Officer Force Structure DRAFT – NOT for public release
BY ORDER OF THE
SECRETARY OF THE AIR FORCE
AIR FORCE INSTRUCTION 36-XXXX
1
1 SEPTEMBER 2014
Personnel
THE COMMISSIONED OFFICER FORCE
STRUCTURE
COMPLIANCE WITH THIS PUBLICATION IS MANDATORY
ACCESSIBILITY:
Publications and forms are available for downloading or ordering on the
e- Publishing website at www.e-publishing.af.mil
RELEASABILITY: There are no releasability restrictions on this publication.
OPR: AF/A1D
Pages: XX
Certified by: AF/A1 (Lt Gen Samuel D. Cox)
This instruction defines the commissioned officer force structure and implements AFPD 36-26, Total Force
Development. It establishes leadership and development levels, responsibilities, and official terms of address for
commissioned Airmen. It describes special positions and standardizes duty titles. Additionally, this instruction
includes the Air Force institutional competencies, which serve as the common language for force development.
This instruction applies to all commissioned members of the US Air Force, Air National Guard (ANG) and Air
Force Reserve Command (AFRC). Ensure that all records created as a result of processes prescribed in this are
maintained in accordance with AFMAN 33-363, Management of Records, and disposed of in accordance with the
Air Force Records Information Management System (AFRIMS) Records Disposition Schedule located at
https://www.my.af.mil/gcss-af61a/afrims/afrims/. Process supplements to this instruction as shown in AFI 33360, Publications Management Program. Refer to Attachment 1 for a glossary and supporting information.
Refer recommended changes and questions about this publication to HQ AF/A1DI using AF Form 847,
Recommendation for Change of Publication. Route AF Forms 847 from the field through major command
(MAJCOM) publications/forms managers.
Officer Force Structure DRAFT – NOT for public release
AFI 36-XXXX 1 SEPTEMBER 2014
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Chapter 1—INTRODUCTION
3
1.1. The Commissioned Officer Force
1.2. Purpose of the Commissioned Officer Force Structure
3
3
Chapter 2— THE COMISSIONED OFFICER FORCE STRUCTURE
4
2.1. Three Commissioned Officer Force Structure Tiers, Ranks, Roles and Terms
4
2.2. Three Commissioned Officer Leadership and Development Levels
6
Chapter 3—COMPANY GRADE OFFICER (CGO) RESPONSIBILITIES
7
3.1. CGO Responsibilities
7
Chapter 4—FIELD GRADE OFFICER (FGO) RESPONSIBILITIES
10
4.1. FGO Responsibilities
10
Chapter 5—SENIOR OFFICER RESPONSIBILITIES
12
5.1. Senior Officer Responsibilities
12
Chapter 6—SPECIAL OFFICER POSITIONS
14
6.1. Special Positions
14
Chapter 7— DUTY TITLES
18
7.1 Officer Duty Titles
18
7.2. Authorized Duty Titles
18
7.3. Adopted Forms
18
Attachment 1—GLOSSARY OF REFERENCES AND SUPPORTING INFORMATION
XX
Attachment 2—THE AIRMAN’S CREED
XX
Attachment 3—AIR FORCE INSTITUTIONAL COMPETENCIES
XX
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Chapter 1
INTRODUCTION
THE COMMISSIONED OFFICER FORCE
1.1. The commissioned officer force is a diverse group of functionally and operationally
specialized Airmen. Despite the differences across functional and operational lines, there is a
compelling need for a deliberate and common approach to commissioned officer force
development, career progression, and the assumption of increased supervisory and leadership
responsibilities. To best leverage our resources, we must have a consistent, well-defined set of
expectations, standards, and opportunities for growth for all Airmen, regardless of specialty.
This is accomplished through the commissioned officer force structure and force development
construct which rely on Air Force institutional competencies (Attachment 3).
1.1.1. Force Development. All elements of force development—education, training, and
experience—are tethered to the Air Force force structure and institutional competencies. The
institutional competencies are the leadership, management, and readiness qualities required by all
Airmen. Every force development action, from accession training to strategic engagement
opportunities, is linked to the 8 institutional competencies and 24 sub-competencies. These
competencies provide a common language, set of priorities, and proficiency expectation based
on an Airman’s rank and position. The commissioned officer force structure and institutional
competencies describe what makes us Airmen.
1.1.2. Core Values. The Air Force force structure, force development, and institutional
competencies are grounded in the Air Force Core Values (Integrity First, Service Before Self,
and Excellence in All We Do). These values are threads that weave through Air Force policies,
guidance, and focus areas. Simply put, they influence Air Force activities and Airmen’s actions.
1.2. Purpose of the Commissioned Officer Force Structure
1.2.1. This instruction provides the framework for a commissioned officer force structure
that best meets mission requirements, while developing institutional and occupational
competencies.
1.2.2. Additionally, it defines the tiers, ranks, terms of address, roles, expectations, key
positions, and approved duty titles for the commissioned officer force.
