Career Program Division. This
will require coordination with and concurrence of the
senior functional chief and approval of HQ
USAF/MPK. The desires of the individual will be con-
sidered to the extent possible within mission require-
ments.
(9) Staffing Overseas and Foreign Area Career
Executive Positions.
(a) The staffing process for filling oversea and
foreign area career executive positions is accomplished
in the same manner as continental United States posi-
tions and according to Air Force Supplement to FPM
Chapter 301.
(b) Individuals who have served in a foreign area
for 5 years or more, or who cannot complete a new tour
of duty without an extension of the 5-year foreign area
limitation, will not normally be referred for foreign area
career executive positions until they have completed a
2-year residency in the United States, its territories or
possessions.
(c) Individuals recruited from the 50 states and
the District of Columbia for career executive positions
in oversea areas, except positions in the State of Hawaii,
will normally be limited to an authorized period of
employment not to exceed 5 years.
(d) Management initiated requests for exceptions
to (b) and (c) above must be submitted throughout the
servicing CCP? and servicing MAJCOM to the
appropriate PALACE Team for approval by the chair
of the Policy Council. The MAJCOM/DPC will
recommend approval or disapproval based on the fol-
lowing reasons:
1. Assignment of an individual to a hard-to-fill
position.
2. Application of the limitation would have an
adverse impact on mission accomplishment.
3. Completion of a critical project.
4. Personal circumstances, such as imminent
retirement.
(10) Unless specifically addressed above or in a
companion volume, career executive positions must be
filled from certificates issued by the appropriate
PALACE Team. Requests for exceptions will be sub-
mitted to OCPO/MPKC.
(11) After issuance of referral certificates, a supple-
mental certificate with names of additional candidates
identified from the same referral roster used for the ini-
tial certificate may be furnished to the selecting
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AFR 40-110 28 October 1985
supervisor if fewer than five candidates remain on the
original promotion certificate after declinations. Reas-
signment or change to lower grade certificates will not
be supplemented. Supplemental certificates will be
issued only upon written request from the selecting
supervisor.
c. Position Classification:
(1) Servicing CCPOs are responsible for position
classification of career executive positions, as required in
AFR 40-511. When questions of standardization in
classification occur, HQ USAF/MPK provides career
management classification guidance and assistance to
MAJCOM and comparable organization personnel
activities and servicing CCP0s. Any changes made
locally to career executive positions which affect the
content of the position description, title, series, grade, or
skills, knowledges, and abilities will be submitted to the
career program manager for information purposes.
(2) Classification authority for career broadening
positions and career intern positions will be retained by
the personnel organization owning the spaces (usually
OCPO/MPK).
(3) Requests to delete positions from the career
program central referral process (that is, all career exec-
utive positions) must be submitted to OCPO/MPKC for
review and approval before alternate staffing actions
being undertaken.
d. Restrictions on Reassignment or Change-to-Lower-
Grade Referrals. Unless approved by OCPO/MPK and
differences specified in a particular AFR 40-110 volume,
the following guidelines apply:
(1) Registrants will normally not be referred for
reassignment or change-to-lower grade through career
program procedures for 12 months after promotion or
reassignment as a result of selection from a career pro-
gram certificate.
(2) Registrants selected for career broadening
assignments will not be referred for reassignment or
change-to-lower grade through career program pro-
cedures for the duration of the broadening assignment,
unless the other position has known promotion potential.
(3) Usually only reassignment or change-to-lower-
grade eligibles (up to 15) are referred in addition to the
promotion candidates.
26. Training and Development. This includes duty
assignments, job rotation, training, education and self-
improvements intended to systematically develop
employees for filling Air Force positions of increasingly
greater responsibility.
a. Selection Procedures for Training and Development
Through Career Programs:
(1) When developmental assignments enhance
qualifications, selections must be competitive.
(2) Selections for LTFT training is competitive
unless excluded; for example, job related training
required to achieve proficiency in assigned duties is
excluded.
(a) Competitive selection factors for training
peculiar to a career program are included in each career
program volume.
(b) Competitive selection factors for centrally
controlled training not peculiar to a career program,
such as the Armed Forces Colleges, are based on Air
Force-wide standardized criteria established by HQ
USAF/MPKS.
