CIVILIAN PERSONNEL TRAINING AND DEVELOPMENT

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP90-00530R000500930011-8
• Release Decision: RIFPUB
• Original Classification: K
• Document Page Count: 77
• Document Creation Date: December 27, 2016
• Document Release Date: January 8, 2013
• Sequence Number: 11
• Publication Date: October 21, 1983
• Content Type: REPORT

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DEPARTMENT OF THE AIR FORCE AF REGULATION 40-410
Headquarters US Air Force
Washington DC 20330
Civilian Personnel
TRAINING AND DEVELOPMENT
21 October 1983
This regulation provides basic authority and policy; sets up the objectives, requirements, and assigned responsibilities
for the conduct and administration of training and development for appropriated fund civilian employees. It gives
guidance for determining needs; validating requirements; financial planning; obtaining resources; and evaluating, docu-
menting, and reporting training. It implements Department of Defense (DOD) Directive 1430.4, Civilian Employee
Training; and DOD Instruction 1430.5, Civilian Employee Training Policies and Standards It gives instruction for
gathering and using information that is subject to the Privacy Act of 1974. The collection, use, and disclosure of this
information must be done within the guidelines given in AFR 12-35, Air Force Privacy Act Program (PA). This
publication applies to all Air Force activities and is used by functional management, civilian personnel offices, and
affected civilian employees.
Section A?Authorities and Policy
Paragraph Page
Training Authorities
1
Training and Development Policy
2
1
Delegated Authority?Secretary of the Air Force
3
1
Delegation of Authority and Responsibility
4
Section B?Authorities and Responsibilities
Office of the Secretary of the Air Force (OSAF), Administrative Assistant
5
1
The Director of Civilian Personnel (HQ USAF/MPK)
6
1
Major Commands (MAJCOM) and Comparable Organizations
7
2
Organizations Assigned Central Civilian Personnel Office
8
3
Managers and Supervisors
9
4
Employees
10
4
Section C?Planning for Training and Development
Program Applications
Il
4
Planning and Forecasting Financial Requirements
12
4
Section D?Implementing and Controlling Programs and Funding Levels
General Information
13
5
Applying the Installation Training Guide (ITG)
14
6
Budget and Financial Resource Management
15
7
Section E?Evaluating Training and Development
Training Purpose
16
7
Evaluating Completed Training and Development
17
7
Evaluating Training Program Administration
18
7
Section F?Program and Special Training Requirements
Special Training Programs
19
7
Training Agreements
20
8
21
9
Long-Term, Full-Time (L I 1) Training
Continued Service Agreements (CSA)
22
10
Attendance at Meetings
23
11
The Exchange-Visitor Program (E-VP)
24
11
Supersedes AFRs 40-410. 14 March 1972; 40-411, 14 March 1972; 40-414, 2 July 1962; 40-417, 11
July 1962; 40-419,
9
May 1975; and 40-424. 25 July 1966. (See signature page for summary of changes.)
No. of Printed Pages: 48
OPR: MPKS (John F. Kozeletz)
Approved by: Mr. J. Craig Cumbey
Writer-Editor: Novella S. Hill
Distribution: F; X (Special Non-AF List Kept by Distribution Center)
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Paragraph Page
Section G?Training Sources
Use of Interagency Training Programs and Facilities 25 11
Use of Nongovernment Training Facilities 26 11
Establishing Local Training Courses and Programs 27 12
Section H?Forms, Reports, Records Disposition, and Supplementation
Forms Used in Training and Development 28 12
Specific Reports 29 15
Records Disposition 30 15
Supplementation 31 15
Tables
1. Operations Operating Budget and Program Objective Memorandum Timetable 5
2. Applying Forms Used in Civilian Training 13
Attachments
1. Establishing an Installation Training Guide (ITG) 17
2. Guide For Identifying Needs, Prioritizing Needs, and Evaluating Completed Training and
Program Operations 23
3. Guide For Financial Resources Pl;inning and Budget Execution 27
4. Guide For Selecting Training Sources 32
5. Instructions For Use and Completion of DD Form 1556 35
6. Guide For Administering New Employee Orientation Program 41
7. Guide For Apprentice Program Plan 43
8. Guide For Checking Veterans Entitlements Under A Cooperative Training Agreement
With the Veterans Administration 44
9. Guide for Managing the Exchange-Visitor Program (E-VP) 45
Forms Prescribed
AF Form 2, Apprenticeship Standards Table2 13
AF Form 6, Apprenticeship Agreement Table2 13
AF Form 76, Certificate of Completion of Apprenticeship Table2 13
AF Form 530, Apprentice Actions 29a 15
AF Form 1151, Training Attendance and Rating Table2 13
AF Form 1256, Certificate of Training Table2 13
AF Form 1320, Training Chart Table2 13
AF Form 1320a, Training Chart Table2 13
AF Form 2674, Individual Development Plan 8b(14) 3
DD Form 1556, Request, Authorization, Agreement Certificate of Training and Reimbursement
(2 versions, single cut and 20 Part) Table2 13
IAP Form 66, Certificate of Eligibility for Exchange-Visitor (J-1) Status Table2 13
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AFR 40-410 21 October 1983
Section A?Authorities and Policy
1. Training Authorities:
a. Legal Basis for Employee Training. The Govern-
ment Employees Training Act, 7 July 1968, (Public Law
85-507) now codified into title 5, United States Code
(U.S.C.). chapter 41, is the basic statute authorizing
federal employee training. The Congress in enacting
this law declared it to be the policy of the Congress that
. . it is necessary and desirable in the public interest
that self-education, self-improvement, and self-training be
supplemented and extended by government-sponsored
programs for training in the performance of duties and
development of skills, knowledges, and abilities which
will best qualify employees for performance of official
duties.'
b. Executive Order. Executive Order 11348, 20 April
1967, reaffirmed the policy of developing federal em-
ployees through the establishment and operation of
progressive and efficient training programs. The exec-
utive order provides Presidential direction on the
manner in which the general statutory authority is to be
used.
2. Training and Development Policy. It is Air Force
policy to provide the training necessary to ensure the
maximum efficiency of civilian employees in the per-
formance of their official duties. Full opportunity to
participate in training and development programs will be
given to every employee who needs training and meets
standards and requirements prescribed by law, executive
order, or regulation without regard to race. color, reli-
gion, sex, national origin, age, or other factors unrelated
to the need for training.
3. Delegated Authority?Secretary of the Air Force. The
Secretary has been delegated broad authority to:
a. Conduct internal reviews of training needs.
b. Establish and administer programs of training
through government and nongovernment facilities sub-
ject to 5 U.S.C., chapter 41, and Executive Order 11348,
and regulations issued by the Office of Personnel
Management (OPM) and the DOD.
4. Delegation of Authority and Responsibility. The Sec-
retary's authorities and responsibilities are delegated as
described in section B. Those delegations can be
redelegated only as specifically authorized by Air Force
regulations and then only in writing. To avoid repeti-
tion, major commands (MAJCOM) also include the
separate operating agencies and all direct reporting units.
Section B?Authorities and Responsibilities
5. Office of the Secretary of the Air Force (OSAF),
Administrative Assistant. The Administrative Assistant,
OSAF is authorized to:
1
a. Approve with respect to civilian personnel as-
signed to OSAF:
(1) Requests for payment of expenses at meetings as
authorized by title 5 U.S.C., chapter 41, which meets the
criteria in Federal Personnel Manual (FPM) chapter
.410, subchapter 8.
(2) Requests for the acceptance of any payment of
travel, subsistence, and other expenses incident to
attendance of meetings as authorized by title 5 U.S.C.,
chapter 41, and FPM chapter 410, subchapter 7.
b. Submit to OPM requests to designate Presidential
appointees for training.
6. The Director of Civilian Personnel (HQ USAF/MPI):
a. The Director of Civilian Personnel, HQ USAF is
authorized to:
(1) Establish basic training and development policy
according to title 5 U.S.C., chapter 41, executive orders,
and implementing directives of OPM and DOD.
(2) Request that OPM grant relief from statutory
constraints that are essential to the timely accomplish-
ment of training which must be approved by OPM.
(3) Request that DOD designate a foreign govern-
ment, international organization, or instrumentality of
either, as eligible to provide training or development for
Air Force civilian employees.
(4) Approve the proposed assignment of each em-
ployee stationed within the 50 states, and District of
Columbia, to training in nongovemment facilities outside
the 50 states.
(5) Designate the Chief, Office of Civilian Per-
sonnel Operations (0CPO/MPK) to act for him or her
in all matters concerning employee training and develop-
ment, except for final approval of training and develop-
ment policy.
b. The Director of Civilian Personnel, HQ USAF is
responsible for:
(1) Coordinating financial management require-
ments, presenting and justifing the civilian training
budget, and designating the civilian training program
element monitor.
(2) Ensuring, on a continuous basis, that the Air
Force short- and long-range training needs have been
determined.
(3) Reviewing and approving proposed training
agreements (FPM chapter 338).
(4) Reviewing and submitting for Department of
Labor approval, proposals for the establishment of
apprentice programs.
(5) Establishing nomination and selection pro-
cedures to identify participants for Air Force-wide
competitive programs.
(6) Reviewing, staffing, and approving of Air
Force-wide civilian personnel administration courses.
(for example, Air University courses) to ensure current
policy is reflected.
e. The Office of Civilian Personnel Operations
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AFR 40-410
(OCPO/MPK). The Chief. Office of Civilian Personnel
Operations is responsible to:
(1) Formulate plans of action, administrative
controls, and program requirements for the establishment
and maintenance of needed employee training and
development programs.
(2) Maintain and improve training areas of the
Personnel Data System-Civilian (PDS-C). Initiate and
staff proposed system changes with HQ USAF/MPK.
(3) Consolidate and validate Air Force civilian
training and development requirements by appropriation.
(4) Develop and submit annual civilian training
budget request proposal for use by HQ USAF/MPK.
Monitor training budget allocation and execution.
(5) Serve as resource manager for centrally
managed civilian training funds and course allocations as
approved by HQ USAF/MPK.
(6) Screen for requirements, selects (or appoint a
committee to select) nominees for Armed Forces
College Programs, Career Education Awards, LEGIS-
Fellows program and other developmental programs and
fellowships for which there is Air Force-wide competi-
tion.
(7) Monitor waivers of the specific limitations on
the use of nongovemment training, that is:
(a) The number of staff years of training given
employees in any fiscal year that does not exceed 1
percent of the total staff years of civilian employment.
(b) The eligibility of employees having less than
1 year of current continuous service for training in
nongovernment facilities..
(c) The maximum amount of time spent by an
employee through nongovemment facilities in the first
10-year period of his or her continuous or noncontinu-
ous civilian service in the government following the date
of initial entrance into the civil service and each 10-year
period of service, thereafter.
(8) Determine the extent of waiver, if any, on con-
tinued service agreement (CSA) obligations for individu-
als receiving Office of Civilian Personnel Operations
(0CP0)-approved long-term, full-time (LTFT) training.
(9) Compile, analyze, validate, and distribute recur-
ring training reports submitted to higher authorities.
7. Major Commands (MAJCOM) and Comparable
Organizations. Each commander, through the Director,
Civilian Personnel:
a. Establishes a Management Training Committee
(MTC) comprised of top functional managers who will:
(1) Review installation-level and command-wide
training and financial plans for the appropriateness of
resources distribution within and between major func-
tions, training priorities, and Affirmative Action ob-
jectives.
(2) Assist in forecasting the command's training
needs under the 5-year program objective memorandum
(PQM) and 2-year operations operating budget (00B)
21 October 1983
modes based on anticipated mission, program, or techno-
logical changes and aggregated installation needs.
(3) Provide advice and recommendations for attain-
ing training objectives, including the preparation of
impact statements that explain the anticipated effects of
unmet training needs.
(4) Approve training or screen, rank, and process
career program nominees for training of more than 120
days (LTFT training) for civilian employees in Govern-
ment and by, in, or through non-government facilities,
career education awards, and fellowships. MAJCOM
and comparable organizational commanders may des-
ignate. in writing, commanders of subordinate organiza-
tions, to which a central civilian personnel office
(CCPO) is assigned, as approving officials for such train-
ing.
(5) Screen and recommend nominees for Air
Force-wide competitive programs on a 2-year projected
basis.
b. Designates a Training and Development Resource
Manager (TDRM) whose primary responsibilities will be
to monitor command-wide training plans, programs,
financial status, and budgeting, and to advise the MTC.
TDRM res onsibiliti include:
-1-tf,-11:I (I) IstainitornQrsPecific limitations on the use of
non-government training; that is, staff years, maximum
training in a 10-Tyear minimumj
)eriod. ,,cc,int,iiiii?Is ser-
vice; and CSAs. et- c`
(2) Approving the acceptance of contributions,
awards, or payments to employees of the command
when that total award is equal to, greater than, or must
be supplemented by appropriated funds for the total of
tuition and related expenses. (See FPM chapter 410,
subchapter 7.)
(3) Receiving and determining extent of waiver for
the obligation of any employee under a CSA for training
that was approved at MAJCOM level.
(4) Validating the annual training plan, financial
plan, and budget submission of subordinate installations.
(5) Serving as the Resource Manager for con-
solidating and preparing the command-wide training and
financial plan to ensure that training category, affirmative
action needs, resource center and cost center codes (RC
and CC), career program designation, priorities, and
funding level are validated and kept in phase with the
budget cycle, PDS-C, and Pipeline Management System
(PMS) requirements.
(6) Providing PDS-C support data and participat-
ing in functional review, coordination, and training
priority validation for the annual PMS civilian training
needs call before release to the Air Training Command
(ATC). (See AFR 50-9, Special Training; and AFR
50-22, TDY-to-School Special Skill Training (ATC
Funded).)
(7) Evaluating proposed training agreements and
forwarding to HQ USAF/MPK proposals which meet
criteria established by this regulation and the PPM.
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Aril 40-41U 21 October 1983
(8) Evaluating and forwarding to HQ USAF/MPK
requests for establishment of or change to existing
apprentice programs for Department of Labor approval.
(9) Providing MTC substantive data necessary to
determine requirements and recommended nominees for
LTFT programs and following OCP0 guidance for all
training programs that involve Air Force-wide competi-
tion.
(10) Evaluating effectiveness and execution of sub-
ordinate installation training plans. (See attachment 3.)
(11) Providing staff assistance and guidance to sub-
ordinate activities in determining and meeting their em-
ployee development needs.
(12) Evaluating and submitting requests to HQ
USAF/MPK of Air Force employees stationed within
the 50 states, and District of Columbia for training in a
non-government facility to attend foreign country train-
ing facilities outside the 50 states, and District of
Columbia, or for the designation of a foreign govern-
ment, international organization, or instrumentality of
either as eligible to provide training or development for
Air Force civilian employees.
(13) Evaluating and submitting to HQ USAF/MPK
requests for waivers to training program and individual
employee 'requirements in those instances where higher
headquarters approval is required.
(14) Exploiting PDS-C training subsystems and
PMS to review, validate, and consolidate command
training requirements based on installation-level inputs.
Conduct quality control reviews of the data and evaluate
proposed the
()CPO.
(15) Serving as the Assistant Responsible Officer
system changes before submission to
3
assigned as the Employee Development Manager
(EDM) to administer the local training and development
program. The EDM will:
(1) Prepare and distribute the Installation Training
Guide (ITG) that informs managers and employees on
methods, documentation, sources, and programs of em-
ployee training and development, including self-
development. Inform managers on determining needs
and planning for and evaluating training. (See attach-
ment 2.)
(2) Conduct training needs surveys and input to
PDS-C in phase with the budget cycle.
(3) Inform managers and supervisors on, determine
training source selection for, and document the most
economical and efficient ways of meeting training needs,
including self-development and on-the-job training
(OJT).
(4) Develop, prepare, and present the AITP and
budget input for MTC review and commander approval.
(5) Inform top management of training type and
quantity needs, plans to meet those needs, anticipated
obstacles to meeting needs, and uses of methods to meas-
ure progress. Provide supervisors with status reports on
approved training requirements.
(6) Implement special training and development
programs such as worker-trainee, apprentice, upward
mobility, cooperative education (co-op), etc., to meet
specific needs of the installation.
(7) Administer and monitor new employee orienta-
tion program. (See attachment 6.)
(8) Follow the instructional systems development
(ISD) concept when developing local training courses
and programs.
Li nvs- toa.s(
for the Exchange-Visitor Program (E-VP), when so des- 9..cc," (9) Approve, Ns delegated,?nd monitor compliance
ignated. (See attachment 9.) ?A-,'with specific limitations
facilities, documents
8. Organizations Assigned Central Civilian Personnel% 410, subchapter 5).
Office. The commander of each subordinate organiza- (10) Inform managers and counsel employees
tion to which a CCP? is assigned, may designate his or selected for training on entitlements, Joint Travel Regu-
her civilian personnel officer to act for him or her. (See lation, volume 2, responsibilities and obligations such as:
AFR 40-102. Basic Authority and Responsibility for cost, reimbursements, continued service obligations,
Civilian Personnel Administration and Management.) He leave, local travel authorization, use of government
or she will: quarters, etc., as applicable, before training date.
a. Assign to the Civilian Employment and Cost (11) Ensure that competitive procedures are used in
Management Committee (CECMC), or a separately ap- selecting employees for training and development when
pointed MTC made up of top functional managers, the such training will qualify them for promotion.
following responsibilities: (12) Provide training to supervisors and managers
(1) Review the Annual Installation Training Plan to assist them in carrying out their supervisory and
(AITP) to make sure current and future training require- civilian personnel management responsibilities. (See
ments have been properly identified, validated, and AFR 40-418, Manager Training and Development)
prioritized. Impact statements explaining the anticipated (13) Evaluate individual training courses and the
effects of unmet training needs will be prepared and sent overall training and development program to make sure
to OCPO/MPK as circumstances warrant. that objectives are met.
(2) Recommend approval of the installation training (14) Ensure that AF Forms 2674, Individual De-
plan and budget for submission to the commander for velopment Plan, are completed and updated, and the
? approval, data are entered into PDS-C as required. (See AFR
b Ensure that a qualified member of the CCP() is 40-110, Civilian Career Management, and appropriate
on use of nongovemment train-
waivers granted (FPM Chapter
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program volume, and AFR 40-418.)