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Chapter 2
THE COMISSIONED OFFICER FORCE STRUCTURE
2.1. Three Commissioned Officer Force Structure Tiers, Ranks, Roles and Terms. The
commissioned officer force structure is comprised of three distinct and separate tiers, each
correlating to increased levels of education, training, and experience which build increasing
levels of proficiency. The tiers are Company Grade Officer (CGO), Field Grade Officer (FGO),
and Senior Officer. These three tiers also correlate to increased leadership and managerial
responsibilities, with each tier building on the responsibilities of the previous one. Therefore,
Senior Officers are expected to have mastered FGO responsibilities. Likewise, FGOs are
expected to have mastered CGO responsibilities. Above all, the main goal in each tier is mission
accomplishment.
2.1.1. Company Grade Officer Tier. This tier consists of Second Lieutenant, First Lieutenant,
and Captain. CGOs initially focus on adapting to military requirements, achieving occupational
proficiency, and learning how to be highly productive members of the Air Force. In this tier,
Airmen prepare for increased responsibilities and must ensure they are trained, qualified, and
ready to operate and lead, both at home station and in an expeditionary environment. CGOs also
continue to broaden technical skills and pursue professional development through advanced
education, specialty, and continuation training.
2.1.1.1 CGO Ranks, Roles and Terms of Address:
2.1.1.2 Second Lieutenant (2Lt). 2Lts are primarily adapting to the requirements of the military
profession while acquiring knowledge of military customs, courtesies, standards and doctrine.
Additionally, they receive an understanding of, and gain expertise in leadership within their
unique specialty. The official term of address is Second Lieutenant or Lieutenant.
2.1.1.3 First Lieutenant (1Lt). 1Lts are expected to understand, conform to, and enforce
military standards, customs, and courtesies while demonstrating increased leadership potential.
They gain experience in their specific duties through daily performance, making them more
competent and qualified to accomplish the mission. The official term of address is First
Lieutenant or Lieutenant.
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2.1.1.4. Captain (Capt). Captains devote time to increasing their skills in their career fields and
the military profession, while becoming effective team leaders. Captains strive to establish
themselves as effective mentors and first-line supervisors through the maximum use of guidance
and assistance from officer and enlisted leaders. Captains will complete the Squadron Officer
College (SOC). The official term of address is Captain.
2.1.2. Field Grade Officer Tier. This tier consists of Major and Lieutenant Colonel. FGOs
continue occupational growth and may have their first opportunity at command. At the same
time, FGOs continue to develop as leaders, supervisors, managers, and mentors for all Airmen
under their charge. Additionally, FGOs must ensure they keep themselves and subordinate
personnel trained, qualified, and ready to deploy and operate at home station and in an
expeditionary environment. In this tier, FGOs also continue to develop institutional
competencies in preparation for increased responsibilities while continuing to broaden leadership
skills and pursue professional development through intermediate developmental education, joint
professional military education, advanced academic degree programs, fellowships, experiences
through career broadening assignments, and training through assignments at the major command
or combatant command level.
2.1.2.1 FGO Ranks, Roles and Terms of Address:
2.1.2.2 Major (Maj). Majs are primarily experts in their field, with l e a de rs hi p ,
supervisory, and training responsibilities. They must continuously strive to further their
development as supervisors and leaders through on- and off-duty professional development
opportunities. They are responsible for subordinate development and effective team building
for mission accomplishment. They must ensure proper and effective use of all resources under
their control to ensure the mission is effectively and efficiently accomplished. Majs will
complete Air Command and Staff College (ACSC) by correspondence and compete for resident
ACSC attendance. The official term of address is Major.
2.1.2.3 Lieutenant Colonel (Lt Col). Lt Cols are often their organizations' operational leaders
and may be the senior ranking officer at the squadron level. Lt Cols must continuously strive to
further their development as commanders, supervisors, leaders and mentors through
Professional Military Education (PME) and on- and off-duty professional development
opportunities. Lt Cols will complete Air War College (AWC) by correspondence. The official
term of address is Lieutenant Colonel or Colonel.
2.1.3. Senior Officer Tier. This tier consists of Colonels and Flag Officers. Senior Officers
serve as leaders, advisors, supervisors, managers, and mentors to further grow and develop all
Airmen under their charge. In this tier Senior Officers continue professional development
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through senior leader developmental education and career broadening assignments. They have a
great deal of leadership experience that can be used to leverage resources and personnel against
a variety of mission requirements. Senior Officers lead decision-making processes on a variety
of technical, operational, organizational, and strategic issues.
2.1.3.1 Senior Officer Ranks, Roles and Terms of Address:
2.1.3.2 Colonel (Col). Cols leverage knowledge of strategic issues to develop, present, and
implement solutions. They consult with other subject matter experts and have a deep
understanding how actions taken in one area of competence impact other areas within proposed
solutions. Cols are considered subject matter experts within their organizational area. In
addition, they may manage large, complex, multi-tiered organizations. Cols compete for AWC
resident attendance. The official term of address is Colonel.