(c) Nominations for LTFT training must be
management initiated and relate to current or future
organization or mission needs. Self-nominations are
discouraged.
b. Individual Development Plan (IDP). When
required by a specific career program, IDPs are
prepared by the employee and the supervisor. The IDP
is based on the MDP, career patterns, PEPs, and indi-
vidual needs. It states short- and long-range career
goals and training and development needs, usually cov-
ering a 3- to 5-year period. The IDP may include for-
mal training courses or programs, work assignments to
broaden the employee's experience and perspective, as
well as self-development activities. An approved IDP
does not, however, guarantee Air Force sponsorship of
any training or development outlined in the plan.
c. Counseling. All participants in a career manage-
ment program get program guidance on Air Force-wide
career opportunities. This guidance may take the form
of direct contact with program administrators at the
OCP0 or may be provided through their supervisors
and the servicing CCP? based on information provided
by the career program manager. The counseling is gen-
eral rather than directive.
d. Executive and Management Development. Execu-
tive and management development is an integral part of
civilian career programs. Based on Air Force guidance
and merit promotion guidelines, each career program
manager develops and implements a process to identify
and develop exceptional employees for long-term execu-
tive and management requirements.
e. Funding. Within available funds, the OCPO will
fund the training and development managed by individ-
ual PALACE Teams. OCPO/MPKCX will either pro-
vide funds or a funding citation to the servicing CCP()
of the employee to be trained. Provisions of JTR
volume II apply.
Section H?Other Career Program Requirements
27. Relationship to Other Career Programs. All career
program guidance external to the Air Force such as
DOD guidance and OPM directives are implemented
through Air Force career program regulations and form
the basis of individual Air Force civilian career pro-
grams.
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AFR 40-110 28 October 1985
28. Grievances and Complaints. Grievances and com-
plaints related to this program will be processed as fol-
lows:
a. For bargaining unit employees not covered by a
collective bargaining agreement and for nonbargaining
unit employees, grievances will be processed according
to AFR 40-771. Complaints of discrimination for such
employees will be processed according to AFR 40-1613.
b. For bargaining unit employees covered by a col-
lective bargaining agreement, grievances within the
scope of the negotiated grievance procedure will be pro-
cessed according to that procedure. Complaints of
discrimination for such employees will be processed
under AFR 40-1613, or (if the negotiated grievance pro-
cedure covers allegations of discrimination) under the
negotiated grievance procedure, but not both. Note that
the same allegation of discrimination cannot be raised
under both AFR 40-1613 and the negotiated procedures.
29. Program Evaluation. As part of the usual evaluation
schedule, evaluations of the program are made by the
?CPO, Evaluation and Operations Division
(OCPO/MPKP), which advises HQ USAF/MPK and
13
OCPO/MPKC of its findings as concerns Air Force
career program policy and effectiveness. Continuous
evaluation is done by functional chiefs or managers and
each Career Program Policy Council. Self-evaluation
by OCPO/MPKC and career program PALACE Teams
is based on an analysis of progress in meeting stated
Career. Program Policy Council objectives.
Section I?Documentation, File Maintenance, and Supple-
mentation
30. Documentation and File Maintenance. Files created
within career programs will be maintained and disposed
of according to AFR 12-50, volume II.
31. Publication of Subsequent Volumes and Supplementa-
tion. Subsequent volumes of this regulation will con-
form to the policy and guidance outlined in this volume.
MAJCOMs or comparable organizations may supple-
ment this regulation according to AFR 40-171 only to
the extent of assigning specific internal functional
responsibilities. Supplements, if any, will be sent to HQ
USAF/MPKS, for approval before publication.
BY ORDER OF THE SECRETARY OF THE AIR FORCE
OFFICIAL CHARLES A. GABRIEL, General, USAF
Chief of Staff
JAMES H. DELANEY, Colonel, USAF
Director of Administration
SUMMARY OF CHANGES
This revision establishes common procedures for Air Force career programs, throughout; implements current higher-
level directives involving career programs (purpose para); clarifies certain terminology, definitions, and responsibili-
ties, and provides instructions to CCPOs regarding priority placement requirements (para 17); and provides instruc-
tions to CCPOs regarding priorities to designated positions, staffing, and classification matters (para 28).