(15) Screen employee nominations for legal, regula-
tory, and administrative requirements. (See attachment
5.)
(16) Sponsor the joint use of installation civilian-
military training facilities, instructors, visual aids, pro-
grams and surveys to increase productivity and minimize
cost.
(17) Serve as the Resource Manager for training
funds and exercises obligation authority for training
funds through use of AF Form 405, Obligation Au-
thority, and AF Form 616, Request and Authority to
Cite Funds.
(18) Provide career development counseling for
career program registrants, supervisors, and managers.
(19) Submit all offers for contributions, awards, or
payments incidental to training of employees in non-
government facilities to the parent MAJCOM for ap-
proval.
(20) Submit requests for waivers of CSAs to the
MAJCOM when approved at MAJCOM.
(21) Approve use of non-government training of
120 days or less.
(22) Keep abreast of developments in the field of
training sources and instructional technology.
(23) Prepare special reports and maintain adequate
documentation for audit trail purposes.
(24) Maintain, propose improvements to PDS-C
training areas, and conduct periodic quality control
reviews of the data base.
(25) Accomplish E-VP actions when so designated.
(See attachment 9.)
(26) Use interagency training facilities and extend
Air Force training facilities to employees of other
government agencies when better training, improved
service, or savings to the government will result.
(27) Extend training facilities to eligible employees
of state and local governments where practicable and
when it will not interfere with the accomplishment of
the Air Force mission.
9. Managers and Supervisors. Managers and supervisors
will:
a. Use performance appraisals as a basis for determin-
ing the training needs of the employee (see AFR 40-452,
Performance Appraisal Program).
b. Review technology shifts; anticipated or actual
mission, program, weapon. or system changes; and
career program master training and development plans
to determine training and development needs, the
priority of those needs, and the formal methods to be
used in evaluating accomplished training. (See attach-
ment 2.)
c. Consult with the EDM on identified needs to find
the most economical and efficient source of training.
d. Make sure that affirmative action objectives are
considered in identifying training needs.
AlFR 40-410 21 October 1983
e. Set up formal OJT programs as needed.
f. Prepare required documentation (DD Form 1556,
Request, Authorization, Agreement, Certification of
Training and Reimbursement) in requesting training.
(See attachment 5.)
g. Ensure that subordinates, supervisors, and man-
agers are released to attend required training as
scheduled.
h. Inform and counsel subordinates on self-devel-
opment opportunities and, when applicable, the require-
ments of special training, career, and management
development programs.
i. Implement the formal training requirements of
worker-trainee, co-op, apprenticeship, upward mobility,
mainstream, and intern programs, when used.
j. Evaluate subordinates' job performance following
formal training, OJT, and developmental assignments for
effectiveness, and provide written evaluations to the
EDM, as required. (See attachment 2.)
k. Make sure that merit procedures are followed in
selecting employees for training or developmental
assignments that may serve to enhance promotion.
10. Employees. Employees will:
a. Take part in directed developmental activities to
perform official duties more effectively.
b. Use and share with coworkers knowledge and
skills acquired through training
c. Help train other employees_
d. Assume the primary responsibility for self-
development and inform supervisors and the EDM of
job-related training accomplishments
e. Ensure that the EDM receives valid documentation
for any completed training and educational activities
which can be considered for inclusion in the official
personnel folders and PDS-C.
Section C?Planning for Training and Development
11. Program Applications. Regardless of major force
program or specific appropriation (Operations and Main-
tenance (O&M); Research. Development, Test, and
Evaluation; Industrial Fund: Air Force Reserve;
National Guard; etc.). successful training program
administration requires sound planning and financial
management. Full use of PDS-C must be done to
ensure effective planning. the validity of training needs,
determinations, and that subsequent evaluations are
meaningful in terms of making program improvements.
12. Planning and Forecasting Financial Requirements.
The centralized management of program element 88751
funds (see AFM 300-4. volume III, Unclassified Data
Elements (Microfiche). for definition) has been struc-
tured to follow the budget planning and execution
procedures contained in the 008 process. These pro-
cedures, including the preparation of the ITG, should be
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AFR 40-410 21 October 1983
followed in planning and executing all other
appropriations used to fund training. The 00B process
involves forecasting in 2-year increments which
provides essential lead time needed to prepare the Air
Force 5-year POM. The POM is the cornerstone of the
Air Force appropriation submission that is sent through
DOD to the Congress. The components of the 00B are
the current fiscal year (CFY), the fiscal plan year (FPY),
and the operating budget year (OBY):
a. The CFY is the year that the budget, previously
planned and programmed, is executed and managed. It
covers both funded and unfunded requirements and is
planned only to the extent that unprogrammed changes
need adjustment.
b. Programming the FPY involves a revalidation and
update of previous OBY forecasts plus the inclusion of
firm requirements that have been validated by respective
training committees.
c. Planning the OBY involves making sound estimates
of anticipated training needs based on mission, leg-
islative, regulatory, and civilian work force status
changes that will have an impact on training programs.
The OBY is linked directly to the POM since it
represents the first year of the 5-year POM projection.
Consequently, effective OBY planning cannot be
overemphasized. Ineffective OBY planning will result in
insufficient funding in the outyears.
d. Table I portrays the 00B and POM movements in
time and the relationship each planning and program-
ming year has to the others. Operations Operating
Budget and Program Objective Memorandum Timetable.
Section D?Implementing and Controlling Programs and
Funding Levels
13. General Information. A list of factors to consider on
implementing and controlling programs and funding
follows:
a. Give necessary training and development for em-
ployees to perform at an optimum level of proficiency
either in their current position or for a future assign-
ment.
b. Systematically plan, program, budget, operate, and
evaluate training programs, making full use of automated
data systems.
c. Make the most economic and efficient use of train-
ing funds and resources.
d. Give eligible employees equal opportunity to gain
training and development without regard to race, color,
religion, national origin, sex, age, marital status, non-
disqualifying physical handicap, or any other factor
unrelated to demonstrated need for training.
e. Make sure employees have an opportunity to
compete for training when this training is required for
promotion or is given primarily to prepare for advance-
ment by broadening their skills, knowledges, and
abilities.
5
Table 1. Operations Operating Budget and Program Ob-
jective Memorandum Timetable.
Fiscal Year Relationsips
1983 1984 1985
1986 1987
CPY
(84)
History
FPY
(85)
CFY
(85)
History
OBY
(86)
FPY
(86)
CFY
(86)
History
POM
(86 to 90)
OBY
(87)
FPY
(87)
CFA' History
(87)
POM OBY FPY CFY
(87 to 91) (88) (88) (88)
POM OBY FPY
(88 to 92) (89) (89)
POM OBY
(89 to 93) (90)
NOTES:
I. POM = Program Objective Memorandum
2. OBY = Operating Budget Year
3. FPY = Financial Plan Year
4. CFY = Current Fiscal Year
f. Make maximum use of existing Air Force, DOD
component, and other federal agency facilities for train-
ing employees?with appropriate emphasis on meeting
needs through OJT.
g. Use non-government facilities only when govern-
ment facilities are not reasonably available or suitable,
are not cost effective, cannot be used in a timely manner
due to mission urgency, or are unable to support training
of physically handicapped employees.
h. Extend use of Air Force facilities and training to
eligible employees of other federal, state, and local
government agencies on a space available basis when it
will not interfere with accomplishment of the Air Force
mission
i. When available funding permits, pay all or any part
of the expenses of training that is directly related to the
employee's present or anticipated future assignment.
Payment may be made directly to the training facility (in
advance, if need be) or the employee may be reimbursed
for the training expenses on satisfactory completion.
j. When available funding permits, pay allowable
expenses of employees attending meetings of professional
organizations when participation will contribute to better
supervision and management methods, or provide infor-
mation to keep them abreast of changes associated with
their occupations.
k. Apply ISD techniques in designing and operating
all civilian training courses and developmental experi-
ences.
L Make sure that personnel management programs
are integrated to attract, select, utilize, train, develop,
and keep a qualified, productive, and well-motivated
work force capable of performing the Air Force mission
at all levels.
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m. Use research findings and advances in training
technology to more effectively and economically achieve
training objectives.
n. Encourage and counsel employees in their self-
development efforts and aid them in achieving their
highest job performance potential.
o. Increase the flexibility and mobility of the civilian
work force through training and developmental experi-
ences.
p. Improve management competence and effectiveness
at all levels.
q. Support upward mobility and equal employment
opportunity (EEO) through formal training and develop-
mental experiences.
r. Provide education in advancing technology to keep
scientists, engineers, and other professionals abreast of
the changes and disciplines associated with the state-of-
the-art.
s. Establish apprenticeship and special training pro-
grams to meet labor market skills shortages.
14. Applying the Installation Training Guide (ITG):
a. Identification of Training Needs. The process used
by supervisors and managers to identify training needs
should be done continuously. EDMs are available for
guidance and assistance. As a minimum, a formal
identification process will be done at least once each
year as a part of planned personnel management
program activities. (See attachment 2.)
b. Documentation. The supervisor documents iden-
tified training requirement(s) on a DD Form 1556 and
assigns priorities. (See attachment 5.)
c. Training Source Determination. Once a valid need
has been identified, the best means of satisfying the need
must be determined. The key to source selection
involves matching the need with the best possible train-
ing course or developmental experience. The matching
process should take into account course objectives,
content and length, instruction quality, timeliness, and
finally, cost. Cost should always be a key consideration
when more than one source is available. (See attach-
ment 4 for general source selection guidance.)
d. Validation. All training needs documented within
an organization are validated by a key management
official to ensure that the requirements and priorities
represent a valid statement of mission need. Training
requirements validated in this manner are then submitted
to the EDM for review of:
(1) Legal and regulatory compliance.
(2) Most effective source or method of training for
meeting cost, quality, and timeliness objectives.
(3) Categorizing and grouping employees with like
training requirements to achieve optimum efficiency and
cost effectiveness.
(4) Applicability of the Office of Management and
Budget Circular No. A-76 (revised), 29 March 1979,
Policies for Acquiring Commercial or Industrial Pro-
ducts and Services Needed by the Government, as
specified in FPM chapter 410.
(5) All other aspects of the training request that
may be critical to the successful completion of the train-
ing.
e. Recording Training Needs. The EDM will record
in PDS-C all training needs that have been validated
through the above procedures. Guidance and instruc-
tions on the use of the PDS-C are contained in AFM
30-130, volume IV, Civilian Personnel, chapter 13.
Hard copy source documents (DD Form 1556) will be
maintained on file by the EDM for 2 years (or longer if
required by service obligation commitment) for audit
trail and future planning purposes.
f. Preparation and use of the Annual Installation
Training Plan (AITP):
(1) When all training requirements have been
recorded in PDS-C, the EDM will obtain a system
product to display the projected fiscal year training re-
quirements (see Direct English Statement Information
Retrieval (DESIRE) inquiries of base-level, table 7 in
PDS-C). This product is the AITP. Once this process
is completed, the EDM prepares information in sum-
mary formats for use by the CECMC or MTC to
accomplish the final installation-wide validation of the
AITP. Committee action should ensure that:
- (a) Requirements represent training needs as
indicated by past training activities and anticipated
future needs.
(b) Priority groupings are proper and that any
unmet needs resulting from funding restrictions are
analyzed and impact statements prepared as warranted.
(c) The number of employees projected for train-
ing is representative of installation requirements.
(d) Projected training cost estimates are reason-
able and sufficient to accommodate predicted expenses.
(e) Additions, deletions, and adjustments to train-
ing requirements and estimated costs are made to ensure
that funds will be used most effectively.
(f) Affirmative actions and equal employment
opportunities in training objectives are reflective of
established goals.
(2) The committee validation process will result in
the AITP for the commander's approval after which the
AITP becomes the installation's annual training and
financial management plan submission.
(3) MAJCOM MTC actions relative to the com-
mand's overall annual training plan (PMS and installa-
tion level training) follow a similar review and valida-
tion process as accomplished by the installation-level
MTCs. Specifically. the TDRM will:
(a) Extract from PDS-C (Headquarters Air
Force (HAF) file) display and summary type products
for review by key functional managers and the MTC for
use in their deliberations and validation of needs as
viewed from the command-level perspective.
(b) Inform the installation EDM of any required
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AFR 40-410 21 October 1983
changes, additions, and deletions arising from the review
process.
(c) Coordinate command level requirements with
servicing CCPOs to make sure that needs are properly
identified, documented, recorded, and entered into
PDS-C.
(d) Ensure that subordinate CCPOs strictly
follow the 2-year training and budget projection process
explained in section C, paragraph 12.
(e) Transmit, promptly, to subordinate CCP?
information received from higher headquarters, concern-
ing the annual survey, budget, bogeys, Air Force-wide
training, nomination submissions, etc.
g. Meeting Training Needs. The culmination of all
planning and program implementation efforts is, quite
simply, meeting the training needs. Consequently,
managers and supervisors must make sure employees are
available for attendance when training is offered.
15. Budget and Financial Resource Management. The
EDM is responsible for the management and administra-
tion of funds required to meet training needs. (See
attachrnent 3.) In doing this, the EDM must:
a. Determine and assign proper budget categories
(appropriations, program elements, RC/CCs, element of
expense and investment codes (EEIC), etc.) in obligat-
ing, expending, and tracking training expenses.
b. Coordinate with Accounting and Finance Offices
(AFO) on financial matters involving distribution, adjust-
ments, and expenditures of funds; and contracting offices
on contract training, as appropriate, such as AF Form 9,
Request for Purchase. When use of AF Form 9 is re-
quired, certification of fund availability must be accom-
plished by accounting and finance officer. AF Form 9
cannot be used with AF Forms 405 or 616.
c. Control obligations to remain within projected
quarterly level by using either the AF Form 405 or AF
Form 616 issued by the AFO for noncontract training.
d. Certify availability of funds.
e. Validate fund citations.
f. Monitor the annual financial portion of the AITP
by reconciling AFO reports, corresponding PDS-C
products, and DD Forms 1556.
Section E?Evaluating Training and Development
16. Training Purpose. The evaluation process completes
the training and development cycle. It provides supervi-
sors, employees, and the EDM with information nec-
essary to determine how well a specific training course
or overall installation training program has met
objectives. This determination is extremely important
since the expenditure of training funds can only be
justified by a corresponding improvement in one or more
factors of work quality, quantity, timeliness, productivity
or management operations.
7
17. Evaluating Completed Training and Development:
a. Supervisors and employees will prepare, as a
minimum, formal precourse objectives and postcourse
evaluations on all training courses of more than 40
hours. (See attachment 5.) Precourse objectives will be
developed and recorded on DD Form 1556 before
submitting to the EDM. Postcourse evaluations will be
submitted to the EDM within 90 days of course comple-
tion. Professional education and development courses
may be given an extension of up to 6 months.
b. The EDM will ensure timely submission, review
for adequacy, and provide assistance, as required, to
supervisors and employees in the development of pre-
course objectives and postcourse evaluations.
c. The EDM must take positive action in response to
all course evaluations which are evaluated as less than
satisfactory; for example, improvements needed in
course content, materials, facilities, instructors, high
student failure rate, etc. Written documentation of the
action taken will be maintained for future reference and
planning purposes with the course file.
d. Course evaluations and EDM followup actions will
be review items for all HAF and command level
personnel management evaluation teams. Evaluation
records will be retained by the EDM as explained in
AFM 12-50, Disposition of Air Force Documentation,
table 40-3.
18. Evaluating Training Program Administration. As a
minimum, the EDM will:
a. Conduct periodic qnality control review of PDS-C
products and manual training records to ensure accuracy
and compatibility.
b. Compare AFO reports with cost data recorded in
PDS-C and DD Form 1556 to measure how well initial
estimates match actual expenditures.
c. Compare the AITP with completions, out of cycle
additions, and priorities to determine adequacy of plan-
ning and the identification and validation of training
requirements.
d. Review training completions relative to type, cost,
and participation rates for underrepresented and special
groups covered in the affirmative action plan.
Section F?Program and Special Training Requirements
19. Special Training Programs:
a. Employee Orientation. The orientation program i5
to assist new employees in adjusting readily to their jobs
and job environment. New employee orientation (grour
or desk) will be given by the CCPO as soon as possible
but not later than 90 days after the employee enters or
duty. Supervisors will conduct initial job inductior
immediately upon entry on duty. (See attachment 6 foi
program guidance.)
b. Apprentice Training Program:
(1) The Air Force Apprentice Training Program
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consists of two distinct programs. The regular appren-
tice program and the specialized program. (See attach-
ment 7 for program guidance.)
(a) The Regular Apprentice Program is a formal-
ized training program designed (1) to develop highly
skilled, Air Force-oriented journeymen, thoroughly
qualified in Air Force occupations and (2) to provide a
potential source of key employees and supervisors. It is
conducted according to standards approved by the
Federal Committee on Apprenticeship.
(b) The Specialized Apprentice Program is a
formalized training program designed to develop per-
sonnel for assignment to certain specialized journeymen
level positions. It enables an employee with the
necessary aptitude, but little or no previous experience,
to systematically acquire the knowledges and skills
required for specialized positions. This program is
conducted for journeymen occupations which require 2
to 21/2 years or less of OJT, work experience, and
related classroom instruction to complete.
c. Co-op Program:
(1) Co-op programs may be established at the
graduate, baccalaureate, associate, and high school lev-
els. (See FPM chapter 308.) The basic program
provides for alternating periods of academic study and
study-related work. Normally, the timing of alternating
work and study periods depends on the participating
educational institution's academic calendar. Two co-ops
may alternate their work-school schedules on a single
position.
(2) A CCPO staff member will serve as the in-
stallation's co-op coordinator. The coordinator will
provide advice and assistance to managers and supervi-
sors, serve as an advisor to co-ops on program matters,
and prepare and submit the annual consolidated report
and special reports as needed. The coordinator also
serves as the installation's liaison with educational
institutions. In this capacity, the coordinator makes
formal arrangements with participating schools for
selecting and retaining co-ops and for scheduling work
and academic study, and develops a written agreement
with each institution.
(3) Supervisors will prepare detailed co-op training
plans that provide for:
(a) Increasingly responsible work assignments
that are integrated with the co-op's academic curriculum
and are compatible with OPM qualification standards.
(b) Continuous evaluation of the co-op's pro-
gress, and counseling by appropriate levels of manage-
ment-
(c) Removal of co-ops who do not perform and
progress satisfactorily in both OH and the academic
program.
d. Upward Mobility. See AFR 40-110, volume Il (to
be published) for specific program guidance.