2.1.3.3 Flag Officers. Flag officers are the four highest ranks in the Air Force. Within the
General grade (O-10), the Chief of Staff of the Air Force (CSAF) is the most senior ranking.
Flag Officers serve as key leaders at all levels in the Air Force. They serve primarily as
commanders, commandants, superintendents, and functional chiefs (i.e. Air Force Surgeon
General, Chief of Chaplains, etc.) Flag Officers must epitomize the finest qualities of a military
leader. They bring substantial operational, strategic, and occupational experience as well as
strong institutional skills to their organizations and assigned tasks. Additionally Flag Officers
must also strive to further develop their leadership and management skills to better prepare them
for future strategic roles. As key mentors, they must deliberately develop subordinates into
leaders of the future. Flag Officers impact the organization and the Air Force by leveraging their
knowledge of strategically aligned solutions with Air Force mission objectives. They serve as
recognized subject matter experts inside and outside their organization and represent the Air
Force to external organizations. In addition, they may manage large, complex multi-tiered
organizations. The official term of address is Brigadier General, Major General, Lieutenant
General, and General. The conversational term of address for all Flag Officers is General.
2.2. Three Leadership and Development Levels. The three levels of leadership in the Air
Force are tactical expertise, operational competence, and strategic vision. These levels
emphasize a different mix of qualities and experience. The nature and scope of leadership
challenges as well as the methods by which leadership is exercised differs based on the level
of leadership and duties. These levels apply across the entire spectrum of the officer force
structure.
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2.2.1. Tactical Expertise Level. This level of leadership is predominantly direct and face-toface. A i r m e n a t the tactical expertise level perfect their occupational skills and develop their
knowledge of Air Force institutional competencies. They gain the training, education and
experience to become the best and team members possible. As they increase in rank, they also
begin to train others and serve as first line supervisors and team leaders. The primary focus at
the tactical expertise level is accomplishing the mission as effectively and efficiently as
possible using available personnel and resources
2.2.2. Operational Competence Level. This level of leadership involves tasks that become
more complex and sophisticated. At the operational competence level, Airmen typically work
below the MAJCOM or Headquarters Air Force (HAF) levels. This is where Airmen transition
from being expert and first line supervisors to leaders with broader enterprise perspectives.
They use their expertise and experience as well as their management and leadership skills to
convert direction from their superiors into mission accomplishment.
2.2.3. Strategic Vision Level. This level of leadership involves large organizations or systems,
and deals with issues requiring cooperation that is more inter-organizational and has longer
timelines. This level exists at the Department of Defense (DOD), Combatant Commands
(COCOM), HAF, MAJCOM, Numbered Air Force (NAF), direct reporting units (DRU), field
operating agencies (FOA), and select agencies and headquarters. Strategic vision level leaders
continue to develop their knowledge of Air Force institutional competencies to improve their
ability to participate in top-level decision making, draft policies, manage career fields, and lead
far-reaching programs. The primary focus at this level is strategic leadership and management to
best meet current and future mission requirements.
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Chapter 3
COMPANY GRADE OFFICER RESPONSIBILITIES
3.1. General Company Grade Officer Responsibilities. Company Grade Officers must:
3.1.1. Understand and translate all duties, instructions, responsibilities, and the HHQ’s strategic
visions. Lead and develop teams while exercising effective followership in mission
accomplishment. Place the requirements of their official duties and responsibilities ahead of their
personal desires.
3.1.2. Evaluate and assume responsibility for the institutional competencies required to
accomplish the mission as outlined in AFM 36-2647, Institutional Competency Development and
Management. Ensure Airmen are focused on increasing proficiencies in institutional
competencies via education and training. Be familiar with AFI 36-2618, Enlisted Force
Structure.
3.1.3. Comprehend, support and translate leaders' direction while understanding the implications
at the tactical, operational and strategic levels. CGOs should study the decisions to understand
their leaders’ rationale and goals. CGOs have the authority to issue lawful orders appropriate for
the completion of the mission.
3.1.4. Build and maintain professional relationships with Senior Noncommissioned Officers
(SNCOs), striving to create effective leadership teams. Leverage their knowledge and experience
to provide constructive input to best meet organizational challenges and effectively accomplish
the mission.
3.1.5. Maintain the highest level of readiness as a leader to meet mission requirements:
3.1.5.1. Increase job proficiency while ensuring that all Airmen are technically ready to
accomplish the mission.
3.1.5.2. Be physically ready to accomplish the mission. Attain and maintain excellent physical
conditioning, always meet Air Force fitness standards, and set a positive example for
subordinates. Lead the way by promoting, supporting, and participating in unit physical training
activities and the Air Force fitness program. Incorporate physical training into their teams' duty
schedules as the mission allows.