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14 AFR 40-110 Attachment 1 28 October 1985
EXISTING AND PROPOSED CAREER PROGRAMS
PDS-C Code Career Program
A Administration
Public Affairs
Comptroller, Financial Management
Engineering and Services
Tr) Information Systems
Inspector General
Intelligence
Judge Advocate General
Civilian Personnel
Plans and Operations (Includes Air Reserve
Technician Officer Program Administration)
Engineers and Scientists (Rpseara, Development,
Testing, and Engineering))
Safety, Security, and Special Investigations*
Surgeon General
Logistics
P. Commissary
IQ) Acquisition (Contracting, Manufacturing, Production)
1 Manpower
2 Morale, Welfare, and Recreation
3 Technical Training
4 Military Personnel
5 Education Services
6 Social Actions
7 Historians,
* For career program registration, each function has been assigned a different code: Safety-L, Security-8, Special
Investigations-9.
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AFR 40-110 Attachment 2 28 October 1985
TERMS EXPLAINED
Terms used throughout all volumes of this regulation are
defined as follows:
Cadre Member or Exceptional Performer?High-potential
members of career program inventories who receive
priority consideration for management, executive, and
developmental training; first consideration for promo-
tion; personal career advisory services from
OCPO/MPKC; priority consideration for career
broadening positions; and Air Force-wide top manage-
ment visibility as high potential employees.
NOTE: Any career program may use a cadre or excep-
tional performer concept.
Cadre or Exceptional Performers Developmental Assign-
ment Plan?A centrally administered plan developed by
the PALACE Team to reflect future developmental
assignment consideration for cadre or exceptional per-
formers.
Cadre Reserved Position?Specified career executive
positions for which cadre members get first considera-
tion. These are positions which are organizationally
critical to Air Force mission accomplishment.
Career Broadening Position?A career executive position
which will provide broadening experiences. Centrally
owned positions are under the authority and overall
administrative control of the particular career program
manager.
Career Development?The orderly growth and improve-
ment of each person's potential to meet professional and
personal career objectives.
Career Enhancement and Management Program?A pro-
gram designed for each career group to manage
employee procurement, development, and utilization Air
Force-wide.
Career Essential Position?A position which has been
designated as being of prime importance to mission
accomplishment. Such positions are at the upper grade
levels of each career program, and are usually filled
from among candidates in the executive force inventory.
Career Executive Force?All registrants in a particular
career program usually referred to as "inventory". It
includes cadre members and exceptional performers.
The career executive force is synonymous with execu-
tive force inventory.
Career Executive Position?A position which is centrally
managed by a career program PALACE Team. The
positions are of prime importance to the Air Force
15
mission and offer unusual developmental or broadening
opportunities. Career executive positions may be
categorized as cadre reserved, career essential, career
broadening, or career intern.
Career Family?Positions within one or more occupa-
tional series related by functional and organizational
considerations. For example, Management Assistant,
GS-344; Industrial Engineer, GS-896; etc., positions are
in the manpower and management engineering career
family; General Supply Specialist, GS-2001; Supply
Management Specialist, GS-2003; Storage Specialist,
GS-2030; etc., positions are in the supply career family.
Career General Force?All employees GS-1 through GS-
or GM-15 or equivalent who are not in the career exec-
utive force. This group is managed at base level.
Career General Position?A position within a designated
career group which has not been identified as career
executive.
Career Group?One or more career families related by
patterns of development and promotion. It provides a
range of occupations and grade levels which offer long-
term opportunities and incentives for personal develop-
ment. A career group is the primary unit upon which
career programs are based. Examples are the Civilian
Personnel; Manpower; Military Personnel; Morale, Wel-
fare, and Recreation; Educational Services; and Techni-
cal Training career families identified within the man-
power and personnel career group. (See attachment 1
for a listing of career groups.)
Career Intern Force?Centrally managed entry-level
employees in mfessional, technical and administrative
series who receive training under a formal training plan.
Career Intern Position?A career executive position
below the journeyman level which has been designated
as being in an intern program.
Career Management?The continuing process by which
employee potential is identified, developed, and admin-
istered under an integrated personnel management sys-
tem.
Career Pattern?A network of Air Force positions
within a career group which possess common progres-
sion paths.
Career Program?A comprehensive operating plan for
administering an occupation or cluster of occupations
(career group); includes work force analysis, forecasting
and planning, and the systematic selection, development,
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16
assessment, and use of employees identified with the
career group.
Career Program Administrator?The individual within a
PALACE Team responsible for managing one or more
career families within an Air Force-wide career group.