Drug and Alcohol Abuse Prevention and Control
Program. This program requires extensive coordination
AFR 40-410 21 October 1983
between the CCP? and the social actions office. (See
AFRs 30-2, Social Actions Program, table 4-1, and
40-792, Drug and Alcohol Abuse Prevention and
Control, attachment 4.)
f. Worker-Trainee Opportunities Program (W-TOP).
The purpose of the W-TOP is to fill vacancies at the
lowest levels of federal employment with low skilled
and disadvantaged persons. The program provides
systematic developmental opportunities for all worker
trainees. Under this program, persons selected from the
worker-trainee register will be placed in one of two job
categories:
(1) The regular job category which provides basic
and general career guidance services; or
(2) The developmental job category which requires
more specific types of training and developmental
experiences that lead to target positions at higher grade
levels. The OPM allocates ceiling exemptions to agen-
cies for persons placed in the latter category who are
selected from the worker-trainee register or appointed
under the Veterans Readjustment Appointment Program
at the GS-1 and WG-1 or WG-2 levels. (See FPM
Letter 713-33.)
g. Career Intern Program. An entrance level program
to prepare outstanding men and women in various occu-
pations for subsequent advancement in professional
administrative and technological careers. Program
requirements are based on position analysis in order to
identify knowledges, skills, and abilities (KSA) and
methods (formal OJT; special assignment; study of regu-
lations, directives and law, etc.) from which to develop
a written training plan and schedule. The plan will also
provide for periodic and final program and individual
progress and performance evaluation. Interns will be
counseled on a regular basis on their program status,
progress, performance and other factors relevant to the
program objectives and career progression. If an intern,
upon completion of training, is to be assigned to a posi-
tion other than the target position, the intern must be
notified at least 90 days before the assignment (FPM
Chapter 361).
20. Training Agreements. The primary purpose for
using formalized training agreements is to support the
recruitment and systematic development of shortage skill
occupations. Such agreements provide a structured
training plan that allows for three types of development
progression. One is used as a iubstitution for normal
qualification standard requirements; the second as a basis
for promotion as an exception to time-in-grade restric-
tions; and the third, a combination of both. Agreements
expire 2 years from the date of approval unless other-
wise stated.
a. A formal agreement must meet the following con-
ditions:
(1) The scarcity of qualified personnel at the level
at which employees will serve on completion of training
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AYR 40-410 21 October 1983
under the agreement must be explained.
(2) Verification of the difficulty in recruiting
personnel at the trainee level in relation to the available
labor supply and installation recruitment efforts must be
accompained with statistical and narrative analysis.
(3) Verification of the difficulty in retaining
personnel in the line of work covered by the training
agreement as evidenced by high turnover rate causative
factor analysis.
(4) If requested, the rationale for using superior
academic achievement as a basis for entry at the GS-7
level must be fully explained.
(5) It may not be a vehicle for moving temporary
or excepted employees into career or career-conditional
positions unless proper authority (for example, Veterans
Readjustment Act (VRA) or reinstatement eligibility)
exists for such assignment.
(6) For the position or positions covered, it cannot
specify positive education requirements not addressed in
OPM qualification standards. Conversely, it cannot
waive positive education requirements.
(7) It must conform to all requirements of FPM
chapter 338; FPM chapter 335; FPM chapter 300, sub-
chapters 6 and 8; and FPM Supplement 351, appendix
A.
(8) It must specify that at least 50 percent of train-
ing will be in the target occupation or directly related
fields.
(9) Entry into a formal training program at a lower
grade is an involuntary action for pay purposes, but a
voluntary action for merit promotion purposes. The
training agreement may provide for pay retention for
employees who accept downgrades into the training
program, but it may not provide for noncompetitive
repromotion to their former grades for those who fail to
complete the training satisfactorily (FPM chapter 536
and AFR 40-335, The Merit Promotion Program).
(10) It may credit qualifications or service at an
accelerated rate only when final assignment will be at
the target position. For example, an agreement provid-
ing for two successive accelerated promotions cannot be
used to satisfy just the first promotion.
(11) It may not provide for the movement of
trainees to positions in the senior executive service
(SES).
b. Approval for establishing agreements rests with
HQ USAF/MPK. Three copies of proposed agreements
are forwarded through the command level directorates
of civilian personnel for review and endorsement to HQ
USAF/MPKS. Agreements proposing consecutive
back-to-back promotions as exceptions to time-in-grade
restrictions must be approved by OPM.
21. Long-Term, Full-Time (LTFT) Training:
a. This is off-the-job training consisting of more than
120 consecutive days, accomplished in either govern-
ment or non-government facilities. The purpose of
9
LTFT training is to provide selected employees with
training that allows Air Force to keep abreast of profes-
sional, management, technical, and scientific advance-
ments. LTFT training to obtain a degree is prohibited
unless incidental to the purpose of training. Air Force
activities are not authorized to pay or reimburse an em-
ployee for costs solely related to the acquisition of an
academic degree. Following are examples of prohibited
costs:
(1) Any additional rate of tuition charged because
student is a degree candidate.
(2) Tuition to an institution for the sole purpose of
having an employee receive credit toward a degree at
the institution for academic work pursued elsewhere
such as Armed Forces College programs.
b. LTFT Training is Used Only When:
(1) The knowledges and skills to be gained require
a comprehensive study program which cannot be com-
pleted by a series of unconnected short-term courses.
(2) The time span for acquiring the knowledge and
skill is such that a concentrated LTFT training program
is most appropriate.
(3) The knowledge and skill is unique, complex, or
so new that it cannot be readily gained on a short-term
basis.
c. Selecting the Source of LTFT Training Involves:
(1) A determination if government or DOD
facilities such as the National War College, Air War
College, Air Command and Staff College, Industrial
College of the Armed Forces, Armed Forces Staff
Colleges, various programs of the Air Force Institute of
Technology open to civilians, and the Defense Systems
Management College's Program Management Course
will satisfy the need.
(2) The use of non-government sources, if adequate
government facilities which meet the objectives are not
available. The principle criterion for selection of a
facility is its ability to meet the training objective in an
effective, economical, and timely manner. Other con-
siderations are comparative costs, geographical accessi-
bility, availability of special academic faculty, special
facilities (laboratories, libraries, etc.), curriculum content,
and availability of the training at the specific time or
place needed. The selected facility should allow the
employee to tailor studies to the learning objective
required by management rather than to rigid departmen-
tal requirements of the institution.
d. Selection for LTFT training, whether government
or non-government, which results in increased oppor-
tunity for advancement and promotion, will be com-
petitive. Selection will be based on:
(1) The relevancy of the training to current or
future assignments.
(2) The relevancy of the training to established
Individual Development Plans (IDP).
(3) The timing of the LTFT training assignment in
relation to the candidate's work experience and man-
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agement's assessment of career potential.
(4) Evidence of the candidate's ability and desire to
undertake and successfully complete a comprehensive
LTFT training program.
(5) The candidate's commitment to the Air Force
and to the federal service.
(6) Basic merit principles providing equal oppor-
tunity to all eligible employees.
(7) The extent to which knowledge and skill gained
by the employee will be utilized in the work environ-
ment.
e. Processing Approval of Non-government LTFT
Training Non-government LTFT training is approved
as outlined on DD Form 1556, sections D and E. How-
ever, before signing DD Form 1556, item 27, the EDM
must ensure that all necessary higher-level approvals and
concurrences have been obtained.
f. Initial Nominations for LTFT Training are:
(1) Prepared by the immediate supervisor and en-
dorsed by the top management official where the nom-
inee is assigned. Financial planning must be accom-
plished in phase with the budget cycle.
(2) Reviewed by the CCPO for legal and regula-
tory compliance and to determine available funding.
(3) Reviewed and endorsed by the MTC. Com-
mittee action may result in listing applicants by priority
if multiple nominees are selected as candidates.
(4) Approved by the Installation Commander (or
designee) including statement that employee will be
released to pursue the program if selected by the
MAJCOM or OCPO selection process if Air Force-wide
career management or competitive program. After
approval, appropriate information of each nominee is
entered into the civilian experience (CE) file and special
program applications are forwarded to the MAJCOM
for MTC review and approval.
g. Selection for centrally funded LTFT training will
be on an Air Force-wide, competitive basis. The
command director of civilian personnel will send recom-
mended nominations to the OCP0 for final review and
selection. Selection for training in a function that is
covered by an Air Force-wide, civilian career manage-
ment program will be as outlined in the applicable
volume to AFR 40-110 (to be published). After
approval, the DD Form 1556 is returned to the servicing
CCP? for normal processing of the candidate for train-
ing.
h. The cost of LTFT training makes it very unlikely
that out-of-cycle requests can be approved. It is impor-
tant that 2?year LTFT training cost projections be
included in the 00B.
22. Continued Service Agreements (CSA):
a. One of the major objectives justifying an em-
ployer's investment of resources to train employees is to
improve performance and productivity. To ensure this
return, a CSA is required for specified length of training
AFR 40-410 21 October 1983
obtained through non-government sources. CSAs are
required when:
(1) The training exceeds 80 hours and has expenses
over and above salary and wages such as tuition, travel,
per diem, books, and materials, then the period of
service obligation is three times the amount of time spent
in training.
(2) The training exceeds 80 hours but does not
involve expenses other than salaries and wages, then the
period of service is the same as time spent in training,
but in no case less than 1 month.
b. The training is either non-government or govern-
ment over 120 days (LTFT) in which case a CSA is
required.
c. Following consultation with the EDM and review
of the CSA agreement, employees will sign the CSA
before commencement of the training. Once the em-
ployee has signed the CSA, the EDM will input to
PDS?C the date the obligated service commitment
expires. This prevents any subsequent type of service-
termination personnel action from being processed. This
is a programmatic routine designed to avoid oversights.
d. A CSA agreement is not required when:
(1) An employee selected for training not in excess
of 8Q hours (short-term training) provided by a
manufacturer as a part of the normal service incident to
initial purchase or lease of a product under a procure-
ment contract.
(2) An employee selected for training by, in, or
through a non-government facility that does not exceed
80 hours within a single program.
(3) An employee selected for training which is
given through a correspondence course.
e. Employees are required to provide at least 10
workdays' advance notice of their intent to transfer or
resign while under the obligation period. Recoupment
of expenses will be initiated unless a waiver is requested
by the employee who must document reasons and
justification in writing. Recoupment is also required if
an employee fails to satisfactorily complete the training
for reasons within his or her control.
f. Repayment of funds will not be required when an
employee moves to another government agency position
which is related to the training completed. However,
the remaining period of obligated service will then be
transferred to the gaining agency. The gaining agency
must assure that the agreement is fulfilled.
g. If the employing agency finds that the employee
would not use the training in the new position, it must
give the employee notification before the effective date
of the transfer of its intention to recover the additional
expenses. The agency must provide an opportunity for
the employee to respond to the agency findings that the
individual would not use the training in the new position
before it can proceed to recover the appropriate amount
of training expenses. The percentage of the additional
expenses recoverd cannot exceed the proportion of the
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AFR 40-410 21 October 1983
agreement not completed. The completion of recovery
relieves the employee of the obligation to continue in
the service of the government.
h. The final training approval authority (HQ
USAF/MPK, MAJCOM, or comparable level organiza-
tion or CCPOs with a delegated authority) may waive
CSA obligations, in whole or in part, based on the
employee's justification. Approval of waiver will be
based on full consideration of equity and good con-
scious, and the public interest in the decision process.
Waiver may be granted if:
(I) The employee has completed most, but not all,
of the required period of service.
(2) The employee resigned because of personal ill-
ness or serious illness of a member of their immediate
family.
(3) The employee is financially unable to make the
required payment because of severe financial hardship.
One copy of the waiver will be given to the employee
and one will be filed in the CCP?.
i. Decisions not to grant waivers are appealable by
nonbargaining unit employees through the Air Force
grievance system described in AFR 40-771. Bargaining
unit employees resolve disagreements through a
negotiated grievance procedures, as appropriate.
23. Attendance at Meetings. Employees may be au-
thorized to take part in activities and meetings of private
or nongovernmental associations, including technical,
scientific, and professional societies. Funding and
approval authorities differ depending on the purpose of
the meeting.
a. When the purpose for attendance clearly meets a
training objective(s), training funds will be used. When
the purpose for attendance is not for training, but to
provide a medium for informational exchange
(participants whose presence is necessary for adequate
Aix Force representation in private associations, meet-
ings. and activities not convened for the purpose of
training), managers, in consultation with the EDM,
decide the propriety of supporting and financing the
employee's participation. Base support funds may be
authorized if:
(1) There is a direct benefit to the achievement of a
mission-related objective.
(2) The fees charged are in line with actual costs.
(3) The primary benefit is not personal to the em-
ployee as in sustaining membership fees or providing an
incentive award.
(4) Meeting site and proximity of participants has
been fully considered in terms of cost and expected
benefits.
(5) The number of participants is limited to the
minimum required to relate the information from the
meeting to the achievement of the mission. When the
purpose is clearly to attend a meeting (as defined above
and meets the five conditions, requests will be made on
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DD Form 1556 and approved by the appropriate au-
thority listed in c below.
b. When attendance is authorized, based upon the
guidelines above, all or part of the expenses may be paid
from nontraining (base support) funds. Generally, these
expenses would include transportation, per diem,
miscellaneous expenses, and any required registration or
admittance fee charged to EEIC 592. Payment is not
authorized merely for an individual's membership fee.
c. The following officials are authorized to approve
or disapprove requests for expenses related to attendance
for purposes not related to training:
(1) The Administrative Assistant to the Secretary
of the Air Force, for civilian personnel in the OSAF.
(2) The deputy chiefs of staff, assistant chiefs of
staff, directors, deputy directors, or the chiefs and
executive officers of major staff offices, HQ USAF, for
civilian personnel under their jurisdiction.
(3) Commanders of MAJCOMs or comparable
organizations of the Air Force, for civilian personnel
under their jurisdiction. This authority may be del-
egated to directorate or comparable level at MAJCOM
headquarters and to the level of installation, wing, or
comparable commanders.
24. The Exchange-Visitor Program (E-VP). The E-VP
allows non-US citizens employed by the Air Force
overseas to obtain .1-1 visas for attending training at
installations, factories, or educational institutions located
in the United States. The Department of State rules,
governing the entry of visa-bearing non-US citizens, dic-
tate the program requirements. (See attachment 9 for
guidance.)
Section G?Training Sources
25. Use of Interagency Training Programs and Facilities.
Interagency training refers to training programs and
facilities which are set up for the use of more than one
agency. Such training programs are normally provided
through the OPM, or other government agencies, or are
jointly developed by an Air Force activity and at least
one other agency. Air Force participation in courses
which require an agency single point manager or contact
approved by HQ USAF/MPK (such as the Federal
Executive Institute, Executive Seminar Centers, etc.)
will be centrally funded and administered by the OCPO.
Other interagency courses will normally be developed,
administered, and funded at the installation level. (See
attachment 4 for partial list of sources.)
26. Use of Nongovenunent Training Facilities. When
sources within the federal government are lacking or
inadequate for meeting a training need, the EDM may
make arrangements through the local contracting office
or ATC for factory training (AFR 50-9) or through
non-government facilities. The factors outlined in FPM
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12
chapter 410, subchapter 5b(2) concerning Office of
Management and Budget Circular A-76 will be con-
sidered in making a choice among facilities.
a. There are constraints and prohibitions on use of
non-government facilities which are:
(1) Training for promotion. (See FPM chapters
410 and 536.)
(2) Training to provide opportunity to qualify for
positions with a degree requirement.
(3) Training solely to provide opportunity to obtain
one or more academic degrees.
(4) Training in a facility teaching or advocating the
overthrow of the government of the US by force or
violence. This prohibition also applies to training pro-
vided by a person about whom a proper determination
has been made that there is reasonable doubt of his or
her loyalty to the United States.
(5) Training in a facility carrying on subversive
propaganda, attempting to influence legislation, or par-
ticipating or interfering in political campaigns on behalf
of any candidate for public office.
(6) Training in a facility that discriminates, because
of race, religion. sex, color, national origin, age, or phy-
sical handicap, in the admission or in subsequent treat-
ment of students. See FPM chapter 410 for full explana-
tion of these prohibitions.
b. Limitations on Training in Non-government Fa-
cihties, (see FPM chapter 410, subchapter 5, for further
details) are:
(1) Staff-Year Limitation. In any fiscal year, train-
ing in non-government facilities may not exceed 1
percent of the total staff-years of civilian employment in
the Air Force.
(2) Maximum Training in a 10-Year Period Lim-
itation. Time spent by an employee in non-government
training cannot exceed 1 year during his or her first
10-year period and each ensuing 10-year period of em-
ployment
(3) Minimum Continuous Service Limitation. Em-
ployees with lm than 1 year current, continuous civilian
service are not eligible for training in non-government
facilities unless postponement of the training would be
contrary to the public interest.
e.,? Limitation Waivers. Any waiver must be handled
on a case-by-case basis and weighed against individual
circumstances when:
(1) An activity determines that a request for waiver
from OPM is warranted, the following information will
be forwarded through the MAJCOM and HQ
USAF/MPIC at least 30 days before commencement of
training to the approving authority specified in FPM
chapter 410, subchapter 5:
(a) The names of employee(s) (persons, groups,
or classm) for whom the waiver is requested.
(b) The approximate number of employees who
would be affected
(c) The specific restrictions for which waiver is
AFR 40-410 21 October 1983
requested.
(d) The desired period the waiver is to be ef-
fective.
(e) The number of days for which the waiver is
requested.
(f) The factors which justify that a waiver is in
the public interest.
(2) A waiver is granted on any of the above-
described limitations, a notation will be made on the DD
Form 1556 describing the waiver conditions and exactly
which limitation or limitations have been waived.
27. Establishing Local Training Courses and Programs.
Local training programs, including OJT, should be
developed to fill identified training needs whenever an
analysis supports this approach as being the most
efficient and economical method of meeting the needs.
The required method for developing a local training
course or program is the ISD process. It is a structured
method for making sure that training is done in the most
efficient and economical manner possible. AFR 50-8,
Instructional System Development (ISD); AFM 50-2,
Instructional System Development; and AFP 50-58,
volume II, Handbook for Designers of Instructional
Systems; prescribe the use of ISD and describe how it is
to be 'appliedin the development and use of a variety of
training and educational programs.