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3.1.5.3. Be mentally ready to accomplish the mission. Issues that can affect and detract from
mental readiness are quality of life, financial problems, sexual harassment, discrimination, stress,
marital problems, and substance abuse. These types of issues can prevent individuals from
focusing on the mission, diminish motivation, erode a positive attitude, and reduce work quality.
CGOs must monitor and address issues negatively impacting subordinates’ mental readiness.
CGOs must take positive steps to resolve mental readiness issues in a responsible manner and
ensure subordinates do the same.
3.1.5.3.1. Be alert for signs of substance abuse in yourself and others. Substance abuse not only
involves the use of illegal drugs, but more commonly, involves excessive or irresponsible
consumption of alcohol or over-the-counter medications. All must be aware of the warning signs
of substance abuse and seek the appropriate assistance through the chain of command, chaplain,
or other appropriate referral agency.
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3.1.5.3.2. Be alert for signs of depression or suicide. If depressed or suicidal, seek immediate
assistance. Practice and teach the DOD’s Ask, Care and Escort concept for suicide prevention.
Ask – Are you thinking about harming yourself or others? Care – calmly take control of the
situation, show genuine concern and listen. Escort (not direct)-the person to mental health or the
chaplain. Call for help but never leave the person alone. All Airmen are critical to the suicide
prevention efforts. Understand and promote the Wingman concept: Airmen take care of other
fellow Airmen.
3.1.5.3.3. Be alert for signs of post-combat stress. Know the signs, seek the assistance of helping
agencies, and mentor subordinates to do the same.
3.1.5.4. Be spiritually ready to accomplish the mission. Spiritual readiness is the development of
those personal qualities needed to help a person through times of stress, hardship, and tragedy.
Also, understand the importance of spiritual development and growth. Spiritual readiness may or
may not include religious activities.
3.1.5.5. Meet all pre-deployment requirements and assist unit with deployment readiness.
3.1.6. Clearly meet, and strive to exceed, the standards and expectations levied upon all Airmen.
Epitomize excellence and lead by example through exhibiting professional behavior, military
bearing, respect for authority, and the highest standards of dress and appearance. Instill a culture
of professional behavior. Correct and hold accountable those who violate standards.
3.1.7. Adopt, demonstrate and develop in others an internalized understanding of the Air Force
Core Values, Airman’s Creed and Air Force Symbol.
3.1.8. Take ownership of unit Operational Risk Management (ORM) processes. Ensure risk
management planning is incorporated at all levels.
3.1.9. Actively support and enforce the Air Force’s “zero tolerance” policy for discrimination,
sexual harassment, and sexual assault. Understand the Sexual Assault Response Coordinator’s
role and sexual assault reporting requirements. CGOs must maintain an environment free of any
behaviors that hinder others’ ability to achieve their full potential and maximize their
contribution.
3.1.10. Be a positive, influential leader:
3.1.10.1. Promote development in all Airmen to be better followers, leaders, and supervisors.
Secure and promote PME and professional enhancement courses.
3.1.10.2. Continually strive to improve critical thinking skills to enhance decision making ability.
Use diversity to enhance problem solving.
3.1.10.3. Seek feedback and mentorship to promote leadership growth.
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3.1.10.4. Internalize and demonstrate ethical behavior while promoting a culture of ethical
decision making. To foster a culture of trust in an organization, ethical leaders need to
understand the importance of doing what is right, even when it is unpopular or difficult.
3.1.11. Ensure money, facilities, and other resources are utilized in an effective and efficient
manner and in the best interest of the Air Force. Plan resource utilization, replenishment, and
budget allocation to ensure personnel are provided the equipment and resources needed to
effectively accomplish the mission.
3.1.12. Promote organizational esprit de corps and foster good community relations by actively
participating in and supporting professional organizations as well as unit, base, and Air Force
events. Also, encourage all Airmen to do the same.
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Chapter 4
FIELD GRADE OFFICER RESPONSIBILITIES
4.1. General Field Grade Officer Responsibilities. Field Grade Officers must:
4.1.1. Demonstrate a genuine belief in Airmanship and commitment to the oath of office, and
embrace Air Force core values as their own, and a contagious willingness to fulfill all FGO
responsibilities.
4.1.2. Establish and translate long range goals, mission, strategic initiatives or visions into duties,
instructions, responsibilities, and lawful orders. Command, lead and develop subordinates and
exercise effective followership in mission accomplishment. Place the requirements of their
official duties and responsibilities ahead of their personal desires. FGOs have the authority to
issue lawful orders appropriate for the completion of the mission.
4.1.3. Establish, exceed, and enforce standards.
4.1.4. Understand, demonstrate, and mentor junior officers and enlisted Airmen on the
institutional and occupational competencies required to accomplish the mission. These
competencies are gained through a combination of education (e.g., academic degree programs
and PME), training (e.g., on-the-job training and distance learning classes), and experience (e.g.,
mentoring and professional organization participation).
4.1.5. Maintain the highest level of readiness as a commander, team member, and leader to meet
mission requirements.
