Editor’s Note: The “People First” section is compiled from information from the Air Force Personnel Center, TRICARE, 56th Force Support Squadron, Airman and Family Readiness Flight, Veterans Affairs, the civilian personnel office and armed forces news services. For the complete story, click on the link in the title of each story.
The chief of staff and chief master sergeant of the Air Force announced in July a series of changes to the enlisted evaluation and promotion system which will focus on ensuring job performance is the most important factor when evaluating and identifying Airmen for promotion.
Announced changes will be implemented in stages over the next 18 months for the active duty Air Force and over the next 30 months for the Air Force Reserve and Air National Guard.
The first set of changes include static closeout dates for technical sergeants and elimination of change of reporting official enlisted performance reports.
The change supports planned implementation of static, or fixed, annual closeout dates for each rank tied to regular Air Force promotion eligibility cut-off dates. Once implemented, static closeout dates will enable implementation of the forced distribution and stratification policies Air Force senior leaders announced last week. Allowing close out of all reports for a particular grade at the same time helps raters ensure an equal playing field and supports the ultimate goal of having better performance-based evaluations.
The Air Force Civil Engineer Center recently rolled out the first comprehensive two-year integrated priorities list to strategically order funding of sustainment, restoration, modernization, environmental and demolition projects across the Air Force portfolio.
The IPL reflects a risk-based programmatic approach known as asset management and uses an objective scoring model to assess risk to Airmen and risk to mission, as well as incorporating cost-saving investments.
Projects are scored based on three factors: probability of failure, consequence of failure and savings. The list is based on an algorithm which weighs the repercussions of an asset failing versus the likelihood that it will fail, and uses that data to prioritize Air Force projects across the world. With this approach, a significant portion of funding for the next fiscal year is allocated to the repair of airfield pavements and other critical facilities and infrastructure items that have significant impacts on operational missions.
The Sexual Assault Prevention and Response coordinators from each Air Force major command attended the first three-day orientation and training July 29 through 31, to discuss issues and innovations with Air Force SAPR top leaders and subject matter experts.
“The purpose of this training was to bring all MAJCOM (program managers) together to expound on their roles and responsibilities to their commanders and installation SARCs,” said Debbie Allen, the Headquarters Air Force chief of SAPR operations. “This level of leadership is essential to program management and case consultation. In addition, this relationship provides opportunity to monitor program compliance and recommendations to leadership regarding improving climate to help eliminate sexual assault.”
The training consisted of several group discussions, education and training workshops and focus on different tools and resources available. An off-site visit to a Department of Defense community partner; Rape, Abuse and Incest National Network; was conducted to provide additional information about resources available to survivors.
Military Surface Deployment and Distribution Command and U.S. Transportation Command are standing up a team of transportation experts this week to quickly address the most significant challenges and concerns military customers are facing when shipping their privately owned vehicles.
On May 1, International Auto Logistics, known as IAL, assumed responsibility for the Global Privately Owned Vehicle Contract, also known as GPCIII. Under the terms of the contract, IAL is responsible for processing, transporting and storing vehicles owned by military personnel and Defense Department civilian employees bound for, or returning from, overseas duty assignments.
SDDC officials acknowledge the transfer to the new POV contractor did not go as smoothly as it could have. They want customers to know that SDDC is aware of and understands the issues some of them have experienced while shipping their privately owned vehicle, adding that solving those issues is the command’s No. 1 priority.