Section H?Forms, Reports, Records Disposition, and
Supplementation
28. Forms Used in Training and Development. The Air
Force civilian training program uses a wide range of
forms in processing, validating, planning, financing, and
accomplishing employee development. See table 2 for
explanation and use of and forms prescribed and adopted
in this regulation, except for AF Form 2674, Individual
Development Plan. Use of this form is as follows:
a. AF Form 2674, Individual Development Plan.
The IDP provides supervisors and employees with a
plan for systematically developing employee capabilities
through self-development activities, formal classroom
training, and developmental work assignments. An AF
Form 2674 will be prepared annually along with the
appraisal for the following categories of employees:
(1) LTFT study, both government and non-
government.
(2) Employees registered in Air Force career pro-
grams when required by the specific career program
regulation (see AFR 44-110, to be published).
(3) SES candidate members.
(4) Employees covered by formal training agree-
ments.
(5) Career broadening assignments.
(6) All Air Force-wide competitive programs; for
example, LEGIS-fellows, Armed Forces College Pro-
gram, training assignments with industry, Inter-
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AFR 40-410 21 October 1983
governmental Mobility Program and others as added by
HQ USAF/MPK.
b. A Formal Training Plan (FTP) can be considered
the IDP for special emphasis or entry-level programs,
where required. Formal training required by the FTP
will be input to PDS?C requirements file and the CE
Projected Training Area or the Required Training Area.
The CE projected training area and required training
area will constitute the IDP for SES members and any
other employee where an IDP is applicable but not
covered in paragraph 28a(l) through (6).
c. Preparation of the AF Form 2674 is a joint respon-
TABLE 2 I
Applying Forms Used In Civilian Training I
13
sibility of the supervisor and the employee. (See table 2
for use of other forms adapted for civilian training.)
Certification by the supervisor indicates that training and
development activities support organizational goals and
the employee's desires and needs were considered. The
AF Form 2674 is prepared in triplicate. The original is
sent to the EDM for PDS?C input of developmental
assignment objectives and course data. After input, the
original is filed on the left side of the Official Personnel
Folder (OPF). The supervisor keeps copy I; copy 2
goes to the employee. Instructions for completing the
IDP are provided on the reverse side of the AF Form
2674.
If tha training action
RULE
I
2
3
4
en USC
which is prepared by
and sent to the
and completed by
A sets up a new or revises an
existing regular apprentice
program
AF Form 2
servicing EDM
US Department of Labor
(DOL) through MAJCOM
and MPKS
giving approved copy to each
apprentice and filing in the
CCP()
B formalizes a training agree_
ment between the activity and
individual apprentices
F Form 6
servicing EDM
DOL as attachments to AF
Form 2
same as above
C is to certify completion of
regular apprentice training
program
? F Form 76
servicing EDM (see para-
graph II, attachment 7,
this publication)
apprentice ?
D involves reporting the status
of participation and training in
a regular apprentice program
F Form 530
servicing EDM
DOL through MAJCOM and ,
OCP0 semi-annually
E is to record student
attendance and ratings at Air
Force-sponsored training
courses
? F Form 1151
instructor or course leader
servicing EDM
filing in CCP() course folder
F is to formally recognize
successful completion of
training (see notes 1 and 2)
F Form 1256
servicing EDM
trainee
G is to chart trainee require-
menta. progress, and
completions
? F Forms 1320
.d 13208
immediate supervisor
displaying at the worksite
H requests. authorizes, or cer-
tifies training and
reimbursement
IDD Form 1556
supervisor
see attachment 5, this pub-
lication
see attachment 5. this pub-
lication
I involves attendance of non-
US citizen employees at Air
Force-sponsored training in
the United States
I orm IAP-66
servicing CCP?
see attachment 9
see attachment 9
J requires a local Air Force
contracting office to issue a
contract for nongovernment
training
F Form 9
servicing EDM
AFO and local contracting
office
?
the AFO committing the
fluids; filing in EDM office
with DD Form 1556
K is a request for special training
(as defined by AFR 50-9)
which has been entered into
PDS?C
F Form 403
supervisor
servicing MAJCOM through
servicing EDM
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TABLE 2---Continued I
AFR 40-410 21 October 1983
If the
training action
RULE
1
2
3
4
then use
-
which is prepared is
and sent to the
and completed by
L
a
involves obtaining authority
from the AFO to obligate
O&M PE 88751 funds
projected for the upcoming
quarters (see note 3)
AF Form 405
AFO with input and request
from servicing EDM
servicing EDM
tracking obligations and
reconciling uncommitted bal-
ances with the AFO
M
same as L above
4F Form 616
see L above
see L above
see L above
N
requires a local contracting
office to issue a contract for
government training provided
by another agency
DD Form 448
budget office with input and
request from servicing EDM
AFO and local contracting
office
the AFO committing and
obligating the funds; filing in
training office with DD Form
1556
0
involves providing training to
another government agency
and a DD Form 448 is
received
DD Form 448-2
see N above
see N above
see N above
P
requires travel by students or
instructors
DD Form 1610
servicing EDM or
administrative office
AFO and attendee
obligating funds and re-
imbursing attendee upon
completion of training
Q
involves payment for non- ..?SF
government or noncontracted
training authorized by
certified DD Form 1556 and
invoice
1034
AFO
funds disbursement function
within AFO
filing in AFO and CCPO
training office
R
involves payment of
nongovernment or contracted
training initiated by AF Form
9 and certified invoice
1,5F 1034
AFO
see Q above
-
see Q above
S
involves payment for
government training.
SF 1080
AFO
see Q above
see Q above
T
involves reimbursement of
attendee for vicinity travel, .
tuition, books, materials, and
fees
SF 1164
attendee and certified by
servicing EDM
AFO
reimbursing the attendee;
filing in AFO and servicing
EDM office
U
involves the annual report to
OPM on the receipt of con-
tributions and awards
associated with
nongovernment training
(RCS: 1056-OPM-AN)
OPM Form 1306
servicing EDM
OPM through
MAJCOM/OCP0 training
offices
filing is CCP? training files
V
involves the annual report to
OPM on the receipt of con-
tributions and awards
associated with
nongovemment training
(RCS: 1056-OPM-AN)
OPM Form 1307
see U above
see U above
see U above
NOTF_S:
I. May be used to recognize completion of training courses of 40
hours or more.
AF Form 1256 may be issued to military personnel when au-
thorized by MAJCOM or HQ USAF directive requiring specific types
or training.
3. The EDM determines the amount of dollars needed for training
projected for the quarter and prepares a formal letter of request to
AFO. The AFO determines whether to use the AF Form 405 or 616
and sends the appropriate form to the servicing EDM for use in
obligating funds.
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AFR 40-410 21 October 1983
29. Specific Reports:
a. Report of Apprentice Actions, RCS: HAF-
MPK(SA)7126(DL). This report provides a 6-month
statistical summary of all apprentice program gains,
separations. and completions. AF Form 530, Appren-
tice Actions, will be prepared and submitted in
duplicate. Reports will be submitted, through command
level Director of Civilian Personnel (DPC), to reach
OCPO/MPKT not later than 15 workdays after 30 June
and 31 December. Data reported will show the number
of apprentices who have entered a program, been
reinstated, successfully completed a program, or been
terminated before completion. The last sheet of each
report will show a breakout of minority versus non-
minority apprentices included in the report.
b. Report of Employment of Students Under
Executive Order 12015, RCS:1051-OPM-AN (Co-op and
Related Programs). Used for Air Force-wide planning
and required reporting to the OPM. Reports will be
prepared as described in FPM chapter 308, appendix A.
CCPOs will submit the annual report to reach their
command level Directorate of Civilian Personnel on or
before 15 October. Each command level Directorate of
Civilian Personnel will submit a consolidated report to
reach OCPO/MPKT by 1 November.
c. Central Personnel Data File (CPDF) Training
. Report. The requirements for data collected in the
OPM CPDF Training Subsystem are levied by directive.
The CPDF reports provide the OPM with the informa-
tion needed to evaluate, coordinate, monitor, and report
to the President and the Congress on the purpose, type,
source, length. and costs of training provided Air Force
and other federal employees. The CPDF report is
prepared and submitted to the OPM by the Air Force
Manpower and Personnel Center. All data reported are
extracted from the PDS-C from updated master per-
sonnel training records. Training data are submitted on
all employees who have completed training received in a
single period of 8 hours or more. System edits within
the PDS-C prevent submission of data to OPM on OJT,
L11-1 nongoveniment training in excess of 120 days,
and employee-financed training or educational courses
taken during nonduty hours (self-development).
(1) Government-sponsored training also includes
courses that are provided by the Air Force for em-
ployees without cost during nonduty time. If the length
of training is 8 hours or more, EDMs should report this
training by following the coding instructions provided in
AFM 30-130, chapter 13.
(2) Since CPDF training data receives oversight
agency and congressional review, EDMs and employee
development specialists (EDS) must make sure that
training completions are properly and promptly input to
PDS-C. (See FPM supplement 298-1, appendix A, for
the schedule of CPDF submissions.) Training comple-
tions that occur during the current fiscal year (FY) must
be input to PDS-C before the end of the FY year be-
cause the CPDF program will not accept transactions
once the end of FY year is passed. Likewise, the
program will not accept prior year completions. There-
fore, delinquent coding can result in Air Force-
sponsored training not being shown or credited in the
Annual Report of Training Activities.
d. Annual Report of Training Activities, RCS:1056-
OPM-AN. This report provides the OPM with informa-
tion about the nature and extent of federal training
programs and their impact on improving government
operations. This report supplements data provided
through the semiannual CPDF update discussed in c
above. An FPM bulletin in the 410 series is issued each
year to provide updated instructions for the preparation
of this report. OCPO/MPKT will notify CCPOs and
command level Directorates of Civilian Personnel when
to submit their input. Command level Directorates of
Civilian Personnel will consolidate their base-level
reports before submission to OCPO/MPKT.
30. Records Disposition. Documentation created by this
publication will be kept and disposed of according to
AFM 12-50, Disposition of Air Force Documentation.
31. Supplementation. MAJCOM supplements are for-
warded to HQ USAF/MPK according to AFR 40-171,
Civilian Personnel Publications.
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16 AFR 40-410 21 October 1983
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 combines and supersedes AFRs 40-410, 40-411, 40-414, 40-417, 40-419, and 40-424. It is extensive and
incorporates new requirements associated with training, financial management, and dictates the use of the Civil
Service Reform Act of 1978.
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AFR 40-410 Attachment 1 21 October 1983
ESTABLISHING AN INSTALLATION TRAINING GUIDE (ITG)
Part A?Purpose. Due to unique local requirements and the options contained in
this regulation, an ITG is needed to provide specific guidance for local training
program operations. It should cover the what, where, when, who, and how
aspects of sound program administration. The sole purpose of an ITG is to
provide clear guidance for users so that training will be done systematically and
efficiently.
Part B?Format and Specifications. The ITG can be established as an installation
plan, or it can take the form of an instructional letter. Which format to use
should be determined by local needs. Regardless of the format, the guide should
be updated at the start of each calendar year and, as a minimum, include informa-
tion on the following subjects:
a. Role and composition of the Management Training Committee (MTC) or
similar training review group.
b. Responsibilities of managers, supervisors, employees, and the Training
Manager (TM) in the identification and meeting of training needs.
c. Annual training survey schedule(s).
d. Information on special programs, financial planning, and priorities.
e. Out-of-cycle processing procedures.
f. Approval requirements.
g. Affirmative Action objectives.
h. Documenting training needs (such as DD Form 1556).
i. Special instruction for competitive programs or career programs (such as
Armed Forces College Program; LTFT; Graduate Logistics Program).
j. Explain use and distribution of the Annual Installation Training Plan
(AITP).
k. Any special instructions.
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18
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AFR 40-410 Attachment 1 21 October 1983
Sample 1
Base X, AFR 40-410, Supplement 1
Section C, paragraph 9, is supplemented as follows:
a. The Training Guide
(1) Designation and Responsibilities:
(a) A Management Training Committee (MTC) is established to
review and validate the annual training plan; act as a review panel for
competitive training programs; and make recommendations, as appropriate, to the
commander.
(b) The MTC will be composed of the heads of the following
organizations or their designee: Comptroller; Engineering Squadron; Main-
tenance Squadron; Supply Squadron; Transportation Squadron; US Air Force
Hospital; Services Squadron; Personnel; and Commanders of Tenant Organiza-
tions. The central civilian personnel office (CCPO) will be represented by the
Employee Development Manager (EDM).
(2) Managers, supervisors, and employees will carry out their respon-
sibilities as outlined in the basic document, AFR 40-410.
(3) Each year, during the month of June, the EDM will request inputs
from all organizations for the annual training needs survey.
(4) The training needs survey will be submitted on DD Form 1556 (sin-
gle cut). DD Form 1556 is to be submitted for training instances identified on
the survey not later than 45 days before the actual start date, or as required by a
specific program.
(5) The EDM will publish a schedule annually of call dates for the vari-
ous training programs and outline nomination requirements for each.
(6) Out-of-cycle requests will be considered on a case-by-case basis and
should be held to a minimum. These requests are to be submitted on DD Form
1556 along with a written justification, after the beginning of the fiscal year and
should be held to a minimum
(7) Quarterly, the EDM will furnish a computer product to each organi-
zation to review their completed and projected training requirements and to
ensure that affirmative action goals are met or corrective action is taken, where
necessary.
(8) Evaluation of training will be completed by employees within 30
days after return to duty and by supervisors within 90 days.
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AFR 40-410 Attachment 1 21 October 1983
Sample 2
Base X, AFR 40-410, Supplement 1
Section C, paragraph 9, is supplemented as follows:
a. The Training Guide
(1) Designation and Responsibilities:
(a) A Management Training Committee (MTC) is established to
review and validate the annual training plan; act as a review panel for
competitive training programs: and make recommendations, as appropriate, to the
commander.
(b) The MTC will be composed of the heads of the following
organizations or their designee: Comptroller; Engineering Squadron; Main-
tenance Squadron; Supply Squadron; Transportation Squadron; US Air Force
Hospital; Services Squadron; Personnel; and Commanders of Tenant Organiza-
tions. The central civilian personnel office (CCPO) will be represented by the
Employee Development Manager (EDM).
(2) Managers, supervisors, and employees have certain responsibilities in
the identification of training needs:
(a) Managers are responsible for carrying out the mission of the
organization and identifying training needs that are new or that anticipated mis-
sion changes may generate.
(b) Supervisors are required to appraise the performance of their
employees and discuss performance objectives with them. At that time,
anticipated mission requirements, performance deficiencies, if any, and employee
career objectives are identified to form an individual development plan. Those
identified training objectives are then submitted for the annual training needs
survey.
(3) The annual training needs survey will be conducted each year during
the month of June for all organizations.
(4) The training needs survey will be submitted on DD Form 1556 (sin-
gle cut). DD Form 1556 (set) is to be submitted for training instances identified
on the survey not later than 45 days before the actual start date, or as required
by a specific program.
(5) See table A1-1 for a schedule of call dates for various training
programs.
(6) Nomination requirements for the above programs are as follows:
(a) Air Training Command (ATC/AFIT/AU) and Defense
Management Education and Training (DMET) courses. Requirements are
identified during the annual training survey. Follow guidelines set forth in AFM
50-5. USAF Formal Schools Catalog. and DOD Manual 5010-16-C, Defense
Management Education and Training Program.
(b) Armed Forces College (Industrial College of the Armed Forces
(ICAF), Armed Forces Staff College (AFSC), Air Command and Staff College
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igtiz;
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Tabl
AFR 40-410 Attachment 1 21 October 1983
' A1-1. Schedule of Call Dates.
Program
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
AFIT/AU/ATC/
X
DMET
FE!
X
Executive
Seminar
Centers
X
Armed Forces
Colleges
X
Presidential
Executive
Exchange
Prograrn
X
LEGIS Fellows
X
LTFT?MAJCOM
Funded
X
Interagency
X
Local Colleges &
Universities
X
(ACSC), National War College (NWC), and Air War College (AWC)).
1. Nominations are projected on a 2-year basis. Nominations
are screened by the Installation Training Committee (ITC), sent to major
command (MAJCOM) for its review and approval, and sent to Office of Civilian
Personnel Operations (OCPO) for determining nominees for final selection.
2. Grade level criteria for NWC, ICAF, and AWC are
GM-15 or above, and high-potential GMs-14. For ACSC and AFSC, the grade
level is GS-12 or above, or high-potential GSs-11.
NOTE: For additional nomination criteria, see AFR 53-8, USAF Officer Profes-
sional Military Education System.
(c) LEGIS Fellows Program (three sessions per year) (OCPO
Funded):
1. Nominations are made once, annually. Nominees must be
GM-14 or above. Must have 2 years of federal service in the executive branch.
Preferred nominees are members of the Senior Executive Service (SES).
candidates, Cadre, or equivalent who have been designated fer executive or
management development.
2. Nominations are reviewed and approved by the MTC, sent
to MAJCOM for its review and approval, and then forwarded to OCPO for final
review and selection. Air Force nominees are forwarded to the Office of
Personnel Management (OPM)/LEGIS Fellows Program, for final selection.
3. Additional nomination criteria will be furnished at time of
screening.
(d) President's Executive Exchange Program (PEEP) (1-year pro-
gram) (OCPO funded):
1. Nominations are projected on a 2-year basis. Nominations
are limited to employees in grades GM-13 and above, having no significant -
private-sector experience.
2. All nominations are reviewed and approved by the MTC,
sent to MAJCOM for review and approval, and then forwarded to OCPO for
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AFR 40-410 Attachment 1 21 October 1983 21
final Air Force review and approval. Air Force nominees are forwarded to the
President's commission for final selection.
(e) Competitive, Long-Term, Full-Time (LTFT) Training Pro-
grams projected on a 2-year basis (base funded unless career program):
1. Nominating supervisors will be responsible for preparing
nomination packages. They will be reviewed by the MTC. Selected nominations
are forwarded by the CCP? to MAJCOM for final review and approval or to
the Career Program Palace Team (OCPO/MPKC), as appropriate.
2. Nomination packets must include the following:
? Personal Information:
? Name of program for which nominated.