4.1.5.1. Champion operational readiness. FGOs must maintain the skill level commensurate with
their rank. FGOs will train and develop subordinates to ensure they are also operationally ready
to accomplish the mission. FGOs need to pursue professional development and formal education
or certification if not already earned.
4.1.5.2. Champion physical readiness. Attain and maintain optimal physical conditioning, always
meet Air Force fitness standards and set a positive example for subordinates. Establish and
maintain organizational fitness programs. Lead by promoting, supporting and participating in
unit physical training activities and the Air Force fitness program. Incorporate physical training
into the team’s duty schedules as the mission allows.
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4.1.5.3. Champion mental readiness. Establish and maintain resiliency programs. Address those
issues that negatively impact personal and subordinates’ mental readiness, and take positive steps
to help resolve issues in a timely manner.
4.1.5.4. Respect and promote Airmen’s personal spiritual growth and development.
4.1.6. Apply an understanding of interdependencies and interoperabilities across services,
agencies, departments, and coalition partners.
4.1.7. Lead joint and coalition staff and resources consistent with mission requirements.
Proactively negotiate and access resources outside ones immediate domain when necessary.
4.1.8. Synchronize and integrate communication efforts to deliver timely, credible information
and analysis; inform and appropriately influence key audiences in the USAF and the public.
Suggest and create strategic messages for leadership. Develop vertical and lateral
communications to accomplish the mission.
4.1.9. Plan resource utilization, replenishment, and budget allocation to ensure personnel are
provided the equipment and resources needed to effectively accomplish the mission. Determine,
analyze, and prioritize timelines, milestones, and resources required for mission. Ensure money,
facilities, and other resources are utilized in an effective and efficient manner and in the best
interest of the Air Force.
4.1.10. Promote a culture of innovation and process improvement to identify and fix deficiencies.
4.1.11. Establish a culture and climate of dignity and respect. Enforce a zero tolerance policy for
sexual harassment, sexual assault, and discrimination.
4.1.11.1 Identify and challenge barriers to diversity. Implement diversity consideration into
planning, decisions, operations, and daily mission activities. Hold others accountable for
upholding the principles of Air Force diversity and diversity management.
4.1.11.2. Appropriately recognize and reward individuals whose military conduct and duty
performance clearly exceed established standards. Promote a culture of fair and unbiased
performance reports, rewards and discipline.
4.1.12. Promote culture of “Total Force Airmen” capable of adapting to evolving Air Force
requirements throughout a career. Pursue opportunities, encourage retraining as needed, and
promote Developmental Special Duties.
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4.1.13. Foster CGO continued development by promoting mentor partnerships between SNCOs
and CGOs.
4.1.14. Support enlisted and civilian continued development by sharing knowledge and
experience to best meet the organization’s mission requirements. Build and maintain
professional relationships with both, striving to create effective leadership teams.
4.1.15. Openly seek and receive feedback from SNCOs.
4.1.16. Maintain professional relationships among your subordinates, co-workers, and superiors
at all times consistent with the Air Force core values of Integrity First, Service Before Self, and
Excellence in All We Do.
4.1.17. Engage in the lives of their subordinates where appropriate, to improve quality of life,
and morale.
4.1.18. Effectively manage change when mission varies or becomes ambiguous. Treat new
situations as opportunities to learn or grow.
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Chapter 5
SENIOR OFFICER RESPONSIBILITIES
5.1 Senior Officer Responsibilities. Senior Officers must:
5.1.1. Provide highly effective leadership. A senior officer’s primary duty is leading
organizations at the group level and above. They must lead, manage, and effectively resource
subordinate organizations and/or assigned programs to ensure the highest levels of mission
readiness and mission success.
5.1.1.1 Epitomize virtue, honor, patriotism, and service. Be vigilant in inspecting the conduct of
all persons who are placed under their command. Guard against and suppress all dissolute and
immoral practices, and correct, according to laws and regulations, all personnel who violate
them. Take all necessary and proper measures under laws, regulations, and customs, to promote
and safe guard the morale, physical well-being, and general welfare of the persons under their
command or charge. – Title 10 USC § 8583
5.1.2. Have a thorough understanding of the Institutional Competencies and what role Airmen
play in supporting and carrying them out. Communicate and assume responsibility for the
institutional competencies to subordinates, mission partners, Congress, and the American public
to accomplish the mission.
5.1.3. Demonstrate, inspire, and develop in others an internalized understanding of the Air Force
Core Values, Airman’s Creed and Air Force Symbol.
5.1.4. Create and articulate a shared vision that describes a future state. Anticipate, formulate,
and evaluate solutions to threats and opportunities impacting the vision and mission
accomplishment.
5.1.5. Formulate the institutional messages, assess and approve communication strategies,
processes, and systems that clearly convey strategy, plans, information, and ideas to individuals
or groups throughout DoD, interagency, and other government organizations. How we describe
who we are and what we do will ultimately decide what congress funds, what the American
public supports and what Airmen will internalize.
