BY ORDER OF THE COMMANDER AIR FORCE …

1 BY ORDER OF THE COMMANDER AIR FORCE RESERVE COMMAND AIR FORCE RESERVE COMMAND INSTRUCTION 36-2640 7 FEBRUARY 2013 Personnel EXECUTING AIR FORCE RESERVE FORCE DEVELOPMENT COMPLIANCE WITH THIS PUBLICATION IS MANDATOR Y ACCESSIBILITY: Publications and forms are available on the e-Publishing website at for downloading or ordering. RELEASABILITY: There are no releasability restrictions on this publication. OPR: HQ AFRC/A1KO Certified by: HQ AFRC/A1 (Col Stephanie Gass) Pages: 67 This instruction implements Air FORCE Doctrine Document 1-1, Leadership and FORCE Development, Air FORCE Manual (AFMAN) 36-606, Civilian Career Field Management and Development, Air FORCE Instruction (AFI) 36-2640, Executing Total FORCE Development, AFI 36-3401, Air FORCE Mentoring, Air FORCE Reserve Command (AFRC) Pamphlet 36-3401, AFRC Mentoring Program, AFPD 36-26, Total FORCE Development, incorporates AFI 36-2254, Volume 2, Reserve Personnel Training, AFI 36-2301, Developmental Education, and direction from the C hief of Staff concerning FORCE Development.

2 This instruction provides guidance for all Reserve development programs and outlines the tools to effectively manage the development of Air FORCE Reserve Airmen. Source and governing documents included the Department of Defense (DOD) Instruction , DOD Joint Officer Management Program and C hairman of the Joint Chiefs of Staff Instruction , Joint Officer Management Program Procedures. Joint O fficer Management is a subset of FORCE Development supporting AFPD 36-26, Total FORCE Development. It provides procedures for joint matters crediting for Reserve manpower billets and officers. This instruction also implements policy for Key/Command/JDAL (K/C/J) assignments as outlined in AFI 36-2115, Assignments within the Reserve Components, AFI 36-2132, Full-Time Support to the Air FORCE Reserve, and AFI 36-2110, Assignments. It applies to all Air FORCE Reserve Airmen.

3 Process publications in accordance with (IAW) AFI 33-360, Publications and Forms Management. Refer recommended changes and questions about this publication to the O ffice of Primary Responsibility (OPR) using the AF IMT 847, Recommendation for Change of Publication; route AF Form 847s from the field through the appropriate functional chain of command. Ensure that all records created as a result of processes prescribed in this publication are maintained in accordance with Air FORCE Manual (AFMAN) 33-363, Management of Records, and disposed of in accordance with Air FORCE Records Information Management System (AFRIMS) Records Disposition Schedule (RDS) located at 2 AFRCI36-2640 7 FEBRUAR Y 2013 Chapte r 1 FORCE DEVELOPMENT (FD) AND CAREER MANAGEMENT (CM) 4 Overview.. 4 FORCE Development.. 4 Career Management.

4 5 Roles and Responsibilities.. 5 Officer FORCE Development (OFD).. 12 Enlisted FORCE Development (EFD).. 12 Civilian FORCE Development (CFD).. 13 Career Management Board (CMB).. 15 Air FORCE Reserve FORCE Management and Development Counc il (AFR FMDC).. 15 Air FORCE Reserve FORCE Management and Development Working Group (AFR FMDWG).. 15 Human Capital Management Leadership Team.. 15 Chapte r 2 DEVELOPMENT TEAM (DT) 16 Overview.. 16 Reserve-Development Plan Guidance: .. 16 Developmenta l Team Membership.. 17 Development Team Responsibilities.. 18 Developmenta l Team Key Personnel List (KPL).. 19 Developmenta l Team Operations.. 20 Table DT Phases of Operation.. 20 Chapte r 3 DEVELOPMENTAL EDUCATION (DE) 21 Overview.. 21 Officer Developmenta l Education.. 22 Table Tactical Level Courses (RSSB).. 25 Table Operational Level Courses (RSSB).. 26 Table Operational Level Courses (RDEDB).