Career Program Designator?Personnel Data System-
Civilian (PDS-C) code used to identify the organiza-
tional level from which the career program originates;
that is, Air Force, DOD, or government-wide. The
data identification number (DIN) is PDB.
Career Program Identifier?Personnel Data System-
Civilian (PDS-C) code used to identify the specific
career program; for example, logistics, intelligence, etc.
Career Program Manager?The individual responsible
for managing one or more Air Force-wide career
groups; that is, OCPO/MPKC branch chiefs.
Career Program Policy Council?A group of senior func-
tional managers representing different levels of command
and diverse MAJCOM or comparable organizations
designated to assist the career program functional chief
in developing objectives and requirements for their
career program.
Career Program Referral System?Central referral of
candidates from OCPO/MPKC to fill career executive
positions.
Central Skills Bank?An automated inventory of appli-
cants who have voluntarily preregistered for a specific
location.
Current Force?For the purpose of this regulation,
current force means the actual characteristics of the ci-
vilian work force; for example, grade, sex, ethnic
representation, years of service, and time in grade.
Executive and Management Development?The develop-
ment of high-potential personnel and other mid-level
management personnel in the technical and managerial
competencies necessary to progress to higher level posi-
tion and nomination as an Senior Executive Service
(SES) Candidate Member.
Executive Force Inventory?All registrants in a particu-
lar career program. Usually referred to as "inventory."
AFR 40-110 Attachment 2 28 October 1985
It includes cadre members as well as those identified as
exceptional performers. The executive force inventory
is synonymous with the career executive force.
Functional Chief?The Air Force official, normally at
the Air Staff level, responsible for the mission of the
function and support of specific career programs.
Functional Manager?The official who has overall
responsibility for a functional area at base, MAJCOM,
or comparable organization level.
Individual Development Plan?A plan which documents
projected training and development activities for an
employee in order to enhance or develop individual
skills, knowledges, and abilities.
Master Development Plan (MDP)?A guide to experi-
ence, training, and education important for career pro-
gression.
Objective Force?The desired characteristics of the civil-
ian work force, influenced by management planning and
actions. Examples of such characteristics include grade,
years of service, and military and civilian mix.
PALACE Team?A group of functionally qualified spe-
cialists, assigned to the ?CPO, with management
responsibility for one or more career groups. The team
includes the career program manager, career program
administrators, civilian personnel specialists, and support
personnel.
Personnel Data System-Civilian (PDS-C)?An automated
personnel data system for civilian employees that pro-
vides the data base for career management.
Primary Series?Those occupational series which, by
their classification, reflect work primarily associated
with positions managed by a career program.
Promotion Evaluation Pattern (PEP)?A statement of
valid position criteria against which competing employ-
ees are evaluated.
Secondary Series?These may contain skill managed by a
career program or be in an environment where eligibil-
ity to move into a primary series may be obtained.
They may be managed by a career program or provide a
feeder source for primary series.
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SAMPLE MOBILITY AGREEMENT
I understand:
a. That I am entered in the Career Program.
b. That because I am entered in this program, I am required to sign a mobility agreement, (select one of the fol-
lowing)
(1) As a condition of my employment as a career intern or trainee. The mobility agreement will be in effect
until placement is made upon reaching the target position and or the full performance level. (Interns will not be
moved more than twice to reach target position or full performance level position.)
(2) Before my assignment as (grade, series, title) which is a career broadening position for (number of
years/months). Referral for reassignments or change to lower grade will not be made during this period.
(3) As a participant in long-term full-time training as follows: (program, location, and length).
c. That the policy, conditions and requirements for mobility are specified in the career program
document, AFR 40-110, volume and AFR 40-303, which I have read and understand.
d. That normally this agreement will remain in effect a minimum of 2 years and a maximum of 4 years unless can-
celled earlier with renewal dependent upon the mutual agreement of management and myself. Efforts will be made
to place me 6 to 12 months before completion of my assignment. (This time limitation does not apply to career
interns).
e. That in selecting individual assignments, consideration will be given to my geographic and assignment prefer-
ence and compelling personal needs whenever possible. However, assignment to my preferences is not guaranteed.
Therefore, I understand the necessity for mobility and agree to accept assignment to another position in my career
program at the same or higher permanent grade, including assignment to a different geographic location, to satisfy
my obligation under this agreement. Failure to accept assignment as required herein may result in my separation
from Air Force employment.