? Name of nominee.
? Social security account number.
? Current job classification?title, pay plan, series, and grade.
? Highest education level.
? Date of birth.
? Service computation date and length of service.
? Organization to which currently assigned.
? Brief description of current duties.
? General Criteria:
? State why nominee is being recommended as a candidate.
? Describe nominee's three most significant on-the-job accomplishments and
dates.
? Describe nominee's potential for higher-level managerial or executive
positions; that is, what are planned target positions and where located
(organizationally and functionally).
? Cite specific examples of nominee's leadership abilities.
? Describe job relatedness of desired training and long- and short-range
plans to use the knowledges, skills, and abilities (KSA) to be obtained from
attending desired program.
? Describe nominee's demonstrated support of equal employment oppor-
tunity (EEO) principles and actions to achieve affirmative action goals.
? Nominee's Letter. Nominee will prepare a signed and dated letter to the
chairperson of the MAJCOM or comparable organization Executive
Development Council addressing the items listed below:
? Nominee's reason for wanting to participate in the specific program.
? Nominee's statement regarding why participation in the program is in the
best interest of the Air Force.
? For GM-15 nominees, state how participation will help as an SES
candidate or becoming a candidate.
? Complete DD Form 1556 and sign reverse of copy one (Continued Service
Agreement (CSA)).
(f) Interagency Courses (Federal Executive Institute (FET) and
Executive Seminar Center Courses (ESCC) (0CP0 funded)):
I. The FEI is for senior-level managers, SES, and selected
GMs-15. Course announcements will be forwarded at the time of screening, giv-
ing detslits of available programs.
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22 AFR 40-410 Attachment 1 21 October 1983
I'SOCs are reserved for GMs-13 through GMs-15. Course
catalog svaiiaw t the CCP? training office for review.
or offers, through its regional training centers, manager
and sanerimgoni d??olopnient courses and a variety of technical courses dealing
with arch sahie,...0 as personnel, financial management, information systems,
procurm_miatoA aubjects, etc. Course catalogs are available at CCP() train-
ing functicr.
ontocle requests will be considered on a case-by-case basis and
should be iteid * tuinintum. Those requests are to be submitted on DD Form
1556, along with g writim justification, after the beginning of the fiscal year.
Apphooion of the Annual Installation Training Plan (AITP):
Teree Wk.1 will produce the AITP from PDS-C.
(n) kuu-tions will be provided their respective portions of the
plan for in rtwoolorie4 needs, completions, and attainment of any affirmative
action training gv-NtN.
(e) T*0 EMI will provide quarterly update products, on an as
needed basis.. to two* functions with their monitorship activity.
(9) Evainooll of training will be completed by employees within 30
days after Term tc.,,i)uiy atud by supervisors within 90 days on copy nine of DD
Form 1556.
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AIR Aitacnment 2 21 October 195.3
GUIDE FOR IDENTIFYING NEEDS, PRIORITIZING NEEDS, AND EVALUATING COMPLETED
TRAINING AND PROGRAM OPERATIONS
Part A?Identification of Training Needs. A valid train-
ing need may be masked by a wide range of influences
unless handled as a performance objective. The ob-
jective is based on job specifications, future changes to
work methods, or to meet individual employee job-
related development or manner of performance either in
the current or future tense.
A2-1. Training Need Indicators. Positive responses to
the following series of indicators may reveal a training
need:
Table A2-1. Training Need Indicators
General Indicators
Are new equipment, systems.
programs, or procedures being
installed or slated for application
in the near future?
Are significant changes in staff
levels programmed (for example,
major reorganizations)?
Are military-to-civilian conver-
SiGIIS being accomplished?
Have inspection, evaluation, or
audit reports highlighted
conditions that may point to
needed training?
Are contracting-out operations
being contemplated?
Have significant Reductions-in-
Force (RIF) taken place, or are
future actions expected?
Are affirmative action goals such
that skills training will be needed?
Has or will automation change
the occupation or skills mix of
the activity?
Is the 'state-of-the-art*
experiencing significant changes
within certain scientific and
engineering disciplines?
Are recruitment and retention
problems becoming critical?
Have regulations been reviewed
and PDS?C inquiries completed
to ensure that directed training is
planned and coordinated (for
example, Labor Contract
Negotiations and Drug and
Alcohol Abuse).
Spedific Indicators
What types and how many previ-
ously identified valid training
needs were not met? Does the
need still exist? (Use hist fiscal
year's AITP.)
Have individual employee
performance problems been
identified that were not caused by
attitudinal or motivational
factors?
Are formal training and
development activities, required
by career management programs.
recognized and understood?
Have staffing plans, program
documents, Unit Manning
Documents, and mission Plans
identified firm training
requirements?
Are Individual Developtnent
Plans (IDP) screened to identify
formal training needs?
Have positions been identified for
Upward Mobility participants?
Have intern positions been
established for intake of new
personnel?
Has the organization gained new
personnel through RIF?
Table A2-1--Continued.
23
Specific Indicators
Has a co-op program been slated
for implementation?
Are Worker-Trainee Opportunity
Program (W-TOP) positions
being set up?
Are Veterans Readjustment Act
(VRA) placements being
contemplated?
A2-2. Selecting the Method of Training. The decision to
select a formal training course or developmental experi-
ence requires careful consideration. Positive responses
to any one or all of the following questions may indicate
that formal training is not needed:
a. Will a change in the method of doing the work
result in the desired objective?
b. Can a review of the work tasks for performance
compliance eliminate the need for training?
c. Would improved communications solve the per-
formance problem?
d. Can on-the-job training satisfy the need?
e. Could self-development provide the KSAs needed
to improve performance, and has the employee been
encouraged to participate?
f. Would a detail or informal developmental experi-
ence, rather than formal training, satisfy the training
need?
g. Will formal training be directly transferable to the
work situation?
Part B?Prioritizing Training Needs. Once training
needs have been properly determined, the next step is to
prioritize or rank those needs.
A2-3. The determination of training priorities is a criti-
cal judgment process accomplished by managers and
supervisors. The process should involve comparison of
the predominant variables listed below to the training
need that has been identified:
a. Timing. When must the training be accomplished?
Is the timing critical to successful accomplishment of
work functions, tasks, responsibilities, and, ultimately,
mission activities? Would delays be adverse to effective
work completion?
b. Cost and Benefit Ratio. In terms of money and
time expenditures, are the results of training expected to
outweigh those costs? Can the benefits be readily
quantified and tied to valid methods for measuring re-
sults?
c. Situation and Environment. What are the driving
forces behind the training need? Are these forces
readily apparent, translatable to individual employee
needs, and recognized by reviewing officials? Some of
the more critical and recognizable forces are:
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(I) Acquisition of new systems or machines (weap-
ons, computers, programs, etc.) that need highly special-
ized skills to maintain and operate.
(2) Radical technology shifts or new directions in
the state-of-the-art.
(3) Civilian work force dynamics involving work
force expansion, losses, quits, retirements, promotions,
and reassignments. (Analysis done by staffing function in
preparing the staffing plan provides the data necessary to
assess this influence.)
(4) Programs slated for implementation at a spe-
cified future date where additional skills will be needed.
(5) Military-to-civilian manpower space conver-
sions where labor market conditions are known to be
limited in supplying the associated skills.
(6) Based on a formal work plan and performance
standard, an employee's performance deficiency has been
attributed to a definite formal training need and not to
poor work habits or attitudinal problems.
d. Impact Estimation. Can a "bad case" situation be
depicted and rationalized to show tangible effects of an
unmet training need? Can lack of training be tied
directly to a production, program, or mission problem?
Can impact estimates be demonstrated by cost saving or
avoidance analysis? Such estimates must be documented
and accompany the AITP submission to higher head-
quarters.
A2-4. Each variable ,must be analyzed carefully and
given an adjective rating of minimal (5 points), moderate
(10 points), or extensive (15 points) based on a best fit to
the circumstances. Once all variables have been rated
and the corresponding point values added, the total
score should be converted to a code as reflected in the
following table:
Table A2-2. Point Value Priority Code Conversion Table
Item 20e
DD Form 1556
MIS
Total Score
Priority
PDS-C
Converaion
Range
Code Entry
Code Entry
Code
20 to 29
III
4
D
30 to 3q
II
3
C
40 to 49
I
7
B
50 to Up
1
1
A
A2-5. The rating scale, score. and conversion technique
are derived from the two priority definition systems used
in the Air Force. These are:
a. Department of Defense (DOD) Priorities:
(1) Priority I?Training that must be accomplished
in the ensuing annual training cycle or it will have a
direct adverse effect on mission accomplishment.
(2) Priority //?Training which is required to pro-
vide for systematic replacement of skilled employees
through career management programs and cannot be
deferred beyond the ensuing training cycle because it
will have an adverse effect on mission accomplishment in
the period following.
(3) Priority III?Training which is required for an
employee who is performing at an adequate level of
competence, which will increase his or her efficiency
and productivity and may be accomplished after Priority
I and II needs have been met, but would not be in the
DOD or public interest to defer beyond the ensuing
training cycle.
b. Pipeline Management System (PMS) Priorities:
(1) A?Mission Essential?Inability to continue op-
eration if the requested training is not provided.
(2) B?Critical Mission Impairment?Will severely
restrict operation if the requested training is not pro-
vided.
(3) C?Deficiencies in Mission Support?Failure to
support this training will result in problems that may
ultimately cause mission impairment.
(4) D?Personnel Competence or Career Progression
Reduced?Although short-range mission impact is not
anticipated, the lack of training will result in less than
satisfactory skill and knowledge levels of personnel
involved and will, ultimately, impair mission accomplish-
ment or impede the normal career progression of Air
Force personnel.
A2-6. Management Training Committee review actions
should follow similar analyses in validating installation
and command level training and financial management
plans. When appropriate, committees may alter priority
codes. When this is done, assurance must be made that
changes are entered into PDS-C and truly reflect a
command-wide priority determination.
A2-7. EDMs and Training and Development Resource
Managers (TDRM) should provide individual supervi-
sors, managers, and respective committees technical
advice and assistance in the overall priority determina-
tion process.
Part C?Evaluating Courses and Developmental Experi-
ences
A2-8. Follow-on job performance is the most reliable
method for evaluating the effectiveness of any training
course. Before accomplishment of training, supervisors
should select an evaluation method that can best meas-
ure the performance or productivity objective which the
training is expected to enhance. The objective may be
to improve work quality, quantity, timeliness, or any
combination of these elements. Table A2-3 provides
examples of evaluating methods which may be used to
measure the attainment of specific training objectives.
A2-9. Another important evaluation tool is the course
critique. Employees attending formal training or par-
ticipating in a developmental experience should be
solicited for their assessment of value.
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Table A2-3. Evaluating Completed Training
25
Objective and Element Items
Evaluation Measurements
Decrease break-in time of new em-
ployees:
Timeliness
Timeliness
If some employees participate in a planned program of training and others do not, have supervisor
record date when each reaches an acceptable level of production.
Determine average time required to bring trained workers and those who receive no training to an
acceptable level of production.
Increase employee's production rate:
Quantity
Quantity
Using production records, compare production rates before and after training.
Compare production of trained employees with that of employees not receiving training.
Eliminate bottlenecks:
Quantity
Timeliness
Quantity
Compare production records before and after training.
Determine whether deadlines were met sooner by eliminating bottlenecks.
Determine number of staff hours saved per month.
Reduce operational errors:
Quality
Quantity
Use records of supervisors and inspectors on rejected work and salvage. Compare before and after
training. ?
Determine average number of rejects, errors, or amount of salvage per worker before and after training.
Decrease amount of time equipment
is withdrawn from production for
repairs:
Quantity
Timeliness
Quantity
Quality
Quantity
Use maintenance records indicating number of hours per month equipment is in for repairs and the cost
of repairs or maintenance.
Compute amount of time equipment is out-of-service for each worker or unit.
Compare average repair time or cost per trained worker or unit before and after training.
Show difference in production.
Compute hours saved.
Decrease number of accidents:
Quantity
Timeliness
Qmlity
Timeliness
Quantity
Quantity
Use compensation, safety, and health unit records showing frequency and severity of accidents.
Show amount of time lost.
Compare safety records of groups trained with those not trained to determine whether improvement can
be traced to training.
Show amount of time saved by training.
Determine cost of accidents for the two periods compared.
Show cost of time lost.
Introduce new methods and
procedures:
Timeliness
Quality
Compare, if possible, time needed by trained and untrained employees to adapt themselves to new
procedures.
Compare effectiveness of the use of the new procedures by the two groups.
Improve work habits:
Quality
Compare rating of work habits before and after training, based on work habits considered most
important to performance of the job.
Increase skill level:
Qmlilt).
Quality
Quantity
Compare work produced before and after training.
Rate ckills 30 to 90 days after training is completed to determine retention.
Determine if the increased skills have been applied to increase production.
Improve attitude or morale:
Quantity
Quality
Compare before and after training, the overt evidence of attitudes and morale which indicated the need
for training; for example, the high rate of absenteeism or disciplinary actions required.
Compare with similar groups not trained.
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26 AFR 40-410 Attachment 2 21 October 1983
A2-10. The major purpose in evaluating training is to
determine if training objectives have been achieved.
The real value of course evaluation data, however, is its
use in:
a. Determining performance and productivity im-
provements.
b. Making program changes or modifications; for
example, eliminating training of little value, changing
content or method of training, reassessing or revising
course objectives, and redirecting emphasis into more
important or critical areas.
c. Keeping management informed of training results
and activities.
d. Formulating future plans for training and develop-
ment.
e. Providing information to higher headquarters for
the purpose of improving management decisions and
budget and program support.
f. Compiling quality reports which include:
(1) Narrative statements as to the value of training
to the installation.
(2) Estimates of the extent to which economies and
improved operations have resulted from training.
A2-11. Supervisor and Employee Evaluation, DD
Form 1556 (single cut and 10-part form).
Part D?Evaluating the Overall Training Program
A2-12. AFR 40-5. Evaluation of Personnel Manage-
ment and Administration, provides extensive guidance
concerning evaluation of the overall training function.
?
EDMs, supervisors, and managers should become
familiar with this guidance and apply it when evaluating
the total training program. One of the primary uses of
training course evaluation data is keeping management
informed of training results and ongoing activities. The
EDM must be able to look beyond the evaluation of
individual training courses and integrate them into an
evaluation of the total training program. The program
evaluations should assess what is accomplished versus
what was planned and the impact of any shortfalls. The
ultimate purpose of evaluation is to obtain better infor-
mation from which to make decisions, better information
to guide efforts to improve. The CCP() training func-
tion should provide the Management Training Com-
mittee or Civilian Employee Cost Management
Committee (CECMC) with periodic briefings (quarterly
and end-of-year) on the overall status of the installation's
training program.
A2-13. Sources of program evaluation data include
assessment of the organization and administration of
training, the training itself, and the results of training.
PDS-C provides the primary source of information for
assessing the AITP, financial plan, training completions,
and expenditures. The EDM should become familiar
with the definition and use of all data elements discussed
in AFM 30-130, volume IV, Civilian Personnel, chapter
13. Familiarity and use of the data elements are critical
to the construction of base-level inquiries and overall
program evaluation. By utilizing all possible sources, a
quality assessment can be made of adequacy of plfinning
and the value of employee training and development.
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AFR 40-410 Attachment 3 21 October 1983
GUIDE FOR FINANCIAL RESOURCES PLANNING AND BUDGET EXECUTION
Part A?Definition of Terms.
A3-1. Bogey?A funding level target issued by budget
officials for programming purposes. OCPO/MPKT
passes on to MAJCOMs and comparable organizations
bogies for Financial Plan Year (FPY) programming usu-
ally in April or May. MAJCOMs and comparable
organizations, in turn, issue guidance for bases to adjust
PDS-C training files in line with bogey limitations.
A3-2. Commitment?A preliminary action taken to des-
ignate funds for future expenditure which usually
involves the use of AF Forms 9, 405, or 616. A
commitment action precedes a formal obligation and
serves to set a funding estimate and reserve funds for
future expenditures.
A3-3. Direct Costs?All costs charged to Element of
Expense Investment Code (EEIC) 553. (See table
A3-4.)
A3-4. EEIC?Codes in the fund citation that indicate
what expenses are allowed. (See table A3-4 for relation-
ship between EEICs and PDS-C data.)
A3-5. Fund Citation?Accounting classification made
up of prescribed numbers used in recording and paying
specific costs. (See table A3-3 for PE 88751 training
fund citation.)
A3-6. Indirect Costs?All costs charged to EEICs 407,
408, 409, 421, 463, and 469. (See table A3-4.)
A3-7. Major Force Program (MFP)?The broadest
category or division of the budget.
A3-8. Obligation?An authorization to spend a set a-
mount of funds for which accounting entries will be
made. Temporary duty orders, DD Forms 1610 and
1556; and AF Forms 9, 405, and 616 are obligating (and
commitment) documents.
A3-9. Operating Budget Account Number (OBAN)?A
numbered account that identifies an installation's or
organization's OBAN. Each servicing CCP? has a
separate OBAN to manage local PE 88751 training
funds.
A3-10. Operating Budget Authority (OBA)?An ap-
proved funding level from which subsequent obligations
can be made.
A3-11. Program Element (PE)?A well-defined subdivi-
sion of an MFP; for example, PE 88751 (see the def-
inition in AFM 300-4).
27
A3-12. Program Objective Memorandum (POM)?The
Air Force portion of the DOD Five-Year Defense Plan
(FYDP) that specifies and explains total resource
requirements.
A3-13. Resource Center and Cost Center (RC &
CC)?Six-digit code in fund citation to designate organi-
zation or type of cost incurred. Definitions are
contained in AFR 170-5, Responsibility Center/Cost
Center Codes. Career Program and Functional Area
Identifications in PDS-C (central table 150 codes) are
linked to the 10 official RC & CC codes used in PE
88751.