5.1.6. Evaluate and understand situations and decisions to anticipate and manage 2nd and 3rd
order effects of proposed policies, actions, or adjustments to strategy. Effectively manage a
changing environment or organization through ambiguous situations while maintaining
organizational effectiveness.
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5.1.6.1. Promote a culture of Airmen capable of adapting to a quickly evolving Air force. Ensure
Airmen are proactive in understanding and adapting to changes in force structure, regulatory
compliance and member benefits.
5.1.7. Evaluate and prioritize among multiple requests to determine appropriate utilization of
strategic USAF resources in support of higher level strategy, mission, or goals. Implement "best
practice" management techniques throughout the organization.
5.1.8. Anticipate and meet the needs of both internal and external stakeholders by striving to
achieve best practice approaches. Champion and promote continuous improvement efforts.
Compare, evaluate, and approve change recommendations for implementation based on the
organizations’ strategy and vision.
5.1.9. Maintain optimal physical conditioning and be the example of fitness by always striving to
exceed Air Force fitness standards. Promote, support and if in command, promote unit physical
training activities and the Air force fitness program. While fitness is a personal responsibility,
seek to incorporate unit-wide activities as the mission allows.
5.1.10. Continually evaluate and increase breadth and depth of knowledge and skills that lead to
continued success.
5.1.11. Assess and select organizational communications that cross organizational boundaries
and instill commitment in the receivers toward achievement of a common goal. Objectively
evaluate others' ideas and opinions.
5.1.12. Lead by example by formulating, evaluating, monitoring, and enforcing USAF ethics
policies and procedures. Create and nurture a culture of followership within the Air Force by
evaluating feedback mechanisms up and down the chain of command and utilize the data to drive
continuous improvement. Senior officers should be able to anticipate the CSAF and leader’s
agenda and strategy for accomplishing the agenda. They should also evaluate and model the
profession or arms and the warrior spirit while holding others accountable to the profession of
arms and continuously hones skills to inspire and support the employment of military
capabilities.
5.1.13. Foster an inclusive organizational culture that values diversity and naturally enables all
Airmen to contribute to their full potential in pursuit of organizational objectives. Develop a
strategy to attract, develop, and retain diverse Airmen. Foster an inclusive organizational
culture, seek input from all Airman, regardless of educational background, Air Force Specialty,
race, sex, etc…
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5.1.14. Promote a culture of innovation that empowers Airmen to share their ideas and best
practices. Provide resource and tools to implement worthy innovations.
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Chapter 6
SPECIAL OFFICER POSITIONS
6.1. Special Officer Positions. Officers may serve in a number of special leadership positions.
These positions are listed below:
6.1.1. Chief of Staff of the Air Force (CSAF) The CSAF is the senior uniformed Air Force
officer responsible for the organization, training and equipping all active-duty, Guard, Reserve
and civilian forces serving in the United States and overseas. As a member of the Joint Chiefs of
Staff, the general and other service chiefs function as military advisers to the Secretary of
Defense, National Security Council and the President.
(Ref: http://www.af.mil/AboutUs/AirForceSeniorLeaders/CSAF.aspx)
6.1.2. Combatant Commander (CCDR) Combatant Commanders are assigned to one of the
nine geographic or functional combatant commands designated by the President of the United
States (POTUS) with the advice of the Secretary of Defense (SECDEF) as specified in the
Unified Command Plan. The authority, direction, and control of the Combatant Commander
includes, but is not limited to, giving authoritative direction to subordinate commands and joint
forces necessary to carry out missions; organizing and prescribing the chain of command;
employing forces and assigning command functions to subordinate commanders; coordinating
and approving the administration, support and discipline necessary to carry out missions; and
exercising the authority with respect to selecting subordinate commanders, selecting combatant
command staff, suspending subordinates, and convening courts-martial as delineated in Title 10,
US Code, Section 164.
(Ref: JP-1, Chapter 3, Section D, Para11 and Figure III-2)
6.1.3. Major Command Commander (MAJCOM/CC) Major Command Commanders lead
major subdivisions of the Air Force that are generally composed of three or more numbered air
forces. It is the largest combat organization of the Air Force that contains thousands of
personnel who operate the aircraft and the weapons of their armament, as well as perform all of
the other complex operations essential to modern air warfare. The organization of a given air
command depends upon the strategic situation, and the operations and tactics of the enemy. The
MAJCOM headquarters includes the commanding general and staff assistants, and a large
number of special assistants required to manage these complex organizations. Operational
commands include Air Combat Command, Air Force Space Command, Air Force Special
Operations Command, Air Mobility Command, Pacific Air Forces, and United States Air Forces
in Europe. Supporting commands include Air Education and Training Command and Air Force
Materiel Command.