Signature of Employee Date
Signature of Civilian Personnel Officer Date
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18 "I' Ilk UJ1U "1110,.. lllll Vin .118211G 1706
GEOGRAPHIC LOCATION TABLE
AA
Southeast Area
*BZ
Columbus OH (AFPRO)
AB
Maxwell AFB, AL
*B1
Andrews AFB, MD (NGS)
AC
Eglin AFB, FL
Pentagon, Wash DC (AFDW)
AD
Eglin AUX NR 09, FL
B3
Andrews AFB, MD (MAC)
AE
Homestead AFB, FL
B4
Wright-Patterson AFB, OH (2750 ABW)
AF
MacDill AFB, FL
B5
Langley AFB, VA (1 CSG)
AG
Patrick AFB, FL
*B6
Niagara Falls AFS, NY (AFRES)
AH
Tyndall AFB, FL
*B7
Bayonne, NJ
Al
Dobbins AFB, GA
*B9
Bolling AFB, Wash DC (AFCARA)
AJ
Moody AFB, GA
CA
North Central Area
AK
Robins AFB, GA (AFLC)
CB
Chanute AFB, IL
AL
Columbus AFB, MS
CC
Chicago-O'Hare IAP, IL
AM
Keesler AFB, MS
CD
Scott AFB, IL (HQ MAC)
AN
Pope AFB, NC
CE
Grissom AFB, IN
AO
Seymour-Johnson AFB, NC
CF
K. I. Sawyer AFB, MI
AP
Charleston AFB, SC
CG
Selfridge ANG Base, MI
AQ
Myrtle Beach AFB, SC
CH
Wurtsmith AFB, MI
AR
Shaw AFB, SC
CI
Duluth IAP, MN
AS
Arnold AFB, TN
CJ
Minneapolis-St Paul IAP, MN
AT
Gunter AFS, AL
CK
Grand Forks AFB, ND
AU
Robins AFB, GA (AFRES)
CL
Minot AFB, ND
*Al
Atlanta, GA (AFRCE-ER)
CM
Offutt AFB, NE (HQ SAC)
*A2
Birmingham, AL
CN
Ellsworth AFB, SD
*A3
Charleston AFB, SC (AFCOMS RGN)
CO
AFLC C&S OFC, Battle Creek, MI
*A4
Marietta, GA
*CP
Offutt AFB, NE (AFCOMS RGN)
*A5
Maxwell AFB, AL (AFCOMS RGN)
*CZ
Panama
*A6
Tyndall AFB, FL (HQ AFESC)
C2
Scott AFB, IL (375 ABG)
*A7
West Palm Beach, FL (AFPRO)
C3
Scott AFB, IL (HQ AFCC)
BA
Northeast Area
C4
Offutt AFB, NE (3902 ABW)
BB
Bolling, AFB, DC
*C5
Gen B. Mitchell Fld, WI (AFRES)
BC
Pentagon, Wash DC (HQ USAF)
DA
Northwest Area
BD
Dover AFB, DE
DB
Mountain Home AFB, ID
BE
Andrews AFB, MD (AFSC)
DC
Malmstrom AFB, MT
BF
Hanscom AFB, MA
DE
Fairchild AFB, WA
BG
Otis AFB, MA
DF
McChord AFB, WA
BH
Westover AFB, MA
DG
F. E. Warren AFB, WY
BI
Bangor IAP, ME
*DJ
Kingsley Fld, OR (ANG)
BJ
Loring AFB, ME
*DK
McChord AFB, WA (AFCOMS RGN)
BK
Pease AFB, NH
*DN
Seattle, WA (AFPRO)
BL
McGuire AFB, NJ
*D1
Portland IAP, OR (AFRES)
BM
Griffiss AFB, NY
EA
Southwest Area
BO
Plattsburgh AFB, NY
EB
Davis Monthan AFB, AZ
BP
Newark AFS, OH
EC
Luke AFB, AZ
BQ
Rick enbacker AFB, OH
ED
Williams AFB, AZ
BR
Wright-Patterson AFB, OH (HQ AFLC)
EE
Beale AFB, CA
BS
Wright-Patterson AFB, OH (ASD)
EF
Castle AFB, CA
BT
Youngstown MAP, OH
EG
Edwards AFB, CA
BU
Greater Pittsburgh IAP, PA
EH
George AFB, CA
BV
Willow Grove ARF, PA
El
March AFB, CA
BW
Langley AFB, VA (HQ TAC)
EJ
Mather AFB, CA
*BX
Baltimore, MD (AFPRO)