Part B?Forming the Operations Operating Budget
(00B)?Financial Planning and Programming
A3-14. Forecasting. Reliable forecasting of training
courses or development by type, trainee requirements,
and associated costs is critical to meeting mission train-
ing requirements and successful attainment of future
budget needs. Proper management of the needs
identification and prioritization process will lead to
greater accuracy of requirements which the Planning
Programming, Budgeting System (PPBS) was designed
to achieve. For this reason, supervisors, managers,
EDMs, and appropriate committees should ensure that
forecasting takes into account all known requirements
and that the best estimates are provided by program and
operations officials. Efforts of a lesser magnitude could
adversely affect outyear funding simply because prelimi-
nary financial planning did not provide for the time-
phased matching of resources with needs. Table A3-1
shows the PPBS timetable for planning the operating
budget year (OBY), programming the FPY, and budget-
ing or executing the current fiscal year (CFY).
A3-15. Programming the FPY. This action involves
finer tuning of the next year's projected budget based on
bogies issued by OCPO/MPKT. Steps to be taken dur-
ing the programming process are:
a. Obtain total funding requirement and determine the
percentage funding level factor. For example, $10,000
bogey and a $20,000 requirement equals a 50-percent
funding level.
b. Recompute by multiplying the funding requirement
for each priority of training by the appropriate adjust-
ment factor (percentage).
c. Cover as much of the highest priority training
requirements as the funding level permits. This should
establish a training priority funding level cutoff.
d. Designate training requirements below the line as
deferred requirements for possible inclusion in the OBY.
e. Prepare preliminary FPY budget for presentation
to and review by the MTC or the CECMC.
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f. Adjust, as necessary, within bogey limits and
committee determinations. (See AFM 30-130, volume
IV, chapter 13, for coding guidance.)
g. Prepare impact statements covering the unmet
training requirements. For example, what are the
quality, quantity, timeliness, or productivity problems
that may accrue to unmet needs? Can a mission or
program problem be linked to the deferment of training?
h. Advise key managers of the funding level for their
training requirements. (PDS-C Output Products.)
A3-16. Planning the OBY. The criticality of best esti-
mate planning and accuracy for the OBY cannot be
overemphasized. It represents the first year ofithe POM
which sets the stage for future funding allocations.
Programs not receiving favorable POM placement may
not be adequately funded in the outyears.
a. Questions to be resolved in the OBY planning
process are:
(1) Will FPY deferred training requirements cause
a change of priorities?
(2) What work force changes can be predicted 3
years hence? How many retirements? What s ills will
be needed? What is the state of the present labor market
and what are the prospects for the future?
(3) What effect will the Federal Equal Employment
Opportuity Recruitment Program and installation af-
firmative action plans have on training needs?
(4) Are there known miksion changes that will need
new skills? Can full performance level skills be acquired
readily? If not, will training be needed to develop those
skills?
(5) What continuing training and educational re-
quirements are needed to handle employment turnover
or to keep existing employees proficient?
(6) What are the managerial, supervisory, and
career development needs expected to be?
b. Once these and similar questions have been
answered, the tsisks remaining for EDMs and respective
committees are to:
(1) Reassess training priorities.
(2) Develop impact statements covering unmet
needs which may involve use of statements developed
previously for any FPY deferred requirements.
(3) Prepare exhibits for the budget presentation that
clearly demonstrate needs in terms of cost-benefit
analysis, results to be gained from training, and any
?roblems expected to arise if needs are deferred or
rejected.
c. Copies of presentation and exhibit materials should
forwarded by the installation level EDM to the
ent command level TDRM for use in the command
udget process.
C?Executing the CFY Budget
43-17. Programming the Bogey Received From ()CPO/
APR 40-410 Attachment 3 21 October 1983
MP1CT. As a minimum, the following checkout items
should be considered:
a. Are each fiscal quarters' commitments and obliga-
tions kept in line with the bogey?
b. Have respective committees and key managers
been advised of any difficulties in meeting bogey limits?
Do they decide the final adjustments, if any?
c. Has the need to move funding between quarters
been fully analyzed and justified? Does the justification
include:
(1) An explanation of the dollar amounts and time
frames needed for the movement?
(2) Which OBAN or OBANs are to be affected?
(3) The MAJCOM or comparable organization
identification?
(4) A revision of quarterly obligations based on the
movement?
d. Has the need for additional funding based on mis-
sion essential needs been fully analyzed and justified?
Does the justification include:
(1) An explanation of why the additional funds are
needed?
(2) A statement as to why the addition was not
included in the AITP?
(3) An impact statement explaining the results to be
expected if -funding is not made available?
(4) The OBAN or OBANs to be affected?
(5) Identification of the parent MAJCOM or com-
parable organization?
(6) A revision of quarterly projected obligation
based on the additional funding?
e. Have excess funds been identified? If so, has the
condition been reported to OCPO/MPKT? Does the
report include:
(1) A statement of the funding amount and reasons
for the excess?
(2) OBAN or OBANs affected by the excess?
(3) Identification of the parent MAJCOM or com-
parable organization?
A3-18. Financial Transactions and Documentation
Needed To Accomplish Training. Throughout the
Current Budget Year (CBY), specific obligation and
expenditure of funds will occur. Several processing and
documentation variations will be encountered, depending
on the training source selected.
a. Table A3-2 reflects the processes and documenta-
tion involved with respective training source selections.
b. Training expense accounting is done by fund cita-
tion. Therefore, construction of the fund citation must
be accurate. Components of a fund citation are in table
A3-3.
A3-19. OBAN Management. The linkage between train-
ing forms, PDS-C, and the accounting system is
designed to accomplish sound fiscal management and
accountability. If PDS-C entries are timely and
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AFR 40-410 Attachment 3 21 October 1983
accurate, a more rapid balance and reconciliation with
the accounting system can be made. Since the account-
ing system tracking of actual expenses normally lags in
time, PDS?C becomes very critical in managing the
CBY to avoid over obligations.
a. The relationship between the automated accounting
system and PDS?C used in the reconciliation process is
displayed in table A3-4.
b. Close attention to the regular review of financial
status during the CBY life cycle ensures sound budget
execution. To accomplish this important function,
several tools are available for use. How well the tools
are used, however, largely determines the success of
sound budget execution. Table A3-5 provides guidance
on OBAN management.
A3-20. Closing Out the CFY. The final step in the bud-
Table A3-1. Training Program Financial Planning Timetable.
29
get execution involves "balancing the books." It requires
a more concentrated review of fund status and end-of-
year obligations. Bringing the closeout in under or at
deadline ensures a smooth transition from CFY to FPY
and better supports the future budget-building process.
Late delays hinder successive staff budget activities and
can result in the readjustment of bogies. Positive resp-
onses to the following should ensure a proper closeout:
a. Have all commitments been posted not later than
31 August?
b. Have training costs extending into the next fiscal
year been properly annotated?
c. Have all obligation documents been delivered to
the AFO not later than 15 September or the nearest
working day?
d. Have all obligations and accounts been reconciled
and closed out not later than 24 September or the
nearest working day?
Responsible Activity
Action
Dates
Base
Survey, review, revalidate, program and plan actions via PDS?C File
for (OBY), which commenced 1 October, (FPY)?the upcoming out-
year and the (CFY), the 2d outyear
July
August
September
()CPO
Retrieve quarterly projected expenditure rates for allocation of next
fiscal year's funds and issue quarterly OBAs for CFY
September
Command Level Director of
Civilian Personnel (DPC)
Review, validate, feed back to bases, release through PDS?C
October
November
December
OCPO
HQ USAF/MPK
Prepare and present POM requirements (derived from the OBY)
November
December
?CPO
Review and validate through PDS?C
January
February
?CPO
Submit the 00B to HQ AFMPC/ACB for transmittal to HQ USAF/
MP/MPK and Operations Budget Review Committee
March
OCP0
Issue annual M.AJCOM bogies for the FPY
April
May
June
TABLE A3-2 I
TRAINING SOURCE AND FINANCIAL TRANSACTIONS TABLE
When the most effective source h to
-,.
then the transaction involves
use a nongovernment training course designed specifically for Air
Force needs and direct trainee costs are involved
EDM preparation of an AF Form 9 authorized by an approved DD
Form 1556. The AF Form 9 must contain specifications of the type
training needed to satisfy the need. Payment is made with SF 1034
when processed.
use nongovennnent training that is open to the general public on a reg-
ularly scheduled basis and has standard tuition, books, and fees charges
EDM preparation of a DD Form 1556, when cost exceed $10,000 the
contracting officer should be consulted to determine if AF Form 9
would be the more effective and efficient process for obtaining the
training. Payment is made either with SF 1034 or SF 1080 if training
is being used by other federal agencies and transfer of appropriation
is needed.
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AFR 40-410 Attachment 3 21 October 1983
TABLE 3-2--Continued
When the most effective source is to
then the transaction involves
arrange for continuing education services with a recognized educa-
tional institution
EDM preparation of a DD Form 1556 which authorizes the estab-
lishment of an educational services agreement or extension of one
already in existance (see Defense Acquisition Regulation; part 900).
As above, the EDM and contracting officer should confer on the
documentation to be used.
.,
use a government training facility other than DOD
EDM certification of a DD Form 1556 prepared and submitted by
requesting official. Payment of direct cost is made with SF 1080.
use DOD training facility other than Air Force
EDM certification of DD Form 1556 prepared and submitted by
requesting official. Payment is made with DD Form 448. NOTE: If
Air Force is the training provider, then DD Form 448-2 is used to
accept funding support from other components.
use an Air Force facility
EDM certification of DD Form 1556 prepared and submitted by
reporting official which obligates funds and justifies payment of
indirect costs.
use a contractor or vendor source to satisfy a special training
requirement
EDM preparation of an AF Form 403 for submicsion to Air Training
Command (ATC) for contract or in-house determination source.
Table A3-3. The Components of a Fund Citation for Training.
Fund Citation:
a.
Department
Fiscal Year
Appropriation
Fund Code
Fiscal Year
57 3 3400 30 3 57 *XX &i6 AS 408 409 S525000
Operating Agency Code
Operating Budget Account Number (OBAN)
Responsibility Center/Cost Center Code (RC/CC)
Major Force Program
Element of Expense/Investment Code (EEIC)
Accounting and Disbursing Station Number
Control Number
AF Form 405 Advise Number
'XX Use appropriate OBAN alphas.
TABLE A3-4
RELATIONSHIP BL %LEN EXPENSE ELEMENT INDICATOR CODE (EEIC)
AND PERSONNEL DATA SYSTEM?CIVILIAN (P1)S?C DATA
If the cost is for
-a553
then the EEIC is
and the PDS?C CQ data element is
and the PDS?C
training history
cost category is
tuition
INDIV-TUITION-TNG-COST
Direct Costs
books and tuition-related fees
553
INDIV-BOOKS-FEES-TNG-COST
miscellaneous contract service registration fees
553
administrative costs (costs necessary to develop,
553
INDIV-AID-EQUIP-TNG-COST
revise, or update the training) aids, equipment,
instruction materials and supplies (See Note)
specially designed coursm developed for the Air
Force
553
TOTAL-CONTR-TRNG-COST
contract training facility quarters
553
TOT-RENT-SPA-TNG-COST
per diem incidentials
409
INDIV-PER-DIF_M-TNG-COST
Indirect Costs
travel, transportation and related costs -
407/408
INDIV-TRAVEL-TNG-COST
permanent change of station (Long-Term. Full-
Time training)
421/463/469
INDIV-PCS-LTFT-TNG-COST
NOTE: EEIC 592 (base support funds) will be used for registration fees and funds covering related expenses of participants for attendance at meet-
ings whose presence is necessary for adequate Air Force representation in private associations and activities not convened for the purpose of train-
ing.
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AFR 40-410 Attachment 3 21 October 1983
Table A3-5. Operating Budget Account Number (OBAN) Management Tools and Uses.
31
Tool, User, and Source
Description
'Operating Budget Ledger' EDM, AFO System
Product displays annual and quarterly dollar loads, quarterly expenses paid/
unpaid/on order, obligations, commitments, and unobligated balance. Used to
project expense rates and identify the overall need to make adjustments.
'Responsibility Center (RC) Manager Monthly Report',
EDM, AFO System
Product displays dollars by EEICs and is sorted by first two digits of RC & CC
to show totals for each MAJCOM, major units, and tenants. It also includes
obligation percentage rates. Used for finer projection analysis.
'RC Manager Cost Center Report', EDM, AFO System
Product consolidates dollars by RC & CC and is a useful tool for providing finan-
cial status feedback to managers and training committees.
'Oben Management Report', EDM; AFO System
Summary report displaying total dollars by EEICs. Helpful in monitoring entire
OBAN dollars.
'Requirements File (CQ) Data', EDM. PDS-C
DESIRE inquiries in a variety of formats to satisfy management's needs.
'Annual-TRG-Plan', EDM, PDS-C
CQ PDS-C requirements file (CQ) validation DESIRE. Sorted by MAJCOM/
office symbol. Used to display annual training and financial plan for supervisor,
management training committee, and commander approval and information.
'Fund Status For PE 88751 MAJCOM/S0As', MAJCOM
and comparable organization TDRMs. AFO System at
Randolph AFB
Provided monthly by OCPO/MPKT. Displays consolidated dollar data from all
bases under MAJCOMs or comparable organizations. Useful in considering
requests for adjustment from bases and to track obligation rates.
'Fend Status for PE 88751 by EEIC', Servicing MAJCOM
and comparable organization TDRIvls. AFO System at
Randolph AFB
Provided monthly by OCPO/MPKT. Displays total OBAN dollars by EEIC.
Used to track the performance status of each OBAN.
'Actual Expenses Paid', Servicing MAJCOM and corn-
parable organization TDRM.s. AFO System at Randolph
AFB
Provided monthly by OCPO/MPKT. Displays actual expenses paid by each
OBAN. Costs can be compared with ATLAS inquiry in HAF file displaying
costs that have been entered by the base Employee Development Specialist
(EDS) in the training history area. It also verifies cost being reported to OPM
through the Civilian Personnel Data File (CPDF).
'Requirements File (CQ DATA)', MAJCOM/TDRivis,
Managers, PDS-C
ATLAS inquiries in a variety of formats to review training requirements
established by subordinate bases.
("All AFO Reports)', OCPO/MPKT. AFO System
Used to monitor base OBANs.
CAD RAF PDS-C ,Products)', OCPO/MPKT, PDS-C
Used to compare PDS-C and accounting cost data to project budget
justifications and verity costs reported to OPM through CPDF.
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AFR 40-410 Attachment 4 21 October 1983
GUIDE FOR SELECTING TRAINING SOURCES
Part A?Local Installation-Level Training
A4-1. Self-Development. Self-development is that edu-
cation, training, or other developmental activity which is
self-initiated, funded by the employee, and taken on the
employee's own time to better qualify the employee for
his or her work or profession, or to contribute to his or
her career opportunities.
A4-2. On-the-Job Training (OJT). OJT is planned, or-
ganized, and job-related instructions given at the
worksite. An analysis of the major job elements and
related knowledges, skills, and abilities (KSA) form the
basis for setting up an OJT plan. Special emphasis
should be given to those KSAs which can best be
learned in the actual work situation. The job analysis
process used in Instructional Systems Development (see
AFR 50-8, AFM 50-2, and AFP 50-58, volume II) is
also useful in planning OJT. For guidance on conduct-
ing OJT, see AFR 50-23, On-the-Job Training.
A4-3. Formal Training Programs. These programs are
identified as those which include:
a. A written, detailed task analysis of the job to be
performed (AF Form 1320).
b. Criterion objectives that identify the specific KSAs
required to successfully perform the job.
c. Methods, performance tests, or measures to evalu-
ate student progress.
d. A written plan which establishes the sequence of
learning activities and designates the methods, media,
and equipment to be used.
e. Continuous evaluation, feedback, and interaction at
each step to make sure the plan is meeting its objective;
that is, the individual's achievement of KSAs required
for successful job performance.
A4-4. Proficiency Training. Training that has as its
purpose to improve performance, maintain currency or
develop new KSAs (competencies) required to perform
successfully in current position and grade.
A4-5. Developmental Training. Training that has as its
purpose the enhancement or development of KSAs
(competencies) which have been determined necessary
to progress and perform successfully in higher level
positions for which the individual may qiialify in the
future.
Part B?Air Force and Other DOD Facilities
A4-6. Air University Seminar Programs. AFR 213-1,
Operation and Administration of the Air Force Educa-
tion Services Program. designates the base Education
Services Officer (ESO) as action officer for organizing,
publicizing, and supporting these programs. The EDM
works with the ESO to identify potential civilian
students and to reserve civilian allocations in the pro-
grams.
a. Air War College (AWC) Associate Program
(Nonresident). Civilian employees, GM-13 and above,
are eligible and should be encouraged to take part in this
program. The servicing ESO is the primary source of
information on entrance requirements.
b. Air Command and Staff College (ACSC)
(Nonresident Seminar Program). Civilian employees,
GS-11 and above, are eligible to take part in this
program. Civilian spaces may be obtained through
contact with the ESO. Supervisors and managers, at
these grade levels, are encouraged to take part. The list
of installations where nonresident seminars are con-
ducted is contained in AFM 50-5, USAF Formal
Schools Catalog, chapter 4. The correspondence ver-
sions of these seminars are described in the US Air
Force Extension Course Institute (ECI) catalog.
A4-7. USAF Extension Course Institute?The ECI sup-
plements formal training programs and provides courses
for career broadening for both military and civilian em-
ployees. ECI career development courses will be con-
sidered for integration with civilian OJT programs.
Each of these courses is directly related to a specific
military Air Force specialty code or group of Air Force
specialty codes. Many civilian positions contain duties
that directly correlate with these military Air Force
speciality codes. Other civilian employees may desire to
take these courses for career broadening purposes.
These courses are described in the US Air Force ECI
catalog. The basic directive is AFR 50-12, Extension
Course Program. Training and Development Managers
must monitor this program to ensure that completion
rate is as near 100 percent as practicable.
A4-8. Air Training Command (ATC) Schools and
Courses. With few exceptions, all ATC schools and
courses are managed through the Pipeline Management
System (PMS). (See AFM 30-130, volume IV, chapter
13, for instructions on requesting spaces.) Requirements
are identified during the annual training survey. Out of
cycle requirements and procedures for processing special
training are covered in AFR 50-9.
a. ATC Technical Training Schools. ATC conducts
or arranges for technical training. AFM 50-5 contains
course descriptions, prerequisites for attendance, loca-
tion, and other information on these courses. Following
is a brief description of the kinds of training admin-
istered by ATC:
(1) Type 1?Contract Special Training. This is
formal training contracted with civilian industrial or
educational institutions under AFR 50-9. It may be
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AFR 40-410 Attachment 4 21 October 1983
conducted at either the contractor's location or on an
Air Force installation.