(Ref: http://www.globalsecurity.org/military/agency/usaf/majcom.htm)
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6.1.4. Inspector General of the Air Force (IG) The Inspector General reports to the Secretary
of the Air Force and Air Force Chief of Staff on matters concerning Air Force effectiveness,
efficiency, and the military discipline of active duty, Air Force Reserve and Air National Guard
forces. The Inspector General provides inspection policy, and oversees the inspection and
evaluation system for all Air Force nuclear and conventional forces; oversees Air Force
counterintelligence operations and chairs the Air Force Intelligence Oversight Panel; investigates
fraud, waste and abuse; oversees criminal investigations; and provides oversight of complaints
resolution programs. The Inspector General also performs any other duties directed by the
Secretary or the Chief of Staff and is responsible for two field operating agencies: the Air Force
Inspection Agency and the Air Force Office of Special Investigations.
(Ref: http://www.af.mil/AboutUs/Biographies/Display/tabid/225/Article/104973/lieutenant-general-stephen-p-mueller.aspx)
6.1.5. Surgeon General of the Air Force (SG) The Surgeon General serves as functional
manager of the U.S. Air Force Medical Service. In this capacity, the Surgeon General advises the
Secretary of the Air Force and Air Force Chief of Staff, as well as the Assistant Secretary of
Defense for Health Affairs on matters pertaining to the medical aspects of the air expeditionary
force and the health of Air Force people. The Surgeon General has authority to commit resources
worldwide for the Air Force Medical Service, to make decisions affecting the delivery of
medical services, and to develop plans, programs and procedures to support worldwide medical
service missions. The Surgeon General exercises direction, guidance and technical management
of a $6.6 billion, 44,000-person integrated health care delivery system serving 2.6 million
beneficiaries at 75 military treatment facilities worldwide.
(Ref: http://www.af.mil/AboutUs/Biographies/Display/tabid/225/Article/104654/lieutenant-general-dr-thomas-w-travis.aspx)
6.1.6. The Judge Advocate General (TJAG) The Judge Advocate General serves as the Legal
Adviser to the Secretary of the Air Force and all officers and agencies of the Department of the
Air Force. The Judge Advocate General directs all judge advocates in the performance of their
duties and is responsible for the professional oversight of more than 2,200 judge advocates, 350
civilian attorneys, 1,400 enlisted paralegals and 500 civilians in the Total Force Judge Advocate
General's Corps worldwide. The Judge Advocate General provides legal services to preserve
prerogatives of the United States Air Force and oversees military justice, operational and
international law, and civil law functions at every level of command prescribed by Uniform
Code of Military Justice (UCMJ) pursuant to Manual for Courts-Martial, United States, 1995
(MCM).
(REF: http://www.af.mil/AboutUs/Biographies/Display/tabid/225/Article/107949/lieutenant-general-richard-c-harding.aspx and AFOCD, Oct
09, Pg 185)
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6.1.7. Chief of Chaplains Chief of Chaplains establishes guidance and provides advice on all
matters pertaining to the religious and moral welfare of Air Force personnel. The Chief of
Chaplains is responsible for establishing an effective chaplain program to meet the religious
needs of all members of the Air Force and their dependents. As Chief of Chaplains, he is the
senior pastor for more than 680,000 active-duty, Guard, Reserve, and civilian forces serving in
the U.S. and overseas. He leads an Air Force Chaplain Corps of approximately 2,000 chaplains
and chaplain assistants from the active duty and Air Reserve components. As a member of the
Armed Forces Chaplain Board, he and other members advise the Secretary of Defense and the
Joint Chiefs of Staff on religious, ethical and quality-of-life concerns. Chaplains maintain
liaison with civilian clergy and organizations to keep current in areas of interest to Chaplain
Corps programs.
(REF: AFOCD, Oct 09, Pg 188 and http://www.af.mil/AboutUs/Biographies/Display/tabid/225/Article/108670/chaplain-major-general-howardd-stendahl.aspx)
6.1.8. Aide-De-Camp The Aide-De-Camp works in a highly selective position that requires a
myriad of skills and the ability to adapt to dynamic environments in support of Air Force Senior
Leaders. An Aide-De-Camp travels extensively and assists the Secretary of the Air Force, Chief
of Staff of the Air Force, Vice Chief of Staff of the Air Force, Commanders O-8 through O-10,
Deputy or Vice Commanders O-8 through O-10 serving at an installation different than the
Commander, or General Officers O-8 through O-10 serving outside the Air Force on a case-bycase basis. Aides must have impeccable military bearing and appearance, demonstrate the ability
to organize complex projects, and routinely access Top Secret material or similar environments.
(REF: AFOCD, Oct 09, Pg 223)
6.1.9. Chief of Staff/Executive Officer The Chief of Staff (COS) or Executive Officer (XO) is
the commander's principal assistant for directing, coordinating, supervising, and training the
staff, except in areas the commander reserves. The commander normally delegates executive
management authority (equivalent to command of the staff) to the COS. The Chief of
Staff/Executive Officer frees the commander from routine details of staff operations and passes
pertinent data, information, and insight from the staff to the commander and from the
commander to the staff. The COS/XO handles protocol duties as required; implements, directs,
and coordinates executive functions, services, and activities; represents the commander in
interaction with other agencies of all levels; and is responsible for unit programs and special
projects as directed by the commander.