EK
McClellan AFB, CA
*BY
Cincinnati, OH (AFPRO)
EL
Norton AFB, CA
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AFR 40-110 (Cl) Attachment 4 24 June 1986 19
EM
EN
E0
EP
EQ
ER
ES
ET
EU
EV
EW
EX
EY
E2
*E3
*E4
*E5
*E6
*E7
*E8
*E9
FA
FB
FC
FD
FE
FF
FG
FH
FI
FJ
FK
'FL
FM
FN
FO
FP
FQ
FR
FS
FT
FU
FV
FW
FX
F2
*F3
*F4
F5
F8
*F9
*KB
*KC
*KE
*KF
Los Angeles AFS, CA (AFSC)
Travis AFB, CA
Vandenburg AFB, CA
Lowry AFB, CO
Peterson AFB, CO
USAF Academy, CO
Sunnyvale AFS, CA
Nellis AFB, NV
Cannon AFB, NM
Holloman AFB, NM
Kirtland AFB, NM (MAC)
Hill AFB, UT
Norton AFB, CA (AFCOMS RGN)
Kirtland AFB, NM (AFSC)
Anaheim, CA (AFPRO)
Brigham City, UT (AFPRO)
Buckley, CO (ANG)
Canoga Park, CA (AFPRO)
Denver, CO (AFPRO)
El Segundo, CA (AFPRO)
Hawthorne, CA (AFPRO)
South Central Area
Blytheville AFB, AR
Little Rock AFB, AR
McConnell AFB, KS
Barksdale AFB, LA
England AFB, LA
Richards-Gerbaur AFB, MO
Whiteman AFB, MO
Altus AFB, OK
Tinker AFB, OK
Vance AFB, OK
Kelly AFB, TX (AFCOMS HQ)
Bergstrom AFB, TX
Brooks AFB, TX
Carswell AFB, TX
Dyess AFB, TX
Goodfellow AFB, TX
Kelly AFB, TX (AFLC)
Lackland AFB, TX
Laughlin AFB, TX
Randolph AFB, TX (12 FTW)
Reese AFB, TX
Sheppard AFB, TX
Kelly AFB, TX (HQ ESC)
Randolph AFB, TX (HQ ATC)
Randolph AFB, TX (AFCPMC)
Randolph AFB, TX (AFDPM)
Randolph AFB, TX (AFMEA)
San Antonio AFS, TX (SAITMA)
New Orleans AFS, LA (AFRES)
Deer Park, NY (AFPRO)
Hartford, CT (AFPRO)
Farmingdale, NY (AFPRO)
Ft George G. Meade, MD
*KG
*KH
*KM
*KN
*KP
*KQ
*KR
*KS
*NB
*NC
*ND
*NE
*NF
*NG
*NH
*NJ
*NK
*NM
*NP
*NQ
*NR
*NS
*NT
*NU
*NV
*NW
*NX
*NY
*RC
*RD
*RE
*RF
*RG
*RH
*RJ
ZZ
*OA
OD
OR
01
02
*03
04
10
2A
*2B
2D
2E
2F
*2G
*2K
*2P
20
*21
22
Hanscom AFB, MA (ESD)
Langley AFB, VA (AFCOMS RGN)
McLean, VA
New York City, NY
Valley Forge, PA (AFPRO)
Philadelphia, PA (DPSC)
Pentagon, Wash DC (NGB)
Wilmington, MA (AFPRO)
Las Vegas, NV
Long Beach, CA (AFPRO)
Los Angeles, CA (AFPRO)
Luke AFB, AZ (AFCOMS RGN)
Norton AFB, CA (AFRCE-MX)
Norton AFB, CA (HQ AFISC)
Palmdale, CA (AFPRO)
Redondo Beach, CA (AFPRO)
Sacramento, CA (AFPRO)
San Diego, CA
San Francisco, CA (AFRCE-WR)
Treasure Island, CA
Tucson, AZ (AFPRO)
Vandenburg AFB, CA (AFSC)
Waterton, CO (AFPRO)
Falcon AFS, CO
Cheyenne Mt Complex, CO
Sunnyvale, CA (AFPRO)
San Jose, CA (AFPRO)
Pico Rivera, CA (AFPRO)
Dallas, TX (AFRCE-CR)
Ellington AFB, TX (AFRES)
Fort Worth, TX (AFPRO)
Houston, TX
Lackland AFB, TX (AFCOMS RGN)
San Antonio, TX (AFCARA)
Wichita, KS (AFPRO)
Other 0/S Area
Alaskan Area
European Area
Pacific Area
Eielson AFB, AK
Elmendorf AFB, AK