(2) Type 2?ATC Special Resident Training. This
is one-time formal training conducted by ATC instruc-
tors at an ATC installation or operating location under
the provisions of AFR 50-9.
(3) Type 3?Resident Regular Training. This is
continuing formal training conducted at an ATC installa-
tion. It includes basic, lateral, advanced, and supplemen-
tal courses.
(4) Type 4--Field Training. This is special or reg-
ular onsite training conducted by a field training detach-
ment or by mobile training teams.
(5) Type 5?Other Agency Training. This is spe-
cial or regular formal training conducted for the US Air
Force by the Departments of the Army, Navy, DOD, or
other government agencies, or by Air Force activities
other than ATC.
b. ATC Professional Schools. ATC also conducts or
arranges professional education that is available to meet
civilian training requirements. This training is con-
ducted by activities such as: AWC, ACSC, Academic
Instructor and Foreien Officer School, Leadership and
Management Development Center (LMDC), and Air
Force Institute of Technology (AFIT).
(1) Requirements for attendance at these schools
will be identified in the annual training survey with
projection over a 3-year period, and recorded in
Personnel Data .System-Civilian (PDS-C) and on the
Individual Development Plan (IDP). Armed Forces
College Program selection will be on an Air Force-wide
competitive basis by central selection panels convened
by OCPO. Panel members will be functional managers
who are knowledgeable of the curricula and of the
course objectives and methods. The panels are auth-
orized to select employees for the program for which
nominated or for an alternate program for which the
nominee meets prerequisites. Such alternate selection
will be based upon the panel's knowledge of program
content and upon the employee's background, current
position, developmental needs, and demonstrated poten-
tial. Central selection panels will consider any priorities
established by MAJCOM and comparable organization
panels, but final ranking and selection is the responsibil-
ity of the central panels.
(2) The AWC is the senior level Air Force profes-
sional military education (PME) school. This 10-month,
graduate-level study program focuses on the strategy
and tactics of theater warfare. Eligibility and selection
criteria are in AFR 53-8. Nominations are requested
annually (2-year projection) by OCPO/MPKT.
(3) The ACSC is the intermediate level Air Force
PME school. This program is designed to prepare
students for assuming increased responsibility, both on
the staff and in command. Eligibility and selection
criteria are in AFR 53-8. Nominations are requested
annually (2-year projection) by OCPO/MPKT.
33
(4) The Academic Instructor and Foreign Officer
School is designed to prepare students for assignments
involving curriculum development and instruction.
Prerequisites and course description are in AFM 50-5.
(5) The LMDC offers a variety of specialized
management training courses (personnel, comptroller,
chaplain, and Staff Judge Advocate). Course descrip-
tions and prerequisites are in AFM 50-5.
(6) The AFIT conducts short- and long-term credit
and noncredit education programs in scientific, techno-
logical, managerial, medical, and other fields located at
Wright-Patterson AFB. The AFIT conducts continuing
education programs. Program responsibilities are stated
in AFR 53-11, Air Force Institute of Technology.
Courses, prerequisites, and procedures are described in
AFM 50-5. Requirements for these technical and
professional courses are entered into PDS-C and, with
few exceptions, are managed through the Air Force
PMS. Also see appropriate Career Program volumes to
AFR 40-110 for selection criteria and procedures.
A4-9. Department of Defense Education and Training
Programs. Defense Management Education and Train-
ing (DMET) Program. The DMET program provides
specialized education and training designed to enhance
the _performance of personnel engaged in management
functions throughout the DOD. The program promotes
uniform implementation of DOD policies, directives, and
instructions. Headquarters ATC is the Air Force focal
point for Air Force-sponsored DMET courses. Pro-
gram responsibilities are stated in AFR 53-21, Defense
Management Education and Training (DMET) Program.
Courses, prerequisites, and procedures are described in
the DMET Catalog (DOD Manual 5010.16-C). All
DMET courses are managed through the PMS when
funded by ATC.
A4-10. Department of Defense Joint College Programs.
Civilian employees with recogni7ed potential may attend
the NWC. the ICAF, and the AFSC. Eligibility and
selection criteria are in AFR 53-8. Requirement projec-
tions must be made on a 2-year basis through PDS-C.
Civilian allocations of quotas for attendance at the joint
college are made directly by the Assistant Secretary of
Defense, Manpower, Reserve Affairs and Logistics
(DOD Instruction 1430.5, Civilian Employee Training
Policies and Standards).
Part C?Developmental Assignments
A4-11. This source of training is designed to prepare
employees for future assignments or to cross train to
improve proficiency on the current job. Developmental
assignments range from informal OJT assignments such
as task force and committee assignments, understudy,
and temporary replacement of employees absent from
work, to more formalized career broadening and flow-
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through assignments (see AFR 40-110, to be published),
and others such as the President's Executive Exchange
Program (PEEP). Developmental assignments may be
within the Air Force, at the DOD, at other government
agencies, or outside the federal service with industry,
educational institutions, or state or local governments.
a. Developmental assignments of 30 days or more are
recorded as a detail, reassignment, or other appropriate
personnel action outlined in FPM supplement 296-33
when the assignment meets any of the following criteria:
(1) Within the Air Force but to a different organi-
zational level; for example, base, center, MAJCOM,
Headquarters Air Force (HAF), etc.
(2) Outside the Air Force.
(3) To a position at a different grade, occupational
series, or KSA requirement.
(4) To a position requiring different supervisory or
managerial skills (see PDS-C supervisory level codes
(PDS-C table 114) and associated definitions to make a
determination).
b. Details of 90 days or more for general manager
(GM) employees will require written performance re-
quirements and standards for evaluation as a means for
making merit pay determinations. See FPM chapter 300
and AFR 40-321, Details Within the Air Force, for
guidance on details of more than 120 days and for limita-
tion of details to higher grade positions.
c. The competitive merit selection process will be
applied as required by staffing and career program regu-
lations. For exceptions, see FPM chapter 536.
Appropriate Nature of Action codes from PDS-C table
85, will be entered in employee's automated record.
d. Developmental assignments established for a
specific career program will be centrally managed by the
OCP0 Career Management Division, as specified in the
implementing career program directive.
A4-12. Department of Defense-Wide Training Agree-
ment for Rotational Assignments for Development of
Key Personnel of the DOD. This agreement allows for
the assignment of employees across functional, DOD
component, and federal agency lines for 6 months to 3
years under flexible qwitification determinations. Assign-
ments are subject to postaudit, however, and require the
preparation of a work plan to include performance re-
quirements against which the employee will be
evaluated. Care must be taken to make sure that em-
ployees will not suffer loss of credit for cash awards,
merit pay, or promotion consideration as a result of their
participation in the program.
Part D?Interagency Training Programs
A4-13. Standard courses and programs offered by the
Office of Personnel Management (OPM). These include
programs that are developed and conducted by the
OPM, such as the Federal Executive Institute and
AFR 40-410 Attachment 4 21 October 1983
Executive Seminar Center programs. Air Force partici-
pation in these courses is centrally funded and admi-
nistered by OCPO/MPKT. The OPM also offers,
through its regional training center (RTC), manager, and
supervisory development courses and a variety of techni-
cal courses dealing with subjects such as personnel,
financial management, information systems, etc. RTC
course announcements and schedules are sent directly to
CCPOs on request. EDMs should deal directly with
RTCs in processing of training requirements unless
centrally funded by OCPO.
A4-14. Courses are available from other Government
agencies. For example, general technical courses offered
by the General Services Administration and Department
of Treasury Federal Law Enforcement Training Center
(see paragraph 4). Enrollment in such courses will be
administered and funded as required at installation level.
A4-15. Jointly developed courses may be established
that satisfy needs common to the Air Force and at least
one other agency. These courses, which usually will be
developed, funded, and ortministered at the installation
level, may be established in any subject area where
substantive competence exists to provide the training.
A4-16. Other Interagency Training Sources include:
a. Interagency Auditor Training Programs, Graduate
School, USDA, Capital Gallery, 600 Maryland Avenue,
SW, Wash, DC 20024.
b. Legal Education Institute, Department of Justice,
Room 454, Safeway Building, 521 12th Street, NW,
Wash, DC 20530.
c. GSA Training Center (HDAA), Crystal Square,
Building 5, Room 1006, Wash, DC 20406.
d. Federal Law Enforcement Training Center,
Department of the Treasury, Glynco, GA 31520.
e. US Department of Labor, OSHA Training
Institute, 1555 Times Drive, Des Plaines, IL 60018.
f. Department of State, M/FSI, Extension Studies
Program, Room 100, SA-3, Wash, DC 20502.
g. Federal Emergency Management Agency, National
Emergency Training Center, Admissions Office, Route 1,
Box 10-A, Emmitsburg, MD 21727. Course announce-
ments and schedules will be sent upon request.
Part E?Non-Government Facilities
A4-17. A wide variety of local non-government facil-
ities may be available, depending on the installation's
needs. A compendium of sources that are best related to
KSAs required to perform assigned missions should be
maintained by the EDM.
A4-18. The selection of a non-government training
source must meet the tests defined in section G, para-
graph 21 of this regulation.
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INSTRUCTIONS FOR USE AND COMPLETION OF DD FORM 1556
Part A?Use of the Form. DD Form 1556 will be used
to authorize and record training, including direct and
indirect costs, of civilian employees in Government
facilities (intra and interagency), where specified, for
training in nongovernrnent facilities and attendance at
meetings. It is used for all formal training of 8 hours or
more and all other training regardless of length, if costs
are involved. Procedures for Defense Management
Education and Training (DMET) courses are in the
DMET Catalog, DOD Manual 5010.16-C, issued annu-
ally. DD Form 1556 is a multipurpose form designed to
document a variety of training transactions such as:
a. A request for training.
b. Approval and authorization for training.
c. Request and approval to attend professional meet-
ings.
d. Registration and acceptance form.
e. Obligated service agreement.
f. Certification of authorized expenditures and availa-
bility of funds.
g. Document to authorize advance or reimbursement.
h. Certification of completion of training.
I Record of training completion.
j. Record of equivalency credit.
k. Evaluation of training.
I. Employee certification regarding receipt of con-
tributions, awards, or payments in connection with the
training.
in. Document to establish monthly or quarterly funds
obligation authority with the Accounting and Finance
Office (AF0).
a. Training needs survey instrument.
Part B?Ten-Part and Single Cut Sheet Form Applica-
tions
A5-1. The DD Form 1556 is available as a 10-part set
and as a single cut sheet version. The single cut sheet
may be used as a worksheet for conducting surveys,
documents on center and ATC training, and for filling
out the 10-part set. The single cut sheet may also be
used to request and record certain types of training.
Table A5-1. DD Form 1556 Distribution-1O-Part Set
35
However, the 10-part set must be completed when:
a. Training funds need to be spent (except training
requiring only travel and per diem funds).
b. A continued service or reimbursement agreement is
needed.
c. It is required for vendor notification and con-
firmation.
A5-2. Training which does not meet the above criteria
may be covered by the single-sheet version, with
sufficient copies to satisfy filing and followup evaluation
requirements.
A5-3. As a local option, the CCP() may authorize use
of a bond paper continuation sheet when two or more
employees who fall under the authority of the approving
authorizing official (block 29) are nominated to attend
the same course at the same time and place. For each
employee scheduled to attend, use a tabular format pro-
viding name, social security account number, organiza-
tion to which assigned, approving supervisor and, when
appropriate, direct cost, indirect cost, and total cost.
The aggregated costs of all employees scheduled to
attend will be entered on the DD Form 1556.
a. If training requirements are identified by program,
subject, training area, weapon system, subsystem, new
facility, or equipment, rather than by name nomination,
the continuation sheet will give as much basic informa-
tion as known, including the number of employees to be
trained.
b. Purposes for which the continuation sheet
(attached to appropriately signed DD Form 1556) may
be used include:
(1) Requesting, approving, and authorizing training.
(2) Establishing monthly and quarterly funds obli-
gation authority with the AFO. (Use with single cut
sheet version of DD Form 1556.)
(3) Reporting requirements during the annual train-
ing survey. (Use with single cut sheet version of DD
Form 1556.)
Part C?Distribution of DD Form 1556 Copies. Table
AS-I depicts the normal distribution pattern:
Copy Number
Distribution
I
AGENCY (Training and Personnel
Folder)
Filed in employee's Official Personnel Folder (OPF) after completion of training
(including abandonment or unsuccessful completion of training).
2
AUTOMATED DATA PROCESS-
ING (ADP) COPY
OPTIONAL?May be used as a PDS?C input document.
3
VENDOR (Request Document)
Send to training facility or vendor (or to ?CPO when centrally controlled) to
nominate employee. This copy is not returned to the CCPO.
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AEK 4U-410 Attachment 5 21 October 1983
Table A5-1?Continued.
Copy Number
Distribution
4
VENDOR (Finance)
Send to training facility or vendor (or to OCPO when centrally controlled) as
the obligation authority for approved costs.
5
VENDOR (Agency)
Forward to training facility or vendor (or to ?CPO when centrally controlled).
When instructed to do so, the vendor will complete section H and return to the
agency to show acceptance of the student.
6
AGENCY (Finance)
When direct or indirect costs are involved, this copy will be given to the AFO.
If the AF Form 616 or AF Form 405 is used, this copy serves as a backup doc-
ument and is kept with the AF Form 616 or AF Form 405.
7
AGENCY (Finance)
(Same as copy 6.) This copy authorizes any separate payments for books,
materials, or other costs.
8
AGENCY (Employee)
After certification of training completion, this copy is sent through the supervisor
to the employee. The supervisor documents the employee's AF Form 971,
Supervisor's Record of Employee, and gives the DD Form 1556 to the employee
for his or her personal records.
9
AGENCY (Evaluation)
This copy is used to justify the training need and to evaluate the achievement of
the objectives. After all items are completed, this copy is kept in the CCPO's
training files.
10
ACTIVITY (Optional Use)
This copy is kept by the supervisor when he or she initiates the form.
Part D?How to Prepare DD Form 1556 Single Cut Sheet and Ten-Part Versions. In preparing the form, it will be
necessary to use instructions contained in table A5-2 which clarifies the instructions on the reverse of the 10-part
form.
Table AS-2. Instructions for Completing DD Form 1556.
Item
Entered by
Instruction
Copy 1 of the 10-Part Set, Agency (Training and Personnel Folder) or the Single Cut Sheet Version (Front)
A
CCP()
The first two characters are 'AP'. The second two characters are the MAJCOM identification
code (PDS-C, table 55). The last four characters are the submitting office number (PDS-C, table
81.)
CCPQ
Contract number. Complete only if the training is procured by a contract or Educational Services
Agreement. The information is available from the contracting office.
CCP?
Check as appropriate.
Section A, Trainee Information
1 and 2
SUPV
Self-explanatory.
3a
SUPV
Enter organization symbol.
3b, 4, and 5
SUPV
(OPTIONAL ITEMS) Enter only when required by training facility or vendor.
6
SUPV
Enter X in correct box.
7
CCP?
Enter CCP? address.
8
SUPV
Enter the trainee's office telephone number (commercial and Autovon).
9
CCP?
For nongovernment training, enter years and months of continuous federal service. This informa-
tion is available in PDS-C.
10
CCP?
Enter only if nomination is for nongovernment training of more than 40 hours.
11 (or 11a)
SUPVSelf-explanatory.
1 lb
SUPV
CCP?
If the applicant for training is disabled or handicapped and in need of special arrangements
(braining. taping. interpreters, facility accessiblity, etc.), place an X in the block. Then describe
the special arrangements on a separate sheet (plain bond paper) and attach two copies to the DD
Form 1556. NOTE: The applicant is not required to furnish this information. His or her
signature on the separate sheets, which are attached to the DD Form 1556. indicates agreement to
release the information to training vendors.
Attach the signed description of the disabled or handicapped applicant's special arrangements to
the OPF copy and the vendor's copy (copy 3 of the 10-part form or the copy of the single sheet
which is sent to the office providing the training).
12, 13
CCPO
Self-explanatory.
14
CCP?
Follow instructions on the 10-pan form.
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AFR 40-410 Attachment 5 21 October 1963
Table A5-2--Continued.
Item
Entered by
37
Instruction
Cop), I of the 10-Part Set, Agency (Training and Personnel Folder) or the Single Cut Sheet Version (Front)
Section B, Training Course Date
15a
SUPV
Self-explanatory.
15b
CCPO
Follow instructions on the 10-part form. In addition, enter the Civilian Requirements (CQ) File
Record control flag on each DD Form 1556 as a cross-reference to PDS-C data. (See AFM
30-130, volume IV, chapter 13.)
16a
CCPO
Enter training type from PDS-C, table 188, unless otherwise directed by the training facility.
NOTE: This entry differs from the 'type' code in item 20, part Ib.
16b
SUPV
Self-explanatory.
16c
Leave blank.
17a
CCPO
If course is in the PMS, enter the course number as it appears in the PMS catalog If not in PMS,
enter another catalog course number, if appropriate.
17b
SUPV
Optional use.
i 8a, 18b
SUPV/CCPO
Self-explanatory.
1 gc
Leave blank.
19a. 19b. I9c
SUPV
Self-explanatory.
20 Part I, a
SUPV
Enter one of the following codes that best describe the primary purpose of the training.
I?Mission or Program Change. To provide KSAs needed as a result of change in activity mis-
sion, policies, programs, or procedures.
2?New Technology. To provide knowledge or skill required to keep abreast of developments in
the employee's occupational field or a related field. .
3?New Work Assignment. To provide skills or knowledge needed as a result of sicsignment to
new duties and responsibilities, when such training is not a part of a planned career development
program. (Also see code B.)
B?Upward Mobility. If the situation is as described in code 3 above and the employee is
receiving training under the Upward Mobility Program, use code B. (Also see code C.)
4?Improve Present Performance. To provide knowledge or skills needed to improve or maintain
proficiency in present job,
5?Meet Future Staffing Needs. To provide knowledge and skills needed to meet future staffing
needs through a planned career development program in an occupational specialty. executive or
managerial development program, a management, or program to upgrade skills and abilities.
(Also see code C.)
C?Upward Mobility. If the employee has been selected as a part of the Upward Mobility
Program to receive training in anticipation of future placement, use code C.