(REF: AFOCD, Oct 09, Pg 227 and http://www.globalsecurity.org/military/library/policy/army/fm/6-0/appd.htm)
6.1.10. Astronaut Astronauts command and pilot space shuttle missions and are responsible for
the execution of missions, their rules and control directives. They assesses problems and
implement deviations from flight plans, procedures, or personnel assignments in the interest of
safety or mission accomplishment. Astronauts maintain detailed understanding of orbiter
systems, communicate with mission control center, operate shuttle payloads, and perform extravehicular activities to accomplish repair, refurbishment, or inspection of satellites in orbit or in
payload bay. They provide space flight consultation and serve as crew members aboard National
Aeronautics and Space Administration (NASA) aircraft to remain proficient in all aspects of
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aircraft operations, including flight planning, communications, nominal and emergency checklist
procedures, actual aircraft control, and flight crew coordination.
(REF: AFOCD, Oct 09, Pg 49)
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Chapter 7
OFFICER DUTY TITLES
7.1. Officer Duty Titles. When properly applied, duty titles facilitate a quick understanding of a
person’s role and level of responsibility. Officer duty titles are assigned based upon the scope of
responsibility and the duties being performed. A consistent, standard approach is important to
ensure the terms are meaningful.
7.2. Authorized Officer Duty Titles. The following duty titles are the official, authorized duty
titles for commissioned officer. The only exceptions are the special duty positions listed in
Chapter 6 and limited instances when a person's position or duties do not meet the criteria listed
below. In such circumstances, officers will have a duty title that most accurately reflects their
day-to-day duties. When published, duty titles specified in functional directives will be utilized.
7.2.2. Commander (CC) The title of Commander is used when the individual holds the
authority and responsibility to act and to lead their units to accomplish the mission. Air Force
commanders have threefold mission execution responsibilities: primary mission, Air
Expeditionary Force (AEF) readiness, and mission assurance command and control.
Commanders must apply good risk management, accept risk and manage resources to adjust the
timing, quality, and quantity of their support to meet the requirements of the supported
commander. Commanders are designated by the appropriate higher level command echelon and
can serve at the tactical, operation, or strategic capacity in support of joint or combined
operations. (Commander, 51 MUNS; Commander, 56th Fighter Wing; Commander, Pacific Air
Forces; Commander Air Force Forces; Supreme Allied Commander Europe; etc…)
(AFI 1-2, May 14, Pg)
7.2.3. Officer in Charge (OIC) The title of Officer in Charge is used for officers that are in
charge of an element or flight below command level. Officers in Charge are generally the
ranking officers in a subordinate organization (i.e. Flight OIC, Section OIC, etc…) whose
primary duties include oversight of NCOs and SNCOs performing unit-wide programs and
functional management.
(REF: Personal Experience and AFI 36-2618, Para7.2.3)
7.2.4. Director The position of Director is reserved for Senior Officers (0-6) serving as part of
an AFFOR or Joint Force Staff in support of a Joint/Combined Force Air Component
Commander. (i.e. Director of Logistics A4, etc…) The Director speaks on behalf of the assigned
directorate and works in concert with other directors to execute the mission and taskings of the
Air Operations Commander and Joint Force Commander in support of combat and humanitarian
missions in specific Combatant Commander Area of Responsibility.
(REF: Staff Experience – I am still trying to find a reference for this duty title but I know it is used)
7.2.5. Commander and President The title of Commander and President is designated for the
Senior Officer that commands The Air University. The Commander and President provides full
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spectrum education, research, and outreach at every level through professional military
education, professional continuing education, and academic degree granting. The Commander
and President leads the intellectual and leadership center of the U.S. Air Force, graduating more
than 50,000 resident and 120,000 non-resident officers, enlisted and civilian personnel each year;
and is responsible for officer commissioning through Officer Training School and the Reserve
Officer Training Corps.
http://www.af.mil/AboutUs/Biographies/Display/tabid/225/Article/108002/lieutenant-general-david-s-fadok.aspx)
7.2.7. Superintendent The title of Superintendent is designated for the Senior Officer that
commands the U.S. Air Force Academy in Colorado Springs, Colorado. The Superintendent
directs a four-year regimen of military training, academics, athletic and character development
programs leading to a Bachelor of Science degree and a commission as a second lieutenant.
7.2.8. Chairman, Joint Chiefs of Staff (CJCS) The title of Chairman, Joint Chiefs of Staff is
designated for the Senior Officer of the Joint Staff that is appointed by the President, with the
advice and consent of the Senate, from the officers of the regular component of the United States
Armed Forces. While holding office, the CJCS outranks all other officers of the Armed Forces.
The CJCS, however, may not exercise military command over the CCDRs, JCS, or any of the
Armed Forces. The only Air Force officer eligible for this position is the Chief of Staff of the
Air Force
(Ref: JP1, Section III-3).