Elmendorf AFB, AK (HQ AAC)
Shemya AFB, AK
Howard AFB, PN
Spangdahlem AB, GE
Bonn, GE
The Hague, NL
Tempelhof Berlin, GE
Munich, GE
Hessisch-Oldendorf, GE
Kapaun Bk, GE
Paris, FR
Bitburg AB, GE
Rams tein AB, GE (European AFCOMS)
Hahn AB, GE
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AFR 40-110 (Cl) Attachment 4 24 June 1986
*23
Ramstein AB, GE (HQ USAFE)
*47
Greenham Common (RAF), UK
24
Lindsey AS, GE
*48
Fairford (RAF), UK
25
Ramstein AB, GE
*49
Kemble (RAF), UK
26
Rhein-Main AB, GE
5E
Wheeler AFB, HI
27
Sembach AB, GE
5F
Kunsan AB, KO
28
Vogelweh, GE
5G
Seoul, KO
29
Zweibrucken AB, GE
5H
Taegu AB, KO
*3A
San Vito, IT
*5J
Manila, PI
*3C
Brussels, BE
5K
John Hay AB, PI
*3D
Florennes, BE
5M
Hong Kong, UK
*3E
Getafe, SP
*5T
Tokyo, JA
*31
Istanbul, TK
*50
Hickam AFB, HI (AFCOMS RGN)
*3K
Amman, JO
51
Anderson AFB, GU
*3N
Naples, IT
52
Hickam AFB, HI (HQ PACAF)
*3P
Rome, IT
53
Kadena AB, JA
30
Hellenikon AB, GR
54
Misawa AB, JA
31
Iraklion, GR
55
Hickam AFB, HI (15 ABW)
32
Aviano AB, IT
56
Yokota AB, JA
33
Camp New Amsterdam, NL
57
Osan AB, KO
*34
Oslo, NO
58
Clark AB, PI
35
Torrejon AB, SP
*59
Clark AB, PI (13AF)
36
Zaragoza, SP
60
Camp Butler AS, JA
37
Ankara AS, TK
61
Makiminato AB, JA
38
Incirlik CDI, TK
*7B
Islamabad, PK
39
Izmir AS, TK
*7C
Khartoum, SU
*4B
Uxbridge (RAF), UK
*70
Tel Aviv, IS
*4C
Wethersfield (RAF), UK
71
Lajes AFB, Azores
*4D
Ruislip (RAF), UK
*72
Ft Buchanan, PR
*4L
Comiso, IT
73
Alkhobar, SA
*4S
High-Wycombe RAF, UK
74
Cairo, EG
*4U
Karamursel, TK
75
Riyadh, SA
41
Alconbury (RAF), UK
*76
Dharan, SA
42
Bentwaters (RAF), UK
*77
Jidda, SA
43
Chicksands, UK
*78
Mogadiscio, SO
*44
Lakenheath (RAF), UK
*79
Mombasa, KE
45
Mildenhall (RAF), UK
81
Sonderstrom, Greenland
46
Upper Heyford (RAF), UK
82
Thule, Greenland
J.S. GOVERNMENT PRINTING OFFICE :19E6-490-960:40114
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-- DEPARTMENT OF THE AIR FORCE CHANUt I
Headquarters US Air Force AFR 40-110
Washington DC 20330-5000 24 June 1986
Civilian Personnel
CIVILIAN CAREER PROGRAM MANAGEMENT
AFR 40-110,28 October 1985, is changed as follows:
Page-Insert Changes. New or revised material is indicated by a *.
Remove
17 thru 19
Date Insert
28 Oct 85 17 thru 20
BY ORDER OF THE SECRETARY OF THE AIR FORCE
OFFICIAL CHARLES A. GABRIEL, General, USAF
Chief of Staff
NORMAND G. LEZY, Colonel, USAF
Director of Administration
No. of Printed Pages: 5
OPR: DPCS
Distribution: F; X (Special Non-Air Force List Kept by Publications Distribution Center.)
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