5 27 Table Strategic Level Courses (RSSB).. 27 Table . Strategic Level Courses (RDEDB).. 28 Enlisted Developmental Education.. 30 AFRCI36-2640 7 FEBRUAR Y 2013 3 Table EDEB Courses.. 31 Civilian Developmenta l Education.. 32 Table . Civilian Professiona l Development Opportunities.. 33 Chapte r 4 JOINT OFFICER MANAGEMENT (JOM) 34 Overview.. 34 Joint Management Roles and Responsibilities.. 34 Chapte r 5 FORCE MANAGEMENT (FM) 37 Overview.. 37 Deliberate Assignment Process.. 37 Identification of K/C/J Positions - Officers: .. 38 Identification of K/J Positions - Enlisted: .. 39 In-Residence Developmenta l Education (DE) Student Placement (officer only).. 39 Key Personnel Lists (KPL).. 40 Voluntary Assignments.. 40 Attachme nt 1 GLOSSARY OF REFERENCES AND SUPPORTING INFORMATION 41 Attachme nt 2 SAMPLE OFFICER CAREER PLANNING GUIDES 48 Attachme nt 3 SAMPLE ENLISTED CAREER PLANNING GUIDE 50 Attachme nt 4 CIVILIAN CAREER PLANNING GUIDE 51 Attachme nt 5 CAREER MANAGEMENT BOARD STRUCTURE 52 Attachme nt 6 TEMPLATE 1 53 Attachme nt 7 DEVELOPMENTAL TEAM STANDARDIZED FILTERS 57 Attachme nt 8 STUDENT ATTENDANCE AGREEMENT 58 Attachme nt 9 STUDENT DEVELOPMENTAL EDUCATION WAIVER REQUEST 59 Attachme nt 10 SAMPLE EMPLOYER LETTER OF ACKNOWLEDGEMENT 60 Attachme nt 11 JOINT LEVEL CRITERIA 61 Attachme nt 12 JOINT POINT ACCRUAL 62 Attachme nt 13 JOINT DUTY ASSIGNMENT FOLLOW-ON WAIVER 63 Attachme nt 14 JOINT DUTY ASSIGNMENT TOUR LENGTH WAIVER (MULTIPLE) 64 Attachme nt 15 JOINT DUTY ASSIGNMENT TOUR LENGTH WAIVER (SINGLE)

6 66 4 AFRCI36-2640 7 FEBRUAR Y 2013 Chapter 1 FORCE DEVELOPMENT (FD) AND CAREER MANAGEMENT (CM) Overvie w. FD is the career-long pursuit of education, training, experiences, and assignments that produce C itizen Airmen who possess the requisite skills, knowledge, and motivation to lead and execute the full spectrum of Air FORCE /Air FORCE Reserve missions. FD is dynamic and deliberate by design which provides for the on-going growth of C itizen Airmen at all levels. Each C itizen Airman is encouraged to seek out opportunities and experiences to remain professionally relevant throughout the course of their career. Deliberate FD provides the road map and focus for Air FORCE Reserve career development, building appropriate capabilities for senior leaders to ascend to General O fficer (GO), C hief Master Sergeant (CMSgt) or Senior Executive Service (SES) echelons.

7 Air FORCE Reserve CM is a unique and tailored career planning process designed to meet the needs of the Air FORCE Reserve within the context of the Citizen Airmen culture. CM develops C itizen Airmen to lead at all levels (tactical, operational and strategic) and execute current and future mission capabilities. While many processes outlined in this AFRCI are specific to officers, as the AFR FD initiative evolves, responsibilities will be applicable to the enlisted grades and civilian workforce. FORCE Development. The vision for Air FORCE Reserve FD, as an element of Total FORCE Development, is to create an Air FORCE Reserve that is responsive to Air FORCE requirements and managed as an integral part of the Total FORCE . The goal is to produce C itizen Airmen who possess the tactical expertise, operational competence, and strategic vision to lead and execute the full spectrum of Air FORCE missions.

8 The execution of FD will: Maximize capabilities of all C itizen Airmen to ensure the Air FORCE Reserve Command (AFRC) can provide the right leader at the right time for air, space and cyberspace power in support of Air FORCE requirements. Ensure opportunities and expectations are transparent, providing visibility to all Citizen Airmen. Develop a pool of qualified candidates for strategic senior leadership positions within the Air FORCE Reserve through a deliberate assignment process. Deliberately connect all education, training and experience opportunities to include assignments/deployments to best leverage the Continuum of Learning that builds and enhances institutional and occupational competencies that meet Air FORCE Reserve needs in and across career fields. Create standardization to the fullest extent possible among all career fields to ensure a consistent FD program for the Air FORCE Reserve.

9 Enhance C itizen Airmen understanding of their role in FD, using their inputs regarding desires within developmental education, professional military education and future assignment opportunities, and provide feedback to inform and shape expectations. Leverage information technology to provide useful tools to facilitate/enhance personnel decision processes and to maximize the capabilities of all C itizen Airmen. AFRCI36-2640 7 FEBRUAR Y 2013 5 Prepare C itizen Airmen for the challenges of the Air, Space, and Cyberspace FORCE . The methods applied to the FORCE may differ slightly by career field as developmental methods are tailored to suit the availability of C itizen Airmen. Career Management. Executing CM is a Reserve process under the FD umbrella to tailor careers within the C itizen Airmen construct. While active component assignments are deliberate and normally term-limited, most Reserve assignments are not.

10 It is imperative for C itizen Airmen to gain depth in their career field; providing a solid foundation of development. To meet the needs of Total FORCE Development, the Reserve must ensure certain assignment opportunities are deliberately managed and have standardized turnover. In addition to depth, broadening through assignment above the wing level, also known as the four pillars , are essential to developing our future FORCE . The four pillars of Reserve strategic senior leader development are assignments/tours in: Command; Joint Duty Assignment List (JDAL) positions; National Capital Region; and higher headquarters (above wing). Identified Key, Command and JDAL (K/C/J) positions that make up the K/C/J unit career management product will be managed by the command and the appropriate career field manager.