6?Develop Unavailable Skills. To provide knowledge or skills needed for fields of work that are
unique to the Air Force, or to meet staffing needs in occupations for which the labor market
cannot produce a sufficient number of trained employees.
7?Trade or Craft. To provide the classroom or group portion of the formal training that,
together with guided work experience, permits the employee to acquire or upgrade the
knowledge and skills needed to meet the full requirements for journeyman status.
8?Orientation. To provide orientation to policies, purposes, functions, and mission of the Air
Force or the federal government for new employees.
9?Adult Basic Education. To provide the basic knowledge and skills needed to permit the
employee to function in the world of work
20 Part I. b
CCP()
Refer to FPM Supplement 292-1 for definitions of codes. In addition, AFM 30-130 shows
conversion of table 188 codes to these type training codes.
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Table A5-2?Continued.
Item
Entered by
AFR 4.0-410 Attachment 5 21 October 1983
Instruction
Copy 1 of the 10-Part Set. Agency (Training and Personnel Folder) or the Single Cut Sheet Version (Front)
Section B, Training Course Date
20 Part I, c and
d
CCPO
Use appropriate codes from central PDS-C tables 205 and 203.
20 Part II, a
Leave blank.
20 Part II. b
SUPV/Security
Complete when security clearance is required by training facility/vendor. Information on clear-
ance must be obtained by the supervisor from the appropriate security office.
20 Part 11, c and
d
SUPV
Follow instructions on reverse of 10-part DD Form 1556.
20 Part II, e
SUPV
Use priority definitions stated in this regulation (see attachment 2).
20 Part II, g
CCPO
Use appropriate codes from PDS-C, table 188.
20 Part II, f, h. i.
j
SUPV/CCPO
Use appropriate codes on reverse of 10-part DD Form 1556.
Section C, Cost and Billing Information
21, 21a, 21b, and
21c
SUPV/CCPO
Self-explanatory.
2Id
CCPO
Use appropriate code from central PDS-C, table 214.
21e
-CCPO
Enter fund cite. NOTE: For direct costs only.
21f
CCP() or AFO
As the Resource Manager. the EDM signs and certifies availability of funds based on earlier
commitments initiated by AF Form 405 or AF Form 616.
22
CCP()
Advice number on the AF Form 405 or AF Form 616 is entered here.
23
Local option. _
24, 25, 25a, b, c,
and d
SUPV/CCPO
Self-explanatory. If supervisor does not have data, contact the EDM
26
SUPV
27
CCPO
2Sa
CCP()
28b
CCPO
Section D, Approval/Concurrence
Supervisor's signature certifies that the training is job related, is essential, represents a valid need,
and that the employee will be released to attend the training. (See instructions for copy 9, section
D. items 45 and 47 when using the 10-part form or, when using the single cut sheet version, see
the instructions for section D, items 52 and 54.)
Check appropriate block. Type or print name of certifying official (EDM). Enter telephone
number (commercial, AUTO VON, and FTS for OPM) of EDM, obtain signature, and enter date.
NOTES:
(1) Depending on the type, level, or length of training, it may sometimes be necessary for the
EDS to obtain higher-level written approval or waiver before signing in item 27.
(2) Signature of the EDS/Resource Manager in this block constitutes agency certification of com-
pliance with prevailing laws and directives, including consideration of the special arrangements at
training facilities for handicapped or disabled employees.
When the SF 1080 is show your accounting distribution symbol number (ADSN). See
paragraph 21(2). If the training is funded by OCP0, show S525000.
Enter the mailing address for the training function in the CCPO. If funding is provided from the
OCPO OBAN; that is, not the CCP?. MAJCOM, or comparable organization OBAN, enter:
OCPO/MPKT, Randolph AFB TX 78150.
Section E, Approval and Concurrence
29
Management
This block is signed by the functional manager who is designated approval authority for the
operating oruni7ation. Signature indicates the need is valid and the priority shown in block 20,
part Ile, is appropriate.
Section F. Certification of Training Completion
30
CCP()
Official school documents are used to make a certification entry on DD Form 1556. When
rquested, the trainee will provide evidence of satisfactory completion before certification is made.
31
Authorized EDS
Self-explanatory.
32
Self-explanatory. (Copy 5 is used for this purpose.)
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AFR 40-410 Attachment 5 21 October 1983 39
Table A5-2--Continued.
Item
Entered by
Instruction
Copy 1 of the 10?part Set, (Reverse Side)?Privacy Act Statement or Single Cut Sheet Version (Back)
The supervisor must obtain the employee's signature before submitting the form to the CCPO.
NOTE: When using the single sheet version, employee's signature in item 56 satisfies Privacy Act requirements.
Section G, 10--Part Set?Employee's Agreement to Continue in Service
As required by this regulation section F, paragraph 22, the EDS will enter the period of obligated
service, counsel the employee on obligations, and obtain employee's signature and date in this sec-
tion. These actions must be completed before departure for training.
EDM will counsel the trainee and obtain the employee's signature before departure for training, as
required.
33
CCPO and Trainee
34 and 35
CCPO/TRAINEE
Copy 4-5, (Reverse Side)
33
34
35
CCP?
33
CCP()
34
AFO
35
CCP()
Section H, Training Vendor
Vendor will complete and return copy 5 to the agency.
Vendor will complete.
Section I, Mailing Address of Nominating Agency
Enter mailing address of servicing CCPO, or OCPO mailing address if centrally controlled.
Copy 6-7, (Reverse Side)
Section G, Finance
The EDM authorizes payment by signature in this block. Amount to be paid is direct costs only.
Do not enter or include indirect costs in item 33 of the DD Form 1556.
Enter amount paid, date, and signature.
The EDM indicates, by completion of block 35, when the advanced or reimbursement method of
payment is to be used. See paragraph 2c1 of this chapter.
Copy 8 (Reverse Side)
Sante as copy 1, (Reverse Side)
Iteni
Entered by
Instruction
Copy 9 of 10?Part Set. Agency Evaluation (Front and Back) or Single Cut Sheet Version (Back)
Section C, Termination and Evaluation Data (10nPart Set)
21 through 39
Trainee
Self-explanatory. These items are completed after the training.
40
Trainee
The objectives of the training must be stated before the training request is submitted to the CCPO.
The objectives must state what KSAs will be acquired as a result of the training. Also, a state-
ment must be included that describes how the KSAs will be used in relation to the trainee's
official duties. If more space is needed, continue in item 42.
41.42
Trainee
Self-explanatory. These items are completed after the training.
43
Trainee
Sign before form is submitted to CCPO.
DATE
Trainee
Enter date when signed (year, month. day). Example: 800929.
Section C, Termination and Evaluation Data (Reverse Side)
33 through 35
Academic grade
OT score
Trainee
Trainee
(Single Sheet Version)
Self-explanatory. Complete after the training.
Self-explanatory. Complete after the training.
Trainee
Self-explanatory. Complete after the training.
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Table A5-2--Continued.
Item
Entered by
AFR 40-410 Attachment 5 21 October 1983
Instruction
Copy 9 of 10-Part Set, Agency Evaluation (Front and Back) or Single Cut Sheet Version (Back)
Section C, Termination and Evaluation Data (Reverse Side)
(Single Sheet Version)
37
Trainee
The objectives of the training must be stated before the training request is submitted to the CCPO.
The objectives must state what KSAs will be acquired as a result of the training. In addition, a
statement must be included which describes how the KSAs will be used in relation to the trainee's
official duties. If additional space is needed, continue in item 54.
38 through 50
Trainee
Self-explanatory. Complete after the training.
Section D, Supervisory Comments (10-Part Set)
44
SUPV
Must be discussed with the employee when the form is initiated and at time of evaluation,
45
SUPV
The objective must be stated when the request for training is initiated (see paragraph 17a). The
objective must explain why there is a need for training and how the recommended training course
will meet the need. Be specific. State the KSAs that will be acquired through the training and
how the KSAs relate to the employee's official duties. If additional space is needed, continue in
item 47.
46, 47
SUPV
Self-explanatory. Complete after training is completed.
48
SUPV
Self-explanatory. Sign when employee is nominated for training.
DATE
SUPV
Enter date when signed (year, month, day). Example: 800929
Section D, Supervisory Comments (Single Cat Sheet Version)
51
SUPV
Must be discussed with the employee when the form is initiated and at time of evaluation.
57
SLTPV
The objective must be stated when ihe request for training is initiated. The objective must explain
why the training is needed and how the recommended training course will meet the need. Be
specific. State the KSAs that will be acquired through the training and how the KSAs relate to
the employee's official duties. If additional space is needed, continue in item 54.
53. 54
SUPV
Self-explanatory. Complete after the training is completed.
55
SUPV
Sign when employee is nominated for training.
DATE
SUPV
Enter date when supervisor signs (year, month, day). Example: 800929.
56
Trainee
Self-explanatory. Sign when nominated for training.
DATE
Trainee
Enter date when trainee signs (year, month. day). Example. 800929.
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AFR 40-410 Attachment 6 21 October 1983
GUIDE FOR ADMINISTERING NEW EMPLOYEE ORIENTATION PROGRAM
Part A?Objective and Program Features
A6-1. Objective. These are orientation programs given
by the CCP() with appropriate representation from
other functions. They are designed to assist new em-
ployees in adjusting readily to their jobs and work
environment. The main objective is to provide informa-
tion that will help employees to understand missions, the
functions of their units, conditions of employment, and
to acquire at the outset a favorable motivation. Supervi-
sors must release employees for attendance at scheduled
orientations.
A6-2. Program Features. There are five distinct com-
ponents of the program. These are the orientation
interview, job induction, group orientation, desk orienta-
tion, and continuing orientation. The extent, frequency,
and sequencing of the respective components are driven
mainly by employment dynamics. In all cases, however,
the information furnished must be kept current and
presented effectively to meet the objective.
Part B?Action Items to Ensure Effective Orientations
A6-3. The Orientation Interview. This is the initial
interview conducted by a CCP? representative during
the personnel processing of all new employees. Informa-
tion to be furnished cover such subjects as housing,
transportation. installation facilities, duty hours, pay and
pay periods, and insurance benefits.
A6-4. Job Induction. This is accomplished by im-
mediate supervisors upon arrival of all employees newly
assigned to the unit. When the new employee reports to
the unit, the job induction should include these activities:
a. Welcome and introduce the employee to cowork-
ers and higher levels of supervision.
b. Give the employee a copy of his or her position
description and discuss the duties and responsibilities,
also a copy of AFP 40-11, Air Force Civilian Standards.
c. Explain the work of the unit and the relationship
between the employee's work and that of his or her
coworkers.
d. Explain performance requirements of the position
which may involve a discussion of the job performance
appraisal or GM appraisal work plan and standards.
e. Make available all materials, manuals, etc., which
may be needed on the job, and explain safety practices.
f. Explain the chain of command and points of
contact for information and assistance. If union stew-
ards are assigned, make appropriate introductions.
g. Explain any customs or practices of the unit which
may not be standard throughout the installation, such as
hours of duty, lunch and authorized break periods, ap-
proving officers for leave, and similar matters.
41
h. Provide a tour of the work area and available
facilities.
i. Determine if there are any parts of the work with
which the employee may not be familiar and for which
he or she may require special attention or training.
j. Arrange a definite schedule of assistance to cover
the first few weeks or months of the employee's service.
k. Assign initial duties and encourage the employee to
ask questions.
A6-5. Group or Desk Orientation. These are orienta-
tions given by a representative of the CCP() to all em-
ployees new to the Air Force. Portions of this orienta-
tion may also be locally required for employees newly
assigned from other Air Force activities and former Air
Force employees following a break in service. Group
orientations should be conducted at regular intervals,
but, if employment volume is low, desk orientations may
be used for one to four employees at a time. In either
case the orientation should be furnished within 90 days
of the employees arrival on the installation. Topics to
be covered should include:
a. Mission and orientation of the Air Force, the
command, and the installation.
b. Employee's rights, opportunities, and privileges.
(AFP 40-Il should be distributed.)
c. Responsibilities and obligations of Air Force em-
ployees, including restrictions with regard to gratuities
and outside activities.
d. Leave, pay, health benefits, insurance, retirement,
and compensation for injury, and, if applicable, special.
entitlements such as living quarters allowance.
e. Health, safety, and drug and alcohol abuse. (See
AFR 40-792, attachment 4, paragraph 2.)
f. Merit promotion policy, equal employment oppor-
tunity policy, and incentive awards programs.
g. Employee training and development policy and
opportunities.
h. Security and safeguarding of military information.
I. Employee and labor relations.
A6-6. Continuing Orientation. Periodically and as
circumstances warrant, selected subjects should be
presented in a group environment to provide current in-
formation. Commander's call and awards ceremonies
provide an excellent opportunity for addressing matters
of interest to the work force.
A6-7. In oversee areas, CCPOs should ensure that, in
addition to the topics listed in paragraph 3 of this attach-
ment, subjects peculiar to the host country or area are
covered. This may include, but need not be limited to,
the following:
a. History, culture, and political conditions of the
host country.
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42 AFR 40-410 Attachment 6 21 October 1983
b. Administrative and other agreements governing the
status of US citizen employees.
c. Suggested standards of conduct for employees,
including personal relationships with citizens of the host
country.
d. Where applicable, the use of local currency,
military payments certificates, and currency conversion.
e. Information concerning the availability of training
in the language of the country of assignment.
f. Drug and alcohol abuse laws, customs, and prob-
lems. (See AFR 40-792.)
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AFR 40-4,1u Attachment 7 21 October 19t13
GUIDE FOR APPRENTICE PROGRAM PLAN
A7-1. Regular Apprentice Program?Air Force regular
apprentice programs are registered with the US Depart-
ment of Labor's Bureau of Apprenticeship and Training
(BAT) before activation. The CCPO advises managers
regarding preparation of supporting documentation re-
quired for BAT approval and certification. Requests to
establish, change, or cancel programs are forwarded by
the servicing CCPO to the parent command for review
and transmittal to HQ USAF/MPK. To obtain
approval, the training, work experience, and schedule,
must be described in a written plan stating terms and
conditions of employment, training, and supervision.
This plan must:
a. Include at least 2,000 hours of work experience
covering a 2- to 4-year period.
b. Contain an outline of major job elements Installa-
tion System Development (ISD) in which the apprentice
will receive supervised work experience, OJT and
formal classroom training showing the approximate a-
mount of time to be spent in each.
c. Provide for at least 144 hours per year of related
formal classroom-type instruction.
d. Show a progressively increasing schedule of
wages, based on successful performance of appropriate
progress records.
e. Provide for periodic review and evaluation of the
apprentice's progress in job performance and related
instruction and the maintenance of appropriate progress
records.
f. Ensure adequate safety training.
g. Ensure adequate and safe equipment and facilities
necessary to conduct the training.
h. Show the minimum qualifications required for per-
sons entering the apprenticeship program. Include a
probationary period as required for new employees,
when appropriate.
i. Ensure that each apprentice is under a written
apprenticeship agreement which is accomplished by
completing AF Form 6, Apprentice Agreement.
43
j. Document advanced standing or credit before
program entry for previously acquired experience, train-
ing, or skills with commensurate wages for any ad-
vanced progression step so granted.
k. Ensure that qualified training personnel and ade-
quate supervision will be provided.
1. Provide for recognition of successful completion by
preparing the AF Form 76, Certificate of Completion of
Apprenticeship Certificates: obtained by the MAJCOM
from HQ USAF/MPK before graduation ceremonies for
each apprentice completing all program requirements.
m. Provide for the prompt submission of any
modification or amendment to the plan.
n. Provide for periodic evaluation of individual per-
formance.
A7-2. Special Apprentice Program?Special apprentice
programs are formal training programs normally less
than 2 years. Formal classroom training, OJT, and
performance requirements are established using Instruc-
tional Systems Development methodology (ISD). From
this methodology, a formal written training plan will
result which specifies in 6-month increments all experi-
ence, OJT, formal classroom training and performance
requirements. Wages to be paid will be determined in
advance for each 6-month period. Consistent with
successful performance, program completion and skill to
be acquired (FPM Supplement 532-1) each trainee will
be provided with a copy of the written training plan.
Trainees completing the program will be provided
appropriate recognition.
A7-3. Employee Applications for Veterans Administra-
tion (VA) Benefits. Following VA approval of either
type of program, eligible employees should submit appli-
cations to the VA office that has their veteran's records,
if known; otherwise, they should write to the VA
regional office in their current state of residence.
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44 AFR Attachment 8 21 October 1983
GUIDE FOR CHECKING VMERANS ENTITLEMENTS UNDER A. COOPERATIVE TRAINING
AGREEMENT WITH THE VETERANS ADMINTSTI( A l'1ON
A8-1. Cooperative Agreement. Under a cooperative
agreement between the Air Force and the Veterans
Administration (VA), veterans and other eligible persons
who enter N/A-approved apprenticeship programs or
other OJT programs may receive, in addition to their
wages. a training assistance allowance.
a. VA Benefits for Apprentices. Requests for VA
approval of apprentice programs are submitted by
CCPOs through MAJCOMs and comparable organiza-
tions to HQ USAF/MPK along with the Bureau of
Apprentice and Training (BAT) approval which meet
the VA requirements (see attachment 7).
b. VA Benefits for Other OJT. To qualify for VA
approval, the (ITT program must meet the criteria listed
below. Positive responses should ensure that VA eligi-
bility requirements will be satisfied:
(1) Is the title and description of target position
well-defined?
(2) Is there a list of operations or tasks to be
learned? The time to be spent on each operation or task,
and the performance requirements for each operation or
task?
(3) Is there reasonable certainty the target position
will be available at end of training period?
(4) Is the trainee position one in which promotion
eligibility is based, on skills learned through experience
on the job rather than on such factors as length of train-
ing and normal turnover?
(5) Have assurances been made that the target job
is not an unskilled or laborer position, clerical position,
nor a professional position for which OJT is not the
normal method for obtaining qualified personnel?
(6) Is the pay during training at least as much as
pay for other trainees in similar trainee positions?
(7) Is the starting pay for trainee at least 50 percent
of pay for the target job?
(8) Will there be at least one pay increase during
the training period?
(9) Throughout the final month of training will the
trainee's pay be v lois( 85 percent of the target job pay,
and has this bev, vootdinated with the position clas-
sifier?
(10) Does etc j